Post on 28-Oct-2014
description
Maintenance Maintenance Planning and SchedulingPlanning and Scheduling Strategy Strategy
for for Workforce OptimisationWorkforce Optimisation
Presented by
Roland Bergh
People Management People Management
for Maintenance Excellencefor Maintenance ExcellenceCarlton CrestCarlton Crest Hotel, Hotel, MelbourneMelbourne
26 – 27 February 200426 – 27 February 2004
Tel: +27-12-991-3727Fax: +27-12-991-3807Cell: +27-82-653-2397e-mail: rbergh@global.co.za
Melbourne
February 2004
ProgrammeProgramme
Introduction Problems with Maintenance Planning and Scheduling Performance factors
– Craftsmen Utilisation
– Maintenance Downtime
– Maintenance Cost-Effectiveness
Maintenance Workload and Logistics Planning Long-term Scheduling Short-term Scheduling
– Master Schedule
– Backlog Management
Performance Measurement Roles of Maintenance Supervisor, Planner and Craftsman Conclusion
Melbourne
February 2004
Problems with Planning and SchedulingProblems with Planning and Scheduling
Understanding the business of production
Understanding the business of maintenance
Lack of knowledge of the maintenance workload
Maintenance logistics requirement not defined
CMMS implementation focuses on RM only
Roles of the maintenance supervisor. planner and artisan
Integration of unplanned work
Melbourne
February 2004
What is the role of the craftsman?
What is realistic craftsman utilisation?
How should craftsman utilsation be measured?
Craftsman UtilisationCraftsman Utilisation
Melbourne
February 2004
Craftsman UtilisationCraftsman Utilisation
Melbourne
February 2004
Craftsman UtilisationCraftsman Utilisation
Available Time
9h
Melbourne
February 2004
Available Time
9h
Available Time
9h83%
Potential Utilisation
Craftsman UtilisationCraftsman Utilisation
Green Area, Work allocation15 min
Tea break15 min
Lunch break30 min
Pack tools away, Administration30 min
Melbourne
February 2004
Available Time
9h83%
Potential Utilisation
74%
Achievable Utilisation
Craftsman UtilisationCraftsman Utilisation
15 min
15 min
30 min
30 min
Continuous Improvement10 min
Safety, Health & Environment10 min
Allowance for Logistic delays30 min
Melbourne
February 2004
74%
Achievable Utilisation
Craftsman UtilisationCraftsman Utilisation
15 min
15 min
30 min
30 min
10 min
10 min
30 min
Organise spares30 min
Waiting for Production30 min
Waiting for Electrician15 min
Waiting for Rigger30 min
Travel15 min
Melbourne
February 2004
74%
Achievable Utilisation
Craftsman UtilisationCraftsman Utilisation
15 min
15 min
30 min
30 min
10 min
10 min
30 min
30 min
30 min
15 min
30 min
15 min
Tool Tool Time!Time!
46%
Achieved Utilisation
Melbourne
February 2004
Maintenance Cost EffectivenessMaintenance Cost Effectiveness
What does maintenance really cost?
Melbourne
February 2004
Maintenance charge-out rate
Maintenance Cost EffectivenessMaintenance Cost Effectiveness
Full overhead cost of Maintenance
Real tool time
$ 50.00 per hour
=
=
Improve maintenance cost effectiveness, by
- Reducing total maintenance overhead cost
- Producing more “tool time”
Melbourne
February 2004
What causes maintenance downtime?
Maintenance DowntimeMaintenance Downtime
Melbourne
February 2004
Maintenance DowntimeMaintenance Downtime
Calendar Time
Working Time Non-working Time
Planned Operations Availability
Planned Maintenance Downtime
Unplanned Maintenance Downtime
Achieved Operations Availability
Melbourne
February 2004
What causes maintenance downtime?
