Status: FINAL 22 July 2016

Transcription

1 TABLE OF CONTENTS 1 INTRODUCTION OVERVIEW INSTRUCTIONS FOR SCENARIOS LIST OF SCENARIOS SCENARIOS SCENARIO A FOUND WORK & DOWNTIME CALCULATION SCENARIO B SUBLET QUOTES & APPROVALS SCENARIO C PLANNING FOR SEASONAL CAPACITY CHANGES SCENARIO D TRUCK FLEET PLANNING SCENARIO E INVENTORY PLANNING SCENARIO F INVOICE PROCESSING P age

2 1 INTRODUCTION 1.1 OVERVIEW To facilitate the Proponent s comprehension of the City s requirements, a series of scenarios is provided in this Annex 4. The scenarios represent a subset of the Requirements, which are provided in detail in Annex 2 Detailed Functional Requirements spreadsheet. 1.2 INSTRUCTIONS FOR SCENARIOS Explain how the Proponent s Solution provides the functionality, with extra attention to the items referenced in each scenario s Please highlight section. The explanation for each scenario should include no more than four (4) pages of text and graphics combined. Where possible, show how data can be captured electronically e.g. use bar code for inventory issue, use scanning device to capture employee number. 1.3 LIST OF SCENARIOS A. Found Work & Downtime Calculation B. Sublet Quotes and Approvals C. Planning for Seasonal Capacity Changes D. Truck Fleet Planning E. Inventory Planning F. Invoice Processing 2 P age

3 2 SCENARIOS 2.1 SCENARIO A FOUND WORK & DOWNTIME CALCULATION Purpose: To demonstrate the actions taken by a mechanic when found work is identified on a vehicle receiving a PM service, and show the impact on Work Order status and downtime calculation. During a PM a mechanic identifies an axle is near failure and needs repair. The mechanic reports the found work to the foreman, who adds the repair activity (comprised of tasks, labour and parts) to the Work Order. A check for available parts shows that one key part is out of stock, but is expected within two days. At month end the downtime calculations for fleet pools are reported to management. For each vehicle the total downtime is calculated, as well as waiting time, e.g. waiting for parts, waiting for trained person. 1. If the found work is not to be completed on the current work order, how is the neededrepair captured? 2. When the estimated cost of the repair exceeds a threshold value, how is the foreman alerted, and what approval workflow ensues? 3. What business rules can the system use to set the threshold value? E.g. by user, by equipment unit, total cost 4. What is the Work Order status at each step from starting to work on the PM, through to release of the repaired vehicle? In particular, how does the Work Order status reflect the vehicle is being held while waiting for the parts? 5. Describe how downtime is calculated for the vehicle assuming: a. the PM (6 hrs) was done on afternoon shift Monday, outside normal operating hours for the equipment b. the vehicle was waiting for parts from the end of the PM, through to midday Wednesday; i.e. 8 hrs on Tuesday and 4 hrs on Wednesday of the normal operating hours c. the axle repair took 8 hrs, from midday of Wednesday; i.e. 4 hrs during normal operating hours plus 4 hrs after normal operating hours d. the vehicle was released and ready for pickup at start of shift on Thursday 3 P age

4 2.2 SCENARIO B SUBLET QUOTES & APPROVALS Purpose: High-cost jobs sent to external service providers may require quotes from multiple vendors, and an approval process including examination of the equipment s expected service life, its repair history, and comparison to similar units in the fleet. A 10-year-old bulldozer from the Landfill needs to have its undercarriage rebuilt and an engine overhaul. A Work Order is opened for the jobs, and two vendors are contacted for quotes. Both vendors provide quotes with costs well above the expected amount. The Superintendent needs to analyze the remaining service life of the equipment before sending a recommendation to the Manager for approval. The Manager approves the work; Vendor B is selected for the job and a Purchase Order issued. 1. Describe how quotes are tracked and recorded in the system. 2. Describe the reports and analysis tools within the system for assessing the bulldozer s state and likely service life. 3. What alerts and workflows are used to ensure approval is required from both the Superintendent and Manager? 4. How does a quote become part of the Work Order, and flow through to a Purchase Order? 2.3 SCENARIO C PLANNING FOR SEASONAL CAPACITY CHANGES Purpose: To match planned work to expected workforce capacity. Attendance records from recent years indicate a typical reduction of workforce capacity during December of approximately 10%, due to vacations and illnesses. Weather forecasters are predicting wet snow showers over the next two weeks in December. The snow plow attachments and sand spreaders on City trucks typically require extra effort to remain operational under those conditions; the Planner expects to need 5% of regular capacity just to support the Snow Fight. 4 P age

