Calculating Wrench Time

Statistical Activity Surveys

Summary
This article discusses the value of wrench time as a key performance indicator for
maintenance. An organized method for accurate and consistent calculation of wrench
time within a maintenance crew is presented. The article includes data from a real
study undertaken in a U.S. paper mill.

SKF Reliability Systems MBO4021

@ptitude Exchange John Yolton
5271 Viewridge Court
San Diego, CA 92123 7 Pages
United States Published February, 2008
tel +1 858 496 3400 Revised
fax +1 858 496 3511
email info@aptitudexchange.com
Internet http://www.aptitudexchange.com

Calculating Wrench Time

Table of contents

1. Definition ............................................................................... 3
2. Understanding Wrench Time .................................................. 3
3. Calculating Wrench Time ........................................................ 5
3.1. Define Activity Categories ..................................................................... 5
3.2. Measure Activity .................................................................................. 6
3.3. Analyze results.................................................................................... 6
3.4. Monitor the Effect of Actions ................................................................. 7
4. Conclusions ............................................................................ 7

Calculating Wrench Time 2010 SKF Group 2 (7)

1. Definition
The @ptitudeXchange glossary defines
wrench time as:
A primary measure of workforce efficiency
(craft utilization), and of the effectiveness of
planning and scheduling functions. It
represents time spent actually "performing"
maintenance. Surveys consistently show
that wrench time (craft utilization) within a
reactive, fire fighting maintenance
environment is within the range of 30 to 40
percent. Proper planning in the maintenance
organization can greatly improve the
efficiency of the maintenance execution,
generally specified as the wrench time.
Some recent benchmark surveys suggest
that world class organizations achieve
wrench time of >52%.
For a maintenance unit operating in fire
fighting mode it can thus be argued that
improvements in the planning area could
have as great an effect as a 60% increase in
the craft workforce.
Even in organizations that have a well-
defined maintenance strategy, with all tasks
having a sound technical and commercial
justification, maintenance effectiveness can
be seriously impaired through shortcomings
of the work planning processes.
Calculating Wrench Time
However, as with all benchmarking practices
it is important to ensure that metrics are
compared on a like for like basis. This article
sets out to describe a proven approach to
the calculation of wrench time for a
maintenance organization.
2. Understanding Wrench
Time
When a maintenance department slips into
fire-fighting mode then documentation and
record keeping are frequently the first
activities to suffer. Consequently the
manager who is faced with the task of lifting
that department back out of the fire-fighting
mode often has little objective data to
provide a starting point for any improvement
initiatives. Typically he will have no history
of any past improvement efforts, other than
perhaps anecdotal evidence supplied from
various recorders of history, each perhaps
having their own slant on the effort and
results.
A maintenance department operating in
firefighting mode can create an illusion of
being under-resourced and over committed.
If the workday of such a maintenance crew
was plotted at fifteen minutes intervals
throughout the official workday then one
might imagine the plot to appear as in figure
1 below.
2010 SKF Group 3 (7)
 Activity - Workday

120

Wrench Time - 90.9%

100

80
Percent Working

C L C
o u o
f n f
60
f c f
e h e
e e
B
40 B r B
r e r
e a e
a k a
k k
20

0
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1:00
1:15
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3:30
Time of Day
F
igure 1. The ideal workday.

The graph shown above represents the ideal Crews are dispatched to jobs
mechanic's workday. However, if examined Crews clock on and off
in a more detailed manner a different picture Crews take their breaks.
starts to emerge.
Simply factoring in the travel between
Consider the situation on a site with a workshop and jobsite may radically affect
central workshop facility from which: the picture presented (Figure 2 below).

Calculating Wrench Time 2010 SKF Group 4 (7)

 Activity - Wrench Time

120

Wrench Time Averag? - 77.3%

100

80
Percent

60 C C
o L o
f u f
f n f
e c e
40 e h e

B B B
r r r
e e e
20
a a a
k k k

0
10:00
10:15
10:30
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1:00
1:15
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2:45
3:00
3:15
3:30
Time of Day

Figure 2 A more realistic view of the workday.

