Essence of Planning and Scheduling and Some Results, PE, MBA, CMRP www.palmerplanning.com docpalmer@palmerplanning.com
300 CLOSED WORK ORDERS PER MONTH Mechanical Maintenance Started Weekly Scheduling 250 Changed Planning Approach 200 Ran Out of Backlog 150 100 50 0 O N D J94 F M A M J J A S FY93/94
Food Plant
Work Order Completion Rate
Energy Plant
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.
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 663 623 612 599 526 3000 2500 2000 1500 1000 500 0 1833 1556 1251 984 701 669 683 677612 599 Jan 2012 Feb 2012 Mar 2012 Apr 2012 Daily Backlog (Jan 2012 - 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/1 366 369 300 314 EME/2 303 298 202 194 EME/3 38 40 27 26 EME/5 120 105 83 65
Food Plant
% 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
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)
Wastewater Plant
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!
600 CM Reduction 300 500 250 400 200 300 150 Plants - CM > 90 Total Plants - CM Scheduled Linear (Plants - CM > 90 Total) Linear (Plants - CM Scheduled) 200 100 100 50 0 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
1600 1400 PM Reduction 160 140 1200 120 1000 100 800 600 80 60 Plants - PM > 90 Days Plants - PM Issued Total Linear (Plants - PM > 90 Days) Linear (Plants - PM Issued Total) 400 40 200 20 0 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
Hours OT Reduction AM OT HOURS 2012 18000 16000 14000 12000 10000 8000 6000 4,374 Hours! OT GOAL ACTUAL OT YTD AM TOTAL 2012 Budget 4000 2000 0
Wastewater and Water Utility
# of Completed Work Orders 2012 34,665 2013 35,572 2014 59,613 2015 58,798 Last 12 Months Total Labor Hours 2012 111,034 2013 110,502 2014 114,678 2015 101,398 Last 12 Months Clinton Davis
Chemical Plant
Schedule compliance scores Composite Schedule Compliance E/I & Mechanical 100 90 80 70 60 50 40 30 20 10 0 1/1/2001 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
Success in maintenance Completed Routine Orders 140 120 100 80 60 40 20 0 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
Success in maintenance Completed Emergency Orders 100 90 80 70 60 50 40 30 20 10 0 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
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% 2004 2005 Working Instructions Waiting Travel Empty Travel Loaded Late Start Early Quit Personal Computer Time Idle
Pulp Plant
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 = 225 65 persons now doing the work of 86. Equiv to 21 extra persons doing proactive work. Equiv to 46% Wrench Time
Mining
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
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
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
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
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
Maintenance Planning and Scheduling Increase Your Workforce without Hiring www.palmerplanning.com docpalmer@palmerplanning.com