Scheduling PA/RT
Objective:
Develop and implement a scheduling process that would enable OPP to effectively manage resources, balance work force and workload, enhance customer communications, and meet project completion using the flowchart developed by the Work Control design team
Sponsor:
Ford Stryker
Members:
- Regina Lyons, Leader
- Dave Burns, Facilitator
- Mark Crowley
- Ed Debrasky
- Bob Harris
- Bob Kellar
- Denise Lucas
- Al Matyasovsky
- Tom Rodkey
Background:
- Refer to background work completed by Work Control design group
- No "big picture" view of resources vs. workload. OPP, as a whole, does not have a clear picture of upcoming construction activities, therefore, resource requirements based on projected workload are unclear
- Lack of forecasting causes inability to evaluate needs and obtain additional resources in a timely manner
- Insufficient information to base inside vs. outside work decisions
- Uncertainty pertaining to the most effective and efficient use of manpower allocations
- Inability to consistently provide customers with accurate job information (e.g. start and completion dates)
Objectives:
- Develop an effective weekly and shop loading scheduling system that would assist in providing orderly and economical task accomplishment
- Provide a comprehensive view of upcoming workload projections to assist in making reliable inside/outside work accomplishment decisions
- Provide OPP personnel customers with reliable work plan information
- Balance work force with workload
- Have a documented process
- Communicate "new process" and expectations
Constraints:
- Operate within current budgets
- No additional staffing available, but, reallocation of resources possible
- OPP's procurement of CIS system(time line and budget)
- Work closely within the flowcharts established by the Work Control design team. Changes in processes may be authorized by sponsor
Coordination:
- Work with other WCC PA/RTs and the WCC Committee for coordination of the entire process (Big Picture)
- Coordinate with Director, CAFM committed, ITS department
Resources:
- Employees at OPP
- WCC PA/RTs
- Other comparable institutions(i.e.; Minnesota State University, Public Work Center, Norfolk, Virginia)
Key Performance Measures:
- Turnaround time for service calls, minor & major projects
- Backlogs of service calls, minor and major projects
- Planned vs. unplanned work
- Comparison of hours scheduled for preventive maintenance, service calls, minor and major projects vs. hours worked
- Customer Satisfaction (survey)
- Employee Satisfaction (survey)
Review Milestones:
- Approved charter for understanding objective - 08/31/1999
- Reengineering Team training completed - 10/15/1999
- Develop scheduling model - 12/30/1999
- Shop load planning - 10/05/2000
- Pilot schedule - 01/18/2001
- Implement scheduling - 06/07/2001
- Various point during implementation - Every two weeks
Roles of the Team:
- "Own" the Charter and work within its limits (or negotiate changes) and use data and facts
- Solve problems the team is capable of and responsible for
- Use CQI techniques in carrying out your role
- Do not consider the team mission satisfied until results are implemented and follow up is assured using the appropriate metrics to clearly establish effectiveness and complete implementation of recommended process changes
- Get the sponsor involved if there is a desire to modify the Charter
- Ensure that the implementation of the team results best serves the customers and does not adversely affect other OPP groups without their consent
- Notify sponsor when the working environment gets in the way of team progress
- Involve the sponsor when appropriate and communicate progress at least monthly
Roles of the Sponsor:
- Help the team understand and commit to the Charter
- Ensure the overall work environment encourages teams to meet and work on the scheduling process
- Monitor the progress of the team and help and support the team when needed.
- Help the team clearly understand their respective roles and responsibilities, and the team results will be accepted if the team works within the Charter and uses data and facts
- Ensure the team has the time and resources to complete the Charter assignment, including following up to ensure results are effective and stay implemented