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for Control
Learning Objectives
By the end of this chapter, you should be able to:
INTRODUCTION
Use of the basic work order, priority, and record keeping systems is a pre-
requisite for effective maintenance management. All three are closely
related and using all three together in a disciplined systems approach is one
of the fundamentals of maintenance management control. Although most
maintenance organizations now use computer-based management systems,
the basis for good management control is still universal. The manager
should carefully analyze the maintenance control challenges in the particu-
lar organization and design systems that most effectively meet those chal-
lenges.
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38 How to Manage Maintenance
those functions. Each system is integral to the overall control program. When
one system is neglected, the effectiveness of the others is reduced. But the one
system that interfaces with all others, and influences the others the most, is
the work order system.
The work order may be used for planning, communicating, directing,
recording, and tracking the majority of maintenance work activities. All essen-
tial elements of good management are tied up in this single document.
Work orders, whether produced manually or by computer, are similar in
appearance. Exhibit 3-1 shows an example of a typical non-computerized
work order format. If not produced by a computer, a work order generally is
issued in several copies, each copy usually different in color. Typically, copies
go to the person (or team) doing the job, the supervisor, and the work control
office; others may go to the originator of the request or people associated with
accomplishing the work.
In the example shown, four copies are indicated: originator, open copy,
closed copy, and work copy. They are used as follows:
The originator starts the request by entering all pertinent information and
submitting it to maintenance. The originator keeps a copy for follow-up.
(In computerized systems, this copy may be eliminated in favor of a report
listing open work orders by client department.)
The open copy is reviewed and completed by the maintenance supervisor,
the coordinator, or planner. In manual systems, it is kept in a backlog file
of open orders; if computerized, it is passed to data entry to generate open
order/backlog reports.
The closed copy is retained by the supervisor, coordinator, or planner until
the work is completed. Information supplied by the person(s) doing the
job (such as cause, effect, downtime, work done, parts used, and comple-
tion details) is entered. In modern computerized systems, the worker who
does the job might enter this information directly into the computer, and
the supervisor or others could review and add other pertinent details
before closing out the order.
The work copy serves as the actual order to perform the work and provides
instructions for the worker who does the job. It generally contains suffi-
cient information to act as a plan for the job. For larger jobs, however, a
planning sheet and drawings (discussed in Chapter 6) accompany the work
order.
Work order numbers (or authority numbers) are used to track work
requests. For larger jobs, the work order number can be adjusted or modified
with suffixes to identify and assign different elements of a job or project (such
as utilities, piping, construction work, or electrical shop). These suffixes can
also be used to identify the points on project management diagrams, such as
those generated by CPM or PERT systems (computerized work scheduling
programs).
Cost Information
Cost information related to work order activity generally comes from two
separate documents. These are the job card (or labor ticket) for labor
expended; and the stores issue slip for materials used. (The job card and labor
ticket might be two separate documents in some organizations.) In any event,
it is the work order number that pulls the information from these sources
together. This allows costs for material and labor to be distributed to accounts
such as: type of work, cost center, crafts, equipment, department, or capital
projects.
For example, the job card or labor ticket shown in Exhibit 3-2 is filled
out by each person who has worked on the job order. (For on-line, real-time
computerized systems, workers might do the same thing by entering the
information on a computer terminal located somewhere in the facility.) The
work order number, employee number, and skill code identify what job is
being reported on and who did the work. The supervisor usually reviews and
verifies the information before it is sent forward; the planning function might
also review it to check estimated times. Overtime is segregated by type (such
as time-and-a half, double time, etc.), as it might require special authorization
or review.
41 How to Manage Maintenance
42 How to Manage Maintenance
In simple one- or two-person jobs, the work order itself can be used for
capturing the actual time and skill codes used. If the job is more extensive, the
job card or labor ticket method of recording information is more successful.
As with labor, material usage information might also be entered in a com-
puterized system. If not, a stores issue slip, shown in Exhibit 3-3, is prepared.
It shows the unique work order number, the material issued, and the cost allo-
cated. Some computerized systems store the price of each item, so only the
part number (or kinds/amounts of materials used) and work order number are
43 How to Manage Maintenance
Source of Communication
As noted earlier, active work orders communicate to all parties what jobs are to
be done, when, where, and by what method. When jobs are finished, a com-
pleted work order serves as a form of communication for updating historical
data files. It is important to capture relevant information concerning equipment
items on which work has been performed. The more complete and accurate the
information, the better the planning and scheduling is for future work.
In-process work orders (for jobs scheduled but not yet completed) serve to
communicate time allocations for the skills needed to complete upcoming jobs;
they also serve as a source of backlog information for the entire future mainte-
nance load in the facility.
Exhibit 3-4 shows a typical work order flow diagram. It shows, for every
request made, the steps taken and the personnel involved in completing and fil-
ing a work order. (The one major exception to the rule of "a work order for
every request" would be when a request for a response to an emergency is
received. An emergency is defined as an interruption of vital equipment or ser-
vices or a serious safety situation. In that case, the maintenance response should
be started without a work order, and documented later as time permits.)
Exhibit 3 -4 depicts the flow of a manual work order system; a computer-
ized system would be similar, but some of the "flow" might be accomplished
within the computer, thus saving time, effort, and cost.
Many maintenance managers complain that producing a work order for
every job performed creates a blizzard of paperwork, particularly since the
majority of jobs are small. Further, they allege it "takes more time -. to prepare
and document a work order than to do the work." Studies coonductedin dozens
of plants over a 10-year period show that the type of industry has an impact on
the difference in hours required for large or small jobs. Indeed, on the average,
60 percent of work orders represented only 10 percent of the time spent in get-
ting all work done. Exhibits 3-5 and 3-6 show the results of two such studies.
