Tracking – Time and Attendance

Responsible Workforce Technology: Better Information Without Losing Employee Trust

Workforce technology gives organisations unprecedented visibility over working time, attendance, access, absence and operational performance. Used correctly, it can improve payroll accuracy, reduce administration, control labour costs and help protect employees. Used without clear safeguards, however, the same technology can create legitimate concerns about privacy, fairness and excessive monitoring.

Responsible workforce technology is not about collecting as much employee information as possible. It is about using the right information, for a clearly defined business purpose, with appropriate security, transparency and human oversight.

This distinction is becoming increasingly important. The UK Government is currently considering how workplace-monitoring technologies should be managed, with a particular focus on clarity, transparency, employee voice and responsible implementation. This is a consultation rather than final legislation, but it gives employers a clear indication of the direction in which expectations are moving. Read the Government’s workplace-monitoring consultation.

Workforce technology should have a clear purpose

Every workforce system should begin with a legitimate operational requirement.

An employer may need to record attendance so employees are paid accurately, manage access to restricted areas, confirm who is present during an emergency, monitor working-time compliance or understand the labour used on a particular job or production process.

These are valid business purposes. Problems arise when information collected for one reason is subsequently used for an unrelated purpose without proper consideration, communication or justification.

Before introducing any workforce technology, an organisation should therefore be able to explain:

What information will be collected.
Why that information is required.
How it will be used.
Who will be able to access it.
How long it will be retained.
Whether it will contribute to any automated decisions.
What choices or alternatives are available to employees.

Transparency creates confidence

Employees should not have to guess how workplace technology affects them.

Clear communication helps employees understand that a time-and-attendance system is there to create accurate records, that access control protects people and premises, or that operational data is being used to improve production rather than simply scrutinise individuals.

Where appropriate, employers should consult employees and their representatives before new technology is introduced. This provides an opportunity to explain the business requirement, answer questions and identify legitimate concerns before implementation.

Transparency is particularly important where technology involves location data, biometrics or detailed operational information.

Biometric technology requires additional care

Facial recognition can provide fast, contact-free and highly accurate employee identification. It can reduce forgotten credentials, discourage “buddy clocking” and support secure access control.

However, biometric information used to identify a person is special-category personal data. The Information Commissioner’s Office states that organisations must complete a Data Protection Impact Assessment before processing biometric data to identify workers.

Employers must also establish an appropriate lawful basis, demonstrate that the proposed use is necessary and proportionate, and consider whether a less intrusive alternative could achieve the same objective.

Where consent is being relied upon, employees must have a genuine choice. The ICO gives the example of providing a swipe-card alternative without disadvantaging employees who do not wish to use biometrics. Read the ICO’s guidance on biometric time and access control.

This does not mean that facial recognition cannot be used responsibly. It means that the organisation introducing it must make a considered and properly documented decision.

Collect only what is needed

A responsible system should allow organisations to configure technology around their actual requirements rather than forcing them to collect unnecessary information.

For example, a mobile employee may need to confirm that they have arrived at an authorised work location. That does not automatically mean their movements need to be continuously tracked throughout the working day.

Similarly, operational technology may need to record which employee completed a job or production operation, but this should not become unrestricted personal surveillance.

The principle is straightforward: collect the information needed to achieve the defined purpose—and no more.

Important decisions should remain subject to human oversight

Workforce systems can identify exceptions, highlight patterns and provide managers with better information. They should not remove appropriate management judgement.

An attendance pattern may require investigation, but the system will not necessarily understand the personal or operational circumstances behind it. A productivity variance may identify a problem, but it may have been caused by machine downtime, material shortages, training requirements or an unrealistic production target.

Technology should support fair, consistent and informed decisions. Managers should remain able to review the underlying information, correct errors and consider the wider context before action is taken.

Security must be designed into the solution

Workforce information must be protected throughout its lifecycle.

This includes appropriate access controls, encryption, secure communications, clearly defined administrative permissions, retention policies, audit trails and reliable deletion processes. Remote access should also be controlled, authorised and restricted to the systems and time periods genuinely required.

The organisation using the system remains the data controller and is responsible for determining why and how employee information is processed. The technology provider should support that responsibility through secure design, clear documentation and configurable controls.

The Ceequel® approach

Ceequel® brings together Time & Attendance, HR, Employee Self Service, Access Control, Visitor Management, mobile clocking and Operational Intelligence within one configurable software suite.

This allows organisations to establish consistent controls across workforce processes while maintaining clear distinctions between different types of information and their intended purposes.

Depending on the organisation’s requirements, Ceequel can support:

Facial recognition or non-biometric proximity credentials.
Defined user roles and administrative permissions.
Accurate time, attendance, absence and working-hours records.
GPS and geofenced mobile clocking for authorised locations.
Controlled access to buildings and restricted areas.
Interactive fire and evacuation information.
Job, operation, output, downtime and labour-cost analysis.
Audit trails supporting management and compliance requirements.
Integration with payroll, HR and wider business systems.

The communications software used within Ceequel clocking devices is designed and coded by ELF Productivity Ltd, providing secure, encrypted communication between hardware and the Ceequel software environment.

Crucially, Ceequel provides information to authorised managers; it does not replace their responsibility to make fair, proportionate and properly informed decisions.

Better control and responsible use belong together

Organisations do not have to choose between operational visibility and employee trust.

A well-designed workforce-management system can help employers control labour costs, improve payroll accuracy, manage compliance and make better decisions while still respecting privacy, proportionality and individual rights.

The strongest workforce technology is not simply the technology that collects the most information. It is the technology that gives an organisation the information it genuinely needs, protects that information properly and enables it to be used openly, fairly and responsibly.

