Manpower Calculator Introduction V1.5

Caterpillar Asia Pacific Manpower Calculator
User Instructions
Introduction
Historically most service organisations set annual budgets based on a percentage of
expected growth over the current year, or in the event of a slowing economy, a
percentage decrease relative to the current year. Although, this process is long and
detailed, it is primarily aimed towards profit reporting. Labour to support the growth
is, in many occasions, very much an educated guess with very little science or
methodology behind the final number.
The Caterpillar Manpower Calculator is intended to assist dealers by providing a
methodology, to enable prediction of labour requirements for the medium term, i.e. 3
to 5 years. It also aids the identification of required skills, not just perceived skill
requirements, a significant paradigm shift for many organisations. If we can
successfully achieve a paradigm shift, from believing that only fully trained
Technicians can do the bulk of work, then we are better placed to obtain suitable
people, reduce training costs, reduce labour costs and reduce attrition through not
developing broad based skills that make our people so attractive to other
organisations.
The Caterpillar Manpower Projection worksheet can be used at any level, from a
single cost centre through to the total dealership. The process starts with a true
identification of current labour utilisation for the area(s) to be reviewed. The APM
KPI tool - Labour Utilisation.xls is the recommended tool to aid simple calculation of
utilisation. It allows the dealer to identify current Purchased, Allowed, Attended, and
Billable hours. It further allows for current non-recovered hours in the form of,
Training, Policy / Rework, Cleaning, Supervision, Repairs and Maintenance and
Standby hours. These non-recovered hours fall into the category of controllable
expense and a review should be conducted as to what future reductions may be
possible. Reductions in controllable expenses usually take the form of improved
standard jobs, planning and attention to process detail. The largest single influencer in
requiring additional labour is the poor use and retention of the existing resource.
Stage two is the identification of current performance: - SDCAL, POPS-C, PINS,
Market growth, Hours Purchased, Utilisation, Billable Hours, current number of
Technicians and Technician attrition rates, for the review period. For dealerships only
requiring a simple broad-brush overview of projected service sales and manpower
requirements, this is all that is required for projection.
Stage three is to determine the existing skill requirement as matched to current tasks.
In todays environment an analysis of work order task skills by SMCS code will show
in all probability, when compared to a manpower skill listing, that we are over
training for the tasks that we do. Having 80% of the workforce fully skilled, when
potentially only 10% of work activity requires those skills, is not a recipe for
maximising profitability, or in providing Technician satisfaction and retention. For
Page 1
specialisation areas, a review of current standard jobs would also provide a skill
breakdown requirement.
Stage four is for dealerships that wish to go deeper into manpower projections by skill
requirement. This requires more detailed input relative to identifying current tasks and
matching skill levels, forecasting expected increases in component or general work
area increases in billable labour. The outputs at this level will identify not only skilled
manpower requirements, but dependent upon training programs, be they a 4 year
apprenticeship, or a 3 month basic introduction level, will identify the starting year for
these people and so match their projected skill level with the expected demand.
Getting Started
Software requirement: - Microsoft Excel 2000 or above.
Determine area to be reviewed, i.e. single cost centre, branch, region, and total
Service organisation. It is MOST critical that an accurate value for Labour Recovery
is determined for the area(s) to be reviewed before commencement. The accepted
formula for Labour Recovery is: Billable Hours / Total Service Hours Purchased
Note: Total Purchased Service Hours includes all labour hours recorded in the work
order system (all attended hourly allocation reporting, i.e. expense & billable hours)
Step 1 - Sales and Opportunity Worksheet
CATERPILLAR ASIA PACIFIC - MANPOWER CALCULATOR
> Step
Step
1 1
Sales & Opportunity Variables
> Step 2
Work Type Activities Table
> Step 3
Skill Level Descriptions
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
Workforce Cost Structure
> Step 7
Dealer Skill Matrix - Desired State
> Step 8
Hours Baseline & 5 Year Budget
> Step 9
Non-Technician Guidance Tables
> Report 1
Manpower Projection Report 1
> Report 2
> Report 3
Alternative Projection ( 1 )
> Report 4
Warranty & Assembly Projection
> Report 5
Gross Profit Variance
> Report 6
Attrition Cost Tables
Page 2
Workbook entry screen.

