u sing Industry Best Practices John Reeve Author CRL CMMS Champion Advanced Concepts in Planning amp Scheduling Jan 29 th Monday 130pm 215pm Champions V Scott Stukel CMRP ID: 776176
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Slide1
Slaying the Backlog Dragonusing Industry Best Practices
John Reeve, Author, CRL, CMMS Champion
Advanced Concepts in Planning & Scheduling
Jan. 29
th
Monday
1:30pm
–
2:15pm
Champions V
Slide2Scott Stukel, CMRP Director, Energy/Utilities & Asset ManagementTRM - Total Resource Management
2
BSME, EE/CE Minors – Kettering University (formerly GMI)28 Years of experience in Engineering, Maintenance and Asset Management Practices & Technology16 Years of Asset Management & EAM Consulting ExperienceSeasoned Asset Management, ISO-55000, IIMM Practitioner and Advisor Former NASA Deep Space Sr. Engineer & Reliability/RCM DirectorGuinness World Record Holder, Engineered Worlds Largest Rice Krispies Treat for Charity/Reality TV Program – 10,314 lbs
Slide3Asset ManagementJourney
COST/SCHED. ANALYSTs
MX S/W CONSULTANTs
CMMS PRACTITIONERS
RELIABILITY LEADERs
Slide4Before we start, I’ve got questions
What is your role? [going around the room]
Do you have Planners in the
organization?
Do
you have
Schedulers?
Are
they the same person/role?
What if you have neither?
>>> if NO to all of the above
….
Do
we give up all hope of making a
plan?
Do
we forget about making a Schedule?
Slide55
Planning, Scheduling and Backlog Management
Main Topics All about Backlog Work Priorities – different techniques Planning, the “well planned” Work Order Schedules and Scheduling Measure and MonitorImprove work force productivity and job safety---------------------------------------------------------Question: What exactly is the purpose of an asset management system?
Slide66
Different Types of Backlog
Planning Backlog
Scheduling Backlog
Execution Backlog
Slide7Author #1About 2 to 3 weeks of backlog would be usual in an effective and well-regulated maintenance environment.Author #2Backlog forward resources (Crew weeks equivalent 4 - 5 weeks)Author #3A standard backlog of one week may not be a problem for your organization,….Author #4Any (work) backlog, other than deferred maintenance, would be bad.Author #5To target. Say, about 4 man weeks.Author #6Backlog weeks, which list all deferrable work not yet scheduled for completion. Goal: Four-six weeks.Author #7Non-outage CM work order count greater than >50 per facility/area (for sites with multiple areas)…would be bad.Whereas, elective maintenance work order count > 450 per facility, would be bad.Author #8There is no answer. Which is exact or correct for any industry.Author #9To help the planning process it is normal to run with approximately 2 man weeks of backlog per technician. If you are constantly below that figure then you could be over-manned. If the Backlog climbs to 4 man weeks then consider overtime working or bringing on additional resources.Author #10Jack R. Nicholas, Jr., P.E., CMRP stated that the acceptable range of man-weeks of backlog per technician is 3-5 where 4 is ideal.
Maintenance Backlog
---
M
easures the work necessary to prevent the deterioration of an asset or its function that has not been carried out, but has been identified to be done.
BACKLOG
ACCURACY REVIEWS
When reviewing new work requests….a rigorous examination of the work requested needs to be carried out. This will remove duplicate work, finished work, unwanted work and modifications (modifications need to go through the 'management of change' process, modifications need engineering and fiscal approval, a modification is not maintenance work) out of the list.
ACCEPTABLE BACKLOG SIZE
Slide88
Categorizing the Backlog
What is maintenance backlog made up of?Scheduled PM and PdM workCorrective maintenanceEnvironmental & RegulatoryHSE relatedProject Improvement & Project SupportAdmin/Business Support
As Maximo users, we typically group work using the WORKTYPE field
.
I use the term “
trilogy
” to identify 3 critical fields: worktype, priority and status as essential to work management and analytical reporting. That said, it is
very important to put a fair amount of thought into this design
.
Slide99
Why Categorize Work?
