Presentation on theme: "Work Planning and Scheduling"— 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 ResponsibilitiesMinimize CostFocus on ObjectivesAchieve GoalsOffset Uncertainty and Change: Ensures that each part of the organization will know when, how and what to contribute toward maintaining the whole highway system.Minimize Cost: Consistent and efficient operations minimizes delay and maximizes utilization and availability of resources.Focus on Objectives: Allows for prioritization, and direction which will increase incentive to achieve targetsAchieve Directed Goals: Once you’ve accomplished all of the above, your results should reach the goals set in the Long Range Surface Improvement and Bridge Maintenance Program, business plan, and annual work plan.
3 Overview Flow Chart Responsibilities Policies and Procedures Tools Flow Chart: Identify the various steps involvedResponsibilities: Who does what stepsPolicies and Procedures: Locations of fiscal and general maintenance guidelinesTools: Identify the specific resources and programs available to make the process easierBest Practices: Provide useful strategies of enforcing the plan
5 Long Range Planning Long-Range Revenue Projections Business Plan District/Central FiscalDistrict Executive3. County Maintenance Manager and/or District maintenance Office.Long-Range Surface Improvement Program (Optional)
6 Directed Goals Future Surface Improvement Program Business Plan Compiled By District and / or CountyProvides a Guideline of What Routes Will Need Prep WorkBusiness PlanThe Districts Goals Need To Be Considered
7 Management Considerations Performance Standards & Work Schedule CalendarTotal Required Personnel Equipment Material (Resource Balancing)Road Information M-681(RI Screen)Fiscal Guidelines/BudgetPolicy& ProceduresSTAMPP/ Video LoggingAdditions may include IRI data, District/County based cycle requirements.County Management TeamACM’s and Foremen, with additional input from CMM and District OfficeDistrict and Central Fiscal officesBOMO and other Central Office organizations.RMS coordinator, IRI data is also passed through RMSCycles from Central, District or County policyInitial 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 BaseThe RI Screen in MORIS Contains Roadway Conditions Requiring Attention®See the MORIS Highway Manual for User Information (Pub. 230)Please switch the order of the two major bullet points on this page
9 What Do We Need to Complete These Projects? The Performance Standards Estimate the Manpower, Equipment and Materials Needed to Complete Specific ActivitiesThey 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 forThe Work Schedule Calendar Provides the Months in Which the Specific Activities May Be PerformedThis Calendar Can Be Located in Chapter 3 of the Maintenance Manual (PUB 23)We should have the instructor discuss available productivity reports on this slide including MMB, MORIS Flash Screens and RMDS MORIS Reports.
10 Reference Materials That Describe Policies and Procedures Maintenance Manual – PUB 23MORIS Highway Foreman and Payroll Manual – PUB 113Procurement ManualsMORIS ManualsMORIS Highway Users ManualMORIS Materials ManualMORIS Equipment ManualEquipment Managers Manual (Pub. 177)Construction Specifications – PUB 408RC Standards (Pub. 72)Work Zone Traffic Control – Pub 203
11 Appropriation 187 Program Establishment Initial Resource Assessment/FundingMaintenance Program including 213 programBetterment ProgramReimbursable & Non- Reimbursable ProgramsWinter ProgramShould Facility Work be included? Yes, as well as Equipment Procurement (Purchases and Rentals). Not including central office facilities and equipment purchases.Or, should the instructor note that the Maintenance Program includes:711, 712, 713, 714, 719, 822, 813, 844?The other alternative would be to keep the slide as is and say this:The instructor should mention that this is the basic outline for the county’s operational budget and greater detail can be gotten from the individual county management team.DFMCDFMC
12 Maintenance Program 711: General Maintenance 713: Traffic Services Roadway, Shoulder, Drainage and Bridge Activities713: Traffic ServicesSigns, Guide Rail, Line Painting, Sweeping, Etc.714: Roadside MaintenanceMowing, Herbicides, Brushing, Litter,Rest AreaAny important ones I’m missing?General maintenance work, 213 work
13 Betterment Program Programs 381 and 383 100% State FundsState and Federal FundsProjects Include Significant Featureand Safety Improvements
14 Reimbursable and Non-reimbursable Special Projects That May or May NotBe Reimbursed by Others611: Non-reimbursable, Such as Maintenance of Historical Signs612: Reimbursable, Such as Accident Damage
15 Winter Services (712) All Costs Associated with Snow and Ice Removal Manpower, Equipment and MaterialsRented EquipmentMunicipal Agreements
16 Intermediate Planning Maintenance Program Including 213 programReimbursable & Non- reimbursable ProgramsBetterment ProgramWinter ProgramIntermediate Resource Balancing (Including Monitoring the Budget)
17 Resource BalancingThis Step is to Check the Balance Between Resources Required and Resources Available to Accomplishthe Planned ActivitiesMORIS and/or Substitute Software Calculates the Manpower (RB Screen) and Major Equipment (EH Screen) Required to Complete the Annual Work PlanThe “CS” screen must be up to date for the RB and EH screens to be useful. The CS screen establishes standard productivity.
