Manufacturing Guide to Demonstrating Your Value Reports to Show Your Work & Justify Resources Whether you’re new to reporting on your daily operations or you’ve been doing it for years, there are always new things to learn, new reports to try and new ways to share this critical information about your team’s work.
And today, there are even more capabilities within a CMMS (computerized maintenance management system) to make reporting quick and specific — not to mention highly visual and easier for everyone to understand.
In a world where the work you do for your manufacturing operations may go overlooked or underappreciated, reporting is the key to HERE ARE SIX WAYS THAT THE demonstrating your value and sharing your needs. RIGHT REPORTING CAN HELP Data can tell the story of what you do, what DEMONSTRATE YOUR VALUE: you would like to do and how you can improve efficiency and uptime through resources, staffing, 1. Improving uptime communication and more. It can also help you answer any questions that are thrown your way. 2. Justifying repair vs. replace
3. Analyzing your equipment
4. Justifying your budget
5. Increasing productivity
6. Optimizing spare parts
2 Improving Uptime
Uptime, or more likely downtime, is on everyone’s or “bad actors” in your plant or plants. Start with mind. You know you want to maximize and increase what is causing downtime and why, so you can then your uptime, but how do you find ways to decrease formulate a plan to fix them and improve the quality downtime to get there? After all, downtime is a of your uptime. profit killer that you really need to avoid. You need a system that can help you report on: How can you improve uptime Ǡ and show the results? Ǡ When and why you have downtime Ǡ Whether you’re being asked to provide data and Ǡ What is the root cause of downtime reporting around your uptime statistics or you’re ǠǠ What is the impact of downtime (and what expected to contribute to an increase in profits, could the potential positive impact of you need to be able to visualize the problem areas uptime be)
> WHAT IT SHOWS This report shows the bad actors or specific causes of downtime, their percentage of total downtime Downtime and work orders associated with each. Analysis Report > WHY IT MATTERS Pinpoint what’s causing most of your downtime and map out the most effective way to eliminate it.
DOWNTIME ANALYSIS
21
18 20 15
12 hours 9 10 6
3 5 5 0 Part Failure Wear and Tear Lack of Lubrication Short Circuit
Cause Downtime hours % of All Downtime Asc WOs Asc WO Cost
Part Failure 10 23.5% 11 $1,200 Wear and Tear 5 11.8% 2 $250 Lack of Lubrication 20 47.1% 3 $621 Short Circuit 5 5.9% 23 $329
3 KPI: Downtime 40.0 60.0 Impact Hours
> WHAT IT SHOWS 20.0 80.0 A scale of your downtime in hours in a given day, week or month. > WHY IT MATTERS Use this KPI to measure progress on 0.0 100.0 specific goals around downtime and make sure you stay inside your target.
> WHAT IT SHOWS The downtime total for each piece of your Equipment equipment. Downtime > WHY IT MATTERS See if there is a specific piece of equipment that is Summary costing you more in downtime.
24
21
18
15
12
9
6
3
0 Forklift 1 Press Press Brake Lathe 2 Forklift 2 Conveyor - Lathe 1 Cutter Hydraulic Crimper Brake 2 1 Pallet Press Handler 4 Justifying Repair vs. Replace You need a system with data and extensive forecasting tools to be able to justify the repair vs. Some assets and equipment around your facility replace argument (and not just based on age) to are starting to show a lot of wear and tear, requiring find the best use of your precious dollar resources. more of your team’s attention and threatening Reporting can help you predict your needs when it downtime. They may have even undergone comes to: multiple repairs and could be starting to become a money pit. How do you know whether you should ǠǠ Asset lifecycle and cost repair or replace the equipment, and how do you ǠǠ Trend analysis get the budget approved for either? ǠǠ Your story around fixing or replacing assets Can you justify your asset needs? “Whether it’s a daily, weekly or monthly task, We know that your plant running smoothly depends on your assets and equipment working it is captured in the system. This program is well and keeping your employees safe and productive. Since so much is riding on your invaluable in helping us track all our work.” production, it can cause costly problems when assets break down or need to be fixed. -Barry Dean, Aprilaire
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> WHAT IT SHOWS A grade for each asset based on age, historical work, cost and event trends. Asset Life > WHY IT MATTERS Get a macro view of which assets have a good or Cycle Analysis bad grade based on various factors to make repair and replace decisions.
Name Category Grade Event Trend Cost Trend Years Left Asset Life Purchase Replacement (Year(s)) Date Cost $
Press Brake 1 Press Brakes B good good -5.69 10.00 03/13/2002 45000.00
Press Brake 2 Press Brakes D bad bad 3.38 8.00 04/03/2013 138000.00
5 > WHAT IT SHOWS The trend of an asset’s cost based on the Trend Analysis frequency of failure. > WHY IT MATTERS Use this data to see if an asset is on the uptick or if it’s wasting resources and make decisions based on that.
