People Management

for Maintenance Excellence

Carlton Crest Hotel, Melbourne 26 27 February 2004

Maintenance Planning and Scheduling Strategy for Workforce Optimisation

Presented by

Roland Bergh
Tel: Fax: Cell: e-mail: +27-12-991-3727 +27-12-991-3807 +27-82-653-2397 rbergh@global.co.za

Programme

Introduction
Problems with Maintenance Planning and Scheduling Performance factors
Craftsmen Utilisation

Maintenance Downtime
Maintenance Cost-Effectiveness

Maintenance Workload and Logistics Planning Long-term Scheduling Short-term Scheduling

Master Schedule Backlog Management

Performance Measurement Roles of Maintenance Supervisor, Planner and Craftsman

Melbourne

Conclusion

February 2004

Problems with Planning and Scheduling

Understanding the business of production Understanding the business of maintenance Lack of knowledge of the maintenance workload Maintenance logistics requirement not defined CMMS implementation focuses on RM only Roles of the maintenance supervisor. planner and artisan Integration of unplanned work

Melbourne
February 2004

Craftsman Utilisation
What is the role of the craftsman? What is realistic craftsman utilisation? How should craftsman utilsation be measured?

Melbourne
February 2004

Craftsman Utilisation

Melbourne
February 2004

Craftsman Utilisation
Available Time

9h

Melbourne
February 2004

Craftsman Utilisation
Potential Utilisation Available Time
15 min

Green Area, Work allocation

83% 9h

15 min

Tea break

30 min

Lunch break

30 min Melbourne
February 2004

Pack tools away, Administration

Craftsman Utilisation
Achievable Utilisation Potential Utilisation Available Time
15 min

83% 74% 9h

15 min

30 min

Allowance for Logistic delays

30 min
10 min

Safety, Health & Environment

10 min

Continuous Improvement

30 min Melbourne
February 2004

Craftsman Utilisation
Achievable Utilisation
15 min

30 min

Organise spares Waiting for Production

30 min

74%

15 min

30 min
15 min

Travel

30 min
10 min

15 min

Waiting for Electrician Waiting for Rigger

30 min

10 min

30 min Melbourne
February 2004

Craftsman Utilisation
AchievableUtilisation Achieved Utilisation
15 min

30 min

30 min

46% 74%

15 min

30 min
15 min

Tool Time!

30 min
10 min

15 min

30 min

10 min

30 min Melbourne
February 2004

Maintenance Cost Effectiveness

What does maintenance really cost?

Melbourne
February 2004

Maintenance Cost Effectiveness

Maintenance charge-out rate
=

Full overhead cost of Maintenance

Real tool time

$ 50.00 per hour

Improve maintenance cost effectiveness, by

Reducing total maintenance overhead cost Producing more tool time

Melbourne
February 2004

Maintenance Downtime
What causes maintenance downtime?

Melbourne
February 2004

Maintenance Downtime

Calendar Time

Working Time

Non-working Time

Planned Operations Availability

Planned Maintenance Downtime

Achieved Operations Availability

Unplanned Maintenance Downtime

Melbourne
February 2004

Maintenance Downtime
What causes maintenance downtime?
Unexpected Failures Routine maintenance Planned Repair maintenance

Melbourne
February 2004

Maintenance Downtime
Reduce downtime: Unplanned Maintenance Downtime
Eliminate causes of failure (through RM or DOM)

Planned Maintenance Downtime

Reduce downtime through improved logistics planning Reduce downtime by allowing enough tool time to ensure quality work, i.e no reworks

Reduce downtime by increasing Tool Time!

Melbourne
February 2004

Maintenance Workload
What is your real maintenance workload?

Melbourne
February 2004

Routine Maintenance
Proposed Routine Maintenance Equipment Number M 00 00 00 1
Proposed Interval Weekly Weekly Monthly Daily 2 monthly 2 weekly Monthly Monthly Shift start 3 monthly 3 monthly Yearly Yearly Yearly Yearly Responsible Operator Operator Operator Operator Fitter Operator Fitter Fitter Operator Operator Operator Fitter Fitter Fitter Fitter

Manroni Moulder
Proposed Task Check V-belt tension Check bearings for abnormal noise Stop equipment with emergency stop Check in-feed roller gap to be 2.6 mm 0.05 mm Check gearbox oil level on dipstick Check slat-belt wear strips thickness > 1 mm Check apex of slat-belt spur wheels > 3 mm Check mandrel spindle for lateral play < 0.5 mm Set drip lubricator to 5 drops per min during running Open access door by 10 mm and check that door micro-switch turns off equipment during running Run machine at 10% speed and visually check all cam rollers for free rotation Check play of spindle in top bush < 0.2 mm Replace turret assembly Replace oil feed pump Replace mandrel

