benchmarking and productivity

005005BENCHMARKINBENCHMARKIN

G G AND AND

PRODUCTIVITYPRODUCTIVITYDr f Dejahang (BSc CEng, BSc (Hons) Construction Mgmt, MSc, MCIOB, PhD http://www.cpi-team.com

http://www.cpi-team.com/

http://www.cpi-team.com/

BENCHMARKINGBENCHMARKING

BENCHMARKING.htm

BENCHMARKING-2.htm

BENCHMARKING AND PRODUCTIVITY

QuantitativeQualitative

One-on-oneDomestic

External

Benchmarking

InternalGlobal

(Competitivebenchmarking)


The successful application and limitations of benchmarking in manufacturing industry helped the industrial nation’s growth in mass production.


The benchmarking tool can also help construction industry to become more competitive.

Only possible by improving the level of productivity

BENCHMARKING AND PRODUCTIVITYThe Construction industry has been slow to follow other industries in adopting benchmarking

The foresight of some contractors has led to two groups of contractors

from medium sized firms in the National Contractors Federation

BENCHMARKING AND PRODUCTIVITYThe idea of Benchmarking process: to compare the activity of one company with activities of the best of other companies.

UK construction industry-Benchmarking Benchmarking has been identified as:has been identified as:

a powerful tool for assisting managers a powerful tool for assisting managers to improve efficiency within the to improve efficiency within the industry. industry.


Organisation specific benchmarks are developed

during: the benchmarking process; the analysis phase. Benchmarking has proved to be a flexible tool Benchmarking has proved to be a flexible tool

used to support other strategies. used to support other strategies. It looks at the organisation’s strength and

weaknesses to compare with other organisations.

It helps to change strategies at the right time to become more competitive in global market.


IMPROVING BUSINESS RESULT THROUGH

BENCHMARKINGThe term benchmarking includes a The term benchmarking includes a

number of different activities built number of different activities built around a single, simple and powerful around a single, simple and powerful idea. idea.

benchmarking is a continuing process;opens the organisation to new and radical ideas;

It can play a pivotal role in improving effectiveness.


A major project management benchmarking company in the United States and in Europe concluded that at least 20 billion dollars was wasted due to items such as:


Competitive benchmarking is the benchmarking applied to one’s performance against competitors;

measures of project excellence and effectiveness.


Unlike the construction sector, the manufacturing sectors have been relatively quick to respond to changes within the business environment.

An example of this-the relatively rapid and flexible response to the global economy.

The construction industry has lagged behind the manufacturing industry.


Adopt a similar response in improving its performance within the universal market.

Develop a culture of ‘lean construction’ through continuous improvement.

The objective of this approach is to increase the performance, and at the same time reduce costs.

Just-In-Time(JIT)

Supply ChainManagement

(SCM)

LeanConstruction

maximizes valuereduceswaste

Based on LeanManufacturing, of the Toyota

Production system

High productivity

LAST PLANNERSYSTEM


The ‘European Powers of Construction 2008’,

Report from Deloitte, presents an annual ranking of the 100 largest European construction companies;

by revenue insights into an increasingly challenging

building environment Balfour Beatty leads the UK market

ahead of companies such as Taylor Wimpy and Carillon, the UK’s second and third largest construction companies

which were listed in 13th and 15th respectively in the European Top 100.


Despite only having one company in the top 10, the UK continues to dominate the top 100 survey, accounting for 28 of the top 100 places - compared to 33 in 2007.

In 2007, the UK had over 250,000 companies active in the industry, representing 6.64 per cent of UK GDP.

Most of top 100 construction companies are involved in benchmark and benchmarking.


House builders are usually the first to be affected by an economic downturn.

Companies with having Benchmarking process take their organisation into new opportunities worldwide.


Steps to take in Benchmarking can be

Described as: Consider Activities with low Key

Performance Indicators( KPIs); Consider a process model first; Consider what to benchmark from the

process model first, second, and so on;

Define the measures; Develop data collection methodology; Collect data;


Identify deficiencies in the use of best practices and project management performance.

Identify reasons for deficiencies (root causes).

Develop an action plan (select best practices to reduce shortfall).

Integrate best practices into the project delivery process.

Adopt benchmarking as part of a continuous improvement program.

