3 backlog
Short Description
backlog...
Description
January 2009
Backlog Management Maintenance and Repair Management Section 3
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Backlog Management
3.1 General Information Backlog Management (BL) is a planning function designed to effectively manage pending repairs in order to schedule the repairs before befo re equipmen equipmentt failure. It is the process process which occurs between the detection of a defect or potential problem, and the repair of the defect defe ct or an actual failure. failure. Back Backlog log Management is a proactive tool used to prevent failure.
Contents 3.1 General Information . . . . . . . . . . . . . . . . 2 3.1.1 Backlog Management Overview. . . . . . 4 3.1.1a Red Phase . . . . . . . . . . . . . . . . . . . . 4 3.1.1b Blue Phase . . . . . . . . . . . . . . . . . . . . 5 3.1.1c Green Phase. . . . . . . . . . . . . . . . . . . 5 3.1.2 3. 1.2 Gene Generat rating ing a Backlo Backlog g. . . . . . . . . . . . . . 6 3.1.2a Technical Backlog Request. . . . . . . . 8
Condition Monitoring is fundamental to Backlog Managem Mana gement. ent. It is vita vitall to iden identify tify problems problems before befo re they cause cause machines machines to fail. This is accomplished through regular examination of equipment, interviewing operators about machine performance, and surveying the environment and conditions the machines are operating in. in. Early detection detection of defects defects and taking the appropriate corrective planning actions are fundamental to the success of a maintenance maintena nce and repair repair program. program. Early detection of problems increases the time available to plan for the necessary repairs.
3.2 The Process . Process . . . . . . . . . . . . . . . . . . . . . 10 3.2.1 Red Phase . . . . . . . . . . . . . . . . . . . . . 10 3.2.2 Blue Phase . . . . . . . . . . . . . . . . . . . . . 14 3.2.2a Parts Staging Area . . . . . . . . . . . . . 17 3.2.3 Green Phase. . . . . . . . . . . . . . . . . . . . 18 3.3 Summary Information . . . . . . . . . . . . . 20 3.3.1 3. 3.1 Gene General ral . . . . . . . . . . . . . . . . . . . . . . . . 21 3.3.2 Management Management Process Interactions Interactions . . . 22 Condition Monitoring. . . . . . . . . . . . . . 22 Parts Management . . . . . . . . . . . . . . . 22 Human Hum an Resou Resource rces s . . . . . . . . . . . . . . . 22 Planning and Scheduling . . . . . . . . . . 23 Preventive Maintenance . . . . . . . . . . . 23 Repair Management . . . . . . . . . . . . . . 23 Component Management . . . . . . . . . . 23 3.3.3 Key Personnel. . . . . . . . . . . . . . . . . . . 24 Fleet Analyst . . . . . . . . . . . . . . . . . . . . 24 Inspectors . . . . . . . . . . . . . . . . . . . . . . 24 Operators . . . . . . . . . . . . . . . . . . . . . . 24 Planner . . . . . . . . . . . . . . . . . . . . . . . . 24 Scheduler . . . . . . . . . . . . . . . . . . . . . . 24 Parts Pa rts Manag Manager er . . . . . . . . . . . . . . . . . . 25 Project Manager . . . . . . . . . . . . . . . . . 25 Data Entry Clerk . . . . . . . . . . . . . . . . . 25 3.3.4 Measuring Performance . . . . . . . . . . . 26 3.3.5 3.3 .5 Knowledge Knowledge Review/Se Review/Self lf Test Test . . . . . . . 28
In Backlog Management, the most critical logistical resource required is an information management managem ent system. The system for tracking where a backlog is in the Backlog Management process can be as simple as a set of colorcoded binders or it can be a more sophisticated, specialized software program. The illustration on the following page provides an overview of the Backlog Management process described in this section of the Maintenance and Repair Management Reference Guide.
This symbol indicates information that is of special special importance importance.. Do Not Ignore. Ignore.
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3.1.1 Backlog Management Overview The Backlog Management system is divided into three phases. The first is the Red Phase, when a backlog enters the process. Next is the Blue Phase, where the backlog is waiting for parts and/or resources. The third is the Green Phase, where all parts and resources are available and the backlog is in “ready to go” status.
3.1.1a Red Phase In the Red phase, a problem with a machine has been identified and a Technical Backlog Request has been completed and submitted to Planning. The backlog information is assessed and processed by Planning and Scheduling. Once an actual repair plan is established and parts and/or resources are ordered, the backlog moves to the Blue Phase. If the resources or parts required are all currently available, the backlog moves directly from the Red Phase to the Green Phase.
Backlog E nter s t he Process
Red Phase
Generate Backlog Request
Assign Backlog Request Number And Work Or der Number
Enter Backlog Into Database
File Paper C opy
In Re d Binder
Red B inder
Planning Analyze -Repair Action -Urgency -Parts -Other Resources
Red B inder
To
Blue Phase
No Parts Needed
To Green Phase
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Backlog Management Overview (continued) 3.1.1b Blue Phase In the Blue phase, the backlog has been processed by Planning and Scheduling. Parts and resource availability have been checked and orders have been placed. Parts are reserved as they become available. Blue Phase
Backlog Waiting for Parts and/or Resources
Request Parts And/Or Resources
From Red Phase
Are Parts Available ?
