Best Practices in Shift Work Operations (Part 4 of 10)

  1. It takes an order of magnitude greater effort to recruit from another plant than from the ranks of the unemployed.

During times of low unemployment, it is important to understand the cost of your options for keeping a position filled.  You can hire people off the street but there is always the “Why don’t they already have a job?”  You can use overtime or temporary labor, both of which have downsides.  You can also hire someone away from a neighboring facility.  Not a bad idea, if you can afford it.  People will not simply change jobs to make money unless the financial offer is substantial.  Why? Because they will be giving up a lot more than just an hourly rate when they leave their current job.  They will be giving up their seniority.  They will be giving up their friendships.  They will be giving up respect earned from doing their job well. They will be giving up their daily routine.  These things have value.  This is why if you want them to change jobs and come to work for you, be prepared to bid a significantly higher wage to get them.

2. 5% of your workforce will complain regardless of what you do.

It is a mistake to think that you will make everyone happy. During our several decades’ experience of surveying workers about their preferences, we couldn’t help but notice that about 5% of every workforce seems to be unhappy with any option offered. Understanding that this is normal will save you a lot of effort that is often wasted when trying to make everyone content. Therefore, being willing to move forward for the remaining 95% ─ rather than holding things up for a few nay-sayers that will not be likely to get on board ─ should be your path forward. While the discontented few needs to be listened to, they should not be given a disproportionately large amount of weight in your decision process. There is no such thing as over-communicating.

3. The single biggest factor that affects the performance of any workforce is communications.

A common mistake is assuming that any message has been received and understood after a single effort has been made. To be safe, broadcast the same message several times using a variety of platforms such as emails, bulletins, videos, Town Halls, and company newsletters and provide a format for feedback and questions.

As a rule of thumb, if you are implementing a change that the workforce should receive as a “positive” event, but they don’t perceive it that way, you have under-communicated and the workers are left nervous. A grumbling workforce is a sign that more communication is needed.

4. Try to never stop or start a piece of equipment needlessly, that’s when they will break down.

Most maintenance personnel will confirm that starting up equipment is the most likely time that it will break down.    The best way to avoid this is to never shut down needlessly.  Run continuously if possible and only stop when there is no other reasonable alternative.  Instead of stopping for breaks or shift changes, have a plan to maintain the ability to cover these traditional stoppages.  If you have seven machines that run 5 days and shut down on weekends, change your plan to running five machines non-stop for seven days a week; stopping only for maintenance or changeovers. This will give you the same amount of weekly production time while both eliminating shutdowns and idling some equipment (in this example, 2 machines) for maintenance.

5. When it comes to overtime, predictability makes it more desirable.

Most companies use overtime; some quite a bit and others rarely.  From an employee perspective, views vary. Some employees like a lot while others never want any.

One thing that most employees can agree on is that the more predictable overtime is the better. If you now announce weekend overtime on Friday, try to see if you can move that announcement to Thursday. Any little bit of improvement in early notification helps. Predictability is the best way to soften the blow of unwanted or unexpected overtime.

This is continued from Part 3 of Best Practices.

Find out how we can help you optimize your shift work architecture:

  • Call or text us today at (415) 858-8585 
  • Complete our contact form and we will call you back
  • Request a meeting by booking a time that works for you the best here.

A message to the shift worker

The question of when and how to address workers before a change can be challenging. One of the main reasons companies come to Shiftwork Solutions for help is our reputation for engaging the workforce ─ before a shift schedule change takes place. However, there is always the question of “How should we first introduce Shiftwork Solutions to our employees?”  This is often done through plantwide meetings or bulletins that discuss the Shiftwork Solutions process and the need for change at the site.  As an alternative (or in addition to) these methods of introduction, especially when pandemic restrictions are in place, employees can view the video below.  In this recording, we address the workforce directly about our process and how they will be involved.

Make Flexible Scheduling part of your Shiftwork Operation

During the pandemic, many companies have found that flexible scheduling ideas such as work-from-home, helped them to attract and retain valuable employees. A neat trick during a tight labor market if you can pull it off. However, for many companies with production lines on-site, work-from-home is not feasible. Does this mean flexible scheduling is not something they can offer?  If so, they would be missing out on one of the major competitive advantages to attract a workforce.

Shift workers understand that their jobs don’t allow them to work from home.  This doesn’t mean that they don’t place a high value on schedule flexibility.  To them, schedule flexibility means that (1) they can get extra work when they want it but (2) can also count on having scheduled time off when they expect it.

