Flashcards
3–3. Work Force Management Analysis
Flashcards do conjunto (43)
- 1232. Trend analysis• Work force management is all about assigning the right craftsman with the right skills to the right job at the right time. The term is differentiated from traditional scheduling because scheduling is rooted to time management and simply manages the administration of past and future working times.
• The traditional scheduling approach has evolved into the more integrated, demand-oriented work force management, which includes making changes in personnel requirements and objectives when optimizing the work schedule.
• Scheduling remains the key aspect of workforce management. However it is achieved by establishing the demand by analyzing historical data (such as the number and duration of service calls, shop rates, cost reports, and deployment trends). Sounds a little bit like the IWP concept, right?
• Effective workforce management leads to what is referred to as workforce optimization. There is an emphasis not simply on improving operational efficiency or on managing the work force effectively, but tying this to key operations concepts such as customer satisfaction. - 2232. Trend analysis• Work force optimization involves automating entire processes, making key data more visible to support better decision-making, and solving staffing issues related to the mission.
• Ultimately, adjustments will be made to work processes that result in a work force that “works smarter, not harder.” Let’s discuss some of the different types of analysis that may be done in CE.
• BLANK is a general term that refers to the concept of collecting historical information and attempting to spot a pattern to predict future outcomes. In CE, we use trend analysis as a management tool to forecast additional training requirements or adjust personnel duty assignments.
• This can also be used to monitor the effectiveness of preventive maintenance for equipment and systems. There are various statistical techniques such as time series analysis, regression analysis, correlation analysis, and control charts, among others that could be used to perform trend analysis. These techniques can become very time consuming to perform depending on the data being analyzed. - 3As an operations manager, there will be times that you are asked to analyze various aspects of CE production. You may be asked to provide recommendations to the flight chief and element superintendents on resource allocation and work execution such as:• Economic or cost/benefit analyses.
• Developing performance standards.
• Review of work center workload, manpower balance, and skills mix.
• Developing and measuring productivity and quality work force indicators. - 4Trends and seasons• As you look closer at weekly or monthly data, you’ll see variations which are dependent on the time of year.
• The variations are usually regular fluctuations that occur with a period of less than one year.
• This is referred to as seasonality or the seasonal component to a time series.
• Occasionally we have to pay attention to BLANK, especially when budgeting funds.
• Examples of seasonal trends include the additional time spent working on air conditioning in the summer versus winter, or more service calls for roof leaks in the spring than the other seasons.
• Although we may be interested in comparing seasonal effects within the years, sometimes we need to remove this component from the data so a time series is easier to cope with. - 5Trends and seasons• Seasonal variations can be so strong they obscure other trends or cycles in the process we are trying to observe.
• Seasonal effects can be removed by using smoothing techniques to reduce irregularities in the data.
• Smoothing makes long term fluctuations in a data series stand out more clearly.
• Most commercial spreadsheet applications contain a forecasting module that includes smoothing.
• Whenever possible, let the computer do your math for you! - 6Performance indicators• Provide a meaningful measure of merit for managers to identify successes to share and problems to resolve.
• They act as markers for factors that must be monitored, and the standards for evaluating trends in work accomplishment.
• Reveal a numerical measure of productivity or quality of work performed (e.g., direct scheduled work orders completed per man-hours available, customer satisfaction surveys).
• Standing alone, these indicators mean little; but when analyzed over time, they highlight the effectiveness of managerial efforts to increase productivity or quality.
• Are often established at higher headquarters level and passed down through the chain of command.
• The operations support element is usually tasked to manage these indicators and monitor their results.
• It is important that the operations flight develop BLANK covering all aspects of the mission.
• Parts of the mission that are not monitored risk receiving less work force emphasis. - 7Analysis reports• The following reports are established in IWIMS/ACES, and provide a starting point for performing trend analysis.
- 8Base civil engineer weekly labor analysis report• Shows the current week and year to date estimated and actual labor hours by type of labor for each BCE operations cost center.
• The report should be useful to schedulers in updating the current IWP schedule. All data for this report is obtained from the labor summary file (LSF).
