AU2009201909A1 - Individual productivity and utilization tracking tool - Google Patents

Description

AUSTRALIA Patents Act 1990 ORIGINAL COMPLETE SPECIFICATION INVENTION TITLE: "INDIVIDUAL PRODUCTIVITY AND UTILIZATION TRACKING TOOL" The following statement is a full description of this invention, including the best method of performing it known to: CALLINANS Courier Address: Postal Address: 1193 Toorak Road PO BOX 1169 Camberwell Victoria 3124 Hartwell Victoria 3124 AUSTRALIA AUSTRALIA maL:(c9nans com.au Fax: +61 (3) 9809 7555 14/05109,0.1796I.F-o 1 acof.pvflain INDIVIDUAL PRODUCTIVITY AND UTILIZATION TRACKING TOOL BACKGROUND OF THE INVENTION Field of the Invention [000I] The present invention relates to devices and processes that track the production and utilization of an individual that works for an organization, such as a business. Related Art [0002] It is a well known for an organization, such as a business, to track the productivity of its employees. Such tracking entails having an employee record the hours that he or she works during a day of work. Such recording can include either the total number of hours worked during the day or the number of hours worked on each project worked during the day. Such recording does not include recording the number of units processed or completed during each project. Thus, it is not possible to calculate productivity and utilization via calculating productive hour productivity which requires the factors of: 1) the direct task being worked, 2) the direct time applied to the direct task during that session of work and 3) the number of units processed or units completed. [00031 There are various examples of known tracking systems/tools that are incapable of calculating productivity and utilization. For example, Accenture's Service Management Suite captures time based on Accenture's WBS internal accounting code elements. Such capturing is inadequate for the purpose of calculating productivity and utilization since WBS elements are placed at too high of a level to give visibility into the time applied to a single task and the number of units completed during that specific session of work.

2 [0004] Another example of a tracking tool/system is Microsoft's Project Web Access that captures time based on projects and their sub-tasks. While the tool is effective in supporting a multi-tier project model by both 1) capturing time at a task level as well as 2) rolling up time for higher level reporting, it is inadequate for the 5 purposes of calculating productivity and utilization. In particular, productivity and utilization cannot be calculated without capturing both the time applied to a single task and the number of units completed. 100051 Yet another example of tracking tool/system is the project-based costing tool known as Greenbook. While Greenbook is effective in supporting multi-tiered 10 project costing, it is inadequate because calculating productivity and utilization requires both the time applied and the number of units completed. [0006j Besides the inability of calculating productivity and utilization, known tracking tools/systems, are incapable of performing data analysis regarding multiple individual productivity parameters, such as 1) measuring individual performed 15 against the "Speed of the Process", 2) managing utilization by person by team, 3) capacity planning and real-time line-balancing decisions, 4) forecasting when there is variation in capacity or demand, 5) measuring monthly production (client demand) trends by person by process by day, 6) calculating process cycle efficiency (total direct time/cycle time), 7) evaluating total time applied to tasks which are common 20 to multiple value streams (complexity) and 8) completing calculations needed for implementing workload levelling. SUMMARY OF THE INVENTION [0007J In one aspect, the present invention provides a productivity and utilization tracking system for an organization that includes individuals, the system 14 /05/09c m m 796 3manded speci. 1 4 -may-09,2 3 including an input device, a processor in communication with said input device, a memory in communication with said processor, wherein said memory includes a database for each of said individuals of said organization that 1) identifies each direct task worked on by each of said individuals during a session of work, 2) includes 5 direct time applied to each of said indentified direct tasks during said session of work, and 3) includes a number of units processed or completed for each of said identified direct tasks corresponding to each of said applied direct times, wherein each direct task, direct time and number of units is entered into said memory via said input device, and a visual display electrically connected to said processor, wherein 10 said processor prepares a screen to be shown on said visual display, said screen containing information regarding productivity and/or utilization for an individual based on direct tasks, direct times and number of units associated with said individual that are present in said database. 100081 In another aspect, the present invention provides a method of tracking 15 productivity and utilization information regarding an individual of an organisation, the method including entering information regarding said individual into a database that 1) identifies each direct task worked on by said individual during a session of work, 2) direct time applied to each of said identified direct tasks during said session of work, and 3) a number of units processed or completed for each of said identified 20 direct tasks corresponding to each of said applied direct times, and displaying information regarding productivity and utilization for said individual based on said direct tasks, said direct times and said number of units that are present in said database. I 4/05/09,c. J796 3 .amended speci. 