For most 24/7 operations, being able to accommodate these two desires –overtime and predictable time off – is a function of three things: staffing, policies, and the schedule. The combination of all three of these will create the maximum schedule flexibility that you can offer to your workforce.

Staffing, under most circumstances, will dictate the total amount of overtime an operation will have. Is the overtime too much or too little? How can you tell and how can you make adjustments?

Policies, specifically overtime distribution policies, ensure that overtime gets to those that want it without forcing it on people that don’t. How do you know which policies fit both the needs of production and the needs of your workforce?

The schedule tells you when the straight time and overtime will occur and allows you to distribute your staffing and apply your policies in the most efficient manner possible. How do you establish the proper relationship between the shift schedule and the nature of the workload?  Notice that the schedule tells you when the overtime occurs but not how much.  The latter is a function of staffing.

The most important thing about the schedule is that if you have the right one, you can offer the “Holy Grail” of schedule flexibility – No Mandatory Overtime, the shift schedule feature most desired by the workforce.  This way, if someone is at work, it is either a regularly scheduled workday or the person volunteered to come in and work overtime. This will help establish the predictable time off as well.

To achieve maximum flexibility for your workforce these are the 4 steps that need to be taken:

  1. Have a schedule that distributes your workforce across all of the days that you will need to work.
  2. Adjust staffing to achieve your target overtime level.
  3. Create an overtime distribution plan that does not include mandatory overtime but does incentivize people to come in on a voluntary basis.
  4. Communicate the plan to your workforce and follow through.

Everyone is competing for labor today. Many companies are going to pick the low-hanging fruit first and will offer higher wages, more microwaves in the lunchroom, and other perks. The company that is going to win the race for labor is the one most willing to go the extra mile. This is the company that will have the competitive advantage in the search for labor.  The key is in finding the proper balance of staffing, policies, and shift schedule patterns.

Call us or schedule a chat with us if you’d like to find out more about the steps you need to take to find the right combination of staffing, policies, and schedule to create your competitive advantage. We can show you how to better understand your workforce’s needs with regards to a schedule’s work-life balance.

  1. Call or text us today at (415) 858-8585
  2. Complete our contact form and we will call you back
  3. Request a meeting by booking a time that works the best for you here.

We have been helping companies to retain and attract quality employees across all industries for more than 30 years.

Is it possible to implement multiple schedules at one site?

One of the most common questions we hear from our clients at Shiftwork Solutions is, “Can we implement more than one schedule?”

The answer is yes!  This may be the best solution for several reasons, but it comes with caveats.

  1. More schedules mean more complexity.
  2. The complexity must be evaluated on a risk v. reward basis.  Is it worth it?
  3. Framing this with the workforce is important.  Often, multiple schedules address a current condition that may change somewhere in the future.

To examine how multiple shifts could be the answer for you, I am going to create an example.  In this example, there are two production lines.  One needs to run 24/7 while the other needs only five days a week with some weekend overtime.

Your options are as follows:

  1. Put both lines on a 24/7 schedule.  This makes sure you have the coverage you need.  However, it also overstaffs one of your lines.  Having a crew show up when you do not need them is a very expensive way to do business.  Yes, you could say “We’ll find something for them to do,” but if this “something” isn’t being done before the change, why would you need it after the change?  You could send people home when there is no work but do not expect all of your employees to embrace this practice which essentially lowers their incomes.
  2. Keep both lines on a 5-day pattern.  Assuming you still plan on meeting customer demands, this will create a lot of weekend overtime.  You need the weekend production time, but you have no regular schedule to make that happen.  While overtime has many benefits, in the long run, you should expect to see lower productivity, poorer quality, and higher absenteeism.  Keep in mind, probably 20% of your workforce loves all the overtime they can get while an equal number wants nothing to do with overtime.
  3. Implement a 24/7 schedule on the line that needs it and leave the 5-day schedule in place for the line that needs 5+ days of runtime per week.  When we do this, we should expect the following:
    1. The employees on 24/7 will want 12-hour shifts to get half the days of the year off.
    1. The employees on the 5-day schedule will have 8-hour shifts which allow them to keep their current daily routines in place.
    1. There will be overtime due to absenteeism and some weekend work needed on the 5-day line.
    1. If weekend overtime is needed on the 5-day line, remember that the 5-day people can cover the overtime AND half of the 24/7 crews are off. All of them can be used to share the weekend overtime.
    1. Complexities will crop up.  How do you supervise two different schedules?  How do you distribute overtime between the schedules?  Will the pay-policies for the 5-day schedule work on the 24/7 schedule?

