supply chain optimization sco 3 crewing optimization as-is processes january 9, 2006

SUPPLY CHAIN OPTIMIZATION

SCO 3Crewing Optimization

As-Is Processes

January 9, 2006

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Checkpoint 3

PROJECT PLANNING

Additional Checkpoint(s)

Project InitiationProject Initiation Work PlanWork Plan

As-Is ProcessesAs-Is Processes

Checkpoint 1 Checkpoint 2

Integrated Vision, Process Design, System Architecture and Release Strategy

BUILD

System ArchitectureSystem Architecture

Detailed RequirementsDetailed Requirements

Detailed To-Be ProcessesDetailed To-Be Processes

Model DesignModel Design

Model BuildModel Build

Change ManagementChange Management

Report BuildReport Build

TestingTesting

TrainingTraining

Integration Activities - TBD

CRSCRS

Detailed Project PlanningDetailed Project Planning

PilotPilot

DeploymentDeployment

High Level To-BeHigh Level To-Be

ProcessesProcesses

Base RequirementsBase Requirements

The End State Project Road Map Approach

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Contents

Process Analysis

Sub-Process Mapping

Sub-Process Definition

4

SUPPLY CHAIN OPTIMIZATIONProcess Analysis

432

Assess and adjust next shift crewing schedules for close-in unplanned changes.

Assign next day labor requirements.

Communicate / post crewing change / schedule.

Maintain and validate employee specific data enabling accurate schedule.

1

Post Schedule

Data ValidationNext Day

Crewing Timeline

Next Shift

As-Is Daily Crewing Process Spans Two to Three Days

5

SUPPLY CHAIN OPTIMIZATIONSub-Process Mapping

Crewing Timeline

Next Shift

Assess and Adjust Next Shift Crewing Schedules for Close-In Unplanned Changes

1. Crewing Coordinator Informed

of Crewing Change

2. Determines Available Labor Pool

3. Chooses Solution to Address Change

Plant Specific (ICS, PRM, sch. meeting, etc.)

Production Scheduler

Resource Employee Labor Status / Availability

• Qualifications• Vacations• LOA / FMLA• Training / Meetings

Economics

• Double time• Overtime• Straight time

Plant Specific Guidelines

• Employee Volunteer Preferences• Seniority• Union (CBA)• Rotation

Unplanned Crewing Changes (Examples)

• De-crewing• Labor call offs• Production shortage driving incremental labor need

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SUPPLY CHAIN OPTIMIZATIONSub-Process Definition

Process owners

Processparticipants

PEOPLE

Managers of crewing coordinators.

Crewing coordinators, employees, resources.

Whenperformed &

commonalities

Whereperformed

How oftenperformed

TIME

FLUS plants.

At the beginning of each shift and ongoing as changes arise.

Dependent upon the magnitude and number of unplanned changes.

SCO-3 Team July 27, 2005

July 2005 Frito-Lay

As-Is Process AnalysisCreated by: Date of Last Edits:

Date Created:Process: Assess and adjust next shift schedules.

Inputs

Outputs

I&O

1. Actual production gaps or overage. 2. Accurate employee availability. 3. Plant specific guidelines.

1. Employee notification of changed work schedule. 2. Revised labor schedule addressing close-in gaps.

Issues/Opportunity

Areas

Tools Used

OTHER

1. Lack of available schedule attainment. 2. Employee data is manually maintained giving chance for human error and interpretation. 3. All crewing adjustments are manually calculated. 4. All employee selection preference enrollment is manually documented.

1. Site-specific crewing excel spreadsheets. 2. Employee availability lists. 3. Close-in employee volunteer preferences.

BriefDescription

Business rules

Keyassumptions &

constraints

PROCESS

Addresses unplanned over / short labor position while incorporating site specific guidelines.

1. There is established, effective communication of any unplanned changes between all plant departments. 2. Resources have knowledge of attainment and unplanned changes impacting labor. 3. All manual personnel data is accurate and maintained to enable quick solution of changed work schedule. 1. ICS and / or PRM cases from production vs. schedule not readily accessible. 2. Resource availability. 3. Crewing unplanned gaps may require extensive forward planning to enable the most optimal short term solution.

All labor needs are covered while minimizing production overtime and maximizing available straight time.

The crewing coordinator, upon arrival and throughout the entire shift, assesses the current production performance compared to the production schedule. They adjust next shift crewing for any unplanned activity (i.e. scheduled production shortage, material / mechanical downtime, etc.).

Goals & Measurement

Criteria

7


Crewing Timeline

Next Day

Assign Next Day Labor Requirements

Employee Labor Status / Availability• Planned vacations (manual list)• LOA / FMLA (excel spreadsheets, manual list)• Qualifications / department transfers (manual tracking)• Time & attendance work history (Kronos)• Required training / meetings (resource communicated)

2. Determines Available Labor Pool

3. Writes Schedule

Economics

• Double time• Overtime• Straight time

Plant Specific Guidelines

• Employee Volunteer Preferences• Seniority• Union (CBA)• Rotation

Labor Needs for Next Day

1. Crewing Coordinator

Identifies Labor Need

Production Plan

8


Process owners

Processparticipants

PEOPLE



Whenperformed &

commonalities

Whereperformed

How oftenperformed

TIME

FLUS plants.

Post the employee volunteer deadline during each shift and upon receiving next day’s shift production plan.

Daily during each shift.


July 2005 Frito-Lay


Date Created:Process: Assign next day labor requirements.

Inputs

Outputs

I&O

1. Planned production schedule. 2. Employee availability, qualifications, department transfers and employee volunteer preferences.

