Now, let’s consider the inefficiencies that this type of lube task planning and scheduling creates. Of the eight-hour workday, how many hours is our tech actually doing value-added work, as opposed to collecting supplies, paperwork or traveling to/from the job sites?

In the maintenance and reliability field, the time spent doing work as opposed to every other aspect of planning, kitting and traveling to the job is called “wrench time”rubber conveyor belts. For many organizations, wrench time barely exceeds 25 to 30 percent, meaning that out of an eight-hour day, only two to 2.5 hours of useful work is actually getting done. Conversely, world-class companies have wrench times in the range of 50 to 60 percent. Compared to 25 percent wrench time, a wrench time of 50 percent equates to effectively having twice as many people to do the work required. (This is a concept sometimes referred to as the “hidden staff”power transmission belts.) For most plants, loss of wrench time comes from paperwork, obtaining supplies and travel time to/from the job site.

Now, let’s think about the execution of the lube tasks prescribed for our belt conveyor. The actual time to grease the motor or pillow block bearings, take an oil sample or check the timing belts oil level is miniscule compared to the time to obtain the PM worksheets, gather the required tools and walk to the lubrication point in question. For all but the smallest plant, this is always true – the bulk of the time is not spent executing value-added lubrication tasks but in preparing to execute the tasks.

OK, how can we be more efficient in the way we plan, schedule and execute work? The answer is actually very simple: Forget about task frequency! That’s not to say that we shouldn’t adhere to the optimum periodicity for lubrication PMs, but rather we should not consider the frequency in compiling the block of work to be done in any given work day or week.

This approach, called “dynamic route planning”PU Timing belt, allows for any task that is geographically related or requires the same or similar tool set to be executed on the same assignment sheet. While this takes some time to establish, deploying dynamic route management really creates far more efficiency in kitting and traveling to the job site.

Using this approach for our belt conveyor, we find that, one week, the assignment sheet may simply state: shanghai massage“Check oil level in to the full running mark. If level is too low, top off using oil XYZ, as necessary.” But every fourth week, an additional task appears: “Regrease the pillow block bearings”V-belts. The key here is that the weekly and monthly tasks appear on the same assignment sheet, in the correct sequence, so the two tasks can be executed at the same time. This is far more efficient than walking back to the lube room between tasks.

Once a quarter, our oils sampling tasks also appear, while every six months, a fourth task (grease the electric motor bearings) is included in our dynamic assignment conveyor belting sheet, so this can be done at the same time as checking the oil level, greasing the pillow block bearings and taking the oil sample.

Time Well Spent
Using this simple example, it should be apparent that dynamic route planning offers a very significant advantage over our conventional approach of frequency-based lube routes. Instead of walking to and from the lube room, locating and gathering different tools, and handling paperwork Standard sphygmomanometer before executing the work, dynamic route planning allows those tasks that logically fit together to be done at the same time, no matter what their prescribed frequency.

So, next time you look at how you execute routine time-based PM work, think about where most of the time is spent: Is it in actually doing valued-added work shanghai escort, or are you spending most of your days preparing to do work?

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