a productivity measurement system for ma .. … · \a productivity measurement system for ma .....

$: A PRODUCTIVITY MEASUREMENT SYSTEM FOR MA .. … · \A PRODUCTIVITY MEASUREMENT SYSTEM FOR MA .. "WFACTURING PLANTS, by Wen-CM.eh . Shu Dissertation submitted to the Graduate Faculty$
\A PRODUCTIVITY MEASUREMENT SYSTEM FOR MA .. "WFACTURING PLANTS,

by

Wen-CM.eh . Shu

Dissertation submitted to the Graduate Faculty of the

Virginia Polytechnic Insti.t,.ite and State University

in partial fulfillment of the requirements for the degree of

DOCTOR OF PRILOSO?HY

in

Industrial Engineering and Operations Research

AP?ROVED:

P. M. Ghare, Chairman

M. H. Agee W. J. FabrycJ J

E. L. Hirschhorn W. E. Leininger

February, i983

Blacksburg, Virginia

ACK..~OWLEDGEMENTS

The author is grateful to Dr. P. M. Ghare, Director of the

Productivity Evaluation Center, Department of Industrial Engineering and

Operations Research, Virginia Polytechnic Institute and State University.

Without the motivation, guidance, and support of Dr. Ghare, this study

would not have been possible.

The author also appreciates the constant advice and encouragement

from Drs. M. H. Agee, W. J. Fabrycky, and W. E. Leininger; their

suggestions have been invaluable to this study. Appreciation is extended

to Professor E. L. Hirschhorn for his interest in this work and serving

on the advisory committee.

Special thanks are for Dr. J. M. A. Tanchoco for his support and

supervison, particularly during the first year of the author•s study.

Thanks are also due to for typing this report in a

short period of time.

ii

TABLE OF CONTENTS

Page

ACKNOWLEDGEMENTS • • • • • • • • • • • • • • • • • • • • • • • • • • ii

Chapter

I. BACKGROUND OF PRODUCTIVITY PROBLEM

What is Productivity?

Terminology and Definitions

Hierachy of Production Systems •

Productivity as a Management Cycle

Use of Productivity Information

II. PROBLEMS OF PRODUCTIVITY MEASUREMENT (PM)

AND OVERVIEW OF THIS STUDY •

Problems of Productivity Measurement •

Tangibility of Inputs and Outputs

Measuring Units

Base Period Selection

Incorporating Quality into Value Measures

Time Lag in Productivity Information

Overview of this Study

iii

1

1

2

3

3

4

5

5

5

6

7

8

8

9

III.

IV.

v.

VI.

HISTORICAL DEVELOPMENT - A I.ITERATURE SURVEY

Direct Measurement Models •

Indirect Measurement ~dels •

Additional Notes

PRODUCTIVITY INFORMATION FOR MANUFACTURING

Need of Productivity Information for

Operating Management

Responsibility Identification

Paga

11

11

19

22

24

24

25

Integration of PM into Formal Information System 25

A Hypothetical Manufacturing Plant , • • • • 26

MATHEMATICAL MODELS • . . . Time Productivity

Work Unit as the Data Source

Production Resources as the Data Source

Value Productivity

COMPARISON OF PM MODELS • • •

Criteria of Comparison

Comments on Comparison of PM Models

iv

. . . . . . . .

31

31

31

35

37

42

42

49

VII.

VIII.

IX.

IN-PLANT PRODUCTIVITY MONITORING SYSTEM •

Functional Requirements of PMS

System Design of PMS

Data, Record, File, and Data Base of PMS •

Sample System Flow Chart

PMS Programming

A CASE STUDY OF PMS •

Data Source

Output Reports

SUM!-f.ARY, CONCLUSIONS, AND RECOMMENDATIONS •

Summary of PMS

Conclusions of This Study •

Recommendations for Further Study •

BIBLIOGRAPHY

APPENDIXES

VITA

ABSTRACT

v

Page

so 50

52

53

55

56

68

68

71

73

73

74

76

78

83

191

Table

A

B

I...IST OF TABLES

Comparisons of Ten PM Models • • • •

Data Sources of PMS Case Study

vi

Page

• 45

• 69

Figure

1

2

3

4

5

6

LIST OF FIGURES

Page

Example of Organizational Structure for a Manufacturing

Plant • 29

Inputs and Output of a Work Unit . . . . . . . . 30

Definition of a Flat File . . . . . . . . . . 58

Definition of a Structured File . 61

Links between Master and Transaction Files . . . . 64

System Flow Chart of OTV CNTL . . . . . . . . 65

vii

I. BACKGROUND OF PRODUCTIVITY PROBLEM

1-1. What is Productivity?

Productivity is a measure of economy of ~eans [60]. The word

"means" refers to an activity or a resource which changes the ~1alue of

goods and services. The means which increase the value of goods and

services are called productive, and the ones which decrease the value of

goods and services are called counter-productive. It must be remenber2d ~ .~

that productivity is not the only measure of the economy of means. An

example of alternative measures is profitability.

There are two types of productivity: physical productivity and

economic productivity. The physical productivity refers to the ratio of

output and input, expressed in the physical terms. The ratio of tons of

,;, r . steel produced to the number of employees is physical productivity. ~, 9.f

,.. Economic productivity is also a ratio of output and input, but expressed

in the forms of economic value. Profitability is economic productivity.

Productivity has two measuring facets: absolute productivity tells

the level of productivity; productivity growth shows the rate of

productivity change from one period to another. The absolute

productivity represents standard of living [53]; productivity growth

represents the strength of competition as well as the improvement in

standard cf living. The living standard in the U.S. remains at the top

of the industrialized countries because the U.S. absolute productivity

is still the highest [2, 17, 28]. However, the American competitive

position in international trade markets has become weaker due to its

productivity growth.

1

I

./

2

Although productivity is one of the mos': widely used terms, people

interpret productivity subjectively. The subjectivity is because of the /

different value systems which people have and the difficulty of obtaining

measure of productivity acceptable to all.

1-2. Terminology and Definitions.

In a simple mathematical form, productivity is defined as the value

ratio of output to input of a production system. The higher the ratio,

the more productive is the system.

When total output and total input are used, the ratio is total

productivity. For instance, the total productivity of a plant may take

all products produced as the total output and the sum of labor, capital,

material, energy, building, and land as the total input. The ratio

obtained by dividing the total output by one or some of the inputs is

partial productivity. An example of partial productivity is labor

productivity which uses labor as the only input. Capital productivity, .. '

material productivity, etc. can also be defined in the same manner. If

materials are excluded in both the total output and total input, the •oR• • -~. ,.--.• •• ".' ,.'.' ">' < •·• -

ratio is called total factor productivity. Another form of the total ·.·' ·~'

factor productivity is using the value added as the output and the sum of

labor and capital as the input. For all the productivity ratios, output

is the result of the input transformation. Any output which is not ' c··· ·.

generated by the input factors, is not the true output and should be

excluded in the productivity ratio.

3

1-3. Hierachy of Production Syst.~'.D.s.

The hierachy of productio11 systems refers to economic levels, or

magnitudes of production systems. Since productivity is a study of

production system, the production system involved has to first be

identified. The principal economic levels are nation, major industry,

industrial sector, corporation, plant, department, work station, and

individual resources.

For the national productivity of the U.S., the Bureau of Labor

Statistics (BLS), Department of Labor, collects the data for the labor

productivity and identifies the causes of productivity trends. The BLS

also compiles the labor productivity for major industries such as

automobile, steel, etc.

1-4. Productivity as a Management Cycle.

.I

Productivity has three basic functions~ measurement, analysis, and

improvement. Sumanth [55] further classified these activities into

measurement, analysis, evaluation, and improvement. The contention of

/

such classifications is to identify productivity with management as a /

planning, execution, and evaluation cycle.

Productivity measurement results in various productivity indexes.

Productivity analysis identifies the causes of productivity changes and

projects future productivity trends. Productivity improvement is the

implementation of solutions identified by the productivity analysis.

Productivity measurement can be an independent function from the

other two productivity activities because its objective is solely to show

how the system performs.

4

1-5. Use of Productivity Information.

Productivity information is primarily used in the form of

comparisons. Comparisons of productivity can be ma.de with multiple

production systems at one time period, or for the same production system

at multiple time periods. Examples of the former and latter use are

international productivity and productivity growth. Comparisons are

commonly made for the production systems which are in the same economic

level and have similar production characteristics.

Because the interest of this study is in manufacturing systems, the

use of organizational productivity deserves spe~ial attention. Seven

common usages of organizational productivity information are: (1) to

monitor and control of production system; (2) for managerial performance

appraisal and motivation; (3) for short-to-medium range planning; (4) for

standard, and price setting; (5) for long-range planning; (6) for labor

negotiation and compensations; (7) to inform and influence outsiders.

Chapter IV will present the use of productivity information for the

monitoring and control purposes.

II. PROBLEMS OF PRODUCTIVITY MEASUREMENT (PM) Ai.'ID OVERVIEW OF THIS STUDY

2-1. Problems of Productivity Measurement.

Productivity measurement (PM), which is an important activity in the

productivity program, is the subject of this study. The term

"productivity" is defined as the output-input ratio as in Chapter I.

Although the ratio is simple, PM becomes complex because both input and

output are difficult to measure. The following five problems of PM are

commonly encountered. This list is not exhaustive; but does cover the

principal problems.

2-1-1. Tangibility of Inputs and Outputs.

Tangible economic factors are those that can be quantified and

measured. Only tangible inputs and outputs are used in the PM. Although

the productivity theory does not require that factors be tangible, the

tangibility makes the measurement realistic. Since a production system

involves both internal (to the system) and external factors, many of

these being uncertain, intangible factors are always present.

Intangibility is inherent to many production systems, especially when the

cause-effect relationships of the production process are being studied.

Some factors, tangible by definition, may become intangible because the

cost of data collection is too high. As technologies and measuring

techniques advance, the previously intangible factors may become

tangible. Techniques such as Nominal Group Technique or Regression

Analysis are often used in reducing the personal biases and therefore

the intangibility.

5

6

2-1-2. Measuring Units.

The measuring unit used in PM is the value of the input and output.

If values for goods and services are not difficult to obtain, the

measuring unit does not constitute a problem of PM. Unfortunately, value

is subjective and the same collltilodity may be valued differently by

Y"],J'' different people. Even for a piece of equipment, there are differing •'.:>!..•'

.' ways of representing its value, such as Histortical Cost, Current

~~,- Replacement Cost, Net Realizable Value, Net Present Value of Expected

.A ::'-~

Future Cash Flows, Current Cost, or Recoverable Amount.

For a system producing multiple products, PM depends on the

feasibility of obtaining common units of measure. This applies to the

inputs although the measuring unit for the inputs need not be the same

as that for the outputs. Depending upon the characteristics of

production systems, different measuring units may be selected for

different applications~ In practice, the most commonly used measuring

units are price, cost, S::ri<f time>, ,·'' /·-··-........... , ........ .. .. "

'.,,.~ / Because of its wide adoption, market price as the measuring unit (.'~f !/ .,

-,: ·r·- 'deserves special attention. As indicated in Chapter I, productivity

v . (~ represents efficiency. The fluctuations of market prices can affect the

financial performance but may have no impact on the production

efficiency. Since the market price fluctuations are generally <I G·'/ extraneous, the productivity measures using the market prices for the ,

inputs and outputs can provide biased information. Production time

appears to be free from the price effect, but is subject to fluctuations

of different input values. For example, input in labor hours has to

include different labor categories which represent different wages and

.,;'~ ·'.'_.

(

"'·. '. . .:..···

;' ,,<'-

. rt-\; --.\"

,. ) ,.·\

{~,{/~

7

skill levels. Adding 8 hours of a foreman's work to 8 hours of a lathe

operator's contribution requires the transformation of the foreman's time

into the lathe operator's time, or vice versa. Wage, in essence, can be

regarded as the market price cf employees. To eliminate the effect of

price fluctuations, deflating or inflating schemes are necessary.

However, deflating or inflating requires the determination of a base

period for the subsequent productivity measurements.

2-1-3. Base Period Selection.

As it was stated in Chapter I, the primary usage of productivity is

for comparisons. The current productivity of a firm, for instance, may

be compared to that in past periods, to the planned productivity, to the

productivity of its competitors, or to the average for the industry. In

' all these comparisons, the same measuring criteria and the same base

period.are necessary. One example of base period selection is the U.S.

/ Consumer Price Index (CPI) which takes the year 1967 as the basis; i.e.,

CPI is 100 for the year 1967. The productivities of subsequent periods

are then compared to that of the base period. The base period may be

changed for various reasons, such as change of product mix, change of

' product cost etc. Once a base period is chosen, the price effect can be

largely eliminated by using the base prices for the current period, and

the residual bias is relatively minor especially when the base period is

a stable one.

8

2-1-4. Incorporating Quality into Value Measures.

While quality of production in the PM can be an independent topic

as the quality productivity, the common approach in the PM implicitly

J assumes that the product quality is reflected in the market price, i.e.,

high quality product gets high market price. Usually a better quality

product means higher product value, but not necessarily a higher market

price. ~bdifications of the existing product, such as addition of new

:features to the old product, or use of improved quality materials, all ,.::,·:i.7·// / / tend to improve the product quality. In practice, the improved products

may be treated the same as their predecessors unless the market prices

change •. To some extent, these quality changes can accumulate to make the

product totally different from the one evaluated at the base period. In

such a case, re-evaluation of the value of improved product at the base

period is necessary. Another approach of incorporating quality into the

value measure is using the subjectively assessed value. The survey type

J of assessment, such as Delphi Technique, may be needed to obtain a

commonly accepted value measure •

. · 2-1-5. Time Lag in Productivity Information.

Time lag in PM arises from three causes: the difficulty in

identifying the causal effect of output and input, the uncertainty in

data transmission, and the lead time between the output and input. For a

fast production system, lead time represents no problem since PM requires /

time duration to aggregate the output. However, when production pace is

slow and lead time is lengthy, productivity can be measured only after a

certain time period has elapsed.

9

To understand the nature of time lag, it is necessary to recognize

the causal relationships between economic factors. Productivity growth,

for example, is believed to be affected by three major factors: '. :·'

',technological change, 1capital investment, and scale of economy. One ./'I' ::1 ( ,.., -:_• :~

important source of the technological advancement is through Research and - --

Development (R & D). In general, fundamental R & D activities are time ,_

consuming and the results are hard to predict. Because of the time lag .,. ,

and longevity of R & D contributions, the productivity at a certain

period may be due to the cumulated R & D efforts made at many previous

periods. In such case, productivity measurement provides biased

information because the current output is not solely resulted from the

current input.

2-2. Overview of this Study.

This study deals with productivity measurement at the plant level.

The choice of plant level comes from three main considerations. First,

when the economic level is that of a firm, financial considerations

such as capital availability become important or even dominate. Further,

there are government agencies designated to compile productivity indexes

at industrial and national levels. The second consideration is that a

majority of the literature in PM has been at the macro economic

levels, i.e., national and industry levels. It is only recently that the

importance of p~oductivity at the micro economic levels has been

realized. The third consideration is that the plant level and lower

&···., levels are the, basic operating units where engineering technique may be '{'~

profitably applied to improve productivity. 'Tile corporate, industry, and

10

national economy are the aggregate of these micro operating units.

While productivity improvement may be of primary interest in a

plant, this improvement can only be recognized when the productivity is

measured. There are two types of PM: direct measurement and indirect :J"~-- ~

. ....;1':.t 'Ci measurement. The direct measurement uses actual quantities of input and

, output. Otherwise, the measurement is indirect. This study uses direct " l'

/'" ·.:) .. ..~

measurement. ~~ , J ... c ••

In addition to the direct measurement, PM in this study excludes the

considerations of external factors; usually refered to as the environment

of production. An example of such external factors can be "maximum

output of production unit K". As the external factors are excluded, the

boundary of the production system is limited to the physical production

itself. In technical terms, PM in this study is called process

productivity since it deals with the production process only. The other

/ PMs are "expected productivity" and_ "global productivity" which involve

external factors to varying degrees [38].

In this sense, the interest of this study is the direct measurement

of process productivity at the manufacturing plant. Starting with the

literature survey and identifying the potential new work, the following

objectives are set out for this study:

(i) development of an appropriate model for PM at the

manufacturing plant level.

(ii) investigation of integrating the developed PM model in

management reporting.

(iii) development of an in-plant productivity monitoring system.

(iv) a real-world case study to demonstrate the developed system.

III. HISTORIAL DEVELOPMENT - A LITERATURE SURVEY

The literature on productiv·ity measurement is diverse and covers

numerous evaluation problems which range from productivity evaluation of

a single worker to measuring productivity of a nation. Because of the

interests of this study, the literature survey is limited to the

productivity measurements at the .Plant le'?__~.LE-.ml..~low. In some cases,

the plant level may coincide with the corporate level. However, I

J multi-plant or multi-division corporate level productivity measurement is

outside the scope of this study. Moreover, in order to illustrate the

direct and indirect productivity measurements recognized by this study,

six direct measuring models are described in Section 3-1 and three

indirect ones in Section 3-2. Other concepts, which are related to but

are not the productivity measurement models, are presented in Section

3-3.

3-1. Direct ~~asurement Models.

Kendrick and Creamer [30J presented the first model of direct

productivity measurement at the company level. Tiie production output

used in their model was the adjusted net sales; the adjustments were made

according to the differences in the semifinished and finished goods at

the beginning and ending periods of measurement. As incomes from

portfolio holdings of stocks and bonds did not result from the

production, they were not included in the output. Input categories were

labor, material,; services, and capital; but only output-related \

inputs were included in the productivity calculations. Price and cost

11

12

deflators were applied to both the outputs and inputs to obtain their

value at base period. The model applied total, total factor, and partial

productivities to six participating companies.

The second model of productivity measurement is Craig and Harris's

(10] Service Flow Model (SFM) which applied total and partial

productivities to a manufacturing firm. Production inputs of SFM j included labor, capital, raw materials and purchased parts, and other

_,.··-:- ...

miscellaneous goods and services. Production output was the firm's net

production. Each of these inputs and output was defined by its scope and

components. To measure productivities, a base year was selected and the

weight of each of the inputs and output was taken from either its actual

or estimated base year value. The SFM has a special treatment for the

capital inputs. Instead of using depreciation from the accounting

records or weighted labor hours, a measure called 'value of capital' was

used. In other words, the SFM assumed that a leasing subsidiary firm

provided the necessary capital inputs, such as land, building, equipment,

and current assets. To use these capital inputs, the company had to pay

to this subsidiary. Annual leasing cost was determined by the initial

cost and production life of the asset, and the desired rate of return to j

the subsidiary. Cash, accounts receivable, inventory, and other liquid

assets were assumed to have zero productive life. Selling price at base

year was used as the weight for all inputs and outputs. For those that

did not exist at the base year, the value deflators were also compiled.

The third model was the Omni-Factor Model (OFM) proposed by Smith

[50]. In terms of its components, the total input used in the OFM

j

13

included five cost categories: (1) raw material costs (includes _El,!~hQ._sJ~-•

transportation and warehousing, interest on money invested, and loss on

waste); (2) personnel costs (includes wages, bonus payments, fringe

benefits, and other labor charges); (3) capital costs (includes interest

on capital invested, depreciation, and stock investment costs); (4)

indirect production costs (includes maintenance, indirect wages and

salaries); (5) purchase for production (includes power and lights, heat,

compressed air, raw materials, and stored items). The total output

adopted by the OFM is a weighted sum of output products. A simplified

mathematical model of OFM is shown below.

There are n products and product i is the major product. For

product j, the input cost and quantity produced at period t are Cjt and

,"::) 't \; --~· .-··-·

f'l C ·:,• /\.. \....' ·' ;. . I

------Cjt = r Citjt' k is the cost cat~gory

k . - . ;,, /.! .... ~.. (' ( :--J<' f '

and the average(~rginal cost of product j at period t is AMCjt;

A..'1Cjt = Cjt/Qjt

Thus, the weight of pJ:'oduct j is Wjt;

Wjt = AMCjt/AMCit

and the total output-is ot;.

n Ot = r Qjt Wjt

j=l

-----

The level of productivity at period t is ~;

" ' { ~ :

;., l r J -·1

' .,. >

14

If t=O is taken as the base period, the total productivity index at

period t is Pt;

Pt = (Lt/L0 ) x 100%

The fourth model of direct productivity measurement is the EGS

model developed by Eilon, Gold and Soesan [14]. In the EGS model,

various indexes including capacity utilization, fixed investment

utilization, physical output, total and partial productivities are used

as production measures. The EGS model is based on Edgeworth's approach

(Edgeworth, F. Y., "The plurality of index numbers", Economic Journal,

Vol. 35, pp. 379-88). which treats the physical output as the total

product value, and further applies to the inputs. There are four

production inputs: labor, capital, materials, and other financially

tangible inputs. Instead of measuring the absolute productivities,

productivity growth is obtained from the changes of weighted physical

inputs and outputs. In doing so, at least two time periods are needed;

one is preferred to be the base period. The model shown below assumes

two products at two time periods.

There are two products i and j, and two time periods t and s.

The

where,

Qjt is the quantity of product j at time t

pjt is the price of product j at time period t

Dits is the quantity of input factor k at time s

Cks is the cost·) of input factor k at time s

~. '.

change of weighted physical output from t to s is POts;

POts = (Qis x Pi+ Qjs x Pj) I (Qit x Pi+ Ojt x Pj)

Pi = 0.5 x (Pit + Pi8 ) and Pj = 0.5 x (Pjt + Pjs)

15

The change of weighted physical input from t to s is Pits;

4 4 Pits = ( r I\s x Ck) / ( r I\t x Ck)

k=l k=l

where,

And, the productivity change from t to s is PGts;

In the above calculations, different methods, such as the following

Fisher's Ideal Index method (The Making of Index Numbers, Hougton Mifflin

Co., New York), may be used to calculate the change of weighted physical

output.

POts = {[(Qis x Pit+ Qjs x Pjt) I (Qit x Pit+ Ojs x Pjt)]

x [(Q1s x Pis+ Qjs x Pjs) I (Qit x Pis+ Ojt x Pjs)J} 112

The fifth model of direct productivity measurement is the APC model,

developed by the American Productivity Center [2], Houston, Texas. The

measures developed in the APC model include three indexes - productivity,

pricing recovery, and cost effectiveness indexes, and also the variances

of these three indexes. The APC model compares these performance

indexes at any two operating periods. However, a base period is still

used for the convenience of the model presentation. Three principal

indexes and their variances are described below. The inputs of the APC

model are labor, capital, materials, energy, and other miscellaneous ---~·•"''~ , ••• ·-••_.-n~~ --·•·-. ,-•' -- • ,,, ' •• •

inputs. The production outputs are the physical products. The

following four sub-sections, (i) to (iv) illustrate three indexes and

variances of the APC model.

16

(i) Productivity Index (P).

This index is the quantity ratio of current period to base period. ' I

The quantities are price-weighted. \J'• 11.(' i~i .. :_·- J\ i-' .- ~ :...· I.I\: i•.-.< .. -..

0 0 0 0 I I I I Productivity Index (P) = (EQ2 p I EQl Pl) I (EQ2 p I EQ p )

0 l 0 I l I 1 l

where 2 is current period, l is base -period, O is output, I is input, Q 0

is quantity, P is price. Thus Q is the quantity of a output product at 2

current period. E is the summation for all output products, E is the 0 I

summation for all production inputs.

(ii) Pricing Recovery Index (R).

This index is the price ratio of current period to base period. The

prices are quantity-weighted.

0 0 0 0 I I I I Pricing Recovery (R) = (EQ2 p2 I EQ~ Pl) I (EQ p2 I EQ p )

O o ~ I 2 I 2 l

(iii) Cost Effectiveness Index (E).

This index is the value ratio of outputs and inputs at two time

periods. It reflects how production costs and production value of the

cuTrent period are relative to those of the base period.

0 0 0 0 I I I I Cost Effectiveness (E) = (EQ2 P I EQ1 P1) I (EQ2 P I EQ P )

0 2 0 I 2 I 1 1

The relationship between the Productivity Index (P), Pricing

Recovery Index (R), and Cost Effectivensss Index (E) is

E = P x R

.. '

17

In addition to total productivity, partial productivities, such

as labor, material, capital, en~rgy, and services productivities, can be

computed in the same manner.

(iv) Variances.

Cost Effectiveness Variance (Cl) is the difference between the

change in the value of the products and the change in the value of the

inputs. It gives the initial indication of contribution of each input to

the attainment of overall goal of the company.

I I 0 0 0 0 I I I I Cl = EQ1 P [(EQ2 P I EQ P) - (rQ P2 I EQ1 P1)1

I 1 0 2 0 1 1 I 2 I

Productivity Variance (C2) is the difference betw~en the change in . ;,_,,,,'

the quantity of the product and the change in the p~Jce of the inputs.

It shows to what extent any input has contributed to the efficiency of

the firm's attempt to obtain its goals.

I I 0 0 0 0 I C2 = (EQ P) [<ro p I EQ p ) - (EO

I 1 1 O 2 1 o 1 1 I 2

I I I P I EQ P1)]

l I 1

Pricing Recovery Variance (C3) is the difference between the change

in the price of the product and the change in the price of the inputs.

It shows to what extent the firm has been able to absorb the increases in

prices of inputs.

C3 = Cl - C2

The sixth model of direct productivity measurement is the --Product-Oriented Model (POM), developed by Sum~nth [55]. The POM is -··----~-

called product-oriented because it provides the total productivity

indexes for each product or product group. The production outputs of the

POM include finished units produced, partia.l units produced, dividends

from securities, interest from bonds, and other income; all outputs

generated through the firm's efforts are included. Five production

inputs of the POM are labor, capital, material, energy, and other

expenses. Both direct and indirect manpower are included in the labor

input. The capital input consists of fixed and working capital. The

material input includes raw materials and purchased parts. The energy

input includes gas, electricity, etc., and other expenses include taxes,

marketing, R & D, and general administrative expenses. Mathematically,

the POM is shown as follows:

TPF

where,

N E

i=l

N oi I ;:

i=l

N I. = E

1 i=l

TPF = total productivity of a firm

o1 = output of product i

N 5 E E Iij

i=l j=l

Iij input factor j corresponding to product i

N number of products manufactured.

The total productivity index of the firm at time t, relative to time 0,

is (TPF)t;

(TP!i')t = TPFt I TPF I 0

where, TPFt = total Productivity of the firm at time t.

TPFo = total Prcductivity of the firm at time I"\ u.

19

Total Productivity Index for product i at time t, relative to time 0,

is (TPI)it;

(TPI)it = where,

TPit =

TPit I TPiO

5 oit I r Iijt'

j=l

5 TPio = Oio I L IijO

j=l

and, Oit = output of product i at time t.

Iijt = input factor j corrsponding to product i at time t.

TPit = total productivity of product i at time t.

In addition to the above total productivities, the POM measured the

firm's profit (PF) in terms of the TPF (total productivity of the firm);

PF = OF - IF + 1wc = (TPF - 1) * IF + 1wc '· .,

where, OF, IF, and 1wc are the total output, total input, and working

capital of the firm.

3-2. Indirect Measurement Models.

The fir§.!: indirect productivity measurement model at the plant level

was constructed by Ernst [15] using the production function theory. By

taking the logarithmic transformation of net production function, an

additive production function can be obtained as follows:

Total Output (y) = C + r Kj_ ~ i

where C is a constant, Xi is the input· factor i, and ~ is co~fficient

of Xi· To determine the input factors, a co-relational analysis between

·~ ,. .. ,•

j

20

the inputs and output was exercised. Furthermore, a regression model,

linear or nonlinear, was applied to estimate the coefficients 1S_ and

constant C. It is also noted that since the production function is a

causal model, the input resources can be physical measures such as

tons, yards, or cubic inches. In this regard, Ernst hypothesized a

strong correlation between technological changes and energy consumption.

That is, the technological and capital inputs can be correlated with

energy inputs.

The second indirect PM model, which deals with worker productivity

is the System Dynamic Model (SDM) developed by Hersauer and Ruch [23].

The SDM is based on the interrelated relationships between individuals,

the organization, and external factors. A large number of social and

psychological factors affecting the worker performance are included.

In addition to using a subsystem approach, Hersauer and Ruch followed the

procedures listed below and applied them to a participating company.

(i) Two types of factors, individually controlled factors and

organizationally controlled factors, are distinguished.

(ii) Control rates are determined for all control factors.

(iii) Long-term factors are distinguished from short-term factors

(iv) Time is an implicit factor; but it becomes an explicit factor J

when time delay is introduced.

(v) 'Th.e relationship between factors is necessarily defined by

mathematical functions.

SDM is a simulation model; therefore, the critical issue of the

model is how accurately the interrelationships between factors are

21

represented. In other words, factors li1<e causal effect, feedback, and

control source need to be identified and justified in the first place.

In this respect, surveys of company personnel were conducted in the case

study such that the factors and their weights were agreed upon.

The.last indirect productivity measurement model, developed by

Stewart [54], is a surrogate model based on utility theory and is used to

measure productivity at plant levels. Similiar to the Delphi Technique,

the Group Technique (NGT) was used in the surrogate model to rank the

important measures of a plant performance and project their utility

functions. 'Tile personnel involved in the NGT are responsible executives

at various levels within the firm. Moreover, since there exists no

empirical model for all plants, each plant has to determine the

individualized important measures to formulate its overall performance.

In the case study reported by Stewart, the following nine surrogate

measures were used:

(1) Inventory turnover

(2) Percentage of direct labor covered by time standards

(3) Value added per direct labor hour

(4) Key machine efficiency

(5) Direct labor hour generation per direct labor hour employee

(6) Material identification and location accuracy

(7) Total operating quality cost per net sales dollar

(8) Internal schedule reliability

(9) Initial shipment service level.

After the surrogate measures were determined, utility curves were

projected for these measures and further combined into a composite

22

utility function which represents the productivity of the plant. To

obtain such composite utility function, Stewart used the Keeney'sl

multiplicative multi-attribute utility model.

where, K is the scaling constant

ki is the coefficient of surrogate measure i, i=l, ••• ,9,

with utility function Ui(xi) to be assigned

Utx is the composite utility measure of total productivity.

3-3. Additional Notes.

In addition to models, such as those in Sections 3-1 and 3-2, which

measure the productivity of an entire plant or firm, I!D..lch literature

deals with the productivity of functional areas in a firm. Examples of

these functional areas are quality control, data processing, warehousing,

etc. The measures used in those functional areas are characterized as

function-oriented productivities [4, 9, 44]. The average throughput time

of warehouse operations is an example of a function-oriented productivity

measure.

Aside from the models and concepts stated previously, a successful

program of productivity measurement requires sound management. Carr [5]

stated that a firm should gradually develop the system of productivity

measurement by its scope and functions, and a formal productivity

1Keeney, R. L., Raiffa, H., "Decisions with Multiple Objectives: Preferences and Value Trade-Offs", John Wiley and Sons, New York, 1976.

23

information system will provide management with one more useful tool in

long-range planning. Carr listed three phases of a productivity

program: (1) company and plant level comparisons to industry averages,

/ (2) productivity measurement by functional grouping, and (3)

identification of causal factors. Along with these three phases, he

suggested that the firm start from labor productivity, develop its own

price deflators to improve accuracy of measurement, and use value-added

to represent its production output.

I

In regards to productivity management, Ksamsnak [33] presented his

firm's experience in adding the productivity measurement to an existing

management information system. Suggesting that the data for productivity

measurement be obtained from the accounting system and that the

implementation of a productivity program should be on a gradual basis, he

concluded that, with some modifications of the existing system, the firm

could report the trend of productivity gain or loss relative to the goals

set for any time period.

