I know that is important for planning & scheduling process measure, but somebody maintenance guy do not accept in this measure. How do I expain this is important to improve wrench time and increase labor productivity? And how to measure this? becoz i know some different in some company.

In my industry (pharmaceutical manufacturing) compliance to PM and Instrument calibration schedule is a mayor issue. If one PM or CAL is not completed by its due date (end of month) a report must be filed with QA (which is not a pleasant experience I assure you). This KPI is watched more closely than MTBF or MTTR?

We also give it importance and called as 'Integrity Compliance' KPI with 90% Target and Stretch Target of 95%.

All planned PM are suppose to complete on monthly basis, unless need a shutdown which is planned in future and we put that work orders in Waiting for Shutdown.

Raza

I know MTBF & MTTR is important for Reliability and Maintainability but Schedule compliance are important to improve p&s effectiveness and work force efficiency

Now i use this method for weekly schedule compliance;

Sched. 10 Jobs, Start 10 Jobs, but Finish 8 Jobs
Sch. Compliance = 100%

Anyone different from this?

Aromatics, how do you measure your schedule compliance? What dates in work orders do you compare? Do you use any compliance tolerance or permissive deviation?

I agree we need to measure schedule compliance in addition to the normal Work Completion which could be schedule compliant or not.

Yes, people may resist the use of KPIs, not only schedule compliance because KPIs appply pressure to work that a bit of buy in is required.

Throwing a spanner in the works again....
Guys - the strong evidence is that nearly all industrial CMMS contain a maintenane program that constitutes massive overservicing - sometimes double the manpower that is needed.
Does it make any sense to achive 100% of something that is 50% non value adding?
Steve
OMCS International

How to detect non-value adding works?

Josh, corrective work I compare between Sche. start date with actual start date, I do not use actual finish date becoz it's not fair to maintenance guy

Note: Schedule compliance as a diagnostic tool not a weapon to hold against supervisor.

But the scheduled start date can be changed by users from time to time so they can keep rescheduling their work orders for whatever reasons (valid or not) including to comply.

Why don't you compare the actual finish date with the basic finish date as the final target to complete the work, which is important for PM schecule compliance especially safety-critical equipment?

For the converts, KPIs are meant for good purposes but for those guys are responsible for KPIs directly, they see KPIs as applying work pressure especially if the management straight away demands world-class KPI figures from the moment the KPIs are introduced rather than giving step by step increments as targets. Even worse, if the KPIs are used to evaluate the annual staff performance evaluation.

Josh, I know that W/o can be change or reschedule but I develop 1-week schedule and agree with supervisor before next week

Example 1-week schedule for next week
we have acceptted by maint. supervisor before work execution and commitment to measure schedule compliance at the end of week (Friday)

That use for Corrective maint. only.

PM - I measure different. I provide maint. guy to finish on time (Monthly) They can actual start different from sche. start date but they must actual finish on sche. finish date

quote:

How do I expain this is important to improve wrench time and increase labor productivity?

Again being radical... should we be measuring wrench time? Should a fire department be measuring how many times its fire fighters are fighting fires?
Why not set business related KPIs for our people? Are not KPI's supposed to promote behaviours that are desireable?
If I had a choice between people who were running around with tools fixing things and people who were sitting in the office not bothered by breakdowns and planning modifications to improve production performance - I would take the latter every time!!!

quote:

Originally posted by AromaticsThailand:
Now I use this method for weekly schedule compliance;
Sched. 10 Jobs, Start 10 Jobs, but Finish 8 Jobs
Sch. Compliance = 100%
Anyone different from this?

Do you allow operations use the equipment which PM was started but not completed? If yes, in my company (probably whole industry) you would have to face QA even if you call it a 100% Compliance. In QA mind, if PM is required to ensure the equipment will perform efficiently as expected; could we expect the equipment function properly with a job 60% done? 35% done? 10% done? What about if the last PM instruction "verify that all instruments of the equipment control panel are calibrated" is not done?

Steve, clarifications:

How to identify the 50% non-value adding works? How can PMO help to have lean maintenance?

What do you mean by business-related KPIs? Are these different from Jobs planned & scheduled, Jobs accomplished, PM schedule compliance, Jobs with priority 1 & 2, Rework, Backlog, etc?

I believe KPIs are supposed to promote good behaviour but I tend to think in the real world, the maintenance planning is not quite well regarded as contributing or merely regarded as coordinating as compared to the firefighting maintenance execution. It would be nice to have a boss with the mentality as yours which focus more on planning than firefighting.

This message has been edited. Last edited by: Josh,

Sorry for the late reply Josh

quote:

How to identify the 50% non-value adding works? How can PMO help to have lean maintenance?