In summary, multiple schedules can be tailored to fit both the operational needs of your organization and the diverse work-life balance needs of your employees. If you come across any issues that keep you puzzled, contact Shiftwork Solutions today; we know how to remedy them.

Find out how we can help you succeed:

  • Call or text us today at (415) 858-8585 
  • Complete our contact form and we will call you back
  • Request a meeting by booking a time that works for you the best here.

Best Practices in Shift Work Operations (Part 3 of 10)

  1. Don’t assume a 15-minute change in shift times is “no big deal”.

Managers judge a schedule by “the coverage it provides.”  Shift workers, on the other hand, judge a schedule by “the time off it provides.”  In other words, they are looking at the type of lifestyle they can carve out around the time they are not at work.  This makes the schedule very personal as it tells them when they can live the not-at-work part of their lives.  When you change a shift start time by even a very small amount, it is a big deal.  To shift workers, it will feel like you are reaching into their private lives and moving things around.  Maybe, they can no longer pick up or drop off their kids at school.  Maybe, they can’t catch the same bus.  Maybe, they will have to drop out of a church committee.  All because of a seemingly small change.

2. Continuous schedules can be much more attractive than non-continuous ones.

If you ask just about any person on the street the following question, “How would you like to work 12-hour workdays and give up half of your weekends off?”  Probably around 100% would say “No way!”

Let’s ask the same question a bit differently.  “How would you like to have 78 more days off a year.  Also, how would you like 10% more income?  Also, how would you like to be able to get off 7 days in a row just using 24 hours of vacation time?  Also, how would you like to virtually eliminate unscheduled, mandatory overtime? Also, how would you like to work a schedule that greatly increases your chances of getting to a day shift?”

You will likely get a different answer.  From time to time, Shiftwork Solutions helps companies go back to a 5-day schedule from a 7-day, continuous schedule.  This type of project faces much more resistance from the workforce than going the other way; from a 5-day schedule to a 7-day continuous schedule. Why? Because they have experienced firsthand the benefits that you can only get from a continuous schedule.

3. Cross-training does not mean everyone can do everything.

Imagine you have a crew of 20 employees.  Each person has a unique skill.  Place them all in a circle and then decide, how much cross-training do you need to do to ensure that a new employee can join the group and ensure that your facility will still run no matter who is absent on any given day.

Often, the first response is: “Everyone needs to know how to do everyone else’s job.”

The right answer is: “Everyone needs to know how to do their job as well as the job of the person standing to their left.”

Why is this so?  Suppose, your nuclear physicist is on vacation and you need to fill that position somehow using a new hire that only knows how to stack boxes.  That new hire will relieve the current box stacker who will relieve the label operator who will relive the filler operator and so on.  Everyone gets bumped to the left (remember we started with them all in a circle.)  Eventually, the assistant nuclear physicist is relieved and that person then steps in to fill the position of the nuclear physicist that is on vacation.

4. Temporary workers cost less and are generally even less productive.

When it comes to a lot of things, “you get what you pay for” seems to ring true.  This is often the case with labor.  Filling a position with temporary labor may mean that your labor cost per hour will be lower.  It may also mean that your productivity per labor hour is lower as well.  This is not always the case but it is worth paying attention to.

At a plant we helped solve productivity issues, temporary labor was about 75% the cost of straight time labor.  Sounds like a great deal ─ until an investigation showed that a full-time employee was six times as productive in certain jobs. 

There are a lot of times when temporary labor performance is indistinguishable from full-time labor performance.  There are several reasons why using temporary labor is a great idea for your facility.  But beware of the time-tested adage “you get what you pay for”.

5. In times of low unemployment, labor is the Cost Maker.

We tend to think that companies set their labor rate.  While this is true, the company doesn’t do this in a vacuum.  Outside influences will determine the rate that the company decides to pay. If unemployment is high, say 10%, companies will find it easy to hire workers and fill positions.  Every opening will have dozens of applications.  However, if unemployment is low, say 5%, the tide will have turned.  There is virtually no one that is looking for a job.  You are left hiring those few that remain unemployed for some reason or, you are faced with the very expensive proposition of enticing someone to leave their company to come work for you.

To compete, you raise wages.  Labor will go towards the highest bidder. 

This is continued from Part 2 of Best Practices.

Find out how we can help you optimize your shift work architecture:

  • Call or text us today at (415) 858-8585 
  • Complete our contact form and we will call you back
  • Request a meeting by booking a time that works for you the best here.