IV. PRODUCTIVITY INFORMATION FOR ~~.NUFACTURING

While the models and concepts presented in Chapter III are

applicable to manufacturing systems in general, there are some additional

considerations, regarded as important by this study, in providing

PfOductivity information for manufacturing.

4-1. Need of Productivity Information for Operating Management.

According to organizational theories, a firm basically consists of

three levels of management: top, middle, and operating management. These

., management levels assume different responsibilities on the performance of

the firm. In terms of their functions, _!:_()P__~~~~~_El~-~-~~E~E:rtnes the

objectives of __t;_he _ _.!1.-rm, middle management acquires and controls the ~--------- ---·- ---------·--------------·------··-· -- ------ - .

necessary resources to implement these obj~_c;t::ives, while operating ----------- - ·------~----------- --- ------· ----- - ··-··· .... --------management is concerned with the definite and sp~~Jf_i,~ activities ------------·-·-------------·--·---·-··»•--------------.. -------~----·-- ........ -- .. "'" ---·-' - ''' . -' ',. - -·

necessary to achieve these objectives [27]. In other words, through - -·-·----··· ·---------·----------···-·-··-·· ·-·-·-·"-· _..,,_ _____ ......... ·--. --~- - , __ ~ -·· ,_ '• '··"·· ---- ., - .... _,. __ _

the structural organization, the overall goal of the firm is interpreted

and broken down into sub-goals with which responsbilities are assigned

and executions are made.

As one looks into the managerial hierachy, productivity information

represents different meanings at different levels. For instance,

;:_~ill.Y!S_r____sh~-~!£ E~~~~e __ ~o tl).~--~l>_:iJ,_:lty_of __ making __ profit __ if __ j~-~~_11_.Qg__

useful for top management; however, it should refer to the ability,of ----------------------------·------ ________ ..,,.._

adding product value if middle and operating management are concerned.

To meet these different functional needs, it is desirable to provide

24

j

stratified, yet related, productivity measures for the various levels of

management.

4-2. Responsibility Identification.

In addition to measuring productivities at the operating management

level, the responsibility for productivity performance should also be

assigned. One reason that PM has not been widely impleme~.t::.~4 __ Js because -·-- - -----------------··-·~-----------~---·---------------~-----·---·-----.--~~-""- _ .... _____ , _____ _

productivity information has not been assigned to the specific -·- -·-~- .. ·--------.- ................ .,_ ___ .......... ,.,_,. __ ,_~--·.----···-- .. -- ···-··-- ·- .. ------ -----"·-·---· --·-----·-- .......... _______ ,_ __ _

respog_~_;fJ>JJ,J.t:.Y centers. For example, when productivity is measured only ---------- ___ ... - ' --~ '"·---.. -~·~·-------..,---<-

at the firm level, the responsibility for such productivity performance

may be assigned to the top executives. However, the top executives have /

no means to associate the firm's productivity with the detailed

organizational units whose performances also contribute to the overall

firm's performance.

_In determining productivity performances for each responsibility

center within a firm, it is necessary to look into the specific factors

affecting the performance of the particular center (or work unit).

Ideally, a work unit is only responsible for, and thus should be

evaluated by, the factors which are under the control of the work unit.

However, to include only the factors within the control of the work unit

may be contradictory to the definition of total productivity. In order

to resolve such a dilemma, some productivity measures which differ from

the classical total and partial productivity measures may be necessary.

4-3. Integration of PM into Formal Information System.

Product~;h_"!:_y_-r_~_!~_t~g __ !,Q~~rmation can only aid the lllt!iJ:l~g~ment --------------·-- ·--- ---------·-·- -----·~·-------·---· .•. ~- ·---·------ ---· _____ _. --

26

management report1,p_g_~~YJ?.t..~.1ll.

particularly for the operating ma.~age~~~t. One important benefit that __________________ ,, _____ ............. -- ·-··------· .. ··-

an integrated productivity information system can provide is a fast

delivery of productivity information to management. When manufacturing /

technologies advance and data collection becomes automatic, productivity

information can be provided that is useful even for short-term production

planning and control.

4-4. A Hypothetical Manufacturing Plant.

Sections 4-1, 4-2, and 4-3 have presented some arguments which also

outline the attempt of this study to contruct a PM model for a

manufacturing plant. It becomes necessary at this point to depict a

manufacturing system to reinforce these arguments and pave a road for the

subsequent chapters.

Conceptually, a manufacturing plant can be described in terms of its

organizational structure and production characteristics. Traditionally,

an organizational structure is used to designate the "chain of command"

and "grouping of people". Production characteristics are used to

describe the process of how and where operations are performed on the

products within the plant. liowever, the traditional organizational

structure needs to be modified to accommodate the concepts of PM, that

is, the structure of the organization should include the input factors of

machine, equi?lDent, tool, energy, as well as people.

Figure 1 is an example of a modified organizational structure for a

hypothetical manufacturing plant. Figure 1 was constructed by adding

27

production resources into their corresponding organizational units, and

is based upon the following three assumptions.

(1) An organizational unit lI!lSt consist of either production

resources or sub-organizational ~nits. When an organizational

unit consists of only production resources, it is termed a basic

organizational unit. /~·-,

(2) When a piece of equipment is jointly used by two or more

organizational units, the equipment belongs to the higher level -----·-·~-----·-- ... __ , ~---·"' - -.

of organizational units. The difference between a machine and a ~~--·----- -·-· .. ~-~ . .,...,, .. ~- ... . ------.. -----------~----------.------··-·-- ------

piece of equipment is that a machine belongs to a basic --------··-----·--------·-· -·---- ---~----- - ---·· -··---·· ··-----· ··-------·----

organizational (work) unit wher~as a piece of equipment_ is

shared by multiple organization~_l. units.. Although an equipment ...., _______ ••···----··--"'-••••-·"·"•·-•.-.r-··•··-•.-,., ••• ,,_., ...•.. ,,.. ... __ .. ,,• --·-

item is a production resource, it does not belong to a basic

organizational unit since the item of equipment is shared.

Thus, a basic organizational unit does not have equipment and a

non-basic organizational unit has a minimum of two

organizational units, basic or non-basic.

(3) The production resources of an organizational unit may include

human resources (labor), machines, equipme.nt, tools, and energy.

Overhead is not a production resour<::e, .but is .a __ Sb.<;l._:r~g, ~ost

which comes from the "higher" organizational unit(s).

In the aspect of production characteristics, a job shop production

·· .J ":f's assumed in the hypothesized plant. 'Moreover, the following five '";'\·'·'

<--r\~ · ... ,·1;.::.: ~, _>assumptions are made. I

\·~\··'-'

(1) Product structure provides the link between operations and

organizational units (or work units). Operations provide

28

functional information on time, machines, equipment, tools, and

human resources.

(2) A parent item in the product structure may have multiple

operations with a child item, but an operation can take place

-~ only in a single work unit. :

(3) A work unit can produce standard and non-standard/outputs. A

standard output has a documented product structure and has a

? predetermined incoming product(s) (or material(s)) to the work

unit; otherwise, it is a non-standard output.

(4) No alternate routing is permitted in the operational sequence

for any product.

(5) Each job input to a work unit can be completed in a single

shift. Thus, the productivity measurement system developed

utilizes a one-shift reporting period.

,_, It is believed that PM in the flow shop and mixed shop can be conducted

in the same manner as that of the job shop. There exists no significant

differences in PM for the three types of production shops since PM is

only concerned with the inputs and outputs from a work unit.

Figure 2 shows the inputs, outputs, and production resources which --------------- - - -

are considered in this resea~cb. There are of course other factors ______ .. ___ ··-------~--•-·---•--···---~ -- -- --- --- --- - -- •• •' e-·-·• -···-•··•·-"--·

--~11v_o~v-=~- -~-1:1---~~-~--P.roductio_n p:rocess, such as supervision, q~~-li_t_y of

working environment, etc. However, these are difficult to quantity and

measure. Joined together, Figures 1 and 2 constitute the framework of

the next chapter which presents the productivity models for the

hypothesized manufacturing plant.

29

Plant

Manager, Clerk, Computing Facility

I Department 1 I I Department 2 I I Department 3 1-------~~~------- -------~~~~------- -------~~~~-------

Clerk Clerk Clerk Equipment Equipment

Work Area A

Human Resources Machines

Tools, Etc.

Work Area B


Tools, Etc.

Unit 1


Tools, Etc.

I Unit 2 I -~:::-~~~:;~~~--1

Machines I Tools, Etc. I --

Unit 3 I -;:~~~-~~~~;~~~--1

Machines Tools, Etc.

-I Center 1


Tools, Etc. ' '-----!

I Center 2 I 1-~:::-~~~:~~~~--

Machines I- Tools, Etc.

I Center 3 I I 1~~~~-~~~~;~~~--1 I_ Machines

Tools, Etc.

Figure 1. Example of Organizational Structure for a Manufacturing Plant

Inputs to Work Unit --------------> (Raw Materials, Parts, Subassemblies, Assemblies)

30

I Work Unit I -;;::~~-~~~:;~~~--,

Machines, Equipment,

Energy, Tools, Overhead, Work Units

Output of ----------> Work Unit

(Standard and Non-Standard Outputs)

(Fabricated Parts, Subassemblies, Assemblies, Finished Products, Services)

Figure 2. Inputs and Output of a Work Unit

V. MATHEMATICAL MODELS

The mathematical model developed in this study is based on the

operational data of production re8ources according to an organizational

grouping. There are two productivity measures in the model: time

productivity and value productivity. Output of the time productivity is

measured as production time and input is measured either as production

time or as production cost. If input is the production time, the time ? -:r: ....

productivity is the capacity utiilization. For the value productivity,

output and input are both measured as production costs. A linear

weighting is used to aggregate the productivity indexes. The

organization structure in Figure 1 is used for the model demonstration~

5-1. Time Productivity.

Depending upon the data sources, time productivity can be computed

in two ways. Data from work unit treat the work unit as a homogeneous

operating unit and do not discriminate the differences of performance

between the production resources within the same work unit. Data from

production resources monitor the actual operations of individual inputs.

The former is an aggregate form of the latter.

5-1-1. Work Unit As the Data Source.

In Figure 1, Area A is a basic work unit since only production

resources are component elements. The total output, in time units, for

Area A can be determined as follows:

31

32

TTA = ( I: Qj . Tj ) + TNA j eJA

Let JA = the set of standard products produced by Area A

~' : 1 ,.:

Qj = the quantity of product j v ,.,.-;"''' ;·

~ ·' /

Tj = the standard time of producing product j

TNA = the time that Area A spends on non-standard products KA,

where TNA = t Tk , and ke:KA

Tk = the time spent on the non-standard product k.

Let IDA be the idle time of Area A during the eight hour reporting.

The time productivity of Area A is then:

E Qj • Tj + E Tk je:JA ke:KA

TPTA = x 8 '- IDA

the capacity utilization of Area A is:

E Qj • Tj + TNA j e:JA

CUA = x 100% 8

100% , and

7; :·

(5-1)

(5-2)

Furthermore, since Area A and Area B are the component work units of

Department 1 which itself has a department head, equipment, and a clerk

as production resources, the time productivity and capacity utilization

Department 1 are as follows:

TPT1 = = (5-3)

33

CUA • OPCA + CUB • OPCB

OPCA + OPCB + OPCS 1 = (5-4)

w"here

TPTB is the time productivity of Area B,

CUB is the capacity utilization of Area B,

OPCA(B) is the operating cost of Area A(B) and is the sum of costs of

labor, machine, energy, tools, and overhead in Area A(B), and

OPCS 1 is the operating cost of Department l itself only, and is the

sum of salary of the department head, wage of the clerk,

costs of equipment, energy, tools, and overhead.

The variable OPCA, consists of the following component costs:

LBA is the total labor cost (of Area A) " .. ,~-<

,,. '

the total machine ,,.

,.;.;.> ' ·'-' MCA is cost .j' \ \ (:, ~-·' ,.

the total equipment I ' .. ~ EQA is cost ·j·

,,·, '· \.' .• .-

"' i'"'' , ENGA is the total energy cost r <:.~:·

TLA is the total tool cost / OHA is the total overhead.

To differentiate the costs for the aggregation of work unit and the costs

which are under the direct control of the individual work unit, an

additional letter S is attached to the above variables. Consider, for

example, Department 1, LBS 1 is the labor cost of Department 1 itself,

and is the sum of the salaries of the department head and clerk.

Likewise~ MCS 1 , EQS 1, ENGS 1, TLS 1, and OHS 1 can be defined in the same

manner. Since machines are included only in the basic work units and no

equipment can bf'~ ~.ncluded in the basic units, both EQA_ amd }fCSA are zero.

I

34

For each category, the sum of costs for component work units and the

work unit itself is the total cost of that category for the whole work

unit. Thus the sum of labor costs of Area A, B, and Department 1 itself

is the total labor cost of Department 1. That is,

LB1 = LBS 1 + LBA + LBB

By the same token,

Since

then

MC1 = MCA + MCB

EQ1 = EQS 1

ENG1 = ENGS 1 + ENGA + ENG-s

TL1 = TLS 1 + TLA + TLB

OH1 = OHS1 + OBA + ORB

OPCA = LBA + MCA + ENGA + TLA + OBA

OPCB = LBB + MCB + ENGB + TLB + OHB

OPCS1 = LBS 1 + EQS 1 + ENGS 1 + TLS1 + OHS1

OPCl = LB1 + MC 1 + EQ1 + ENG1 + TL1 + OH1,

/.1

/-''I ;;·

/;

i:::.{'-., ,'

(S-5)

(5-6)

(5-7)

(5-8)

(5-9)

(5-10)

(5-11)

(5-12)

(5-13)

(5-14)

(5-15)

Equations (5-3) and (5-4) are in simplified}orm, based on the assumption

that Department 1 does not have tangible products of its own. Operating

costs are used as weighting factors for the time values in Equations

(5-3) and (5-4). From Area A and B to Department 1 there is only one

level of organizational structure. The time productivity of other higher

organizational levels can be computed in a similar fashion.

/

.. • ::-35 .r '

·;.r

I .t!'· '· ·, -~·· ~ '·. ?:-'1:,;.2. ,-rProduction Resource as the Data

<~~(t "\; : . ,~. Source.

,/<r' The Time productivity measure$.ent for production resources is their

time utilization. For example, a machine running 7 hours of an 8-hour

shift results in a time utilization of 87.5%. Thus, the time utilization

of a machine (UTYM) in Area A is calculated as follows:

UTYM = x 100% , (5-16) 8

where M_j is the standard machine time of producing standard product j,

Mk is the machine time spent on non-standard product k.

The difference between Tj, Tk used in Equations (5-2) and Mj, ~used in

(3-1) is that Tj, Tk are the time for the whole work unit, whereas Mj• Mtt are the pure machine times. Another alternative tq obtain the time

utilization is to monitor the idle time. That is,

UTYM = x 100% , (5-17) 8

where I~ is the total machine idle time in an 8-hour shift. / ·,.\(

!Jy"··j

_,// \ '\< ' Time utilization is applicable to labor, machines, and equipment.

Suppose that the time utilizations for these three production resources

obtained, then the total time productivity of Area A is calculated as

follows:

E (UTYL • PAY~) + :E (UTYM • MACM) A A

:E (PAYL + MACi,1) + ENGA + TLA + ORA A

,, i. v ;,, ,;--/ .J"'.,/ •. -i"'·

36

E (UTYL • PAYL) + l: (UTY~ • M....\.CM) A A

= (5-18)

and the capacity utilization of Area A is:

E (UTYL • PAYL) + E (UTYM • MACM) A A

(5-19)

where UTYL is the utilization of labor,

PAYL is the labor cost,

MACM is the machine cost,

E is the summation taken for Area A. A

Further, PAYL is the cost of individual labor, and LBA is the total

labor cost of Area A, or

(5-20)

The symbol, MA<;r is the cost of individual machine, and MCA is the

total machine cost of Area A, or

(5-21)

In Equation (5-18), TPTA, is a weighted time utilization of production

resources. The aggregate man, machine, and equipment utilizations at

different levels can be obtained in a similar manner. The Aggregate

machine utilization of Area A is shown below:

MUA =

37

Z (UTYM • MACM) A

(5-22)

The aggregate machine utilization of the plant is conventionally named as

the plant capacity utilization. Another form of aggregate machine

utilization is derived from the partial productivity definition and is

shown below:

UMA = (5-23)

Rather than measuring the machine utilization, (MU), the UM shows the

contribution from the machine utilization. The time productivity and

capacity utilization for the higher production levels can be measured by

using Equations (5-3) and (5-4).

5-2. Value Productivity.

The basic work units are the fundamental data source for value

productivity measurement. The data from the production resources is

exciuded because the output of a machine depends on the combined

contributions of machine, labor, and other production resources. Output

difference between the outgoing and incomi~g products to the work unit. -- .. --~------------·-·----------------·--'. ~- ---.···--·----· --·- .... .,,. ___ .,' -· .. ,•-' - . , .. - -.-. --· ... ·----------···'"· .

In this study, value is represented by production cost, and the added -------·-······-------"··-·· .. ·--···· •... -· .......•...... --- -·· ..... . -·-··---· ·--· ·•···· ... -· •..

value is sum of two costs: cost difference of standard products, and tne -- . .. ' . - . . - ... --· -- ... -.--~- .. --· ---·· .•.. ,. "'

cost of production resources used to produce non-st_andard pr_oducts. The

total factor productivity of Area A (TPVA), is calculated as follows:

38

(S-24)

where VADA is the added value of Area A,

STOj is the standard cost of product j' and \

STij is the standard cost of input product with respect to the

output product j and Area A.

For Department 1, the total factor productivity is:

VADA + VADB VAD 1 --------- x 100% = - x 100%, (5-25) OPCA + OPCB + OPCS 1 OPC 1

where VADB is the added value of Area B, and

VAD1 is the added value of Department 1.

Using added value as the output allows addition of the added value of

component work units. The total productvity (TPV) can be obtained by

adding the costs of incoming products to both the numerator and

denomenator of the total factor productivity, or

:z

100% :z

VADA + r STij • Qj j e:JA

OPCA + r STij • Oj j e:JA

r STOj • Qj + (OPCA • r Tk) j e:JA ke;KA

OPCA + r STij • Qj j e:JA

x 100%' (5-26)

39

and

TPV1 = x 100%, (5-27)

where VOA is the output value of Area A.

VIA is the input value of Area A.

It should be noted that, depending upon the product flow, Equation (5-28)

may be differently expressed by the variables in Equation (5-26).

Suppose Area A and Area B are two independent basic work units in

Department 1, and the value of incoming products to Areas A, B are IPA

and !PB,or

IPA = E STij • Oj , and j e:JA

!PB = E STij • Oj , j e:JB

then the total productivity of Department 1 is given by:

TPV1 =

= VOA + VOB

------- x 100% IPA+ IPB + OPC 1

(5-29)

Now suppose Area B depends upon Area A and receives the outputs of Area A

as its inputs, the total productivity of Department 1 is therefore

40

TPV1 = ------------~~~~~- x 100%

VOB = ----- x 1007. (5-30)

IPA + OPC 1

Equation (5-29) and (5-30) are two different forms which provide

different indexes for total productivity. In contrast, the total factor

productivity, as the one in Equation (5-25), the measures for both cases

(dependency and independency) are identical. For the independent case,

VADA+ VADB TFV1 = - x 100% = --------- x 100%

OPCA + OPCB + OPCS 1

= (VOA - VIA) + (VOB - VIB)


For the dependent case,

TFV1 = ~ x 100% =

x 100%


(5-31)

Since VOA= VIB, i.e., the output of Area A is the input of Area B, the

above equation is equal to:

= (VOB - VIA) + (VOA - VIB)

OPCA + OPCB + OPCS 1 x 100%

= (5-32)

which is identical to Equation (5-31).

Partial productivities include labor, capital, and energy. Using

the added value as the output, capital productivities (CPV) of Area A and

Department l are shown below:

VAJJA CPVA = x 100% =

MCA + EQA + TLA

x 100%

=

VAD A ----- x 100~~ MCA + TLA

x 100%

(5-33)

(5-34)

The CPV measures how lllllch of added value is contributed by one unit of

capital investment. Partial productivities, using total value as the

output can be obtained by adding the value of input products to the

numerators of Equations (5-33) and (5-34). Again, the product flow needs

to be taken into account to compile such partial productivities.

It deserves special attention that the operating costs and standard

costs used in the mathematical models in this chapter include overhead

costs which are generally regarded as non-controllable costs. An

alternative approach is to discount the overhead costs from these costs

such that a work unit is only measured by those controllable costs.

VI. COMPARISONS OF PM MODELS

6-1. Criteria of Comparison.

Even though the PM models are constructed for the same economic

level - company or plant level, it is difficult to compare them since

each model views the production system from a different angle. In

essence, a PM model is more like a set of concepts and procedures .. than a

set of mathematical formulas. In this sense, the criteria used in this -------------------· ------··---·---·-··

chapter to compare PM models which include those in the literature survey

(Chapter III) and the PMS, can not be exhaustive and free from

subjectivity. Therefore. while judging the differences between the PM

models, one should be aware that concepts and procedures of PM models

deserve equal attention.

In spite of the above stated limitations, Table A is charted for

the comparisons of ten PM models. Ten criteria of comparison in Table A

are listed as follows.

(1) Approach of Measurement.

This refers to if the model uses direct or indirect

measurement.

(2) Economic Level(s) of Measurement.

This refers to the economic level(s) that the model is

constructed for. Since some models of company productivity are

also applicable to the plant level, determinations of levels of

measurement are based on either the nature or the case study of

the model.

42

43

(3) Data Source of Output.

This refers to the data for the production output or the data

for the overall performance of production system.

(4) Data Source of Input.

For direct measurement models, this refers to the data for

production input. For indirect measurement models, this refers

to the data for input factors affecting production output or

performance.

(5) Measures.

This refers to measures used by the model to represent

productivity of production system.

(6) Structure of Measurement.

This refers to how the productivity measures are constructed.

The model is called aggregate when its data sources come from

only "the" economic level under measurement. Otherwise, the

model is called distributed.

(7) Flexibility of Measurement.

This refers to if the measurement can be made from different

economic level(s). An aggregate model is inflexible since it

is constructed for single economic level. A distributed model

is flexible only if measurement can be made from alternative

data sources or approaches.

(8) Reporting Period.

This refers to the shortest reporting time that the model

aims to provide. Reporting period depends largely upon

44

availability of production data and user's requirements upon

productivity information.

(9) Forward-Looking.

All PM models have backward-looking ability; which means

measurement is made after production .is completed. Some PM

models have forward-looking features because of their planning

capability.

( 10) Difficulty of Implementation.

This refers to the degree of difficulty in obtaining data and

constructing measurement system. Rather than an empirical

assessment, determination of such difficulty is based on a

general production system.

45

Table A. Comparisons of Ten PM Models

~I Approach of I Economic Level(s) I Data Source I I s Measurement of Measurement of Output

I I Kendrick & Creamer's Direct Firm Aggregate Net Sales

Model I SFM Direct Firm Aggregate Net

Production \

OFM Direct Firm Individual Products (Weighted by Average

I Marginal Cost)

EGS Direct I Firm Weighted Sum (by Price) of Outputs

APC Direct Firm Aggregate I I

Net Production I

POM I Direct I Firm Individual Net Sales (by Products)

Ernst's Indirect Plant Aggregate I Model Production Output

I I I SDM Indirect Worker Various Indicators of Performance

Stewart's Indirect Plant Utility Curve for I Model

I Overall Performance

of Production

I I From Production Value-Added by PMS I Direct I I I Resources to Production Resources

I Plant or Work Uni ts

46

Table A. Comparisons of Ten PM Models (Cont'd.)

~I I I

Data Source of Input I Measures I I . I I

I Kendrick & Aggregate Labor, Materials, Total and Partial Creamer's Services, and Capital Productivities

Model

Aggregate Labor, Capital, Raw I SFM I Total and Partial I Materials & Purchased Parts, Productivities

Other Goods and Services Distributed Costs (by Products)

OFM of Raw Materials, Personnel, Total Productivity I Capital, Indirect Production

I and Purchase for Production Total and Partial

EGS Aggregate Labor, Capital, Productivities, I Materials, and other tangible Capacity and Fixed Inputs Investment Utilization!

Productivity, I APC Aggregate Labor, Capital, Pricing Recovery

Materials, Energy, and ,

Cost Effectiveness I Other Inputs Indexes & Variances

Distributed Costs (by Products) POM of Human, Capital, Total Productivity

I Materials, Energy, and other Expenses

I I

Ernst's Input Factors Affecting Total Productivity Model Production Change

I SDM Interrelationship between Worker Performance

Individuals, Organizational, Indexes

I and External Factors

-Stewart's Surrogate Measures of I Total Productivity

Model Performance and Corresponding Utility Curves

Distributed Costs (by Work I Total and Partial PMS Units) of Labor, Machines, I Productivities,

Tools, Equipment, Energy, I Capacity and Overhead Utilizations

47

Table A. Comparisons of Ten PM }'f...odels (Cont'd.)

~G!'iteria Structure Flexibility Reporting I of Measurement of Measurement Period

I I Kendrick & Aggregate

Creamer's Measurement No Quarter I Model

I I SFM Aggregate No Year I Measurement I I I I Distributed I

I OFM Yes I Quarter Measurement; (from Products) I

I Product-Oriented

I EGS Aggregate No Quarter Measurement I

I APC Aggregate No I Quarter I

Measurement

I Distributed POM Yes I Quarter Measurement; (from Products)

Product-Oriented l Ernst's Aggregate No I Year

Model Measurement I

Dynamic and I SDM No I Dynamic

Descriptive Measurement I

Stewart's Aggregate No Quarter Model Yi.easurement

PMS Distributed Yes Day Measurement; (from Work Units) Responsibility-

Oriented

48

Table A. Comparisons of Ten PM Models (Cont'd.)

Forward-Looking Difficulty of Implementation

Kendrick & No Low Creamer's

Model

SFM No Medium

OFM Yes Medium

I EGS No Low

APC No Low

I POM I Yes Medium

Ernst's Yes Low I Model I

SDM Yes High

I I Stewart's Yes Medium I Model '

PMS Yes Medium I

49

6-2. Comments on Comparison of PM Models.

In addition to the criteria listed in Table A, the following two

general comments on PM models are made:

(1) Since each PM model views production system in a distinctive

perspective, the conclusion that one model is superior to

another is subjective; it is the distinctive perspective that

determines what measures and how these measures should be

constructed.

(2) A PM model is an input-output model which can largely be

understood from the elements (or factors) used in the

production inputs and outputs. Consequently, availability of

data for production inputs and outputs determines if a PM model

can be implemented.

VII. IN-PLANT PRODUCTIVITY MONITORING SYSTEM

One of the objectives of this study is to develop an in-plant

productivity monitoring system, based on the mathematical model in

Chapter V. There are two phases of the development: identification of

functional requirements and system design. The functional requirements

are the specifications of functions that the system receives and

provides. The functional requirements are the equivalents of the users

requirements which are not available in this study. It should be noted

that the real-world case study in the next chapter is to demonstrate the

developed system, and is not an existing plant for initiating the system

development. The system design determines the data, records, files, data

base, and develops the programs for the functional requirements. Also

noted is that the system requirements which deal with the hardware of

data processing is not.a concern of this study. The in-plant

productivity monitoring system is abbreviated as "PMS" hereafter.

7-1. Functional Requirements of PMS.

The functional requirements are divided into 3 categories: system

outputs, intermediate information, and system inputs. The system

outputs, in turn, include output information, output formats, and output

devices. The output information of the PMS consists of total factor

productivity, time utilizations, and partial productivities. The

production resources are measured in terms of time utilizations, whereas

the responsibility centers are evaluated by their productivity

performance.

50

51

Except for the time utilizations which are measured in time only;

the total factor and partial productivities are measured in both time and

value. Although an output report is a point-estimate of productivity,

the output formats are the detailed, field-by-field reports, the

productivity trends and the productivity comparisons can be automatically

collected once the "points" are measured. The output device used in this

study include hard-copy and terminal displays.

The intermediate information refers to the outputs between the

initial system inputs and final system outputs. The intermediate

information is necessary for the flexibility and subsystem approach of

PMS. It is technically feasible to measure productivity in a single

program; however, any modifications to such a program will be extremely

difficult. In addition, the intermediate information provides the

internal information which may be useful for management as well as other

manufacturing subsystems. In the ~1S, the intermediate information

includes the following ten items.

(1) output value of work unit,

(2) value added by work unit,

(3) input value of work unit,

(4) input value without incoming products of work unit,

(5) value of production resource,

(6) output time of work unit,

(7) time added by work unit,

(8) input time of work unit,

(9) input time without incoming products of work unit,

(10) time equivalents of production resources.

52

The productivity measures can be obtained by taking the ratios by pairs.

For example, the ratio of (2) and (4) is the total factor productivity

and the ratio of (1) and (3) is the total productivity. For a production

system which does not have information on actual input, productivity may

be substituted by the measures such as (2) or (7).

The system inputs deal with data source, input format, and input

device. There are two data sources: data for constructing system and

data for updating system. Basically, data for constructing the PMS

include organization structure, product structure, operation sheet, and

production resources. The data for updating the PMS include production

input, production output, and revisions of the constructed system. The

input format can be flexible in the data entry, but must conform to the

format of file definition before file processing. The input device is a

remote terminal which is also used to receive the system output.

7-2. System Design of PMS.

PMS is developed on the MARK IV File Management System of

Informatics, Inc. The communication between the MARK IV and the remote

terminal is established by submitting jobs from CMS (Conversational

Monitoring System) to MVS (Monitoring Virtual System) and receiving

output from the MVS to the CMS virtual reader. The MARK IV is handled by

the host computer, IBM 370/158 in batch processing. The system design of

the PMS is illustrated in two sections: Section 8-2-1 concerns the data,

record, file, and data base; Section 8-2-2 shows an example of system

flow chart for programming the PMS.

53

7-2-1. Data, Record, File, and Data Base of PMS.

The data field is the most basic element in an information system.

A data field is specified by field type and field length. Two basic

field types are number (numerical field) and character (alphabetical

field). Additional specifications such as number of decimal points for a

numerical field may be needed to complete the description of a data

field. The data fields used in the PMS are only those related to the

productivity measurement. Consider inventory record for example, the

inventory number and description may be needed for the inventory listing

or other control purposes. In the PMS. inventory description is excluded

since the description and inventory number are in one-to-one

correspondence. The inventory data needed for productivity measurement

are inventory number, measuring unit, base cost, and current cost. For

immediate retrieval and to avoid excessive data processing, certain data,

such as production time, may be desirable in the.inventory record even

though such data can be obtained by processing other existing data

fields.

After specifying the data fields, records can be constructed. A

record is a string of related data fields, designed for the applicational

requirements. The MARK IV uses record key to access records. The data

fields of a record can be retrieved by their record key which itself can

be a data field. The example of inventory record may use inventory

number as the record key. A record can be specified by three

characteristics: structure, type, and length. The record structure is

the interrelationship between data fields. If no interrelationship

exists between the data fields except their association with record key,

54

the record is called "flat". Otherwise, the record is called

"structured". There are two record types: variable record and fixed

record. The record length for a variable record changes continously as

needed, whereas the record length for a fixed record is a constant. The

MARK IV requires variable record length for a structured record. For the

PMS, the inventory record is a flat record, and the product structure is

a structured record.

