“I hope he snaps out of it, soon,” Warren shook his head. “Tyler was one of our best supervisors before he got promoted to manager?”

“How big is this new job, as a manager?” I asked.

“I didn’t really think it was that much different,” Warren lamented. “I mean he went from six people to eighteen people, but he has two supervisors under him now, each handling a team of eight people. So, he really only has the two supervisors that he has to directly work with.”

“How big is this new job?” I repeated. “How do you measure the level of work in this new role?”

Warren thought. “It does seem more complicated. He has more resources to work with, but I don’t know that I can actually measure the level of work.”

“What was the longest time span task that Tyler had, as a supervisor?”

“Well, as a supervisor, he was accountable for making sure all the production got done. He had to make sure he had enough people on the line, that we had enough raw material to work with, make sure all the machinery was available and in working order. It was a pretty big job.”

“And what was the longest lead time item on his plate?”

Warren smiled. “Oh, yes. There is this one material that we order from Indonesia. When it arrives, we outsource a special coating. The whole process takes about six months before we even bring it in-house. And we can’t run out or all of our production shuts down. Tyler had to pay specific attention to that.”

“So, we can measure the longest time span task in his old role at about six months?” I confirmed. “So, what is the longest time span task in his new role as a manager?”