Antipyretics for children are prescribed by a pediatrician. But there are emergency situations with fever when the child needs to be given medicine immediately. Then the parents take responsibility and use antipyretic drugs. What is allowed to be given to infants? How can you lower the temperature in older children? What medications are the safest?
Including students in the process of analyzing and planning their own life activities is an important pedagogical requirement.
Here is an example algorithm for this process:
1. Collective analysis of class activities with the participation of all students, the involvement of parents and teachers working in the class. Determining the main tasks for the next academic year. -April May.
2. Drawing up an analysis of the work of the class teacher and formulating goals and objectives for the next year. - the beginning of June.
3. Drawing up a preliminary version of the class teacher’s work plan, taking into account pedagogical and organizational-pedagogical tasks. - June.
4. Collective work planning in student and parent groups with the involvement of teachers and friends of the class. -1-2 weeks of September.
4.1. Introducing students to the expected events in the country in the next year, with possible forms of children’s participation in them, and an overview of events in school life.
4.2. Collection of proposals for the work plan:
Search for useful things by creative groups - “scouting for interesting things and friends” (for our team, for younger ones, for school, together with parents, other classes, etc.); - competition for the best proposal based on the results of “reconnaissance”; - survey (what to take into account from the experience of last year, other groups, what to conduct for yourself, school, friends, etc.); - suggestions from those responsible for different areas of work, members of public organizations, those who were in specialized camps, etc.
4.3. Determination or clarification of the topics of class hours proposed by the class teacher, the system of their preparation and implementation.
4.4. Game "Interest". ITS possible stages:
It is suggested to write on pieces of paper a list of your hobbies and favorite activities;
Recording hobbies on the board, making a list of favorite activities in the class;
Uniting students into microgroups based on hobbies and favorite activities; preparation in groups of “presentations” of their common hobby;
Drawing up in groups a plan for a common event related to a common hobby in order to attract others to it (classmates, juniors, school);
Protection by groups of your plans, projects, proposals; selection of ideas for the class team’s life plan for the current year;
Surprises: songs, games, congratulations to summer birthday people, etc.
4.5. Discussion of the content and proposed forms of work with parents at a parent meeting with the participation of children.
4.6. Processing of all proposals by the class teacher. Preparation of collection-planning.
4.7. Conducting collection and planning.
4.8. The final drawing up by the class teacher and registration of the life plan of the class team. Approval of the plan at the TEACHING COUNCIL. - no later than the end of September.
SRS : Assignment: write down an approximate COLLECTION-PLANNING scenario for the pedagogical file - see lit. 3, pp.182-185. Perhaps - “losing. What would you add/change to the script?
The class teacher must have at least two plans: long-term and calendar. The long-term plan is drawn up for a year, approved by the teachers' council and certified by the director (head teacher). On its basis, calendar clans are compiled for a month (quarter), into which, if necessary, current affairs are added and the timing of their implementation is adjusted. The calendar plan is posted in the classroom information center or in another accessible place.
The structure of the long-term PLAN for the work of the class teacher:
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Monday | ||||||
Table plan: compiled in time sequence:
SRS: Work with the book. “Planning educational work in the classroom./Edited by Stepanov E.N.-m.: 2008.:* a) on the first chapter, make a mini-notebook “What is the essence of planning educational work”; * b) study the second chapter in this way, so you can commentevery from sections of the long-term plan given above; *c) Make a rough plan of educational work with the class team, focusing on a specific age (to choose from by team).
HR department work plans, personnel movement and analysis
WORK PLAN
HR Department of LLC "PARUS" for the month of December 2010
| No. | List of events | Deadlines | Attracted forces and means | Execution control |
| 1. | Preparation and approval of a new staffing table for 2011. | Until 20.12 | Accounting, | |
| 2. | Filling out and submitting time sheets for the month of November | 01-03.12 | ||
| 3. | Preparation and approval of the OK work plan for 2011. | Until 24.12 | General Director (specify the main and priority areas) | |
| 4. | Prepare a report for 2007 and a work plan for 2011 on military registration | Until 20.12 | OK | |
| 5. | Prepare and submit an updated list of organization employees to receive new medical compulsory insurance policies | 02.12 | OK | |
| 6. | Conversation with department heads and assistance in working with personnel. | 03.12 08.12 10.12 14.12 16.12 21.12 23.12 |
Ivanov S.Yu. Vorobtsov D.A. Egorov V.S. Petrov A.I. Kuzmin N.Yu. Akatiev I.A. Reva D.V. |
|
| 7. | Prepare and conduct a lesson with middle managers on the topic: “Organization of personal daily activities of the head of a department” with an analysis of work plans for the day and month | 08.12 | Heads of structural divisions | |
| 8. | Analysis of the work on hiring and adaptation of new employees | 22.12 | Heads of structural divisions | |
| 9. | Prepare and conduct a seminar with the heads of all structural divisions on the results of work with personnel in 2010 and drawing up a business plan for 2011 in the key area of departmental activities - staffing with qualified personnel (search and selection of new employees, preparation of a personnel reserve and career planning) | Until 24.12 | Heads of structural divisions | |
| 10. | Analysis of the reasons for dismissal of employees of the organization | 27.12 | Heads of structural divisions | |
| 11. | Coordination and approval of the vacation schedule for 2011 | Until 15.12 | Heads of structural divisions | |
| 12. | Development of a plan for training, retraining and advanced training of personnel for 2011 and what costs will be required for this | Until 28.12 | Heads of structural divisions | |
| 13. | Archival and reference work on the formation of long-term storage documents for 2006-2008. | Until 30.12 | OK | |
| 14. | Work with the media on personnel selection and preparation of reporting documentation | 02.12, 06.12, 09.12, 13.12, 16.12 from 10 to 11.30 h |
Labor exchange , Recruitment, Job vacancy, Profession, Employment Center , k/a "Baltika" |
|
| 15. | Draw up and approve the OK work plan for January 2011 | 24.12 | OK | |
| 16. | Draw up and approve the list of OK cases for 2011 | Until 28.12 | OK | |
| 17. | Prepare an estimate of the necessary consumables for the months of December and January for the rhythmic work of the OK and the formation of an archive. | Until 06.12 | OK | |
|
Head of HR Department T.A. Petrova |
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Analysis of the reasons for staff turnover at PARUS LLC from July to October 2010
| Position according to the staff list | Questionnaires compiled | Approved for review new period |
Of these, workers were fired | Note | ||||
| Total | Reason for dismissal | |||||||
| 1 | Production site foreman | 9 | 4 | 3 | 2 | Inability to perform required functions | 1 | Inconsistency with the position held |
| 1 | 1 | Professional role conflicts | ||||||
| 2 | Driver | 91 | 17 | 7 | 3 | Desired salary level | ||
| 2 | Lack of a fixed work schedule, large overtime, technical condition of vehicles | |||||||
| 1 | Unfavorable working conditions (old equipment, high requirements for labor discipline, accounting for downtime and repair time) | |||||||
| 1 | Alcohol consumption | |||||||
| 3 | Welder | 48 | 15 | 10 | 5 | Low actual qualifications | ||
| 2 | Irregularity in work, unclear work assignments, constant changes in work assignments | |||||||
| 2 | Discrepancy between real earnings and expectations (there is no possibility of having a high, stable income) | |||||||
| 1 | Household working conditions (shower, hot water, meals) | |||||||
| 4 | Electrician (electrician) | 10 | 5 | 3 | 2 | Salary (stability, opportunity to have the desired salary) | 1 | Changing of the living place |
| 1 | Inconstancy of daily tasks, irregular work schedule, salary level | 1 | Salary level | |||||
| 5 | Electrical Master | 9 | 3 | 2 | 2 | Inconsistency between actual competencies and required ones. High responsibility. Lack of a fixed work schedule, long overtime | ||