Maintenance DowntimeMaintenance Downtime
– Unexpected Failures
– Routine maintenance
– Planned Repair maintenance
Melbourne
February 2004
Unplanned Maintenance Downtime
– Eliminate causes of failure (through RM or DOM)
Planned Maintenance Downtime
– Reduce downtime through improved logistics planning
– Reduce downtime by allowing enough “tool time” to ensure quality work,
i.e no reworks
Maintenance DowntimeMaintenance Downtime
Reduce downtime by increasing “Tool Time”!
Reduce downtime:
Melbourne
February 2004
What is your real maintenance workload?
Maintenance WorkloadMaintenance Workload
Melbourne
February 2004
Proposed Routine Maintenance
Equipment Number Manroni Moulder
M 00 00 00 1
Proposed Task Proposed Interval
Responsible
Check V-belt tension Weekly Operator
Check bearings for abnormal noise Weekly Operator
Stop equipment with emergency stop Monthly Operator
Check in-feed roller gap to be 2.6 mm ± 0.05 mm Daily Operator
Check gearbox oil level on dipstick 2 monthly Fitter
Check slat-belt wear strips thickness > 1 mm 2 weekly Operator
Check apex of slat-belt spur wheels > 3 mm Monthly Fitter
Check mandrel spindle for lateral play < 0.5 mm Monthly Fitter
Set drip lubricator to 5 drops per min during running Shift start Operator
Open access door by 10 mm and check that door micro-switch turns off equipment during running
3 monthly Operator
Run machine at 10% speed and visually check all cam rollers for free rotation 3 monthly Operator
Check play of spindle in top bush < 0.2 mm Yearly Fitter
Replace turret assembly Yearly Fitter
Replace oil feed pump Yearly Fitter
Replace mandrel Yearly Fitter
Routine MaintenanceRoutine Maintenance
Melbourne
February 2004
Packaging Routine Maintenance Tasks
Distinguish between on-line and off-line tasks
Group by each Trade/discipline
Group by operations disciplines
High Frequency
Low Frequency
High Frequency
Low Frequency
HF Schedules
LF Schedules
SOP LF Schedules
Standing WO’s
Specific WO’s
Ops schedule
Include in Weekly Master Schedule
Routine MaintenanceRoutine Maintenance
Melbourne
February 2004
Some failure modes cannot be prevented
Condition based maintenance reveals potential failures.
Potential failures lead to failures and failures will:
– require corrective maintenance
Failure finding tasks identify failures to protective devices.
Failed protective devices will:
– require corrective maintenance
So what do we do, schedule Routine maintenance and wait
for failures to occur?
Corrective MaintenanceCorrective Maintenance
Melbourne
February 2004
What are the known factors about failures?
– Failure modes
• from the failure modes analysis
– Spares that will be required
• from the failure modes analysis and the bill of material
– What to do to repair
– Support equipment needed
– Skill required
– Estimated duration of the job
Corrective MaintenanceCorrective Maintenance
Melbourne
February 2004
What are the unknown factors about failures?
Corrective MaintenanceCorrective Maintenance
Melbourne
February 2004
Maintenance WorkloadMaintenance Workload
25 - 35%25 - 35%
< 25%< 25%
40 - 50%40 - 50%
Planned workPlanned work
– Routine maintenanceRoutine maintenance
Routine inspectionsRoutine inspections Scheduled servicesScheduled services
Failure finding tasksFailure finding tasks Scheduled discard and restoration tasksScheduled discard and restoration tasks
Condition monitoring tasksCondition monitoring tasks Statutory workStatutory work
– Planned repair maintenancePlanned repair maintenance
Work originating from RMWork originating from RM
Work requests/Defect reports/NotificationsWork requests/Defect reports/Notifications
Unplanned workUnplanned work
– Breakdown workBreakdown work
– Emergency workEmergency work
Melbourne
February 2004
Maintenance Tasks and LogisticsMaintenance Tasks and Logistics
Maintenance Task Maintenance Task
Plant AddressAddressAddress
RCMRCM
Maintenance Maintenance analysisanalysis
Manufacturer’s Manufacturer’s recommendationsrecommendations
ExperienceExperience
1.
