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SUPPLY CHAIN OPTIMIZATION SCO 3 Crewing Optimization As-Is Processes January 9, 2006.

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Presentation on theme: "SUPPLY CHAIN OPTIMIZATION SCO 3 Crewing Optimization As-Is Processes January 9, 2006."— Presentation transcript:

1 SUPPLY CHAIN OPTIMIZATION SCO 3 Crewing Optimization As-Is Processes January 9, 2006

2 2 SUPPLY CHAIN OPTIMIZATION Checkpoint 3 PROJECT PLANNING Additional Checkpoint(s) Project Initiation Work Plan As-Is Processes Checkpoint 1 Checkpoint 2 Integrated Vision, Process Design, System Architecture and Release Strategy BUILD System Architecture Detailed Requirements Detailed To-Be Processes Model Design Model Build Change Management Report Build Testing Training Integration Activities - TBD CRS Detailed Project Planning Pilot Deployment High Level To-Be Processes Base Requirements The End State Project Road Map Approach Team Deliverables Integration

3 3 SUPPLY CHAIN OPTIMIZATION Contents Process Analysis Sub-Process Mapping Sub-Process Definition

4 4 SUPPLY CHAIN OPTIMIZATION Process Analysis 432 Assess and adjust next shift crewing schedules for close-in unplanned changes. Assign next day labor requirements. Communicate / post crewing change / schedule. Maintain and validate employee specific data enabling accurate schedule. 1 Post Schedule Data Validation Next Day Crewing Timeline Next Shift As-Is Daily Crewing Process Spans Two to Three Days

5 5 SUPPLY CHAIN OPTIMIZATION Sub-Process Mapping Crewing Timeline Next Shift Assess and Adjust Next Shift Crewing Schedules for Close-In Unplanned Changes 1. Crewing Coordinator Informed of Crewing Change 2. Determines Available Labor Pool 3. Chooses Solution to Address Change Plant Specific (ICS, PRM, sch. meeting, etc.) Production Scheduler Resource Employee Labor Status / Availability Qualifications Vacations LOA / FMLA Training / Meetings Economics Double time Overtime Straight time Plant Specific Guidelines Employee Volunteer Preferences Seniority Union (CBA) Rotation Unplanned Crewing Changes (Examples) De-crewing Labor call offs Production shortage driving incremental labor need

6 6 SUPPLY CHAIN OPTIMIZATION Sub-Process Definition Process owners Process participants P E O P L E Managers of crewing coordinators. Crewing coordinators, employees, resources. When performed & commonalities Where performed How often performed T I M E FLUS plants. At the beginning of each shift and ongoing as changes arise. Dependent upon the magnitude and number of unplanned changes. SCO-3 TeamJuly 27, 2005 July 2005 Frito-Lay As-Is Process Analysis Created by:Date of Last Edits: Date Created: Process:Assess and adjust next shift schedules. Inputs Outputs I & O 1. Actual production gaps or overage. 2. Accurate employee availability. 3. Plant specific guidelines. 1. Employee notification of changed work schedule.2. Revised labor schedule addressing close-in gaps. Issues/ Opportunity Areas Tools Used O T H E R 1. Lack of available schedule attainment. 2. Employee data is manually maintained giving chance for human error and interpretation. 3. All crewing adjustments are manually calculated. 4. All employee selection preference enrollment is manually documented. 1. Site-specific crewing excel spreadsheets. 2. Employee availability lists. 3. Close-in employee volunteer preferences. Brief Description Business rules Key assumptions & constraints P R O C E S S Addresses unplanned over / short labor position while incorporating site specific guidelines. 1. There is established, effective communication of any unplanned changes between all plant departments. 2. Resources have knowledge of attainment and unplanned changes impacting labor. 3. All manual personnel data is accurate and maintained to enable quick solution of changed work schedule. 1. ICS and / or PRM cases from production vs. schedule not readily accessible. 2. Resource availability. 3. Crewing unplanned gaps may require extensive forward planning to enable the most optimal short term solution. All labor needs are covered while minimizing production overtime and maximizing available straight time. The crewing coordinator, upon arrival and throughout the entire shift, assesses the current production performance compared to the production schedule. They adjust next shift crewing for any unplanned activity (i.e. scheduled production shortage, material / mechanical downtime, etc.). Goals & Measurement Criteria

7 7 SUPPLY CHAIN OPTIMIZATION Sub-Process Mapping Crewing Timeline Next Day Assign Next Day Labor Requirements Employee Labor Status / Availability Planned vacations (manual list) LOA / FMLA (excel spreadsheets, manual list) Qualifications / department transfers (manual tracking) Time & attendance work history (Kronos) Required training / meetings (resource communicated) 2. Determines Available Labor Pool 3. Writes Schedule Economics Double time Overtime Straight time Plant Specific Guidelines Employee Volunteer Preferences Seniority Union (CBA) Rotation Labor Needs for Next Day 1. Crewing Coordinator Identifies Labor Need Production Plan

