*Measuring Infrastructure Skills Productivity DOI: http://dx.doi.org/10.5772/intechopen.85953*

*Infrastructure Management and Construction*

**60**

**Work measurement data collection form**

Firm: Gang no.: No. of skilled: No. of operators in gang:

Contract duration:

Type of building:

Storey building:

No. of floors: Weather condition:

**Element description**

Discharge/loading of material

Mixing of mortar

Laying of blocks

Pointing

Others (specify)

**Table 1.**

*Typical work measurement form [2].*

*R, rating; WR, watch reading/cumulative; OT, observed time; AL, allowance; ST, standard time; BT, basic time.*

Bungalow

Other

No. of unskilled:

Study no.: Start time:

Finish time:

Total observed time:

Wall thickness:

225 mm Wall height:

1.5–2.1 m Above 3.0 m

Observer:

**R**

**WR**

**OT**

**BT**

**AL**

**ST**

**Remark**

100 mm

Other

0–1.5 m

2.1–3.0 m

150 mm

Date:


**Table 2.** *Regression model for skills productivity.*

**63**

**S/N**

**LN man- hours**

**Y**

1 2 3 4 5 6 7 8 9 10 11

6.0400

2.3978

14.4827

5.7494

6.0200

2.3025

13.8611

5.3015

6.0500

2.1972

13.2931

4.8277

6.0400

2.0794

12.5596

4.3239

6.1200

1.9459

11.9089

3.7865

6.0300

1.7917

10.8040

3.2102

6.0100

1.6094

9.6725

2.5902

6.0100

1.3862

8.3311

1.9216

6.0300

1.1098

6.6921

1.2317

6.0400

0.6931

4.1863

0.4804

6.1000

—

—

—

9579.2959

9591.6441

4209.9665

3754.3560

−12.3482

455.6105

**−0.0271**

6.0208

2.3566

−0.0639

**6.0846**

**98.1389**

**X**

**XY**

**X2**

**n∑XY**

**∑**

**X**

**∑**

**Y**

**n∑X2**

**(∑x)2**

**E-F**

**G-H**

**β = I/J**

**Ẏ**

**Ẋ**

**Βẋ**

**α =** 

**Ẏ-Βẋ**

**S = 2b\*100**

**LN cycle no.**

**C**

**D**

**E**

**F**

**G**

**H**

**I**

**J**

**K**

**L**

**M**

**O**

**P**

**Q**

*Measuring Infrastructure Skills Productivity DOI: http://dx.doi.org/10.5772/intechopen.85953*

### *Measuring Infrastructure Skills Productivity DOI: http://dx.doi.org/10.5772/intechopen.85953*

*Infrastructure Management and Construction*

**62**

**S/N**

**LN man-hours**

**Y**

**∑** **Table 2.**

*Regression model for skills productivity.*

**156.54**

**61.2728**

**368.4345**

**161.9218**

**942.5226**

**X**

**XY**

**X2**

**Y2**

**n∑XY**

**∑**

**X**

**∑**

**Y**

**n∑**

**X2**

**(∑x)2**

**H-I**

**F-G**

**β = K/J**

**Βẋ**

**α =** 

**Ῡ-βẊ**

**LN cycle no.**

**C**

**D**

**E**

**F**

**G**

**H**

**I**

**J**

**K**

**M**

**N**

**O**



#### *Infrastructure Management and Construction*

**Table 3.**

*Learning rate of skills productivity.*

**65**

*Measuring Infrastructure Skills Productivity DOI: http://dx.doi.org/10.5772/intechopen.85953*

completed. Eq. 8 can be rewritten as

**2.2 Questionnaires and interviews**

2.The foreman delay survey

and point-by-point ongoing data.

• The foreman delay survey

• The craftsmen's questionnaire

1.The craftsmen's questionnaire survey

where S is the learning rate, which is defined as the percentage reduction in the unit input, i.e. cost, man-hours or time, as a result of doubling the number of units

Questionnaire and interview techniques involve collection of information through interviews from workers and supervisors in the construction industry [36].

The craftsmen's questionnaire survey is an intermittent perception strategy that is utilised for assessing the management productivity and to recognise difficulties impacting skilled workers' output and motivation. This procedure includes a normal premise; the labourers are asked to give a guess of the loss of time on site, rank the seriousness of the difficulties and prescribe system to these difficulties, and therefore, managers would have the capacity to distinguish difficulties activated by deferrals and their plausible administrative suggestions to these difficulties. This strategy produces work joy and inspiration between the specialists as it communicates the feeling of association in the enhancement of the job instead of being only a device for its achievement [37]. The inconvenience of this system is because information gathered together are normally founded on the labourer's memories and estimates as opposed to correct

Shortcoming originates from the measurement that workforces are not in a site to quantitatively perceive the reasons of general delays as they are not regarding the organisation, which lessens the individual technique and inclined to incorrectness, and work may likewise be irritated when workforces are named upon to fill the forms in classification for namelessness purposes; also, the methodology ends up being troublesome and dreary when every representative needs to fill a form.