No
Order Parts And/Or Resources
File Pa per Copy In Blue Binder
Follow-Up Parts Arr ival
Yes
Reser ve Parts For Backlog
Blue Binder From Red Phase
Planning Move Backlog To The Green Phase
To Green Phase
Blue Binder
3.1.1c Green Phase In the Green phase, all resources and parts needed to complete the backlog repair are available, and the backlog is moved to the Green Phase. The backlog is now ready to be scheduled and completed during the next available window of opportunity. Green Phase
Fr om Blue Phase
Backlogs Ready to Go
Pr ovide Inf or mation For Choosing Best Oppor tunity To Make Repair
File Paper Copy In G reen Binder
Green B inder
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For ward Repair Data To Planning Complete Repair
Update Database
Schedule Repair
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3.1.2 Generating A Backlog
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Generating A Backlog (continued) s t s t o t c t s c j e e e t u e o r d e q d P t t e i o , R h m t b s g w l u o e y . l a s g k n n n c o A d i l a y n u B n a t a d e l y e e ) , h a b l c F . c i c S n d ( t h e e d c n n e m e e r , a T p o l e g : e b n g i E b o r a n T p n n n a O a a l N c a M P f t . n a i r s n d i s y t c t s g e e l n e i i t o g u a o a n n i r l f o e e h e n o o n i n i i i t b h a t o t i n u H a k t d t o l s t h c t w e “ h t . r o s t , o s n p c s n a c o m L e c e d u t n t a a f m e n , e n c r / p a . d t t a e , o d r w r u g u l e e t i s o s i n f y e m h t e u n r f m i o v f n t a r n P e n i r i m b q a o o a f u t e r w u e i a o a l - o e a t r r f i s u e t n f n n t l e s t c t d t q e s i p o e i d R o e s s f b t r e e r e e i a c e p r s i i f n e d e d d u r d a t e , M u c o m o o i a a m e i s n r n f e t i c h g d e . m r e n n e a r m e e s r d e r p d e e c t r u e t m o o a o e p e m n n e f , a m n m h t o c l a e v n l n S t , t l e r s f o n b p a e k e r r e o h n d u i . a s o e t s P h t r g m g d c i t e i n e i i n p o e e s u t d p g b a e t i m m a t n t n e e R d o t t a c q e g a n n i a a i , h o o m r c n n a s a n e a e I t a l r e i r e r r s t t n B d i c e . i f . a a g i t r r s a D c i r c a u e t l p a i a g s u p l y e r n p n r n m h i d - u r i o n e t i c r v t l e u r e n u . n a t t o n q i p M M a e h i r t e i e o o p g s e v a n n e a h e o p s i a D i , r a p n i l a n d e r q p r o t r g t e c d c d ” g e n t p h u l T p u r a n c o c n n d i , r r i c P c o o l t l - e t o e i e o a n e S i d o u e e n y t n e i e p w i c k o k l h r e r r l t d , i a e t l e s n a , t d o n r e d n n k m c r h l c P h n v l u o a t a p o n e r p m d c r a e o p l f e d c n h i e t e e e i o o o r n l p h a h e e m y n a o h p o t a f e p n z d h t C D s P M i P A S h S T R I b a B C m t m o d s B o T o a y e l c a n t n e t n n l a o t O a p t a •
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s e h s d t o p t g n l n e o a e n i n d m a t e i i c c m e n s m o t r v u r l c s a t e u o g t b , l e o s r , s o n n p i o n r g p n e s r g b o o o n n f a i d p i a i t s n t y i r e o c y r n c n l l o i a s h t e r a t c t M a a / e y i o a t t l p t i a i a a s e s s s m e n n d s g s f n h d n o i s n n g n e n n i , t i e s l i t M o o e o t s s a o r o i i t o y a r l y t M o i i t a g l t k l r s t a r p r m c i c c c n a i s a a s e P a e a e - n e e e t p l o n r e f n e e s e o n r r s p e o p p o o b g i o w o i B a s r t s r i u e n r t s n s c m i e l t i p o i r n d p n i l y n o f n n o i n h a h i c i n d p p e o a o t f T t d e o n a i r v d a a i i r R t a s t t o e t p o n n M l M h a m u i c C n s c t C a r o a e a s i i t P . i a s a c e r e a o f e n i t r P o i t t l i t b w d d u n s f f h . o n n n l i l e e h g t s r p i e e u s i p n o d g n t e s e M o r e p u i l a i t s t i s t t c i r O F P P P F P O A F i o n t e e y u a e o l p d a c d r n c r o d p : n r o o r e o a r o o r r f o n p s E h t c c t p C p o c a o a •
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3.1.2a Technical Backlog Request
BACKLOG RECORD FORM
a
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Equip No: .
Date
Ref er ence No
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W O r der No .
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Symptom
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Oper ator
Field
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Other
Pr eventive Maint.
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1000 Engine
3101 T or que Conv.
4300 Steer ing
7000 Basic Mac h.
9500 V ar ious
1400 E lectr ic al
4050 F inal Dr ive
5050 H ydr aulic
7200 S uspens ions
9600 F act or y Modif .
3000 Tr ansmission
4250 B r akes
5500 Tir es
7320 A /C
Pr ior ity :
Ur gent
Estimate
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Machine Hour s
Quantity
of
Par t Number
Monitor
Repair Times
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j Item
When Possible
Next PM
Man Hour s
Hr .
Par ts Request Descr iption
Page
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Or der Number
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l m
Tooling, Consumables
and
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Liquid Nitr ogen
Cr ane
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Tir e Equipment
W ashing
Requested by:
Estim ated A rr iv al Date
Super visor A ppr ov al
Par ts Arr iv al Date
Keypunched OK
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Technical Backlog Request (continued) The Backlog Management process is only as good as the information submitted to Planning. Planning defines the plans and actions to execute backlog repairs based on the information provided in the Technical Backlog Request. The Technical Backlog Request form is used mainly by the Inspectors, Field and Shop Technicians, and Supervisors, but must be available for anyone needing to submit a repair request. All personnel must use the same form, and it must be filled out completely and accurately. In situations where the person making the request does not have the technical knowledge to completely fill out the form (action required, parts needed, etc.), someone with technical expertise (usually an Inspector) must interpret the symptoms and other information provided, and complete the form with all the required information.
