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.An example of a small job management process (continued) Business Process - Small Maintenance Jobs Training requirements [Tradespeople, operators land others who may enter 1. Training in the use of this business process, including Its purpose and importance, its scope and the use of the data entry screen (Maintenance Engineers, Maintenance Supervisors, land Planners lwork requests. [2. Training in searching for and the correct selection and entry of equipment lnumbers, especially for equipment which does not have an equipment number| label, such as piping, hand valves, buildings, etc (Maintenance 1. Training in the use of this business process, including Is purpose and ‘Superintendents, Importance, its scope and the use of the data entry screen 2: Training in the use of their daily, weekly, monthly and "on request” reports 8. Training and reinforcement of responsibilities resulting fom this business cess |4. Training in the use of the business process KPIs (Report 3) [Maintenance Managers 1. Summary training in the purpose, scope and controls for this business process, 2. Training in the reporting and folowaip process 19 E»IDCON: Copyright © IDCON, inc‘an example of a small job management process (continued) Business process - Small job management Maintenance computer system requirements: iia) Ability 1 accept time and material charges against both work orders and equipment numbers OR The ability to establish standing work orders with no time limit against equipment numbers AND these inding work orders must have @ number that is identical to the number of the equipment to which they soo Sear o provide Te required repos, using infommaon Tom The dalabase, a manual me card systems in use, the appropriate interface is required. ~3| Abiliy fo provide the required optional entry screen, with very fast reponse fo all entes “Abily to ransfer recorded notes to the equipment history fle Copyright © IOCON, in 20‘An example of @ Business process - Work Request Business Process - Work requests Title [Maintenance Work Request Business Process [Administrative owner [Joe Brown ‘Contact al Mill Y, loc 9876, jos brown@company.com. |Scope of this business process To record and contol all requests for maintenance work Excluded from scope [Any work which meets the definition of a "small maintenance job.” Refer to the ‘Small Maintenance Jobs Business Process Purpose of this business process ‘To provide a process for any employee requiring maintenance work to enter his/her request, with a process to review the request, obiain the necessary lapprovals, convert ito a work order, and add it to the maintenance backlog Basic process |Work requests are entered in the maintenance compuler system and approved lor rejected by first line supervision. Planners then add a rough estimate and lwork order coding and route the request for formal approval. After approval, Ithe request is converted to a work order and added to the backlog [Controls |Work requests are recorded in the computer system and subject to review by |Operations and Maintenance Supervisors daily. IKPTsimeasures [Work requests are included with work orders for tracking and reporting Revised: ‘Changes mad By: 6-Jun-06 First issue IB a EDIRGON: Copyright © IDGON, ne‘An example of a Business process - Work Request (continued) pais — RTT og vam amg =i Fe) fo) Cad | sisenbas oj) - jUswWaBeUeW yom aouRLETUIEW) 22 =D! Copyright© IDCON, ine‘An example of a Business process - Work Request (continued) a seyrouuessey ge og vues son une youd Bugoe "eh oahu og uote Z sjsenbai yom - jueweBeuew yom soueuaUIEW Copyright © ICON, ine,‘An example of a Business process - Work Request (continued) Notes - Work Requests Business Process No. Note. [The originator should: enter the equipment number, check for duplicate work requests, then enter wr 1_|@ ear description of the work requested, the urgency and whether the work is mechanical or E/l | all in the appropriate maintenance computer system screen fields. Other information, such as | [shutdown requirements, is optional wr 2 [An emergency is defined as work which must start immediately, any hour of the day or night. At the first opportunity each moming, the Mechanical Supervisor and the Area Operations wr3__[C02"dinator should review all work requests from the previous day, and dacide if they should proceed or not. The priority rating should be checked and revised if necessary on approved work requests. wr |Ad?ical definiion of “small job" is one that will use less than $200 in materials, ess than 2 Jperson-hours of labor, does not require a shutdown, and can be done immediately Ifthe work request is rejected at any stage, the person rejecting it should add a reason for rejection| wr [and return the work request to the originator, with copies to all prior approvers. Text messages are preferred to “canned” messages, and the maintenance computer system should have the liunctionality to route rejection messages automaticall [The Planner should ensure the equipment number is correct, check again for duplicates, add all wre {Work order codes (shutdown requirements, reason, etc) and add a preliminary estimate for labor [and materials. ifthe mechanical planner sees that the work is primarily Ei, the request must be forwarded to the E/l Planner, and vice versa. WR7_{é/I Planners should follow the same procedures as Mechanical Planners, wr s_ [A Priorty rating of or higher is “urgent” and must by-pass the backlog, However, itis not an RB lemergency it should be planned. I's common for all project work orders to be sent to the Project Manager for approval. Ifthe project WR |number is entered on the work request by the originator, this can be done by the maintenance lcomputer system automatically wR 19 |S#@ the section on "detailed work order planning” for guidelines on datermining whether lengineering assistance is required WR 11_ [Engineers must be familiar with this business process and the work order priory system fo oneure that all work is well-controlled WR 12_ |The $1,000 and other authority levels shown hore are suggestions only. Approval authoriies should be based on management guidelines appropriate for the operation. [The Maintenance Superintendent (Mechanical or E/l as per the WO coding) should check that the WR 13 |work is technically appropriate, that itis consistent with current priorities, that itis within the area's budget and that the priority is reasonable — then approve or reject WR 14 |The Maintenance Manager should check for general consistency with maintenance priorities and budgets WR 15 |The Plant Manager should check for general consistency with plant prioriies and budgets WR 16 [Because of the high level of cost control required for projects, Project Managers often have lconsiderable spending authority WR 17 [Once the work request (now a work order) is in the backlog, itwill be reviewed with ather non- [shutdown work backlog work orders to ensure that highest priority work is done first WR16_|Shutdown work orders are also reviewed regularly Copyright © IDCON, ne‘An example of a Business process - Work Request (continued) tO @ mz _ wane Tap eno See S1ep10 YOM UMOPINYs-UON - yewWeBEUEL »10M aoUeUEILIEWY ‘S19P10 HOM UMOpINYs-UON - ¢ aduiex3, =D! 25 Copyright © IDCON, ne{an example of a Business process - Work Request (continued) Notes - Work Order Business Process Note : [Note No. [s wot [Each Wednesday in conjunction with the weekly scheduling meeting, the non-shutdown work order backlog should be reviewed by the Operations and Maintenance Supervisors (Mech and E/l) and /Pianners and new work selected for detailed planning. Priorities should be reviewed and adjusted i necessary. wo2 [Detailed planning should follow the "Planning check list™ guidelines (See “detailed work planning Direct purchase materials should be purchased, and stock materials either added to the work kit or reserved, as appropriate. wo3 [The maintenance computer system should have the functionally to inform the Planner when al material is on sito, and may even automatically change the work order status to "ready to Ischedule," as shown on the work flow. wo4 [The "Ready fo schedule® backlog contains all the work orders that can be started immediately, and forms the basis for the weekly scheduling meeting (See Volume 3, "Scheduling") wos [The maintenance computer should have the funclionalily to print separate reports for shutdown land non-shutdown PM inspections and PM inspection routes, and to send mechanical and E/l PA's to the correct Planner. wo6 ‘The Planner should review the PM's prior to generaling new work orders, but this Is not essential the quality of PI's in the maintenance computer is high. In this case, PM work orders can generate| jautomatically and be sent to the Planner if planning is required, or directly to the "ready to schedule” backlog if pre-planned. 26 Copyright © IDCON, ne.Chapter 4 Work Identification There are several ways in which maintenance work is initiated, including: + Time-based or operating-hours-based inspections or repairs that are generated by the maintenance computer system. + Observations made as part of a formal plant inspection, such as @ once-per-shift walk around the operating area, with a checklist + Conditions identified by other condition-monitoring inspections, including vibration monitoring, non- destructive testing or other formal maintenance inspections. * Informal observations (a pump is noisy, a pipe is leaking, a process is not controlling the way it normally does, etc). + Shift maintenance log books + Equipment improvements, which can have a purpose of improving safety, output, environmental protection, reliability, customer or employee relations, etc. These can range from small jobs to large capital projects. In this chapter, the focus is on maintenance work that is requested by people. Work that is generated by the maintenance computer, including preventive maintenance (PM) inspections and related work is covered in Appendix 5, To ensure that all work can be properly communi- cated and recorded, itis important to use a standard document, usually 2 work order Most plants have a "work request" procedure to allow anyone who wants a maintenance job done to write it on paper or enter it into a computer. Sometimes this work request becomes a work order after it has: been approved, or it may be converted to a work order at that time in which case its identifying number may change. Work requests In @ proactive organization, most maintenanoe work requests should be initiated from condition monitoring inspections, which may be conducted by Operators, tradespeople or other specialists, such as lubrication mechanics or vibration technicians. However, many work requests are likely to result from informal observations by Operators or others. The Operators’ most important function is to run the plant, and it should be easy and quick for them to enter work. requests, either on paper or using the maintenance computer system. A complex work request process: may result in informal, verbal systems being set up which by-pass the formal process and requests for work will be duplicated or lost as a consequence. The information that should be mandatory for the originator to enter is: + identity of requestor + the equipment number ‘+ a good description of the problem, or the work required in sufficient detail to allow maintenance people to do what's required without having to ‘come back for more information * the true urgency of the work (priority) * preliminary work type (either corrective or system improvement + identify whether the work request affects the process (requires shutdown) a E)IDCON: (Copyright @ IDCON, neFinding equipment numbers is often difficult. Equip- int should be logically named and numbered so nat itis uniquely identified and ensures reliable ing (See Appendix 3 for details on equipment identification). A large plant may have several thou- sand equipment items and the computer system ould have a simple search function, in which all people who enter work requests should be trained, so that the correct number is easily found and entered. A good computer system will also: » display the description of the equipment after the number has been entered, and ~ _« make it easy for the originator to check for any open work orders or work requests against the equip- ment selected before the work request is submitted. This will reduce the probability of duplicate work requests being entered for the same problem, ‘The description of the work should be such that the cost and time required can be estimated. The description of the work scope should not be "open- ended!" unless itis truly unknown, as is the case for hidden problems inside some process equipment. For example, a work request should not have a description such as: "Inspect the roof of building and carry out repairs as required." The inspection may result in minor repairs or it may resutt in the replacement of the roof, so it cannot be estimated. A work request for this job should be worded “Inspect the roof on building 'X' and submit a work request for the required repairs after the inspection report has been completed.” Itis sometimes said that Planners should recaive a problem and issue a solution, For example, if an Operator cannot control the level in a tank, the work request should describe the symptom: "Unable to control the level in tank X without running both pumps." The work order that the Planner issues, after investigation, should describe the solution, for example, "Clean the suction lines to both pumps on tank X." However, if the solution is obvious to the requester, through experience, including this in the description should be encouraged. Planners should receive a problem and issue a solution ‘The estimated urgency of the work is often subjective (or emotional, and the originator should be trained in the plants priority system so as to be able to assign accurate priority, This would reflect his perception of the urgency and be based on his knowledge of the possible consequences or risks involved if the work. is delayed, While the previously discussed list of items may be the only mandatory information, the originator should be able to enter additional information, such as the “lead” trade (for example, mechanical or E/!), possi- ble causes, suggested solutions and anything else that will help maintenance to do the best job that they can, )IDCON: : ‘Copyright© IOCON, ncMaintenance Wo. rk Request Entry Date & time] 05 Nov 06 13:23, WRnumbey _ 05-23345 i Originator No. 5664 Originator name|Val Vaturna, Equip number! 