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Work Planning and Scheduling Striving for Efficiency and Cost-Effectiveness.

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Presentation on theme: "Work Planning and Scheduling Striving for Efficiency and Cost-Effectiveness."— Presentation transcript:

1 Work Planning and Scheduling Striving for Efficiency and Cost-Effectiveness

2 What is the Importance of Planning and Scheduling?  Establish Roles and Responsibilities  Minimize Cost  Focus on Objectives  Achieve Goals

3 Overview  Flow Chart  Responsibilities  Policies and Procedures  Tools

4 Maintenance Planning and Scheduling Flowchart

5 Long Range Planning Long-Range Revenue Projections Business Plan Long-Range Surface Improvement Program (Optional)

6 Directed Goals  Future Surface Improvement Program  Compiled By District and / or County  Provides a Guideline of What Routes Will Need Prep Work  Business Plan  The Districts Goals Need To Be Considered

7 Management Considerations Performance Standards & Work Schedule Calendar Total Required Personnel Equipment Material (Resource Balancing) Road Information M-681 (RI Screen) Fiscal Guidelines/ Budget Policy & Procedures STAMPP / Video Logging Initial Resource Assessment

8 How Do We Know What Needs to Be Done?  A Combination of the Future Surface Improvement Program, STAMPP/Video Log Data and Physical Observations Should Be Used to Develop the RI Data Base  The RI Screen in MORIS Contains Roadway Conditions Requiring Attention  See the MORIS Highway Manual for User Information (Pub. 230)

9 What Do We Need to Complete These Projects ?  The Performance Standards Estimate the Manpower, Equipment and Materials Needed to Complete Specific Activities  They Are Located in the MORIS HIGHWAY FOREMANS MANUAL (PUB 113)  Use Available Productivity Reports (Such as ‘Detailed Performance Report’) as Well as the Pub 113 Standard to Get a Good Idea of What Productivity Measures to Strive for  The Work Schedule Calendar Provides the Months in Which the Specific Activities May Be Performed  This Calendar Can Be Located in Chapter 3 of the Maintenance Manual (PUB 23)

10 Reference Materials That Describe Policies and Procedures  Maintenance Manual – PUB 23  MORIS Highway Foreman and Payroll Manual – PUB 113  Procurement Manuals  MORIS Manuals  MORIS Highway Users Manual  MORIS Materials Manual  MORIS Equipment Manual  Equipment Managers Manual (Pub. 177)  Construction Specifications – PUB 408  RC Standards (Pub. 72)  Work Zone Traffic Control – Pub 203

11 Appropriation 187 Program Establishment Initial Resource Assessment/Funding Maintenance Program including 213 program Betterment Program Reimbursable & Non- Reimbursable Programs Winter Program DFMCDFMC

12 Maintenance Program  711: General Maintenance  Roadway, Shoulder, Drainage and Bridge Activities  713: Traffic Services  Signs, Guide Rail, Line Painting, Sweeping, Etc.  714: Roadside Maintenance  Mowing, Herbicides, Brushing, Litter, Rest Area Rest Area

13 Betterment Program  Programs 381 and 383  100% State Funds  State and Federal Funds  Projects Include Significant Feature and Safety Improvements and Safety Improvements

14 Reimbursable and Non-reimbursable  Special Projects That May or May Not Be Reimbursed by Others Be Reimbursed by Others  611: Non-reimbursable, Such as Maintenance of Historical Signs  612: Reimbursable, Such as Accident Damage

15 Winter Services (712)  All Costs Associated with Snow and Ice Removal and Ice Removal  Manpower, Equipment and Materials  Rented Equipment  Municipal Agreements

16 Maintenance Program Including 213 program Betterment Program Reimbursable & Non- reimbursable Programs Intermediate Planning Intermediate Resource Balancing (Including Monitoring the Budget) Winter Program

17 Resource Balancing  This Step is to Check the Balance Between Resources Required and Resources Available to Accomplish the Planned Activities the Planned Activities  MORIS and/or Substitute Software Calculates the Manpower (RB Screen) and Major Equipment (EH Screen) Required to Complete the Annual Work Plan

