El aseguramiento de la calidad en la educación

1. The reading describers how many different types of jobsite related meetings?

a. 5 b. 8 c. 12 d. 15

2. Some of the great values of a partnering workshop is:

a. the participants draw battle lines b. how problems can be solved

c. set goals to maintain cooperative relationships d. b and c

3. If you are using an AIA contract, the arbitration process can be found:

a. At the American Arbitration Society (AAS) b. In the A201, section 4.5

c. There is no arbitration language in AIA documents d. In the A101, section 6.6

4. Pragmatic personality types:

a. like being alone

b. wants everyone to get along c. needs to control a situation d. wants social first, then business

5. If a sub contractor came to you with a list of problems that they are having as to why they can’t perform, what negotiating tactic are they using on you?

a. splitting the difference b. good guy, bad guy c. hot potato

d. flinching

Answers: 1-c, 2-d, 3-b, 4-c, 5-c

Lesson 13 Quiz:

See Blackboard, Assignments, Quizzes.

Lesson 14: Labor Relations and Productivity Introduction:

Labor is the most important production player in the construction of any project because they run the equipment and put materials into place on a project. Labor expectations and agreements must be understood and managed carefully. Unlike a chapter on human resources this lesson focuses on understanding labor unions, labor agreements and labor productivity.

Lesson Objectives:

At the end of this lesson you should:

1. Understand the historical background of labor unions and their current formation.

2. Understand labor agreements.

3. Understand how the Davis-Bacon Act affects construction labor costs.

4. Be able to describe the basic fundamentals of labor productivity.

5. Understand the value of labor records.

6. Understand what affects labor productivity.

7. Understand how repetition can enhance productivity.

How to Proceed:

(13)Read and review the discussion materials.

(2) Read and review Construction Jobsite Management, Chapter 7, pg. 169-189.

(27)Answer the self-check questions to evaluate your readiness to take quiz 14.

(28)When you feel that you are ready, Take quiz 14.

Discussion Materials:

Concept 1: History of Labor Organizations in the United States

The history of labor organizations begins in the early nineteenth century, and their growth parallels the increasing industrialization of modern society. Initially tradesmen possessing some skill or craft began organizing into groups variously called guilds, brotherhoods, or mechanics societies. Their objectives were to provide members, widows, and children with sickness and death benefits. In addition, these organizations were interested in the development of trade proficiency standards and the definition of skill levels such as apprentice and journeyman. They were often "secret" brotherhoods since such organizations were considered unlawful and illegal conspiracies posing a danger to the society.

From the 1840s until the era of the New Deal in the 1930s, the history of labor organizations is the saga of confrontation between management and workers, with the pendulum of power on the management side. With the coming of the New Deal and the need to rejuvenate the economy during the Depression, labor organizations won striking gains that virtually reversed the power relationship between managers and workers. The American Federation of Labor (AFL) was organized by Samuel Gompers in 1886. This was the first successful effort to organize skilled and craft workers such as cabinetmakers, leather tanners, and blacksmiths. Since its inception, the AFL has been identified with skilled craft workers as opposed to industrial "assembly line"

type of workers. The Building and Construction Trades Department of the AFL, which is the umbrella organization representing all construction craft unions, was organized in 1908.

The semiskilled and unskilled factory workers in "sweat box" plants and mills were largely unorganized at the time Gompers started the AFL. Many organizations were founded and

ultimately failed in an attempt to organize the industrial worker. These organizations, with euphonious sounding names such as Industrial Workers of the World and the Knights of Labor, had strong political overtones and sought sweeping social reforms for all workers. This was particularly attractive to immigrant workers arriving from the socially repressive and politically stagnant atmosphere in Europe. Such organizations attracted political firebrands and anarchists preaching social change and upheaval at any cost. Confrontation with the police was common and violent riots often led to maiming and killing. The most famous such riot occurred in the Haymarket in Chicago in 1886.

Gompers was seriously interested in protecting the rights of skilled workers and had little interest in the political and social oratory of the unskilled labor organizations. Therefore, separate labor movements representing skilled craft and semiskilled factory workers developed and did not combine until the 1930s. This led to different national and local organizational structures and bargaining procedures that are still utilized and strongly influence the labor picture even today.

In the 1930s, industrial (i.e., factory semiskilled) workers began to organize effectively with the support of legislation evolving during the post-Depression period. The AFL, realizing such organizations might threaten its own dominance, recognized these organizations by bringing them into the AFL camp with the special designation of Federal Locals. Although nominally members, the industrial workers were generally treated as second-class citizens by the older and more established craft unions. This led to friction and rivalry that culminated in the formation of the committee for Industrial Organizations (CIO). This committee was established in 1935 unilaterally by the industrial locals without permission from the governing body of the AFL. The act was labeled treasonous and the AFL board ordered the Committee to disband or be expelled. The AFL suspended the industrial unions in 1936. In response, these unions organized as the Congress of Industrial Organizations (CIO), with John L. Lewis of the United Mine Workers as the first CIO president. Following this rift between the industrial and craft union movements, the need to cooperate and work together was apparent. However, philosophical and personal differences prevented this until 1955, at which time the two organizations combined to form the AFL-CIO. This organization remains the major labor entity in the United States today.