27-1345 W| Eq description|No. 2 Feedwater Pump Problem description| High vibration Details/comments|Vibration started sud idenly lastnight Mech or Ei Mv Priori 6 Vv 1D by Smee ¥ Class| R Vv Reason| Clam Typel RE v Crew] 21 ____W|Steam plant mechanical Work Typel Corrective W]| System State] Shutdown __W A typical work request entry screen is shown below. The yellow fields are mandatory, green are entered by the computer and orange are optionall. The black triangles are to access drop-down lists or search functions. (Refer to Chapter 8 "Work Order Coding" for details.) fa Planner receives a work request that has a poor description, an incorrect number, an unrealistic priority, or is an obvious duplication, the best way to address this is to phone or, better stil, pay a visit to the originator and use the opportunity to provide some training in the correct procedure. ‘Anyone who is expected to enter work requests should be trained in the correct procedure ~ not only how to use the computer, but also how to search for the correct equipment number, how to check for duplicate requests, and how to enter the description of the work requited. This may seem obvious, and the training may only take a few minutes, but incom- plete work descriptions and incorrect equipment numbers are common problems in many plants. 28 Copyright © Ia Planner receives a work request that has a poor description, an incorrect number, an unrealistic priority, or is an obvious duplication, the best way to address this is to phone or, better still, pay a visit to the originator and use the opportunity to provide some training in the correct procedure. This way, in due course, all work requests will be of the required quality. To just cancel the work request or send an e-mail asking it to be entered again without expla- nation weakens the partnership and may lead to the work order system being by-passed. Work requests should be entered by anyone who sees a nead for work to be done. It is not just the responsibility of the operating department. There should be a business process, supported by training, which explains how vibration technicians, trades- people doing preventive maintenance inspections, and others enter work requests, and this training should include the approval process. Areas that are ‘commonly overlooked are the Engineering depart- ment (for project-related work) and administrative people who also occasionally need maintenance work done. =)IDCON: ICON, tne,Chapter 5 Approving Work Requests The number of approval steps should be minimized, ach stap delays the progress of work. Each step the approval process should add some value, ch "approver" assigned a specific function, ample « First level ~ Is the work in line with department goals and standards and necessary to do? * Second level (technical) - Does the work comply wilh process and equipment standards? «Third (evel ~ Is the work within budget? * Fourth level — Is the work consistent with the operating philosophy? Of course, more than one of these steps may be :ssigned to the same position. The number of approval levels depends on the impact that the work will have on organization performance. Multiple approval steps that are based on dollars only waste lime and cause frustration The first approval of a work request should be the responsibility of the Area Operating and Maintenance Supervisors, together Its recommended that the first approval, a ‘screen ing" step, be the responsibility of the Area Operating ‘and Maintenance Supervisors, together. Their func- ‘ion should be to confirm that the work is justified and to confirm or revise the work priority. Except {or emergency work and small jobs (see “Small maintenance jobs" on page 38) these Supervisors should review new requests daily. The best lime to do this is early each moming so that work that is ‘ruly urgent is not delayed. It should not take more than a few minutes to review the previous day's, work requests and approve or reject each one. Work requests should then be routed to either the ‘rea Mechanical Planner or the Electrical/instrument Planner. The Planner who receives the work request should confirm the routing and correct it if necessary > because sometimes originators will not know if a problem can best be corrected by mechanical or electricalinstrument people. On receipt, the Planner should visit the job site, enter an initial rough estimate, enter the appropriate work order codes, add the work request to the backlog and, if necessary, send it for approval. At this point it can be called either a "work request” or an "unap- proved work order.” It does not matter what it is called. What is important is that there is some order-of- magnitude estimate of the time and cost involved when the work is added to the backlog. ‘The maintenance computer should have the func- tionality to advise originators if a work request is ‘ejected, and there should be some reason for rejection in this message. A simple text message, for example, "This is a duplicated work request,” or "The cost of this work can't be justified at this time,” is all that's needed. Ifthe originator needs more information, he or she knows where to go. If this feedback cannot be automated, there should be a manual process in place. For the system to be ‘rusted, all originators of work requests should be able to track their work. If there is a perception that work requests get "lost in the system,” itis likely that informal and uncontrolled ways to get work done will develop. Refer to the business process for work requests on page 21 for more details. 30 Copyright © IOCON, ncChapter 6 Setting Work Priorities At the same time as the Operating and Maintenance Supervisors are reviewing new work requests, they should also confirm and, if necessary, adjust the work priority, There are many techniques for doing this, and the priority decision should be based on sound logic. It is human nature for people to think that their own job Is important and to put an unrealistically high priority on thelr work request, especially if there is a large backlog and work seems to be taking a long time to get done. Priorities should be based on the risk that is faced if the work is not done in a certain time frame, and for process equipment that time frame is often the time to the next scheduled shutdown. Before reviewing risk assessment in more detail, some definitions are required, as follows: Failures and breakdowns - definitions In this book, the definition of a "breakdown' is when the failure has developed to the point that the equip- ment is unable to perform its function. A “failure” is defined as the earliest possible point a ‘worsening condition can be detected See Appendix 4 "Theory of Failure* for more on failures and breakdowns. Assessing risks "Risk" is defined as the consequence (usually measured as a cost) of any breakdown, accident or other undesirable event multiplied by the probability of it happening within @ certain period of time. The study of risk can be very complex and is critical for businesses such as the insurance industry. A tech- nique, such as Reliability Centered Maintenance (RCM) as used in airoraft maintenance and other 31 a critical applications, take the analysis of risk to a high and complex level, and is an excellent process when it is truly justified. For most industrial plants, a more basic risk assessment such as the one cis- cussed below or the “consequence of breakdown analysis" will provide a consistent and realistic process for setting work priorities. For more infor- ‘mation refer to IDCON's books on Preventitive Maintenance. Once the risk has been established, an appropriate ‘completion date for the work requested can be established. There are two kinds of "consequences" to consider for evaluating risk. The first are "physical" consequences usually involving some kind of plant breakdown. The second are "business" consequences that involve other types of losses, such as a reduction in customer or investor confidence Assessing the physical consequences of a breakdown is usually quite straightforward for any person with technical knowledge of the equipment and the process Assessing the physical consequences of a break- down is usually quite straightforward for any person with technical knowledge of the equipment and the process. If, for example, a tube in a boiler fails, the time it will take to shut down, make the repair and start up again, plus the cost of the repair, is relatively easy to estimate, If there are backup systems in place, such as a standby boiler, or if the plant can produce different products with a part of the opera- tion shut down, the consequences of a breakdown will be reduced. DCON: Copytight © IDCON, incsing business consequences is much more ibjective but these consequences can be very maging. Consider the following, example of “busi- yess consequences.” A prospective customer makes 1 business call to assess a plant's ability to be a reliable supplier. Ifthe first thing he sees is rusty fences and paint falling off the main office, he may make the assumption that the inside of the plant is in a similar condition and take his business fo another manufacture who "looks" professional. The physical consequences of the rusty fence (possible theft) and the failing paint (rotten siding) are insignificant compared to the loss of business, where large customers may provide revenues of millions of dollars each year. ‘The focus of this section is on physical consequences, such as safety, the environment, product quality, and product throughput, While business consequences ae vitally important, they are normally addressed by senior management, who should set overall standards for plant appearance and other conditions that promote a good reputation with the community, customers, investors and other stakeholders. Planners and Supervisors need to understand that the priorities set by Senior Managers on mainte- nance work that addresses business needs should be balanced with the priorities set on work that addresses physical needs. The most difficult part of assessing physical risk is determining the probability of a breakdown ‘The most difficult part of assessing physical risk is determining the probability of a breakdown or other undesired event occurring in a certain time period. It is here that Maintenance and Operating Supervisors should use their skill and experience to minimize the probability of unplanned downtime. Often, the easy decision is to shut down equipment that is starting ‘0 fail. To determine that it can be run or "nursed" ‘o the next scheduled opportunity for repair takes experience and detailed knowledge of the equipment and the process. The focus should not be on maintenan operations questioning each actions, but on working together to minimize'total losses and to do what is necessary to prevent such a situation from occurring again other Maintenance people often complain that equipment breaks down because Operations will not shut it down in order for it to be repaired, even though they know itis failing. What is sometimes lacking is the Operator's confidence in Maintenance’s estimate of how long the equipment will run before it will break down. Sometimes they do not see the action that they know is necessary to minimize the downtime if ‘a breakdown occurs, perhaps through a simple lack of communication. In a proactive organization, ‘maintenance and operating people will work together to develop and communicate a plan of action in such circumstances, and will carefully prepare for a breakdown situation. Such preparation may include moving spares close to the equipment, installing half-couplings on spare motors, installing rigging, leaning the area, etc. The communication should let those involved know the plan and the economics - it's often well worth the risk to try to run a piece of equipment with a replacement value of a few thousand dollars to save hundreds of thousands of dollars worth of production or to meet a deadline for an important customer. The focus should not be on ‘maintenance and operations questioning each other's actions, but on working together to minimize total losses and to do what is necessary to prevent such a situation from occurring again ‘The whole field of condition monitoring, including vibration analysis and other non-destructive testing, hhas the objective of extending the time between the initial evidence of a failure and a breakdown, and of making the assessment of the probability of break- down more objective, =)JDCON; “ Copy © IOCON, incCalculating priorities and completion dates For process equipment, the priority matrix (page 34) is one example of a quick and reasonable way to quantify isks and priorities and to establish completion date targets. To use this guide, identify the impact of not doing the requested Work in the “consequences” rows. Note thatthe four rows include safety, environ- ‘ment, operating, and business consequences. Then select the "priority rating” in the colored box against the "probable time" i will take for the unwanted event to happen. The target completion time can be doter- mined from the priority rating in the table at the bottom of the guide. Where priority ratings are ‘mentioned later in this book, they refer to the ratings from this guide. When setting a completion date based on the priority rating, adjust the date (but not the priority rating) if there are special scheduling limitations, for example, if the work is seasonal and must be done during summer weather. Jf the materials for the work are long delivery, DO NOT change the completion date to reflect the delivery date. This way the work will appear at the top of the "ready-to-schedule" work order list in its priority level when the material is finally received. Ifthe materials for the work are long delivery, DO NOT ‘change the completion date to reflect the delivery date. This way the work will appear at the top of the *ready-to-schedule" work order list in its priority level when the material is finally received. Experienced maintenance and operating people should be able to assess priority in a few seconds using a tool like this, and it should become a habit to use this process in daily work request review meetings. The matrix should be “tailored” to each ‘operation - for example the completion targets for 33 ‘work, which will require the plant to be shut down, will differ depending on the frequency of scheduled opportunities. The example shown is suitable for a plant that has a scheduled area shutdown about ‘once each month, This tool should be used as a guide only, and remem ber that there are not many jobs that do have a definite deadline date, such that the job has litle or no value if done after the time required. For example, if there is a work request to paint the boardroom in preparation