APPENDIX D

PRODUCTIVITY EVALUATION
CHECKLIST

76

1. Worker-Related Issues
1.1 The rate of turnover is high in the project compared to contractors
experience of similar jobs (See 1.8, 1.14, and 1.20)
1.2 Workers dont show interest in their jobs and arrive late or leave early. (See
1.8 and 10.15)
1.3 Workers show lack of attention to details. (See 1.8, 1.11, 10.13, and 10.14)
1.4 Workers do not perform their duties collaboratively with other workers in the
crew to support the established objectives. (See 1.5, 1.19, and 10.5)
1.5 Workers have negative attitude on the project. (See 1.7 and 1.8)
1.6 Worker has problem with building and maintaining a good working relation
with other workers in the crew. (See 1.7 and 1.19)
1.7 Workers have negative attitude to others in the crew who may have different
views on how to perform the task. (See 1.19)
1.8 Workers are not motivated in performing their duties. (See 1.15, 2.6, 4.1,
4.15, 5.4, 5.9, 5.16, and 5.22)
1.9 Workers do not understand the safety culture on the project and take serious
care in performing their duties safely. (See 1.11, 1.13, 2.1, 2.3, 2.5, and 5.11)
1.10 Workers do not apply required knowledge and skills. (See 1.11 and 1.20)
1.11 Workers do not understand the details of their jobs. (See 1.13, 1.20, 5.7,
5.10, 5.11, and 10.5)
1.12 The work has to stop because at least one worker does not have proper PPE.
(See 1.13, 1.23, and 2.1)
1.13 Workers do not always comply with instructions. (See 5.7)
1.14 Workers complain that breaks are short or inadequate. (See 1.15)
1.15 Workers take frequent breaks and boredom appears to be a problem. (See
Job Physical Demand/Work Posture, 5.1, 5.2, 13.5, 13.6, 13.13, 13.24, 13.25, and
13.28)
77

1.16 There are shortage of workers to perform the planned activities. (See 5.5,
5.6, 10.8, and 10.16)
1.17 The clothing is not comfortable for the present environmental condition.
1.18 The foot wearing is not appropriate for the working condition.
1.19 Worker has no understanding of how his duties fit in with other tasks and
overall operation of project. (See 1.20 and 10.5)
1.20 Workers do not possess skills and experience required to perform the task.
(See 1.21, 2.5, and 5.11)
1.21 Skilled workers are not adequate on job. (See 5.5, 5.6, 10.8, and 10.16)
1.22 Workers do not contribute to maintain a safe environment for self and others
by taking steps to demonstrate safe work practices, minimize or eliminate
exposure to unsafe conditions, recognize and alleviate safety hazards. (See 2.1,
2.3, 2.5, and 2.6)
1.23 Workers do not wear Personal Protective Equipment (PPE) to reduce the
exposure to hazard when engineering and administrative controls are not feasible
or effective. (See 2.1, 2.3, 2.5, and 2.9)

2. Safety Planning
2.1 There is no pre-job safety planning done on project. (See 2.2 and 4.16)
2.2 No safety meeting is conducted to address in advance the potential risks
involved with performing specific tasks.
2.3 Workers are not trained in the safety culture desired on this project. (See 2.4,
4.16, and 5.18)
2.4 There is no training performed on hazard identification and elimination.
2.5 There is no orientation program for new hires. (See 4.16)
2.6 There are no safety incentives in place for recognition of goal directed
behavior. (See 4.16)
2.7 There is no first aid box and other basic medications available on project to
reduce down time with sending injured people out of jobsite to receive medical
attention.
78

