Factors Affecting the Development of Workforce Versatility

Among all strategies supporting the firms' flexibility and agility, the development of human resources versatility holds a promising place. This article presents an investigation of the factors affecting the development of this flexibility lever, related to the problem of planning and scheduling industrial activities, taking into account two dimensions of flexibility: the modulation of working time, which provides the company with fluctuating work capacities, and the versatility of operators: for all the multi-skilled workers, we adopt a dynamic vision of their competences. Therefore, this model takes into account the evolution of their skills over time, depending on how much they were put in practice in previous periods. The model was solved by using an approach relying on genetic algorithm that used an indirect encoding to build the chromosome genotype, and then a serial scheduling scheme is adopted to build the solution

Calibrating cross-training to meet demand mix variation and employee absence

We address the problem of determining the cross-training that a work team needs in order to cope with demand mix variation and absences. We consider the case in which all workers can be trained on all tasks, the workforce is a resource that determines the capacity and a complete forecasting of demand is not available. The demand mix variation that the organization wants to be able to cope with is fixed by establishing a maximum time to devote to each product. We contend that this approach is straightforward, has managerial practicality and can be applied to a broad range of practical scenarios. It is required that the demand mix variation be met, even if there are a certain level of absences. To numerically solve the mathematical problem, a constraint-based selection procedure is developed, which we term CODEMI. We provide illustrated examples demonstrating solution quality for the approximation, and we report on an illustrative set of computational cases. (C) 2015 Elsevier B.V. and Association of European Operational Research Societies (EURO) within the International Federation of Operational Research Societies (IFORS). All rights reserved.Peer ReviewedPostprint (published version

Knowledge‐Based Assignment Model for Allocation of Employees in Engineering‐to‐Order Production

In today’s rapidly changing business environment, it is necessary to react promptly in response to the product changes that happen constantly in an Engineering‐to‐Order production environment. Very often, there is not sufficient time to educate employees regarding new and necessary knowledge. If we insist on the standardization of a process execution, the process always requires appropriate knowledge from among available employees. In this chapter, an option for adjusting processes to available knowledge is studied. Following calculations, it was concluded that a partial corruption of a perfect process leads to a better knowledge alignment of employees. At first, with the corruption of a perfect process, its efficiency is decreased, but with better knowledge alignment, process efficiency is consequently increased to a level better than the original one. The optimization model presented in this chapter is based on a modified classic assignment problem and it includes a numerical example based on the data of ETO company. We proved our findings from the aspects of balance, employee capacity load and process efficiency

Software-Tool To Determine Functional Flexibility Based On Employee Specific Risks

During training of manual assembly operations, all employees experience continuous improvement caused by learning. This improvement is known as learning behaviour and describes individual improvement of competence and skill. In an assembly system, employees are required to learn various tasks to ensure overall productivity. Job rotation supports the constant change of tasks to enable an environment where employees maintain their skills by changing tasks in defined time-frames. Functional flexibility describes how many employee-workstation-combinations are possible and needs to be determined based on internal and external factors. Especially employee specific risks are predominant in terms of affecting the outcome and can be encountered by considering these risks when determining the level of functional flexibility. This paper provides an approach to assess employee specific risks with the goal to deduct an expected impact. An overall approach describes the process in order to implement a software-tool to determine the level of functional flexibility. The result is considered a tool to support the decision-making process of leaders and executives in production systems regarding determining a necessary competence matrix

Two extensions for the ALWABP: Parallel stations and collaborative approach

[EN] In this article, we introduce two new variants of the ALWABP that allow parallelization of and collaboration between heterogeneous workers. These new approaches suppose an additional level of complexity in the Line Design and Assignment process, but also higher flexibility; which may be particularly useful in practical situations where the aim is to progressively integrate slow or limited workers in conventional assembly lines. We present linear models and heuristic procedures for these two new problems. Computational results show the efficiency of the proposed approaches and the efficacy of the studied layouts in different situations.This research was supported by CAPES-Brazil and MEC-Spain (coordinated project CAPES-DGU 258-12/PHB-0012-PC) and by FAPESP-Brazil. We also thank the project ‘‘CORSARI MAGIC DPI2010-18243’’ of the Ministerio de Ciencia e Innovación del Gobierno de España within the Program ‘‘Proyectos de Investigación Fundamental No Orientada’’.Araujo, FF.; Costa, AM.; Miralles Insa, CJ. (2012). Two extensions for the ALWABP: Parallel stations and collaborative approach. International Journal of Production Economics. 140(1):483-495. https://doi.org/10.1016/j.ijpe.2012.06.032S483495140

