TRM Planning and scheduling workshop slides 20131114

11/13/2013 1

TRM Planning and Scheduling Workshop

Scott Stukel, CMRP - Total Resource Management ([email protected]) Commander Scott Smith, USN (Ret.), – Keynote Speaker ([email protected])

Business Manager, Naval Air Station Whidbey Island Tom Coraggio – Total Resource Management ([email protected])

Best Practices in Planning & Scheduling

Pasadena Hilton

November 14, 2013

9:00am-2:00pm

mailto:[email protected]



11/13/2013 2


Agenda

• Introduction & Welcome

• Keynote – Commander Scott Smith, USN (Ret)

• Break

• Open Forum - “Your P&S Challenges and Successes”

• Break

• Hot Topics Discussion

– Introduction to Planning & Scheduling

– Selling P&S to Management & Operations

– Roadmap to Implementation

– Metrics & KPIs

• Lunch

• Roundtable Discussion: Ask the Experts & Share Your Experiences

• Closing Remarks

11/13/2013 3


• Founded in 1993

• Entirely Focused on Maximo Solutions

• 100 Employees Strong

• 4 Offices: California, Hawaii, Texas, Virginia

• Over 200 Maximo Clients

• Over 400 Staff Years Maximo Experience

• Over 25 Upgrades to Maximo 6 or 7 (100% Success Rate)

• Over 250 Maximo Integrations

• Almost 100 Maximo Certifications

• IBM Premier Business Partner

• Most Experienced Maximo Utilities Deployment Organization

• Industry Leading Software for Maximo Configuration

• World Class Organizational Change Management / Training

Total Resource Management

11/13/2013 4


TRM Corporate Overview

WW IBM Maximo Advisory Board Maximo Utilities Working Group

Maximo Facilities Management Working Group

17+ years dedicated to Maximo 400+ Person years of experience

220+ Maximo Customers 19 V7 Implementations in the last 2 years

110+ Customers

11/13/2013 5


Keynote Address:

Commander Scott Smith, USN (Ret.)

Navy case study:

Moving from “CMMS” to “EAM”

and the importance of planning and scheduling

Scott Smith

Business Manager, Naval Air Station Whidbey Island

Former Navy Maximo & EAM leader

[email protected]

11/13/2013 6 This brief does not represent official Navy policy or endorsement

Total Resource Management (TRM) was a Strategic Partner during the Navy’s EAM evolution


The Navy Shore Establishment Functional Limitations

7

• Global Footprint o 11 Regions, 72 Installations

o Over $100B in plant value ; over $10B in annual projects & operations

• Diverse asset mix o Facilities, Utilities, Environmental, Transportation, Real Estate…

o Air Stations, Piers, Shipyard, Hospitals, Housing…

• Mission: Enable Fleet Customers

Plan

& Design

Contract &

Construct

Operate, Maintain

and Repair

Available, Reliable and Cost-effective Assets

Fleet Customers: Ships, Squadrons, Shipyards…

Enterprise Asset Management

Moving from “CMMS” to “EAM”

8

“Optimized whole lifecycle Asset Management is no longer a 'nice idea' - it's an expected business norm. So a system for proving it and sustaining it is vital.“

- John Woodhouse (Institute for Asset Management)

“The trends suggest the maintenance function (CMMS) will become part of a larger integrated set of actionable intelligence within ERP (or EAM)”

- Maximo Managers Guide for Business Performance (2013)

What is EAM?

