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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.
World-class organizations would not—could not—succeed without implementing an efficient and effective planning and scheduling process. It’s one of those cornerstone processes that can transform your organization into “Best-in-Class.” Here are some of the pitfalls regarding the deployment of Planners/Schedulers (Planners) that can keep you from getting where you want to be.
World-class organizations would not—could not—succeed without implementing an efficient and effective planning and scheduling process. It’s one of those cornerstone processes that can transform your organization into “Best-in-Class.” Here are some of the pitfalls regarding the deployment of Planners/Schedulers (Planners) that can keep you from getting where you want to be.
It’s common knowledge that increasing the share of planned maintenance over the time spent on breakdowns should be a top priority for forward-thinking maintenance organizations. The financial benefits of that strategy, however, may not be readily apparent.
It’s common knowledge that increasing the share of planned maintenance over the time spent on breakdowns should be a top priority for forward-thinking maintenance organizations. The financial benefits of that strategy, however, may not be readily apparent.
The consistent use of accurate engineering standards represents a huge opportunity to simplify the planning process. Engineering standards cover a wide range of topics from design to operation and maintenance activities. Many already exist and are commonly used across industries. Plant-specific standards take an initial time investment to create, but once written can be reliably used to speed up the planning effort, provide clear instructions to work crews, and help standardize critical and frequent activities.
The consistent use of accurate engineering standards represents a huge opportunity to simplify the planning process. Engineering standards cover a wide range of topics from design to operation and maintenance activities. Many already exist and are commonly used across industries. Plant-specific standards take an initial time investment to create, but once written can be reliably used to speed up the planning effort, provide clear instructions to work crews, and help standardize critical and frequent activities.
"Listen: I’m a mechanic, not a clerk. Do you want me to do the work OR fill out these work orders? If I wasted all that time filling in those silly blanks on your paperwork I’d never get caught up! Besides, I don’t know why we need ‘em anyway. Let’s just do the work like we’ve always done.” Sound familiar? Maintenance work orders are often seen as an extra burden to the maintainers as well as those who are requesting the work to start with. “Paperwork. Needless paperwork. That’s all it really is anyway. I just want to call the mechanic and get this work done fast!” But without work order history, the maintenance organization is at risk and equipment problems will likely worsen.
"Listen: I’m a mechanic, not a clerk. Do you want me to do the work OR fill out these work orders? If I wasted all that time filling in those silly blanks on your paperwork I’d never get caught up! Besides, I don’t know why we need ‘em anyway. Let’s just do the work like we’ve always done.” Sound familiar? Maintenance work orders are often seen as an extra burden to the maintainers as well as those who are requesting the work to start with. “Paperwork. Needless paperwork. That’s all it really is anyway. I just want to call the mechanic and get this work done fast!” But without work order history, the maintenance organization is at risk and equipment problems will likely worsen.
Effective shutdown management is critical to the operation of mills, for without well-planned and executed shutdowns, equipment reliability suffers, and the mill pays the price in poor quality and lost production. Becoming proficient at managing shutdowns is a way to reduce overall downtime costs so that shutdowns themselves do not consume the savings they are capable of generating.
Effective shutdown management is critical to the operation of mills, for without well-planned and executed shutdowns, equipment reliability suffers, and the mill pays the price in poor quality and lost production. Becoming proficient at managing shutdowns is a way to reduce overall downtime costs so that shutdowns themselves do not consume the savings they are capable of generating.
Planners struggle too much over developing an accurate estimate for each job. Many managers expect planners to develop perfect time estimates. They may even grade technicians and planners on actual field performance vs. the estimates. As a result, planners agonize over the estimates to the point where they don’t get all the jobs planned; even the ones planned still aren’t “accurate.”
Planners struggle too much over developing an accurate estimate for each job. Many managers expect planners to develop perfect time estimates. They may even grade technicians and planners on actual field performance vs. the estimates. As a result, planners agonize over the estimates to the point where they don’t get all the jobs planned; even the ones planned still aren’t “accurate.”
Planning and scheduling functions are the key deliverables of the planning role. This is where the most gains in execution have the potential to be made and acted upon. In some larger organisations these are split, allowing more adequate resources for each role. The difference between planning and scheduling needs to be clear within each company. These are differing areas worthy of differing measurement and improvement initiatives.
Planning and scheduling functions are the key deliverables of the planning role. This is where the most gains in execution have the potential to be made and acted upon. In some larger organisations these are split, allowing more adequate resources for each role. The difference between planning and scheduling needs to be clear within each company. These are differing areas worthy of differing measurement and improvement initiatives.
