Tag Archives: Compressed Work Week

5 Signs that you may need a new shift schedule

Facebooktwittergoogle_plusredditpinterestlinkedinmail

Shift schedules rarely fail overnight.  Typically, there are plenty of warning signs; signs that tell you to take action before it’s too late.  Here are the 5 biggest warning signs.

#1: You have idle equipment while still not producing enough to meet customer demands.  There can be a lot of reasons for this; nearly all of which point to a schedule that does not have the right people in the right place at the right time.  Product flow, staffing, maintenance and production order variability can all be addressed with the right shiftwork structure.

#2: Maintenance is blaming equipment availability for a downward trend in equipment up-time.  You can’t fix something while it’s running.  The result is often and solution like “We’ll wait until the weekend to fix it.”  This is fine until you find that leaving too much to the weekend ends up with an overly fatigued maintenance group with not enough hours on the weekend to fix everything.  Scheduling equipment, like scheduling people, can improve maintenance accomplishment while still getting the production hours you need.

#3: Absenteeism is going up as overtime starts to wear down your workforce.  As overtime goes up, two things will happen.  First of all, your workforce will start to get tired.  Secondly, they will notice that they are now making a lot of money and can afford to take time off.  This is a “death spiral”  situation in that it is self-perpetuating and will only get worse.  Staffing will impact overtime but to do so effectively, you must have a shiftwork structure to support the newly resized workforce.

#4: Local competition for labor is causing problems with recruitment and retention.  I can’t tell you how many times I’ve heard something like “Amazon just opened a mega-facility down the street and is hiring all of our employees away from us.”  The right schedule, one that is a good fit for your workforce as well as your business can help with this.  If wages are a concern, look for ways to get overtime to that 20% of your workforce that wants all they can get.  Overtime costs your company about the same as fully loaded straight time.  This means when you pay overtime, your employees make 50% more but your cost per hour is virtually unaffected.  Don’t lose your workforce because of wage pressures or quality of life issues.  The right shiftwork structure can help.

#5: Productivity metrics are dropping as equipment runtime-hours are on the rise.  If you are running more an more hours with the same old schedule, then you are probably seeing an increase in overtime.  While overtime is not a bad idea in many instances, it can eventually lead to worker fatigue.  This is especially true if you spread it evenly across all shifts.  Remember, not all employees want the same amount of overtime.  As fatigue goes up, so will accidents, quality issues and absenteeism.  You make find, for example, that running 6 days a week yields more output than running 5 days.  However, if you didn’t change schedules, a 20% increase in runtime will yield significantly less than a 20% increase in output.

In summary, don’t underestimate the impact of having the right shiftwork structure.  Fixing this issue is often the most expeditious and cost effective way of improving your overall operations.

For more information, call me, Jim Dillingham, at (415) 265-1621 or drop me a line at Jim@shift-work.com

The Weekend Warrior Trap

Facebooktwittergoogle_plusredditpinterestlinkedinmail

Weekend Warrior refers to a type of staff scheduling strategy for covering 24/7.

At its most basic level, a Weekend Warrior schedule is one that uses two crews to cover all of the weekend work so the rest of the company’s employees don’t have to.  There are several variations to this.  Here are a few of the more basic models:

  1. Two weekend crews are used.  One crew works 12-hour days on Saturday and Sunday while the other crew works 12-hour nights on Saturday and Sunday. In this way, the Weekend Warrior crews work 24 hours a week and only work 2 days per week.  The regular weekday shifts are covered by three other crews: an 8-hour day crew, an 8-hour afternoon crew and and an 8-hour night crew.
  2. Two weekend crews are used.  One crew works 12-hour days on Friday, Saturday and Sunday while the other crew works 12-hour nights on Friday, Saturday and Sunday. In this way, the Weekend Warrior crews work 36 hours a week and only work 3 days per week.  Mondays through Thursdays are covered by two  other crews: a 12-hour day crew, and a 12-hour night crew.
  3. Two weekend crews are used.  One crew works 12-hour days on Saturday and Sunday while the other crew works 12-hour nights on Saturday and Sunday. In addition to the 12-hour weekend shifts, each crew will work 2 other shifts of 8 hours at some time during the week.  In this way, the Weekend Warrior crews will get a total of 40 hours a week.  The regular weekday shifts are covered by three other crews: an 8-hour days crew, an 8-hour afternoon crew and and an 8-hour night crew.  Note that the weekend crews will augment the regular weekdays crews when they come in for their additional shifts during the week.

While there are several variations to this concept, these three represent to lion’s share of what we have seen out there.

Now that I’ve clarified the type of schedule, let’s look at The Trap.

The bait, or the thing that makes this type of schedule so attractive is that it appears to satisfy everyone involved.  The company needs 24/7 coverage and this provides it.  The employees don’t want to work weekends so you hire someone else to do it.  This satisfies your existing workforce.   People want a job and will often take any shift to get a foot in the door.  This schedule allows people to get that foot in there, provided they are willing to work weekends – done deal.

