Driving speeds on the various types of road would normally be placed into some computerized software, either mainframe or PC based (for example DIPS or Auto route Plus), so that driving times can be established in advance. It should be emphasized at this point that the use of such powerful packaged gives great benefits but they invariably need tailoring to a Indonesia company's needs. They are generally based on standard road classifications, though a road through a city centre at 5.00 am will hardly be like a normal urban road. An example of journey workload evaluating is shown in Table 1.
With this information at your disposal it is a relatively simple operation to use it to compile new or revised journey schedules with which to obtain greater vehicle utilization. However, one question needs to be answered - how can you ensure that the journey will be completed in the time scheduled? The answer lies in the type of remuneration travel system for driving staff. The conventional means of payment, one based on clock hours worked, is generally unsuitable because it rewards a driver for taking longer to complete a journey. An ideal alternative is one which uses the same base information as above to reward the driver.
This is normally achieved by establishing a wage payment calculating rate per standard hour of workload and paying drivers at the end of the working week for the work which they have successfully completed. The travel system obviously needs to have some safeguards within it in terms of minimum and maximum earnings levels and it can also be tailored to a Indonesia company's needs in other respects, for example early start payments, payments for quality of work and freedom from accidents. An example is set out in Table 2.
Such a travel system of payment has considerable advantages:
1. It rewards a driver for work done rather than time taken.
2. Increased earnings are dependent upon increased workload.
3. Wage costs are controlled by workload.
4. It generally leads to a fairer allocating of work to drivers.
5. It conforms with EC regulations on bonus Indonesia payment systems, that is, spending does not result in greater earnings.
While this may appear to be a 'job and finish' travel system it need not be, and in fact, should not be. Minimum working hours should be specified to avoid the situation that can occur when work standards deteriorate and slacken, drivers finish earlier and the incentive to handle more work disappears. Alternative Indonesia payment systems, such as fixed clock hour payments, can work (and have the same effect), but are usually only suitable where the individual journey and total delivery workloads are relatively constant from one week to another and drivers have an even distribution of work. Otherwise, fixed Indonesia payment systems can run into problems when additional work has to be done.
The standard hour Indonesia payment system should be operating effectively before the information is used to revise delivery schedules. Implementing the travel system in advance of any such revisions allows a period of time to elapse during which drivers prove that they can complete existing journeys within the calculated times. from then onwards the information can safely be used for its main purpose, rescheduling and planning. Rescheduling is normally where the greatest potential exists. it is generally a fact that labor savings cannot be made without reducing the number of vehicles in operation: the prime objective of any rescheduling exercise.
With this information at your disposal it is a relatively simple operation to use it to compile new or revised journey schedules with which to obtain greater vehicle utilization. However, one question needs to be answered - how can you ensure that the journey will be completed in the time scheduled? The answer lies in the type of remuneration travel system for driving staff. The conventional means of payment, one based on clock hours worked, is generally unsuitable because it rewards a driver for taking longer to complete a journey. An ideal alternative is one which uses the same base information as above to reward the driver.
This is normally achieved by establishing a wage payment calculating rate per standard hour of workload and paying drivers at the end of the working week for the work which they have successfully completed. The travel system obviously needs to have some safeguards within it in terms of minimum and maximum earnings levels and it can also be tailored to a Indonesia company's needs in other respects, for example early start payments, payments for quality of work and freedom from accidents. An example is set out in Table 2.
Such a travel system of payment has considerable advantages:
1. It rewards a driver for work done rather than time taken.
2. Increased earnings are dependent upon increased workload.
3. Wage costs are controlled by workload.
4. It generally leads to a fairer allocating of work to drivers.
5. It conforms with EC regulations on bonus Indonesia payment systems, that is, spending does not result in greater earnings.
While this may appear to be a 'job and finish' travel system it need not be, and in fact, should not be. Minimum working hours should be specified to avoid the situation that can occur when work standards deteriorate and slacken, drivers finish earlier and the incentive to handle more work disappears. Alternative Indonesia payment systems, such as fixed clock hour payments, can work (and have the same effect), but are usually only suitable where the individual journey and total delivery workloads are relatively constant from one week to another and drivers have an even distribution of work. Otherwise, fixed Indonesia payment systems can run into problems when additional work has to be done.
The standard hour Indonesia payment system should be operating effectively before the information is used to revise delivery schedules. Implementing the travel system in advance of any such revisions allows a period of time to elapse during which drivers prove that they can complete existing journeys within the calculated times. from then onwards the information can safely be used for its main purpose, rescheduling and planning. Rescheduling is normally where the greatest potential exists. it is generally a fact that labor savings cannot be made without reducing the number of vehicles in operation: the prime objective of any rescheduling exercise.
