I am trying to find any information concerning the average OT ratio of World Class Maintenance departments. It seems the upper mgmt feels that a 20% OT ratio is World Class. I am attempting to show them why reactive maintenance creates OT where Reliability and PdM eliminate OT.
Can anyone help here?

20% overtime would be working 10 hours instead of 8 hours a day. If you never leave for home when it is time to go, it is not the type of company to stay, I think with world-class they think when there is overtime, it means the company is not overstaffed.

What about overworked? Ocassionally the craft figures it out and they create a system to justify overtime, it is their way to guarantee their job

We are working round the clock with 3 shifts 5 days / week. The 20% equates to every Saturday for every maintenance crew member. I can see 10% equalling every other Saturday, but I am watching for burnout in some of these guys.

Here is John Mitchell's benchmark from the Physical Asset Management Handbook

Terry O

quote:

What about overworked? Ocassionally the craft figures it out and they create a system to justify overtime, it is their way to guarantee their job

Steven

It depend on the culture of the staff.Maybe the attach will help you to understand (taken from John S. Mitchell reliability scorecard)

Values_and_culture.doc (31 Kb, 23 downloads) Culture

Maintenance rule number 1
All work should be conducted in the normal working time. Structural overtime means there is something wrong.
I am not talking about seasonal work peaks or events outside our control.
OT is costly, and if it is unplanned it is even more expensive. I do not think the average maintenance guy comes to work and start planning about the extra hours he will stay.

I have some equations attached on my corkboard:

• smart boss + smart employee = profit
  
• smart boss + dumb employee = production
  
• dumb boss + smart employee = promotion
  
• dumb boss + dumb employee = overtime
  

Generally I've found in a good facility employees work ~80 per year. However, when I started PdM in two - we went to zero in one and almost reduced to zero in the other. This certainly isn't the rule. I know of a facility that works OT on a high precentage almost everyday due to their lack of employees and their desire to work OT and keep manpower down.

Steven,

quote:

I have some equations attached on my corkboard:

But
Zero O/T = Too many people
High O/T = Poor Reliability, Poor Priority-Setting and Scheduling, Low Skills, Low Morale
Regular Saturday Work = Poor Reliability and/or Scheduling
O/T as an incentive = bad practice

A balance has to be struck; I suggest an average steady level of say 3-5%, with occasional peaks of 15% for short periods are acceptable.

Vee, basically you're correct. However in one plant we took PdM to zero OT regarding equipment failures and reduced the number of personnel by 30% and had planned/scheduled maintenance. We didn't have too many people. Their OT consisted of extra stuff or projects and broken water line, etc.... but our machines were all planned/scheduled maintenance.

In another we hadn't worked over on machines 5 yrs but storms and power outages and various emergencies pull some out on OT - stuff happens.

Gentlemen --

I appreciate all of the comments and agree with the overall idea that some OT is necessary, but too much OT has a negative impact. I should learn to trust my instincts.

Thank you again,

Mark Howard

Looking back at the Mitchell's benchmarks, what is the formula for the turn ration of spare parts (>2-3) for inventory turns? Is it not 2-3 % of capital replacement value?

quote:

Originally posted by mmchoward:
We are working round the clock with 3 shifts 5 days / week. The 20% equates to every Saturday for every maintenance crew member. I can see 10% equalling every other Saturday, but I am watching for burnout in some of these guys.

I am in a similar situation. There are 3 shifts 5 days per week, and I am the one and only maintenance guy, and I also have to fix what breaks. I haven't been at this company for long, and I was brought in to restore sanity because the previous guy was ineffectual and many/most of these machines have seen no real maintenance in five years or so. Yes, the oil was changed, and the more easily accessed nipples were greased, but that's about it. No thought involved, and nothing that required a wrench. Due to this slovenly approach, the machinery is very unreliable. I'm working on that, but this is our busiest time, so the big jobs have to wait until winter.
I've been working virtually every Saturday since I started 4 months ago, because that's the only time I can get at the machines - they run 24/5. I still need to be on-site every day, plus I get call-ins at all hours of the night. I average 60+ hours per week, which is 50% overtime. I haven't had any 'burnout' issues as yet, though I did have one instance where the phone call at 2am was not one that I wanted to receive, and I _really_ didn't want to have to get out of bed and drive in to work to fix something that really shouldn't require my presence, but we're constantly improving. We're writing procedures so that the machines are operated properly, and we're also writing troubleshooting procedures etc. so that the foremen can take care of problems themselves. Technically, I'm supposed to be the _maintenance_ guy... the minor breakdowns should be handled by the operations staff. We're working towards that.
Do I mind working 50% overtime? Not really. The money is great... my actual take-home pay is higher than my gross pay is _supposed_ to be. Some days I'd like a helper, but in 6 months or so if things go at all as planned I won't need one, so I'll just keep plugging along. When I do need a hand I try to get the current foreman to help me so that he learns something in the process.
With proper training and procedures, everything should fall into place. The only other big job is to get rid of the troublemakers in the operations staff. The other day I came in to find that somebody had spray painted graffiti on several of my machines. I was not amused.

Mike