My personal free time has radically increased over the past six months. Our three sons, all played ice hockey until very recently, which meant year-round weekend travel up and down the East Coast, sometimes even driving to Detroit. It felt like a road trip that never ended, and sometimes it was just plain impossible to stitch the schedule together around three junior teams. Even though I champion the idea of my children doing what they love, I will admit that more than once I sat rink-side on my frozen behind wondering if I was nuts. Driving around half a country—for children’s ice hockey? I often thought (and sometimes wished) that they would probably lose interest and be on to the next thing with a split-second’s notice, any day.
Suddenly those secret wishes came true. All three kids decided to replace the hockey with long distance running. I think they, too, felt that it was too much travel, and they missed being home, hanging with other friends, on some weekends. The running pursuit only requires one real trip per year, to the Nationals, if they qualify, and the rest of the time there’s plenty of good races, much closer than Detroit, Chicago, New York, and Washington DC. And now that the 16-year-old has his driver’s license, the logistics have enormously changed for the better. So the time I once used for coaching and planning travel for games and tournaments, is now all mine – a true luxury.
During the hockey years, I spent about 15-20 hours in cars, locker rooms and hockey rinks—per week—trying to squeeze work in whenever I could find a few minutes. Often times I drew the parallel between supervisors and planners in our factories with the thankless job of being a parent, shivering to the echo of pucks hitting the ice. One question I get a lot from executives in the maintenance industry is: “How many planners and supervisors do we need?” Unfortunately, there are many consultants who go with a standardized answer: “One planner per every 16 worker, or one supervisor per every 20.” It’s not that simple. Many more factors play in to the numbers, just as they do in the hockey-parent logistics.
The easiest way to determine how many supervisors or planners one needs is to take a look at the workload. This differs from factory to factory and plant to plant, but it’s rooted in the organization, work processes and the expertise of the repair staff.
How do Planners and Supervisors fit into the organization?
Some plants have planners, schedulers and supervisors, while others have stop planners and daily planners separated. A few keep electricity and instruments from mechanical planners, while some plants are more bare bones. It makes a big difference if the planner can 100% dedicate his or her time to planning, instead of having to take care of purchasing orders, train workers in the CMMS, attend improvement meetings, and so on. It’s the same thing with the supervisor role. Can he or she focus on their team or he/she expected to run a few improvement projects and renovations? The more we tack on to these roles, the less time will be left for leading their workers.
Good work processes and background data are pieces to the puzzle
Quick access to spare parts, specialty tools, technical data, security standards and permits can make a big difference. If a plant is well organized, the planner can plan a number of jobs, but if the materials needed for actual planning cannot be found, the workload per work order increases, resulting in fewer jobs planned.
Knowledgeable and independent personnel
Just as a parent’s time demands are more significant for a 15-year-old hockey player than a 16-year-old long distance runner with a car, a supervisor’s time is better spent with inexperienced versus knowledgeable personnel. If every employee knows his or her job well enough to work independently, fewer supervisors are needed.
The workload can be changed, depending on the plant’s work process, organization, and expertise of the repair crew. Here’s a graph:
Figure 1. The number of planners and foremen needed primarily depends on the level of expertise among the repair personnel, and how well the data and spare parts are organized.
I think supervisors, planners, and repair personnel mainly build reliability. Therefore, it’s important to consider the workload of your supervisors and planners. How much interaction do their workers need? Are jobs being planned? Is data accessible? How many different responsibilities are placed on the planner or foremen, outside of their regular duties?
When it comes to the workload for hockey parents, I think we need extra sets of parents, more hours in the day, and an organizational method resembling NASA’s command center in Houston in order to survive more than a few seasons.
I invite you to send me your comments and questions to [email protected] and for more information about best practices in reliability and maintenance please click here for more articles.
Torbjörn Idhammar
Torbjörn Idhammar is the president and CEO of IDCON INC., a Reliability and Maintenance Management Consulting Firm. Tor’s responsibilities include training IDCON consultants, product development, sales, and marketing. He gives advice to IDCON’s multi-site and international clients to ensure outcomes and deliverables are met.
When you ask front line supervisors or team leaders if all people in their teams are performing to the same standards or if some are doing more work and achieving more results than others, you will often get the same answer. All over the world, the most common answer, after some analysis, verifies that about 30% of the people do 70% of the work.
