Work Programs consist of four sections:

q The top section quantifies Gross labor hours authorized each week including budgeted overtime and contract support.

q The second section quantifies resources committed to various indirect activities including vacation, absenteeism, training, meetings, etc. This sub total is subtracted from Gross resources to calculate the resources available during a typical week for direct work.

q The third section quantifies average weekly consumption of direct work resources for response to urgent conditions such as equipment failures causing production downtime. Included in this section are resources that must be committed to the timely performance of PPM routines.

q In the fourth section, the combination of the two consumptions (urgent work and PPM routines) are subtracted from the direct work total to quantify the weekly resources available for relief of the backlog.

q Within the fifth section, the resources available for backlog relief are divided into current levels of “Ready” and “Total” backlog to quantify backlog weeks compared to established control limits.

This data should then be plotted on a trend chart to trigger managerial action, as appropriate (see Figure 5.4). Resources should be flexed (adjusted) up or down as analysis indicates necessity. There are three resources that can be flexed:

q Overtime is the easiest resource to adjust, assuming that it is not already excessive. An overtime range between 7% and 15% of paid straight time is recommended. Too little over time is not a sound maintenance strategy. Too much over time is not healthy, safe, or productive for either the company or the employees.

q Contract Support is the second most flexible strategy.

q Permanent Staff is the least flexible alternative, and should be chosen only when resources and workload are out of the specified range in terms of backlog weeks with no relief in sight, and when the condition appears to be permanent.

Figure 5.4 Backlog Weeks Trend Chart

Business solutions are another approach. For example manufacture of the part or process where the excessive backlog is concentrated might be jobbed out and the machine removed from service.

Do not develop Work Programs only for the maintenance work force in total. This defines the average condition. Balance must be preserved at the crew level, not simply for the entire maintenance organization. The average condition for the entire organization might appear to be under control only because the backlogs of specific units, areas, skills or shifts are out of control (one or more to the high side, with others to the low side). The result is that the workload is not under control despite the overall adequacy of resources. Such an imbalance is common and the phenomenon suggests that although sufficient resources exist to get the job done, poor distribution of the available resources between the various organizational units (crews), where the workload exists, explains why backlog continues to grow further out of control.

Cross training and multiple skills greatly enhance managerial ability to distribute resources effectively.

Copyright © 2001 by Industrial Press Inc.