Handouts Mike Gehloff Wrench Time PDF

An Introduction to
Maintenance Wrench Time
Presented by: Mike Gehloff
Copyright 2012 GPAllied

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Agenda
• What is wrench time?
• How do we measure it?
• What does it really mean?

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WHAT IS WRENCH TIME?

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Copyright 2005 Allied Services Group

What is Wrench Time?
Definition:
• Wrench Time is defined as the percentage of

time that a skilled trades person spends
actually performing physical work on an asset
(Active Repair Time).
• The metaphor of a wrench on the equipment

helps to illustrate this idea.

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Typical Values for Wrench Time
Be careful who you share this with, but studies show:
– Average Performance: 25% – 35% Wrench Time

– Top Performance: 50% - 60% Wrench Time
% Wrench Time Hours in an 8-Hour Shift

20% 1.6 Hours
30% 2.4 Hours
40% 3.2 Hours
50% 4 Hours
60% 4.8 Hours

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Where Did the Time Go?

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Lean Towards Proactive Work
TRANSITION

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Lean Towards Proactive Work
Two A
ven
•Desig Improv ues of
n ement:
•Execu of the Proact
tion of iv
the Pro e Maintenan
active ce
Mainten Plan
✚
ance P
lan
TRANSITION

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HOW DO WE MEASURE IT?

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How Do We Measure Wrench
Time?
• Wrench time is measured by performing a
Wrench Time Study (Time Study)
• Sufficient random samples are taken in order to
support a statistically valid picture of actual
performance
• There are two primary outcomes:
– Where are we currently performing?
– Where are the best targets for improvement?

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Steps to Performing a Wrench

Time Study
1. Establish boundaries of study
2. Select sampling categories
3. Collect sufficient data
4. Analyze results
5. Develop improvement strategy
Caution:
• Take sufficient sample data
• Explain what you are doing and why you are doing it
• Focus on eliminating blame
• Err on the side of giving credit towards active repair time

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Sampling Categories
• Active Repair Time • Non-Productive Time
(Wrench Time) – Receiving Instructions (RI)
– Repairs Reactive (RR) – Training and Meetings (TM)
– Repairs Proactive (RP) – Idle Time at Job Site (IDL)
– Proactive Inspection (PI) – Coordination Delays (CD)
• (PM/PdM) • Other Non-Productive Time
• Productive Time – Breaks (BR)
– Travel Time (TT) – Personal Time (PT)
– Obtaining Tools and – Late Starts Early Quits (QT)
Materials (MAT)
• Unaccountable Time
– Administrative – Permits
– Personnel could not be
and Paperwork (AD)
located during the sample
– Energy Isolation (EI) period (UA)

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Sample Size
• Sample size affects the accuracy of the findings
• A minimum number of samples to provide valid assumptions
• It is a function of the desired Confidence Interval and Margin of
Error (MOE)
CAUTION – STATISTICS AHEAD!

• 98% Confidence Interval with a 0.5% MOE equates to 54,286
observations
• 95% Confidence Interval with a 10% MOE equates to 97
observations
• 3 observations/hour, 8 per day, for 3 workers for 5 days provides

360 observations
• This yields a 95% Confidence Interval and a 5.25% MOE

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Collecting Sample Data

• Develop a Data Collection Worksheet
• Sample the workforce every X minutes
• Sample at the same time each day – avoid sources of
variation in the study
Location: Data Collected by:
Date:
Active Repair Time Productive Time Non‐Productive Time Other Non‐Productive

RR RP PI TT MAT IDL EI RI TM IDL CD BR PT QT UA
6:00
7:00
8:00
9:00
10:00 2 3 4 1 2 1 2 1 2 3 1
11:00
12:00
13:00
14:00
15:00 2 3 5 3 2 3 4
16:00
17:00
18:00
19:00 3 1 2 3 4 2 2 3 2
20:00
21:00

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Analyze Results
• Add all sample findings and

calculate their percentage
contribution to the whole
• Each sample counts as 1
4:00
5:00
TOTALS 5 3 3 5 4 5 5 6 6 4 5 7 0 6 2
23% 14% 14% 23% 18% 23% 23% 27% 27% 18% 23% 32% 0% 27% 9%
RR RP PI TT MAT IDL EI RI TM IDL CD BR PT QT UA

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WHAT DOES IT REALLY MEAN?

