TABLE OF CONTENTS This appendix discusses additional issues affecting productivity. These issues include crafts already performing at high wrench times without planning and scheduling, utilization of blanket work orders, differentiation between empowerment and scheduling, and underlying causes of low schedule compliance and misused priority systems. The appendix conducts an extensive analysis of low schedule compliance and misused priority systems using "cause maps." The Maintenance Planning and Scheduling Handbook addresses these topics in this appendix so as not to distract from the main thrust of the book.
Wrench time may be higher than the industry norm of 25 to 35% in some maintenance organizations without highly developed planning functions. The preceding two appendices showed two such examples. In App. G, the I&C (instrument and controls) group had a 38% wrench time. This I&C group did not have a planning function assisting it. The industry norm more applies to an overall maintenance force than to a specific craft. I&C and electrical crafts without planning typically should be at the top or slightly over industry norm. These groups are typically not at the desired 55% level, but their existing productivity may warrant placing them behind the mechanical group in priority for implementation of planning. In addition, in plants where I&C and electrical groups mostly support the mechanical groups, the improvement of the mechanical group's wrench time through planning improves these other crafts as well. Appendix H shows a mechanical group with a marginal planning effort. With only planning,...