2.
3.
4.
Task DescriptionTask Description
DocumentationDocumentationResource PlanningResource Planning
TypeType QtyQty HrsHrs
Fitter
Press
Crane
1
1
1
4
2
2
Resource PlanningResource Planning
TypeType QtyQty HrsHrs
Fitter
Press
Crane
1
1
1
4
2
2
1.
2.
3.
4.
Task DescriptionTask Description
DocumentationDocumentation
QtyItemItem DescriptionDescription
10001167
10001168
10001176
10001742
Bearing
Seal
Shaft
Sprocket
2
2
1
6
Material PlanningMaterial Planning
Melbourne
February 2004
Maintenance WorkloadMaintenance Workload
25 - 35%25 - 35%
< 25%< 25%
40 - 50%40 - 50%
Planned workPlanned work
– Routine maintenanceRoutine maintenance
Routine inspectionsRoutine inspections Scheduled servicesScheduled services
Failure finding tasksFailure finding tasks Scheduled discard and restoration tasksScheduled discard and restoration tasks
Condition monitoring tasksCondition monitoring tasks Statutory workStatutory work
– Planned repair maintenancePlanned repair maintenance
Work originating from RMWork originating from RM
Work requests/Defect reports/NotificationsWork requests/Defect reports/Notifications
Unplanned workUnplanned work
– Breakdown workBreakdown work
– Emergency workEmergency work
Melbourne
February 2004
Maintenance WorkloadMaintenance Workload
Planned workPlanned work
– Routine maintenanceRoutine maintenance
Routine inspectionsRoutine inspections Scheduled servicesScheduled services
Failure finding tasksFailure finding tasks Scheduled discard and restoration tasksScheduled discard and restoration tasks
Condition monitoring tasksCondition monitoring tasks Statutory workStatutory work
– Planned repair maintenancePlanned repair maintenance
Work originating from RMWork originating from RM
Work requests/Defect reports/NotificationsWork requests/Defect reports/Notifications
Unplanned workUnplanned work
– Breakdown workBreakdown work
– Emergency workEmergency work< 25%< 25%
65 - 75%65 - 75%
Melbourne
February 2004
Detail planning and scheduling provides a deterministic
forecast of requirements.
Events can be:
– firm, e.g. routine maintenance
– uncertain, e.g. corrective maintenance.
Both should be scheduled on computer
Long-term SchedulingLong-term Scheduling
Melbourne
February 2004
Maintenance Requirements
– Spares
– Skilled labour
– Facilities
– Special tools
– Downtime
– Costs
ForecastingForecasting
Melbourne
February 2004
Skill Tot J an Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecFitter 8450 600 550 590 1200 900 650 700 750 800 600 660 450Elect 5550 350 300 320 800 700 500 550 660 450 350 320 250Instr 2885 220 250 235 440 350 210 190 250 150 230 260 100Plater 3970 350 230 210 600 450 290 300 360 320 450 220 190Total 20855 1520 1330 1355 3040 2400 1650 1740 2020 1720 1630 1460 990
Forecast: Man-hours per Skill in Period
ForecastingForecasting
Melbourne
February 2004
ObjectiveObjective
To ensure that the contribution to be made by maintenance to the
achievement of the operational, and hence, company business
objectives, is fully optimised
Work Planning and SchedulingWork Planning and Scheduling
Melbourne
February 2004
ObjectiveObjective
To ensure that the contribution to be made by maintenance to the
achievement of the operational, and hence, company business
objectives, is fully optimised
This will be achieved through:
the integration of the maintenance requirement with the plant
production schedule to ensure both the achievement of the immediate
production target, as well as the long term life cycle objectives for the
plant.
