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Work Order Prioritization
Work Order Prioritization
Daryl Mather
Too many organizations neglect the benefits of a clearly defined work order prioritization system. Even when they realize the importance the focus is invariably at a department or functional level. I have seen organizations where there are up to three or more prioritization systems. None of which are inter-related.
Along with work order classification, failure coding and integration with business processes, this is one of the key determinants of a maintenance systems future operation. The drawbacks of not clearly defining the priorities, or defining them at a departmental level are many, they may include:
Wasted maintenance man-hours on tasks of low relative importance
Critical tasks being lost in the maintenance backlog
Dissatisfied operations customers
Lack of faith in the effectiveness of the maintenance delivery functions
A disciplined method of prioritisation will eradicate tasks being done on a whim and allow work to proceed according to its true effect on the overall operations of the plant. It will also allow the maintenance delivery function to be executed in a far more effective manner. For example while works orders of higher priority will remain those that are scheduled, to achieve the capacity scheduling limits set by the organisation, there will develop a pool of lesser priority tasks that can be attended to in an unscheduled manner. Giving a base for project type works for various craft disciplines.
System Guidelines
The system will need to cater to the following requirements equally and give a universal method of coding all works orders.
Site wide plant equipment priorities, allowing for better site wide direction of resources
Operations requirements
Improvement projects
Accurate prioritization covers three distinct decision-making processes, although one may be preset the others will require a degree of judgement and lastly discretion in executing work orders practically.
Equipment Criticality
Effect of task or work to be done
Real world limitations on execution
Work order prioritization needs to be set by the originator of the work order.
This person is the most qualified to answer the questions of equipment criticality and effects of the task/fault noted.
Listings of major equipment and their criticalities will assist in decision-making, lower criticality items or areas will be easier to recognise.
The coding system listed below is an example of how to go about setting a “future proof” prioritisation system for work order coding. Although this can appear complex at first, once the required training, documentation and guidance are in place it becomes an integrated part of daily business processes.
The following criteria could be used to judge equipment criticality and effect of the works:
Although open to debate the timeframes for work for work orders of varying priorities can generally be grouped into 5 or less. This allows for both criticality and effect of work and is to be a cross reference for all work order assignment.
As this is only a tool to reach the timeframes represented by the coding, the effects or equipment criticality rating can be changed to represent changes in corporate policy, planning windows or equipment requirements.
Planner Priority
In executing this work there will always be difficulties. These are associated with:
Labour shortages
Plant availability
Material lead times
To balance these items against the priorities of the plant as represented by the originator priorities, the planner requires a system of coding work orders to determine how they will practically be completed. The degree of flexibility needs to be built into the coding system.
This adds a third dimension to the prioritisation process and allows for the consideration of real world limitations on workflows. Including rapid changes to overall operations priority.
Although there are many recommended approaches to prioritisation, I would recommend this system as one that is suited to organisations where the maintenance function may cover various plants or ranges of equipment. As well it can easily be adapted if the organisation decides to re-structure itself. (As happens frequently)
No matter which approach is used, without it the maintenance department cannot continually carry out its function with any degree of certainty. For any further information regarding prioritising systems, or for information relating to any other basic aspect of maintenance planning or scheduling please do not hesitate to contact me directly.
The technical database plays a critical role as an enabler to the planning and scheduling process. The results of a poor technical database are often hidden but can be substantial. To function well, all eight components of the technical database need to be accurate, accessible, and applied during the planning and scheduling process. Benefits of complete bills of material, well labeled equipment in the field, and easy access to original equipment manufacturer procedures will lead to high quality standard job plans that are produced quickly and reliably.
The technical database plays a critical role as an enabler to the planning and scheduling process. The results of a poor technical database are often hidden but can be substantial. To function well, all eight components of the technical database need to be accurate, accessible, and applied during the planning and scheduling process. Benefits of complete bills of material, well labeled equipment in the field, and easy access to original equipment manufacturer procedures will lead to high quality standard job plans that are produced quickly and reliably.
Priority, as defined in the Franklin Dictionary, means "coming before in time, order, or importance." When prioritizing maintenance work, one must consider its importance to the entire company in question. My experience shows that, in the real world of most maintenance departments, you can classify priorities in two groups: Emotional priorities and real priorities.
Priority, as defined in the Franklin Dictionary, means "coming before in time, order, or importance." When prioritizing maintenance work, one must consider its importance to the entire company in question. My experience shows that, in the real world of most maintenance departments, you can classify priorities in two groups: Emotional priorities and real priorities.
Many who work in mine and site maintenance will probably tell you that chaos not only reigns but has moved in and set up shop. This is not for a lack of planning in maintenance because in fact, it's quite to the contrary as many mining operations have entire departments dedicated to maintenance planning. The problem in many instances is that the effort that goes into creating those plans is not matched by the support required to make them effective.
Many who work in mine and site maintenance will probably tell you that chaos not only reigns but has moved in and set up shop. This is not for a lack of planning in maintenance because in fact, it's quite to the contrary as many mining operations have entire departments dedicated to maintenance planning. The problem in many instances is that the effort that goes into creating those plans is not matched by the support required to make them effective.
Equipment hierarchy is the foundation on which the technical database is built. Since the technical database is a key element in allowing efficient planning and scheduling, the equipment hierarchy is a building block of the entire work management system. Nearly every business unit from accounting to purchasing and from operations to maintenance will benefit from a well-organized and complete equipment hierarchy.
Equipment hierarchy is the foundation on which the technical database is built. Since the technical database is a key element in allowing efficient planning and scheduling, the equipment hierarchy is a building block of the entire work management system. Nearly every business unit from accounting to purchasing and from operations to maintenance will benefit from a well-organized and complete equipment hierarchy.
Planned maintenance is a maintenance concept developed over a span of time, and is made up of numerous functions, all designed to compliment each other. Planned maintenance, then, is a maintenance program designed to improve the effectiveness of maintenance through the use of systematic methods and plans. The primary objective of the maintenance effort is to keep equipment functioning in a safe and efficient manner. This allows production to meet production targets with minimum operating cost.
Planned maintenance is a maintenance concept developed over a span of time, and is made up of numerous functions, all designed to compliment each other. Planned maintenance, then, is a maintenance program designed to improve the effectiveness of maintenance through the use of systematic methods and plans. The primary objective of the maintenance effort is to keep equipment functioning in a safe and efficient manner. This allows production to meet production targets with minimum operating cost.
To actually realize potential increases in profits, maintenance must be taken a step further through planning and scheduling. In addition to identifying potential failures, we must also focus our resources to correct them before the failure occurs. With decreasing workforces and increasing responsibilities of those left at the facility, the efficiency of our resources easily becomes a second priority.
To actually realize potential increases in profits, maintenance must be taken a step further through planning and scheduling. In addition to identifying potential failures, we must also focus our resources to correct them before the failure occurs. With decreasing workforces and increasing responsibilities of those left at the facility, the efficiency of our resources easily becomes a second priority.
No other element of the technical database provides as much value to planning as an accurate bill of materials. Bills of material are a list of parts that are used on the equipment. When developing BOMs, focus on parts used for routine maintenance, repair, and operation of the equipment. Individual parts should contain a minimum amount of information including: a consistent and organized name, manufacturer and their item number, price, lead time, and quantity needed for the equipment.
No other element of the technical database provides as much value to planning as an accurate bill of materials. Bills of material are a list of parts that are used on the equipment. When developing BOMs, focus on parts used for routine maintenance, repair, and operation of the equipment. Individual parts should contain a minimum amount of information including: a consistent and organized name, manufacturer and their item number, price, lead time, and quantity needed for the equipment.
