Part I of this series was posted a few days ago and discussed some of the problems surrounding 6-day schedules. I recommend you read that posting before going forward with this one.
Todayâ€™s post will begin the focus on schedule patterns; specifically, those patterns that cover 24 hours a day for 6 days each week. I will cover one schedule per post for the next four posts so be sure to stay tuned.
Letâ€™s start with the most basic way of covering 6 days. All you need to do is, sometime during the week, tell everyone, â€śIâ€™ll see you all on Saturday.â€ť Then, when everyone shows up on Saturdays (good luck with that), you will find that you have quite neatly covered 6 days a week.
The best thing about this pattern is that you can easily contract back to a 5-day schedule. Just donâ€™t work on Saturday and youâ€™re there. Another plus is the fact that the supervisors can stay with their crews. Employees will have mixed feelings about this. They donâ€™t like working all of their Saturdays or having only one day off per week. They do, however, like getting 30% more pay (due to overtime) than they did when they had all of their weekends off.
On the down-side, this is not really a sustainable way to cover the 6th day. People are simply working too many days in a row with not enough time off to recuperate at the end of the week. One plant that I recently worked with showed a positive relationship between the number of days of work each month and the OSHA Recordable Rate â€“ as the number of days went up, so did the Recordable Rate. In fact, the relationship was so strong that 56% of the increases and decreases in the Recordable Rate were statistically attributed to the number of days people worked. At the same time, this companyâ€™s Productivity Index showed an inverse relationship. As the number of days worked by an employee when up, the measure of productivity went down.
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