Reducing Kitchen Overtime Payments Project # 82462 Sheraton Grand Hotel & Spa Project Leader – Jill Easton Project Sponsor – Sacha Cauwels, Food & Beverage Director Black Belt – Peter Cullen Master Black Belt – Paul James Project Justification Problem / Opportunity During 2001 our kitchen paid out just over $109,000 in overtime payments. So far in 2002, our kitchen payroll is already $39,000 over budget as we head towards the busy Xmas and New Year period. We have 2 more full time members of kitchen staff than we have budgeted and we only have marginal equivalent increases in F&B revenues. 2003 budget is written with the same ‘headcount’ (no. of staff) as 2002 and there is no plan to alter the structure or operational style of the kitchen. If the pattern of the last few years is not changes, the likelihood of kitchen payroll being considerably over-budget again next year is very high. Overtime Payments Structure:Overtime Payments (1.5 x) are paid on any hours worked beyond 40 hours a week Double Time Payments (2.0 x ) are paid if the person is asked to work on the 6th or 7th day of their week Context:The hotel has 2 restaurants (outlets)…The Terrace (120 seater buffet) and The Grill Room (45 seat 3 Rosette fine dining) and a large Banqueting operation able to do sit down meal x 450 All meals are prepared in a central kitchen traditionally split into 4 ‘corners’ Supplier Input Process Output Customer SIPOC SIPOC chart is used to visualise the overall process and all the different elements that need to align in-order for it to happen Do kitchen rotas coincide with restaurant opening hours? Marketing Advertising Rest Mngmnt Awareness Bookings process Opening hours Diary Bookings Exec chef Menu Sous chefs Menu planning Guest The second main use of the SIPOC chart was to generate ‘searching questions’ that we can use to explore certain theories Guest arrives at restaurant Guest chooses meal Covers Restaurant What is the range and complexity of the menus and dishes that are on offer? How Choice / Order long does each one Server take to prepare? Restaurant Service staff Recommendations Guest Guest’s choice Rest rota Server HR Order taking proc. Rest Mngmnt Note pads & pens Server Order / Check Micros Software Server takes order Check put through to kitchen What are the most popular dishes in each outlet? How complicated are the most popular dishes and how long do Check they take to make? Kitchen Check-on Separate corners Printers Which section of the kitchen generates the most overtime? What role do ‘stores’ play in delivering produce to the kitchen? Additional notes Printer How are the kitchen rotas put together? What are the effects of holidays, sickness etc? Order HR Chefs Exec Chef Staffing / Rotas Stores Different corners External Suppliers Ingred. / stores Deliveries Mise en Place How much prep is involved? How far ahead does it get done? Meal cooked Chefs Is there enough equipment available at the right time? Do chefs have to wait while Stewarding equipment is washed & cleaned, for example? Meal Server How do the chefs know what to do? Do they have to run around and find someone to ask? Recipes Pots & Pans Ranges & Ovens Crockery Server Original order Kitchen Servers Restaurant Meal Engineering Bell system For big functions, how much can be cooked at once? Meal served Meal Served Trays Guest Meal Cutlery Place settings Rest M.e.P Service staff Customer eats meal Revenue Guest satisfaction Guest Voice of the Customer Comment Issue Requirement “The outlets have outgrown the kitchen. We’re expected to do more and more with fewer and fewer chefs” Menus (esp. Banqueting & Bar) are far more extensive and complicated than they used to be. Meanwhile, kitchen ‘headcount’ has reduced from 31 to 27 Budgeted staffing levels should reflect the business levels and workload required to provide the service that the hotel demands “Everything goes through the sauce corner” There are obvious bottlenecks in the way the kitchen operates. Bottlenecks cause inefficiency and waste time Review operating procedures & processes “Lots of jobs in the larder can be really long and boring. Being on the veg. section can mean peeling carrots for 3 months” Preparing all food from scratch leads to boring, monotonous jobs with very little variety. Jobs should be varied and interesting to prevent