5 Planned work capacity needs to be reduced by 15% of normal levels for the next two weeks. A small quantity of overtime is pre-approved, to be used as necessary for the Snow Fight. 1. Describe the planning tools available in the system. 2. How does the planner see capacity limits, for both workspaces and workforce? 3. Capacity may be affected by annual, seasonal or specific events; how are variations reflected in the planning process? 4. Can work be planned for people with required certifications or training? 5. How are over-capacity situations flagged? 2.4 SCENARIO D TRUCK FLEET PLANNING Purpose: To analyze the City s dump truck fleet, estimating the number of available units and uptime over the next year, as part of the replacement and acquisition planning cycles. The Fleet Superintendent, the fleet planner and the customers equipment coordinators meet quarterly to discuss equipment requirements for capital projects. Fleet staff need to prepare predicted monthly levels for the number of available units and uptime looking ahead at least one year; equipment allocations and project schedules can then be mutually adjusted to maximize the use of the fleet. Replacement planning begins 3 years before expected end of service life for a unit, in conjunction with the fleet s financial planners. 1. Describe the analysis tools in the system for predicting the number of available trucks and each truck s uptime. 2. How can known problem vehicles be excluded from or adjusted within the analysis? 3. Are there any tools to examine different allocation scenarios, e.g. to test shifting a project s start date, or moving up the acquisition date for new equipment? 4. Are there tools for evaluating the economic balance point in using leased vehicles to augment the fleet? 5. What system-provided reports support equipment planning? 5 P age

6 2.5 SCENARIO E INVENTORY PLANNING Purpose: To demonstrate how maintenance planners can advise Stores of parts needed for planned work. The goal is to reduce out-of-stock incidents by using long-term and short-term planning information from the planned work lists. The parts needed for PM s and recurring jobs are known, and the expected dates for those jobs are listed in the Maintenance Program event list. Stores likes to see annual predicted parts requirements for planned work, broken down by month, which allows them to decide on inventory min/max levels, and adjust to seasonal requirements. Service appointments are generally scheduled 2-4 weeks in advance; short-term inventory plans are adjusted as work commitments are made. 1. Describe how Stores managers can perform long-term planning with the tools in the system. 2. What monitoring is done to alert Stores staff to out-of-stock situations? Is it able to predict stock levels for future dates? 3. Describe how inventory planners are alerted to changes in the fleet. E.g. 10 new fire engines, retiring of 6 old police cruisers 4. What analysis tools are available to identify unnecessary or redundant inventory? 2.6 SCENARIO F INVOICE PROCESSING Purpose: To demonstrate the invoice clearing processes and controls available to Fleet Stores. Responsibilities within Stores (Materials Management) are split amongst roles: o Storekeepers: issue parts, transfer inventory to other Stores, and receive goods o Buyers: issue Purchase Orders o Accounting Clerks: match Invoices to Purchase Orders and Goods Receipts (3-way match), ensure account coding is complete and route Invoices for approval A team from Internal Audit is reviewing the Fleet Stores procedures to ensure adherence to City policies for invoice processing, e.g. a person who creates a Purchase Order must 6 P age

7 not be the person who receives the goods, nor the same person who matches the P.O and goods receipt to the invoice. A summary invoice is received, listing goods from 3 different P.O. s, received in 7 shipments. Invoice #1234 is submitted for the full quantity ordered, yet Stores has received only a partial shipment. 1. Describe how segregation of duties is achieved within the system. 2. Describe how Stores staff will deal with the summary invoice. 3. For invoice #1234, describe how the clerk would be made aware the quantity billed does not match the quantity received, and the steps needed to resolve the issue. 4. What controls are available to ensure an invoice is not paid twice? 5. Describe how the team can view the status of individual invoices, e.g. date received, matched or problem situation, approver, date sent for approval, payment status. 7 P age