• All LSF records are selected for preparation of the report for each direct labor code and for total direct hours. - 9Base civil engineer monthly labor analysis report• May be used in conjunction with the BCE weekly labor analysis report in updating the IWP schedule and for providing BCE managers an informative review of how their available human resources were used.
- 10Monthly labor augmentation report• Provides historical data for special studies and can be broken down into two portions. The first portion of this report might be printed by cost center within each control center.
• It shows the number of hours a cost center has reported as loans, borrows, and overtime for the preceding month and fiscal year to date.
• The second portion may be a consolidated listing of the loan/borrow labor costs for all cost centers. - 11233. Cost analysis• An analytical process for developing or assessing resource requirements in terms of cost. The process includes a statement or report of the assessment and related conclusions.
• An annual cost analysis is prepared to make sure expenses are charged correctly to each category or service and to acquire a basis for establishing prices.
• CE performance indicators invariably include factors such as man-hours used, cycle time, accuracy, efficiency, effectiveness, and productivity. Comparing one alternative with low accuracy but high efficiency is difficult without some common measure of merit. Industry has long used cost as the measure of merit.
• Economic or cost/benefit analysis involves converting all characteristics of an alternative to cost factors and comparing the costs to support or identify a solution.
• DOD uses lowest life-cycle cost as a primary design criterion. - 12Economic analysis• This is a systematic technique for measuring issues where cost is the major consideration.
• Allows for comparing, contrasting, and evaluating the economic feasibility of two or more alternatives.
• This technique is particularly useful in assessing the feasibility of upgrading or replacing existing equipment that may be hindering the productivity of the workforce.
• Helps you make rational choices among competing alternatives.
• It does not replace the judgment of the decision maker but rather aids that judgment. Usually, you have alternate ways of meeting a goal, and each alternative costs something (resources, factors, and inputs) and produces some benefits (results, revenues, and outputs).
• A good BLANK systematically examines and tells us about costs, benefits, and risks of various alternatives.
• This systematic approach reduces the incidence of serious omissions or the introduction of personal bias.
• Formal BLANK are often too detailed and time consuming for day-to-day decisions on routine methods, processes, and resources. - 13Economic analysis• Once engineers master the concepts of economic analysis, they should become proficient in preparing brief, informal cost/benefit analyses.
• These analyses are less detailed and based upon readily available data.
• This is often less complete or objective than acceptable in formal economic analysis. - 14Cost reportThe following reports are established in IWIMS/ACES. They can help you assess resources and perform cost analysis.
- 15Base civil engineer current month cost report• This report lists costs and quantities by cost account code. It summarizes cost by work order within each cost account code.
• The account code quantity update/edit list shows any account code quantities. It points out any static quantities that erroneously change or any increasing quantities that did not change (and should have). - 16Base civil engineer integrated transaction listing• A daily report showing all transactions that came over from accounting and finance and highlights as well any that were rejected.
- 17Schedule of refunds and reimbursements• This list shows all material transactions processed through Civil Engineer Material Acquisition System (CEMAS), including those transactions through base supply.
- 18Base civil engineer material transaction list• The shop rate reports provide details on the CE shop rates by cost center and by category.
• The shop rate is a “dollar per direct hour” value used to estimate and account for selected costs in ATA cost centers.
• Direct hours are man-hours charged to a work order. It is often referred to as productive time.
• Cost centers that record the hours they’ve worked each day and what they’ve worked on are ATA work centers. - 19Shop rate reports• The whole point of the shop rate is to forecast your costs for next month so you have a fair labor price to charge your customers. The whole idea is to recover actual cost, not to make a profit or give customers a break.
• As operations management personnel (functioning as controllers) enter labors hours; you depend on the automated personnel and readiness (APER) to be accurate so that personnel are assigned to the proper cost center.
• Also if the wrong grade is assigned in the APER, then wrong costs are recorded. Make sure your orderly room keeps up with promotions and permanent change of station (PCS) moves. - 20The civil engineer shop rate consists of six cost elements called components:(1) military labor, (2) civilian labor, (3) civilian benefits, (4) vehicle, (5) indirect material, and (6) foreign national labor.