Equipment Number Links the backlog to the machine.
b.
Date Initiated Reference point to evaluate backlog age and backlog management response time.
c.
Type of Inspection Identifies the type of Condition Monitoring routine or other organizational area/source initiating the request (Operator Inspection, Field Inspection, PM Inspection, S·O·S, etc.)
d.
Symptom Information must be as detailed as possible to identify the problem.
e.
Repair Action Action required to repair defect(s).
f.
System Code Number Major SCMS codes to identify machine system (engine, electrical, etc.).
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Priority Condition Monitoring data defines the urgency of the repair.
h.
Estimated Hours to Repair 1 Total downtime to repair, critical to Planning and Scheduling.
i.
Estimated Labor Hours to Repair 1 Total labor hours required, critical to Planning and Scheduling.
j.
Parts Request Identify parts needed to make the repair.
k.
Tooling, Special Equipment, Consumables Identify special needs required to make the repair.
l.
Requested By Tracks who is initiating backlogs in order to acknowledge and encourage continued reporting of problems (inspectors, operators, etc.).
m. Supervisor Approval The supervisor is responsible for the quality of the generated backlog.
Accurate and complete information allows Planning to perform effectively and efficiently, and avoids unnecessary reevaluation of needed repairs. The following fields must be complete with specific information before the Technical Backlog Request can be submitted to Planning. a.
g.
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If “estimated hours to repair” is 12 hours with two people, the “estimated labor hours to repair” would be 24 hours. The time required to make the repair needs to be estimated in order to identify the proper window of opportunity for scheduling the backlog.
As soon as a repair request is generated, it becomes a backlog.
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3.2 The Process
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3.2.1 Red Phase
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Red Phase (continued) r l g e o a o h c l t i n k r h c i n e c a b e B . y m T e e s p o u e h c t a N h t h o P r e o t e t n d p c r i n e . g e a p e t o R r b s g l e m e l e k o f u c h e N u k t a . R r q n c e b i a r e e a d R e e b r g h s e d n t a i n O l o h b t r g k k e b i c t a l s r e d s o a n t a i e A W B E d F R . . .
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. t e a a e g t h n t s l o i i o s t h l b t . s i g t s w a e u p s n k m e i c r c u s i n . t e u y a o i l q o n t s q d B s p e e p e e t e a l t a s u p u x R e a i n d R a r e o c r b f o q i i g g l g e d a d R n n r i l o a h o t l e o o k a e e r g h k g c v t c l d k o o o e e a c a k a c f o T e l h k t e b B c B g h t o c n t l a l l r o c a d a b t u t o s a B e k c c c e n i a i n l e e o c n f i b n t o a t a o h o ? R s i t r h c B s a i c e c c e P c n e s - u u e y i e t r T e a l T a a s q t p h c o s w c e h e i e u b f l e l a Y R i n o T a d T N h t p t . u a . s d I d a b .
. e t s i y a f d b i a d a e t t r l a e d a r a g g e o o n l l e k c g k c a e a B b b a e t o f h n o . t l l e k c i t m e e w a t c s h g i c l o l y s k p u s y c d e a a h w b a t l s i n A A i
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o t e e e e t d t . t c h v h n e e h s s e e t e t a o l d e u w f e h e F e u q d f t I t e q e m e e e o l e R e r o h n n p o R n t e . o . s m s b l y , g g y n t l e y o l o n m o l l o s l l e i o c e a i r e l t k k a p w b c d o c c u u t q s r , o a a y o a t r r s e u t o p B B b p e e s l l l e u i R , c m a a i a i v q t r e e r c t e g i c d t i i e s p f o r c p l o t n n e n r s e x h h n t e n e k e I h c c e o r e c e h p t t e e p p r l a x n T T o o a B c f e e a o c a i l t r t a r e n a a o l g o h n A e s p t t n e c : e b i i h c i t s r a m i i p E f n e y t n i t h h l O T n n u a o c g e c i t q i e O . a d e r h e n o 1 N c i r o t T w A t ©2009 Caterpillar
l l e . g e a a h t . o h c l t c t e i i p e n k l n l e h t . h . c l a a e s c p c g B t o m t e n e t o e ? x T l T i c e e e t n l r p e n r a u m l e n o t e t c s o p e h s t a i l e h l P n c m t t e c p h e e o o u e o c k r c t r q r t m n a e e o a r o t n d T s o e u R c c s m e o d t e t l i e t u e q e o i e a c R r o h m o r g t t e h t t f r o P R t y o r f - - l a n d a s n s k r g c i s i e o w a l i o a g e u s r e e N k i e w B o Y q c h r c v o a e e e t . . s a b F B R R n I . .
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Red Phase (continued)
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Red Phase (continued)
, r s d g t d d i r s a o s n a e u n l a e p c k a a r e r w m c r a u , a t o R o f d e s B n r , l e e b e e d b d , m m e i R s e v n t e . l n u o g n n a a n e n r o e a o i c n p p i s m t p e e m n n a y . a r g u e h t t e M r i t t s o a H t t c i a a n e s p a d a T t , i g t n t r a l r u a o g M n l a q v e o e h k l P e i t c k m r , r a e r e o h t n b c o a s g f h t o a T i d e b t r a n ) e . : t h s e t p t t e a a t c i e f d r a I h t P ( M e E u c m T u q l s i . t c O e e 1 n d s 1 N R i e
e d r e e o h h h t e f t t , R ” . n n d e d s i . i e h e i y v t v s s e s o o y u l t a p o r r n p a t p i a h c n p p r a d A a s P e e l t t e t d s u p o h o n e l a n N a u B p s e “ e q e g i o e t l d c g b n r h e k l . l o l r l i e e o c r e t e a k w b e h c l t e b d f n a g a e r e i e s b o e t a b h e t e a b e l r d k s a a h c u t e l u t a h t p a l i f u I b P f U d F B . . .
