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1、BRITISH STANDARD BS 3375-4: 1993 Management services Part 4: Guide to work performance control Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:22:21 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-4:1993 This British Standard, having been prepared under the direction of the Quality, Man
2、agement and Statistics Standards Policy Committee, was published under the authority of the Standards Board and comes into effect on 15 December 1993 BSI 07-1999 First published December 1985 Second edition December 1993 The following BSI references relate to the work on this standard: Committee ref
3、erence QMS/31 Draft for comment 93/408037 DC ISBN 0 580 22208 X Committees responsible for this British Standard The preparation of this British Standard was entrusted by the Quality, Management and Statistics Standards Policy Committee (QMS/-) to Technical Committee QMS/31, upon which the following
4、 bodies were represented: British Gas plc Civil Service College Ergonomics Society GAMBICA (BEAMA Ltd.) H M Treasury Institute of Administrative Management Institute of Management Services Institute of Quality Assurance Loughborough University of Technology Methods Time Measurement Association Ltd.
5、Ministry of Defence Trades Union Congress Amendments issued since publication Amd. No.DateComments Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:22:21 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-4:1993 BSI 07-1999i Contents Page Committees responsible Inside front cover Foreword i
6、i 0Introduction1 1Scope2 2References2 3Definitions2 4Measurement of performance2 5Control of performance8 6Wage payment and reward schemes11 7Training14 8Interrelationship with other management functions14 Figure 1 Explanatory diagram of terms for work performance control6 Figure 2 Explanatory diagr
7、am of machine time7 Table 1 Direct and indirect measurement4 Table 2 Work categories and associated times7 Table 3 Control information on labour and machine performance to be supplied at various levels within the organization10 List of references Inside back cover Licensed Copy: sheffieldun sheffiel
8、dun, na, Wed Nov 29 03:22:21 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-4:1993 ii BSI 07-1999 Foreword This Part of BS 3375 has been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee. It supersedes BS 3375-4:1985 which is withdrawn. BS 3375 com
9、prises a series of standards published in response to a demand for information and guidance on how the various terms contained in BS 3138 Glossary of terms used in management services, interrelate. This revision of BS 3375 results from the publication of the fourth edition of BS 3138 in 1992. In rec
10、ent years there has been considerable development of the techniques and broadening of the areas of application of work study and organization and methods. The revision of this standard reflects the fact that these methodologies are now used across the entire spectrum of commercial and non-commercial
11、 activity and are applied to all types of work and work situation. This sphere of activity and practice of techniques has become known as “management services” and consequently it has also been decided to retitle BS 3375 as Management Services. This series of standards comprises the following Parts:
12、 Part 1: Guide to organization study; Part 2: Guide to method study; Part 3: Guide to work measurement; Part 4: Guide to work performance control. When using this Part of BS 3375 it is also important to refer to the terms listed in BS 3138:1992. A British Standard does not purport to include all the
13、 necessary provisions of a contract. Users of British Standards are responsible for their correct application. Compliance with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a front cover, an inside front cover, pages i and ii,
14、pages 1 to 14, an inside back cover and a back cover. This standard has been updated (see copyright date) and may have had amendments incorporated. This will be indicated in the amendment table on the inside front cover. Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:22:21 GMT+00:00 2006,
15、 Uncontrolled Copy, (c) BSI BS 3375-4:1993 BSI 07-19991 0 Introduction 0.1 Purpose of the guide The objective of this Part of this British Standard is to give guidance on the use of work performance control in the application of work measurement techniques, to the appraisal of results and payment fo
16、r work. This standard should be used in conjunction with BS 3138:1992. This Part of this British Standard does not only give explanations of the build-up of work performance control systems derived from traditional work measurement sources; it also touches upon systems of control that are not the un
17、ique concern of work measurement practitioners. Included in this category are job evaluation, merit rating, wage payment structures, profit related pay schemes and flexible working hours. It also gives guidance on the use of standard times to develop systems for measuring, monitoring and controlling
18、 the performance of labour and machines; enlarging on the information contained in BS 3138. In some organizations these fields may be the responsibility of specialists in personnel management, production management or accountancy. Nevertheless, the information required to support such approaches is
19、provided by management services practitioners and thus such approaches are properly included here. 0.2 Need for performance measures In all situations where resources are used to achieve some objective, those responsible for the action should be concerned with its effectiveness. Productivity termino
20、logy is concerned with the input measures relative to the resultant output. A multitude of measures has been established for a wide range of manufacturing, processing and service situations. These measures are used to calculate the effectiveness of the resources employed. In any business organizatio
21、n with profit as an objective, the capital employed and the return earned on it are essential measures of performance. Their relationship as an index is regarded universally as a basis for comparison. At a much simpler level, the measures of fuel consumed and distance covered will provide one basis
22、for comparing the performances of, say, motor vehicles. Primarily this guide is concerned with those production factors that can be measured and compared, and to which controls can therefore be applied. It should be noted however that in any organization where work is undertaken and objectives aimed
23、 for, there are certain factors that do not lend themselves to measurement. These include, for example, job satisfaction, the corporate culture of the organization and employee relations. These factors are important for the long-term success of the organization and may be assessed by such devices as
24、 attitude surveys, but such assessment is outside the scope of this standard. 0.3 Control through performance measures The organization, the machine operation, the processing plant or the work task will have some targeted level of achievement based on particular measures and prescribed operating con
25、ditions. These conditions will, for example, assume qualified workers, specify certain materials and products and stipulate methods together with safety and possibly other conditions that have to be met. BS 3375-2 and BS 3375-3 emphasize the importance of systematic and critical examination of all t