2.8 Although the project is located in a geographic location with high heat and
humidity, there is no heat stress aid available onsite.
2.9 Where PPE is to be used to reduce the exposure of employees to hazards,
there is no PPE program initialized or the PPE program is not maintained. (See
2.11, 2.12, 2.13, 2.15, 2.16, 2.17, and 2.19)
2.10 Trip hazard exists in the work area. (See 2.11)
2.11 The site is slippery or steep imposing hazardous conditions.
2.12 Hot surfaces present burn hazard.
2.13 The workplace presents the risk of toxic, flammable, and/or explosive
materials release. (See 2.21)
2.14 The jobsite is too dusty impairing clear vision and increasing accidents
risk.
2.15 The noise level is high which presents hearing hazard or it makes it hard to
hear other workers. (See 2.16)
2.16 There are places where the noise level exceeds 85 dB without hearing
protection.
2.17 Openings and excavations are not adequately guarded.
2.18 Poorly maintained hand tools present injury potential.
2.19 Sharp edges exist in the work area.
2.20 Protection against accidental activation of equipment is inadequate.
2.21 Special materials and locations (toxic and flammable substances, covered
electrical outlets, fuse boxes, etc.) are not color coded.
2.22 Emergency conditions lack support by flashing lights or audible warnings.
2.23 An investigation is not conducted after an accident occurs to identify the
source of hazard.
2.24 Equipments are operated at angles/positions that could create unstable load.
2.25 Fall protection is not utilized while a person is exposed to a fall.

79

3. Job Physical Demand/Work Posture

3.1 Awkward postures are required for performing tasks. (See 3.2, 3.3, 3.4, 3.6,
3.11, 3.17, and 3.19)
3.2 There is requirement for force exertion in awkward postures.
3.3 There is frequent bending or constant standing involved with performing the
task.
3.4 There are extended reaches, beyond normal access of workers.
3.5 There is requirement for static muscle loading. (See 3.6)
3.6 The task requires engagement in static holding work. (See 3.7)
3.7 The work surface requires working overhead while workers need to hold
their arms or hands upright without armrest.
3.8 There is frequent lifting of heavy or occasional lifting of very heavy objects.
3.9 There is vibration in machinery that is annoying and hazardous to health.
(See 7.7)
3.10 The task requires handling of hard to grasp or oversized objects.
3.11 The task requires sudden jerking motions. (See 3.12)
3.12 There is requirement for exerting a heavy force in a short duration.
3.13 There is requirement for excessive strength when working with
tools/equipments or handling materials. (See 3.14)
3.14 The worker is required to exert a large force to start pushing or pulling carts,
materials, etc.
3.15 Hand tools are used in incorrect positions.
3.16 There are motions that involve waste of time or lead to non-productive time.
(See 9.1 and 9.2)
3.17 Work between body members is not balanced.
3.18 There is frequent forceful application at joint extremes.
3.19 The task requires hands to be at elevated overhead position.

80

3.20 There is a need to keep track of multiple events simultaneously, especially

in the case of operating construction machinery.

4. Management-Related Issues
4.1 The level of support from top level management is not proper or sufficient
for project and jobsite staff. (See all the following items)
4.2 Management does not have skill in forecasting outcomes based on trends.
(See all the following items)
4.3 Management does not effectively utilize resources. (See all the following
items)
4.4 Management does not proactively work to remedy problems and make
attempts to exceed the job requirements and expectations. (See all the following
items)
4.5 Management does not effectively utilize the acquired knowledge and skills
associated with previous projects.
4.6 There is unfavorable consequences for honest reporting from field staff that
may adversely reflect on management.
4.7 Management does not attend progress meetings.
4.8 Management does not make prompt decisions.
4.9 Management does not hold and attend informational staff meetings to get
first-hand feedbacks and inputs from the field staff, hear their concerns and help
to correct the problem.
4.10 Management is not open to suggestions and new ways of doing things. (See
4.22)
4.11 Management is slow in processing and reviewing submittals, purchase
orders and other paper works.
4.12 Management does not communicate promptly and effectively the
information received from other parties in project (vendors, owner, engineer,
etc.) to field.
4.13 There is no procedure or policy in effect on chasing material procurement
and controlling vendors.
81

4.14 No incentives and/or rewards are provisioned for workers who perform their
tasks safely, timely and with high quality.
4.15 Salaries, pay increases and benefits are not determined based on
productivity of employees and are not utilized as a tool to stimulate productivity.
Unproductive employees are rewarded as much as productive ones.
4.16 Management does not support safety planning.
4.17 Management does not effectively set short and/or long-term goals with
strategies and action plans to achieve them.
4.18 Management does not evaluate, provide feedback/direction or establish
standards of performance for subcontractors.
4.19 Management does not have ability to promote high morale. Other words,
management can not inspire or motivate staff to complete job tasks or goals.
4.20 Management does not appropriately delegate or share responsibilities and/or
authorities with other staff.
4.21 Management is unstable and indecisive in day-to-day operations of project.
4.22 Management is not open to employee feedback and resists changing
policies and procedures that may slow productivity.
4.23 There is no quality control system in place.
4.24 There is no proper cost control accounting in place.