Monitor progress

BENCHMARKING AND PRODUCTIVITY Monitor factors such as: cost time waste safety client satisfaction and also many other critical

issues.


VINC1 is No.1 Construction Company of FRANCE and the WORLD

1-BECHTEL is No.1 Construction Company of the U.S. 2-HOCHTIEF is No.1 Construction Company of

GERMANY 3-CCCC Ltd is No.1 Construction Company of PRC 4-ACS is No.1 Construction Group of SPAIN 5-SKANSKA is No.1 Construction Company of SWEDEN 6-TAISEI is No.1 Construction Company of JAPAN 7-SAIPEM is No.1 Construction Company of ITALY 8-STRABAG is No.1 Construction Group of AUSTRIA 9-BALFOUR BEATTY is No.1 Construction Company in

the U.K. 10-ROYAL BAM GROUP is No.1 Construction Group of

NETHERLANDS

http://www.bechtel.com/

http://www.hochtief.com/

http://www.ccccltd.com.cn/

http://www.grupoacs.com/

BENCHMARKING AND PRODUCTIVITY 11-LEIGHTON is No.1 Construction Group in AUSTRALIA 12-AKER SOLUTIONS is No.1 Construction Company in

NORWAY 13-ENKA is No.1 Construction Company of TURKEY 14-SNC-LAVALIN is No.1 Construction Company of

CANADA 15-HYUNDAI E&C is No.1 Construction Group in S.KOREA 16-LARSEN&TOUBRO is No.1 Construction Group of

INDIA 17-YIT is No.1 Construction Company of FINLAND 18-ODEBRECHT is No.1 Construction Company of

BRAZIL 19-CCC is No.1 Construction Company of the MIDDLE-

EAST

BENCHMARKING AND PRODUCTIVITY 20-ORASCOM is No.1 Construction Group in EGYPT 21-MURRAY&ROBERTS is No.1 of S.AFRICA 22-ELLAKTOR is No.1 Construction Group of

GREECE 23-MTHOJGAARD is No.1 Construction Company of

DENMARK 24-SHIKUN & BINUI ARISON Group is No.1 in ISRAEL 25-BUDIMEX is No.1 Construction Group in POLAND 16-JULIUS BERGER is No.1 Construction Company in

NIGERIA 27-GRANIT is No.1 Construction Company of

MACEDONIA


Productivity

Benchmarking(quantities)Competitiveness

BenchmarkingClub

National ContractorsFederation

(median size firms)Contractors Group

(large firms)

Establish trends of performanceStrengthweakness

Best of other companiesUK&

OverseasStrength

Weakness

Increaseperformance Reduce cost

In 2007, the UK hadover 250,000

companies active inthe industry,

representing 6.64per cent of UK GDP.


QuantitativeQualitative

One-on-oneDomestic

External

Benchmarking

InternalGlobal

(Competitivebenchmarking)


GlobalDomesticInternalExternal

One-on-one(data based)

Internal&External

Select activities with poorKPIs

20-3050-6090-110

etc.

One-on-one(data based)

BenchmarkingKPIs

Processmodel

Step 1-pull information from bill of quantity

Pr od uct iv ity mea sur emen t ta ble -relate d t o c ase no .1

CRAFT /L ABOUR

PR ODUCT IVIT Y

CASE NO.1 PO OR

To ta l MD =Cost of ma ter ial

Was te Wast e Cra ft Opt ve

Craft Optve

La bou r La bour

Pr od uct iv ity Loss or Gain £

T ota l loss/Gain =PR x TQ

Un it

3x3 Bed Hou se -2 Sto ry le ve l

Qu ant ity (T Q)

Delive red to site

(Esti mate)

(Actu al)

Hrs Hrs Hrs Hrs - PR= MD[A-X]+ HC (EC-AC) +HL (EL -AL)

LOSS £

Desc ripti on-Ac tivitie s

(Act - ) % % (EC) (AC) (EL) (A L)