18 ??? What do you do if… ???Man-Hours Required are Less Than Man-Hours Available? – Increase Plan of Man-Hour Intensive ActivitiesMan-Hours Required are Greater Than Man-Hours Available? – Reduce Plan of Man-Hour Intensive Activities and/or Contract WorkEquipment-Hours Required are Less Than Equipment-Hours Available? – Transfer Equipment, Increase PlanEquipment-Hours Required are Greater Than Equipment-Hours Available? – Reduce Plan, Transfer Equipment, RentalsAdditional planned production units and/or additional activitiesReschedule some production units and/or activities in another month, or additional contract workSome pieces of equipment will not be fully utilized. Make known to other counties and districtsReschedule production units and/or activities in another month, or rent equipment in order to accomplish all of the work. Before renting equipment, check availability of other organizations.Note: The instructor should refer the students to Section 3.3 in the Maintenance Manual, page 3-3 of the July 2002 revision.
19 Resource Balancing What to Consider: 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) ScreenTemporary Employees and / or Approved Overtime (LF Screen)Sick, Annual and Personal Leave Taken Per Month (LF Screen)Holidays and Sporting SeasonsTraining ProjectionsWork Scheduling CalendarInclement Weather and Alternate Work ActivitiesCorrective Work in Response to ComplaintsSpecialized Equipment Needs
20 Annual PlanIntermediate 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 RepetitiveOne in Which Projected Numbers Are Manipulated Until a Satisfactory Result is Achieved.See the MORIS Highway Manual (Pub 230)for DirectionsEssential Elements of a Standard BudgetWill Help Develop Budget (Refer to Maintenance Manual, Pub 23, Chapter 3)Essential elements of a standard budget will be included in the Chapter 3 revisions.
22 The Annual Work PlanThe 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 ActivityThe AWP Should be Developed Based on Needs Identified in the RI Screen as well as Other FactorsSuch as:Historical FiguresCyclesCustomer ConcernsAnnual 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 RequiredIntermediate Scheduling may Include Critical Path Method or Other Scheduling Tools
25 Scheduling PeriodsFor Planning Purposes the Year is Divided Into Three Seasonally Planned Production Periods:Period 1 – July, August, September, and OctoberPeriod 2 – November, December, January, February, and MarchPeriod 3 – April, May, and JuneSee section 3.2 for explanation of Period 2 parameters.
26 Assigning ForemanWhen Practical, Assign Foremen to Activities Applying the Concept of Crew SpecializationWhenever 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 PlansAll Snow and Ice Control will Take Precedence of Any Planned ProjectsTo Optimize Department Force Time During Period 2, Consider the Needs of the Annual Work Plan and Other Requirements Which May Include:Low Cost Safety ProjectsRAR’sStockpile MaintenanceDark Hour TrainingCustomer ConcernsEmphasize performing general maintenance workStress geographical restrictions:Southeastern PA may be planning more work than Northwestern PA
28 Period 3 PlansAnalyze Progress of Planned Versus Actual Work Completed in Periods 1 and 2Check the Status of the BudgetReview Prep Work for Next Year’s Surface Improvement ProgramNote: Surface improvement program includes both DF and contract.