1 4 -mny-09,3 4 100091 One embodiment of the invention allows a user to input productivity and utilization data and to have that data formatted so as to be analyzed in an efficient manner. 100101 One embodiment of the invention provides feedback to an employee on 5 the employee's productivity and utilization. BRIEF DESCRIPTION OF THE DRAWINGS [00111 FIG. 1 schematically shows an embodiment of an individual productivity and utilization tracking system in accordance with the present invention; 10012] FIG. 2 shows an embodiment of a home screen that can be displayed by 10 the individual productivity and utilization tracking system of FIG. 1; 100131 FIG. 3 shows an embodiment of a productivity and utilization tracking tool screen that can be displayed by the individual productivity and utilization tracking system of FIG. 1; [0014] FIG. 4 is a table of possible indirect tasks that can be used with the 15 productivity and utilization tracking tool screen of FIG. 3; [00151 FIGS. 5A(1)-5D(2) is an embodiment of a look-up table that includes direct tasks that can be used by the productivity and utilization tracking tool screen of FIG. 3; 14/05/09,ct1 7963.nncnded spci. 1 4-may-09,4 5 [00161 FIGS. 6A-B show an embodiment of a productivity screen that can be displayed by the individual productivity and utilization tracking system of FIG. 1; [00171 FIGS. 7A-B show two alternative embodiments of tracking systems that incorporate one or more of the individual productivity and utilization tracking systems of FIG. I and an embodiment of a managerial productivity and utilization tracking system; [00181 FIGS. 8A-C show an embodiment of a monthly productive hour productivity report generated by the managerial productivity and utilization tracking systems of FIGS. 7A-B in part by data displayed on the productivity screen of FIG. 6; [0019] FIG. 9 shows an embodiment of a monthly productive hour productivity graph generated by the managerial productivity and utilization tracking systems of FIGS. 7A-B in part by data displayed on the productivity screen of FIG. 6; [00201 FIGS. 1OA-B shows an embodiment of a second monthly productive hour productivity report generated by the managerial productivity and utilization tracking systems of FIGS. 7A-B in part by data displayed the productivity screen of FIG. 6; [0021] FIGS. I IA-B show an embodiment of a monthly indirect hour report generated by the managerial productivity and utilization tracking systems of FIGS. 7A-B in part by data displayed the productivity screen of FIG. 6; 6 [0022] FIG. 12 shows an embodiment of a pie chart showing the distribution of direct tasks during a time period that is generated by the managerial productivity and utilization tracking systems of FIGS. 7A-B in part by data displayed the productivity screen of FIG. 6; 5 [0023] FIG. 13 shows an embodiment of a utilization screen that can be displayed by the individual productivity and utilization tracking system of FIG. 1; [0024] FIG. 14 shows an embodiment of a monthly utilization rate report generated by the managerial productivity and utilization tracking systems of FIGS. 7A-B in part by data displayed the productivity screen of FIG. 6; and 10 [0025J FIG. 15 shows an embodiment of a forecast screen that can be displayed by the individual productivity and utilization tracking system of FIG. 1. DETAILED DESCRIPTION OF EMBODIMENTS OF THE INVENTION [0026 An embodiment of the present invention is shown in FIG. 1. In particular, FIG. 1 schematically shows a productivity and utilization tracking system 15 or tool 100 that includes a finance processor 102 that includes a microprocessor 104 electrically connected to a memory 106. The memory 106 stores a finance program that includes a database, the contents of which will be discussed below. [00271 Data is input indirectly into the microprocessor 104 via an input device 108. Examples of possible input devices 108 are a keyboard, a microphone, a touch 20 screen or a mouse that are part of a computer hardware system, 14

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051 09,ct.17963.anmen&d spvvi. 14-inay-09.3 7 such as a laptop computer 109. A display I10 and a printer 112 can be electrically connected to or form part of the computer hardware system. [0028] As shown in FIG. 1, the laptop computer 109 is connected to the finance processor 102 via the Internet 113. Thus, the finance processor 102 can be located at a different site than where the laptop computer 109 is located. This allows for flexibility in conducting the evaluation process. Of course, it is possible to have the laptop computer 109 directly connected to the finance processor 102 via a hardwire connection. In another alternative, the finance processor 102 is incorporated in the computer hardware system itself. [00291 In general, once data is input into the microprocessor 104, the finance program takes the data and places the data in the database in memory 106. The contents of the database can be observed via the visual display 110 or can be printed out via the printer 112. [0030] With the above mentioned structure of the productivity and utilization system 100, operation of the productivity and utilization system 100 will be described hereinafter. As shown in FIG. 2, the productivity and utilization system 100 is activated by an employee of an organization, such as a manufacturing business, so that a productivity and utilization software is implemented. Such software can be based on the Excel program sold by Microsoft. When the system 100 is activated, a home screen 114 is displayed. As shown in FIG. 2, the screen 114 includes tabs labeled as follows: 1) Productivity and Utilization Tracking Tool, 2) myProductivity, 3) myUtilization, 4) myForecast.

