Ch.

03 Work Management

MS5040 Maintenance & Inspection

of Mechanical System

Rachman Setiawan
[email protected]

Fakultas Teknik Mesin dan Dirgantara

INSTITUT TEKNOLOGI BANDUNG
Introduction

 UPTIME, Strategies for

excellence in
Maintenance
Management, J.D.
Campbell

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Work Management Cycle

All about
All about
WHEN each
HOW work WHAT to do
job gets done
is identified for each job

All about All about All about

LEARNING DOING each WHO does
from each job job right each job
Work Management Cycle
RCM result in the precise
 Work Identification: WHICH WORK identification of work

• Equipment/system fail (break down)

IDENTIFY PLAN SCHEDULE
• We discover something that’s wrong, but it is still
working
EMERGENCY
• We think that something wrong but can’t prove it.
• We do preventive replacements CLOSE EXECUTE ASSIGN
• We look for signs of things going wrong - from
condition monitoring/predictive.
• We test system to find things (dormant system)
• Engineering identifies work needed (up-grades, tie-
ins, modifications, new systems)
Work Management Cycle
Every non-trivial should be planned and
 Work Planning: WHAT TO DO saved as a “standard job)
 Job scope
 Job procedure (steps) IDENTIFY PLAN SCHEDULE

 Resources required:
EMERGENCY
 Skills
 Parts CLOSE EXECUTE ASSIGN
 Tools/equipment
 Manual, instruction, work permit
 Duration estimation
 Cost estimation
Work Management Cycle
Scheduling information is
contained in CMMS
 Work Scheduling: WHEN
 Schedules are based on work priority and
criticality IDENTIFY PLAN SCHEDULE

 Schedule work for execution only when all EMERGENCY

resources available
 Can be adjusted as priority shifts due to CLOSE EXECUTE ASSIGN
additional work arising
 Scheduling cycles: daily, weekly, monthly,
annual, or strategic.
Work Management Cycle
 Work Assignment: WHO
• Supervisors assign work
IDENTIFY PLAN SCHEDULE
• Planners decide what skill/trades are needed
• Schedulers say when they are available EMERGENCY

• Supervisors have the choice based on:

CLOSE EXECUTE ASSIGN
• Who’s working that day and how many are needed?
• Who’s skills are best matched to the job? Supervisors manage theirs crews
• Who is the best for the job?
• Who needs to learn the job?
• Who can teach the best?
Work Management Cycle
 Work Execution: DOING
• Must have all resources he need to get the
IDENTIFY PLAN SCHEDULE
job done quickly (parts, tools, instruments,
permits, etc.)
EMERGENCY
• Determine:
• Timeliness CLOSE EXECUTE ASSIGN
• Quality
• Parts Trades execute the work and
• Cost control the quality of the work that
gets done
• Training is critical
Work Management Cycle
 Work Closing: LEARN
• No job is complete until we close it off and
learn from it
IDENTIFY PLAN SCHEDULE
• Close the W/O to clear the job from backlog
• Record what was learned, include: EMERGENCY
• What work well
• What did not work well CLOSE EXECUTE ASSIGN
• What did you learn about the equipment
• What follow up actions are needed based on what
was learned
Trades provide most of the input,
• Information from this will be useful for: supervisors ensure it is accurate, reliability
• Reliability analysis engineering support and management
uses it.
• Planning feedback
• Operations feedback
Work Management Cycle
 Who does what

IDENTIFY • Anyone, usually operation

PLAN • Planner (may be assisted by field inspector)

SCHEDULE • Supervisor

ASSIGN • Trades and operations

EXECUTE • Trades, supervisor, planner

• Follow up as necessary by planner & reliability

CLOSE engineering
Planning and Scheduling
 Types of Work to be Planned
 Simple and repetitive jobs may not need a plans – they are already “known”
to workers who do them. Different jobs require varying degree/level of
planning:
 LEVEL 1:
 Duration < 2 hrs
 Only one trade skill required
 No special equipment preparation required
 Minimal permitting required
 Only readily parts and materials are required
 Jobs are highly repetitive
 Example: minor welding jobs, belt replacement or tightening, adjustment, lubrication,
cleaning, most PdM (condition monitoring) tasks.
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Planning and Scheduling
 Types of Work to be Planned
 LEVEL 2:  LEVEL 3:
 Duration 2 - 4 hrs  Duration 4 -8 hrs
 One or two trades skill required  Multiple trades skill required
 Simple job preparation and  Advanced co-ordination with
permitting required production needed for job
preparation and permitting
 Only readily parts and materials are
required  Stock parts and readily materials are
required
 Jobs are usually repetitive
 Can be complex jobs
Example: small motor coupling
replacement, pump re-packing, Example: PMs on lifting equip., large
alignment, re-balancing in-situ, larger pumps repairs, seal replacements,
belt replacement, oil changes, minor large motor replacements, shaft > 3”
part replacements, small motor bearing replacement.
replacement.
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Planning and Scheduling
 Types of Work to be Planned
 LEVEL 4:  LEVEL 5:
 Duration 8 - 12 hrs  Duration > 12 hrs
 Multiple trades skill required  Multiple trades skill required
 Advanced co-ordination with  Advanced co-ordination with
production needed for job production needed for job
preparation preparation and permitting
 Stock and non-stock parts and  Stock and non-stock parts and
materials are required materials are required
 Usually large and complex jobs  Usually large and complex jobs that
are critical to the business unit
Example: compressor repairs, furnace
anode replacement, diesel overhauls, Example: hydro-electric turbine inlet
haul truck overhaul works. guide vanes, furnace relines, kiln reline
or bearing replacement, shovel
overhauls.
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Planning and Scheduling
 Levels 1 and 2 can be scheduled  Most of the works falls in the
safely without a plan most of the categories of level 1, 2, and 3; so
time. Planning would actually add we can safely schedule most of
to the overall workload. our work without detailed plans.
 Level 3 can be scheduled without  Once we achieve schedule
a plan but planning is highly compliance at least 75% we should
valuable. shift to planning better. Start by
planning the level 3 jobs. You may
 Level 4 and 5 are much more
already have plans for the most
critical to the business and need
common levels 4 and 5 jobs –
plans.
review them for completeness.
 Companies that don’t plan well
overall, often do plan shutdowns
(level 5 work) quite well.