for a meeting with an important new customer or investor, there is no value if the painting is done after the meeting The priority matrix is used for setting target completion dates for new work requests. For building schedules, this priority should be integrated with the priorities {or all other work, including preventive maintenance inspections, plant improvements, training, ete. When building these schedules, work in progress should take precedence over similarly prioritized work that is not yet started, and should be interrupted only by ‘genuinely urgent work. Priorities for shop rebuilds In the shop where equipment such as pumps, gear reducers and other components are overhauled a different process can be used to assess priorities or set ‘priorities within priorities.” Ifthe information in the maintenance computer is reasonably complete, it should be possible to generate a frequent (week- |y) report for all repairable items that have been withdrawn from stock and not yet retumed. This report can show the number of each item current- ly in service and the number on hand in the ‘Storeroom. The highest priority for rebuilds will be the items that have no other spares available for Use and are the spare for many items of operating plant. If equipment has also been assigned a "criticality" index (Le., a rating of the consequences of failure) this rating can also appear on the report and be used to assist in setting priorities, A func- tional maintenance computer system may be able to automate this process. Copyright © IDGON, no‘An example of a maintenance work priority system Maintenance work priority guidelines jpabie time to breakdown (or equivalent) Priority ratings Less than 2 days 20 30 days 30 to 90 days 90 days to 2 years More than 2 years Fatal Health and safety Lost tne rusts uted pomarane 4 ‘aay § tached Tosa | ast 2 Environment | Noetet relma nde conotance | conpice |Messhe oc s " (@ept down) | (plant down) z 3 | Tota cost (production toss + cont | siouNe @ ‘maintenance cost) |“ ee 5 S| customer, community or stanton, |, meet |_ wae |” Bae : ce epiton wis reponse investor relations | “OH | Somer on| minora | ereonact | men etc | repens Completion targets Priority rating [No shutdown required Shutdown required ) IDCON: “ Copyright © IDCON, ncAn example of a maintenance work request and priority guideline Work Request and Priority Guidelines 35 Priority Example of Failure or Incident and estimated Failure Developing Period Critical equipment is running at reduced speed Critical equipment is running in manual mode Manageable safety risk PM activity Mandatory inspections Estimated time to Break Down 2-30 Days ire ann ease cad Peer es Renee cee tanner eg tte ere Pec cA Improvement work - expense. Improvernent work ~ capital Estimated time to Break Down more than 60 Days IRSON: Copytight 8 I]DCON, inc. Maximal time in backlog ~ | 4day-1week — 1 week - 1 monthChapter 7 Work Orders Why have work orders? ye maintenance work, there should be some rack each job from the time it is requested ompleted. In most plants, @ form called a Jo mar es * SS Boiiiti work order" is used to do this, and this form has a umber of functions as follows 4. To provide a record of the job so it does not get forgotten 3. To provide @ reference so all the information to the job can be properly fled log 3. To keep all materials required for the job together ina “work Kit" ‘To manage lists of work for building work schedules To maintain a history of work activity on an iter. of equipment ‘To build standard work orders which can be recorded and fled for future use on similar J equipment I To record the cost of the job, and other history. A work order is a form with a unique identifying number that is used to define and track a complete, single maintenance job, and is used for recording all information related to a job ! p this book, a "work order" is defined as: "a form Per oF electronic) wth a unique identiying number Jat is used to define and track a complete, single jaintenance job, and is used for recording all infor- Frtion related to a job." Work orders are not required for maintenance ——nagement, and many successful companies do 1 use work orders, as defined above. They all ve a form, perhaps called a "job ticket" or similar, tat identifies maintenance jobs, but itis not used cost recording, Ina business where each job is charged to a different customer, such as an automobile repair shop, itis obvious that the cost for each job must be accu- rately recorded so thal customers are charged only for the work done on their own car. Without accurate job records, such a business would quickly lose ‘customers and go out of business. However, in an industrial plant, all jobs are paid for by the same “customer,” the company, s0 the value of accurate cost information is not as obvious. ‘There are various ways to record maintenance costs, used by different companies, They are: 41. To charge all maintenance material and labor ‘costs for each job to a unique work order, which in turn is charged to the account number for an individual item of equipment 2. To charge maintenance material and labor directly to equipment numbers (i... all transactions such as purchase requisitions, stores issues and labor time reports show the equipment number and not a work order number) 3. To charge maintenance material andior labor to an operating or plant "area" (e.g, the finishing department) 4. To charge all maintenance material and/or labor to a general, plant-wide maintenance account. ICON: " Copyright © IDCON, neIn the first two options, charging to work orders and charging to equipment numbers, a maintenance computer system can produce cost summaries and reports from the equipment level up to the total plant or corporation level. These reports can be used to identify high-cost equipment and are a key compo- nent of any plant reliability improvement process. Each of the above options has advantages and disadvantages, as follows: 1, Charging to work orders. This gives the highest level of detail, and provides the best information for work contro! and for analysis, It also results in a file of detailed job plans which can be used repeatedly and which can substantially improve planning effectiveness and maintenance performance. ‘As long as the correct work order numbers are used, accurate cost records will be kept. However, to be successful each person involved in the work should know and use the unique work order number for each job. This requires a level of discl- pline that is sometimes lacking in maintenance organizations. Ifa decision is made to charge all jobs to unique work orders, then a high level of bureaucracy and unnecessary delays will result. Small jobs that should be done right away, without a work order, may have to wait for the planning and scheduling process to be followed. Another probable result is that small {jobs will be incorrectly charged to existing open work ‘orders. For this reason, an efficient system to handle small jobs is often used in conjunction with a work order system (see "Small maintenance jobs" on page 38). nade to charge all ue work orders el of bureauct hecessary del Ifa decision is job high le 2. Charging to equipment numbers IF equipment numbers (instead of unique work order numbers) are entered on all transactions, such as direct purchase requisitions, Storeroom issues and labor time reports, then a good history of equipment costs will be provided. Because no unique form is required for each job, this method can be used for small jobs with litle administrative cost. It is impor- tant that all tradespeople end others can quickly find and use the correct equipment numbers. If this process is used for larger jobs, details of the work done should be recorded directly in the equip- ‘ment files, and disciplined supervision is necessary {or this to be done consistently. It is also difficult to build a fle of standard jobs, but it can still be done. With this system, a numbered "job ticket" or similar form is used to fie information and gather materials, but the job ticket number is not used to track costs. ‘Avery good way to manage maintenance is to charge small jobs directly to equipment numbers, and larger jobs to work orders. 3, Charging to plant areas (‘cost centers") Charging maintenance transactions to plant areas will do little more than ensure that the total costs for each area are accurately recorded. It does not pro- vide any history of work done on equipment. 4, Charging lant-wide maintenance account While often used, charging maintenance costs to plant-wide account numbers does nothing more than record total maintenance costs, and does not pro- vide useful information for analysis. . =>IDCON; Copyright © IDCON, ineThere is-great Jnaintenance transactions t Work orders, but only if there is a pusiness process in place to take ition gathered gavantage of the informa Using recorded information “There is great value in charging maintenance trans- ptons to unique work orders, but ony if there Is fusiness process in place to take advantage of the * jpformation that is collected and reported. This tuisiness process should include responsibilities for ensuring that accurate information is entered on all {ransatton "source documents" (ime cards, purchase equisitions and Sloreroom issues), fr filing and ising standard jobs, and for analyzing and using Historical information for continuously improving performance. Without clear responsibilities and athout resources to manage these functions there ig no benefit to using work orders. In fact, there may be @ strong downside to using work orders if used incorrectly. In a large 3machine paper mil, paper machines No.1 and No.2 are in the ‘same building. After many years of operation, the high cost of operating No.1 machine was a concem, tothe extent that the Plant Manager was consider- Jing shutting it down permanently. During the analy- sis fo make the final decision, it was discovered that the instrument repair costs on No. 1 machine Were very high. All instrument repairs had been charged to a standing work order, which had a description "Instrument repairs for No.1 and No.2 Paper machines." However, the account code to Which this work order was charged was for No. 1 ‘machine only, so for years all instrument repair costs hhad been charged fo No.1 machine and none to No.2 machine. Other similar errors were found, with the ‘result that this machine is still operating. In this case, the business process was missing some entical steps, including responsibilty for folowing up on the cost reports that were available from the maintenance computer. In this plant, much better information would have resulted if tradespeople had charged their ime and materials to equipment numbers (in this case, instrument loop numbers). Small maintenance jobs In a well-managed maintenance organization, work requests are entered and approved, planned, then added to a weekly or shutdown schedule, resources are assigned and the work is efficiently executed and recorded, This process takes time, usually at least a week from start to finish, and is the right way to handle most work to ensure that the highest- value jobs are given the highest prion However, it makes no sense for an Operator to wait ‘a week for the planning and scheduling process to get an indicator lamp on a control panel replaced or to replace a leaking washdown hose. Nor should these jobs be regarded (or reported) as "break-in ‘work." In @ good operating/maintenance partnership, such jobs will be done without delay. This means that there should be two systems in place, one for large Jobs where the planning and scheduling process is justified and one for small jobs where it is not. The distinction between the two should be clearly defined in the planning and scheduling business process, and will vary from plant to plant. Typically, a "small job" is one that: « takes less than two person-hours, and + does not required a plant shutdown, and + does not require materials costing more than $200, and ‘+ does not involve any changes to the equipment or the process. ')IDCON: 28 CCopyriaht © IDCON, ncThere are various options for managing small jobs, 1d each has advantages and disadvantages Standing work orders are subject to abuse and do not provide any equipment history 1, Standing work orders The first, and most common way to manage smal jobs is to use "standing" work orders (sometimes called "blanket" work orders), These are work orders, which remain open indefinitely, and are normally charged to an operating area. Labor and materials can be charged to these work orders as required. In a reactive maintenance environment, itis not unusual for 50% or more of non-shutdown mainte- nance costs to be charged to standing work orders. ‘Standing work orders are subject to abuse (they are often used where a unique work order should be used) ‘and do not provide any equipment history. Equipment records will not show, for example, parts that were issued from Stores against standing work orders, If standing work orders are used, there should be a business process to manage them. The mainte- nance computer should report daily on hours and materials charged to standing work orders, and it should be a Maintenance Supervisor's responsibility to follow up on these reports and to take action if standing work orders are incorrectly used. Standing work orders are useful for recording non- work labor hours, such as attendance at regular safety meetings. They can also be used for charging miscellaneous supplies, including personal safety items, small tools, cleaning materials, etc, to a specific crow so that these items are not charged to work orders for equipment repairs. The history of parts used on equipment is very useful mainte- nance information, and should not be “cluttered” with miscellaneous supplies Standing work orders may also be used to collect costs for specific tasks which are frequently performed but where there is po significant value in tracking the cost of each individual task. An example is the repair of small electronics, such es pagers, where a stand: ing work order for “pager repairs" may be used to charge all parts and labor used for this function, Unless it is a requirement of the maintenance soft- ware, standing work orders should not need to be re-entered each year, because the dates of all transactions are recorded in the system and these dates can be used as filters to report activity in any time period 2. Charaing to equipment numbers The second, and preferable way to manage small jobs is to allow them to be charged directly to equipment numbers. Some maintenance computer systems do not allow this, in which case a standing work order can be set up against