The document discusses improving labor productivity on construction projects through integrating the work breakdown structure (WBS) and organizational breakdown structure (OBS). It outlines common causes of lost productivity like unclear responsibilities and interruptions to learning curves. The document presents an example of how assigning specific tasks in the WBS to organizational units in the OBS through a responsibility assignment matrix can monitor progress and improve productivity by mitigating these causes. It argues this approach provides a framework to control costs by optimizing resource allocation and labor efficiency.
This presentation is about Value Engineering and contains:
1.History of VE
2.Value Concept
3.What is Value Engineering?
4.Implementation of VE in our project
5.Principle and Purpose of VE
6.Case Study
7.Conclusion
Productivity Improvement using Lean Manufacturing '“ A Case Study at Muththam...ijtsrd
At the present scenario, the Lean Manufacturing has become a worldwide phenomenon. A large number of organizations are following Lean technologies and experiencing vast improvement in quality, production, customer service and profitability. Muththamizh industries in Palani is a manufacturing company that manufactures variety of agricultural oriented machines. In this work to adopt the Lean manufacturing concept in this industry by using Value Stream Mapping (VSM) technique and to reduce the wastes such as long lead time, defects, material waste etc. Our project focuses on creating current and future state value stream maps which, when implemented will decrease the current lead time of manufacturing thereby improving the productivity of industrial shop floor. From their products, the team chose Chaff cutter machine as a product family and worked on them. From the Current Value Stream Map created the lead time for the product is found to be 3 to 3.34 days right from the processing of raw materials till the product is ready to be shipped. From the map created, various stages that contains bottlenecks in production were clearly identified and remedial measures were taken to eliminate those bottlenecks. Various lean tools such as Kaizen Bursts, 5S and other methods to eliminate the wastes were identified and implemented effectively. After remedial measures were adopted the data is tracked again and Future Value Stream Map is drawn. From the map it was clear that the lead time for the product was reduced to a certain extent of up to 4 hours. Therefore our primary goal of the object was achieved by adopting lean techniques and the productivity and efficiency of the organization was increased. G. Saravanan | R. Karthikeyan | S. Mohamed Nasrulla"Productivity Improvement using Lean Manufacturing “ A Case Study at Muththamizh Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12836.pdf http://www.ijtsrd.com/engineering/mechanical-engineering/12836/productivity-improvement-using-lean-manufacturing--a-case-study-at-muththamizh-industries/g-saravanan
This presentation is about Value Engineering and contains:
1.History of VE
2.Value Concept
3.What is Value Engineering?
4.Implementation of VE in our project
5.Principle and Purpose of VE
6.Case Study
7.Conclusion
Productivity Improvement using Lean Manufacturing '“ A Case Study at Muththam...ijtsrd
At the present scenario, the Lean Manufacturing has become a worldwide phenomenon. A large number of organizations are following Lean technologies and experiencing vast improvement in quality, production, customer service and profitability. Muththamizh industries in Palani is a manufacturing company that manufactures variety of agricultural oriented machines. In this work to adopt the Lean manufacturing concept in this industry by using Value Stream Mapping (VSM) technique and to reduce the wastes such as long lead time, defects, material waste etc. Our project focuses on creating current and future state value stream maps which, when implemented will decrease the current lead time of manufacturing thereby improving the productivity of industrial shop floor. From their products, the team chose Chaff cutter machine as a product family and worked on them. From the Current Value Stream Map created the lead time for the product is found to be 3 to 3.34 days right from the processing of raw materials till the product is ready to be shipped. From the map created, various stages that contains bottlenecks in production were clearly identified and remedial measures were taken to eliminate those bottlenecks. Various lean tools such as Kaizen Bursts, 5S and other methods to eliminate the wastes were identified and implemented effectively. After remedial measures were adopted the data is tracked again and Future Value Stream Map is drawn. From the map it was clear that the lead time for the product was reduced to a certain extent of up to 4 hours. Therefore our primary goal of the object was achieved by adopting lean techniques and the productivity and efficiency of the organization was increased. G. Saravanan | R. Karthikeyan | S. Mohamed Nasrulla"Productivity Improvement using Lean Manufacturing “ A Case Study at Muththamizh Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12836.pdf http://www.ijtsrd.com/engineering/mechanical-engineering/12836/productivity-improvement-using-lean-manufacturing--a-case-study-at-muththamizh-industries/g-saravanan
HYATT - factfile, ground floor plan, first floor plan, climatic study, physical and visual context, facade details, hardscape, watre features and artworks, services - parking, fire protection system, ACMV, electrification, plumbing , water supply drainage systems, codes and standards , architects interview, additional details and all the data for hotel desigining.