| 6 | Installers | 25 | 10 | 3 | 2 | Payment terms, remoteness of objects and, as a consequence, a decrease in the number of working hours | 1 | Truancy |
| 1 | Work schedule, difficult working conditions, fear of heights | |||||||
| 7 | Graphic designer | 6 | 1 | 0 | Irregularity of work, non-compliance with the requirements (knowledge of a plotter, ability to stick self-adhesive film in large volumes) | 1 | Alcohol consumption | |
| 8 | Printer | 5 | 2 | 1 | 1 | Alcohol (not going to work), low qualifications | ||
| 9 | Administrator | 3 | 3 | 1 | 1 | Alcohol syndrome (after weekends) | 2 | Schedule, salary |
| 10 | Accounting | 4 | 1 | 1 | 1 | Inability to integrate into a commercial structure | ||
| 11 | Marker | 3 | 3 | 1 | 1 | Difficulty adapting to new working conditions. Low labor productivity | ||
| 12 | Car mechanic | 4 | 2 | 1 | 1 | Working conditions, alcohol consumption | ||
| TOTAL: | 217 | 66 | 33 | |||||
| CONCLUSION: The main reasons for staff turnover: 1) Irrhythmic (emergency) method of work, leading to overload, the need to work on weekends, deadlines for completing work. 2) Large processing, difficult working conditions. 3) Goals and tasks are not clearly set and there is no constant monitoring of their implementation, as well as evaluation of the trainee’s work at the end of the working day or trial period. 4) Low actual qualifications and, as a consequence, inability to perform the required functions. 5) A thorough analysis of work assignments, standards and wage rates is necessary. 6) Discrepancy between real earnings and expected earnings (in this mode of operation). 7) Drinking alcohol. |
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Personnel movement and its analysis
In fact, the staff is not something frozen: it is in constant motion due to the hiring of some and the dismissal of others. The process of renewal of a team as a result of the departure of some of its members and the arrival of new ones is called turnover (turnover) of personnel. Retirement may be due to objective and subjective reasons, including: biological (deteriorating health), production (reduction of staff due to complex mechanization and automation), social (approach of retirement age), personal (family circumstances), government (conscription for military service).The degree of personnel mobility is determined by the following factors:
1. The need to change jobs, determined, for example, by dissatisfaction with wages, working conditions and conditions, and climate.
2. Investments related to work and living conditions (having your own farm, the specifics of the profession).
3. The desirability of a new place of work that provides improved living and working conditions.
4. The ease of adaptation to new conditions, determined by the associated costs, qualifications, experience, and age.
5. Possession of information about vacancies and the degree of its reliability.
In terms of its consequences, the process of personnel movement is far from clear. For leaving employees, the positive aspects are: expected income growth in a new place, improved career prospects, expanded connections, acquisition of a more suitable job, and improved moral and psychological climate. At the same time, during the period of employment, they lose wages, continuous work experience in the organization and related benefits, incur costs for finding a new place, are subject to adaptation difficulties and the risk of losing their qualifications and being left without work.
For the remaining workers, new opportunities for promotion, additional work and earnings appear, but the workload increases, familiar functional partners are lost, and the socio-psychological climate changes.
For an organization, personnel mobility makes it easier to get rid of outsiders, makes it possible to attract people with new views, rejuvenate the workforce, stimulate changes, increase internal activity and flexibility, but generates additional costs associated with recruitment and temporary replacement of personnel, training, disruption of communications, and large losses. working hours, a decline in discipline, an increase in defects, underproduction.
Increased personnel turnover, no matter what the reason, reduces the staffing of workplaces with performers, the effectiveness of training costs, distracts highly qualified specialists from their duties who are forced to help newcomers, worsens the moral and psychological climate, reduces labor productivity of those who are planning to leave, and as a result causes economic losses.
In a mobile team, labor efficiency is lower than in a stable one due to the lack of established norms, the necessary mutual demands, and the unpredictability of reactions to management influences.
There is a direct connection between a person’s length of stay in an organization and the results of his work, since if he has a lot of experience, he knows the intricacies of the place of work better, and therefore shows higher performance.
Economic losses associated with personnel mobility are determined based on current reporting data and special surveys. They consist of losses from disruption of team stability, labor discipline, losses from increased defects, and direct losses of working time. The method for calculating their values will be discussed below.
Statistics characterize the movement of personnel with relative and absolute indicators of turnover and turnover. Absolute indicators of personnel movement are the turnover of admissions and the turnover of departures.
Turnover by reception represents the number of persons enrolled in work after graduation from educational institutions, by organizational recruitment, by transfer from other organizations, by distribution, by referral from employment authorities, at the invitation of the organization itself, as well as undergoing practical training.
Disposal turnover characterized by the number of people who left the organization during a given period, grouped by reasons for dismissal. Depending on these reasons, it can be necessary or unnecessary. Excess turnover on disposal is called differently staff turnover.
Required turnover for disposal has objective reasons: legal requirements (for example, on military service), natural factors (state of health, age), and therefore is inevitable. It can be predicted, predicted and even calculated quite accurately (leaving for the army or retirement). The unfavorable consequences of such turnover are weakened by the fact that people often do not break ties with the organization and provide it with assistance and assistance whenever possible.
Fluidity is related with subjective reasons (resignation of one’s own free will, dismissal for violations of labor discipline). It is usually typical for young employees and after three years of work it decreases significantly. It is believed that normal staff turnover is up to 5% per year.
It is advisable to additionally determine the following absolute indicators of personnel condition:
a) the number of replaced employees, which is the smaller number of those hired and dismissed;
b) the number of people who worked for the entire period as the difference between the payroll number at the beginning of the period and the number of people who quit during the period. This indicator characterizes the constancy of the team over a certain period of time.
Relative personnel turnover can be characterized using a number of indicators:
When analyzing personnel, the composition of workers is also studied by profession, age, forms and systems of remuneration, shifts, and length of service.
The measure of a worker's qualifications is called professional competence. It determines the employee’s ability to perform his functions efficiently and accurately both in normal and extreme conditions, to successfully master new things and quickly adapt to changing conditions.
The following types are distinguished.
Functional competence characterized by professional knowledge and the ability to implement it.
Intellectual competence is expressed in the ability to think analytically and implement an integrated approach to performing one’s duties.
Situational competence means the ability to act in accordance with the situation.
Social competence presupposes the presence of communication and integration abilities, the ability to maintain relationships, influence, achieve one’s own, correctly perceive and interpret other people’s thoughts, show an attitude towards them, conduct conversations, etc.
Requirements for professional competence largely depend on the level of management and the nature of the position. Today, for senior managers, the importance of special knowledge and skills is decreasing, but the role of methodological and social abilities in the field of communication, employee management, and the ability to perceive and interpret information is growing.