each item of equipment, which, from an accounting and record- ing point of view, amounts to the same thing as charging to equipment numbers. These standing ‘work order numbers should contain the equipment number, and if possible, they should be identical to the equipment number. Charging small jobs to equipment numbers provides good history and ensures that all maintenance costs for each item of equipment are accurately recorded, Charging to equipment numbers can also be abused, and should be controlled through frequent reporting with responsibilities for following up on incorrect use. Whichever method is used for managing small jobs, there should be controls in place to ensure that this work meets the established definition of a "small job" and is consistent with the priority of other work being done. In other words, the smalljob process should not be used to "polish door knobs" when important work orders are being delayed because of limitations on resources. IDCON: CCopytght © IDCON, ne..e are options for managing and scheduling the adespeople who will do small jobs: 1. Call the appropriate Maintenance Supervisor This is the recommended method, since it keeps lhe process in control and discourages unneces- ary calls. The Supervisor should record the ‘equest in his notebook and dispatch a trades parson at an appropriate time, minimizing clisruption to scheduled work. Call the appropriate shift tradesperson directly This applies only if there are tradespeople on 24~ hour shift coverage and if they are available to take direct calls on day shift. Often shift trades people are assigned work orders on day shift. In many industries, the luxury of having shift people just waiting to be called in an emergency is one that can no longer be justified. (See "Maintenance Business Processes" on page 9 for details on using equipment numbers for manag- ing small maintenance jobs), Work orders for emergency work and off-shift repairs Emergency work is defined as work that should be started as soon as it is identified. itis the kind of work that is important enough for people to be called any time of the day or night to start repairs. By its nature, emergency work cannot be formally Planned and cannot be scheduled, so most of the benefits of using a work order as described earlier cannot be realized. Many plants require an emer- ency work order to be entered to cover the costs of emergency repairs, but the only advantage of this is that it keeps a second record of the fact that an emergency occurred. Normally the first record is in the operating log, which records downtime. If the information gathered is used or may be used in the future, in reporting or analysis and will result in actions that generate value, then an emergency Work order is of value. Otherwise, charging the costs of emergency work to an equipment number may be satisfactory. This is a decision that should be made When the maintenange business process is defined. While most emergency work cannot be formally planned at the time of the emergency, there is great value in organizing emergency work before it starts, Refer to "Planning Emergency Work" on page 71. This section includes a check list to use in the event of a plant emergency. The principles for managing small jobs and emer- gency work also apply to unplanned and unsched- Uled work that is done by shift tradespeople, Often the work that they do can be charged to equipment numbers with no loss of information, and should be backed up by a report on the work that was done. This can take the form of a paper or electronic log book, followed up each moming by the Supervisor (or perhaps the Planner). Alternatively, the shift tradespeople can enter details of the work done directly into the equipment history files in the main- tenance computer. In this case, a report on these entries should be available to the Supervisors and Planners, and should be set up to print automatical- ly early each morning. it should be made clear to any tradesperson going on shift that itis @ part of his job to keep accurate records of all work done ~ no matter how small. A simple job such as resetting an electrical breaker or replacing a shear pin may be very significant ifit is repetitive, or fan equipment failure occurs shortly afterward, IDGON: ia ‘Copyright © IOCON, In.Urgent work Urgent work can be defined as any work that is important enough to disrupt an established work schedule, including weekly work schedules and shutdown schedules, but does not have to be started immediately. Urgent work is requested after the established cut-off time for any schedule. Urgent work, together with emergency work, is grouped under the definition of "break-in* work for this reason All urgent work, unless it meets the definition of a "small job", should be charged to a unique work order, and should be planned Ir the priority matrix is used urgent work will have a priority rating of 3 or 4, (See "Calculating priorities and completion dates" on page 33.) Al urgent work, unless it meets the definition of a “small job," should be charged to a unique work order and should be planned. Capital projects and major maintenance work Many plants with work order systems do not require work orders for capital projects or maintenance projects that use outside contractors. To ensure complete and accurate equipment history all repair or improvement work done in the plant (except “small jobs") should be covered by a work order. Often this work order can be very simple, and refer to @ capital project number or a contract num- ber, but it should be properly opened and properly closed. When it is closed, all historical and other maintenance information should be entered. Using the work order closing check list (see "Work Completion” in Chapter 15) will ensure that all required information, including inspection reports, spare part lists, etc, is property fled. Major projects should be charge to work orders to ensure that equipment history records are complete In one large plant, work orders were used for any work done by the plant's maintenance crew, but not for larger projects performed by outside contractors ‘One job done by contractors each year was to replace sections of refractory lining in a large kiln. A check of equipment history in the maintenance computer showed all the detailed work done on the kin, including lubrication, painting, etc, but there was absolutely no history of any refractory repairs. This information was stored on @ bookshelf in the area maintenance engineer's office, and available for his use only. Ifwork orders are not used for larger projects, impor- tant information will be lost or hidden a =)RGON: Copyright © IOCON, ine,a Chapter 8 Work Order Coding When maintenance organizations first introduced ‘omputers to manage maintenance work orders, most took advantage of the computer's ability to wt and filter work by various categories. With card ‘or paper files, if work was to be separated by urgency, reason, shutdown requirements and so on, it meant that multiple files must be maintained. Computers ‘made this manipulation of data very simple. Safety committees Could see lists of safety work; Engineering Managers could see lists of capital work and so on, Uniortunately, most organizations had litte experience -omputers and did not understand the basic rules of database management, so the codes and values used to describe work orders were often poorly planned, and the resulting reports compromised. In many maintenance departments, these problems persist even after several years of computer experi- ‘ence and two or three generations of maintenance ‘computer systems. Once in use and affecting a large database of work orders the problems resulting from inadequate design of work order codes become apparent, but it 's then dificult to change the code structure without losing important data. In the typical maintenance ‘computer upgrade project the work load exceeds expectation and under the pressure to get the new system up and running itis easier to keep the old, logical coding than to correct it ‘An actual example of a poorly planned work order code list is shown below: This table contains the most common logic error, in that the selection options describe different charac- teristics of the work to be done so that more than ‘one option can apply to many jobs. For example, in the plant which used this list, consider the possibilities if there happened to be a serious accident involving a lathe and a decision was made to immediately bring in a contractor to replace this lathe (a capital project). Would the correct work order code be CA, CO, EM, MA or SA? Chances are, different people would select different codes based on which they determined fo be the most important from their point of view. It is easy to see how such a table results in less-than-useful reporting, A knowledgeable person should always be able select one, and only one option in any list of values Many work order "types," “classes,” or other cate- gories in typical work order systems contain tables of this nature. To be of value, they should follow the basic rules of database management, which include: 1. Each field must contain a list of "mutually-exclu- sive" options. “Mutually exclusive" means that a knowledgeable person would always be able to select one and only one option that describes the characteristic of the work covered by that field. This means that there must be a separate field for each characteristic of the work. CO | Contractor Work EM | Emergency Work ER Environmental / Regulatory EW | Equipment Warranty EQ Equipment Modification MA | Machine / Tooting ‘Code | Description ‘Code | Description | CA | Capital Project Work MP | Maintenance Project cM | Corrective Maintenance ©8 | Operations Support PR | Process Modification PM | Preventive / Predictive RS | Repairable Spares SA | Safety Work Order SW | Standing Work Order E)IDCON: 7 CCopytght © IDCON, ne2. The list of options should be short ~ eight is a good goal, and the list should never be longer than can be viewed in large font without seroling, Itis not unusual to see lists with over a hundred options. These lists do, of course, provide no value and often the items at the top of the list or the default value are the most frequently selected. ‘An exception to this goal is for long tables where each option is clearly identifiable, and lists of vendors or employee names are good examples, In this case, using database tools such as entering the first few letters works well 3. With @ few exceptions a default selection should ot be used. It is important that some thought be given to the selection before it is entered. The value of work order codes There are many characteristics of maintenance tasks that can be recorded on work orders. However, the information collected from using these codes will have no value unless there is a business process that defines the responsibilty for using the information, either to manage individual work orders or for analy- sis and reporting, which leads to some value-adding action. It should also be possible to demonstrate that any analysis and reporting of this information creates teal value, in dollar terms The rules for the use of codes applies to work orders, purchase requisitions and all other documents. In one large plant, when a purchase requisition is entered jn the computer, a mandatory fold is “material typo" for each line item. The originator is required to select ‘one option fiom a drop-down list which contains more than 120 alternatives, most of which violate the “one characteristic" rule. It takes a couple of minutes to review the list and make a selection each time a line item is entered. When asked why this information is being recorded, the Purchasing Department advised that the information was important because “it will be used to group materials for bulk purchasing 43 5) agreements*, After three years of collecting this information, it has not been used for anything, and it is clear that if agyone should decide to try to use it for its intended purpose, they will find the inform tion to be worthless: Work order characteristics ‘Typical characteristics of maintenance work orders that may be of value to track are: * the urgency of the work ‘the timing of the work (as dictated by various limitations on scheduling) * the action that will be taken by the person doing the work * the extent to which the work is an "improvement" ‘the reason for the work + how the work was identified * the source of funding « the resources to be used | ‘the current state of the work +» Required equipment state. There are other possibilities (such as “root cause of the failure” thath has its own unique problems, and is discussed under "work order completion") but lets look at the above list in more detail. It may also be of value to have another field, usually in the work request screen, identifying the "lead trade” (mechanical or electrical). This allows the mainte- nance computer system to direct work requests and purchase requisitions to the appropriate Mechanical or Electrical Planner. The following pages contain tables of possible values for each of these work characteristics. Included in these tables are “process effects” which explain how the selection of any value affects the manage- ment of the work or, where a maintenance computer system is in use, how it affects the way the computer | is programmed. 