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Scheduling at Red, White and Blue Fireworks Company

In: Business and Management

Submitted By sheliai
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Running head: RWBFC

Scheduling at Red, White and Blue Fireworks Company

Shelia Iceson

Operations Management
Dr. Kyle Peacock
December 12, 2011

Develop a staffing plan for RWBFC in accordance with the constraints stated in the case.

This staffing plan recognizes the significant commitment of human resources necessary to accomplish the job and its requirements. It also recognizes that the Red, White and Blue Fireworks Company (RWBFC) must continue to provide a high level of service and maintain the same level of productivity while this project is underway.

The Red, White and Blue Fireworks Company’s staffing strategy is to minimize labor costs by staffing only what is needed for current production due to its inability to expand at the current facility. Staffing levels are rebuilt or contracted as determined by production schedules and as reflected by staffing requirements and constraints. To minimize the potential for over or under staffing, hiring should be based on a review of RWBFC’s production schedule and a review of at least 2 to 3 months forecasting.

In order to develop the staffing plan for RWBFC the basis of estimate analysis needs to be used, considering the following constraints: * RWBFC needs to operate ten hours a day * RWBFC needs to operate seven days a week * Employees must have three consecutive days off * The manufacturing process requires a minimum of 20 employees

The following table represents a simple schedule that meets all constraints and satisfies minimum daily staffing requirements.

# of staff needed | Monday | Tuesday | Wednesday | Thursday | Friday | Saturday | Sunday | 1 | Off | Off | Off | 1 | 1 | 1 | 1 | 2 | Off | Off | 1 | 2 | 2 | 2 | Off | 3 | Off | 1 | 2 | 3 | 3 | Off | Off | 4 | 1 | 2 | 3 | 4 | Off | Off | Off | 5 | 2 | 3 | 4 | Off | Off | Off | 2 | 6 | 3 | 4 | Off | Off | Off | 3 | 3 | 7 | 4 | Off | Off | Off | 4 | 4 | 4 | 8 | Off | Off | Off | 5 | 5 | 5 | 5 | 9 | Off | Off | 5 | 6 | 6 | 6 | Off | 10 | Off | 5 | 6 | 7 | 7 | Off | Off | 11 | 5 | 6 | 7 | 8 | Off | Off | Off | 12 | 6 | 7 | 8 | Off | Off | Off | 6 | 13 | 7 | 6 | Off | Off | Off | 7 | 7 | 14 | 8 | Off | Off | Off | 8 | 8 | 8 | 15 | Off | Off | Off | 9 | 9 | 9 | 9 | 16 | Off | Off | 9 | 10 | 10 | 10 | Off | 17 | Off | 9 | 10 | 11 | 11 | Off | Off | 18 | 9 | 10 | 11 | 12 | Off | Off | Off | 19 | 10 | 11 | 12 | Off | Off | Off | 10 | 20 | 11 | 12 | Off | Off | Off | 11 | 11 | 21 | 12 | Off | Off | Off | 12 | 12 | 12 | 22 | Off | Off | Off | 13 | 13 | 13 | 13 | 23 | Off | Off | 13 | 14 | 14 | 14 | Off | 24 | Off | 13 | 14 | 15 | 15 | Off | Off | 25 | 13 | 14 | 15 | 16 | Off | Off | Off | 26 | 14 | 15 | 16 | Off | Off | Off | 14 | 27 | 15 | 16 | Off | Off | Off | 15 | 15 | 28 | 16 | Off | Off | Off | 16 | 16 | 16 | 29 | Off | Off | Off | 17 | 17 | 17 | 17 | 30 | Off | Off | 17 | 18 | 18 | 18 | Off | 31 | Off | 17 | 18 | 19 | 19 | Off | Off | 32 | 17 | 18 | 19 | 20 | Off | Off | Off | 33 | 18 | 19 | 20 | Off | Off | Off | 18 | 34 | 19 | 20 | Off | Off | Off | 19 | 19 | 35 | 20 | Off | Off | Off | 20 | 20 | 20 |

Discuss the method used in developing the staffing plan.

Based on the information provided in the case study, the simple method of staffing was used in order to meet all the requirements. The staffing strategy typically doesn’t change much from year to year unless there is a major change in how the company is thinking about staffing. Each year, the staffing strategy at RWBFC should be driven down to a staffing plan. The staffing plan presented provides specific guidance on open positions and the number of employees needed. It can also be tied together with RWBFCs training budget and specific retention initiatives. RWBFC will be much more effective and efficient if all of these staffing decisions are based on the guidance of an overall staffing strategy that ensures everyone is moving in the same direction. Part of the staffing plan for the company is to generally hire a minimum of thirty five full time hourly employees. A critical part of developing a functional staffing plan is to clearly define the roles and responsibilities of the jobs that need to be filled. (Gerhart, Hollenbeck, Noe & Wright, 2007) The case does not specify the differences of the jobs needed to be done and the differences in the number of employees needed each day. Therefore, the workforce schedule represents the simple method of staffing that can be modified at any time.

Discuss how employees should be assigned to the different schedules.

The schedule presented above requires one more step that would require a staffing plan for RWBFC to include reconciling the required skills with existing skills. This entails having a clear understanding of the available staff in the organization and if the availability meets the requirements, preparing a comprehensive schedule by assigning time specific duties and responsibilities to the available staff. Since that information was not given, there are three general important considerations while reconciling the skills required with skills available within the organization: * Ascertain the availability of the employee for the project * Accounting for leaves, vacations, flex schedules and other staff absences * Understanding the hierarchy and location of the staff

Discuss any concerns that you have with the new plans and how you intend to address them. A staffing strategy doesn’t provide detailed answers about how managers deal with specific situations. It provides the overall framework so that managers at the RWBFC will find general guidance on all of their staffing questions and needs. Based on the tasks in the work breakdown structure, the company should refine initial descriptions of roles and responsibilities identified in high level staffing. One of the possible concerns are if sufficient staffing is unavailable, alert the project sponsors so they can help acquire the needed staff based on the priority of the project. If staff is allocated to other activities, negotiate with management to make staff available to the project for the time needed. In some cases, RWBFC must determine the priority of this project relative to other projects competing for these resources.

References
Gerhart, B., Hollenbeck, J., Noc, R., & Wright, P (2007). Fundamentals of Human Resource Management. New York: The McGraw-Hill Companies, Inc.
Reid, D. R., Sanders, N. R., (2010). Operations Management An Integrated Approach, 4th Edition. Hoboken, NJ: John Wiley & Sons, Inc.

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