Short Interval Control

Short Interval Control

Short Interval Control is based on providing the most up to date,

relevant information to Supervisors from which to make operating
decisions to improve efficiency and hence productivity.

Active Supervision:
Directing the flow of work. Following up on performance and ensuring corrective action is
being taken. This should be done on a regular basis throughout the shift
 Short Interval Control
The key elements of a Short Interval Control Process are:

- Ability to identify a trend

- Ability to stop, assess, adjust and move forward

- Provides decision making information (measure the impact

and/or justify remedial action)

- Ability to recover a shift (if half a shift is lost to

downtime there is still a target to measure progress by)

- Provides immediate cost to operating problems and thereby

focuses attention on finding solutions
 Short Interval Control
Measure and Control
Expectation Analysis

L E
P TROL
X A M ON
E HE DU L E C

SC

Interval Understand the Cost Improvement / Accountability

 Hourly targets

A key improvement opportunity is the introduction of

Hourly Targets
which will improve accuracy of planning (daily, monthly,
budget)
as well as driving performance when used in conjunction with
Short Interval Control

Work to time relationship:

Establishment of a performance base, during which
work is performed to a quality measure
 Hourly targets
It is the Supervisors right and obligation to establish
reasonable performance levels for all areas.
Work should be related to time for the purposes of scheduling.
Work and related elements must be pre-planned and then
controlled on a short interval basis.
Supervisors can then control each and all parts of the
operation in order to control the whole.
All "off-target" situations need to be identified, investigated
immediately, and promptly resolved.
Reporting results needs to be prompt and accurate.

Hourly Targets are most effective when used in

conjunction with Short Interval Control
 Hourly targets
12 MONTH BUDGET
Planning Projected through put based on
revenue/expenditure requirements
Senior Managers Senior Managers
Superintendents
QUARTERLY PLAN (re-engineering,
(13 Week Rolling) capital expenditure)
Key Events and Milestones to achieve Budget

Middle Managers MONTHLY/WEEKLY PLAN Middle managers

Production and activities required
to achieve the Quarterly Plan

24 HOUR DAILY PLAN

Daily requirements to achieve
the Weekly Plan Frontline Managers

SHIFT PLAN resolve issues

Frontline Shift Requirements to

Managers achieve the 24 Hour Daily Plan
Operators /
Craftsmen
resolve issues
HOURLY TARGET
Requirements to
achieve Shift Plan Review
MATHS LIMITED
 Lost Time

Lost time is defined as unproductive time

caused by problems with people, equipment,
machinery and/or facilities. Businesses waste
substantial resources (between 2550%)
because the work process has built in lost
time.
 Lost Time

Lost time is time that does not contribute to

the completion of an activity. Lost time can
include improper supervision, inadequate
training, poor methods, lack of or inadequate
tools, poor motivation, errors and
unacceptable performance.
 Lost Time

Typical Business % Lost Time

100%
10
90%
80%
70% 40
60%
50%
40% Unavoidable Lost Time
30%
50 Avoidable Lost Time
20%
Average Actual Performance
10%
0%

We must identify and prevent lost time

 Lost Time

Obvious lost time - lost time that can be seen e.g.

equipment break down.

Hidden lost time - lost time that is not so visible e.g. poor
layout of the work area.
 Lost Time

How quickly can you find out what is unusual

about this paragraph? It looks so ordinary that
you would think nothing was wrong with it at
all and in fact nothing is wrong, its just
distinctly unusual. Go on work on it and try
your skill!
 Lost Time

Estimated
OBSERVED Daily Weekly Monthly Yearly Annual
LOST TIME hours hours hours hours cost

1.

2.

3.

4.

5.
 Conclusion

the success of any Management

Operating System does not lie just in
the design, but also in the people that
drive it, the conformance to it, the
utilisation of it and the behaviours that
are driven as a consequence of it