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Copyright© IDCON, ine.Comments on work order codes The fields used for describing the current state of the work and the resources to be used are usually well-managed. It is the other codes, for scheduling limitations, kind of work, reasons, urgency and funding, which are frequently combined or mixed with the result that the information in the database can be so “dirty” that it has litte value for analysis or control, Itis worth repeating that the over-iding consideration in the use of any of these codes is one of value. Computers make it easy to gather and store large Quantities of information but unless it is used to create real value it should not be collected at all For example, if the only *reason for the work” that is. ever reviewed is safety work, because @ commitment hhas been made to provide this to the safety commit- tee, then the only two options in the "reason for the work" field should be "safety" and “other.” ‘Any attempts to use emotional reasons for work, such as "safety" of “environmental” to artificially increase the priority of any work order must be challenged and corrected, If the value of information cannot be demonstrated to the people who enter it, it should probably not be entered at all All code values require a carefully considered defi- nition, which in turn requires that it is someone's. responsibility to make sure there is no abuse of the options. For example, “safety” work may be defined as "work that is required to make an operating, maintenance or other task safe to perform, if there is no other reasonable way to achieve this.” With this definition, the reason for a request to install @ platform is not "safety" if a reasonable option is to erect scaffolding, IF the above guidelines are adopted to manage work orders, clean, valuable data will reside in the main- tenance computer system. At regular intervals, the value of this information should be reviewed with a goal to maintaining as simple a process as possible, The people who enter work order codes and have to make decisions on code selections (typically Operators, Maintenance Supervisors and Planners) MUST have regular feedback on the value of this information or they will soon lose the discipline that is needed fo maintain clean and consistent data. If this value cannot be demonstrated to them then itis probably not worth entering the information in the first place and the code should be eliminated. Note that the functional limitations of any mainte- nance computer system may restrict the application of some of the fields and values described in this chapter. ‘See the work order examples in Chapter 12 to see how the above codes could appear on a work order form, i =)IRGON: Copyright© IDCON, ne.____ Chapter 9 Backlog Management Good backlog management is an essential compo- nent of good maintenance management. The backlog is the source of information from which all work is srayn for prioritizing, planning and then scheduling, Planners, Maintenance Supervisors and Operations Supervisors should review their backlog frequently and should have a working knowledge ofits content at any time. The backlog is the source of information from which all work is drawn for prioritizing, planning and then scheduling The volume of work held in the maintenance work backlog, and its trend, is an important measure. If it is based on good information it can be used to assist in establishing maintenance manpower levels, allocating resources across the plant and forecasting the need for additional resources such as contractor ‘overtime and borrowing resources from other areas of the piant. it can also be used to assess overall department and crew maintenance performance. Work should be added to the backlog after an initial joint review by the operations coordinator and the Maintenance Supervisor and after the Planner has entered the work order codes and a preliminary estimate (see "Approving work requests” on page 30). At this point, the work request (or “unapproved work order’) should contain the following information, ‘© The equipment number (and the description, ich should be entered by the computer) + The description of the work, revised if necessary ‘= The priority rating (from the originator and perhaps revised by the Operations and Maintenance Supervisors at the initial validation step) with the corresponding completion date * Separate order-of: magnitude estimates for both labor and materials and, for shutdown work, the total plant downtime required + All work order codes, Backlogs which are based on work orders which have not had some level of estimate applied are of litle value. : Work should be pulled from the backlog, planned and executed according to the value reflected in the priority rating and the required completion date. Non-shutdown or "run" work backlogs In a typical large industrial plant, the following are reasonable targets for non-shutdown maintenance backlogs: ‘Type of backlog Target Total backlog 410 6 weeks Work which is approved and ready __ 2 o 4 weeks for planning (i.e., where commitments are being made on materials, etc). This Is the "working" backlog. — 1 to.2 weeks Work which is ready to schedule (Le., all materials, information, etc) is onsite Effects of backlog size It's not unusual for Maintenance Managers to have an objective of "reducing the backlog," which implies that having a backlog of zero hours is a good thing. This is not the case, and a reasonable backlog is ‘essential for effective maintenance work management. Abbacklog that is too large (more than about 6 weeks for non-shutdown work) should be avoided. Waiting too long for work to be done will cause frustration and itis very probable that informal methods of getting work done willbe invented, thus defeating the pur- pose of planning and scheduling. More material than necessary will be purchased and stored, resulting in high carrying, storage and wastage costs, Also, backlog that is too large is difficult to manage and will probably contain duplicated work orders. At some Point it becomes easier to enter a new work order than to find an old one if a backlog grows too large. =) IDCON: # Copyright © IDCON, no.If the backlog is too small, it will be difficult to keep tradespeople assigned to priority work, because there just is not enough work available to keep the schedules full. Small backlogs will result in work being done outside the formal planning and sched- uling process, simply because Supervisors want to keep their crews busy. ‘A small backlog will also drive an organization to become more reactive because the lead time from work being requested to execution is too short. Also, work will be done without being prioritized, so some Work that should not be done at all wll be completed. Planners should be conscious of the balance between the carying costs of purchased materials and the ability to plan and schedule work and they should assist the Maintenance Supervisors and operations coordinator to maintain backlog levels, Which are close to set targets. A good backlog provides a too! for assessing resource levels and allows the work loads for different- sized crews to be compared Calculating the backlog size ‘There are two methods of measuring and reporting backlogs 1, Total effort-hours 2. The time, in days or weeks, it will take to complete the work in the backlog with the resources available. The volume of work in the backlog is recorded as effort-hours, but in itself, this is not a valuable measure. Knowing how many days or weeks it should take to complete this work is much more important, because this can be compared to the completion dates shown on the work orders. It also provides a tool for assessing resource levels and allows the backlogs for different-sized crews to be ‘compared. To be able to forecast completion dates, it is necessary to know the number of effor-hours in the backlog AND the number of effort-hours available each week which.can be applied to backlog work The effort-hours in the backlog, which should be used to calculate the non-shutdown work backlog in weeks, include: * All hours estimated on non-shutdown work orders, including repairs, improvements and capital work * All hours estimated for preparation work that can bbe done while the plant is operating for "shutdown" work orders, In proactive maintenance organizations it is common Practice to schedule PM work before other work except urgent and emergency work, in which case PM work should be excluded from the calculation of backlog effort-hours. The effort-hours available to work on non-shutdown backlog work should be calculated as follows: + Start with the total hours for the area maintenance crew, which is the total number of people in the crew multiplied by the normal hours of work, plus average overtime. * Subtract scheduled absences, such as vacations. * Subtract expected but unscheduled absences, such as probable sick leave, + Subtract scheduled non-maintenance work activities, such as training, safety and other ‘meetings, union officers’ leave, ete. * Subtract hours required to complete non-shutdown Preventive maintenance inspections? * Subtract hours scheduled to be worked on shut- downs, either in the *home" area or elsewhere. ‘Subtract that part of shift trades work that is normally required to address emergency work. If shift trades do not normally perform scheduled work, then subtract all shift irades hours * Subtract an allowance for break-in work. + Note: preventive maintenance inspection work load should be reasonably constant if "resouroe-eveling” process is used to ‘spread woekiy, monthly and other inspections evenly over the long term. The maintenance computer should be able to use the PM frequencies and the estimated hours for each PM task for each trade or ski to report an average daily work load. 55 CCopyrght © ICON, ne.To calculate the backlog in weeks, simply divide the total effort-hours in the backlog as calculated above vy the effort-hours available each week. As part of the process of implementing ining and scheduling, it is wise to initially include an allowance for break-in work As part of the process of implementing planning and scheduling, it is wise to intially include an allowance for break-in work (emergency and urgent) that is based on recent experience, and to have a goal of bringing this break-in work down to 15% or loss of total hours. This target should be published, and the actual reduction plotted to communicate progress. Shutdown backlog ‘The management of the shutdown backlog is similar to the non-shutdown backlog. Part of the process of planning each shutdown the backlog should be is to review and select the highest-value work, based on priorities and target completion dates. Additional resources are often required to ensure that all prior- ity work can be completed There is @ special shutdown backlog category shown on the Maintenance Work Priority Guideline (page 34), and itis called "frst opportunity" work (priority rating 4). This is the equivalent of "urgent" non- shutdown work, and is that shutdown work which poses a threat to the short-term operation but does not meet the definition of "emergency." A list of this work should be extracted from the backlog daily and posted in the operations offices and contro! rooms, and maintenance staff on call should also have a copy of this list. Its purpose is to allow the highest-priority work to be addressed in the event of an unscheduled shutdown, and this may have a very high value to the operation. ‘The management of shutdowns is covered in detail in the "Turnaround Management" supplement to this book, Backlog reporting ‘Any maintenance computer system will provide reports on backogs and these should be reviewed by Maintenance Managers, Superintendents, Supervisors and Planners at regular intervals ~ at least monthly. ‘Measurements that can be used to control mainte- nance and come from backlog reports include: * Total backlog, “filtered” by skill or trade, or by Various types of work (e.9., PM, safety, etc) * Backlog trends, with similar "fiters” to the total backlog * Percent of backlog work orders that have passed their suggested completion date, also by various categories, or (to be positive) the percent of com- pleted work orders that are closed before their recommended completion date ++ 30/60/90 day reports which show the number and trend of work orders which are older than 30, 60 oF 90 days, filtered as necessary. r)IDEON: . Copyright @ IOCON, ine‘These indicators and their trends should be used for ensuring that work of similar value is being executed in all plant areas, and for assessing resource requirements, The responsibilities for backlog management and for developing actions from backlog reports should be included in the backlog management business process, A thorough review of the e . contents of the backlog should be made frequently Backlog reviews A thorough review of the entire contents of the back- log should be made frequently, at least every three months. This review should include operations and maintenance supervision and could be a special, infre- quent agenda item for regular scheduling meetings. Work which is inactive because it does not have sufficient priority to have been executed or to have progressed to the planning stage before its recom- mended completion date should either be cancelled (and the originator advised) or its priority rating should be increased. Obviously, work that can be executed only during major shutdowns will remain in the backlog longer than "run" work, or E)IDCON: Copyright® IOCON, IcChapter 10 Detailed Work Planning ‘Once work requests have been approved and entered in the backlog, their “timing” code and priorty rating should determine in which order work should pro- ‘ress to the next step. This step is detailed planning or defining the "what and how" of maintenance work. The definition of a planned work order is “one for which all parts, materials, information, tools and maintenance equipment is available, tasks have been described and an estimate prepared. The work can be communicated in detail to the tradespeople and they can complete the work as described to the required standard without delay and within the estimated cost.” While a Planner may have other duties, such as scheduling and shutdown coordination, most of a Planner's time should be spent preparing detailed work plans, or "packages" of information. Up to half of this work planning time may be spent in the field, assessing work scopes and gathering information The "product" of detailed planning is @ package of information and instructions that will eventually be issued to the tradesperson Its at the detailed planning step that the work is described in sufficient detail for a tradesperson to ‘complete it to the standard required. All required materials, tools and maintenance equipment are located or purchased, and manufacturers instruc- tions, drawings, and other information become part of the work order. The “product” of detailed planning is a package of information and instructions that will eventually be issued to the tradesperson(s) doing the work. One work order per job As far as possible, each job should have one work order, or more gccurstely, one “parent or master" work order, 60 thatthe cost and progress of the {otal job can be tracked and its various components or phases linked together. A "job" can be defined as any maintenance work that stands on its own, meaning it can be executed ‘r cancelled without affecting other jobs. In the case of a larger maintenance job or project, the work order should be a parent work order that may have several “child” or "sub" work orders, some- times called "tasks." Child work orders may cover various parts of the project, such as shutdown Preparation work, work by other trades or work by contractors. In the work order approval process, only the parent work order should be approved, and it should include the cost of all child work orders. ‘The description on the parent work order should ‘cover the entire scope of the job. Some maintenance computer systems do not permit easy linking of parent work orders to child work orders, in which case the use of a “project number" (or similar) field may be used as a cross-reference. Of course, for large capital projects, the project number, in the correct format, should appear in each child work order as well as the parent work order. This work should also be planned, just as if it were to be done by Maintenance The above definition of a maintenance "job" includes "maintenance" work that may be assigned to Operations, such as cleaning vessels, carrying out specialized component replacements, and preparing process equipment for maintenance crews. This work should also be planned, just as if it were to be done by Maintenance, Copyright © IDCON, ineWork orders - level of detail required While the work order should clearly define the scope and the required work quality, the level of detail may vary depending on the following: 1, The tradesperson's experience Often the Planner wil not know which tradesperson(s) will be assigned to the work. However, if the job is, somewhat complex, the Supervisor should be in volved before the work is planned. If an experienced tradesperson can be assigned, the work plan can be simplified to some degree. However, it is a mistake to assume that just because a tradesperson has experience that he knows how to do the job. 2. The tradesperson's knowledge of the work requested Any job is much easier the second time than the first. If the Planner knows that a tradesperson who hhas successfully done the same job before can be assigned, then less detail is required. 