Workforce Planning & Labor Optimization
Headcount nets out fine, but it is in the wrong places: Kestrel Park is short while Cedar Forge burns overtime.
Align labor with the production plan — headcount, shifts, overtime, utilization, productivity, skills coverage and workforce risk across the network.
Labor utilization
86%
+2%network average
Overtime
10.4%
+6.4%of labor cost
Staffing balance
+134
0%FTE vs required
Productivity
1.02x
+2%units / labor-hour
Workforce risk
High @ 2 sites
0%Kestrel · Cedar Forge
Required vs available FTE ›
Network labor demand vs supply over the horizon
Staffing alerts
Shortages & risk signals
Kestrel Park
Outdoor-equipment fab short 31 FTE vs Q3 peak load; OT at 15.6% and rising.
Cedar Forge
Assembly line OT 12.4% sustained 6 wks - burnout & cost risk.
Copperline
Automation/controls coverage 61% - single-deep on 2 lines.
Brightfield
Ramp staffing on plan; learning curve at 88% of standard.
Headcount by plant
Required vs scheduled FTE and staffing gap
| Plant | Required | Scheduled | Gap | Utilization | Overtime | Shifts |
|---|---|---|---|---|---|---|
| Kestrel Park | 710 | 680 | -30 | 96.9% | 15.6% | 3 |
| Cedar Forge | 1,211 | 1,180 | -31 | 92.9% | 12.4% | 3 |
| Ironvale | 948 | 940 | -8 | 87.1% | 9.8% | 2 |
| Harlow Bend | 861 | 880 | +19 | 81.1% | 8.4% | 2 |
| Saltmarsh Works | 725 | 760 | +35 | 77.7% | 7.1% | 2 |
| Brightfield | 622 | 720 | +98 | 65.4% | 6.1% | 2 |
| Copperline | 717 | 720 | +3 | 88.2% | 11.8% | 2 |
| Maple Hollow | 492 | 540 | +48 | 70.5% | 5.2% | 2 |