Читать книгу The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work - Roger D. Lee - Страница 16
ОглавлениеPlanning and Scheduling Guiding Principles
When everyone is in charge, the truth is that no one is really in charge. Insanity thrives without proper communication and cooperation. It is critical that the scheduling process be jointly owned and managed by both the production and maintenance departments with input from all parties that want work performed in the operating units. No single group has all the knowledge required to create the optimal schedule. Production must provide information on optimal timing to meet production requirements, and maintenance must provide information on optimal timing to meet worker (site and contractor) and material requirements. In order to schedule effectively, you must have enough lead time to arrange for all the required materials, preparations, and resources to be provided prior to the start of the job.
A weekly scheduling meeting is a method of achieving the required advance notice for requested work. This is to be a one-hour meeting held Wednesday afternoon. The planner’s backlog of planned jobs in the RSCH (ready to schedule) status and other backlog work requests are to be reviewed in this meeting along with any new activities from the engineering capital project timeline spreadsheet for next week. All interested parties with desired work for the next week are invited to attend to give their input. The result of this meeting will be the weekly schedule for the coming week, which will be published to the site on Thursday. The weekly schedule should contain enough work to allocate 80% of the available resources for the following week. The remaining work will be filled in on the daily schedule to handle Priority 2 work that can be expected to occur during the week.
These two communication tools will keep all parties informed of upcoming work. The weekly schedule shows all major jobs that are expected to be executed in the upcoming week, and the daily schedules that are given to operations in the afternoon prior to the next day’s work show the exact jobs that need to be prepared for execution in the morning.
All work identified and requested should be evaluated to answer the following questions:
1. Is the work necessary? (Is this a duplicate request? Does it add value? Is there another option?)
2. Can the original scope be reduced to achieve the same or better results? Can we combine jobs to prevent multiple work orders or contractor purchase orders (POs)?
3. What can be done to prevent this job from occurring in the future? (Is it possible to make changes in the design of the system or work method to prevent future failures? How can the defect be eliminated? This step has the most potential for real savings but is often ignored in the planning process.)
4. What is the true plant priority for this work? (Compare all jobs relative to site production demands and readiness to be performed.)
5. How much planning is needed? (Does the mechanic know how to do this job? How much value can be added to the efficiency of his or her wrench time? Does a job plan already exist?)
6. Are long delivery purchases involved?
The planning process will address parts to order and stage in advance, required special skills and equipment needed, extra resources or skills required, safety hazards that exist, permits required, and the most efficient work method. Planning provides all the known necessary materials, information, and resources to do the job correctly. Each job must be evaluated to determine the amount of planning that will add value to that specific job. No more or no less effort should be applied to plan that job than is justified by the end result of making the mechanics work more efficient and eliminating delays.
The daily planning and scheduling strategy has three goals: increase plant reliability, improve mechanic tool time productivity, and reduce maintenance cost. Efficiencies gained in planning and scheduling do not go to the bottom line unless the savings are actually removed from the maintenance cost structure by reducing external resources, performing more work with existing resources without working overtime, redeploying internal resources or work tasks, or reducing material purchases or overall cost. A true team effort involving operations, maintenance, engineering, stores/purchasing, and safety is required to make maintenance a “site issue.” Your Site Maintenance Leadership Team must develop flowcharts for the maintenance work processes that will provide the structure to make our strategy a success. These will be communicated to all site employees as soon as the flowcharts are completed and approved by site management.
The craft worker’s role for obtaining materials is evaluated for each job. Craft workers are expected to get their own materials for emergency needs if it is the most efficient option. If they have value-adding work that can be done while the materials are being obtained, contact the material coordinator to get them for you. Materials should be staged or kitted for planned jobs.
The following simple forms can be very beneficial in breaking the insanity loop by providing the right information to the mechanics to allow proper preparation before the work is started so that they can do what needs to be done instead of what they have always done. Insanity practices cause Band-Aids to be applied, but planning and scheduling leads to permanent solutions and process improvements. Several P&S flowcharts and useful tools are provided at www.maintenanceinsanity.com to give you ideas to consider.
Job Package Audit Date:________________
1. WO # and job description:_____________________
2. Score the information you were given: 0 = None to 5 = Just what I needed SCORE—did you get any information “Y or N” and how good was it “1 – 5”
| Was there a printout of the work order long text or other scope description? | (Y/N) | _________ |
| Did you understand what to do to solve the problem? | (Y/N) | _________ |
| Did you understand when this job is to be completed? | (Y/N) | _________ |
| Did you know the exact location and when the job is to start? | (Y/N) | _________ |
| Were materials provided or staged when the job was assigned? | (Y/N) | _________ |
| Was safety and permit information provided for the specific job? | (Y/N) | _________ |
| Was the name of the LOTO/area contact provided? | (Y/N) | _________ |
| Were needed support resources available at the start? | (Y/N) | _________ |
| Were pictures, sketches, or drawings provided? | (Y/N/NA) | _________ |
| If personal lifting was required, was the weight specified? | (Y/N/NA) | |
| Was the test equipment calibrated and provided? | (Y/N/NA) | _________ |
| Was the equipment down and ready at the scheduled start? | (Y/N) | _________ |
3. What other questions do you have that could have been answered prior to starting this job that could have made your work more efficient or eliminated delays or problems?