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l r d t e r t d e , t o t s t s a o n s e b f o s r h y s a i e n e t r l c l l a a o a t p e a F d o t l d u q t n s p n e e m n c e e l o l , t . e u A e r S i o u i u R e e p t n h h i e q u t s t e q d n e d t i s v n e e . d n m s e g I o y g ( h l e R r s a o p d m l s e i n l F g t s e c s k s e r c a u r c o e l s r d e q b a e a l e r e k B h e u s n u p e r n e o h t l a o u r t c l n n a q s c o n p h o o t a n n i B e i e t c e d d l r r i a m g r l h r n o c s e n a n t . d e e ) u i P e h f l l r n a i l c h r i . h p h c t u a c e o i t t e s t a c n h i o e r h d o r a i n e . e c w c h i e w t t t c r T d e , e t n e d s e e e p s e f d e v g t z e n T a s s d r n i y i h y u l a e i n e l z I t e r t l t o i o l r r l c : p a q P z m r r i s m , o i o o a a E y i r t t i n e l o u a i e y r / r c T l e d o c n a r n r A R e a t e a p e e o p o p p O n h n e n s . p p s m a O 8 T a d a e r s s N A m e r i g o l k c a B l a c i n h c e T
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l e e l , t e s a h h . a e h i e e t c t t e v l c r , o e . F r u o i m p t d t o l . p a t o e s p i r d s p e v s e o a h t e t r e i r h t e s r u t q t p o s o t a e t e r u p l r x d r o q a a e s e p a i i n t r u e u / g c r a s q d a i n e t o a e t a n s p r i h s d p s i s e g P g a t e e c m u r r r l o e o n o l e b q o c n u k n u e k e o o c n s r c e r s r s a a r a t P f t e I e r b G b l r ? s m a d P y o e e s p i l r e o h a t t u e N Y n s u e h f r q . I t A c . A e r a b . 0 .
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3.2.2 Blue Phase
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Blue Phase (continued) / e y t i l b t i b s a u l i m a v i s a h s T t r . a g p i n n . y e n l t a t a l c P p i m n t r u o o l p m a e v n m i o r r o C a d .
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l y e l g d d w t e l n e e e e i s . g r i a . d c h z n e e n b h e o e i i o t t t u l e d . v a l l r l e n n t e n t y m g a o o d a m n i i f b r u o s o a t i t f o i n r v p s l o t a t e a a s g n i g l o k a b g a t e r e e i i o n u t e a c a i s l s e o r n n h r e r m i t v a t s a u b a l r a m u t p t o d a n b i n t u o n d n a l a d d f g e w p m t a o a t o n i n o n u i m t i s o t e e l i o a r e a h l m e e i a d l n t h t s k t n s s a t c g a e s t v o a c r m r e s f b n a s S l e s e o e s r m a a e m e d a s k i o s t h e r f z a e b p r e t b r n T c f c i t g o e e e n e a u b c d e . c o i a r e d c t e s n d n c c l r a b o n l o l . a i l l u n n t y r i i a a l s r t a a - a t a o e e t o r g e l e i p p y s t n s s a e l e o h s t M g a h r s o k o w s i n k a e t T u h n a t o p r a c w i d h o e n c - r e t i n l c d n m b t l n o r t e s o l a o t d o n e d r t a n A a r m s b l n . e t e s a a r g n l p d t t : m p m r r n a a v i a d e n o e n n n e i l E e e p e v r n o P u o a P d i i s e n k s T t h a r s t t t r t c r r i l O s a l u t a n a a e y n N s i d a c I p e m b p
. , a s d p e g t e e r e l u r n i r a a i b v a a g p w s t ? e l t i o g l r a c a n l d l y s i e o a e r v r i p a g F a a e d l n i t i d . n r n t s e n s o o u e n . t h e r i g r n a a W v n r s t e p l s i p e e u a r n . s e y b i v s a n a h i e r t l s w r r t r p l t a o P r l r a e a , a l e d e p h f y d o t p F l i s n t r t t b e - e e o O r v a . n h n t m e r i - a p l a e p s d e e i h s n o n a e v r h v Y s W e r a N o a a a . H . b . a
7 1
•
•
s s d f e a e e a n o b r h t c a r l l e t s g r u l a e v u n h o e i s w r o i g m l g r e a , e h r i n l s n s h e r h a a n e i i a T t , c a h e y , l t p . e p t P g e c . r i s i s i l e n s r f i i r a v r u o b o d e l f a o r b s i p l i t a f y y r u a a r l o i v g e f a s i r a w a e n s d o s s t l i h l g e a a c o s n n c o i r i F t e n w a t l a m u : p a d n o g o f c e s l E i f e k o T d i h t c k m O n o c e n o a i s t d N a n S i b r
