B EST PRACTICE SERIES SERIES
Backlog Management Ap p l ic ati o n
Maintenance
Site Component Management Rebuild
Safety
MARC Management
Backlog Management Management ................................................1 ................................................1 1.0 Introduction........................................................2 2.0 Best Practice Practice Description Description .................................. ..................................2 2 3.0 Implementation Implementation Steps ......................................13 ......................................13 4.0 Benefits ................................................. ........................................................... ..........13 13 5.0 Resources Resources Required........................ Required........................................14 ................14 6.0 Supporting Supporting Attachments Attachments .................................. ..................................14 14 7.0 Related Best Best Practices Practices .................................... ....................................14 14 8.0 Acknowledgements Acknowledgements .........................................14 .........................................14
Au A u g u s t 2006 20 06 0806-2.70-1008 300 Hamilton Blvd., Ste. 300, Peoria, IL 61629-3810, U.S.A.
catminer.com
CAT GLOBAL MINING
BEST PRACTICE SERIES
1.0 Introduction This Best Practice deals with the creation, management, and reporting of maintenance and repair Backlogs. Implementing this Best Practice will improve machine availability and reduce operating costs by the reduction of unplanned, costly repairs. It will also provide a method to identify, manage and schedule necessary repairs before failure. This Best Practice addresses the items in Site Assessment Section 2.8. Backlog is generally understood to be the work that has not been completed by the nominated “required-by-date”. Backlogs are also managed as pending workload for the repair centers. Our approach to Backlog Management is to view it as a powerful tool to proactively prevent failures. Backlog management is one of the keys to a good equipment maintenance system. If the effort that goes into condition monitoring does not result in a high percentage of planned and scheduled repairs, the corresponding results of reliability, costs and availability will be adversely effected. The planning and scheduling routines will also be disrupted. 2.0 Best Practice Description 2.1
Backlog Management Backlog management is one of the keys to a good equipment maintenance system. If the effort that goes into condition monitoring does not result in a high percentage of planned and scheduled repairs, the corresponding results of reliability, costs and availability will be adversely effected. The planning and scheduling routines will also be disrupted. Backlog is generally understood to be the work that has not been completed by the nominated “required-by-date”. Backlogs are also managed as pending workload for the repair centers. Our approach to Backlog Management is to view it as a powerful tool to proactively prevent failures. It is commonly understood that there are certain types of failures that will occur, with no signs or measurable warning. Examples are those related to the electronic or electrical control systems. Fortunately our experience shows that most of the failures that mobile equipment experience that cause significant downtime are detectable well in advance of failure, allowing the organization to plan the appropriate corrective actions. There are two areas that we would like to stress: the early detection of possible failures and their appropriate corrective planning actions. Early detection of potential problems increases the time window to plan the necessary repairs.
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We would like to use this diagram above to illustrate our approach to Backlog Management. Backlog Management is the process occurring between the detection of a symptom of a potential or hidden failure and the occurrence of the actual failure itself. Condition Monitoring and Backlog Management are so critical to achieving the goal of reliability, that any maintenance organization must be able to assess and improve the process. Establishing a logical approach for this planning stage is probably the first step. We would like to contribute to this effort by presenting a process that was developed in conjunction with our mining dealers.
2.2
Backlog Management Process
2.2.1 Generating the Repair Request. The effectiveness of Backlog Management begins with the information that is provided by the maintenance inspector, the operator, the Fleet Analyst, or whomever inspected the equipment at the time the repair needs are determined. As a first step in defining the process we recommend adopting a unique form to communicate the repair need, designing the form in accordance with the desired end result. This form will be used primarily by the inspector, field and shop mechanics, supervisors, and should be available to anyone that needs to enter a repair request. The results of the operators’ input need to be filtered, normally done by an inspector, to transform their request into a formal repair request.
THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.
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As soon as a repair request is generated, it becomes a Backlog (BL) in our process, triggering the planning actions. It is also added to the database and is introduced into the general evaluation process.
