Planning and Scheduling Maintenance Planning and Scheduling Ver Fs =) IDCON: Results Oriented Reliability and Maintenance Consulting and TrainingIDCON, more than books Results Oriented Reliability and Maintenance Consulting and Training The books have materi from our consulting, training york in organizations all over the world. IDCON ‘manufacturing and process industries maximize nignely specialized managen 1 consalting company that helps by improving rebabiliy and maintenance prt For more information about us please visit prodwston IDCON, Ine 7200 Falls of Neuse Road Suite 200, Raleigh, NC 27615, 919-847-9047 FAX www.idcon.comMaintenance Planning and Scheduling Keeping the Upkeep Down ‘Main Author: Don Armstrong, P. Eng, Maintenance Management Consultant IDCON, inc. Edited by: Tor ldhammar, M.S. Mech, Eng. Partner & Vice President Revision 1 IDCON, inc. June 20, 2008 (Copyright © IOCON, ncDo not copy or reproduce. For additional copies contact IDCON at 1-800-849-2041 or (919) 847-8764 =)IDCON: Copyright © ICON, nePreface John F. Kennedy once said to his frst ieutenant on the PT 109, "If we want the men to do @ good job for us, we must do @ good job for them’. This basic principle of management applies strongly to indus- trial maintenance, but it is sometimes forgotten among all the pressures that a Maintenance Manager has to face. Millions of dollars are spent ‘on “maintenance improvements" each year, and often the tradesperson, the only employee who delivers real value for maintenance, does not notice any difference. Good planning is the solution to this problem because it creates a communication link between management and the maintenance work force and is essential if a high level of motiva- tion Is to be realized. The planning and scheduling of maintenance work are the building blocks for success in all aspects of maintenance The planning and scheduling of maintenance work are the building blocks for success in all aspects of maintenance. An ongoing state of being organized and in control allows preventive maintenance and reliability programs to function effectively, provides information for continuous improvement and enables good decision-making for long-term asset management. This book is intended for employees in industrial operations who wish to increase their knowledge of maintenance management. It contains, in a logical format, many well-established principles for suc cessful work planning and scheduling as well as some new ideas. An assumption has been made thal a reasonably functional maintenance computer system exists at all plants, however such a system is not essential for good maintenance, especially in smaller operations, Successful change results from a planned program which must include the establishment of a complete maintenance management structure Reading this book alone will not result in major changes in your plant. IDCON's wide experience has shown that successful change results from a planned program which includes training and managed implementation and which must include the establishment of a complete maintenance management structure that will ensure that changes are lasting, IDCON is dedicated to continuous improvernent and this book will change with time. Check our web site at www.idcon.com for the latest revision, and to stay up to date on what is happening in the world of maintenance management. (NOTE - any reference to the masculine gender in this book implies both masculine and feminine) Copyright® IDCON, Ine.=) IDCON: Copyright @ IDCON, rcContents Chapter 1 Planning - 1 Chapter 2 The Maintenance Cycle Chapter 3 Maintenance Business Processes 9 Chapter 4 Work Identification __ é ar Chapter 5 Approving Work Requests 30 Chapter 6 Setting Work Priorities = 4 Chepter 7 Work Orders 36 Chapter 8 Work Order Coding 42 Chepter 9 Backlog Management 54 Chepter 10 Detailed Work Planning 58 Chapter 11 Estimating Work Orders 3 Chepter 12 Work Order Examples 7 Chepter 13 Scheduling 93 Chepter 14 Work Execution — ae = 136 Chepter 15 Work Order Completion —_ 138 Chapter 16 Materials Management 144 Chepter 17 Implementing Planning and Scheduling Changes zs 146 ‘Appendices 150 Appendix 1 Definitions and Abbreviations —__ oe 151 Appendix 2. Planning And Scheduling Job Descriptions 156 ‘Appendix 3 Managing Equipment, Spare Parts And Supplies —_________ 157 Appendix 4 Failure Theory = 180 ‘Appendix § Preventive Maintenance (PM/ECCM) ss : 183 Appendix 6 ‘Maintenance Computer Systems (MMS) 86 ‘Appendix 7 Graphical Schedules Using Excel — _— 188 Appendix 8 Critical Path Scheduling UEP eee eee eee Appendix 9 Plant Standards —_ 194 Appendix 10 Planning And Scheduling Check Lists z 198 Appendix 17 Maintenance Performance and its Measurement 201 ‘Appendix 12 Communication Standards aera aos OF Appendix 13 Purchasing and Planning eg 'pIDCON: Copyright © IOCON, incChapter 1 Planning The "what and how" of maintenance There's an old adage that “a job well planned isa job haif done." Infact, every maintenance job that is done is planned by someone because at some point in every job, there's a person who decides exactly what is going to be done and how itis going to be done. Unfortunately, too often itis the tradesperson who does this, and also too often itis done while the job is in progress. When this happens, the tradesperson is making decisions on the scope and quality of