8 [00311 When the employee clicks on the Productivity and Utilization Tracking Tool Tab, the employee will have access to a file that contains shared documents that include a document for each individual team for a particular month. The employee chooses the document for his or her team for a month to enter productivity and utilization information. Once the employee's document is chosen, a tab labeled "Productivity Tracking Worksheet" with the employee's name is clicked on so that a "Productivity and Utilization Tracking Tool" screen 116 pops up on visual display 110. [00321 As shown in FIG. 3, the screen 116 sets forth various fields (unshaded cells) to be filled in by the user, such as an employee of an organization, such.as a manufacturing business, via input device 108 as to the project details such as name of the individual, date, description of a task performed by the individual on the date entered, regular hours performed on the task on the date entered, overtime hours performed on the task on the date entered, the client/contract associated with the description of the task entered, the quantity of units associated with the task entered that are processed during the regular or overtime hours entered, and the quantity of units associated with the task entered that are completed during the regular or overtime hours entered. One or more of the fields can be filled in before, during or after the task is performed, where appropriate. [00331 Note that the ability to differentiate between "processing" and "completion" tasks aids in avoiding double counting the throughput of a process. This is critical when a direct time task and units completed are captured at one level 9 and the units completed are part of a larger process and so such units would be counted as "processing" units. For example, assume that a process Z has three steps. An employee completing step I within one hour will enter the number of units completed during that step, such as 100 units, and enter the time to complete the step. That same employee or another employee performing step 2 will enter 100 units for step 2 and will enter the time to complete the task, such as one hour. Likewise, 100 units and the time of completion, such as one hour, will be entered when step 3 is completed. For the above described overall process Z, it is essential for the system to not aggregate the numbers from steps 1-3 to come up with 300 units completed. Instead, system 100 needs to recognize that 100 units have been completed. While the combined time, three hours, must be aggregated against process Z, the quantity processed at each step should not be aggregated. To solve this issue, only one process step is designated as a completion step. This prevents double- or triple-counting of the quantities being processed in the work in process steps. Finally, the system 100 can calculate that process Z has a productive hour productivity of 33.3 (100 units completed in three hours). [0034j As mentioned above, the system 100 is able to distinguish processes and sub-processes from one another and assign attributes to each, such as designating as a completion task, service line, process category, team, points, sub team name, time category, action-type, label, etc. Such information can be stored in a look-up table in memory (0035] The client-contract colurn/field of the screen 116 of FIG. 3 allows for the particular client and/or contract to be entered from a drop down menu. This allows for discerning when an employee to works the same task for different 10 clients/contracts. Preferably, a default client/contract will appear in the field and can be changed via the drop down menu. f0036] The description of the task may include information identifying a particular service line that can perform the task. In addition, an identifier can be added to a task description that identifies unique tasks. f00371 The description of the task may include direct tasks and indirect tasks, wherein a direct task is a task that is billable and an indirect task is a business related task that is not billable. Examples of indirect tasks would be breaks, CIO support, contractor time off, records task, meetings, metric reporting, productivity tracking, training personal development, training and workflow. Further examples of indirect tasks are shown in FIG. 4. Similarly, further examples of direct tasks are shown in FIGS. 5A(1)-5D(2). Note that FIGS. SA(I) 5D(2) shows a look-up table stored in memory 106 that includes task descriptions, levels, action type, label, sub-process, process, sub-team name, team, points, process category and service line. Other information regarding tasks that can be included in one or more look-up tables are reference numbers, service components and elements and their descriptions, responsibilities and tasks for the tool. Note that each of the drawing pairs FIGS. SA(1)-(2), 5B()-(2), 5C(l)-(2) and 5D(l)-(2) are to be viewed side-by-side. [0038] As shown in FIG. 3, the direct tasks would be entered by clicking on one of the items labeled "Select Process." A pull down list of direct tasks is shown and the employee selects the appropriate task. In a similar manner, an indirect task is entered by clicking on one of the items labeled "Select Indirect 1 Category" so that a pull down list of indirect tasks is shown so that the appropriate indirect task is chosen. [0039J After the direct or indirect task is selected, the other unshaded fields associated with the selected task can be filled in. Of course, the regular hours and overtime hours fields are filled in after the selected task is completed. A field for comments or notes is also provided to allow entry of facts of interest regarding the task that is completed. Such comments may be used to identify causes of inefficiency, determine reasons for variances in the process and access the scope, frequency and duration of the causes of variation. [00401 As shown by the description above, the system 100 limits the types of information that the employee can enter, such as hours, quantities and comments. For most other fields, drop down menus are employed so that standardized entries are made available to the employee. Such drop down menus are generated via look-up tables stored in memory 106. Such look-up tables could include standardized entries for client names, indirect tasks with corresponding process names (should map to a SIPOC), process steps. Furthermore, look-up tables could be established that include names of employees, their corresponding internal enterprise identification and their corresponding project they work on. Also, look-up tables that include employee information that regard his or her service line, whether multiple service lines are worked, location, status, position, future hire reason, geography, team name, task type, process step or completion step, point value for the process if weighted for performance management. A look-up table for managers can be established that includes the name of the 12 manager, the manager's role, whether has multiple roles, % of time in role and service line % dedicated, work location, city, country, contract and levels. By tying the employee and manager with the various information via look-up tables, it is possible to generate productivity reports and the like that can be grouped by geography, location, service line, team name, etc. (0041] After the regular hours/overtime hours and quantity processed/completed for a particular task description are entered by the employee, the hours and quantities are taken from memory 106 and sent to microprocessor 104, wherein a calculation is performed so that total daily hours and daily utilization rates are generated and displayed in the corresponding "Total Daily Hours" and "Daily Util Rate" cells of screen 116 shown in FIG. 3. The total daily hours and daily utilization rates are calculated in a well known manner (see for example the previously mentioned 3-step process Z example). [0042] Besides calculating daily hours and daily utilization rates, screen 116 of FIG. 3 can convey other information. For example, a "Click Here for Help" area allows a user access to a user job aid. A Word document is now maintained separately where it can be accessed and updated as needed enabling updates to be visible to users in real time. This link opens in a separate browser window for the benefit of users with questions. Answers to FAQs can be included. [0043] A "% of Target" column can be displayed where an expected productive hour productivity number (expected number of units completed per hour) per task will be assigned for an employee. After the employee selects a task, enter hours worked and enter a quantity, when fully enabled, the tool will evaluate 13 the actual rate against the expected rate and return a percentage of target to the user. Variation in excess (positive or negative) of 30% from the target rate will result in the cell turning yellow for negative and green for positive. This condition will prompt users to add two pieces of information: 1) select CCV (common cause variation) or SCV (special cause variation) and 2) enter a comment or explanation. [00441 An employee should select CCV when the reason for being off target is essentially a result of normal variation and there is no identifiable reason why it should have taken more or less time. It is understood that with any assignment there are some "cases" or activities which are more difficult than others, but they are all lumped into the same task. Comments from users help us better understand the complexity of the work and provide insight into opportunities to improve processes. 100451 Users should select SCV when the reason for being off target is a result of a special event or occurrence, which is outside the norm. Examples include, 1) getting a batch of work which is particularly difficult because it is older or otherwise unique, 2) a new person executing the process who is not fully ramped up and comfortable, 3) slow or delayed response times from web-based systems and tools which prevent normally quick processing, 4) a task which was performed that didn't quite fit the task that was selected but used anyway because of its similarity, etc. Examples are infinite. Comments from users related to SCV are particularly valuable because they help us identify process deficiencies which potentially threaten our service delivery commitments to clients. These are important opportunities for process improvement.

