Circle the Plan


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Circle the Plan

  1. 1. Circle the Plan (CTP ): The load levelling strategyEngage the personnel in two short! meetings per day - a traditional “Stand-upMeeting” each day –at the start of shift and then a second one, late in the work day,preferably 3 hours prior to logging off. Let’s call this late meeting the “Circle thePlan” meeting. The C T P meeting focuses at load levelling. Let’s say that, on aparticular evening, team has a task that must be done by end of the day where SLAis same day. This task is probably going to take 2 hours of labour beyond the normalshift hours. The CTP strategy ensures a simple strategic solution to handle this task.Where other personnel within the team have no tasks with a tight deadline, theaffected part of the team puts in a cry for help, and manager agrees. So, a situationalteam (name it Rapid Action Agents; this motivates the personnel) is formed tocomplete the task using a simple formula by working out on the number of hours onhand, number of applications to be processed and number of personnel comprisingthe situational team. Thus, the task is done well and avoids burning out the affectedpart of the team. And who knows? Perhaps the following evening, the roles could bereversed or other team members might get to become Rapid Action Agents!The purpose of conducting a CTP exercise, just after the last scan/indexing serves asa managerial tool to doctor the status-quo and come up with a strategic solution tokeep up spirits of personnel while handling the situation effectively. As describedabove within the definition, it acts as a catalyst to accelerate the performance deliveryfor the up-coming hours to ensure that the SLA for the day is met with specificemphasis to demonstrate primarily, the ability of the Manager and his team to warmand shape up handling the method of work for the reminder of time on hand andsecondly, provides clearer avenue to eschew overtime. Or in the least, cut down theovertime and apportion overtime amongst the team. This ensures 3 results namelyevery personnel gets a right share of work-load, gets a sense of accomplishment incompleting the task and brings a sense of overall-togetherness of the team. What hasto ensue without fail is the discussion of the accomplishment of the day in thefollowing day’s Stand-up Meeting without specific acknowledgements to any onepersonnel. The only exception is where such accomplishment of task withoutspecific personnel would have been certainly unaccomplished and could have endedup as a blow either small or big to the SLA of the day.For more information, contact with subject linereading “CTW”. Please keep your data ready!