the work, the quality of the materials to be used, the procedures to be used and the time it will take. This is a very ineffective and inefficient way to Perform maintenance work, even in an emergency, and does not meet the definition of what "planned ork should be. It is not a job "well planned.” A job well planned is a job half done This book covers the maintenance work planning and scheduling processes in detail, and focuses on giving ‘Maintenance and Operations Managers, Supervisors and @Planners guidance to achieve “world class" maintenance performance ~ one measure of which is that at least 85% of all non-shutdown work and 95% of all shutdown work is planned and sched- Uled. Actual performance is often found to be in the ‘order of 20% for non-shutdown and 50% for shut- down work. It is also intended as a reference to anyone seeking an intimate knowledge of any or all planning and scheduling processes, Planning and scheduling are words that are often used together, as though they cover a single activity, Planning end scheduling are quite separate stages of preparation for effective maintenance ~ planning describes "what and how” and scheduling describes “when and who.” The following definitions explain these concepts in more detail Definition - planned maintenance “A planned maintenance job is one for which all spare parts, othar materials, information, tools and maintenance equipment are available, tasks have been described in adequate detail, cost and time estimates and work can be completed to the required standard without delay and within the estimated cost." Definition - scheduled maintenance *Asscheduled maintenance job is one that has been included in a weekly, daily, shutdown, turnaround or other formal schedule and has a defined starting and finishing time. The required resources including tradespeople (by name), maintenance equipment, tools and supporting services are assigned and the activities for various resources are coordinated to minimize total cost. I the work has been planned, the schedule will allow the work to be completed as. defined by the work plan.” While planning and scheduling are quite separate and require different skills, they are also dependent on each other. Good planning cannot be executed without good scheduling. Conversely, good sched- uling is dependent on complete and accurate work plans. Also, complex work plans which invalve ‘multiple skills or trades and several tasks may have their own "mini-schedules," using some of the skills required to build longer term schedules. The positions tiles used in this book are traditional and are explained, with all other terms and abbreviations, in Appendix 4 2.Some plants may not have planners in which case this term refers to the person(s) doing planning, 1 =) IDCON: ‘Copyright © IDCON, Ine,In the above definition of planning, itis apparent that planning involves more than just gathering the necessary parts and materials. It is the process of thinking through a job in a logical and systematic way, breaking it down into tasks or steps that will ensure that all information as well as spare parts, supplies, tools, maintenance equipment and other resources are identified and brought together into a work package that will result in the right work being done safely and in the most efficient manner possible. A key to maximizing reliability is to ensure that all work is of high quality Aso in the definition of planning is a reference to the “required standard.” A key to maximizing reliability is to ensure that all maintenance work is of high quality, Which requires that quality standards ate established and followed. A Planner can provide details of the required work quality in each work order (bolt torques, alignment tolerances, limit switch settings, etc) but planning productivity will be greatly increased if these standards are documented and can be attached to work orders as required. This will also ensure that consistent quality standards are followed across the operation. ‘The role of the Planner in maintaining quality stan- dards is seldom considered, but this is a key benefit of the planning function. Benefits of planning There are many benefits that result from @ good work plan: - + it minimizes plant downtime + it ensures that the work the originator expected to ‘get done gets done * itis a critical step in ensuring that the highest- value work is done first + it enables accurate scheduling, because the resources and times are defined + it helps ensure that the quality of the completed work, including the materials used, will be consis- tent with the plant's reliability goals + it minimizes the effort required to plan similar future work, through the creation of standard work plans. ‘it maximizes maintenance productivity + it minimizes material waste + it allows Supervisors to focus more on supervision ‘and not on last-minute "planning" + it helps ensure that work will be done safely and with less risk to the environment « it provides an excellent communication tool for Operators, Supervisors, trades-people and Managers + it allows for detailed cost recording, control and performance measurement + the estimate of cost and downtime resulting from detailed planning may provide good justification for altemative solutions, such as equipment replacements + it provides a disciplined and efficient way for