14 [0046] Another area that can be added to screen 116 is "% of Target Comment or Explanation (Explain Cause of Productivity Variation)" colum This is a free-form text field where users can enter a brief comment to explain the root cause associated with their CCV or SCV selection it is recomned that when Productivity variance exceeds 30% (positive or negative), that users request from their supervisor, what comment might be appropriates that when reporting is done later, the variation is clearly explainable. If more than one person is working on the task with the same variation root cause, the supervisor will likely suggest that the comment be the same for consistent reporting. Users may elect (and are encouraged) to enter a comment even when this functionality is not enabled because users comments are essential to provide better explanation for and visibility into reasons for productivity variation. [00471 Note that the system has the capability of flagging variance to the employee based on 1) a percentage off target, 2) deviation from the upper and lower control limits or 3) deviation from customer defined upper and lower specifications. [0048] The screen 116 can include a "Client Funded Percentage Pie Chart" that updates in real time as users select information based on tasks which fall into three categories: 1. Client Funded Direct - production activities which are the core of our service delivery to clients 2. Client Funded redirect - non-production activities which are essential to service delivery and paid for by the client 3. Non-Client Funded - non-production activities which are typically Accenture-specific and not paid for by the client 15 [0049J Other pie charts can be shown on screen 116 as listed below: 1. A "Utilization Percentage Pie Chart" can provide the Updated Utilization Calculations a. Utilization = (Client Funded Direct + Client Funded Indirect)/Total Time Worked b. Total Time Worked = (Client Funded Direct + Client Funded Indirect) + (Non-client Funded Indirect - Non-client Funded Indirect Time Off (Paid Time Off and Accenture Holidays)) 2. A MTD Utilization pie chart that represents the percentage of total time applied to production activities (Client Funded Direct). 3. An Hours Toward Key Initiatives pie chart serves as visual management to provide feedback to users relative to two frequently overlooked areas: training and process improvement. The chart values auto-update in real time. The total represents the total hours applied to each category. Training hours include all types of training. The cell will remain yellow as a reminder until the value exceeds 2. Process improvement is specifically time applied to working on continuous improvement initiatives or with continuous improvement teams. The cell will remained yellow as a reminder until the value exceeds 2. [00501 Besides automatically calculating total daily hours and daily utilization rates, the productivity and utilization system 100 is able to perform other calculations and present reports that are relevant to productivity and utilization of employees of the organization. For example, the cost of processing and completing units can be determined by multiplying the units processed or completed by the number of hours worked to process or complete the units and by 16 the labor rate of the individual that worked to process/complete the units. Due to the sensitive nature of labor rates, such rates are only accessible to certain authorized individuals that are entrusted in generating reports regarding the cost of processing and completing units. [0051] Product costs based on task-based data should also include at least one of the following three sets of data: 1) labor level and standard loaded labor rate, 2) enterprise ID of employee, level of employee and standard loaded labor rate and 3) enterprise ID of employee, level of employee, standard task level, standard loaded labor rate and actual loaded labor rate. Other parameters that can be tracked for product cost calculation reasons are: 1) standard time, 2) time variation, 3) standard productive hour productivity rate, 4) productivity variation, 5) productivity variation cause, 6) productivity variation comment, 7) standard level, 8) actual level, 9) labor rate variation, 10) standard cost, i1) actual cost, 12) overtime cost variation., 13) monthly production (client demand) by process by day, 14) units completed per paid and productive hour, 15) unit cost when used with labor data, 16) processing time viability, 17) process cycle efficiency, 18) direct labor applied to tasks which are common to multiple value streams and 19) changes in the intentional and unintentional characterization of work. Obviously, a more detailed cost analysis is possible by using more cost-related parameters. Also, the cost analysis can be broken down as to service line, process, sub-process and productive task, for example. Note that if a task is comprised of a series of steps and the steps are performed by different operators, in different locations or at 17 different times, there is a need for task-level differentiation for the purpose of time accumulation so that productivity by a person by task by day can be analyzed. [0052] The employee can generate a report regarding his or her productivity via the productivity and utilization system 100. This is accomplished by having the user click on the myProductivity tab on the home screen 114 of FIG. 2. Clicking on the myProductivity tab results in a productivity screen 118 being shown on display I10. As shown in FIGS. 6A-B, the productivity screen 118 includes a drop down menu under "Task Description" that lists possible direct and indirect tasks which an employee may be responsible for. The employee clicks one of the boxes in the menu that correspond to a task to which the employee actually responsible for. Clicking on the "OK" button results in three events happening: 1) the selection of the task corresponding to the checked box, 2) a pivot table automatically tracks the employee's personal productive hour productivity for the selected task for each month and 3) the drop down menu is removed. [00531 The productivity screen I18 also allows the employee to click on the "date" button so that the production of the employee for a particular month can be viewed on the screen. As shown in FIG. 6, the month of January is displayed with the total hours worked each day by the employee based on one of the tasks previously selected shown below the corresponding day. [00541 Note that the calculation of the paid hour productivity may include such information as 1) the indirect tasks to which time is applied by the employee, 2) the actual time applied to the indirect tasks, 3) the direct tasks over which the 18 sum of the indirect time must be distributed, 4) the percentage of the sum