Definition:
A tracking tool used to monitor the status of implementation of factory programs.
Description:
Although the design is basically fixed, mining equipment manufacturers will on occasion alter the machine based on their experience over time and, as such, employ running changes and improvements to the base machine. These factory programs typically define an applicable machine serial number prefix, a range of machines within that prefix and may be limited to machines within a particular hourmeter range. They may also be deployed on a before or after failure basis. They may also be mandatory or give management some latitude in determining if a particular modification is applicable to his site-specific set of conditions. Programs are typically issued for completion within a twelve-month timeframe. The best tracking tools include the program identification number, dates of issue and termination, scheduled date of execution, program type (priority, before / after failure, safety, containment, unpublished, etc.), and some highly visual, graphical display of the completion status on an individual machine basis.
Calculation Methodology:
Factory program completion status is calculated as the ratio of programs completed on a machine-by-machine basis relative to the number of programs that are active and applicable at the time under consideration. This ratio should be expressed as a percentage. Programs that are defined as "after failure" should not be included in the calculation.
Data Source(s):
Factory programs are received on site via the dealer Technical Communications staff and include all of the information necessary to determine applicability and monitor their completion status, i.e. program identification number, dates of issue and termination, and program type. Machine serial number and hourmeter information obtained from the machine history at the site.
Benchmarks:
Since factors such as parts availability can impact on management's ability to complete a program and in some cases program execution can be delayed to coincide with other related work (which may be a valid decision on the part of management), there is no Benchmark that is applicable to this metric. However, compliance with this discipline is viewed as critical to the success of a project and common sense would dictate that a higher percentage of completion of outstanding programs is desirable. Clearly, no program should be permitted to run beyond its termination date without being addressed unless it is an after failure only program.
Usage:
Obviously, monitoring the completion status of factory programs enables Project Management to track the execution status of those programs to ensure their timely completion. Less obvious, perhaps, is the fact that management can also use this type of information to determine and verify that programs are available to address those critical issues identified as "Top Problems" in the Pareto analysis. This analysis can also be used as input to the Backlog Management and the Continuous Improvement processes.
Interpretation:
A low program completion percentage, a number of programs that are approaching their termination date, or the existence of programs that are not planned and scheduled for execution is indicative of poor management of factory programs. In addition, if one or more programs are related to issues on the "Top Problems" summary and are incomplete, management should reprioritize the scheduling and execution of the program such that it is dealt with sooner.
Action:
If the percentage of factory program completion is low, the organization should investigate the following:
• Review all available information to determine if the shortfall is related to Planning & Scheduling of the programs or if it is the result of inadequate execution of the plan.
• Take appropriate action to ensure that shortcomings in the Planning & Scheduling and/ or execution phases of the cycle are re-emphasized and that timely completion of factory programs receives the attention it deserves.
Has Impact On:
• Costs, ... the inability to execute factory programs may result in failures that include contingent damage that falls outside the scope of the program,
• MTTR, ... programs that are implemented on a planned basis are inherently more efficient since they derive the benefits of the planning process.
Is Impacted By:
• Poor planning and / or scheduling, ... inadequate prioritization of programs,
• Failure in execution, ... insufficient resources (personnel, shop bays, tooling, equipment, etc.).
Presentation Format:
A spreadsheet analysis similar to the one below provides the most visual display of factory program completion status. Data should be collected, analyzed and reported on a monthly basis then compared month-to-month to trend improvement in this area.
Table 9: Sample PIP / PSP Completion Summary
PS/PI Description When
PI 3366 Install New Software Priority
PI 3370 EPTCII needs to be changed Priority
PS 4223 Install new exhaus systems elbows Before or after
PS 4955 Reworking the wastegate Before or after
PS 5288 Repair the rear engine mounts After failure
PS 5308 Rotated rod eye bushing After failure
PS 5478 <Claim is not registered Repair cracks in fabricated wheels After failure
PS 5488 Replacing aftercooler core After failure
PS 5513 Replace the scavenge oil pump After failure
PS5765 Replacing the steering shafts After failure
PS/PI Description When
PI 30005 Replace the Lock Up Valve Spring Priority
PI 3366 Install New Software Priority
PI 3370 EPTCII needs to be changed Priority
PS 20003 Hoist Pump new to be replaced After Failure.
PS40174 Engine Blocks Need Needle Peened Before or after
PS 4223 Install new exhaus systems elbows Before or after
PS 4955 Reworking the wastegate Before or after
PS 5288 Repair the rear engine mounts After failure
PS 5308 Rotated rod eye bushing After Failure.
PS 5513 Replace the scavenge oil pump. After Failure.
PS5765 Replacing the steering shafts After failure
Pending
Claims are not registered Claim not registered
To Be Done at CRC To Be Done at CRC 793C Fleet Waiting Parts Waiting Parts Pending
Claims are not registered
Product Improvement/Product Support Programs - May /2000
Percentage Done 793B Fleet Pending Pending Pending Pending To Be Done CRC. Percentage Done To Be Done at CRC To Be Done at CRC Pending