3. The availability of engineering standards ‘A good set of engineering standards can greatly simplify work planning. Standards can cover every- thing from components (electrical and pipe fittings, couplings, etc,) to procedures (coupling alignment, rebuilding and installing equipment, fiberglass pipe joint lay-up, placing concrete, etc). Every Planner should have a set of engineering standards in his office, and should make sure that relevant standards are used in work planning and, where appropriate, attached to work orders. With a good set of standards, a detailed work plan can be as simple as "Replace the rotating assembly on condensate pump 34-8624, following the attached standards." The standards should include installation procedures (with liting instructions, bolt torques, Impeller clearance settings, lubrication, ete), coupling 50 a alignment standard (with checks for soft foot, pipe strain, cold spring, etc) and @ safety standard (e.9., to avoid burns when working on steam condensate pumps). ‘Some over-riding standards, such as the piants look- out and isolation procedures, apply to all work. There should be a plant policy on whether these standards should be included in work orders or not. Standards that are this important and all encompassing should be included in either all or no work orders. To include them in just some work orders implies that for those work orders where they are not included, they may be considered to be less important. 4, Job location and the ease of access to materials If the work is in the maintenance shop, and it is located right beside the Storeroom and the free- issue bins, then small materials may be left off the work order material list. In fact, for normal equip- ment rebuilds, where the materials required may not be known until the equipment has been disas- sembled, it is often more efficient to include a copy of the complete parts list with the work order so that the tradesperson can check off the parts required and prepare his own "pick list” for the Storeroom. However, ifthe work is in @ remote area of the plant or off site (e.g., electrical line repairs), then the work order should be very detailed and include the last niut and bolt. Take this to the extreme and consider the planning that goes into a job like repairing the Hubble telescope. Going back to the shop for the right too! sometimes just isn'ta practical option, Hubble telescope repair Going back to the shop for the right tool sometimes just isnt a practical option IDCON: (Copyright © IDCON, ne5, Job eriticality Where the work is critical to plant operation, safety or the environment, work orders should be very detailed and cover every aspect of work quality. For xample, there may be some inspection "tasks" in the work order, 80 that those responsible can check work before itis too late to make corrections. An example of this is checking reinforcing steel prior to placing concrete. 6. Future use as a standard task If the work order is to be saved as a standard work order for future similar work, then a higher level of detail is required. It may next be used by someone without a good knowledge of the work. In general, itis better to include too much detail in work orders than too lite. However, avoid including details that are just good trades practice and that experienced tradespeople might find insulting. The distinction between too much and too litte detail comes with experience and may differ considerably between plants. Work Order Check List Even the most experienced Planner needs a reminder to make sure that everything necessary has been included in a work order package, just as an experi- enced pilot uses a check list before every take-off and landing. The detailed planning check list is the heart of the maintenance planning process This section contains a detailed planning check lis, and is the heart of the maintenance planning process. The next few pages contain these check lists in summary form first, then in detail Every item in the first check list (Part 1) should be considered for every work order planned. The check list in Part 2 applies to some, but not all work. [Copyright© IOCON, Inc. ‘These check lists are also included in Appendix 10, in a format suitable for posting Planning check list - Part 1, all work orders No, Description Is the equipment number correct? Is this a duplicated work order? Is the description acourate and professional? Is the work location clearly identified? Is the work order coding correct? Is there a standard work order for this job? Do the work order tasks clearly describe each step of the job? 8 Are all materials required for the work included in the work order? 9 Have the possible causes of the problem been studied and is this reflected in the work scope? 10 Is the location of each item of material clearly identified? 11 Is there a work kit, and does the work order show this? 12 Are all necessary drawings, sketches, photo- graphs, repair instructions, etc, included in the WO package? 18. Are all applicable standards attached? 14 Are all safety issues adequately covered? 15 Are all safety materials included in the materials list? 16 Are any safety permits required? 17 Are there any code or regulatory permits or documentation required for the work? 18 Are all environmental issues adequately covered? 19 Is Engineering assistance required? 20 Are all trades or skills required to complete the work included on the work order? 21, Have other Planners been copied as necessary? 22 Is there any other work that may conflict with this job? 23 Are there other work orders in the backlog that should be done in conjunction with, or will be affected by this work order? Noorenas ON: 6024 Has the equipment history been checked and is relevant history included in the work order package? 26 Is the focdback expected from the tradesperson clearly explained? 26 Should this work order be filed as a standard work order? Planning check list - Part 2, some work orders No. Description 27 \s clean-up after completion included as a task? 28 Is a child work order required for shutdown preparation work? 29 Is @ child work order required for post-shutdown work? 30 Are there instructions for the inspection, repair oF disposal of components removed from the equipment? 31 Ifa repair-or-replace decision is required during the job, is the responsibilty for this defined? 32 If components may be re-used after inspection, is the acceptable standard described? 33 Are inspection points defined? 34. Are other safety resources required? 38. Do new or removed parts required match- marking and numbering? 36 Are all supplies included in the material list? 37 Are the required tools and maintenance equipment listed on the WO? 38 Are the arrangements for obtaining special maintenance equipment specified? 39 Is the process for retuming rental and other maintenance equipment specified? 40 Have arrangements been made to clean the job site before the work starts? 41 Haye arrangements been made for scrap removal? 42 Have all opportunities for maximizing preparation Work to minimize shutdown time been included? 43 Are the names of contact people for this job included (support trades, engineers, etc) Work order check list details - Part 1 all work orders 1 Is the equipment number correct? Always check the equipment number. For discrete items of process equipment — such as mixers, screens and pumps — equipment numbers should normally be correct. However, infrastructure -- such as piping and building components -- are some- times difficult to find in the hierarchy and are a com- mon source of identification errors, If the equipment number is changed, search again for duplicated work orders, 2 Is this a duplicated work order? ‘Although the originator of the work request should Check for existing open work orders to avoid dupli- cates, the Planner should also check. Duplicates may result from two people entering work requests at the same time or from poor descriptions on existing requests that make it dificult for the new originator to recognize a duplicate. 3 Is the description accurate and professional? Remember that a Planner's performance is measured by the quality of the plans produced. If a work request with poor description is received (e.g., "The pump is shot’) the Planner should (a) insert a “professional” description ("Replace the rotating assembly on. Pump 34-8862") and (b) talk to the originator and explain the importance of describing problems Clearly in work requests. This will help to ensure that a high quality of work requests is established. 4 Is the work location clearly identified? Make sure that the work location is clear, using floor numbers and column grids and/or adjacent “landmarks” (@.g., "on the east side of the feed Pump turbine, Eq No. 34-9876 on the ground floor of No.4 boiler house"). If necessary, attach a marked up equipment layout drawing or a photograph. A file of letter-size floor-by-floor equipment layout drawings for attaching to work orders is a valuable aid to avoid wasting time finding equipment. : E)IDCON: Copyright® IOCON, ine.5 Is the work order coding correct? rk order coding is used to ensure work appears on the correct schedule or report, Also, the infor- mation recorded can be used for analysis to find spportunities for improvement. Ifthe originator has centered some codes, the Planner should check that, they are correct and add all other required codes. 6 Is there a standard work order for this job? Before planning any job, check the equipment file or database for a standard job plan, and also check the equipment files for similar equipment. There are not many maintenance jobs in an older plant that have not been done before. IF there is a standard job plan, check that itis up to dale, revise it as necessary and use it. If there is a standard job plan for similar equipment, revise it as. required and keep it on file for the equipment being maintained, 7 Do the work order tasks clearly describe each step of the Job? Breaking the work down into steps or "tasks" ensures, that nothing is overlooked and is essential for accu- rate estimating (See "Estimating work orders" in Chapter 11). This information is also important for schaduling if more than one trade or ski is involved. {tis very important to understand how the maintenance computer handles "tasks" inside a work order and ‘asks should be entered accordingly. For example, some computer systems require that all individual ‘asks be completed and closed before the work order can be closed. If this is the case it is better to cover complete stages of the work (e.g., all mech- anical work) in one task and use the description of the task to break each stage down into logical steps. 8 Are all parts and materials required for the work included in the work order? ‘See "Work orders - level of detail" on page 69 for some guidelines on how much detail on material requirements should be included in work orders. In general, more detail is better than less. It may cost as much for a tradesperson to make an extra trip to the Sioreroom to get a 1/2" bolt or a gasket as it does to get a coupling or a motor. Include special tools in the materials lst: For example, if the job includes balancing a pump impeller, the balancing mandrel should show on the material lst 9 Have the possible causes of the problem been studied and is this reflected in the work scope? Typically, a Planner should "receive problems and issue solutions.” Part of the planning function is to talk to tradespeople, Operators and others to deter- mine the best way to address problems that are identified in work requests. Occasionally the solution will be elusive and it may be appropriate for the Planner to request a Root Cause Problem Elimination investigation prior to detailed planning, ‘Sometimes, if the symptoms of a problem could have many possible causes and these are hidden during operation, it may be necessary to plan for, more than one solution. This may involve staging additional materials for a shutdown, some of which will probably have to be returned after the equip- ‘ment has been shut down and inspected and the real cause identified. 10 Is the location of each item of material clearly identified? Make sure that the material list shows the trades person exactly where to find each item. For some jobs, materials will be in several places. Some may be stored outside, some may require careful protec- tion, some are large, some are small, etc. If a work Kit or delivery system is in use, ensure that all items are clearly marked with the work order number. ‘Copyright® IOCON, Ine41 Is there a work kit, and does the work order show this? Ifthe work order does not clearty indicate that the necessary materials have been gathered into a ‘Work {att there is a good chance that the tradesperson doing the job will go to the Storeroom and get the required material from stock, so that the work Kt wi emain unused. Make sure that itis clear that there is 2 work kit and its location (2.9, "drop point # 45°). In‘one large plant, work kits had been used for years, but were not well managed. A survey showed that the value of unused, stored work kit materials exceeded $3 million! 