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Work Performance and Evaluation 81

CHAPTER 10

WORK PERFORMANCEAND EVALUATION

ork performance and evaluation are mea-sures of the effectiveness of controlledmaintenance management in achieving thegoal of efficient utilization of manpower,

materials and equipment within the maintenance depart-

ment.Work performance and evaluation are comprised of

various factors which include the inspection of work bothin progress and after its completion, the evaluation ofcompleted work in terms of manpower and material ex-pended and appraisal of the work performed through theutilization and analysis of comprehensive management

reports.The three primary factors used in work performance

and evaluation are.

I. Work Inspection

While the work is in progress, and soon after itscompletion, the work site is inspected to determine the

efficiency of the personnel performing the work, the qual-ity of the work and if the work is performed in accordance

W

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with the specifications provided. Although physical in-spection cannot be accomplished for all work being per-formed, the inspection of all important jobs and certain

other jobs that will provide a work performance indicatorshould be accomplished. An analysis should be made forthe individual jobs and for the total of jobs to arrive at anoverall work performance appraisal.

II. Evaluation of Completed Work

A comparison and evaluation between the estimated

and the actual labor, material and equipment expendituresis accomplished to determine the variations and, if exces-sive, to determine the cause of the variation. Carefulanalysis of the estimated and actual expenditures providesa useful tool in locating and correcting deficiencies withinthe planning and estimating procedures.

III. Management ReportsManagement reports provide the essential data re-quired for the final evaluation of work performed. Thesedata, when combined with information obtained from ac-tual work inspection and cost evaluation, provide an accu-rate means to evaluate the work performance on indi-vidual work orders and the department.

APPLICATION

The benefits to be derived from work performanceevaluation include:

I. Location of DeficienciesDeficiencies may be found in:

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A. Shop PerformanceShop personnel may not be working according to theplan or specifications. There may be too many person-

nel on the job thereby reducing efficiency in workaccomplishment. Or it may be the result of poor workperformance or work practices.

B. Shop SupervisionThe job may not be properly coordinated or sched-uled by the shop supervisor. Daily work assignments

may not be prepared sufficiently in advance. Properjob supervision may be lacking. Materials and equip-ment may not be available when required because ofpoor planning.

C. Master PlanningThe work order may have been released for accom-

plishment before the materials are available. The se-quence of operations may not be scheduled properly.Important elements of the job may have been ne-glected requiring an additional expenditure of labor,materials and equipment. The actual scheduling ofthe work may not have been realistic.

D. Planning and EstimatingThe planning of the work may not have been properlydeveloped. The labor and material estimates may nothave been worked out in sufficient detail.

II. Provide Evaluations

Accurate evaluations can be developed for determina-

tion of the following.

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A. Manpower UtilizationIs the overall department manpower utilization inaccordance with established standards? Where are the

excessive expenditures of labor and what is the cause?How effective is the planning of manpower utiliza-tion?

B. Cost EffectivenessWhat is the ratio of manpower to material and equip-ment expenditures? Are job estimates within the ac-

ceptable range of variances allowed? Is there a con-tinuing reduction in areas of waste and inefficiency?

In answering these questions and in locating areas ofdeficiencies, work performance evaluation is an essentialelement of controlled maintenance management.

BACKLOG MANAGEMENT

Maintenance planning and scheduling are two activi-ties that ensure the allocation of resources and the se-quence in which they are performed so all work can beperformed at the least cost.

Backlog management is at the heart of the planningand scheduling process. Backlog is defined as the amountof unscheduled work that remains to be performed. The

backlog should be reviewed monthly for backlog size andage. Some work orders or work requests may no longer bevalid because of a change of plans. The invalid work or-ders or work requests should be discarded.

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BACKLOG SIZEThe 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.

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