Essence of Planning and Scheduling and Some Results. Doc Palmer, PE, MBA, CMRP

Transcription

1 Essence of Planning and Scheduling and Some Results, PE, MBA, CMRP

2 300 CLOSED WORK ORDERS PER MONTH Mechanical Maintenance Started Weekly Scheduling 250 Changed Planning Approach 200 Ran Out of Backlog O N D J94 F M A M J J A S FY93/94

3 Food Plant

4 Work Order Completion Rate

5 Energy Plant

6 2012 Results Work Orders Completed per Week 135 WO/wk 203 WO/wk 102 WO/wk 129 WO/wk Stage 1. Planning. Weekly backlog cleanup reviews. Stage 2. Start weekly scheduling. Work with supervisors. Weekly backlog cleanup reviews. Stage 3. Weekly scheduling, limited backlog. Ramadan 5-hr days and loan of persons to Turnaround. Stage 4. Weekly scheduling, limited backlog.

7 Backlog Measurement Daily Backlog No KPIs & Measurements Week 37 (20 th Sept) Week 38 (27 th Sept) Week 39 (4 th Oct) Week 40 (11 th Oct) Project Target 1 EME Daily Backlog Jan 2012 Feb 2012 Mar 2012 Apr 2012 Daily Backlog (Jan Oct 2012) May 2012 Jun 2012 July 2012 Aug 2012 TARGET: 526 Sept 2012 Oct 2012 (Week 40) 97% DECREASE OF REQUIRED REDUCTION FROM JUNE 2011 AREA Week 39 Week 40 Week 39 Week 40 TECO CNF EME/ EME/ EME/ EME/

8 Food Plant

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10 % Wrench Time by Craft 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% May '10 Oct '10 0.0% Mechanical Electrical Instrument Craft

11 Overall Observations Wrench Time up 10% (28% Improvement) % PM Compliance: Up from 86% to 92.6% % Proactive Work: Up from 52% to 56% % Total PM Work: Up from 26% to 29.4% Resulting in % Breakdown Work: Dn from 27% to 21.2% Doubled Wet Mill MTBF (Mean Time between Failures)

12 Wastewater Plant

13 So Does Planning & Scheduling Work? 2010 thru 2012 there was an overall reduction in the CM backlog, while increasing the number of CM work orders issued. During the same time period we performed more PM work orders, while reducing the PM backlog. Last year yielded > $300K in savings in reduced overtime!

14 600 CM Reduction Plants - CM > 90 Total Plants - CM Scheduled Linear (Plants - CM > 90 Total) Linear (Plants - CM Scheduled) Jan-10 Apr-10 Jul-10 Oct-10 Jan-11 Apr-11 Jul-11 Oct-11 Jan-12 Apr-12 Jul-12 Oct-12 0

15 PM Reduction Plants - PM > 90 Days Plants - PM Issued Total Linear (Plants - PM > 90 Days) Linear (Plants - PM Issued Total) Jan-10 Apr-10 Jul-10 Oct-10 Jan-11 Apr-11 Jul-11 Oct-11 Jan-12 Apr-12 Jul-12 Oct-12 0

16 Hours OT Reduction AM OT HOURS ,374 Hours! OT GOAL ACTUAL OT YTD AM TOTAL 2012 Budget

17 Wastewater and Water Utility

18 # of Completed Work Orders , , , ,798 Last 12 Months Total Labor Hours , , , ,398 Last 12 Months Clinton Davis

19 Chemical Plant

20 Schedule compliance scores Composite Schedule Compliance E/I & Mechanical /1/2001 5/1/2001 9/1/2001 1/1/2002 5/1/2002 9/1/2002 1/1/2003 5/1/2003 9/1/2003 1/1/2004 5/1/2004 9/1/2004 1/1/2005 5/1/2005 9/1/2005 1/1/2006 5/1/2006

21 Success in maintenance Completed Routine Orders Jan-02 Apr-02 Jul-02 Oct-02 Jan-03 Apr-03 Jul-03 Oct-03 Jan-04 Apr-04 Jul-04 Oct-04 Jan-05 Apr-05 Jul-05 Oct-05 Jan-06 Apr-06

22 Success in maintenance Completed Emergency Orders Jan-02 May-02 Sep-02 Jan-03 May-03 Sep-03 Jan-04 May-04 Sep-04 Jan-05 May-05 Sep-05 Jan-06 May-06

23 Success in maintenance Wrench Time Surveys 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Working Instructions Waiting Travel Empty Travel Loaded Late Start Early Quit Personal Computer Time Idle

24 Pulp Plant

25 32% Labor Productivity Improvement from Increasing Schedule Loading from 80% to 100% 2011 WO/wk = 170 November 2011 Begin Transition November 2012 End Transition 2015 WO/wk = persons now doing the work of 86. Equiv to 21 extra persons doing proactive work. Equiv to 46% Wrench Time

26 Mining

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28 Essence of Planning and Scheduling Available and Reliable Production Capacity Encounter Less Reactive Work Complete More Proactive Work Increase Labor Productivity Generate Proactive Work Orders Planning and Scheduling

29 Essence of Planning and Scheduling Planning supports improving individual jobs repeated over time: a cycle of improvement for each job Planning also supports scheduling by identifying craft skills and labor hours Scheduling sets goals by assigning a sufficient amount of work for a week The goals increase maintenance productivity, but only when it is OK to break the schedule when appropriate Plan Do Feedback Learn

30 Essence of Planning and Scheduling P&S frees up supervisors to be in the present Planners Work in the future & Past Develop job plans with estimates Develop weekly schedules Use whole backlog Look at overall labor Supervisors Work in the present Assign jobs & monitor jobs-in-progress Develop daily schedules Use weekly + urgent Look at individuals

31 From Good to Great Plan and improve CMMS Job Plans with feedback as cycle of improvement Schedule weekly 100% crew labor hours as goal setting to increase productivity Increase general plant awareness of P&S concepts Persistence required

32 Is scheduling working: Typical P&S KPI Reporting Use discussion of these measures to encourage support % Schedule success/week (NOT tied to pay)(40-90% ok ) % Available hrs scheduled/wk (~100% desired) # of WO completed/mo and # active WO s in backlog (Consider a mini-wrench time study) (Consider Red Green Report (p369) to help focus on sched) Is planning working: % planned coverage/mo (esthrs>0 & Job Plan)( >=80%) # of new Job Plans created / mo # of Job Plans revised / mo # of Priority Emergency & Urgent (defects) work orders/mo Inventory items below Min (Reorder Point) with no PO, Inventory items below Min with zero QOH, Stockouts

33 Maintenance Planning and Scheduling Increase Your Workforce without Hiring