To discuss how Ceequel® can support responsible workforce management across your organisation, contact ELF Productivity Ltd or request a demonstration.

Why Corporate Businesses Must Start Preparing for Martyn’s Law

The Terrorism (Protection of Premises) Act 2025—more commonly known as Martyn’s Law—will introduce new legal responsibilities for organisations responsible for certain publicly accessible premises and events.

Named in memory of Martyn Hett, one of the 22 people killed in the Manchester Arena attack, the legislation aims to ensure businesses are better prepared to protect employees, visitors and members of the public in the event of a terrorist incident.

Although Martyn’s Law is not yet in force, the Government has published statutory guidance and confirmed an implementation period of at least 24 months from Royal Assent on 3 April 2025. Organisations likely to fall within its scope should use this time to understand their responsibilities and begin preparing. Government guidance makes clear that businesses may wish to start considering the requirements before the legislation formally commences.

Which organisations will be affected?

Martyn’s Law does not automatically apply to every corporate office or workplace. It principally applies to qualifying premises used for activities listed within the Act, where members of the public may be present.

The legislation establishes two principal tiers:

The standard tier applies to qualifying premises where between 200 and 799 people, including employees, may reasonably be expected to be present at the same time.
The enhanced tier generally applies where 800 or more people may be present at the same time.

Qualifying public events attended by 800 or more people may also come within the enhanced requirements where entry controls are in place.

Corporate groups operating shops, hotels, leisure facilities, conference venues, healthcare environments, visitor attractions or other publicly accessible locations should therefore assess each site individually. A single organisation may be responsible for several premises, but the risks and necessary procedures may differ from one location to another.

Why businesses should act now

Preparing for Martyn’s Law should not be viewed simply as another compliance exercise. At its heart, the legislation is about ensuring organisations can respond quickly and effectively when lives may be at risk.

Businesses need to consider how they would:

Evacuate people away from danger.
Move people to a safer area within the premises—known as invacuation.
Lock down all or part of a building.
Communicate clear and timely information during an incident.

For enhanced-tier premises and qualifying events, organisations will also need to consider appropriate measures to reduce their vulnerability to attack and limit the risk of physical harm.

This requires more than producing a written policy. Businesses must understand who is on their premises, control how different areas are accessed and ensure that accurate information is available to those managing an emergency.

Knowing who is on site

One of the greatest challenges during any emergency is establishing who is actually present.

Employees may work across different locations, while contractors, agency workers and visitors may arrive and leave throughout the day. Paper visitor books and disconnected systems can quickly become inaccurate, particularly across large or multi-building sites.

Ceequel Visitor Management System provides a controlled and auditable process for managing visitors and contractors. Visitors can be pre-registered before arrival, issued with appropriate site information and recorded as they enter and leave.

Contractor documentation—including RAMS, Public Liability Insurance and other compliance records—can also be managed within the system, helping organisations strengthen their wider site-control processes.

Controlling access across the organisation

Ceequel Access Control allows businesses to manage who can enter particular buildings, rooms and controlled areas.

Access permissions can be defined by person, department, role, location or time of day. Lost cards and fobs can be cancelled immediately, temporary permissions can expire automatically, and facial recognition templates can be removed from connected devices centrally.

For organisations with multiple locations, access policies can be managed from a central point while still allowing authorised local administration. This helps create consistency across a corporate estate without ignoring the individual operational requirements of each site.

When planning for Martyn’s Law, access control can also form part of a wider strategy for evacuation, invacuation and lockdown. Depending upon the organisation’s agreed procedures and system configuration, doors and controlled areas can be managed to help direct people away from danger or prevent access to higher-risk areas.

Providing accurate emergency attendance information

Ceequel Fire Register brings employee, visitor and contractor attendance information together to provide an accurate, real-time view of who is believed to be on site.

The system can identify which building or area an individual last entered and provide emergency information to authorised personnel. Photographs can also assist with identification, while mobile access allows information to remain available away from a fixed reception desk or computer.

Although originally designed to support fire evacuation, accurate attendance information can form an important part of broader emergency preparedness. Knowing who may still be inside a building, who has arrived as a visitor and where people were last recorded can support a more informed response.

Bringing systems and procedures together

No single piece of software can make an organisation compliant with Martyn’s Law. Legal responsibility remains with the organisation or individual responsible for the qualifying premises or event.

Technology can, however, provide the visibility, control and evidence needed to support well-designed procedures.

By integrating Ceequel Access Control, Ceequel Visitor Management System and Ceequel Fire Register, organisations can create a more joined-up approach to:

Managing employees, visitors and contractors.
Controlling access to buildings and restricted areas.
Maintaining real-time attendance information.
Supporting evacuation, invacuation and lockdown procedures.
Managing multiple locations through a central system.
Demonstrating that security and emergency processes have been properly considered.

Preparation should begin before the deadline

Martyn’s Law represents an important change in how organisations approach public protection. Those that begin preparing now will have time to assess their premises, identify weaknesses, review responsibilities and test their procedures properly.

The objective should not be to do the minimum necessary to satisfy legislation. It should be to create an environment in which employees, visitors, contractors and members of the public are better protected—and where those responsible for managing an emergency have accurate information when every second matters.

Ceequel can assist organisations on that journey by bringing access control, visitor management and real-time emergency attendance information together within one integrated platform.

Why ERP Shop Floor Data Collection Falls Short of Continuous Improvement

Many ERP systems now include some form of Shop Floor Data Collection (SFDC). On the surface, this appears to give manufacturers everything they need: production quantities, labour time, machine status, scrap levels and completed works orders.

However, collecting production transactions is not the same as providing the insight required for continuous improvement.

