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Contractor Management System

We had made significant reductions in contractor numbers and our focus on a smaller core of contractors was bringing benefits. We felt, however, that we could do much more. Productivity was still an issue. There was little mechanization, and work organization left a lot to be desired. As usual, we lacked facts on which we could make any decisions. It was time to move into the next phase of the game and get the facts necessary to actively manage the contractors. In this way, we aimed to get better value for money. We needed a new computer system to achieve that, but first the objectives:

  • • Every job must be vetted so that we could see:
  • • Staffing levels, foreman and supervisor allocation, hours worked progress, and profitability
  • • Every contractor organization must be assessable in terms of :

Manage Contractors 249

• Quality and sufficiency of labor and supervision, workload, time discipline, safety and training record, profitability, and competitiveness.

The overall system we put together is shown as Figure 33.3 and the daily input effort by various actors in the game is shown in Figure 33.4.

Contractor Management System Overview

Figure 33.3 Contractor Management System Overview

Summary Input Efforts

Figure 33.4 Summary Input Efforts

 
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