• What is Enterprise Asset Management (EAM)? o Objective: Maximize lifecycle value of assets across an enterprise

• Increasing emphasis - ISO 55000 coming in 2014 (now PAS-55)

o Strategic goal: Improve “Return on assets”

• Manufacturing: +7% asset availability = +140% earnings (1)

• Navy Facilities: +5% asset extension = $70M annual capital reduction (2)

o Requires collaborative processes throughout asset lifecycle (LC)

• Acquisition: ~ 25% of LC cost ; sets asset capabilities

o “White Collar” groups: Planning, Engineering, Contracts…

• Operate and Maintain: ~ 75% of LC cost ; sustain asset capabilities

o “Blue Collar” groups: Operations, Maintenance, Materials…

• Why is EAM Hard? o Organizational, process, and system “silos”

• Significant leadership, energy, and innovation needed to integrate…

9

EAM Lifecycle Vision Integrate Organizational, Process and System “Silos”

10

EAM

Design

Build Maintain

Repair

Operate

Shops

Operations Engineering

Contracts

Plan

“Blue Collar” “White Collar”


11

EAM

Design

Build

Shops


Contracts

Operate

Plan

Maintain

Repair

CMMS “Blue Collar Integration”



12

EAM

Shops


Contracts

Operate Plan

Design

Build Maintain

Repair

Acquisition “White Collar Integration”


Navy Facilities EAM Evolution Keys to Success

• Executive sponsorship and functional guru buy-in o Must have a compelling & cost-effective solution set

o Consolidate systems prior to integration

• Leverage flexible “CMMS” as EAM Hub (Maximo) o Provides 80% of needed functionality

o Incremental roll-out ; prove new processes in pilot

o Be careful with “Single Platform” – performance, ‘change rigidity’

• Extend Maximo with “White Collar” functionality o Project Management (eProjects)

• Add CPM scheduling, cost mgmt, documents, and collaboration

o Contract & Construction Management (eContracts)

• Eliminate “swivel chair integration” ; add documents & collaboration

• Avoid “Financial centric” systems that no one will use o “Mainframe EAM” & “ERP EAM” not successful

o “ERP is a round peg in square hole” for Asset Intensive companies

13

Navy Facilities circa 1995 Major organization and system silos

14

Organization Silos – Fragments E2E process

System Silos – Hundreds of local, non-

integrated applications

Navy Facilities 2002 Organizational Integration – Where are the enabling systems?

15

11 regional commands (FECs)

Navy “EAM” 2005 Organizational Integration – Where are the enabling systems?

16

Construction

WebCM

eContracts

Key 1: Leverage

Maximo as “EAM Hub”

SPM – Single Platform Maximo (single instance supporting 70 bases)

Key 1: Extend Maximo

as “EAM Hub”

Key 2: Extend Maximo

for Projects & Contracts

Key 3: Data store for

integrated views

Key 1: Leverage

Maximo as “EAM Hub”

Extending Maximo Composite apps for Project & Contract management

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Maximo Asset and Work Core

Initial work

request Plan/Design

(Project)

eProjects Schedule, Costs, Collaboration

Financial Views Documents CPM Schedule

Construct

(Contract) Award

(Contract)

eContracts Transactions, Documents…

Financials (Mainframe)

Procurement (Windows)

Cost

Views Integrated Transactions

Funds, Commitment…

Eliminate Redundant Data Entry

Integrated Data Store Support data needs across EAM applications

18

Work Data

(Maximo &

eProjects)

Contract

Costs (FIS)

Schedule

(MS Proj’s)

Budget

Data

(FIS)

Status

(eProjects)

Navy Facilities EAM Evolution Lessons Learned and Future Opportunities

• Must have ‘Complete’ Organizational Buy-in o Executive level – must have organizational mandate

o Functional Gurus – must be onboard, ideally leading their area

o System Gurus – recruit the best in-house and contractor team

• Practical solutions only o Leverage Maximo where viable – “80 percent” solution

o Extend with compatible layers – composite apps, data store

o Avoid “Exotic” solutions including ‘ERP for EAM companies’

• Future Opportunities o With building blocks on-line, support complex processes

• Advanced mobile access – maintenance, construction…

• Capture/transfer ‘digitized’ asset data during construction phase

• Integration with base maintenance contractors

• Integrate with Navy ERP financials

• Improved Planning and Scheduling processes…

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Importance of Planning & Scheduling

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“Planning and Scheduling have the highest potential impact on timely and effective accomplishment of maintenance work.“

