1. Contractor Productivity Workshop
Back to Basics

2. Safety Moment
P&S for Safety
Proper Planning and Scheduling ensures that you are “All in for Safety” by preparing the craftsman for the work to be done prior to the start of “wrench time”

3. Monkeys in a Cage
Start with a cage containing five monkeys. Inside the cage, hang a banana on a string and place a set of stairs under it. Before long, a monkey will go to the stairs and start to climb towards the banana. As soon as he touches the stairs, spray all of the other monkeys with cold water.
After a while, another monkey makes an attempt with the same results – all the other monkeys are sprayed with cold water. Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it. Now, put away the cold water. Remove one monkey from the cage and replace it with a new one.

4. New Monkeys
The new monkey sees the banana and wants to climb the stairs. To his surprise and horror, all of the other monkeys attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five monkeys and replace it with a new one.
The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm! Likewise, replace a third original monkey with a new one, then a fourth, and then the fifth. Every time the newest monkey takes to the stairs, he is attacked. Most of the monkeys that are beating him have no idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey.

5. Monkey Victims
After replacing all the original monkeys, none of the remaining monkeys have ever been sprayed with cold water. Nevertheless, no monkey ever again approaches the stairs to try for the banana.
Why not?
Because as far as they know that is the way it's always been done around here!!!!

6. Lesson Learned
This example shows the need for explaining "Why" for a proposed change and "What's in it for me".
Perception that things have always been this way and will not be able to change has to be addresses in terms of "Know how" and "Want to“
Training, coaching, and showing are needed to address the "Know how" issue
"Want to" is more of an attitude and trust issue
Learn from this lesson to resolve concerns and to gain understanding and then we will all be willing to "give it a try"

7. P&S can improve Maint Effectiveness on this Job
Anatomy of a Breakdown
Mean Time To Repair
Stoppage Occurs, Breakdown is realized, Mnt is Called
Get Mnt Technician on site
Diagnose the Fault
Get the Spare Part to the job
Repair the Fault
Test Repair
Turnover Setup Startup
Repair Time
Maint is Called
Total Downtime
P&S can improve Maint Effectiveness on this Job
Repair Time is the Active Maintenance Time

8. Wrench Time Performance
Best in Class Performers are at about 60%

9. Reasons for Low Wrench Times:
Waiting for job assignment/specific instructions
Looking for supervisors
Checking out the job/Finding out what’s happened
Finding what’s needed to troubleshoot the problem
Looking for technical documentation, drawings, manuals…
Trying to find the right part in the storeroom
Multiple trips to the stores for different parts
Special tools got to find them or not available
Waiting for approval
Too many craftsmen per job
Poor Planning and Scheduling and Execution practices

10. Neurological Test

11. “Say what you want” and “Do what you say”
Stick to It
This process is a common sense approach to doing what we all know are the right things to do.

12. Planning & Scheduling Work Flow
Customer
Request
Scheduling
20% Accurate
Week - 4
50% Accurate
Week - 3
Week - 1
Daily
Status & Churn
Review
Request for work
70% Accurate
Week - 2
80% Accurate
Tuesday
“SOFT”
Wednesday
Bundling
Sequencing S
Work Package
Task needed
PPE
Priority
Location
Size
Work Hours
Quantity
Resources
Dependencies
Early start
Late finish
Etc…
Unplanned
Unscheduled
Planned
Unscheduled
Planned
Ready to Scheduled
Frozen Sequenced Scheduled
Execution Week
Week - 0
Thursday
“HARD”
Scheduling
Walk-down
Sequence
Bundling
Etc…
Complete Job Packages
Fill-In
Planning
Pull-Forward
Emergency Jobs

13. Planning & Scheduling Sample Framework
Client / Owner provides 4-Week look ahead with Week 1 at least 80% and Week 2 at least 70% accurate by Tuesday for each work type
Crafts initiate walk downs to identify bundling opportunities for feedback to scheduler on Wednesday for Week 1 input
Wednesday Review sessions must be held with all involved parties (Routine Maintenance, Projects, Major Maintenance and T/A input between Owner and all execution forces)
Frozen schedule is set on Thursday for next week execution
Break-ins are defined as any jobs performed that were not on Thursday frozen schedule
Operations controls work and Maintenance/Contractor Services manages the resources to maximize the workforce with flexibility to complete requested jobs.
Crafts finishes work as scheduled to meet agreed upon completion dates