Melbourne
February 2004

Routine Maintenance
Packaging Routine Maintenance Tasks
Distinguish between on-line and off-line tasks Group by each Trade/discipline
High Frequency HF Schedules Standing WOs Low Frequency LF Schedules Specific WOs

Group by operations disciplines

High Frequency
SOP

Low Frequency

LF Schedules

Ops schedule

Include in Weekly Master Schedule

Melbourne
February 2004

Corrective Maintenance
Some failure modes cannot be prevented
Condition based maintenance reveals potential failures. Potential failures lead to failures and failures will:
require corrective maintenance

Failure finding tasks identify failures to protective devices. Failed protective devices will:
require corrective maintenance

So what do we do, schedule Routine maintenance and wait for failures to occur?

Melbourne
February 2004

Corrective Maintenance
What are the known factors about failures?
Failure modes

from the failure modes analysis

Spares that will be required

from the failure modes analysis and the bill of material

What to do to repair Support equipment needed Skill required Estimated duration of the job
Melbourne
February 2004

Corrective Maintenance
What are the unknown factors about failures?

Melbourne
February 2004

Maintenance Workload
Planned work
Routine maintenance
Routine inspections Failure finding tasks Condition monitoring tasks Scheduled services

25 - 35%

Scheduled discard and restoration tasks Statutory work

Planned repair maintenance

Work originating from RM Work requests/Defect reports/Notifications

40 - 50%

Unplanned work
Breakdown work
Emergency work

< 25%

Melbourne
February 2004

Maintenance Tasks and Logistics

Plant Address Address

Manufacturers recommendations

Maintenance analysis

Maintenance Task

RCM
Resource Planning
Type
Fitter Press Crane

Experience

ResourcePlanning Material Planning Documentation

Qty Type Item Description Description Hrs Task Qty
Fitter 10001167 1. Press 10001168 2. 10001176 Crane 3. 10001742 4. 1 Bearing Seal 1 Shaft1 Sprocket 42 22 21 6 1. 2. 3. 4.

Documentation
Task Description

Qty
1 1 1

Hrs
4 2 2

Melbourne
February 2004

Maintenance Workload
Planned work
Routine maintenance
Routine inspections Failure finding tasks Condition monitoring tasks Scheduled services

25 - 35%

Scheduled discard and restoration tasks Statutory work

Planned repair maintenance

Work originating from RM Work requests/Defect reports/Notifications

40 - 50%

Unplanned work
Breakdown work
Emergency work

< 25%

Melbourne
February 2004

Maintenance Workload
Planned work
Routine maintenance
Routine inspections Failure finding tasks Condition monitoring tasks Scheduled services

65 - 75%

Scheduled discard and restoration tasks Statutory work

Planned repair maintenance

Work originating from RM Work requests/Defect reports/Notifications

Unplanned work
Breakdown work
Emergency work

< 25%

Melbourne
February 2004

Long-term Scheduling
Detail planning and scheduling provides a deterministic forecast of requirements.
Events can be:
firm, e.g. routine maintenance uncertain, e.g. corrective maintenance.

Both should be scheduled on computer

Melbourne
February 2004

Forecasting
Maintenance Requirements
Spares Skilled labour Facilities Special tools Downtime Costs

Melbourne
February 2004

Forecasting

Forecast: Man-hours per Skill in Period

Skill Fitter Elect Instr Plater Total

Tot Jan Feb 8450 600 550 5550 350 300 2885 220 250 3970 350 230 20855 1520 1330

Mar Apr May Jun Jul 590 1200 900 650 700 320 800 700 500 550 235 440 350 210 190 210 600 450 290 300 1355 3040 2400 1650 1740

Aug Sep 750 800 660 450 250 150 360 320 2020 1720

Oct Nov 600 660 350 320 230 260 450 220 1630 1460

Dec 450 250 100 190 990

Melbourne
February 2004

Work Planning and Scheduling

Objective
To ensure that the contribution to be made by maintenance to the achievement of the operational, and hence, company business objectives, is fully optimised

Melbourne
February 2004

Work Planning and Scheduling

Objective
To ensure that the contribution to be made by maintenance to the achievement of the operational, and hence, company business objectives, is fully optimised

This will be achieved through:

the integration of the maintenance requirement with the plant production schedule to ensure both the achievement of the immediate production target, as well as the long term life cycle objectives for the plant.