- Maintenance and Reliability Best Practices (Ramesh Gulati)

Public Works Center (PWC) San Diego- 1993 Competitive forces drove major change

• 1993 - Competitive Environment o 200 craft workers in 8 shops – HVAC, Renovation, Roofing, Painting…

o “Working capital” – all costs embodied in rates ; customers see all costs

o 1992: Customers forced to use in-house shops

o 1993: Customers provided with multiple contract options

• Mandate: Improve or reduce workforce by 50%+

• “Rapid” Improvement needed o Job Planning – “what and how”

• Significant “on the fly” planning by craft workers

• “I am looking for the right parts” (driving between 7 shop stores)

• Result: Significantly higher job costs – ‘customers are mad’ (Cost)

o Shop Scheduling – “who and when”

• Sub-optimized support: materials, tools, engineering…

• Reactive work cutting into PM tasks

• Results: Projects taking too long – ‘customers really mad’ (Time)

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Planning and Scheduling - KPIs Major Challenges across the board

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Key Performance Indicators (KPI) PWC - 1993 World-Class

Planned Maintenance ~ 50% 85 - 90%

Rework ~ 15% < 1%

Material stock availability ~ 70% 99%

Average Cost Variance by Project ~ 40% 0%

Schedule Compliance ~ 50% > 90%

PM completion percentage ~ 70% 100%

Percent material delivered < 50% > 90%

Ready Backlog Days 4 to 6 weeks

Job Planning

Scheduling

Blue – From Maintenance and Reliability Best Practices (Ramesh Gulati)

Planning & Scheduling as Tetris Shrinking and packing the ‘blocks’

23

Effective Planning – plan upfront, reduce craft worker delay

Effective Scheduling – optimize labor, material, tools, equipment… few “gaps”

Where we were Where we needed to be

Craft person “on the fly” planning moved into scheduling

Public Works Center (PWC) San Diego- 1994 Major Changes Implemented

• Cultural Mandate o Everyone onboard for change - workers, supervisors, material, contracts… (or all

groups will be reduced through customer “de-funding”)

o Hold all accountable including managers

• Finding the right planners o PM – well established

o Lead Craft workers – can handle minor work

o Job Planners – for larger, multi-trade work

• Revamped Materials o Revamp shop store inventory – A/B/C type analysis

o Indefinite delivery contracts – 2 days vice 45 day in-house purchasing

o Use limited duty personnel as material expediters & kitting team

• Aggressively manage scheduling – forcing function o Lock in PM schedule – QA team (limited duty) checks completion

o Planned hours become customer contract – over-runs paid by PWC overhead

o Weekly scheduling meetings expanded with support leaders, e.g. materials

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Public Works Center (PWC) San Diego- 1994 Lessons Learned

• Planning and Scheduling = Needed forcing function o Customer confidence – “right cost” at “right time”

o Support functions (material, tools, contracts…) – work to production schedule

o Supervisors and Schedulers – hold team accountable (planned vs. actual hours)

• Planning and Scheduling evolution 1. Organizational alignment

2. Get the Process right – leverage best practices

3. System support - In 1994, systems were limited (MS Project interface??)

• Today’s system opportunity o Still have to get the organization and process alignment

o For asset intensive companies, leveraging EAM capabilities (not ERP), e.g.

inventory, purchasing, makes maintenance planning & scheduling much easier

o Planning and Scheduling improvements:

• Maximo – improved “out of the box” functionality

• Advanced 3rd party tools, e.g. AKWIRE, CiM – robust forecasting, scheduling

across crafts and shops…

25

Questions?

