Maint Planning & Scheduling Strat for Workforce Optimisation

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: [email protected]

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

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February 2004


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February 2004


Available Time

9h

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February 2004

Available Time

9h

Available Time

9h83%

Potential 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


15 min

15 min

30 min

30 min

Continuous Improvement10 min

Safety, Health & Environment10 min

Allowance for Logistic delays30 min

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February 2004

74%



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

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February 2004

74%



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

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February 2004

Maintenance Cost EffectivenessMaintenance Cost Effectiveness

What does maintenance really cost?

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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”

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February 2004

What causes maintenance downtime?

Maintenance DowntimeMaintenance Downtime

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February 2004


Calendar Time

Working Time Non-working Time

Planned Operations Availability

Planned Maintenance Downtime

Unplanned Maintenance Downtime

Achieved Operations Availability

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February 2004

What causes maintenance downtime?


– Unexpected Failures

– Routine maintenance

– Planned Repair maintenance

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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


Reduce downtime by increasing “Tool Time”!

Reduce downtime:

Melbourne

February 2004

What is your real maintenance workload?

Maintenance WorkloadMaintenance Workload

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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

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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


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February 2004

What are the unknown factors about failures?


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February 2004


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

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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

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February 2004


25 - 35%25 - 35%

< 25%< 25%

40 - 50%40 - 50%











– Emergency workEmergency work

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– Emergency workEmergency work< 25%< 25%

65 - 75%65 - 75%

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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

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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

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February 2004

ObjectiveObjective




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.


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February 2004

ObjectiveObjective





planning for the utilisation of maintenance resources to ensure a

cost-effective maintenance service


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February 2004

ObjectiveObjective





adherence to the routine maintenance programme and statutory

requirement to ensure plant integrity and safety


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February 2004

ObjectiveObjective





proper logistics planning to eliminate waste and ensure work quality


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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

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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


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Plannablehours

Provision for Unplanned work

Un-recoveredhours

Tool Time


Available Hours Non available: leave,sick, training, etc.

Non WorkTime

Calendar Time

Potential Work Hours

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Maintenance Maintenance WindowsWindows

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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


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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


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Planning Meeting:

Participants

Planners

Maintenance supervisor/s

Operations representatives


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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


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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


Planning Meeting:

Agenda

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February 2004

Outstanding workload

Man-hours available for planned work


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February 2004

Outstanding workload

RM dueRM due

Priority 1 & 2Priority 1 & 2


Master Schedule


Priority 3 & 4Priority 3 & 4RM dueRM due

BacklogBacklog

Priority 3 & 4Priority 3 & 4 2 - 4 crew weeks

1 crew week

RM dueRM due




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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)

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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

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All “Planned” priority 1 and 2 jobs must be loaded

All ‘plannable hours’ must be allocated to planned work

Principles


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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%

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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

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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