The data file is a collection of records of same format. A data

file is called flat or structured when its records are flat or

structured. In MARK IV, a file definition completely describes the data

field, record, and data file. The definitions of files for the PMS are

illustrated in Appendix B. Figures 3 and 4 illustrate definitions of

unstructured and structured files. The details of these file definitions

are listed next to the figures. It.should be noted that a file

definition in the MARK IV can be applicable to several data sets (or

physical data) in the data base. In other words, a master file and a

transaction file may use same file definition. Conceptually, file

definitions and data sets can be viewed as two separate things. If the

data fields and records of a data set match the formats of a file

definition, the data set is definable by the file definition. Also noted

is that a file definition llll.lSt be specified when a data set is activated.

The file terminologies used in the MARK IV include Master file,

Transaction file, Coordinate file, and Subfile; these files are named

according to their roles in a file processing.

The data file is also characterized by how the records are

organized. The files in the PMS are sequential files (as opposed to

55

random files) which sequentially organize the records according to the

record key(s). To obtain a certain record from a sequential file, the

search starts from the first record by comparing the record key; a

mismatch of record key will terminate the search. A sequential file can

be in increasing or decreasing order of record key(s). The files for the

PMS are in increasing order.

The data base for the PMS is handled by the MARK IV file management

system. A file directory automatically retrieves and stores the files

specified by the job control cards. Since some files of the PMS have

structured records, the data base is in a simple hierachical structure.

The data fields at the lower levels and segments can only be retrieved by

tracing down from the first level. Figure 5 shows the links between the

master and transaction files for the PMS. The arrows on Figure 5 point

to the record keys and show the directions of data retrieval.

7-2-2. Sample System Flow Chart.

Since the MARK IV is a file management system, its' programming

differs from those programming languages such as FORTRAN or COBOL. The

MARK IV program treats files as the basic entities. Within a MARK IV

program, there may be a series of programming steps and each programming

step can be a stand alone processing. Thus, a programming step of the

MARK IV is equivalent to a program using the FORTRA.N or COBOL language.

The programming step is called "STEP" hereafter.

A STEP processes files based on the record key of a master file.

If there are more than one master file in one STEP, the remaining files

56

(other than the selected master file) are called coordinate files.

Another input to a STEP is the transaction file which is used to update

the master file. The output of a STEP may include updated master file,

coordinate files, subfiles, and reports. The subfile is a temporary

storage file needed for the applications in the subsequent STEP(s) or

other job runs. The report is an information print-out. All files,

except reports are retrieved and stored in the formats of their file

definitions. Furthermore, all files except subfiles in a STEP must have

the same record key of the master file.

A sample MARK IV program under the IBM 370/158 is included in the

Appendix F. The program starts with the sign of P/* (remark) and ends

with the sign of //which terminates the program run (or job run). It

should be noted that the sign of P/* can be added anywhere in the program

except the program body which begins and ends with RC (Ruh Control)

cards. The program name consists of two parts - file name and file type,

and is specified in the beginning doo1mentation. The file type of

program is always CNTL. The sample program is OTV CNTL (see Appendix F)

which processes the overall total value of work units; the overall total

value of a work unit was defined in Chapter VII. The system flow chart

of the OTV CNTL has 9 STEPs (STEP 1 to STEP 9) and is shown in Figure 6.

Other programs are structured in the same manner and are explained in

Section 7-2-3.

7-2-3. PMS Programming.

The computer programs of PMS are alphabetically collected and

explained below.

57

ITEMCALL CNTL: calculates direct costs of all inventory items which include raw materials, parts, assemblies, and finished ~roducts. The direct cost consists of the costs of materials, labor, machines, energy, and tools.

ITEMTALL CNTL: calculates operation time of all inventory items.

OPV CNTL processes partial inputs of all work units. The partial inputs include labor, capital, and energy. In contrast to SPV CNTL, the partial input of OPV is the sum of partial input of work unit itself and the subordinate work units.

OTV CNTL processes total input of all work units. The total input is the sum of partial inputs of OPV CNTL.

PPTYVALL CNTL: calculates partial productivities of all work units. The partial productivities include labor, capital, and energy productivities. The output used in the productivity ratio is measured in production cost.

PTYTALL CNTL measures total productivity of all work units. Both input and output of productivity ratio are measured in time.

PTYTIO CNTL measures total productivity of the work units which have non-standard inputs and outputs. Both input and output are measured in time.

PTYVALL CNTL measures total factor productivity of all work units. Both input and output are measured in production costs.

PTYVIO CNTL calculates value-added of work units which have non-standard inputs and outputs.

SPV CNTL

STV CNTL

TADD C~"'TL

UTYA.LL CNTL

VADD3 CNTL

processes partial inputs of all work units. The partial inputs do not include inputs of subordinate work units.

processes total input of all work units. The total input is the sum of partial inputs of SPV CNTL.

calculates time-added of all work units.

measures machine and manpower utilizations.

calculates value-added of all work units.

58

00000000011111111112222222222333333333344444444445555 12345678901234567890123456789012345678901234567890123

OlP/* DEFINITION OF EMPLOYEE FILE 02EMP RC 03EMP FDEMP 04EMP LOEMP-NO 05EMP LOLB-CD 06EMP LlLB-CD 07EMP L2LB-CD 08Er1P L3LB-CD 09EMP LO PAY-BASE lOEMP LlPAY-BASE llEMP L2PAY-BASE 12EMP 13EMP 14EMP

LOPAY-CURR LlPAY-CURR L2PAY-CURR

BF 40 1 9Cl

10 4C

14 7Z Y2

21 7Z Y2

FIGURE 3. DEFINITION OF A FLAT FILE

LABOR CATEGORY CODE

BASE YR PAY RATE

CURRENT PAY RATE

59

The fourteen lines (01 - 14) in Figure 3 are sequentially explained

as follows:

01 is the remark (with initials P/*) of this file definition.

02 specifies the name of this run as EMF by using Run Card (RC). The run name (EMP) is used throughout the rJn (from line 02 to line 14).

03 is the File Definition (FD) of file EMF.

BF 40 = B is to generate detailed output of definition run. F means the EMP is a fixed-record file.

40 means the logical record length is 40 bytes.

04 specifies the field EMP-NO. For a data field, LO is the specification line, whereas Ll to L9 are the remark lines.

1 9Cl = 1 means the field starts from the 1st byte. 9 means the field has 9 bytes. C means the field is a character string. 1 means the field is the record key.

05 specifies the field LB-CD.

10 4C = 10 means the field starts from the 10th byte. 4 means the field has 4 bytes. C means the field is a character string (and is not

a record key).

06 is the first remark (Ll) of LB-CD. The remark is LABOR.

07 is the second remark (L2) of LB-CD. The remark is CATEGORY.

08 is the third remark (L3) of LB-CD. The remark is CODE.

06,07,08 are the joint remarks of LB-CD as LABOR CATEGORY CODE.

09 specifies the field PAY-BASE.

14 7Z Y2 = 14 means the field starts from the 14th byte. 7 means the field has 7 bytes. Z means the field is a numerical field.

Y2 means the field has 2 decimal points.

10,11 are the first and second remarks of PAY-BASE. The joint remark is BASE YR PAY RATE.

12 specifies the field PAY-CURR.

60

21 7Z Y2 = 21 means the field starts from the 21st byte. 7 means the field has 7 bytes. Z means the field is numerical.

Y2 means the field has 2 decimal points.

13,14 are the first and second remarks of PAY-CURR. The joint remark is CURRENT PAY RATE.

It should be noted that each line is an image of a card. For the

above 14 lines, the positions of codings are also restricted in the MARK

IV. &>th run name and field name can not exceed 8 characters each.

Column 22 to 26 is for the starting byte of data field and is

right-justified. Column 27 to 29 is for the length of data field and is

also right-justified. The designations of field type, decimal point, and

output formating are coded in the reserved columns. The remark of field

must be in Column 44 to 51. There are more features available in the

MATK IV but are not shown in this example.

61

000000000lillllllll2222222222333333333344444444445555 12345678901234567890123456789012345678901234567890123

OlP/* DEFINITION OF PRODUCT STRUCTURE FILE 02PS RC 03PS FDPS BV2000 04PS LOITEM-P 11 1 l!Cl OSPS LlITEM-P PARENT 06PS LOITEM-C 11 12 22 2 07PS LOITEM-S 22 1 llCl 08PS LlITEM-S CHILD 09PS LOQTY 22 12 6Z 3 lOPS LlQTY QUANTITY llPS LOOP-NO 22 18 6Z Z 12PS LlOP-NO OP NO 13PS LOWK-UT 22 24 9C 14PS LlWK-UT WK UNIT

FIGURE 4. DEFINITION OF STRUCTURED FILE

62

01 is the remark of this file definition.

02 is the Run Card (RC) with the run name PS.

03 is the file definition of PS.

B = generates detailed output of this definition run. V = the PS is a variable record file.

2000 = the maximum record length is 2000 bytes.

04 is the specification of field ITEM-P.

11 1 llCl = the first 1 means first segment. the second 1 means first level. the third 1 means the field starts from the first

byte. the next 11 means the field has 11 bytes. C means the field is a character string. the last 1 means the field is the segment key.

05 is the remark of ITEM-P. The remark is PA..llENT.

06 is the specification of field ITEM-C.

11 12 2Z 2 = first segment, first level. it starts from the 12th byte. 2 bytes long, and· is a numerical field (Z). the last 2 means the field is a count field for the

second level. Count field is a link between two adjacent levels in a structured file.

07 is the specification of field ITEM-S which is in the 2nd segment of 2nd level. It starts from the first byte, has 11 bytes, is a character string (C), and is the segment key.

08 is the remark of ITEM-S. The remark is CHILD.

09 is the specification of field QTY which is in the second segment of second level. It starts from the 12th byte, has 6 bytes, and is a numerical field (Z). The 3 in the last means the field has 3 decimal points.

10 is the remark of QTY. The remark is QUANTITY.

11 is the specification of field OP-NO which is in the second segment of second level. It starts from 18th byte, has 6 bytes, and is a numerical field (Z). The Z in the last means the leading zeros of the field are not omittable.

12 is the remark of OP-NO. The remark is OP NO.

63

13 is the specification of field WK-UT which is in the second segment of second level. It starts from the 24th byte, has 9 bytes, and is a character string (C).

14 is the remark of WK-UT. The remark is WK UNIT.

64

I \ I \ - ORGANIZATION ~ EQUIPMENT u - ,, FILE STRUCTURE '-

\ \

'--'; J 'J I ·-ENERGY ' INVENTORY ,, FILE " \ FILE ) r-

. I ' I \ . ..... EMPLOYEE I/ TIME --'

FILE -- - .. CARDS \

I \ I ' -r-- i::-~

TOOL ... MACHINE ·- FILE FILE \ \ J

I I \-•

LABOR : OPERATION ~ SKILL \ FILE

I \ I ,_ PRODUCTION - PRODUCT

' \ SCHEDULE . STRUCTURE ~ j .....>.

FIGURE 5. LINKS BETWEEN ~.ASTER AND TRANSACTION FILES. (the arrows point to the record keys)

FD = File Definition of the file on the left.

DS = Data Set of the file on the left. DS with A88888. is the permanent data set; DS with && is the temporary data set and will be erased after the job run.

Work Units at 2nd Level (Unsorted)

FD DS

= =

65

ORGANIZATION STRUCTURE

STEP 1 Retrieve Work Units at 1st

and 2nd Levels

FILE21 &&TEMP2

Work Units at 1st Level (Unsorted)

Work Units at 2nd Level (Sorted)

FD = FILE21 DS = &&_?~--~t----...,..

Merge Work Units at 1st & 2nd

Levels. Retrieve Work Units at 3rd Level

FIGURE 6. SYSTEM FLOW CHART OF OTV CNTL.

FD = GP DS = A88888. GP

FD = FILE2 DS = &&T 1

Work Units at 3rd Level

(Unsorted)

Work Units at 3rd Level (Sorted)

Work Units at 4th Level (Unsorted)

Work Units at 4th Level (Sorted)

FIGURE 6.

