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Agenda. IntroductionDelineationSchedule designStatements. ATOS ?full service'. Advice. Implementation. Planning. Training. Software. Research. . . . TRM issues. . . . . . . . . Towards integrated planning/scheduling. ASP. ERP. MRP 1/II. Material. Information. Staff. Bar chart. Shift schedulingsoftware.
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1.
CFP Workshop Planning
13 June 2005
Ben Jansen
ATOS Beleidsadvies en -onderzoek bv
Amsterdam Developments in staff scheduling
2. Agenda Introduction
Delineation
Schedule design
Statements
3. ATOS ‘full service’
4. Towards integrated planning/scheduling
5. Schedule design process
6. Scheduling techniques Substitution technique
Balance technique
Copying (technique)
7. Schedule types Collective cyclical schedules
Individual unique schedules
Individual repetitive schedules
Combined types
8. Traditional fully continuous
9. Individual unique schedule
10. Individual repetitive schedule
11. Schedule design process
12. Statement
13. Compressed working week (A) (‘4 x 9 hours’)
14. Compressed working week (B) (‘Pink Friday’)
15. Statement
16. Durable efficiency
17. Statement
18. Relationship participation and vitality
19. WTM Profile
20. Fitting workload patterns and personnel deployment
Adequate quantitative and qualitative staffing
Minimalizing overtime and underutilization
Applying ergonomical working time schedule principles
Organizing ‘change’ potential
Creating optimal working time motivation
21. Statement
23. Statement
24. Rota-Risk-Profile-Analysis
The RRPA is an interactive internet application to assess the physical and social risks of schedules (including transmeridian time-zone crossings)
An ergonomic tool
25. Aims RRPA-development
Coherent assessment of risks
Clear interpretation of inconveniences
Quantitative comparison of rota aspects
26. Physical Criteria Regularity (RE): of a schedule refers to the frequency and the nature of the changes in working hours and free hours, corrected for current circadian rhythmicity
Periodicity (PE): this criterion indicates the extent to which the circadian rhythmicity resulting from the duty pattern and the time zone changes is disturbed
Load per shift (LS): the calculation of load per shift gives an indication of the influence of the duration of the shift on the load on the individual
Load per week (LW): this value is the measure of the cumulative effects of the various loads per shift
The opportunity for rest at night (ON): this is the opportunity to rest when simultaneously the current resynchronised circadian rhythmicity sine and the local circadian rhythmicity sine are below the X-axis and are between 23:00 and 07:00 LT at destination
27. Social Criteria Predictability (PR): the predictability stands for the simplicity with which predictions can be made mentally on how future free time will be localized
The opportunity for household and familiy activities (OH): this aspect refers to the opportunity to devote time to carry out household and family activities during the daytime on weekdays at homebase
The opportunity for evening recreation (OE): this criterion concerns opportunities to spend the weekdays evenings ‘as one likes’ at home
The opportunity for weekend recreation (OW): this criterion indicates to which extent weekend day activities/participation is possible at home
The opportunity for layover recreation (OL): this criterion indicates the amount of layover recreation time flight crews have for leisure activities during layovers
28. RRPA-scan schedule I
29. RRPA-scan schedule II
30. 10 ergonomic criteria for scheduling 1. Forward rotation
2. Six successive shifts at most
3. Two successive shifts at least
4. Four successive similar shifts at most
5. Mean weekly working hours between 34 and 38 hours
6. At least a break of half an hour in the middle of the shift
31. 10 ergonomic criteria for scheduling 7. A shift of 9 hours at most
8. Starting and stopping hours of the shift between 7 a.m. - 3.00 p.m. - 11 p.m.
9. A predictable working time schedule
10. At least 40% of the evenings and weekend days off (well spread)
32. Traditional fully continuous
33. Modern fully continuous
34. Statement
35. Flexibility dilemma ‘Employee’s flexibility needs are fundamentally different from employer’s flexibility needs’
Different terms:
Employees > individual-orientated
Employers > capacity-orientated
36. ‘Shared’ flexible working hours Examples:
Module/subscription system
Autonomous (time)groups
Combination system (‘bouquet’)
37. The ‘Working Hours Bouquet’
38. Pre-conditions flexible working hours Dosing in moderation
Limited complexity (controllability)
Ergonomic design (rules of the game)
‘Planning tools’ support
Coaching those involved
Room for habituation
Sovereignty + responsibility
39. Statement
40. Flexibility via individual task scheduling
41. Development scheduling systematics
42. Shift versus task scheduling Shift scheduling
Work amount at accumulated level
Workplace and task planning afterwards
=> availability culture
Inflexible
Unproductive
Predictable
43. Shift versus task scheduling Task scheduling
Work amount at task level
Workplace and task planning in advance
=> planning culture
Flexible
Productive
Unpredictable
44. Development participation process
45. Participation mechanism Via statutory regulations
Via systematics and culture
46. Participation regulation
47. Design of participation and flexibility in strategy Say in schedule design (individual, collective)
Systems with penalty or bonus points (individual)
Bidding systems
Self-scheduling systems (team scheduling, autonomous time groups)
48. Statement
49. Development software support need
50. Suited scheduling software Shift scheduling >> SP-Expert
Task scheduling / bidding system >> Li3
Team scheduling >> Time Care
51. Statement
52. Planning conditions
53. Planning conditions
54. Planning conditions
55. Focus planning conditions Participation (= tailor-made, room for individual wishes)
Flexibility (= practicability with dynamic staffing demands and different labour durations)
Software support (= ease of planning)
56. Statement