Attracting and Creating a Sticky Workforce

Over the last several years, the number one issue that companies bring to Shiftwork Solutions is the difficulty they are having with keeping vital job postings filled.   This comes from a combination of high turnover and less than fruitful recruiting efforts.  

Let’s start with the obvious ─ there is a lot of value in successfully addressing these matters. For example:

  • If you don’t have a workforce, you can’t produce your goods.
  • If your workforce is too small, then you either fail to produce enough or you run into high overtime.  High overtime generates problems with safety, attendance, productivity, and attrition.
  • If you have no trouble hiring but can’t keep people then you have a costly training burden.  Not only do you lose productivity as you train but, when people leave, they don’t “check at the door” those skills you paid for them to acquire when they leave.

There are several possible courses of action to address these problem areas.  I’d like to just cover a few of the solutions I’ve come across in my years of working with shift workers.

  1. Money solves a lot of problems but it certainly doesn’t solve every problem.  You need to have wages that are sufficiently competitive with other companies seeking to hire the same people as you.  If margins make wage increases a “non-starter”, consider making more overtime available.  Keep in mind, a fully loaded hour of straight time will cost you about the same as an hour of overtime.  Still, the income for an employee is 50% higher per hour of overtime.  Cost neutral to the company and highly beneficial for the employee.
  2. A sense of “belonging” is important. Belonging has two basic components.  First, an employee is recognized by his or her fellow employees as well as by management.  Secondly, an employee feels like they are contributing members of the workforce.  I’m going to expand on these in the next two points.  Suffice to say that if an employee feels like they belong, they will stay.
  3. Recognition is more than just putting up a picture of new hires on the bulletin board.  New hires should have a sponsor; someone at their level that can show them the ropes.  Also, supervisors should regularly and formally, check in with new hires.  For example, 10-minute talks, one-on-one each week for the first month just to see how things are going.  It is important to recognize the fact that socialization at work is not the same as it was a generation ago.  Today, people go to the lunchroom and pull out their cell phones.  Imagine coming to work and not knowing anyone else in the lunchroom, no one even sees that you are there. 
  4. Contribution is more than just raising your hand during a pre-shift discussion.  Employees are quick to tell the difference between pretense and reality when it comes to being told that they are an important member of their crew.  Give them something to own.  For example, “This shrink wrap machine is yours.  Make sure it is maintained, cleaned, and fully functional.  Let us know what you need to be successful at that.”  This is empowering.  This person will know that they are contributing.
  5. Management by walking around is so important and so easy to do.  The top manager, walking the floor just to let the employees know that they have been seen working hard.  Walking the floor is intentionally not an inspection.  Let them see you, see them.  Make it social.  Say “hi”.  Ask about their kids.  Talk about the local sports team.
  6. Supervision matters.  One of the main reasons for employees leaving a company is their relationship with their supervisor.  The supervisor is too numbers-driven, doesn’t listen to the people, or is unavailable.  All of these types of comments point to the idea that a worker does not feel important to their leader and thus to the company.  It is noteworthy that even the best supervisors can fail if they don’t have the time to care about their workforce.  One supervisor to 60 employees is stretching that person way too thinly.  Think about one supervisor for every 12 – 20 employees.

All of this comes down to “treating your employees as you would like to be treated if you were in their shoes.”

Find out how we can help you succeed:

  • Call or text us today at (415) 858-8585 
  • Complete our contact form and we will call you back
  • Request a meeting by booking a time that works the best for you here.

Turning Disruption into Opportunity

2020 has been a year unlike any other. The pandemic upended daily routines and many of our clients have been facing unexpected challenges. Swings in consumer demand and COVID-19 compliance issues tested even the most talented problem solvers. In these situations, many companies saw an increased need for specialized expertise to navigate unfamiliar waters.

Addressing fluctuating demand with a given set of assets is a complex task when companies find that the procedures in place no longer work. A different schedule is often an effective solution for tackling such issues. However, switching to a new schedule can be tricky when firms want to engage the workforce in the change process and achieve the right work-life balance for their most valuable assets, the employees.

Facing these obstacles, companies have been asking us in 2020: “How can we implement dramatic changes in short order without overburdening a workforce already feeling the daily distress of COVID-19?” “How can this change be managed without the face-to-face communications that had always been the most important component of nearly all change processes?”

Recognizing this, we reimagined how we best serve our customers in choosing and introducing new shift patterns for the workforce. Expanding upon our current practices we redesigned how we connect with workers, deliver results, and implement the desired outcome.