excessive staff turnover and dissatisfaction. Purchasing pre-prepared items could eliminate much of this unnecessary, demoralising work “Banqueting menus are mostly old Grill Room menus” Menus that are now made en-mass for functions are based on intricate and complicated dishes that were originally served in our 3 AA Rosette Fine Dining restaurant Menu engineering should encompass all aspects of preparing the dish. Labour demands, complexity, kitchen capacity etc should be taken into account as well as Cost Of Sales etc Voice of the Customer Comment Issue Requirement “The split-shift for The Grill is 10-3 then 7-11. The Grill opens at 7 so to get all your prep done, you need to be here about 1½ hours before then!” Kitchen rota is not written according to the work that is actually required to be done Kitchen rota should reflect both service times and preparation time needed “Doing a steak dinner for 300 people is a nightmare. We can only do 10 steaks on the grill at once” Some menus are not necessarily easy to prepare and cook which gives rise to labourintensive production methods Menu engineering should take into account the cooking methods labour implications a well as more traditional aspects such as Cost Of Sales “Nothing comes is readydone. Everything has to be prepped” All food is prepared from scratch which can be laborious, tedious and boring for chefs and takes up a lot of time Smarter purchasing might be able to alleviate some of the more arduous tasks in the kitchen without any detrimental effect on the customers’ experience. “Staffing is so tight that whenever anyone goes on holiday, someone else had to do overtime” Staffing levels in the kitchen may not be appropriate for the necessary workload. Staffing levels in the kitchen should reflect the business levels and operating style. Voice of the Customer comments gave us further ideas and clues about some of the factors that might be causing the overtime problem Which section of the kitchen generates the most overtime? Total 160 Sum of Hrs @ OT 140 120 100 80 Total 60 Hours at Overtime Rate (1.5x) per chef 20 night staff terrace pastry sauce 0 entre Hours actually worked per chef 40 larder To answer this question we had to collect data from the HR & Payroll system that contained:- Corner Hours worked at Double Time per chef We then manually went through 6 months worth of kitchen rotas, noting who was working in which section between which dates. These two sets of information were then matched together to determine which section of the kitchen people were working in during the periods when they were generating the most overtime payments The feeling among the chefs was that the Larder section would generate the most overtime as this was this was the section with the most diverse demands. While this turned out to be true, it had to be considered that there are up to 6 chefs in the larder section at any one time whereas other sections maybe only have 1 or 2. Therefore, it stood to reason that the larder would generate the most. But was this the full story? To dig a little deeper, we decided to have a look at the same figures again but, this time, average them across the number of people in that particular section… …this time the answer was very different! Which section of the kitchen generates the most overtime? At some point in the past, the night chefs had agreed a shift pattern of 7 nights on, 7 nights off, working 12 hour shifts. Over the course of the 4 week pay period, this means they would normally work 168 hours and should receive:160 hours @ time Average Overtime Hours 40 Average of Hrs @ Dbl + 20% Night Premium 35 + 8 hours @ Time & Half 30 25 20 Total As previously mentioned, the night chefs worked a 7-day week. A horrible possibility began to appear…which Payroll’s timesheets confirmed as being true. 15 10 5 pastry staff terrace entre sauce larder night 0 Corner The night chefs were generating over twice as much overtime each as anyone else in the kitchen. As the 2 night chefs have traditionally done such regular shifts, this seemed very strange. We began to look at what could be causing this! The answer lay in their shift patterns In actual fact, the night chefs were claiming Double Time on the 6th and 7th day of each week that they were working. This meant that they were receiving:160 hours @ time +20% Night Premium + 48 hours @ Double Time Which section of the kitchen generates the most overtime? Total 160 Overall, the generation of overtime across the 3 main kitchen sections was quite even. Sum of Hrs @ OT 140 120 100 80 Total 60 40 We began to look at some of the processes involved in these areas to see if any of the processes could be improved and any time could be saved. We moved on to our next question… 20 Corner night staff terrace pastry sauce entre larder 0 What are the most popular dishes in each outlet? How complicated are the most popular dishes and how long do they take to make? The most popular dishes (across all the outlets) were:Data on the most popular menu items was gathered from the Micros POS system and analysed to give a ‘Pareto’ chart of the most commonly prepared dishes. Any improvements we could make to the processes involved in these dishes would have the greatest impact. French Fries Club Sandwiches Chicken Sandwiches Ham & Apple Chutney Sandwiches Smoked Salmon Sandwiches Menu Item Sales YTD 2003 4500 The ‘Grand’ Burger Sum of No. Sold 4000 Soup of the Day 3500 3000 2500 Total Cream Teas 2000 Egg & Mayonnaise Sandwiches 1500 1000 500 Menu Item 80% of all Outlet Food Orders Pancakes Chocolate Tart Lamb Kofta Chicken Breast Smoked Salmon Duck Broth Flambe Banana Potato Bilinis T Prawn S/Wich Smoked Duck Seared Scallops Ice Cream Beef Medallions Fillet Steak Red Lentil Soup Cheese Selection Creme Brulee Curried Red Lent Herb Salad Caesar Salad Rib Eye Steak PepperSteak Saison 3 Course Bakers Basket Saison 2 Course Fruit Salad Trad Aft Tea Egg Mayo S/Wich Soup Of The Day Grand Cream Tea S Salmon S/wIch The Grand Burger Ham & App S/wic Brunch Chicken S/Wich The Grand Club Open Food French Fries 2 Course Buffet 3 Course Buffet 0 Collectively, these 9 dishes account for 80% of all the dishes that the kitchen produces What follows is a series of flow charts mapping some of the processes involved in preparing some of these seemingly-straight-forward dishes! Ham & Apple Chutney Salad Leaves Handmade Crisps Ham & Apple Chutney Sandwich Filling Handmade Crisps (served with all Sandwiches) Crisps Yam Collect 120 eggs from breakfast fridge or stores Ham Chutney Trim fat from joint Collect blue tray full of apples (approx 40) from fridge Place in steamer for 17minutes Dismantle it Put egg into the manual slicer (see photo) lengthways and slice (120 x) Trim joint further 2 hours 3 hours Put joint onto machine Does it fit? Slice ham Lay slices on metal tray Season & Mix Clingfilm Clingfilm Is clingfilm available? VOC:“We have one roll for the whole kitchen. You can easily spend ½ hour a day just looking for clingfilm” Set up slicing machine Is clingfilm available? Find clingfilm Find clingfilm Cover with clingfilm VOC:“The joints are always too big and never fit” Put vegetables through the slicing machine Put apple quarters in a plastic bucket Collect a big pan from Stewarding Is there a range free in the veg section? VOC:“There’s never anywhere to cook off the chutney. If you ask the veg chefs if there’s a space free, they just bight your head off” Place sliced vegetables in tray Wait until available Fill tray with water Leave in fridge overnight for starch to dissolve VOC:“The chefs in the Terrace just love you when you go and pinch all their stir fry ingredients!” Drain slices Take veg to ‘Bratpan’ fryer Chop & sweat shallots Add garlic & chilli Brat-Pan is one of the most frequently used pieces of equipment in the kitchen and is rarely available One full load of vegetables requires 5-6 separate batches to be fried owing to size of brat-pan Is it available? Fry batches of veg slices Add apples Cook for an hour VOC:“You pretty-much have to stand and stir it all the time or else the sugar in the apples begins to burn to the bottom and it ends up full of little black bits” Spread slices out on trays Leave them under the hot lamps for 2-3 hours Cover with clingfilm Transfer to chiller unit Put in fridge Put in fridge Place them in plastic containers Repeat every 3 days Clingfilm Repeat every 3 days Repeat every 3 days Vegetables have to be put through the slicing machine one by one Collect large flat tray from stewarding Move to available range Collect Garlic & Chilli from Terrace Anything up to 2 hours for a normal ‘batch’ (40 x) Cut each