Work Performance and Evaluation

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CHAPTER 10

WORK PERFORMANCE AND EVALUATION

W
I.

ork performance and evaluation are measures of the effectiveness of controlled maintenance management in achieving the goal of efficient utilization of manpower, materials and equipment within the maintenance department. Work performance and evaluation are comprised of various factors which include the inspection of work both in progress and after its completion, the evaluation of completed work in terms of manpower and material expended and appraisal of the work performed through the utilization and analysis of comprehensive management reports. The three primary factors used in work performance and evaluation are. Work Inspection While the work is in progress, and soon after its completion, the work site is inspected to determine the efficiency of the personnel performing the work, the quality of the work and if the work is performed in accordance

Copyright 2002 by The Fairmont Press.

with the specifications provided. Although physical inspection cannot be accomplished for all work being performed, the inspection of all important jobs and certain other jobs that will provide a work performance indicator should be accomplished. An analysis should be made for the individual jobs and for the total of jobs to arrive at an overall work performance appraisal. II. Evaluation of Completed Work A comparison and evaluation between the estimated and the actual labor, material and equipment expenditures is accomplished to determine the variations and, if excessive, to determine the cause of the variation. Careful analysis of the estimated and actual expenditures provides a useful tool in locating and correcting deficiencies within the planning and estimating procedures. III. Management Reports Management reports provide the essential data required for the final evaluation of work performed. These data, when combined with information obtained from actual work inspection and cost evaluation, provide an accurate means to evaluate the work performance on individual work orders and the department.

APPLICATION
The benefits to be derived from work performance evaluation include: I. Location of Deficiencies Deficiencies may be found in:

Copyright 2002 by The Fairmont Press.

A. Shop Performance Shop personnel may not be working according to the plan or specifications. There may be too many personnel on the job thereby reducing efficiency in work accomplishment. Or it may be the result of poor work performance or work practices. B. Shop Supervision The job may not be properly coordinated or scheduled by the shop supervisor. Daily work assignments may not be prepared sufficiently in advance. Proper job supervision may be lacking. Materials and equipment may not be available when required because of poor planning. Master Planning The work order may have been released for accomplishment before the materials are available. The sequence of operations may not be scheduled properly. Important elements of the job may have been neglected requiring an additional expenditure of labor, materials and equipment. The actual scheduling of the work may not have been realistic.

C.

D. Planning and Estimating The planning of the work may not have been properly developed. The labor and material estimates may not have been worked out in sufficient detail. II. Provide Evaluations Accurate evaluations can be developed for determination of the following.

Copyright 2002 by The Fairmont Press.

A. Manpower Utilization Is the overall department manpower utilization in accordance with established standards? Where are the excessive expenditures of labor and what is the cause? How effective is the planning of manpower utilization? B. Cost Effectiveness What is the ratio of manpower to material and equipment expenditures? Are job estimates within the acceptable range of variances allowed? Is there a continuing reduction in areas of waste and inefficiency?

In answering these questions and in locating areas of deficiencies, work performance evaluation is an essential element of controlled maintenance management.

BACKLOG MANAGEMENT
Maintenance planning and scheduling are two activities that ensure the allocation of resources and the sequence in which they are performed so all work can be performed at the least cost. Backlog management is at the heart of the planning and scheduling process. Backlog is defined as the amount of unscheduled work that remains to be performed. The backlog should be reviewed monthly for backlog size and age. Some work orders or work requests may no longer be valid because of a change of plans. The invalid work orders or work requests should be discarded.

Copyright 2002 by The Fairmont Press.

BACKLOG SIZE
The backlog should not have more than four weeks of work unless the older work cannot be started until a given date for a special reason.

Copyright 2002 by The Fairmont Press.