14. Productivity Improvements

15. Sample Schedule Template
Shows example tracking tool for schedule performance
Jobs on Frozen Schedule
Click here to expand
Fill-In Jobs on Frozen Schedule
All Jobs completed not on Frozen Schedule

16. Performance Measures Improving

17. How can our Pilot create Value?
There are two basic ways to create value by impacting contractor services:
Taking reactionary work out of the system (limit to true emergency jobs)
Improve workforce productivity

18. Taking Work Out of the System
Take work out of the system through root cause elimination of the defect (solve vs. patch the problem) or eliminating inefficiencies
Properly P&S so each job can be done as efficiently as possible and therefore:
There can be a reduction in the time to do (man hours)
Reduce material usage and wasted movements

19. Craft Productivity Improvement
Improving the productivity of the contractor workforce
Get more work done with the same amount of working hours (Improved Wrench Time)
Get the same amount of work done with less resources (reduce OT)
Improved productivity will also result in:
Shorter time for repairs
Lower material cost and use
This is a powerful but often ignored potential to create value

20. Definition of Wrench Time
Wrench time is defined as the percentage of time a Craftsperson has “A Wrench in His / Her Hands Fixing the Equipment” (doing the Work Order).
This definition eliminates all time spent traveling to / from jobs, time spent looking for parts, searching for instructions or documentation, time spent identifying parts or material to be ordered, Lock out/Tag out, permits, etc.
Wrench time is a general reflection of the effectiveness of the work planning, resource scheduling, work management, plant coordination, plant programs, and other supporting work processes. It is a measure of all those activities that prevent the Craftsperson from focusing on their primary responsibility of working on the equipment

21. Continual Improvement
Change occurs one step at a time and we each can make a difference – Team members support each other
Working together, we can change our culture to enhance our partnership
Build pride off of success

22. P&S Roles & Responsibilities for Key Players in the Pilot:
Planners – Adds value for craftsman through understanding and preparation of job request prior to start of tool time (provides answers to crew questions)
Schedulers – Assigns resources at optimum time to allow most efficient execution of each job request (resource coordination)
Productivity Coordinator – Mentors crews by field explanations for efficiency and productivity gains.
Contractor Services – Collects and analyzes data to drive work process improvements.
Maintenance Coordinator – Provides single voice for Operations input and setting overall priority.

23. Partnership Expectations
Safety – Continue to meet or exceed Safety Performance
Quality – Take Pride in the Finished product, Do it right the first time.
Production – Meet or exceed job performance expectations
This is done through……………
Participation in the planning and scheduling process
Accurately quantify and scope all job packages by participating in field job walk-downs
Look for efficiencies in execution when walking down packages:
Order of Execution
Pairing of Builds and Demo’s/Bundling work
Geography / Zones
Timing………
Provide Feedback to Planners and Management…Pre….Execution….Post

24. Planning – Proper Scope Definition
Document requirements for all work requests excluding Break-ins
Scope sheets to include adequate information to allow execution forces to plan work
Description of work needed (i.e. pull valve #, tighten bolts on exchanger #, etc.).
Location of work (include base elevation if different than ground) Provide pictures when possible
Provide early start and late finish dates/times
Ensure consistent information in source computer system (all required fields populated, PO/WO numbers, etc.)
Any known special PPE or needed hazard mitigation
Owner contact information (answer question and support walk down of work area)

25. Planning – Job Packages
Job Package content required: (determine the appropriate level of information for each job)
Feedback from field walk down by Maintenance or contractor planner is documented to answer crew questions
Job cost and man hour estimates provided as productivity targets for the crew. Resources loaded based these estimates.
Digital pictures provided for location and scaffold orientation
Any needed drawings and instructions provided (work method and specifications)
Materials identified and parts staged in area or delivered by Material Coordinator
Potential work bundling opportunities identified for other jobs in the same area
Support equipment and tools identified and available
Define permit needs for Operations to perform prep work

