Criticality Description

10 Shuts down entire plant-e.g., utilities

9 Shuts down more than one line-key production equipment
8 Not spared production equipment/shuts down one line
7 Mobile equipment-e.g., fork truck, transporters
6 Spared production equipment/not spared support equip-
ment-product can bemade on one 01' more lines
5 Support equipment spared
4 Infrequently used production equipment
3 Miscellaneous equipment-e.g., water cooler, windows,
cafeteria
2 Roads and grounds
1 Buildings and offices
Table 6-1
Equipment Criticality (Fixed)
"tentative" criticality codes (see Table 6-1) assigned by the Maintenance
Planner might expedite the process.
The second, Work Type, isdetermined by (1) work c1assand (2) work cat-
egory. Work c1assis adynamic attribute such as breakdo~n repair. or rep~ir
of apotential failure (failure isimminent; e.g., an overheating beanng) while
work category is a fixed attribute such as preventive maintenance or equip-
ment alteration. The work category is also defined, in part, by the purpose
of the work such as correction of a safety problem 01' improvement of
equipment efficiency (economics). .
A ranking index for maintenance expenditures (RIME) has been devel-
oped to help maintenance departments do amore equitable and logical job
of controlling maintenance expenditures. The RIME index consists of: (a)
equipment criticality, relating to equipment capacity and reliability, e~ti-
mated repair costs and impact on the process, and (b) work c1ass, which
takes into consideration safety hazards, operating costs, and labor.
Combining these two RIME elements provides a better determination of
which maintenance jobs should be scheduled for completion first. A COI11-
parison of job RIME numbers will indicate which jobs are essential and
~hich ones can wait. Application of the RIME index results in better main-
tenance decisions and leads to better planning. The equipment criticality
123 Performingthe PlanningFunction
3 Metriam- Webster's 11111Collegiale Dictionary
The Maintenance Planner initiates job planning based on work orders
received and the coded information on the work order. The coded informa-
tion includes work type, work category, work c1assification and perhaps
others, but initially the primary interest of the planner is focused on thepri-
ority that has been indicated for the work tpriority: something given or mer-
iting aitention before competing altemativess,
3
J ob priority isthe determinant
for sequencing work planning: the highest priority jobs are the first to be
planned and the first to be scheduled. J ob priority is assigned by the origi-
nator of the work order (request). The priority is based on equipment criti-
cality and on the type of work to beperformed.
. The ~rst of. th~se, Equipment Criticality, ranks each piece of equipment
m relatl?~ t~ItSimpact on the production process. Assignment of equip-
mel~t ~l:ltJ caht~SllO.uldbe made jointly by Operations (Production) and
Reliability Engmeenng. If equipment criticalities have not been assizned it
is ~heresponsibility of the Maintenance Planner to ensure that they ~et
assigned, aresponsibility where the planner's tact, perseverance and persua-
srveness can be put to the test. The generation of an equipment listing with
6.1.2 Criticality and Prioritization
In order to manage and control backlog to predetermined levels, i.e., 2 to
4 weeks of ready available backlog, the Maintenance Planner and the
Maintenance Scheduler (if planning and scheduling are assigned to separate
people) must work together closely. They must know the level of resources
(personnel) available each week, If there is adecrease in available resources
(v~cation, ~raining, etc.?) there will be corresponding increase in backlog.
Without pnor knowledge of resource levels, the backlog could go out of the
control bando Backlog trends up or down should beinvestigated if the cause
is not known in advance. It is important to know whether it is a temporary
trend .or aper~a~en~ one (e.g., a continuing trend of decreasing backlog is
very likelyan indication that the sizeof the maintenance group is too large
for the mall1tenance workload). For the planner and the scheduler to man-
age backlog based on available resources, they must beapprised of resource
levels on a weekly basis. Each maintenance supervisor must be required to
submit weekly manning level reports to the maintenance scheduler in order
for the schedule to know how rnuch of the planner's available work can be
schedl~led. Appendix C, Exhibit C-2 illustrates a"Weekly Resource Report"
report~ng formothat provides all of the information necessary for this weekly
reporting requirement.
