Do not authorize a final estimate until the job is approved. This type of estimate shows all the work operations listed on the job plan and considers the analysis of work operations in detail. Final estimates should be the most accurate forecast possible of the costs, man-hours, and material requirements for a given job. Make every effort to provide a final estimate within a reasonable time.
After planning and estimating the job, formalize it as a job order by assigning a job order number and completing the accounting data. The job is ready for scheduling (first into a specitic month, then into a specific week) for completion by the Maintenance Branch.
To assure completion of authorized work efficiently, you must set up some means of control. To help in the orderly flow and completion of work, you need to use work input control and scheduling procedures. These procedures require you to use several forms and charts.
Work input control is a formalized means of managing the total PWD work load. It also serves as a centralized source of work status information by using the Job Requirements and Status Chart, the Manpower Availability Summary, and the Work Plan Summary.
The Job Requirements and Status Chart, as shown in figure 9-6, provides a ready reference for tracking all the specific and minor jobs established as known maintenance requirements. The chart includes all customer-financed individual jobs and minor construction, alteration, and improvement type of work. In addition, this chart provides information on proposed planning to determine the status of work not programmed for shop accomplishment. You should enter all new work, upon approval, on this chart. The entry should remain until the authorization of work for shop accomplishment, canceled, or completed by contract. You can maintain a different Job Requirement and Status Chart for each major type of work, such as alterations and minor construction, customer work, and maintenance and repair.
The Manpower Availability Summary and Work Plan Summary (fig. 9-7) show the plan of the department for using the Maintenance or Utilities Branch work force. By breaking down the Work Plan Summary by funding sources, you see that the summary also shows a payroll support plan.
Before formulating and adjusting the monthly shop work load, the job order programmer must know the man-hours available for programming within each work center. When customer funds provide significant support to the PWD, the programmer must know the number of man-hours allotted to each funding source. To decide this information, the programmer should develop a Manpower Availability Summary and a Work Plan Summary for each month.
The work control method used within the maintenance management system is the Shop Load Plan (fig. 9-8). The Shop Load Plan is the Public Works management plan for using shop forces on specific job orders for a given month. This monthly plan provides the shop planner with direction on what jobs to schedule within the month. All levels of management from the shops divisions up to the PWO participate in its preparation.
Express the Shop Load Plan by the obligation of the known available man-hours for each work center and for each job scheduled. The Shop Load Plan consists of sections for short-range and long-range planning. The short-range plan covers the nearest 3 months, and the long-range plan covers the following 9 months. The suggested loading for the short-term plan is 100 percent for the first month, 90 percent for the second month, and 80 percent for the third month. Jobs that appear on the Shop Load Plan become the shop backlog. For maxi mum productivity, you should always try to have a 3- to 6-month backlog to balance the work that goes to the shops.
Shop scheduling takes place in a two-stage scheduling system: master scheduling of specific job orders weekly and work center scheduling of specificContinue Reading