Work Allocation Process Sample Clauses

Work Allocation Process. In order to achieve the mutually desirable goals of increased capacity utilization, level scheduling, synchronous processing, increased productivity, use of resident core competencies, and optimum use of resources (manpower, skills, and investment), a work allocation system for the Prototype Center and Powertrain Prototype Shops and Garages is required. This work allocation system, hereinafter referred to as the “Funnel Process”, is based on the following philosophy: • The “Funnel Process” is a collaborative effort of the defined stakeholders to optimize use of resident resources: tools, equipment, engineering, human resources and capital. • The “Funnel Process” is not a UAW Local #160 process but a NAO/UAW process. • The “Funnel Process” is not an expansion of contractual rights or obligations but a coordination of same over a community of units instead of on a unit by unit basis. • The “Funnel Process” maintains synchronous processing with the engineering community, i.e., mock-up work for resident engineering programs. • The “Funnel Process” helps administration of contractual provisions by retaining more work inside through improved capacity utilization of shop resources on a NAO wide basis instead of on a unit by unit basis. • The “Funnel Process” is consistent with grow the business objectives, i.e. focusing on core products and services, reducing subcontracting and keeping employees gainfully employed while enhancing competitiveness. Description of “Funnel Process” The “Funnel Process” requires that for a given section the stakeholders periodically review (as required) predetermined products and services consistent with that functional area in order to allocate such products and services among the shops and resource facilities participating in the process, or outside shops if appropriate. The allocation process will be collaborative and will include input from stakeholders. Allocation decisions will be based on the following criteria: “Funnel Process” Criteria • work schedules • quality • cost • delivery and timing requirements • capacity utilization • support requirements (including capital) The “Funnel Process” stakeholders shall be the appropriate representatives for each section as defined below: Vehicle Fabrication and Assembly Prototype Shops “Funnel Process” Stakeholders • UAW • NAO Prototype Shops • NAO Technical Centers • Labor Relations • Midsize Car Division • Lansing Automotive Division • Cadillac Luxury Car Division • North American Truc...
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Work Allocation Process. The nature of maintenance work at times creates periodic inequities in workload between Areas using the Work Allocation Process, Superintendents will level workload based on business priorities. The following flow chart describes the process that will be used to move work across Areas. Scope of Work Generated with Appropriate Documentation Area Develops Plan to Complete Work UAW Planner/Maint Leader YES Supt/Area Manager supports plan Team Member(s) completes Work NO NO 183 Advanced Discussion with Union – Agree to Subcontract UAW Develops Plan/Feedback to accomplish work Team Member(s) completes Work YES Mgmt supports plan NO YES Work is Subcontracted
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Related to Work Allocation Process

  • CAISO Scheduling Coordinator Charge The CAISO Scheduling Coordinator Charge for each Unit shall be the product of $0.31 and the Unit’s Billable MWh for the Billing Month.

  • Alternate Work Schedule An alternate work schedule is any work schedule where an employee is regularly scheduled to work five (5) days per week, but the employee’s regularly scheduled two (2) days off are NOT Saturday and Sunday.

  • Performance Improvement Process 9.5.1 The purpose of the Performance Improvement Process is to remedy or mitigate the impact of a Performance Factor. The Performance Improvement Process may include: a requirement that the Hospital develop an Improvement Plan; or an amendment of the Hospital’s obligations as mutually agreed by the parties.

  • Construction Progress Schedule; Overall Project Schedule The Contractor shall submit for review by the Design Professional and approval by the Owner a Construction Progress Schedule based upon the Design Professional’s Preliminary Design and Construction Schedule and prepared using a CPM (Critical Path Method) process within sixty days after the Effective Date of the Contract, utilizing a full-featured software package in a form satisfactory to the Design Professional and Owner, showing the dates for commencement and completion of the Work required by the Contract Documents, including coordination of mechanical, plumbing, and electrical disciplines, as well as coordination of the various subdivisions of the Work within the Contract. Milestones must be clearly indicated and sequentially organized to identify the critical path of the Project. The Construction Schedule will be developed to represent the CSI specification divisions. It shall have the minimum number of activities required to adequately represent to the Owner the complete scope of Work and define the Project’s (and each Phase’s if phased) critical path and associated activities. The format of the Construction Progress Schedule will have dependencies indicated on a monthly grid identifying milestone dates such as construction start, phase construction, structural top out, dry-in, rough-in completion, metal stud and drywall completion, equipment installation, systems operational, inspections for Material Completion and Occupancy Date, and Final Completion Date. The Contractor shall submit, along with the Construction Progress Schedule, the Submittal Schedule for approval by the Design Professional, correlating the associated approval dates for the documents with the Construction Progress Schedule. Upon recommendation by the Design Professional and approval by the Owner, the Construction Progress Schedule shall become the Overall Project Schedule, which shall be utilized by the Design Professional, Owner and Contractor. The Contractor must provide the Design Professional and the Owner with monthly updates of the Overall Project Schedule indicating completed activities and any changes in sequencing or activity durations, including approved change orders. See also Article 3.3.5.

  • Overall Project Schedule The Construction Progress Schedule that is approved by the Owner.

  • Alternative Work Schedule An alternate forty (40) hour work schedule (other than five (5) uniform and consecutive eight (8) hour days in a seven (7) day period), or for hospital personnel an eighty (80) hour workweek in a fourteen (14) day period and other mutually agreed upon schedules that comply with applicable federal and state law. Employee work schedules normally include two (2) consecutive days off.

  • Project Schedule Construction must begin within 30 days of the date set forth in Appendix A, Page 2, for the start of construction, or this Agreement may become null and void, at the sole discretion of the Director. However, the Recipient may apply to the Director in writing for an extension of the date to initiate construction. The Recipient shall specify the reasons for the delay in the start of construction and provide the Director with a new start of construction date. The Director will review such requests for extensions and may extend the start date, providing that the Project can be completed within a reasonable time frame.

  • Change Order (5) The Change Order is then submitted to the Project Manager who immediately processes the CO with OPC as required by Bulletin 3.5 and BGS’ Contracting Plan.

  • For Lump Sum Change Order The payment and extension of time (if any) provided by this Change Order constitutes compensation in full to the Contractor and its Subcontractors and Suppliers for all costs and markups directly and indirectly attributable to the Change Order herein, for all delays related thereto and for performance of changes within the time stated.

  • Flexible Work Schedule A flexible work schedule is any schedule that is not a regular, alternate, 9/80, or 4/10 work schedule and where the employee is not scheduled to work more than 40 hours in the "workweek" as defined in Subsections F. and H., below.

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