apple into quarters Re-assemble it Rotate egg onto 3rd axis and slice again Add mayonnaise Turn handle until apple is peeled Is it clean? Clean it Turn egg through 90 degrees and slice again Empty perfectly cubed pieces of egg into plastic bucket Peel them (by hand) VOC:“Most of the time you have to clean it first” 3 hours – not including possible delay for availability of range Shell & Peel the eggs (120 x) Beetroot Collect from stores Put each apple into the peeling machine Collect slicing machine VOC:“I’ve never been so bored in my life”” Sweet Potato Clingfilm Wait until available 5 hours - not including overnight soak or possible delay for Brat-Pan Egg Mayo Egg Mayonnaise Sandwich Filling What are the most popular dishes in each outlet? How complicated are the most popular dishes and how long do they take to make? The previous process maps highlight that a great deal of chefs’ hours are spent preparing items that are:Very easily and cheaply bought-in ready-made The cheapest retail food items available in the hotel Add little, if any value to the customer’s experience (eg. Would you really care if the ham in your sandwich was sliced by hand or by a machine?!) A further ‘soul-destroying’ process that the larder performs (although not mentioned previously) is the hand-picking of salad leaves for salads and garnish. Picking leaves is regarded as an on-going joke among the chefs who, on a busy day, can spend up to 6 hours washing, rinsing and picking the leaves. The reason…‘quality and cleanliness’. The large volumes that these items are prepared in means that a small improvement in the process of each would make big impact to the overall workload of the kitchen A different Six Sigma project (concerned with complaints, discounts, deductions and rebates) had discovered 4 separate occasions in 3 months that food had been sent back because of ‘foreign objects’ being found in the salad leaves. It was also suggested that the “soul destroying” nature of some of these processes might be a contributing factor to the staff turnover that exists in the kitchen. Proof-enough that this time-consuming process (done in the name of ‘quality’) was far from effective. Effect of 'Dish Complexity' (hrs per cover) to Kitchen Payroll Kit Payroll = 5663.58 + 109470 Hrs per Cvr S = 1955.12 R-Sq = 66.4 % R-Sq(adj) = 63.0 % 40000 Kit Payroll What is the range and complexity of the menus and how long does each one take to prepare? 30000 Regression “Banqueting menus are mostly old Grill Room menus” 95% CI 95% PI 20000 0.20 If dishes that were designed for a 3 Rosette fine dining room are being mass produced in large volumes as part of our Banqueting offering, it is reasonable to assume that these particular dishes might be quite complicated, labour-intensive and time-consuming to prepare. To verify any link between this and the overtime situation, we again went back to our payroll data. By dividing the number of covers into the payroll data we were able to calculate an ‘Hours per Cover’ productivity measure. A correlation of this metric against the kitchen’s payroll gives a correlation co-efficient of 0.815…considerably greater than the 0.65 threshold 0.21 0.22 0.23 0.24 0.25 0.26 0.27 0.28 Hrs per Cvr A fitted-line regression plot of this data clearly shows that as the ‘hrs per cover’ increases, so does the payroll. It is a positive correlation. This suggests that if the dishes were made simpler then the time required to produce each cover would decrease accordingly and the kitchen payroll would come down How are the kitchen’s rotas put together? What are the effects of holidays, sickness etc? If the chef’s comments were true then you would expect to see a positive correlation (>0.65) between Holiday Hours and Overtime Hours “Staffing is so tight that whenever anyone goes on holiday, someone else has to do overtime” Hrs @ x 1.5 Hrs @ x 2 Total Hrs Worked Hols Hrs Hrs @ Time -0.23 -0.65 0.90 -0.18 Hrs @ x 1.5 Hrs @ x 2 Total Hrs Worked 0.10 -0.02 -0.23 -0.33 0.34 -0.15 Hols Hrs Voice of the Customer comments from the Sous Chef suggest that the current staffing levels are already stretched, working to full capacity and overtime is generated when chefs are either away on sick leave or vacation (owing to covering shifts) It can clearly be seen that there is no such result either for Time & Half or Double Time hours To verify this argument, we went back to our payroll data to see if there were any correlations between no. of holiday, sick, or other un-worked hours and the volume of overtime generated In turn, this suggests that any recruitment of extra chefs (to help cover during holiday periods) would potentially make no difference to the amount of overtime generated. We used Minitab statistics software to generate a correlation study of the data The solution is not to ‘throw people at it’ For a relationship to be established between two sets of data, the correlation result needs to be greater than 0.65 or less than -0.65 Therefore, if the kitchen’s rotas continue to be structured in the same way, this argument can be disregarded as a reason for overtime. How are the kitchen’s rotas put together? What are the effects of holidays, sickness etc? Correllations between hours / over-time hours worked in the kitchen against covers in the various F&B areas “The outlets have out-grown the kitchen. We’re expected to do more and more with fewer and fewer chefs” Further clues to the construction of the kitchen rotas came from a more in-depth correlation analysis which measured the productivity of the kitchen against the number of covers served in each outlet. It was interesting to note initially that the Total Hours worked in the kitchen (all salaried hours plus all overtime hours) bore no relationship to the Total Covers. This suggests strongly that the rotas are not necessarily constructed relative to the business levels in the hotel. 1.5 hrs 2x hrs TTL Worked Hrs Hols hours IRD BF IRD Lun IRD Din Bar BF Bar Lun Bar Din Tce BF Tce Lun Tce Din Gr Lun Gr Din Banq BF Banq Lun Banq Din TTL IRD TTL Bar TTL Tce TTL Gr TTL Banq TTL Outlet Bf TTL Outlet Lun TTL Outlet Din TTL Outlet Cvrs TTL Bf TTL Lun TTL Din TTL Cvrs Time hrs -0.23 -0.65 0.90 -0.18 0.10 -0.09 -0.10 0.60 0.52 0.29 0.05 -0.01 -0.28 0.39 -0.14 0.05 -0.38 0.09 0.00 0.48 -0.14 0.23 -0.12 0.23 0.49 -0.06 0.32 0.24 -0.09 0.05 0.08 1.5 hrs 2x hrs TTL Worked Hrs Hols Hrs 0.10 -0.02 -0.23 0.36 -0.09 0.25 0.25 -0.10 0.19 0.21 0.47 0.62 0.41 0.41 -0.05 0.04 0.42 0.27 0.07 0.69 0.60 0.36 0.36 0.20 0.63 0.64 0.30 0.18 0.61 0.69 -0.33 0.34 0.03 0.11 0.00 -0.45 0.03 0.19 -0.15 -0.14 0.09 -0.37 -0.23 -0.32 -0.12 -0.47 0.04 0.03 -0.11 -0.44 -0.52 -0.23 -0.10 0.12 -0.10 -0.40 -0.20 -0.35 -0.50 -0.15 0.25 0.06 -0.09 0.65 0.63 0.48 0.04 0.07 -0.13 0.44 -0.12 -0.10 -0.52 0.05 0.14 0.64 -0.03 0.28 -0.26 0.25 0.64 0.13 0.52 0.17 -0.16 0.10 0.07 -0.43 -0.28 -0.19 0.03 0.47 0.36 -0.16 -0.53 -0.41 -0.51 -0.36 0.21 0.05 -0.55 -0.40 0.40 -0.54 -0.65 -0.38 -0.26 0.00 -0.15 -0.22 -0.12 0.06 -0.53 -0.46 How are the kitchen’s rotas put together? What are the effects of holidays, sickness etc? The presence of a correlation between Total Covers and Overtime Hours but not between Total Hours Worked possibly indicates further that the rotas are not being constructed around the business Correllations between hours / over-time hours worked in the kitchen against covers in the various F&B areas 1.5 hrs 2x hrs TTL Worked Hrs Hols hours IRD BF IRD Lun IRD Din Bar BF Bar Lun Bar Din Tce BF Tce Lun Tce Din Gr Lun Gr Din Banq BF Banq Lun Banq Din TTL IRD TTL Bar TTL Tce TTL Gr TTL Banq TTL Outlet Bf TTL Outlet Lun TTL Outlet Din TTL Outlet Cvrs TTL Bf TTL Lun TTL Din TTL Cvrs Time hrs -0.23 -0.65 0.90 -0.18 0.10 -0.09 -0.10 0.60 0.52 0.29 0.05 -0.01 -0.28 0.39 -0.14 0.05 -0.38 0.09 0.00 0.48 -0.14 0.23 -0.12 0.23 0.49 -0.06 0.32 0.24 -0.09 0.05 0.08 1.5 hrs 2x hrs TTL Worked Hrs Hols Hrs 0.10 -0.02 -0.23 0.36 -0.09 0.25 0.25 -0.10 0.19 0.21 0.47 0.62 0.41 0.41 -0.05 0.04 0.42 0.27 0.07 0.69 0.60 0.36 0.36 0.20 0.63 0.64 0.30 0.18 0.61 0.69 -0.33 0.34 0.03 0.11 0.00 -0.45 0.03 0.19 -0.15 -0.14 0.09 -0.37 -0.23 -0.32 -0.12 -0.47 0.04 0.03 -0.11 -0.44 -0.52 -0.23 -0.10 0.12 -0.10 -0.40 -0.20 -0.35 -0.50 -0.15 0.25 0.06 -0.09 0.65 0.63 0.48 0.04 0.07 -0.13 0.44 -0.12 -0.10 -0.52 0.05 0.14 0.64 -0.03 0.28 -0.26 0.25 0.64 0.13 0.52 0.17 -0.16 0.10 0.07 -0.43 -0.28 -0.19 0.03 0.47 0.36 -0.16 -0.53 -0.41 -0.51 -0.36 0.21 0.05 -0.55 -0.40 0.40 -0.54 -0.65 -0.38 -0.26 0.00 -0.15 -0.22 -0.12 0.06 -0.53 -0.46 A couple of scenarios that would result in these figures could be:The kitchen are already working at their maximum capacity. Any additional