412 Are all necessary drawings, sketches, photographs, repair instructions, etc, included in the WO package? Often the only way to communicate exactly the Scope and quality of the work required is through some ind of a picture, and this can be an engineering drawing, a photograph, a cross-section or exploded View from a manufacturer's instruction Book or @ simple hand sketch. A valuable planning skill is the ability to make freehand- Te rin FrTaea—| wares TY — 1 [esa snorert New counting - Ataf size 4 s6007_|-¥ [es | $500) $500} Work kt Now base pai, cw alignment Backs DETTE} Tes} $2,200) $2200] Work (Ors 23-0070) - Shins forbase sate EZ ES ET Shins formotr 4682 —[-¥ 1 [set $e] — sash or at Forms for new cone rea ss 1 [tet $150) $20 car shop [Ai miseclaneousfestenots oo a a ST Slsave-tpe anchor bls 76336 | 0] 05:776a [6 — [oa [$80] — $300) Work et Prepared re-bar [_[os-1165 | —t | fot | Sasol —S2s0, Werk it Gonerete weaas_[ 05-1160] 75 [6 $50] $90]When req Epox aut e680 TY O—[ ey [stat — sre ec iNew pipe and ings ~aT S16 55 Sch 10 Work kt Vanstone tangs BTU ing ares [5S || ea ga gre a # Vanstone flange & SIU rg aso76 1 1 [6a $35} — 36h 745 doqebow 35226 ¥ 2} ea [$40] — sealer Sr one reducer 067 | W [OS TTSE | —1 | “sa 8551 seit De 450671, 28] Sil — ssohwerk IF gate weve, 516s, Ginal ig2o4 | 45007 N | 05-1768 | 1 —[ “ea | $140) —S1a0]Work et sr gatevelve, S16 Ginol ig 204 | 45005 N | 05-1166 | 1 [ee SeolWerk Pum rebuik pars Bal bearing 6215. sase6_|¥ Z| ea _| 325) se werkt rebar box Oiseai 443678 za067 |v 1 [es | Stal — $19] Work ot ebuil boc Oi sal #45666 7065 ¥ [ea | $12) $i) work treba box Packing sleeve POTS a2eed[-N] O5:7767 | +} ea | ida] — $45] Work trobud box Gasket it PNOAB azoes_[ N | os-ti67| 1 [set $52] Work et rebuld box Tingle balancing manda 54556 lavbalancrg machine [Electrical connectors Free 5 7 | “at | 529) gaan issue bis “Total matriale cok 0rd Eaaeant Dewerpon able cane, wth reach and capaci fr CET] 2 | es | Ba FY lat ats and wih operator [Contractor he-ram (t demoish base] [ES reding machin. 0 Laser algrrert naan a Balancng machine 30 [eas bung ott 30 tate 30 ‘Total equipment co $70 “Toiai matoals and equipment cos a7 IRCON; (Copyright © IDCON, ie2509 wo 100 srouoy| esa Gund vodsueu ba [eres oinpoyse wed jeonug | °% Gear s9gze-s0 OM 89 (Copyright © IDCON. neEDEN ‘en voons siden] 52 ‘ane ap bunea conden) +2 128 aamou09 eh 6m) 62 eR i ar “mrern ea 61 ema aoe wed] os ave fe Ie TEET SUES Efe ele leele ETSI EEC IET ETRE EICIEIS EERE a PPP) ainpauyos yied eons | we on aH EON. 9526-60 OM, wear Copyright © 1DCON, ie,‘einpouss ured ean #) IDCON? 1 Copyright© IDCON, inTotal costs for shutdown and post-shutdown work Labor Materials Equipment Total direct cost $3,800 $8,072 $700 $12,572 Downtime (46.5 hrs production loss @ $4,000/hr) Comments on this work order example This is a typical, fairly complex job involving several trades and operations, and requiring good coordination among all the various groups involved. It is not unusual to see projects like this delayed unnecessarily simply because they are hard to “get your hands around them." Using techniques like the Critical Path Method (CPM) to break the job into small steps which are easy to plan makes the job easier to do and ‘easier for all to understand. ‘There is always room for improving draft plans. For example, the tank could be filled as soon as the suction vaive is installed. There's a period of 41 1/2 hours available to do this, which could speed up the start-up. There are probably many other details like this that will come up when the critical path is reviewed with operations and with the Supervisors and tradespeople who will do the work. This exercise shows that the downtime cost far exceeds the direct cost, which is not unusual. In reality, this job would be done during a planned shutdown. The only contribution that should be considered for this job is the excess time the shutdown work would take beyond the planned downtime for other work, Total cost $186,000 $198,572 ‘An option that would probably be preferable to replacing the corroded pump base, would be to install a new pump close by and limit the shutdown work to re-connecting the suction piping and the motor cable to the new pump. An advantage of the detail planning in this exercise is that it clearly demonstrates the cost of the options and allows Managers to make the best decision based on high- uality information. ‘The preparation of this plan may seem like a lot of work, but if the job is looked at as a $279,000 project, this amount of analysis is a very small part of the total cost. Compare this cost to, say, the architectural and planning efforts for building a $279,000 house. spIDGON: ° {Copyright © 1DCON, nc.Chapter 13 Scheduling The "who and when" of maintenance Perhaps the most fundamental aspect of managing maintenance is assigning a tradesperson to a job. At some point in every job, this is done in one way or another, The purpose of preparing a formal schedule for all work is to ensure that this assignment process takes into account all aspects of the work being scheduled, all other work that may interfere or use the same resources and all operating requirements. “There must be a strong commitment by all members of the production partnership to follow published work schedules. Threats to the completion of scheduled work, such as urgent and emergency work, should be challenged and action taken to minimize future schedule threats There must be a strong commitment by all members of the production partnership to follow published work schedules ‘Once a backlog of planned maintenance work has been established, itis the responsiblity of the posi- tion to which the scheduling function is assigned, to ‘establish starting and completion times for each job and to coordinate all work so that the greatest value is realized. ‘This chapter focuses on providing Operations and Maintenance Managers, Supervisors, Planners and Schedulers with the tools to achieve “world class” maintenance performance through improved work scheduling, ‘The definition of scheduling is repeated here: "Ascheduled maintenance job is one that has been included in a weekly, daily, shutdown or other formal schedule and has a defined starting and finishing time, The required resources including tradespeople (by name), maintenance equipment, tools and sup- potting services are assigned and the activities for various resources are Coordinated to minimize total cost. If the work has been planned, the schedule will allow it to be completed as defined by the work plan.” 93 ‘The purpose of scheduling is: * to ensure all people, materials, maintenance equipment and other resources requited to do a job arrive at the right place at the right time + to ensure that all jobs and resources are coordinated to avoid delays and to maximize safety and value, and ‘= to communicate planned activities to all involved Benefits of scheduling ‘There are many benefits that result from a good ‘work schedule including: « integrating the work plans of all groups, including operations, maintenance, ‘engineering and others: * ensuring that highest-value work is executed first + ensuring that the work gets done at the time i ‘expected by the person who entered the work | request ] « anticipating and avoiding conflicts that may arise i when different jobs require the same resources or are in close proximity « providing a tool to optimize the management of maintenance materials «providing a formal process for ensuring that the most is made of training opportunities for tradespeople + maximizing trades productivity # minimizing plant downtime « providing a communication tool for Operators, ‘Supervisors, trades people and Managers «allowing for effective and useful performance measurement Planning and scheduling share many of the same benefits, and both good planning and good scheduling are required to maximize the benefits of either: IDCON: CCopysght © ICON, ne.Who should prepare maintenance schedules? ‘As mentioned, every maintenance job is scheduled by someone at some time. The scheduling function |s critical to successful and productive maintenance. The function of assigning a tradesperson, or a group of tradespeople to a work order is normally the responsibilty of the first-line Supervisor, and here it is assumed that this is the case. However, the process of building a daily, weekly or shutdown work schedule may require considerable time and effort and these schedules must be completed and published before established deadlines in advance of work starting, Because a Maintenance Supervisor has the responsibilty for current activities, responding to emergencies and other functions that may not be able to wait, the preparation of detailed schedules should be assigned to another position. Very large organizations may have the position of "Maintenance Scheduler,” but frequently the func- tions of scheduling and planning are assigned to Maintenance Planners. In this book, the term "Scheduler" is used, and this refers to the position with scheduling responsibiltes, and the options include Maintenance Scheduler, Maintenance Planner or Maintenance Supervisor, depending on the size of the organization, the complexity of the schedule and the management philosophy. For example, weekly schedules may be the responsibilty of the Planner, with input from the Supervisor. Deily schedules may he produced by the Supervisor alone, and major shuttiown schedules may be produced by the Turnaround Manager (a common positon in large operations) with input from Supervisors and Planners. itis important to remember that while a Planner may have other duties, such as scheduling and shutdown Coordination, most of a Planners time should be spent preparing detailed work plans. ‘To ensure that there is @ strong commitment to follow the schedules that are produced by the Scheduler, there must be very close and cooperative communi- cation among Schedulers, Planners, Maintenance ‘Supervisors, Operating Supervisors, Engineers, and Storeroom Managers. The scheduling of central functions, which may provide specialized resources (e.9., mobile cranes) toa number of area maintenance crews, is a special case and is covered on page 96. Scheduling skills and tools In addition to the skills required for planning, a ‘Scheduler also needs: 1. An abilty to logically think through a variety ‘of complex situations to build a schedule that provides maximum value to the organization and to which all involved are committed to follow. 2. A.good knowledge of the abilities of the trades- people for whom schedules are to be provided 3. An understanding of the work to be scheduled. In addition to the above skills, a Scheduler should have the time and space to concentrate on schedule preparation. Physical requirements include a quiet office environment, efficient computer hardware and software and space for posting and reviewing printed schedules. The Scheduler's office should be located close, but not too close, to Planner's, Maintenance Supervisor's, and Operating Supervisor's offices. IDCON: 94 Copyright © IDCON, in,‘The Scheduler should also be allowed to focus on scheduling responsibilities at set times in the sched- Uling cycle so that quality schedules are consistently Published in advance of established deadlines. Maintenance and Operating Managers, Supervisors and others must commit to the scheduling process and ensure that Schedulers are protected from interruptions during critical scheduling periods, Shutdown progress monitoring ‘The vital function of monitoring work progress during shitdowns is sometimes assigned to the Scheduler. This function may include the following actions: 1. Accepting input from Supervisors and trades- people and recording progress information at set times during the shutdown period 2. Identifying any changes in anticipated completion times for any job and recommending actions 3. Assessing the impact that potential delayed jobs ‘may have on the total downtime and ensuring all other work is adjusted to refiect the change 4, Revising detailed and summary schedules and ‘communicating these changes to all those with responsibility for the shutdown work 5. Identifying altemative work assignments for tradespeople who finish assigned work earlier than scheduled or whose work is delayed or cancelled 6. Recommending or acquiring additional resources if needed 7. Chairing regular shutdown progress meetings 8, Identifying issues at each progress meeting that threaten progress and recording responsibilities for actions to address these Issues 9. Reviewing the issues identified at the previous meeting and communication the resulting actions to all involved in the shutdown 95 s ‘Scheduling is one component of the "maintenance cycle" that must be a joint Operations and Maintenance responsibil Support for Scheduling ‘Scheduling is one component of the "maintenance cycle" (see page 8) that must be a joint Operations and Maintenance responsibility. Without strong operations support, maintenance people cannot schedule effectively, nor will published schedules be followed. Other members of the production partnership, especially Purchasing, the Storeroom and Engineering, must also support the scheduling process. Operations must provide the following support to the scheduling process: plan and schedule all operating activities that, impact maintenance + completely integrate operating and maintenance schedules into a single document, far enough in advance to allow scheduling deadlines to be met * ensure that priorities for all work in the mainte- ance backlog are kept up to date * confirm all shutdown plans in time for them to be fully integrated into the scheduling process * manage process inventories to maximize mainte- nance access to plant and equipment and to minimize losses * prepare for all priority-setting and scheduling meetings * attend all priority-setting and scheduling meetings, on time ‘and last, but not least, challenge and control all requests for maintenance work which will disrupt established work schedules }IDCON; Copyght © 1DCON, reEngineering support should include: + early identification and communication of all project work that will impact maintenance and operating activites. « preparation for and attendance at all priorty-setting and scheduling meetings where project work is discussed. + close cooperation with Operations and Maintenance to fully integrate project, maintenance and opera~ tions work activities. And of course, the most important support for the ‘Scheduler must come from his Supervisor and the Maintenance Manager. In some plants, Planners and Supervisors are reluctant to post schedules for their own crews to view in advance because they have little confidence that the schedule will be followed The "circle of despair" In a reactive maintenance environment, even short- term scheduling is very difficult. In some plants, Planners and Supervisors are reluctant to post schedules for even their own crews to view in ‘advance because they have litle confidence that the schedule will be followed. Scheduling in this environment is very discouraging and the resulting preparation of low-quality work schedules feeds the “circle of despair.” Integration of schedules The development and use of independent mainte- nance, operating and engineering work schedules is Sure to result in wasted time and resources, and can be unsafe. Operating and maintenance schedules should be fully integrated, which requires commitment, a strong business process, and good leadership. Each of the groups listed below has a responsibilty to ensure coordination and communication of their planned activities, 1. Operations Operations have a special scheduling responsibility for ensuring that process inventories are controlled to enable maintenance access to equipment, and for cleaning, cooling, isolation, lockout and other work required to properly prepare for maintenance, For a major shutdown, this process may have to begin days or even weeks in advance of the shut- down date. Where Operations is responsible for work on equipment, such as cleaning, replacing processing ‘components (e.g., screen elements, etc) and running pro-startup trials, these activities should be included in the maintenance schedules. Where Operations and Maintenance use common ‘equipment, such as house cranes, special schedules may assist in avoiding conflicts and delays (See Page 133), Operations must also advise Maintenance immediately when any unscheduled equipment downtime occurs or is about to occur, so that advantage can be taken to execute critical inspections or “first opportunity” shuidown maintenance work. Operations also has a responsibility, often legal, to ‘ensure equipment that has been maintained or altered is safe to operate before it is put back into service. 