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Use of Wrench Time Data

• Wrench Time Studies are not about finding personnel
who are inefficient, making mistakes, or performing
poorly.
• They are about the quality of the planning and
scheduling process and how effectively the
organization executes both processes.
• Use data to drive improvement – not to assign blame.

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What Do We Do With the Results?

• Wrench Time Studies help us understand:
– Our baseline performance
– Opportunities for improvement
– A basis for calculating the value of the improvement
CAUTION:
• You do not save any money until you send
somebody home
• Reduction in contractor usage and overtime may be
fair game
• Think strategically – what would you do with 5 extra
people?

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Maintenance Planners Affect
Wrench Time
• 30-35% wrench time is typical of good “traditional”
maintenance organizations
– In a 10 hour shift, this is 3 ½ hours
– 6 ½ hours spent on indirect activities
• 50-55% is best practice
• Planners move the team from
30% to 50% through their efforts
• 5 man crew at 30% wrench time
– Yields 12 m-hrs work in an 8 hr day
• 4 man crew (with planner) at 50% wrench time
– Yields 16 m-hrs work in that same day

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Job Plan Time Estimates and

Wrench Time
• Typically a point of confusion.
• Job plan estimates take into account wrench
time.
• How long to complete the work – cradle to
grave?
• As wrench time improves, estimates must be
adjusted downward to remain accurate.

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Driving Improvement
• Select Categories that are biggest distracters from
Active Repair Time
• Develop a focused improvement plan:
– BOM Improvement
– Reducing Time to LOTO
– Improve Communication of Assignments
– Improve Operation/Maintenance Coordination
– Focused Job Plan Improvements
• Materials
• Tools
• Instructions
• Equipment Condition
• Mobile Equipment Assignments
• Meeting Discipline

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Summary
• Wrench Time Studies are a tool – not a weapon
• Accuracy is based on reducing variation in the study;

sample size and standardization affect this
• The vital activity is the improvement plan you will

develop
• Benefits come more from strategic efforts than labor

savings

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Questions?
Mike Gehloff
GPAllied
mgehloff@gpallied.com
www.gpallied.com

GPAllied

Handouts Mike Gehloff Wrench Time PDF

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An Introduction to

Maintenance Wrench Time

Presented by: Mike Gehloff

Copyright 2012 GPAllied

• What is wrench time?

• How do we measure it?

• What does it really mean?

Copyright 2012 GPAllied

WHAT IS WRENCH TIME?

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

• Wrench Time is defined as the percentage of

• The metaphor of a wrench on the equipment

Copyright 2012 GPAllied

Typical Values for Wrench Time

Be careful who you share this with, but studies show:

– Average Performance: 25% – 35% Wrench Time

% Wrench Time Hours in an 8-Hour Shift

Copyright 2012 GPAllied

Where Did the Time Go?

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

Copyright 2012 GPAllied

Lean Towards Proactive Work

Copyright 2012 GPAllied

HOW DO WE MEASURE IT?

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

Copyright 2012 GPAllied

Steps to Performing a Wrench

Copyright 2012 GPAllied

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

CAUTION – STATISTICS AHEAD!

• 3 observations/hour, 8 per day, for 3 workers for 5 days provides

Copyright 2012 GPAllied

Collecting Sample Data

Active Repair Time Productive Time Non‐Productive Time Other Non‐Productive

Copyright 2012 GPAllied

• Add all sample findings and

• Each sample counts as 1

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

Copyright 2012 GPAllied

Use of Wrench Time Data

Copyright 2012 GPAllied

What Do We Do With the Results?

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

Copyright 2012 GPAllied

Job Plan Time Estimates and

Copyright 2012 GPAllied

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

• Accuracy is based on reducing variation in the study;

• The vital activity is the improvement plan you will

• Benefits come more from strategic efforts than labor

Copyright 2012 GPAllied

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group

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