Quantcast Chapter 9 Shop Scheduling

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1.  THE PLAN OF ACTION.  Shop scheduling commits shop personnel to work
sufficiently in advance of execution to assure optimum coordination of
personnel, materials, jobsite, and equipment.  Shop scheduling is a carefully
prepared advance plan of action that takes into consideration the availability
of personnel, materials, jobsite, and equipment; proper work operations
sequence; proper craft sequence necessary to perform these operations; and the
most economically sized work force to be assigned to the operations making up
the complete job.  The basis of the schedule is the Shopload Plan.
2.  SCHEDULING BENEFITS.  Effective shop scheduling provides orderly and
economical job accomplishment.  Scheduling introduces work into the shops
based on availability of crafts skills and recognizes shop coordination. It
should minimize lost effort resulting from stand-by time caused by materials
not being available or the work place ready for the next job phase.
a.  Flexibility.  The scheduling system is designed to permit advance
planning for individual job accomplishment except Emergency/Service Work
Authorizations.  Preventive maintenance inspection, and repetitive work
authorized by Estimated Standing Job Orders, should also be scheduled. It
should be recognized that adherence to rigid scheduling for all work is
impossible and that flexibility must be provided. This flexibility is
obtained by utilizing a two-stage scheduling system:  Master Scheduling and
Work Center Scheduling.
b.  Committing Work.  Master Scheduling firmly commits the shop forces
"available" for Specific Job Orders, or if the minor designation is not used,
75 percent of the total personnel available for specifics. This 75 percent is
scheduled on both the Master Schedule and Work Center Schedules. The
remaining 25 percent of "available" shop forces is scheduled for minor Work
Authorizations on Work Center Schedules only.  This 25 percent is the cushion
that provides flexibility necessary to absorb urgent jobs, or other unforeseen
events that occur. The 75-25 percent ratio is not rigid. When several
"crash" jobs simultaneously interrupt Master Scheduled Work, it may be
necessary to reduce the 75-25 percent ratio to 70-30 percent or 65-35 percent
during follow-on weeks.  It may also be necessary to temporarily reduce the
75-25 percent ratio if a large Minor Work Authorization backlog develops in
Work Centers.  Some crafts by the nature of the work performed have a larger
number of small jobs necessitating a different ratio.  If the Work Center
backlog of Minor Authorizations becomes low, it may be necessary to raise the
minor labor limit to maintain the proper flexibility provided by the 75-25
percent ratio.  When deviation from the 75-25 percent ratio is required for
protracted periods, the conditions causing it should be investigated and
corrective action taken.  The basic principle of this scheduling system is
that once a job is scheduled, its schedule should not be interrupted. Urgent
jobs affecting the Work Center Schedule can generally be limited since it
generally requires several days to mobilize and plan for a job. Work Center
Schedules are not even prepared until shortly before the start of the week.


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