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.
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