How the labor waste stole profits
‘Tis the season of giving. And nothing pleases a company more than receiving gifts of gold in the form of wasted payroll being identified that can go directly to the bottom line. Or, when operations managers can show higher profit margins through accurate job costing. With bonuses and earnings results on the line, opportunities to reduce labor waste and improve cost allocations become the gift that keeps on giving all fiscal year! For many companies, these hot gifts of 2012 are the result of detailed labor activity tracking being added to their workforce management strategy.
Presents for payroll & operations – labor cost details
What is an activity? While most organizations use scheduling systems to put staff onto shifts and time & attendance systems to convert worked hours to payroll, many lack visibility into what each employee actually does on the job. In other words, what is the data between the punch-in and the punch-out?
An activity is a work order, grants, task, project, job number or part number that is assigned to labor and has a measurable output. The results of a completed activity can include measurements of quantity, scrap, waste, or quality. Even greater detail can be tied to a labor activity, such as equipment used, location or campaign. Measuring “productive time” provides the foundation for labor expense tied to a job. Tracking activities within the workday tells how much direct time (and expense) is spent on work orders, by labor and equipment. You can tell how productive your workforce is, and if that productive output costs more than you expected – and if it’s impacting profit margin. However, what is often lost is the wasted pay for non-productive paid time.
There are some types of activities that cannot be tied to measurable output. And, whether it’s planned or unplanned, these indirect charges and labor variance (often lumped into “overhead”) can have a dramatic and costly impact on profits. Activity such as meetings, set-up time, training, downtime, clean-up, maintenance, and administration/paperwork can skew labor standards and forecasts, potentially impacting job bids, quotes or service quality. Organizations must ask – how is this time and labor cost allocated? Is it tracked at all?
Reconciliation, WIP Visibility, Validation,
The addition of automated labor activity tracking to your workforce management strategy enables organizations to reconcile every minute of every shift, and allocate all labor costs appropriately and accurately – direct and indirect, planned and unplanned, regular and OT. Real-time visibility into current activities and WIP, including labor, equipment and output, allows organizations to make data driven adjustments based on status and progress towards delivery times, output or utilization rates. And provide accurate, confident commitments to external stakeholders and customers. Activity tracking can also provide labor with real time validation on expected output, task duration or sequence of events, ensuring quality and timeliness.
Electronic data capture tracks labor activity
Workforce efficiency and labor cost control start with data collection: You need information about the work, who’s doing the work, and the outcome of that effort. Of course, collection of this information can’t be cumbersome- inefficient data-capture defeats the purpose of improving productivity. Leading labor management providers offer a variety of data collection options as part of a workforce management solution. Timekeeping terminals that can capture activity information with a simple badge swipe, barcode read, RFID, or even a fingerprint ID. More advanced organizations are leveraging mobile technology – on-board computers, handheld scanners, smartphones and tablets, to provide even greater data capture flexibility.
Increase profits, reduce labor waste, and reconcile expenses
Successful organizations not only plan in advance, they execute in the moment with agility to react to real-time situations. Using accurate labor forecasts and budgeting based on detailed labor activity to plan ahead, but then leverage their workforce as needed based on changing conditions (increase in patients, higher store traffic, a slow manufacturing line, employee absence, power outages, etc.) Today’s workforce management systems provide new levels of visibility into the activity status, resources and staff on hand to identify areas that need to be addressed – allowing managers to optimize their workforce and drive higher profitability.