66

FD = FILE21 DS = &&TEMP2

Work Units at 1st & 2nd Levels

(Unsorted)


~~~~~_..._~~~--i

STEP 5 Merge Work Unit at 1st, 2nd, and 3rd

Levels. Retrieve Work

FD = FILE2 DS = &&T 1

4 ~~~~~4

FD = FILE21 DS = && TEMP2

Work Units at 1st, 2nd, and 3rd Levels

(Unsorted)

STEP 7 Merge Work Units at 1st, 2nd, 3rd

and 4th Levels

FD = FILE20 DS =

SYSTEM FLOW CHART OF OTV CNTL (Cont'd)

Work Units at 1st, 2nd, 3rd, and

4th Level (Unsorted)

Work Units at All Levels

(Sorted)

STEP 9 Calculate

67

FD = FILE20 DS = &&TEMPl


Overall Input Value ~~~~~~~~~~~-of All

Work Units

Report on Overall Input Value

of Work Units

*

Overall Input Value of

All Work Units FD = FILE20 DS = A88888.0TV

Report(s) can be generated at each STEP for program debugging and other applications.

FIGURE 6. SYSTEM FLOW C'rlART OF OTV GNTL (Cont'd)

VIII. A CASE STUDY OF PMS

8-1. Data Source.

In order to demonstrate the PMS, Harvey Hubble Incorporated,

Lighting Division in Christiansburg, Virginia was brought into this

study. The Division is a medium-sized manufacturing facility, producing

more than 1000 types of lighting fixtures. Among its 500 total

employees, approximately one half is direct labor. The Division made

operating data available in two ways. It permitted this investigator to

observe the production operations. It also provided recorded data from

its data files. Since PMS is developed for manufacturing, several

supporting departments such as Engineering Design, Marketing in the

Division are combined and treated as a single Service department.

Appendix C and D list the data for constructing the master and

transaction files. These data are obtained from two sources: supplied

by the Division and simulated by this study. Table B shows the data

sources with respect to each data file. It should be noted that portions

of data from the Division has been modified somewhat to protect

confidentiality. From Table B, 62% of the required data, counted by the

data elements, is supplied by the Division. For the remaining 38%, some

simulated data will be replaced by the real data when the Material

Requirements Planning is implemented by the Division. Finally, in order

to obtain all the real data required by PMS, the Division also needs to

adjust the historical costs of inputs and outputs into their counterparts

at the base period.

68

69

Table B. Data Sources of PMS Case Study

I I File Name Data Supplied by the Division Simulated Data

EMPLOYEE Employee No., Labor Category Code, Base Pay Rate Current Pay Rate

ENERGY Energy Code, Unit of ¥..easure, Base Price Current Price

I I I

EQUIPMENT Equipment No., Energy Code Lease Value, Consumption Rate, Impact Weight Index

ORGANIZATION Group No. (Work Unit), Group Level, Overhead STRUCTURE Machine No., Employee No., Equipment (partial)

No., Subordinate Group No., Overhead (partial)

INVENTORY Inventory No., Unit of Measure, Current Cost, Operation Time, Base Cost

TIME CARD OF Work Unit, Output Item, Quantity Job No., NON-STA..~DARD Completed, Date Input Item PRODUCTS I

I ' TIME CARD OF Work Unit, Job No., Output Item, Completion Time

STA..~DARD Quantity Completed, Date in Hour, Minute PRODUCTS and Second

I MACHINE Machine No., Energy Code Lease Value, I

Energy Consump-tion, Impact Index

I

70

Table B. Data Sources of PMS Case Study (Cont'd.)

~=F=i=l~e~=Na=m=e=-=~~',~==-D=a_t_a~S-u_p.._plied b=y===t-h=e==Di~·v=~~~ Simulate"._~_ta OPERATION SHEET

OPERATION STRUCTURE

PRODUCT STRUCTURE

PRODUCTION SCHEDULE

LABOR SKILL

TOOL

Operation No., Standard Machine No. (partial)

Operation No.

Parent Item, Child Item, Quantity Used

Item No., Weekly Demand, Quantity Backlog

Tool Code (partial)

Time, Tool Code, Minimum Opera-tion Time, Labor Time, Labor Skill

I Code, Machine Time, Machine No. (partial)

Operation No. , Work Unit

Skill Code, Base Pay Rate, Current Pay Rate

Lease Value, I Impact Index '~~~~~~~~~~~~~---'-~~~~!

Total no. of files: 14

Elements of supplied data: 41

Elements of simulated data: 25

Percentage data, actual: 62%

Percentage data, simulated: 38%

71

8-2. Output Reports

The output listings of PMS with the input data of Section 8-1 are

shown in Appendix E. These output listings have same file names as of

their corresponding programs in Section 7-2-3 and have OUT as their file

type. The output listings are alphabetically sorted by the file names

which, along with remark (P/*), file type, and output documentation, are

at the top of output listings. For illustration purposes, three outputs

- PPTYVALL, PTYVALL, TADD are presented next.

PPTYVALL OUT (its program is PPTYVALL CNTL) is the output of

partial productivities and has reporting fields of WORK UNIT, TOTAL VALUE

ADDED ($), LABOR INPUT ($), LABOR PRODUCTIVITY, CAPITAL INPUT ($),

CAPITAL PRODUCTIVITY, ENERGY INPUT ($), ENERGY PRODUCTIVITY. The partial

productivities are the simple ratios of the TOTAL VALUE ADDED and

corresponding input factors; these ratios can be converted into indexes

(%) by multiplying 100%. For example, the work unit ASSEMBLY! uses

$139.84, $103.20, and $45.56 of labor, capital, and energy to produce

$2073.08 of added value to the incoming products. In terms of percentage

of individual inputs to the total input, labor is 48%, capital is 36%,

and energy is 16%. Also noted in the listing is that an asterick (*) is

printed when the denominator is zero. Mathematically, this asterisk

denotes infinity, but it only shows the lack of input factors for the

productivity measurement.

In addition to the partial productivities, total factor

productivity is shown in PTYVALL OUT. The reporting field - TOTAL FACTOR

PRODUCTIVITY is the ratio of TOTAL VALUE ADDED and TOTAL VALUE INPUT

72

which takes the sum of partial inputs of the the PPTYVALL OUT. For work

unit ASSEMBLY!, the total input is $288.60 and total factor productivity

is 7.18 which means that ASSEMBLY! uses $1 of total input to generate

$7.18 of total value added in this particular work shift. It should be

noted that asterisk (*) does not appear in the total factor productivity

since a work unit must have production resources.

The third example of reports is time productivity - TADD OUT in

which work unit ASSEMBLY! contributes 634.15 minutes of total time added

and achieves 132.11% (634.15/480) of time productivity. In other words,

the ASSEMBLY! uses 1 minute of its operation time to add value equivalent

to 1.32 minutes of standard time to the output products.

It is important to note that the output reports generate absolute

productivities which are the foundations of productivity trends and input

substitutions. Since productivity trends and input substitutions are

comparisons of historical absolute productivities, it becomes necessary

to transform the outputs of absolute productivity into indexes.

IX. SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

9-1. Summary of PMS.

A disaggregated productivity measurement model for manufacturing

plant has been developed in this study, namely, the productivity

monitoring system (PMS). This system combines many features of PM models

available in the literature and has the following specifications.

(1) PMS is based on using production efficiency to measure

manufacturing productivity directly. It is dependent upon the

structure to provide the productivity

bottom-to-top operating management.

(2) PMS uses classic total and partial productivity measures for

each of the responsibility centers and uses utilization factors

for the production resources in manufacturing. The inputs are

human resources, machines, materials, equipment, tools, energy,

and overhead; the outputs include standard and non-standard

products. Among the inputs, materials are external to the

responsibility centers.

(3) Tne measuring units used in the PMS are time and value. Value

added is used as the numerator of productivity ratios since

materials are external to the responsibility centers. When time

is the measuring unit, it needs to be value-weighted for the

responsibility centers.

(4) PMS is flexible in the degree of aggregation; it is not

essential to have data from the basic production resources or

from the basic work units; the data could be in aggregate form.

73

74

(5) PMS can be implemented as an independent information system, but

also can be a subsystem of the general inf or111ation system for

manufacturing.

(6) PMS extends productivity measurement, which is normally a

post-production measurement, into productivity projection for

pre-production planning. The comparisons used in PMS are the

productivity trends over time and the productivity discrepancies

between the pre-production estimates and post-production

measurements.

For the demonstration of PMS, some real operating data, estimated to

be approximately 60% of the required data, has been provided by Harvey

Hubble Incorporated, Lighting Division, in Christiansburg, Virginia.

The Lighting Division is considering the installation of full-scale PMS

after completing the installation of a Material Requirements Planning

(MRP) system. This study suggests that computerized shop floor control

should be implemented after the MRP to ensure the success of PMS.

9-2. Conclusions of 'Tilis Study.

This study leads to the following six conclusions for productivity

and its measurement. Hopefully these conclusions will contribute to the

understanding of the nature of productivity.

(1) Productivity is a measure of economic means. However, other

measures such as profitability, effectiveness, efficiency are

interwoven and in practice are of ten interchangeable with

productivity. This study identifies the definition of

productivity at the production level and concludes that

75

different degrees of the mix of profitability and efficiency.

Within the same production system, productivity, profitability,

and efficiency are all under the ultimate measure -

effectiveness.

(2) The term "productivity" is relative and used for various

purposes and applications. The meaning of productivity has

never been agreed upon in the past and will not be agreed upon

in the near future. The increasing concern for productivity is

due to the fact that only the growth of productivity can ensure

the advancement of living standards.

(3) If productivity is measured in its classic form, i.e., the ratio

of total output and total input, productivity will lose much of

its popularity because classic productivity largely embraces the

meaning of physical productivity which brings less attention to

management than the economic productivity measures. In

practical terms, what productivity means to management is that

it is the ability to compete in general and to be profitable in

particular.

(4) Classical productivity measures are not able to answer all

questions from management regarding the firm's productivity

because these measurements are limited in providing information

for productivity analysis; this is especially true for the

operating management. Tne reason that classical productivities

should be measured at the operating level is that they truely

represent the operational performance of overall system and

reflect the combinatorial contributions of system inputs.

76

(5) An ideal productivity measurement system should be consistent in

providing relevant and accurate productivity information,

flexible in the aggregation of system performances, able to

capture the system behaviour, and at the same time be easy to

integrate into the general information system.

(6) PMS is a systematic, bottom-to-top approach in measuring

manufacturing productivity. PMS differs from the traditional PM

models in its features of fast updating and reporting,

operational basis, responsibility identification, and

flexibility of implementation. From the operational control

viewpoint, PMS can provide aggregate information on overall

system performance which aids planning the requirements of

production inputs.

9-3. Recommendations for Further Study.

From the decision-making viewpoint, productivity indexes have rather

limited capability in the planning and decision~aking process because

causal effects are not shown in the measures. Thus, further study on PM

should focus on what factors affect the productivity performance and how.

Along this direction of study, network modeling, simulation, and.

econometrics can be of great use in the determination and justification

of interrelationships between the system factors. In addition, the

techniques of optimization will also be useful in obtaining the optimal

system performance.

Further study is also needed for the service productivity. Because

of many intangible factors involved in service productivity, the survey

77

type of techniques, such as the Nominal Group Technique, may be needed.

In the measurement of service productivity, consistency is more important

than accuracy in the selection of criteria.

Further study should place more emphasis on economic productivity

than on physical productivity, particularly when information is provided

for the upper levels of management. Nonetheless, at the plant level and

below, the approaches used in PMS remain appropriate. It is believed

that as production technologies become more integrated and computer

oriented, PMS will be automatically implemented. The weakness of PMS is

its limited planning capability. To enhance accuracy of measurement and

planning capability, it will be necessary to incorporate OR-based models,

such as value decision model for production resources into PMS.

Moreover, further study on the PMS can be directed on the modifications

of costs used in the mathematical models. One example of these

modifications is to discount the overhead costs from the standard costs

of products and from the operating costs. The philosophy of monitoring

the performance of a production system is to reflect the system

performance based on the factors that the system is responsible for.

BIBLIOGRAPHY

1. Adam, E. E., Jr., Hershauer, J.C., Rush, W. A., "Measuring the Quality Dimension of Service Productivity", National Science Foundation, 1978.

2. American Productivity Center, Inc., "Productivity Measurement: An Executive Overview", 1979.

3. Balk, Walter L., "Technological Trends in Productivity Measurement", Public Personnel Management, March-April, 1975.

4. Bender, P. S., Peck, G. E., Yeomans, M. T., Hale, B. J., "How to Measure Warehouse Productivity", Modern Materials Handling, February, 1980.

5. Carr, Joseph J., "Measuring Productivity", The Arthur Anderson Chronicle, Vol. 33, March, 1973.

6. Clague, Eqan, "Productivity ••• What It Is and How It Is Measured", Proceedings of Chicago Association of Commerce and Industry, May, 1959.

7. Cocks, Douglas L., "The Measurement of Total Factor Productivity for 1

a Large U.S. Manufacturing Company", Business Economics, September, 1974.

8. Cotton, Frank E., Jr., "In Productivity, Planning is Everything", Industrial Engineering, November, 1976.

9. Cowperthwaite, Gorden H., "Measuring Professional Performance", Accountant, Vol. 178, February, 1978.

10. Craig, Charles E. and Harris, R. Clark, "Total Productivity Measurement at the Firm Level", Sloan Management Review, Spring, 1973.

11. Davis, Hiram s., "Productivity Accounting", University of Pennsylvania Press, Philadelphia, 1955.

12. Dewitt, Frank, "Productivity, and the Industrial Engineer", Industrial Engineering, January, 1976.

13. Dunlop, J. T. and Diatchenko, V. P., "Labor Productivity", McGraw-Hill, 1964.

14. Eilon, S., Gold, B., and Soesan, J., "Applied Productivity Analysis for Industry", Pergamon Press, Oxford, UK.

78

79

15. Ernst, Harry, "Accounting for Productivity Changes", Harvard Business Review, May-June, 1956.

16. Fabricant, Solomon, "Perspective on Productivity Research", Review of Income and Wealth, September, 1974.

17. Fabricant, Solomon, "Premier on Productivity", Random House, New York, 1969.

18. Grayson, C. J., U.S. News and World Report, May 1, and September 25, 1978.

19. Greenberg, Leon, "A Practical Guide to Productivity Measurement", The Bureau of National Affairs, Washington, D.C., 1973.

20. Hamlin, Jerry, "Developments in Firm-Level Productivity Measurement", Proceedings of AIIE Spring Annual Conference, 1979.

21. Batry, R. P., "Applications of Productivity Measurement in Local Government", Government Finance, November, 1973.

22. Henderson, R., "Measurement of Productivity Growth During Plant Start-Up", IEEE Management, 1978.

23. Hersauer, James C. and Ruch, William A., "A Worker Productivity Model and Its Use at Lincoln Electric", Interfaces, Vol. 8, No. 3, May' 1978.

24. Hines, William W., "Guidelines for Implementing Productivity Measurement", Industrial Engineering, June, 1976.

25. Hughes Aircraft Company, "R & D Productivity", 1978.

26. Jorgenson and Griliches, "Divisia Index Numbers and Productivity Measurement", Review of Income and Wealth, June, 1971.

27. Kanter, Jerome, "Management-Oriented Management Information Systems", Prentice-Hall, 1972.

28. Kendrick, J. W., "Understanding Productivity", The John Hopkins University Press, 1977.

29. Kendrick, J. W., "Productivity Trends, Capital and Labor", National Bureau of Economic Research, Inc., 1956.

30. Kendrick, J. W. and Creamer, Daniel, "Measuring Company Productivity", National Industrial Conference Board, New York, 1965.

31. Kolmin, Frank W., "Measuring Productivity and Efficiency", Management Accounting, Vol. 55, November, 1973.

80

32. Kriebel, Charles H. and Raviv, Artur, "An Economics Approach to Modeling the Productivity of Computer Systems", Management Science, Vol. 26, No. 3, March, 1980.

33. Ksamsnak, James E., "Measuring Productivity", Managerial Planning, Vol. 23, November-December, 1974.

34. Lachenmeyer, Charles, "Measuring Labor Related Productivity" Managerial Planning, Vol. 25, May-June, 1977.

35. Law, Donald E., "measuring Productivity", Financial Executive, Vol. 40, October, 1972.

36. Liao, Shu D., "Three Steps Analysis Measures Productivity", Management Accounting, Vol. 57, August, 1975.

37. Mark, Jerome A., "Concepts and Measures of Productivity", Bulletin 1714, Bureau of Labor Statistics, U.S. Dept. of Labor, 1976.

38. Mason, Richard O., "A General Systems Theory of Productivity", International Journal of General Systems, Vol. 5, 1979.

39. Moore, J. H., "A Measure of Structural Change in Output", Review of Income and Wealth, March, 1978.

40. Mundel, Marvin E., "Measures of froductivity", Industrial Engineering, May, 1976.

41. National Center for Productivity and Quality of Working Life, "Improving Productivity Through Industry and Company Measurement", Series 2, October, 1976.

42. National Center for Productivity and Quality of Working Life, "Improving Productivity: A Description of Selected Company Programs", Series 1, December, 1975.

43. Paranjape, K. B., "Measurement of Productivity under Changing Price Levels", The Management Accountant, September, 1976.

44. Peeples, D. E., "Measures for Productivity", Damation, May, 1978.

45. Perkins, A. R., "Measuring Manpower Producth'i ty for a Large, Flexible Workforce", Management Accounting, June, 1978.

46. Rao, Acbarya S., "Total Factor Productivity of Small Scale Firms", Econ. Off., August, 1976.

47. Roll, Y. and Sachish, A., "Productivity Measure at the Plant Level", OMEGA, Vol. 9, No. 1, 1981.

48. Salter, W. E. G., "Productivity and Technical Change", Cambridge University Press, 1966.

81

49. Schlender, Blair R., "Low Cost Measurement of Indirect Labor Productivity", Proceedings of AIIE Spring Annual Conference, 1977.

50. Smith, Ian G., "The Measurement of Productivity", Gower Press, 1973.

51. Solomons, Davis, "Divisional Performance", Richard D. Irwin, Inc., 1965.

52. Soncini, Ronald A., "Raising Clerical Productivity with MOST Clerical Computer System" Industrial Management, September-October, 1980.

53. Stein, Herbert, "The Meaning of Productivity", Bulletin 1714, Bureau of Labor Statistics, U.S. Dept. of Labor, 1976.

S4. Stewart, W. T., "A Yardstick for ~.easuring Productivity", Industrial Engineering, February, 1978.

SS. Sumanth, D. J., "Productivity Measurement in Manufacturing Companies by Using a Product-Oriented Total Productivity Model", Proceedings of AIIE Spring Annual Conference, Proceedings, 1980.

56. Sumanth, D. J., "Productivity Lidicators Used by Major U.S. Non-Industrial Corporations", Industrial Engineering, September, 1981.

57. Sutton, George P., "The Many Faces of Productivity", Manufacturing Engineering, December, 1980.

58. Taylor, B. W. and Davis, K. R., "Corporate Productivity -Getting It All Together", Industrial Engineering, March, 1977.

59. Teague, J. and Eilex, S., "Productivity Measurement: A Brief Survey", Applied Economics, June, 1973.

60. The Organization for European Economic Cooperation, "Productivity Measurement; Concepts. Vol. I", 195S.

61. The Organization for European Economic Cooperation, "Productivity Measurement: Plant Level Measurements, Methods and Results, Vol. II", 19S6.

62. The Organization for European Economic Cooperation, "Productivity Measurement; Vol. IV", 19S6.

63. Wilmott, R. A., "Measurement of Financial Performance", Managerial Finance, Vol. 2, No. 3, 1976.

64. Witt, Wallace E., "Work Measurement of Indirect Labor", Management Accounting, November, 1971.

82

65. Xirokost, D. A. and Lioukas, S. K., "Productivity Indexes and Personnel Comparative Assessment in a Multi-Divisional Corporation", Operations Research Quarterly, Vol. 28, No. 2, 1977.

Appendix

A

B

c

D

E

F

APPENDIXES

Subsystems of PMS •

File Definitions

Data for Master Files

Data for Transaction Files

Output Listings

Sample Program • • •

83

. . . .

. . . . . . . . . . . .

Page

84

85

113

144

149

182

<X> +:·

Input from Production

Schedule

y . Productivity & Utilization rro1ecr2• I