SU PERST RUCTURE

Fa cing Brick P. C £350 PER 100 0 /Com m on Bl ock

156 31.14 5% 6 .50% 2.5 5 2.58 1.95 1. 97 -0.9 -14 0 M2

Com mo n Br ick/Blo ck

264 18.88 5% 6 .50% 2.2 5 2.26 1.75 1. 76 -0.4 7 -12 4 M2

Inte rnal Wa lls-LWC Blo ck

282 8 5% 7 .00% 1.4 5 1.47 1.1 1. 12 -0.3 8 -10 7 M2

Inte rnal Wa lls-Pl asterin g-13m m th ic k

708 1.7 1 5% 6 .50% 0.4 5 0.45 0.23 0. 23 -0.0 3 -2 4 M2

Inte rnal F inis h-Ceiling fin ish-set

504 0.4 7 5% 6 .50% 0.2 5 0.25 0.13 0. 13 0.47 x ( -0.0 2) 4 M2

Wall Tiling-152 x152

75 14. 5 5% 6 .50% 1 1 0.6 0.6 1.71 x ( -0.0 2) 2 2 M2

carry outcalculations-useformulas (ACTUAL)

Informationfrom bill of quantity(ESTIMATION)

Net Rate

Gr os s Tot al Tota l Tot al Tota l Tota l Time

Tota l Tim e

Tot al Cost

Total Cost

Tot al Time

Tota l Tim e

Total Cos t

Tota l Cost

Uni t

(£) Rate Quant-

Quant-

Cost Cost Es t- Est - Est - Es t- Act .- Act. - Ac t- Act -

(Es t-) (Act -) (Es t-) (Act -) Craft Labour

Craft Labour Craft Labour Craft Labour

(£) (£) (£) (Hr s) (Hrs ) (Hrs ) (Hrs ) (Hrs ) (Hrs ) (Hrs ) (Hrs ) 64.5

5 72.94 160 - 1167

0 - 464 688 3257.3 3969.7

5 - - - - M 2

57.29

64.73 130 - 8414.9

- 63.75 315.9 447.15 1822.75

- - - - M 2

40.81

46.12 225 - 10377

- 506.25

393.75

3553.9 2271.95

- - - - M 2

35.24

39.82 410 16326

- 922.5 451 6475.95

2602.25

- - - - M 2

13.91

15.98 440 - 7031.2

- 638 484 4478.75

2792.7 - - - - M 2

5. 04 5.69 1125 - 6401.3

506.25

258.75

3553.9 1492.95

- - - - M 2

3. 99 4 .5 785 - 3532.5

196.25

102 1377.7 588.55 - - - - M2

26.88

30.37 90 - 2733.3

- 90 54 631.8 311.6 - - - - M 2

Net Rate

Gr os s Tot al Tota l Tot al Tota l Tota l Time

Tota l Tim e

Tot al Cost

Total Cost

Tot al Time

Tota l Tim e

Total Cos t

Tota l Cost

Uni t

(£) Rate Qu antity

Quanti ty

Cost Cost (Es t-) (Est -) (Es t-) (Es t-) (Ac t. -)

(Act.-) (Ac t-) (Act -)

(Es t-) (Act -) (Es t-) (Act -) Craft Labour


(£) (£) (£) (Hr s) (Hrs ) (Hrs ) (Hrs ) (Hrs ) (Hrs ) (Hrs ) (Hrs )

64.5 72.94 114 - 8315.- 330.6 490.2 2320.8 2828.4- - - - M 2

1 3 82 11 15

1 2

0

0

14

14

4 0

40

4

5 5

4 3

43

4 7

4 7

5 5

5 5

6 1

6 1DU =1 4 DU = DU = DU= DU= 54

4 4

5 8

9

4 4

4 7

7

5 5

59

1 4

4 5

4 5

6

5 5

5 5

1 3

7 0

7 0

1 7

43

46

5

45

5 9

1 0

59

66

1 6

2 6

DU= 4

DU =1

DU= 1

3

DU= 2

DU=1

DU= 1

DU= 1 8

DU=1

DU =4

DU =3

DU= 2

DU =2

Network Programming(AOA)-ESTIMATION

GanttChart-ACTUAL

GanttChart-ESTIMATION

1 3 82 11 1 5

12

0

0

1 4

14

40

4 0

4

5 5

4 3

4 3

47

47

5 5

55

61

61DU= 14 DU= DU = DU= DU= 54

44

58

9

4 4

4 7

7

5 5

5 9

1 4

4 5

4 5

6

55

5 5

1 3

70

7 0

17

4 3

4 6

5

45

59

10

59

66

16

2 6

DU =4

DU =1

DU=1

3

DU =2

DU =1

DU =1

DU =1 8

DU =1

DU =4

DU=3

DU= 2

DU=2

Network Programming(AOA)-ACTUAL

LABOURYESNOMATERIALS(wastage)

