Maintenance productivity studies map global process optimization potential

Achieving multi-level insight
At the client’s request T.A. Cook developed a simple, yet thorough and repeatable mechanism to determine maintenance productivity in a comparable fashion across small, large, remote and cluster sites. Winning the work was dependent on achieving the buy-in from many site managers who needed to feel that resulting productivity measure was an accurate reflection of the circumstances at their respective site.

Through a combination of observation, data analysis and interviews with key Maintenance and Operations personnel, T.A. Cook was able to gain vital insights into internal processes both on the floor and at supervisory level. With these insights the output included not only a measure of productivity, but also a focused set of tailored recommendations for each site.

Providing a clear baseline comparison

Lasting just one week, each Maintenance Productivity Study (MPS) evaluated the time spent during the day as either value-added or non-value added, identifying the root causes of lost time onsite. These were then grouped into themes and work areas, and concrete measurement and reporting systems were defined to address them.  Recommendations for performance improvements were then presented to the corporate management, providing them with a clear baseline comparison and mitigating actions across all sites.

Recommendations for improvement
Based on the outcome of interviews, analysis and input given during meetings, recommendations for the best ways of improving maintenance productivity were set out.  These included:

  • Providing crews with value-added contingency work for when jobs are completed early;
  • Clearly delineating break and lunch times and ensuring adherence to them;
  • Distributing job plans according to trade, and assigning a full day´s work to each;
  • Properly assessing planner skills and providing sufficient training to fill gaps;
  • Circulating weekly schedules to all operators to give visibility as to necessary work in their areas;
  • Understanding the reasons for schedule breakers and the causes of missing schedule compliance, both of which need to be captured, tracked and acted upon; and
  • Fully clarifying roles and responsibilities at each level to prevent overlap and to free up maintenance capacity.

Clarifying optimization potential
Through the systematic analysis and evaluation of client processes, the root causes of issues could be identified and addressed, equipping the client with the tools needed to implement lasting improvement. Following the success of the eleven studies that have been completed, discussions regarding the expansion of this pilot into a long-term implementation project are already underway.