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SMRP Metric 5.4.9 Ready Backlog

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169 views5 pages

SMRP Metric 5.4.9 Ready Backlog

Uploaded by

jonatan barahona
Copyright
© © All Rights Reserved
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WORK MANAGEMENT

5.4.9 Ready Backlog


WORK MANAGEMENT METRICS

5.4.9 Ready Backlog

A. DEFINITION
The metric is the quantity of work that has been fully prepared for execution, but has
not yet been executed. It is work for which all planning has been done and materials
have been procured. However, work is awaiting assigned labor for execution.

B. OBJECTIVES
This metric measures the quantity of work yet to be performed to ensure labor
resources are balanced with the available work.

C. FORMULA
Ready Backlog = Ready Work ÷ Crew Capacity

D. COMPONENT DEFINITIONS
Ready Work
Work that has been prepared for execution, i.e. necessary planning has been done,
materials procured and labor requirements have been estimated.

Crew Capacity
That portion of the weekly maintenance labor complement that is available to work on
backlog jobs. It is the sum of the straight time hours per week for each individual in the
crew plus scheduled overtime, less indirect commitments (e.g. training, meetings,
vacations, etc.).

Copyright © 2009 SMRP. All rights reserved.


PAGE 1 of 4 Publication Date: June 14, 2009
Revised: September 27, 2012
E. QUALIFICATIONS
1. Time Basis: Weekly
2. To be used by maintenance management to balance labor resources against
available work. If insufficient resources are available, workers can work overtime or
contractors can be used to supplement the workforce in order to keep labor capacity
balanced with workload.
3. If ready backlog is less than two weeks, it may be difficult to create a weekly
schedule for the full work crew.
4. If ready backlog is greater than four weeks, there is likelihood that work will not be
completed in a timely fashion (i.e. excessive work order aging).
5. Two to four weeks of ready backlog facilitates level scheduling of the work crew.

F. SAMPLE CALCULATION
A given 10 person work crew works a standard 40 hour week with 6% overtime
authorized each week. There are 845 hours of ready backlog. Two workers are
scheduled to be on vacation during the week and 1 crew member is reassigned to
Engineering. Each worker is also required to spend 2 hours per week in computer-
based training. Safety toolbox meetings are held on Wednesday mornings for 30
minutes.

The weekly capacity for this crew is as follows:


• Straight time hours available = 10 people × 40 hours/week = 400 hours/week
• Scheduled overtime (6% of straight time) =
0.06 × 400 hours/week = 24 hours/week
• Gross weekly capacity =
400 hours straight time + 24 hours overtime = 424 hours/week
• Indirect commitments are as follows:

Copyright © 2009 SMRP. All rights reserved.


PAGE 2 of 4 Publication Date: June 14, 2009
Revised: September 27, 2012
• Vacation = (2 workers × 40 hours) + (0.06 × 2 workers × 40 hours) = 84.8 hours
• Reassigned = (1 worker × 40 hours) + (0.06 × 1 worker × 40 hours) = 42.4 hours
• Scheduled training = 7 workers × 2 hours = 14 hours
• Safety meeting = 7 workers × 0.5 hour = 3.5 hours
• Total indirect commitments =
84.8 hours + 42.4 hours + 14 hours + 3.5 hours = 144.7 hours

Direct commitments are as follows:


• Weekly average consumption for emergency work = 46 hours

Net Crew Capacity for the week =


Gross Crew Capacity – (Indirect Commitments + Direct Commitments)
• Net Crew Capacity for the week = 424 hours – (144.7 hours + 46 hours)
• Net Crew Capacity for the week = 424 hours – 190.7 hours = 233.3 hours
• Ready Backlog = 845 hours ÷ 233.3 hours = 3.62 weeks

G. BEST IN CLASS TARGET VALUE


2 to 4 Weeks

H. CAUTIONS
None identified at this time.

I. HARMONIZATION
This metric has not been harmonized with European standard EN 15341: Maintenance
Indicators.

Copyright © 2009 SMRP. All rights reserved.


PAGE 3 of 4 Publication Date: June 14, 2009
Revised: September 27, 2012
I. REFERENCES
Hawkins, B. & Smith, R. (2004). Lean maintenance–reduce costs improve quality, and
increase market share. Burlington, NY: Elsevier Butterworth Heinemann.
City, NY: McGraw-Hill.
Hawkins, B. & Kister, T (2006). Maintenance planning and scheduling handbook –
Streamline your organization for a lean environment. Burlington, MA. Elsevier
Butterworth Heinemann.
Palmer, R. D. (1999). Maintenance planning and scheduling handbook. New York City,
NY: McGraw-Hill.
Wireman T. (2010). Benchmarking best practices in maintenance management (2nd
ed.). New York, NY: Industrial Press, Inc.

Copyright © 2009 SMRP. All rights reserved.


PAGE 4 of 4 Publication Date: June 14, 2009
Revised: September 27, 2012

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