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4. Now that you have finished this job, what feedback can you provide to the planner that will make it easier to do next time?
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Audit Performed by:______________________________________________________________________________
This second form can provide a good source of information from the mechanics to help the planners make each repeat job better the next time it is performed.
WO #____________________ Date:_________________________________________________________
WO description:_______________________________________________________________________________
____________________________________________________________________________________________
| 1. Was this job an emergency, was it a break-in, or was it scheduled? | (E/B/S) |
| 2. Was a job package provided when the work was assigned? | (Y/N) |
| 3. Were the equipment and permits ready for the start of work? | (Y/N) |
4. Identify causes of delays and actual time lost:_____________________________________________________
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| 5. Did the information shared from the planner, team manager, or scheduler help you do the job more efficiently? | (Y/N) |
6. What else did you need to know?_______________________________________________________________
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7. What parts were needed that were not provided?___________________________________________________
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| 8. Did stores have the materials you needed to do the job? | (Y/N) |
9. Who helped you obtain these needed parts? _____________________________
10. What corrections need to be made in the BOM or stored plan?
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| 11. Was the work order maintenance activity on the repair type (REP, PRV, PRD) marked properly? | (Y/N) |
| 12. Did you mark the breakdown flag when an equipment component was replaced or modified to get the equipment to perform properly? | (Y/N/NA) |
13. If yes, identify the failed component that was the primary cause of the breakdown: ___________________. Complete the technical report.
14. Document solutions to prevent future failures:_____________________________________________________
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| 15. Did you provide job status to your team manager by 2 p.m. if the work required overtime to complete or had to be carried over? | (Y/N/NA) |
| 16. Did you enter your time for this work order? | (Y/N) |
General Feedback: Please let us know of any problems or suggested improvements that are needed to make the planning and scheduling process work better.
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Our experience in moving from reactive to proactive with effective planning, scheduling, and execution has shown increased productivity by about 32% compared with the reactive mode of operation (typical breakdown is 2% tools/travel, 7% waiting for permits and operations, 4% obtaining job lineup, 3% obtaining materials, 3% obtaining drawings/ procedures, 3% inefficiency, and 10% unassigned).
Work requests are evaluated by the criteria shown in Figure 5.1 to determine the level of planning required for each job. All jobs are not equal. Apply the appropriate time and attention to get the most from your limited resources by doing the right level of planning for each job.
The following list contains the essential elements that will maximize the success for any planning and scheduling process:
1. Notifications are to be written as soon as the need is identified to allow as much lead time as possible to plan the work. The lead time concept must be understood and implemented to change from our reactive mind-set. Challenge the comfort zone by setting a level of risk that we are willing to accept.
2. Work notifications are to be separated into types (emergency, routine, shutdown).
3. Operate with centralized scheduling for defined units of business (site, division, etc.).
FIGURE 5.1 Planning decision tree: selecting the level of planning
4. Planners have to focus on “tomorrow” and be isolated from “today” activities.
5. Dedicated shutdown planners are required for defined outage sizes (set a labor-hour or cost limit)
6. An operational function (maintenance coordinator, production assistant, etc.) is required to serve as a funnel and filter for work requests. A productivity coordinator role performs the same function for the execution forces.
7. Limit the number of work notification creators to the critical few.
8. The P&S process has to be an equal partnership described by the threelegged stool model.
a. Operations input for when the equipment is available to do the work
b. Supervisor/scheduler input for who is available to do the work
c. Planner/stores input for what materials and resources are available to do the work
9. Roles and responsibilities for required functions are to be defined and enforced with known accountability.
10. A set number of mechanics can be reserved to handle emergency work. This could be achieved in a variety of forms (ops mechanics, emergency crew, etc.). This would remove the emergency job burden and create a manageable planned work backlog.
11. The planning and scheduling functions are to be separated (even if they have to be done by the same person in small sites).
12. The use of standing orders for planned work must be minimized or eliminated. For nonplanned work, this is an acceptable method.
13. To truly understand our level of performance and to identify improvement opportunities, we should schedule for 100% of available resources with a buffer portion of fill-in work to allow for flexibility.
14. Implement consequences for requesting emergency work, especially if you exceed the dedicated resources assigned to handle E-jobs. Have a special form required with an accountability process to follow up the next morning to verify that this was an actual emergency according to a set definition.
15. Workers and other resources must be shared across boundaries (crews, groups, departments, divisions, etc.).
16. Establish a site prioritization system with specified criteria and basis (criticality of equipment, production demands, HSES issues, etc.).
17. Evaluate work order historical data to flag and follow up on abuses of “not urgent and not important” requests.
18. Create a toolbox of IT systems available for P&S implementation (SAP, Access, Excel, etc.) and provide training support as areas implement the best-fit tool for their needs.
19. Define “work to be planned” to demonstrate the value that will be added by this activity. By default, recognize the “no plan needed work.”
20. Define the standard performance measures (select a few) to be used to drive P&S.
21. Enforce a feedback loop to continually improve job plans and the overall P&S process.
22. Create the guidelines for a standard backlog management strategy and implement.
23. Implement and enforce a schedule break process with follow-up accountability to justify actions. Give this the same emphasis as safety and cost control efforts.