Discrepancy Analysis

Resource Utilization

me Productivity

Processin12

Productivity Trends

Input from Time Cards

Added Time Processing

Input Value Processing

Appendix A. Subsystems of PMS

I

Standard Costing

I Added Value Processing

a .ue Productivity _Processin

Subs ti tu tion Analysis

Appendix B. File Definitions

85

Pl* OEFINITION OF EMPLGYEE FILE EMP RC HIP HJEMP Bf 40 EMP l OEMP-NO l 94~ l EMP LOU~-co 10 4C EMP l lUl-CD LABOR EMP L2Lt3-CD CATL:GORY EMP LH .. B-LO CUDE EMP LOPAY-BASE 14 -rz v2 EMP llPAY-BASE l:lASf YR EMP l2PAY-UASE PAY RAH'. EMP LOPAY-CURR 21 7Z \'2 EMP l lPAY-CUr.R CUHRflH EMP l2PA\"-CURR PAY H.AH:

co Pl* OEFINITION DF ENERGY FILE °' ENERGY RC ENERGY FDENERGY Bf 18 ENERGY LO ENG-CO l 4Cl ENERGY LlENG-CD t::NihGY fNEl'.GY L2ENG-CO CLiJt: ENERG'r' lOUM 5 2C ENERGY L!UM UIH I Cf ENERGY l2UM J1J.tASlH<E [NERGY LOPR-BASt 1 6Z YJ $ ENERGY LlPR-hASE UASl ENERGY L2PR-BASc PIUCE ENERGY LOPk-CURR 13 61. '{ 3 $ ENERGY llPR-CURR LUl~tU.:N f ENERGY L2PR-CURR Pt~ l CL

P/* DEFINITION OF EQUIPMENT FILE EQ RC [Q FDEQ BF 40 EQ LOEQ-NC l 6Cl E Q l 1£Q-N;J EQUIPMNT EQ L2EQ-NtJ NUMtH:::r>\ EQ LOLEASE-YR 1 7l i EQ l 1LEAS£-YR LEASE EQ L2L£ASE-YR llALUf EQ t..3U:ASE-¥R PER VL:J\h E"2 LOE NG-CO 14 4C EQ LlENG-CD l::lffi~G ¥ EQ L2fN~·-CO CJD[ EQ L OCIJN-H 18 5Z Y2 00

EQ L lCON-H CUNSUNP- ---1

EQ L2CLN-H l l CJ N P l:J{ EQ L3CUN-H HOUR EW LOwGT-IX 23 4l Yl EQ LlWGT-IX IMPACT EQ L2rJGT-IX ~J t: I GH T EQ L31,~GT-IX INOt:X

Pl* OEFINITJUN CF SUBFILE FILEO FI LEO RC FI LEO FOf ILEO Bf 50 Fl LEO LOE NG-CO l. 4Cl FILEO LOGP-NU 5 9C FIU:O LOENERGY 14 i.JZ yz

Pl* OEFINITlON OF SUBFILE FIL~l FI.lEl RC FILEl FDF lLEl BF 50 FILEl L 011C-NO l 6Cl FILE! llMC-NO MC NO f ILEl LOGP-NO 1 9C FILEl L lGP-NO GP i'JJ FIL El LOCOST 16 91 V2 rILEl LlCOST CO Sf

Pl* DEF!NITlON Of SUBFILE FILEZ FILE2 RC F ILE2 fOF IU:2 Bf 50 FILE2 LOEMP-NO l 9Cl FILE2 l lEMP-NO ENP NU FILE2 LOGP-NO 10 9C 00 FILE2 LlGP-NO GP NO 00

f ILE2 lOCOST 19 9Z ¥2 f ILE2 llCOST cus·1

P/* DEFINITION Of SUBFILE fllEJ FILEJ RC fllE.3 FDFILE3 Bf 50 fllE3 LOEQ-NO l 6Cl F1LE3 LlEQ-NO l:Q NO FILE3 LOGP-NO 7 9C t=llEJ .LlGP-NO GP NU FILE3 LOCOSJ 16 9Z V2 FILE.3 LlCOSl CO$l

P/* DEFINITION OF FILE4 RC f1LE4 fOf llE4

SUBFILE f!LE4

Bf 50 f ILE4 LOKEY fILE4 lOVALUf

1 l2Cl 13 12Z Y2

Pl* DEFINITION Of SUBFILE fILE5 FILE5 RC FILE5 FDFILE5 BF 50 FILES LOSUB-GP l 9Cl FILE5 LlSUB-GP FILE5 LOFLAG 10 lC FllE5 LlflAG

P/* DEFINITION CF SUBFILE FILE6 FILE6 RC FILE6 fOf llE6 Uf BO f IlE6 l OKE'i l 6Zl FILE6 LOQ-B 7 7Z .fllfb LOQ-l 14 1l FILE6 LOQ-2 21 11 FILE6 LOQ-3 28 7l flLE6 LOQ-4 35 1l FILE6 LOQ-5 42 1Z FILE6 LOQ-6 49 1Z flLE6 LOQ-7 56 11 FILE6 LOQ-0 63 7Z FlLE6 LO WK-UT 70 <JC

2 2 2 2 2 2 2 2 2

SUti GP

fU\G

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co '°

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Pl• DEFINITION OF SUBFILE fILEB FILE8 RC FILE8 FDflLE8 BF 50 FILEB LOMC-NO l 6Cl ~ iU.::8 LOf:M1>-NO 1 9C FILEU LOGP-NO 16 ':IC

Pl* DEFINITION OF SUBFILE FILE9 FILE9 RC FILPJ FOfllECJ BF 12 f LLE9 LONO l 611 f ILE9 LlNO t=ILE9 LOMT·-NU 1 62 FILE9 LlMT-NO

2 2 2 2 2 2 2 2 2

l

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FILElO LlQ QUANTITY FILElO l2Q USED

Pl* DEFINITION Of SUBflLE fllfll FILEll RC fllEll fDFILEll BF 80 l.O

FILEll LOEMP-NO l 9Cl to-'

fU.Ell LOQ-13 10 1Z 2 FllEll LOQ-l 17 1l 2 FILEll lOQ-2 24 1Z 2 f ILE! l LOQ-3 31 7Z 2 f ILEll lOQ-4 .38 1l 2 FILEll LOQ-5 45 1Z 2 f lLEll LOQ-6 52 7Z 2 FllEll LOQ-1 59 1Z 2 fllEll LOQ-8 66 1l 2

P/* DEFINITION OF SUBFILE fllE12 FILE12 RC FILE12 FDflLE12 BF 50 f ILE12 LOOP-NO l 6Zl L FILE12 LlOP-NO OP NO

fllE12 LOCODf ., lC flLE12 l !CODE JUo CDDt: FILE12 L Ov~K-NO 8 9C FILE12 LlWK-NO ~~GRKING

fILEi2 L2WK-NO UNl I NU FILE12 LO JOB-NO 17 SC f lLE12 llJOB-NO J08 NG f ILE12 lOQ-f SH 22 1Z '13 f ILE12 llQ-FSH QUANflIY FILE12 L2Q-f SH f 1NiSHED FILE12 LODA TE 29 5l l FILE12 llDATE JULIAl'J

Pl* DEFINITION OF SUBFILE Fllfl3 f llEl3 RC '° if ILElJ fDf ILE13 Bf 50 N

f lLEl3 LOWK-NU l 9Cl FILE 13 L lWK-NO hORKlNG FILE13 L2WK-NO LJNIT NO FILE13 LOJuB-NO 10 SC f llfl3 LlJCB-NO JG!3 NO F1LE13 LOSUB-T 15 7l Y3 fllE13 LlSl.JB-T ST TIMt: flLE13 lOSUB-LB 22 1l Y3 FILE13 llSUil-LB LB l1Mi: fllE13 LOSUB-MC 29 1Z Y3 FILE L) LlSUB-MC MC TIME FlLE13 LOOAf E 36 5Z .,

L

FllE13 llDATE JULIAN

Pl* DEFINITION OF SUBFILE f ILE14 FILE14 H.C FILEl-'i- FDfllE14 BF 50 FILE14 LOGP-NO 1 9Cl f ILE14 LOMC-NO 10 oC f Il£14 LOE MP-NO 16 9L flLEl4 lOEQ-NO 25 bC fllE14 Lu SUB-GP 31 9C f ILE14 LOUH 40 gz 2

Pl* DEFINITIUN OF SUBFILE fILE15 F1LE15 RC FllE15 FOFILE15 Bf 50 FILE15 L O~JK-NO 1 9Cl '° fILE15 LOJ Cd-NO 10 .5C w

FILE15 LOSUB-MIN 15 7Z 2

P/* uEFINITION Of SUBFILE FILE16 FILE16 RC FILE16 FDFILE16 OF 50 fllE16 LOIO l 9Cl FILE16 lllD WOKKING FllE16 l2ID UN I l Fll.El6 LOMC-NO 10 6C fILEl6 LOE HP-NO 16 9C FILE16 lOLB 25 7Z 3 f IlE16 LOMC 3.2 7l 3

Pl* DEFINITION Of SUBFILE FILE17

flLEl7 RC FILE17 FOflLE17 Bf 60 fllEl7 LOID l 9Cl f IlE17 llIO hCKKING fllEl7 l2ID UNIT FILE17 LOT 10 7Z j

fllE17 LIT TOTAL f1LE17 l2T TIME fllEl7 UH-lX 17 5Z 2. FI LEl 1 LIT-IX "iK UIH l FILE17 L2T-IX PO'{,~ l flLE17 lOLB 22 7Z 3 flLEl7 lllB LAJ.:H.M fllE17 l2LB flME fllE17 LOLB-I X 29 5l 2 fILE17 lllB-IX LA cl UR

'° rllE17 l2LB-IX PT'r'UJ .f:-

Fllfl-l LOMC 34 7Z J FILE17 Ll.MC MAt..HlNc fllE17 l2MC TI i"IE FllEl7 LOMC-IX 41 sz 2 fllE17 llMC-IX MACH1Nt FILE17 L2MC-lX PTY'(4.) FILE1"7 LODAH: 46 5Z l f1LEl/ LJ.DATl: .JULIAN-flLE17 l2fJATE OAT.I: flLE17 LGLEVEL 51 1C fll.El7 lllEVEL ~1K UNI I fIU.:17 L2L.EVEL LEV fl

Pl* DEFINITION Of SUBFILE flLElB

FIU:1a RC fllE18 FUFILEL8 Bf 50 Fllfl8 lOGP-NO l 9C FILE18 llGP-NO GRJUP 1\IO fILE18 l OLEVEL 10 lC FILE18 LlLEVEl (JP LEIJEL fILE18 LOFAC TOR 11 9Cl FILE18 LlFACTOR fACTUR FILE18 LOltJPUT 20 1l 3 f Il.El3 lllNPUT INPUT FILE18 LOP TV 21 5l 2 FILE18 L lPTY PTY (.:~)

P/* DEFINITION Of SUBFILE flLEl9 \0

f ILE19 HC VI

f ILE19 FDF lltl 9 Bf 50 fILEl9 LOGP-NO 1 9C F1LE19 LOl.EVEL 10 lC FILE19 LOFACTOR 11 9Cl FILE19 LO INPUT 20 91 2 FILE19 LOPT'f 29 5Z 2

P/* DEFINITION GF SUBFILE f ILE20 f ILE20 RC FilE20 FOF ILE~O BF 50 FILE20 LOGP-NG l 9C f ILE20 LOU:VEL 10 lC f ILE20 LOFACTOR 11 9Cl f llE20 LOINPUT 20 9Z 2. FILE20 LOPTY 29 5l 2

Pl* DEFINITION DF FILE21 HC fli..E21 fDf ILE21 flLE21 LOGP-NO f I LE2 l LOU:VEL FILE21 LOFACTOR Filf21 LOINPUT f ILE21 LOPTY

SUBFILE fILE21

BF 50 1 9C

10 lC 11 9Cl 20 9Z 2 29 5l 2

Pl* UEFINITION CF SUBFILE FIL£22 f IlE22 KC fILE22 fOFILE22 Bf 50 FILE22 LOGP-NO l 9Cl FILE22 LOLEVEL 10 lC flLE22 LOOH 11 9Z 2

Pl* DEflNITION OF SUBFJLE F1LE2J fILE23 RC FILE23 FOFJLE23 Bf 20 FILE23 LOITEM 1 llCl fllE23 LlITEH FILE23 LOWTY 12 6Z 3 flLE23 LlQTV

Pl* OEFINITION Of SUBFILE FILE24 fILE24 kC FILE24 FDFILE24 Bf 20

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Pl* DEFINITION OF SUBFILE f1LE25 FILE25 RC FILE25 fDFILE25 Bf 30 F IL£2 5 Lu ITEM l 15Cl FI U:25 Lll TEM f IL£25 L2ITEM f I l E2 5 LOCOST 16 1l f ILEZ5 llCOST

Pl* DEFINITION OF SUBFILE FILE26 FILE26 f'C FlLE26 FOF 1u:26 FILE26 LOTL-CD FILE26 LOST-UT FILE26 LO SK-CO FILE26 LOMC-ND

Pl* DEFINITION OF fl l E2-/ RC

Bf 20 1 SCl 6 4Z

10 4C 14 6C

SUl::lfllE f ILE27

BF 20 1 4C l

3

3

2

fILE27 f0f ILE27 FllE27 LOENG-CD fllE27 LOCON 5 11 2

Pl* OEFINITIUN OF SUBFILE f1LE28 F!LE28 RC

COST LATf:GGRY

COSl

\.0 ........

F 1LE28 FDf llf28 Bf 50 FILE28 LO ITEM l l lC l f!LE28 L 11 TEM ITEM ND FILE28 l 0'.JiK-UT 12 'JIC FI LE2 8 llWK-UT NK UNlf FILE28 LOQTY 21 11 Y3 f I LE2 8 LlQTY QUANTITY flLE28 LODA TE 28 5l l f ILE28 LlOATE JULIAN

Pl* DEFINITION Of SUBFILE FILE29 fllf29 RC f ILE29 fOFILf.29 Bf 50 f1LE29 LOI TEM l llCl FILE29 l ll lEM Ir Er"I N(J

\0 FILE29 LOCOST 12 7Z Y3 00

FILE29 LlCOST COSl f ILE29 LO WK-UT 19 SC flU':29 Lh,K-UT it.ti. UNlT FILE29 LOO ATE 28 5l L Fllf29 LlDATE JULIAN

Pl* DEFINITION OF SUBFILE FILE3U FILE3{) RC FILEJO FOF1LE30 Bf 50 FllE.30 L O~~K-UT 1 9Cl F ILE30 LlWK-UT i."111\ UN I l FILE30 LOVADC 10 1Z Y2 f ILE30 Ll VADD ADO VALUE FILE30 LODA TE !1 5l l

flLE30 LlDATE

Pl* DEFINITION Of SUBFILE FILE31 f lLE31 RC FILE31 FOfILE3l BF 30 fllE31 LOOP-NO l 6Z1 fILE31 LlLJP-NO FILE31 LOITEM 1 llC FllE3l LllTEM FILE31 LOST-UT 18 4l Y2 FILE31 llST-UJ

Pl* DEFINITION GF SUBFILE FILE32 f IU:32 RC FILE32 FUFILE32 BF 30 FlLE32 LOITEM-1 l llCl f ILE32 LU JEM-1 FILE32 LOITEM-2 12 llC f I L E 3 2 L 11 f EM-2

Pl* DEFINITION OF SUBFILE fllE33 F!lE33 RC f ILE33 FOFILE33 BF 80 FILE33 LOGP-NO l 9Cl FiLE33 llGP-NO FILE33 LOLABOR 10 9l Y2 FILEJJ LllABOR flLE33 l2LABOR FILE33 LOCAPJTAL 19 9Z Y2

i.

JULIAN

LP NU

I lU1 f'J;J

S l 11 ME

lll:M Nu

!Tt:M NC

GP Nu

LJHH.1R INPUJ

\!) l.O

f ILE33 llCAPITAl FILE33 L2CAPITAL FILE33 LOENERGY 28 9Z Y2 FILE3.3 LlENERGY FlLE33 L2ENERGV FILE33 LOMATERIAL 37 'Jl Y2 f ILE33 llMATERIAL f ILE33 L2MATEX.1Al F ILE3.3 LO TOOL 4b 9Z V2 FILE33 llTOOL F IlE33 l2TOOL FILE3.3 LOSU8-GP 55 9C FILE33 l l SUB-GP F1LE33 L2SUB-GP

Pl* DfFINITION OF SUBFILE fllE34 FllE34 RC FilE34 FDFILE.34 BF 80 FILE34 LOMC-NO l 6Cl FILE34 LOQ-B 1 1l 2 FILE34 LOQ-1 14 1l 2 f ILE34 LOQ-2 21 1l 2 FILE34 LOQ-3 28 1l 2 F ILEJI• LOQ-4 35 7l 2 f ILE34 LOQ-5 42 7Z 2 FILEJ4 LOQ-6 49 11 2 FILE34 LOQ-7 56 1l 2 f ILE34 LOQ-8 63 11 2

Pl* DEFINITION OF SUBFILE FILE35

t.:.API T AL 1 N1>uf

ENERGY' .INPUT

MAT£1<.I AL lNPlJl

TOOL lNi'Ul

5U8 GP NU

..... 0 0

fllE35 RC Fll.E15 fDFILEJ5 Bf 50 FilE35 LOMC-NO l 6(; l FILE35 LlMC-NO FILE35 LOOP-T !ME 1 1l f ILE35 LlOP- l INE FILE35 LOUF 14 1Z FILE35 LlUF

Pl* DEFINITION Of SUBFILE FILE36 f ILE36 RC FILE36 FOFILE36 Bf 50 FILE36 LOMC-NO l 6Cl FILE36 LlHC-NO

3

3

FILE36 LOOP-TIME 1 7l J FILE36 LlOP-TIME

P/* DEFINITION OF SUBFILE FILE37 fllE37 RC flLE37 FDFILE37 Bf 50 FILE37 LOEMP-NO l 9Cl FILE31 LlEMP-NO FILE37 LODP-TIHl 10 11 3 FllE37 LlOP-TIME F1LE37 LOUf 17 7l J FILE37 llUF

Pl* DEFINITION OF SUBFILE FllE12J FILE123 RC

MC NO

LP TIME

UT LT 111

MC NU

OP llME

Ei•iP NG

LP TUH:

lHZlN

..... 0 .~

FILE123 fDfILE123 Bf .JO flLEl23 LOITt:M l llCl f ILE 123 Li.I TEH fllE123 LOCHY 12 6Z 3 FllE123 LlQTY FIU:":l23 LOH-JV-NO 18 llC FILEl2.3 lllNV-NO

P/* DEFINITIUN Of SUBFILE FILEl24 FILE124 RC FILE124 FOFILE124 Bf .30 FILE12't LOlTEM l 11Cl FILE124 LOQTY 12 6l 3 fILE124 LOINV-NO 18 llC

P/* UEflNITION Of SUBFILE FILE125 FILE125 RC FILE125 FDFILE125 8f 40 f1LE125 LOITEM l 15C FIU:l25 LllH:M fILE125 L2ITEM f I L E 12 5 L OC 0 S T lo 1l 3 flLE12~ llCOST FILE125 LOHN-NO 23 llCl FILE125 LlfNV-NO

Pl* OEFINITIUN OF SUBFILE FlLEl26 FILE126 RC FILE126 FDFILE126 Bf 30

! l f.:M

QUANTITY

INV NO

I-' 0 t..:i

CIJST CAH:.GOkY

cosr

!NV i-.JD

FILE126 LOTL-CU l 5Cl FILE126 LOST-UT 6 4Z 2 FILE126 LOSK-CO 10 4C fllE126 LOMC-NO 14 6C Fll£126 LOINV-NO 20 Ill

Pl* UEFINITION OF SUBFILE FILE127 FllE127 HC FILE127 FDFILE127 BF 30 f ILE127 LOENG-LLJ 1 4Cl fllE127 LOCON 5 71 2 f 1LE127 LOINV-NO 12 llC

...... 0

Pl* OEFINillON OF ORGANIZATION STRUCTUHE FILE w

GP RC GP f DGP AV 2000 GP LOGP-NO U. l SCl GP llGP-NU Gi<UUP Nu GP LOLEVEL 11 10 lC GP L ll.EVE:l GP LEVEL GP lOGP-C-2 11 11 21 2 l GP LOGP.-C-3 11 13 2l 3 z GP LOGP-C-4 11 15 2Z 4 l GP LOGP-C-5 11 17 2l 5 l GP LOGP-C-6 11 l <) 2l 6 l GP LOMC-NO 22 l 6Cl GP LlHC-NO NACHlNE GP L2nC-NO NO GP LOEMP-NO 32 l 9C l GP LlEMP-NO EivlPLDYfE

GP l2EMP-NO 1'40 GP LOEQ-NO 42 1 6Cl GP L lEQ-NG EWMT NO GP LO SUB-GP 52 l <jCl GP l.lSUB-GP SUB GP L2SUl:l--GP GH.uUP NO GP LOOH 62 l 911 2 !ii GP LlOH OVERHtAD

Pl* OEFINiIION OF INVENIORY flLE INV RC INV fUlNV Bf 40 INV LO INV-NO l llCl INV lllNV-NO lNVENlkY INV l2INV-NO f\D I-'

0 li'JV LOUM 12 2C -!>-

INV L lUH LiNlT Df INV l2UM i•11:: A Sul< E INV LOC-BASt 14 71 2 $ INV L lC-ut.S( DASE INV L2C-BASE CDST INV LOC-CU1{R 21 7Z 2 .$ INV t lC-CUirn cugKcNr INV l2C-CURR COST INV LOST-UT 28 6Z Y2 INV LIST-UT srANDAHU INV L2ST-UT UP lIMf

Pl* DEFINITION Of TIME CARDS FOR SEkVlLlS JO Bl RC

JUBl FDJOB l Bf 50 JGt31 L u~Jl\.-Nt] l 9Cl JOiH L l~ K-NO .WOk,KiNG JO Bl L2~>1K-NO UNIT NG JU Bl LOJllB-NO 10 5C JO Bl LlJOfr-NO JUti NO JOBl LOOATE 15 51 l J(JBl llDATE JULIAN JOBl L2uATf JATt Judl LOT H1E-I 20 BC JOBl L lT IME-1 J H1E IN Juul l2TIME-I H,M,S JO Bl LOH-I 20 2l L JO Bl LlH-I H GUi{ JO Bl LOM·-1 2J 2Z l I-'

0

JOBl llM-I 14 I NtH f VI

JO Bl LOS-I 26 2l l J081 L lS-! SELUNlJ JOBl UH IME-0 213 dC J081 LlTH1E-O TIME uur JOBl l2TlMf-O H,M,S JOBl LOH-0 28 2l l JOBI LlH-0 HUUJ< JOBl LOM-0 31 2Z z JO bl LlM-0 1"1 I Null JOBl LOS-0 34 2Z l JOdl llS-0 S ECu!JD

P/* DEFINITION UF TIME CAKDS FGR NUN-SiANJA~U P~LJUCTS J082 RC J062 f0JOB2 UF 50

JOB2 LOWK-NO l 9Cl JOB2 ll ~uK-NO v,Ot{K I NG JOB2 L2WK-NO UNIT ND J082 LOJCB-NO 10 SC J0d2 LlJOB-NU Jua NO JU32 LOI TEM-0 15 llC JOB2 .L 11 TEM-0 ITEM our JOB2 lOlTEM-1 26 llC JOB2 l ll Tl:M-1 ITEM IN JOB2 LOQ-FSH 3"1 1l V_j JOB2 L lQ-fSH QUANTITY J082 LZQ-fSH FINISH JOB2 LODA TE 44 5Z l JOu2 LlOATf:. JUL IJ\N JOti2 L20ATE DAlt

I-' 0 (J\

Pl* OEFINITIUN Of TIME CARDS FOR STANDARD P~OD0LTS J083 RC JOB3 FDJOB3 Bf 50 J083 LOWK-NO 1 9Cl JOB3 l.hiK-NO .. ~K UNlT JOB3 LOJOB-NO 10 5C JOB3 L lJOB-NO JOB NO JOB3 LO ITEM-NO 15 llC JOB3 ll I TEN-NO I TL-1 NO JOB3 LOQ-FSH 26 11 YJ JOtl3 LlQ-FSH CJUANTllY J 0{33 L2Q-FSH COMPLETE JOB3 LODA IE 33 5l z JOB3 LlDATE JULIAN JOB3 L2DATE 1JAT E

JOBJ LOT I ME 38 ac J083 llT.!ME HOLlR MIN JOi33 L2 TI Ht SfCl.JNU J 01:3 3 LOT-HK 38 2Z z JOB3 LlT-HH HOUR JOB3 LOT-MIN 41 2l l J083 Ll T-tHllJ MINUTE JOiB LOT-SE:C 44 2Z L JOB3 LlT-SEC SECGNO

P/* DEFINITION OF MACH1NE fILE MC kC MC fiJMC BF 40 MC lOMC-ND l 6Cl ......

0

MC LlMC-NO MAChHid: '-I

MC L2i'1C-NO NUMBf H MC LOLEASE-YR 7 71 :i: MC LllfASE-YR l E J\ SE MC l2LEA.SE-YR Vt.LUt. t"IC L3LEASE-YH PER Yi.:AH MC L OHJi..i-CD 14 4C MC llHJG-CO t:NfkG'i MC L2ENC-CU Cfj l) t: MC LOCON-H 18 5l ¥4 MC llCON-H Cui~SU1"'1P-

MC L2CON-H TION PEI-'. MC 1.. 3CON-H HOU!( MC LOWGT-IX 2.3 ·'tl Yl MC l H~GT-IX ii'1PAC 1 HC L2~JGT-I X w~t l GHT MC LJWGT-IX lNOtX

P/* DEFINITION OF OPERATION fllf OP RC OP fOOP AF 50 OP LOOP-Nu l 6Zl l OP llOP-NO LP NG OP LOIL-CO 7 5C OP Llfl-CD TUGL 01') l2TL-CO lOOf: OP LOST-UT 12 '•l Y2 OP llST-UT STANOARu OP L2Sl-UT TIME OP LOMIN-UT 16 4Z Y2 (JP LlMIN-UT J'-111\ilMUM OP L2MIN-UT TlHE ~

OP LOST-LB 20 4Z V2 0 00

OP LlST-lB ST ANDk1\0 OP L2ST-LB LU TIME OP LOSK-CO 24 4( OP llSK-CD SKILL OP l2SK-CO CLJDE OP LOST-MC 28 4L Y2 OP LlST-MC STAiiORAU OP LZST-MC HL TIME UP LOMC-NG 32 6C OP LlMC-NO J~ACHINE

OP l2HC-NCJ l'l:D

P/* DEFINITION OF OPERATION SlkUCTUR~ FILE UPS RC

OPS FDOPS AV 2000 OPS LOOP-N0-1 11 l 6Zl l GPS L lOP-NO-l OP N0-1 OPS LOOP-C-1 11 7 2Z 2 l OPS LOOP-N0-2 22 l 611 l OPS ll OP-N0-2 OP N0-2 OPS LOOP.-C-2 22 7 2l J l OPS LOOP-N0-3 33 l 6Zl l OPS llOP-N0-3 OP N0-3 OPS LODP-C-3 33 7 2Z 'i· l OPS LOUP-ND-4 44 l 6Zl l OPS l lOP-N0-4 CP N0-4

Pl* DEFINITION Of SUBFILE UPlOO I-"' 0

OPlOO 1-{C '° DP100 FDOPlOQ Af 50 GP100 LOOP-NO l i:>Zl l OPlOO llnP-NO OP NO OPlOO Lu INV-NO 7 11C OPlOO llINV-NO INV NU

P/* DEFINITIUN OF PRODUCT SIRUCTUkE f!LE PS RC PS Fi.JPS BV2000 PS LOI TEM-P 11 l llCl PS LlITEi-1-P P/\H.£Nl PS LOITEM-C 11 12 2l 2 PS LOITEM-S 22 l llCl PS LllTEM-S CHILD PS LOQTY 22 12 6l 3

PS LlQTY QU/\NTJ.TY PS LOOP-NU 22 18 6Z l PS LlOP-NO UP NU PS LO WK-UT 22 24 9C PS l HJK-UT hi\ UNIT

Pl• DEFINITION OF PRODUCTION SCHEDULE FILE SCH RC SCH fDSCt-i AF 80 SCH LOI THI-NO 1 llCl SCH lll TEM-ND llEM NO SCH LOQ-B 12 1l Y2 SCH LlQ-B UACKLOG SCH L2Q-B DEMAND SCH LOQ-1 19 1l Y2 ~

SCH LlQ-1 lST wK ~

0

SCH L2Q-l DEMAND SCH L Or.J-2 26 1l '12 SCH Li.Q-2 2ND WK SCH L2Q-2 Df:MANO SCH LOQ-3 33 7Z Y2 SCH llQ-3 JRU ~vK

SCH L2Q-3 CU'iANO SCH LOQ-4 40 1l V2 SCH LlQ-4 4TH WK SCH L2Q-1t DEM ANO SCH LOQ-5 47 1l Y2 SCH LlQ-5 5 TH ~~K

SCH L2Q-5 DENANO SCH LOQ-6 54 7l V2 SCH llQ-6 6 TH •~K

SCH L2Q-6 DEM MW SCH LOQ-7 61 1l Y2 SCH ll(J-7 71 H ~-..K

SCH L2Q-7 DEN ANO SCH LOQ-8 6d 7l Y2 SCH LlQ-8 dTH ~iK

SCH L2Q-t.l DEJ.iArW

P/* DEFINITION Of LABOR SKILL FILE SK RC SK FDSK AF 50 SK LOSK-CO 1 4Cl SK LlSK-CO SKILL SK l2SK-CO t.LJJf:

I-' I-'

SK LOPAY-BASE 5 1l 2 I-'

SK LlPAY-BASE PA 'I RA TE SK l2PAY-BASE BASE YH SK LOPAY-CURR 12 1l 2 s i\ L1PAY-Ct.JRR PAY RJHL SK L2PAY-CURR CUK I< I: NT

Pl* DEFINITIU~ CF TOOL FILE rL RC lL FDTL BF 20 TL LO Tl-CD l 5Cl TL lllL-CD TUUL TL L2Tl-CU COu1:. TL LuLE:.\SE-YR 6 7l ~

Tl LlLEASE-Y~ CGST TL L2U:AS£-YR PiR YE;\R

ZTT

r-t'-

r-N

I-'

0 ::.

~ :c

G

I C

') G

'l -;

-;

-;

I I

I ..... -.....

x ><

><

Appendix C. Data for Master Files

113

Pl* EMP DATA (DATA UF EMPLOYEE FILE) 08/22/82 EMPLOYEE FILE -~-------------------~--------------------------~--

EMPLOYEE LJ\BGi~ t3ASE PAV CUfht£i\ll NO CODE RATE($) PAY RATU.:i>)

-------------------·----------------.. -----------·---007-82-4249 MCf5 16.78 19.2l 00 9- 2 3-15 6 7 PRS3 14.36 16.35 Oll-29-4234 AS Si 5 ... -,'I jj. 80 012-03-5568 s 3 J.5,090.00 lb,954.50 012-92-8824 s 2 lCJ,050.70 25,77ti.l!> 019-29-7862 REC3 12. 51 13.55 039-37-4153 PRSl 8.25 10.62 107-29-00ilB s 3 14,539.00 ld,845.55 123-39-2182 ASSl 6.5.4 d.~6

126-32-0076 BLSJ 13.65 17.35 156-62-1111 THPl 6.54 7.32 156-72-3308 PRS3 12.12 15.25 158-28-8122 BLSl 5.96 B.85 162-06-2612 s 2 28,500.00 31,500.00 161-25-4312 s 3 17s46G.Ou 19,500.00 176-32-0188 PRSl u.55 10.15 178-21-5623 s l 32,500.00 4J,510.0{) 178-69-7852 AS53 12 .. .31 15.34 192-92-2376 BLS1 5.60 8.30 196-qo-6666 ASS3 B.76 10.53 198-88-2525 CRF3 10.32 13.21 2 06-09-0184 s 3 13,49U.OU Ll1t1BO.OO 2 0 9-2 4- 7 2 j 0 PRSl b. 75 11.jS 218-19-0233 DRil 10 .. 90 12.30 219-J0-5120 ASSl 5.30 o.95 219-04-5262 PRSl 7.65 '1. 5o

I-' I-' ~

219-6 7-4509 MCFl o.54 u.Jo 246-42-ourn s .3 18 1 500.1.JO 21,205 .. ;JQ 256-36-4253 THPl 5 .. 45 1. 'j6 269-39-5214 s 3 12 ,321.00 15,135.00 2 79-02-6202 BLSl 7.69 9 ... 95 313-19-0299 s 2 27,650.ou 30,31)0.00 3l't-90-0l91 ASS3 10 .. 27 12.5'.) 321-18-7237 BLS3 15.48 18.66 323-03-3452 BLSl 7 .. 65 lJ.05 32 7-50-0001 MHl5 19.87 21. 36 333-29-0160 s 3 14,320.00 lo,535.55 336-24-5123 ORl3 12.30 14.30 346-56-2819 $ ] lB,764.00 20,2ou.uo 349--2 7-0999 s 3 15,490.00 17,755.00 382-52-2536 PUNl 8.76 lO.SO I-'

I-'

423·-q9--/268 Mc~-=3 11.29 13.~;s U1

42 7-29-3614 PRS3 15.6.5 lJ.75 444-14-2468 MCf 1 8.55 ..; .. 50 't53-56-.J236 s l J1,2so .. uo JJ,~uo.uo

456-7 8-2156 THP3 i.i.15 9.82 46 7-26-3234 MCf l 6.515 <1 .. 50 509-09-1767 MHIS 11.86 20 • .35 513-33-0122 MCf l 8.76 9 .':J5 51.3-39-7467 DRll 6.57 8.88 525-20-7654 MHl3 12.01 lJ.55 542-43-1329 PRSl 8.34 lO.Jo 555-19-77 67 REC. l 6.72 10.05 630-00-1256 BlS3 14.32 15.60 666-90-235'• BLSJ 12.ul 14'.26 732-56-d818 s 3 21,000.00 L2 1 500.00 736-77-4236 CKFl 5.55 ' , .. ~ r-

(). ::.> ::> 737-01-2854 PUN3 10.29 13.55

762-34-0088 782-8~-0lOd

DH.15 MC fl

17 .. 86 6.J>j

21. 1t0 8.3u

Pl* ENERGY DATA {INPUT DATA OF ENERGY FILE} Od/22/U2 lNERGY Fili

ENERGY UNIT Of CODE MEASURE

GAS LB EL.EC KW HYOG LB OX'iG LB PETA Gl PETi3 Gt

OAS.E cugRi.:NT PRICE($) PilICLiS)

.4 70 .7d0

.035 .. 052 2.740 3 .. iJ<tO l.360 2 .. 020

• 920 1 .. 240 .810 1..190

P/4 EQ DATA (INPUT OAT OF EQUIPMENT FILE) 08122182 EQUIPMENT FILE -·--------------------------------·~-------------·------

EQUIPMNT YEARLY ENEHGY HCURL Y ~'i.E IGl-IT NO VALUE($) CODE CUMSUMPf10N JNLES(~)

BGOl 1.3,200 ELEC '-). 56 25.0 13G05 9,ouo ELEC l0e2b 2~ .. o BL30 25,000 ELEC l ·). 82 2~.o

CM09 150,000 t:l EC 37.9~ 2:>. l) MK0.3 2 5 ,300 EL[C 1J.20 2s.o Ml<.15 18,150 ELEC i.). 50 25.0 MT09 876 .uo 25.0 MTL2 1,245 EU:'.C l.HB 25.0

I-' I-' (J\

MT25 1,235 ELEC a •. :Ei 25.0 MT41 930 CXYG l.2o 2 '.> .u PB07 l,5()0 ELEC 4.35 2s.o TKOl 3,500 PETA 7.86 25 ... u TKvS :J. 600 PETA 4.59 2.5 .. o TK 19 3,595 f't Tti 12.62 2:'.>oO WHO! 12,000 ELEC ] .• 86 25.0 ~4H03 19,0JO GAS 3.25 25 .1)

Pl* GP DATA (INPUT DATA OF ORGANllAJILJN ST~LlCTURE) 08/22/82 MACHJNE GROUPING

WORK UNIT LEVEL MACH !NE

ASSEMBLY! 2 77M511 AS '.iEHBL Y2 2 71X773 t3LS03 l 8ll783 ULS07 l 8llU33 UL SOT l 8ll844 8LS!l l 81L9J3 BL S12 l 8ll991 8LS15 l 81LY8J t3LS17 l 8ll732 BlS19 l 8ll500 8l $23 l 81L71J BLS23 1 81L727 BLSJ3 l olL:,21 BLS 37 l 81L52o BLS't.3 l 8ll427 CNT05 1 77X256 CNTl2 l 11 X323

,_. ,_. ..._.

FINISHING 2 74A532 MC09 1 8ll633 MC15 l 81LU55 MC16 l 8ll437 MC17 1 BlL536 MC18 l tHLlJ93 MCZ l 1 81L6<jJ MC23 l dll'tl9 MC29 l dll98-/ MC45 l 81L531 MC45 1 dlL559 MC45 l tHL997 MISNOUS 2 75X457 POLE06 1 77l2.3l POLE15 l 7 7L32 l PRS09 l 81L923 ~

~

PRS12 l 8ll635 00

Pl<.512 l 81Lu83 PxS14 l 8ll69l PRS14 l 8ll995 PRS15 l 81L't23 PRSEi 1 dll431 PRS15 l 8ll851 PRS17 1 8ll'-i57 PRS19 l 8llU97 PRS?.3 1 BlL101 PRS40 1 8lt42l SPN07 l BlL788 SPN09 l 8ll533 SPN09 l 81L857 SPl\110 l 81L<-t32 SPN12 1 Bll433

SPN14 SPNl.5 SPN23

UB/22/82

1 1 l

8ll981 8 ll 9 31 81L718

EMPLOYEE GRCUPING -----------------

WOJ{K UN IT LEVEL EMPLOYEE ---------------------------ASSEMBLY! 2 19696666{; ASSEMBLY! 2 219005120 ASSEMBlY2 2 u078242<J9 ASSEMBLY2 2 118697852 ASSEMBLY2 2 21S61'-t56S ASSEMBLY2 2. 4239<H26d BLS03 l 126320076 BLS07 .l 158208122 BLSll 1 192922376 BLSl2 l 2-19026202. BLS l.5 l 7828S0108 BLS 1-1 l 513330122 BLS23 l 3211H7237 rlLS33 l J2;j033452 BLS37 l 630001256 tlLS43 l 666902354 CNTOS l 736714236 CNll2 l 198882525 FAUH.ICATN 3 1072."JOOdd FINISHING 2 456782156 MC09 .1 218190233 MC15 l 256364253

.......

....... \0

MC16 1 162002612 MC18 l 52 526 7654 MC21 l 7623400&8 MC23 1 336245123 MC.29 1 5G9J91767 MC45 l 156621111 MISNOUS 2 3275GOOU1 PLANT 4 011294234 PLANT 4 178215623 PLANT '• 3'to562Bl9 POLE06 l 555197167 POlE15 1 019297862 PKOGIJCT 3 167254312 PRODUCT 3 269395214 Pi\ S09 l 1567233C8 PRS.14 1 009231567 .......

N P;{S 15 l 4rt293614 0

?RS17 1 54243 7.32 9 PRS19 1 l 7632CUJH PRS23 l 2092'i 7 23 u PRS40 l 219045262 SERVICE 3 012035.568 SERVICE 3 Ol2':123b24 SERVICE 3 123392182 SERVI~E ] 2C6090184 SEkVICE 3 246420188 SEkVICE 3 313190299 SERVICE .3 314900191 SERVICE 3 333290160 SEH.VICE 3 3492709'-J~

SERVICE 3 453563236 SEJ-<.VICE 3 73256b8li3

SPNu7 1 03'H74153 SPNO<J 1 731012854 SPNlO 1 461263.234 SPN12 l 513397467 SPN15 l 4't'tl42468 SPN23 l 382522530

OS/22/o2 EQUIPMENT QRGUPING ------------------------

WORK UN 1 T LEVEL EQUIPMENT ----------------------------..,-

ASSEMBLY! 2 TK05 BALLAST 2 BG05 I-'

N CENTRAL 2 BGOl 1--'

