Bill starts P3 and opens up the week 26 project. The first thing that Bill sees is all the activities that have been transferred by Weavecentrix Desktop. His first task is to set up his layouts to use his activity codes.
Bill selects the Activity Codes item on the Data menu. This shows the activity codes for the project and their values. Bill clicks on the activity code for Functional Location, called FUNC, and scrolls down the values until he finds the one that he is looking for: DM-02 – Main 2 condenser line.
Rather than create a new layout for this weekly schedule, Bill will copy his preferred layouts from last week’s schedule. Before he does that, he wants to set up an activity code which will show whether an activity is included in his weekly schedule or not as well as a filter based on this activity code. He uses these in each weekly schedule and his layouts refer to them so he needs to set them up before he copies the layouts. His activity code is called PLAN and he sets up a single value called WK26 which he will assign to activities in this weekly schedule. The filter Bill calls FL-51 and sets it up as all activities where the activity code PLAN has a value of WK26. That done, Bill copies the layouts from the previous week’s projects.
Once he has copied the layout, he selects his standard weekly scheduling layout which reformats the display into something that he can begin to work with.
Before he forgets, Bill grabs his notes on forecast availability and turns back to P3 to update the resource availability. Bill selects the Resources item on the Data menu. This displays the project resources. As Bill expected, the SAP work centres have been automatically added as resources with a default limits and prices set. Bill clicks on the first of his work centres, PMMECHA, and refers to his resource availability sheet. On Monday, he has 35 hours available out of a possible 44 hours for his 6 person crew. With an effective working day of 7.25 hours, this gives a normal limit of just over 4.8, down from the usual 6. In P3 terms, this is 4.8 man hours available for every planning unit for that day. As this project has a planning unit of hours, this means 4.8 hours per hour for the day. P3 rounds this up to 5 hours in the Normal Limit so Bill makes a mental note to suitably adjust any further rounding. He puts Monday’s date as the Through Date.
Bill continues down the resource availability list, adjusting the normal limits for his work centres to reflect their forecast availability for the coming week. With this information entered, Bill can perform accurate resource levelling on his work centres for his weekly schedule.
With his layout set to a work order view of his activities, Bill uses his knowledge and experience to best use by setting the relationships and constraints on the activities.
For example, three of the work orders are for jobs on the main feedstock receiving station. For the weekly production meeting, Bill learnt that a pig run is bring carried out over the Monday night but it is due to be docked and clear in the pig receiver bay by 8.00am. However, during the last two pig runs on that line, the production team had some problems at the pig receiver so Bill wants to give them an extra 4 hours to clear the area before scheduling the start of the jobs. He enters the starting constraints against these jobs.
After applying logic to the PM01 work orders, Bill wants to have a check on his crew total hours for these jobs. He tags the first activity with a PLAN activity code of WK26. He then fills down to the last activity in his PM01 work orders, marking them all as in the week 26 weekly schedule.
At this stage, Bill isn’t too worried about durations as none of the work orders is that long. Rather, his emphasis is on making sure that his work crews have sufficient work for the coming week.
Bill switches his layout to the one that he uses for doing his rough cut work assignment. It shows the work grouped by the PLAN activity code values and then by the work crew. The layout also shows the totals for each grouping. Bill checks the total hours planned for each group and sees that he still has plenty to play with.
Now that the PM01 work orders are in the schedule, Bill can start looking at the condenser line storage. He switches back to his standard view and adds the functional location column temporarily to his layout. This highlights that there are 5 PM02 work orders that fall into the condenser line functional location. Bill tags these work orders with a PLAN activity code of WK26 which puts them into his weekly schedule.
He then spends the next hour going over the job cards and their histories for the jobs currently selected for the condenser outage. He needs to fully understand the implications of each job. This involves a couple of phone calls and a quick meeting with Fiona Cosgrove, the maintenance engineer and, on her advice, he gets Derek Mason, one of the senior mechanical technicians, to drop by to clarify some clearance issues. Derek was the lead tech on the last outage to the condenser.
Bill and Derek walk over to the site of one particular job on the scrubber that needs a gas line purge. A contractor’s team will be doing the purge but Bill needs to know the extent of the assistance they need and any clearances they require. Derek worked with them last time so fills Bill in on the procedures they used last time. Bill makes some notes and takes a couple of digital pictures to add to the job card for this one.
After lunch, Bill is ready to have a look at the resource profiling for his crews. At this stage, the jobs that Bill has included in the week 26 weekly schedule have not been scheduled or levelled so Bill knows that the crew hours will be overloaded. Bill brings up the layout view that he uses for resource profiling of his work crews in his weekly schedule. As expected, the first of his four work crews is overloaded.
As a first cut, Bill decides to do a quick schedule and resource levelling. That will give him a rough cut where he can then have a closer look at the job scheduling and use his experience to optimise the job loading for the crews whilst keeping delays due to travel times, parts availability or access restrictions to a minimum.
After the rough cut schedule and resource levelling, Bill sees that the crew work hours have been smoothed out to fit they available hours. He notes that he still has 250 hours still to schedule for the first work crew. Most of those hours will be used for proactive maintenance jobs. Bill is pleased because it looks like that will exceed the target for the KPI on the percentage scheduled proactive work vs reactive work. That’ll make it the 8th week in a row that they’ve beaten that particular target on the KPI.
At this stage of the tour, Bill is about half way through producing his detailed weekly schedule for 4 work crews. He is about to go back to Weavecentrix Desktop and get more work orders to put into his weekly schedule.
We’ll leave Bill here and come back to him on the next stage of the Weavecentrix Desktop tour where he has finalised his weekly schedule and is just about to update the work order dates in SAP directly from his P3 weekly schedule.