YESNO

MACHINERYYESNO

COST OVERRUN(YES)

COSTOVERRUN(NO)

COST OVERRUN(NO)

YES A

A

Carry outcalculationsuse formula(ACTUAL)

P ro duc ti vit y m ea sur em e nt t ab le- re la te d t o ca se no .1

C RA FT / LA BO U R

P RO D U CT IV I TY

C AS E N O . 1 P OO R

To ta l M D =C o st of m at er ia l

Wa ste Wast e C ra ft O pt ve

Cr a ft O pt ve

La bou r Lab our

Pr od uct i vit y Lo ss o r G ain £

T ot al lo ss/ Gai n =P R x TQ

Un it

3x 3 Bed Hou se-2 S to ry l eve l

Q uan tity ( TQ )

D el ivered t o si te

( Es ti m ate )

(A ct ua l)

H rs Hr s H r s Hr s- PR =M D [ A -X] +H C(E C-A C) +H L( EL-A L)

LO SS £

D escr i pt io n-A cti vi ti es

( Ac t- ) % % (EC ) ( AC) ( EL) ( AL)

S UP ER S TR U CTU R E

Fa ci ng Br i ck P .C £35 0 PE R 10 00 / Co m m on B loc k

156 31. 14 5% 6. 50% 2. 55 2. 58 1. 95 1. 97 -0. 9 -140 M 2

C om m on B ri ck/ B loc k

264 18. 88 5% 6. 50% 2. 25 2. 26 1. 75 1. 76 - 0.4 7 -124 M 2

I nt er nal Wal ls-LW C B lock

282 8 5% 7. 00% 1. 45 1. 47 1. 1 1. 12 - 0.3 8 -107 M 2

I nt er nal Wal ls-P las te ri ng-13 m m t hi ck

708 1. 71 5% 6. 50% 0. 45 0. 45 0. 23 0. 23 - 0.0 3 -24 M 2

I nt er nal Fi nis h-C ei li ng f ini sh-se t

504 0. 47 5% 6. 50% 0. 25 0. 25 0. 13 0. 13 0.4 7x ( -0. 02 ) 4 M 2

Wa ll T il in g-15 2x15 2

75 14. 5 5% 6. 50% 1 1 0. 6 0. 6 1.7 1x ( -0. 02 ) 22 M 2

SITE ENGINEERS

MANAGEMENT

CHIEF EXECUTIVE

LOWPRODUCTIVITYCOST OVERRUN

HIGHPRODUCTIVITY

Net Rate

Gross Total Total Total Total Total Time

Total Time

Total Cost

Total Cost

Total Time

Total Time

Total Cost

Total Cost

Unit

(£) Rate Quant-

Quant-

Cost Cost Est- Est- Est- Est- Act.- Act.- Act- Act-

(Est-) (Act-) (Est-) (Act-) Craft Labour


(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) 64.5

5 72.94 160 - 1167

0 - 464 688 3257.3 3969.7

5 - - - - M2

57.29

64.73 130 - 8414.9

- 63.75 315.9 447.15 1822.75

- - - - M2

40.81

46.12 225 - 10377

- 506.25

393.75

3553.9 2271.95

- - - - M2

35.24

39.82 410 16326

- 922.5 451 6475.95

2602.25

- - - - M2

13.91

15.98 440 - 7031.2

- 638 484 4478.75

2792.7 - - - - M2

5.04 5.69 1125 - 6401.3

506.25

258.75

3553.9 1492.95

- - - - M2

3.99 4.5 785 - 3532.5

196.25

102 1377.7 588.55 - - - - M2

26.88

30.37 90 - 2733.3

- 90 54 631.8 311.6 - - - - M2

Net Rate


Total Time

Total Cost

Total Cost

Total Time

Total Time

Total Cost

Total Cost

Unit

(£) Rate Quantity

Quantity

Cost Cost (Est-) (Est-) (Est-) (Est-) (Act.-)

(Act.-) (Act-) (Act-)



(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs)

