196
D. Przywara and A. Rak
assets must include systematic analysis of all elements of risk, possible ways of
determining its degree, and possible ways of controlling it [3].
The selection of production control methods depends on many factors [4]—above
all on the degree of production repeatability, as well as the level of detail of available
data, the detail of the records kept, the use of planning and recording documentation,
the degree of use of computer techniques and the prevailing organizational culture in
the enterprise. Controlling the production flow requires the use of appropriate source
data and planning norms as well as the preparation of an appropriate production
plan. Each enterprise maintains the appropriate data sets containing information on
production cycles from previous seasons.
The economic analysis of the project is an iterative process regarding the moment
of its launch (pre-investment phase) and periodic assessments during the project
implementation, when changes in the surrounding environment and level of knowledge, or finding serious discrepancies in relation to what was foreseen, lead to a
review of previous operational strategies [5].
Cost accounting is the basic unit used to monitor and control the costs of projects.
It has a hierarchical structure, similar to the structure of the division of labor or even
identical to it. The efficiency of production processes means the amount of product
that can be produced in a given time [6]. The quantity produced during production
can vary significantly—depending on process disturbances, quality level, equipment
efficiency and many other factors. The basic factors associated with the production
process include: technology, organization of the production process in time and space,
appropriate methods and work techniques.
Increasing production and improving the quality of products can be achieved,
among others, by increasing its automation, introducing new technologies, and using
modern tools. Production efficiency can also be increased by proper reorganization
of production processes, both in time and space [7].
Resource scheduling is the process of transforming a project into a work schedule
that takes into account available resources. It is commonly understood that, resource
planning is limited to the human factor [8].
The adopted work breakdown structure (WBS), within the designed processes,
must be subject to ongoing control, assessing the degree of time-cost variances from
the assumed plan.
The implementation of each improvement must be preceded with determining the
purpose of improvement and a realistic plan for its implementation, by presenting
the appropriate tools and methods of action [9], after each change is introduced work
standards must be systematically updated, because each change entails an increase
in process variability and further implementation of improvements is only possible
after stabilizing production.
Supplying production at the construction site with additional working brigades,
most often in the subcontracting system, in which an external company offers its
own, higher work rate—camouflaged in the piecework rate [10], is justified only in
the event that, the contractual penalties for exceeding the contractual period of the
D. Przywara and A. Rak
assets must include systematic analysis of all elements of risk, possible ways of
determining its degree, and possible ways of controlling it [3].
The selection of production control methods depends on many factors [4]—above
all on the degree of production repeatability, as well as the level of detail of available
data, the detail of the records kept, the use of planning and recording documentation,
the degree of use of computer techniques and the prevailing organizational culture in
the enterprise. Controlling the production flow requires the use of appropriate source
data and planning norms as well as the preparation of an appropriate production
plan. Each enterprise maintains the appropriate data sets containing information on
production cycles from previous seasons.
The economic analysis of the project is an iterative process regarding the moment
of its launch (pre-investment phase) and periodic assessments during the project
implementation, when changes in the surrounding environment and level of knowledge, or finding serious discrepancies in relation to what was foreseen, lead to a
review of previous operational strategies [5].
Cost accounting is the basic unit used to monitor and control the costs of projects.
It has a hierarchical structure, similar to the structure of the division of labor or even
identical to it. The efficiency of production processes means the amount of product
that can be produced in a given time [6]. The quantity produced during production
can vary significantly—depending on process disturbances, quality level, equipment
efficiency and many other factors. The basic factors associated with the production
process include: technology, organization of the production process in time and space,
appropriate methods and work techniques.
Increasing production and improving the quality of products can be achieved,
among others, by increasing its automation, introducing new technologies, and using
modern tools. Production efficiency can also be increased by proper reorganization
of production processes, both in time and space [7].
Resource scheduling is the process of transforming a project into a work schedule
that takes into account available resources. It is commonly understood that, resource
planning is limited to the human factor [8].
The adopted work breakdown structure (WBS), within the designed processes,
must be subject to ongoing control, assessing the degree of time-cost variances from
the assumed plan.
The implementation of each improvement must be preceded with determining the
purpose of improvement and a realistic plan for its implementation, by presenting
the appropriate tools and methods of action [9], after each change is introduced work
standards must be systematically updated, because each change entails an increase
in process variability and further implementation of improvements is only possible
after stabilizing production.
Supplying production at the construction site with additional working brigades,
most often in the subcontracting system, in which an external company offers its
own, higher work rate—camouflaged in the piecework rate [10], is justified only in
the event that, the contractual penalties for exceeding the contractual period of the