maintenance and operations to work in a partnership. =)IDCON; i Copyright © IDCON. neAn often forgotten but important benefit is that a job that is well planned and properly scheduled looks important to the crafts person and organization. Few people can truly motivate others, and trades. people are motivated by very different things. Some get satisfaction by simply feeling that they've done good job when they go home at night; others want a variety of jobs so that they can learn; some want to feel that they are the caretakers of their area and others; some are there to support activities they enjoy outside of the workplace; and some simply want to support their families. The best way to remove causes of de-motivation is to implement a strong process of planning and scheduling maintenance work While motivation is very difficult to manage, demoti- vation is not. Any tradesperson, no matter how enthusiastic when starting a new job, will soon lose interest if ® his assigned work is not ready when it is supposed to be + materials are not available + low quality work is accepted + much of the day is spent waiting * crafts person is never involved in what is happening in the work area. The best way to remove causes of de-motivation is to implement a strong process of planning and scheduling maintenance work. Planners or not? ‘As mentioned, eyery job is planned by someone, at some time, For productivity and work quality reasons, planning is rarely most efficiently done by the tradesperson assigned. So who should do it? Many large plants employ Maintenance Planners, while some successful organizations do not. What is important is that the planning function is someone's responsiblity, and that person should have the skills and time to do it effectively. In a small production area and with a small maintenance crew, a Supervisor may be able to combine all the functions of plan- ning, scheduling and supervision and be successful at all three, Where the maintenance work force is larger than necessary for essential maintenance during normal plant operation, perhaps because of effective productivity improvements or because additional ‘experienced people are required during shutdowns, there is another option. Tradespeople may be trained to do their own formal planning, with this planning function assigned just as physical work is assigned. There are advantages to a separate position of "Maintenance Planner.” The major benefit is that the planning role is kept one step removed from the day-to-day operation. It is a function that should, always be focused on work that will be done any time from a few days to a few weeks in the future, The nature of a Supervisor's role is that his focus is on the work that is being done today, ensuring that itis safe and is being carried out according to the work plans. Supervisors should also concentrate on training their people, maintaining contact with pro- duction partners and so on. Combining the "today" function of supervision and “next week" function of Planning requires considerable discipline. It is com- ‘mon to 800 the "today" priorities win at the expense Of planning when the organization is under pressure. ‘ =DIRCON; Conyight © IDEON, neOn the other hand, itis normally the responsibility fa Supervisor to assign people to scheduled work ‘An advantage of combining the Supervisor and Planner positions is that when work is being planned, the "Planner" knows who is going to be doing the \work and can plan it accordingly. The level of detail required in a work plan is dependent on the experi- ‘ence and "local knowledge" of the tradesperson who will execute the work, It is common to see the "today" priorities win at the expense of planning when the organization is under pressure In most large plants itis normal practice for plan- ning to be assigned to the position of "Maintenance Pianner’. The Planner should be in close contact with the Maintenance Supervisors to be successful Supervisors are responsible for work execution. ‘The Supervisor and the Planner should both main- tain close contact with the Operations Supervisor who has a special responsibilty for the coordination of maintenance and operations activities. The role of a Planner Frequently the person with the job title of "Planner" has responsibilities that fall outside the definition of “planning.” These functions may include some or all of the following: * scheduling * backlog management '* shutdown coordination * generating and issuing preventive maintenance work orders and inspection routes '* documenting management tasks, such as maintenance of spare parts lists '* producing reports of key performance indicators (KPI's). ‘One important role of the Planner is to maintain the records of all planned work that includes updating ‘equipment history records and the other functions associated with closing a work order. ‘To be successful, a Maintenance Planner should have the following skills and abilities: 1. A good understanding of the work to be planned 2. An ability t think logically and to listen weil 3. Good communication skills, including writing and speaking 4, Some ability to make dimensioned sketches and to use basic computer graphics, such as editing and labeling digital photographs 5. Good typing skills 6. Strong computer skills in standard applications, such as Microsoft Word and Excel, and develop- ing skilis in PowerPoint and Microsoft Project, Prima Vera or other project management software. 