Note: All Blue field require user entry, all other fields are protection locked.
The user data imputed into this workbook sheet provides the basic information for the
program to estimate escalations or reductions in growth for the subsequent five years
above the base year. If your current interest is only for a high level assessment of
chosen areas, and your required accuracy is not greater than approximately 25%
relative to manpower needs, then there is no requirement for you to continue beyond
this stage. However, should you require greater accuracy and wish to explore the
potential to modify your skill profiles, we suggest that you continue through the
workbook.
Note: Data inputted to this sheet pushes through to other sheets within the workbook.
Data does not feed back to this sheet. An example being that the detailed labour
projections developed within subsequent worksheets, will not feed back to change
high-level projections initially produced by this worksheet.
Enter the Cost Centre, Store, Region, etc that you wish to project for. Set the base year
from which your initial data is derived, this will automatically set the projection
period, i.e. Base year data 2007, first projected year will be 2008.
Page 3
Note: Data should be for the last fiscal or calendar full year.
Parts Sales through Service %
This is what we have historically called DCAL and should be entered for the area to
be reviewed.
POPS-C (PTOS DCAL)
Your percentage of the total Caterpillar parts sales opportunity within the area to be
reviewed.
PINS
Your percentage of new Caterpillar machines against all equipment sold within the
territory to be reviewed
Equipment MARKET GROWTH
For the base year this projection is not required.
PINS UNITS
The total number of equipment sold (includes engines & machines).
Continue projects across all columns and add your expectations for market growth to
each of the projection years.
Enter TOTAL Service Labour sales, include customer revenue, internal, warranty, etc.
Enter Total Caterpillar parts sales, include both over counter, parts sold through
service, TEPS, MEPS dealers and other resellers.
Enter TOTAL hours purchased; include all hours, not just attended hours.
Page 4
Enter Labour Utilisation value. Note that this is a critical value and must be correct.
For dealers using labour hire it is essential that you allow for their billable and
purchased hours, remembering also that non attended hours will not be applicable
with labour hire, but should be reflected if you intend to increase your staff to replace
labour hire.
Enter Billable hours; include customer revenue, internal, warranty, etc.
Enter the current Total of number of hourly recoverable staff; include Leading Hands,
Labourers, etc.; for base line year only.
Enter the hourly recoverable staff attrition level for the base line year and estimate
attrition for each of the projected years.
Click on MENUE button to return to main screen
Step 2 -Work Type Activity Tables
Page 5

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
For the area(s) under review, select the activity types that are appropriate. The
program allows you to delete or modify any of the suggested activities that are BLUE,
within the Dealer Modified Activity Breakdown table. Should there be more lines
available than required, identify such lines Not Applicable. The decisions you
make at this stage will flow through the workbook.
WORK TYPES ACTIVITY MASTER TABLE

DEALER MODIFIED ACTIVITY BREAKDOWN
Engines
Torque Converters
Transmissions
Final Drives
Wheel Ends
Hydraulics Cylinders
Hydraulic Pumps & Motors
PM Contracts
TM&R Contracts (Not to include components)
New Equip Assembly (all PDI, attachments, etc)
Track Shop
Idler Weld
Dealer Input Category
Warranty Repairs
Machining & Fabrication
Electrical
Field Repairs
Shop General Repairs
ORIGINAL CAT SUGGESTED ACTIVITY BREAKDOWN

Engines
Torque Converters
Transmissions
Final Drives
Wheel Ends
PM Contracts
TM&R Contracts (Do Not Include Component Rebuild Hours)
Track Shop
Idler Weld
Warranty Repairs
Electrical
Field Repairs
< MENU
Page 6
Step 3 - Skill Level Descriptions

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
Skill Levels
Determine your definition of Skill Levels 0 4. The Caterpillar definitions are:

Level 0
Labourer / cleaner / Parts washer
Level 1
Trades Assistant - helping experienced service technicians. Cleaning,

some R&I and basic preventative maintenance.
Level 2
Some systems knowledge. Component R&I / Subcomponent D&A /

basic diagnostic analysis.
Level 3
Activities requiring good system knowledge and soft skills. Test /

Adjust / Repair / Diagnosis. (Relates to end of apprenticeship term).
Level 4
Activities requiring advanced system knowledge and excellent soft

skills. Diagnosis / Repair / Failure Analysis. Master Technician and/or
Field Servicemen. Relates to approximately 2 3 years after
completion of full apprenticeship.
Page 7
Step 4 - Workforce Profiles

