Work order grading/scoring system

[hyperboneious]

Hi,

I was wondering if anyone here uses a metric or a grading system for work orders in terms of being completed on time. For example, a work order completed on time is graded 100%, one completed a day late 90% and so on. Our six sigma guy wants me to come up with such a system for our maintenance department and I was wondering if anyone out there has such a system in place and if so, how are the scores broken down.

Thank you,
-JC

 

[BillPSU]

Like in any other process, first understand your process and define the steps in your process and what you can control and what you cannot control. Lets talk about repair a hoist in production.

Step 1 Evaluate the problem
Simple problem: Air line or electric line broke to hoist.
Intermediate problem: Part was in air and someone welded part on hoist. Chain was annealled by electric current. Replace chain and whatever else was damaged.
Major problem: Hoist lifting furnace ladle malfunctions with full ladle of molten iron.

Step 2 Create a plan of action
People, parts, equipment and timing. Safety, longevity of fix, and cost are part of the plan.

Step 3 Execution
Order parts, get people, get equipment, get permits, and git'r dun.

Your measurement efforts may be focused on routine PM or relatively common maintenance functions. Extraordinary functions probably should not be measured as many things may be beyond the maintenance departments control.

 

[AndrewUK]

Only way I see to do it is to score a pass if done on time. if its not then you score a fail.
so you get 8 out of 10 jobs on time, but he last two are done 1 hour late (you deceide time frame) then you score 80%, if you want to increase scope increase allowance on time but this will only mask your issues.

 

[CompositeGeek]

Your Six Sigma guy needs to check his statistics books.
He is asking to assign a percentage to an attribute variable. Its like saying your 45% pregnant. Bunch -o-BS. Instead if he wants a variable then set up with number of days early or late or number of hours early/late, etc.

You could classify the attribute data by class or type. eg:

100 on time
60 late: 30 due to forgetfullness, 20 due to laziness; 10 because the six sigma guy asked us to do something stupid and it didn't work.

Get a stats book cause the guy who should be trained isn't.

Too bad

Composites and Airplanes - what was I thinking?

There are gremlins in the autoclave!

 

[MikeHalloran]

On time completion of tasks is the wrong metric to use for the maintenance operation. Uptime or life cycle cost of whatever they are maintaining might be better.

I like things done ... slow, right, once.



Mike Halloran
Pembroke Pines, FL, USA

 

[griffengm]

I think Compositegeek has the right idea - knowing the reason for not completing the WO on-time is more important than knowing how many were late. One leads to action the other is just a number.

Griffy

 

[nnjunger]

On time completion can be a powerful measurement when you start to look at the effectiveness of your PM program and how well you are adhering to the program. Even then, a generally accepted 10% rule exists (complete within +/- 10% of the due date, so a 30 day PM gets +/- 3 days). However, then you just measure what percentage where done on time. As for other work, I don't see why you would measure the number of work orders completed on time, nor what the data tells you. There are so many reasons that a task can shift forward or backward, both controllable and uncontrollable.

Just my two cents worth.

 

[jck26]

Your 6-sigma guys need to look at another measure. The only thing that really counts is keeping the process up and running. To measure completion time is good but it is a substitute for trying get the right measure of what really counts - uptime.

The work in our tool room and maint dept is driven by a combination of actual schedule (from a CMM system) and more importantly the real demand of the shopfloor.

Maybe the 6-sigma guys should look at the flexibility of your maint dept to respond to requests. This is very important, in that, just doing the job is not enough it must be done in a timely way - typically fast. Are you ready with the men, machines and material to respond to the requests made of the maint dept. This is must be considered.