Ilm 2
Planning and Allocation work
The Thorn Lighting Commercial Policy affects the work of my team. Our main objective is to hand over all lighting controls projects on time and within budget.
Our team planning starts every Monday morning when I run the weekly sales report, this shows me all new projects that have been ordered over the last week. The new projects are added to our status log which allows us to keep track of the progress of over 40 different projects. We have a defined process with milestones to ensure that projects run smoothly, everyone in the team has their own specific tasks which start running when a new project is received.
Requests for schematics and lighting controls drawings are received and allocated via a joint process shared with our lighting design team. The request is sent to an inbox, I then discuss the requirements with the controls specialist and discuss the timeframe to see that it is achievable. The work is the assigned to the designers’ handler until the work is complete and has been delivered.
Monitoring your teams work
The teams work is reviewed every month by the creation of a monthly commissioning report, this shows the commissioning projects that have been completed over the last month and if they were delivered within the estimated timeframes.
We have constant status updates as well as a weekly meeting to discuss the progress of projects, we also interact with salesman, sub contractor engineers as well as the consultants and project managers of our clients, if a member of my team was underperforming I would know about it. If there are any issues I could talk about it with the team member and work with them to adjust a process or other component to prevent it from happening again.
As my team are the lighting controls specialists we often find ourselves involved with many different departments throughout the business, this can affect our productivity in relation to our projects. Supporting our colleagues in
The Thorn Lighting Commercial Policy affects the work of my team. Our main objective is to hand over all lighting controls projects on time and within budget.
Our team planning starts every Monday morning when I run the weekly sales report, this shows me all new projects that have been ordered over the last week. The new projects are added to our status log which allows us to keep track of the progress of over 40 different projects. We have a defined process with milestones to ensure that projects run smoothly, everyone in the team has their own specific tasks which start running when a new project is received.
Requests for schematics and lighting controls drawings are received and allocated via a joint process shared with our lighting design team. The request is sent to an inbox, I then discuss the requirements with the controls specialist and discuss the timeframe to see that it is achievable. The work is the assigned to the designers’ handler until the work is complete and has been delivered.
Monitoring your teams work
The teams work is reviewed every month by the creation of a monthly commissioning report, this shows the commissioning projects that have been completed over the last month and if they were delivered within the estimated timeframes.
We have constant status updates as well as a weekly meeting to discuss the progress of projects, we also interact with salesman, sub contractor engineers as well as the consultants and project managers of our clients, if a member of my team was underperforming I would know about it. If there are any issues I could talk about it with the team member and work with them to adjust a process or other component to prevent it from happening again.
As my team are the lighting controls specialists we often find ourselves involved with many different departments throughout the business, this can affect our productivity in relation to our projects. Supporting our colleagues in