PRESS BRAKE 1
Cost by Log Entry Date: 700.00
$600.00 415.00 $400.00 280.00
$200.00 130.50 20.83 0.62 $0.00
($200.00)
July 2017 October 2017 January 2018 April 2018 # of Days Between Events:
120 107.00 91.00 90 59.00 60 44.00
30 20.00
0 July 2017 September 2017 November 2017 January 2018 March 2018 PRESS BRAKE 2
Cost by Log Entry Date:
$1,000.00 892.97
$800.00 624.00 $600.00
$400.00 309.00
120.00 175.00 $200.00 75.00
$0.00
April 2017 July 2017 October 2017 January 2018
# of Days Between Events:
121.00 120
90 65.00 58.00 54.00 60
30 25.00
0 6 August 2017 September 2017 October 2017 November 2017 December 2017 January 2018 February 2018 March 2018 Analyzing Your Equipment How do you analyze your equipment and make improvements? What equipment is on your mind day-to-day or what decisions are you having to make around You can’t improve what you can’t measure. That’s pieces of equipment? Whether your boss is asking why you should be analyzing your equipment for an equipment analysis report or you need constantly to monitor any changes or concerns guidance on what pieces are costing the most, it’s that could cost you in the long run. When you track all important to keep a close eye on. work orders, you can do this much easier with the following data right at your fingertips:
ǠǠ Asset lifecycle and cost
ǠǠ Trend analysis
ǠǠ Your story around fixing or replacing assets
Asset Cost Summary > WHAT IT SHOWS > WHY IT MATTERS A detailed look at work order, labor, part and other This data can provide a full analysis of your costs associated with each piece of equipment. equipment and how it’s affecting costs.
Name # of WOs WO $ Avg $ Part Cost $ Labor Cost $ Other Cost $ Non-inv $ Labor Hrs Avg Hrs Downtime Hydraulic Press 11 380.00 34.55 280.00 100.00 0.00 0.00 5.0 .45 3.0
Forklift 1 51 6128.10 120.16 891.42 1232.25 3910.00 94.43 71.50 1.40 23.50
Forklift 2 32 2061.85 64.43 602.67 1168.50 0.00 290.68 60.50 1.89 11.25
Press Brake 1 3 40.00 13.33 0.00 40.00 0.00 0.00 2.00 0.67 2.00
Mean Time to Repair Analysis > WHAT IT SHOWS > WHY IT MATTERS See how long on average it takes to repair each Report on how quickly the team is jumping on issues. piece of equipment.
Asset Originated to Assigned Avg Assigned to Completed Avg Originated to Completed Avg
Forklift 1 1 hr(s) 58.00 minute(s) 2 hr(s) 1.00 minute(s) 3 hr(s) 59.00 minute(s)
Lathe 1 2 hr(s) 35.00 minute(s) 2 hr(s) 52.00 minute(s) 5 hr(s) 27.00 minute(s)
Press Brake 1 1 hr(s) 12 minute(s) 2 hr(s) 18 minute(s) 3 hr(s) 30 minute(s)
7 Justifying Your Budget Find a system with reporting tools to help you show instead of guess: It’s your favorite time of the year: budget season. You have to gather data on staffing, assets, ǠǠ Where your budget dollars are going additional resources needed and anything else of ǠǠ Actual vs. budgeted dollars importance to convince your boss to give you the same or an increased budget for the year. ǠǠ What additional resources you may need
Can you justify your budget?
Whether you’re under the gun about your INCREASE ASSET departmental budget or you see a need for hiring LIFECYCLE BY additional employees or replacing expensive assets, you’ll have to justify your decisions with some strong data. Maintenance budgets are one of the first to get 35% slashed, so you’ll need to bring your best reasoning to fight for more budget dollars. WITH A CMMS
> WHAT IT SHOWS A breakdown of actual costs per year, quarter or week and in total vs. budgeted costs. Budget > WHY IT MATTERS Better justify the resources you already have or be Breakdown able to better forecast your needs and create a more attainable budget to gain resources in the future.