18 ??? What do you do if… ???  Man-Hours Required are Less Than Man-Hours Available? – Increase Plan of Man-Hour Intensive Activities  Man-Hours Required are Greater Than Man- Hours Available? – Reduce Plan of Man-Hour Intensive Activities and/or Contract Work  Equipment-Hours Required are Less Than Equipment-Hours Available? – Transfer Equipment, Increase Plan  Equipment-Hours Required are Greater Than Equipment-Hours Available? – Reduce Plan, Transfer Equipment, Rentals

19 Resource Balancing  Department Force Work in Allotments 611, 612, 618, 711,712,713,714,719,813,822 Etc. (AW screen)  Ensure Standards Are Current in the County Standard (CS) Screen  Temporary Employees and / or Approved Overtime (LF Screen)  Sick, Annual and Personal Leave Taken Per Month (LF Screen)  Holidays and Sporting Seasons  Training Projections  Work Scheduling Calendar  Inclement Weather and Alternate Work Activities  Corrective Work in Response to Complaints  Specialized Equipment Needs What to Consider:

20 Annual Plan Intermediate Resource Balancing (Which Includes Monitoring the Budget) Manpower Balancing (Work Scheduling Calendar, RB and EH Screens) Annual Work Plan (AW Screen)

21 Do We Have Enough Money??  The ‘BP’ Budget Preparation Transaction in MORIS and/or Substitute Software Program Develops a Fiscal Plan to Achieve Each Individual County’s Requirements and Goals. The Budget Process is a Repetitive One in Which Projected Numbers Are Manipulated Until a Satisfactory Result is Achieved. One in Which Projected Numbers Are Manipulated Until a Satisfactory Result is Achieved.  See the MORIS Highway Manual (Pub 230) for Directions for Directions  Essential Elements of a Standard Budget Will Help Develop Budget (Refer to Maintenance Manual, Pub 23, Chapter 3) Will Help Develop Budget (Refer to Maintenance Manual, Pub 23, Chapter 3)

22 The Annual Work Plan  The AWP Presents the County’s Maintenance Plan for the Fiscal Year by Activity and Month Including Both Department Force and Contract Planned Production Units for Each Activity  The AWP Should be Developed Based on Needs Identified in the RI Screen as well as Other Factors Such as: Such as:  Historical Figures  Cycles  Customer Concerns  Annual Work Plan Compliance Shall be Monitored on a Monthly Basis. The Annual Work Plan Should Only be Changed When Unforeseen Circumstances Prevent Completion of the Plan. All Changes to the Annual Work Plan Should be Pro-Active or Simultaneous with Event

23 Intermediate Scheduling Annual Work Plan (AW Screen) Period Plan (RI & PP Screen)

24 Intermediate Scheduling Period Plan  The Purpose of Intermediate Scheduling is to Identify All the Department Force Activities Which will be Performed During the Scheduling Period, Identify the Foremen Who Will be Performing Those Activities.  Completion of the Period Plan Screen is Required  Intermediate Scheduling may Include Critical Path Method or Other Scheduling Tools

25 Scheduling Periods  For Planning Purposes the Year is Divided Into Three Seasonally Planned Production Periods:  Period 1 – July, August, September, and October  Period 2 – November, December, January, February, and March  Period 3 – April, May, and June

26 Assigning Foreman  When Practical, Assign Foremen to Activities Applying the Concept of Crew Specialization  Whenever Possible, Crews Should Perform Activities Having Similar Skill Requirements. By Performing Activities Requiring Similar Skills, Crews will Become Familiar with the Tasks. This Familiarity will Lead to More Efficient and Effective Operations, Uniform Results and Encourage Crew Members to Take Pride in the Quality of Their Work.