2. Mechanical maintenance As part of the process of planning mechanical work orders, Planners should identify all resources required, including non-mechanical and support trades, mail tenance equipment and operations support, and highlight these in work plans. The Scheduler should ‘ensure that people responsible for non-mechanical support activities are advised of their required role before their own scheduling deadline. =)IDCON: “ Copyright © IDCON, ine,Where any mechanical services, such as water, effluent, air or steam, are required to be shut down for maintenance, the mechanical department should inform all other departments as far in advance as possible. 3. Elctrical/instrument maintenance ‘Where electrical services are required to be shut down for maintenance, all departments should be advised as far as possible in advance so that alter- native arrangements can be made for the supply of lighting and service power. ‘All mechanical and central support should also be included in electrical/instrument schedules and communicated to the Schedulers responsible for providing this support 4, Central maintenance support ‘Some plants assign services such as mobile cranes, transport, scaffolding, carpentry work, machining, tc, to centralized maintenance forces. Where such crews exist, Schedulers responsible for central main- tenance support crews should gather all requests for their services well in advance of the scheduling deadline. Where requests exceed available central resources or there are scheduling conflicts, those requiring the service should be advised in time for schedules to be adjusted or for alternative arrange- ‘ments to be made before the scheduling deadline 5. Engineering Engineering project work is often the determining factor when shutdown durations are established, Critical project work (ie., work for which any delay will delay start up times) should be very carefully scheduled, using critical path techniques. 97 Engineers should also be responsible for ensuring that work schedules and resource requirements for any projects are integrated with other operating and maintenance plans, with sufficient notice to meet scheduling deadiines. 6. Technical department Manufacturing or process trials and tests may require ‘maintenance or operating resources and all such work should be included in work schedules, and should meet scheduling deadlines. Such work should, of course, also be properly planned and comply with engineering and maintenance standards. Labor agreements and plans that affect the availability of maintenance tradespeople should respect the scheduling process 7. Human resources department Labor agreements and pians that affect the avail- abiliy of maintenance tradespeople should respect the scheduling process. For example, if running maintenance is scheduled on a weekly basis, with schedules based on the forecast availabilty of labor ‘on Tuesday each week for the following week's schedule, no requests for non-critical absences, such as Vacations, should be approved after the Monday night, and labor agreements should reflect this requirement ‘The training department should ensure that plans {or training of maintenance people are finalized and ‘communicated in advance, with sufficient lead time to allow Schedulers to include training activities in all work schedules, »IDCON; Copytignt © 1DCON,Scheduling deadlines The deadlines for publishing work schedules depend on the operating schedule and the type of work, For a 24/7 continuous operation with Monday to Friday day maintenanoe crews working 8 am to 4:30 pm, the following deadlines are recommended: For daily work schedules ~ posted no later than, 3 pm each day. For weekly work schedules ~ posted no later than 4:30 pm on Thursday each week. For one-day area shutdown work schedules — Published no later than one week in advance of the shutdown date. For major shutdowns -- this depends on the nature ‘and magnitude of the work, and should be published in the range of 4 to 12 weeks in advance of the shutdown start date (See the "Turaround Management" supplement). For operations with unusual operating schedules or Where market, shipping and other factors may dictate the use of schedules other than a standard weekly schedule, other appropriate deadlines should be established. Setting work priorities - two levels ‘The process for establishing the priority of work orders is covered in Chapter 6. This process takes into account the risk of not doing the work and considers the consequence of resulting breakdowns and the likelihood of their occurrence in a certain time frame, usually the time to the next scheduled repair opportunity. When work is scheduled, the priority rating is used to draw the work from the backlog in the correct order. However, this coarse priory rating is not adequate for establishing the sequence of work. During the scheduling process a more detailed priorty-setting process should be used. This may be formal (e.g a numbered sequence on a list of work to be scheduled) or informal if the work is scheduled ‘manually. If any electronic scheduling process is Used (e.g., the maintenance computer system, a worksheet such as Microsoft Excel or a critical-path management application such as Microsoft Project), then a sequence number is necessary. One purpose of a formal scheduling meeting is to review the priottes in the backlog and to put the work that itis agreed will be scheduled in order of starting sequence, which will depend on the availability of ‘access to equipment to be maintained, risk category and the availability of materials, special skills and other resources. For this to be an efficient process, the Scheduler should prepare and distribute in advance a draft work sequence to the people who attend scheduling meetings. This is covered further under "scheduling meetings." 98 Copyright © IOCON, incBacklog management Good backlog management is essential for effective scheduling. A backlog that is too large will result in wasted scheduling time and may result in important work being overlooked during the process of select- ing work for scheduling If the backlog is too small, then it will be difficult, and perhaps impossible, to fully schedule available tradespeople to priority work. See Chapter 9 for more on backlog management. Establishing the work sequence Three basic rules should be used for scheduling all work: 1. Work should not be added to any schedule unless, ~ all materials and other resources are on hand, or ~ all materials and other resources will arive before the end of the schedule period 2. Work, which is of the highest value, should be scheduled first 3. Work in progress should be completed before other work is started. Lets look at these rules in more deta 1. Availability of materials and other resources ‘Scheduling work for which materials, technical information, maintenance equipment, etc, is not available, will result in delays, lower quality work, production losses and frustration. For some work, the availability of special skills may also be a factor. When preparing, for example, a weekly work schedule, the time when all resources will be available should be the first consideration. For lower priority work, the safest approach is to delay scheduling work for which materials wil arive during the schedule week until the following week. For higher priority work, delivery dates should be included on the schedule so that the work will not be scheduled to start unti the required material, etc, is expected to be received. Longer jobs should be scheduled in phases with appropriate child work orders so that the initial steps can be scheduled to start before the materials, etc, for the later steps are received. This is just like building a house where the foundations and framing are started well before the finishing materials are received. For industrial maintenance work, scheduling projects in this manner should take into consideration plant safety, protection of the work site, and possible interferences with operation and other maintenance work. And it is for this type of work that critical path scheduling procedures are of the greatest value. A high priority should be given to work in progress 2. Scheduling the work of highest value first It usually, but not aways, makes sense to schedule the work at the top of the priority list first. If the high- est priority job requires a large amount of resources while the same resources could complete several of the lower priority jobs in the same time, the relative value of the single highest-priority job compared to the total value of these other smaller jobs should be taken into consideration. However, larger jobs that require some effort to coordinate and may involve @ number of different skills and Supervisors should not be detayed just because of the scheduling effort involved. In a reactive environment such jobs are often delayed because of a concer that once the work force is committed to the job, it wll be delayed by break-in work and will remain "Just another unfinished job" for too long. 99 =) IDCON: CCopyight © ]BGON, Ine3. Completing work in progress A high priority should be given to work in progress. Ifa job that has been started can be delayed, then its real priorty should be questioned, and the answer used to revise the prioity-seting process. Work that is left unfinished will eventually cost more in addi- tional preparation, site protection and clean-up time, lost materials, lost continuity, increased supervisory effort, and possibly reduced work quality Scheduling of shop rebuilds ‘The sequence in which work to rebuild spare assemblies or components is scheduled to progress through the maintenance shop should be based on three factors: 1. the number of other spares currently available in the Storeroom 2. the number of items of operating equipment which use the spare, and 3, the criticality ofthis operating equipment Because all of this information can, and should, be stored in the maintenance computer database, the ‘computer may be able to calculate and report the best repair sequence. However, it should not be difficult or time-consuming for the Repair Shop Supervisor or Planner to check this information and manually set priorities. (See page 33) Scheduling small maintenance jobs ‘Some maintenance work does not justify the prepara- tion of formal work orders, and to provide good response should not follow the formal work scheduling procedures. See page 38 for scheduling options. Break-in work Breakin work is defined as any work that is important enough to disrupt an established work schedule, and includes emergency work (i.e, work which must start immediately when itis identified). The definition of break-in work includes all work that is requested after the cut-off time for weekly work schedules for non. shutdown work, and shutdown work that is requested after the cut-off time for shutdown work requests. Where there is an opportunity (Le., the work is not an ‘emergency and does not need to start immediately) schedules should be adjusted to include break-in work. For example, for non-shutdown work daily schedules should include break-in work that was requested after the weekly schedule cut-off time. All break-in work should be challenged by both Operations and Maintenance supervision, with goals of eliminating work, which can realistically wait for normal scheduling, and of reducing total break-ins to less than 15% for non-shutdown work. Scheduling business process ‘Asuggested work flow as part of a business process for scheduling is shown on the following pages. This ‘covers the weekly scheduling of non-shutdown work through to the complation of a detailed weekly sched- tule document, complete with individual tradespersons’ ames and the starting and completion times for each job. For this alternative to be successful, the organization should be approaching "world class” planning and scheduling standards with over 70% of all work properly planned and scheduled. Break-in work should be at a low level. For such an organization, there is value in the use of a two-week rolling schedule, with the second week showing large jobs and highlights only. See page 126 for the use of priority work lists instead of weekly schedules for organizations that are still working towards a high level of planning and scheduling, The work flow should be customized where process, market, shipping schedules or other factors prevent accurate forecasting of a plant's operating schedule for at least a two-week period. Copyright © IDCON., ne