Let’s
review how the current shutdown plans use the key
mechanics. In each two-week shutdown, the key
mechanics are scheduled for 12-hour shifts, with 30
minutes for lunch, and three breaks. (See figure 6-3).
This leaves about 10.5 hours per day for shutdown
work. From the two weeks, one day is scheduled for
rest. Furthermore, the last day of the shutdown is
dedicated to clean up, check out, conveyance testing
and commissioning, and startup. Therefore, a total of
12 days of task work is scheduled, meaning that the
most task hours a key mechanic can provide during a
shutdown is 12 X 10.5 hours/day = 126 hours each
shutdown (or 252 hours annually). The total shutdown
lasts 14 days X 24 hours/day = 336 hours. The key
mechanics' work ratio relative to shutdown time is 38
percent.
|
126
336 |
= 0.375 or 38 percent. |
This particular area had 38
mechanics and technicians. As a group, they were able to
work on shutdown maintenance for about 126 X 38 = 4788
hours each shutdown, or 9576 hours annually.
The average annual workload,
however, was estimated to be 16,000 hours. Therefore,
outside resources were needed for the additional 6424
hours of work not completed by the local group of 38
mechanics and technicians. Another 25 mechanics were
needed to complete all the work. Realistically, the
effectiveness of an outside resource was probably 80 to
90 percent of a local key mechanic. In addition, key
mechanics were needed to show, direct, and orient the
borrowed mechanics, placing a drain on their time and
effectiveness. As a result, this work area usually had a
number of carryover jobs each shutdown. Figure 6-3
illustrates the various portions of work for the annual
workload.
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