Mastering Production Tracking Methodologies

Tag : electric wire&cable

The process of tracking production is arguably the most importantskill a project leader can master. Whether you're a crew leader,foreman, superintendent, or project manager, learning the skillsnecessary for effective production tracking will help your careerimmensely. The challenge is production tracking is not a simpleblack and white process. It's a thought process that encompassesmany factors — where you're at, how fast you're going, andwhere you'll be daily (or even hourly). By building this thoughtprocess into all project leaders in your company, you will create aculture of productivity and build a common language that everyonefrom the apprentice to the estimator to the controller can share. Production tracking strategies

To create such a culture, there are two key strategies, both ofwhich have their time and place. For maximum productivity, it'scritical to understand and use both.
Daily minimum production — This method works best when the production task durationis long and the crew size is relatively fixed. In this method, youset a fixed crew size and a daily minimum production level. In thiscase, it would be a backhoe crew, and the daily minimum productionwould be 100 feet completed per day. The same could hold true forbranch conduit, feeders, wire, light fixtures, or other tasks.
Dynamic production tracking

— This method requires heavier math skills, more training,and a lot more planning. However, it works in all situations andhelps to build a “production mind-set” into the projectand organization. Dynamic production tracking requires breakingevery project down into specific production tasks, establishingproduction units, setting production targets, and then putting asystem in place to track both quantity and costs in order to arriveat a daily production number. shows an example of dynamic production tracking for the undergroundtask of (2) X 6-inch duct bank. This summarizes the activity eachday, including costs and quantity installed. The rates areconservative (increased slightly from estimate) to account formiscellaneous items that may not have been accounted for, such asfuel, maintenance, deliveries, punch list time, etc.