Equipment ID Date Reference Number Work Order Number Type of Inspection Symptom
Description
Purpose (Desire End Result)
Mine internal ID commonly used Date when Backlog was generated Number assigned in Planning
Tracking and statistical evaluations Evaluate the response time of the system (age of Backlogs) Tracking
Optional. Used if Work Order is opened as soon as the BL is generated. Identifies the generation source (Condition Monitoring routines + operational areas, such as Field, PM, Shop, others) State the problem
Enters the BL to the Maintenance S upport Software
Describe the repair action needed Identifies the major systems of the equipment (Use of SMCS codes recommended) Identifies the urgency
Repair Acti on System Priority Estimate of Repair Tim es Parts request Tooling, Special Equipment, Consumables Requested by Supervisor approval Keypunched OK Parts estimated arrival date Parts arrival date
Identifies the Labor hours and Downtime estimated for the repair Identifies the parts needed for the repair Identifies special needs for tooling, equipment, consumables, information, etc.
Evaluate the contribution of the different organization areas
Identify the warning signs that were detected that indicated the need for a specific repair Identify a precise repair need eliminating further inspections Statistical Analysis. Actual BLs per system BLs per system generated Planning. Treat the BLs accordingly to their urgency Estimate criticality of Backlog and future shop work load Parts must be identified by the generator (man on the machine) Efficient Planning.
Identifies the generator. Especially important when operator is involved. Supervisor is responsible for the quality of the BL generated
Facilitate possible verification. Recognition & motivation.
Identifies when the BL is entered into the database For Parts department use.
Process control
Identifies the actual parts arrival date
Triggers the next planning stage, schedule the repairs.
Efficient Planning.
Planning & control.
Accurate and complete information permits the planning department to perform their functions effectively and efficiently, avoiding further effort duplication due to reevaluation of repairs needed.
THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.
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The following Backlog Record Form is proposed for gathering the list of information required. This form is currently in use by various operations that operates Caterpillar and other brands equipment.
B A C K L O G R EC O R D FO R M Eq u ip . No :
Dat e
Type of Inspection:
Operator
Refer enc e No . W. Order No.
Field
Preventive Maint.
Other
Symptom : A c t io n : System : 10 00 En gin e
31 01 T orqu e C on v.
43 00 Steering
7000 B asic M ac h.
9500 V arious
14 00 Electric al
40 50 Fin al D rive
50 50 H yd raulic
7200 Susp ens ions
96 00 F actory M odif.
30 00 T ransm ission
42 50 Brakes
55 00 T ires
7320 A/C
Priority :
Urgent
Next PM
W hen Possible
Monitor
Estimate of Repair Times Machine Hours
Hr.
Man Hours
Hr.
Parts Request Item
Q uantity
Part Num ber
Description
Page
Item
O bservations
1 3 4 5 6 7 8 9 10 11 12 13 14 15 Order Number
Tooling, Cons umables and Support Equipment Lift T ruck
Liq uid N itrog en
C ran e
Jac k
T ire Eq uip m ent
W ashing
Requested by:
Estim ated Arriv al Date
Supervisor Approv al
Parts Arriv al Date
Keypunched OK
NOTE: The “Type Of Inspection” field can be modified to accommodate the condition monitoring routines that are implemented and the organization areas that may contribute with the Backlog generation. Now that we have our entry point defined, we can go into the second stage, the planning process. THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.
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2.2.2 Backlo g Planning Process Stage As soon as the Backlog Form is completed it enters the planning area. There are three major phases in the Backlog Management process: • • •
Backlog received and entered to the database. Waiting to be processed. Backlog planned and waiting for resources, normally parts. Backlog ready to be executed. Scheduled, waiting to be executed.
To facilitate the identification of these phases and the handling of the quantity of Backlogs entering the system, we assigned colors to these stages. Red, Blue and Green are the colors selected respectively.
Let’s follow a Backlog through the entire process: THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.