27 Creating Period 2 Plans  All Snow and Ice Control will Take Precedence of Any Planned Projects  To Optimize Department Force Time During Period 2, Consider the Needs of the Annual Work Plan and Other Requirements Which May Include:  Low Cost Safety Projects  RAR’s  Stockpile Maintenance  Dark Hour Training  Customer Concerns

28 Period 3 Plans  Analyze Progress of Planned Versus Actual Work Completed in Periods 1 and 2  Check the Status of the Budget  Review Prep Work for Next Year’s Surface Improvement Program

29 Weekly Planning Weekly Planning Meeting Customer Concern Forms M-206 Traffic Work Orders and Bridge Work Orders Period Plan (RI, PP)

30 An Effective Planning Meeting  Who:  County Management Team  County Manager  Assistant County Managers  Roadway Programs Coordinator  County Equipment Manager  Other Key Players as Needed  Foremen  Key Operators  Union Officials  See Maintenance Manual, Pub 23, Chapter 3

31 What :  Develop Weekly Plan  Monitor Annual Work Plan, Period Plan and Budget  Review Material, Manpower, and Equipment Needs  Review Crew Size Requirements, Leave Schedules, Outside Events  Review Agility Work  Review Flashing Lights  Review RAR’s  Review Detours  Review Equipment Utilization Goals  Address Quality and Safety

32 An Effective Planning Meeting  Where:  County Office  When:  Weekly  Before Thursday Afternoon  Why:  Ensure Activities are Selected from the Period Plan or Customer Concerns Period Plan or Customer Concerns  Ensure Needed Resources are Available

33 An Effective Planning Meeting  How:  Agenda  Minutes

34 Weekly Scheduling Foreman’s Weekly Schedule (WP Screen) Weekly Planning Meeting

35 Weekly Plan  The Select Weekly Screen Can Be Used to Select Work Activities From the Period Plan and Assign Them to the Week (or Weeks) and Days of the Week in Which They Will Be Performed  During Periods 1 and 3 the Weekly Plan Will Be Prepared Weekly  During Period 2, Alternative Work Activities Should Be Reviewed Weekly, Refer to the Maintenance Manual, Pub 23, Chapter 3 for Detailed Instructions  A Weekly Plan Will Be Completed Either By The Assistant or Foreman.

36 IMPORTANT!!!  The Weekly Plan is a Collaborative Effort Between the Foreman and the Assistant Manager

37 Production Actual Production Foreman’s Weekly Schedule (WP Screen)

38 Work Reporting Work Reporting (Daily Payrolls) Actual Production

39 Roles and Responsibilities  County Management Team  County Maintenance Manager  Assistant County Managers  County Equipment Manager  Roadway Programs Coordinator  Highway Foremen  Reference Maintenance Manual, Pub 23, Chapter 3 for More Detail

40 County Maintenance Manager  Directs/LeadsTeam  Responsible for Ensuring Budget, Annual Work Plan and Period Plans Are Balanced  Arbitrator  Responsible for County Business Plan  Determines Priorities

41 Assistant County Managers  Develop and Monitor Period Plans  Identify Needs on Every Road in Geographical Section and Ensure their entry Into the RI Screen  Ensure Work Performed By Crews is in Compliance With Department Policies and Specifications  Mentor Foremen and Crews  Recommend Specialization of Crews, Contracts, Equipment and Material  Review and Sign Payrolls  Review Plans With Foremen

42 County Equipment Manager  Maintain Fleet  Schedule PM’s and Repairs  Purchase Equipment  Coordinate Equipment Sharing  Procure Rented Equipment  Ensure Safe Operation of Equipment / Coordinate Training on Equipment  Manage Facilities

43 Roadway Programs Coordinator  Monitor Budget, Annual Work Plan and Period Plans  Oversee Purchasing  Manage Administrative Staff  Utilize MORIS and Other Systems  Assist With Developing Plans and Balancing Resources  Ensure Planning Compliance  Ensure Payrolls Are Input Timely

44 Foremen  Execute Plans  Document Work and Submit Payrolls Daily  Communicate Progress and Concerns With Assistant Manager  Supervise Crews  Coordinate Work With Other Crews  Coordinate Deliveries With Vendors  Coordinate Equipment With Garage and Other Crews  Follow Standards and Procedures to Ensure Quality and Safety  Communicate With Customers  Mentor and Train Crew Members

45 Feedback Work Reporting (Daily Payrolls) MORIS Flash (Monitor Budget Status)

46 REMEMBER!  Maintenance Efficiency and Operational Effectiveness is Not Limited to Preparation of a Schedule. The Dynamics of the Maintenance Environment Demands that the Management Team Maintains a Hands- On Posture to Ensure Adjustments Are Made in a Timely and Effective Manner.


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