26、hese factors to ensure optimum results. The control of any work situation has three essential elements. First the setting of targets or standards, secondly the monitoring of performance by comparing achieved results with the standard and thirdly the development of the control action by examining the
27、 causes of departure from the standard and initiating corrective action. Controls need to be developed to produce the earliest possible anticipation of events. The need for corrective action is most often revealed by the trends in variations from the standards. 0.4 Wage payment and reward Labour as
28、a resource has a cost represented by the wages paid. This payment is related to three factors. The first factor is the nature of the job with its prescribed duties, skills and responsibilities. The second factor is the rate relative to the time spent at the workplace (this could be an hourly or week
29、ly rate especially for manual work or a monthly or annual salary rate for many management or office jobs). The third factor, where it applies, depends on performance achieved. This is covered more fully in 0.5. Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:22:21 GMT+00:00 2006, Uncontrol
30、led Copy, (c) BSI BS 3375-4:1993 2 BSI 07-1999 Pay rates are usually the result of negotiation between the employee or representatives of employees and the employer or the employers representatives. The basic pay rate should be subject to increases and allowances where work is carried out beyond the
31、 normal agreed working day/week or under some abnormal circumstances or conditions. Many agreements stipulate a guaranteed minimum weekly payment irrespective of hours worked (guaranteed week). All agreements should make reference to pay during holidays or absence because of illness. Not all attenda
32、nce time is spent in productive work. For purposes of labour control, it is necessary to categorize certain non-productive activities and ensure that there is a means of recording the time that these occupy within the attendance time. Variations in the payment made for different jobs are being based
33、 increasingly on an evaluation of the factors that make up the demands of the job for the individual carrying it out. There are various methods of job evaluation as defined in BS 3138. 0.5 Motivation and payment by results The third factor in many pay plans, referred to in 0.4, can be an additional
34、financial reward related to high performance in carrying out work. This additional incentive payment often has a proportional relationship to the basic pay rate wage or salary. There are exceptions to this arrangement for relating pay to performance. In some traditional industries and outworking sit
35、uations, the earnings of the worker are wholly dependent on the work done at some predetermined job price and piecework rate. The time taken does not form part of the calculation. Alternatively the rate and workload may be fixed and the attendance time may be variable as in a task and finish arrange
36、ment. There are also bonuses paid to groups of workers based on the level of success of the whole enterprise that can be developed into profit related pay schemes. In addition to the financial reward, there are other factors that can motivate the worker to satisfactory levels of performance. The cre
37、ation of sound organization and attention to good communications and work environment are management responsibilities for which reward systems are no substitute. These aspects are covered in BS 3375-2. 1 Scope This Part of BS 3375 defines the objectives and establishes procedures for work performanc
38、e control. It gives guidance on the means of control by indices, based on achieved performance against standard performance; the remuneration of the individual according to the nature of the work and the performance achieved in carrying out the work. 2 References 2.1 Normative references This Part o
39、f BS 3375 incorporates, by reference, provisions from specific editions of other publications. These normative references are cited at the appropriate points in the text and the publications are listed on the inside back cover. Subsequent amendments to, or revisions of, any of these publications app
40、ly to this Part of BS 3375 only when incorporated in it by updating or revision. 2.2 Informative references This Part of BS 3375 refers to other publications that provide information or guidance. Editions of these publications current at the time of issue of this standard are listed on the inside ba
41、ck cover, but reference should be made to the latest editions. 3 Definitions For the purposes of this Part of BS 3375, the definitions given in BS 3138:1992 apply. 4 Measurement of performance 4.1 General Performance measurement is concerned with the effective use of resources. The resources conside
42、red here are people, machines, or people and machines working together. Other resources that are very important to management, but which are outside the scope of this guide, include finance, raw materials and energy and have their particular measures, usually based on costs. Performance measurement
43、is essentially a measure of efficiency of use of defined resources in a given situation in a given period of time. Within work performance control, performance measurement covers three basic areas, as follows. a) The measurement of performance while working, as follows: 1) for people, this measure i
44、s operator performance during working time; 2) for machines, this measure is machine efficiency index. This measure determines how effectively these resources are being used while they are working. Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:22:21 GMT+00:00 2006, Uncontrolled Copy, (c)
45、 BSI BS 3375-4:1993 BSI 07-19993 b) The measurement of performance while in attendance or available for work, as follows: 1) for people, this measure is overall performance; 2) for machines, this measure is machine effective utilization index. This measure of performance indicates overall effectiven
46、ess during the period when these resources are available for work. c) The measurement of performance against maximum available time. This is an overall measure of the total available time, as follows: 1) for people, attendance time plus absence time; 2) for machines, machine maximum time. Although t
47、his particular measure is not often used, it is still a very valuable measure of performance. 4.2 Work 4.2.1 Producers Traditionally work has been undertaken by people possibly with some assistance from machines. Management services and BS 3138:1992 were therefore applied primarily to people, rather
48、 than machines and more to manual workers than to others. The trend is however to increase the use of mechanization, computers and robots and thus replace people. The measurement of performance should cater increasingly for both people and machines. Work performance control should be exercised in al
49、l areas where work is performed. The areas where performance measurement may be applied can be considered as follows: a) people working independently of machines; b) people working with machines; c) machines working independently of people. 4.2.2 Situations Just as the producers have traditionally been people, the situations where performance measurement has been applied have traditionally been in manufacturing industry. However, performance measurement can be used in any area of activity where work is performed. The terms “producers”, “production” and “produ