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
Enter the base line head count data for number of employees at each skill level.
Estimate the following for each year of projection
o Current attrition levels against each skill Level
o As Appropriate the percentage of each Skill Level that you
expect to promote to the next level at year-end.
o Enter the standard annual purchased hours, includes non
attended time, for each Skill Level, i.e.
40 hours x 52 Weeks = 2080 hours
o Enter the average Overtime worked as a percentage of the
standard annual purchased hours.
Page 8
Note: The Utilisation value displayed within the PINK protected cell reflects
your input to the Sales & Opportunity Variables worksheet.
Apprentice / Trainees
For dealerships operating four year apprenticeships or traineeships, enter the quantity
of each by year of training, i.e. Level 1 is for the first year, Level 2 is for the second
year, of a 4-year program.
Enter your expected attrition, promotion to next level, standard hours and overtime
hours and utilisation for each of the projected years.
Enter the number of apprentices / trainees you expect to take on for each of the
projected years. In order to satisfy your total skill requirements from the completed
workbook, you can amend these values later to better satisfy your needs.
Note: the PINK cells highlighted compare the original labour total entry made within
Step 1 Sales Opportunities & Variables. Should there be variation between the sum
of all currently identified employees on this sheet Step 3 and the entry in Sheet 1,
then an error message will display alongside these cells.
For dealerships operating apprenticeships or traineeships of One, Two or Three years

duration, please proceed with Step 5 Training Profiles.
Page 9
Step 5 Training Profiles

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
You can establish default training profiles for training programs that have a duration
of either One, Two, or Three years. It is intended that these programs be used for
extensive training programs only.
Note: For training typical allowances for items such as, NPI, NMI, keeping skills
current, or other of internal or external training of a normal budget nature, that
would routinely apply to all technical skilled staff, the Labour Utilisation % factors
from Step 1 - Sales and Opportunity Variables should include such allowed hours
expense.
Training Profiles for training durations of : One, Two & Three years
Non-Training Allowed Time Profile - In Hours
Annual Leave
160
Public Holidays
80
Sick Leave
40
Targeted Training - Training Load ( allowed lost time: classroom /

Promote
Year of
Attrition to next
STD O/T Hours Purchased Training
Program
Starting Level
%
Level % Hours
%
Hours
Weeks
1
Trainee
10%
100%
2080
5%
2184
12
1
Production Worker
10%
100%
2080
5%
2184
12
Other
20
Total Hours
300
training time) Less Than One Year

Other
Target Per Man Adjusted
Allowed Utilisation Billable Utilisation
Hours
%
Hours
%
Finish Level
300
75%
1225
56% Production Worker
300
75%
1225
56% Mechanic
Targeted Training - 2 Year Profile - Training Load ( allowed lost time: classroom / training time) Two Years
Promote
Other
Year of
Attrition to next
STD O/T Hours Purchased Training Allowed Utilisation Billable Utilisation
Program
Starting Level
%
Level % Hours
%
Hours
Weeks
Hours
%
Hours
%
Finish Level
1
Production Worker
10%
100%
2080
5%
2184
30
300
75%
554
25% Mechanic
2
Mechanic
10%
100%
2080
5%
2184
20
300
75%
926
42% Technician
Targeted Training - 3 Year Profile - Training Load ( allowed lost time: classroom / training time) Three Years
Promote
Other
Year of
Attrition to next
STD O/T Hours Purchased Training Allowed Utilisation Billable Utilisation
Program
Starting Level
%
Level % Hours
%
Hours
Weeks
Hours
%
Hours
%
Finish Level
1
Trainee
10%
100%
2080
5%
2184
40
300
75%
181
2
Production Worker
10%
100%
2080
5%
2184
30
300
75%
554
25% Mechanic
3
Mechanic
10%
100%
2080
5%
2184
20
300
75%
926
42% Technician
Training
Profile
1 Year
1 Year
2 Year
3 Year
Planned Yearly Starts by Training Profile

Intake Year
2007
2008
2009
2010
5
6
7
8
10
11
12
13
15
16
17
18
20
21
22
23
2011
9
14
19
24
Page 10
< MENU
Establish Default Allowed Hours