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Planning and Scheduling
 Work Priority
 Work priority is assigned to  Suggested priority scheme:
indicate the time frame within  1 –Emergency work; safety and environment
which the required work must consequences, major production lost – do
be completed the job as quickly as possible, interrupt
other work if necessary.
 Priority should not be abused
merely to satisfy individual  2 –Significant consequences are imminent –
accelerate the job but don’t break into other
preference work to do so; includes all PM work.
 3 –Less significant impacts – do the job in
the next scheduling cycle.
 4 –Not urgent – do the job when most
efficient to do so.
 5 –Shutdown work – do the job at the next
planned shutdown
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Planning and Scheduling
 Equipment Criticality
 Conflict between jobs of equal priority  Equipment criticality
 Criticality can be calculated using a matrix of probability and severity

Probability
Severity High Medium Low

High impact
(safety, environment, major 1 2 4
business loss)
Medium impact
(significant business loss)
3 5 7

Low impact
(minor business loss)
6 8 9
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Planning and Scheduling
 Job Estimation Methods
 Judgment – “best guess” based on  Historical standards – uses your own
experience. work history as recorded on closed W/O.
 Work measurement – based on time  Very good if accurate
study of jobs in the field.  Depends on accurate feedback from the
 This is not very popular with the trades on work closure.
workforce – they don’t usually like to be  Time slotting – assumes job fall into one
watched so closely. of several possible time slots.
 Planning standards – there are planning  Very good if historical std. are not reliable
reference books that provide standard and if it fits well with “best guess”
time for various tasks. approach. E.g.: 0-2 hrs, 2-4 hrs, 4-8 hrs, 1
 These are very detailed – usually not shift, 2 shifts, etc.
helpful for maintenance work but very
good for estimating new construction.

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Planning and Scheduling
 Work Capacity
 2 mechanics are on vacation.
 Gross capacity: the total man-
hours by trade, e.g.  The others take 2 hrs per day for breaks
and lunch.
 10 mechanics each work a 40 hour a
week.  Another 1 hr per day is required for safety
meeting, wash up and punch out.
 Gross man-hrs: 400 hrs are available.
 On average one mechanic is sick for half
 Net capacity: the real man.hours day each week.
available to be planned and  Total time not working = 2x40h +
scheduled., e.g. 8x(2h+1h)x5 + 1x4h = 204 hrs.
 Net capacity = 400 – 204 = 196 hours.

ONLY 196 HOURS OF WORK CAN BE SCHEDULED.

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Planning and Scheduling
 Weekly Schedule
 Planner/scheduler sorts backlog jobs by priority and by criticality.
 Schedule the top priority and criticality jobs for the week until you run out
“net capacity”.
 It is good practice to leave about 10 to 20% of the schedule “open” for work
arising (allow for emergencies). As the number of emergencies decrease (to
due maintenance or maintainability improvement) you can schedule more
than “net capacity”.
 Report weekly on schedule compliance.
A job that is completed within the week it was scheduled is considered to be
“ON SCHEDULE” even if it had to be moved from one day to another. Target: >
75% compliance.

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Maintenance Cost Ratio
 If a job takes longer, uses more parts & materials, entails un-anticipated delays,
require resources that had to be brought from other work…. IT COSTS MORE…
 Work Management is one of the keys to lowering the costs.
 We need the effective integration with material management, contracts and
purchasing management, operation, and engineering.

PLANNED MAINTENANCE MINIMUM COST (1 TIMES)

UNPLANNED MAINTENANCE 1.5 TIMES MINIMUM COST

BREAKDOWN MAINTENANCE 3-9 TIMES MINIMUM COST

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Planning and Scheduling
 Best Practice
Typical Benchmark
20% planned & scheduled. – 95% planned & scheduled.
Usually, shutdown work. • Includes all shutdown work.
May include some project work, PM, PdM, or • Includes all project work.
repair work.
• Includes PM and PdM work.
20-30% unplanned but scheduled • Includes most repair work.
Most PM and PdM are scheduled, Only new repairs that have surprised the
considered as simples work. organization are not included.

60-50% unplanned & unscheduled – 3% unplanned but scheduled

Includes all repair works. • Includes new repairs that are so urgent
Usually 15 - 20% of the total is treated as that there is no time to prepare a plan.
emergency.
– 2% unplanned & unscheduled
• This is only emergency work.
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Planning and Scheduling
 Implementation 
 Work Order
 Computerized Maintenance Management
System (CMMS) software
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