COLLEGE OF ENVIRONMENTAL DESIGN
COLLEGE OF ENVIRONMENTAL DESIGN
INTRODUCTION
THE MAINTENANCE TIME CHART
SIXTY PERCENT MAINTENANCE TIME
INCREASING THE PRODUCTIVE TIME
DEVELOPING MANPOWER MODEL
THE MAINTENANCE CONCEPT
INVENTORYING THE EQUIPMENT FOR PM
CALCULATING TOTAL PM TIME
COMPUTING TOTAL MAINTAINER TIME
EXAMPLE
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COLLEGE OF ENVIRONMENTAL DESIGN
INTRODUCTION 1/2
A critical task facing maintenance managers is the
allocation of worker time.
From maintenance experience, even in all well managed
company, only 30% of the average workers time is spent
doing hands on work.
INTRODUCTION 2/2
COLLEGE OF ENVIRONMENTAL DESIGN
The question is how to manage an organization effectively
without hiring more people. This can be achieved by the
following steps:
1. to analyze how the time is being allocated now.
2. to identify activities that can be made more productive.
3. managers must manage productivity in every aspect of
maintenance activity.
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COLLEGE OF ENVIRONMENTAL DESIGN
THE MAINTENANCE TIME CHART 1
The chart presents a breakdown of the total paid time of a
maintainer in a well maintained organization.
- Only 90% of the total time is available for work, because
the total includes pay for holidays, vacation, sick leave,
and personal time off.
- One third of the 90% of the person available time is
spend on non maintenance activity.
THE MAINTENANCE TIME CHART 2/2
COLLEGE OF ENVIRONMENTAL DESIGN
- About 1% of the maintainers total time is spent in
training.
- 4% is devoted to administrative matters such as filling
out time cards, completing insurance forms and getting
paid.
- The remaining time is spent as slack time or personal
relief time.
Slack time is spent by the worker waiting for an assignment
or waiting between jobs.
Personal relief time is spent by the worker drinking coffee,
smoking going to the restroom, snacking.
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TOTAL MAINTAINER TIME (100%)
AVAILABLE TIME (90%)
COLLEGE OF ENVIRONMENTAL DESIGN
HOLIDAYS, VACATION
(10%)
SICK LEAVE, PERSONAL
TIME
NONMAINTENANCE TIME (30%)
The chart shows how maintainers time is generally allocated and the
maintainer spends his time on many activties other than hands-out
PM and CM ranges form 30 percent in a well-managed facility
(indicated by the chart) to 10 percent in apoorly managed facility. ADMINISTRATIVE TIME TRAINING TIME
(60%)
MAINT. TIME
SLACK TIME PERSONAL RELIEF TIME
(30%) CORRECTIVE MAINT. (30%)
PREVENTIVE MAINT.
DRAW TRAVEL PREPARE & PUT AWAY DRAW TRAVEL PREPARE & PUT AWAY
MATERIALS MATERIALS
PERFORM HANDS ON MAINT. PERFORM HANDS ON MAINT.
(15%)
* CLEAN * DRAIN * REPAIR IN PLACE (15%)
* INSPECT * RENEW * REMOVE AND REPLACE WITH ALIKE ITEM
* ADJUST * CALIBRATE * MODIFY EQUIPMENT
* ALIGN * TEST * TROUBLE SHOOT
* LUBRICATE * RECORD REMOVE, REPAIR & REPLACE 7
CLEAN UP
SIXTY PERCENT MAINTENANCE TIME 1/4
COLLEGE OF ENVIRONMENTAL DESIGN
After subtracting 10% for company benefit time and 30%
for non-maint3nance time, 60% of the worker's time
remains.
This 60% is split evenly between preventive maintenance
(PM) and corrective maintenance (CM).
Experience has shown that this 50-50 split has proven to be
the most cost effective use of the maintainers time.
