Our eye fell on an interesting article in Solutions Magazine this week. It states that with a three-day working week, you can significantly increase the number of operating hours, without incurring additional costs. This also ultimately means that machines are used more efficiently. The so-called Shifted Working Hours System (VWS) was once devised by Bert van Gijzel, the former managing director of KMWE.
At a lot of manufacturing companies, production is higher than ever. New orders are almost impossible to process and in addition, many companies are struggling with a shortage of good skilled workers. With the Shifted Working Hours System, manufacturing companies can substantially increase the number of operating hours, without the fixed costs rising sharply, according to the interesting article in Solutions Magazine. And with more working hours, machines can ultimately be used more efficiently. Moreover, the system also suits how the young generation likes to work.
The article features John Kerkhoffs, field sales consultant at Koninklijke Metaalunie. He worked for a long time as head of P&O at KMWE, and saw his director Bert van Gijzel introduce the system. "It is a matter of learning and daring to think differently. Mr van Gijzel devised the system in the 1980s, and there are companies that have been using this system or a variant of it successfully for 20 to 30 years. Back then, it was mainly about using expensive CNC machines more efficiently. Today, at a time when the shortage of skilled workers is becoming more acute every day, you can add better and more modern utilisation of scarce skilled workers as an objective. The system aligns better with why the younger generation wants to work."
11 hours a day
What it comes down to is shifting working hours in such a way that machines run longer, without the need for extra staff. Within small metal, operating hours should fall between 6am and 6pm, a 12-hour period during which no allowance is payable. Kerkhoffs explains in the article that employers can shift these hours around to achieve a larger number of working hours. Working hours are spread over three days instead of five. That means employees work 11 hours for three days, including a fixed and floating break. They are paid 50 hours, but on balance work 31.5 spread over three days. In return, employees ensure that appointments with, for example, the dentist or doctor, are scheduled outside working days. Leave and ADV days are also cancelled.
Influence on work
At the heart of the VWS system is that the machine or workstation must be filled. Employees are therefore initially deployed as couples: two employees responsible for one or a few machines and all together they are at work 66 hours a week from Monday to Saturday, Kerkhoffs explains in Solutions Magazine. And so there is no need to pay overtime bonuses. An 11-hour working day sounds long, but according to Kerkhoffs, this is exactly what the young generation of employees wants. "They work three days and then have four off. Young professionals like being able to influence their own work plans. But they also find it important, for example, if they have children, to spend more time with them here." The system is also said to have already shown that employees working this way are more willing to work overtime and take training courses.
Kerkhoffs also cites that the system is also good for keeping older workers employable for longer. After all, you relieve them by reducing shift work, which is often hard for older workers. Research by several universities and TNO shows that productivity also improves despite professionals working more hours in a day. "Until the fourth day, they are 15% more productive. Only after that does productivity drop, but by then they have time off." You also only have shift transfers once a week. So the risk of mistakes is lower. Possible drawbacks include having to work two Saturdays a month and getting used to the longer working days for the first six weeks.
Kerkhoffs understands that companies in it might be sceptical about the system. After all, it does represent a change and requires a different attitude. He advises starting first in a department where there are people who understand the method and are open to it. From there you can then expand further.
Source: Solutions Magazine.