Trusted Configurations for e-Infrastructure DeploymentBruce Becker
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A great deal of confusion surrounds the concepts of release automation, continuous integration, continuous delivery, and continuous deployment. Even some industry experts are confused about the differences. How these concepts work progressively to achieve high quality software delivery is generating a lot of discussion and controversy. Bryan Linder defines the methodology, processes, and tools associated with release automation, as well as the differences between its maturity levels. Understand the benefits of more frequent, smaller releases, and the exponential risk generated by large, infrequent releases. Hear highlights of industry case studies that demonstrate the substantial speed, quality, and ROI gains of improving your release automation process. Acquire the insight and motivation needed to take the next step—from wherever you organization is now—toward full release automation. Takeaways include a glossary of terms, a continuous integration tools comparison chart, and a release automation maturity chart.
Presentation. jkr lawatan IBS kilang HC Precast SystemTeow Beng Hur
IMPORTANT :
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1. Which of the following is INCORRECT regarding the process capability index Cpk
Productivity can be improved by
Increasing inputs while holding outputs steady
Decreasing outputs while holding inputs steady
Increasing inputs and outputs in the same proportion
Increasing outputs while holding inputs steady
2. Productivity can be improved by
Increasing inputs while holding outputs steady
Decreasing outputs while holding inputs steady
Increasing inputs and outputs in the same proportion
Increasing outputs while holding inputs steady
3. Which of the following statements is INCORRECT regarding critical paths?
The path that takes the longest time to complete in a project is the critical path.
Activities on the critical path must have zero slack time.
Some non-critical activities may have zero slack time.
For any project, the (expected) project completion time is equal to the (expected) time duration of the project’s critical path.
4. Suppose a project team has arrived at the following time estimates for an activity: a = 4 days, m = 6 days, and b = 8 days. What is the variance involved in this activity?
0.111
0.250
0.444
0.694
5. Suppose you are asked to determine the Lower Control Limit for a p-chart for quality control purposes. Samples are taken from the production line. The fraction defective is 0.008 and the standard deviation is 0.002 based on the samples. Set z = 3. Which of the following is the LCL of the p-chart?
0.001
0.002
0.006
0.013
6. The least squares method is to find out the intercept and the slope of a regression line that minimizes the sum of the squared differences between
observed values of the independent variable and predicted values of the independent variable
observed values of the independent variable and predicted values of the dependent variable
observed values of the dependent variable and predicted values of the dependent variable
None of the three is correct.
7. Which of the following statements is INCORRECT regarding corporate missions?
They reflect a company's purpose.
They indicate what a company intends to contribute to society.
They are formulated after strategies are known.
They define a company's reason for existence.
8. Given forecast errors of -2, 5, 10, and -3, what is the mean absolute deviation (MAD)?
2.5
3
4
5
9. Which of the following best describes the process focus strategy?
Appropriate for high-volume, low-variety production
Equipment or processes are arranged based on the progressive steps by which a product is made.
Also known as flow shop
Appropriate for low-volume, high-variety production
10. According to the definition of design quality,
Quality is the degree of excellence at an acceptable price
Quality depends on how well the product fits consumer preferences
Even though quality cannot be defined, you know what it is
Quality is the degree to which a specific product conforms to design specifications
11. Which of the f ...
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Labor productivity improvement in construction projects using wbs obs integration.final.13.11.2014
1. Labor Productivity Improvement inLabor Productivity Improvement in
Construction Projects usingConstruction Projects using
WBS & OBS integration.WBS & OBS integration.
Essam Mohamed Lotfi, PMP, CCP
2. Bibliography
2
Essam Lotffy is a Construction Manager-MEP at Trojan general contracting in AbuEssam Lotffy is a Construction Manager-MEP at Trojan general contracting in Abu
Dhabi, UAE. He received his BSc. degree in Electrical Engineering (Major) and PowerDhabi, UAE. He received his BSc. degree in Electrical Engineering (Major) and Power
Distribution (Minor) through Zagazig University, Zagazig, Egypt since 2001.Distribution (Minor) through Zagazig University, Zagazig, Egypt since 2001.