7. Anabilty to use most features of the maintenance computer system (CMMS) 8. Scheduling skills 9. An interest in attention to detail 10. A natural inclination to keep everything in order. This list of skills and interests is not a job description for @ Planner (a sample job description is included in Appendix 2). It is just a list of attributes that a Planner needs to be effective. Lets look at some of these in more detail 1 of the work to be plan Many Planners come from a trades background, and have a good knowledge of their own trade. A person who was, for example, a welder may find himsetf planning work for mechanics, carpenters, painters, pipefitters and others. While knowledge of these trades will grow with experience, the Planner will be dependent on building retationships with People in the other trades to assist in defining the scope of work, estimating and so on. Guessing at details that are not understood will result in job plans that will not be followed, which destroys the value of the planning funetion. EDIRCON: ‘ Copyright @ IDCON, ne.2. Thinking logically After defining the work scope and visiting the work a Planner should be able to break the job down into components or "tasks," then analyze each task 0 that all tools, materials, documents, etc are included in the overall plan. To achieve good esti- mating, scheduling, productivity and safety, no task can be overlooked 3. Communication skills ‘The "product" of planning is a set of documents, called a "work order package.” These documents should clearly convey what needs to be done and include the quality standard, the location of parts, supplies, information and other resources without being "wordy." A good Planner will know when a photograph or sketch is better than a written expla- nation, and will remember to define all the details, ‘such as specifying the historical information that the tradesperson should record. Because the Planner will normally be involved in scheduling and may chair scheduling and shutdown ‘meetings, good speaking and meeting-management skills are an asset. Pianners should also set examples in their response to phone messages, e-mails and other forms of communications. (See Appendix 12, Communication Standards), 4, Computer graphics Digital photographs and drawings are excellent tools for conveying information. The basic level of digital imaging required for planning requires little training and the software is easy to use. All Planners should have ready access to a digital camera, preferably one for their own use. Digital photographs are also an excellent way to preserve history and are valuable training aids. 5. Typing skits Most information ~ the product of a planner's job - is entered through a computer keyboard and @ Planner may spend several hours each day enter- ing information with a keyboard. A Planner who does not have good typing skills should take a typing course, or at the very least, use a “typing tutor” to leam correct keyboard techniques. Once bad habits are ingrained, itis very hard to learn correct typing techniques. A Planner who does not have good typing skills should take a typing course, or at the very least, use a “typing tutor" to learn correct keyboard techniques. 6. General computer skills Word processing and spreadsheet programs are very powerful and complex, but a good Planner need only be skilled in the retatively few functions required for planning. Many times a one-on-one training session with a practical instructor can be more cost- effective than classroom training and will pay off quickly. Planners should have up-to-date personal ‘computers and they should have Intemet access. ‘These days the fastest, and sometimes the only way to get up-to-date technical information is from ‘manufacturers’ and vendors’ Web sites. 7. Maintenance computer system skills ‘Maintenance Planners are often looked upon es being the “power users” of the maintenance computer system. They are the people that others come to for help and advice. While itis essential that Planners can use the system's planning and scheduling features, they should also be able to use many of the reporting and analytical functions and should understand the capabilities and limitations of the complete system. |) IDCON: Copyright © IDCON, le8. Scheduling skis There is a logical process, which can be quite complex, to match a number of tradespeople to a number of jobs with varying resource needs, differing priorities, and different material delivery dates, While this can often be done efficiently on a scheduling board or spreadsheet, either manually or in a spread- sheet program such as Microsoft Excel, itis also an advantage to understand the basics of "critical path" scheduling. Critical path is a technique that was first applied to managing large construction projects and its purpose is to minimize the total time to complete a project, based on the available resources. It can also be applied to maintenance work either manually or using a computer. Software programs, such as Microsoft Project or Prima Vera, automate many ‘components ofthe cftical path process, and Planners should have some skills with these tools. The con- cepts behind critical path scheduling, such as parallel activities, criticality, float, etc, are useful to apply to any scheduling activity, no matter how simple. (See Appendix 8), 9. Aitention to detail While Planners should be up to date on the overall state of the company, their plant and the activities in their area of responsibilty, they can add the greatest value by making sure that no detail is overlooked in any of the work that they plan. The "devil is in the detail,” and even the smallest oversight on any job can have a large impact on effectiveness. 