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Performance Analysis and Management Excellence in Bituminous Pothole Repair

Learn to analyze and improve performance in bituminous pothole repair, understand performance factors, establish expectations, and enhance customer satisfaction. Explore management functions, behavior standards, and continuous improvement strategies.

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Performance Analysis and Management Excellence in Bituminous Pothole Repair

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  1. Objectives • Learn to analyze performance • Identify performance problems • Understand the factors that should influence expectations • Understand the relationship between customer satisfaction and performance analysis

  2. Basic Management Functions • Planning • Organizing • Staffing • Directing • Controlling

  3. Activity:Bituminous Pothole Repair Tasks: • Place safety devices • Procure materials • Prepare distressed area • Place proper amount of material • Compact the patch • Clean up the area • Remove safety devices

  4. Activity:Bituminous Pothole Repair Behaviors: • Come to work on time • Be willing to work • Be able to work • Work in a safe manner • Maintain equipment • Produce quality work

  5. Performance Standards • People need to know how they are doing and what is expected of them • Standards allow workers to judge how they are doing • Standards must be reasonable—not too high nor too low

  6. Behavior Standards • Absenteeism • Lateness • Complaints • Willingness to work • Response to call-outs

  7. Group Effort Exercise What Do You Think? Segments 1 & 2

  8. Performance Analysis See “Performance Analysis Flowchart” and explanation in Workbook

  9. Group Effort Exercise What Do You Think? Segment 3

  10. Realistic Expectations • All important activities should have a desired performance level • Setting reasonable performance levels is important • If set too low—too easily attainable; little motivation • If set too high—unattainable; no one will try to achieve them

  11. Factors in Establishing Performance Expectations • Nature of the task (type of activity) • Workers to perform the task • Resources available to perform the task • Conditions under which the activity is to be performed

  12. Group Activity Factors in Establishing Performance Expectations

  13. Goal Setting Done by: • Supervisor • Worker (or workers) • Supervisor and workers (jointly)

  14. Goal Setting Goals must be: • Expressed quantitatively • Compared to established performance standards of the organization’s maintenance management system

  15. Customer Satisfaction Who are your customers? • Public • Local highway agencies • Other maintenance crews • Management • Anyone who relies on your “product”

  16. Customer Satisfaction Satisfied customers indicate a successful: • Crew • Organization

  17. Continuous Improvement • Performance of activities can always be improved • Worker can best identify types of improvement needed • Ideas must be implemented—only when risks are understood • Not all ideas will be successful—identify the cause of failure, not the person who had the idea

  18. Key Points • Unsatisfactory performance is caused by many factors; examine each situation in an orderly manner to determine causes • Performance standards are usually written as statewide standards; specific conditions may cause unexpected performance results • The focus of the continuous improvement process is on improving performance in order to improve customer satisfaction—job one

  19. What You Have Learned • How to • Analyze performance • Identify causes of problems • Develop expectations • Continually improve

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