Labor Budget WO Part Misc Budget WO Total PO Part PO Non-Inv PO Other PO Total
Labor - Actual Part - Actual Misc - Actual Total - Actual PO Part - Actual PO Non-Inv - Actual PO Other - Actual PO Total - Actual
Difference Difference Difference Difference Difference Difference Difference Difference
Quarter - 1 30000.00 3750.00 2500.00 36250.00 25000.00 12500.00 0.00 37500.00
3702.19 5550.63 0.00 9252.82 1720.00 0.00 0.00 1720.00
26297.81 (1800.63) 2500.00 26997.18 23280 12500.00 0.00 35780.00
Quarter - 2 30000.00 3750.00 2500.00 36250.00 25000.00 12500.00 0.00 37500.00
2112.50 4995.70 0.00 18313.20 5185.90 0.00 0.00 5185.90
27887.50 (1245.70) 2500.00 17936.80 19814.10 12500.00 0.00 32314.10
8 Increasing Productivity
What does your day-to-day productivity look like? orders or specific sites. With this type of data, you Can you measure it or put a number or grade on it? can take action and make quick improvements that And more importantly, are there ways to increase it? equate to a lasting positive effect. If so, how do you get the resources needed to push your operations to a new level of efficiency? This type of data may include reports on:
Can you measure and increase ǠǠ Equipment criticality your productivity? ǠǠ On-time vs. late work
You need a way to effectively pinpoint your current ǠǠ Active vs. completed work productivity and see what’s holding you back from efficiency, whether assets, employees, specific work ǠǠ Site comparison tools
Criticality Report > WHAT IT SHOWS > WHY IT MATTERS The priority of the work order combined with the Find ways to increase your productivity and criticality rating of the asset to create “calculated efficiency by addressing your most critical criticality,” often called ranking index for concerns. For example, even though a broken maintenance expenditures (RIME) index. toilet may be labeled a Critical priority, a piece of equipment breaking down could be much more detrimental to the business.
Asset Work Order # Title Source Asset Priority Calculated Criticality Criticality
0000000661 AHU PSI Threshold Air Handler Unit 1 Critical Important 500
0000000602 gauge is broken Press Brake 1 High Essential 600
0000000615 Ram upset Press Brake 1 High Essential 600
0000000622 Inspection/Rounds Forklift 1 Medium Essential 900
0000000624 Inspection/Rounds Conveyor - Pallet Handler Medium Essential 900
0000000647 Calibration issue, come help Lathe 2 Medium Essential 900
0000000665 Inspection/Rounds Conveyor - Pallet Handler Medium Essential 900
0000000534 Breakdown Air Handler Unit 1 High Important 1000
0000000619 Frayed wiring Forklift 2 High Important 1000
0000000642 Ram misalignment Press Brake 2 High Important 1000
0000000651 Ram misalignment Press Brake 2 High Important 1000
0000000503 Machine gauge is broken Air Handler Unit 2 Medium Important 1500 9 Completed On-Time vs. Late Summary
> WHAT IT SHOWS > WHY IT MATTERS The amount of late vs. on-time work orders, their This report can help show if you are efficiently priority and work assigned by staff. addressing work orders and using the right staff member for the job.
PRIORITY
Total On-Time
Total Late
20 21
15 16
10 9
5 5 2 2
0 Critical High Medium
ASSIGNED TO
Total On-Time
Total Late 17 15
10 11 9 8
5 5 5
1 1 1 1 1
0 Rick Grimes Daryl Dixon Shane Walsh Eugene Porter Lori Grimes Negan L
10 Active/Completed Work > WHAT IT SHOWS > WHY IT MATTERS A comparison of active and completed work See how effective your team is at getting to your orders for PM and non-PM work. work, both planned and unplanned.
Work Order Summary - PM WOs:
# of Active Late WOs 4
# of Active On-Time WOs 6
Total # of Active WOs 10
# of Completed Late WOs 16
# of Completed On-Time WOs 29
Total # of Completed WOs 45
Percent of Active PM WOs 18.18%
Work Order Summary - Non-PM WOs:
# of Active Late WOs 2
# of Active On-Time WOs 12
Total # of Active WOs 14
# of Completed Late WOs 1
# of Completed On-Time WOs 14
Total # of Completed WOs 15
Percent of Active Non-PM WOs 48.28%
11 Site Comparison > WHAT IT SHOWS > WHY IT MATTERS Get a side-by-side view of the work and For multi-site companies, this information is productivity of multiple sites or plants. valuable to see an overall comparison. If one site is lagging, then maybe there needs to be a share of knowledge between sites or extra training.