10. Keeping things in order Planners should always keep their offices and files, both paper and in their computer, neat and tidy The information for which they are responsible is vital to the operating parinership, and if it becomes necessary any other trained Planner should be able to step in, take over and find important files without disrupting the flow of work. Time set aside at the end of each day to make sure that everything is in order will always pay dividends, Support for Planning The most important support that a Planner can have comes from fis direct Supervisor and the Maintenance Manager. In some plants where IDCON has been invited to implement planning and scheduling, itis apparent that managers feel that the planning and scheduling process (and some- times a maintenance computer system) will corract the problems that have resulted from their lack of leadership. In such a situation, the money spent on developing planning and scheduling are often wasted, ‘Successful operations have good planning and scheduling processes supported by strong leader- ship. Maintenance Superintendents and Managers need to take an active interest in the process, and recognize efforts and initiatives that lead to improve- ments. They must also keep an eye on what is happening, by making critical observations as they walk around the plant, by carefully reviewing and acting on reports and, perhaps most importantly, by sampling “source documents." Source documents are where information is entered by a person, offen a Planner, Supervisor or tradesperson. Superintendents and Managers must frequently check that accurately- recorded times are being entered into time-recording systems, that bills of materials are accurate and up to date, that inventory records are accurate and that the quality of work plans are up to standard, as some examples, Remember that people do not do what the boss says, they do what he demonstrates is important by what he does. Copyright © IDCON, neOne demonstration for support for planning and scheduling is the protection of Planners and Schedulers from interruptions and this must come from all members of the production partnership. It should NOT be a Planner’s responsibility to find materials and otherwise act as a “gofor" in the event of breakdowns. The Planner should focus on future work. However, Planners are often used as material expediters and as Supervisors’ helpers simply because there is not a business process in place that offers an alternative. Planners are often used as material expediters and as Supervisors’ helpers simply because there is not a business process in place that offers an alternative ‘When the plant is shut down because of a breakdown, the highest priority is to get it producing again, and all members of the production partnership should recognize this. The Operating Supervisor should prepare the site of the repair work by Isolating and locking out equipment, cleaning and making it possible for maintenance people to work effectively He should also be addressing operating issues, such as switching to altemative products to minimize losses. Now the Maintenance Supervisor should be re-assigning tradespeople and arranging materials and other resources required to minimize downtime. ttis tempting to involve the Planner in these activities, and in exceptional circumstances it may be the right thing to do. However, if breakdowns are frequent, using the Planner as a "breakdown assistant” will prevent effective planning and may continue the spiral that leads to breakdowns in the first place. A proactive management will develop busine: processes that include responsibilities for emergency actions that minimize the disruption to planning and scheduling, For example, if materials are required in an emergency and the Maintenance Supervisor cannot look after that aspect of the job without extending the downtime, an option is for 8 Purchaser to enter purchase requisitions, phone vendors, arrange emergency transport, and expedite deliveries For some companies, a traditional culture is so strong- ly ingrained that it would require involvement of a Senior Manager for a Purchaser to ever enter a purchase requisition, but in a true partnership, this would be a real option. And, of course, there may be other resources available, such as Maintenance and Operating Administrative Assistants, Engineers, ete, ‘A good business process for addressing emergency situations should include the role of "breakdown coordinator.” Ths role is similar to that of a fire chief, and involves taking command of a breakdown situa- tion and coordinating all resources in a manner that, will minimize losses. In a 24/7 operation, this role would normally be assumed by the shift Operating ‘Supervisor, and could be handed off on the arrival of another qualified person, such as a Maintenance ‘Supervisor, called in to