ERP systems are designed primarily to manage business processes. They are excellent at controlling works orders, inventory, purchasing, scheduling, costing and financial reporting. Their shop-floor functionality is generally designed to feed these processes with accurate production data.

Continuous improvement requires something different.

ERP Records What Happened

Most ERP-based SFDC systems concentrate on recording key transactions, such as:

When a works order started and finished
How many units were produced
The quantity of scrap recorded
The labour hours allocated to the job
Whether the order was completed
What materials were consumed

This information is important, but it usually provides a high-level summary rather than explaining what happened throughout the production process.

A works order may have taken two hours longer than planned, but why?

Was it caused by a machine stoppage, a shortage of material, an extended changeover, a quality problem, an unavailable operator or repeated short interruptions?

The ERP system may show the variance, but it rarely captures the operational detail needed to understand and eliminate its cause.

Continuous Improvement Needs Greater Detail

Continuous improvement depends upon identifying patterns, losses and recurring problems. This requires detailed, accurate and timely information from the shop floor.

Manufacturers need to understand:

Why machines and production lines stopped
How often short, unplanned stoppages occurred
Whether delays were caused by machines, materials, methods or labour
How actual cycle times compared with expected performance
Where bottlenecks developed
Why output varied between shifts, teams or products
What caused scrap, rework or quality failures
How long changeovers actually took
Whether corrective actions delivered a measurable improvement

Without this level of information, improvement teams are often forced to rely on spreadsheets, handwritten records, supervisor feedback and employee recollection.

By the time the information is reviewed, much of the context has already been lost.

The Problem with High-Level Downtime Codes

Some ERP platforms allow operators to select downtime or loss codes. However, these are often too broad to support meaningful root-cause analysis.

Recording “machine breakdown” does not explain which component failed, what symptoms were observed, whether the same fault has occurred previously or what action was taken to resolve it.

Likewise, “material shortage” does not identify whether the material was unavailable, delivered late, incorrectly located, rejected for quality reasons or supplied in the wrong quantity.

Continuous improvement requires structured data that allows organisations to move beyond identifying the category of a problem and begin understanding its underlying cause.

Small Losses Create a Big Problem

ERP systems are generally designed around significant production events. Yet many of the greatest opportunities for improvement are hidden within smaller, repeated losses.

A production line may suffer dozens of two or three-minute stoppages during a shift. Individually, these interruptions may not appear important enough to record. Collectively, however, they can account for hours of lost production every week.

If these micro-stoppages are not captured, categorised and analysed, they remain invisible. The ERP system may simply show that the works order took longer than expected, without revealing the repeated events responsible for the lost time.

Reporting Is Not the Same as Analysis

ERP reporting typically answers business questions such as:

Was the order completed?
How much did it cost?
Was the required quantity produced?
How much material was consumed?
What was the labour variance?

Continuous-improvement teams need to ask different questions:

Where are we losing productive time?
Which problems occur most frequently?
Which issues have the greatest impact?
Are the same faults recurring?
Which shift or product experiences the most variation?
Did the corrective action work?
What should we improve next?

Answering these questions requires data to be explored by machine, production line, product, shift, employee, reason, duration and frequency. It also needs to be presented in a way that helps managers recognise trends and prioritise action.

A standard ERP report may present the numbers, but it does not necessarily turn them into actionable operational intelligence.

Real-Time Visibility Matters

ERP information is often reviewed after a shift, production run or reporting period has ended. This is suitable for costing and historical reporting, but improvement opportunities frequently require a much faster response.

Supervisors need to see when performance begins to fall, when downtime is increasing or when a production line is operating below its expected rate. The earlier a problem is identified, the sooner action can be taken.

Real-time operational visibility helps manufacturers prevent a minor issue from becoming an entire shift of lost production.

The ERP Still Has an Important Role

This does not mean replacing the ERP system.

The ERP should remain the central platform for managing orders, materials, stock, schedules and financial information. What it needs is a dedicated operational-intelligence layer capable of collecting and analysing the detailed information that conventional ERP transactions cannot provide.

An effective solution should combine data collected directly from machinery and PLCs with information entered by employees on the shop floor. This creates a more complete picture by capturing both what happened and the operational reason behind it.

The resulting information can then be used to support OEE, downtime analysis, root-cause investigation, DMAIC, Six Sigma and other structured improvement programmes.

From Shop Floor Data to Operational Intelligence

Ceequel® Operational Intelligence goes beyond traditional Shop Floor Data Collection. It provides manufacturers with the detailed, real-time information needed to understand production losses, investigate their causes and measure the results of improvement activity.

Rather than competing with the ERP system, it complements it. Production orders and relevant business data can be shared between the two platforms, while Ceequel® captures the deeper shop-floor detail required by production managers and continuous-improvement teams.

Because collecting more data is not the objective.

The real objective is to provide the right people with clear, reliable information that helps them reduce waste, improve performance and make better operational decisions.

An ERP system can tell you what was produced and what it cost.

Ceequel® Operational Intelligence helps explain why performance varied—and what you can do to improve it.

Replacing Mitrefinch TMS: A Practical Guide for UK Employers

As workforce management requirements continue to evolve, many organisations are reviewing whether their existing Time & Attendance solution remains aligned with their operational, payroll, compliance, and workforce management objectives.

If your organisation currently uses Mitrefinch TMS and is considering its future options, this guide provides a practical framework for assessing whether your current solution continues to meet your needs and, if not, what should be considered when evaluating alternative platforms.

This article is intended as an impartial guide to help employers make informed decisions based on their own business requirements.

Why Organisations Review Their Time & Attendance System

Time & Attendance systems are a critical component of workforce management. As organisations grow, diversify, or modernise their operations, requirements often change.