business cannot be absorbed into the existing work hours. So, as soon as covers go up, the kitchen jumps straight into an overtime situation. However, if the rotas were proactively being constructed around the needs of the business, you would expect people to be brought in for whole extra shifts, in which case it would either show in the Hrs @ Time column or the Double Time column. Neither is seen The rotas are constructed irrespective of the business levels within the hotel. So, if any additional volume comes in, it can only be serviced by doing ‘additional hours’ on top of the existing roster. Do kitchen rotas coincide with restaurant opening hours? Terrace Open Close Service Dur. Breakfast Monday - Friday Weekends & Public Holidays 07:00 07:00 10:30 11:00 3:30 4:00 Lunch Monday - Saturday Sunday 12:00 12:00 14:30 15:00 2:30 3:00 Dinner Monday - Sunday 18:00 22:30 4:30 Lunch Tuesday - Friday 12:00 14:00 2:00 Dinner Tuesday - Thursday Friday & Saturday 19:00 19:00 22:00 22:30 3:00 3:30 Grill Room A ’10 Split’ shift is 10am – 2pm then 6pm – 10pm. This means that Lunch Service either finishes at exactly the same time as the shift or, in most cases, later. Given that chefs have to ‘clean down’ their areas at the end of service, how can this get done if the chefs have already gone off-shift half an hour earlier?…unless they are staying behind and generating overtime The same situation exists at the end of Dinner Service Similarly, it is unrealistic that a chef will walk to his station and everything will be fully prepared and ready for service at exactly 6 o’clock - just as service starts Again, the reality of the job means that they will be required to come in early to ensure Mise en Place is complete before service actually starts…and accrue more overtime Our Recommendations were… 1. Re-engineer the Night Chef’s shift pattern so they avoid working 7 days in one session. 2. Re-negotiate the structure of Night Chefs pay to be wholly covered by a fixed salary 3. Trial various bought-in, pre-prepared products to eliminate labour-intensive preparation of highvolume, low-return dishes 4. Re-engineer Banqueting Menu to be more simple and less labour-intensive 5. Assess the possibility of dividing the kitchen to give the Bar and Room Service a bespoke area with all necessary equipment for their relevant menus 6. Use productivity measures in new time-sheet system to ensure that rosters are written relative to the volume and needs of the business 7. Re-align shift patterns to more accurately and effectively meet the needs of the business and the opening times of the outlets, allowing for preparation & pre / post service requirements At the time of writing, the kitchen have already begun to trial various pre-prepared, bought-in food options and the trials are going well. Food & Beverage Control have agreed that deliveries and decanting of meat will be performed by them, removing 4 out of 8 steps from the delivery process and potentially freeing-up an extra hour per day ( equates to over 360 hours per year or just over two working months!) of the Sous Chef’s time! Owing to the imminent departure and replacement of our Executive Chef, the more organisational and timemanagement aspects of the kitchen are being put on hold until the new Executive Chef arrives and can be briefed about this project’s findings Improvements implemented… 1. Night chef’s shift pattern changed from (7 on / 7 off) to (4 on / 4 off) with hours aggregated over the month 2. Various pre-prepared products are now being bought in. For example, mayonnaise, egg mayonnaise, pre-sliced ham, chutney etc. Products were blind tested on members of the kitchen staff and were positively received. VOC from kitchen staff regarding removal of ‘mind-numbing’ jobs has been extremely positive 3. Banqueting & buffet menus are being totally re-designed as part of DMAIC project 23405 and the ‘labour intensity’ piece that overlaps between these 2 projects will form a major part of those new menus 4. Further inspection of the rotas suggested that the problems encountered there were mainly centred on manning the Grill Room. In conjunction with a review of the business levels in the Grill Room we have taken a decision to keep this outlet closed on a Monday, thereby reducing it to a 5 day operation with subsequent effect on overtime