the plant for this purpose. This then allows the Operations Supervisor to focus on the operating issues resulting from the breakdown, The preparation of detailed work plans is covered in Chapter 10, 7 =) IDCON: Copyright © ICON, In.Chapter 2 The Maintenance Cycle SON, be wanrmunoe t-te TetIme HE ‘The maintenance cycle is a snapshot of the entire maintenance effort, and covers the complete process from the time that someone sees a need for maintenance right through to completion and recording of what was done. In this book, the focus is on planning and scheduling, and includes those functions that are a pre-requisite to planning ~ namely identifying maintenance work and deciding which jobs should be done, and in which order of importance. There is also a section on the use of a formal process to make sure work is properly recorded and to ensure that information coming from job execution is used to continuously improve the maintenance process. The chapters follow the maintenance cycle sequence, namely + Work identification including early detection * Planning and scheduling * Setting priorities ® Backlog management * Planning * Scheduling = Work execution and recording * Follow up and improve, With a special chapter on managing maintenance materials. The "circle of despair" There is another cycle, which is found all too often. This "circle of despair” is the enemy of good plan- ning, and looks like this: cavemarr Y macr Ve BREAKDOWN | / aeran | DONE DIVERSION AND SQUANDERING OF MAINTENANCE RESOURCES Without effective planning and scheduling this “fire- fighting” approach to maintenance will continue. Typical results of this “circle of despair” include an excessively large work force (especially on shift) high inventories of parts and supplies and an overall reluctance to plan and schedule work because of a belief that any plans and schedules will be changed. DIDSON: : Copyright © IOCON, incChapter 3 Maintenance Business Processes Each step of the maintenance cycle requires different skills and techniques, and each requires its own special controls for efficient management. These controls are called "business processes," a term that is often used and often misunderstood A business process is a way of working that is explained in a document, or documents, which describes in detail all the steps required to carry out and control the preparation for, execution of, and follow up for any activity that adds value in an organization. One important “activity” is the carrying ut of maintenance work, for which the business processes are quite complex, and some examples are covered in detail in this section. Business processes vary considerably depending on the management procedures that are in place Business processes vary considerably depending on the management procedures that are in place, which in tum depend on the corporate philosophy. Corporate philosophies are sometimes documented ‘and published internally, but more often they are a reflection of the actions taken by senior executives IF documented, one example of a corporate philosc phy could bes "We believe that our Managers and employees want to do a good job, and we will rust them to manage their areas of responsibilty to support the goals of our Company. We will hold them accountable for results, and reward them accordingly." Such a philosophy would probably result in high levels of spending authority and timely, relevant reporting at all levels, reflected in management procedures. Atypical management procedure, which impacts the maintenance business process, is the definition of spending authorities held by different positions. ‘An example is shown in the table below. This table does not, of course, include all types of ‘transactions, and the spending authorities assigned to maintenance positions vary widely between organizations. These levels are often not based on any clear logic because the management procedures have not been clearly documented or communicated, or perhaps have not even been fully considered. Position Transaction ‘| Stores issue | Direct purchase, with | Direct purchase, no approved W.O. wo. Tradesperson $2,000 30 $0 Planner No limit $1,000 $0 Maintenance Supervisor No limit $1,000 50 Maintenance No limit $6,000 $1,000 Superintendent Maintenance Manager Nolimt | $20,000 ~~ $5,000 Plant Manager No limit | No limit No limit ‘Copyright © IOCON, inc‘Accomplete business process includes a "road map" _cover situations which are outside the normal way showing the flow of documents or information, sup- of progressing work, For example, in the work plemented by the templates and instructions for use request business process shown on the next pages, for all forms, reports, tags, ete, that are required for _ there are "branches" which lead to sub-processes good control. itis important to also include defined —_—_for capital projects, for emergenoy work, etc responsibilties, by position, for all actions and dec sions that make up the business process. Many In this book we use a standard format for business business processes have "sub-processes" that process maps or "work flows" as follows: Actions: _—— ey | The text in the green box The white box shows describes the action, e.g liming or sequence, where |__| "Enter a work request" applicable, e.g. ifthe action is a scheduling meeting, the timing may Oeecription of ‘The