5. Construction Supervision Issues

5.1 Work and break frequencies and durations are not properly organized.
5.2 The shift work is not properly organized.
5.3 Job performance aids are not available or adequate.
5.4 Supervision does not have ability to promote high morale. Other words,
management can not inspire or motivate staff to complete job tasks or goals. (See
5.13)
5.5 Supervision is unstable and indecisive in day-to-day operations of project.
(See 5.17, 5.19, and 5.20)
82

5.6 Supervision is not considerate of the time value of resources or how to use
them efficiently. (See 5.17, 5.19, and 5.20)
5.7 Superintendent does not instruct workers in a timely fashion. (See 5.15, 5.17,
5.18, 5.19, 5.20, and 5.21)
5.8 Superintendent does not participate in safety and health meetings.
5.9 There is not feedback system in place. (See 13.7)
5.10 The job demands and workers skills are not compatible.
5.11 There is not adequate training for workers to perform their jobs safely
and/or properly.
5.12 Superintendent and workers relationships are tense or unpleasant.
5.13 Supervision is not open to employee feedback and resists changing policies
and procedures that slow productivity.
5.14 Superintendent fails to promptly review paperwork, verify billings and
quantity counts and other documents that will hold up further work progress.
5.15 Superintendent is unable to adapt construction methods or operations to
changes in work order and/or unexpected site conditions.
5.16 Superintendent does not allow workers to occasionally take time off from
work to address their personal emergencies/needs.
5.17 Superintendent does not have appropriate knowledge and perspective on
issues facing project.
5.18 Superintendent is not aware or poorly informed of activities that could have
an effect on the safety of his workers.
5.19 Superintendent is not experienced or incompetent to handle challenges that
arise in the field.
5.20 Superintendent does not have experience or knowledge to plan work. (see
Work Planning)
5.21 Superintendent is planning the job in his head all the time while others on
project are kept in dark to learn about it. (See 12.5 and 12.7)
5.22 There are signs of unfair treatment of workers by superintendent in the way
of inconsistent accountability, promotions, recognition of positive efforts, etc.
83

6. Material-Related Issues
6.1 Materials have not arrived onsite yet. (See 6.2, 6.7, 6.8, and 6.9)
6.2 The work has to stop for material to arrive at the work face from warehouse
or storage area. (See 6.3, 6.4, 6.12, 6.13, and 13.4)
6.3The route for transporting material is obstructed by equipment(s), material(s)
or other obstructions.
6.4 The warehouse or storage area is not organized and ordered properly by
category of material which makes the retrieval difficult. (See 6.5 and 6.6)
6.5 There is not adequate space for storage of material.
6.6 Materials are marked poorly or not marked at all which make it difficult to
locate them.
6.7 There is shortage of material in the market.
6.8 There are long lead time with procurement of materials.
6.9 The submittal and purchase orders are not promptly and/or properly
processed by office staff.
6.10 Materials are not properly kept and maintained onsite in a safe and secure
location which can cause damage or theft. (See 6.11)
6.11 Some of the materials that can get easily damaged by moisture are not
properly protected.
6.12 The surface on which materials are laid down can get loose. For example, it
can get muddy after rain which makes materials to sink in dirt.
6.13 The jobsite layout causes long time for delivery of material from storage to
active work face. (See 9.2)

7. Equipment-Related Issues
84

7.1 There is lack of equipments onsite. (See 7.3)

7.2 Proper equipment is not utilized for the task being performed. (See 7.3 and
7.4)
7.3 Current equipments cannot handle the needs of project. Work items require
equipment with higher capacities, longer reach, etc.
7.4 Equipments are abused for hauling large size or heavy materials which are
beyond the capacity and function of equipment and causes equipment
breakdown.
7.5 The project schedule extended because of downtime or inadequacy of
equipment.
7.6 The work cannot be proceeded in all work faces due to lack of equipment or
not until the work has finished in one area and the equipment is available to
move to next area. (see 10.8)
7.7 There are frequent equipment breakdowns due to aging or poor maintenance.
7.8 There are limitations for the size of equipments to be used. (See 7.9)
7.9 There is not adequate clearance for equipment.
7.10 There are idle equipments in the active work site which slows the mobility
of other equipments.
8. Tool-Related Issues
8.1 There are not proper tools available on-site for performing the task.
8.2 The tools are not adequate for timely performance of tasks.
8.3 The tools are not stored in an orderly fashion to make the retrieval easy. (See
8.4, 8.5, and 8.6)
8.4 There is no small tool box available onsite to store small tools.
8.5 Tools are not returned to storage area or warehouse after the work is
complete or by the end of the workday (e.g. shovel left at excavation).
8.6 There is no log posted in the storage area or warehouse for checkingout/checking-in tools.
85

