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Performance of the Existing Organization

We looked at these groups and saw:

  • • High staffing levels compared with top performers
  • • Excessively high level of supervision
  • • Roles and responsibilities were unclear
  • • A slow response to problems
  • • A defensive compartmentalization of activities
  • • Change was difficult to achieve
Time Utilization in Normal Work-Day (based on possible hands-on tools time)

Figure 27.3 Time Utilization in Normal Work-Day (based on possible hands-on tools time)

We did a productivity survey by sampling representative maintenance activities over about a month. The results are shown in the pie chart shown in Figure 27.3. 100% of the pie represents the total time that was practically available for work in the normal day. We removed from consideration time for lunch and tea breaks.

What was striking was the amount of delay. The role of supervisors was to facilitate work so that delays were minimized. If supervisors were doing their jobs well, the delays shown in the figure would have been minimal. We had a huge number of people supervising formally and informally, so it was apparent that supervision was not effective.

We captured some more numbers to confirm this and found that:

  • • 80% of jobs were treated as rush
  • • 10% of jobs (only) were scheduled for next day
  • • 15% overtime for craft and contractors
  • • Backlog for Inst./Electr. was negligible
  • • Backlog for Mechanical was 1 week

Sounds familiar? Recall the discussion in Chapter 25—that related to events many years before the ones we are discussing now.

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