Time management

The working time management focuses on the interface between process planning and personnel management with the most favorable, mainly operating Exposing necessary staff capacity to a production time and has evolved substantially from these two areas.

Field of activity

In the Production Planning and Control (PPS) one has long limited to the design of the plant capacity. Personnel planning was implemented at the operational level at short notice. This was possible against the background of broadly qualified employees with fixed working hours. Since working hours and operating times are increasingly diverging from one another and complex production techniques and services require specialized employees, working time management has now become an independent and complex planning task.

By making working hours more flexible , the task of making personnel capacities available for a material or service is becoming increasingly complex. There are

• To coordinate working time models and shift plans with production plans,
• to negotiate these with the operating and, if applicable, collective bargaining parties,
• To keep working time accounts,
• Monitor downtimes and reduce them as much as possible.

In a rapidly changing legal environment with increasing complexity, this field of activity has to be mastered while taking new ergonomic findings into account and extends to insolvency protection of working time accounts.

See also

• Working time model
• Time management

literature

• Hermann Groß: Operating and working time management in collective bargaining and non-collective bargaining companies (= edition of the Hans Böckler Foundation , No. 210). Hans Böckler Foundation , Düsseldorf 2007, ISBN 978-3-86593-091-0 .
• Rainer Marr (Ed.): Working time management. Basics and perspectives of the design of flexible working time systems . 3rd edition, Erich Schmidt Verlag, Berlin 2001, ISBN 3-503-02628-2 .