26

Scott Smith

[email protected]

NAS Whidbey Business Manager

Former Navy Maximo & EAM leader

Backup - Maximo

27

Navy Maintenance Mgmt - 1995 Many systems with lots of manual integration

28

1995 - PWC Work Mgmt Client Requests Multiple Work Systems= Human Integration External Execution

Client Request ·-----� (Paper)

Estimates Wine st

Field Worker Information

Time& Accounting

System

Utility

Work

System

Shops Integration (lnhouse Maintenance)

Minor & Specific Work

System

Recurring Work

System

Project Mgmt "EFD/A"

Contract Mgmt �-- "ROICC"

BOSC Cost & Material Systems

Condition Assessment

Asset Integration

Navy Maintenance Mgmt - 2000 Full “CMMS” integration

29

Client Requests

Estimates Win est

Field Worker Automation

PDA

Time SLCADA

2000 - PWC Maximo Integrated Maintenance Mgmt

Shops Integration (lnhouse Maintenance)

External Execution

Project Mgmt "EFD/A"

Contract Mgmt ·�-- "ROICC"


Assessment FCAP

Asset Integration

Navy Asset Mgmt - 2005 Maximo integrated with Projects & Contracts

30

Client Requests Single Platform Maximo (SPM)

Enterprise Asset Mgmt - Work, Assets, Maintenance

Client Systems ---""� DMLSS ...

Client Request ----.6

SPM, RSIMS

Estimates Win est

Field Worker Automation

PDA

Time SLCADA

External Execution

Project Mgmt eProjects

Contract Mgmt �1""!!!1---- eContracts


Phoenix ...

Assessment FCAP

Shops Integration (lnhouse Maintenance) Asset Integration

11/13/2013 31


Break

15 Minutes

11/13/2013 32


Open Forum:

”Share Your Successes & Challenges”

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Break

15 Minutes

11/13/2013 34


Discussion:

11/13/2013 35


Planning & Scheduling Overview

11/13/2013 36


Enterprise Asset Management

Enterprise asset management (EAM) is the whole-life optimal

management of an organization’s physical assets to maximize value.

It covers such phases as design, construction, commissioning, operations, maintenance and decommissioning/replacement of plant, equipment and facilities.

11/13/2013 37


• A Structured Approach to Managing Infrastructure Assets

• A Framework for Improving Decisions About How and When to Acquire, Operate, Maintain, Renew, and Dispose of Assets

Asset Management Is…

Plan

Design

Build

Operate

Maintain

Renew

Not a System You Can Buy – A business discipline and culture that is enabled By People, Processes, Data, Technology , and Results

Don Linn, P.E., Cincinnati MSD: "… Through effective PM and predictive data we are pushing back replacement by at least 5 years or 25% greater useful life. I predict we will be capable of deferring replacement … as we continue to maintain this equipment effectively. This is a deferred savings of about $6,000,000 on this alone."

11/13/2013 38


Work Management Best Practice Process Flow

11/13/2013 39

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resource management

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Work Management Process Overview

Identification Planning

NO

Work Approved and Funded? YES

Maintenance

Requirement Identified through Operations,

PM, Maintenance, or Other Method

-+ Work is estimated and

as well as - Plan is Developed Planned Renewal,

Replacement, or

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', Work Deferred or

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Work is Performed, Reporting of work done, Work is Scheduled,

-+ Repairs, Upgrades,

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Resources are Allocated - ECOs, Installations, etc. - parts, costs, etc. as well Completed as WA/QA and closeout

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11/13/2013 40


Work Management Process and Maximo

Identification “Identify Work”

Create Service Request/ Work Order

Asset, Location, Failure Hierarchy

Planning “Identify Resources”

Scope Work, Estimate, Create Resource Plan

Work/Job Plan, Labor/Craft, Item/Inventory, Tools, Safety

Scheduling “Allocate Resources”

Manage Availability & Backlog, 4-Week Schedule

Work Order(status/dates), Calendar, Scheduling Tool

Execution “Utilize Resources”

Assign Work, Coordinate Resources, Monitor Progress

Work Order, Communication Log, Assignment Tool

Reporting & Closeout

Record Work Done, Resources Used, Follow-up

Work Reporting, Timekeeping, Logs, Follow-Up WO/SR

Process Maximo Phase

11/13/2013 41


Maintenance Planning

”What do you mean I need to think ahead?”