It is based professional suitability
- a set of mental and psychophysiological characteristics of a person necessary for the implementation of effective professional activities.
In the conditions of the current stage of scientific and technological revolution, there is a clear tendency towards rapid obsolescence of the knowledge and experience of personnel, which is expressed in the lag of individual knowledge and experience from modern requirements for positions and professions.
Age structure personnel is characterized by the proportion of persons of corresponding ages in its total number
When studying the age composition, the following groupings are used:
16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-49, 50-54,
55-59, 60-64, 65 years and older.
The structure of personnel by length of service can be considered in two ways: in terms of overall length of service and length of service in a given organization.
The level of labor productivity is directly related to overall length of service. The total length of service is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35.36, 37, 38, 39, 40 years and more.
Work experience in this organization characterizes the retention of personnel. Statistics highlight the following periods for calculating this indicator:
up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.
Personnel structure according to level of education(general and special) involves the identification of persons with higher education, incomplete higher education (more than half of the period of study), specialized secondary, general secondary, incomplete secondary, primary.
Date: 11/01/2016 01/02/2016 .
Greetings, dear readers of my blog.
In this article you will learn one very effective technique for drawing up a personal work plan. She helped me significantly improve the quality of my work in the fire department, where I was the deputy chief of the department.
This technique was told to me by my former boss, who achieved very good results. Increased efficiency and effectiveness in completing personal tasks increases many times over, is that interesting? Then read on!
How will this technique help you?
After drawing up a work plan using this method, you will be presented with a picture of your activities whole week. You won't need to search for a long time for a page in your notebook with assigned tasks.
It will be enough just to glance at your personal work plan and you will have an idea of what you have to do today, tomorrow and even in a week or month.
You can also correctly delegate tasks, and control subordinates, at the end of the working day you will see what tasks have been completed, adjust plans for the next day
All your important meetings and calls will not be missed, since you will not set unnecessary tasks on the days when they need to be completed.
Well, and most importantly, you will always be able to see your plans for the day; when you complete all the tasks, you will be able to complete a couple of tasks from the next days and, thereby, unload some date.
How did this technique help me?
But there may be exceptions. If your business concept has run its course and you want to change it. In this case, you can create a new concept that is more suitable for existing conditions. This will be a new business, not development and expansion.
But still, think about it: is it worth radically changing your field of activity?
Until now you have specialized in growing fresh oyster mushrooms, for example. You can grow due to production volumes. Build new workshops and expand. Or diversify your assortment. Canned mushroom, dried, fresh - give customers a choice.
But you can switch to related activities. Mycelium production – how do you like this option?
What do you do with spent mushroom blocks? Do you recycle? Are you briquetting? What if we expand these options to certain types of businesses? Moreover, your technology has already been developed.
Economic justification for the idea
Just like when writing a business plan, you need to figure everything out. Your idea must be effective. It should bring you income. Therefore, it is necessary to evaluate costs and compare them with the planned return. Is it worth it? Were you able to take into account and predict everything? From what sources will you finance your project?
Create a Marketing Plan
Any expansion involves either an increase in production volumes, or the development of new markets, or the improvement of a product.
Are you sure that your product is needed by your consumers? Will they buy it? Have you conducted a market analysis? Can you guarantee that there is demand for your products? How do you plan to stimulate demand and attract customers? How will your product reach your consumer's door?
Be consistent
The biggest mistake many entrepreneurs make is being scattered. Therefore, do not try to embrace the immensity. Don't plan too much. You only need one direction of growth, one project, one business, one point of effort.
Be consistent and do one thing at a time. If you bite too much, you run the risk of not being able to chew enough and choking to spit it out.
The work of drawing up an annual business development plan is part of the business planning process. It is carried out according to the same rules as drawing up a business plan. But it is aimed at developing and improving the company. And it is carried out in accordance with the concept of your company.
Event preparation and holding plan
1.1 KVN “Day of Naum the Reader” is held as part of the annual plan of the school library for 7th grade students
1.2 The organizers of KVN are 2nd year intern students of KKBT.
2. Purpose
Development of creative activity of students.
3. Objectives
Broaden the horizons of students;
Promote the creative development of children;
2. - teacher at library technical school
3. - manager library
KVN training program
Conducting KVN
Scenario for KVN
Hello guys!
Let's have a holiday today - Literacy Day. Let there be jokes and fun today. We suggest you create three teams, let each come up with a name for its team and choose a captain. And we will hold a holiday of knowledge “Jolly Literacy”.
Since ancient times in Rus', the Holy Prophet Naum was the patron saint of children's students, and December 14 is the day of remembrance of Naum the Reader. Then the rite of initiation into disciples was performed. By the day of Naum the Reader, they could already show their first successes: “Father Naum, bring them to mind!” Proverbs and sayings dedicated to literacy show how highly our ancestors valued it.
Now let’s warm up, continue the proverbs:
Learning is light and ignorance is darkness)
Live and learn)
Reading-........................ (best learning)
Competition "THEATRAL TESTING"
The first competition is called “Theater Auditions”. To do this, we will need 4 people from one team and 3 people from other teams. You are invited to prepare miniatures based on the selected texts. While they are preparing, we will hold a second competition in the form of a quiz. (See Attachment)
Competition "QUIZ"
For each correct answer, the team receives one point. We ask the jury to monitor the number of correct answers for each team.
1 In what city did Carlson live? (Stockholm)
2 Who caused the death of Prince Oleg in the work “Song of the Prophetic Oleg”? (Snake)
3 What were the Monkey, the Donkey, the Goat and the club-footed Bear up to? (Play quartet)
4 What is the name of the chocolate tree? (Cocoa)
5 What is the name of a fish that resembles a chess piece? (Sea Horse)
6 What science studies fossil animals? (Paleontology)
7 How many legs does a spider have? (Eight)
8 What pigment colors leaves green? (Chlorophyll)
9 Which animal is depicted on the logo of the World Wildlife Fund? (Panda)
10 What is the highest achievement of art called? (Masterpiece)
11 What is the name of the small board on which the artist mixes paints? (Palette)
12 Ancient Greek mathematician? (Pythagoras)
13 What does the word “geometry” mean? (Land surveying)
14 Name the simplest of polygons? (Triangle)
15 What is the first number in the natural series? (One)
16 What are the names of the symbols used to represent numbers? (Numbers)
17 Name what chemical element consists of the names of animals? (Arsenic)
What is the name of the mixture consisting of smoke, dust and fog? (Smog)
20 What kind of words: “tulle”, “coffee”, “shampoo”? (Male)
21 The science of beautiful writing? (Calligraphy)
22 What was the name of Peter 1? (Romanov)
23 What is the emblem of the state? (Coat of arms)
24 What about symbols? (Coat of arms, flag, anthem)
25 Give the date the Second World War began. (1.09.1993)
(06/22/1941-Great Patriotic War)
26 What is the name of a group of islands? (Archipelago)
27 What is the name of the largest desert in area? (Sahara)
28 What is the name of the water layer of the Earth? (Hydrosphere)
The jury sums up the results of this competition.
And now we return to competition No. 1 “Theater auditions”.
(The guys show almost improvised (only 5 minutes to prepare) mini-scenes from school life)
Competition “OLD TALE ABOUT A NEW”
In the next competition, participants from the team are asked to draw a card with a task in which some work will be written, which the participant must show without saying a word. And the teams must guess the work (hero).
