What is the ideal ratio between scheduled and unscheduled maintenance work for optimal efficiency and cost-effectiveness?
The question of efficiency in work order management is not easily answered with a one-size-fits-all solution. The effectiveness of your work order process can vary depending on various factors such as the scope of your operations, the quality of your work order documentation, the setup of your data management system, and the leadership and oversight provided by management. Let's dive deeper into the role of management in optimizing work order efficiency.
One of the most crucial questions in management is determining production targets. Early in my career, a plant manager mandated this to me without considering all relevant factors. He relied solely on past data from the last 8 years, neglecting the current condition of equipment and the capabilities of my team. This led to unnecessary stress and heartache as I struggled to meet unrealistic goals. It became clear that success depends not just on past performance, but also on the skills and dedication of the current team. In the end, the answer to setting production targets depends on a thorough assessment of all variables at play.
Even plants with the highest uptime goals encounter systems that are designated as RTF. When focusing solely on an RTF system, the planned/unplanned ratio typically hovers around 2% planned and 98% unplanned. It is important to note that some maintenance work may be carried out preemptively before an issue escalates into a breakdown. RTF is not a binary concept, as all systems receive varying levels of planned maintenance depending on their criticality to the overall operation. Hence, it is reasonable to expect that the ideal planned/unplanned ratio will differ based on the prioritization set by management for individual systems, even in high-uptime plants. While consolidating all work order data into a broad percentage may seem convenient, it may oversimplify the insights and steer decision-making off course. One common challenge lies in accurately categorizing work orders based on work types. Over time, work types may evolve, leading to shifts in how maintenance tasks are classified. For example, the removal of investigative and condition-based work types from the CMMS resulted in the reclassification of such tasks as corrective maintenance (CM). The recent introduction of sub-work types provides a more granular view that is essential for distinguishing between planned and unplanned maintenance activities. However, comparing this new data to historical records may prove challenging due to the differences in data categorization, necessitating a fresh start in trend analysis. While consultants may suggest ideal ratios, these benchmarks may vary and may not necessarily align with your specific circumstances. It is crucial to focus on improving your own data accuracy and trend analysis, as the key to success lies in getting your maintenance data right.
It's been said before, finding solid ground can be as tricky as sand on a beach. Stay flexible and keep an eye out for current trends.
Check out these excellent insights. I had the privilege of working for a world-renowned company with a top-notch Planning and Scheduling Process that dates back to 1980. Our key metric was achieving 90% of planned work and only 10% unplanned tasks, with a mere 2% of labor hours allocated to emergency situations. Attaining 80% Planned and 90% Scheduled Work by week and day can give your business a significant edge over competitors. To kickstart this process, begin by defining what constitutes a planned job and evaluating how you track work backlog. Consider managing workload based on asset criticality and defect severity to optimize efficiency and performance. For a deeper dive into this topic, I've included a chapter from one of my books that highlights the maintenance practices at the plant I worked at in the 1980s. This chapter, penned by the esteemed Maintenance and Engineering Manager, John Day, provides insights into the real numbers behind our success. If you're interested in visiting the plant, they offer tours of the maintenance department for $1000 per person, with over 500 visitors annually. Download the attachment below for more information: Chapter1.1_MaintenanceFunction.doc (237 KB) - 1 version.
The ideal ratio could variably depend on the nature of the equipment and the work environment itself. However, I believe a 80:20 ratio between scheduled and unscheduled maintenance could be a reasonable starting point, assuming the equipment is relatively modern and well-maintained. With this model, most maintenance is planned reducing downtime thus increasing productivity, while still allowing some flexibility to address unforeseen issues. But remember, this is not a one-size-fits-all solution and needs to be continually reassessed for its efficacy.
✅ Work Order Management
✅ Asset Tracking
✅ Preventive Maintenance
✅ Inspection Report
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Answer: 1. What is the importance of finding the optimal ratio between scheduled and unscheduled maintenance work? - Finding the optimal ratio ensures that resources are allocated efficiently, minimizing downtime and reducing costs associated with maintenance activities.
Answer: - The ideal balance can be determined by analyzing historical data, conducting risk assessments, and considering factors such as equipment criticality and maintenance costs.
Answer: - Prioritizing scheduled maintenance helps prevent unexpected breakdowns, extends equipment lifespan, improves reliability, and reduces overall maintenance costs in the long run.
Answer: - Organizations can improve planning and scheduling by implementing preventive maintenance programs, utilizing maintenance management software, training staff on best practices, and fostering a culture of proactive maintenance.
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