Today our processes are aligned with our client’s COVID compliance needs. Backed by online tools and communication applications, our extended services help companies successfully engage their workforce in a schedule change process. Just like before, we assist with the selection and implementation of a schedule yielding the desired production output while addressing worker preferences. We help our clients keep up with rapidly shifting customer demand, make sound business decisions, create and maintain a reliable supply, and have happy customers. Let us know if you’d like to hear more and book a chat with us here.

Creating Social Distancing While Maintaining Production Levels

The global pandemic has caused a major economic slowdown forcing many companies to scale back production due to sharp cuts in demand. Suppose this doesn’t apply to you and instead, your demand has remained unchanged. Do you need to do anything differently? If your company depends on having a healthy workforce, the answer is obviously ‘Yes’!

We had shared tips for scheduling during the pandemic a few weeks ago in a blog post.  We included ideas such as staggering shift start times and lunches as well as creating a gap between crews.

Today the question is: how to create such a “gap” while maintaining production?

Let’s take the example of a company running 24 hours a day, 5 days a week. To maintain production, they need to maintain 120 hours of production every week. They want to keep their workers, however – in the current shift – there is no distancing in place (maintaining distance (approximately 6 feet or 2 meters distance between workers).[1] How can this be overcome? How to create that space while fulfilling your production and employment goals? Suppose, instead of shift handovers the workers never see each other.  What could be more “distancing” than that?

Request your free example here: contact@shift-work.com. Enter CLAIM120HOURS.

Shiftwork Solutions experts are available to help you adapt to new production goals and match your workforce to your production need. Give us a call at (415) 858-8585 or send us an email to contact@shift-work.com.

Ramping down production in an uncertain economic environment

Staffing done right in a shiftwork operation

The Institute for Supply Management’s New Orders Index reported nine industries where new orders declined in March [1]. If your company is among those who experienced a demand drop due to the COVID-19 disruption and therefore, you want to swiftly ramp down your production ― you are going to need a plan of action.

We are not talking about a traditional downswing.  Those happen all the time due to factors like seasonality, changes in consumer behaviors, or obsolescence.  What we are going to cover here is how to ramp down quickly due to a sudden, and unexpected change in demand.  To further complicate this scenario, we will couple it with a foreknowledge that at some unknown point in the future, you will need to ramp back up again; possibly very quickly.

There is no one-size-fits-all solution here.  However, there are several considerations, some of which may apply to you while others are out of the question for your operation.  In all cases, we recommend that you prepare for the worst and hope for the best.  Act as if the slowdown will last for a very long time but be ready to ramp up if things turn around quickly.

Workforce Considerations

While every employee is important to your operation, some are more costly to replace than others.  If you have to let people go, make sure you have a priority list of those high-skilled employees you don’t want to lose.  Keeping those skilled people will help you ramp back up quickly when the time comes.  If a skilled position is eliminated as you cut back, lose the job but keep the person.  Find another place for that person to work.  A high-paid operator can move down to a lower-paid position such as a stacker, for the short run.  Make sure you communicate that such a demotion is “just until things return to normal” and that a cut in pay is not involved.  An operator that is moved to the stacker position would still get operator pay – if you want to keep that person.

It may be that you just need to cut back on hours across the board.  Everyone loses some hours.  This shares the pain of cutbacks.  You don’t let some people go so that others will be unaffected.  This can be done in conjunction with efforts to maintain social distancing.  For example, if you are covering 24/7 with 12-hour shifts, you can instead use 11-hour shifts.  This would allow you to cover 22/7 while allowing downtime between shifts to allow for sanitizing while minimizing interaction between employees on different crews. 

Consider reducing your crew size using voluntary/mandatory layoffs of pre-determined lengths.  One group goes on layoff for a certain number of weeks and then they return while another group goes on layoff.  The idea is to keep your employees close to your company so they can all come back when needed.

Non-Human Capital Considerations

“There is never enough time to get things done.”  I think I have heard this at every company I have worked with over the last 30 years.  And its always been true…until now.

Cutting back on production does not mean that everything it takes to produce must come to a stop.

What have you wanted to do but couldn’t because lines were up and running?  Take a look at what you wanted to do in the coming months or even the coming years.  Pull that work forward.  Get your maintenance PM’s up to 100%.  That line you wanted to upgrade in 2021, upgrade it now.  Taking down water, steam, and HVAC systems can easily bring everything to a stop. Now is the time to get that work done.

