2 Reasons Why a Maintenance Work Schedule is Important:
Ask any manager working in an industrial setting if the would like to see a weekly work schedule developed and they will of course reply to the affirmative.
Now sit them down and explain the amount of effort and coordination that it will take to achieve this and most will run for the hills as if both the Hatfields and McCoys are chasing them.
The individual activities we carry out to develop and execute a weekly maintenance schedule are actually quite straightforward and simple, but the coordination and discipline required to carry them out represents of the biggest challenges facing the organization.
So why bother? There are two simple reasons that we must develop and execute a weekly maintenance schedule to the best of our abilities. We do this in order to:
- Ensure that the Most Important Work Gets Completed First
- Maximize Wrench-Time
How do you figure out what is the 'most important work' for Maintenance Scheduling?
In theory this would be simple. Make a list:
- List all of the work that must be completed by the maintenance department (corrective, construction, preventive, predictive, etc.),
- And if we have a system for prioritizing this work, then we should be able to pick list these jobs in order of importance.
- If we had such a list, the we would logically pick from the top of the list each time we needed to find something for our people to do.
The problem with this idea, is that this list of prioritized work is quite long and complex, and quite often- shifting based on recent events.
It is very difficult for any individual to have a complete and clear grasp on priorities at any given moment. For example:
Maintenance supervisors who find themselves in a position of assigning work to their people will assign what is fresh and recent in their minds, but not necessarily the top job from our prioritized list.
Through the use of a weekly scheduling process, we force the organization to take a moment to look at the entire prioritized list;
both operations and maintenance together, and come up with a weekly maintenance schedule that represents both their shared priorities as well as their capabilities for the coming week.
When we make it up on the fly, the most recent flare up floats to the surface, which is not necessarily the most strategically important activity to be performed.
What is Wrench Time?
Be very careful who you talk to about wrench time and how you approach it. If you are not careful, you will end up with a situation where the top of the org chart thinks that our maintenance technicians do not work hard enough, and a bottom of the org chart that thinks you are unjustly calling them lazy. Neither is actually true.
Wrench time is defined as:
That portion of a tradesperson’s day that actually spent affecting the assets in a positive way (in its simplest form – a wrench on the equipment). Most estimates place this percentage of time in the 20%-30% range, with top performers often considered as those who operate in the 50% - 55% range.
So even amongst the best organizations, at least 45% of the time is lost to non-wrench-time activities such as:
- travel time,
- trips to the storeroom,
- waiting for instructions,
- waiting for equipment, etc.
We will never completely eliminate these activities, but with discipline, we can shrink them and bring our performance into 50% range.
What is one of the common traits amongst those top performers? They all develop a weekly maintenance work schedule that is agreed upon, widely communicated, and followed as closely as possible.
The worst thing in the world you can do is to hand a tradesperson one work order and say “come find me when you are done with that one and I will give you your next assignment.” Engaging your employees with this lack of the big-picture leads to big losses in productivity and morale (and you will be lucky to operate at the 20% wrench-time marker).
Develop a schedule that covers 100% of available time and actively (face to face) communicate this schedule to the effected employees in advance, and you will automatically see a boost of productivity within your organization.
What About Emergencies?
The counter-argument to the "Schedule to 100% Availability scenario is: “how will we handle emergencies?” The answer to this is quite simple if you can accept a few simple facts about planning and scheduling in emergencies.
Fact Number 1: It is ok to break the schedule – as long as it is done in a formal and controlled fashion. Have clear definitions of what is an emergency and what is not. If you add an emergency job to the schedule – something must come off. Lets just control it and ask why – maybe we can do something to prevent this particular emergency from occurring again in the future.
Fact Number 2: We are not going to achieve 100% schedule compliance. From a young age, we are conditioned to look for perfection in our performance. The weekly scheduling process is one that requires us to be open and honest about our performance. More desirable than 100% compliance (which is usually a sign of making the numbers fit the crime) is a 5-10% improvement over last year’s performance.
Make no mistake about it, the discipline required to develop and execute a weekly maintenance schedule is significant, and quite possibly the hardest thing that we have do to within the maintenance organization. We always feel like we can cut a corner today – and catch back up tomorrow. Sadly tomorrow never seems to come.
When doing something that is difficult, it is often beneficial to remember why we are doing it. Maximizing wrench time and prioritizing work will lead to asset reliability performance that we can all be proud of.