Estimating - Factoring Productivity

In the Maintenance and Turnaround environment we have sanctioned a dysfunctional relationship with productivity by imposing a static view that often fails to respond a strategic initiative. The premise of productivity factors is rather simple in definition as Output divided by Input of resource effort impacts the earned value delivery of a service, product or result. However the influence of organizational factors including waiting conditions, complexity of work, resource limitations, logistics, weather, accessibility to tools & equipment, scope creep, rework are all factors impeding delivery of marked achievement. Also it is important to realize productivity rates are relative, in that they mean nothing if they are not compared to something else.
This substantiates active participation in developing a strategic methodology and framework to support the Planning, Scheduling initiative generating consistent value. By sanctioning realistic expectations, comparing apples to apples and avoiding traps like industry standard and scientific hype productivity can be tailored to meet what is important to all key stakeholders within the organization.
First, we must be truly, motivated, to enable change, then allow it to evolve to maturity.

Stakeholder Alignment - Square Pegs Round Holes

Through the years being involved in quite a few Turnarounds the most damaging point of contention, like the proverbial elephant in the room, is the alignment of key stakeholder vision. With less than clear targets that define Turnaround success, the causes of failure or success, and ultimately the role of key stakeholders to report and manage these ambiguous factors we are seemingly determined to achieve results that are really... uncertain at best.

From a quantitative perspective we focus on Time, Budget, Scope and Quality as the nucleus of defining success. However we regularly overlook the organizational culture and structure, however temporary in nature, that enables the functional achievements to be realized. By accepting the inherent value of stakeholder alignment and realizing each group requires leadership and management to deliver beneficial results enables the functioning team to focus on the human factors of achieving success. It is then a fundamental objective clearly define success and/or failure. Illustrate the relationships between Turnaround success and stakeholder management and to establish stakeholder management practices that are aligned with the Turnaround Vision
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Planner Role - Time and Scope Managment

Time and priority management is essential to maintaining the maintenance backlog and ultimately increasing confidence that "Approved" Work Orders are prioritized and queued for execution. In order to begin to achieve a level of competency it is important to first understand the current condition and compare to the plan. To clarify, the plan was to develop a backlog where all Work Orders were prioritized, planned and estimated with target dates.

Below are a few steps to discuss with stakeholders in order to have a clear discussion about the role "Planner". Because lack of stakeholder support is a leading cause for the breakdown of Maintenance success, stakeholder alignment is the lynch pin for establishing a cohesive environment.

Scope Management

   1. Typical list of tasks you are responsible for and currently perform as a Planner

1. Scope jobs in field
2. Create job plans on CMMS
3. Scope jobs in field
4. Identify & Order Material
5. Create reusable job plans & maintain data base
6. Create WO’s and schedule 3^{rd party contractors}
7. Produce detailed cost estimates as required
8. Manage Backlog and Target CMMS
9. Produce high-level weekly contractor schedule outline
10. Run adhoc Reports to determine Backlog health

  2. Typical list of tasks you currently perform as a Planner that you are not responsible for

1. Sort and manage work orders directly from Operations
2. Create Work Orders for client
3. Provide emergency coverage for Priority Urgent and Emergency Work orders
4. Manage & delegate FCR’s
5. Scope/manage priority Urgent and Emergency Work Orders
6. Manage poor Work Order reporting practices ( Poor WO prioritization, verbal WO, unnecessary break in WO)
7. Assisting with management of daily work activities
8. Identify the 4 or 5 major time consumers that consumes your day
9. Managing Priority Urgent and Emergency Work Orders
10. Managing daily work activities due to lack of understanding of Planner roles and responsibilities
11. Managing & delegating FCR’s
12. Managing & delegating Break in work   

Time Management

1. Identify the 4 or 5 major time consumers that negatively impact productivity and work towards developing a balance between being at the desk, meeting with stakeholders and being on site.
2. Set a routine based on Work Order Priority, Target Start Date and magnitude of scope.