The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work. Roger D. Lee
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3. What other questions do you have that could have been answered prior to starting this job that could have made your work more efficient or eliminated delays or problems?
4. Now that you have finished this job, what feedback can you provide to the planner that will make it easier to do next time?
Audit Performed by:______________________________________________________________________________
This second form can provide a good source of information from the mechanics to help the planners make each repeat job better the next time it is performed.
WO #____________________ Date:_________________________________________________________
WO description:_______________________________________________________________________________
____________________________________________________________________________________________
| 1. Was this job an emergency, was it a break-in, or was it scheduled? | (E/B/S) |
| 2. Was a job package provided when the work was assigned? | (Y/N) |
| 3. Were the equipment and permits ready for the start of work? | (Y/N) |
4. Identify causes of delays and actual time lost:_____________________________________________________
________________________________________________________________________________________
| 5. Did the information shared from the planner, team manager, or scheduler help you do the job more efficiently? | (Y/N) |
6. What else did you need to know?_______________________________________________________________
_________________________________________________________________________________________
7. What parts were needed that were not provided?___________________________________________________
_________________________________________________________________________________________
| 8. Did stores have the materials you needed to do the job? | (Y/N) |
9. Who helped you obtain these needed parts? _____________________________
10. What corrections need to be made in the BOM or stored plan?
__________________________________________________________________________________________
__________________________________________________________________________________________
| 11. Was the work order maintenance activity on the repair type (REP, PRV, PRD) marked properly? | (Y/N) |
| 12. Did you mark the breakdown flag when an equipment component was replaced or modified to get the equipment to perform properly? | (Y/N/NA) |
13. If yes, identify the failed component that was the primary cause of the breakdown: ___________________. Complete the technical report.
14. Document solutions to prevent future failures:_____________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
| 15. Did you provide job status to your team manager by 2 p.m. if the work required overtime to complete or had to be carried over? | (Y/N/NA) |
| 16. Did you enter your time for this work order? | (Y/N) |
General Feedback: Please let us know of any problems or suggested improvements that are needed to make the planning and scheduling process work better.
__________________________________________________________________________________________
__________________________________________________________________________________________
Our experience in moving from reactive to proactive with effective planning, scheduling, and execution has shown increased productivity by about 32% compared with the reactive mode of operation (typical breakdown is 2% tools/travel, 7% waiting for permits and operations, 4% obtaining job lineup, 3% obtaining materials, 3% obtaining drawings/ procedures, 3% inefficiency, and 10% unassigned).
Work requests are evaluated by the criteria shown in Figure 5.1 to determine the level of planning required for each job. All jobs are not equal. Apply the appropriate time and attention to get the most from your limited resources by doing the right level of planning for each job.
The following list contains the essential elements that will maximize the success for any planning and scheduling process:
1. Notifications are to be written as soon as the need is identified to allow as much lead time as possible to plan the work. The lead time concept must be understood and implemented to change from our reactive mind-set. Challenge the comfort zone by setting a level of risk that we are willing to accept.
2. Work notifications are to be separated into types (emergency, routine,