- Reduce and control costs
- Increase productivity
- Improve service levels
- Understand and meet your true demand
- Use time more effectively
- Improve work life balance
- Increase labour flexibility
- Manage seasonality and volatility
11.5% Labour cost saving
Staff turnover reduced by 10%
- We provide the structure to guide your project to successful implementation
- We can be as involved as you want us to be; from high end strategic advice to providing working time audits and strategic reviews
- We use our vast experience, knowledge and specialist tools to recommend solutions to increase profitability and productivity
20% increase in throughput
Manufacturing efficiency increased by 30%
- WORK Scheduling: Powerful shift pattern and rota design tool
- WORK Management: Comprehensive labour resource management system
- WORK Time: Delivers real-time labour supply information
- WORK Employee Self Service: Empowers employees to manage time off and other workforce variables efficiently
Time saving of 25% in day-to-day
organisation of labour
Devonport
Working Time Change at Devonport Dockyard, Plymouth
Devonport Management Limited, (DML), manages Western Europe's largest naval ship repair yard from Devonport Dockyard in Plymouth, Devon. A TUPE transferral of Riggers from the Ministry of Defence, (MoD), at the end of 2002 required effective working time management of their existing annualised hours contract to bring about cost savings and business driven flexibilities. This is an excellent example of change, implemented in a realistic and constructive manner, that benefits all parties.
The Devonport Dockyard undertakes a wide array of tasks associated with the day-to day operation of the facility, the maintenance of Royal Navy ships and submarines and the building of high specification, expensive yachts. It employed three 14-strong teams of Riggers for 'transportation work', to berth, dock and assist with the movement of large warships, nuclear submarines and other craft in and around the dockyard, as well as 'production work' such as measuring, manufacturing and fitting hemp and wire ropes, cargo nets, hawsers and ceremonial mast fittings. Rigging is a multi- and highly-skilled profession, requiring five years training to qualify, and subsequently, the dockyard was a highly unionised workplace.
DML inherited a working time arrangement that duty-rostered two out of three teams to work the days between Monday and Friday. The third team was unrostered to provide a resource to cover call-outs and emergencies. However, teams avoided interrupting the laydown week, except as a very last resort, and provided call-out cover whilst rostered. Out-of-hours work charged a minimum of three hours payment, with any time worked after midnight guaranteeing pay through to 0600 hours. The Riggers did not carry out 'production work' between vessel movements, and in practice, were only working an average of 1330 hours of their annualised contract time. Targets were being missed because of inflexibility and customer perception was unfavourable.
However, DML was committed to making improvements to the way the Riggers' services were delivered, and in order to facilitate a smooth transition and assimilation into Devonport's working environment, it invited an external consultancy to review the Riggers' working time environment. DML had to take into account legal compliance with the Working Time Directive and that the Riggers had terms and conditions of employment protected by TUPE legislation. The business critical nature of the Riggers' work created a risk of unrest for the company, and its dependency upon tides and ship movement programmes, with heavy concentrations of movement on Mondays and Fridays, meant it was facing a challenging working time objective.
Our clients include
Solutions across all sectors
2012
Events, Forums & Training Days
As well as providing consultancy and software tools for working time change strategies, we also host educative working time change events which we run periodically throughout the year.
Forthcoming Events
Working Time Change Masterclass
28th February 2012, The Royal Holloway University of London
“How Lean Employee Resourcing can reduce costs and meet the customers rising expectations”
This particular Masterclass targets the challenges faced by the public sector.
Working Time Change Forum
14th & 15th March 2012 , The 6th Annual Working Time Forum
“The Economic and Financial case for change and the principles of Lean Employee
Resourcing”
Suitable for both private and public sectors
Feed-back from previous delegates:
“The speakers were most relevant because of the practical information given regarding the implementation of annualised hours” Wessex Water
“We thoroughly enjoyed the event, and each presentation had something of relevance to our organisation” Wedgwood
“ The Masterclass provided a good insight into the long journey required, it also showed that there are many potential solutions” United Biscuits
“A well structured seminar that raised and answered a lot of questions” Vets Now Ltd
“Very interesting day & a good introduction to what I am sure is a significant opportunity to Faccenda” Faccenda Foods
“a very informative event” George Wilkinson Ltd (Household goods manufacturer)
“An excellently organised event, very useful” the AA
“A really interesting and informative day” BAA
“The content of the course made you think how you could improve efficiency in your business” Scott Timber Limited
“A valuable course” GlaxoSmithKline
“There was great cross industry representation, with articulate and enthusiastic speakers”. Heinz
“A very enjoyable forum” Johnston Sweepers
“The forum had a good overall structure with a good variety of speakers” Kraft
“Very useful conference/seminar” Moog
“We found the forum rewarding and would recommend it to others” The Pall Corporation
Latest News
To find out more about the many services available from Working Time Solutions – including consultancy, software and Lean-ER itself – then please don’t hesitate to contact us or submit an information request and we shall be happy to find out how we can help. All our solutions start with talking and listening: we look forward to beginning the conversation soon.