[The increase in workload in hospitals by team work--industrial aspects].
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Abstract : The Navy consists of designated and undesignated work requirements. Over time, this mix fluctuates, causing changes to the force profile. Undesignated workload has decreased as Navy policy and manning constructs have changed. The accepted undesignated work requirement is 3 percent of the enlisted workload; however, it could be as high as 27 percent. This wide range causes significant changes in billet requirements as the Navy establishes and reviews ship/squadron manning documents during the Manpower Requirements Determination (MRD) process. Changing requirements cause fluctuations in demand signals for undesignated sailors and have resulted in fleet manning issues, which are exacerbated by the Navy's use of the undesignated work program as an end strength safety valve to balance its manpower accounts. A review of alternative management approaches for the undesignated workforce found that, despite issues with the Professional Apprenticeship Career Track (PACT) program, it is an improvement over past programs. Although PACT sailors do not produce enough undesignated work to meet requirements, improvements in the program and its execution could garner increased undesignated work production. Going forward, the Navy should look to improve program execution, tighten controls within the MRD process, and stabilize the demand.
Apprenticeship
Tonnage
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Different types of flow variation and how they affect construction project performance have been studied by previous researchers. One aspect that has not been well researched is how work flow variation and labor productivity are related in construction practice. To study that issue, 134 weeks of project production data were collected and analyzed to explore this relationship. Labor productivity was found to be positively correlated with Percent Plan Complete (PPC), a measure of work flow variation. The relationship between productivity and the ratio of total task completion to planned tasks, weekly workload, weekly work output, and weekly work hours was also studied, and no significant correlation was found. The results suggest that productivity is not improved by completing as many tasks as possible regardless of the plan, nor from increasing workload, work output, or the number of work hours expended. In contrast, productivity does improve when work flow is made more predictable. These findings can help project managers focus on actual drivers of productivity. It can also help consulting companies pinpoint responsibility for productivity losses in claims.
Work flow
Variation (astronomy)
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Work time
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The workload balancing is always the key of study in the Based on Scalable Object Mass Storage System(BSO-MSS).How to choice Storage Objects(SOs) and the number of them are.It presented a strategy of workload balancing in this paper.Not only do we thought over network effect on BSO-MSS,but also we noticed SOs themselves.Aiming at different storing ability of SOs,the system adapts to choice the number of SOs by itself and adopts different size of stripping for data storing.When the number of SOs don't add up to the best value,we are adding the more number,the system has the least response time.So it enhances the whole system performance.
Response time
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Housekeeping
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The article presents the ergonomic aspects of work storekeeper and warehouseman traditional voice-assisted system. The assessment of energy expenditure was developed while performing different activities related to work, which is important for ergonomics and also supports the work of the security services and occupational health in enterprises. The study underwent a warehouseman working in a traditional manner and assisted by warehouse voice system. With particular attention the workload for both positions was described. A chronometric-tabular analysis by Lehmann has been carried out, allowing the assessment of energy expenditure at work. Assessment of energy expenditure was assessed by an estimation, so it was necessary to enumerate all activities of a warehouseman working in a traditional way and a warehouseman working with voice-assisted system. This was a two-stage assessment, in the first stage the body position was evaluated, which allowed to estimate energy expenditure serving to maintain this position. In the second stage, strain energy was assessed on the basis of work performed during work activities. The energy cost of operation was determined by adding the results obtained in both stages. In the case of a clerk-assisted voice system warehouseman the energy expenditure was reduced by 115 kcal/min. Reduced energy expenditure positively contributes to the quality of work. ‘The release of’ hands of the employee and the possibility of a special kind of ‘conversation’ with the voice system involved in the process of picking goods allow for efficient operation.
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Human resources are individuals who work as the cogs of a company and can produce ideas that are useful for the company. A company must have a department which in carrying out its duties functions to regulate planning in Human Resources and in carrying out the department concerned will calculate the number of employees who will then be given authority or responsibility for their work. Productivity and work efficiency can be disrupted if there is an employee workload. Employee workload can occur when doing tasks that exceed the ability of employees. At PT Asuransi Central Asia there is an imbalance of work in some divisions and causes delays in completing work. In addition, the distribution of employees in each work unit, there are still those who do not refer to the workload and there are also employees who do not use their productive time as well as possible. The purpose of this study is to analyze the working time of employees by using the Work Sampling method and also to analyze the amount employee needs based on workload measurement with the Full Time Equivalent method. The results of this study indicate that the effective working day for a year is 226 days and the effective working time is 1,360 hours for five working days per week. Through the Work Sampling method, it is known that the total time for productive activities is 78%, unproductive activities are 11% and personal activities are 11% with a 30% allowance. Based on the results of measuring the workload with the Full Time Equivalent method, it can be seen that there are 16 employees with an under load workload, an in load workload of 13 employees and an employee with an overloaded workload of 8 employees. Therefore, the company can take several steps to optimize its employees, namely by transferring tasks from overloaded employees to under loaded employees in the same division, companies can also increase working time with overtime wages without having to add 5 employees to save company costs, companies can also conduct employee transfers, provide training and education to improve employee skills and knowledge, and pay attention to the employee's work system. Keywords: Employee Needs, Workload, Work Sampling, Full Time Equivalent.
Allowance (engineering)
Time allocation
Working time
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These days, in real live complex computer environments, some applications must be executed more quickly than others. The problem how to execute more important applications quicker and how to change an application efficiency dynamically according to user requirements is difficult. In this article a proposition how to resolve the problem has been presented; a prototype of application for automatic workload manager adjustment and result of experiments has been presented as well.
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In this paper we propose an idea to scale workload via elastic quality of solution provided by the particular streaming applications. The contribution of this paper consists of quality-based workload scaling model, implementation details for quality assessment mechanism implemented at the top of Apache Storm and experimental evaluation of the proposed model on a synthetic and real-world (medical) examples.
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The reengineering of work processes has generally led to the reduction of the number of headquarters employees at many food-service chains. A study of 43 of the top-200 chains found that some of those downsized staffs were about the right size for the work load imposed on them, but a substantial number are experiencing the strain of trying to handle too many functions with too few people. Regardless of the load, most chains surveyed have no plans to restore the staff positions that were cut in corporate downsizing. Part of the reengineering strategy is to contract with outside agencies for work that was formerly handled in house, particularly for temporary or one-time projects or clerical work. In 1996, these 43 companies expect to outsource an average of nearly ten projects each. However, many other projects that would formerly have been handled by headquarters staff will be put off or dropped completely. In the near future, companies may have to consider adding more staff.
Business process reengineering
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