Opportunity Assessment
$ / hr
tons / hr
base $
base $ / ton
Improvement Levers
Start jobs on time
By planning the start time of each job in coordination with all other jobs, communicating that plan to all team members clearly and accurately, and having visibility into execution compliance, jobs will get started on time and without the typical start-of-shift waste.
Stagger truck start times optimally
By syncing the planned rate of production with the planned rate of supply, scheduling and dispatching trucks accordingly, and having visibility into schedule compliance at the loading site, trucks will be correctly staggered and will avoid the typical start-of-shift queue at the job site.
Eliminate overtrucking
By planning production rates at the segment-level, accurately estimating the rate of supply per truck, and having low-level visiblity into the actual rate of supply not including job-level incidents, confidence in planning inputs will be dramatically higher and the compulsion to add 1-2 extra trucks per job will be alleviated.
Taper truck end times optimally
By planning the full day, having live visibility into actual production level and rates in the field, and good tools to coordinate the end of the job with all team members, the typically slow sign-out of the some trucks during their last round of materials for the day will be mostly eliminated.
Reduce trucker time card padding
By driving the time card process via pre-approvals from the contractor, eliminating 1/4 or 1/2 hour rounding, and having clear visibility into the relationship between the end of the productive work, time card padding will be mostly eliminated.
Reduce unnecessary truck broker fees
By automating most logistics processes related to dispatching, monitoring, and administration, it's not only less expensive (no broker fees) to deal with many small asset-based trucking companies, the service is better too.
Reduce frequency and severity of production incidents
By recording each meaningful deviation between planned and actual production, performing root cause analysis of of the incident, and completing action items to reduce recurrence, the frequency and severity of action items will be significantly reduced.
Automate time card, invoicing, and bookkeeping processes
By capturing the full complexity of administrative processes in software, getting everything right the first time, and having visbility and tools and manage compliance, the rework, delay, and mistakes that plague the status quo will be mostly eliminated.
Streamline logistics management
By accurately and completely capturing all job details, systemetizing the lineup and dispatch processes, and having first class change management supported by software, the productive output of each logistics team member will significantly increase.
Reduce mobilizations
By maximizing the yield of each day through careful planning and execution, jobs can be completed with fewer mobilizations and less wasted setup and shutdown time.
Optimize schedule
By planning in advance, some amount of peak demand can be shifted and new business can be acquired to fill in underutilized gaps. In addition, clear communication results in less unnecessary buffering.
Maximize production rate
By studying possible production rates, identifying performance inconsistencies, and closing gaps via education and performance management, the average production rate will increase.