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 (2) The planned emergency/service work should be based on historical
data and known requirements for the month. For example, October may require
additional service work caused by the start of the heating season. Planned
Minor Work Authorizations and Standing Job Orders should be based on past data
and any known workload changes. Prepared schedules should be used to
determine PMI requirements. The planned hours to be used for specific work is
basically the remainder.
(3) At this point adjustments will normally be required. Leave may
be adjusted and word passed to the shops of either tight or loose leave
policies. Minor, service, and standing job order work may all be adjusted.
The areas to be adjusted should be based on such matters as importance of the
work and previous adjustments. For example, if Christmas were to fall on a
Thursday, a very tight leave policy for Friday would be hard to justify
because of its effect on employee morale. On the other hand, denial of two
weeks leave for any employee during peak workload period with a suitable
explanation would probably be accepted with little, if any, loss of morale.
All adjustments made should be tempered with knowledge that the normal
distribution pattern will rule and that the annual leave rate is relatively
constant from year to year. Adjustments may be made if long-range planned
distribution is desirable to achieve a better distribution, reduce hours on
unestimated Standing Job Orders, and increase hours on Minor Work
Authorizations and/or Specific Job Orders.
(4) This chart serves as a control on personnel assignment by
classes of work. It also is a management tool used to balance work input into
the shops, establish limitations regarding the amount of work input into the
shops, and to control the amount of work of a given type which can be
accomplished during a given period. It is used to furnish information for the
columns "Planned" labor on the Maintenance/Utilities Labor Control Report.
22. SHOPLOAD PLAN. The Shopload Plan, Figure 7-6, covers a three month
planning period. A separate Shopload Plan is prepared for each month. It
should be prepared by the FME Division each month subsequent to the
preparation of the Work Force Availability Summary and Work Plan Summary. The
Long-Range Plan, similar in format to the one illustrated in Figure 7-6, is
for the balance of the year or the 4th through 12th months. This plan may be
developed week-by-week or at the same time as the Short-Range Plan, depending
on needs. All of these plans should be submitted simultaneously to the Public
Works Officer or his designee for approval or modification. The Shopload Plan
should be derived from the Annual Maintenance Plan.
a. INFORMATION SHOWN. The plans include: job order number; brief job
description; facilities categorization codes and functional activity codes;
planned starting date; scheduled starting and completion dates (short-range
only); estimated hours by work center or branch; job cost; and remarks. Once
a shopload plan has been approved; it should not be altered or changed except
by approval of the Public Works Officer or the PWO's designee. The sequence
in which jobs are posted on the plans is left to local requirements. However,
jobs may be posted on the plan in the order selected, or grouped by month or
by customer.
7-13
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