Production.

TM 38-400/NAVSUP PUB 572/AFMAN 23-210 MCO 4450.14/DLAM 4145.12

before being placed into effect otherwise and excessive

c. Analysis. To determine the efficiency of current

amount of the working day can be lost in traveling from

operations, production records should be analyzed

one work site to another.

periodically. The frequency and depth of such analysis

will depend upon the degree of management impact at

the various echelons of review. Analysis should answer

(e) The ideal situation exists when the

such questions as-

workload is sufficiently large to permit the assignment of

(1) Where do backlogs or bottlenecks exist?

a squad or crew to a given job or area for an entire

working day. In instances where this is not possible, and

(2) Where is the workload light or heavy in

transfer from one area or warehouse to another

terms of assigned personnel?

throughout the day becomes necessary, good

(3) What organizational element(s) are failing

management and planning will assure labor

to meet production standards?

assignments to jobs which are located in proximity to

(4) When did the element(s) start to fall

each other.

behind schedule? Were required management actions

(3) Equipment.

taken to correct the situation?

(a) Equipment dispatched from the

d. Cause of deficiencies.

Disclosure of the

Labor and Equipment Pool should be in balance with the

existence

deficiencies

enables

the

assignment of labor.

MHE on-hand should be

manager/supervisor to find the cause. These may be

categorized (i.e., powered, nonpowered, age, size,

traceable to-

capabilities, and capacity).

Managing the use of

(1) Poor or inadequate supervision.

equipment to achieve maximum economy in its

(2) Low morale.

utilization should be a prime management objective.

(3) New and inexperienced labor, or poorly

(b) Where it is practicable, operators of

trained labor.

motorized equipment operating from pools should be

(4) Breakdown of tools or equipment, or

assigned permanently to a given vehicle.

inadequate or poorly utilized tools and equipment.

(5) Careless or poorly organized work

8-3. Production.

methods.

(6) Excessive absenteeism.

a. Criteria.

Productivity of an operation is

(7) Personnel not assigned to units in

contingent upon the establishment of a standard

proportion to work load.

performance. Achievement of maximum productivity

comes about through informed workers, practical

8-4. Use of Charts.

production standards, use of standard methods, and by

reducing as many operations as practicable to routine

tasks.

a. Charts to record daily cumulative performance

b. Production records. Records of production are

data are excellent management tools for improving

beneficial as management tools in that they provide a

operations. Such charts reflect trends and establish a

means of planning and distributing resources.

factual basis for needed in depth evaluation of operating

Depending upon the echelon of management, the

efficiency and productivity.

production unit(s) selected should be broad units (e.g.,

They also provide an opportunity to identify and

mixed trucks received) which most typifies the work to

correct weaknesses before they assume dangerous or

be accomplished. A production record should consist of

serious proportions.

substantially the following types of information:

b. Suggested examples for development and

(1) The number of production units on-hand

maintenance of charts reflecting such performance data

at the beginning of the report period (day, week, etc.).

as receiving and shipping records are shown in figure 8-

(2) The number of production units received

1 (A and B).

during the period.

c. Examples for charts reflecting tons of material

(3) The number of production units processed

handled and units inspected are shown in figure 8-2 (A

and the average processing time per unit. Average

and B).

processing time may be determined from a frequency

d. A continuing chart record of receiving and

analysis of the occurrence of the various elements of

shipping performance would show as a minimum:

the operation and their time standards.

(4) The number of man-hours required to

accomplish this work.

8-4