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How many Planners and Supervisors do we need?
How many Planners and Supervisors do we need?
Torbjörn Idhammar, CEO and President IDCON INC.
Planners and Supervisors
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 info@idcon.com 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.
I have received untold phone calls over the past several years, from friends in the industry, explaining that their mill is/was undergoing a ‘re-engineering’ of maintenance. Re-engineering in the broadest sense, including panic payroll reduction. The general theme of that re-engineering effort seems to be elimination of the maintenance department per se. Perhaps, however, behind this change, there is a larger, broader expectation.
I have received untold phone calls over the past several years, from friends in the industry, explaining that their mill is/was undergoing a ‘re-engineering’ of maintenance. Re-engineering in the broadest sense, including panic payroll reduction. The general theme of that re-engineering effort seems to be elimination of the maintenance department per se. Perhaps, however, behind this change, there is a larger, broader expectation.
With so many advancements in world-class technology, many maintenance leaders have failed to set a strong leadership foundation. All too often, they get distracted with starting predictive maintenance and oil analysis programs because these are the hot topics and buzzwords. Instead, maintenance leaders, prior to doing anything, must first gauge what their organizations need and set goals to achieve them. The type of leadership role can vary from manager to reliability engineer to predictive maintenance leader. However, the main focus is to lead others to get results.
With so many advancements in world-class technology, many maintenance leaders have failed to set a strong leadership foundation. All too often, they get distracted with starting predictive maintenance and oil analysis programs because these are the hot topics and buzzwords. Instead, maintenance leaders, prior to doing anything, must first gauge what their organizations need and set goals to achieve them. The type of leadership role can vary from manager to reliability engineer to predictive maintenance leader. However, the main focus is to lead others to get results.
"At the end of every batch, my pump wants to go home!" These were the words said to me in halting English by a maintenance manager of a major brewery in Manilla during one of my trips to the beautiful Philippines. Although I was accompanied by a translator, the manager insisted on trying out his limited English. As we were obviously having some kind of communication breakdown, I asked the translator to verify the comment. Sure enough, back it came, accompanied by a big grin and lots of head nodding. "At the end of every batch, my pump wants to go home." Obviously, this was a pump I just had to see!
"At the end of every batch, my pump wants to go home!" These were the words said to me in halting English by a maintenance manager of a major brewery in Manilla during one of my trips to the beautiful Philippines. Although I was accompanied by a translator, the manager insisted on trying out his limited English. As we were obviously having some kind of communication breakdown, I asked the translator to verify the comment. Sure enough, back it came, accompanied by a big grin and lots of head nodding. "At the end of every batch, my pump wants to go home." Obviously, this was a pump I just had to see!
The cost of unreliability is a big picture view of system failure costs, described in annual terms, for a manufacturing plant as if the key elements were reduced to a series block diagram for simplicity. It looks at the production system and reduces the complexity to a simple series system where failure of a single item/equipment/system/processing-complex causes the loss of productive output along with the total cost incurred for the failure.
The cost of unreliability is a big picture view of system failure costs, described in annual terms, for a manufacturing plant as if the key elements were reduced to a series block diagram for simplicity. It looks at the production system and reduces the complexity to a simple series system where failure of a single item/equipment/system/processing-complex causes the loss of productive output along with the total cost incurred for the failure.
The purpose of this article is to raise questions and challenge plant leadership on strategy, vision and execution of plant reliability and overall maintenance management. To start, we need to define reliability. Often times companies want to improve reliability but when you ask them to define reliability and how it's measured, it's unusual to get a comprehensive answer.
The purpose of this article is to raise questions and challenge plant leadership on strategy, vision and execution of plant reliability and overall maintenance management. To start, we need to define reliability. Often times companies want to improve reliability but when you ask them to define reliability and how it's measured, it's unusual to get a comprehensive answer.
The maintenance department is one of the greatest levers of profitability that any capital intensive organisation has. An average of 40 - 50% of a capital intensive industries operating budget is consumed by maintenance expenditure. During the past twenty years the advances in technology available to the maintenance department to manage its processes has delivered the situation where it is within the reach of all maintenance operations to achieve a world class level of maintenance delivery.
The maintenance department is one of the greatest levers of profitability that any capital intensive organisation has. An average of 40 - 50% of a capital intensive industries operating budget is consumed by maintenance expenditure. During the past twenty years the advances in technology available to the maintenance department to manage its processes has delivered the situation where it is within the reach of all maintenance operations to achieve a world class level of maintenance delivery.
The cost of maintaining the status quo is enormous. The status quo affects each and every one of us every hour of every day, at work and at home. We have come to accept doing nothing as a safe and acceptable alternative. We even make it the default solution. Doing nothing is the management equivalent of a baby’s soother. It makes us feel safe and comfortable. But there is a cost to doing nothing.
The cost of maintaining the status quo is enormous. The status quo affects each and every one of us every hour of every day, at work and at home. We have come to accept doing nothing as a safe and acceptable alternative. We even make it the default solution. Doing nothing is the management equivalent of a baby’s soother. It makes us feel safe and comfortable. But there is a cost to doing nothing.
