and minor work. Master scheduling connects specific jobs to each work center for accomplishment during the following week.
Work center scheduling takes up where master scheduling leaves off. The work center supervisor breaks down the weekly assignments into daily assignments for the workers in the shop. After making the daily assignments on specific job orders, the work center supervisor assigns work to the remaining uncommitted shop forces.
The shop planner/scheduler, by using the Shop Load Plan of the coming month, consults with the proper shop supervisor to schedule the work for the coming weeks. The man-hours scheduled should be consistent with the avail able man-hours identified for specific job order work on the Manpower Availability Summary and Work Plan Summary.
Weekly, compare the master schedule with the actual man-hours expended of the work center to find out if jobs meet the estimate of the master schedule. If a job is off schedule, adjust the work center schedule of the following week without making major changes to the master schedule.
The shop supervisor reviews the master schedule and prepares the work center schedule each week. He or she reviews it daily to ensure the maximum use of shop resources. The shop supervisor coordinates with other shops when a requirement for more than one craft exists.
Shop scheduling is required throughout the job when the shop performs at various stages of the work. For example, the carpenters would open an area to allow the plumbers to make a repair. The carpenters would then close the area after the repair with the painters arriving later for final touches. To schedule the job properly, it would be necessary to divide the carpenters' time between two distinct work phases. You must make sure all the plumbing repairs are done before the carpenters' return to the work place. Do not schedule the painters until all the other workers have finished their assignments.
Any management system requires management reporting in some form. You compile management reports from data available within the system. These reports provide aperiodic status review for determining if there is a requirement for special management action. Maintenance management reports provide performance and manpower distribution information. You can identify historical trends that can aid you in planning future work force requirements. The three types of reports used by PWDs are the Tabulated Report A, the Maintenance/Utilities Labor Control Report, and the Tabulated Report B.
The Tabulated Report A is a monthly report (fig. 9-9). It provides information on labor hours expended in the various work categories for each Maintenance and Utilities Branch work center and branch. The activity comptroller prepares Tabulated Report A. The report is due within ten working days after the last day of the period reported. This report provides basic feeder data to the Maintenance/Utilities Labor Control Report. The data on this report comes from personnel time cards.
The monthly Maintenance/Utilities Labor Control Report, NAVFAC Form 9-11014/29 (fig. 9-10), provides data on what was planned, the actual results, and any variances from the plan. It also provides a summary of the man-hours expended on each labor class code. This report permits management to forecast manpower requirements realistically for the various work categories. The report helps in the preparation of the Manpower Availability Summary and the Work Plan Summary. It enables management to decide if the need to issue fully controlled work is increasing or decreasing. The goal is the maximum use of planned, estimated, scheduled, and cost-accounted work. An increased use of unestimated standing job orders and E/S work could show a reduced effectiveness of the maintenance management system. Preparation and distribution of the Maintenance/Utilities Labor Control Report by the management analysis branch occurs within five working days after the receipt of Tabulated Report A.
Activities, having less than a 100-man Maintenance and Utilities Branch and do not have full accounting potential, are encouraged to use Tabulated Report B (Completed Job Orders). This report normally is prepared either weekly or biweekly. Tabulated Report B (fig. 9-11) compares actual and estimated labor hours, labor costs, andContinue Reading