64.5 72.94 114 - 8315. - 330.6 490.2 2320.8 2828.4 - - - - M2


Step 2-carry out calculations-use

Productivity measurement table-related to case no.1

CRAFT/LABOUR

PRODUCTIVITY

CASE NO.1 POOR

Total MD =Cost of material

Waste Waste Craft Optve

Craft Optve

Labour Labour

Productivity Loss or Gain £

Total loss/Gain =PR x TQ

Unit

3x3 Bed House-2 Story level

Quantity (TQ)

Delivered to site

(Estimate)

(Actual)

Hrs Hrs Hrs Hrs- PR=MD[A-X]+HC(EC-AC) +HL(EL-AL)

LOSS £

Description-Activities

(Act-) % % (EC) (AC) (EL) (AL)

SUPERSTRUCTURE

Facing Brick P.C £350 PER 1000 /Common Block

156 31.14 5% 6.50% 2.55 2.58 1.95 1.97 -0.9 -140 M2

Common Brick/Block

264 18.88 5% 6.50% 2.25 2.26 1.75 1.76 -0.47 -124 M2

Internal Walls-LWC Block

282 8 5% 7.00% 1.45 1.47 1.1 1.12 -0.38 -107 M2

Internal Walls-Plastering-13mm thick

708 1.71 5% 6.50% 0.45 0.45 0.23 0.23 -0.03 -24 M2

Internal Finish-Ceiling finish-set

504 0.47 5% 6.50% 0.25 0.25 0.13 0.13 0.47x (-0.02) 4 M2

Wall Tiling-152x152

75 14.5 5% 6.50% 1 1 0.6 0.6 1.71x (-0.02) 22 M2

COST CONTROL-AOA

1 3 82 11 15

12

0

0

14

14

40

40

4

55

43

43

47

47

55

55

61

61DU=14 DU= DU= DU= DU=54

44

58

9

44

47

7

55

59

14

45

45

6

55

55

13

70

70

17

43

46

5

45

59

10

59

66

16

26

DU=4

DU=1

DU=1

3

DU=2

DU=1

DU=1

DU=1 8

DU=1

DU=4

DU=3

DU=2

DU=2

BENCHMARKING AND PRODUCTIVITY ACTIVITIES 1-2, 2-3, 3-4, 1-12, 1-9, ….To measure Items such as: Time (increase/decrease) Cost (increase/decrease) Labour (increase/decrease) Material (Material

waste-increase/decrease) Machinery (efficiency

increase/decrease).


Compare Actual completion time for Activities 1-2, 2-3,..aganist allocated time for Activities 1-2, 2-3,

Compare Actual completion cost for Activities 1-2, 2-3,..aganist allocated cost for Activities 1-2, 2-3,

Compare Actual waste allowed(%) for Activities 1-2, 2-3,..against allowed waste (%) for Activities 1-2, 2-3,




CRAFT/LABOUR

PRODUCTIVITY

CASE NO.1 POOR



Craft Optve

Labour Labour

Productivity Loss or Gain £

Total loss/Gain =PR x TQ

Unit


Quantity (TQ)

Delivered to site

(Estimate)

(Actual)


LOSS £


(Act-) % % (EC) (AC) (EL) (AL)

SUPERSTRUCTURE


156 31.14 5% 6.50% 2.55 2.58 1.95 1.97 -0.9 -140 M2

Common Brick/Block

264 18.88 5% 6.50% 2.25 2.26 1.75 1.76 -0.47 -124 M2


282 8 5% 7.00% 1.45 1.47 1.1 1.12 -0.38 -107 M2

Internal Walls-Plastering-13mm thick

708 1.71 5% 6.50% 0.45 0.45 0.23 0.23 -0.03 -24 M2

Internal Finish-Ceiling finish-set

504 0.47 5% 6.50% 0.25 0.25 0.13 0.13 0.47x (-0.02) 4 M2

Wall Tiling-152x152

75 14.5 5% 6.50% 1 1 0.6 0.6 1.71x (-0.02) 22 M2

carry outcalculations-useformulas (ACTUAL)

Informationfrom bill of quantity(ESTIMATION)