There are a few PMO processes around. Ours is the best naturally ;-).
Really PMO is a rationalisation and review process that starts with the current maintenance program, one provided by the vendor or checklists that the site people think they should be doing. A good PMO process will also review failure history and also look for hidden failures and failure that have not happened yet but might. Rather than go into all the details of this, I will direct you to a paper which is attached.
In summary though, rather than doing RCM, many companies use the PMO approach because is it six times faster than RCM and gets the same maintenance program output.
So back to your question, how to identify the 50% non value adding works - well you list all the maintenance tasks, figure out the failure modes they are supposed to prevent or predict, run those failure modes through a SAE standard task selection criteria logic and bingo you will see quite a lot of duplication and over-servicing etc. After this program you have refocussed your maintenance program. Now don't stop there - look for hidden failures and failures you have missed. And don't forget to involve the operators - they do between 50% and 85% by annualised manpower numbers of the preventive and predictive programs in industrial sites.
And don't stop there either because you want to keep your work current and improving all the time.
Regards
Steve
OMCS International

pmo_for_assets_in_use.pdf (227 Kb, 25 downloads) PMO for Assets in Use (it also works for assets before commissioningI

quote:

What do you mean by business-related KPIs? Are these different from Jobs planned & scheduled, Jobs accomplished, PM schedule compliance, Jobs with priority 1 & 2, Rework, Backlog, etc?

Josh - there are quite a lot of KPI's that I have trouble with - Two that have been mentioned in this post are PM Completion and Tool Time.
PM Completed on time should not be a KPI in industry for two reasons - first is that most industrial assets have maintenance programs that a terrible and doing them as prescribed would wind the business backwards - sometimes to bankruptcy. And secondly, PM compliance should be a way of life and managed by exception not on a graph that says we got 80% done and 60% of it was on time. If companies do have a up to date and focussed PMO program - that is they have used RCM decision logic to create it (and had good training before they did the analysis - I have seen a number of RCM outputs that have been done poorly) PM compliance is a way of life not a measure. Non compliance is reported and investigated when it occurs.
Promoting a good tool time number means that your maintenance department personnel are being treated like fire fighters - I would much rather have my maintenance team in a workshop figuring out how to stop the failures as opposed to running round the plant sticking bandaids on things and reacting to unexpected breakdowns. KPI on wrench time can drive the wrong culture.
Regards
Steve Turner
OMCS International

Oh - you mentioned backlog as a KPI - When I started life in the aviation industry, there was no such word as backlog. If discretionary maintenace work was requested, it was evaluated there and then. It would only be accepted if it could be resourced and planned then and there. If it could not, then the originator was informed that the request had not been approved. Jobs that were approved were put on the plan and executed when the time came. There is a lot more to it than this, but I think there are better ways to manage a business than a backlog measure. You should plan to be successful and achieve what you can within your budget not plan to have a backlog and dream about what you cant afford.
Regards
Steve

This message has been edited. Last edited by: Steve Turner,

Steve,

You said

quote:

not plan to have a backlog

I have to disagree with your statement. You can either have jobs waiting for resources, or people waiting for jobs. The latter leads to low productivity.

In the first case there will always be a backlog, but if we want to schedule work properly and maximize productivity, that is the only way to proceed. In my view, a small backlog, usually 2-3 weeks plus a good system of prioritization is essential for scheduling work and balancing resources.

I agree that backlog is not a PI worth tracking, once it has settled at a relatively low level. Thereafter it is better to track compliance.

Hi Vee,
I am acutely aware that this concept breaks from the tradition.
We are not saying you should not have work for your people to do - at all. The business I worked for in my first real job, did not use the word backlog - and in fact it was not backlog the way the work was managed. We used the term Carried Forward Maintenance and this was planned and resourced all the time in a forward plan; if it was not in the plan it was not put into the system.
We knew what resources were available - had a good idea about what planned work was comming and we had a team that worked on the unscheduled stuff. We did not measure how much the work was in weeks of work - that was not important. We had resources and we had work. Not too much of either because we managed it that way.
I find it interesting that many maintenance managers say they keep between 3 and 6 weeks backlog. If the backlog starts heading for the six weeks level, they bring on more people via contract. I'm sure it works for them - but this is not the only way to do business.
Regards
Steve

Steve,

How is carry forward maintenance defined? If it is work that is due but not done, for any reason including when you dont have resources is what many of us call backlog.
For most of us the volume of pending work plus their priority is what helps us match the available resources and level them. I dont understand the system you used for scheduling. It seems you did all jobs for which resources were available and so are done irrespective of priorities. This seems an odd way to manage. Perhaps I am missing something here, maybe you can help me out.

The definition I know of backlog is
"all the work that is identified and is not executed yet". Call it a worklist independent of priority or schedule.

Others see it as all the things that should have been done a long time ago, which is the wrong idea, in most cases when people start crying about backlog the mean wishlist

Weekly measuring schedule compliance? Running with a big stick after the supervisor? No wonder that he will be reluctant.
We use schedule compliance only for PPM jobs, which are send out, and if they are not executed within the planned time frame, we could stay home because our equipment will certainly enter in firefighting mode. We report this yearly, but that doesn't mean that we have to look at the number everyday and finding excuses why the work has not been done.
A Key Performance Indicator should be something important that they are proud of and strive to bring to a higher level. Things like accident free hours.

Performance Indicators, I use wrench time: actual hands-on hours on the job.
It is measured monthly and if get an overall of >4 hours, that means, nobody sick, no training, only work and lots of overtime. This phenomenom is normal during Turnarounds but these are stress periods. During normal working days, this is an indication that something is wrong (unplanned shutdowns, serious process problems, stores over stocked). The next month the indicator will drop significantly, because everyone is exhausted. It is an indication of the health of your workforce, not a tool for picking out the lazy ones or justify dismissals.