2 Kolobok
4 Goldfish
5 The Little Prince
6 Little Red Riding Hood
Now let’s ask the jury to choose the most interesting performance and give points.
Competition "QUESTION VINEGRETTE"
And now the captains will come up and ask one question at a time and read it, and the teams will have to answer it in an interesting and funny way. One minute is given for discussion.
1 What will happen if students start learning with pleasure?
(The teachers will meet them halfway and extend this pleasure for another year)
2 Why does a wolf have such sharp teeth?
(So that the hares do not forget why they need such fast legs)
3 How to ensure the safety of Little Red Riding Hood?
(Just give your mother a blue beret instead of a red cap)
4 Why is the cheerful milkman’s life so cheerful?
(Drinks a lot of milk).
All teams completed the task well, we ask the jury to sum up the results of the competition.
This is where our KVN ends... We ask the jury to sum up the results of all competitions. Winner's reward ceremony. Thanks to all.
Competition 1 “THEATRAL TESTING”: application
(from the book: Ermolaev performance: for preschool age - M.: Malysh, 1992)
Two cakes.
Heroes: mother, Natasha, Olya.
Mother- Help me, daughters, wash the dishes.
(Natasha is reading a book, Olya is making buns and pretzels from plasticine. Olya went to the kitchen)
Natasha I’ll come too now, I’ll just finish reading the page. Such an interesting book, you won't be able to put it down!
Olya (came back) Why don’t you go, mom and I have already washed almost all the dishes.
Natasha But I'm not here. I am now sailing in a boat on the Congo River. Around me are palm trees, tropical vines, parrots, monkeys...
(Olya left. She returned with the plates, put them in the buffet, and began sculpting)
Natasha Well, here I am at home . (Ole) What did you put on your lips?
Olya Cream. I ate two cakes. One for myself, and the other for you.
Natasha Why for me?
Olya Mom said.
Mother (came from the kitchen) Olya and I decided that it is still unknown when you will return from Africa: Africa is far away, and the cake with cream may go bad.
"Visited"
Heroes: Tolya, Kostya, Andrey
(Sick Tolya sits at home with a bandaged ear. The doorbell rings. Classmates come)
Kostya We are coming to you.
Andrey We decided to visit a sick person.
Tolya Thank you! Do you want some tea?
Andrey What tea, it’s time for us to go to school!
Tolik It’s a pity that you’re leaving so quickly! Come again.
Kostya We’ll definitely come in, as soon as we’re late for school, we’ll come in.
Andrey We were late today too. Well Kostya remembered about you. Here we are.
Tolik What does this have to do with me?
Kostya What does it have to do with it? Let’s come to school now and tell Anna Sergeevna: “We visited a sick person.”
Andrey She won’t be angry with us for being late.
Kostya He will also praise you!
(The boys ran away)
Tolik Oh-ho - ho! (sad)
I let it slip
Heroes: Irochka, parrot Chico, grandmother, Sveta’s girlfriends, Nadya, guys.
(Ira trains a parrot)
Ira Chico, say: “Meow...meow...meow...”
Chico Meow!
Ira Well done, Chico! Now say “Woof-woof... woof-woof... woof-woof...”
Chico Woof!
Ira Clever girl! Say: “Hello guys! Hello guys!"
Chico - Hello guys!
Ira Well done! That's it, let's go to school, I'll show you to the guys.
Grandmother Go, Irochka, to the store for some tea.
Ira Here's another! I am busy! Leave me alone!
Grandmother Granddaughter, grab the trash and throw it away along the way.
Ira- Here's another! I am busy! Leave me alone!
(Ira came to school with a parrot in a cage. The guys surrounded her)
Sveta Ask him something. Let him answer.
Ira I’ll ask now. Just don't make any noise. Be polite, Chico, say hello to the guys. Say: hello guys!
Chico Leave me alone!
(The guys were surprised, Ira was embarrassed)
Ira How does a cat meow? Meow for us, Chico.
Chico Here's another!
Ira How does the dog bark? Bark: woof-woof! Well, Chico!
Chico Very necessary! I have no time!
(The guys laughed, Ira got angry)
Ira How disgusting you are, Chico! You don't want to say anything.
Nadia Why doesn’t he want to? He told us a lot. Well done, Chico!
How to make a plan. Planning events, steps (10+)
Planning. Drawing up an action plan
| The most important: The plan should start with the current state and end with what we want to achieve. He should lead us from our present situation to our goal. The steps should be so small that it is clear how to do each step, and so that you can understand what steps have already been taken and what steps need to be taken. Each step must have a time limit, in which it should be made. This allows you to understand the chronological sequence of steps, clearly know when and what needs to be done, and evaluate the degree of implementation of the plan. Monitor the implementation of the plan regularly. If the plan is carried out by several people, then an executor must be specified for each step. It is also necessary to provide for the interaction of participants in order to coordinate and control the timeliness of steps. It is advisable to understand which steps depend on which previous ones. This is useful when adjusting the plan if necessary. When making adjustments, try to change the steps, but not the timing. Think through where things could go wrong in the plan. List the risks. Make backup plans in case these risks materialize. You must understand what you will do if things don't go as planned. |
Planning (making a plan)- the most important component of achieving the goal. A big task in itself is scary. It is not clear from which side to approach it. It demotivates and makes you depressed. The presence of a clear, executable plan in itself convinces that the goal is achievable and motivates. The only way to eat an elephant is to eat it piece by piece.
It is most convenient to draw up a plan in a text editor or table editor, since we will have to expand lines, insert comments and adjust the plan at the execution stage. It is impossible to do this on paper. I tried to use specialized planning programs, but was disappointed; I did not find any additional advantages in them compared to a regular table editor.
Structure of the action plan
The plan consists of steps grouped into stages. Small stages can be grouped into larger ones. Each plan item must contain a start and end date for the stage.
I plan this way. I set a goal. You can read how to set goals correctly by following the link. To begin with, my plan has only two lines (first and last): the current state of affairs and the desired result (goal). Next, I go to the middle of the plan from both ends. On the one hand, I write down the steps that can be taken, starting from the current state (let's call them real steps). On the other hand, I write the conditions for achieving the final goal, which, in my opinion, are closer than the goal itself (desired stages). I insert these lines between the first and last. I try to find such stages so that they eventually meet, that is, the first desired one follows from the last real stage. Usually this is successful, although not always the first time. You may need to study the experience of other people who have already solved similar problems and seek advice. If the goal is one that no one has achieved before, then its achievement still consists of stages, many of which other people have already gone through. So, when planning these stages, you need to rely on the experience of others, and you will have to think through the unique steps yourself.
For example, consider a plan for mastering a foreign language. The order in which I added the steps is indicated in parentheses.
- I don’t know a foreign language (1)
- I find out from friends who know the language how they learned it (3)
- I select and buy a language tutorial (7)
- I master the language using a self-instruction manual to the level of “reading with a dictionary” (8)
- I sign up for courses with a native speaker, master pronunciation and listening comprehension (9)
- I learn words, expand my vocabulary (10)
- I read literature in the language (11)
- I read periodicals in a given language via the Internet (6)
- I watch satellite TV programs in this language (5)
- I visit a country where this language is spoken to practice (4)
- I know a foreign language at a conversational level (2)
Planning activities to clarify the plan. Control and adjustment
I add points to the plan after the 3rd one based on the results of completing the third one, that is, asking friends about ways to master the language. This is fine. It is often necessary to insert some research into plans, on the basis of which planning then continues. But it is important to remember the goal and the deadline by which it must be achieved. Having received the necessary data, we try to create a plan that will lead to the goal at the right time.