11/13/2013 42


Maintenance Planning – “Identifying Resources”

Planner Activities

1. Work Screening

2. Job Research

3. Task & Resource Planning

4. Work Package Creation

11/13/2013 43



Planner Activities

1. Work Screening – The Planner reviews new Service Requests & Work Orders to validate information necessary to plan work:

• Correct equipment number & location

• Work description or equipment symptoms

• Work priority

• Failure reporting/work order classification

• Initial safety considerations

The Planner also reviews CMMS work orders to determine if the job has been performed previously and history is available.

They also may search for a job plan template for the requested work and review predictive data as applicable.

11/13/2013 44



Planner Activities (cont.) 2. Job Research – The Planner may visit the equipment location to

field plan the work order. Work order planning at equipment location encompasses the following:

• Observing physical restraints • Identify environmental condition • Identify safety issues • Prepare field drawings or sketches • Take digital pictures with supporting notes • Prepare any type of notations that will help plan the job • Specify special tools and/or equipment

About 25% of a Planner's time should be spent in the field, assessing and "scoping" maintenance work.

11/13/2013 45



Planner Activities (cont.)

3. Task & Resource Planning – The Planner develops and documents the work plan using experience and/or information obtained during visit to equipment work area to create the job plan, it includes at a minimum:

• Craft, skill level, and number of each craft needed to perform the required work.

• Spare parts and material requirements needed to complete the work order.

• Special equipment such as Fork trucks, Trailer, Cranes, Pumps/Generators, Cleaning Rigs, Welding/cutting machines, etc.

• Permits such as Confined Space, Hot Work, Scaffold/Elevated Work, Hole Watch, etc.

• Technical documentation that is needed to support the craftsperson.

11/13/2013 46



Planner Activities (cont.)

4. Work Package Creation - The Planner assembles all information and documentation necessary to schedule & execute the work and when all resources are available they assign responsibility, set the priority, add any other information, and verify the plan one final time. Planners may also attach electronic documents to the CMMS work order.

When all spare parts, materials, and other non-labor resources are known to be available, the work order is ready for scheduling.

11/13/2013 47


Planning Tools – Maximo has all you need

Planned Work Order

Tools Instr.

Labor Parts

Asset Tasks

Maximo users plan work through: • Tasks/Sequence • Parent/Child work orders • Crafts & Estimated time/effort • Materials/Parts • Services • Tools • Attachments

11/13/2013 48


Maintenance Scheduling “It’s not Rocket Science”

11/13/2013 49


Maintenance Scheduling – “Allocating Resources”

Scheduler Activities

1. Screening – The Scheduler reviews the work plan and makes any necessary modifications to priority, additional estimate details, and/or designation if work will be performed by a specific crew, specialty, or tradesperson.

2. Manage Scheduling Backlog and the 4-Week schedule.

3. Coordinate with Operations & Facilitate the weekly scheduling meeting.

4. Support Supervisors/Leads with executing the schedule.

11/13/2013 50


The 4-Week Schedule

11/13/2013 51


The Weekly Scheduling Meeting

• The joint scheduling meeting is attended by any/all operations, maintenance, and engineering personnel who have a need to provide inputs to the current schedule.

• Schedulers have visibility into availability of resources and will follow up with procurement, engineering, operations, contractors, etc. to ensure that work placed in the schedule will have the required resources available when needed.

• Supervisors & schedulers get together to discuss any work that needs coordination between departments, crafts, or operations.

• The Scheduler adds work orders to the next, two-weeks out, and three-weeks out schedules in the 4-Week Schedule.

11/13/2013 52


The Supervisor’s Role in Scheduling

• Maintenance Supervisors attend to the specifics as to who-what-where-when for the weekly schedules. – The Scheduler assists the Supervisor by ensuring that materials, tools,

and/or services are available and communicate this information with all concerned parties in Maintenance and Operations.

• Maintenance Supervisors look after the day-to-day activities comprised in the weekly schedule. They assign Technicians in a best-fit fashion to the various Work Orders.