When you ask front line supervisors or team leaders if all people in their teams are performing to the same standards or if some are doing more work and achieving more results than others, you will often get the same answer. All over the world, the most common answer, after some analysis, verifies that about 30% of the people do 70% of the work.
Unfettered expression and spiritual satisfaction? How does this relate to managing a maintenance department, especially one in the U.S. Postal Service? Open your mind. Take a page from the Zen Buddhist monks who preach: When you are quiet and listen, you become aware of sounds not normally heard. USPS maintenance leaders are listening and beginning to understand that maintenance success doesn't come through closed minds and closed doors.
Unfettered expression and spiritual satisfaction? How does this relate to managing a maintenance department, especially one in the U.S. Postal Service? Open your mind. Take a page from the Zen Buddhist monks who preach: When you are quiet and listen, you become aware of sounds not normally heard. USPS maintenance leaders are listening and beginning to understand that maintenance success doesn't come through closed minds and closed doors.
It is not uncommon that many reliability and maintenance improvement initiatives fail to deliver expected results. Why is it so? Some of the most common causes I have observed include:
It is not uncommon that many reliability and maintenance improvement initiatives fail to deliver expected results. Why is it so? Some of the most common causes I have observed include:
Why do improvement efforts fail or perhaps not sustain the gains? There are many reasons, but those most often stated are “lack of commitment” and not “following the process”. But why is there lack of commitment, and why aren’t processes followed? Here are a few of the reasons that I’ve seen:
Why do improvement efforts fail or perhaps not sustain the gains? There are many reasons, but those most often stated are “lack of commitment” and not “following the process”. But why is there lack of commitment, and why aren’t processes followed? Here are a few of the reasons that I’ve seen:
When a piece of production machinery broke down at the Whirlpool plant in Findlay, Ohio, several years back, it was accepted practice for the machine operator to call maintenance and then sit back and wait for the problem to be fixed. Critical information and knowledge was not shared between the operator and maintenance technician. Like many companies, these workers were stuck in traditional roles - operators run the machines, maintenance fixes the machines, and the two do not cross. As a result, productivity opportunities were missed.
When a piece of production machinery broke down at the Whirlpool plant in Findlay, Ohio, several years back, it was accepted practice for the machine operator to call maintenance and then sit back and wait for the problem to be fixed. Critical information and knowledge was not shared between the operator and maintenance technician. Like many companies, these workers were stuck in traditional roles - operators run the machines, maintenance fixes the machines, and the two do not cross. As a result, productivity opportunities were missed.
Many managers are unaware that best-in-class companies routinely design-out maintenance at the inception of a project. That, clearly, is the first key to highest equipment reliability and plant profitability. Whenever maintenance events occur as time goes on, the real industry leaders see every one of these events as an opportunity to upgrade. Indeed, upgrading is the second key, and upgrading is the job of highly trained, well-organized, knowledgeable reliability professionals.
Many managers are unaware that best-in-class companies routinely design-out maintenance at the inception of a project. That, clearly, is the first key to highest equipment reliability and plant profitability. Whenever maintenance events occur as time goes on, the real industry leaders see every one of these events as an opportunity to upgrade. Indeed, upgrading is the second key, and upgrading is the job of highly trained, well-organized, knowledgeable reliability professionals.
The true translation — might it be proper to say a new and improved translation? — is being used today by Cervecería Cuauhtemoc Moctezuma, one of the largest brewers of beer in Latin America. Known throughout this company as Mantenimiento Alto Desempeño (MAD), or translated as High-Performance Maintenance, the concept of TPM is alive and well at the company's six plants in Mexico. Perhaps the best example is at CCM's brewery in Tecate, located a short drive from the U.S.-Mexico border on the Baja California peninsula.
The true translation — might it be proper to say a new and improved translation? — is being used today by Cervecería Cuauhtemoc Moctezuma, one of the largest brewers of beer in Latin America. Known throughout this company as Mantenimiento Alto Desempeño (MAD), or translated as High-Performance Maintenance, the concept of TPM is alive and well at the company's six plants in Mexico. Perhaps the best example is at CCM's brewery in Tecate, located a short drive from the U.S.-Mexico border on the Baja California peninsula.