yellow box shows be "Thursday 1 pm" iinees the position that is responsible for the action Responsibiliy The orange box gives a reference to explanatory notes. A pink circle, with a page ‘number beside it, shows allink to or from sub- processes ‘Some simple actions (e.g, Action an “file this document") are ‘shown in a plain green box, sometimes with a ee notes reference or responsibility box Decisions: The blue box contains the decision statement, e.g. "Is this request approved?" The yellow diamond contains the name of the position responsible for making the decision. Ifit can be made within the computer system, it will show "CMS." ‘A red arrow shows the normal work flow. Black arrows are exceptions. E)IDCON: : Copyright © ICON, IncBusiness process examples ‘Three examples of business processes are sho on the next pages. The first is for the management of small jobs, and is the only complete example, It has separate pages for: + An overview, which describes the reason for the business process, the "owner" (someone should be responsible for each business process), and other general information. + A*work flow” or "road map," which is a diagram showing the flow of information. + Anotes page, which contains the reference notes for the work flow. ‘+ Apage showing the information entry screen for the maintenance computer system. + Two pages with examples of control reports, with responsibilities for follow up * Allst of key performance indicators (KPI's) or measures to track information resulting from this business process, with responsibiitis for follow up. * Alist of training requirements for various positions, * Alist of maintenance computer system roquire- ments to support the business process. + Examples of forms, tags, etc, required to support the business process. ‘The second example is for work requests, up to the point of conversion to a work order. The third is for work orders, up tp the point of receipt of all mater als where the work order has a status of "ready to schedule.” These last examples include only the ‘work flow and the work flow reference notes. Before Use, the other sections, as in the "small job* examp! should be added. These sections are very dependent ‘on maintenance software functionality, 28 well as the management procedures, both of which vary widely from plant to plant, Other examples of business processes are includ- ed in the sections to which they apply. The examples shown on the next pages are typical for a larger maintenance organization. They are based on the assumption that there is a computer system that has adequate functionality to support each business process. Note that these business processes are typical only and should not be adopted by any organization without careful review and “tailoring” to comply with their own corporate philosophy, management pro- cedures, operating schedules, available resources and other factors, " =)IDCON: Copyright © ICON, reExample 1 - Small Maintenance Jobs Business Process Business Process - Small Maintenance Jobs * Tie [Small Maintenance Jobs Business Process ‘Administrative owner Tanne Morison : = aE | Contact at Mi foc 9999, anne morison@eomipany.com a Scope of ris Business process To manage maintenance jobs reqinng ess that 2 mar ours oF labor and | less than $200 in materials | Breaded fram scope F Smalls for which @ unique wark order has been raised | 2. Small jobs that are a part ofa larger job (e.g. shut preparation for | [shutdown work) i. Any work that requires a shutdown '4. Any work that cannot be done immediately I. Any work that is a change to equipment orto the process 6. Any work charged to a capital project [Purpose of this business process | This process enables tradespeople to respond quickly to requests for small jobs while avoiding the administrative costs and delays of the work order 'systom. It also ensures that equipment histories are accurately recorded Basic process Small maintenance work is charged to equipment location numbers, orto lequipment-speci standing work orders waten against each equipment location. (Controls ||This Small Jab management process is vulnerable to abuse. Reporting at |various levels is required, and this business process defines these reports, |and assigns responsibilty for report review and action. This will ensure that ithe incorrect use of this process is identified and corrected Leading indicators only, for control purposes: ‘The percentage of jobs charged to equipment numbers and percentage of {these jobs which are outside the scope described above \KPI'simeasures Revised: ‘Changes made: By: —6-Jun-08 First issue AM Copyright @ IDCON, ic‘An example of a small job management process, =|] SS a NN a = sor ewig uewe6euey coueudUjeEW, Copyright © 10CON, ine{An example of a small job management process (continued) Notes - Small Jobs Business Process Note No. Note [Ail employees, who may have the need for small repairs, must be familiar with the process for $41 |requesting work, and understand the difference between a “small job" and one that requires a work request to be entered [A “small job" may be defined as one that requires less thal 2 person-hour of labor, no more than $42 _|$200 in materials, does not involve any changes to the equipment or the process and does not, require a shutdown FThe Supervisor should record the callin his notebook, confirm that the