Common reasons for reviewing an existing solution include:

Increasing payroll administration and manual intervention.
Expansion across multiple sites or locations.
Greater use of remote, mobile, or field-based employees.
A requirement to integrate Time & Attendance with HR, Payroll, ERP, Access Control, or Visitor Management systems.
The need for improved management visibility and reporting.
Changes in working practices, legislation, or compliance requirements.
Hardware refresh programmes or software renewal cycles.
Business acquisitions, mergers, or organisational restructuring.

A system review does not necessarily mean a replacement is required. However, it provides an opportunity to assess whether the current solution continues to deliver the functionality, efficiency, and return on investment expected by the business.

What a Modern Workforce Management Solution Should Deliver

A Time & Attendance solution should do more than simply record employee attendance. It should provide accurate workforce data that supports operational decision-making, payroll accuracy, compliance, and employee engagement.

When evaluating any solution, organisations should expect:

Accurate Workforce Data

Real-time attendance monitoring.
Automated calculation of working hours.
Accurate overtime and absence management.
Reduction in manual payroll adjustments.

Improved Management Visibility

Real-time workforce dashboards.
Exception reporting.
Attendance trend analysis.
Labour cost visibility.

Streamlined Payroll Processing

Automated payroll preparation.
Clear audit trails.
Reduced payroll queries.
Reliable integration with payroll systems.

Workforce Compliance

Working Time Regulations monitoring.
Absence tracking.
Audit and reporting capabilities.
Accurate records for compliance purposes.

Enhanced Employee and Manager Self-Service

Electronic holiday requests.
Manager approvals.
Employee access to attendance records.
Mobile workforce capabilities where required.

Key Questions to Ask During a System Review

Whether reviewing your current supplier or considering alternative providers, consistency is essential. Every supplier should be evaluated against the same criteria.

Payroll Management

How are exceptions and anomalies identified and managed?
How are audit trails maintained?
How does the system reduce payroll administration?

Business Rules

Can the solution accommodate existing working rules and agreements?
How flexible is the configuration?
Can future changes be implemented without development work?

Hardware and Data Collection

What clocking methods are available?
Can existing hardware be retained?
What options exist for mobile or remote workers?

Integration

What integrations are available with Payroll, HR, ERP, Access Control, and Visitor Management systems?
Are integrations proven and supported?

Security and Hosting (for cloud based systems)

Where is data hosted?
What security standards are maintained?
What service levels and support arrangements are provided?

Implementation

What does the migration process involve?
How is data transferred and validated?
What support is available during and after implementation?

Commercial Considerations

What are the initial implementation costs?
What ongoing support and maintenance costs apply?
Are there any additional licensing or usage-based charges?

The Importance of a Structured Migration Process

For most organisations, the greatest risk during a replacement project is not the installation of new software. The primary challenge is ensuring that existing workforce rules, pay calculations, attendance policies, and operational processes are accurately replicated or improved.

A successful migration project should include:

Detailed Scope of Works.
Documentation of existing rules and processes.
Configuration review and approval.
Data migration planning – if available.
Payroll validation and parallel testing.
User and manager training.
Post-implementation support.

Organisations should seek clear documentation outlining how each stage of the migration will be managed.

Evaluating Long-Term Value

While software functionality remains important, organisations should also consider the broader value delivered by a workforce management solution.

Areas worth evaluating include:

Reduction in payroll administration.
Removal of manual calculations.
Improved labour cost control.
Enhanced workforce visibility.
Reduced manual processes.
Improved compliance reporting.
Increased management efficiency.
Scalability for future growth.

A workforce management platform should support operational objectives not only today, but also as the organisation evolves over the coming years.

Making an Informed Decision

Every organisation’s requirements are unique. The most effective procurement decisions are based on clearly documented business objectives, operational requirements, implementation considerations, support arrangements, and long-term value (ROI).

A structured review process allows organisations to assess whether their existing solution remains the best fit or whether alternative platforms may offer additional benefits more aligned with future business goals.

By taking a measured and evidence-based approach, organisations can ensure that any investment in workforce management technology delivers meaningful improvements in productivity, efficiency, accuracy, and visibility.

About Ceequel®

Ceequel® is a UK-developed workforce management platform designed to help organisations manage attendance, absence, labour costs, employee self-service, manager approvals, access control, visitor management, and workforce reporting through a single integrated solution.

Supporting organisations across manufacturing, logistics, food production, distribution, healthcare, engineering, and other sectors, Ceequel® provides flexible deployment options and configurable workforce management capabilities designed to meet the operational requirements of modern UK employers.

For organisations reviewing their current Time & Attendance solution, a structured demonstration and discovery process can help determine whether Ceequel® is aligned with their operational and workforce management objectives.

This article is intended for informational purposes only and does not make any representations regarding the performance, functionality, support, commercial arrangements, or future direction of any third-party software product or supplier. Organisations should undertake their own evaluation based on their individual business requirements and procurement processes.

UK Manufacturing Is Data-Rich – Five Principles for Turning Manufacturing Data into Better Decisions

Part 2 of a 2 Part Series……….

Most manufacturers already hold a significant amount of operational information.

The challenge is converting that information into something managers can use to improve productivity, control cost and sustain Continuous Improvement.

A dashboard containing dozens of measures may look impressive. But if it does not help the organisation make a better decision, its commercial value is limited.

Manufacturers can improve the value of their operational data by applying five practical principles.

1. Begin with the decision, not the dashboard

A data project should not begin by asking:

What information can we collect?

It should begin by identifying the decisions the organisation needs to improve.