Pursued and achieved his certificates in Project Management (PMP®) from PMI-USAPursued and achieved his certificates in Project Management (PMP®) from PMI-USA
since 2013, and certificate in Cost Management (CCP®) from AACE International sincesince 2013, and certificate in Cost Management (CCP®) from AACE International since
june-2014.june-2014.
He does claim 13 years extensive hands on experience in various aspects of projectsHe does claim 13 years extensive hands on experience in various aspects of projects
and project management within maintenance, power distribution networks monitoringand project management within maintenance, power distribution networks monitoring
and supervision and construction projects as well.and supervision and construction projects as well.
During his employment tenure with his past employers Suez Canal Electrical DistributionDuring his employment tenure with his past employers Suez Canal Electrical Distribution
Company, United Engineering & Trading Company – ENTRACO, and TROJAN GeneralCompany, United Engineering & Trading Company – ENTRACO, and TROJAN General
Contracting, he has successfully managed various projects, in addition enhancing theContracting, he has successfully managed various projects, in addition enhancing the
process capabilities and organization performance as well.process capabilities and organization performance as well.
Essam Lotffy is actively pursuing potential opportunities in the project management field,Essam Lotffy is actively pursuing potential opportunities in the project management field,
where a room of growth and opportunities for advancement exists.where a room of growth and opportunities for advancement exists.
3. OutlineOutline
• Abu Dhabi is one of the cities in GCC where Construction field is booming very
fast.
• The presentation is intended to show the effects of labor productivity on
construction projects’ profits.
• The factors which result in productivity loss and how to improve the productivity
using WBS & OBS framework.
• Illustrate how loss productivity will affect direct labor cost which may results in
reducing project profits by using Earned Value management (Accomplished man-
hours).
• How WBS & OBS integration matrix will recover loss productivity.
5. Thepurposeof thispresentation isto show theeffect of establishingThepurposeof thispresentation isto show theeffect of establishing
WBS& OBSintegration matrix to monitor theproject performanceandWBS& OBSintegration matrix to monitor theproject performanceand
improvethelabor productivity by assigning worksto appropriateimprovethelabor productivity by assigning worksto appropriate
organizational units.organizational units.
Thepurposeof thispresentation isto show theeffect of establishingThepurposeof thispresentation isto show theeffect of establishing
WBS& OBSintegration matrix to monitor theproject performanceandWBS& OBSintegration matrix to monitor theproject performanceand
improvethelabor productivity by assigning worksto appropriateimprovethelabor productivity by assigning worksto appropriate
organizational units.organizational units.
6.
7. Team Member Role Reporting To Responsibilities
Project Manager (PM) 1- Lead project Team Organization Management 1- Monitor Cost
2- Monitor Time
3- Achieve Planned cost
4- Achieve Planned Time
Construction Manager (CM) 1-Lead Activities Execution Project Manager (PM) 1-Monitor progress
2- Monitor Progress 2-Momitor Subcontractors
Performance
3-prepare payments
4-Follow issues with consultant
Project Engineer (PE)
1- Lead Drawing approvals
Construction Manager (CM)
1- Deliver Drawings & materials
2- Lead material approvals As per project requirements
3- Follow material delivery 2-Issue Materials orders.
4- Distribute activities 3- Follow materials delivery
4- Distribute activities with related
Materials & Drawings.
5- Conform Quality.
Site Engineer (SE)
1-Leads Supervisors
Project Engineer (PE) 1- Distribute supervisors &
Technicians
2- Lead Technicians 2- Follow planned Activities.
3- Lead Store 3- Issue materials from stores
4- Achieve progress
5- Perform Quality
Supervisors 1- Lead Technicians Site Engineer (SE) 1- Perform Drawings
2- Supervise installation 2- Control Technicians productivity
3- Control Materials installation
4- Achieve Quality
8.
9.