Non-Training Allowed Time Profile - In Hours
Annual Leave
160
Public Holidays
80
Sick Leave
40
Other
20
Total Hours
300
Input dealer default values in hours for:

Annual Leave,
Public Holidays,
Average Sick Leave, (use an estimate, or average of previous years sick leave paid to
all service technical staff).
The Other category can be used to accommodate other legal, social, or community
allowances, where the company would normally allow a technician paid time. For
example this might include:
Long Service Leave,
National Service,
Community Disaster Response ( Bushfires, floods, etc),
Jury Duty.
Establish Profiles for Apprenticeships / Traineeships
For each year of each training profile estimate the following:
o Attrition levels against each skill Level
o As appropriate, the percentage of each Skill Level that you
expect to promote to the next level at year-end.
o The standard annual purchased hours, includes non attended
time, for each Skill Level, i.e.
40 hours x 52 Weeks = 2080 hours
o The average Overtime worked as a percentage of the standard
annual purchased hours.
o Total weeks of training to be delivered in the year to achieve
the desired training outcome.
Note: You will need to complete the above information for each type of
program your dealership conducts; One Year, Two Year or Three Year.
Also please note that you can accommodate two different profiles for
training programs of less than one year duration.
One Year Program
Targeted Training - Training Load ( allowed lost time: classroom /
Promote
Year of
Attrition to next
STD
O/T Hours Purchased Training
Program
Starting Level
%
Level % Hours
%
Hours
Weeks
1
Trainee
10%
100%
2080
5%
2184
12
1
Production Worker
10%
100%
2080
5%
2184
12
Page 11
training time) Less Than One Year

Other
Allowed Utilisation Billable Utilisation
Hours
%
Hours
%
Finish Level
300
75%
1225
300
75%
1225
56% Mechanic
Two Year Program

Targeted Training - 2 Year Profile - Training Load ( allowed lost time: classroom / training time) Two Years
Promote
Other
Year of
Attrition to next
STD
O/T Hours Purchased Training Allowed Utilisation Billable Utilisation
Program
Starting Level
%
Level % Hours
%
Hours
Weeks
Hours
%
Hours
%
Finish Level
1
Production Worker
10%
100%
2080
5%
2184
30
300
75%
554
25% Mechanic
2
Mechanic
10%
100%
2080
5%
2184
20
300
75%
926
42% Technician
Three Year Program

Targeted Training - 3 Year Profile - Training Load ( allowed lost time: classroom / training time) Three Years
Promote
Other
Year of
Attrition to next
STD
O/T Hours Purchased Training Allowed Utilisation Billable Utilisation
Program
Starting Level
%
Level % Hours
%
Hours
Weeks
Hours
%
Hours
%
Finish Level
1
Trainee
10%
100%
2080
5%
2184
40
300
75%
181
2
Production Worker
10%
100%
2080
5%
2184
30
300
75%
554
25% Mechanic
3
Mechanic
10%
100%
2080
5%
2184
20
300
75%
926
42% Technician
Note: the PINK cells display calculated and derived values as per the following:
o Purchased Hours calculated from Standard and Overtime hours you
input in each training profile.
o Other Allowed Hours sourced from Step 5 Training Profiles
Establish Default Allowed Hours.
o Target Utilisation % - source from Step 1 Sales Opportunities &
Variables, by year of projection.
o Per Man Billable Hours Total hours remaining available for normal
Service activities after accounting for; Training Hours as input in Step 5
Training Profiles ( for One, Two or here year programs ) and Step 5
Training Profiles Establish Default Allowed Hours.
o Adjusted Utilisation % - Represents maximum utilisation that can be
achieved for each year within each program. The calculation is (Per Man
Billable Hours / Purchased Hours ).
Enter the number of apprentices / trainees you expect to take on for each program for
each of the projected years. In order to satisfy your total skill requirements from the
completed workbook, you can amend these values later to better satisfy your needs.
Training
Profile
1 Year
1 Year
2 Year
3 Year
Planned Yearly Starts by Training Profile

Intake Year
2007
2008
2009
2010
5
6
7
8
10
11
12
13
15
16
17
18
20
21
22
23
Page 12
2011
9
14
19
24
Step 6 - Workforce Cost Structure

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
Technician Cost Table.