29 Weekly Planning Period Plan (RI, PP) Traffic Work Orders and Bridge Work OrdersCustomer Concern Forms M-206Weekly Planning MeetingDo we still get traffic work orders? Yes. Also, add bridge work orders.
30 An Effective Planning Meeting Who:County Management TeamCounty ManagerAssistant County ManagersRoadway Programs CoordinatorCounty Equipment ManagerOther Key Players as NeededForemenKey OperatorsUnion OfficialsSee Maintenance Manual, Pub 23, Chapter 3
31 What: Develop Weekly Plan Monitor Annual Work Plan, Period Plan and BudgetReview Material, Manpower, and Equipment NeedsReview Crew Size Requirements, Leave Schedules, Outside EventsReview Agility WorkReview Flashing LightsReview RAR’sReview DetoursReview Equipment Utilization GoalsAddress Quality and Safety
32 An Effective Planning Meeting Where:County OfficeWhen:WeeklyBefore Thursday AfternoonWhy:Ensure Activities are Selected from thePeriod Plan or Customer ConcernsEnsure Needed Resources are Available
33 An Effective Planning Meeting How:AgendaMinutesAgendas and minutes are not required but are effective.
35 Weekly PlanThe 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 PerformedDuring Periods 1 and 3 the Weekly Plan Will Be Prepared WeeklyDuring Period 2, Alternative Work Activities Should Be Reviewed Weekly, Refer to the Maintenance Manual, Pub 23, Chapter 3 for Detailed InstructionsA Weekly Plan Will Be Completed Either By The Assistant or Foreman.Does everyone agree with point #4? This is what the Maintenance Manual says.
36 IMPORTANT!!!The Weekly Plan is a Collaborative Effort Between the Foreman and the Assistant Manager
38 Work Reporting (Daily Payrolls) Actual ProductionHow much detail do you want to go into here?None. We’re teaching planning, not payrolls.Work Reporting (Daily Payrolls)
39 Roles and Responsibilities County Management TeamCounty Maintenance ManagerAssistant County ManagersCounty Equipment ManagerRoadway Programs CoordinatorHighway ForemenReference Maintenance Manual, Pub 23, Chapter 3 for More DetailStress that this is a “Team” effort
40 County Maintenance Manager Directs/LeadsTeamResponsible for Ensuring Budget, Annual Work Plan and Period Plans Are BalancedArbitratorResponsible for County Business PlanDetermines Priorities
41 Assistant County Managers Develop and Monitor Period PlansIdentify Needs on Every Road in Geographical Section and Ensure their entry Into the RI ScreenEnsure Work Performed By Crews is in Compliance With Department Policies and SpecificationsMentor Foremen and CrewsRecommend Specialization of Crews, Contracts, Equipment and MaterialReview and Sign PayrollsReview Plans With Foremen
42 County Equipment Manager Maintain FleetSchedule PM’s and RepairsPurchase EquipmentCoordinate Equipment SharingProcure Rented EquipmentEnsure Safe Operation of Equipment / Coordinate Training on EquipmentManage Facilities
43 Roadway Programs Coordinator Monitor Budget, Annual Work Plan and Period PlansOversee PurchasingManage Administrative StaffUtilize MORIS and Other SystemsAssist With Developing Plans and Balancing ResourcesEnsure Planning ComplianceEnsure Payrolls Are Input Timely
44 Foremen Execute Plans Document Work and Submit Payrolls Daily Communicate Progress and Concerns With Assistant ManagerSupervise CrewsCoordinate Work With Other CrewsCoordinate Deliveries With VendorsCoordinate Equipment With Garage and Other CrewsFollow Standards and Procedures to Ensure Quality and SafetyCommunicate With CustomersMentor and Train Crew Members
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.KEEP? As changed