• They also determine the trade availability for the next, two, and three weeks out and forward that on to the Scheduler.

• Supervisors assign the work to crafts daily or weekly to execute and the scheduling process phase is complete.

11/13/2013 53


Scheduling Tools

• IBM Maximo Asset Management Scheduler – http://www-01.ibm.com/software/tivoli/products/maximo-asset-mgmt-scheduler/

• CiM Maintenance Visual Planner Suite – http://cimmaintenance.com/visual-planner-suite/

• Solufy AKWIRE Visual Planning & Scheduling for Maximo – http://www.solufy.com/index.php/side-visualscheduler

• Pipeline Software Visual Scheduler – http://www.gopipeline.com/visualscheduler/

http://www-01.ibm.com/software/tivoli/products/maximo-asset-mgmt-scheduler/










http://cimmaintenance.com/visual-planner-suite/





http://www.solufy.com/index.php/side-visualscheduler



http://www.gopipeline.com/visualscheduler/

11/13/2013 54


Selling Planning & Scheduling

to your Organization

11/13/2013 55


The Business Case for Planning & Scheduling

It’s all about the bottom line, or is it?

What does “old school” Management think?

You go to your manager requesting to implement planned maintenance in your organization. Pre-conceived notions and misinformation compel them to respond:

“It’s too expensive!”

“We can’t hire more people!”

“We already have a PM program!”

“The supervisors (or leads) should be doing it!”

“We are already doing it!”

“We don’t need it!”

11/13/2013 56




How do you respond?

Simply stated, a 10% increase in productivity for a 50 tradesperson maintenance organization would yield approximately 9,600 more hours to do work. That’s approximately 5 more tradespersons worth of work output!

– Will that enable you to significantly reduce overtime?

– What could that do to your backlog?

– What initiatives could you undertake? (PM Optimization, Predictive Program, Capital or Special Projects, etc.)

– What are the secondary benefits? (operations efficiency, increased equipment availability/throughput)

11/13/2013 57




But wait, there’s more…

Effective maintenance Planning & Scheduling conservatively results in 10-15% reduction in Inventory Expense.

– For an organization that spends $1M per year in maintenance materials, this would yield approximately $100-150K savings annually!

– In addition, you can expect to reduce amount of inventory required to be held in the warehouse, resulting in a reduction of carrying and handling costs.

Can you afford not to implement effective Planning & Scheduling?

11/13/2013 58


Roadmap to Implementing Effective

Planning & Scheduling

That all sounds great, but how do we get there?

Here’s How:

1. Understand where you are, where you want to go, and what benefits you can expect to achieve.

2. Develop a workable implementation plan and get management behind it.

3. Execute your plan.

4. Train and empower your people.

5. Measure progress and continuously improve.

Show management the improvement and enjoy your promotion…

11/13/2013 59


1. Understand Your Current & Desired States, Estimate Benefits

• Perform an assessment of your current planning & scheduling practices. – Do you have Planners? Schedulers? Maintenance Engineers?

– What is the current ratio of planners to tradespersons?

– To what level are you planning & estimating work?

– Do you maintain a 4-week schedule?

– Do you conduct frequent planning/scheduling meetings with operations (and engineering)?

– What is your maintenance efficiency?

– What technology/tools do you have & are they adequate?

– What KPI’s, Metrics, Reports are you using?

11/13/2013 60


What should my ratio of supervisor, planner/scheduler,

or maintenance engineer to craftsperson be?

• Supervisor to Craftspeople 1:10

• Planner/Scheduler to Craftspeople 1:20

• Maintenance Engineer to Craftspeople 1:40

11/13/2013 61


1. Understand Your Current & Desired States

• Define the desired state for your organization. – Planning & Scheduling group

organization, staffing, training, roles, & responsibilities.

– Process development & standardization.

– Technology/tool enhancement or implementation of new/additional tools.

– Budget

– KPI’s, metrics, & reports.

