VU2014
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This document discusses resource management and planning in an inspection organization. It describes three levels of planning: strategic, tactical, and operational. Tactical planning occurs on a 1 month to 1 year timeframe and involves balancing supply and demand of employees and assigning employees to projects. Most companies use spreadsheets for tactical planning, but this can cause errors and lack connectivity. The document presents a case study of a inspection organization with 50 projects, 200 employees, and 15 regions. It describes constraints in assigning employees to projects and presents an algorithmic approach and demo tool to quickly assign employees while meeting constraints.
VU2014
- 1. Copyright 息 2014 AnagoCopyright 息 2014 Anago Resource Management in an inspection organisation 29 April 2014 14.30-15.15
- 2. Copyright 息 2014 AnagoCopyright 息 2014 Anago Contents
- 3. Copyright 息 2014 AnagoCopyright 息 2014 Anago Lots of different planning questions How much projects are we planning to do next year? Which projects are best suited for the available capacity? How much time per skill do the projects demand next period? In which order will mr. Jones do his tasks? Which activity will mr. Jones do tomorrow? Who is going to work on what project? Which projects will get capacity next month? Which deadline is realisatic for my project? Which employee is on holiday next month? Do we have to hire extra employees? And if yes, how many? How much FTE do we have available for next year?
- 4. Copyright 息 2014 Anago Copyright 息 2014 Anago Levels of planning Operational planning (Mid Term Planning) Tactical planning (Long Term Planning) 1-6 months 1 year 1-4 weeks Assign employees to workload Capacity check Execution Positioning Strategic planning
- 5. Copyright 息 2014 AnagoCopyright 息 2014 Anago Different questions on different levels Strategic Tactical Operational Years Year 0Months Month 6 M 3Year n Month 0M 1Year 1 Demand for capacity Capacity availability Demand and availability matching How much projects are we planning to do next year? Which projects are best suited for the available capacity? How much time per skill do the projects demand next period? In which order will mr. Jones do his tasks? Which activity will mr. Jones do tomorrow? Who is going to work on what project? Which projects will get capacity next month? Which deadline is realisatic for my project? Which employee is on holiday next month? Do we have to hire employees? And if so, how many? How much FTE do we have available for next year?
- 6. Copyright 息 2014 AnagoCopyright 息 2014 Anago Planning on different levels Strategic Tactical Operational Years Year 0Months Month 6 M 3Year n Month 0M 1Year 1 Demand for capacity Capacity availability Demand and availability matching Hours / products / services Fixed FTE Fixed FTE vs Demand products / services / service level management Fixed FTE per skill / Skill management Fixed FTE per skill Assign capacity to demand projects / activities Contract hours per skill / Flex workers Rostering / Project- and activity scheduling
- 7. Copyright 息 2014 AnagoCopyright 息 2014 Anago Planning on different levels Strategic Tactical Operational Years Year 0Months Month 6 M 3Year n Month 0M 1Year 1 Demand for capacity Capacity availability Demand and availability matching Hours / products / services Fixed FTE Fixed FTE vs Demand products / services / service level management Fixed FTE per skill / Skill management Fixed FTE per skill Assign capacity to demand projects / activities Contract hours per skill / Flex workers Rostering / Project- and activity scheduling Problems arise here
- 8. Copyright 息 2014 AnagoCopyright 息 2014 Anago Planning on different levels Strategic Tactical Operational Years Year 0Months Month 6 M 3Year n Month 0M 1Year 1 Demand for capacity Capacity availability Demand and availability matching Hours / products / services Fixed FTE Fixed FTE vs Demand products / services / service level management Fixed FTE per skill / Skill management Fixed FTE per skill Assign capacity to demand projects / activities Contract hours per skill / Flex workers Rostering / Project- and activity scheduling Solutions are often found in operational scheduling tools
- 9. Copyright 息 2014 AnagoCopyright 息 2014 Anago Planning on different levels Strategic Tactical Operational Years Year 0Months Month 6 M 3Year n Month 0M 1Year 1 Demand for capacity Capacity availability Demand and availability matching Hours / products / services Fixed FTE Fixed FTE vs Demand products / services / service level management Fixed FTE per skill / Skill management Fixed FTE per skill Assign capacity to demand projects / activities Contract hours per skill / Flex workers Rostering / Project- and activity scheduling But the problem already started at tactical level
- 10. Copyright 息 2014 Anago On tactical level most companies use spreadsheets
- 11. Copyright 息 2014 Anago On tactical level most companies use spreadsheets Because Excel supports own planning methods Excel can easily be adapted Excel is available at every workstation
- 12. Copyright 息 2014 Anago Customer Case Resource Management in an inspection organisation
- 13. Copyright 息 2014 Anago Resource Management in an inspection organisation Inspection Organisation Mid Term Capacity Planning: 1 month 1 year Facts: 50 projects 200 employees 15 regions
- 14. Copyright 息 2014 Anago Resource Management in an inspection organisation
- 15. Copyright 息 2014 AnagoCopyright 息 2014 Anago Bottlenecks spreadsheets High risk of errors Many manual actions No multi-user support No authorisation or audit trail Connections to other systems is difficult No smart assignment possible
- 16. Copyright 息 2014 Anago General problem Balance supply & Demand Assignment employee to project Gross Availability Overhead tasks Division Active/ Reactive work Available capacityYear planning Demand planning
- 17. Copyright 息 2014 Anago Assignment constraints Demand per project per period should be met Employees should not be over booked Only employees with the right skill can be assigned Some employees are required on a project (e.g. project leader) Assignment should be suffici谷ntly large Some projects require a minimum number of employees Employees should only do one project per period Projects require an even spread across the regions
- 18. Copyright 息 2014 Anago But also soft constraints Some employees like to be assigned to a specific project (personal preferences) Some projects can be bundled (i.e. an employee can work on these projects in the same period) Demand can be shifted over time
- 19. Copyright 息 2014 Anago LP optimal solution Minimalize shortage in demand While: Assignment < availability Employee has skill of project Assignment > minimal assignment For 70 employees, 20 projects and 4 periods this already takes 30 minutes
- 20. Copyright 息 2014 Anago Approach Quick Assignment algorithm Manual assignment possible Freeze project assignments Freeze employee assignments Re-run assignment
- 21. Copyright 息 2014 Anago Loop over project Select employees of region with availiability >0 Loop over period Select projects that start this period While Demand >0 Loop over region Sort projects based on available employees Sort employee on previous assignment & number of skills Then: Assign employee for availibility If demand > availability AND demand > MinAssign If demand next Assign required employees Algoritm
- 22. Copyright 息 2014 Anago Results Assignment runs in 5 seconds Planner can easily assign employees manually and then re-run assignment All team leaders can view actual planning 99,3% automatically planned
- 23. Copyright 息 2014 Anago Demo
- 24. Copyright 息 2014 AnagoCopyright 息 2014 Anago Questions
- 25. Copyright 息 2014 AnagoCopyright 息 2014 Anago 088 99 00 800 www.anago.nl www.anago.nl/linkedin mjansen@anago.nl Additional Information For internships or student jobs contact: Wendy Baltussen, wbaltussen@anago.nl www.slideshare.net/tdnooij/vu2014