of the indirect time which must be distributed to each direct task and 5) the capability of distributing indirect time across multiple direct (productive) processes for team members allocating tome to multiple processes daily. [0055s As an example of the system 100's capability of distributing indirect time across multiple direct processes: if an employee's responsibility is to produce widgets and the employee works for five hours and produce 500 completed widgets, the employee's productive hour productivity is 100 per hour. However, if the employee was paid for an eight hour day, the employee's paid hour productivity would be equivalent to 500 units completed divided by eight hours (500/8 62.5). This is a relatively simple calculation when there is only one productive task. If the employee had worked on three productive tasks however and distributed five hours across them at a rate of one hour, two hours and three hours, respectively, the appropriate method of distributing the additional three paid hours is in.proportion to the time spent on the three productive tasks (20 %, 40% and 60% respectively or .6 hours, 1.2 hours and 1.8 hours respectively)- This clearly affects the paid hour productivity at the task level. The system 100 automatically adjusts the daily Percentage of distributed time for productive tasks in order to create an allocation model for the sum of the indirect time, which will be distributed across the direct tasks proportionately. [00561 While the previous discussion describes how an employee is able to view his or her personal production, the employee's production data can be combined with the production data of other employees. For example, it is contemplated that the manager of a team that includes one or more employees will 19 have a managerial productivity and utilization tracking system 200 that is in direct or indirect communication with each of the productivity and utilization tracking systems 100 of the employees of the team. In one embodiment shown in FIG. 7A, the managerial productivity and utilization tracking system 200 is in direct communication with the productivity and utilization tracking systems 100. Such communication can be either a hard wire or a wireless connection. The manager will be able to initiate a process at system 200 that will cause the productivity data of the team members to be sent to the memory 106 of system 200, wherein microprocessor 104 of system 200 performs calculations on the data periodically, such as daily, by using a supplemental Microsoft Excel worksheet with auto updates, pivot tables, charts and graphs. Thus, various reports can be generated so as to be shown on display I 10 of system 200. The reports can also be printed via printer 112 of system 200. Note that the reports can include reports regarding a particular process or sub-process, a productive task, an employee and a date. [0057] In another embodiment shown in FIG. 7B, the data from system s 100 is sent off site to a central processing system 300 that includes a memory 106 and microprocessor 106. The microprocessor 106 of system 300 makes calculations periodically, such as daily, by using a supplemental Microsoft Excel worksheet with auto-updates, pivot tables, charts and graphs. Thus, various reports can be generated so as to be shown on display 110 of system 200. The reports can also be printed via printer 112 of system 200. [00581 In either of the embodiments of FIGS. 7A-B, the manager will be able to initiate a process that will cause the productivity data of the team members 20 to be processed into usable reports and graphs shown on display 110 of system 200. From such information, the manager will be able to evaluate the productivity of the team. (00591 An example of a monthly productive hour productivity report generated from the combining of data described previously is the report shown in FIGS. 8A-C. The table includes columns for task, date and the productive hour productivity of an employee (A, B, C, D, E, F, G or H in FIG. 7A) for a task, wherein the productive hour productivity for a particular time period, such as a day, is the total units divided by the number of productive hours in such a time period. The total units are defined to be the total number of productive units (output volume) processed by a specific process by an individual team. An average productive hour productivity for the day's work was actually performed for a task is calculated offsite. A graph can also be generated for each task that shows the productive hour productivity for each employee in a team as shown in FIG. 9. [00601 Another productivity table that can be generated from the combined productivity data of the employees is shown in FIGS. 1OA-13. The table breaks down for a particular team of employees the total daily hours worked in a time period, such as a month, the sum of total quantity processed and productive hour productivity for each process, sub-process and task. Note that the numbers in shade are automatically calculated by microprocessor 104 of system 200 of the embodiment of FIG. 7A or by the microprocessor 104 of system 300 of the 21 embodiment of FIG. 7B from the productivity data entered in the productivity and utilization systems 100 of the employees of the team, [00611 Another productivity table that can be generated from the combined productivity data of the employees is shown in FIGS. 1 A-B. The table breaks down for a particular team of employees the total indirect daily hours worked each day during a time period, such as a month. A grand total is calculated for each day for each team member. [0062] Another productivity report that can be generated from the combined productivity data of the employees is shown in FIG. 12. In particular, a pie chart showing the distribution of direct tasks during a time period, such as a month, is generated by the managerial productivity and utilization tracking systems 200 of FIGS. 7A-B. Note that the tables of FIGS. 8A-C, 10 and I lA-B and the graphs/charts of FIGS. 9 and 12 can be shown on display I10 of system 200 of either of the embodiments of FIGS. 7A-B. [00631 Note that other reports/graphs/charts can be generated by the systems of FIGS. 7A-B by analyzing other production parameters, such as paid hour productivity, total cost, unit cost and total units. Total units are defined to be the total number of productive units (output volume) processed for a specific process, by an individual team during a given time period, such as a month. Total cost is the total loaded payroll cost for a given time period, such as a month, charged against a specific process. Unit cost is the total cost divided by the total units for a given time period. Paid hour productivity is defined as the total units divided by the total paid hours in a given time period, such as a month.