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SIXTY PERCENT MAINTENANCE TIME 2/4
COLLEGE OF ENVIRONMENTAL DESIGN
1) Preventive Maintenance, Consists of:
a. Service routines (cleaning and inspecting)
b. Making small mechanical correction
(adjusting and aligning).
c. Ensuring liquids are adequate (lubricating,
draining and renewing)
d. Fine tuning (calibrating and testing)
e. Record keeping
SIXTY PERCENT MAINTENANCE TIME 1/4
COLLEGE OF ENVIRONMENTAL DESIGN
It was found that half of the time of PM, that is 15% is spent
on drawing materials, traveling to and from the equipment and
putting away.
Parallel time allocation can be seen with corrective
maintenance, drawing materials, traveling, preparing and
putting times compose about half of the CM hours, that is 15%.
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SIXTY PERCENT MAINTENANCE TIME 1/4
COLLEGE OF ENVIRONMENTAL DESIGN
The other 15% is spent in actual hands-on maintenance.
Equipment can be repaired in place, removed and replaced
with a spare, modified or removed and replaced with a different
type.
Troubleshooting takes a portion of the CM time in order to
isolate problems, Cleanup is also a part.
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INCREASING THE PRODUCTIVE TIME 1/4
COLLEGE OF ENVIRONMENTAL DESIGN
The manager job is to reduce nonproductive times and increase
productive time.
Maintenance experience indicates that there are limits on how
much non productive time can be salvaged.
The 10% for holidays, vacation can boot be touched.
Administrative and training time can not be reduced.
Personal relief time is essential for moral and for work
efficiency.
Personal relief time is essential for moral and for work
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INCREASING THE PRODUCTIVE TIME 2/4
- The one area that can be reduced is the slack time.
COLLEGE OF ENVIRONMENTAL DESIGN
Slack time appears in many forms:
1. Long lunch period
2. Early departure at the end of the day
3. Late arrival for work
To reduce these activities, managers must rely on the first line
supervisor or foreman to see that policies enforced.
Slack time is not only the fault of the employees, managers also
share the blame for lost time.
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INCREASING THE PRODUCTIVE TIME 3/4
Much of the wasted time is spent waiting for an assignment
COLLEGE OF ENVIRONMENTAL DESIGN
form the supervisor.
Often supervisor allow slack time because they only respond to
trouble calls for CM.
Maintenance experience that this total reliance on CM is
probably the biggest factor in lost productivity.
Another way for reducing slack time and improving
productivity is by projecting the total labor requirements and
then balancing the maintenance labor resources with the
maintenance labor hour requirements.
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INCREASING THE PRODUCTIVE TIME 4/4
There will be peaks and valleys in the labor hours
requirements; whereas, maintenance labor resources
COLLEGE OF ENVIRONMENTAL DESIGN
(manpower) available are comparatively constant. Because
organizations are staffed for the peaks, the valleys represent an
inefficient use of manpower (slack time).
Two other areas that could be investigated to boost
productivity are the drawing of materials and travel.
1. Drawing of materials is often an attempt by the
maintainer either to guess what tools are needed or to
take everything he might need.
2. Travel time can be cut if work is assigned by location
rather than be machine type.
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COLLEGE OF ENVIRONMENTAL DESIGN
Once the maintenance manager understand how a maintainer
spends his time and how a manager can boost productivity, a
maintenance manpower model can be developed.
The model will provide a systematic method to determine how
many people are needed and what skills are required.
Most often, maintenance managers try to estimate their
manpower requirement by feeling rather than step by step
analysis.
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COLLEGE OF ENVIRONMENTAL DESIGN
Whenever a manager plans for a plant expansion or for a new
facilities, he tried to determine precisely how many people of
each skill he will need to maintain all the equipment in the
plant.
The usual method is to compare the new plant with a similar
one and to make adjustments for peculiarities of the planned
organization.
This method may work but it contains the faulty assumption
that the similar plant is properly manned . 17
COLLEGE OF ENVIRONMENTAL DESIGN
A better approach is to build a manpower model, using the
factors known about the time spent by the maintainer. This
approach which is more realistic, takes each case as a unique
situation.