CENTRAL 2 Mll2 CENTRAL 2 MT25 FABRICATN 3 MK15 FINISHING 2 ~,HQ 1 MACHINE 2 Mf 04 PLANT 4 C.M09 PLANT 4 rHi03 POLE 2 lK19 PRESS 2 PB07 PRODUCT 3 BL.30 SERVICE 3 Ml41 SERVICE 3 TKOl SPINNING 2 MK03

08/22/d2 ~ORK-UNIT GROUPING ----------------------------WORK UNIT LEVEL SUBGWI~AlE

WORK UNIT ----------------------------

BALLAST 2 BLSOJ BALLAST 2 BLS07 BALLAST 2 BlSl l BALLAST 2 BLS12 BALLAST 2 BL Sl 5 BALLAST 2 BLS17 BALLAST 2 8LS19 BALLAST 2 BLS23 BALLA SJ 2 BLS33 BALLAST 2 BLS37 BALLAST 2 BLS43 ......

N CENTH.Al L CNT05 "" CENTRAL 2 CNT12 FABRICATN 3 BALLAST fABRICATN 3 FINISHING FABRICATN 3 MACHINE Ft\BRICATN 3 PRESS FAbRlCATN 3 SPINNING MACHINE 2 MC09 MACHINE 2 MC15 HACH I NE 2 MC16 MACHINE 2 MC17 MACHINE 2 MC18 MACHINE 2 MC21 MACHINE 2 1"1C23 MACHINE 2 MC29 MACHINE 2 MC45

PLJ\NJ 4 fAtHUCAlN PLANT 4 Pl<.OOUCT PLANT 4 SERI/ICE POLE 2 POLE06 POLE 2 P OLEl 5 PRESS 2 PRSU9 PRESS 2 PRS12 PRESS 2 PRSl't PRESS 2 PRS15 PRESS 2 PR517 PRESS 2 PRSlS PRESS 2 PRS23 PRESS 2 PRS40 PRODUCT 3 ASSEM8Ll'l PRODUCT 3 ASSEM8LY2 t-'

N

PROOUCT 3 CENTRAL w

PROOUCT 3 i-lISNCUS PRODUCT 3 PGLE SPINNING 2 SPN07 SPINNING 2 SPN0·1 SP1NN1NG 2 SPNlO SPINNING 2 SPl\12 SPINNING ") SPNl't L

SPINNING 2 SPNl5 SPINN LNG 2 SPN2J

08/22/82 OVERHEAU GF WLiRK UNIT

\-JORK UNIT LEVEL OVt:ktlfiHJ ( S>)

ASSEMBL¥l 2 288.60 ASSEMHLY2 2 473.31 BALLAST 2 40.26 BLS03 l 162.43 BL so-1 l 110 .. 10 BlSil 1 83.33 t3LS12 1 2d8.80 BLS15 1 391.68 8LSl 7 l 118.82 tilSl9 1 36 .. 42 BLS23 l 246.03 BL S3.3 l 11o .. 40 BLS37 1 .P>1.2l. BL S't3 l lSU .. 89 CEI~ lt{Al 2 73.43 .CNT05 l 65.72 ...... CNT12 l 113.64 N

.i::-

FAilRICATN 3 151.-93 FINISHING 2 192.23 MACHINE 2 3.50 MC09 l 2D0.4'• MC15 l d4 .09 MC16 l too.oo MC17 l 35.90 MC18 i. 2J8.dl MC.21 l 201 .. 20 MC23 1 146.41 MC29 l 179.oO MC45 l 310.20 MlSNOUS 2 181.21 PLANT 4 1,037.78 POLE 2 l34 .. S2

POLE06 l lJ9 .. lt.J POLE15 l 130.4U PRESS 2 7 .. 80 PRUDUCT ] 249.eld Pl{SO'J l 252.()0 Pk 512 l 424.64 PRS14 l 307.14 Pi<.515 1 231.63 PRS17 l ll<J.69 PRS19 l 99.20 PRS23 l 153 .. 39 PHS40 l 80.70 SEl{VICE 3 110-14. 75 SPINNING 2 lG6.69 SPN07 l $136.59 SPN09 l 171.87 SPNlO l •n.uo SPN12 l 1C7.04 SPNlLt l 50.0l SPN15 1 lll ... 22 SPN23 l 108.()2

Pl* INV DATA (INPUT DATA Cf Il\VU>lTlJRY fllEj 08/22/82

ITEM NO

NRG121 PVLXXXXXXXX PVL0175Hll8

UNIT OF MEASURE

EA EA EA

INVENTGR't flU:

BASE COST { $'

212.35 66.25

183.13

C LJ;,i<EN I CC::Ol($)

200.01 dL..2~

214 .. 92

LPERAil~N

TlME(MlN)

jQ4.19 1~1.07 220.57

f--N \J1

Ql505 EA 69.5] iH. JJ 86.H5 13310340024 LB • 18 • 30 .. JO 13310600048 LB .62 .au .oo l 3 3 11 2 l 0 30 9 LB .. 25 .31 .OJ 13311300BLtS EA 1.21 L.53 .uo 13314900022 Lb 1.01 l,. 21 .oo 133149Qu03U LB 1 .. 12 l.56 .oo 13355000592 LB • Qj .06 .oo 13357400542 L l3 • 81 • 'i/9 .uu 14210530180 LB 1.21.l 1.36 .oo l't255ll0261 l !) 6.35 6.1; 5 .. JO l445S 700115 LB ... 36 • 10 .oo 2000117010"/ EA 6.35 l .. 82 2.64 2000l l 7lJ9iJl EA 6.20 7.1) .. oo 20001220118 EA 4.19 5.32 5.lti 20001229904 EA 3_,. l 'i '• .. 29 .. Ji) I-'

20001239903 EA .3.19 4.29 .uo N (j\

2000lj29803 EA CJ. 3 j l0o3.J .oo 2000132990l EA 9.3 3 lu.33 .oo 20101-'t 7 0118 EA 4 .. 21 ~ .. 84 3.11 2010147':1904 EA 4 .. 01 .5 .. 06 .JO 20·1so11J101 EA s ... 12 6.0i .. JO 21000 5 799~12 EA 2 .. 45 '•· 13 .. ou 2210.3930100 EA t.11 L.4o 3.26 221039'•0107 EA .21 .. 41 1 ,., ") • . iL-

22602600103 EA • 5o .71 3.S2 22700010113 EA 33.12 ld.62 d.17 22707870106 EA .15 • 2Ll .. 63 22lu8360ll.4 EA 21.20 26.25 13.64 22901130124 f:A • 51 .79 .. 13 22901140123 EA • 7 l .97 1.24 .22901280101 EA ,. 4 <J .60 1'" . '.)

22901300107 EA .40 .. 41 .,.49 23100790115 EA 20 .. 01 22 .. 53 2.2~

.LH00809908 EA .35 .51 .. uo 23103279900 £A 1,..21 1.50 .. Qi.)

231114699{)7 EA .09 .12 .,00 23lll68=j9()l [A .O'J .. 12 • l) l)

23112259901 EA .. l J .20 .uo 23112 329902 EA .12 .41 .JO 23 l l2't't9<J08 EA .06 • .U .uu 23112459'107 EA .. 1 5 .• 30 • OD 23112529908 EA .08 .11 • (Ii}

23113139904 EA F' .. ';I ') -

• L.0 .oo 23113249901 EA .05 .. 0 'j .uo 23113299906 EA .05 .OS • 00 LU 13519908 EA .. 15 .1::> • 00 "-'

N 23800269907 EA 1.00 l. o.3 • OU -..J

254DU019906 EA .. 50 .. 61) .co 25400209903 EA .12 .. 15 .Ou 2540260-)903 EA • 2:) .40 .. oo 2540334990.lt EA l.2d 1.9/ .. oo 25403469900 EA 3.12 3.98 .1)0 25500149900 EA 2 .. 11 3.22 .uv 26000969905 EA 3<$19 ::,.21 • ll v 26000979904 EA 1 .. 20 l .25 • LIJ 260010l:J907 EA 3 .. .lu 4 .. 21 • \)l)

2610J't29905 EA 12.25 LJ,. 64 .oo 26261410333 EA .55 .66 <;J? . "-

26261411555 EA 2 .. 73 J.21 7.00 26261411852 EA .35 .o 7 .dl 26261419905 Fl .13 .15 • i)t)

26261420936 EA .18 .33 .42 26261421265 EA .95 1. 0 . .3 ;9 42

26261421851 EA 2.32 3.24 10.JJ 2626142 990't FT .. 25 .31 .. 00 20261439903 fl .19 • 19 .00 26310819901 EA 35.16 51.26 • tJ l) 2640184990'• EA 12.91 15.Bt:l .oo 26 504 759901 EA .77 J... IJ 2 .l.lO 26504799907 EA • 81 l.ZJ .oo 2650481991)3 fl ,,. 75 .99 .. Ou 26505209806 FT • 88 1~2J .oo 26505329901 EA .76 .. 98 .. 00 26505549905 EA 8 .. 45 9. j .. .. 00 26550599905 EA .43 .5~ .JO 266005Qq903 EA 12.j'j l ~) .3 0 .Ou 26707279904 EA l. 02 1 .. 2 l .. oo 267013169906 EA .19 ,.] 1 0'"' • v

26706229908 EA 3.00 3 .. 26 .. Ju I-'

26708309908 EA 2.09 2.03 .oo l'V o:i

26802659902 EA .J9 l ... 21 .oo 2680J069'1U2 . EA .25 .. 29 .. 00 26803319901 EA 1.-11 1.56 .oo 26900889906 EA .. 20 .. 23 .oo 26905999908 EA .OB .JL ,.uo 26906219909 EA .oa .. 11 .oo 26906229908 EA .10 .15 .oo 26906329906 EA .04 .06 .uo 26906339905 EA .os .ou .oo 26906429904 EA .05 • 06 .uo 26906599905 EA .05 .06 .. co 26906989903 EA .10 .12 .oo 26907019902 EA o'· .. ;) • o ti .. oo 26907020107 EA 1.86 2.33 6.20 2690708~905 EA • 0.3 .04 .Ou

211ooul9'iu5 EA .05 .06 .oo 27100809900 EA .23 .30 aOO 27101049901 EA .39 3c • '.11 .oo ~7101099906 EA .12 .. 2j .ou 27800059904 FT .20 .29 .OJ 27800609907 EA .34 .49 .oo 2780080990.3 EA .. j~ .so .oo 60001.2U0504 EA .. 10 .94 L.41 60030511112 EA 46.25 '.)<),. 77 72 ... :W 60070D00406 EA 20.95 26.BJ 39.37 600-/0000703 EA 2.25 3.ll J.76 60104019901 LB 3.20 .3. 9'-J . (}() b020020990l LB .25 • '• l .OJ 60]00129900 EA .63 .80 .oo 60.301001206 EA .23 • '' l • oo I-'

N

6030200010H EA B.12 11.21 • ()J '° 60303119908 EA 5 .10 6.39 .oo 60305019908 FT .43 .62 .Ou 60306109905 EA 1 .. 21 l.Jj •LI lJ 60306119G05 FT .Hl .. l.J6 ,.oo 604J0000109 EA • b () .60 l.d'J 60't00000505 EA .. <JO • 8:> 2.34 60400019902 EA 1..,21. 1.52 .OJ 60 5 00 02 9900 LB .id .. 8d .Ou 60600039908 EA .. 88 . l. 21 .oo 60710319901 EA .. 13 .23 .. JO 60800109907 EA 9 ... 21 1.2.31 • 0 () 60800110102 f:A 1.2.5 1 .. <J 8 l."t't 601300119906 EA 1.05 1 • .52 ~uo

ou800129905 EA 2.12 2 .. OJ .Ju 60800140109 EA .. ol .b] .49 60800149903 t:A .. 43 .46 .oo

601300160107 EA .45 .. 4o 6080016(j':JQl EA .12 .. Li 60801050109 EA .40 '"Lt'I 6080l059903 EA .ou .09 -fo60 70501313 EA .OB .11 76623051019 EA .. 09 .. 11 7l.623190'tll EA .. 08 .U9 7662J45l615 EA .Jo .. 09 77 69 5260111 EA • iJ6 .06 77790080105 EA ,. 06 .Oo 789690lt2405 EA .. 04 .. 05 7468<'t0402 l l EA .. 03 .. 04 80011610406 EA 6 ·'t4 7,.42 80011770214 EA 6.74 8 .. 13 e0011g201oa EA 10.12 12.4d d00l'J5601U1t EA 22.10 21.24 dOU206tWl07 EA 22.l':i 2·t .. 96 80020730100 EA 4.9.3 6.27 911XXXXXXXX EA 8.20 9.21

Pl* MC DATA {INPUT OATA CF MACHINE FILEJ 08/22/82

MACHINE NO

71X773 74A532 75X457 T/l23l 77L32 l

YEARLY VALUE($)

$4,600 15,600 2,500 4,690 5,500

' MACHINE FIL£

ENERGY HO~RLY ~EIGHT

CODE C~NSUMPTION 1NUEX

ELEC a .. 21 5J ... O ELEC 4.5& l .. 0 hYDG l. 2? 15.0 ELEC l. •)5 15.0 ELEC 2. l lt ·15. J

1~19

.. OJ l.26

.. GO • GJ .oo .oo .OJ .OJ • uv .. uo .uu

14 .• 3 7 29.j;; 41.08

8.<jd t-' w

.1.J. IJ 0

9.2.9 .oo

771-1511 22,200 Elt:C 9.23 25 .. 0 77X256 3,330 El El .b8 50.0 77X323 1,900 DXYG 2 .. 32 25.0 tJlL097 1t' 500 EU:C 1.59 25.0 8ll419 a,ooo ELEC 3 .. 54 5.0 81L42 l 990 PETA 2.67 15.0 8ll423 8, 'Ji.JO EL£C 2.94 75.0 81L427 11,200 ELEC 3 .• 13 lGJ.O 8ll431 12,600 ELEC 1.58 30.G 81L432 4,250 ELl:C l .ticl 15.0 8ll433 9,000 ELEC .95 15 .o 8ll437 8,500 ELEC l.22 15.0 81L500 9,100 EU:C 5.12 75.0 81L 526 a,100 ELEC 5.45 10.0 81L527 7,500 ELEC 2.11 30 .. 0 ......

w Bll 531 o,soo ELEC 1.05 10.0 ......

81L533 9,500 PETB 2.u7 2:>.o 8ll536 u, 000 HYDG 2.34 50 .. 0 8ll559 10,500 fl EC 7 .. 31 50 .. 0 8ll633 25,SOO ELEC l0.2S 50.0 8ll635 6,050 ELEC 5. 6 SI 50.0 8ll691 12,500 El.EC 1.21 75 .. 0 BlL693 9,000 EtfC 2.36 7':.i .o 8ll707 15,200 GAS 3.24 15.0 8ll713 8,800 ELEC 4 .. 44 50 .. 0 81L727 15,300 PETA 3.62 50,.Q 81L732 9,800 ELEC 5.24 15.0 bll778 6,,000 ELtC 6.34 35.0 8ll783 5,900 ELEC 8.89 2.5.0 8ll788 12,900 fl EC 7.76 5.0 8U .. 833 8,000 El EC 12.l.JO 2.s.o 81L844 1,800 ELEC 15 .2 6 65 .. D

8ll85l 81Lt355 81L857 81L883 8ll923 dll 931 till 933 8ll957 iHL93l Bll 983 8ll987 8ll99l 8ll 993 81l995 l.HL1197

900 5,900 6,300

100,000 32,500 a,soo 4,230 9,200

12,500 81,200 4,200

52,300 .32,600 31,50{) ~8,900

ELEC El£C ELEC PETA ELEC ELEC ELEC ELEC EU:C ELEC Eu.:c ELEC El EC CXYG El EC

5.23 3.5J a.10 4 .. 25 .l.. 8·9 5.12 3.53 4 .. 86 4 .. J<;; l.~6

... u':i l .. 2~ 2.60 2.16 2.56

Pl* OP DATA (INPUT DATA Of OPERATION FllEJ

35.0 luO .. O 100.0 2540 l.~.o

2~.o

50.o .30. 0 lU.O 2.~ .. o 25.0

100.0 2.:>. 0 50.0 75 .iJ

08/22/82 OPERATION FILE (TIME M£ASUkEO IN MINJ

UPERAlION TOOL STANOARD MINlMUN lJ\UOK Lt\UGR MAtlHNt: i~O CODE TIME T HH: l IHE SKILL T iMt::

MAChl M:: NO ----------------·------------------------------------------·-----

118000 T3235 9 ... 81 a. 3u o.58 PH.SJ 1.6'1 Bll l U llHOOl T4Soo 2.23 2.23 2 .. 11 llLSl l .. ?L ull713 1UW02 T6628 1.92 1 .. BO l.83 l)L$3 1.55 8ll727 118003 T't566 6 • .13 s.aa 5.T/ HlSl 4 .. 96 81L732 1 ld00·4 T2342 l.62 1.22 1 .. 39 Lil SJ l. ~!) 81LY91 118005 T7549 .71 .11 • /5 LJLSl .12 8ll•::d3 118006 T7581 2.43 2 .. 45 2. itO PH.S3 2.39 dlUHi3 ll3J07 rt549 .42 .40 .32 Pl{S J .20 tllld5l. 118008 T4355 1 .. 1 u 1.05 • 5b PUS! 1.0.:; l:HU:b.5

I-" w N

11ti00 9 T32Jj 1.83 1.50 1 .. 3 <j PK .Sl L .. .J5 dlU.HU lldOlO T"lo2.3 3 .. o4 3 .. 50 J.bO PhSl 3. '.) 7 81L991 118011 T.3235 .. 92 ,.60 •Jo DR! l .. JJ 81UJ.5i 110013 T2342 3.26 3.20 2 .. 25 &JR I l j.0/ OLL ·hl 1 UH.33 Tl773 3.26 3 .. 20 2 .. <J6 ORlJ 3.08 7 7LJ2 l 118 l't4 12341 5.67 5.60 7 .. 1 '-i Ol\ I l 7.lJ bll~.L~

118200 14566 3.80 3 .• 80 L.15 w.:. I l J •. j 1 HX77J 110221 T7777 1.49 1.50 "'B 'j H-IPl • 32 d ll 855 118227 TJ235 1. 71 1.50 1 .. 52 ORll ... 7'1 8ll713 ll8229 1.20 .-YO .91 THP 1 • d') 8lll:i'...i'.J 11BL3l f 7623 o.26 6.00 u.23 MHIJ 0 .• l l. 81Ud.J 118.254 T32J5 4 .. 33 1,.30 3. c;5 DH Ji }e96 B1.Lo91 118255 12347 .ug • 8 i) ,. 7 5 LJ{\ .l i. • Id till';)·-;):)

118260 T7549 1 .. 82 1~70 1 .. 11 j./.EC l l • '.) t} 75X't51 l l 8262 T4321 ~49 • :>O .J7 8LS3 • '-tJ ·11x11 J f-' w 118263 12222 l .23 l .. 20 l .. OJ CHf J 1.22 1.JlL69l w

llJ265 T78Sl l.29 l. 2() 1.2.0 U\F j l.lH 71X/7.J l l 326 "7 T6267 6.13 6.00 2.2s ASSl 5,.JJ 71X773 11826 8 T7623 .44 ·• LtJ .32 iJLS l ·• 3' 71XJ73 lld269 T 83.J9 10.40 7.oO •) .. 19 MCFJ G .. .!.3 o l.L99'..i 118271 T9233 .29 .. 20 .27 ORI:J .lJ d1Lb:i5 118278 T3981 3 .10 2 .. 90 2 .. li.J DK13 J .. J..J hlLci".>j 118766 f7623 2.90 2.80 2.0'.> ORll 2. dSJ 111\UJ llddOO f4355 l.Ba 1.50 l.dl:l PLJNJ l. 7 (j olL72./ 118911 T3981 2.so 2..50 l .. 9 (j 1> i\ ;) 3 2.32 rHL·93J 119133 TJ2JJ 1 .. 92 l. 80 1. 9 i. PLJNl l .. ·)\) 7 7L2.3 l 119200 T !t5o6 • '•9 • 4 (J .. 40 PUIB .112 <lll63.J 119221 f6267 1.26 1.20 1 .. 20 PRSJ 1 .. 22 81LdS5 119227 I23't2 .92 .10 .. ill PlJi\ 1 .. Jd dl L 78J 119229 T432L 10.13 8. 00 '.j .. 01 i·-IC f 1 U.)5 dll6JJ 119231 f 3981 l.18 1.15 l • l.l. CHil 1.02 8ll993 ll925't T25&3 6.17 s.ao 6. ·10 BLSl 5 .. 7 'j l lkl 13

119262 ... 92 .9u • ~.10 CRf l .dd 11x1 l.J 119265 T7623 3.56 3.30 3.33 lllPl 3 .21 / 1X77J 119267 T3981 1 .. 92 1.80 l. 8 C) A:>S1 l. 56 -nxrn 119269 T7777 3 .. 00 2.Bu 3 ... JO Pl{Sl "2.. 7 7 Bll99J 119166 T4566 5 .. 63 5.50 5 .4J PRSl 5.55 7lX77j 119 dOO 11 ... 355 1.37 l .. 3J 1.32 PKSl l ) J •L..·J l LX 113 120133 T398l .. 75 .56 .s2 !3l s 1 .. -10 dll'J~l

120200 T4261 5 .. 18 5.10 4 .<J'-) Bl.Sl 4. 86 17L2J l 120231 T7923 2. 36 2.30 1.99 BLSl 2.12 dlL':;-13 12025 4 T6o28 1.31 6,.30 6.36 MC.f 1 b .21 tilL421 120262 .81 • 80 .81 PUNl .Bl B lL 5J3 120265 T2342 2 .. 36 1.80 L.06 1-{fCl 2 •. n. 8J.L421 120269 3.78 2 ... 1.5 3.55 BlSl 3.18 8ll9~:U

120760 T-13bJ J.56 3.SO 3.33 ASS 1. 3.12 Hll 70/ 120800 T2222 3.26 3.00 3.25 BLSl J.02 hH .. u.:13 121133 T!773 .. 49 .. 30 • 30 PUNl "'1..-1 • dlL9bJ ...... w 121137 T"l623 .43 ' ") •"'*'- .43 LRf J .JO ~

121142 T 1713 ll .. 8H 11.88 LL. d 1l PRSl ll.52 (:SJ.l')Jj 121167 T2342 l.08 .95 .. 96 {Ji{ i l l. 02 8ll':ii91 121175 T2342 .. 54 .so • 52 D!<Il .43 Bll'.i9J 121177 T2342 • 33 .ao .B2 DRll .30 dl.Li9J. 121183 T7549 9.61 'i.60 9,,. 6/ ORI l 9.66 Jlli:.c:1 l 121191 T7549 '• .. 87 3.Su 4 .. d 7 DRI3 ~. o2 tHL9-Ji 121195 T7549 .11 .11 .11 Ortll .12 dll':Jjj 121197 T2342 l.26 1 .. 20 l.2::> Oi{ 11 l.2J i:H .. UJ':H 121200 T7623 l.64 1.so 1.62 01-\I l l.-63 8 ll 99 / 121203 J.3233 1.03 1.00 1.00 UR I j .. JJ 81L9dl 121205 T3235 1.83 1.50 1.79 .l)j( 1 L 1 .. L'l 81L53i. 121206 T7851 J.43 J.45 3.42 PLJNi 2.3d 81L3dJ 121207 TJ235 .92 -e60 .91 PUNl .. 92 HlU:l57 121208 T4355 l.18 l,. 05 l.05 Oi{ I l L..1.8 olUb:. 121209 T754<J .42 .40 .25 BLSl • 4J iHL d5 l

121210 T2342 5.o2 4 .. 62 5 .. 50 JLSl 5.25 olV'J59 121215 TJ623 1.12 1.08 1.12 8LS1 .. J8 tHld51 12121 7 f 6267 l .. 44 1.43 l .4 1t 8LS3 l.J j 8 iL8 1t4 12122 7 T45u6 3. 1.3 2.-80 2. 98 BLSl J.uo 81L~31

121228 T 7J:;1 3.73 3.40 3.71 PUNJ.. J.56 tilllOl 121229 f 9233 8.16 7.lJ 6.12 BLSJ -, .. 02 d lL I BJ 121230 T9233 40.2 7 38.25 39 .. 00 dLSl .:.>8.12 olL9dJ 121231 T6628 4.92 4.80 4.88 PhSl 4.8b 81L559 121232 T4566 2 • .23 2.2.1 1. 97 PHSl 2.23 a lL t lJ 121233 T4261 .50 .4J .41 Pi{S 3 • 'i 2 o l L42 1 121234 13235 2.31 2.10 1. CJj Pl{$ I. l.dl d1L69J 121235 T398L .99 .JO .~J PkSl "89 Blli.i91 1212.37 T 3'181 4 ... 25 4.22 4 .. 2J PRSl 4 .. .L1. dlU:.dS 121239 T2:>63 5.33 5 .. 30 5 • .JO PUNl 4 .. 62 dll63J 12 12.50 Tl.713 1.89 2 .. 00 1.80 DRI5 1. U.5 8 LL<; d l. .......

u.i

121254 T2347 8.29 a.oo 8.25 OH13 1. 33 <llL7u3 \J1

121256 T7549 1 .. 82 1.50 1. Ui PLJNl L .o9 bllldd 1212b0 T2222 11.11 10.15 11 .. 05 PUN3 12.05 JLL9'11 121261 T4566 4.23 4 ... 30 3.96 PUNl j .2:.i ulL':J'17 121262 TT111 10.J7 il.35 12. 3 I Ukil i.l.i8 llll't3.J 12 1263 T.3235 1 ... 73 l.60 1 .. 73 l.JA{ I.3 L.55 dll69j 121264 18339 2.05 l.90 2 .. 00 Di~ I l L.38 bl.l'.iJl. 121265 14355 18 .. 12 18.12 i-:.•;u iJL Sl 16.12 81L~:.d

121L6b. T9393 l.01 .60 • /8 ASSl l.OU 31L559 121261 To267 21.78 18.75 19.43 BLSl 17.~6 rn-1511 12l26H T93B3 .90 .90 .ua A.SSL • '.>6 ·1 U-1511 121269 T4566 .97 .85 .4 j PdN3 .lb 81L437 121270 T4321 6 .. 23 6.20 6 .. 2.0 t.,UNJ 6 .• 15 8LL4.3l 121271 l7623 5.,69 5.65 '•. 6 7 PUNl. ~-~6 8l.Lj31 i21r12 T6267 • 93 .90 • 93 PUNl •'JU illlgJl 121275 13981 3.16 3.16 3.16 PRSl j .. 00 81 L'tl] 121278 lJ623 .. 88 .el 3 7'J PK S l 5 ') • L. 77M5li

121290 fit261 J.OJ 2.80 2.·i[j PK.SJ 2 ... 22 filL9;)( 121295 T3981 .. 92 • <j 0 • l:j') Pfl.Sl .79 Ull995 121600 flt261 2 • .39 2.Ju 1 .. ':19 llLSl 1 .. 26 /7M511 121601 T7623 .. 89 .85 • 64 dlSJ .80 8ll778 121602 T256.J 1.18 1.15 l.13 ul5l 1.12 till4Jl 121603 T4566 1.23 l .. 20 l ... 2U CRf l 1.02 iHLJ51 121604 12222 5 ... 36 4.33 5.33 MH15 5.00 JU .. 4::S3 121605 T't26l .. 21 .30 • 2. I PuN:l • 2. 7 81L987 121606 17549 1.26 1.20 1.25 PUl\il 1.00 BlL69J i216.n 19233 1 .. 23 1 .. 21 lo23 PUl\l l .1JO 8ll693 121608 lO.ul ').00 1 .. 93 AS SJ. u .. .'.J<'.J 8H .. 95l 121610 16628 3.13 2.ou 3.13 lJ-lP 3 2. ::u 7'tASJ2. 121766 .ao .80 .53 ASSl • 11 d 1L.7 8J 1217:l6 T7851 3.29 3. 1(1 2 .. 76 PUNl 3 .. 29 T/M5l l 121800 rr111 6.L::i 6.20 4.32 i)l.J N l 6.00 dll ':>S9 121813 17623 1.26 l. 2 () 1 .. 22 PUNl 1.20 Hil42J f-'

12213.3 T7549 .6.3 .60 .60 PUN3 .62 till732 VJ

°' 1222.H T762::i .92 .. diJ .92 BL Si .88 8 lL 6Jj 1.22262 TLt566 1 .. 00 6.70 6.89 tll.!:>3 5.82 bl.l70l 12226 5 14566 1.40 1.20 L.~3 Ckf 3 l.ij llX323 122269 17623 l.d9 l.. u 5 1.. 23 BLSJ 1 .. 25 i:HL4J i 1222 10 T11Tl ,. 1 a .lB .7B ASS3 .78 7 7M5 l l 122271 T6267 • 76 .80 .1b CRFl .52 751.457 122278 T9233 25,,.lt2 24.4S 2'•. 25 N<.SJ 22. 1t0 1 hbil 122600 T6267 2.99 2.95 2.78 PH.Si l .. '] 1 171-1511 122603 f432 l 5 .. 42 4.45 4. 02 •"'lCf 5 3 .. 't l dll77d 12260'~ l62o7 L. 89 l .. 60 l • l'J MCF.3 1 .. 23 8ll41-'.J 122608 l .. 23 i .. zu i .. u9 ASSl 1.2J 81L95 I 122911 T1623 1.76 1.,75 1 .. su 0Kl5 1./6 BlL98J 122913 T9233 .. 91 .. 50 • <J l LL S 3 ,.45 l:lllbSJ 123231 T754<J .97 .. 86 • rn PUi'-41 .. 76 81L5.H 123262 TTf71 20.88 20.85 19.80 PUN.3 9.12 81Lof.j2

12:)265 T9393 .88 .88 .65 ASSl .. cl d 123209 T3981 6. 71 6.70 6 .1.3 PKS::i o.25 i.HL4.3 I 12J271 To267 .. 49 .so .46 A.SS3 .4J 17i'15 l l 123600 19233 2.21 2.22 L. :rn PUN3 2.21 8ll~33

123003 12347 4.23 4.20 3 .. 99 THPJ j.79 ti 1 L-1-32 123604 T7623 • 92 • 50 .uu LRfl .42 Bll4J3 123608 T9383 1.23 1.20 1 .. 23 ASSl 1.20 8llOS7 12't2 31 T398l 2,;,92 l.. <J a 2.12 ASS:S 2.'J2 8ll'J2J 124262 T2S63 ,.42 .45 .3) KEC1 • 3ti 8ll7/8 124263 T6267 1.92 1.70 1.88 PHSl 1. 3.3 dll /BJ 124269 5.26 5.20 5.llO PRSJ 5.20 8ll77B 124272 T923.3 2.40 2.00 .2. -'t 0 PUNl 2.02 dlL9iH 124600 T7851 • 8<1 .80 .76 PUN3 .. 00 dlLo93 124603 T 83.39 2.40 2,.40 2.40 ASSJ 2.10 dll43l 124604 T398l 2.34 2.31 2.25 DxJ.3 1. 8 (j dll707 .....

w 124608 T2342 • (j<J 1.00 .98 fHP3 .32 tllLOY/ -...J

12 52 31 Tb267 l .. 45 l.20 1.35 IHPl 1.22 7:>X4:>J 12:5262 T7623 1.88 1.50 l.J~ PRSl l.25 tHL414 125269 T7623 6.20 6.20 6 .. 20 PR$3 lt.02 81L42.3 125272 T15 1t9 .,92 .do .. l 6 A!>S.3 .. u8 77M5ll 12.5603 T785l 1.28 1.20 1.19 THPJ 1.12 b ll 851 125608 T7549 .49 .3u • 4'> ASSl • 35 BlL95 l 126231 .ao .ao .lo Cl<Fl • 3') dll<:i23 126262 Tlll51 .92 .. BO .BY A553 .69 81L533 126269 T7623 2.92 2 .. 90 2 .. •jCJ LRF3 2 • .;;is iHLTH 126603 ll773 1.75 1-- 70 1 .. 72 BLSl l .. 25 Ull423 126608 T7549 1.63 1.50 1. 5'1 tilSl 1.63 Bll.419 127269 14321 3.81 3 .. 80 2..1'-J kEC3 3 .. lb d.iL<J .. H 127603 17623 1.09 l .. 00 1 .. OJ i..HU5 1.02 81Ld57 127608 T2342 1.Lt4 LOO 1.-42 DIUJ 1. 00 81L41'1 ~128269 T7623 12 .. 17 12 .. 20 12.09 CH.FJ 12 .. (H 81L53J 128603 l7623 2.lJ 2.oa 2. u. PUN3 2.03 8ll69J

128608 16628 • 't9 .44 ~49 PUf\IJ .46 ill L 7b Ll 129269 T4355 2.10 2.02 L.02 Uffl 2 .02 dll'dJ 129608 19383 1.19 1.2 !) .92 J.\'.>Sl 1.12 1.HL7d8 l3026';J T':l393 B .. 12 6 .. 90 Ll .. 02 ASSl (L, 0 l <llL693 13060cl T4355 1.2& .S3 l. L.o ASS3 1.25 clll•tl9 131269 f 754~ .3.10 2.32 3.10 PUNl 3.10 d l UH.l7 50Sl33 T't355 • 73 .10 • 7 l BLSl .. 10 dlL9bJ 50!>142 1323:> 3.52 3.Si.J 2.. .. I tl BLSl 2.ti5 7/L 2.j l 505200 T7623 3.33 3.00 l. ')3 lJRil 3.02 BlL527 505201 f 2342 3.22 3.70 3 .. 20 Oi<Il 3 .. 20 tilL7dJ 50'.>202 T3981 1 .. 83 1.81) l .. 80 OldJ i .2. 7 dlLl.1cU 50 5204 T6267 3.41 3.30 2.40 DHil 2 ..... ~5 t>ll5L6 505205 T2 J't2 3.49 3.50 :L, 4 7 llkl l 3.1-t] d ll 113 505207 Td339 1.83 i •. ~o 1.35 CH.f3 1 .. &2 dll527 505226 T9393 .1·1 .10 .. 12 ASSl .. 56 till526 50522'1 13981 1.. d8 L. 20 l,. tJ i'UN3 l.:>6 tHL521 I-' w 505230 T5215 2.43 2.40 2..J7 PUNl L.42 illlb44 CtJ

505231 T9393 .45 .45 • It J ASSl • 'tO 8 ll 841t 50 5238 T7549 2.31 2.,.JO 2. O'J BLS3 2.35 JlLtdJ 505239 T93B3 l.05 .. 90 1 .. OJ ASS l L.00 50525 4 T7623 a .. 21 8.00 8 ... U2 oL s l 8.01 J1.L527 505255 1.00 1. 0 i) • 79 ASS 1 • 'Jb 505260 T923J 3.76 ::; .. jQ 3.,5u BLSJ j., J5 blL~2u

505261 17549 .. <.)2 .85 - I') OHI5 .02 olL4J7 505262 ... id .so .63 AS Sl • 63 71Xj2..:) 505263 Ti ·1 73 1.99 l.:>u i.in Di<. l ] 1.5o 8ll/ti8 505264 T4.355 1.82 1.50 1. "/9 A:.>53 1.52 71xFJ3 505265 .92 .. 80 .92 DKll • (_)tj 74A532 50.:)26 7 l222L 1.88 l.8d L. 78 THPJ l .:i(. -/ 1tA532 505268 T2563 4.78 J .. oO 'i.65 BLSl •t. 63 7'tA532. 50':i271 T4566 1 .. 13 l.00 1. 0'~ Lil s :i 1..05 17X25o 50.5278 TJ'-J81 2 .. 21 2.JO 2.12 BLSl 2. 02 J1X32J

505300 T7623 l.J8 l.20 J.. iu HtPi l .. 27 74A.532 505350 T4321 3.41 2.i.JO 3.2:> ASSJ 3 e LIO IUhll. 505400 T8339 .11 .60 .11 CRf J .i.W .505450 T7851 l.19 1.00 1.18 PUNJ .uo 505766 11117 l.45 1.40 1.42 · UL S l 1.40 11X32.3 505776 f 4566 3.97 3.60 2.~8 PR.Si 2.So 77X256 505111 12347 .3 • ., 6 3.50 3.70 DRil 3.33 7JX256 5057ts9 12347 1.65 1.60 l.<>5 UH13 l .3.5 t:lL!t27 505800 T9233 1 .. 33 1 .. 20 1.2.5 PuNl 1.u2 C:Sll9Hl 506133 T6628 1.24 i.20 1 .. 20 PUN! 1 .. 24 8lL9CJ1 506200 18339 2 .. 64 2.60 2.52 8LSl 2 .. 63 tHl42 7 506201 16628 3 .. 77 3. ·10 J.25 BL.S l 2. 7/.J "/7Ll.21 506229 f 4321 10.88 10.50 10.16 R£C.3 1U.d2 8ll427 506231 12222 3.31 3.00 3.12 lHJ> 3 J • .25 dllcL:U 506265 13981 1 .. 82 i.a2 l .. Jd ASS3 1.~6 '14A532 .....

w 5062'71 13981 3 .. 51 3.50 3.2'' CK.Fl 3.22 77X25o \0

5072::H T7623 1 ... 92 1.60 1. 8':1 O.Rl.3 l.dd 1'JX4~1 ~0/265 13981 1.42 1.38 1.36 JHP.:3 1.42 74A532

Pl* PS DATA lSAMPLE INPUT DATA Of PJWDUCT Sli\UC:.TURE) 08/22/ 82 PRDDUCI STRUCTURE FILE --------------------------------------------

t' ARENT CHILO QUANTITY OP EH.1\- WlJKK PRODUCT PRODUCT USED TION NLJ Ui-JI T

----------------------~----. ------------NRG121 20001329803 1.1.luO 121200 MC4.5 NRG12 l 20001329902 l.OOu 121205 MC45 NR{;l21 21000579902 l.OOu 121210 MC45 NRG121 22708360114 1.000 121227 !"1C4.!i NRG121 231132499.01 4. 1)\.)\) 121231 MC4S NRG121 231132 99906 1.000 122231 ... 1C45 i\IRG121 23113519908 l.000 1232.31 MC't5

NRG12 l 25400019906 J.ouo 12125 11 t3l'.>JJ NRG121 26001019907 l.OOD 121200 r4C.4 5 NRG121 261.0:F.29905 1 .. 000 121261 MC45 NRG121 26261411555 l.OuO 121262 SPN12 NHG121 26505549905 i. two 121265 MC45 NRG121 26600509903 .I. .uuo 121266 MC 1~5

NRG121. 2670822'9908 l. .uOJ 121261 ASS E 1'1 b LY l NRG121 26803319901 l.ooo 12126B ASSEi'1blYl NRtil2 l 269008il9906 1.000 121269 MC 16 NRG12 l 26906229908 l .. Ou u 122269 MCl6 l\IRGl.21 269063.39905 l.UOO 123269 1"1Cl6 NRG12l 26907019902 i.oou 1242bCJ SP1"2 J NRG121 26907089905 l.DOO 125269 PRS15 NRG 121 27100019 905 .. 001 1212"/l MC45 NRG121 27800059904 .300 121278 AS.SEMblVl NRG121 27800809903 .001 1222.78 ASSEMtllYl t--'

NRG121 60030511112 l.000 i.21600 ASSEMulYl .l-' 0