8.7 Large tools are not stored in a trailer that can be locked to prevent theft.
8.8 There is no tool box available in jobsite trailer for storing expensive items
such as radios, surveying equipments, digital camera, etc.
9. Construction Methods
9.1 There are unnecessary movements of equipment and/or labor. (See 9.2, 10.4,
10.6, and 13.4)
9.2 Workers spend too much time for finding tools or materials. (See 13.9)
9.3 The workflow is slow due to poor site lay out. (See 7.10 and 10.3)
9.4 There are many activities that involve hand carrying or using wheelbarrows
for material movement.
9.5 The existing construction methods are not optimized to utilize learning curve
and maximize the efficiency of workers. (See 10.8)
9.6 In laying down underground or substructure pipe lines, a quality control
inspection is not performed before backfilling or performing subsequent works.
10. Work Planning
10.1 There is no construction planning/project schedule in place.
10.2 Planning was not done early or further ahead.
10.3 There is not adequate spacing maintained between crews. (See 10.4)
10.4 The size of crew is large so there are interferences among people working in
the jobsite or there are confusions in responsibilities. (See 1.19, 10.5, 10.6, 10.8,
and 10.16)
10.5 Workers are not given clear and prompt directions to proceed with their
work.
10.6 Pre-task planning is not utilized at all or not frequent enough in the project.
(See 10.7)
10.7 Pr-task planning is not done before starting a new task or starting a new
category of work.
86

10.8 There is no planning in place or existing plans are poor for effective and
efficient utilization of human resources, equipments or material. (See 10.9 and
10.11)
10.9 The tasks are not properly planned and realistically sequenced. In other
words, the inter-dependency of activities was not considered in planning the job.
(See 10.10)
10.10 The work can not be performed because another crew has not finished
performing his task or is interfering with the flow of work by a different crew.
10.11 The schedule acceleration is managed poorly where the work and
allocation of resources begin earlier than the availability of backlog work.
10.12 The work cannot be completed in one area because there is need for more
people. (See 10.16)
10.13 The daily work schedule does not support morning/afternoon awareness of
workers.
10.14 The weekly work schedule does not support the awareness of workers on
the day of the week.
10.15 Attendance and punctuality are unpredictable. There is no record of
attendance/punctuality and planning absences in advance.
10.16 The ratio of craft/skilled workers and helper/ apprentices in the crew is
improper.
10.17 Loss of momentum due to frequent assignment of crews to different tasks
and locations. (See 9.5)
10.18 The construction schedule was built aggressively or accelerated while the
material procurement is not expedited. (See 6.1)
11. Change Order/Rework
11.1 The work needs to be redone due to changes in design, drawings or
specifications.
11.2 The work needs to be redone due to damage after the work was complete.
11.3 The work needs to be redone because it failed quality control inspection or
testing.
87

11.4 There was errors in fabrication that needs to be corrected in rework.

12. Communication
12.1 There are not open channels of communication between all parties involved
in the project (i.e. among field workers and office staff, construction contractor
and owner/engineer, etc.). (See 4.9, 4.12, and 5.21)
12.2 The work is stopped until further instructions is received in how to perform
the task. (See 5.7 and 5.21)
12.3 The construction planning/methods have not been communicated very well
to subordinates onsite or between office staff and field employees. The parties
involved in project dont have a good understanding of project plan.
12.4 The project milestones, priorities and completion dates are not
communicated to the workforce.
12.5 There are no wipe off board or similar product available on the jobsite
trailer to make easy-to-see writings.
12.6 There is no system in place to record and transfer the acquired knowledge
through learning-by-doing or the field experiences to other projects. (See 4.5)
12.7 The expression of ideas, concepts and directions is not effective at project.
(See 4.9, 13.21, 13.22, and 13.23)