Enter the cost labour rate for each of the four (4) skill levels shown below.
Note: The hourly sell values are automatically generated for the information you
entered in Step 1 Sales Opportunities & Variables, they are calculated from your
billable hours and invoiced amount input.
Skill Level
0
1
2
3
4
Technician Cost Table

Description
Cost
Sell
Trainee
$ 16.00 $ 71.43
Production Worker $ 18.00 $ 71.43
Mechanic
$ 21.00 $ 71.43
Technician
$ 24.00 $ 71.43
Master Technician $ 26.00 $ 71.43
Gross Profit $ GP %
$
55.43 78%
$
53.43 75%
$
50.43 71%
$
47.43 66%
$
45.43 64%
The Current State, Desired State and Gross Profit Benefit tables should be reviewed at
completion of the workbook and will show positive or negative cost changes relative
to changes you make to your desired future skill base.
Page 13
Step 7 Dealer Skill Matrix Desired State

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
The Activity Type Matrix is developed for you previous input into Sheet 2
Worksheet Activity Tables and Skill Levels defined in Step 3 Workforce Profiles.
Note: A suggested precursor to this activity is to implement a work order segment
analysis using SMCS codes to identify work order skill requirements against the
existing labour force skill levels. In all probability, you will identify that you are over
training your people relative to the majority of work order requirements.
Determine your desired mix of skills by percentage across each of the Activity Types.
If the sum of your skill level breakdown, by Activity Type, does not equal 100%, the
program will display the error code shown below.
Matrix to be populated for dealer "Desired State" Skill Mix

SKILL LEVELS
< MENU
Hour split by skill by %
ACTIVITY TYPE
Engines
Torque Converters
Transmissions
Final Drives
Wheel Ends
PM Contracts
TM&R Contracts (Not to include components)
Track Shop
Idler Weld
Warranty Repairs
Electrical
Field Repairs
Trainee
10%
10%
10%
10%
10%
10%
10%
0%
10%
10%
15%
0%
0%
0%
10%
10%
5%
0%
15%
Production
Master
Worker
Mechanic Technician Technician ERROR
13%
27%
44%
6%
13%
27%
44%
6%
13%
27%
44%
6%
13%
27%
44%
6%
13%
27%
44%
6%
13%
27%
44%
6%
13%
27%
44%
6%
0%
100%
0%
0%
13%
27%
44%
6%
13%
27%
44%
6%
65%
20%
0%
0%
0%
100%
0%
0%
0%
0%
0%
0%
<100%
0%
0%
0%
0%
<100%
0%
10%
30%
50%
0%
15%
35%
40%
15%
5%
20%
55%
0%
33%
33%
34%
15%
20%
30%
20%
Matrix to be populated to dealer desired state
Page 14
Step 8 Hours Baseline & 5 Year Budget

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
Note: This is the most complex sheet to complete within the workbook and requires
significant analysis of the area(s) you are reviewing. Failure to obtain accurate data
for each field of input will significantly distort the final manpower recommendations.
The total Billable Hours and New Equipment Assembly qauntities for Base Year, are
obtained from input made within Step 1 Sales & Opportunity Variables.
Enter the Billable hours and quantities recorded during the Base Line Year for each of
the activities listed.. For components the worksheet will automatically display the
average billable hours per unit of build.
Shop General Repairs field will automatically display the difference between billable
hours entered and hours displayed in the Total Billable Hours field.
Page 15
For projected years you have the opportunity to allow the program to automatically
produce projections, based on the projected growth variables entered in Step 1 - Sales
& Opportunity Variables. Alternatively, and recommended, manual projections for
each projected year can be made.
Manual projections allow for changes in volume beyond average percentage growth
values. They also allow for a change in mix and for efficiency improvements.
Examples of which could be a change in mix of engine from 3400 to 3500 and
therefore a change in the average hours to process although the quantities could
remain constant.
Page 16
Step 9 Non-Technician Guidance Tables

