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Work Classification 39

CHAPTER 5

WORK CLASSIFICATION

ork classification is the procedure thatchannels and prescribes the handling andmanagement of each type of work from itsinception to its completion and review.

SCOPEAll work accomplished by the maintenance depart-

ment should be classified into one of five categories. De-termining factors for work classification include the typeof funds involved, the probable duration and extent of thework, the urgency, nature and purpose of the work.

CATEGORIES OFWORK CLASSIFICATION

Controlled maintenance management has five classifi-

cations of work: emergency, service, minor, specific andstanding work.

W

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EMERGENCY WORK

CHARACTERISTICS

The primary characteristic of emergency work is thatit requires immediate action to accomplish any or all of thefollowing purposes involving the plant:

(1) To prevent loss or damage to property,(2) To restore essential services,(3) To eliminate hazards to health or personnel.

The work is normally accomplished without an emer-gency work authorization (EWA). The EWA is writtenupon completion of the task. If, upon completion, the costof labor and materials is found to exceed the establishedlimitation for the EWA, it is changed to a minor or specificwork order, as appropriate.

SOURCEEmergency work can be requested by anyone.

CONTROLThe work requested is determined to meet the criteria

established for emergency work. EWAs are usually limitedto two man-days and an established material limitation.

SERVICE WORK

CHARACTERISTICSService work is work that is relatively minor in scope,

is not emergency work by nature and does not exceed theestablished man-hour and material dollar limitation. Forexample, a complaint may be received that a fan is noisy.

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The problem may be that the drive belt is slipping andcausing a squealing sound.

SourceService work can be requested by anyone in writing,

in person or by telephone.

Method of AuthorizationService work is authorized on a service work authori-

zation. If the work will exceed the established limitation

for service work authorization, the maintenance supervi-sor should be notified so the necessary steps can be takento supersede it with a minor or a specific work order, asappropriate.

ControlIf the work requested meets the criteria established

for service work, it is not planned, estimated or scheduled.Minimal control is exercised on service work.

MINOR WORK

CharacteristicsMinor work is work in excess of that authorized by

service work authorization and less than that authorizedby a specific work Order. It is planned and estimated withthe degree of accuracy necessary to assure effective shopscheduling.

SOURCEMinor work can be generated by an emergency or

service work authorization or a maintenance work re-quest.

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Method of AuthorizationMinor work is authorized on a Maintenance work

order in accordance with established approval authority.

ControlMinor work orders are planned and estimated. Gener-

ally minor work orders are used as fill-ins or supplementalwork to employ labor not scheduled for specific workorders or other work, thus assuring a constant high levelof labor utilization.

SPECIFIC WORK

Specific work orders are issued to authorize the ac-complishment of a specific amount of work. It is work inexcess of that authorized by emergency or service work

authorizations or a minor work order.

SOURCESpecific work can be generated by an emergency or

service work authorization, preventive maintenance in-spection report or a maintenance work request.

METHOD OF AUTHORIZATIONSpecific work is authorized on a Maintenance work

order in accordance with established approval authority.

ControlSpecific work orders are planned, estimated and

scheduled. Maximum control is exercised on specific workto include detailed planning, estimating, material coordi-

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nation, the application of scheduling techniques and closesupervision.

The minimum man-day requirements of work to be

authorized by specific work orders must be carefully de-termined by an analysis that considers both the percentageof the work force to be controlled and the relative admin-istration costs of processing individual work orders. A

basic aim of controlled maintenance management is toestablish adequate controls at a minimum cost.

STANDING WORK ORDERS

CHARACTERISTICSStanding work orders include all work that is highly

repetitive in nature such as PMIs. This category coversboth labor and material costs. PMIs should be grouped

according to area, system, equipment, etc. for the workconcerned. Standing work orders are utilized to consoli-date costs and eliminate a large amount of paper work.Standing work orders are issued on a quarterly basis andare a means of accumulating cost data.

SOURCE

Standing work orders are usually generated as a re-sult of the maintenance and operational requirements ofthe plant. They are also generated by maintenance workrequests to provide necessary services and support forother departments.

METHOD OF AUTHORIZATION

Standing work is authorized on a maintenance workorder in accordance with established approval authority.

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CONTROLMaximum control in terms of final estimating, plan-

ning and scheduling is not possible for standing work

orders. Scheduling is accomplished on schedule boardsonly and, therefore, only moderate control is exercised.

TYPESOF STANDING WORK

ESTIMATED STANDING WORK ORDERS

This is highly repetitive work for which manpowerrequirements are constant and predictable over protractedperiods of time. An exact description of the work to beaccomplished, a specific frequency cycle and man-hourestimates are to be included in estimated standing workorders.

UNESTIMATED STANDING WORK ORDERSThis is work for which manpower requirements can-

not be estimated accurately. Work requirements should beanalyzed carefully and unestimated standing work ordersissued only after a clear determination that specific workorders or estimated standing work orders are not appli-cable.

WORK LOAD ANALYSIS

To effectively determine the most feasible and eco-nomical use of manpower in accomplishing minor andspecific work, it is necessary to analyze the workload. Thisis accomplished by determining the number of work or-ders and the man-hours used, by man-hour groups, and

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converting these figures into percentages showing (a) thecumulative percentage of work orders and (b) the cumu-lative percentage of man-hours (see work order analysis,

page 46).The analysis should be based upon data for at least athree-month period. The recommended breakdown be-tween minor and specific work is:

MINOR WORK SPECIFIC WORK

25% to 75%

30% to 70%

The 70%-75% figure for specific work orders repre-sents the amount of the work force which should be sub-

jected to the controls provided by individual work ordercost reporting procedures and scheduling techniques.The objective of a work order analysis is to control the

majority of the work force available. Therefore, the firstpoint of reference in the analysis will be the figure that isnearest the 70%-75% man-hour level.

The work load analysis shows a typical work order

analysis. The desirable range of cutoff between minor andspecific work orders, based on the 70%-75% figure forspecific work, would be 54 man-hours. In this category,only 37% of the work orders are involved and 74% of theman-hours are controlled. Therefore, specific work would

be all work in excess of 54 man-hours and minor workwould be all work that is 54 man-hours or less. However,

the final decision as to what man-hour level is chosenmust be your decision.

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WORK ORDER ANALYSIS

CUMULATIVE CUMULATIVE

PERCENTAGE OF PERCENTAGE OFMAN-HOURS WORK ORDERS MAN-HOURS

Over 0 100.0 100.0Over 9 94.0 98.0Over 18 76.0 95.0Over 27 62.0 89.0

Over 36 53.0 84.0Over 45 42.0 80.0Over 54 37.0 74.0Over 63 30.0 68.0Over 72 26.0 66.0Over 81 20.0 65.0