Randy McDaniel -Simplify the User Experience
Randy McDaniel has a B.S. degree in Mechanical Engineering from the California State University at Fullerton and has spent over 35 years in the field of maintenance engineering, maintenance planning, capital projects construction, and facilities maintenance. His industry experience includes oil refineries, petrochemical plants, universities, steel mills, assembly plants, lumber mills, and utility plants.
He has spent time as a Maximo senior consultant providing business process re-engineering assessments and managing Maximo implementations. A vocal advocate of Maximo, Randy has been the Chairman of the Southern California Maximo Users Group since 1998 where he often presents best practices, tips and other real life Maximo experiences.
He is also an accomplished race car driver having won several championships in two different divisions of road racing cars. He owned his own race car preparation business and managed a racing team for several years.
Currently Randy is the Maximo System Administrator and Facilities Management Information Systems Integration Manager at the University of California Los Angeles. He manages the implementation of Maximo and provides IT integration direction and vision for the General Services business unit.
Whether you have 10 or 100 workers, do they have a clear idea of what is on their plate each day? Or do they kill time waiting or looking for supervisors to tell them what to do? Organizing work so it can be assigned to the right people at the right time is a challenge for achieving Plant and Facilities Maintenance Excellence.
Here are three simple concepts that will lead to effective and efficient work management:
If you don’t prioritize and categorize your work you will not work on the right things at the right time. Prioritizing isn't enough; you must also put it in the context of the type of work. For example, a #1 priority for project type work may not be as important as a #1 priority for preventative maintenance type work. Adding target dates takes this a step further towards defining when the work needs to be done. Make sure priorities like 1, 2, 3, or 4 have clear definitions (keep them simple) that are meaningful to the planning and scheduling process like:
Dedicated resources are required to assure that you can do the work you need to do. Labor must be assigned and dedicated in order to effectively plan work. There is nothing easy about supervisors giving up labor resources to a planning function. Come up with a method for getting organizational commitment to dedicating available resources like:
Total # of people in department = 100
# of Sick/Vacation/Absent = -20
Total # available for planned work = 80
Dedicate available resources to specific types of work
Project work = -10
Routine Maintenance = -30
Preventative Maintenance = -25
Emergency, Unplanned = -5
Plan and schedule work based on available labor resources and materials. What good does it do to send people out on a job without the materials they need to accomplish the work? Create metrics that make supervisors accountable for assuring that the resources they commit to are not diverted and thus sabotaging scheduled work.
The ingredients discussed above provide the foundation for planning and scheduling your work. Over schedule work to accommodate work that may be finished earlier than expected or was not able to be started because of unforeseen circumstances. You don’t know how you have done unless you measure what you have done. Did you do what you planned to do when you said you were going to do it? You improve what you measure; develop metrics to measure performance. Don’t be misled by the notion that measuring budget compliance leads to a well maintained plant or facility. Measuring what you planned to do and making sure it is done on time will lead to better control of budgets (not the other way around).