and minor work. Master scheduling connects specific
jobs to each work center for accomplishment during the
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
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
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.
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.
TABULATED REPORT A
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
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
TABULATED REPORT B
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, and