Home Health Case Studies in Maintenance and Reliability: A Wealth of Best Practices
Overti me Control
If you don't measure it, you don't manage it
Joseph Duran, Quality Management Guru
Author: Jim Wardhaugh
Location: 2.2.2 Large Complex Refinery in Asia
Controlling overtime is always a problem. The problem increases in importance when you are being benchmarked. You realize for the first time that the count is not just a headcount, but a count of all the maintenance man-hours being used. The benchmarking showed that maintenance was using too many man-hours and a part of the problem was poor overtime control.
We had tried the usual ploys of setting targets and banning overtime unless it was authorized by very senior managers. However the story telling skills of the supervisors did not find this hurdle much of a challenge and the overtime came down only marginally. See the first four years trend in Figure 32.1.
To say we were vexed would be to understate our feelings. We were supposed to be managing the plant and we could not even get a grip on overtime. It was time for serious action.
We had had significant success in the past by hitting relatively intractable problems with computer systems. The recipe had become almost standard:
So this is what we did. As usual the prophets of doom in maintenance told us we were wasting our time. Production was the king and they had insatiable demands for overtime driven by their over-cautious approach
Overtime Control 241
Figure 32.1 Overtime Reduction Profile
Figure 32.2 Overview of Overtime and Callout System
to risks. In essence, they didn't take any. Maintenance had tried their hardest but they failed because everyone from the Plant Manager to the lowliest operator was against them. We listened, we heard, we sympathized, but we carried on.
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