11/13/2013 62


Desired State Minefield

11/13/2013 63


Estimate Your Benefits

• Estimate the benefits you can expect to achieve.

– Complete benefits self-assessment questionnaire worksheet.

– Implement KPIs & metrics to measure your progress.

– Communicate results to stakeholders & management to ensure their support.

11/13/2013 64


2. Develop Implementation Plan & Gain Management Support

• Define a clear, workable implementation plan that addresses:

People - What are the organizational impacts and how will you enable change?

Processes – How will you do business in the desired

state and how will you get the organization there?

Technology – What software & tools will you use and how will you use them?

Communicate your plan to stakeholders & management and get them to drive the ship.

11/13/2013 65


3. Execute the Implementation Plan

• Implementation Details: – Form, train, and empower a

planning & scheduling group.

– Standardize business process and metrics/KPIs

– Modify or implement technology, software, & tools to support effective planning & scheduling.

– Roll out

– Monitoring & continuous improvement

11/13/2013 66


4. Train & Empower your Workforce

• Immersion training, Planning and Scheduling 101 – Recommended for all Maintenance Personnel but required for

Supervisors, Leads, & Planners/Schedulers

– Introduction & Overview of Planning & Scheduling

• Advanced Planning & Scheduling – Required for Planners/Schedulers & Supervisors, leads

recommended

– Hands-on Functional and Technical “How-to” Training for planning & scheduling work, backlog, and managing the 4-week schedule

• Ongoing mentoring and skills development – Follow-up workshops & seminars for Planners/Schedulers, &

Supervisors

11/13/2013 67


5. Measure your progress to continuously improve

• Institute actionable, realistic metrics & KPIs to measure progress and identify needs for focused improvement

– “Metrics” is a collective term used to categorize reports, charts, graphs, etc. intended to measure aspects of an organization’s activities and performance

• Communicate progress to stakeholders & management and facilitate action

• Planning & Scheduling Group plays the key role in making it happen

11/13/2013 68


Planning & Scheduling Metrics/KPIs

Name Description Definition Benchmark Value

Current Value (if available)

Targeted Goal/ Timeframe

Percentage of Planned Maintenance

What percentage of completed work orders were planned

Count of planned work orders divided by count of all work orders

> 85% Not available TBD

Planning Effectiveness Difference between planned work hours and actual hours spent to complete work

Total hours planned divided by total maintenance hours

+/- 10% Not available TBD

Ratio of Planned & Scheduled Maintenance

Ratio of Planned & Scheduled Maintenance to total hours worked

Total hours of planned & scheduled work divided by total hours

85-95% Not Available TBD

Key Performance Indicators – Work Planning

Name Description Definition Benchmark Value

Current Value (if available)

Targeted Goal/ Timeframe

Schedule Compliance* Ratio of work completed to work scheduled

Work Completed divided by work scheduled

> 90%, Upward trend

Not Available TBD

PM Schedule Compliance* Ratio of PMs completed to PMs scheduled

PM work Completed divided by PM work scheduled

> 95%, Upward trend

Not Available TBD

Scheduling Effectiveness Difference between weekly hours scheduled for work and actual hours taken to complete work

Actual work hours divided by scheduled hours (weekly)

+/- 10% Not Available TBD

Key Performance Indicators – Work Scheduling

* Schedule compliance metric needs to take into account minimum schedule or total availability to discourage schedule manipulation to boost compliance numbers,

initially the weekly schedule should leave 10-15% of available time free to handle emergencies or schedule injections

11/13/2013 69


Lunch

11/13/2013 70


Roundtable:

”Ask the Experts and

Share Your Experiences”

11/13/2013 71


Scott Stukel, CMRP - Total Resource Management ([email protected]) Commander Scott Smith, USN (Ret.) – Keynote Speaker

Tom Coraggio – Total Resource Management ([email protected])

Closing Remarks, Questions?

Thank You!



TRM Planning and scheduling workshop slides 20131114

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Transcript of TRM Planning and scheduling workshop slides 20131114