. r e t , g e a i r c c g s i g d t g t r e i e / o r o h t o h f i f o o n h n r f i i l a l a l a l e t . t t o a p c g c k F d k k p p D n p e e c c e c ( a t e e a r p a r R p t a a r n e o n s s s t a d s i B d ? B B s e i s e n t o t e s r g h t s t , e l w a r x n t o i n f n l ) s i a i i a d r e u a e a f y a a e c v p n w m e P c p q i v r l i o m s r e e r e i o e t t n e e r e b i e r r r r o o n o n c o l h r n f a c v t y h a n c f t c n e h i e e e f f n g c r g r d n i e a g a R p m t o o e T n l g o e v n e p l n l e r g e P i n T k a t k i i v e o r t c n e e i r i u d i l p u f c r e e a a g e a h t e b a a t h w a d o b a ( o s q e e p b r e s c n n t / W e , s t s e n c o r s R g a t s a g s i e a y i c . r t i S g a ) s h b d M s s i u i o n g r s n g p o - l . P d a e o o e o o h s k n . s e e c h w l r y l c a u d u t r k e p t d a s e k e o t r c t c e r e a r N r q e u i c e q s e t e e n a r a Y b a a h e l s c r a e e o v s e v e i o y u P R n S r B t R e E b A w . . u l h r t q p a o . a b . e p n s 5 6 n R 1 I a A e r 1 ©2009 Caterpillar
y r t i l n d i e r e e i b g h s g n a l g i i l n a o i e r a h t c v e l u n a h e s i h T e n e t r c , . r l , a e e u y c r d e i o t u n s i l a v r i a e a p r d e f / s e o . s r e t t r m f n s t e a m o i d a p i t s h c l e r f e i o n a a u t y m d i l n o w f i e o d g i o h b t o k a c l e l a b i k c s s a i t c i n f r i s a u v t o u b e n a n N m a h t a u
15
d n . a l y s r i a e d d r e o n o s d t r a e P b n t o s u p m u s w l a o i v l l r o r F a
d e n o e r i t t o c a / e n d s i n , m a a i l r e o r e f a r o g g e i n n c k i g u o a d l o t s e r y . d l b l t s e i r z w d i e , n e s a a n u p r g a f o r i h c o c s g l l a y i n e m a t i w y l e a A b d w
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Blue Phase (continued)
This is an example used to illustrate the information needed for a typical data entry screen. The fields (entries) shown on this screen match the fields on the Technical Backlog Request form.
This is an example of a Backlogs Waiting for Parts/Resources Report and the type of information that should be included in the report.
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3.2.2a Parts Staging Area
A well-organized staging area, sectioned by machine, will reduce or eliminate delays caused by looking for and/or waiting for parts.
One important function of Parts Management is the maintenance of a specified area in the Parts Department to hold backlog parts for machines with repairs pending.
NOTE: Refer to Parts Management (Section 5) of the Maintenance and Repair Management Reference Guide for more information regarding the Parts Management process.
The staging area should be accessible, with items separated by specific machine. Open shelves, sectioned by machine, allow personnel to easily view and determine what parts are available. A few days in advance of a scheduled repair, backlog parts are gathered from the staging area and organized for delivery to the service bay in the repair shop.
Example of a well-organized staging area.
Once all the parts are available for a backlog, they are pulled from the shelving to be organized and boxed for shipment to the Repair Shop.
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3.2.3 Green Phase
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Green Phase (continued) d e t g n n o l n n h i i e t t a u a m d m f e e r h g o g a o f n n n c i n ) a i S n 4 M e d a r r n l o P n i a m a g o p n e r i i t o n R f o t c e d e n a S n i d l ( P a r u e e e G f h e g c t e g n n R i l a c n . : u n n i s s e e E d t r d r e n e a e T h i f c O c a e g o r N S M R e r p r i r e e r f o a h a p t s s e p i e r r o e t t i g d s n l o n ) u k i t M r c h a P ( o p b r e p e o c o n h a n T d . n o n e e m . e i m t t t n m s x i r a o i a e M M c p P e t e r t o d v s i e t o g n l n o u l t d e m v k s e e e c r h a u h c P t b m s
o d t e s e l e e e e e g c h n o w t h o G u t t e t l n h - a o l k d a o e m d p e s n s e c . T n m h a l e - c o e e e k b r i c k y n p w o t d u s a i d a l n i v a e d a n l e c i l , m o e t h r h e e w b s m a i m o p t R t a s e n i s l o d c i t s y i e t l g i a h a . a e h m l u o i v l m y s n r t a y c r T a i t a k r a e f r t i n p i i c l l g . n h l I l a n r a s a t , e u p i r w o s r u i B a a f r e t p . y h e a r o r l o o e t r p t g e r o p k h o s i e e a p g n l t t r r e r e o o k n a p s o l e o i p p c e u k g w o u p a s a e o e d b e f c r l s e p a t e e s h t k I R r t o b s s d s c h a e o n e a t . n B h t m a b b i b .