13. Site Conditions

13.1 The work face is not ready and prepared for workers to perform their
respective duties. (See 10.10, 13.2, and 13.15)
13.2 The project site is flooded or muddy due to adverse weather conditions.
13.3 The inspector is not readily available to inspect the completed work and
give the green sign for subsequent tasks. (See 14.6)
13.4 The workplace layout leads to non-productive time or too much time being
wasted by traveling inefficiently across the site. (See 13.5, 13.6, and 13.15)
13.5 There are not adequate water coolers onsite in the vicinity of active work
faces.
88

13.6 There are not adequate portable toilets onsite per certain number of workers.
13.7 There is no suggestion box onsite to receive feedback from workforce in
order to improve the job.
13.8 Jobsite posters, signs, and instructions are not easily readable or are not
posted in conspicuous places. (location or proximity to operator vision, lighting
condition, size of sign).
13.9 Housekeeping is poor on the project. (See 13.10, 13.11, 13.12, 13.13, 13.14,
and 13.15)
13.10 Stockpile, warehouse and storage areas are not organized properly.
13.11 There are no mobile vertical file / drop-lift wall rack / vertical file cabinets
(or any comparable device) for simple hanging, storing and lifting out of plans
and drawings.
13.12 The jobsite wall is cluttered with business cards, letters and miscellaneous
documents that will harden and diminish the visibility of important posters, signs
and announcements.
13.13 On larger projects with several construction equipments onsite, there is no
board available on jobsite trailer for placing (hanging) equipment keys with the
name (ID number) of equipments clearly labeled by their keys.
13.14 There are not sufficient trash cans available nearby active work face or
where workers gather for breaks, etc.
13.15 The jobsite layout is congested and/or obstructed. (See 9.3, 10.3, and
13.16)
13.16 There is no control traffic plan in place at congested or larger jobsites
(construction equipment and passing-by traffic interface often).
13.17 The degree of vigilance is diminished by noise or other workers activities
(excessive noise is annoying and distracting). (See 13.18)
13.18 The jobsite is too noisy making it difficult to hear other workers. (This is
normally the case in construction sites while heavy equipments are operating.)
13.19 The drawing/drafting table in jobsite trailer is not facing the window of
which natural daylight illumination can be utilized for easier readings of
drawings.
89

13.20 The drafting table is located behind a window that is not facing the active
construction site for better visualization of job upon looking at drawings.
13.21 There is no layout of project or site plan posted on jobsite trailer.
13.22 There is no calendar posted on jobsite trailer for the duration of
construction contract.
13.23 The construction plan/equipment schedule is not posted on jobsite trailer.
(e.g. a bar chart that graphically shows the start and finish of work items,
delivery and return of construction equipments, etc.)
13.24 On remote construction sites with no convenient store in the vicinity of
project, there is no vending machine onsite or at luncheon area which workers
can purchase soft drinks.
13.25 There is no covered luncheon area or tent onsite which workers can store
their meals and gather for launch.
13.26 The amount of illumination for the task is not sufficient (confined space).
(See 13.27)
13.27 There is no mobile lighting pumps or portable lighting units/towers on
jobsite despite working in low illumination conditions.
13.28 Ventilation is not adequate in covered, closed or confined work areas.

14. External Issues

14.1 The quality of construction documents, drawings or specifications is poor.
(See 14.2, 14.3, and 14.4)
14.2 There are uncommon abbreviations in drawings, project schedule, work
plans, pre-task plans and safety data worksheets, etc.
14.3 Coding systems and drawing scale are not consistent.
14.4 There are errors in drawings (plane and elevations, centerline dimensions of
column, girder, strut, anchor bolts, joints and other components, bearing
elevations, etc.)
14.5 The contract format is not suitable for the project.

90

14.6 There is delay with inspecting the completed work (inspection from the
owner or engineer).
14.7 The laws and regulations impose excessive burden that cause productivity
loss and/or drop in profitability of project.
14.8 The cost of insurance and performance bond are excessive.
14.9 There are local unions and politics involved.
14.10 The project is unique in size and complexity.
14.11 Inconsistencies exist in as-built versus as-design drawings that may
affect the layout or placement of the remaining work.
14.12 The thermal environment is not comfortable (i.e. heat, cold, humidity).

91