Even this does not represent an accurate The methodology has its roots in the time
analysis of how crews spend their time. The and motion studies that were popular in the
picture painted in Figure 2 above assumes, nineteen thirties, forties and fifties as
for example, that there is a fairly rapid industry moved into the mass production
"ramp up / ramp down" period associated era.
with each break in work. Obviously this
represents a confrontational issue, e.g., The Statistical Activity Survey is a tool that
contractual start and stop times and breaks. helps the maintenance manager to identify
The more obvious conclusion drawn from actions that can be taken to improve
this graph is that there is likely less than productivity, and to monitor the
70% wrench time availability for the typical effectiveness of those actions.
average mechanic on a typical average
workday.
3.1. Define Activity Categories
3. Calculating Wrench Time Categories must be devised under which the
various activities undertaken during the
A Statistical Activity Survey (SAS) can
working day will be classified. The data
provide an objective point from which to
compiled during the analysis will ultimately
base an improvement initiative.
be used for comparison, either in a "before
and after" study, or to otherwise compare
one situation with another. It is therefore

Calculating Wrench Time 2010 SKF Group 5 (7)

important that the categories are defined
clearly, and that provision is made for
inclusion of all activities in an unambiguous
manner.
3.1.1. Wrench Time
This is true on-the job time and will be
foremost amongst the activity categories.
Nevertheless it still requires clear definition
as to specifically which activities will be
included in this category. The list of activities
categorized here might well include:
Physically using tools
Examining documentation related to the
job
Analyzing PLC and DCS data output
Placing cables / slings for rigging
3.1.2. Travel Time
Any time involved in traveling to and from,
or between worksites should be recorded.
3.1.3. Materials Delays
This category should include any activities
surrounding the acquisition of materials and
tools that may be necessary to complete the
job assignment.
3.1.4. Waiting Time
These kinds of delays may occur for a
variety of reasons. A common time loss that
would be included here would be time spent
waiting for plant to be shutdown and
secured in preparation for work. Delays
incurred in obtaining appropriate permits to
work etc. might also be included here.
3.1.5. "Other Time"
There will typically be sundry other calls on
the craftsman's time that take him away
from his primary area of activity. These
might include safety meetings, wash-up
periods, break times, etc.
Calculating Wrench Time
3.2. Measure Activity
The activities of the maintenance forces are
then periodically observed on the job during
normal working hours. These snap-shot
observations are categorized (in the manner
defined above) and recorded.
In order to gain an accurate picture of the
situation it is usually recommended that at
least 3000 observations are taken into
account during the study.
3.3. Analyze results
The results of the study are then analyzed.
The graphical method already used above is
a good way to summarize and present the
data from a study. For example, the data
presented below is taken from a real study,
undertaken in a U.S. paper mill.
Actual wrench time (shown below in blue)
observed using the techniques of statistical
activity surveying was found to be 24.7%.
Travel and waiting time was found to
account for 19% of the average mechanic's
workday, while 9.6% of his time was spent
searching for, gathering and delivering
materials to the job on hand.
The remainder, classified as "other",
included time spent in meetings, personal
needs and contractual time. This amounted
to 35.8% of the typical mechanics workday.
Act on the Results
The improvement strategy at this mill, based
upon the data provided from this survey,
was to improve the effort of planning and
scheduling of work, thereby reducing wasted
effort by the mechanics in searching for
tools, replacement parts, drawings,
information or by waiting for equipment to
be shutdown and secured. Not surprisingly it
was documented during the survey that the
2010 SKF Group 6 (7)
level of wrench time during scheduled effort for those shutdowns. An obvious
machine downs increased dramatically. This strategy is to carry that focused planning
phenomenon is a result of focused planning effort over to

Activity Survey

100%

90%

80%

70%

60%
Percent of Time

50% C L C
o u o
40% f n f
f c f
e h e
30%
B B B
20% r r r
e e e
a a a
10% k k k

0%
10:00
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1:00
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1:30
1:45
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2:15
2:30
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3:15
3:30
3:45
Time of Day

Wrench Travel/Wait Discuss Materials Other

Figure 3 Case Study; U.S. Paper Mill.

everyday activities were planning makes Analyze the results of the sampling
sense. (recommend over 3000 observations).
Additional research around the afternoon Take appropriate action.
coffee break was initiated and after polling
the maintenance crews it was decided to 4. Conclusions
pursue discussions with the unions on how
In summary, an organized approach to
to eliminate the break altogether.
calculation of wrench time can provide useful
3.4. Monitor the Effect of Actions information regarding improvement
opportunities in the maintenance area.
Subsequent surveys, taken after actions to
improve, will readily indicate progress
Statistical activity surveys can be a powerful
towards the strategic goals. The technique is
tool for maintenance managers. The data
simple:
derived from the survey will indicate and
substantiate where current improvement
Observe activities of maintenance forces
opportunities reside. Such studies are useful
on the job during normal work hours.
in assisting with and validating development
Record those snap shot observations.
of specific plans for improvement.

Calculating Wrench Time 2010 SKF Group 7 (7)