Task planning

Task planning involves the analysis of specific actions involved in carrying out a job, in order to establish a more productive procedure for completing that job.

The first step in this process is to select the task to be analyzed. For the novice task planner, it is wise to select a simple task such as buttering bread or assembling salads. A complex task such as cleaning a room might be broken down initially into components such as making the bed and dusting the room. As the task planner develops more skill and confidence, more complex and time-consuming tasks can be identified and analyzed. It is preferable to select tasks that can cause bottlenecks in production or are frustrating for employees.

A variety of factors affect each task to be analyzed. All factors must be identified and made part of the analysis.

Tasks are affected by the accessibility and storage of raw materials used in performing the job. It is important that all materials be easily accessible to the work area. In one hotel studied, it was found that 20 per cent of a room cleaner's time was spent in getting linen from the linen room. A major reason for this was that a linen shortage made adequate stocking impossible. The answer was to establish a system of stocking linen and other supplies in a closet on each floor. Because cleaners had adequate, accessible supplies, they were able to clean 16 rooms instead of 13 in a regular day. This resulted in a savings of 10 per cent on the housekeeping payroll. A key principle is that the handling of materials does not add to their value. Such handling, therefore, should be kept to a minimum.

The process used refers to the steps taken in completing the task. The proposed process should be identified early in the task analysis. For food preparation, this would involve identifying each item on the menu and its proposed preparation method. The process of cleaning a room might be: make the bed; clean up loose trash; empty ashtrays into a wastebasket; clean the bathroom, doing the floor last; clean the Venetian blinds; dust surfaces and furniture; vacuum the floor; and rearrange the furniture.

The standard of performance desired affects which tasks must be performed. A fine restaurant emphasizing its use of fresh ingredients will require different preparation methods for its menu items than a fast-food operation that relies heavily on convenience products. Each aims at producing a quality product, within the boundaries of the price-value relationship. That is, there must be a customer perception that the value received is more than or equal to the price paid.

The method of preparation and even the process can be affected by the quantity to be produced. For large- quantity jobs, the capital investment for a piece of equipment may be less in the long run than the labor cost of several employees.

Hamburger patties may be prepared in different ways, depending upon the quantity to be produced. Large numbers can be prepared by portioning the ground meat on a baking tray on top and pushing gently to flatten the patties. The second tray is then ready for filling. Another large-quantity method is to spread the meat evenly in a rectangular baking pan, cover with waxed paper, flatten with a rolling pin, and cut into squares before cooking. Small quantities can be shaped by hand.

Work stations should be sufficiently large to allow for the tools and utensils necessary to complete the required tasks. Tasks that require the use of the same tools or utensils should be performed at the same place, whenever possible.

It is necessary to take into account the equipment necessary and available for completing a task. Financial constraints may limit the purchase of more productive or energy-efficient equipment. In other cases, little cost is involved; the use of two French knives, for example, will double the cutting action in dicing onions. In the kitchen, difficulty in performing certain tasks often can be traced to blunt knives.

The number and type of employees used greatly affects the cost of performing a task. Maximum efficiency results from having the least number of employees necessary. It may not, however, result in minimum cost. In one operation management was extremely cost conscious, keeping staff to a minimum. But an examination of the kitchen payroll showed excessive overtime. An analysis of the operation revealed that existing employees could not complete the required work in normal working hours. The pressure was reduced by hiring two additional employees. The result was that most of the overtime payments were eliminated and overall payroll costs were reduced.

Another factor that must be considered is the quality of the service provided. Sufficient employees must be scheduled to ensure customer satisfaction. The saving of an employee's hourly wage must be weighed against any loss of business through guest dissatisfaction.

The skill level of the employee must also be considered. The key is to delegate tasks as far down the line as possible commensurate with the employee's ability to perform the delegated task. In other words, have a simple, minimum wage task performed by a minimum wage employee.

Proper location of each work center within the facility helps increase the productivity of each task. Easy flow of materials is important. One tool to aid this process is a flow diagram, which shows the flow of materials between the various functions for a particular operation. A typical flow diagram for a food-service facility is illustrated in Exhibit 7. A study of this kind helps determine the most effective placement of one work station relative to the others. Within each department, similar flows can be identified to aid equipment placement.

Timing refers to both how long it takes to perform a task and when it has to be done relative to the completion of other tasks. With certain menu items, for example, several tasks may have to be completed at the same time. This probably means more than one employee would have to be involved. Alternatively, some tasks might be completed ahead of service and the products combined by one employee at the last minute.