Net Rate


Total Time

Total Cost

Total Cost

Total Time

Total Time

Total Cost

Total Cost

Unit

(£) Rate Quant-

Quant-

Cost Cost Est- Est- Est- Est- Act.- Act.- Act- Act-



(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) 64.5

5 72.94 160 - 1167

0 - 464 688 3257.3 3969.7

5 - - - - M2

57.29

64.73 130 - 8414.9

- 63.75 315.9 447.15 1822.75

- - - - M2

40.81

46.12 225 - 10377

- 506.25

393.75

3553.9 2271.95

- - - - M2

35.24

39.82 410 16326

- 922.5 451 6475.95

2602.25

- - - - M2

13.91

15.98 440 - 7031.2

- 638 484 4478.75

2792.7 - - - - M2

5.04 5.69 1125 - 6401.3

506.25

258.75

3553.9 1492.95

- - - - M2

3.99 4.5 785 - 3532.5

196.25

102 1377.7 588.55 - - - - M2

26.88

30.37 90 - 2733.3

- 90 54 631.8 311.6 - - - - M2

Net Rate


Total Time

Total Cost

Total Cost

Total Time

Total Time

Total Cost

Total Cost

Unit

(£) Rate Quantity

Quantity

Cost Cost (Est-) (Est-) (Est-) (Est-) (Act.-)

(Act.-) (Act-) (Act-)



(£) (£) (£) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs) (Hrs)

64.5 72.94 114 - 8315. - 330.6 490.2 2320.8 2828.4 - - - - M2

1 3 82 11 15

12

0

0

14

14

40

40

4

55

43

43

47

47

55

55

61


44

58

9

44

47

7

55

59

14

45

45

6

55

55

13

70

70

17

43

46

5

45

59

10

59

66

16

26

DU=4

DU=1

DU=1

3

DU=2

DU=1

DU=1

DU=1 8

DU=1

DU=4

DU=3

DU=2

DU=2

Network Programming(AOA)-ESTIMATION

GanttChart-ACTUAL

GanttChart-ESTIMATION

1 3 82 11 15

12

0

0

14

14

40

40

4

55

43

43

47

47

55

55

61


44

58

9

44

47

7

55

59

14

45

45

6

55

55

13

70

70

17

43

46

5

45

59

10

59

66

16

26

DU=4

DU=1

DU=1

3

DU=2

DU=1

DU=1

DU=1 8

DU=1

DU=4

DU=3

DU=2

DU=2

Network Programming(AOA)-ACTUAL

LABOURYESNOMATERIALS(wastage)

YESNO

MACHINERYYESNO

COST OVERRUN(YES)

COSTOVERRUN(NO)

COST OVERRUN(NO)

YES A

A

Carry outcalculationsuse formula(ACTUAL)


CRAFT/LABOUR

PRODUCTIVITY

CASE NO.1 POOR



Craft Optve

Labour Labour

Product ivity Loss or Gain £

Total lo ss/Gain =PR x TQ

Unit


Quant ity (TQ)

Delivered to site

(Estimate)

(Actual)


LOSS £


(Act-) % % (EC) (AC) (EL) (AL)

SUPERSTRUCTURE


156 31.14 5% 6.50% 2.55 2.58 1.95 1.97 -0.9 -140 M2

Common Brick/Block

264 18.88 5% 6.50% 2.25 2.26 1.75 1.76 -0.47 -124 M2


282 8 5% 7.00% 1.45 1.47 1.1 1.12 -0.38 -107 M2

Internal Walls-Plaste ring-13mm thick

708 1.71 5% 6.50% 0.45 0.45 0.23 0.23 -0.03 -24 M2

Internal Finish-Ceiling f inish-set

504 0.47 5% 6.50% 0.25 0.25 0.13 0.13 0.47x (-0.02) 4 M2

Wall Tiling-152x152

75 14.5 5% 6.50% 1 1 0.6 0.6 1.71x (-0.02) 22 M2

SITE ENGINEERS

MANAGEMENT

CHIEF EXECUTIVE

LOWPRODUCTIVITYCOST OVERRUN

HIGHPRODUCTIVITY

BENCHMARKING AND PRODUCTIVITY COST OF MATERIALS

31.145% WASTE ALLOWED6.50% WASTE EXPERIENCED31.14(6.50-5)=31.14X1.50=£46.7146.71X156=7286.76THE ESTIMATED COST FOR THIS ITEM=7286.76-46.71=7240.05


Waste Waste

Quantity (TQ)

Delivered to site

(Estimate)

(Actual)

(Act-) % %

156 31.14 5% 6.50%

264 18.88 5% 6.50%

282 8 5% 7.00%

708 1.71 5% 6.50%

benchmarking and productivity

Engineering