In complex plans, it is almost impossible to plan everything in advance. As a result of some steps, information may appear that affects others. My advice is to plan all steps based on the information you have. As the plan progresses and new information appears, make adjustments. But at the same time, constantly maintain attention on the final goal and deadlines. You should always try to adjust the plan so that the deadlines do not shift. It’s easy to start moving deadlines, but it’s almost impossible to stop. Adjusting deadlines is the final frontier, when nothing else can be offered. My experience shows that if you constantly monitor the implementation of the plan, understand that things are not going as planned immediately after problems arise, and not at the end of the stage, then you can make adjustments and complete the plan on time, despite the difficulties that have arisen.
So the most important element of implementing a plan is assessing the extent of its implementation. It is necessary to regularly check whether the plan is being implemented according to schedule. This is important for both the collective and individual plan. How to evaluate the degree of implementation? This requires sufficient detail.
Level of detail of the plan
Now I detail the steps to such a state that completing each step is obvious and takes a maximum of a few hours. If the detailing is done correctly, then it is easy to assess the feasibility of each step and you can control how much the plan is being implemented.
For example, the stage “Learn 3,000 foreign words in a year” is not detailed enough. It is not clear whether this is realistic, how to approach it, it is impossible to control execution. At the end of the year it will become clear that the plan has failed, but it will be too late to do anything.
Such detailing will correct the situation: “Study ten words every day, repeat words for the last ten days, repeat words for a day that was a month ago, repeat words for a day that was two months ago.” It is clear how to perform these steps. These steps are easy to follow. You either completed these steps in a day or you didn't. These steps lead to the desired result - mastering 3,000 words in a year.
Developing an action plan is not difficult for a project management specialist. However, the author has repeatedly observed how authoritative managers drew up rather chaotic plans, from which it was impossible to conclude how the goal of increasing the efficiency of a department, division or enterprise as a whole would be achieved. Instead of concrete actions, the plans contained only declarations with uncertain deadlines and results.
Event plan This is a document that defines goals, specific actions (work or activities), requirements for their results, deadlines for completion and performers of these actions.
A set of activities (in this sense) is a project - a temporary enterprise aimed at creating unique products, services or results or a program - a series of related projects, the management of which is coordinated to achieve benefits and a degree of controllability that is not available when managing them separately.
Thus, an activity plan is one of the documents of a project or program that defines expectations regarding the time of its completion, the resources required and the results obtained. The deceptively simple form of the action plan requires (if, of course, the customer is interested in obtaining a real result) painstaking, thoughtful work. There is no need to remind that “the most important thing in production is the preparation of production” and that a well-thought-out and structured plan greatly ensures the success of the project.
Recommendations for organizing the work that precedes the appearance of an action plan are contained in numerous guides to improving business efficiency, among which we can note, , and, as closest to the topic of our article,.
In this article, we will show you how to develop a focused and informed action plan, first performing the necessary analytical work. To do this, we look at one instructive example from the author's practice, which combines the use of key performance indicators with the technique of cause-and-effect diagramming, "5 whys" and with the usual ability of a project manager to build project schedules. This example is also useful because it is typical for many service business enterprises.
Plan structure
The above definition of an action plan allows us to determine only the most general requirements for the structure (sections) of the document:
- Name
- Event goals
- Event Performers
- Planned dates of events
- Justification of activities
- Schedule
- Requirements for results
- Reporting and control
- Applications
Plan form
Mandatory details of the action plan are: name of the organization, name of the type of approval document, its date and number, place of preparation, approval stamp. They are placed at the beginning of the document text.
The signatures of the persons approving the draft action plan are placed either at the end of the text of the document or on a separate approval sheet, the details of which must clearly identify which document has been agreed upon. At the end of the text of the action plan or on a separate familiarization sheet, interested employees affix their signatures indicating that they have read the document and received a copy of it in their hands.
Development of the content of the action plan
Idea of the method
Statement of the problem: there is a product or area of activity of the organization, the quality indicators of which need to be improved.
The solution to the problem is proposed to be carried out in several steps.
- Step 1. Accurately describe the product(s) of the line of business in question.
- Step 2. Determine the main indicators of the quality of the product (products).
- Step 3. Classify the causes of quality violations.
- Step 4. Assess the degree of influence of the identified causes on the quality violation.
- Step 5. Suggest measures aimed at eliminating or compensating for identified causes.
- Step 6. Assess the degree of influence of proposed activities on improving quality indicators.
- Step 7 Rank activities by priority, focusing on the degree of their impact on the result, timing and cost; select the most effective measures.
- Step 8 Create a network schedule of events.
- Step 9 Create a time schedule for events and identify performers.
The first step is included in the sequence of actions because the description of the product (its requirements) is decisive for the entire subsequent planning process. If a sufficiently accurate idea of the product is not formed, then further actions are doomed to be incomplete or ineffective.
We illustrate the application of the described method with an example.
initial situation
The service company (hereinafter referred to as SK) leases equipment and tools for repairing oil wells, which is performed by a specialized well repair company (hereinafter referred to as workover) (see Fig. 1). The equipment is delivered to workover teams working in the fields in accordance with workover requests on-line. The application contains requirements for equipment configuration. The completed equipment must be accompanied by a set of documents confirming its serviceability and ability to use. The IC ensures the serviceability of the equipment by performing its maintenance and repair after its return from workover. Delivery is carried out by a transport company (hereinafter referred to as TC), working as a subcontractor for SK. Some repairs and testing are also performed by IC subcontractors. KRS pays for the rental time or the number of successful operations performed using the rented equipment. Non-productive time of the workover crew caused by rented equipment is not paid.
The described area of activity is relatively new for the insurance company, so some issues will have to be resolved “from scratch.”
Rice. 1. NK, KRS, SK and its subcontractors
Other data about the initial situation are given below as we go along.
It is required to develop an annual action plan to improve the company's operational efficiency.
Step 1: Product Description
The SC product is equipment that meets the requirements for:
- technical characteristics (type, brand, size, power, diameter, etc.) - determined by the application;
- resource or reliability - determined by the rules of work, equipment operating manuals or an agreement between the workover and the inspection company;
- completeness – determined by equipment operating manuals or application;
- availability of accompanying documents - determined by the rules of work and/or the agreement between the workover and the inspection company;
- place and time of delivery are determined by the application.
Violation of at least one of the listed requirements results in the impossibility of using the equipment during the well repair process. Compliance with the requirements is monitored by the repair team foreman or supervisor of the oil company (hereinafter referred to as OC), which is the customer for the well repair.
Fulfillment of the listed requirements must be ensured by the following business processes of the insurance company, respectively:
- formation of a working capital of equipment;
- ensuring technical readiness (includes subprocesses: audit, maintenance, routine repairs, major repairs, testing);
- equipment;
- document management;
- delivery.
Thus, the requirements for the SC product are decomposed into requirements for the products of individual business processes.
Step 2. Basic quality indicator
Let us remind you that the quality of a product is the compliance of the product with the customer’s requirements. Quality indicators are quantitative measures of such compliance.