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COLLEGE OF ENVIRONMENTAL DESIGN
Because the manning level is truly effective only when
management policy is carried out the first step must be to
establish a policy on how to maintain the equipment. Such a
policy is called a maintenance concept.
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The maintenance concept must address the following
COLLEGE OF ENVIRONMENTAL DESIGN
questions:
How many levels of maintenance will be required?
Where will each level be located
How will fault isolation and testing be conducted?
How, where and by whom will the equipment be
overhauled?
What depth of PM to be accomplished
What support and test equipment (including tools) will be
needed?
How will spare parts be obtained?
How will technical manuals and engineering drawings be
kept up to date?
How are priorities set and funds allocated? 20
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After a maintenance concept is established all equipment
COLLEGE OF ENVIRONMENTAL DESIGN
should be inventoried according to equipment type such as:
- electrical
- mechanical
- electronic
By using:
- technical manuals supplied with equipment
- studying reliability and maintainability characteristics
of each equipment type, or
- hiring engineering consultants with maintenance
management expertise.
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COLLEGE OF ENVIRONMENTAL DESIGN
A determination can be made of the PM requirements for each
piece of equipment.
Preventive maintenance can be scheduled so that the work load
is evened throughout the year.
The PM can be tied to the operating hours of the equipment or
to the production cycle.
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COLLEGE OF ENVIRONMENTAL DESIGN
Every PM action for each skill must be assigned a hands-on
time, which is the amount of time the maintainer spends in
front of the equipment when he performs preventive
maintenance.
These individual hands-on time is summed up to obtain the
total hands-on time for PM for each skill.
The allocation of time to activities other than hands-on work
will vary among plants and will depend upon plant size.
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COLLEGE OF ENVIRONMENTAL DESIGN
A good rule of thumb is that these activities consume about an
equal amount of times as hands-on work. Therefore, to
estimate total PM time for each skill PM maintenance hands-
on time is simply double and then because a plants
maintenance is nost cost effective when CM time equals PM
time, the total time is doubled to estimate total maintenance
time for each skill..
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COLLEGE OF ENVIRONMENTAL DESIGN
If maintenance time accounts for about 60% of the maintainer
time, total labor hours for a skill can be determined by dividing
the determined maintenance time by 0.6.
This computation gives the total manpower requirement in
hours for a particular skill. The number of full time
maintainers required per skill can be determined by dividing
the number of labor hours computed for the skill by 2080
(fifty-two 40 hr-weeks).
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COLLEGE OF ENVIRONMENTAL DESIGN
In a large industrial operation, electrician will be needed to
maintain motors, power distribution panels, and transformers.
It was found that hands-on PM time for electrician totals 1543 hr.
it was also calculated that mechanical PM hands-on times comes to
1991 hr.
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COLLEGE OF ENVIRONMENTAL DESIGN
PM time equals hands-on time for PM plus an allowance for
preparing putting away, drawing materials and traveling.
Therefore:
Electrician PM time = 1543 x 2 = 3086 hr.
Mechanical PM time = 1991 x 2 = 3982 hr.
Maintenance time equals PM plus CM time, therefore:
Electrician maintenance time = 3086 x 2 = 6172 hr.
Mechanical maintenance time = 3982 x 2 = 7964 hr.
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Total maintainer time equals maintenance time divided by a
COLLEGE OF ENVIRONMENTAL DESIGN
fraction for non-maintenance time and for time not available to
management
Total Elec. Maintainer time = 6172 / 0.6 = 10,287 hr.
Total Mech. Maintainer time = 7964 / 0.6 = 13,274 hr.
The number of maintainers equals total maintainer time divided
by hours in a work year, therefore:
Number of Elec. = 10,287 / hr 2080 hr = 5
Number of Mech. = 13,274 hr / 2080 hr. = 7
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COLLEGE OF ENVIRONMENTAL DESIGN
In this example 12 maintainers will be needed to perform all of the
required PM and CM for the plant.
The approach also can serve as a test of the efficiency of an existing
plant.
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COLLEGE OF ENVIRONMENTAL DESIGN
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