Work Planning and SchedulingWork Planning and Scheduling
Melbourne
February 2004
ObjectiveObjective
To ensure that the contribution to be made by maintenance to the
achievement of the operational, and hence, company business
objectives, is fully optimised
This will be achieved through:
planning for the utilisation of maintenance resources to ensure a
cost-effective maintenance service
Work Planning and SchedulingWork Planning and Scheduling
Melbourne
February 2004
ObjectiveObjective
To ensure that the contribution to be made by maintenance to the
achievement of the operational, and hence, company business
objectives, is fully optimised
This will be achieved through:
adherence to the routine maintenance programme and statutory
requirement to ensure plant integrity and safety
Work Planning and SchedulingWork Planning and Scheduling
Melbourne
February 2004
ObjectiveObjective
To ensure that the contribution to be made by maintenance to the
achievement of the operational, and hence, company business
objectives, is fully optimised
This will be achieved through:
proper logistics planning to eliminate waste and ensure work quality
Work Planning and SchedulingWork Planning and Scheduling
Melbourne
February 2004
Assess notification, priority, required
action and logistics
If
Immediate
Issue Works Order to Craftsman
Assess notification and supervisor response.
Assign planning priority
Plan logisticsand issue WO to
supervisor assoon as possible
Open Unplanned Works Order
Planning Priority Lower
Create WO
Plan logistics and assign to Master Schedule when capacity allows
Record notification and
WO in system for follow-up
Originator Maintenance Supervisor Planning
Complete notification & prioritise
Record notification
Authorise notification
If
Plan
Planning priority HIGH
Work OriginationWork Origination
Melbourne
February 2004
Characteristics
It contains RM and corrective maintenance work
It contains only work for which task detail and logistics planning has been completed
It contains sufficient work to ensure a high level of labour utilisation
Work is allocated to the schedule in consideration of priorities
It has the commitment of senior maintenance and operations management
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Plannable HoursPlannable Hours
Maintenance Maintenance windowswindows
Draft Master Draft Master ScheduleSchedule
Outstanding Outstanding WorkloadWorkload
Operations ScheduleOperations Schedule
RM Schedule for RM Schedule for Next 7 DaysNext 7 Days
NotificationsNotifications
Workforce and Workforce and ContractorsContractors
Planning Planning MeetingMeeting
Approved Approved Master Schedule Master Schedule
Resource Resource CommitmentsCommitments
Material Material CommitmentsCommitments
Master Schedule Master Schedule ImplementationImplementation
Material Material RequirementsRequirements
Resource Resource RequirementsRequirements
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Plannable HoursPlannable Hours
Maintenance Maintenance windowswindows
Draft Master Draft Master ScheduleSchedule
Outstanding Outstanding WorkloadWorkload
Operations ScheduleOperations Schedule
RM Schedule for RM Schedule for Next 7 DaysNext 7 Days
NotificationsNotifications
Workforce and Workforce and ContractorsContractors
Planning Planning MeetingMeeting
Approved Approved Master Schedule Master Schedule
Resource Resource CommitmentsCommitments
Material Material CommitmentsCommitments
Master Schedule Master Schedule ImplementationImplementation
Material Material RequirementsRequirements
Resource Resource RequirementsRequirements
Weekly Master ScheduleWeekly Master Schedule
Plannable HoursPlannable Hours
Melbourne
February 2004
Plannablehours
Provision for Unplanned work
Un-recoveredhours
Tool Time
Plannable HoursPlannable Hours
Available Hours Non available: leave,sick, training, etc.