22 [00641 The employee can generate a report regarding his or her utilization via the productivity and utilization system 100 of FIG. 1. This is accomplished by having the user click on the myUtilization tab on the home screen 114 of FIG. 2. Clicking on the myUtilization tab results in a utilization screen 120 being shown on display 110. As shown in FIG. 13, the utilization screen 120 shows a table and graph showing the utilization rate calculated for each day of a particular month, wherein the utilization rate determines the actual percentage of hours available to perform work tasks. The utilization rate for a particular time frame, such as a day, is calculated by the microprocessor 104 and is defined to be the total productive hours during the time frame divided by the total paid hours during the time frame. The total productive hours is the total number of actual productive hours charged by members of a specific team against a specific process. The total paid hours is the total number of actual hours charged to a specific product code by members of a specific team against a specific process. When the data rows are exported from the data collection tool, not all rows are equal. Some rows are individual time entries per day. Some rows have data with daily totals. Some rows are header rows. Some rows are monthly total rows. The rows are identified by the field Time Type so that reporting can be done on multiple levels. [0065] Note that the calculation of the utilization for an employee may include: 1) calculating the sum of the time applied to direct tasks each day (total direct time), 2) calculating the sum of the time applied to indirect tasks each day (total indirect time), 3) automatically calculating the sum of the total direct time 23 and the total indirect time (total time) and 4) automatically calculating the result of the total direct time being divided by the total time. [00661 The employee's utilization data can be combined with the utilization data of other employees via the systems shown in FIGS. 7A-B. The manager initiates a process that causes the utilization data of the team members generated by systems 100 to be sent to system 200 of FIG. 7A or system 300 of FIG. 7B where calculations are made periodically, such as daily, by using a supplemental Microsoft Excel worksheet with auto-updates, pivot tables, charts and graphs. As shown in FIG. 14, one possible report that can be generated is one that shows the average daily utilization rate of each team member for each day of a particular period of time, such as a month. From such information, the manager will be able to evaluate the utilization of the team. [00671 In order to aid the manager and company in their financial forecasting, the system 100 gives the employee the ability to provide information regarding anticipated planned days off for the employee. For example, when the employee clicks on the myForecast Tab, a table as shown in FIG. 15 will be shown in on the display 110. The table sets forth dates, days of the week, standard hours, holiday hours and planned holiday hours ("myHours") for a particular time period, such as a month. The dates and days of the week can be changed by clicking on the corresponding headings. The employee only enters the number of hours he or she is planning on working for each day of the time period. The microprocessor 104 fills in the planned standard and holiday hours data based on the assumptions that: 1) the sum of standard hours and holiday hours for a 24 particular day that an employee is scheduled to work is at least 8 hours (anything beyond 8 hours on regularly scheduled work days and any hours on non-scheduled work days will be considered to be overtime and which can be calculated and displayed for each day if desired and 2) any time entered for a non-scheduled work day is overtime and should go under the standard hours column. The data entered can be combined with similar data from other employees by using the systems of FIGS. 7A-B. [00681 While the displays of FIGS. I and 7A-B generate screens showing data regarding utilization and productivity, they can also be used to generate advice screens that present advice to the employee and manager. Such advice screens can be the screens showing the utilization and productivity data. For example, say an employee enters hours for direct tasks that are below goal, the screen can send a message to the employee reminding him or her that they are behind goal. Similarly, if the employee is using an inordinate amount of time on indirect tasks, a message can be generated on the screen to inform the employee of the situation. In addition, if the employee is spending a large amount of time on a non-critical project and the business needs another project to be completed in an expeditious manner, then a message can be sent recommending that the employee start working on the other project. Similar messages can be generated on the manager's screen in the display 110 of system 200 so that the manager is alerted as to whether particular projects are on schedule for completion or whether particular employees are having problems meeting productivity goals. The screen can also offer advice on how to address any problems that are identified on the 25 screen. Furthermore, instructions regarding the data entry process can