8 8 SUPPLY CHAIN OPTIMIZATION Sub-Process Definition Process owners Process participants P E O P L E Managers of crewing coordinators. Crewing coordinators, employees, resources. When performed & commonalities Where performed How often performed T I M E FLUS plants. Post the employee volunteer deadline during each shift and upon receiving next days shift production plan. Daily during each shift. SCO-3 TeamJuly 27, 2005 July 2005 Frito-Lay As-Is Process Analysis Created by:Date of Last Edits: Date Created: Process:Assign next day labor requirements. Inputs Outputs I & O 1. Planned production schedule.2. Employee availability, qualifications, department transfers and employee volunteer preferences. Next days crewing work schedule. Issues/ Opportunity Areas Tools Used O T H E R 1. Timely communication of production schedule. 2. Employee availability and preference enrollment lists are manually maintained giving chance for human error and interpretation. 3. Labor decisions not standardized. 4. Time and attendance is maintained in WFC, but not automated into crewing calculations. 1. Production schedules. 2. Employee availability lists. 3. Site-specific LOA / FMLA vacation excel spreadsheets. 4. Employee volunteer preferences. Goals & measurement criteria Brief Description Business rules Key assumptions & constraints P R O C E S S Addresses all labor needs to run planned production, incorporating site specific guidelines. 1. Employees place their volunteer requests prior to the site specific deadline. 2. Production schedules and employee availability lists are accurate and timely. 1. Crewing coordinator cannot crew the next days schedule until after the employee volunteer deadline. 2. Crewing is dependent upon timely production schedule. Next days crewing schedule is determined in a timely manner, while accurately incorporating planned production schedule, facility specific guidelines, minimal OT and maximum straight time. To crew the next days corresponding shifts labor assignments, crewing coordinators determine the labor required to fulfill the production schedule, the available labor pool and the labor assignments. The majority of crewing coordinators are responsible for crewing one shift, which is usually the one they work.

9 9 SUPPLY CHAIN OPTIMIZATION Sub-Process Mapping Crewing Timeline Data Validation Maintain and Validate Employee Specific Data Enabling Schedule Employee Labor Status / Availability Planned vacations (manual list) LOA / FMLA (excel spreadsheets, manual list) Qualifications / department transfers (manual tracking) Time and attendance work history (Kronos) Required training / meetings (resource communicated) Employee volunteer preferences (manual list) Crewing Coordinator

10 10 SUPPLY CHAIN OPTIMIZATION Sub-Process Definition Process owners Process participants P E O P L E Managers of crewing coordinators. Crewing coordinators, employees, resources. When performed & commonalities Where performed How often performed T I M E FLUS plants. Daily or during each shift, depending on workforce size and site-specific requirements. Continually updating. SCO-3 TeamJuly 27, 2005 July 2005 Frito-Lay As-Is Process Analysis Created by:Date of Last Edits: Date Created: Process:Maintain and validate employee data. Goals & measurement criteria Brief Description Business rules Key assumptions & constraints P R O C E S S Must be constantly maintained and validated. 1. Manual sign up process is documented and adheres to plant specific guidelines. 2. Kronos is the system of record for time and attendance. 3. Work history and qualifications performance are accurately maintained in a manual spreadsheet. 4. Resources proactively communicate training / meetings / safety / labor requirements. Employee data is accurately maintained and validated with minimal effort and maximum reliability enabling an optimized crewing schedule. Accurate employee data must be maintained in order to ensure feasible, timely crewing schedules that address the labor requirement.Inputs Outputs I & O 1. Vacation lists.2. LOA / FMLA excel spreadsheets. 3. Kronos reports.4. Employee volunteer preference lists.5. Work history. 6. Training and meeting schedules. 7. Qualifications / department transfers spreadsheet. Accurate employee data generating available labor pool. Issues/ Opportunity Areas Tools Used O T H E R 1. Manually difficult to optimize all the various crewing solutions to get the consistent best business decision. 2. All employee data is manually maintained giving chance for human error and interpretation. 3. Timely communication from resources to coordinator regarding crewing needs (i.e. training, safety, etc.). 4. Time, attendance, overtime and straight time is maintained in WFC, but not automated into crewing calculations. 5. Lack of standardized decision process for crewing. 1. Employee availability lists and manual spreadsheets. 2. Kronos. 3. Meeting and training schedules. 4. Employee volunteer preferences.

11 11 SUPPLY CHAIN OPTIMIZATION Sub-Process Mapping Crewing Timeline Post Schedule Communicate / Post Crewing Change / Schedule NEXT SHIFT Communicate crewing change Revise posted schedule Notify impacted employees: Direct contact Phone / voice message, etc. Notify shift resource Inform next shift crewing coordinator during shift transition NEXT DAY Communicate schedule Post in plant Notify impacted employees: Direct contact Phone / voice message, etc.

12 12 SUPPLY CHAIN OPTIMIZATION Sub-Process Definition Issues/ Opportunity Areas Tools Used O T H E R 1. Timely employee notification of crewing change / schedule. 2. Consistent communication method. 3. Electronically record employee contact information. 4. Employee contact tracking / audit system. 1. Planned / unplanned production needs. 2. Employee availability lists. 3. Close-in employee volunteer preferences. Process owners Process participants P E O P L E Managers of crewing coordinators. Crewing coordinators, employees, resources. When performed & commonalities Where performed How often performed T I M E FLUS plants. After the volunteering deadline, prior to shift close. Daily and throughout each shift, as needed. SCO-3 TeamJuly 27, 2005 July 2005 Frito-Lay As-Is Process Analysis Created by:Date of Last Edits: Date Created: Process:Communicate crewing. Goals & measurement criteria Brief Description Business rules Key assumptions & constraints P R O C E S S Must be accurate and timely addressing all labor needs to run the required production plan. The published schedule is the most optimal business decision given employee availability and facility guidelines. 1. Schedule is posted at / or before the facility deadline every day. 2. No gaps or uncovered labor needs. Crewing coordinators repost the next shifts crewing schedule and post the next days crewing schedule by the site-specific deadline each day.Inputs Outputs I & O 1. Vacation lists. 2. LOA / FMLA excel spreadsheets. 3. Employee volunteer preference lists. 4. Meeting and training schedules. 5. Qualifications / department transfers database. 6. Unplanned production changes. Accurate and timely posted crewing schedule resulting in optimal labor assignments to cover business needs.


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