Non WorkTime
Calendar Time
Potential Work Hours
Melbourne
February 2004
Plannable HoursPlannable Hours
Maintenance Maintenance windowswindows
Draft Master Draft Master ScheduleSchedule
Outstanding Outstanding WorkloadWorkload
Operations ScheduleOperations Schedule
RM Schedule for RM Schedule for Next 7 DaysNext 7 Days
NotificationsNotifications
Workforce and Workforce and ContractorsContractors
Planning Planning MeetingMeeting
Approved Approved Master Schedule Master Schedule
Resource Resource CommitmentsCommitments
Material Material CommitmentsCommitments
Master Schedule Master Schedule ImplementationImplementation
Material Material RequirementsRequirements
Resource Resource RequirementsRequirements
Weekly Master ScheduleWeekly Master Schedule
Maintenance Maintenance WindowsWindows
Melbourne
February 2004
Maintenance
Maintenance Maintenance
Maintenance
Maintenance Non-Working Time
Actual running time (utilisation)
Calendar Time
Planned operationsidle time
Planned operationsrunning time
Planned operations
available time
Routine maintenance
windows
Working Time
Unplannedoperations
idle time
Unplannedmaintenance
downtime
Maintenance
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Plannable HoursPlannable Hours
Maintenance Maintenance windowswindows
Draft Master Draft Master ScheduleSchedule
Outstanding Outstanding WorkloadWorkload
Operations ScheduleOperations Schedule
RM Schedule for RM Schedule for Next 7 DaysNext 7 Days
NotificationsNotifications
Workforce and Workforce and ContractorsContractors
Planning Planning MeetingMeeting
Approved Approved Master Schedule Master Schedule
Resource Resource CommitmentsCommitments
Material Material CommitmentsCommitments
Master Schedule Master Schedule ImplementationImplementation
Material Material RequirementsRequirements
Resource Resource RequirementsRequirements
Weekly Master ScheduleWeekly Master Schedule
Draft Master Draft Master ScheduleSchedule
Melbourne
February 2004
Load all RM jobs due in the next week onto master schedule
Load all “planned” priority 1 and 2 jobs onto master schedule
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Plannable HoursPlannable Hours
Maintenance Maintenance windowswindows
Draft Master Draft Master ScheduleSchedule
Outstanding Outstanding WorkloadWorkload
Operations ScheduleOperations Schedule
RM Schedule for RM Schedule for Next 7 DaysNext 7 Days
NotificationsNotifications
Workforce and Workforce and ContractorsContractors
Planning Planning MeetingMeeting
Approved Approved Master Schedule Master Schedule
Resource Resource CommitmentsCommitments
Material Material CommitmentsCommitments
Master Schedule Master Schedule ImplementationImplementation
Material Material RequirementsRequirements
Resource Resource RequirementsRequirements
Weekly Master ScheduleWeekly Master Schedule
Planning Planning MeetingMeeting
Melbourne
February 2004
Planning Meeting:
Participants
Planners
Maintenance supervisor/s
Operations representatives
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Planning Meeting:
Documents required
Current week’s master schedule
Draft master schedule for next week
Priority 1 and 2 jobs not loaded
Maintenance Window profile
Calculation of plannable work hours
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Identify jobs from current master schedule that will probably be missed
Review jobs on master schedule - add missed jobs
Review priority 1 and 2 jobs that could not be loaded
Review plannable hours and evaluate need for overtime
Review and approve maintenance window profile
Review and approve master schedule
Weekly Master ScheduleWeekly Master Schedule
Planning Meeting:
Agenda
Melbourne
February 2004
Outstanding workload
Man-hours available for planned work
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Outstanding workload
RM dueRM due
Priority 1 & 2Priority 1 & 2
Priority 1 & 2Priority 1 & 2
Master Schedule
Priority 3 & 4Priority 3 & 4
Priority 3 & 4Priority 3 & 4RM dueRM due
BacklogBacklog
Priority 3 & 4Priority 3 & 4 2 - 4 crew weeks