- 21Shop rate analysis The shop rate exists for many reasons, including accounting and budgeting. Some of the reasons for maintaining a shop rate are:1. Accounting for expended costs—Helps you determine a dollar value for labor performed on a job so the cost accounting system can record expenses.
2. Establishing work approval levels—Helps you estimate the value of a job to determine if you have the required approval authority.
3. Budgeting—Gives you information on prior year labor expenses and helps you identify cost trends for future years.
4. Administering refunds and reimbursements—By placing a dollar value on man-hours, this provides you the means to charge for labor. This is the most important reason for the shop rate’s existence. - 22Shop effectiveness rate• The BLANK indicator is expressed as a percentage comparing the estimated hours of each job phase to the total hours charged to each completed job phase and provides management with feedback regarding both the shop and the planner/estimator.
- 23234. Maintenance analysis• Sometimes the root cause of a significant variance in man-hours is readily obvious, and the required actions to prevent or reduce reoccurrence are evident.
• In many cases, however, the underlying reason for differences between the estimated and actual work are problems imbedded in the BLANK process.
• To discover and quantify problems affecting work processes and productivity, management may need to utilize analysis tools that are based on industrial engineer techniques. - 24Methods analysis• Consists of systematic procedures for gathering and analyzing data regarding all elements of the work used to identify and develop improved methods of work accomplishment.
• Can be applied to all procedures pertaining to operations and includes the use of studies and analyses of processes, methods, motions, materials, tools, and equipment. - 25Process charts• Can be used to illustrate events that occur during a series of actions or operations.
• Record all aspects of a process to obtain a better understanding and improve current operations. - 26Work sampling studies• A statistical approach to estimating a population’s characteristics by examining a portion or representative sample of that population.
• A tool for assessing the productivity of a group within the maintenance process. It is also useful for identifying and quantifying the problems adversely affecting system productivity. - 27Time and motion studies• Similar to work sampling studies, BLANK are also used to measure and evaluate work activity.
• Are used to obtain reliable data regarding the time required to complete a particular work segment. - 28235. Recurring work program analysis• Some RWP requirements are service or operations related. Other work, such as flight-line sweeping or snow-removal, is a service provided by the horizontal work center of the heavy repair element and is typically listed as a work item in the RWP.
• However most RWP is preventative maintenance work, such as periodically replacing belts and filters on heating, ventilation, and air conditioning (HVAC) equipment. This type of RWP often requires maintenance engineer analysis support and, therefore, a close working relationship among all elements of the operations flight is desired.
• The main purpose for the RWP is to maintain CE equipment around the base. When this equipment is maintained, less time and materials are required to repair failed equipment. Areas for improvement in the RWP include reevaluating the sequencing and times of MAS or replacing older equipment with newer equipment that requires less maintenance and perhaps conserves energy. - 29235. Recurring work program analysis• RWP is estimated on an annual basis and accounts for a significant percentage of a maintenance organization’s productive labor hours. If the work to be performed is for a specific customer, the customer’s point of contact should be contacted to verify the work request requirements and identify changes.
• Some customers have definite ideas about the work requirements, frequency of performance, and level of service they require.
• A visit should be made to the job site. Over a year, numerous changes may occur that affect the job site and requirements of a recurring job. A visit to the site helps to determine if the work requirements have expanded, decreased, changed, or stayed the same.
• Work plans for recurring work are generally small because the work tends to be accomplished as a single-phase job that is repeated on a cyclic basis over a specific period of time.
• Determining the period of performance and number of cycles is an important part of the recurring work planning process. - 30Preventive versus breakdown maintenance• The challenge is to evaluate the long-term costs associated with preventive maintenance (PM) schedules compared to the replacement costs resulting from not performing PM. Often, inexpensive, non-critical items such as pumps or motors are replaced at a cheaper cost than the long-term PM costs to extend their life.
• However, downtime of some mission-critical HVAC equipment could cost the government not only the replacement cost of an expensive HVAC component but also the downtime of the mission, and potentially, critical equipment in the facility.
