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Balance Capacity and Demand

Split six confirmed specialist hours across three work areas, respect hard minimums and make the remaining backlog visible.

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Wednesday, 09:00–13:00: 6.0 specialist hours are confirmed, 0.5 standby hours are possible but not confirmed. Critical review needs at least 2.0 h, the quality audit at least 2.0 h, routine cases ask for 5.0 h. Which split can you defend?

2.0 h critical, 2.0 h audit, 2.0 h routine; report the 3.0 h of routine work left open.1.5 h critical, 1.5 h audit, 3.5 h routine; plan the 0.5 standby hours in as firm.

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What you practise: Write the decision log: Confirmed capacity 6.0 h; allocation 2.0 h critical + 2.0 h audit + 2.0 h routine; unmet routine demand 3.0 h; possible on-call 0.5 h excluded until confirmed.

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Wednesday, 09:00–13:00: 6.0 specialist hours are confirmed, 0.5 standby hours are possible but not confirmed. Critical review needs at least 2.0 h, the quality audit at least 2.0 h, routine cases ask for 5.0 h. Which split can you defend? Wednesday, 09:00 to 13:00. Critical review: 2.0 h demand, at least 2.0 h required. Quality audit: 2.0 h demand, at least 2.0 h required. Routine cases: 5.0 h demand, no minimum. Capacity: 6.0 h confirmed, plus 0.5 h possible standby that is not confirmed. Start from the confirmed 6.0 h, not the possible 6.5 h. Hard minimums come first: 2.0 h critical review and 2.0 h audit. The remaining 2.0 h go to routine work; of 5.0 h demand, 3.0 h stay open and are reported, not hidden. The 0.5 standby hours are a scenario until someone confirms them.