t g s l r s o a l e i . o l l a k d a r p m c l e e r t a u a x b d p d e e i e n r h n l u o c e d e f s n e h t e o h s b d c e e e s r i i n a t b y n a c r d s u a r t i g o r e r r l a o l o i p p k a a e c p r , r p o a e e r d b r h e n A a t l o u o . l n u d m r a i g e e h h m a i c o p r t S c e r a w
2 2
n e s e t a n g b n o e l o O k t n s . c s o l a u p a s b r i l l m m s a i p a o c f t e e o n n r ) e g i h m o % c g 0 e l n i c k 0 a c r m a a 1 l u p b ( d t c e r n i f R f i o e c c t . t y r e e n t d n i e n p p e e s m n u d t e e o t e l r c p r d a p l a m o n m p o p p u r o o C o h f c e r
y r t i l n d i e r e e i b g h s a n g g a l i n o i i l r t e a c v e h l n a h e u i s h e e T t r c . , , n r y e e a u l c r d e i o t u n v s i a r l a i e a p r d e f / s e o . s r e t t r m f n s t e a m o i d a p i s h e r i c f e t l o n a a u t y i m d l n o w f e i o d g o h b i t e l o c l a a b k i c c k s s i i n a f t r i a u v t s e n a o u b h n N m a t a u
, r r t , s y d g r y r s i e e e e d e b o h a r n . e t i l n t t d o s c t a p h a r i k r e c n e n e u r a a b e o n r s l n a i u o s e b l n t n r s i t P t o i o e p e o y a d y h r r s g t g p l t m p e s . r o u u n p k o d l h y i t c t y e t e l e c o l i k t n a l c e a i b u t e w t c a e h r A i n t n b t d s . w i g s a e t a s e e s v n s b A i l o h b i p e l r r t g n a c u e a a R e e . e o o v a d h p S h p h n l . p t d i t s l e a m . l k e t e t a w a e l c s g r d F l l . e s d e o e r n a a a l n m o d u r l d i e , n g a i l n g a b h k d , n e e f u m o a n h i n m o w l u c i c d e e g a P b i l s n r k h h a e i i a t i e b n d v c b , t a e c t a e h e a s e e r a n n e h l e m o n e b R c i l n p d e s t s e e e r a l u e a d r . m p r l e a d i l g w v e s o f o a U G F G i P t e a h a b p b a h n T t t . . . m e o a c a 1 9 0 o c d S m 2 n r 1 2 I a t e h t o t
©2009 Caterpillar
e . e , n m . t t f y i t r a r h o a l i f o p p a i w , d e p e h e o g t e n s o a r i d l e c n n k i m t h i m o c t r t a s a r W e n n i " b e o t e e d t t a , b d n s t i y l a e a e l i e p d r l b u o d e u m e h l e d i r t c m h n r e p a l t h l i i o e m w e t g c t i n s n t b g i s n n t o i o e i d n i o l o d t l m " t a u r o r y n e n e t i t h a m t t , r s o , e n a i r f o g m u l d t a i n l a o u i n r p i e o c e s k r i c d h p p e p o h a e W O s t T b m
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g a g a e n r l o u i r o k n d u e e d p c a h i c d t o b w v e r t s e e e d l s e e p c m t . e m m n o l r i o a S p o r a c n m f e o d p e t e b i . c e r n i r l d l i a a v e e o l w M p b u m s e d e r g e n r e v a s h o i l d c i c k t e e s c n e a v l u s n n u b e d i r t r e i h s P h a c n o c p a a e o M a s r m t
e b d l u o h s t a h t n o i t a m r o f n i f o e p y t e h t d n a t r o p e r ) o G o T y d a e R ( e t u c e x E o t y d a e R s g o l k c a B a . f t o r e o p l p e r m e a h x t e n n i a d e s d i u s l i h c n T i
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3.3 Summary Information
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3.3.1 General
c t y g f s o i n l i g o o k l s o l a d d e k w k b e e e c o c a d w b r d i a n u i a u l b r c i q n a d w d i n a s e e l e r s p . e g a ) u d r r i s i n d d . v p a , i e . . e e ) s o g s d h e p d u l r t u - 5 d n g 6 e c 7 p s r a l e e d s 2 l o 2 s 2 e n u o h g k h n - h 6 e g e d o h c U ) g c l g o d c h e u e s k u a g t l n k d t e n c o b u p c a h o e o r n l r r r u a d a f a n c a ( a p h h h s b o t t t e e ( t M b t y d l m a a t i a u a d n o 7 e e h i e n l d l w 5 6 t c 2 g e t m a u u e u 2 2 e o i l m a t s r i l d h d r r r v s c s e a s k r p g i e o p p c e m e o a p p p h e s e h e n a v o h r p c c e t t p r t B o c t p e r o S S U S S ( S
©2009 Caterpillar
t d e e n n d h e a i t u m G e e g n g c e i a n c d n a n r . a n e a s e r g s M t e e n f r e c r i i e r a a R n o p p M o t t e n i t e e a n R h e t m m o t f e r m o e f g r o g a n a e ) n i f e 6 a n a R M e r M n : o i r o i r E i t a m T c p a e e r p O e S o R N ( R f
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3.3.2 Management Process Interactions
Parts Management Parts Management must have the parts available to do a backlog repair when it is scheduled. Do not rely completely on historical data. Parts must be received in a timely manner so the backlog can be completed on time. The older the backlog, the higher the risk of machine failure.
This section outlines how some of the other processes in the Maintenance and Repair Management System contribute to effective Backlog Management. The information provided is an overview of key points. NOTE: Not all processes are included here. Refer to the specific process section in the Maintenance and Repair Management Reference Guide for more information about a particular process.
Tips • Maintain
continuous communication with Planning and Scheduling.
• Manage
the backlog parts staging area by reserving parts for specific backlogs by specific machine.
Condition Monitoring Condition Monitoring drives Backlog Management by being the primary source for generating backlogs. Backlog Management guides Condition Monitoring by comparing current defect detection with historical data to determine gaps in identifying needed repairs.
• Assign
clear accountability for processing parts orders from the time the order is placed until it is delivered to the repair shop.
• Maintain
an efficient parts return process since backlog part requests are based on possible parts needs, not actual needs.
Tips
Human Resources
• Input
repair actions and parts needed in addition to symptoms.
Backlog Management helps define the work load by identifying future labor resource demands. In order to maintain a proper balance between “labor available” and “labor required for the completion of backlogs,” keep Estimated Labor To Repair less than or equal to 10% of the total available labor hours. This will assure the appropriate response to repair needs.
• Make
sure the input information is complete and accurate.
