Time Management Curve
FEATURES
MANAGEMENT
There are many concepts that help us in the management of resources and in operations. The time-line concept is based on the standard time-temperature curve (see Figure 1 below). A time line is simply a stopwatch represented by a straight line (see Figure 2 below). When one is superimposed on the other, we can predict, fairly accurately, the outcome of our operation (see Figures 3-5 on page 30).
In order to affect the most desirable result, the time element must be decreased. In accordance with good management principles, this must be done in a cost-effective and efficient manner. An efficiency index can be established by adding the fire dollar loss and the cost of fire protection, and then dividing that figure by the assessed valuation of the coverage area. A word of caution here. This is a guide only for operational expenses and does not take into consideration life safety.
The index will help when you are evaluating programs to shorten the time line. There are several ways to accomplish this, but some will be economically prohibitive. Our task is to incorporate those methods that provide the best result for the least expense. The adage “the most bang for the buck” applies here.
TIME LINE GRAPH MEASURES RESPONSE PERIODS
Prevention/organization
The time line shows the most obvious place to start our program. Although we put a great deal of effort into improving our suppression capabilities, we can see by looking at the graph in Figure 2 that we must start at period one (Prevention/Organization), before the line actually is set in motion.
Fire prevention has been proven the most cost effective method of controlling fire. For a minimum investment, much property and many lives can be saved. Small departments can operate successful prevention programs for $100 or less. When the program meets the needs and is targeted accordingly, big savings result. Items included here are: adopting strong building and fire prevention codes and fire investigation (need assessment and arson prevention). It is also the point at which the community fire services are organized and developed for those occasions when prevention fails.
Detectors/sprinklers
The time line is set in motion (period two) when a fire or other incident occurs. Unless codes are in effect, there is little the department can do to shorten this period. Smoke, heat, and/or flame detectors will be of some help in extinguishing the fire. They may be more cost-effective than doubling manpower for a delayed alarm.
Sprinklers or other automatic suppression systems are the best solution because they will help shorten subsequent periods. Department actions are generally limited to smoke detector campaigns.
Notification
In period three, we have little control again. Teaching the public proper notification procedures and helping individuals and industrial brigades to learn first-aid type control methods are of some value.
Departments with their own dispatch centers will have input into procedures, policies, and equipment. Computer Assisted Dispatch (CAD), 911 systems, box alarms, and other remote alarms and radio paging capabilities, especially for volunteers, all speed up call processing and shorten time spans. Because dispatch centers are expensive, and usually permanent, you should do extensive research before installing one.
Response
Distance, traffic, weather, and availability of manpower are factors to consider in period four. Because distances are preset when the station is built, extensive research and long-range planning are again in order when you are deciding where to erect your building.
Traffic controllers are of some value in larger cities, but also can be expensive. You must map out alternate routes, taking into consideration the various traffic patterns in the area.
Although the weather is beyond our control, you should make allowances for it. Prepare for severe conditions before you receive the call in order to keep response time to a minimum. Volunteer departments are making excellent use of radio paging and civilian help where distances and availability of personnel is of concern, especially during certain hours. Some have paid personnel to cover during times when volunteers are not available.
Planning and preparation are essential. Time lost due to any of these factors cannot be made up by driving at excessive speeds and taking other needless risks en route. Safety is more important than speed in responses.
Strategic and tactical operations
Period five is an area where most of our opportunities for time control occur. It can be, and usually is, the least cost effective. There is much information in this area that we have learned from books, development of procedures, and training and practical experiences. Due to space limitations, however, I will try to summarize some of the more important points here.
Americans have the best fire suppression technology available anywhere in the world. Most firefighters use it with a high degree of proficiency. Special consideration should be given to the use of: pre-connected lines, large-diameter hose, blitz attacks, task force concepts, medi/mini/maxi twopiece engine companies, infrared heat sensing devices, preplans, command operations, salvage operations, tactical procedures, and manpower requirements.
Results of studies on manpower requirements done in Dallas, TX, may affect manning in full-time departments. It was found that providing sufficient personnel to handle the situation and insure reserve is more cost effective than losses due to understaffing. Volunteer departments will have to assess their situation and have mutual/automatic aid agreements with surrounding communities.
Investigation/reports
The final period (number six) actually occurs after the line has stopped. It is directly related to period one. Good investigative and reporting systems are essential for providing a data base for organization and prevention activities. While it does not shorten the length of time of the incident that has occurred, it will be effective for future incidents.
OPTIONS—ADVANTAGES AND DISADVANTAGES
Assessing responses and operations in each period will enable us to find options that will hopefully cut those vital seconds and minutes from our time. The cost of each option must be weighed against the benefit in time savings.
As each segment of time is shortened, the position on the timetemperature curve will indicate expected savings in damage (see Figure 4). Those options that have a high savings-to-cost ratio should be implemented immediately. The ones that are not economically feasible may be discarded (see Figures 3 and 5). Those in the intermediate category can be inserted into the program as funding or need dictate.
The complete program may reach a saturation point before all options are utilized. The saturation point is reached when further actions would result in negligible results or unwarranted expense for the amount of time saved.
Good managers will continue to monitor their responses and evaluate changes brought on by both inside and outside influences. Changes may reflect a need for either additional or fewer options to be used to adjust to a new saturation point.
SUMMARY
Time has always been a valuable commodity. By managing our use of it, especially in the area of responses, the results will reward us with fewer losses. The efficiency index may remain the same, at least initially, but loss and suffering will diminish.
As we improve our time-line management, that index eventually will indicate more favorable results. Both the time-line management program and the efficiency index are good items to use at budget time to justify certain expenses. The program will take some effort and experimentation, but aren’t those we serve deserving of it?
For more information on how to set up your own time-line management program, consult MANAGING FIRE SERVICES from the International City Managers Association and FIRE PROTECTION HANDBOOK from the National Fire Protection Association.
