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Maintenance Utilization TECH 58100 Project Measure Phase Chris Gray 10/2/2013.

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Presentation on theme: "Maintenance Utilization TECH 58100 Project Measure Phase Chris Gray 10/2/2013."— Presentation transcript:


2 Maintenance Utilization TECH 58100 Project Measure Phase Chris Gray 10/2/2013

3 Project Review Maintenance organizations must operate as an independent entity within a business. Their focus must be customer service and attention on equipment up-time, equipment availability, timeliness of repairs; along with cost. The opening statement of the business case was reiterated to re-enforce the point of maintenance efficiency and cost reduction. Utilizing your system and resources is essential to providing your customer with timely repairs at a low cost.  Reduced time for general repairs –repairs made <2 weeks  Increased customer satisfaction  Increased maintenance utilization –measure total work orders completed – necessary measurement since no baseline is established.  Reduced maintenance backlog –reduce work order backlog by 50%

4 SIPOC SupplierInputProcessOutcomeCustomer WO RequestorWork Order - General Work Order Execution Work Completed Requestor WO RequestorWork Order- Safety Work Completed Requestor/Plant WO RequestorWork Order- Emergency Work Completed Requestor

5 CTQ Tree CustomerCTQKPOVs KPIVs Maint Backlog Levels WORK ORDER REQUESTORWork Orders Completion Time to completion Work Order Execution # of Craft per WO Emergency/Safety WO Increased Maint Personnel Usage Craft Utilization Time

6 VoC - SWOT STRENGTHS-WEAKNESS-OPPORTUNITIES-THREATS StrengthsOpportunities Experienced Maint. Department Willing to work Higher maintenance utilization rates Work order completion Reduce cost for secondary eq. failures Reduce backlog levels WeaknessThreats New leadership Excessive time to WO completion Excessive number of people per WO Focused on PM work only Departmental power struggle Reluctant to move to full scheduling Decreased moral Crafts not completing backlog work Requestors not putting in work orders

7 Process Map

8 Process Observation Worksheet Process Observation Worksheet and Checksheets have been combine for the project. The measure will be the time to completion of the work order and metric the project is setting is work order completion less than 2 weeks from creation. The qualitative data has been combined on one slide and measures work order completion time and if the work order was completed <2 weeks. In collecting data, it was found data must be collected manually. Only work orders with closing notes had a completion date. Therefore, the acceptance criteria was moved to work orders completed <4weeks or within the month. Additionally, data was collected on open work orders and labor utilization.

9 Process Observation Worksheet/Checksheet Name: Maintenance Utilization Process Observed: Work Order Completion Date: 10/22/13 #Description of Step Work Order Req ApprovalDurationCompletionDurationCompletion <4 Weeks Work Orders: 1 1172573/4/13 05/22/1378No 2 1198123/29/13 04/9/1310yes 3 1209944/11/13 010/1/13170No 4 1228865/1/13 08/1/1390No 5 1230195/2/13 05/30/1328Yes 6 1234525/7/13 05/21/1314Yes 7 1246735/20/13 06/17/1327Yes 8 1247145/21/13 06/28/1337No 9 1253775/28/13 0 0Yes 10 1256115/30/13 06/20/1320Yes 11 1261966/5/13 0 0Yes 12 1270386/14/13 06/25/1311Yes 13 1272206/17/13 06/25/138Yes 14 1291077/8/13 09/12/1364No 151305437/24/13 010/17/1383No

10 Additional Information Backlog Information  Present Work Order Backlog 450+  Oldest Work Order Created 8/09 (Still Open)  10/1/13 to 10/21/13 – Created 238 work orders – 133 still open/105 closed Maintenance Utilization  Found accounting for # of maintenance personnel per work order is not tracked on work orders – no data

11 Spaghetti Diagram Spaghetti Diagram is not essential in this project. The work order is generated electronically and delivered to maintenance personnel electronically. The only step in the work order process which is critical the execution step. Based on the data presented in the checksheet slide, the work orders are created and approved on the same day. Looking deeper, the work orders are normally created by the Operations or Maintenance Lead and approved at the same time. This puts the work order in a pseudo “awaiting execution” step until the maintenance craft completes the work order. Based on the data presented the spaghetti diagram would not present any value since it is mapping the actual steps and distance of the work order flow path.

12 Data Collection Plan Data collection was changed from reviewing every work order’s creation date versus completion date, to creation date versus completion within the specified month. Basically, the work order system does not list a completion date on the actual work order. The work order is marked as completed in the system once the work is done, however there is no way to know what the actual date of the completion. Therefore, using database search criteria of “created” for a specific month versus “closed” will show if the work order was completed within 30 days of creation. This will be a follow up item with the System Architect to get the dates included. Additionally, maintenance will be required to add completion notes to all work orders.

13 Data Collection Cont…

14 Graphic Representation of Data Collected

15 Graphical Analysis  Data shows average months completion at 80% - therefore 20% of the work orders generated will not be completed within a 30 day period.  This data is a subjective due to no completion date being posted on the work orders  July showed an increase in work orders created and completed, while work orders not completed within 30 days decreased compared to the other months.  The number of work orders not completed within 30 days increases starting in January and decreases in July.  Production personnel explained the peak business season is December through July. This explains the amount of work orders completed and the decreased in work orders greater than 30 days. July had decreased production demands with high employee head count.

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