Know if you’re keeping up with incoming & existing backlogForecast needed resources; labor, materials, funding (and even justify more resources!)Identify candidates for focused attention, rehab, or investmentTraditionally Backlog has been measured in effort , i.e. weeks, days, hours.. Modern backlog should be measured in effort as well as cost. This topic also gets into defect and deferred maintenance tracking.“Our non-critical work backlog is 3760 work hours” “Our deferred maintenance backlog is $566,700”
Slide10It is extremely important to Trend Backlog Growth
Slide1111
Maintenance Planning
”What do you mean I need to think ahead? I just get the work order,…. go get stuff, and get er done”
The Planning step is skipped altogether, ie.
Emerg/Urgent
Or, this work might be basic enough to just apply basic estimateOr, this work requires formal planning
PlannableWork
Slide12Slide13What does a good job plan look like?
The level of complexity depends on several factors:
The
complexity of the task
. Tasks which have multiple steps that must be performed in specific sequence, or contain unusual operations, must be spelled out
precisely.
What
specific data is needed to complete the task with
repeatable results
? Critical numerical data, such as torque values and clearances, specific type of lubricant, or special tools, should always be spelled out and never left to
memory.
The
criticality of the procedure’s outcome
. How important is it that the job is done exactly right? As the tolerance for poor outcome or any variation in the outcome decreases, the need for specific detail required to ensure a consistent outcome increases sharply.
Slide1414
Maintenance Planning – pieces and parts
The “well planned” work order should contain:
Clear description
of the work to be done.
Location, Asset, or Cost Center/Charge Code
where the work is needed
Priority/work urgency
Work plan steps
and craft/material estimates for:
Crafts(s) required and quantity
Hours per craft required + number of staff
Materials/spare parts
Tools or special equipment needed to perform work
Do we capture meter data? or, asset condition?
Safety/hazard
, environmental, regulatory requirements
Level of Risk?
Are
outside services
required?
Asset down
required?
Cost estimate
, usually derived automatically from work plan
Guideline: A well planned work order is crucial to quantifying Backlog!
Error Check: No PM-JobPlan records should exist without a craft estimate.
Question: How would you setup an Asset for Run-to-Failure?
Slide15What are the different types of Schedule?
Project ScheduleShutdown-Turnaround-Outage Schedule4-week Look-aheadWeekly ScheduleDaily Plan
Unfortunately, many organizations do not create any schedule at all.
Which type is a best fit for asset/facility maintenance?
Why is this?
Slide16Caution:
Sometimes the stakeholders start discussing what scheduling software to purchase before they establish requirements
Slide1717
Building a Project Schedule
Identify the activities
Duration
Priority
Sequence
Determine critical path
Apply resource estimates
Perform resource leveling
Slide18This is one idea for work prioritization.
You may have a better one.
Slide1919
Planner/scheduler Role
Planner/Scheduler Activities
Screening
– The Scheduler reviews the work plan and makes any necessary modifications to priority, additional estimate details, and/or designation if work will be performed by a specific crew, specialty, or tradesperson.
Build
the Schedule
– Oversee Backlog
&
4-Week schedule
.
Track schedule adherence
Trend backlog growth
[Planner & Scheduler role]
Coordinate
with Operations
& Facilitate
the weekly scheduling meeting.
Support
Supervisors/Leads
with executing the schedule
.
Slide20Supervisors should be making a Daily Plan, each day, from the Weekly ScheduleBest practice is to have the crew supervisor create daily schedules as the week unfolds. Reason: There is too much churn in the daily execution of maintenance to create the daily schedules a week ahead of time. Therein, the first-line supervisors should create the daily schedules, assign names, coordinate lockout/tagout (LOTO), and deal with new urgent work that cannot wait.Many/some scheduling practitioners and CMMS programs advocate laying out the entire next week in advance, specifying specific days for each work order, as well as technicians and hour slots assigned to them. Their reasoning seems to be that because each work order has a time estimate, the schedule should dictate exactly when the work should be performed for best coordination. [JR} just because the scheduling software permits this type of thing, doesn’t mean you should do it.More Reasons Why1. Maintenance time estimates are not very accurate for individual work orders. 2. Maintenance is simply not assembly-line work. 3. Further, most plants have a significant amount of new urgent or emergency work.
Doc Palmer Speaks out on Daily Plan Creation
Slide21I’ve got Questions
What do you do if maintenance does not follow the schedule?!What do you do if the backlog is not accurate, i.e. the Statuses are incorrect? Or priorities are missing? How do you code a job which is on HOLD? If it is on hold, how do you enter remaining hours (as estimate)?
