To many companies, the human resources are their most important and expensive resources. We can fill the building with computers and servers, but without people there is nothing.
The scheduling and the deployment of the resource need for materials and machines are typically managed by the company's planning system, while the human resources are often considered a fixed resource.
In times like these when the world economy does not know which direction to choose, a lot of companies consequently focus on improving the use of their human resources.
Typically, the companies focus on how to streamline their business by improving the deployment of the assembly of machinery, ensuring an optimal supply chain or other non-human resources. But how may the use of the human resources in the company be improved?
When you are scheduling, you know from the beginning that the schedule is difficult to keep. Then why make schedules when they are not reliable, you may then ask yourself? Knowing that you at a later date have a good point of departure for improvising from the conditions that real life offers is the most important reason for scheduling.
When you are scheduling, the schedule is based on a number of prerequisites and expectations of how the scheduling period will turn out. The thoughts and the prerequisites that the planner took into consideration during the scheduling phase make it easier to act on changes in the prerequisites and rectify any unexpected incidents when the schedule is to be implemented.
Rostering in ProMark
Rostering in ProMark enables managers to schedule the use of employee resources from a given production schedule.
The middle manager may:
- Balance the need for employee resources in a production schedule with the employee schedule
- Adjust the need for employee resources between departments
- Make short-term and long-term future manning plans based on manning budgets and the qualifications needed
- Formalise and issue employee schedules/attendance schedules
ProMark provides the middle manager with a number of possibilities for scheduling and managing his or her employee resources proportionate to the resource need specified in the production schedule. The resource need may be imported from the planning system to ProMark or created manually. read more about production scheduling
The middle manager may then adjust the resource need in accordance with the future manning plan. In this way, you may identify imbalances between the needs scheduled and the actual attendance schedule and adjust the needs accordingly. Furthermore the middle manager may calculate the costs related to a given attendance schedule prior to the implementation of the schedule and after its completion.
tasks, machines or employees as point of departure for the schedule?
Depending on the company's needs, rostering may take its point of departure in 1) the tasks to be carried out, 2) the machines that are to be manned or 3) the employees available. The point of departure for the schedule depends on an assessment of the situation at hand.
- If your schedule is based on the tasks that are expected to be carried out, you usually have an expectation of the production quantity. Either based on historical experience, the volume of orders or the like.
- If the machine or the production line resources are scarce and a certain manning has to be ensured in order to run the production, the point of departure is evident.
- If the employee resources are scarce, this may be the point of departure for the scheduling of the remaining resources.
In a company or an organisation, the scheduling methodology in one department is not necessarily applicable in another department. Thus if you want to consolidate across the company, the planning system should be able to manage the various methodologies.
Irrespective of the point of departure chosen, you will have to make a manning budget estimate for a department in a given scheduling period. The level of details in the schedule is increased as you approach the scheduling period or in the actual scheduling period. You may need to specify employees with key competencies, who are needed in order to ensure the optimal running of the production.
overview and the necessary level of details
A carefully scheduled manning plan provides the middle manager with a general view of the current events and the necessary level of details to ensure optimal management performance. Thus in the event of deviations from the schedule such as the absence of an employee possessing key competencies, the manager may quickly get an overview of the situation and change the manning accordingly to ensure that the employee absent is replaced by another employee with similar competencies.
For example you may use rostering to adjust the employee resources across the company. You may have a total absence budget of 5% in the company instead of budgeting with an absence of 5% for each department. An absence of 5% in a department with 10 employees corresponds to half a man-day - an entity that is difficult to use in the estimations. The department manager may choose between having an extra man permanently on the team or the risk of being undermanned. If the company chooses to operate with an absence pool, it would be possible to adjust absence across departments through employees on loan. Like this the company may get a slimmer organisation without compromising with the delivery security.