Here is the problem.  The weekend crew will under-perform unless the company over-pays.  The Trap is that once this becomes apparent (usually within the first 18 months after implementation) it is too late.  Changing the schedule will seem like a take-away and the workforce will fight it tooth and nail.

Let’s look at the “problem” a little more closely.  Here are the things we typically hear:

  • The weekend crew has a high turnover as the employees leave for better hours.
  • The weekend crew has high absenteeism. This job is typically their back-up job.  When they go on vacation from their “main” job, they simply call in sick for their weekend job.
  • The weekend crew is out of touch with the rest of the plant.
  • The weekend crew people move to the weekday crews as soon as there is an opening thus making sure the weekend crew is staffed with the least skilled and newest employees.
  • The weekend crew typically performs at about 60% the rate expected of weekday employees.
  • When the weekend crew comes in for their 8-hour weekday shifts, the plant becomes overstaffed.
  • The weekend crew typically gets a full benefits package.  This means a 50% burden rate on the weekday employees equates to a 60-85% burden rate on the weekend crew’s hours.

Some companies, in an attempt to improve retention and performance on the weekend crews will up the ante.  For example, they may pay forty hours for 24 hours of work.  I have seen companies that do this end up paying about twice as much for each hour worked by a weekend crew as they do for a weekday crew.

It looks good so companies go to it.  It doesn’t work as planned and companies can’t get rid of it.  If that’s not a trap, I don’t know what is.

If you know of anyone that is thinking about implementing a Weekend Warrior Schedule, I recommend that you have them take a look at this posting first.

Staffing and Scheduling – The Compressed Work Week

Facebooktwittergoogle_plusredditpinterestlinkedinmail

 

This posting is the first in a series of posts that will examine the relationship between the schedule your employees are working and the number of people it takes to staff your operation.  Today, I will focus only on a scheduling practice commonly referred to as a Compressed Work Week.

A Compressed Work Week (CWW) schedule is one in which people work more hours on the days that they work so they can have more days off.

I’m going to look at this several different ways because the impact of a CWW changes, depending on your situation.

Scenario #1: I have one employee and he trims trees for 8 hours a day, five days a week.

In this case, we can be almost indifferent about our employee’s schedule.  He probably shouldn’t work at night but, so long as he spends 40 hours a week trimming trees, we don’t care if he does it in 10-hour or 8-hour chunks.  We do care about 12-hour chunks because in order to average 40 hours a week, he would have to work ten 12-hour shifts in a 3-week period. This means that at least one of those weeks will have 4 days of work in it.  This means 48 hours of work in a single week which will increase costs when you pay overtime for all hours worked over 40 in a week.  Note: No extra staffing is needed in this case.

Scenario #2: I have one employee and he is a receptionist for my office which is open for 8-hours a day, five days a week.

In this case, a CWW will actually hurt you.  If you only need a person for 8 hours in a day and they are there for 10 hours, you are paying for 2 hours that you don’t need.  Furthermore, this person is now only working 4 days a week while your office is open for 5 days.  This means you will have to use overtime for the fifth day or hire a part-time employee or do without a receptionist for 1 day a week.

Scenario #3: I have five employees working 8 hours a day for five days a week.  My business only needs four employees at a time and I need them for 10 hours a day.

No problem here.  Put everyone on 10-hour shifts.  They each work four days a week and they each get a different day off.  In this way, four show up every day for 10 hours and no overtime is incurred.  This example is made to work out perfectly.  However, imagine that you have 7 people and need only five to show up – the number just won’t work out.  Basically, if you are 20% overstaffed on a daily basis and your daily coverage is 20% less than it needs to be, you can change your schedule from 8’s to 10’s without a cost.  Anything else will be problematic.

A few notes about compressed work week schedules…

  • As you can see by the three examples above, your conditions will determine if this is a good idea or not.
  • Even though they might not realize it, your employees will love a CWW schedule after they have been on it for a few weeks.  The might not like the longer days but they will love the extra days off.  There are two things that result from this: (1) Retention will go up as schedule satisfaction goes up and (2) Retention will go down if you take away their new schedule which they have come to love – so be sure it will work for you before you implement it.
  • Although it may seem counter-intuitive, your employees will average more sleep on a CWW schedule than on one with 8-hour shifts.  The reason for this is that people sleep slightly less on days they are working longer shifts AND they are sleeping significantly more on days that they don’t have to work.
  • In the United States, we see CWW schedules implemented most often in operations that run 24/7. There are two reasons for this.  The first is that people love the extra days off. The second is that an 8-hour schedule that covers 24/7 must rotate (Trust me on this one.  Give me a call if you want more details as to why.)