NRGl2l 60070000406 l~OOO 122600 ASStMBLYl NRG121 7'168:i0402 l l 1-.00G 1217''6 ASSEMtllYl NRG121 80019560 l 04 l..OOJ 121800 HC4'.> PVLXXXXXXXX 2iJ001220118 1 .. 000 11821.)J ASSENBL¥2 PVLXXXXXXXX 20001239903 L,000 li920u MLu'J PVLXXXXXXXX 22103930108 l.OOJ 118221 i'4C 15 PVLXXXXXXXX 22103940107 1.000 11'1221 MC15 PVLXXXXXXXX 22901280101 .l .. vJu 11cl229 MC 15 PVLXXXXXXXX 2 2 c; o i 3 oo i a 1 2.000 11'12£9 MC09 PVLXXXXXXXX 23103279900 2 .. DOO 118.231 MCOi.J PVLXXXXXXXX 23 U.1469907 14.JOO ll.'j2Jl i'1C l d PVLXXXXXXXX 231116d9CJOl 2 .. 00;) J.2JL31 MCld PVLXXXXXXXX 23112259901 L1.QQQ 121231 rU..45 PVLXXXXXXXX 23112529908 2 .. 000 1L22.Jl MC.0':1 PVLXXXXXXXX 25403469901.) 1.000 ll92S4 A~) SEdbLY 2.

PVLXXXXXXXX PVLXXXXXXXX PVLXXXXXXXX PVLXXXXXXXX PVlXXXXXXXX PVLXXXXXXXX PVLXXXXXXXX PVLXXXXXXXX PVLXXXXXXXX P Vl XXX XXXXX PVU<XXXXXXX PVLXXXXXXXX PVLXXXXXXXX PVLXXXXXXXX PVLXXXXXXXX PVL XXXXXXXX J>VLXXXXXXXX PVUCXJ<XXXXX PVL0175Hll8 PVL0175Hll8 PVL01-/5Hll8 PVl0175Hll8 PVL0175Hll8 PVLOl 75Hll8 PVUH 75Hll8

26261411852 26261421851. 26505209806 26505329901 26 7072 79904 26708169906 26803069902 26900889906 26906229908 26906339905 26907019902 26907020107 27100019905 2780060CJ907 76623190411 76623'•51615 80011670406 80020 730 l 00 PVLXXXXXXXX 22700010113 25400019CJ06 25500149900 26310819907 20906329906 80011920108

l.OOJ l.UOJ 4 .. 66() l.OOiJ 1.•JOD 4 ... 000 l.000 l.DOO l .. OJO l.-000 1.000 l .. OOJ

.uOl

.001 l.000 4.000 J.000 l.JuO 1 .. OOJ J .. 000 1.000 1.000 l .. uoD l.JJ\) 1.000

118262 11 1:1262 lid2o5 119265 l1il2b7 li<J2u7 118268 119269 120269 121269 l222u9 12J269 llu271 lld27d 118760 119 766 llLJtjQO 12 uauo ildOOO lld227 U. 3254 11d255 lld263 118269 ll<lodO

Pl* SK DATA (INPUI DATA OF LABDk SKfLLJ 08/22/82 LABOR SKILL FILE

SKILL CODE

BASE RATE($)

CU!H<fNT RA n: ( i)

ASSEMi3Lll2 J.iSSH1Bl't2 i1S5£M!:lLY2 AS .:i f:.i'1~J L 'f 2 ASS£MULY2 A.)Sfi'18LY2 ASSU4BLY2 MC18 HC.ld MC16 MC16 ML16 MC15 MC l S ASSHl8LY 2 ASS f:)43l Y 2 ASSEMdLt'2 HC0-1 aLS23 BLS2~

Pl-i.S 14 PH.S14 PJ-.Sl't Pk~li

BL ')2..1

....... +--.......

ASSl ASS3 UL Sl !:3LS3 Ckfl CRf3 ORI l Df-<.I3 ORI 5 MCfl MCFJ MCf5 MHI3 MHI5 PRSl PRS3 PUN! PUN3 Rf.Cl REC.3 s 2 THPl THP3

6.00 12""00 1. 00

15.00 5.00

10.00 9 .. 00

12.00 17 .. 00

8.00 11 .. 00 17. 00 11.00 18 .. 00 o.oo

13.00 8.00

10.00 1.00

12.00 15.00 o.oo 8.00

a.oo 14.00 9.00

18 .. 00 1.00

13.00 11.00 14.00 20 .. 00 10.00 14.00 20.00 13 .. UO 21..00 10.00 16.00 10.00 13.00 10.00 14 .. 00 17.00 s.oo

10.00

Pl* TL DATA (INPUT DATA Gf TOOL flLEl Od/22/82 TODL FILE

TOUL YEARLY WEIGHT CODE COST($) INDE~f%)

I-' ~ N

Tl 77J 230 5.0 12222 ~o 10.0 12342 60 5.0 T2.34 7 120 5.0 f 2563 80 3.0 T3233 110 5.0 13235 100 5 .i.l T3981 190 4.0 T4261 40 5.0 T432l 50 i.o T4.J5.5 120 5.0 T4566 150 5.0 T5215 120 .5.0 T6267 110 5.0 T6628 100 s.o .......

,i:..

T75'.-9 110 s.o w T7581 320 5.0 T7623 120 5.0 1111"1 340 s.o T7851 210 5.0 T7923 230 5.0 18339 120 5.0 T9233 210 5.0 T9383 220 5.0

Appendix D. Data for Transaction Files

144

Pl* JOBl OATA (INPUT DATA Of SERVICES OUlPUf) 08/22/82 JL~l FILE.

l10RK UNIT

JOB NO JULIAN TIME JN HLUR M IH SEC THIE Ui.J l HOUR ivi li~ Sc(. NU DATE H,M,S H,l'·i,S

BLS07 A3032 82010 09-:2 5-3 l g 25 Jl 0'1-55-12 ':i CNT05 B3409 82070 Oti-00-UO d 0 :l-J.2-10 9 CNT05 1331 .. 0 9 82070 ll-.il-00 11 ll 12-00-JO 12 SPN09 C3090 82070 09-10-09 <; 10 9 ll-12-03 11 SPN09 C.3090 82070 15-19-12 15 J. 9 12 16-'•5-20 J.L,

Pl• JOB2 DATA (INPUT DATA OF NON-STANUARU PRODUCTS) 08122182

WUHK UNIT

BLSOl CNT05 SPhl09 SPN09

JOB NG ITEM OUTPUT

A3032 QL505 83409 QL505 C3045 202614118.52 C3090 262614103013

,H.JD2 Filf

IT EM lNPLJl

600305J.lli2 o JU 3 0 :.:i l 1112 2o906L1 ·J909 2690621':.1909

QUANTITY fli'dSHED

Jo.oou 40 .. 000

2•i-u .uou .320.000

P/* JOB3 DATA (INPUT JATA Of STANUARLl PKGDUCTS) Oti/22/82 JCBJ flLE

~WKK

UNIT JOU NO IT EM NO Q U ANT I I Y JUL 1 AN

LOfJ;PL £TE Tl ME

.JUL IAN UAft.

L.C240 l:.12240 822'-tO 822 !tO

----------------------------------r---------·------:-----·--------ASSEMBL Yl ir41222 NRG121 11.0uO 82Q9d ll.1J.4S

55 l.2 12 l iJ

12 j

4'...i 2. ll

.._.

.i:--Vl

ASS EM BL Y2 Al.212 PVLXXXXXXXX 15. JJ 0 82098 17.1.3.45 BLS03 Q9001 800207 30 100 16.000 820'.i8 17-13.'t~

BLS03 Q23't3 NRG12 l 3Lt .. 000 82093 17.13 .. 45 BLSO"/ 0512 7 QL505 8 .. 000 82098 l7.lj.45 8LS07 A5673 Ql505 100.000 tJ2l}98 17 .. lJ .. 45 BLSll G3434 2 2 10 00 l 0 1 13 121.L.OJO 8209d 17 .. l3.4S BLS12 C2312 22901140123 120.000 82i.Hd 17.13.45 t:H. S 15 S2390 23100790115 lll .. OJO 82098 17.Li.45 BLS15 S23ti9 22901130124 9u.uoo 8209d 17.lJ.•j'j BLS17 131782 23100790115 120.000 82U9tl 11.13.45 BLS23 C2312 PVL0175Hll8 112.COO a2o'iu 17. LL45 BLS3J C3412 QL505 .LOO~OJO u2o<Jo .17.13.4'..:i BlS37 AH967 QL505 145 .. 000 82 U9 d l7 .. LL45 BLS43 Al212 QLS05 lti<:J'"OOO 820'i8 17 .. lJ. 115 tH.S43 C4646 Ql505 43.0DU 82098 l7.lj.'i5 .....

.p-.

8LS43 H.3223 Ql505 3 7 .. UJO &2098 17 .. L;; ... 45 °' CNT05 51211 QL505 139 .. 0.JO U209LJ 17.13.45 CNT12 AU21 QLS05 HLJ.000 d2098 17 .. 1J .. "i5 FINISHING A9000 Ql505 210 .. 000 U20':18 17.lJ .. 1;5 MC09 Al2ll PVLXXXXXXXX 120 .. 000 d209ti 17.1.3."15 MC15 00909 PVLXXXXXXXX lcl0.000 82093 17.13.4:) MC lo A2090 PVL.X.XXXXXXX ld0"'000 8209d 17.13 .. 45 MC 18 A2090 PVLXXXXXX.XX 180.JUO 02008 ll.13.45 MC18 83409 PVLXXXXXXXX 4:>.oou 82098 17.LJ..45 MC2 l A'JOll 60030511112 165.00J IJ209d 11.13 .. 45 MC21 A9012 60010000406 12u.OOO 320'}8 17.13 .. 45 MC23 A2367 b 0010000't06 14Ya0UO u209J 17.lJ.4'..> MC29 01090 6007JJ00406 129 .. GOiJ 820?8 17.13.'t'.l MC45 A.3032 NRG121 D.iJOO ti2 J'hl 17.1.3 .. 45 MC4S C3090 PVLXXXXXX,<X 1.000 a20<:1a 1-/.l.J.4:> MISNDUS A89!2 soo2ooau101 l 7b .. OOO U2u9<l l7~13.4:i

MISNUUS 53 29li 80020730l0(J '10 .. 0d;J d209il lJ.13.4:>

P.OlEOo Du012 20001l.10101 l .dL. 00 U d2i.J')8 POLE 06 01211 2uJGl220118 111.LlJu d2J9d PGLE15 00912 20101470113 120.000 820'.J<l POLElS 00913 22103930100 90oUOO t>209U PRS09 OtNOl d0019S6010't 125.0Ju 82098 PRS09 51290 80019.560104 120.uLlO 82098 PRS14 A2312 PVL0175Hll8 lt':J.000 U209u PRSlS 01217 60001200504 l.20.000 820'.18 PRS15 Ul218 269C7020101 2-,0.000 LJ20')d PRS17 02312 6 0070000~ 06 200 .. 000 ti.20'Jd Pf.:.519 02.309 60070000406 ld0 .. 000 o209d PRS23 /\9089 26261411555 l'JJ.OuO d2i.dd PkS'tO 33434 80011670406 210.uJO 82 O'Jd PR540 A23l2 80020730100 110.0JO 820"18 SPN07 A2lll 60~00140109 119.000 82098 SPN09 06744 2626lldi852 120 .. 0Ju o20'Jci SPN09 06745 20261410333 200.ouo 820'.Jd SPNlO 87363 60030511112 80.0JO 82098 SPNlO A2309 U00ll770214 132.0DO o20':1U Sf>Nl2 H38bl 2626l't2l.851 ·JO .. uuu 82098 SPN15 C9087 6 00 3 0 5 l 1112 45.UOO BZOYB SPN23 Q2323 6 00 3 0 51111 2 L'.3 .. 0JO ti209t:i

P/* SCH DATA (INPUT DATA Cf PROUUCllUN SC~EUULE) 08/22/82

ITEM NO BACKLOG

NRG121 ao.oo PVLD175Hll8 i00.00 WL505 60.00

PkOOUCTJO~ SCHEDULE

lST ~·iK 21\!J WK

250 ... 00 60.00 135.00 li:l0.00 100.0() 150 .. 00

3tW lf..IK

30 .. i)(j 20J.1Ju 100.UO

l./.l;).4~

1-/.13."t.'.:> 17.13 .. 45 l /. l.3. 1t:.> l 7. 13 ~4.::> 11. l.J. 4 '.j 11.LL.45 17.1.i.45 17.13.45 11. L3 .. 4'.i J.7 .. lJ.45 17.13.4:.> l 7,. l.3o4'J 11.lj,_45 17 ,. l J .. 4:, l.7.13.45 17.l.J .. 4.'.J 11 ... 13.45 l.l. l3.4:J 17.13.45 lJ.13 .. 4:> 17.lJ.LJ~

4lli v~K

90.00 150.00 120.00

.:;lti WK

b5.(Ji.; lDU .. OJ 100.00

6i11 •'il',.

S5.Uu 'JO •. JJ oO~Ju

t--' +--......i

22708360114 .. oo ao.oo 50.0G 26261411555 80.00 120 .. 00 ':Jo .. uu 26907089905 30.00 64 .. 00 J4.0J 27800809903 50 .. 00 90 .. OiJ 120.uO 60030511112 -11.00 55.00 9/.00 60010000406 23.00 120.00 .. 00 79684(>'t02ll 33.00 J3.00 3J.ou 80019560104 32 .. 00 tn.oo 109.0Q 80020680107 34.00 109.00 123.00 80020730100 '•5.00 89 .. 00 56.00

90 .. uo iao.uJ 4u .. ou 20.00 23.JO 90.00 11 .. 00 112.00 06.00 89.00 67.00 54 .. 00 44.00 22.00 54.00 29.ULl

10':1 .. 00 .ll2.JO ti2 .. Ll0 91.00

l.~O .OO 120.i.H..l i.20.00

Ud.Ou 65.uo oJ.uli 33 .. 0u 54.00

J.ll.00 .'.:19.0U

5~. Ju n.uu 45.uu 39.(;J 2J.JO 67.0J "'•. 00 21.ou 23 .. uiJ 4~.uu

..... """ (JJ

Appendix E. Output Listings

149

Pl* ITEMCALL OUT {SAMPLE DUJPUT Uf ITE~ DlkECI cusrt 08/22/02

I T£1'1 N•J

l\IRG121 PVLXXXXXXXX PVLJ175HlU3 QL505 1:1310341)024 13310600048 13311210309 l33ll3J081t5 13314900022 13314~00030

133?5000592 1335 7400542 14210530180 142'..>5110267 1 1t4S5 700115

CUST( $)

282.o6l 85.173

217.584 87.JJO

• 300 • 800 .310

1.530 1.210 l.~)60

.060

.990 1.36() 6 • .lt50

• 700

Pl* OPV OUT {UVEkALL PARJJAL INPUT VALUE CJ= WLlR~ UNITS) OU/22/82

\~ORK ING UNIT

ASSH18L Yl ASSt:Mi3LY2 BALLAST UlS03

LABO){ INPUT ( $)

139. 84 454.dd 970.64 138. 80

CAP l L\l lNPUT(l)

10 3 .20 18 .. ~0

92d.92 23 .. 60

ENl:t<.l:JY lNPUf(;iij

4'.J. :>6 .. 03

4.132 .l)J

~ ln 0

BA..507 70.80 39,.1-0 .10 BL Sl l 66.'tO 16.9~ .. 01 BLS12 79. olJ 209 .. 20 .. oo 8LS15 66.au 324.80 .oo BLS17 79.60 YJ.20 .02 BLS19 .oo .36.40 • 02 Bl$23 149.23 96.40 .. 35 8L S33 80.40 JU .. 00 .oo BLS31 124.80 .32.40 .02 BLS43 114.08 4 1t. 60 .. o l CENTKAL 158 .. 08 83.64 11. 07 CNT05 52 .. 40 13.32 .oo CNT12 105.68 LuO .36 FABlUCATt~ 3 ,2 52. 98 3,160 .. ~8 21.70 FINISHING -rn. 56 ll0.4U J.,2"/ I-"'

IJ1

MACHINE 900 ... 24 125.10 .dl I-"'

MC09 98 .. 'tO 102 .JO .04 MC15 60.48 23.60 .01 MC16 126.00 34.00 .. oo MCl 1 .. oo 35.20 • -10 MC18 106.40 lJ0.40 .01 MC2l 171.20 36.00 .oa MC23 114.-'"0 32.00 .01 MC29 162. 80 16.80 .oo MC45 58.56 311.60 .04 MISNOUS L-I0.88 10 .oo .. 3.::i PL Ai\JT 5,810.62 4122't .. dti 3-41.58 POLE 188.80 55.l't 120.14 PDLE06 80 , • .ttO lu.76 .. JO POLE15 108 • .ttO 22.00 .. Ou PRESS 12-1. 76 <i45.36 3 .. 07 Pt{ODIJC T i.2~3.1.2 370 •. :H; ld5 .. 43

PH509 122.00 PRS12 .oo PRS14 130 .. 80 PR.Sl5 142 .. 00 Pi{ Sl 7 82.38 Pf-{519 81.20 PRS23 92 .. 40 PHS40 76 .. 48 SERVICE 97fL. 50 SPINNING 500 .. 40 SPN07 J4.96 SPN09 108.-40 SPNlO 76.vO SPN12 71.04 SPN14 .oo SPN15 76 .. 00 SPN23 84 .. 00

lJ0 .. 00 424 .. 2u 17u.00

d9 .. 6J 36.130 ld ... UO 60.HO 3. <;6

17.92 378.2\J 51.60 6.3. 20 l7.00 36.00 50.Uli 35.20 24.00

.oo

.,4Lt

.34

.03 oOl .. (j 0 .. l 9 .. 26

'i8.J3 5.84 .03 .21 .oo .oo .01 .02 .02

Pl• orv OUT (OVEKALL TOTAL INPUT VALUE Gf ~OUK UNilS) 08/22/82

WORK UNIT

ASSEMBLY! ASSEHBLY2 BALLAST BLS03 BLS07 8LS11 Bl.Sl2

TLlAL INPUT{$)

2trn .ou 473 ... H

l,904.38 162 .. 4,j 110.10 83.33

2d8.80

....... VI I'-'

Lil Sl 5 391.68 BLS17 118. 82 1:3LS19 36.42 BLS23 t'.'46.03 BLS33 Ll0.40 BLS37 157.22 SLS43 158.89 CEN HZAL 252.7') CNT05 65.72 CNT12 113 .. 6.t:~ FABRICA TN 6,'s35.32 FINISHING 192 .. 23 MACHINE l,626.15 NC09 200.44 MC15 d4.u~ I-'

V1

MC16 160.00 w

MCl 7 35.90 MC18 238.bl MC2 l 201.20 MC23 l4b .41 fvlC 2 9 179.60 ;4 C4 .5 370.20 MISNGUS ldl .• 2·1 Pl ANT 10,:HJ.JB POLE 364.08 POLE06 99.16 PUlE15 130.40 PRESS 1,676 .. 19 Pt<OLJUCT 1,809 .. 23 PRS09 252 .• 0G PRS12 1t24. 64 PRS1 1t 307 .14

PRS15 PRSl -1 PRS19 PRS23 PRS40 SEK VICE SPINNING SPN07 SPN09 SPNlO SPN12 SPN14 SPNl.5 SPN23

2.H.cd ll9.u9 99.20

153. 39 80.}0

1,094.7':) 884 .. 44 136.59 171 .• 37 93 .. 0u

10'7. 04 50.0l

111.22 108.02

Pl* PPTYTALL OUT (PARTIAL PRDOUCTIVITY MEASURED IN MlNUlE/UOLLAR) LBPR; LABOR PRODUCTIVITY CAPR: CAPITAL PROOUCTIVIJY ENPR: ENERGY PRODUCTIVITY

08/22/82 PARTIAL PkUOUCTIVllY MEASURES

~JORK TIME lABG~ LBPK CAP If AL CAPH. ENEi<.GY b'Wfli{ UNIT ADOE 0 (MIN) ( $ J ($) '$)

' --·----------------------------------------------------------·-----------ASSEH13L¥1 6J4.15 l.J9 ... 84 4.53 liH.20 6.14 45.56 lJ. 91 ASSEHtilY2 528.30 454.08 l,. 16 l(;J.40 28.71 .u3 17 1 61.0.0U BLS03 2 '16 .. 58 138.80 2.13 23.LJO 12.56 .03 9,dd6.JO BLS07 662.04 70.60 9 .. 35 39.20 16.88 • 1 (j bt6l:'.J.40 13L Sl l 4!J0.20 66.40 ·1.Ja 16.92 28.97 .01 49,02iJ.()l) BLS12. 74 .. 'tO 79.60 .. 93 209 ... 20 • 3 'j .oo ... uLS15 522.12 oo.aa 7. 80 324 .. 80 l.oO • ij I) >;c

~

Ln -!:"

Bl Si 7 l.17.60 79.60 t.47 j•:J.2J ..1.00 • u..'.'. 5 1 tioJ .. UO BLS2.3 J50.40 14 9. 2d 5.02 :io$ ... o 1.18 .. j~ Lrl4't.Uu BLS3J 610.00 8U.40 -7., 'iU )u.oo L0.33 .uo '" .... i:il$37 656-. 85 124. dO 5.26 32.'tO 20.21 .02 ..;2:rd4.2.'.JU BLS43 567 • .35 114.08 1t. 91 44.tlO 12.66 • l) l 5(J, JJ:;.dU CNT05 556 .. 65 .52.40 10.62 13 .. 32 1tl.1'J .Ju '/;.

CNT12 103.08 105.68 6.6':J 7 .oO 92.51 .. j6 l.,9S3 .. 00 FINISHING 584.23 10.:>6 7.4..:i 110.40 ::i .. 29 3.21 1/U.t.7 MC09 6:H.80 98 .. 40 6.42 102 .. 00 6. l. 9 • U'-t 15, 7'·J'J.Uu i"IC 15 660.60 60 ... 'td 10.92 23.60 2..7 .. ')9 • lH 60,Llbv.OO MC 16 514.20 126.0J 4.:.>5 34.00 16 .. tl8 .oo * MC18 928.80 108.40 8 .:>6 130.40 7 .. 12 .. iJ l 92,iHlU .. UJ MC21 497.35 171.20 2.c;o J6.00 13.131 .du "-' MC23 .280.12 114. 40 2.44 3.2.0U J. 75 • l.) l -".u,012.00 HC29 434. 73 162.,80 2.67 l6.8J 25.87 • J() 1t~ I-'

Vi

MC45 558.28 513.56 9. :> 3 311.60 l. l9 • J<t l j .. )~)] .u J U1

MISNOUS 505.56 110 .. 88 2 ... 95 1J.OU 50.55 • .3 ') l,2:J6.j(J PUlE06 443 • .30 8U.4J 5 .. 51 ld .. 76 23.63 .uo ;r

POLE15 745 .• 80 108 .. 40 6.88 22.00 33.90 • ij(J * PRS09 595.20 122.0l} 4 .. '37 lJJ .. 00 4.57 .a o * PRS14 623 .. 45 lJu .. ao ft. 7 6 170 .. 00 J .s 4 •. ~It l1dJ3.u7 Pl<.Sl5 50b.30 142.uO 3. 56 o-1.60 5 .6 5 .03 16,tl/6.60 PRSlJ 586.50 82 .. tld 7 .. 01 36 .. tiO 15.93 • (} l 5d~65u.uu

PRS19 399.60 8L,20 4.92 lti.LJO 2L .. 20 .. oo ,, PRS23 1 11 330.UO 92.40 14 .. J9 60.80 2 l .8 7 .19 7,JJJ .. UO PRS40 603.22 76."td 7.BlJ ]. -)6 152 .. 32 .26 2,::Jb).07 SPN07 19 .. 60 84.9t. .23 :.11.oG .. 3 7 .. Uj 653.::>J SPN09 562 .. 40 108.40 5. 1<3 6J.2J d. d'J .2. I 2,IJU2.'io SPNlO Sld.-31 /6 .. 00 6 .. 81 l LJJ _;Q .. 48 .Ju . .,.. SPN12 l 03. ][J -1i.04 1.<'t5 36.00 2.88 .JJ * SPN15 19.05 76.-00 .25 3::1 .. 2J .54 .02 4):)2.:)0

SPN23 173.95 H't .. uu <) .. 21 24.00 32.24 .. u2 Jt),691.':>0

Pl• LPfYVALL our (LAdOR PRODUCTIVITY PckfGkMANLE) LBPR: LABCR PRODUCTIVITY. GROWTH LAST: PkOOUCTIVITY GHOwTH OVtK LAST PERl~O.

GROWTH BASE: PRODUCTIVITY GRO~TH OVER BASE PfRlOO.

08/22/82 LAULR rRODUCTtVIIY MEASUKiS

~WRK

UNIT

PLANT

FA3R ICA Ti~ PRODUCT SERVICE

BALLAST FINISHING MACHINE PRESS SPINNING ASSEMBLV.L ASSEMBLY2 CENT HAL Ml Sr·JOUS POLE

BLS03 Bl507 BLSll

TOTAL VALUE ADDED ($)

121 ,188.20

99,388 .. 20 21,aoo.oo

.oo 40,448.52 4,335.66

34,206.27 13,162.96

7,23 1t.19 2,073 .. 08

'775.78 13,838,..74

4,8.35.94 276.46

9,5::>8.30 9,14o.S2

128.70

LABCR lbPR INPUTUJ

5,810 .. 62 20.8':.>

3 ii 2 52. 9d 30 ... 5 5 1,253 ... 42 l'/.:19

9 18 .5J cOO

9 70 .• 6<t 41.67 7d.5.0 55.ld

900 .. 24 j l. :J9 727.76 18.0d S00.'t0 H .4.5 139 .. lJlt l "• .. ci2 454.Bil l. /0 158 .. 0B bl..54 l 70. tW 2u.10 urn,, au l. 1t6

l3U.80 08.tio 10 .. 80 l29.ld 66.'tU 1..93

LA Sf LBPi{

GRC:-'WTH t3.A::it: LA$T LGt->i<.

v 1-{1.fo I li oA.Sl:

I-' \J1 O'

BLS12 46.07 79.60 .57 BLS15 61.5.37 66.88 9.20 BLS17 5,4(6.56 79. 60 61.·:.;2 BLS19 • oo .o.o ... .... t3LS23 2,252.39 149.28 15.0li BLS3.3 2,11a.ao 80.40 33.81 8LS37 8,283.19 124.80 66.J 1 BLS43 2,2.92.62. 114.0d 20.09

CNT05 3,906.88 52.40 7't •. ~5 CNTl2 9,931.86 105.66 93 .. 98

MC09 2,025.90 9U .. 40 2J.5t3 NC15 1,100.14 60 .. 48 llel.71 MC16 4,785.60 126.00 3 7 .98 ~

VI MC17 .oo .oo * -..,J

MC la 7,195.50 108.40 66.3 / MC21 4,023 .• 85 l 71 .• 20 23.50 MC23 3,702.65 114 ... 40 32.36 MC29 3,451.28 162.30 21.ltJ MC"-t5 1,341 • .35 58.56 31.44

POLE06 98.05 80.40 1 .. 21 POLE15 178.41 108.40 l.64

PRS09 712.00 122.00 5.EU PH.512 .oo .oo * PRS14 5,778.66 130.80 44.17 PRS15 162.87 142 .. 00 1.14 PRS17 605.50 82.88 7.JIJ Pl<Sl9 4,644.00 81.20 57.19 PRS23 574.28 92.40 6.21

PRS40 685.65 76 ... 48 tl.9o

SPN07 6.81.) cl't. <;6 .ou SPNt.)9 333.80 108. 1tu 3.a07 SPNlO 624.03 76~00 8.21 SPNl2 21.15 71 .. 04 .3Y SPN14 .oo .. oo * SPN15 298. 55 76.0U 3.92 SPN23 5,943.86 84.00 70.76

P/* CPTYVALL OUT (CAPlTAL PRGOUCTIVITY PEkFORMANCE) CAPR: CAPITAL PRODUCTIVITY. LAST CAPR: PRODUCTIVITY OF LAST PERIOD. GROWTH LAST: PRODUCTIVITY GRO~IH OVER lASJ PERIOD.

08122182 CAPITAL PRODUCTIVITY MtASuRES

L-JURK UNIT

PLANT

FAbRlCATN PRODUCT SERVICE

BALLAST FINISHING MACHINE PRESS SPINNING

TOTAL VALUE ADDEO ( $)

1211188.20

99,388.20 21,soo.oo

.oo 40,446.52 4,335.66

'.j4, 206.27 13,162.96

7,234.79

CAPITAL LAPR INPUT { $}

4,224.88 28.08

3,160.58 3L.44 .370.38 58.85

11.92 .00

928.92. 4.3 • .5 4 110.40 39.27 725.10 Ltl.17 945.3b 13.92 378.20 19.12

LAST CAPR

GHCWTii t:lASE LAST CAPJ<

GkU~.-JlH

bASt

I-' V1 00

ASSEMBL¥1 2,073.08 103.20 20.crn ASSEMBLY2 775.78 18.40 42 .. 16 CENTRAL 13,838.74 83 ~ 6'• 165.45 CENTRAL 13,838~ 74 tL:L.64 16 ~.45 MlSNOUS 4,835.<;4 10 .. 00 4B.1.59 POLE 276.46 55.14 5.01

BLS03 9,558 ... 30 23 .. 60 405 .. 01 BLS07 9,146.52 39.20 233.32 BLSll 128.70 16.92 7.60 BLS12 46.07 209.20 .22 BLS15 61.5.31 324.UO l..89 BLS17 5,406.56 39.20 131.92 BLS19 .. oo 36.40 • (J 0 BL S23 2, 252 .3 9 9o.4J 23 .. 36 I-'

\.J1 BLS33 2,718.80 JD.Gu 90.62. "° BLS37 u,283.19 32~40 255 .. 65 BLS43 2,2.92.62 44.80 51.17

OHOS 3,906.88 13.32 29J.30 CNli2 9,931 .. 86 7 .. 60 ,J06 .. (;2

i1C09 2,025.90 102.00 19.66 MC15 7..ltJ0 .. 14 23.60 3C4 .. 2'-f MC 16 4 1 185.bO 34 .. 00 140.75 MCl 7 .oo 35.20 .Du MClO 7,19~.50 130.40 55. l d 1"lC2 l 4,023.85 36 .. 00 111.77 MC23 3,102.65 32.00 115.70 MC29 3,451.28 16.80 20S.43 MC45 l,041.35 311.60 ?. {;o

POLE06 98.05 18. -, 0 5.22 POLE15 178 .. 41 22.00 a.10

PR$09 112.Ju 130.00 5 .. 47 PRS12 .oo 42't.20 .oo PRS14 5,778 .. 66 176.00 32.83 PRS15 162.87 89.oO 1.81 PHS17 605.50 36 .. 80 16.45 PKS19 4,644.00 18 .. 00 258.00 PRS23 5 74 .2 8 60 .. 80 9 .. 44 PRS40 685.65 3.96 113.14

SPN07 6 ... 80 51 .. 60 .13 SPN09 333.80 63.20 5.2d SPNlO 624.03 11.00 36.70 SPN12 27.75 36 .. 00 .11 SPNt4 .oo 50 .O,O .oo SPNl 5 293.55 35.20 8.43 SPN23 5.943.86 24.00 .247.66

Pl* LPTYVALL OUT (LABrul PROOUCTIVlfY PERFCRHANC[J HJPR: ENERGY PRODUCTIVITY. GRO~TH LAST: PROUUCTIVIT¥ GROhTH OVER LAST PERIUD. GROWTH BASE: PRODUCTIVITY GRO~TH CVER BASE PERlOO.

08/22182 LABDR 1-'RUllUCT l VI TY MEA SUt{E S

WORK UNIT

PLANT

TOTAL VALUt: ADDEO {$)

121,188.20

EM: RG 't EN P1{ INPUT($)

341.58 J54.78

L~ST

iNPR GROWTH dASt

LAST l::NPI\ G1<u1~lH

l3ASL

..... °' 0

FABRICATN 99,388.20 21.16 4,567.47 PRODUCT 21,aoo .. oo 185.43 111 .. 56 SERVICE .oo 98.33 .,..oo

BALLAST 40,448.52 4 .. 82 8,391.80 FINISHING 4,3.35.66 3.27 1,325.88 MACHINE 34,206.27 .81 4L ,2.29 .• 9(,

PRESS lJ,162.96 3.07 4,287.60 SPINNING 7,234.79 5.84 l,23d.d3 ASSEMBLYl 2,073.08 45.56 45.50 ASSEMBLY2 715,,. 78 .03 25,359.33 CENTRAL 13,838.74 ll.07 l,25CL.ll MISNOUS 4,835.94 .. 39 12,J9<1.d4 POLE 27b.46 120.14 2.JO ....

°' .... BLSOJ 9,5.5d .. 30 • 03 * BLS07 tJ,146.52 .10 '1l,Lt6~ ... 2Q BlSll 128 .. 70 .. 01 12,870.JO Bl512 46.07 .oo *' BLS15 615.37 .oo '* BLS17 5,406.56 .. 02 '" BLS19 .oo .02 .uo BLS23 2r252.39 .35 6,4.15.40 BLSJJ 2,11a.ao .oo * BLS .. n 8 ,283.19 .02 * 8LS43 2,292.62 .. 01 * CNT05 3,906.88 .oo * CNT12 9,931.86 .36 27,581:J.50

MC09 2,025.90 .04 50,047.50

MC15 7,180 .. 14 .01 .._ ,,,. MC16 "t17tb .. 60 .oo ,;~(

MC17 .oo .10 .. uo MC18 7,195.50 .01 * i"lC~ 1 4,023.85 .. oo ·" ... MC2.3 3,702 .. 65 .01 * MC29 3,'.-5L.28 .oo 4 MC45 l,d41.J5 .. 04 46,033.15

POLE06 98.05 .. oo * POU:l 5 178.41 .oo * PRS09 ·112.00 .oo * PHS12 .oo .. 44 .oo PKS14 5~778.66 ,..34 16,9<.;6 .. 05 PRS15 162 .. 81 .. 03 5 ' 112') .. uo ~

CJ\

PRS17 605.50 .Ol 00 1 550..,lJO N

PRSl 9 4 t64Lt .. 00 .oo 4

PR::i2J 5 74.l. 8 .19 3 1 LJ22.52 PRS1+D 685 .. o5 .26 '2.,631 .. .ll

SPNuJ 6.80 .03 226.06 SPN09 333.80 .21 l,23t...2') SPNlO 624 .. 03 .oo * SPNl2 2 7 .. 75 .. oo * SPN l't .oo .01 .oo SPNl5 29U .. 55 .02 14,927 ... 50 SPN2J 5,943 .. 86 .02 .. ...

Pl* PPTYVALL OUT (PARTIAL PKGUUCTIVJTY MEASUKtO IN $/$) LBPR: LABOR PRGDUCTIVITY

CAPR: CAPITAL PRODUCTIVITY ENPR: ENERGY PRODUCTIVITY

08/22/82 PAkTIAL PNUUUCTJVITY M~ASURtS

----------~- ..... --------------·--------------------·----------·-vJORK VALUE LABOR LilPH CAP IT AL C.APf" ENEKGY fNPh UNIT ADDED ( $) INPUT I NPUl l NPU'i

----·---------------------------------------·---------·------------------... ----ASSMEBL Yl 2,073 .. 08 139. 84 l4a tJ2 103 .. 20 20.0ti 4.5 .. 50 .-..:i .. ~o ASSEMBLY2 ·775.78 454.88 ii. /0 li.l.40 42 .. 16 ,.1)3 25 1 ti59 .. :D BALLAST 40,448.52 970.-64 41...67 92B .. 92 43.54 4.82 o,J'il.8D BLS03 9,.553.30 138.&0 68.80 23.60 405.Dl .U.:.l :~:

BLS07 91l't6.52 10.ao i2·:1 .. 1a 39 .. 20 233.32 .. 10 91,465.2(.) BLSll 128.10 66.40 l.93 16.92 7.60 .01 12,o7ll.OJ BLS12 46.07 79 .• 60 .57 209.20 .L2 .uu * ~

"' l:>lSl 5 615 .. 31 66 .. 88 9.2C 324.-<lU l. 8-J .. Do * w

BLSl7 5,406 ... 56 79.60 01 .. g2 .3').20 137 ... 92 • 02 ~· ... 6LS19 .oo .oo * 36.40 .oo .02 .. Ou BLS23 2,252 .. 39 l49.2Cl 15.Jd ~o.40 2.3 .. 36 .35 ~.43':> .. <tLl 8LS33 2,:na .. so 80 .... 40 :n. dl J().,i)i] 90 .. 62 .GO * BLS37 8,283 .. 19 124.80 6(,.37 32 .. 40 255.65 .02 ,, BLS43 2. 2CJ2 .• 62 114.08 20.iJ(j 44 .. 80 51.17 .Ul ~

C E:NT R Al 13,338 .. 74 15a .. oa U7 .. 5Lt b 3. 6'4 105.45 11.. 07 l ,2:>u.11 CNTu5 3,906.88 52 .. 40 -/4.55 LL.J2 293.30 .oo "' CNT12 9,931.86 105.6d 93.r-Jts 7 .. 601,JOo .. 82 • .3 (; 21 ,.5tid. Su FABRICATN 99,388.20 3w252.9d 30055 J. 160 .. :>ti 31.44 21. 76 4,561.'t1 FINISHING 4,33.5 .. 66 78.56 55 .. 18 110. 1t0 39.27 3 .21 1,325.ud MACHINE 34,206.27 Y00 .. 24 37.~9 725 .. 10 47.11 .bl 42 J 2.29 .. '.~6 MC09 2,025.90 98.40 20 .. :io 10.2.0J 19.ou .u4 5J,647.5u MC15 7,180.14 60 .. 48 118.ll 23.60 304.24 .. 01 ~ .... MC16 4, 785""60 126.00 37 .. 9cl 34.uO 14 o. 15 .uu * MC17 .oo .DO * ~J':) .. 20 .Ou .70 .lH)

MC18 7,195.50 108.40 ll6. 3 7 l3u .. 1tu 55.18 MC21 4,023 .. 85 171 .. 20 23. 50 36.00 111 .. 77 MC23 3,7u.t..65 114.40 32 .. Jo 32 .• uo 11~.lU

MC29 _i,451 .. 28 162.80 21.19 lo.Du 205.'+3 MC't5 1.,841.35 58.56 31.44 Jll, 60 5.90 MISNOUS 4,835 .. 94 170.88 2d.JO 10 .. uu 483.~9

PLANT 121,188 .. 20 5,810.62 Lo.vs 4,L.L''t .. 88 28.08 POLE 276.46 18tL.80 L.46 55.14 5 ... () 1 POLf:06 98.05 80.40 1.21 ia.10 5.;2:2 POLE15 178.41 108 .. '10 1.64 22.00 3 • l (J

PRE SS 13,162 .. 96 121.10 18. OB 945.36 13.92 PRODUCT 21,aoo .. oo 1,253.42 17.-39 .nJ.jl:j 58.oS PRSu9 712.00 122 .. 00 5.dj lJO .. 00 5 .. 47 PRS12 .oo .oo * 424 .. 20 .• Ju PRS l't 5,778.66 130.80 44. l 7 176.00 32.&J PRS15 162 .. 8 7 l't2 .• 00 1.14 89 .. 60 l. 8 l PR Sl 1 605.50 82 .. DB 7.30 Jo .. tiu 16.45 PKS19 4r644.00 a1 .. 20 57.19 ld.00 2j8.{)J PRS2:1 574.28 92.40 0 .. 21 60 .. UO ~ .. 44 PRS40 685.65 16. 118 U.96 3. 96 17.J.14 SERVICE .. oo 978.50 .oo 17 .. 92 .oo Pl* PTVTALL OUT (TOTAL TIME PRODUCTIVITY MEASUREU IN ') 08/22/82 TOTAL TIME PRODUCTIVITY MLASURES --------·-----------------------------

