News


LOMAXIM: Definition?

September 22th, 2015

These are our figures

Let's talk about GREASE

September 21st, 2015

If we analyze the studies that are being published regarding the improvement of productivity due to schedules optimization, we see how all are focused on minimizing overtime.
Some examples:

https://www.adp.com/workforce-management/docs/whitepaper/workforcescheduling2011.pdf

http://www.digitaldispatcher.net/wp-content/uploads/2013/09/150-Company-Study-2013.pdf

http://chinagorman.com/tag/aberdeen-group

However, in LOMAXIM we go much further. If we see a map of needs and a timetable, we quickly see some areas that do not fit between them:
Two types of situation are diminishing productivity in companies:

   a) We have customers unattended because no employees available at the right time.

   b) We have employees who cannot attend customers as there are any at that time (this is particularly abundant).

But, if we extend a shift for better covering the peaks in the afternoon, means we will pay overtime: (extension of shift 3)

Thus, we are paying the outlined hours in green by current price and blue like overtime with extra cost:

If we not only optimize overtime as all reports are exposing, we probably would face a situation like this:

We move the shift and avoid overtime, but not enough, we are wasting 8 units of time.

By law, we can not change our block of contracted time every half hour to suit our needs.

That's where the LOMAXIM discovers the GREASE that will allow us to join the block of efforts needed and the block contracted time without squeaking.

How? Not paying twice a number of hours (green hours + blue hours increased by overtime costs).

Through automatic optimization achieved by LOMAXIM, we require the employee not to come to work during the hours in green (as no task needs to be done) coming later (blue box).

For improving the match of these two blocks, we have developed the TIME BALANCE, allowing the employee to include in it the hours not worked regarding contracted hours (as there is no workload) and returned them when the workload is demanding (periods of intensive work).

In this example only a single day is considered, but imagine when a fortnight comes with low workload demand and the next one is highly demanding.

With this simple exercise, we move from paying 2.5 hours (peak work attendance) to 1 as the hours to be made in blue are not going to be extras. In addition, we will keep in the time balance all wasting hours so we can use them later.

The situation would be then:

At baseline we were wasting 11 frames. In the new situation, only 4, but also initially we were paying 15 + 4 extra and passed to only 11 without any extra.

If we focus on the reports' objectives, we can save only delta between normal and overtime costs, but in our case, we are even saving wasted hours.

This concept is what allows us savings of between 12-20% in wages.

New project = doubts

Sep 01, 2015

When LOMAXIM began to emerge as a methodology and project, there were many doubts.
Where true all asuptions? Do we were leaving some variable that prevented obtain the defined objectives?
Once again, we see that there is a real problem in business management regarding staff as eleconomista.es article points out. El 20% de la jornada laboral supone una pérdida de tiempo, dinero y recursos

Does the business world in Spain begins to understand that things can be done in a better way?.

McKinsey&Company draws the way

August 28, 2015

Brilliant article from McKinsey&Company consultants, completely aligned with LOMAXIM business methodology

Smarter schedules, better budgets: How to improve store operations

Our customers have already achieved the productivity gains mentioned in it.

Congratulations!.

¿Startup in your company?

August 25, 2015

Seems evident that many things are changing in our day to day.

As we can see in Albert Riba's blog its a fact that so many companies needs to review / redesign strategies and processes regularly.
From LOMAXIM we offer our experience in continuous improvement so your new strategies allow to maximize your benefits.

Absenteeism. For your persal

June 30, 2015

Absenteeism is highly refered lately in economic press.

RRHHpress.com
ABC.es

However, that 4.5% of absences is something we can measure, but improve the situation is not so easy.

In fact, when they say the absenteeism can be 'controled', they should say 'measured'. We still don't know any company able to control sickness leaves.

On the other hand, is well known the time lost by any retail employee when customer flow comes to zero may vary from 15% to 25% of the whole working day. In that case, an action is feasible, converting that 15-25% of lost time in profitable periods, increasing the productivity.

¿How can we achieve that? Just establishing the right shifts among the right employees making thme to know what to do at any time.

¿Too hard this implementation? Perhaps with Excel sheets but not with LOMAXIM software. On top of this, you will be able to base your decision on analysis of historical data.

Customer service and cash lines

June 23, 2015

We would like to share with you this fantastic column of Victor Torres. We would like to remark this main ideas:

"If we are able to plan a good labour strategy, it will revert in significant savings at the time best employees can do the tasks in line with their skills.

It becomes essential to have a tool that offers a global vission across departments when companies tries to improve their profit."

Complete article under this link

LOMAXIM in profesionalretail.com

Junio 10, 2015

We would like to share the words profesionalretail.com have written of LOMAXIM.

The article they dedicated to LOMAXIM in profesionalretail.com portal, seems fantastic for us. Great thanks for such good words..

Complete article under this link

¿OPTIMIZE?

May 27, 2015

Seems we are not the only ones thinking on how to optimize the presence of your employees in the stores.

In this link you can find some interesting slides where optimization is treated seriously.

We also base our efforts in a flow of customers prevision. This can come measured in:

  • Foot fall
  • Sales
  • Tickets
  • Units of product
  • etc.


As a result we get a timetable with optimized shifts covering our customers flow.

In our case, on top of the customers flow, we also consider the operational tasks which could be 25-30% of total effort.

Big question

May 12, 2015

Many questions seems to have simple answers and management belive it so. But unfortunately not all of them are so ovbious.

Fist I would like to do is: How many employees do I need for each of my stores?.

This question seems to be quite simple, but the right answer goes through answer all these other questions:

  • When do I need them? All along the customer service attention lapse? Before? After closing?
  • Do they know what to do at any time? Is it enough having them at the store or do we need a task assigned for each of them, sales or operational tasks?


Next consideration that comes up are the contractual differences...

Some of them probably will be on holidays or sick leave.

In case our oppening hours include Sundays, they will have to rest at least one day per week. What will be the best day for each of them? Does it coincide with their preference?

Some of them will accept to work extra hours, some others cannot.

Finally a question that seems simple comes to high dificulty.

Helping us comes LOMAXIM, a system that considering all these parameters is able to generate an optimized timetable that will allow us an increment of our productivity in a sales point. The main goal is to increase sales thanks to a better customer service and attention.

¡¡There is much more than timetables!!

April 29, 2015

Certainly, timetables can be done manually, but after that will you be able to obtain the main ratios that present the evolution of your company?

LOMAXIM brings you the opportunity to define the relevant ratios and indicators that will be presented in a DASHBOARD and alarms can be triggered when this ratios exceds maximum or minimum forseen values.

On top of that, you will be able to attend its evolution along the time for each of them.

Take advantage of LOMAXIM power and monitor the compliance of your employment policy or strategy with no adtional efforts.

You can identify quickly which are the sale points not complaing with ratios, so you can take decisions and draw action lines for recondut the situation.

Some examples:

  • Sales per hour (Productivity)
  • Time with unsassigned tasks / Total time (Presentism)
  • Absences / Payed (Absentism)
  • Cost in time per task

4 out of 10 potential customer change their mind after long time in the cash queue

April 27, 2015

Following article published in Distribución Actualidad, we can say it is an issue solved by LOMAXIM.

Thanks to the customer flow monitoring, LOMAXIM generates in an automatic way your timetables establishing more shifts during high customer flows, always considering your employees availability and their preferences.

Shifts don't have to be regular lenght or constant all along the week, logically needs to be adapted to the requeried efforts.

The oppostit approach stimulate the time laps with unassigned tasks, bringing our productivity ratios to minimum and feed our long queues of unsatisfied customers.