A naive approach to defining quality indicators in our case would lead to a simple set of several indicators of inconsistencies. For example, for this type of equipment it is necessary to have 5 accompanying documents, in fact they brought 3, therefore, according to the requirements for documents, we put a “minus”, etc.
The correct view of the process (from the point of view not of the consumer of the workover product, but from the point of view of the NK - the consumer of the workover product) leads to one indicator - the loss of productive time of the repair team during the well repair process. Indeed, NK is interested in minimal well downtime due to repairs. The required repair time is determined by the workover work plan; time spent in excess of the norm, and especially workover downtime, are not paid. Consequently, cattle are also interested in minimizing losses of productive time. The insurance company is also interested in this through the tariff system.
So, the basis for the indicator of the quality of the IC product is the amount of loss of cattle productive time (hereinafter referred to as PPV) caused by the use of leased equipment. This indicator is measured in crew hours. The goal is to minimize it.
Step 3. Classification of causes of quality violations
PPV are associated both with the quality of the product itself (i.e., the equipment delivered to the brigade) and with its operation by the brigade. Therefore, the first step in classifying PPV is to determine the party responsible for the losses, which may be:
- SK subcontractors,
The next classification step is shown in Fig. 2.
Rice. 2. Classification of causes of lost production time.
Note that in our classification, the causes of losses correspond to the business processes of the insurance company, which, in turn, meet the types of requirements for the quality of the insurance company product (see step 0).
The result of this step is a cause-and-effect diagram of quality violations, reminiscent of an Ishikawa diagram and built using the “5 Whys” method.
Step 4. The degree of influence of the causes of quality violations on the result
In order to assess the degree of influence of the reasons we have identified on the result, analytical accounting by type of reason is necessary. As a rule, such records are kept in the insurance company - at least in order to correctly submit claims to subcontractors or the customer (CRS). In Fig. 2 shows the corresponding figures.
The largest share of losses (80%) occurs in the UK; in turn, the greatest problems (60%) are associated with the process of maintenance and repair, designed to ensure the serviceability and sufficient service life of the equipment provided to the customer.
Let's try to understand the repair problems more deeply. Like any production process, repairs are provided by the following resources:
- technology,
- production facilities,
- spare parts and materials,
- staff,
- general production organizations.
For each of the listed types of resources, we will ask the following “why?” (third in a row).
It should be recognized that few companies keep correct analytical records of quality losses in relation to production resources. The IC in question was no exception. Therefore, to assess the degree of influence of production resources on the quality of the product, it was necessary to use the opinions of experts. In accordance with them, according to the degree of problem, the resources were lined up as follows:
- insufficient production equipment (20%),
- absence or inconsistency of repair technologies (10%),
- irrational organization of production (10%),
- insufficient qualifications of personnel (10%),
- insufficient staff motivation (5%),
- low-quality spare parts (5%).
The result of this step is an expanded cause-and-effect diagram of quality violations, which provides quantitative estimates of the impact of the identified causes on the quality violation.
Step 5. Propose activities
First of all, as is clear from the above estimates, it is necessary to upgrade production capacities. However, this is an expensive and time-consuming matter. Therefore, at this step, without holding back our imagination, we will try to offer as many different activities as possible that will help solve certain problems (see Fig. 3).
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Rice. 3. Activity.
In practice, to produce a pattern similar to Fig. 3, it is useful to use a whiteboard or some software environment like MS Visio, since you will have to add and rearrange events and build cause-and-effect “clusters” from them. Each event will “hit” one or several problems, or logically precede one or more events (at the same time, a prototype of the network schedule of events appears).
Please note that no measures are proposed to be taken for the category of problems called “other”, since assigning a certain percentage of violations to this category means that the problems are either not so critical or their nature is unclear. In the final version of the action plan, “other” categories may be devoted to actions aimed at clarifying the causes of such losses, if, of course, such actions are economically justified.
Already at this step it is quite possible to assess how “easy” or “heavy” the proposed event will be in terms of its cost, duration or other factors (for example, the degree of resistance to its implementation). However, we repeat that at this step one should free oneself from prejudices and maximize the range of means used.
The result of the step is a diagram in which the causes of quality losses correspond to activities that form a cause-and-effect network.
In the final version of such a diagram, of course, not all the activities that were proposed during the brainstorming remain, but only those that are planned to be implemented. The total time for implementing activities can be determined either based on the need to achieve the goal, or as a fixed period (for example, a year). Let us recall that in our example, one year is allotted for the implementation of activities.
Step 6. Assessing the degree of influence of activities on the result
At this step, it is necessary to understand how much the implementation of certain activities affects the result. In our case, how much certain measures will reduce the PPV.
The improvement score is calculated on the assumption that all activities shown in the diagram will be completed.
The required estimate can be approached in two ways: either we determine how much improvement is possible and calculate a target value, or we set a target value and calculate the amount of improvement. In the situation that was the prototype of the example we are considering, both approaches were used. Let's look at some details in detail.
Let's take PPV due to the fault of the equipment customer - KRS. The main losses are associated with incorrect application submission and improper operation of equipment by workover teams.
Incorrect application means incorrect indication of the standard size or equipment configuration. In turn, an incorrect indication of the standard size may be due to the absence (or deliberate non-use) of a unified equipment directory or an error by the technologist preparing the application.
The first reason is eliminated at the first stages by explanatory work with technologists, the creation of a “paper” single directory, mandatory for use, and at the final stages - by automation of the order process, when the single directory will be used within a single automated information system.
The second reason, most likely, cannot be eliminated by means available to the insurance company. There will be mistakes, especially since some of them are actually caused by the actions of the NK, which issues a specific work plan for the well to the workover.
As a result, the real estimate would be to reduce losses in the “incorrect application” category by half, that is, ultimately by 1% of the total volume of PPV.
Likewise, it will be possible to reduce losses associated with improper operation of equipment by approximately half. Here, the main instruments of influence are well-established claims work, based on data from monitoring the operation of equipment by workovers. However, operation control will still not be total, since it requires a significant increase in the resources of the insurance company.
Other losses due to the fault of cattle remain unchanged.
Let us now consider the losses associated with the insurance company's own production activities.
To optimize the working capital of equipment (purchase of necessary equipment, conservation, sale or liquidation of unnecessary equipment), preliminary analytical work is required to calculate the nomenclature and volume of the optimal working capital. To do this, data is needed on the behavior of random variables of demand for equipment from the workover team and the turnover time, which consists of the time the equipment is operated by the workover team at the well, the time of equipment repair at the CS base, the time of equipment transportation and the time the equipment is in a state of technical readiness at the CS warehouse. The required statistical information must be collected for at least six months. Financial restrictions will also not allow solving the problem of optimizing the working capital completely. A reasonable estimate would be an improvement in this indicator by 5% of the total volume of PPV.
The target value for improving the quality of repairs (three times in relative terms and 40% of PPV in absolute terms) in our example was set “authoritarianly”. However, this value was supported by sober assessments of the possibilities. Namely:
Summing up the estimates obtained along the arrows of the cause-and-effect diagram of losses, we obtain that due to the planned activities, PPV can (and should) be reduced by 60% during the year.
The obtained result represents the target value of the key quality indicator and, accordingly, the main goal of the activities. The diagram shows how the target value is achieved.
