Architectural Flashing Supply
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Tier 7 · Estimating Project Management and Operations

Installation labor and productivity estimating

How an installer turns a quantity and a production rate into labor-hours, crew-days and a manpower plan, what moves a rate, how published overtime and crew-size multipliers are read, and how to check planned hours against actual.

4 lessons · about 55 min · 14 diagrams · 0 videos

Version 1.0.0

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Lessons

0 of 4 complete

  1. Lesson 1 · 10 min · 8 slides · 9 questions

    Installation labor and productivity estimating: principles and terminology

    The words an installer uses to estimate field labor: quantity, production rate, labor-hours, crew, duration and productivity multiplier, with a worked example and the safety limits that stay in the estimate.

    You will be able to: Define production rate, labor-hour, crew, duration and productivity multiplier, compute hours and crew-days from a quantity and a rate, and state the safety rules that no productivity target overrides.

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  2. Lesson 2 · 18 min · 12 slides · 16 questions

    Installation labor and productivity estimating: materials, standards and design constraints

    Why a production rate is an average of past work, which product, site, people and schedule factors move it, and what the published overtime, overmanning and shift-work multipliers say and do not say.

    You will be able to: Sort the factors that change installation hours into product, site, people and schedule, and cite a source for each.

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  3. Lesson 3 · 14 min · 12 slides · 12 questions

    Installation labor and productivity estimating: methods and worked application

    A six-step method for an installation labor estimate, worked on a parapet coping run: activities from the maker's sequence, counts from the takeoff, labeled rates, a multiplier applied to the right hours, a manpower plan and the estimate packet.

    You will be able to: Break a flashing run into activities, attach quantities and rates, adjust for conditions with a cited multiplier, convert to crew-days and a manpower plan, and document the assumptions.

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  4. Lesson 4 · 13 min · 10 slides · 13 questions

    Installation labor and productivity estimating: defects, verification and case study

    How to compare planned with actual hours using the Delta, a published sheet-metal case study, four common estimating defects, how to verify an estimate while the work runs, and why lost hours are never recovered by dropping protection.

    You will be able to: Diagnose a plausible installation estimating defect, check planned hours against actual, and document the evidence for review.

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Practical task

Build and document an installation labor estimate for a straight parapet coping run you choose, between 60 and 200 ft long with two end caps and at least one corner: break it into the four installation steps, count pieces, joints and fasteners, label every rate, adjust for one condition with a cited table, and plan how you will track actual hours.

Hand in

  • An activity table with, for each installation step, the quantity (length and count), the rate with its unit and its label (own record, reference or judgment), and the hours
  • The piece, joint and fastener counts for your run at the AFS standard 10 ft piece and at one shorter length, with the counts compared
  • One adjustment with its table, the multiplier read from it, the hours it applies to, and the arithmetic (hours divided by the multiplier)
  • A crew size and mix, the elapsed time in crew-days, and a note on whether a safety monitor or heat limits change the number of productive heads
  • A one-paragraph plan to track actual against planned hours daily or weekly, naming the Delta you will compute

Rubric

CriterionMeets the standard when
Hours from ratesEvery activity shows hours = quantity / rate with units, and every rate is labeled as an own record, a reference or a judgment. No money appears.
CountsPieces are rounded up, joints are one fewer than pieces on a straight run, and fasteners follow the stated spacing; the two piece lengths are compared by count, not hours.
AdjustmentA published multiplier is read from the right table inside its range, divided into only the affected hours, and its source is named as sheet-metal-contractor data.
Safety and heatA monitor with no other duty is not counted as a productive head, and any new-worker heat limit is applied as a recommendation; no protection is removed to save hours.
VerificationThe tracking plan names daily or weekly checks, the Delta formula, and what a significant deviation would prompt.

Module quiz

10 questions drawn from a bank of 50; a new set each attempt. Pass mark 85%.

1. In Hanna's trapezoid, what share of the hours does the peak period hold?
2. At 10 ft per person-hour (a teaching number), how many person-hours do 100 ft need?
3. Why is planning four productive heads on a four-person crew with a dedicated safety monitor wrong?
4. If hours run behind, what should you do instead of removing a safety monitor?
5. On what does UFC 3-740-05 say production rates are based?
6. Which of these does UFC 3-740-05 list as a factor that changes labor effort?
7. What was the Minnesota project's percent overtime?
8. In the teaching packet, 100 ft of cleat at 20 ft per person-hour takes how many person-hours?
9. When is a wage rate applied in the method this module teaches?
10. On a steep roof, which is NOT on the list in 1926.501(b)(11)?