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Information Generates BL Request
Backlog Reference Number and Work Order N umber assigned
BL entered into the Data Base Paper Copy filed in Red Binder
Condition Monitoring stage
Check arrival
Analyze BL - Repair Action - Urgency - Parts - Other resources
Parts Requested
Check Existence
Order Parts / Resources Paper Copy filed in Blue Binder
Reserve Parts for BL
BL Waiting for Parts / Resources
No Parts Needed
Backlog is moved to the Green Phase
Feedback to Planning
Repair Scheduled Repair Execution
Update Data Base
Information provided to use of “windows of opportunities”
The starting point of the planning process begins in the “Red stage” where the Backlog request is entered into the database. At this point the request could stay “waiting to be planned” or could pass to the next stage if the planning actions are taken immediately. As soon as the planning actions are taken, analyzed, the actual repair required is established, and the resources needed (parts and others) are ordered, the Backlog is passed to the next stage, the “Blue stage”. All Backlogs in this blue stage are waiting for some resources, most frequently parts. The next stage, the “Green stage”, contains all Backlogs that are “ready to go”, with all the necessary resources allocated. The arrival or physical availability of parts and other special resources is the condition to move the Backlog to this last stage. At this point the Backlog is ready to be scheduled for execution or to be performed in the earliest window of opportunity. The use of distinctive areas of functionality and responsibility helps with possible improvements determined by the continuous evaluation of your maintenance operation.
THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.
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2.2.3 Evaluating the Process As we stated at the beginning of this section, the ultimate goal is to achieve the targets for percentage of scheduled work and equipment reliability. Keeping this final goal in mind the Backlog Management process can be evaluated, for each of the defined functional areas and assess the contribution of them in the achievement of the desired end results. Backlog Management Perform ance Indicators Indicator
Descriptio n
Purpose
Quantity of Backlogs
The number of Backlogs in the process. Repair need identified, not executed. Number of Backlogs entered into the system
Evaluates the work load and risk for failures
Sum of all repair estimated time determined at the time the Backlog was generated Measured from the date the backlog was generated
Evaluates the severity of the Backlog work load and potential loss of availability
The number of Backlogs identified that are waiting for planning, waiting for parts and waiting for being executed Backlogs generated by the operators, inspectors, PM & others. Backlogs sorted by machine systems. Backlogs generated sorted by machine systems.
Identifies the weak area, where the process is being delayed.
Quantity of Backlogs generated Estimated Time to Repair Percentage of B acklogs over 30 days Quantity of Backlogs in the different process phases (Red-BlueGreen) Backlogs per type of Inspection Backlogs per system Backlogs generated per system
Evaluates the condition monitoring ability to detect potential problems.
Evaluates the quality of the response of the system to react proactively to eliminate potential problems.
Identifies the areas that are contributing in the failure detection. Permit the comparison between the current and the potential problems.
Evaluates the ability of the condition monitoring routines to detect the critical problems.
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We recommend starting by visualizing the balance between Backlog Generation, Execution and Total pending. It is also important to include the goal / target for total pending backlogs, to set up a clear management guide. Backlog Management - Generated / Executed / Pending OHT Flee t 450 400 350 300
s g o l B 250 f o r e b 200 m u N
150 100 50 0
Goal for pending Blogs January
February
March
BL Generated
April BL Executed
May BL Pending
June
July
August
September
Goal (pending)
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2.2.4 Estim ating Time to Repair and Labor Hour s Estimated Time to Repair in Downtime (Machine estimated hours) and labor (man power required to execute the Backlog) is a good management metric for severity of the pending Backlogs. The Goal shown in this graph is the line for 10 % of the available labor hours. It is important to maintain the hours estimated for Backlogs below 10% of the available hours on the shop floor. Backlog Management - Estimated Time To Repair (Machine & Labor Hours) OHT Fleet