be obtained by moving a cursor over a functional area of the screen so that an explanation will pop up. [0069] The invention may be embodied in other forms than those specifically disclosed herein without departing from its spirit or essential characteristics. For example, it is possible to replace the Excel presentation of data with a web-based, scalable version that would provide for real-time reporting and comparison capabilities across service delivery centers and locations. Integration with a time keeping system, such as Accenture's ATRES system. [00701 The time keeping system can be embedded in the above described web-based version. In addition, more parameters can be used to fine tune the analysis, differentiating between regular and overtime hours, pay period week, sub-team identification, process category, service lines/service delivery units (such as employee benefits, payroll Processing, employee services and call center operations), outsourcing group, capability offering, geography, region, delivery location and operating group. With the addition of more parameter, it would be possible to do the following calculations and analysis: 1) measuring individual performance against the "Speed of the Process", 2) managing utilization by person by team, 3) capacity planning and real-time line balancing decisions, 4) forecasting when there is a variation in capacity or demand, 5) measuring monthly production (client demand) trends by person by process by day, 6) calculating process cycle efficiency (total direct time divided by cycle time), 7) evaluating total time applied to tasks which are common to multiple value streams 26 (complexity), 8) perform line-balancing decisions, 9) implement OpEx lean methods and 10) completing calculations needed for implementing workload leveling. The described embodiments are to be considered in all respects only as illustrative and not restrictive, and the scope of the invention is commensurate with the appended 5 claims rather than the foregoing description. [00711 Throughout this specification and the claims which follow, unless the context requires otherwise, the word "comprise", and variations such as "comprises" and "comprising", will be understood to imply the inclusion of a stated integer or step or group of integers or steps but not the exclusion of any other integer or step or 10 group of integers or steps. [0072J The reference to any prior art in this specification is not, and should not be taken as, an acknowledgement or any form or suggestion that the prior art forms part of the common general knowledge in Australia. 14105/09,ct17963.aincided spci 14-may-09.3

Claims (6)

1. A productivity and utilization tracking system for an organization that includes individuals, the system including: 5 an input device; a processor in communication with said input device; a memory in communication with said processor, wherein said memory includes a database for each of said individuals of said organization that: 1) identifies each direct task worked on by each of said 10 individuals during a session of work, 2) includes direct time applied to each of said indentified direct tasks during said session of work, and 3) includes a number of units processed or completed for each of said identified direct tasks corresponding to each of said applied direct times, 15 wherein each direct task, direct time and number of units is entered into said memory via said input device; and a visual display electrically connected to said processor, wherein said processor prepares a screen to be shown on said visual display, said screen containing information regarding productivity and/or utilization for an individual 20 based on direct tasks, direct times and number of units associated with said individual that are present in said database.

2. A productivity and utilization tracking system according to claim 1, wherein said processor prepares an advice screen that provides advice to said individual in 25 which said screen contains information for said individual regarding said individual's productivity and/or utilization.

3. A method of tracking productivity and utilization information regarding an individual of an organisation, the method including: 30 entering information regarding said individual into a database that: I) identifies each direct task worked on by said individual during a session of work, 14105109,cL 17963.amcndeidclaimsj4-may-09,27 28 2) direct time applied to each of said identified direct tasks during said session of work, and 3) a number of units processed or completed for each of said identified direct tasks corresponding to each of said applied direct times; and 5 displaying information regarding productivity and utilization for said individual based on said direct tasks, said direct times and said number of units that are present in said database.

4. A method according to claim 3, further including providing advice to said 10 individual regarding productivity and utilization of said individual based on said entered information.

5. A system according to claim 1, substantially as hereinbefore described with reference to the accompanying figures. 15

6. A method according to claim 3, substantially as hereinbefore described with reference to the accompanying figures. I 4/05109,c. 17963.amended claims.14-may-09,28