• Avoid
duplication by checking the Backlog database before opening a Technical Backlog Request.
• Identify
resources.
• Prioritize.
Tips
• Use
backlog reports to monitor the key machine systems. If the only backlogs being generated concern electrical repairs, then other systems (hydraulics, etc.) may not be monitored properly.
• Identify
and analyze labor requirements for each backlog.
• Determine
if special instructions or training are required. The labor force must be trained and qualified.
• Evaluate
Condition Monitoring effectiveness and Backlog database information. Are machine problems being found during Condition Monitoring? Is enough information being entered into the Backlog database for efficient backlog repair completion?
• Keep
a balance between the work load for backlogs and the labor available.
• Communicate
backlog goals and objectives to the entire organization.
Refer to Best Practices (BP1107-2.0-1108), “Human Resources” for more information.
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Planning and Scheduling
Repair Management
Backlog Management functions as part of Planning and Scheduling and extensively uses the Planning and Scheduling information available. The majority of backlogs are included in the Maintenance and Repair schedule.
Repair Management represents all other opportunities (scheduled and unscheduled), outside of PMs, for completion of backlogs. Repair Management must actively follow the Maintenance and Repair schedule and use all service opportunities to complete additional backlogs.
Tips
Tips
• Clearly
define and include Backlog Management functions in the Planning and Scheduling process.
• Repair
crews must be committed to the completion of backlog repairs.
• Define
Backlog Management goals and objectives.
• Keep
a balance between generation and completion of backlogs.
• Keep
• Work
• Use
• Make
all contributing areas aware of the defined goals and objectives for backlog generation and completion.
with Planning and Scheduling to schedule backlogs and follow up on completion.
all opportunities to schedule backlogs.
sure all resources are available to complete scheduled backlogs.
• Adopt
Key Performance Indicators (KPIs) and keep updated results.
• Allocate/assign
crews.
Preventive Maintenance
• Identify
contributions from the various areas that assist in the completion of backlog repairs, such as the Parts Department.
The most common time to perform a backlog repair is when a machine undergoes Preventive Maintenance (PM). Time and resources are key to completing a backlog repair during a PM. Backlogs must not extend the PM stop time or interfere with the how the PM work is done. The most effective way to accomplish this is to have a crew dedicated to backlog repair that will work with the PM crew. This crew (Backlog) can also move to where the machines are located, when feasible.
Component Management The opportunity of the Periodic Component Replacement (PCR) window is normally used to prepare a machine for a new life cycle. One hundred percent (100%) of all pending backlogs for a machine must be completed during the time a PCR is being done.
Tips
Tips
• Allocate
• Use
the needed time and resources for completing backlogs during the PM process.
the PCR window extensively.
• Backlog
validation must be done before and after a PCR.
• Use
the PM opportunity when possible to complete backlog repairs.
• Make
sure the backlog repairs produce positive improvement in machine performance.
• Use
a combination of scheduled and unscheduled backlog repairs. If a problem is found during a PM that is not in the Backlog database, the repair can be done at that time, if feasible.
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resources for backlog repair
Refer to Best Practices (BP1007-2.0-1106), “Component Management” for more information.
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3.3.3 Key Personnel
Operators
This section provides information regarding personnel and their involvement in effective Backlog Management. The information provided is an overview of key points and is not intended as a complete job description.
Role Assess the condition of the machines they are operating and communicate that information to Inspectors. Responsibility
NOTE: Not all personnel are included here. Refer to the specific process section in the Maintenance and Repair Management Reference Guide for more information about a particular process and the personnel involved.
• Provide
feedback to Inspectors about the general machine condition and the machine operational performance.
• Maintain
an up-to-date machine logbook.
Fleet Analyst
Planner
Role
Role
The Fleet Analyst leads Condition Monitoring efforts to make sure the data collected is complete and accurate so backlog repairs can be done as efficiently as possible.
The Planner is the leader of the Backlog Management process. Responsibility • Define
and implement the Backlog Management process.
Responsibility • Make
sure goals are being met for backlogs generated by Condition Monitoring and the information is entered in the Backlog Management system.
• Make
sure the process is working.
• Set
up goals and objectives for Backlog Management.
• Assure
completeness and accuracy of backlog information.
• Act
as the liaison between all involved areas.
• Assess
results - interpret - communicate manage.
• Identify
the most accurate repair action(s) to complete the backlog repair(s).
Scheduler
• Receive
Backlog Management feedback and make adjustments to the Condition Monitoring process, if necessary.
Role
Inspectors
Follow and translate the Backlog Management process into a workable schedule.
Role
Responsibility
Inspect, follow up, and generate backlog repair requests.
• Follow
Responsibility
• Schedule
Backlog Management process guidelines. backlogs based on backlog completion goals developed by Planning.
• Make
sure goals are being met for backlogs generated during inspections.
• Determine
any windows of opportunity to schedule backlogs.
• Identify
potential problems in critical areas on machines.
• Translate
• Follow
up the completion of backlogs with Repair Management.
Operator feedback into technical
• Assist
the Planner in the management of the Backlog Management process.
requests. • Provide
complete and accurate information for backlogs so the correct action for repair is scheduled.
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Parts Manager Role Support the Backlog Management process by supplying the parts needed to complete backlog repairs. Responsibility • Implement
the Backlog Management parts process in the staging area.
• Make
sure the parts are on hand when needed.
• Identify
and correct deviations from the process, such as not reserving backlog parts in the staging area.
• Maintain
open communication with Planner and Repair Management.
• Assist
Planner with parts issues and Backlog Management.
Project Manager Role The Project Manager is the on-site maintenance organization leader. Responsibility • Make
sure the Backlog Management process is implemented.