MaintenancePlanningand Scheduling
122
{dl
Classof Work{vertical values ter Table{al
Crltlcllty
Deserlptlon
10
Shuts downentlreplant--<l.g.utllltles
Shuts down
more than one Une-key
productlon
9
equlpment
B
Nct spared productlon equlpmentlshutS down eneUne
7
Mablle equlpment---e.g., fork truck, transporters
Spared produetlon equlpmenllnot spared support
6
equlpment-product can be made on one or more
IInes
5
Support equlpmentspared
4
Infrequently used productlon equlpment
Mlscellaneous
equtpment+e-q. water cooler,
3
wlndcws, cafeteria
2
Roads and grounds
t
BuUdlngs and oH Ices
{el
Crllleallty{horizontal values for Table{al
Prlorlty rme
E
Emergency
1
Urgent
2 Critleal
3
Rush
4
EssenUal - but deferrable
5 Deslrable
6
Shutdown
7
Aoutlne
{eelllnputs lor Table{al
WorklJ ob Priorlty
{bl
654321
{al
WorklJ ob PrlorltyValldallon
Table 6-3
RIME Index Priority Assignments
Performing the Planning Function '25
Index Description
10 BreakdownlReal Safety/Regulatory Compliance/Quality
9 Product/quality loss
8 Potential breakdown
7 Preventive maintenance
6 Working Conditions/Safety/Security
5 Shutdown work
4 Normal maintenance
3 Projects and experimental
2 Cost reduction
1 Spare equipment/parts
Table 6-2
Work Class (Dynamic)
9
Work Class Definitions
Breakdown+Real Safety Regulatory Compliance: Equipment
stoppage during plant operation. No production output.
Immediate threat to lije or limbo Environmental impact or a
serious citation that may shut down a piece of equipment
(e.g., high-voltage panel not protected).
ProductlQuality Loss: A malfunction that does not result in
line shutdown but causes intolerable product/quality prob-
lems (e.g., code date, open fiaps).
Index #
10
codes are the same as previously defined in Table 6-1. The work cJ ass
descriptions are provided in Table 6-2. Work Class ranks each job in relation
to each maintenance job or project. Following Table 6-2is aseries of tables
in Table 6-3 (a through d) with "suggested" priority assignments for the
RIME matrix. It isemphasized that these are suggested priorities. The rela-
tionship between equipment criticality and work class as they relate to work
arder priority assignment is a local policy issue for individual plants.
Whatever the priority correlation with the RIME Index, it should be spelled
out in the plant's Work Management Standard Operating Procedure (SOP).
In addition to this "local policy" characteristic, the RIME Index assigned
priorities must also have built-in flexibility sufficient to allow any values to
be overridden by the Plant Manager, the Maintenance Manager and/or the
Production Manager (Table 6-2).
1;4 Malntenance Planning and Scheduling
Figure 6-2 Relationshipof Priority to Work and Equipment Classifications
Must be performed immediately, Higher priority than
scheduled work, critical machinery down or in danger
of going down until requested work complete. "E" to
be used only if production loss, delivery performance,
personnel safety (new and imminent), equipment
damage or materialloss are involved and no bypass is
available Start immediately and work expeditiously and
continuously lo completion, including the use of overtime
without specific further approval. Only personnel
authorized to approve overtime can assign "E" priority
Emergency: E
Table 6-4 illustrates a recommended Priority Coding system. Following
Table 6-4 are complete condition descriptions of each indexed priority
code:
separate plannable from unplannable work;
facilitate sequencing of work order planning and execution;
provide indication of lead time available to plan.
J ob Priorities are assigned by the WO approval authority. Priorities rank
each job in relation to others and establish a time frame within v . : hich jobs
should progress. Priority code systems can range from 3or 4 rankings ~o~s
many as 15; too few rankings do not provide adequate separatlOn. to aid 111
decision-making, while too many can become cumbersome and difficult to
manage. The objectives of assigning work priorities are to:
127 Performing the Planning Function
The RIME index can also be useful to the maintenance planner as an
~,:,aluation tool in determining the validity of originator assigned job prior-
itres, although, most often, the job priority is self-evident and does not
~equir~v~lidati?n by the planner. However, if there is a question regarding
J ob pnonty assignment, the planner must always direct any questions back
to the work order approving authority for resolution.
This may all seem quite convoluted: work type, work class, work cate-
gory, work purpose and seemingly on and on. The graphic in Figure 6-2
may help to make the relationships and usage of work/job attributes a lit-
tIeclearer.
2
3
4
5
6
7
Potential Breakdown; an identified problem which must be
corrected as soon as production is curtailed (e.g., conveyor
belt splice is tearing apart).
Preventive Maintenance: Repairs that are identified and per-
formed in a preplanned mode to avoid breakdown and all
normal work orders generated fromperforrning PM work
orders and inspections (e.g., inspections and running
adjustment).
Shutdown Work: Work which is not critical enough to
require immediate shutdown but must be performed only
during a planned shutdown period (e.g., major overhaul
jobs that are large in scope).
