Analysis of Work Time Use in Processes

Identify disruptions in work organization, analyze their causes, and reduce them by improving processes.

Reduce the need for overtime through better process organization and faster disruption detection.
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The course of the workday

The TIMATE system records the course of the workday using TIMATE cards, including periods of activity in processes as well as periods of limited activity or waiting. Based on the activity level and information about the facility zone, it creates an indicative workday chart that supports the analysis of the course of business processes and work organization in specific areas.




The higher the bar, the greater the intensity of physical activity. A low bar may indicate a waiting period, an organizational break, or another disruption in the process. Such a chart is supportive in nature and should always be interpreted in the context of the role, type of tasks, and working conditions.

The person responsible for the process, who sees this chart and knows the role, scope of tasks, and workplace, can analyze what causes the disruptions and how they affect the course of the business process. Their causes may include waiting for goods, work organization, task preparation, scheduled meal breaks, or other operational conditions. In addition, supervisors receive descriptive information about the course of the workday and an indication of areas requiring attention. This allows them to analyze recurring deviations visible in the course of work that may affect process organization, such as delayed work start, extended task execution time, or the occurrence of overtime.

What can be done to optimize work time utilization in processes?

Analyze from the big picture to the details

Check a simple indicator that continuously shows the level of work time utilization in processes. It indicates in which areas of work organization unused resources or resource shortages may occur under the current way tasks are carried out. Thanks to it, you can assess the scale of the problem and identify the facilities in your plant where disruptions occur. Then move on to a detailed analysis of the causes and the course of the process.




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Analyze physical work in production halls

Greater movement intensity during the day, measured by the cards, may indicate greater physical activity related to task execution. Such measurement helps determine indicative patterns typical for a given role or process. Limited activity may signal a waiting period, an organizational break, or another disruption. The proportions of time spent on physical activity and breaks are worth analyzing to check how work is organized in the company within specific processes. Conclusions should primarily concern work organization and the course of the process, and should not be drawn automatically solely on the basis of the level of movement itself.





Analyze mental work in offices

In the case of mental work, changes in movement intensity during the day may indicate differences in how tasks are performed, workstation organization, or the course of cooperation between teams. Such measurement helps determine indicative patterns typical for a specific type of work at particular roles. These data support workstation optimization and make it possible to capture differences resulting from introduced organizational changes. The system also makes it possible to analyze the share of physical activity and stationary work at a given role, which helps describe processes in which work combines both types of tasks. In the case of mental work, activity indicators are not equivalent to an assessment of effectiveness and should be interpreted only in a broader organizational context.

Identify detailed causes of downtime in the company

Downtime may be caused by organizational errors, external causes, resource constraints, or other operational disruptions. The TIMATE system helps determine when, where, and in which processes downtime occurs. The system creates charts and tables with data that make it possible to analyze the scale of the phenomenon and direct attention to areas requiring verification in practice. Thanks to this, supervisors can more accurately verify the source of the problem, draw conclusions, and improve process organization.




Check how much can be improved after identifying downtime at work

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Analyze work time utilization

The system prepares feedback on the course of work in processes in relation to the role, workplace, and assigned tasks. Managers receive on their cards simple information in the form of the icon when the course of work in the supervised processes falls within the adopted organizational assumptions, or the icon when an increased scale of downtime requiring explanation appears. Such information signals the need to check the situation in the process, but does not replace the assessment made by the supervisor in the actual work context.





See how workplaces are used during working time

The system provides “heat maps” and statistics on dwell time and activity levels in individual zones of facilities. It is worth examining how workplaces are organized and how the facility infrastructure is used in order to improve logistics or production processes. Sometimes even changing the arrangement of goods or workstations can reduce unnecessary movement and improve the course of work.