Best Practices for Shift work Operations: How to Survive and Thrive when you outgrow the 9 to 5

Duration: 75 Minutes
This presentation will provide an overview of how companies can address the challenges which come after growing beyond a 40-hour workweek, such as: Consistency in Quality and Productivity, Employee Retention, Training, Maintenance, Seasonality and Variations in Demand, and Change Management. The presenter will discuss a progression of common, as well as novel, Shift Structures for growth, including 40-, 50-, 60-, 80-, 100-, 120-, 135-, and 168-hour (24 x 7) workweeks. Each will be evaluated in light of the (often competing) needs of the business and the needs of the employee. Anecdotal and research-based support will be provided to attendees regarding employee preferences for factors such as Shift Length, Start Times, Overtime, Part Time Employees, and Rotating Shifts.
Shift work Operations
Instructor: Bruce A. Stanfill
Product ID: 502083
Objectives of the Presentation
  • How do I determine the 'needs of the business'?
  • How do I determine the 'needs of the employee'?
  • How do I identify options to otherwise address the 'needs of the business' and 'needs of the employees'?
  • How does my shift schedule impact the attraction and retention of quality employees?
  • What are some common shift structures, along with their risks and benefits?
  • How can I design a shift schedule to accommodate variable or seasonal workload?
  • What are some key communication considerations with respect to multishift operations?
Why Should you Attend
This training will be particularly useful to owners and senior leaders of small- to medium-sized companies who anticipate an on-going need for additional production/operational capacity and are unable to attain it through productivity improvements within a single shift. Due to many factors, adding additional hours of operations usually does not add a proportional amount of capacity. This training should provide some insight into these factors which should be considered beyond just the shift start and stop times.

Additionally, multi-disciplinary leaders within large corporations with existing multishift operations will benefit from the review of shift work factors which might be adversely affecting the operation, but have gone unnoticed, been mis-diagnosed as problems in workforce availability/quality, or have been ignored because "it's always been that way."

In closing, a case study will be presented regarding the implementation of a novel staggered-shift structure to provide up to 138 hrs/week of make-to-order operations within a unionized production facility with integrated automated and manual processes, and an expectation of zero backlog at the end of each week.

Areas Covered
  • Needs of the Business: Considers the 'Voice of the Customer' with respect to workload, such as order quantity and frequency, and lead time expectations
  • Needs of the Employee: Considerations include physiological effects, cultural and local norms, transportation systems, union/non-union environment, workforce availability, and wage-scales
  • Shift Structures for growth, including 40-, 50-, 60-, 80-, 100-, 120-, 135-, and 168-hour (24 x 7) workweeks
  • Pre-built schedules for flexibility to handle variable/seasonal workload
  • Cross-shift communications: Shift turnovers; methods for off-shift production monitoring, reporting, and escalation; Change Management and Implementation
  • Leadership - Developing and nurturing company-oriented shift teams
Who will Benefit
This training course is suitable to a wide range of professionals; both those new to shift working environments, as well as those with many years of experience in a shift work environment:
  • Site leaders: General Manager, Plant Manager, VP of Operations, Director of Operations
  • Plant/operations floor leaders: Production Manager, Shift Supervisor, Shift Team Lead
  • Maintenance and Engineering: Maintenance Manager, Supervisor, Lead
  • Training & Development: Qualification Manager, Quality Manager, Certification Supervisor
  • Logistics and Supply Chain: Director of Logistics, Materials Manager, Receiving/Shipping Supervisor
  • IT/Network Support Teams: Network Services Manager, IT Support Supervisor
  • Customer Service Operations: Director of Operations, Call-Center Manager, Retail Store Manager
  • Human Resources: HR Manager, Payroll Supervisor
Topic Background
Shift work Operations are necessary to improve a company's Return on Assets - a single 5 x 8hr workweek limits Plant utilization to less than 25%. However, increasing the operating hours of a facility results in wear and tear on equipment and crew alike. Degradations in performance are likely greater on the employees than the machines because, unlike the consistent "temperament" of installed equipment, the change in crew will bring with it a different dynamic due to differences in training, communication styles, levels of independence and interdependence. And of course, different individuals have different temperaments, which may vary from day to day, particularly when working a schedule which is out-of-sync with their family and the rest of life. Implementing poorly designed shift structures or managing them poorly can be costly, resulting in high turnover, difficulty in recruiting, equipment breakdowns, and lower than expected capacity utilization: all these lead to negative impact to the bottom line. While every company and facility is unique, there are some general guidelines about what works and what doesn't. This presentation will present some Best Practices to answer many of the most impactful and pressing questions about life in a shift work environment.
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Instructor Profile:
Dr. Bruce Stanfill is a veteran of a Fortune 50 company, Medco Health Solutions, where he demonstrated his talent for leading Multi-Site, High-Volume Operations, particularly with respect to Technical Project Leadership, such as ERP System Configuration and Optimization to enable employees to do work rather than doing work arounds. As a result of his Cross-Functional Team-Building and Leadership skills, the world's first fully-automated pharmacy fulfillment center doubled in throughput to 150% of design capacity in three years. The process improvements were leveraged in two more automated facilities, resulting in a combined network capacity of more than 3 million mail-order prescriptions per week. He led the expansion from 2 to 3 shifts of operations, and then back to a single, extended shift as the other facilities came on line. As a veteran of the U.S. Navy, he has extensive experience with a wide variety of shift schedules including 4-section rotating shifts to cover 24 x 7 operations.

Bruce holds a varied set of degrees: a BS in Control Systems Engineering from the U.S. Naval Academy, MS in Engineering Management, MBA, and recently earned a PhD in Leadership Studies with his dissertation which studied the relationship between the use of Servant Leadership in a cross-cultural and multi-lingual environment and follower commitment and well-being. He is a former Navy Nuclear Power Engineer and is certified as a Program (PgMP) and Project (PMP) Management Professional,as well as a Six-Sigma Black Belt.
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