For example:

Should another shift be introduced?
Is a particular product commercially viable?
Which machine is creating the greatest constraint?
Why does one production line outperform another?
Is overtime increasing output or compensating for inefficiency?
Which contracts are failing to recover their true labour cost?

Once the decision is clear, the manufacturer can determine which information is required to support it.

This prevents the business from collecting data simply because it is available.

2. Connect planned performance with operational reality

Most manufacturers already hold production plans, estimates, standards and expected costs.

The difficulty lies in comparing them consistently with what actually happened.

A production order should not remain an isolated record within an ERP system.

It should become a live operational entity against which the business can attribute:

Labour
Activities
Machine usage
Output
Downtime
Waste
Rework
Work in Progress

This enables the manufacturer to compare:

Estimated cost with actual cost
Standard hours with actual hours
Planned output with completed output
Expected margin with developing margin
Scheduled completion with likely completion

Planning information then becomes a tool for operational control rather than simply a record of what was expected.

3. Capture information where the activity takes place

Operational data becomes less reliable when it depends on memory or retrospective entry.

Employees may be asked at the end of a shift to remember when a job started, why it stopped or how long they spent on an unplanned activity.

Supervisors may reconstruct events from paper records, spreadsheets and conversations.

Information should instead be captured as close as possible to the activity.

This may involve:

Shop-floor touchscreens
Barcode scanners
Mobile devices
Machine and PLC signals
Automated data feeds
Simple employee declarations
Supervisor validation

The objective should not be to create more administration.

It should be to make accurate data capture a natural part of completing the work.

4. Translate operational variance into financial value

Operational measures become more influential when they are expressed commercially.

A reduction in downtime is positive.

An increase in recoverable production capacity creates a business case.

A shorter changeover is useful.

Demonstrating that the reduction creates an additional production run each week gives the improvement strategic relevance.

Manufacturers should therefore connect productivity, downtime, waste and efficiency measures with:

Labour cost
Production cost
Capacity
Work in Progress
Customer service
Cash flow
Margin

This creates a common language between operations, finance and senior management.

It also helps improvement teams demonstrate the real commercial value of their work.

5. Close the improvement loop

Continuous Improvement should operate as a complete cycle:

Define the problem
Measure current performance
Identify the causes
Implement the change
Measure the result
Control the improved process

Too many improvement projects reach the implementation stage without establishing how the result will be monitored and sustained.

Reliable operational information allows the manufacturer to determine:

What changed
Why it changed
Whether the improvement has continued
What commercial value has been created

This distinguishes a temporary improvement from a permanent change in performance.

Technology is only part of the answer

Advanced technology can support stronger manufacturing performance, but technology alone does not create a data-driven organisation.

Artificial intelligence, robotics and automation all depend on structured management, reliable information and clearly defined operational objectives.

AI cannot compensate for:

Inconsistent job codes
Unreliable standards
Disconnected systems
Poor labour attribution
Missing downtime reasons
Incomplete operational context

Before a manufacturer asks what AI could predict, it must first be able to explain accurately what has already happened.

The foundation of industrial AI is not the algorithm.

It is trusted operational data.

From data collection to operational intelligence

For many manufacturers, the answer is not to replace every existing system.

It is to create a connected operational layer between those systems, the workforce, machinery and the production environment.

That layer should be capable of:

Receiving orders, routings, standards and cost information
Presenting relevant instructions to employees
Capturing activity as work takes place
Combining employee, job, process and machine data
Applying operational and financial rules
Calculating performance at the required level of detail
Returning meaningful information to managers and authorised systems

Ceequel® Operational Intelligence has been designed around this principle.

It connects operational activity with information from existing business systems, machinery and the workforce.

The platform can convert job, employee, process and machine information into measures such as:

Labour productivity
Job cost
Work in Progress
Actual versus standard performance
Downtime
Overall Equipment Effectiveness
Cost variance
Margin performance

The purpose is not simply to produce more reports.

It is to create a consistent operational record that helps manufacturers understand what is happening, why it is happening and what it means commercially.

The next productivity improvement may not require another system producing another isolated set of figures.

It may begin by connecting the information the manufacturer already has—and using it to make better decisions.

UK Manufacturing Is Data-Rich—but Often Insight-Poor.

Part 1 of a 2 Part Series……….

UK manufacturing remains one of the country’s most strategically important industries.

The sector supports approximately 2.6 million jobs, accounts for a significant proportion of UK business research and development, and generates hundreds of billions of pounds in annual product sales.

Yet manufacturers continue to face considerable pressure from rising employment costs, energy prices, skills shortages, supply-chain disruption and international competition.

The next significant improvement in manufacturing productivity may not come solely from buying faster machinery, employing more people or installing additional automation.

It may come from making better use of the information already being generated inside the factory.

Manufacturers do not lack data

Every production environment creates large quantities of operational information.

ERP and MRP systems hold production orders, routings, standards, materials and planned quantities. Time and attendance systems contain working-time information. Machinery and PLCs produce performance signals. Quality systems record defects and rework. Finance departments maintain labour rates, overheads and costing data.

Employees and supervisors contribute another vital layer of information. They know why a job stopped, why a changeover took longer than expected, why materials were unavailable or why output fell below target.

The problem is rarely that this information does not exist.

The problem is that it is held across different systems, recorded at different levels of detail and made available at different times.

A manufacturer may know:

The total labour cost for the month
The number of employees who attended work
The total output achieved
The overall value of scrap
The level of overtime worked

But that does not necessarily reveal:

Which jobs absorbed the labour
Which operations exceeded their standard times
Where downtime occurred
Why production was delayed
Which products created the greatest rework
How Work in Progress changed during the day
Which customers, jobs or contracts delivered the expected margin

The business may possess all the individual pieces of information while still lacking a complete operational picture.