Melbourne
February 2004

Work Planning and Scheduling

Objective
To ensure that the contribution to be made by maintenance to the achievement of the operational, and hence, company business objectives, is fully optimised

This will be achieved through:

planning for the utilisation of maintenance resources to ensure a cost-effective maintenance service

Melbourne
February 2004

Work Planning and Scheduling

Objective
To ensure that the contribution to be made by maintenance to the achievement of the operational, and hence, company business objectives, is fully optimised

This will be achieved through:

adherence to the routine maintenance programme and statutory requirement to ensure plant integrity and safety

Melbourne
February 2004

Work Planning and Scheduling

Objective
To ensure that the contribution to be made by maintenance to the achievement of the operational, and hence, company business objectives, is fully optimised

This will be achieved through:

proper logistics planning to eliminate waste and ensure work quality

Melbourne
February 2004

Work Origination
Originator Maintenance Supervisor
Assess notification, priority, required action and logistics

Planning
Assess notification and supervisor response. Assign planning priority

Record notification

Authorise notification

If
Immediate

Plan

Create WO Plan logistics and issue WO to supervisor as soon as possible

Complete notification & prioritise

If

Planning priority HIGH

Open Unplanned Works Order

Planning Priority Lower

Issue Works Order to Craftsman

Record notification and WO in system for follow-up

Plan logistics and assign to Master Schedule when capacity allows

Melbourne
February 2004

Weekly Master Schedule

Characteristics
It contains RM and corrective maintenance work It contains only work for which task detail and logistics planning has been completed It contains sufficient work to ensure a high level of labour utilisation Work is allocated to the schedule in consideration of priorities It has the commitment of senior maintenance and operations management

Melbourne
February 2004

Weekly Master Schedule

Notifications Workforce and Contractors

RM Schedule for Next 7 Days Outstanding Workload

Plannable Hours

Material Requirements Planning Meeting Resource Requirements

Material Commitments Approved Master Schedule Resource Commitments Master Schedule Implementation

Draft Master Schedule

Maintenance windows
Operations Schedule

Melbourne
February 2004

Weekly Master Schedule

Notifications Workforce and Contractors

RM Schedule for Next 7 Days Outstanding Workload

Plannable Hours

Plannable Hours

Material Requirements Planning Meeting Resource Requirements

Material Commitments Approved Master Schedule Resource Commitments Master Schedule Implementation

Draft Master Schedule

Maintenance windows
Operations Schedule

Melbourne
February 2004

Plannable Hours
Calendar Time

Potential Work Hours

Non Work Time

Available Hours

Non available: leave, sick, training, etc.

Tool Time

Un-recovered hours

Plannable hours

Provision for Unplanned work

Melbourne
February 2004

Weekly Master Schedule

Notifications Workforce and Contractors

RM Schedule for Next 7 Days Outstanding Workload

Plannable Hours

Material Requirements Planning Meeting Resource Requirements

Material Commitments Approved Master Schedule Resource Commitments Master Schedule Implementation

Draft Master Schedule

Maintenance windows

Maintenance Windows

Operations Schedule

Melbourne
February 2004

Weekly Master Schedule

Calendar Time

Working Time

Non-Working Time

Maintenance

Planned Unplanned Routine operations maintenance maintenance available time downtime windows

Maintenance

Planned operations running time

Planned operations idle time

Maintenance

Actual running time (utilisation)

Unplanned operations idle time

Maintenance

Melbourne
February 2004

Weekly Master Schedule

Notifications Workforce and Contractors

RM Schedule for Next 7 Days Outstanding Workload

Plannable Hours

Material Requirements Planning Meeting Resource Requirements

Material Commitments Approved Master Schedule Resource Commitments Master Schedule Implementation

Draft Master Draft Master Schedule Schedule

Maintenance windows
Operations Schedule

Melbourne
February 2004

Weekly Master Schedule

Load all RM jobs due in the next week onto master schedule
Load all planned priority 1 and 2 jobs onto master schedule

Melbourne
February 2004

Weekly Master Schedule

Notifications Workforce and Contractors

RM Schedule for Next 7 Days Outstanding Workload

Plannable Hours

Material Requirements

Material Commitments Approved Master Schedule Resource Commitments Master Schedule Implementation