10. COMMON CAUSES OF LOSS IN PRODUCTIVITYCOMMON CAUSES OF LOSS IN PRODUCTIVITY
11. COMMON CAUSES OF LOSS IN PRODUCTIVITYCOMMON CAUSES OF LOSS IN PRODUCTIVITY
12. COMMON CAUSES OF LOSS IN PRODUCTIVITYCOMMON CAUSES OF LOSS IN PRODUCTIVITY
13. Sequence of ActivitySequence of Activity
Installation of Air Duct for Exhaust system at parking area ,NormallyInstallation of Air Duct for Exhaust system at parking area ,Normally
follow the following criteriafollow the following criteria
14. Sequence of ActivitySequence of Activity
Installation of Air Duct for Exhaust system at parking areaInstallation of Air Duct for Exhaust system at parking area
,Normally follow the following criteria,Normally follow the following criteria
15. Sequence of ActivitySequence of Activity
Installation of Air Duct for Exhaust system atInstallation of Air Duct for Exhaust system at
parking area, there are two criteria can be followedparking area, there are two criteria can be followed
16. Sequence of ActivitySequence of Activity
Comparing Criteria (A) & (B)Comparing Criteria (A) & (B)
Manpower
used(Nrs.)
Duration
(Hrs.)
Production
(Nrs.)
IncurredCost(Hrs/Pc)
Cost
Hrs/Psc
Criteria(A) 3 10 3 (10Hrs*3Labors)/3Pcs 10Hrs/Pcs
Criteria(B) 2 10 8 (10Hrs*2Labors)/8Pcs 2.5Hrs/Pcs
ConclusionConclusion:: Criteria (B) proved to be higherCriteria (B) proved to be higher
productivity rates per hour which means less costproductivity rates per hour which means less cost
& better timing to complete the same task.& better timing to complete the same task.
17. Learning CurveLearning Curve
It’s a technique achieved by repeating same activity inIt’s a technique achieved by repeating same activity in
different zones by a fixed group of technicians, in casedifferent zones by a fixed group of technicians, in case
those groups got interrupted before completing samethose groups got interrupted before completing same
activity in all zones the productivity of those groups willactivity in all zones the productivity of those groups will
be lower when we assign them again to the previousbe lower when we assign them again to the previous
activity zone, Look at the following example to find theactivity zone, Look at the following example to find the
implications of interrupting learning curve.implications of interrupting learning curve.
ExampleExample
In residential tower has typical floors, we assigned aIn residential tower has typical floors, we assigned a
group of technicians to fix light fitting under supervisiongroup of technicians to fix light fitting under supervision
of one supervisor, we noticed the following,of one supervisor, we noticed the following,
19. Looking to previous tables which Indicates that fixingLooking to previous tables which Indicates that fixing
group of 3 technicians to perform the same activitygroup of 3 technicians to perform the same activity
repeatedly will increase their productivity day to day asrepeatedly will increase their productivity day to day as
the same group will be more familiar with the type ofthe same group will be more familiar with the type of
the light fitting and site conditions hence give morethe light fitting and site conditions hence give more
productivity (productivity (See Graph showing learning curveSee Graph showing learning curve
improvementimprovement), while interrupting those groups will), while interrupting those groups will
disrupt the learning curve of the technicians as indisrupt the learning curve of the technicians as in
second building with same specifications we have thesecond building with same specifications we have the
same arrangements, but the activity were interruptedsame arrangements, but the activity were interrupted
by reassigning the technicians to other activities thenby reassigning the technicians to other activities then
returning back to the light fitting installation activity asreturning back to the light fitting installation activity as
shown in the following graph.shown in the following graph.
21. PRODUCTIVITY IMPROVEMENTPRODUCTIVITY IMPROVEMENTPRODUCTIVITY IMPROVEMENTPRODUCTIVITY IMPROVEMENT
To monitor manpower performance during constructionTo monitor manpower performance during construction
project life cycle we have to use clear framework thatproject life cycle we have to use clear framework that
control the process of monitor and this requires all projectcontrol the process of monitor and this requires all project
team members to know their roles and responsibilities hereteam members to know their roles and responsibilities here
the necessity of Responsibility Assignment matrix arisesthe necessity of Responsibility Assignment matrix arises
where you can assign specific resources to specific taskwhere you can assign specific resources to specific task
using WBS & OBS integration hence you can control eitherusing WBS & OBS integration hence you can control either
productivity and cost as well, the following figure Showingproductivity and cost as well, the following figure Showing
the WBS & OBS integration matrix which representing thethe WBS & OBS integration matrix which representing the
idea of this technical paper as a proper technique toidea of this technical paper as a proper technique to
monitor the work progress and improve the labormonitor the work progress and improve the labor
productivity rates.productivity rates.