The argument to remember in favor of work orders is that they help manage-
ment guarantee plant integrity; protect investments; help ensure safety; follow
government regulations; avoid legal liability; and promote good management
principles, training, and quality guidance. These and other strong reasons sup-
port the goal of having most, if not all, work directed via a well-designed work
order system.
they usually relate to small jobs. Generally, the service order is a formal
request for work to be done by authority of a standing work order for a
given department or cost center. While the request itself is important for
maintaining control and discipline, it also provides some flexibility in order-
ing the work to be done. Service orders should be scheduled like any other
work to maintain control and avoid an overabundance of emergency
requests. And they should be closed out like regular work orders to provide
visibility on labor and cost distributions and pertinent history entries to
equipment files.
Small Jobs
Each service order should be identified by a unique number that ties it to a
larger, or standing, work order. The requester need only use the assigned
46 How to Manage Maintenance
service order number to initiate the job, get required approvals if necessary,
and describe what work or task is being requested. To effectively employ
service orders, each organization must decide what size job or task is to be
covered by each service request. Generally, the service order is used for jobs
that represent about 10 percent of the total hours, yet account for more
than 50 percent of the paperwork. In all probability, these are jobs requir-
ing one to four hours or less of labor. In one plant, 70 percent of the work
orders may represent 18 percent of the workload, and those jobs usually
take less than four hours each.
I. Originator:
A. Prepares work order request and completes all information available
or pertinent at the time.
47 How to Manage Maintenance
IV Supervisor (foreman):
A. Reviews scheduling and planning and details of job.
B. Assigns work to a selected employee.
C. Supervises work, serves as resource, expedites changes.
D. Ensures job is completed to the satisfaction of the customer.
E. Reviews completed work order, returns it to control center.
E Reconciles labor charges with proper jobs.
G. Reviews weekly reports and seeks performance improvements.
V Mechanic (technician):
A. Performs work directed by the work order.
B. Records time and materials used on correct forms.
C. Writes comments and delay information on the order.
D. Requisitions additional materials as needed.
E. Records completion date, downtime, cause and effect, and other
appropriate information.
F Reviews work with supervisor, requester, and other appropriate per-
sonnel who are involved with the job or its effect.
48 How to Manage Maintenance
VII. Accounting:
A. Distributes expense information against designated accounts, cost
centers, programs, areas, user departments, etc., as directed by
management.
B. Reviews cost and budget information and variances.
PRIORITY SYSTEMS
Priority systems help establish the importance and, consequently, the order
in which maintenance jobs should be performed. It is evident that a well-run
maintenance function cannot operate effectively without a priority system to
which all affected parties have agreed. To maintain support and commitment,
the system must be developed with input from all sections of the facility. This
leads to more objective thinking in the assessment of priorities and type of
work values, and in the order in which work will be done. Even the simplest
priority system is better than none.
The most important aspect of a priority system is the frame of reference
it provides for scheduling work. Jobs that are most important or critical to
the operation of the facility or plant should be done first. Logically, jobs that
are necessary, but do not require immediate attention, should be scheduled
for a future date. Central to every priority system is some concept of safety,
and safety-related jobs must be assigned top priority. In most maintenance
priority systems an identifying number or symbol is used to designate a
period of time during which a work order request is to be completed.
49 How to Manage Maintenance
1. Emergency-now.
2. Urgent-within five days.
3. Routine-five to ten days.
4. Deferred-two to five weeks.
50 How to Manage Maintenance
REPORTING SYSTEMS
Effective management requires the use of current and historical information
to assist in making technical and business decisions in maintenance. Good
information helps avoid guesswork. Reporting systems are the channels
through which appropriate information flows to the people who need it to
make informed decisions. The nature of maintenance is such that reporting
systems figure heavily in daily activities.
Every level of management uses information in making decisions. Some
examples of decisions related to maintenance activities might be:
These sources provide a wide array of detailed information that form the
basis for routine or special reports, including:
SUMMARY
The maintenance organization has many functional responsibilities and uses
a number of integrated systems and procedures to manage those functions.
The basic work order, priority, and record keeping systems are fundamental
to maintenance management control. Whether these systems are computer-
ized or manual is simply a matter of degree of sophistication, although today
most maintenance departments do use computerized systems, which can rap-
idly process information.
Work orders are usually used for planning, communicating, directing,
recording, and tracking work activities, and may come from sources both
within and outside of the company. They give the maintenance staff such
information as where the work should be performed, what method to use to
get the job done, and what priority each job deserves. Work orders also pro-
vide information on scheduling and cost and are helpful in compiling man-
agement information reports, upon which corrective action might be taken.
Priority systems are used to establish the importance and, thus, the order
in which maintenance jobs are performed. Typical priority systems are the l,
2, 3, 4 System and the Alpha Numeric System. Central to both of these sys-
tems is the concept of safety; safety-related jobs are always assigned top pri-
ority, followed by jobs that are most critical to the operation of the facility.
Even the simplest priority system leads to more objective thinking about the
order in which work should be completed.
Record keeping, or reporting, systems are channels through which
appropriate information flows to the people who need it most. These systems
allow managers to rely upon historical data regarding staffing, equipment
operating costs, work order requests, and so forth, when making mainte-
nance decisions and preparing routine or special reports.
55 How to Manage Maintenance
5. The work order system is the chief source of all historic data. This 5. (d)
helps in decisions concerning:
(a) costs and budgets.
(b) design and replacement needs.
(c) schedules, estimating, and planning.
(d) all of the above.
56 How to Manage Maintenance
10. A basic element of priority systems is that jobs involving 10. (c)
must be scheduled for earliest possible completion.
(a) production
(b) personnel comfort
(c) safety
(d) large projects