• Make
sure everyone in the maintenance organization understands their role in the Backlog Management process.
• Share
the strategy with the customer.
• Assist
Planning in defining Backlog Management goals and objectives.
• Support
and reinforce Planning decisions.
Data Entry Clerk Role Input of all data collected from various sources, including the Backlog Request form, into the computerized database and/or paper system. Responsibility • Make
sure all data is entered in a timely manner.
• Make
sure all data entered is accurate and complete.
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3.3.4 Measuring Performance
Total Backlogs Pending per Machine
The collection and input of data is important, not only to keep all personnel and departments informed, but also as a way to determine if the Backlog Management process is working efficiently. If the goals and objectives of the Backlog Management process are not monitored and results measured, there is no way to know how well the process is working or where improvements might need to be made. Certain data is critical for measuring the performance of Backlog Management.
Total Backlogs Pending per Machine is the total number of defects per machine identified by Condition Monitoring and pending in the Backlog Management process. There is no benchmark. A reasonable target is no more than five (5) pending backlog repairs per machine. Total Backlogs Executed (completed) Total Backlogs Executed (completed) is the number of backlogs completed in a set period of time. This evaluates the ability of the maintenance organization to react appropriately to correct defects identified through Condition Monitoring. There is no benchmark or target. There should be a balance between the number of backlogs generated and the number of backlogs executed.
• Total backlogs generated (incoming). • Total backlogs pending. • Total backlogs pending per machine. • Total backlogs executed (completed). • Estimated time to repair. • Estimated labor hours to repair. • Backlog status summary. • Backlogs greater than 30 days old.
Estimated Time to Repair Estimated Time to Repair is the sum of all backlog mean time (total hours) to repair.
Total Backlogs Generated (incoming) Total Backlogs Generated (incoming) is the number of defects identified and entered into the Backlog Management system during a set period of time (usually one month). It is used to assess Condition Monitoring efforts and the ability to successfully detect potential problems before failure. There is no benchmark or target. Track the percentage of scheduled downtime and if that number is low, the Total Backlogs Generated number should be correspondingly high.
Estimated Labor Hours to Repair Estimated Labor Hours to Repair is the total estimated labor man hours required to execute (complete) all pending backlogs that have been generated. It is an indication of severity of the backlog workload and the potential availability lost if manpower resources are insufficient to make the backlog repairs. There is no benchmark, but a reasonable target is that total estimated repair labor man hours required to make backlog repairs should be less than 5% of the available man hours of labor for the month.
Total Backlogs Pending Total Backlogs Pending is the total number of defects identified by condition monitoring and pending in the Backlog Management process. This is an indication of the pending workload and risk for failure. There is no benchmark or target.
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Backlog Status Summary Backlog Status Summary is the distribution of backlogs pending in the 3-phase system. This report shows the number of pending backlogs waiting for planning (Red Phase), waiting for parts/resources (Blue Phase), and waiting to be executed (Green Phase). There is no benchmark or target. Use this summary to identify weak areas in the detect-plan-execute cycle that may be causing delays in the backlog repair process. Backlogs Greater Than 30 Days Old Backlogs Greater Than 30 Days Old is measured from the date the backlog is generated. This will assess the quality and timeliness of the response of the Backlog Management system in its ability to be proactive in eliminating potential problems. Backlogs are potential failures, and backlog age is an indication of the risk of failure. There is no benchmark, but an aggressive target is that no backlog is over 30 days old.
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3.3.5 Knowledge Review/Self Test 3.1 General Information What is the main function of the Backlog Management process?
Page 2
What are the three phases of Backlog Management?
Page 4
What are the functions of the three phases?
Pages 4, 5
Who can generate a backlog?
Page 7
Who fills out the Technical Backlog Request?
Page 9
3.2 The Process Where is the Technical Backlog Request submitted to once it is filled out completely?
Page 11
When does a Technical Backlog Request enter the Red Phase?
Page 11
Can a Technical Backlog Request ever move directly from the Red Phase to the Green Phase? Explain.
Page 13
What resource is used to determine if customer approval is required?
Page 13
If the customer doesn’t approve the request, what phase is the request held in?
Page 13
When does the Technical Backlog Request enter the Blue Phase?
Page 13
How often should follow up of resource and parts availability be done?
Page 15
Where are parts for backlogs stored when they arrive on-site?
Page 15, 17
When does a Technical Backlog Request move to the Green Phase?
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What is the most common window of opportunity for making backlog repairs?
Page 19
How many backlog repairs should be completed during a component replacement?
Page 19
Who should have access to the Backlogs Ready-To-Go report?
Page 19
3.3 Summary Information What process should be the primary source for generating backlogs?
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What department is responsible for maintaining the backlog parts staging area?
Page 22
How does Backlog Management affect Human Resources?
Page 22
Which area is responsible for day-to-day monitoring of the Backlog Management process?
Page 23
Should a backlog be scheduled during a preventive maintenance stop if the backlog repair will extend the scheduled preventive maintenance stop time?
Page 23
Who is responsible for making sure goals are met for backlog generation through Condition Monitoring?
Page 24
Who usually translates operator feedback into usable technical information?
Page 24
Who is responsible for maintaining the machine logbook?
Page 24
Who leads the Backlog Management process?
Page 24
Who assists the Planner in managing the Backlog Management process?
Page 24
What is the maximum amount of time a backlog should be in the Backlog Management process?
Page 27
©2009 Caterpillar
28
All Rights Reserved
Notes
©2009 Caterpillar
29
All Rights Reserved
Notes
©2009 Caterpillar
30
All Rights Reserved
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