Labor-Management Cooperation and Customer Satisfaction

The satisfaction that a customer has with the construction product and construction services provided by a contractor has a direct influence on the customer’s willingness to select that contractor for future work. Labor and management working together have the opportunity to influence customer satisfaction. Activities at the contractor/craft worker level, the contractor/local union level, and the contractor association/local union level have the greatest potential to influence customer satisfaction. A precisely defined plan incorporating labor-management activities targeted at specific satisfaction factors will have the greatest likelihood of creating high customer satisfaction.     

Contractor Prebid Planning Principles

Planning is an essential function of project management. Yet, many small- and medium-sized contractors do a relatively poor job of operational planning. Better prebid plans will reduce costs, shorten schedules, and improve labor productivity. Unfortunately, the published literature offers little guidance for smaller contractors on what constitutes effective planning. Most papers describe planning as a macrolevel process for owners. Most emphasize scope definition for industrial projects. This paper describes a microlevel planning process for contractors. It consists of eight steps which are: (1) assess contract risks; (2) develop a preliminary execution plan; (3) develop site layout plans; (4) identify the sequences that are essential-to-success; (5) develop detailed operational plans; (6) develop proactive strategies to assure construction input into design; (7) revise the preliminary plan; and (8) communicate and enforce the plan. The entire process is illustrated with a case study project and is fully illustrated with figures which show how to integrate the work of multiple contractors, keep key resources (crews or equipment) fully engaged with no downtime, provide time buffers so the work of follow on crews can be efficiently done, expedite the schedule using multiple work stations and concurrent work, ways to communicate the work plan to the superintendent and foremen, and how to assess the feasibility of various work methods. The steps are easy to understand and implement. They will yield immediate positive results.     

Baseline Determination in Construction Labor Productivity-Loss Claims

Various ways of quantifying damages have been applied to productivity loss claims in construction. All of the ways attempt to be as objective as possible based on the extent of information available in a particular case. The measured mile, a widely accepted method, is employed when an unimpacted baseline period of production can be identified. Although that approach is considered to be the most objective method available in such cases, the method is limited and does not directly account for variation in individual productivity values about a normal or natural level of productivity. A gap exists between the use of existing methods and the availability of an appropriate methodology that specifically addresses variation in productivity. The key lies in the way baseline productivity is measured, which is inherently statistical, yet no truly statistical methods are used to establish such a baseline. Using the measured mile as a backdrop, this article provides an objective, measurement-based approach that can be used to establish a productivity baseline applied to construction productivity loss claims, based on the application of statistical methods aided by a process control chart. The focus is on providing the basic principles and concepts underlying the approach presented.     

Construction Productivity Improvement

Construction productivity has been on the decline in the last decade. The results are presented on a survey of the Engineering News‐Record 400 largest contractors to obtain their views on where productivity improvements would most help and to compare the trends with a similar survey carried out in 1979. Data were collected on the general company characteristics of the responding contractors, and on the contractors' opinions on potential areas for productivity improvement in the office and in the field. Findings indicate that immediate research should concentrate on improving marketing practices, planning and scheduling, labor‐management relations, site supervision, industrialized building systems, equipment policy and engineering design; and that governmental regulations have lost the immediate urgency attached to them in 1979.It is also recommended that similar surveys be conducted every 3 to 4 years to identify new trends and to steer research in the appropriate direction.     

浅议低效油气井生产中的劳动组织管理

低效油气井生产的劳动组织管理方式与正规油气开发有所不同。文章对低效油气井定员编制进行了初步探讨,比较了两种轮班作业制度,并提出了加强低效油气生产劳动管理的建议。     

对《劳动合同法》草案第十六条的思考

《劳动合同法》草案第十六条对竞业限制作出了明确的规定,但是还存在一些问题。从商业秘密保护的范围、竞业限制的领域、经济补偿、以及该条款的执行力等方面提出了修改建议。     

浅谈江汉油田劳动用工对策

目前,江汉油田劳动用工存在着结构性超员与结构性缺员并存,新增一线技能操作人员文化程度低、技能水平低、劳动效率其他用工人员身份不明确、缺乏归属感,技能操作队伍不稳定,其他用工和正式职工没有实行同工同酬的问题。要改善劳动用工现状,必须积极补充新的劳动力资源;强化劳动定员定额管理;开展多种形式培训,提高技能人才队伍整体素质;认真贯彻执行《劳动合同法》,确保技能操作队伍稳定;创新用人机制,遵循现代企业发展规律。     

浅谈企业劳动竞赛组织模型的建立与运用

企业劳动竞赛是社会主义劳动竞赛的重要组成部分。为保证企业劳动竞赛的有效、有序进行,必须从企业劳动竞赛的“竞赛”属性、“管理”属性、“制度”属性、工作流程特点和功能特点五个方面把握企业劳动竞赛的内涵。可以建立企业劳动竞赛组织模型以指导具体工作,并建立企业劳动竞赛组织的创新模型,以保证劳动竞赛的不断创新。     

江汉采油厂构建企业和谐劳动关系的探索与实践

构建和谐劳动关系是推动企业持续发展的必然选择,是协调解决内部矛盾的迫切需要,是增强企业队伍活力的动力之源。江汉采油厂在构建和谐劳动关系的实践中认识到:健全预防劳动争议长效机制,规范劳资管理操作流程,是构建和谐劳动关系的制度保障;尊重员工的主人翁地位,切实维护员工合法权益,是构建和谐劳动关系的基础之石;加强职业卫生健康保护,实现发展成果员工共享,是构建和谐劳动关系的根本所在。在构建和谐劳动关系的工作中,还应突出源头防控、突出互利共赢、突出文化引领。     

关于新形势下提高企业劳动竞赛办赛水平的思考

企业劳动竞赛具有广泛性、实操性、竞争性的特点。目前劳动竞赛在目标、内容、形式、管理等方面还存在一定的问题。其原因主要是企业员工综合素质不高、主管部门对劳动竞赛工作指导不力、劳动竞赛缺乏创意、劳动竞赛的理念滞后。要提高劳动竞赛办赛水平,必须树立科学组织劳动竞赛的理念;增强劳动竞赛的指导服务职能;用新形式丰富劳动竞赛;用新内容充实劳动竞赛;完善运行机制,确保竞赛良性发展;落实激励措施。