WORK LEVEL Gf TOTAL TIME UNIT WORK UNIT PRODUCTIVITY(')

ASSEMdl'll ASSEMOLV2 UALLAST Bl SOJ

2 2 2 l

132-.ll 110.06

92.67 61.78

.01 ~ ..

.oo * .. 01 " .JO * .Ott 'to , 0 3;),. 1 S

.39 1 2 I . .J ·.;; 9 .. 81t

341.50 J:>4. I u 120.14 2~ ;.J

.oo ;~

.oo * J .. 07 4,2c.i/ .. 60 l HS .43 117 .. 'iu

.. oo ~ . ... • 4 't .oo .34 l6,9~o.u'..I

.Qj 5,429 .. 01.i -°' ... Jl ou,:.15\J.JJ .i::-

• \Ju * • l •j J,u.22 • .'.:>~ .26 2,,.d7.U

'j8.J3 .JO

BLS07 l 137.92 BLSll 1 102.12 BLS12 l 15 .. 50 8LS15 l lOB.77 BLS17 l 24 .. 49 BLS19 l .oo BLS23 l 156.33 BL$33 l 127.oa 13L 53 7 l 136 .. 84 BLS4·3 l 118.19 CENTRAL 2 '.15.99 CNT05 1 ll.5.'J6 CNT12 l 146.47 fABRICATN 3 95.46 FINISHING 2 121.72 1--4

°' MACHINE 2 118.45 Vt

MC09 l J.31.62 MC15 l 137.62 MC16 1 119.62 MC17 l .oo MC18 l l93.4<J MC21 1 103.61 MC23 l 5.8.35 MC29 l 90.56 MC45 l 116.30 MISNOUS 2 105.32 PLANT 4 74.d9 POLE 2 80.80 POLE06 l 92'"'35 POLE15 l 155 .. 31 PRESS 2 102.06 PRODUCT 3 90.08

PRS09 1 124.0Q PRS12 1 .oo PkS14 1 129 .. 88 PRS15 l 105.47 PRS17 l 122.18 PkS19 l 83.25 PRS23 l 277.08 PRS40 1 125 .. oa SERVICE 3 .oo SPINNING 2 57.55 SPN07 l 4.08 SPN09 l 117.16 SPNlO 1 107 .98 SPN12 l 21.60 SPN14 l .oo SPN15 l 3.96 SPN23 1 161.2J

Pl* PTYTIO OUT (TOTAL TIME AODEU FOR NON-SJANOARU PRODUCTSl 08/22/82

~WRK UNIT

BL507 CNI05 SPN09

ADOEO TIME(MINUTESl

434.10 578.80 4od.BO

P/* PTYVALL DUJ (TOTAL FACTOR PRODUCTIVITY MEASURED JN $/$) 08/22/82 JOTAL PRCOUCTIVITY MEASURES

....... °' °'

~WRK TCTAL VALUE TOTAL VALUE TOTAL FACTL.'{ UNIT ADOfO ( $) lNPUI ($) ~rtGOUClIVITY ·---------------------·-------. ---~--------- -------·-----------

ASSEMi3LYl 2,073 .. 08 288.60 7.ld ASSEMBLY2 115.78 4/3 ... 31 1.63 BALL AST 40,448.52 l 1C:JLJ4. }d 2l-.2J BLS03 9,558.30 162 ·'t3 .58.84 8LS07 9' 11•6· 52 110.10 83.0"l BLS.11 128.70 83 .. 33 1 ... 54 t3LS12 46.01 288.80 • 15 BLS15 ' 615.37 391.68 l.51 BLS17 5,406.56 118 .. d2 45.SO 13LS19 .oo 36.ft.2 .oo BLS2.3 2,252.39 246.03 9.J.5 BLS33 2.118 .. 80 110. 110 ;u ... b2 I-'

°' BLS37 8,283 .. 19 157 .. L..2 52.68 '-l

BLS43 2,292.62 158.39 14.42 CENTRAL 13,838.74 252.J'J ?4 .14 CNT05 3,906.88 65.72 5S.44 CNT12 9,931.86 ll3 .. o4 ~n .3') FABRICATN 99,388.20 6,435.32 15.44 f INISHING 4, 3 35,.., ob 192 ... 23 22.55 MACHINE 34,206.27 1$626 .. l~ 21 .• 03 MC09 2,025.90 200.'t4 10 .. 10 MC15 J,180.14 d4.09 85 .. 38 MC16 4,785.60 160.JO 29.(H MC17 .oo .:15.'10 • 00 MC18 7,195.50 .23ti .1H 30el3 MC21 4,023.85 2C7 .. .ZiJ 19 .. '12 MC23 3, 702 .65 146.41 25.28 MC29 3,451..28 l }':j,. 6 0 19 .. 21 MC45 1.841.35 JhL.20 '•· 97

MISl\ICUS 't,835.9'• 181.27 20.67 PLANl l2lrl88 .. 20 10,37/ .. 0d 1!.67 POLE 276. 116 364.08 • 7 'j PUL[Oii 98.05 '9'i.i6 • <J 8 POLE15 178.L,l 130.40 l.J6 PRESS l3,162 .. S6 I,61tJ .. 19 j. us PRODUCT 21,aco .. oo 11809.23 12 .. 04 PRS09 112.00 252.00 2.82 PRS12 .oo 4.24.ti4 • :; i.)

PRS14 5,778.66 307.14 18 .. iil PRSl5 162.87 2Jl.6J .10 PRSJ.7 605. 50 l19.6Cj 5 .. 0~ PRS19 4,644.00 ':i9.LO 4u.81 PRS2J 5 71t. 28 153 .. 39 3. 74 PRS40 685.65 dJ.70 8 .. 49 SERVICE .oo 1,U9 1f.15 .. oo SPINNING 7,2.34 .. 79 B84 .. Li4 u .. 1a Si'NO 1 6.dO 136 .. 59 .o~

SP i\10 <; 333, .. ao 17l.d1 l. "94 SPNlO 624.03 9..1.UiJ 6.,. Jl SPNl2 27 .. 75 107.04 .25 SPN14 .oo 50.01 .oo SPN15 29 l:l .. 5 5 111.22 2,.61.J SPN23 5,943 ... 86 hld.O.::'. S5o02

Pl* PTYVIO OUT {VALUE AuUEO FCR NON-STANCAKU PKUJUCTS) 08/22/82 VALUE AOOEO ($1

1..JORK UNIT

V1\LUE ADDED

I-'

°' (X)

BLS07 CNT05 SPN09

$698.40 931.20 215.20

Pl* SPV OUT (PAHTIAL INPUT VALUE Of .WORK UNlTSl 08/22/82 PARTIAL INPUT VALUE (~OHK UNJI ONLY) -----------~---~---·--------------~--------------------·-----i .. ,

WORK UNIT LABOR ( $) CAP ITAL{$) ENERGY($} ----------------·----------------------------;

ASSEMuLYl 139.84 103 .. 20 4.5 ... 56 ASStMBLY2 454.88 lB.40 .03 BALLAST ... oo 36.00 4 .. 26 BLS03 138.80 23.60 ... 03 BLS07 70.80 39.20 .. 10 BlSll 66 .. 40 16.92 .Ol BLS12 79.60 209~20 .oo BLS15 66.88 324 .. 80 .ou BL Sl 7 ·19 ~ 60 39.20 .02 BLS19 .oo 36.40 .02 BLS23 149.20 96.41.J .. 35 t~l S3:J 80.40 30 .uo .oo ULS37 124.80 32.40 .02 ULS43 114.08 4'-t .. JO .. 01 CENTRAL .oo 62. 12 iu.11 CNT05 52.40 13. 32 .ao CNT12 105.6U 7 .. 60 .. 36 f-ABKICATN 75.38 72.60 3.95 FINISHING 78.56 110~40 3.27 MACHINE .. oo 3 .. 50 .. uo MC09 98 .. 40 102.00 .04 MC15 60 .. 48 23.60 .01

..... 0\ \0

MC16 126.00 34.00 .oo HC17 .uo 35.20 • 70 1"1Cl8 108.40 l3i) .. 4,) "'0 l MC21 l 11 .. 20 36.00 .oo lv!C23 114. 40 32.00 .01 MC29 162. 80 16.<JO .DO MC45 58.56 311.oO .. 04 MISNOUS 170.88 10.0() .39 PLANT 325 .. 72 676.00 36.0b POtE .oo 14.38 120.14 POLE06 80.40 ld.76 .oo PDlf 15 108. '•0 .22.00 .oo PRESS .. oo 6.00 1.80 PRODUCT 140. 94 lOO .ao 8.24 PRS09 122.00 130.0!J .OJ PRSl.2 .oo 424.20 .44

,...... ..,_j

PRS14 130.80 176.00 .v. 0

PRS15 142.00 8'9.60 .03 PRS17 82.88 36.80 •OJ.. PRS19 81.20 18.00 .oo PRS23 92.40 60.80 .19 PRS40 76.48 3.96 .26 SERVICE 978 .. 50 .l 7. 92 98.JJ SPINNING .oo 101.20 5.49 SPN07 84.96 51.60 .. 0.3 SPN09 108 .. 40 63.2u .21 SPNlO 76.00 17.00 .JO SPN12 71.04 36.00 .oo SPN14 .oo ::>o.oo .01 SPN15 76.00 35.,20 .02 SPN23 84,.00 24.00 .02

P/* STV OUT (TOTAL INPUT VALUE CF WOKK UNlISJ 00/22/U2 TOTAL INPUT VALUE (hORK UNIT DNLYJ

WORK UNlf VAlUE($J

ASSEMBLYl 288.60 ASSEMBLY2 473.31 BALLAST 40.26 BLS03 162.43 BLS07 110.10 BL Sl l 83.33 13LS12 288.80 8LS15 3'Jl .. 6B 1:3LS17 118.BZ BLS19 36 .. 42 BLS23 246. 03 i3LS33 110 .. 40 8LS37 157 .. 22 BLS43 158. 89 CENTRAL Jj,.L.J CNf 05 65.72 CNT12 113. 64 FABHICATN 151.93 FINISHING l<j12.23 MACHIN£ 3.50 MC09 200.44 MCl.5 84.09 MC lo 160.00 MC1 7 35.'90 MC 18 2:rn.a1 MC21 20-, .. 20

I-' "'--! I-'

MC2J MC29 HC45 MIS NOUS PLANT POLE POlE06 POLE15 PRESS PRODUCT PRS09 PRS!2 PRS14 PRS15 PRS17 PRS19 P!{S23 PRS4Q SERVICE SPlNNING SPN07 SPN09 SPN!O SPN12 SPN14 SPN15 SPN23

146.41 l 79 .60 3 70. 20 181.27

11037."18 134 ... 52

9'-),..16 130 .. 40

7,.80 249.18 252.00 424 .. 64 307 .. 14 231.63 119.69

99.20 153 .39

80.70 1,094.75

106.69 136.59 171.87 93 .... 00

107.0't 50.0l

111.22 108"'02

Pl* TAUO our {TIME PRODUCTIVITY Of dASlC ~GKK UNITS) 08/22/82 TIME P~UDUCTIVIT¥ MEASURES(~)

I-' '-I N

WORK TIME TIME INPUT LAl3LR LAtHJR I.~PJ f NACH li'i 1.:: l'iAC 11 l ht.: UNIT AODEO(MlNJ PROOtil l HH:(NIN) PkCil.d:.&l T lHL(MlN) PhLHH 4. j

--·----------------------------------·------------------·------------·------ASSEMBLY! 634.l5J 1:)2.11 581 .. 6d0 121.18 523.loJ luci.9'J A$SEMBL Y2 528.300 110.06 43.0.650 90.96 47u.25G 'i].')b BLS03 2S6.580 61.78 293.~oO 61.lJ 2c.d .300 :54.dj BLS07 662.040 137.92 609 .. l2 1J 126.'iO b4B.OuO 135.1..hJ BLSll 490.200 102.12 549.000 114 .. 37 56 7 •• wu 118.l~

i.3lS12 74.400 15.50 12.000 15.00 74,.. 1tu0 1:;.~u

BLS15 522.120 lOd.77 478.560 9'-J. 70 516. 720 l O 1 .. o5 BLS17 117.600 24 .. 50 72.0vO 15.00 lJ5.6JO 22.ou BLS23 7.50.400 156.33 558 .. 880 116.43 570.030 il<l.76 BL S 33 610.000 127.0B 519.200 l(}d.16 '.>i:>d .4JO litj.'tl BLS37 656.850 1J6 .. d4 620.600 129.2'-J j.J6.950 l.l8.ll BLS43 567.358 118.19 535 .. 942 lll.65 j53 .. ~2u 115.31 ......

........

CNT05 556.650 115.96 491.70G lu~.68 't~7 .. 2u0 95.2j VJ

CNT12 703.080 146. 4 7 66~ .. 060 139.38 ..)46.380 lJ4.66 FINISHING 584.280 121.72 566 • .lt60 118.0l 542./UO ll.3.06 MC09 031.800 131 .. 62 594 •. 300 123.dl '.;o9.4Q,) l 1cl .. 62 MC15 660,.600 131.62 548.lJO 114.18 :154.400 ll~.5J MC lo 574.200 119.62 4td .400 97.37 Lt95.ou0 l l)j .. 2:;. MCltl 928.800 193.50 863.500 180.93 d12. .. l00 UH .. t:ia MC21 497 • .350 103.61 487.60C 1Ul.5d 462.400 96.JJ MC23 280.120 58.35 2G7.ll0 4J.l4 1U6.2:.>J 38.8(; MC29 434. 730 90 ... 56 434. 730 90 .. 56 434.7]0 ~J.50 MC45 558.280 l.ib.30 524.oou 109.lo 52 J .l.JO lU':l .. 83 MI5NOUS 505.560 105.32 495.720 103.2/ .. -,5.04Ll '7d.')6 POLE06 443.]00 92 .. 35 425.65u 88.67 425.100 dtL.5() POLll5 745.800 155.37 656 .. 'tJO 136.75 6u8.40J 126.15 PRS09 595.200 124 .. 00 556 .. 800 ll6.00 529.600 ilu .. ::u PRS14 623 .. 450 l2'i.38 :>50.-)_jJ ll't.11 525.uJO lU'-J.38 PRS15 506.300 l 05. 4 7 503.900 104.97 4o5.6uO i0L 16

PRS17 586.500 122.18 47J.5uO 9d. 64 507.000 1J~.ti2

PRS19 J99. 6u.) 83.25 3-iJ.U,JO 82 .8 7 2 Jj .oJO :il .. CO PRS23 lt330.00J 277.08 lr3u9.lli0 212. 12 111105.f.00 ,2_jQ.31 PR S.ttO 603.220 125.67 521.420 108 .. 62 ')16.410 101.:.:9 5PN07 19.600 4.oa l<j.600 4.0d 18.400 J.bj SPN09 562.400 117.16 550.400 114.66 't/0.400 <:Jtj. 00 SPNlO 518.310 1£:7.98 4'11.310 i02.3S 2-t3.o10 :n.J.. b O SPN12 103.700 21.60 123 .. ltJO 2~.11 117 .. bOO .2'1. ~;4 SPN15 lCJ.050 3.96 lJ. <j~() L.~O ld.dOO 3.Sl SPN23 773.950 161.2,J 58(). 7':50 120.YS S27.ti50 lU9 .. '-.16

Pl* UIYALL OUT (MACHINE AND LABOR UTILILATIGN) 08/22/82 MACHINE UTILIZATJUN -------------------------------------

MACHINE UTILIZED HRS UT H. I ZA T ION t % l I-' -....J -----------------------------·-------- r.:--

71X773 7.833 97.912 74A532 94045 llJ.D62 75X457 1.~11 98.962 77L23l 4.455 55.687 77L321 10.140 126.750 77M5ll 8.717 108.<J62 77X256 7.619 95.237 77X3 23 10.773 lYt.662 B1l097 4.560 57.000 8ll419 3,.104 38.dOO 8ll421 8.607 1G7.~87 81 Lft23 7.023 87.787 8ll427 11.852 148.150 81Ut31 .560 1.LJOO 8ll432 4 .. 064 50.1300

81L433 1 ... 963 24.537 8ll437 8.260 l 0.3 .2~>0 8ll500 .ooo .ooo 81L526 9 ·'•4 8 118.100 81L527 9.473 118.412 81L531 1.408 17.600 8ll533 7.840 98 .. 000 8ll536 .ooo .ooo 81L559 5.001 62.512 8ll633 9.607 120.087 8ll635 .oao .ooa 8ll691 3.194 39.925 till693 7.705 96.312 81L707 18.430 230.315 8ll713 7.839 97.981 I-'

'-.! 8ll727 l.661 20.762 V1

8ll 732 .ooo .ooo 811-778 8 .. 796 109.950 BlL783 4.387 54,.. 83 7 8ll788 .306 3. 825 8ll83J 10.078 125. 9 75 8ll8't4 .119 8.987 81L85l .510 6.375 81L855 9.240 115.500 81L857 .ooo .ooo 8ll8d3 .ooo .ooo tHL 923 8. 826 110.j25 81L931 .313 3.912 Bll933 9.450 l UL.125 8ll.9.57 8.449 105.612 81L981 .ooo .ooo 8ll98.3 10.372 129.650

cil L 98 7 7.245 90.5o2 8ll94l 1.240 15.500 81L993 14.534 iai .. o.75 81l995 5.556 69 .. '150 8ll997 2.256 28.200

08122182 LABOR UTILIZATION

EMPLCYEE UTILIZED HRS UTILlZATIUNi~l

007824299 .. ooo .ooo 009231567 9.180 114.750 011294234 .ooo .00i.) 012035568 .ooo .uoo I-'

012928824 .ooo .ooo '-..I 0'

Ol 929 ltjo2 10.940 136.750 039374153 .326 't.015 107290088 .ooo .. ooo 123392182 ~000 .. uuo 126320076 4.891 61 ... LH 156621111 e.607 1c7. 58 1 1'.:>6 723308 9.278 115.9"/5 158288122 10.1:50 120 .. 875 162062612 7 .. 790 97 .. .J 75 16725·4312 .ooo eOOO 176320188 6.630 82.8 15 178215623 .ooo .ooo 173697852 .uOO .uoo 192922376 9.150 114.375 196966666 .ooo .oou

193882525 11.151 139.3dl 206090lt3'-t .ouo .000 209241230 21 .. a1 a 2.72.725 218190233 10.027 125.337 21900:>120 9.691 121-131 219045262 8.6YO 10B.&2j 2 l 96 7.lt569 .000 .ooo 2'+61+20188 .ooo .ooo 256364253 9.1] 5 114 .. ld7 269395214 .ooo .ooo 2790262.02 1 ... 200 15.0UO 313190299 .. ooo .. ooo 314900191 .ooo .. 1)()0 321187237 9.313 116.412 323033452 8.652 108.150 I-'

-...J 3.l7500001 8.262 lG3.L7~ -...J

333290160 .ooo .ooo 33o2't5123 3.451 43.137 346562819 .ooo ... ooo 349270'i99 .ooo .ooo 382522536 9.618 120.975 423997268 7 .2 J4 90. 925 427293614 8 .. 398 104.975 444142468 .232 2 .. 900 453 563236 .. 1jQQ .ooo 456782156 9.441 118.012 46726323't 8. ldO 102.3:)0 509091767 7 .. 2't 5 90 .. :)62 513130122 .. ooo .ooo 5133Y7467 2.061 25 .162 525267654 14.472 lHOa900 542437329 7.cl'-Jl <J8.o37

55519-1767 4.574 57 .1 75 630001256 l0.J43 129 .. 28/ 666YQ2354 11 .. 450 143.1.25 732568818 .ooo .ODO 736774236 8.294 lOJ .. 675 "/370128.:>4 CJ ... 17 3 114.o.02 76234008d 3.124 101.550 78289010ti 9.176 l 14 .. 100

P/* UTYPJ our {UTILJZATION P~CJECTILlN CF MACH!NE AND lABORj OB/22/82 MAClil~E WEtKLY PHUJECTiD UTllllATlUN{~)

MAC.HINE !ST wJ< 2ND 1-,JK JHD ~.JK 4Th 1-iK :.>Th ·~•' 6 l ti ill'.

71X773 189.45 252 .. 40 274.<tO LliJ .. 50 1LtJ .. d7 l..2.L9S ,_. 74A532 41.82 62.&0 "d. d2 50.25 41. u~ JJ,.11/ .......

Cl)

75X457 .55.27 ';8.92 40./2 42.4u Jo .. <J~ 2 5. 't '..>

77L231 49 .. 87 68.50 od.20 56.SO 40 .. 02 J-t .. d:> 77l321 4l.J5 54,.47 49 .. o7 4'.:>.9~ 31"'0 7 2 3 .. JI 77M5U. 495.32 118.90 59 .. 42 178.32 1oB.J/ ldu .. 15 77X256 42.30 63.47 42 .. 30 50 .. tiO 42 .. 30 _jJ,.Ll:>

T/X323 14.22 21 ... 37 14 .. 2£'. 17 .. 10 14.2~ ll. j I 8ll097 23.42 7 .2 7 6 • .12 '-J.10 l0~'t2 !u.22 Ull419 94.62 32.55 2. 6,. SI 39 .. 85 42.tJS 40 .. ?'.J 8ll421 55. 52 68.30 17 .10 6J.'17' 4u .. 5J J6 .. 0'.) 8ll423 112.40 68 • .3 7 63 .. 70 69 .. 50 54.17 52 .:::>o Oll427 72.60 108 .. 90 72,. GO a 1 .. 1 s 12 ... i.JD 5dolb Ull43l ft2.12 21.. 70 lo .• lJL 24 .. /5 20.70 16. 2 l 81L432 215.35 152.82 lJ8 .. 37 l.!>.:).25 U.d.65 97 .. o'.:i 8ll4.33 288 .. 92 162.90 147 .. 20 170.30 1J8~47 l .H .• ou 8ll437 L:n .. 45 82 .. oO 79 .. 10 82 .. SS 6.} .. oo DJ.0J

81L526 16.27 24.42 lo. 21 .lY.55 lo. 2. 7 13 .. 00 8ll527 59.20 Bd.BLJ 59 .. 20 71..05 S'J.2G 4 7 ..... E1 81L 53 l U.O.u5 26 .. 42 lJ .• 20 39.62 37.40 'd .au 8ll5J3 196.60 102.77 "/lJ.50 115. 62 97.30 11 .. dL. 81L~5<J 407.50 164 ... 72 132.ZIJ l9~.b7 l.63.02 1 U. • .J7 81L-633 115.85 144 ... 55 l. 5'1,.22 121.90 tlZ.15 7 ,, .. 6L. 8ll69l 29.12 38 ... d5 4J. J..5 32.37 21.57 i9.4i. Bll69.3 192.42 64.9J ~3.40 79.87 i.:lo.<:JO b2.li0 81L707 175.42 122.CJ7 111.20 108.3""/ l06 .. J2 fiO. 7l 8 ll 713 47.22 6J.ou 6'~ .. ')7 52,. 41 J4.,'H :H,. '* 7 8il727 10.00 13.35 l •t. d2 11.12 7 .. 40 o .. u I 8ll 732 5.75 6. 07 7 .25 6.22 4 .. 07 J.51 Ull77!3 l't8. 5·1 87 .. 32 76 .. 92 •:H.37 72.bO vS. Jr~ 8ll""l83 16't.40 123.15 111.07 116.d2 94. d'..l 18. '.>2 81L788 24.32 7.55 b .. 31 'J •Lt 5 UJ. <l2 HJ .oz .......

81L83.3 23.30 34.<Jl 23.30 28 .. 00 2J.3U 1 d .,o'.J ..._., \.0

01L844 1 .. 65 2.50 1.65 2.0J 1.6~ l.32 8ll851 27 .. 15 13.97 10 .. 32 15.':iS 1.3. :JL l 0 .. '• 1 8ll855 34.60 4o ... 20 51.27 .:ltL.41 2 5 .. oO 2J.07 8 ll 85 7 12 .• 95 6.65 4. 92 7 .. 60 6 • .:b ~.Ju

8ll9.23 46.42 23 .. 27 ll .. 55 16.37 1<1 .. 12 1 '.>,. 'J '.:>

8ll93l 47.75 24.57 l d .. 15 2ci.02 23. '• 1 lo .. 4 I 81L933 53.15 70 .• 6 7 1d.12 59.05 39 • ..)5 Y)..42 81L957 156. 2 7 48.55 40 .. 92 60.7 7 6'J.o5 6J.j( Ull903 218.80 ti3. 91 80 .. 62 160 .. S 5 LHJ. 13:> lj/.'.J2 Bll9il7 51.92 16.12 l J. oO 20.2J 2 .:>.15 22.IJ 8ll99l 9 .. 07 13.00 10 .. 91 10.'.:>7 d.05 6. J'j 81L993 5 1-t.47 72.67 80.12 b0 .. 55 40~35 jt:J .. J2 Bll995 50.65 67 ... 51 7S.07 56 • .:10 37.52 J..>.n 8ll997 176.32 42.32 21.12 63 .. 45 54.92 6/J • <17

Pl* VADU3 OUT (TOTAL VALUE ~OOEO) 08/22/82 JUTAL VALUE ADDEO

~WHK UNl T VALUE ADDEO($)

ASSfMHLYl 2,013~08

ASSEMBLY2 175 .. 78 BALLAST 40 ,448.52 tll S03 9,558.30 BLS07 9 ,146 ... 52 BlSll 128 .. 70 BLS12 46.0 ., BlSl5 61:> .. 37 BLSl 7 5,406 .. 56 BLS19 ... oo BLS23 2.2~2.39 ~

BLS33 2,718.dO 00 0

blS37 ti,283.19 1:3LS43 2,292,.62 CENTR~.L 131838.74 CNT05 3,Y06 .. 8B CNT12 9,CJ31.86 FABRICATN 99,388.20 f I NfS!H NG 4,335066 HACHf NE 34,206.27 MC09 2.025.90 MC15 1,180.14 MC16 4,705.60 MC! 7 •OJ MC18 7:,195.50 MC2 l 4.023.85 i··1C23 3,702 .. 65

MC29 3,451.28 MC45 l,841.35 .MI SNOUS -4,ti35 ... 94 PLANT 121,188.20 POLE 216.46 POLE06 98.05 POU: 1.5 178.41 PRESS l3tl62.(j6 PRODUCT 21,000.00 PRS09 112.00 PRSl2 .oo PRS14 5,77d.66 PkSL5 162.87 PRSl7 605.50 PKS19 4,644.00 I-'

PRS23 5 74 .. 2H (X) I-'

PRS40 685.65 SERVICE .oo SPINNING 7,234.79 SPN07 6.80 SPN09 333.80 SPNlO 624.03 SPNll 2.1.·75 SPN14 .oo SPN15 298.55 SPN23 s,Y4:;.ao

Appendix F. Sample Program

182

//Bl222SWC JOO 88888,0VERALL TOTAL VALUE Uf ALL WURK II* OiV CNTL (PROGRAM Of OVERALL TOTAL VALUE ~f wURK 1/* OTV IS THE SUM OF (l) srv Of ~K UN!I ITSELF (2J II* ITS COMPONENT WK UNITS. II* A88888.0TV WAS CREATED (f lLELUJ /*ROUTE PRINT VM2.INOENG2U /*LUNGKEY XXXXX /*JOB PARM llNES=lO II* II* UOTAIN GP ITSELF INJC TEMPl, SUB-GP lNTO IEMP2 II* //STEPl EXEC M4PSR /IM4P.H4LIH DD OSN=A888d&.L1BRA~Y,DI~P=SHR //M4P.M40LD DD DSN=A888B8.GP,DISP=SHR //M4P.M4SUUfl OD DSN=&&TEMPl,DlSP=l~EW,PASS),

II UNIT=SYSDA,SPACE=(TRK,10) /IM4P.M4SUBf2 DD OSN=t~TEMP2,i:HSP=(NEi·~,PASS),

II UNIT=SYSOA,SPACE=(TRK,10) //M4P.SVSIN DD * Sl RCGP S S Sl RFFILE20 SM4SUBfl Sl RffllE2l SM4SUBF2 Sl ERTOOAY VINCENT SHU Sl El Sl iUOOS Sl RlOlO Sl lU015 Sl Rl020 Sl E2 Sl R2J05 Sl R2010 Sl R2015

OGP-NG OLEVEL OGP-ND OOH

OGP-ND OLEVEL OSUB-GP

NH f=!Lf20

Nf\ Fill21

UNlTS UNiTSt SIV GF

f

f

..... (Xl w

l/M4H.SYSIN OD * Sl RC I* I I*

s

II* SORT TEMP2 INTO TEHP3 FOR SUB-GP II* l/SIEP2 EXEC SORTD 1 PARM= 0 MSG=AP' //SORTlN DU DSN=&&TEMP2,DISP=(OL0,DlLETE> I* //SURTWKOl DO UNJT=SYSDA,SPACE=(TRK,!S) //SORTWK02 DO UNIT=SYSDA,SPACE={TRK,15) /ISORTWK03 00 UNIT=SYSOA,SPACE=(T~K,15J //SORTWK04 UD UNIT=SYSDA,SPACE=tTRK 1 15) //SORTWK05 OD UNIT=SYSUApSPACE=lTRK,15) //SORT~K06 DO UNIT=SYSOA~SPACE=lTRK,15l //SORTOUT OD OSN=&&TEMP3 1 UISP=CNEW,PASS>. II SPACE=(TKK,3J,UNIT=SYSDA //SYSIN DD *

SORT FIELOS=(llr9 1 CH,A) RECORD TYPE=F 1 LENGTH=50 END

I* I I* II* MATCH TEMP3 ANO MOD INTO TEMPl, LkEAT TtMP2 (SUU-GP) II* llST[P3 EXEC M4PSR l/M4P.M4llB OU DSN=A8udd8.LIORA~Y,UISP=SHk

I I M4P. tH-OL D DD DSJ\J=AB888 8 .. GP, Di SP= SH;~ //M4P.M4(,0l-\Dl DD OSN=&&TEMP3,Dl5P=(CUJ,Dl.:.LErE) //H4P.M4SUBfl OD DSN=G&TEHPl,D1SP=(HOJ 1 PASSt /IM4P.M4SUHfl DD DSN=&&TEMP2,0lSP=(NEw.PASSj, II UNIT=SYSUA,SPACE=CTRK,31

..... ()) .p..

llM4P.SYSIN DD * Sl RCGP S S Sl Aff ILE21 SM4CORD1 Sl RFFILE20 SM4SUBF1 Sl RFf ILE21 SM4SUBf2 Sl ERTODAY VINCENT SHU Sl PR005 lfACTOR EQOGP-NO Sl PROlO NS END Sl El Sl R1005 Sl R1010 Sl Rl015 Sl Rl020 Sl E2

lGP-NO !LEVEL OGP-NG OOH

Sl R2005 lGP-NO Sl R2010 !LEVEL Sl R2015 OSUB-GP llM4R.SYSIN OD * S RC I* II*

s

II* SORT TEMP2 INTO TEMP3 FCR SUB-GP II* /ISTEP4 EXEC SORTO,PARM='MSG=AP'

NR FlLE20

NK F1lE2l

l/SORTIN DD DSN=£&TEMP2 1 t.HSP=(Oi..O,OEU:TE) I* //SORTWKOl DD UNIT=SYSDA,SPACE=lTRK,15) //SORTWK02 OD UNIT=SYSOA,SPACE=(TRK 1 15l //SURTWK03 00 UNIT=SYSOA,SPACE=(TRK,15J //SORTWK04 DO UNIT=SYSDA,SPACE=(T~K,151 //SORTWK05 DU UNIT=SYSOA,SPACE=(TRK 1 15) //SORTWK06 00 UNIT=SYSDA,SPACE=(TRK,15)

F

F

...... 00 V1

//SORTUUT DD DSN=&&TEMP3,01SP=(NEW,PASS), II SPACE=(TRK 1 3),UNIT=SYSOA JISYSIN DD *

SORT FIELDS=(ll,9,CH,A) RECORD TYPE=F,LENGTH=50 END

/* II* II* OBTAINS SUB GP Of TEMP3 ANO PUTS INTU IEMP2 MUD J~TG T~M~l

II* //Sl£P5 EXEC M4PSR //M4P.M4ll8 OD OSN;A88888.LJBkARY,DISP=SHk //M4P.M40LD DD OSN=A88888.GP,DISP=SHR //M4P.M4COROL OD DSN=&&T£MP3,DISP=(LLO,UELETEl //M4P .. M'tSUBfl LJO OSN=&&TEMPl,OlSP=(MOU1PASS1 //M4P.M4SUBF2 00 USN=&&TEMP2,UISP=(NiW,PASS), II UNIT=SYSOA,SPACE=(TRK,3) //M4P.SYSIN DO * Sl RCGP S S Sl RFFILE21 SM4CORD1 Si RFFILE20 SM4SUBfl Sl RFFJLE21 SM4SUBF2 Sl ERTOOAY VINCENT SHU Sl PR005 !FACTOR EQOGP-NO Sl PROlO NS ENO Sl El Sl Rl005 Sl iUO 10 Sl. Rl015 Sl Rl020 51 E2

lGP-NO lLEVEL uGP-NG 0(t1

Sl R2005 lGP-NO

NR FILE20

NH F 1 Lf.:.21

F

F

~

00 ~

Sl x2010 llEVEL Sl R2015 OSUB-GP /IM4R.SYSIN !JD * S RC S I* II* II* SURT TEMP2 INTO TEMP3 fCR su~-GP

II* l IS T EP6 EXEC SUR TD ,PARM=• M SG=AP 1

//SDRTiN OD OSN=&&TEMP2 1 DISP={OLO,OELEJEj I* //SURfWKOl OD UNIT=SYSOA,SPACE=(TRK,15) //SORTWK02 00 UNIT=SYSDA,SPACE=(TKK,15) //SORTWK03 OD UNIT=SYSOA,SPACE=(IRK,lS' //SORTWK04 DD UNIJ=SYSUA,SPACE=(JRK,15) //SORT~K05 OU UNIT=SYSDA,SPACE=(TKK,15) //SORT~K06 DD UNIT=SYSDA,SPACE=(TMKvl5l //SORTOUT DO USN=&&TEMP3rDISP=(NEW,PASSJ, I I SPACE= URK, 3), UtHT=S Y SCA I/ S '(SIN DO -*

SORT FIELDS=(ll,9,CH,Al RECORD TYPE=f,LENGTH=50 END

I* II* II• DBTAINS SUB GP OF TEMP3 AND PUTS INTO TEMP2 ~UV INTO TtMPl II* //STEP/ EXEC //M4P.M4LIB //M4P.M40LD //M4P.M4CLlROl //M4P.M4SU8Fl

M4PSR 00 OSN=A8d888.LJBRARY,OISP=SHK OD DSN=A8BB88.GP.DISP=SHR OD USN=t&JEMP3,0JSP=(GLU,DELETCl DD DSN=£&TEMPl,OISP=(MGO,PASSj

t-"' 00 -...J

l/M4P~M4SUBF2 OD DSN=&&TEMP2.0iSP=(NEW,PASS), II UNIT=S¥SOA,SPACE={TRK,3) /IM4P.SYSIN DD ~

Sl RCGP S S Sl RffILE21 SM4CORD1 Sl RfFllE20 SM4SUufl Sl RFfllE2l SM4SUBF2 Sl ERTODAY VINCENT SHU Sl PU005 lFACTOR EQOGP-NO Sl PKOlO NS END S l El Sl Rl005 Sl RlOlO Sl Rl015 Sl Rl020 Sl E2

lGP-NC llEVH. OGP-NO OOH

Sl R2005 lGP-NO Sl R2010 !LEVEL Sl R2015 OSUB-GP //H4R.S'fSlN DD* S RC I* II*

s

II* SORT fEMPl INTO TEMP4 FOR G~-NO /I=<.'< /ISTEP8 EXEC SORJD,PARM= 1 HSG=AP'

~k f ILE20

NR f ll.E.ll

11 SORT IN UO OSN=&& TEMP 1, DI SP: (OLD, LH:l ET t:> I* l/SOKTWKOl DD UNIJ=SYSDA,SPACE=(TRK,15) l/SORTWK02 DD UNIT=SVSDA,SPACE=(JKK,15) l/SORTWK03 DU UNIT=SVSDA,SPACE=lTRK,151 /ISORT~K04 DD UNIT=SYSOA,SPACE=(TRKrl5)

f

f f-' 00 00

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The vita has been removed from the scanned document

A PRODUCTIVITY MEASUREMENT SYSTEM FOR MANUFACTURING PLANTS

by

Wen-Chieh Shu

(ABSTRACT)

A productivity monitoring system is developed to incorporate

productivity measurement at various organizational levels within

manufacturing plants into the general information system. Classical

productivity measures, defined as ratios of inputs and outputs of

production, are used in the developed system. In addition to measuring

the ~otal and partial productivity, the system compiles the total factor

productivity which is often applied in manufacturing to represent

operational efficiency.

In the developed system, reporting of productivity information is

based on the organizational structure such that productivity measures are

provided only when the corresponding organizational (work) units exist.

Thus. the productivity monitoring system provides not only the

responsibility-based productivity information, but is flexible in the

aggregation of productivity performances of organizational units.

The system is executed on the MARK IV File Management System

(Informatics Inc.), and a real-world case is studied. Since the data

required in the productivity monitoring system are commonly available

and shared by other manufacturing subsystems, the system can be

implemented as a subsystem of the general information system.

a productivity measurement system for ma .. … · \a productivity measurement system for ma .....

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