• The engineer is tasked to strike a balance between appropriate PM and acceptable breakdown costs. - 31Life-cycle cost analysis method• One method to evaluate preventive maintenance versus breakdown maintenance is...
• The estimated life span and efficiency data is usually provided by the manufacturer, but at a very conservative level and normally only available at the designed preventive maintenance level. Suppliers of larger systems often provide more comprehensive technical manuals with better data.
• These manuals usually provide an evaluation of the data and a recommended preventive maintenance schedule. Other sources of this data are consumer reports, historical records (including electrical metering, run-time, flow rates, work orders, service calls), expert experience (work center craftsmen, local contractors, or the engineer), and design considerations. These sources may be subjective or non-specific to the brand and model in question.
• However a rough order of magnitude will provide adequate evaluation criteria for a cost analysis. - 32To perform life-cycle cost analysis:1. Identify the estimated life span and/or the impact to efficiency of the item at each proposed maintenance level.
2. Identify the replacement cost of the item.
3. Identify the cost of breakdown maintenance. Include the costs to repair or replace the item, the impact to the mission (downtime), and the damage to affected equipment due to the breakdown. Use engineering economic analysis to convert the cost of each estimated lifespan to current costs (present worth).
4. Identify the cost of the proposed level of maintenance. Note that the proposed level of maintenance may increase as the item ages. Forecast non-breakdown repairs and add these costs to the annual cost of maintenance. Use engineering economic analysis to convert these costs into a current cost (present worth).
5. Add the costs of each proposed level of maintenance with their associated breakdown costs. These costs should all be on a current cost basis.
6. Choose the lowest cost option. - 33The following information is an explanation of the columns shown in the cost analysis:1. Frequencies of failure and efficiency curves are to be researched using previously cited resources.
2. Average level of efficiency is an average of the efficiency curves dependent upon a level of maintenance. Actual efficiency will decrease in a curve. For greater accuracy, this decrease can be individually priced per year; however, the average provides a rough order of magnitude.
3. Annual cost to perform preventive maintenance.
4. Annual operations cost is the energy cost of operating at the prescribed efficiency to meet a level of performance required. If 90 percent efficiency is the designed efficiency at $30/year, then other costs —(90 × 30)/ (efficiency).
5. Present Cost (PC) of Repair — $1,000 × # replacements over 15 years (1 1/15th for 14-year replacement).
6. PC of Ops Cost — Annual Ops Cost × years.
7. PC of PM — Annual PM Cost × 15 years.
8. Total — PC’s of Repair + Ops Cost + PM Cost. - 34Alternate analyses• Life-cycle cost analysis is valuable for large items of critical value to a facility.
• However researching and analyzing the thousands of RWP PM items requires more manpower than available.
• The following two BLANK methods are more practical, more subjective (on the part of experts) but quicker and more efficient with small items. - 35Requirement elimination analysis• This evaluation needs to be made by a team of program engineers, the work center chief(s), and appropriate senior craftsmen and superintendents. Often evaluation of the cost impact is through estimates based upon experience.
• While these estimates are more subjective than the cost analysis method, this method can analyze many more systems and components in a shorter time, and the accuracy is close enough to evaluate the smaller, less-critical components. - 36RWP requirement elimination involves reviewing the list of RWP items and identifying those that can be eliminated in the following ways:1. By eliminating the very low cost replacement items (e.g., all items under $100) and non-mission critical items.
2. By replacing with zero-maintenance components.
3. By contracting out the requirement to a service contractor. - 37Man-hour ceiling/priority analysis (MAPCO)• Another method for analyzing remaining RWP items is the man-hour ceiling/priority analysis method. Most work centers have a limited number of man-hours (a ceiling) that will not increase, no matter how cost-effective the RWP is or how cost-effective other work items become.
• As a result, a manager may budget a portion of the man-hours to the RWP and then perform the RWP priorities that budget allows.