A survey on constructing rosters for air traffic controllers

In this survey the state-of-the-art technology and the literature to date are discussed. In particular, we will discuss the gap in the literature concerning rostering staff to tasks by qualifications, with the inclusion of restrictions on a measure of task familiarity, which is a unique consequence of the structure of ATC operations

The shift team formation problem in multi-shift manufacturing operations

This paper addresses the problem of assigning operators to teams that work in single-, two-, or three-day shift systems. The problem was motivated by, and illustrated with a case situation encountered in Dutch manufacturing industry. The problem addressed forms an extension of cell formation problems which are currently in the phase of addressing labor-related issues in cell design. A generalized goal problem formulation is presented to address multiple, conflicting objectives covering cross-training of workers, ensuring adequate levels of labor flexibility and minimizing labor-related costs. The proposed solution procedure consists of two phases. In the first phase, shift systems, in which applicable machines and the sizes of each shift team are identified. The next phase deals with assignment of operators to various teams and identification of specific cross-training needs for various workers. This phase involves the use of interactive goal programming. The methodology is illustrated by details from the case situation as well as a numerical example.

Enabling flexibility through strategic management of complex engineering systems

”Flexibility is a highly desired attribute of many systems operating in changing or uncertain conditions. It is a common theme in complex systems to identify where flexibility is generated within a system and how to model the processes needed to maintain and sustain flexibility. The key research question that is addressed is: how do we create a new definition of workforce flexibility within a human-technology-artificial intelligence environment? Workforce flexibility is the management of organizational labor capacities and capabilities in operational environments using a broad and diffuse set of tools and approaches to mitigate system imbalances caused by uncertainties or changes. We establish a baseline reference for managers to use in choosing flexibility methods for specific applications and we determine the scope and effectiveness of these traditional flexibility methods. The unique contributions of this research are: a) a new definition of workforce flexibility for a human-technology work environment versus traditional definitions; b) using a system of systems (SoS) approach to create and sustain that flexibility; and c) applying a coordinating strategy for optimal workforce flexibility within the human- technology framework. This dissertation research fills the gap of how we can model flexibility using SoS engineering to show where flexibility emerges and what strategies a manager can use to manage flexibility within this technology construct”--Abstract, page iii

Considering the flexibility of human resources in planning and scheduling industrial activities

The growing need of responsiveness for manufacturing companies facing the market volatility raises a strong demand for flexibility in their organization. This flexibility can be used to enhance the robustness of a baseline schedule for a given programme of activities. Since the company personnel are increasingly seen as the core of the organizational structures, they provide the decision-makers with a source of renewable and viable flexibility. First, this work was implemented to model the problem of multi-period workforce allocation on industrial activities with two degrees of flexibility: the annualizing of the working time, which offers opportunities of changing the schedules, individually as well as collectively. The second degree of flexibility is the versatility of operators, which induces a dynamic view of their skills and the need to predict changes in individual performances as a result of successive assignments. The dynamic nature of workforce’s experience was modelled in function of learning-by-doing and of oblivion phenomenon during the work interruption periods. We firmly set ourselves in a context where the expected durations of activities are no longer deterministic, but result from the number and levels of experience of the workers assigned to perform them. After that, the research was oriented to answer the question “What kind of problem is raises the project we are facing to schedule?”: therefore the different dimensions of the project are inventoried and analysed to be measured. For each of these dimensions, the related sensitive assessment methods have been proposed. Relying on the produced correlated measures, the research proposes to aggregate them through a factor analysis in order to produce the main principal components of an instance. Consequently, the complexity or the easiness of solving or realising a given scheduling problem can be evaluated. In that view, we developed a platform software to solve the problem and construct the project baseline schedule with the associated resources allocation. This platform relies on a genetic algorithm. The model has been validated, moreover, its parameters has been tuned to give the best performance, relying on an experimental design procedure. The robustness of its performance was also investigated, by a comprehensive solving of four hundred instances of projects, ranked according to the number of their tasks. Due to the dynamic aspect of the workforce’s experience, this research work investigates a set of different parameters affecting the development of their versatility. The results recommend that the firms seeking for flexibility should accept an amount of extra cost to develop the operators’ multi functionality. In order to control these over-costs, the number of operators who attend a skill development program should be optimised, as well as the similarity of the new developed skills relative to the principal ones, or the number of the additional skills an operator may be trained to, or finally the way the operators’ working hours should be distributed along the period of skill acquisition: this is the field of investigations of the present work which will, in the end, open the door for considering human factors and workforce’s flexibility in generating a work baseline program