Associated General Contractors (AGC) is made up of primarily pro-labor type companies.

Associated Builders and Contractors (ABC) is just the opposite. ABC is what is called merit shop of non-union companies. These two organizations often conflict.

Concept 2: Davis-Bacon Act

In 1931, a very far-reaching piece of legislation was passed that even today has a significant impact on the cost of federally funded projects throughout the United States. The Davis-Bacon act provides that wages and fringe benefits on all federal and federally funded projects shall be paid at the "prevailing" rate in the area. The level of prevailing rates is established by the

secretary of labor, and a listing of these rates is published with the contract documents so that all contractors will be aware of the standards. To ensure that these rates are paid, the government requires submittal by all contractors of a certified payroll each month to the federal agency providing the funding. These rates are reviewed to determine whether any violations of the Davis-Bacon pay scale have occurred. This act is so far-reaching in its effect because much of public construction at the state and local level may be funded in part by federal grants. A large municipal mass-transit system or wastewater treatment plant, for instance, may be funded in part by a federal agency. In such cases, the prevailing rates must be paid. Since the Department of

Labor generally accepts the most recently negotiated union contract rates as the prevailing ones, this allows union contractors to bid without fear of being underbid by nonunion contractors paying lower wage rates.

Concept 3: Understanding Labor Productivity

The following graph shows typical labor productivity by our of the day.

Morning Lunch Afternoon

9

8 10 11 12 1 2 3 4 5

100%

50%

Typical Daily Production Labor Curves

For Industrial Workers Involved in Heavy Work

The next graph shows typical productivity by day of the week.

Mon. Tues. Wed. Thurs. Fri. Sat.

100%

80

60 40

X

X

X X

X X

Production Curves By Day of Week

For Industrial Workers Involved in Heavy Work

Construction labor is divided into three categories. The first category called “Effective” is the percentage of time that workers spend at the workface actually putting materials into place or other-wise performing their work. The second category “Contributory”, are workers traveling for materials or tools and equipment. The third category “Not Useful”, found that workers were not doing any activity that specifically was involved in putting work in–place.

Trade or Craft Effective Contributory Not Useful

Bricklayer 42 33 25

Carpenter 29 38 33

Cement finisher 37 41 22

Electrician 28 35 37

Instrument Installer 30 30 40

Insulator 45 28 27

Ironworker 31 36 33

Laborer 44 26 30

Millwright 34 36 30

Equipment operator 38 22 40

Painter 46 26 28

Rigger 27 57 16

Sheetmetal 38 33 29

Pipefitter 27 36 37

Teamster 45 16 39

Average 36 33 31

Labor Productivity Ratings by Trade

This next graph demonstrates the effect of overtime on productivity. The graph shows that if you worked labor at 60 hours that their productivity begins to drop dramatically over the coming weeks. In the 9^th week you may be working labor 60 hours but only getting 40 hours worth of productivity. What can we learn from this? Use overtime sparing, and for short lengths of time.

0 2 4 6 8 10 12 14

40 44

36 48 52 56 60

Overtime:Weekly Productivity Return

Based on 40-Hour Week

Weeks of Continuous Operation

Hours Per week

A few other factors that dramatically effect productivity are weather and height. The five factors of weather that affect labor are temperature, relative humidity, direct sunlight and glare, wind and wind chill factor, and moisture. Typically, productivity drops below 70% when the following conditions are present:

> 95 degrees F.

> 90 percent relative humidity

< 32 degrees F.

Four considerations to improve productivity when dealing with weather are:

• Keep temperature between 50 and 70 degree F.

• Keep area dry

• Keep area free of wind

• Keep labor out of direct sunlight

A typical rule of thumb is that productivity drops 50% as soon as labor gets 5 feet off the ground.

Every thing slows down when labor is working off ladders and scaffolding. Materials are slowing getting to the work face and the travel of labor is slower. Equipment is also slower getting into place and using. The safety requirements for fall protection does not necessarily slow down production. In many cases it actually enhances productivity. A few approaches that may help working at heights are:

• Prefabricate units and lift into place

• Pre-assemble units and lift into place

• Modularize as much as possible

Use the M-T-M approach. Methods-Time-Measure. Methods determination must precede time determination. Determining the best method to install something should be calculated before you can calculate how long it will take to put materials in place. After you have determined a method then try it and measure the results. You may try several methods before settling in on one method that proves to be the quickest.

Concept 4: Repetition, Key to Productivity

Successful project mangers will look for opportunities of repetitive work because they know that they can increase productivity. Consider a study of framing homes.

4 8 12 16 20 24 29 30 34 38 42

Number of Houses Framed

180 160 120 80

0 40

Break Between Framing houses

#29 and 30

Number of Man-hours

Improved Productivity Through Repetition

Framing Crew for Single Family Homes

In this study, the framing crew cut their man-hours in half after the first 8 houses. Even after a break it only took them 4 houses get back to their previous production number.