1 crew week
RM dueRM due
Priority 1 & 2Priority 1 & 2
Priority 3 & 4Priority 3 & 4
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
BacklogBacklog
Priority 1 and 2 work:
– influence current plant and equipment performance
Priority 3 and 4 work:
– influence life cycle performance of plant and equipment
(asset care)
Melbourne
February 2004
BacklogBacklog
Is a prerequisite for effective planning and scheduling of work
Ensures “asset care” tasks are identified and managed
Ensures optimal resource utilisation
Justifies resource levels
Justifies overtime
Melbourne
February 2004
Resource Resource CommitmentsCommitments
Material Material CommitmentsCommitments
Master Schedule Master Schedule ImplementationImplementation
Plannable HoursPlannable Hours
Maintenance Maintenance windowswindows
Draft Master Draft Master ScheduleSchedule
Outstanding Outstanding WorkloadWorkload
Operations ScheduleOperations Schedule
RM Schedule for RM Schedule for Next 7 DaysNext 7 Days
NotificationsNotifications
Workforce and Workforce and ContractorsContractors
Planning Planning MeetingMeeting
Material Material RequirementsRequirements
Resource Resource RequirementsRequirements
Weekly Master ScheduleWeekly Master Schedule
Approved Approved Master Schedule Master Schedule
Planning Planning MeetingMeeting
Melbourne
February 2004
All “Planned” priority 1 and 2 jobs must be loaded
All ‘plannable hours’ must be allocated to planned work
Principles
Weekly Master ScheduleWeekly Master Schedule
Melbourne
February 2004
Performance MeasuresPerformance Measures
Planning Target Range Actual Performance% RM schedule compliance 100% > 95% 96% 20%% weekly schedule compliance 95% 90 - 95% 94% 70%Labour utilisation 60% 50 - 60% 44% 0%Delays to artisans < 5% 5 - 10% 8% 46%Stores service level 90% 80 - 90% 86% 60%
Workload Target Range Actual PerformanceLevel of planned work > 75% 60 - 75% 88% 100%
RM as % of total workload 25 - 35% 20 - 40% 35% 100%
Backlog control 2 - 4 crew weeks
1 - 5 crew weeks
1.1 11%
Work order return rate 2 - 4 jobs/man per day
1 - 5 jobs/man per day
2.5 100%
Overtime: unplanned < 5% 5 - 10% 4% 100%
Costs Target Range Actual PerformanceEngineering budget: % deviation 0% ± 10% -5% 50%Maintenance charge-out rate R250/h R250 - R280/h R 253.85 87%Value of RTS as % of total requisitions 0% ± 10% 13% 0%Spares holding costs 0.2% 0.2 - 0.25% 0.21% 89%
Effectiveness Target Range Actual PerformancePlanning effectiveness 100% ±25% 115% 40%Production delays due to unavailable services
< 5h 3- 5h 4.2 40%
Melbourne
February 2004
Reliability Maintainability Failure root cause analysis Budget: preparation and control Compliance with RM schedule Compliance with Weekly master schedule: Contractors on site Manpower planning Overtime Labour performance Labour utilisation Maintenance of tools, equipment Utilisation of skills On the job training (coaching) Training needs assessment SHE Management
Role of Maintenance SupervisorRole of Maintenance Supervisor
Melbourne
February 2004
Role of Maintenance PlannerRole of Maintenance Planner
Development/update of maintenance plan Preparation of weekly master schedule Maintenance logistics planning Upkeep of equipment register Backlog control Warranty control Identification of stock items Definition of stock levels Materials issue and return control Spares forecast/prediction Statutory record keeping Quality & integrity of data Preparation & distribution of management reports Regular analysis of data Documented maintenance best practice (procedures and standards) Documentation control
Melbourne
February 2004
In summaryIn summary
Maximise “TOOL TIME” by:
– Defining the workload (RM and Planned Corrective)
– Develop full logistics requirement per task and load on CMMS
– Long-term workload, downtime and logistics forecasting
– Short-term maintenance workload scheduling – Master Schedule
– Backlog Management
– Measuring planning and scheduling performance
– Clear roles for maintenance supervisor, planner and craftsmen