Once the schedule of activities has been generated (see step 8), it will be possible to talk about the target indicator values that must be achieved in stages. If it is assumed that the target value should be achieved evenly, then using known formulas the target values should be calculated monthly or quarterly.
Step 7. Ranking of events
At this step, the proposed activities should be prioritized, taking into account the degree of their impact on the activity targets.
In fact, steps 4, 5, and 6 occur simultaneously or cyclically during the drawing of the problem and activity diagram. By determining the priority of an activity, we determine the priority of all activities related to it (according to the logical connections that are shown in the diagram). However, independent activities need to be prioritized based on both quantitative and “political” considerations.
The result of the step should be a list of independent groups of activities, ordered by importance.
In our example, the importance of all groups of measures was recognized as equal, in other words, it was decided to “attack” losses “on all fronts” simultaneously.
Step 8. Formation of a network schedule of events
A network diagram for our purposes is a diagram showing the logical dependency of activities. In the diagram, activities are depicted as vertices of the graph and connected by arrows if the results of one activity are input objects for another.
The vertices of the graph are both the activities listed earlier and additional activities, the need for which is dictated by logic.
Thus, activities related to the collection of statistical information necessary to calculate the optimal volume of the working capital of equipment and the norms for resource expenditures for repairs have been added. Work on automation of QC processes is preceded by the formulation of the problem (development of technical specifications) and the selection of a software solution supplier.
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Rice. 4. Network schedule of events.
Step 9. Formation of a time schedule
The timeline shows how the implementation of activities should unfold over time.
To build a time schedule you need:
- have a network schedule of events,
- assess the resource intensity of each event,
- estimate the duration of each activity based on resource limitations,
- link events to a time axis,
- identify performers and other necessary resources.
Constructing a time schedule is a complex task (an integer optimization problem), so in practice it is solved in several iterations. The arrangement of activities in time should not contradict the “precedes and follows” connections indicated on the network diagram. The volume of activities in which a certain resource is involved should not exceed the volume (throughput) of this resource. The duration of activities that involve parties external to the organization should be determined taking into account the risk of delays caused by another party. Parallelization of activities should be used as widely as possible.
It is necessary to carefully approach the temporary nature and determination of the duration of events. Namely, the event can be:
- one-time (for example: preparation of technical specifications or purchase of a certain type of equipment);
- periodic (for example: training);
- current (for example: collection of statistical information).
The duration of a one-time event is clearly limited by the start and end dates. A periodic event is characterized by the frequency and duration of each implementation. An ongoing event is also generally limited to start and end dates, but extends from the launch to the end of the event planning period. To clarify the differences between these types of activities, and to refer to the rules under which periodic or ongoing activities are carried out, an activity plan uses a “notes” field.
There are often cases when the action plan includes activities related to the development of a subproject and its implementation. In such cases, as a rule, the development of a subproject plan refers to a very specific period, but the duration of the subproject implementation can be determined only approximately or not determined at all in advance. In this case, in the general time schedule of events, an approximate interval should be indicated, accompanying the event with a note that it is carried out in accordance with the plan (task) approved at the previous stage (give a link to the plan item) and that its duration is subject to clarification in accordance with the specified plan.
A similar recommendation can be made for streamlining periodic and ongoing events. If the order of their implementation is not determined in advance, then within the framework of the planned activities measures should be taken to establish such an order. For example, for periodic multilateral technical meetings, the rules of such meetings are first adopted: the frequency is established (say, once a month), the procedure for setting the agenda, discussion and decision-making. Further, the plan includes the periodic event “conducting technical meetings”, and the note states: “in accordance with the regulations, see paragraph ... of the action plan”; in this case, the specified regulation appears in the action plan as a result of the event to which reference is given.
If a one-time event is included in the action plan, as a result of which another project or ongoing work is launched, then this is indicated in the note.
The monthly schedule of events for our example is shown in table. 1.
Table 1. Time schedule of events.
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After developing the content of the action plan, constructing diagrams and graphs, and performing calculations, you can begin to draw up the document.
Name
The document name usually looks like:
Action plan for…
Program of events for...,
if we are talking about large systematic work.
In any case, the name should be short, accurately characterizing the main purpose of the activities, as well as, if necessary, the place and period of implementation of the activities. For example:
Oilfield equipment service development program for the Nizhnevartovsk region for 201X.
Event goals
This section of the document briefly formulates the main goals of the activities.
The order in which goals are listed is determined by the priority of the goals; quantitative targets precede qualitative ones. Both types of indicators must be capable of objective measurement. When formulating goals, it is possible to briefly explain how this goal is expected to be achieved. The number of specified goals should not exceed 3 – 5. The abundance of goals makes it difficult to verify their achievement.
For example:
The goals of the events are:Or:1. Reducing the loss of productive time of customers in the Nizhnevartovsk region by no less than 60% from the level of 201X-1 until the end of 201X and monthly during 201X by no less than 8% compared to the previous month.
2. Achieving profitability in the oilfield equipment service line for 201X of at least 5% by optimizing the business organization of the line.
3. Increasing revenue in the oilfield equipment service department due to the acceptance of new customers for servicing in 201X.
The purpose of the activities is to develop unified regulations on structural divisions and job descriptions of employees of LLC AAA, LLC BBB, LLC VVV.
The absence of goals, the indication of purely declarative goals, or goals without establishing objectively measurable quantitative or qualitative indicators is unacceptable.
Event Performers
This section lists the performers of the activities in accordance with the time schedule built in step 8.
Performers are grouped by organization if several organizations take part in the events. In this case, the parent organization is indicated (it is listed first), the event manager, heads of working groups for organizations, event curators, etc.
If necessary, please indicate that:
At the direction of the event manager, employees may be involved in participation in events.<указываются наименования организаций и/или их подразделений>in agreement with their immediate supervisors.
If some performers must be appointed or selected based on the results of certain stages of the activities, then the name of such performers is indicated conditionally (his role in the implementation of the activities is briefly described) and an explanation is given of how and when a specific performer is determined. For example:
AIS supplier contractor is the Company’s contractor supplying the software; determined based on the results of the competition at stage 7.
Planned dates of events
This section indicates the planned start and end dates for activities, based on the time schedule obtained in step 8.
Justification of activities
This section of the action plan is not necessary, but is useful for justifying the goals set and the means proposed to achieve them. It is possible to move this section to the annex to the action plan.
Depending on the subject of the activities, this section may contain descriptions of the situation “as is” (before the implementation of the activities) and “as it will be” (after the implementation of the activities), including quantitative assessments in terms of the target indicators mentioned in the section “Goals of the activities”.
Schedule
This section is central to the action plan. In it, activities are grouped into stages (by time) or other sections, and for each individual event the following is indicated:
- serial number or symbol;
- full name of the event;
- required result;
- deadlines for completion (start, end or frequency);
- place of execution;
- executors (including the responsible executor);
- notes.
The form in which information about events in this section may be presented may vary. When choosing a form, you should be guided by the principles of completeness of information and clarity.
The following combined form is very convenient, which we have already used above (Table 1).
If performers of the same type of activities are in different organizations, then you can use two tables - a general work plan (Table 2) and a traditional time schedule (Table 3).
Table 2. Sample general work plan.
Table 3. Sample time schedule.