Draft Master Schedule

Planning Planning Meeting Meeting

Resource Requirements

Maintenance windows
Operations Schedule

Melbourne
February 2004

Weekly Master Schedule

Planning Meeting: Participants

Planners
Maintenance supervisor/s Operations representatives

Melbourne
February 2004

Weekly Master Schedule

Planning Meeting: Documents required

Current weeks master schedule

Draft master schedule for next week Priority 1 and 2 jobs not loaded Maintenance Window profile Calculation of plannable work hours

Melbourne
February 2004

Weekly Master Schedule

Planning Meeting: Agenda
Identify jobs from current master schedule that will probably be missed Review jobs on master schedule - add missed jobs Review priority 1 and 2 jobs that could not be loaded Review plannable hours and evaluate need for overtime Review and approve maintenance window profile Review and approve master schedule

Melbourne
February 2004

Weekly Master Schedule

Outstanding workload
Man-hours available for planned work

Melbourne
February 2004

Weekly Master Schedule

Backlog
Priority 3 & 4
2 - 4 crew weeks

Priority 3 & 4 Priority 3 & 4 Priority 1 & 2 Priority 1 & 2 RM due

Priority 3 & 4 1 crew week Priority 1 & 2

Outstanding workload

RM due

Master Schedule
Melbourne
February 2004

Backlog
Priority 1 and 2 work:
influence current plant and equipment performance

Priority 3 and 4 work:

influence life cycle performance of plant and equipment (asset care)

Melbourne
February 2004

Backlog
Is a prerequisite for effective planning and scheduling of work Ensures asset care tasks are identified and managed Ensures optimal resource utilisation Justifies resource levels Justifies overtime

Melbourne
February 2004

Weekly Master Schedule

Notifications Workforce and Contractors

RM Schedule for Next 7 Days Outstanding Workload

Plannable Hours

Material Requirements Planning Meeting Resource Requirements

Material Commitments Approved Master Schedule Resource Commitments Master Schedule Implementation

Draft Master Schedule

Maintenance windows
Operations Schedule

Melbourne
February 2004

Weekly Master Schedule

Principles

All Planned priority 1 and 2 jobs must be loaded All plannable hours must be allocated to planned work

Melbourne
February 2004

Performance Measures
Planning % RM schedule compliance % weekly schedule compliance Labour utilisation Delays to artisans Stores service level Workload Level of planned work RM as % of total workload Backlog control Work order return rate Overtime: unplanned Costs Engineering budget: % deviation Maintenance charge-out rate Value of RTS as % of total requisitions Spares holding costs Effectiveness Planning effectiveness Production delays due to unavailable services Target
100% 95% 60% < 5% 90%

Range
> 95% 90 - 95% 50 - 60% 5 - 10% 80 - 90%

Actual 96% 94% 44% 8% 86% Actual 88% 35% 1.1 2.5 4%

Performance 20% 70% 0% 46%

60%

Target

Range

Performance
100% 100% 11% 100%

> 75% 60 - 75% 25 - 35% 20 - 40% 2 - 4 crew 1 - 5 crew weeks weeks 2 - 4 jobs/man 1 - 5 jobs/man per day per day < 5% 5 - 10%

100%

Target
0% R250/h 0% 0.2%

Actual Performance 10% -5% 50% R250 - R280/h R 253.85 87% 10% 13% 0% 0.2 - 0.25% 89% 0.21% Range
25% 3- 5h

Range

Target
100% < 5h

Actual 115% 4.2

Performance 40%
40%

Melbourne
February 2004

Role of Maintenance Supervisor

Reliability Maintainability Failure root cause analysis Budget: preparation and control Compliance with RM schedule Compliance with Weekly master schedule: Contractors on site Manpower planning Overtime Labour performance Labour utilisation Maintenance of tools, equipment Utilisation of skills On the job training (coaching) Training needs assessment SHE Management

Melbourne
February 2004

Role of Maintenance Planner

Development/update of maintenance plan Preparation of weekly master schedule Maintenance logistics planning Upkeep of equipment register Backlog control Warranty control Identification of stock items Definition of stock levels Materials issue and return control Spares forecast/prediction Statutory record keeping Quality & integrity of data Preparation & distribution of management reports Regular analysis of data Documented maintenance best practice (procedures and standards) Documentation control

Melbourne
February 2004

In summary
Maximise TOOL TIME by:
Defining the workload (RM and Planned Corrective) Develop full logistics requirement per task and load on CMMS Long-term workload, downtime and logistics forecasting Short-term maintenance workload scheduling Master Schedule

Backlog Management
Measuring planning and scheduling performance Clear roles for maintenance supervisor, planner and craftsmen

Melbourne
February 2004