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The estimate scales with size and product complexity, so plus 50% and minus 20% is possible. Table 10.1 illustrates a typical scenario and plan for the manual. The time to certification assessment is 12 months from the program kick-off date.
Manual Phases | Scheduled Months for Actions in Gray | |||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Months from kick-off | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 Cert |
Initial drafts due | ||||||||||||
First draft review | ||||||||||||
Final draft review | ||||||||||||
First master published | ||||||||||||
Master review after continuous improvement audit | ||||||||||||
Master review after readiness assessment | ||||||||||||
Master review after certification audit | ||||||||||||
Total writer/editor/research days | ||||||||||||
ISO management representative | 32 | 8 | 8 | 4 | 2 | 2 | 2 | 8 | 2 | |||
Technical writer | 40 | 16 | 4 | 2 | 2 | 2 | 4 | 2 | ||||
Clerical | 40 | 16 | 8 | 4 | 4 | 2 | 8 | 2 | ||||
ISO administration subtotals (hrs) | 32 | 88 | 32 | 16 | 8 | 8 | 6 | 20 | 6 | |||
General manager | 8 | 4 | 2 | 1 | 1 | 1 | 1 | 1 | 1 | |||
Engineering manager | 12 | 6 | 3 | 2 | 1 | 1 | 1 | 1 | 1 | |||
Operations manager | 12 | 8 | 4 | 2 | 1 | 1 | 1 | 1 | 1 | |||
Purchasing manager | 8 | 4 | 2 | 1 | 1 | 1 | 1 | 1 | 1 | |||
QA manager | 16 | 12 | 8 | 6 | 4 | 2 | 1 | 4 | 2 | |||
Marketing and sales manager | 84 | 21 | 1 | 1 | 111 | |||||||
HR manager | 8 | 4 | 2 | 1 | 1 | 1 | 1 | 1 | 1 | |||
Finance manager | 4 | 2 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | |||
Supervisors | 16 | 4 | 1 | 1 | 1 | 1 | 1 | |||||
GM and staff subtotals (hrs) | 76 | 44 | 40 | 19 | 12 | 10 | 9 | 12 | 10 | |||
Grand total (hrs) | 108 | 132 | 40 | 19 | 12 | 10 | 9 | 12 | 10 | |||
Grand total of hours = 448 employee hours | ||||||||||||
ISO administration = approximately 27 days | ||||||||||||
Approximately = 56 employee days | ||||||||||||
GM and staff = 232 hours = approximately 29 days |
As indicated in Table 10.1, to create a manual of approximately 50 pages requires a considerable effort of the entire staff—approximately 56 employee days. This is not a one-two-three exercise, and the effort includes team meetings and considerable dialogue. This estimate assumes that the development of processes has been completed before work begins on the manual.
As indicated, the load is greatest on quality assurance because we have assumed that at least internal quality audits and metrology have been assigned to that group, along with inspection and testing. The potential loading on each department will become clearer as we proceed through the rest of the text.
The result of such an effort is a manual that makes sense to all of its readers and propagates a favorable impression of the organization both from a strategic and technical standpoint.
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