500
400
s r 300 u o h
200
Goal= 10% of available labor h
100
0 January
February
March
April ETTR
May Est Labor hours
June
July
August
September
Goal
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2.2.5 Assessing Response Time Backlogs > 30 days is a good indication for assessing the response time of your organization. 30 days is a Benchmark. We have to try eliminating the Backlog generated within 30 days. Remember that Backlogs are potential failures. Backlog Management - Backlogs > 30 days OHT Fleet
100 90 ) % ( s y a d 0 3 > s g o l B
80 70 60 50 40 30 20 10 0 January
February
M arch
A pril
M ay
B L > 30
June
July
A ugust
September
Go al
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2.2.6 Backlog Management – Backlog Status This report allows you to identify the areas of responsibility on the pending Backlogs. From all pending Backlogs, what percentage is in process in the planning area (Red), what percentage is waiting for parts / resources (Blue) and what percentage is ready to go (Green)? The managers can now concentrate on improving the appropriate area of opportunity. Backlog Management - Backlogs Status OHT Fleet 100 n e e r G e u l B d e R n i s g o l B %
90 80 70 60 50 40 30 20 10 0 January
February
M arch
A pril
M ay
B L in R ed
B L in B lue
June
July
A ugust
September
B L in Green
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Sample Backlog Management Report This is an example of a Backlog Management Report used in a 793B coal operation B a c k l o g s Q u a n t i ty
Blog s > 30 Days (% of Total)
Estimated Time to Repair
240 Ton Truck Fleet
240 Ton Truck Fleet
240 Ton Truck Fleet
400 Quantity
100
1000
Executed
90 800
300
) s r h ( 600 e m i t n 400 w o D
L B f o y t 200 i t n a u Q
100
80 % e 70 g a t n e c r 60 e P
50
200
40 0 April
June
Augu st
May
July
0
Octuber December September Noviember
April
June May
Augus t July
October December September November
Backlog Status
30 Apri l
June May
Aug ust July
October December September November
Backlog s per System
240 Ton Truck Fleet 100
0.590.77
80
3.24
% 60 e g a t n e c r e P 40
Engine Electrical Transmission Hydraulics Steering Ai r S ys. PM Tires Differential Final Drives Brakes Suspensions F.Wheels Fire Sup. Ac cid ents Ai r/C ond
1.47
2.4
2.44
0.93
1.35
3.04 20
1.03
0 April
June May
Augus t July
October December September November
4.11
3.04 0.65
S i t u a ti o n A n a l y s i s - The Benchmarks or Targets for Quantity, ETTR will be established. It is noticeable the increase of Backlogs and estimated time to repair them (ETTR). This is very dangerous; we have to improve our reaction (clean BL List). The Nbr. of BL executed is low and constant. The quantity of Backlogs waiting for being process is affected by the location of the warehouse. The BL waiting for parts are affecting directly on the age of them, BL (>30) Corrective Actions - Considering the amount of BL "ready to go" (Green) we will start scheduling more BL within the planned activities and instructing the supervisors to increase the use of the window of opportunities of the unscheduled repairs. - We are working in the relocation of the warehouse. - We will increase the scheduling of BL and the shop will be instructed to executed 100 % of the planned jobs.
3.0 Implementation Steps 1. 2. 3. 4. 5.
Use the results on condition monitoring inspections to create Backlogs. A sample Backlog form is attached. Implement the 3-phase (Red, Blue, Green) method for categorizing and tracking Backlogs. Use the attached evaluation process to determine the performance of your Backlog system. Refer to Backlog Process Map (page 7).
4.0 Benefits • • • •
Fewer high cost unscheduled repairs. Higher reliability and machine availability. More efficient use of shop facility and labor force. Lower cost per hour and cost per ton. THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.
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5.0 Resources Required Backlog Record Form (attached) Thorough machine inspection resulting in Backlogs entered into the process. Three binders: (Red, Blue, Green) for tracking the Backlogs, or a computer system to duplicate this functionality. Individual in the Planning & Scheduling Department responsible for entering Backlogs, tracking their progress, and producing the process performance evaluation reports. • • •
•
6.0 Support ing Attachments No Supporting Attachments are included with this document. 7.0 Related Best Practic es 0806-2.70-1007 -Condition Monitoring Field Inspections 8.0 Ack nowledgements This Backlog Management Best Practice was authored by: Abelardo Flores Equipment Management Consultant-Site Management Caterpillar Global Mining +56-9 3097135
[email protected]
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