Data needs context

Knowing that a machine stopped for 40 minutes is useful.

Knowing that the stoppage delayed three jobs, created two hours of additional labour, affected a customer delivery and reduced the expected margin is far more valuable.

The same principle applies to workforce information.

Knowing that 80 employees worked an eight-hour shift confirms that 640 paid hours were available.

It does not explain how those hours were divided between:

Productive activity
Machine set-up
Changeovers
Maintenance
Waiting time
Rework
Training
Indirect work

Manufacturers therefore need to connect four essential dimensions.

What was planned

The order, routing, standard time, expected quantity, labour requirement, target cost and expected margin.

What actually happened

The employees involved, activities completed, hours consumed, quantities produced, machines used and interruptions encountered.

Why performance varied

Downtime, material shortages, quality failures, changeovers, resource constraints, skills issues or process inefficiencies.

What the variation meant financially

The impact on labour cost, production cost, Work in Progress, recovery, delivery performance and margin.

Until these dimensions are connected, management teams can spend more time debating whose figures are correct than deciding what action to take.

The limitations of lagging indicators

Traditional management reporting is largely based on lagging indicators.

These may include:

Monthly labour cost
Total production output
Scrap value
Overtime expenditure
Gross margin
Delivery performance

These measures remain important, but they usually show the final outcome after the opportunity to intervene has passed.

By the time a monthly report identifies a margin problem, the labour has already been paid, the material has already been consumed and the production delay has already occurred.

Operational intelligence provides the explanation behind the final result.

It can show:

Labour consumed by job and operation
Actual time compared with standard
Productive and non-productive activity
Machine interruptions
Changeover performance
Scrap and rework by product or process
Work in Progress
Output by employee, team, line or shift
The reasons behind operational variance

This changes the management question from:

Why was last month’s margin lower than expected?

to:

Which jobs are moving outside their expected labour and production cost today?

That is a fundamentally different management capability.

Better data supports better management

Continuous Improvement depends on measurement, analysis and response.

A manufacturer cannot consistently improve a process it cannot measure accurately.

Nor can it sustain an improvement if the information required to monitor the process arrives several weeks after the activity occurred.

When information is retrospective, improvement becomes reactive.

Managers investigate after the cost has been incurred, the production has been delayed and the margin has been reduced.

Operational data must therefore move at the speed of the operation.

The opportunity for UK manufacturing is not simply to collect more information.

It is to connect existing information more effectively, add the operational context behind it and use it before the opportunity to act has passed.

Because better performance does not begin with more data.

It begins with understanding what the data is really saying.

What’s In A Name?

“Say my name, say my name” Have a read of our latest blog post on recruiting and retaining the best staff for your workforce.

“So, your name is Molly, why?”

Taken aback by that question? Struggling to think of a suitable answer? In fact, what sort of a reply can you possibly give or be expected to give when faced with that question?

Reported recently by a leading HR magazine, that question was actually put to a potential employee during the interview process.

But it doesn’t end there.

Another question was asked, this time to a different candidate;

“What space phenomenon do you relate to?”

This time around however, the quick witted candidate was faster off the mark and fired back with the response;

“A black hole, because I suck all the energy out of the room”

Very clever!

Let’s be honest, we have all experienced the odd interview/interviewee and here at ELF Productivity we are not immune to it.

Several years ago, we experienced what can only be described as a severe case of emotional attachment and/or trust issues, which involved “the girlfriend” wanting and actually attempting to sit in and attend “the boyfriend’s” interview!

All joking apart, let’s be honest, over the years both employees and Human Resource departments have seen it all during the recruitment process, for further clarification, please refer to our previous blog post; “A Horse Fell On Me – Timewasters vs the Real Deal”

With Brexit now on the horizon and as the country manoeuvres and weaves its way through this complex transitional time, the recruitment process is now no longer about candidates fighting for that key placement. As we inch ever closer to leaving our grouchy European cousins behind, a skills shortage is now emerging as a real possibility.

Candidates leaving the UK for the foreseeable future, have left the door wide open for others to step in and reap the opportunities that are now on offer. Training, flexible/remote working, study support/leave and attractive remuneration packages are now dangled enticingly under potential employees noses.

Where once a replacement could easily be found, companies now need to re-think their whole recruitment strategy and offer flexible working and in-house training as standard options. Throw into the mix the ever increasing retirement age, advancements in digital development, employees having to work until they “drop”; that was a joke by the way, companies have little option but to market their particular brand with a lot more skill, knack and aptitude in what is now, a very competitive market.

But how would you make a good impression? What options would you need to offer, what changes would you have to make with regards to your own processes and procedures, in order to have the best workforce possible?

Let’s go back to the original question, “What’s in a name?”

Say the name ELF Productivity Limited or to its software peers, CEEQUEL® and you have an instantly recognisable brand.

That’s because CEEQUEL® is a name that you can trust.

ELF Productivity Limited has been at the forefront of Biometric Time and Attendance Management systems since 1982.

Where others have failed, CEEQUEL® has prevailed.

Without wishing to sound arrogant, you have to hold a very good deck of cards in your hands to put your head above the parapet and be able to withstand the competition in the Time and Attendance market for over 35 years.

As we progress into another new phase of development, ELF Productivity Ltd remains at the cutting edge, not only in terms of in-house talent but in the sheer vast knowledge of Biometric Time Management solutions that comes only from experience.

With an all-encompassing, fully integrated software solution such as Human Resource Management, your entire workforce can be managed from one central kiosk. This fully integrated CEEQUEL® module can co-exist on the same Time Attendance database or as a standalone HR Management solution.