It may be more costly than originally projected to move a project forward.  However, if you take into consideration that moving a project forward will avoid production interruption in the future, the math may change dramatically in favor of getting it done now.

In summary

When demand returns, market share will go to the one most ready to capture it.  Well maintained production lines with the latest upgrades will put you in the pole position.  A trained workforce, ready to get back to work will put you at the front of the pack.

“When you change the way you look at things, the things you look at change.” – Wayne Dyer

Don’t see the downturn as “unfortunate.”  See it as an opportunity – because it is.

Shiftwork Solutions experts are available to help you adapt to new production goals and match your workforce to your production need.  We align workforce schedules with your business goals and implement a tailored solution in a guided change process. We emphasize communication in every phase from planning to execution and involve the workforce to arrive at the most optimal result for your situation.  Our proven, data-driven process will enable you to bring about the desired changes to efficiently engage your workforce and “Do it Right” as fast as possible. 

Give us a call at (415) 858-8585 or send us an email to contact@shift-work.com and we’ll call you.

If you are currently ramping up to help fight the Covid-19 virus, make sure you mention that so we can move you to the front of the line.

[1] March 2020 Manufacturing ISM® Report On Business® Source  

Ramping up production

Staffing done right in a shiftwork operation

If your company is among those who experienced a demand surge due to recent disruptive changes and therefore, you want to swiftly ramp up your production ― you are going to need a plan of action.

How do you take the first step in the design of matching the workforce to the increased production needs?

Top considerations before executing production expansion

To avoid inefficiencies our first bit of advice is to be thorough before proceeding forward.  It is perhaps more important than any other time to act swiftly, yet doing it wrong the first time and fixing mistakes retrospectively is often time-consuming and costly.

Defining your goal and evaluating your options in advance are the keys to success. Answering the following questions will put you on the right trajectory to achieve the planned outcomes and deliver the wanted changes sooner. It will also clarify the steps to be taken for an apt change in your operational routines. Consider these about demand and output, resources, operations, and financial implications:

  • What is the expected output volume?
  • Is this growth temporary or permanent?
  • When do we need to reach a higher capacity?
  • How do we match our in-kind assets to our human resources to achieve the desired outcome?
  • How many people do we need?
  • How do we schedule the workforce?
  • Can we use temporary labor and overtime in the short run?
  • What schedule will be most beneficial to the workforce?
  • What schedule will be most beneficial to the company?
  • How to take care of the skill distribution?
  • What leadership roles will be affected?
  • Do we need more supervision? What supervisor/worker ratio is ideal for the given workforce pool and goals?
  • Will our maintenance plan need to change?
  • What happens to support services when producing more (QA, Logistics, sanitation, etc.)?
  • How will safety, quality control be impacted?
  • Can we make continuous improvements and reduce waste in our LEAN production environment while in an expansion?
  • How will raw materials and finished goods inventories be impacted?
  • What external factors could limit your options (i.e. supply chain, shipping, receiving)?
  • What about profitability? What happens to our cost structure if we produce more with fixed capital? What will be the financial impact of overtime or straight time work?
  • Can we have a schedule that produces savings or improved cost/margin ratios? What schedule pattern will boost our ROI?

Lessons learned

The above guide will help you address the most important considerations when planning ahead.  However, all of this assumes you have the time and expertise to proceed with an expansion project along a reasonable timeline.  We far too often see that the mandate is “Get it done now no matter what the cost!”  And that is when inefficiencies are created, opportunities missed, an agile response is hindered, costs soar and the production capacities are not utilized to their maximum potential. When the management becomes aware of those occurrences they often acknowledge:  “We didn’t have time to do anything other than throw bodies at the problem.” Familiar?

Going forward

Consider the above questions before executing a growth strategy and if you want to “Do It Right the First Time”. Businesses must continue driving efficiencies, and pay attention to engaging the workforce on every skill level and respond with agility to achieve the wanted outcome.

Shiftwork Solutions experts are available to help you adapt to new production goals and match your workforce to your production need.  We align workforce schedules with your business goals and implement a tailored solution in a guided change process. We emphasize communication in every phase from planning to execution and efficiently engage your workforce to arrive at the most optimal result for your situation.  Our proven, data-driven process will enable you to bring about the desired changes to “Do it Right” as fast as possible. 

Give us a call at (415) 858-8585 or send us an email to contact@shift-work.com.

If you are currently ramping up to help fight the Covid-19 virus, make sure you mention that so we can move you to the front of the line.