The prompt
Score 10 of 10, Excellent
Use it when You have a forecast of orders, units or jobs and need to know, week by week, whether your people and equipment hours cover it, and what to do where they do not.
- {{planner}}
- {{demand}}
- {{work_standards}}
- {{capacity}}
- {{utilization}}
- {{buffer}}
Full prompt and why it works
Prompt
Check whether our capacity covers the demand forecast below, week by week, for {{planner}} to plan staffing and overtime. The goal is to see early which weeks are short, by how much, and what the realistic options are. Demand forecast (orders, units, jobs or appointments per week, with dates): """ {{demand}} """ Time each unit of work takes (for example minutes per order or hours per job, by type if it differs): """ {{work_standards}} """ Capacity (people or machines, hours available per week, planned leave, shutdowns, overtime limits): """ {{capacity}} """ Planned utilization we use for planning, if any: {{utilization}} Spare capacity we want to keep: {{buffer}} Produce: 1. A weekly table with the columns Week, Demand, Hours needed, Hours available, Gap (available minus needed; negative means short), Gap in people or shifts (the hours gap divided by the productive hours of one person or shift, as a size, not a hiring recommendation), Status. Status is "short" when the gap is negative, "tight" when it is positive but smaller than the spare capacity we want, and "covered" otherwise. If we have not said whether spare capacity is a share of hours needed or of hours available, use hours available and say so. 2. Workings for one week written out, for example "1,200 orders x 6 minutes = 7,200 minutes = 120 hours needed; 4 people x 37.5 hours x 85% = 127.5 hours available". 3. Short and tight weeks: the options our data supports, such as overtime within the limit, temporary help, or moving work to an earlier week with spare hours where that work can be done ahead (mark that as something we must confirm), with the hours each option covers. 4. Assumptions and gaps. Rules: - Use only the figures given. Apply a utilization figure only if we have given one, and apply it to overtime hours too; otherwise use full hours and say so, because planning at 100% usually understates the gap. - Do not suggest hiring numbers, pay rates or costs that are not given. - Convert minutes to hours before comparing, and keep units consistent. Keep the text outside the tables under 250 words. If the forecast and the work standards use different units for some weeks (orders against order lines, for example), complete the weeks you can, mark the others "not converted", and ask how to convert rather than assuming.
Variables
- {{planner}}
- Who plans staffing, for example "the shift manager".
- {{demand}}
- Forecast volume per week, with week dates.
- {{work_standards}}
- How long each unit of work takes, by type if it differs.
- {{capacity}}
- People or machines, available hours per week, leave, shutdowns and overtime limits.
- {{utilization}}
- The share of paid hours spent on productive work that you plan with, for example "85%", or "none".
- {{buffer}}
- The spare capacity you want to keep, for example "10% of available hours" or "one person-day a week".
Why it works
- An example. A worked week shows the conversion from units to minutes to hours, the step where capacity sums most often go wrong.
- What good looks like. Gap and status are defined exactly, including what spare capacity is measured against, so "tight" means the same thing every week.
- If unsure. Weeks in units that cannot be converted are marked "not converted" and asked about, while the rest of the plan still gets done.