The name of the event should be short and accurately define the essence of the event. Generalized formulations are allowed for the names of blocks of activities - sections of the plan. The name of the event begins, as a rule, with a verbal noun indicating the action being taken (for example: development, construction, creation, implementation, acquisition, etc.); the following words describe the object of action (for example: acquisition of licenses, formation of a separation balance sheet, collection of statistical information, etc.). It is desirable that the names of the activities, when mentioned outside the full context of the work plan, would allow identification of the actions being performed (for example: instead of two activities with the name “purchase of a license” in two different sections of the plan, it is better to write “purchase of licenses for accounting software” and “purchase licenses for welding technology").
The name of the results of the activities should also be extremely specific. It doesn’t matter if part of the name of the event needs to be repeated in the name of the result (for example: the event is “concluding an agreement for the supply of spare parts”, the result is “a concluded agreement for the supply of spare parts”; note that the short wording “concluded agreement” will not identify result, if the list of results of the activities is cited in another document without indicating the name of the activities).
It is necessary to distinguish between activities that lead to different results. In turn, differences in results can manifest themselves in the statuses of the corresponding objects. For example, it may be advisable to divide the general event “concluding an agreement” into “preparing a draft agreement” with the result “draft agreement”, “coordinating a draft agreement with the counterparty” with the result “draft agreement agreed with the counterparty” and “signing an agreement” with the result “signed agreement” " The feasibility of this is due to the difference in the performers (a draft agreement is prepared by one party, agreed upon and signed by both), as well as the need to separate the deadlines for implementation (preparation of a draft agreement is a process completely controlled by one party; approval is a bilateral process with the risk of delay due to the fault of the other party).
Requirements for results
This section provides requirements for the results of activities or links to sources of such requirements (for example, industry standards or local regulations of the organization).
A section describing the requirements for results is required if such requirements are not generally known or are not established by current legislation or local regulations of the organization. In particular, specific requirements for appointed or elected executors can be formulated in this section of the document.
Reporting and control
This section is devoted to forms and methods of monitoring the implementation of activities.
If the organization has a local regulatory act establishing the procedure for project management, which describes in due detail the forms and methods of monitoring the implementation of projects, then in this section of the action plan it is enough to provide a link to the relevant sections of such a regulatory act with clarification of the personalities.
Otherwise, this section of the action plan must include a minimum set of provisions to ensure control over the implementation of activities.
Reports on the implementation of events are prepared, as a rule, along the entire vertical of event management, starting from ordinary performers to the event curator, who reports to the body that approved the plan. The frequency of reporting decreases as you move along the management vertical from the bottom up. The main control function is performed by the event curator; final decisions on events are made by the body that approved the action plan. For example:
The head of the working group reports weekly (on the Monday of the week following the reporting week, before 10.00 Moscow time) in the prescribed form on the progress of the project to the event curator.The event curator reports on the implementation of events to the general director at least once every two weeks.
Control of activities, including coordination of work plans, verification of compliance with deadlines for the implementation of activities, verification (examination) of compliance of the results of activities with established requirements, is carried out by the curator of the activities.
Reporting forms may contain information on the implementation of project targets and administrative information on meeting the deadlines for completing activities, assigning performers, planned actions (detailing the activities of the plan), problems during the implementation of activities.
- Stages to be performed.
- Results.
- Planned actions.
- Problems.
- Offers.
Applications
The annexes to the action plan can contain all the information that is necessary for the implementation of the measures, but was not reflected in the main sections of the plan listed above.
Such information may include:
- plans for the use of resources, including financial ones (in other words, the budget for activities);
- plan for communications and other actions accompanying the implementation of activities;
- risk analysis of activities.
Literature
- Pyzdek Th. The Six Sigma Project Planner: A Step-by-Step Guide to Leading a Six Sigma Project Through DMAIC – McGraw-Hill. – 2003. – 232 p.
- Pyzdek Th., Keller P. The Six Sigma Handbook. – McGraw-Hill – 2010. – 548 p.
- Andersen B. Business processes. Improvement tools. – M.: RIA “Standards and Quality”. – 2005. – 272 p.
- GOST R 6.30-2003 “Unified documentation systems. Unified system of organizational and administrative documentation. Requirements for the preparation of documents" (put into effect by Decree of the State Standard of Russia dated 03.03.2003 No. 65-st).
- Demidov E.E. Construction of a management system for a service company. – Controlling. – 2007. – No. 22. – p. 40 – 50.
- Demidov E.E. Effective use of the revolving fund. / Economist's Handbook. – 2013. – No. 1. – p. 80 – 87.
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Also known as the Ishikawa diagram and the fishbone diagram.
They are also “time charts”, “tape charts” or “Gantt charts”.
Define - Determine, Measure - Measure, Analyze - Analyze, Improve - Improve, Control - Check.
Such losses include: downtime (including waiting), accidents, repeated operations (operations not provided for in the work plan, but performed due to the failure of the planned operations), failure to comply with work speed standards, and other similar types of losses.
How this can be done is described in.
The information obtained will be the basis for combating the reduction in variability of these random variables in the spirit of Six Sigma, which should unfold in its entirety in the next year of the project.
Manufacturers do their best to limit the spread of maintenance and repair technologies in order to avoid the emergence of competitors.
Ideally, of course, losses should be reduced to zero, but given the existing restrictions, including temporary ones, the 60% we have defined represents a realistic goal. Specifying unrealistic goals devalues both the plan and the entire project.
Linear (arithmetic progression) or non-linear (geometric progression) method. In our example, the goal was a monthly reduction in PPV by no less than 8% from the level of the previous month - with a slight advance, since 100 x (1 - 8/100)12 = 36.8.
In the real plan, full name is indicated. performers.
NPO – oilfield equipment.
It is useful to immediately limit the volume of such a report, say, to one page - then the project manager will be forced to give preference to the most significant achievements, plans and problems.
In order to have a bright and memorable holiday, it is important to draw up an event plan in advance. Let's analyze the nuances that a teacher needs to take into account in his work. Let's give an example of drawing up a work plan for a children's summer day camp.
Theoretical points
What is an event plan? This is a document that indicates goals, objectives, an algorithm of actions, and identifies persons who are responsible for carrying out certain actions aimed at achieving the task.
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How to plan an event? It can be compiled for a specific event, for example, for celebrating the New Year. In addition to one-time plans, there are also long-term ones, designed for a quarter, half a year, or a year.
How to write
Any plan involves several similar points. How to write an activity plan for children? First you need to determine the purpose of its implementation, that is, think through the result. A children's event plan involves setting an achievable, clear, understandable goal. The expected result must be included in the content, that is, what the teacher expects from the event being created. The success of the planned holiday should be assessed by certain numbers.
The plan also indicates the time frame for its implementation. For example, if a plan is being drawn up for a New Year’s event, then the date for its holding is December.
Resources are those elements that are needed to complete an activity. The achievement of any goal depends on many elements.
Therefore, when thinking about how to plan an event, it is necessary to entrust each stage to a separate employee.
School holiday option
What should the event plan look like? We offer an example of a holiday dedicated to the Day of Knowledge in the form of a table. In addition to the goals, objectives, deadlines, and resources that will be required to implement the plan, the plan also indicates the persons who are responsible for the individual stages of its preparation and implementation.
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Purpose of the event |
Dates |
Responsible person |
Planned result |
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Class mood for the new school year |