Normal Maintenance: Routine work that can be planned,
scheduled and completed without disrupting planned pro-
duction output (e.g., rebuild gear case).
Working Conditions-Safety and Security: Any change in
physical environment that is either aesthetically pleasing or
motivational, minor safety and security work (e.g., repaint,
repair and office door/lock).
Projects and Experimental: Engineering projects which are
requested to modify design, or improve reliability of equip-
ment or processes (e.g., installation of hot air sealer).
Cost Reduction-Corrective Maintenance: Work that results
in operational changes that will reduce unit costs and does
not fall into one of the higher classifications. Replacement
of a defective component to eliminate or reduce repetitive
repairs (e.g., metalizing a cylinder rod, replacing an open
bearing with asealed bearing).
Spare EquipmentlParts: Fabrication of multiple spare
repair parts (e.g., turning multiple spare pump shafts in a
lathe).
8
- o - __ _ ..... I~ "-411\,.1V ....IICUUlllly
Assuming that priority codes E, 1and 2 (Emergency, Urgent and Critical)
are well controlled and used only for truly critical situations, the planner is
predominantly involved with work orders of priorities 3, 4 and 5. Priority
6 (shutdown work orders) is discussed later on in Chapter 8 and priority 7
(routine work orders) is dealt with differently in the Lean Maintenance
Environment and will bediscussed later in this chapter. Within priorities 3,
4and 5are requested completion times of 3to 4days, 5days to 2weeks and
48 hours after receipt of the work arder. Priority 3
jobs (as well as "E," "1" and"2" jobs) cannot beeffec-
tively planned before scheduling. AlI jobs should be
assigned priority "4" or higher whenever possible.
Priority 3jobs will be used as fill-in work for person-
nel responding to emergency and urgent work orders
or will be foreed into the current week's schedule,
"bumping" a properly planned job already on the
schedule. Performance on the job will be measurably
less efficient and cost will be measurably greater than
if planned (Priority "4" or "5").
Must be performed before the end of next week, This
work can be effectively planned. Itwill be scheduled
next week (as opposed to being scheduled in the order
of request date). Realize that all requests cannot be
completed next week. Priority "4" requests delay the
completion of previously requested work of lower pri-
ority and drive up the cost of requested work, as over-
time will be requested to meet the time/demand con-
straints implied by priority. Use Priority "S" if possible.
Designates desirable but deferrable jobs. Can be com-
pleted anytirne within the next [ew weeks, and can
therefore be scheduled on the basis of first requested-
first scheduled. A desired completion date may be
indicated by the originator. Weeks of backlog report
provide the current wait to be anticipated on Priority
"S" jobs. Overtime will not be used on Priority "S"
jobs unless the work must be performed on anonop-
erating day or aging of the request exeeeds six weeks.
Work requiring programmed shutdown. Work orders in
this category are accumulated for shutdown planning.
Used exclusively for routine work: Usually assigned to
standing work orders, "7" is not associated with nor-
mal day-to-day work order requests.
129
Performing the Planning Function
Routine 7
Shutdown 6
Desirable
5
Essential
but deferrable
4
3 Rush
2 Critica!
to work orders. Emergency work order reports will be
sent to plant manager for review.
Needed within afew hours, by end 01 shift at latest. Itis
the opinion of the work order approval authority that
the work must be completed as soon as possible but
does not constitute an emergency requiring immediate
attention. Maintenanee personnel are assigned as soon
as available without halting ajob already in progress.
Overtime approval is not implied by "1" priority.
Overtime authorization must be obtained by special
request, given specific circumstanees, from the autho-
rizer or designated authority. Priority "1" should be
used for equipment that isdown or in danger of going
down and which affects ability to produce desired
product mix or renders plant void of backup capacity
in event of subsequent failure.
Needed within 24 hours. Similar to urgent (1) jobs but
with lessurgency. Typically good work to leavefor off-
shift coverage personnel. Controlled use of "E," "1"
and "2." Priorities must be reserved for truly critical
situations or they diminish planning and scheduling
effectiveness.
Must be performed before end of current week:
Normally, this work will be scheduled to start within
1 Urgent
Index Title
Job Planning
E Emergency Un-plannable'
1 Urgent Un-plannable'
2 Critical
Usually un-plannable'
3 Rush At least partially plannable
4 Essential-but deferrable Plannable
5 Desirable Plannable
6 Shutdown Plannable
7 Routine Plannable
Un-plannablefrom the standpoint of time. !f the work has been performed previously and planning completed,
all work planning information should be made available to the work crell'.
Table 6-4
Job Priority Assignments
IVIGllIlltmanCer-ranrunq ano ::;cheduling
'"'0