work meets the "small job" $J3 definition, and assign a tradesperson, taking into account the urgency of the request and the impact lf the interruption on planned work. SJ4__|Where practical, a time for addressing small jobs should be set aside each day 645 _ |The tradesperson contacted should, when time is available, proceed with the job as requested. Materials should be charged to the equipment number. [As the job progresses, it may become apparent that it willno longer meet the definition of @ smal 84.6 |job. In which case, the area should be made safe or returned to Its original condition, and the requester contacted and asked to submit a work request G7 _|""the job is an emergency, the tradesperson's Supervisor should be advised and the work lcompleteed. When the work is completed, the labor hours spent should be charged fo the equipment number on 848 _|the time card or in the maintenance computer system as applicable. A record of the job must be lentered in the equipment history fle in the computer as appropriate ‘59 _ |! the job is not an emergency and the scope exceeds the “small job* dafiniion, then it should be [stopped until an appropriate work order is approved. E)IDCON: Copyright © IDON, in.‘An example of a small job management process (continued) Small Job Information Entry Date and time of entry|23 Nov 05 3:17 pm Originator| Mick Anick k 42-1056 Equipment No| Pump - MC, deckered stock to biSach\tower Equipment description} Fy [These fields entered by computer Work done| |Replaced belts \(from the originator’s log-in ID land the equip. No.) 7 [Belts bumed off Immediate reason] [Operators said standpipe consistency was low. Also sheave grooves Apparent root cause| are wom [Used last bells in sfook, and the ones installed won't last long, advised Other comments| siores Follow up|WR 12345 entered fo replace both sheaves Click here for next entry INote - This screen is optional and should be used for all small jobs where a description of the work done is of value. - itis not necessary to record time worked or part used from the Storeroom, as this information will be captured by the computer system. - if required, this screen may be duplicated as a paper form for completion by tradesmen and later lentry by an administrative assistant 16 Copyright © IDCON, ne‘An example of a small job management process (continued) pase Aewudaxide “oan soveuoluEW Pu suodseso wae Sy Uy woREU}H AUD | ‘9p 0 do voy ae picae) wudnbe oy nua 91 seu ecueueIyey enoye ose 1 "se0a%d eeeureng gol yewE OU Jo 9 eM [aH00 ou NORE a LEP Ecol YUE Jo SHOS/adNE coUELANIEN BsAE ots Hod) I ‘sodingjuonduss > woyouq soup iow You pIned — pebiodas soap Buysnoo 9reziuN "tun seIG —owiedg ——peoerdey © dundyeeg exes sro os sounr sz unover ave sero ny ey Sem sanceys » ouessuao ‘dldpues pes we und ove swojendo_paunasyea _s¥Sapecedey yee paved _SYOI-SZ sr00___ oes s sounrez aus oot uoseas vondussed «tn mono lay sieipounny — ouop yiom nb rondinba —eoyoouny soo eM PHM SIH a suey oun yz 0000 01 vosmusdns) s0une ez reoqeyoou oun aN ONY siaeg uo) ioden, oog0 wos yoda gor ews] Copyright© IOCON, inc‘An example of a small job management process (continued) ‘Small Job Error Report Bold entry on report indicates item From: 23 Jun 06 Report fo R.Percy which exceeded business process 29 Jun 06 Name | Date | Hrs | Mati |Time of| Equip No. Equip Work done wid |\ cost | call Description smith [28 Jun08|/"1.8 \ \s250 | 0045 | 25-1045 [Deckered stock |Replaced belts IMC pump \ Green 23Jun 06) 1.5 0045 | 25-1045 |Deckered stock Mc pump Brow faexn8) 15 (sooo J os | 257825 |Sesl rump Replaced coupling discs [ete Description/purpose This is a summary report to give Superisors and Superintendents information required to maintain ‘compliance to the small job business process Report distribution - Weekly to Maintenance Supenisors and Superintendents, ftered to include only that information that relates to their area of responsibility Responsibilities: Maintenance Supenisor - Reinforce standards with tradespeople involved. [Maintenance Superintendents - Reinforce standards with Supenisors if there are consistent or increasing errors 7 CCopyeght © IDCON, rexxample of a small job management process (continued) Ar {Small main’enance Jobe - Key Performance Indicator wracking ~ ae 1 - ek of Js0ct05 |100ct05 |17 Octos |24 Oct 05 |31 Oct 05 |7 Novos |14 Nov 05 |21 Nov 05 “of hours charged to a 3 7a] q | 719) uipment numbers | | [ie otjebs incorrectly 7H 7 ial el cz 7 7 3 |eharged to equipment [Als data shou be exacted Wom te numbers maintenance computer data base. No manual lniry shouldbe nocessary | is charged to 3a 357 FT i Bas] ——«aaa] [equipment numbers Tolal maintenance man- aa] 6543) 4334) 6564] 6546] 6343] 6854] 6343) hours worked INo. af jobs charged to a Bl 3 2g 2 35) 323) ro) [equipment numbers INo, of jobs incorrectly Bi 3a) 75 3] 3 3 23 5 [charged to equipment numbers = =% of hours charged to equipment numbers —% of jobs incorrectly charged to ‘equipment numbers Description/Purpose [This report isto maintain overall control over the use of the Small Job business procass [Distribution |Weekiy to all Maintenance Supervisors, Maintenance Supeintendents and the Maintenance Manager |Responsibiiities [Maintenance Supervisors and Superintendents are to follow up on adverse trends in the use of the business process 18 IDSON; Copyright © IOCON, ine.