What was getting in the way
We needed to match the company’s incoming work with the people available to do it. Doing allocation by hand made it harder to see unused capacity, gaps in coverage and opportunities to reduce cost.
What I contributed
I worked on company-wide capacity planning and helped choose and design the allocation changes. I defined the operational rules the system needed to respect and where the team should still be able to step in.
How I approached it
- Look at incoming work and the capacity available across the company.
- Check skills, availability and workload before assigning a task.
- Cover as much work as possible, then compare cost and workload.
- Revisit the plan when workforce capacity changes.
- Explain why a task remains unassigned and leave a way for the team to handle it.
What changed
Company-wide task-to-workforce planning helped us identify considerable savings.
The shared redesign handled twice the allocation volume without additional allocation headcount. The team could still deal with exceptions manually.
I worked through several redundancy processes, helping keep ongoing work covered as workforce capacity changed.