|
The
effective implementation and execution of the number of
processes required to sustain the above systems can have a
dramatic effect immediately.
·
Introduction
of work order vetting or a work requesting system
can more accurately focus backlog lists to corporate rules.
·
Agreed
priorities and work order classifications.
·
24
hourly review systems and
reports provide the trigger for future backlog control with
valuable information also being available for daily review.
Requires attention to work order-raising rules.
·
Weekly
capacity scheduling for maintenance purposes
to be introduced. This will drive the worker availability to
higher levels. Initial results generally are a surprise.
·
Introduction
of weekly Key Performance Indicators (KPI) style
reports highlighting areas of low compliance.
·
Stores
interfaces on holding,
reserving, ordering and repairing equipment.
·
Review
reports for RCFA and further analysis.
Although
directly effecting maintenance the customers of the
maintenance department need to have this information clearly
explained to them. As well they need to be informed of any
changes to business rules that require their participation.
e.g. Work Requesting, Scheduling etc.
Agreed work
order KPI’s
Although
there are a range of work order KPI’s to choose from the
following I have found to be key in controlling necessary
scheduling / backlog functions:
·
Backlog
- %
Planned Work Orders (Minimum 1 Crew week)
- %
Unresourced
- %
Unestimated
- %
Waiting for parts
- Age
of work orders by priority
- Backlog
forward resources (Crew weeks equivalent 4 – 5
weeks)
- Average
work order life
|
·
Scheduling
- Planned
/ Scheduled Ratios (Inclusive of standing work
orders)
- Maintenance
type ratios
- Overtime
as a percentage of total man hours
- %Contractor
hrs
- Report
of Unplanned / Unscheduled work orders per week
|
This
provides an insight into the effectiveness of backlog control
measures as well as the effectiveness of work control systems.
From this point effective decisions can be made on:
- Work
order criteria
- Planning
criteria
|
|
|
|
|
- Inclusion
of repairs
- Worker
flexibility
|
|
|
|
- Either
RCFA / or other optimisation technique
|
|
|
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By
developing the tools, training, work flows and measures for
implementing the above systems a strong degree of control over
the maintenance strategy can be developed. This will start the
continuous improvement cycle by giving a baseline to improve
upon.
The
controls and benefits gained by effective scheduling and
planning procedures are well documented and are not in
question here.
Integrating
them with the array of EAM systems in use as well as
organizing them in such a manner that they produce data that
is focused on improvement of the maintenance effort is the
issue that has been overlooked. As has the effect of current
technologies on the make up and focus of a maintenance
planning department.
Future
Articles in this series include:
·
Backlog
Management
·
Capacity
Planning
·
Prioritization
·
Work
order classifications
Daryl
Mather is a freelance maintenance consultant working from
Western Australia. Focused primarily on the MIMS system he has
a vast array of experience in maintenance business processes
and current best practices.
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