Total # of Total On- Total Total PM On-Time Late PM Total On-Time Late WOs Time Late PM Non-PM Non-PM Non-PM
OVERALL 60 43 17 45 29 16 15 14 1
PRIORITY 5 4 1 4 3 1 1 1 0
Critical 25 16 9 25 16 9 0 0 0
High 4 2 2 1 0 1 3 2 1
Medium 26 21 5 15 10 5 11 11 0
ASSIGNED TO
Rick Grimes 16 11 5 13 8 5 3 3 0
Daryl Dixon 2 1 1 1 0 1 1 1 0
Shane Walsh 26 17 9 26 17 9 0 0 0
Eugene Porter 1 1 0 0 0 0 1 1 0
Lori Grimes 9 8 1 0 0 0 9 8 1
Negan L 6 5 1 5 4 1 1 1 0
12 Site Comparisons (con’t)
Cary Raleigh Morrisville Wake Forest 60 60
48 45
36 24 24 14 15 13 11 12 10 5 5 3 1 3 3 1 3 2 0 Active WOs Comp WOs Active PM WOs Comp PM WOs Active Non-PM WOs Comp Non-PM WOs
preventive corrective
100% 10% 20% 80% 40% 50%
60% 90%
40% 80% 60% 50% 20%
0% Cary Raleigh Morrisville Wake Forest
Site Active WOs Comp WOs Active PM WOs Comp PM WOs Active Non-PM Comp Non-PM WO Cost $ WO Hours Avg Cost $ Avg Hours WOs WOs
Cary 24 60 10 45 14 15 6417.00 103.50 76.39 1.23
Raleigh 3 5 3 5 0 0 160.00 2.00 20.00 0.25
Morrisville 0 13 0 11 0 2 611.70 6.00 47.05 0.46
Wake Forest 1 3 1 3 0 0 155.00 4.00 38.75 1.00
13 Optimizing Spare Parts Thankfully, there is inventory-specific reporting in today’s CMMS solutions around: How do you know what inventory you have on hand or what you will need at any given time? You’ll need ǠǠ Your current inventory to have in-depth insight into your inventory to not ǠǠ What parts are on back order only optimize your spare parts but also avoid stock- outs and prevent downtime. ǠǠ The cost and value of your inventory needs
Use your daily equipment and work data to create strong reports that help you know what you need right when you need it to be prepared for whatever comes your way.
> WHAT IT SHOWS Get an overview of parts that are below reorder point and then zoom in to identify the parts. Inventory > WHY IT MATTERS See a quick update of parts you might need soon, Report along with their supplier information and location, to be more up to date on inventory status.
Qty Qty Qty on Back Critical Name Part # Supplier Location Barcode Available Reserved Order Spare?
10 Amp Fuse 0000000001 74.00 1.00 3.00 ABC Suppliers No Facility Parts 123456789
Filter ACOM-0004 0.00 0.00 0.00 ABC Suppliers No Facility Parts
> WHAT IT SHOWS A list of parts on back order, as well as the quantity on hand, available and reserved. Parts on > WHY IT MATTERS Better plan to avoid stock-outs and any potential Back Order downtime by managing what parts you have and what you need to keep things running smoothly.
Part # Part Name Supplier On Hand Qty Available Qty Reserved BO
0000000001 10 Amp Fuse ABC Suppliers 75.00 74.00 1.00 3
0000000003 Cart Tire 18-8.50-8 4P Grainger 5.00 4.00 1.00 2
14 Valuation of Inventory > WHAT IT SHOWS > WHY IT MATTERS A valuation of inventory by category. Compare the costs of various parts and their impact on your inventory needs and overall productivity.
1825.33
1045.20
1010.89
2575.96
1915.56
Category Valuation Summary $
Fluids 2575.96 Filters 1915.56 Bearings 1010.89 Hardware 1045.20 Fuses 1825.33
Monthly PMs
Part # Part Name Quantity Needed Unit Qty Available Qty Reserved Qty on Order
0000000001 Filter 1.0 each 74.00 1.00 3.00
0000000003 Fluid 2.0 gallon 4.00 1.00 0.00
0000000001 Motor 1.0 each 74.00 1.00 0.00
15 Showing Your Work Matters
Reports aren’t just plots on a graph or a collection of numbers, they’re the narrative for your maintenance team to show the importance of the work they do and to get more exact in their craft.
Better reporting means you know your work, assets, staff and safety goals better, so you can reach new heights of productivity and efficiency together. With a system like Dude Solutions Work & Asset Management software that puts this data at your fingertips, you can easily share your team’s value with others and have the proof to increase your resources.
When you have the numbers to justify budgeting, predictive maintenance, important asset decisions and more, you’ll play an important part in strengthening your organization’s overall efficiency and uptime.
16 ABOUT DUDE SOLUTIONS
Dude Solutions is a leading software-as-a-service (SaaS) provider of operations management solutions for manufacturing. For nearly two decades, our software has inspired clients to create better work and better lives. The company combines innovative, user- friendly technology with the world’s smartest operations engine, empowering our clients to protect their assets, extend the life of their machines and maximize uptime on the production floor. Today, more than 10,000 organizations use our award-winning software to manage maintenance, assets, energy, safety, IT, events and more. For more information, please visit dudesolutions.com.
866.455.3833 / [email protected] / dudesolutions.com