Employee Self Service,Web-Manager and Shop Floor Data Capture; all come under ELF’s very impressive belt. CEEQUEL® mobile apps for Android, Apple and Windows devices are an added benefit for those employees that prefer to be a little more remote and flexible.

Biometric Access Control with fingerprint and facial recognition will help you monitor and track your entire workforce; whilst Shop Floor Data Capture will help you convert operator performance into performance related pay and bonuses.

CEEQUEL® Time and Attendance software suite has it all.

So what are you waiting for, isn’t it time you became acquainted with a name you can depend on, a Time and Attendance Management solution that continues to live up to its name, time and time again?

If you would like to learn more about the incomparable software suite that is CEEQUEL® Contact ELF Productivity Ltd today today for a free demonstration and no obligation quotation.

For a closer look at CEEQUEL®, our range of brochures can be downloaded here here

ELF Productivity Limited and CEEQUEL® names you can rely on, names you can trust.

Grease Is The Word

“I got chills, they’re multiplying”! Have a read of our latest blog post and discover how the original is ALWAYS the best.

This year sees the 40th Anniversary of that timeless classic movie of 1950’s teenage angst….. GREASE!

That’s right, the all singing, all dancing, hand-jiving ageless flick which turned Olivia Newton John and John Travolta into overnight stars, has reached the BIG 40!

To understand how Grease became THE movie of 1978 – if not all time, Vince Fontaine probably sums it up the best with his understated line “It doesn’t matter if you win or lose; it’s what you do with your dancin’ shoes”

Admit it; you really didn’t think that 40 years had passed by since you were singing “Summer Nights” and declaring “Sandy! You just can’t walk out of a drive-in”!

Time, unfortunately for everyone, really does have a habit of ticking by.

Even though 1978 still seems like yesterday for some of you; long hot summers, Spangles and Marathon bars (ask your Mum) does anyone remember or even realise that there was actually a sequel to Grease in the 1980’s?

Even though there were some great films in the ‘80’s, Grease 2 sadly isn’t one of them.

Released with great hype and expectation, the film has the same style of characters but without any of the original “chemistry “or endearing quality that everyone felt with The Pink Ladies and the T-Birds. By trying to recreate the original and as we all know you can’t improve on the genuine article, they produced a big fat dud! Ultimately, that familiar sense of “this is not what I was expecting” kicked in. The cinema paying public definitely weren’t “Hopelessly Devoted” to THIS sequel and gave it a big thumbs down!

To be fair, how can you improve on something that was so imaginative, so creative, that even now 40 years later, is still adored?

Sadly, this is what it can feel like with Time & Attendance Management systems. On the surface they may look and sound alike but not all Time & Attendance software is the same.

Here at ELF Productivity Limited, authors of the original CEEQUEL® software suite, we have been at the forefront of Biometric Time & Attendance and Human Resource Management since 1982. Other Time & Attendance systems may give the impression that they are comparable to ELF but CEEQUEL® is distinctive.

What sets ELF Productivity apart from all other systems is that our understanding and proficiency is incomparable. CEEQUEL® software is constantly evolving and as we advance into another new phase of development, we remain the definitive enterprise in Time & Attendance procedures – in other words the “Real McCoy”.

Software that works harder and deployed the way you want it, either via your existing IT infrastructure or via the cloud. CEEQUEL® Apps for iPhone, Android and Windows, provides your workforce with worldwide connectivity.

CEEQUEL® Employee Self Service and E-Manager modules will equip you with all the tools necessary, to enable you to manage not only your HR obligations but your remote and flexible workforce, whilst Access Control and Shop Floor Data Capture will come alongside and help you monitor and keep track of your entire workforce.

So, with all that information in mind, is CEEQUEL® software suite “The One That You Want” for your company this year? Do you need a Biometric Time & Attendance system that will “Go Together” with your existing workforce?

If so, choose the number 1 in Time & Attendance Management, choose the original CEEQUEL®

If you would like to know more about the advanced and revolutionary software suite that is CEEQUEL® our index of brochures can be found here.

Contact ELF Productivity Ltd today today for a free no obligation quotation and demonstration of CEEQUEL® software

And remember, keep dancin’!

Are You Allowing A Toxic Culture Into Your Workplace?

“Don’t you know that you’re toxic”. Have a read of our latest blog post here, on the best way to highlight that toxic employee.

Let’s be honest, we have all experienced a difficult co-worker or manager at some time in our working lives. This is nothing new in the workplace but sadly, as a recent Harvard Business Study uncovered, bullying and incivility is not something that your company can afford to ignore.

The business study, which was undertaken by 60,000 employees, highlighted the true financial cost to businesses on the shop floor that employed people with a partiality to, but not exclusively, the following :-

• Vulgarity
• Lack of respect
• Lack of manners
• Discourteousness
• Coarseness
• Impoliteness
• Rudeness

The study also highlighted that by allowing such individuals to remain in the company over a long period of time, had a detrimental effect on the retention of other key members of staff.

The statistics below make for grim reading, as staff retention is crucial to any forward thinking company.

• 38% Intentionally decreased their work output
• 25% Took their frustrations out on their clients
• 12% Left their jobs altogether

The hiring process doesn’t always come easy for management, especially if they are lacking in the people-skills department themselves. Managers may be good at running a business or a department in terms of work, but from time to time they can fail to pick up on certain attributes that a person displays during the recruitment process. By missing these characteristics, individuals can and often do, “slip through the net”.

And as we all know, everyone can look good on paper!

Let’s take a look at the 5 main prime antagonists that may rear their “ugly heads” in the workplace as uncovered by the business study.

1. The Slacker
2. The Bully
3. The Gossip
4. The Lone Wolf
5. The Know it All

As you will see from the list, Human Resource Departments can do without the burden of this particular type of employee – in any situation.