Next day’s crewing work schedule.

Issues/Opportunity

Areas

Tools Used

OTHER

1. Timely communication of production schedule. 2. Employee availability and preference enrollment lists are manually maintained giving chance for human error and interpretation. 3. Labor decisions not standardized. 4. Time and attendance is maintained in WFC, but not automated into crewing calculations.

1. Production schedules. 2. Employee availability lists. 3. Site-specific LOA / FMLA vacation excel spreadsheets. 4. Employee volunteer preferences.

Goals &measurement

criteria

BriefDescription

Business rules

Keyassumptions &

constraints

PROCESS

Addresses all labor needs to run planned production, incorporating site specific guidelines.

1. Employees place their volunteer requests prior to the site specific deadline. 2. Production schedules and employee availability lists are accurate and timely. 1. Crewing coordinator cannot crew the next day’s schedule until after the employee volunteer deadline. 2. Crewing is dependent upon timely production schedule.

Next day’s crewing schedule is determined in a timely manner, while accurately incorporating planned production schedule, facility specific guidelines, minimal OT and maximum straight time.

To crew the next day’s corresponding shift’s labor assignments, crewing coordinators determine the labor required to fulfill the production schedule, the available labor pool and the labor assignments. The majority of crewing coordinators are responsible for crewing one shift, which is usually the one they work.

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Crewing Timeline

Data Validation

Maintain and Validate Employee Specific Data Enabling Schedule

Employee Labor Status / Availability

• Planned vacations (manual list)

• LOA / FMLA (excel spreadsheets, manual list)

• Qualifications / department transfers (manual tracking)

• Time and attendance work history (Kronos)

• Required training / meetings (resource communicated)

• Employee volunteer preferences (manual list)

Crewing Coordinator

10


Process owners

Processparticipants

PEOPLE



Whenperformed &

commonalities

Whereperformed

How oftenperformed

TIME

FLUS plants.

Daily or during each shift, depending on workforce size and site-specific requirements.

Continually updating.


July 2005 Frito-Lay


Date Created:Process: Maintain and validate employee data.

Goals &measurement

criteria

BriefDescription

Business rules

Keyassumptions &

constraints

PROCESS

Must be constantly maintained and validated.

1. Manual “sign up” process is documented and adheres to plant specific guidelines. 2. Kronos is the system of record for time and attendance. 3. Work history and qualifications performance are accurately maintained in a manual spreadsheet. 4. Resources proactively communicate training / meetings / safety / labor requirements.

Employee data is accurately maintained and validated with minimal effort and maximum reliability enabling an optimized crewing schedule.

Accurate employee data must be maintained in order to ensure feasible, timely crewing schedules that address the labor requirement.

Inputs

Outputs

I&O

1. Vacation lists. 2. LOA / FMLA excel spreadsheets. 3. Kronos reports. 4. Employee volunteer preference lists. 5. Work history. 6. Training and meeting schedules. 7. Qualifications / department transfers spreadsheet.

Accurate employee data generating available labor pool.

Issues/Opportunity

Areas

Tools Used

OTHER

1. Manually difficult to optimize all the various crewing solutions to get the consistent best business decision. 2. All employee data is manually maintained giving chance for human error and interpretation. 3. Timely communication from resources to coordinator regarding crewing needs (i.e. training, safety, etc.). 4. Time, attendance, overtime and straight time is maintained in WFC, but not automated into crewing calculations. 5. Lack of standardized decision process for crewing.

1. Employee availability lists and manual spreadsheets. 2. Kronos. 3. Meeting and training schedules. 4. Employee volunteer preferences.

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Crewing Timeline

Post Schedule

Communicate / Post Crewing Change / Schedule

NEXT SHIFT

Communicate crewing change

• Revise posted schedule• Notify impacted employees:

• Direct contact• Phone / voice message, etc.

• Notify shift resource• Inform next shift crewing coordinator during shift transition

NEXT DAY

Communicate schedule

• Post in plant• Notify impacted employees:

• Direct contact• Phone / voice message, etc.

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Issues/Opportunity

Areas

Tools Used

OTHER

1. Timely employee notification of crewing change / schedule. 2. Consistent communication method. 3. Electronically record employee contact information. 4. Employee contact tracking / audit system.

1. Planned / unplanned production needs. 2. Employee availability lists. 3. Close-in employee volunteer preferences.

Process owners

Processparticipants

PEOPLE



Whenperformed &

commonalities

Whereperformed

How oftenperformed

TIME

FLUS plants.

After the volunteering deadline, prior to shift close.

Daily and throughout each shift, as needed.


July 2005 Frito-Lay


Date Created:Process: Communicate crewing.

Goals &measurement

criteria

BriefDescription

Business rules

Keyassumptions &

constraints

PROCESS

Must be accurate and timely addressing all labor needs to run the required production plan.

The published schedule is the most optimal business decision given employee availability and facility guidelines.

1. Schedule is posted at / or before the facility deadline every day. 2. No gaps or uncovered labor needs.

Crewing coordinators repost the next shift’s crewing schedule and post the next day’s crewing schedule by the site-specific deadline each day.

Inputs

Outputs

I&O

1. Vacation lists. 2. LOA / FMLA excel spreadsheets. 3. Employee volunteer preference lists. 4. Meeting and training schedules. 5. Qualifications / department transfers database. 6. Unplanned production changes.

Accurate and timely posted crewing schedule resulting in optimal labor assignments to cover business needs.

supply chain optimization sco 3 crewing optimization as-is processes january 9, 2006

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