total number of man-hours actually worked

简明释义

实际工作人时总数

英英释义

例句

1.The accountant calculated the total number of man-hours actually worked to prepare the payroll for the month.

会计计算了实际工作总工时以准备本月的工资单。

2.The project manager reported that the total number of man-hours actually worked on the construction site was significantly higher than estimated.

项目经理报告称，施工现场的实际工作总工时明显高于预估。

3.The total number of man-hours actually worked is a critical metric for assessing the productivity of our workforce.

对于评估我们劳动力的生产力来说，实际工作总工时是一个关键指标。

4.After reviewing the reports, we found that the total number of man-hours actually worked exceeded our projections.

在审查报告后，我们发现实际工作总工时超过了我们的预测。

5.To improve efficiency, the team analyzed the total number of man-hours actually worked during the last quarter.

为了提高效率，团队分析了上一季度的实际工作总工时。

作文

In the realm of project management and labor economics, understanding the concept of total number of man-hours actually worked is crucial for assessing productivity and efficiency. This phrase refers to the aggregate amount of time that all workers have devoted to a specific task or project. It encompasses every hour spent on the job, factoring in not just the productive hours but also any downtime that may occur due to unforeseen circumstances. The significance of accurately measuring the total number of man-hours actually worked cannot be overstated, as it provides valuable insights into workforce performance and project timelines.When embarking on a new project, managers often set expectations based on estimates of how many man-hours will be required to complete various tasks. However, these estimates can vary widely from reality based on numerous factors such as worker skill levels, equipment availability, and even external conditions like weather. By keeping track of the total number of man-hours actually worked, managers can gain a clearer picture of whether a project is on schedule or if adjustments need to be made.Moreover, analyzing the total number of man-hours actually worked allows organizations to identify areas where inefficiencies may exist. For instance, if a team consistently logs more hours than anticipated without corresponding increases in output, this could indicate issues such as inadequate training, poor resource allocation, or even low morale among workers. Addressing these underlying problems can lead to improved productivity and ultimately contribute to the success of the organization.In addition to internal assessments, the total number of man-hours actually worked is also a critical metric for external stakeholders. Investors and clients often look at this figure to gauge the health of a project. High man-hour totals might suggest that a project is struggling, while lower totals may indicate efficient progress. Therefore, transparent reporting of the total number of man-hours actually worked can enhance trust and credibility between all parties involved.Furthermore, in industries where labor costs are a significant portion of overall expenses, understanding the total number of man-hours actually worked becomes even more essential. Companies can use this data to analyze labor trends and make informed decisions about hiring, overtime, and budget allocations. For example, if a particular project consistently exceeds its man-hour estimates, it may prompt a reevaluation of staffing needs or project scope.Lastly, the concept of total number of man-hours actually worked ties into broader themes of work-life balance and employee well-being. Organizations that monitor and manage this metric responsibly can create a healthier work environment. Excessive hours logged without adequate rest can lead to burnout and decreased job satisfaction. By striving for a balance, companies can ensure that employees remain engaged and productive without sacrificing their mental and physical health.In conclusion, the total number of man-hours actually worked is a multifaceted metric that serves numerous purposes in project management, labor analysis, and organizational health. Understanding and utilizing this concept effectively can lead to enhanced productivity, improved employee satisfaction, and greater overall project success. As businesses continue to evolve in a rapidly changing world, the ability to accurately measure and interpret man-hours will remain a vital component of operational excellence.

在项目管理和劳动经济学领域，理解“实际工作总工时”这一概念对于评估生产力和效率至关重要。这个短语指的是所有工人投入到特定任务或项目中的时间总和。它涵盖了每个工人在工作中花费的每一个小时，不仅包括生产性工时，还包括由于不可预见情况而发生的任何停工时间。准确测量“实际工作总工时”的重要性不言而喻，因为它为劳动力表现和项目进度提供了宝贵的见解。在启动新项目时，管理者通常根据预计完成各种任务所需的工时来设定期望。然而，这些估算可能因工人技能水平、设备可用性以及天气等外部条件等多种因素而与现实相差甚远。通过跟踪“实际工作总工时”，管理者可以更清晰地了解项目是否按计划进行，或者是否需要做出调整。此外，分析“实际工作总工时”还允许组织识别潜在的低效领域。例如，如果一个团队持续记录的工时超过预期而没有相应的产出增加，这可能表明存在诸如培训不足、资源配置不当或员工士气低落等问题。解决这些潜在问题可以提高生产力，并最终有助于组织的成功。除了内部评估外，“实际工作总工时”也是外部利益相关者的重要指标。投资者和客户通常会查看这个数字以评估项目的健康状况。高工时总数可能表明项目正在挣扎，而较低的总数可能表示高效进展。因此，透明地报告“实际工作总工时”可以增强所有相关方之间的信任和信誉。此外，在劳动成本占总体开支很大一部分的行业中，理解“实际工作总工时”变得更加重要。公司可以利用这些数据分析劳动趋势，并就招聘、加班和预算分配做出明智的决策。例如，如果某个项目持续超出其工时估算，这可能促使对人员需求或项目范围进行重新评估。最后，“实际工作总工时”的概念与工作与生活平衡及员工福祉等更广泛的主题相关。负责地监控和管理这一指标的组织可以创造更健康的工作环境。过多的工时记录而没有足够的休息可能导致倦怠和工作满意度下降。通过追求平衡，公司可以确保员工在不牺牲心理和身体健康的情况下保持参与感和生产力。总之，“实际工作总工时”是一个多方面的指标，在项目管理、劳动分析和组织健康方面发挥着多重作用。有效理解和利用这一概念可以提高生产力、改善员工满意度以及实现更大的项目成功。随着企业在快速变化的世界中不断发展，准确测量和解释工时的能力仍将是运营卓越的重要组成部分。