So what can be done to highlight and more so bring to task this certain individual? What can management and in particular Human Resource Departments do, to end this negative cycle within the workplace?

ELF Productivity Limited’s CEEQUEL® software is the essential Time Management suite that you need.

ELF’s Time and Attendance system will allow you to uncover the real reason behind the downturn in productivity. Whether you need to supervise “The Slacker” on the shop floor or call time on “The Gossip” in the office, CEEQUEL® and our Shop Floor Data Capture and Human Resources modules will provide everything you require and necessitate for your workforce.

Shop Floor Data Capture

Shop Floor Data Capture does exactly what it says on the tin, it is employee tracking at its very best. A component of the CEEQUEL® Time and Attendance software suite, Shop Floor Data Capture not only calculates employees working hours, it also tracks activities and jobs over a specified time; thus highlighting that “shirker” and “gossip-monger” on the shop floor. Another benefit this module provides is the Incentive Scheme Calculation. This calculation is particularly popular within the manufacturing sector as it converts operator performance into performance related pay.

Human Resource Management

CEEQUEL® Human Resource Management solution is an all-encompassing, fully comprehensive HR module that will completely transform your personnel requirements. With views such as appraisals, discipline and grievance procedures, it provides the necessary instruments needed to deal with your day to day management workload. This module provides you with the software to not only supervise every individual employee but it will also highlight your hardworking employees; thus enabling you to reward and promote the right staff.

Another added benefit to CEEQUEL® Human Resource Management module is that it can co-exist on the same Time and Attendance database or as a standalone HR Management solution.

Does your company need a dynamic Time Management system that will not only stop a toxic culture from springing up in your workplace but allows your company to run more efficiently and smoothly?

Is it time for you to take a closer look at your workforce?

CEEQUEL® Time and Attendance software suite is all you need to monitor and keep track of your ENTIRE workforce.

If you would like to know more about the unrivalled CEEQUEL® Software Suite, including our leading Time and Attendance modules; the downloadable catalogue of brochures can be found here.

Contact ELF Productivity today for a free no obligation quotation and demonstration of CEEQUEL® software.

Love is in the Air and on the Shop Floor

Love is all around, check out our Valentine’s Day blog on keeping an attentive eye on your workforce.

“Love is in the Air” as John Paul Young once sang – for those of you old enough to remember and for those not old enough – it was 1977 to be precise!

February 14th is once again with us and for all you cynical people out there, Valentine’s Day is not something that can be avoided, especially as there are romantic reminders everywhere you turn. Valentine’s Day, particularly within a company, is one of those places. It has become a prime opportunity for people to make their anonymous move on that one special person who has caught their eye.

Embarking on a romance within an enterprise can turn out to be the best thing ever, or the worst, depending on the outcome and the company’s view. So what is your position as a business with regards to the wooing process or “courting” as they used to say, amongst your employees?

Where do you stand with your staff gazing at each other across the office and meeting at the photocopier? Are you happy seeing flowers, chocolates and a cuddly toy sent by a lovesick Romeo in pursuit of their Juliet? And are you content with the endless company gossip about the latest lovebirds?

Or are you, like a lot of employers out there, concerned about the lack of focus, downturn in productivity and even worse having to deal with a potential harassment claim?

Every company wants to cut their employees a little “slack” at certain times during their working day. No employer wants to be known as a tyrant in the office, especially when team building and morale is an integral part of any company’s mission statement. Unfortunately, as companies usually find out, there is a fine line between boosting staff morale and seeing your productivity output decline. As some employers call it “a very unproductive day”.

When does team building, and joviality (romantic or not) within the workplace stop and non-productive, timewasting and un-focused employees begin?

You may be asking “What’s Love Got To Do With It”? What can you do if your current Time and Attendance processes are not up to the task of monitoring your very own “Part-Time Lovers”, especially at this most romantic time of year? And what if “You’ve Lost That Loving Feeling” surrounding your manual, outdated and unreliable data capture system.

Here at ELF Productivity Ltd, authors of Ceequel® Time and Attendance software, we can ensure that “You’ve Got That Loving Feeling”. A module that will become your very own “Dreamlover”.

ELF Productivity’s Shop Floor Data Capture capture module is your own corporate cupid. It entwines management processes and employee tracking together. It has key features within, including, Actuals v Standard-times, Productive v Non-Productive Hours, Wages to Gross, Machine Monitoring and Incentive Scheme Calculations.

Employee Tracking is another key element within Shop Floor Data Capture. This will not only calculate the total number of hours worked by a particular employee but it will also provide details on how many hours the employee has worked on either a particular task or within a certain sector/department of the company. With fast accurate monitoring 24 hours day, transparency and clarity ensures you stay fully informed.

Here at ELF Productivity Ltd we have been at the forefront of Time and Attendance since 1982, so we are well positioned to understand that people spend a considerable amount of time in the workplace. Relationships which begin on the shop floor are more likely to end in marriage than ones that began in a pub or club. This is why we are best placed to understand the true requirements of Human Resource Management and Payroll Departments. Because of this our modules are being constantly developed to make use of any new ideas and new ways of making Time and Attendance processes, simpler, faster and more automated.

Do you want a new “Vision of Love? Is ELF Productivity Ltd and Ceequel® Time and Attendance software “The One That You Want” this Valentine’s Day?

If so, we know that “Love Takes Time” so Contact ELF Productivity today for a free no obligation quotation and demonstration of Ceequel® software.

If you would like to learn more about the unrivalled functionality of Ceequel® Software Suite, including our flagship Time and Attendance offering; a range of downloadable brochures can be found here.