Slide22What is your Scheduling Process?
Slide23How do you determine what should be worked on first?If the backlog has 1000 work orderswhat goes on the weekly schedule?
Slide24Everything may be important but you can’t do everything, everyday.
Backlog
Management
Using a
Risk-based
Prioritization
Matrix
Slide25Prioritization Matrix – for ranking the open backlog
Slide26Slide27Slide28Slide29Asset Criticality
Ranking – example #1
Slide30Asset Criticality
Ranking – example #2
Slide31Other considerations for Matrix
Slide3232
Benefits of Planning & Scheduling
The Business Case for Planning & Scheduling
It’s all about the bottom
line…
or is it?
How do you respond?
Simply stated, a
10%
increase in productivity
for a 50 tradesperson maintenance organization would yield approximately
9,600 more hours
to do work.
That’s approximately 5 more tradespersons worth of work output!
Will that enable you to significantly reduce overtime?
What could that do to your
backlog
?
What initiatives could you undertake? (PM Optimization, Predictive Program, Capital or Special Projects, etc.)
What are the secondary benefits? (operations efficiency, increased equipment availability/throughput)
Slide3333
Benefits of Planning & Scheduling
The Business Case for Planning & Scheduling
It’s all about the bottom
line…
or is it?
But wait, there’s more…
Effective maintenance Planning & Scheduling conservatively results in 10-15% reduction in Inventory Expense.
For an organization that spends $1M per year in maintenance materials, this would yield approximately
$100-150K savings annually!
In addition, you can expect to reduce amount of inventory required to be held in the warehouse, resulting in a reduction of carrying and handling costs.
Can you afford not to implement effective Planning & Scheduling
?
Do you know where your backlog is and have a plan to manage it?
Slide3434
Path Forward
That all sounds great, but how do we get there?
Here’s How:
Understand where you are, where you want to go, and what benefits you can expect to achieve.
Develop a workable implementation plan and get management behind it.
Execute your plan.
Train and empower your people.
Measure progress and continuously improve.
Slide3535
What should my ratio of supervisor, planner/scheduler, or maintenance engineer to craftsperson be?
Supervisor to Craftspeople 1:10Planner/Scheduler to Craftspeople 1:20Maintenance Engineer to Craftspeople 1:40
Slide3636
Measure your progress to continuously improve
Institute actionable, realistic metrics & KPIs to measure progress and identify needs for focused improvement
“Metrics” is a collective term used to categorize reports, charts, graphs, etc. intended to measure aspects of an organization’s activities and performance
Communicate progress to stakeholders & management and facilitate action
Planning & Scheduling Group plays the key role in making it happen
Slide3737
Planning & Scheduling Metrics/KPIs
NameDescriptionDefinitionBenchmark ValueCurrent Value (if available)Targeted Goal/ TimeframePercentage of Planned MaintenanceWhat percentage of completed work orders were plannedCount of planned work orders divided by count of all work orders> 85%Not availableTBDPlanning EffectivenessDifference between planned work hours and actual hours spent to complete workTotal hours planned divided by total maintenance hours+/- 10%Not availableTBDRatio of Planned & Scheduled MaintenanceRatio of Planned & Scheduled Maintenance to total hours workedTotal hours of planned & scheduled work divided by total hours85-95%Not AvailableTBD
Key Performance Indicators – Work Planning
NameDescriptionDefinitionBenchmark ValueCurrent Value(if available)Targeted Goal/ TimeframeSchedule Compliance*Ratio of work completed to work scheduledWork Completed divided by work scheduled> 90%, Upward trendNot AvailableTBDPM Schedule Compliance*Ratio of PMs completed to PMs scheduledPM work Completed divided by PM work scheduled> 95%, Upward trend Not AvailableTBDScheduling EffectivenessDifference between weekly hours scheduled for work and actual hours taken to complete workActual work hours divided by scheduled hours (weekly) +/- 10%Not AvailableTBD
Key Performance Indicators – Work Scheduling
* Schedule
compliance metric needs to take into account minimum schedule or total availability to discourage schedule manipulation to boost compliance numbers, initially the weekly schedule should leave 10-15% of available time free to handle emergencies or schedule injections
Slide38Something
to
Remember
Shifting
f
ocus to Reliability