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Measuring Maintenance Workforce Productivity - Made Simple
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About this title
When you implement a new Computerized Maintenance Management or Enterprise Asset Management System, what you are really hoping for is an improvement in productivity. The same holds true when you create a maintenance planning and scheduling program. Performing PM Optimization is often driven by the business desire to increase the productivity of the maintenance workforce. You could make this point about almost any maintenance reliability improvement initiative.
Increased productivity is perceived as a business value and that is what most maintenance reliability professionals work to achieve. Increasing productivity and reliability are usually highly desirable goals for most organizations. But how can you be sure your improvement are actually adding business value?
At last, a book that will encourage maintenance reliability professionals to measure the success (or failure) of their improvement efforts. With this work, Stephen Thomas has created a simple guide to measuring improvement that is easy to understand, easy to use, and easy to implement.
Based on years of practical experience, Thomas has created a low-cost/no-cost measurement process that not only tracks business value but engages the workforce being measured at the same time. This process can be scaled to virtually any size organization.
Use this book to ensure that your projects are effective and to get buy-in from stakeholders from the plant floor, accounting, and executive management.
Acerca del Autor - Stephen J. Thomas
Stephen J. Thomas has 40 years of refinery maintenance and reliability experience. Through personal involvement at all levels of the work process, he has gained vast experience including conducting workforce productivity sampling during daily maintenance and turnaround projects. Coupled with a B.S. in Electrical Engineering from Drexel University and M.S. degrees in both Systems Engineering and Organizational Dynamics from the University of Pennsylvania, this experience has enabled him to add significant value to the many projects on which he has worked.
- Chapter 1: Improving Productivity Through Work Sampling
- 1.1 Insight
- 1.2 The Purpose of Work Sampling
- 1.3 What is Work Sampling?
- 1.4 Two Approaches to the Problem
- 1.5 Advantages to the In-House Approach
- 1.6 Category Definitions
- 1.7 Factors Affecting Validity
- 1.8 Productivity Factor
- 1.9 Breaking Down Management's Resistance
- Chapter 2: The Planning Phase
- 2.1 The Process
- 2.2 Roles and Responsibilities
- 2.3 Preparation Activities - The Checklist
- 2.4 The Process Timetable
- 2.5 The Survey Duration
- 2.6 How To Set Up Random Foremen Selection
- 2.7 Description of the Training Process
- Chapter 3: The Execution Phase
- 3.1 Sample Methodology
- 3.2 Rules for Work Sampling
- 3.3 Typical Problems and What to Do About Them
- 3.4 Process Monitoring
- Chapter 4: The Results Phase
- 4.1 What Do You Do With the Data?
- 4.2 The Work Sampling Charts
- 4.3 Additional Views
- 4.4 Now That You Have the Data, What's Next?
- 4.5 Now That You Understand the Roots, What's Next?
- Chapter 5: The Continuous Improvement Phase
- 5.1 Over and Over Again
- 5.2 When to Resample
- Chapter 6: Spot Sampling
- 6.1 Spot Sampling
- 6.2 Site Commitment and the Spot Audit Team
- 6.3 Resource Requirements
- 6.4 The Process
- 6.5 Actions Items/Analysis
- From the Author
- About the Author
Models for Operational Excellence, 5th Edition
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