Patty
We do customize how we handle employee efficiency. Basically, we
track earned hours less set up (we call that productive earned) as a
% of clocked hours. Reason being is obviosuly the value add is when
our machine is running, it pushes to individual to complete set up
ASAP.
All our methods are assuming 1 man to 1 machine, even though some are
manned a .5 (all our resource groups are costed as labor = burden as
well). We therefore track efficiency two fold, by the man and by
the resource. We therefore expect that the employees running one
machine to be 100% efficient and employees running two machines to be
200%. The same holds true on the resource side. We also use this
to allocate overtime as a "reward" or "penalty" for hitting or not
hitting there numbers.
In your scenario, I think you can use the "assistants" or lack of
earned hours to track trends for how often or which machines are down
if you also track by resource. Rather than just use it as a measure
for employee effectiveness, you can use it to track OEE or how
effecitive your PM's or even supervisors are at allocating people.
We do customize how we handle employee efficiency. Basically, we
track earned hours less set up (we call that productive earned) as a
% of clocked hours. Reason being is obviosuly the value add is when
our machine is running, it pushes to individual to complete set up
ASAP.
All our methods are assuming 1 man to 1 machine, even though some are
manned a .5 (all our resource groups are costed as labor = burden as
well). We therefore track efficiency two fold, by the man and by
the resource. We therefore expect that the employees running one
machine to be 100% efficient and employees running two machines to be
200%. The same holds true on the resource side. We also use this
to allocate overtime as a "reward" or "penalty" for hitting or not
hitting there numbers.
In your scenario, I think you can use the "assistants" or lack of
earned hours to track trends for how often or which machines are down
if you also track by resource. Rather than just use it as a measure
for employee effectiveness, you can use it to track OEE or how
effecitive your PM's or even supervisors are at allocating people.
--- In vantage@yahoogroups.com, "bpbuechler" <pbuechler@...> wrote:
>
> We have a couple business processes that create major obstacles
with
> using the canned report.
>
> For an example:
> 1. When there is a crew size > 1; only Operators enter qty when
> ending labor. Assistants are time only.
>
> 2. When a machine is down, the Operator is told to help out as an
> assistant on another machine. This reduces the amount of earned
> hours in a day he/she accumulates. So on our custom report, we
only
> pick up labor transactions where Labor Qty OR Discrep Qty OR Scrap
> Qty is > 0.00.
>
> 3. Setup can cross over shifts. So the person that started the
> Setup that was unable to complete before shift end does achieve
> Earned Hrs.
>
> We have created our own custom report, but we still have issues
with
> that. I would like to hear how others are handling Employee
> Efficiency. Do you have the above business scenarios? If so, how
do
> you handle Employee Efficiency?
>
> TIA
> Patty Buechler
>