26. Productivity Coordinator’s Expectations for Managing & Executing Work
Schedule Compliance – Working the Plan with the Crews
Know your work plan
For the Week, for the Day, by the hour…..
Look for efficiency gains
Anticipate hurdles and roadblocks
Elevate concerns promptly
Communicate your needs
Start on time or early
Work till end of shift
Use Common Sense for Breaks
Document Delays, Break-ins and Churn
Document Hours Spent for day by work order number

27. Executing Work with Operations
Operations Interaction
Share your work plan with Operations including Order of Execution
Obtain Approval of Delays as they Occur
Obtain Approvals of Breakers as they Occur
Document Contact Name and Instructions when asked to deviate from plan and communicate immediately
Specific jobs jointly agreed by Operations and Maintenance that are true emergencies due to extenuating circumstances of work environment or scope will be addressed immediately
Elevate Concerns for resolution

28. Capture all Delays Document
Date and Time – Stop and Restart
Cause of delay
Employees affected by the delay, by name
Location and tag number
Obtain Requestor’s Signature/Approval (verbal is not good enough)
Communicate delay in work plan to Contractor Services Lead
Planning/Management will authorize execution of Breakers
Examples of Delays:
Permitting time… (Starts when entering control room)
Standby should be documented and signed for
Traffic – Train, Crane, Auto
Audit Teams (Other than Brock Jacobs)
Process Upset
Lifts, Testing, audits,.…….etc.

29. Expected Outcomes
Gain Operations, Maintenance, Contractors and Contractor Services support
Get the basics in place first: The key is Planning, Scheduling and Execution. We all play a part.
Work together to resolve identified barriers.
Success is a Team effort: Celebrate each improvement – What gets rewarded, gets done
Recognize and reward those meeting Safety, Quality and Performance expectations. A sincere “Thank You” goes a long way.

30. Tools for use with Crews: Problem Solving Process
The following 4-Step Problem Solving Process can be used to address Site and Regional problems:
When addressing a cultural change, the following questions will lead you through a logical sequence to identify causes/roadblocks and solutions to drive implementation.
What is happening now?
This defines the current state
What should be happening?
This defines the ideal state we want to achieve – Vision
Why is it the way it is now?
This defines a list of causes or rationalizations for the way it is now (we have always done it this way, etc.) – gaps to resolve
Note: There is a tendency, often times to jump to solutions, at this point. Keep the group focused on “possible causes”.
What do we need to do to make it be the way we want it to be?
We will need to prioritize the causes and our actions.

31. Work Flow Development Process
Do a “Post It” session with input collected for the following focus areas: safety, request work, plan work, field input, schedule work, permit process, execute work and invoice process for “What is happening now – The “As Is” State
Capture Best Practices (things we are doing good) and Quick Fixes to be addressed through projects
Develop the desired “To Be” work flow process based on gaps from what you learned

32. Value of action items or improvements
What is each action worth?
We need to assign a value to each action item to know the value being gained by performing the action.
Be conservative, consistent and have a basis when determining the value.
Use its worth to prioritize which items will provide the biggest gains.
Use worth to quantify savings (time and money) for each action taken. Document “projected” savings to show potential impact on site costs. Track actual savings achieved.

33. Basis for Savings Basis for savings
Time on tool “as is” – before change is made
Time on tool after implementation of improvement
Minutes per day.
# Days per week that it applies.
Minutes saved out of total available minutes.
Number of jobs per day that apply.
Number of crew members where it applies.

34. Contractor Crew Improvement Projects
Date completed:
 Team members (List the names of contributors):
 Project description:
 Key initiative area addressed:
Customer Satisfaction, Safety / Environmental, Equipment reliability
Cost Savings, Quality, Personnel Development
What measure and work process does this affect?   
Status and results achieved:
Basis and calculation of savings:
 Supervisor: _______________________
Send completed form to Productivity Coordinator for feedback and recognition

35. With full Management support,
Team unstoppable Anything is possible