• Whenever possible, execute the RWP in conjunction with a facility visit (such as AF Form 1219-type work). When the work is scheduled, IWIMS can generate a listing of RWP items for that facility throughout the period between the visit and the next programmed visit. This listing includes the critical requirements followed by the non-critical requirements. As the crafts pursue the AF Form 1219 DSW orders and MAS requirements, they complete all critical RWP items.
• At the end of the visit, if additional man-hours are available in the schedule, they can begin to complete the non-critical items in priority order. - 38Man-hour ceiling/priority analysis (MAPCO)• Many bases have difficulty meeting the RWP requirements due to reduced manpower, requirements for DSW and work orders, and the mission requirements (e.g., deployments and training). An opportunity to meet critical RWP requirements with minimal impact on unit manpower is through service contracts. Program engineers, work center chiefs, and senior craftsmen should be on the lookout for opportunities to contract redundant, manpower intensive and critical RWP requirements.
• NOTE: The scope, frequency, locations, and materials for the RWP are known. The only questions should be the availability of funds and work center man-hours, and cost effectiveness.
• Maintenance engineers and responsible work centers must mutually agree on the management of the service contracts. The team approach is the best method to accommodate the new quality assurance evaluation (QAE) requirements while ensuring work center oversight of the requirement. - 39Man-hour ceiling/priority analysis (MAPCO)• Faced with reduced manpower and the requirement to provide RWP analysis support, engineers can have a better perspective of the work by visiting one RWP PM job in their discipline per day. The goal should be to complete the program in one year. To do this, the engineers would review the next week’s AF Form 1219/RWP schedule and coordinate visits with the work centers.
• On the job site, they review the job’s frequency and methods and validate the requirement. The benefits from this program are optimizing the program while tackling it one step at a time, improving engineer and work center coordination, and increasing engineer exposure to the infrastructure environment. - 40236. Variance analysis• Is the logical evaluation of the reasons for discrepancies between estimated labor hours and actual performance labor hours.
• Should be conducted by maintenance engineers to identify and reduce or eliminate system and shop inefficiencies. Labor hour variances often occur for legitimate reasons. Some of the reasons are difficult to identify. Some of the reasons are difficult or impossible to eliminate.
• Systematic BLANK aids in identifying causes of unacceptable labor hour variances and solutions to avoidable causes. - 41Variance analysis meetings• Hold BLANK on a regularly scheduled basis, and conduct analysis on recently completed or in-progress jobs that exhibit significant deviations between estimated and actual hours for the entire job or a given phase.
• Should be attended by managers, schedulers, planner/estimators, the planner/estimators’ supervisor, industrial engineers, shop foreman, and, when appropriate, representatives from system support functions such as supply and transportation.
• Should not resort to a “finger pointing” session in which blame is directed at an individual or group. Rather the tone of the meeting should be cooperative and progressive, and each individual should try to identify and solve problems for the benefit of the organization.
• Some official data may not be available for all jobs at the time a meeting is held—rough figures prepared by individuals involved in the jobs to be analyzed may be adequate.
• Any information regarding the progress or accomplishment of the jobs to be discussed and possible reasons for labor hour variances should be documented prior to the meeting. - 42Variance analysis investigations• Due to the interrelated nature of the various activities in a real property maintenance organization, a BLANK looks at problems that have occurred or could occur in each of the maintenance process components.
• Careful analysis of management reports aids in determining the root causes of unusual situations occurring during work accomplishment. This analysis should be conducted shortly after work completion to allow for further investigation.
• Performance indicators are a management tool within the work appraisal process. Management reports based on work data provide information for establishing performance indicators.
• Tracked over time, these indicators provide a basis for comparative analysis, data for performance appraisals, and decisions regarding whether corrective actions are needed to improve work processes.
• Analysis can also be conducted to determine whether previously implemented corrective actions are proving effective. - 43Performance indicators may be useful to monitor:• Job status.
• Work accomplishment.
• Actual versus estimated costs.
• Actual versus estimated labor hours.
• Labor, equipment, and materials expended.
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- Duty VOLUME 2 FlashCards sobre 3–3. Work Force Management Analysis, criado por Xaviery Byrd em 24-02-2015.
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- Xaviery Byrd
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