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
This table allows you to determine manpower ratios for training, seniority and
functional process roles. The table provided is populated with generic values, which
you are free to change. For Warranty and SOS laboratory staff, we ask that you
identify current process volumes and manpower. If you are not comfortable with
current staff volumes in these areas, please increase or decrease, to a level that you are
satisfied with. The program will then project manpower requirement at your current
ratio.
Other General Manpower Guidance Tables
Technician to Apprentice / Trainee Ratio Description
< MENU
2006
2007
2008
2009
2010
2011
Technician + Master Technician
Apprentice
Leading Hand
Description
Leading Hand / Team Lead
Team Size
2006
1
8
2007
1
8
2008
1
8
2009
1
8
2010
1
8
2011
1
8
Supervisor
Description
Supervisor
Leading Hands / Team Leads
2006
1
8
2007
1
8
2008
1
8
2009
1
8
2010
1
8
2011
1
8
Manager
Description
Manager
Supervisors
2006
1
8
2007
1
8
2008
1
8
2009
1
8
2010
1
8
2011
1
8
Warranty
Description
Claims in 2006
Claims Officers
2006
1,000
3
2007
1,100
3
2008
1,210
4
2009
1,331
4
2010
1,464
4
2011
1,611
5
Technical Support
Description
Tech Communicator
Machines / Techs ?
2006
1
100
2007
1
100
2008
1
100
2009
1
100
2010
1
100
2011
1
100
SOS Laboratory
Description
Samples per Year
Laboratory Staff
2006
120,000
4
2007
132,000
4
2008
145,200
5
2009
159,720
5
2010
175,692
6
2011
193,261
6
Page 17
Reporting 1 Manpower Projection Report 1

> Step
Step
1 1
> Step 2
> Step 3
> Step 4
Workforce Profile
> Step 5
Training Profiles
> Step 6
> Step 7
> Step 8
> Step 9
> Report 1
> Report 2
> Report 3
> Report 4
> Report 5
> Report 6
Automatic Growth & Current State Skill Mix compared to Manual Growth & Desired
State Skill Mix tables
The historically Baseline data is derived from your input into:
Step 4 Workforce Profile , Step 6 - Dealer Skill Matrix Desired State
Step 7 Hours Baseline & 5 Year Budget
Page 18

Manpower Calculator Introduction V1.5

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Manpower Calculator Introduction V1.5

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Caterpillar Asia Pacific Manpower Calculator

Sales & Opportunity Variables

Work Type Activities Table

Skill Level Descriptions

Workforce Cost Structure

Dealer Skill Matrix - Desired State

Hours Baseline & 5 Year Budget

Non-Technician Guidance Tables

Manpower Projection Report 1

Manpower Projection Report 2

Warranty & Assembly Projection

Gross Profit Variance

Attrition Cost Tables

Workbook entry screen.

Step 2 -Work Type Activity Tables

CATERPILLAR ASIA PACIFIC - MANPOWER CALCULATOR

Sales & Opportunity Variables

Work Type Activities Table

Skill Level Descriptions

Workforce Cost Structure

Dealer Skill Matrix - Desired State

Hours Baseline & 5 Year Budget

Non-Technician Guidance Tables

Manpower Projection Report 1

Manpower Projection Report 2

Warranty & Assembly Projection

Gross Profit Variance

Attrition Cost Tables

WORK TYPES ACTIVITY MASTER TABLE

ORIGINAL CAT SUGGESTED ACTIVITY BREAKDOWN

Step 3 - Skill Level Descriptions

Sales & Opportunity Variables

Work Type Activities Table

Skill Level Descriptions

Workforce Cost Structure

Dealer Skill Matrix - Desired State

Hours Baseline & 5 Year Budget

Non-Technician Guidance Tables

Manpower Projection Report 1

Manpower Projection Report 2

Warranty & Assembly Projection

Gross Profit Variance

Attrition Cost Tables

Determine your definition of Skill Levels 0 4. The Caterpillar definitions are:

Labourer / cleaner / Parts washer

Trades Assistant - helping experienced service technicians. Cleaning,

Some systems knowledge. Component R&I / Subcomponent D&A /

Activities requiring good system knowledge and soft skills. Test /

Activities requiring advanced system knowledge and excellent soft

Step 4 - Workforce Profiles

Sales & Opportunity Variables

Work Type Activities Table

Skill Level Descriptions

Workforce Cost Structure

Dealer Skill Matrix - Desired State

Hours Baseline & 5 Year Budget

Non-Technician Guidance Tables

Manpower Projection Report 1

Manpower Projection Report 2

Warranty & Assembly Projection

Gross Profit Variance

Attrition Cost Tables

For dealerships operating apprenticeships or traineeships of One, Two or Three years

Step 5 Training Profiles