The investigation conducted by Chang and Borcherding [37] recommended a new method which is related to the activity sampling method. In this method workers are selected randomly and are requested to fill the questionnaire form based on their utmost current events; this technique leads to better-quality accurateness and abridged work interruption as workforces are near to the observer at their various

The basic principle of the foreman delay survey method is to assist foremen, being closer to their work in order to determine and calculate the losses due to time at the close of each day at work with acceptable correctness [38]. This technique involves the foremen being requested to fill a list for day-to-day delay account in the project site, and the obtained information is measured, and a summary of time lost is shown stipulating all the stages of site supervision, together with the foremen who contributed to the data. This method generates job happiness and motivation for foremen and their teams as they increase in value the fact that their decisions are respected by site

areas of work to complete the surveys form on the spot.

The two types of surveys that are mainly used by observers are:

S = (2^b) ∗ 100 (9)

*Measuring Infrastructure Skills Productivity DOI: http://dx.doi.org/10.5772/intechopen.85953*

*Infrastructure Management and Construction*

**64**

**S/N**

**LN manhours**

**Y**

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 **∑** **Table 3.**

*Learning rate of skills productivity.*

156.5400

61.2728 *Source: Bureau of Labor Statistics [3], Ugulu and Allen [12].*

368.4345

161.9218

5.9800

3.2581

19.4834

10.6152

6.0100

3.2189

19.3456

10.3613

5.9800

3.1781

19.0050

10.1003

5.9800

3.1355

18.7503

9.8314

5.9900

3.0918

18.5199

9.5592

5.9800

3.0445

18.2061

9.2690

5.9800

2.9957

17.9143

8.9742

6.0100

2.9444

17.6958

8.6695

5.9800

2.8903

17.2840

8.3538

6.0400

2.8332

17.1125

8.0270

6.0100

2.7725

16.6627

7.6868

6.0000

2.7080

16.2480

7.3333

6.0400

2.6390

15.9396

6.9643

6.0400

2.5649

15.4920

6.5787

6.0300

2.4849

14.9839

6.1747

**X**

**XY**

**X2**

**n∑XY**

**∑**

**X**

**∑**

**Y**

**n∑X2**

**(∑x)2**

**E-F**

**G-H**

**β = I/J**

**Ẏ**

**Ẋ**

**Βẋ**

**α =** 

**Ẏ-Βẋ**

**S = 2b\*100**

**LN cycle no.**

**C**

**D**

**E**

**F**

**G**

**H**

**I**

**J**

**K**

**L**

**M**

**O**

**P**

**Q**

where S is the learning rate, which is defined as the percentage reduction in the unit input, i.e. cost, man-hours or time, as a result of doubling the number of units completed. Eq. 8 can be rewritten as

$$\mathbf{S} = \{\mathbf{2} \land \mathbf{b}\} \ast \mathbf{100} \tag{9}$$

#### **2.2 Questionnaires and interviews**

Questionnaire and interview techniques involve collection of information through interviews from workers and supervisors in the construction industry [36]. The two types of surveys that are mainly used by observers are:


The craftsmen's questionnaire survey is an intermittent perception strategy that is utilised for assessing the management productivity and to recognise difficulties impacting skilled workers' output and motivation. This procedure includes a normal premise; the labourers are asked to give a guess of the loss of time on site, rank the seriousness of the difficulties and prescribe system to these difficulties, and therefore, managers would have the capacity to distinguish difficulties activated by deferrals and their plausible administrative suggestions to these difficulties. This strategy produces work joy and inspiration between the specialists as it communicates the feeling of association in the enhancement of the job instead of being only a device for its achievement [37].

The inconvenience of this system is because information gathered together are normally founded on the labourer's memories and estimates as opposed to correct and point-by-point ongoing data.

Shortcoming originates from the measurement that workforces are not in a site to quantitatively perceive the reasons of general delays as they are not regarding the organisation, which lessens the individual technique and inclined to incorrectness, and work may likewise be irritated when workforces are named upon to fill the forms in classification for namelessness purposes; also, the methodology ends up being troublesome and dreary when every representative needs to fill a form.

The investigation conducted by Chang and Borcherding [37] recommended a new method which is related to the activity sampling method. In this method workers are selected randomly and are requested to fill the questionnaire form based on their utmost current events; this technique leads to better-quality accurateness and abridged work interruption as workforces are near to the observer at their various areas of work to complete the surveys form on the spot.

• The foreman delay survey

The basic principle of the foreman delay survey method is to assist foremen, being closer to their work in order to determine and calculate the losses due to time at the close of each day at work with acceptable correctness [38]. This technique involves the foremen being requested to fill a list for day-to-day delay account in the project site, and the obtained information is measured, and a summary of time lost is shown stipulating all the stages of site supervision, together with the foremen who contributed to the data.

This method generates job happiness and motivation for foremen and their teams as they increase in value the fact that their decisions are respected by site management. Furthermore, the foreman delay surveys do not consider the availability of data on the efficiency of work approaches in a job and the capability of the labour force or the level of productivity attained; also, it offers a reasonably priced technique of finding input times activities.
