Mapping, Organizing and
Managing Workflow at the Small Shop Level
"If I could
just get my maintenance shops to organize their
we could do a lot better..." ~ A
Frustrated Operations Manager
This course is designed to help the small
maintenance shop organize their workflow and paper and present the
results to management in such a way that the full resources of the
company can be applied to improving asset reliability and increase
sales dollars. ~ David Geaslin
Every week I meet a branch manager that is
frustrated by operational disruptions created by what appears to be
a disorganized maintenance effort. When these situations are
examined I find the interface between the Operations and
Maintenance Departments is so opaque that neither can support the
other effectively. This is easy to fix.
In most cases operations managers cannot
"read" the current workload of maintenance in such a way to plan
operational commitments. This is easy to fix.
Our Process Mapping for Small Maintenance
Shops Training Program helps small maintenance efforts to better
manage their shops and make their efforts, limitations, and
timelines totally transparent to operations managers and planners.
Listed below are several areas we help them address:
Flowchart & Process Mapping -
Identify and flowchart all work as it comes into the shop, through
the shop, and the return to the user.
Flowchart Recordkeeping & Filing
- Flowchart the document retention paths necessary to meet company
Flowchart the Parts Support Process
- Flowchart how parts are ordered, tracked, stocked, and disbursed.
Flowchart Maintenance Control - Create an understanding of how to manage the workflow.
Create a Maintenance Control Board
(MCB) - The effort to create a paperless management system
has failed at the small maintenance shop level. It is not the fault
of the maintenance manager but a way is needed to cope with the
paper critical to accounting and government regulators that
accumulates with every maintenance repair order (RO). This
functional system offers:
Graphically Display of Every
Repair Order in the Shop
Awaiting Maintenance ~
In Work ~
Out of Shop ~
Mechanic Finished ~
To Be Filed
Valuable Graphical Display of All
Resources to Better Manage the Function of Maintenance
And Organized Method to Collect
and Control All
Paper Documentation With Each RO
A Place Where Operations and
Maintenance Managers Can
Stand and Plan What Assets Will Be Available and When
When these two departments can communicate
easily then productivity increases, asset reliability goes up,
maintenance costs go down, and safety improves.
Timeline: 5 Day Program
Content: What is offered.
Classroom - 2 Hours - Teach
process mapping techniques to leaders in the maintenance
shop and parts support.
Shop Floor - Observe and
support shop leaders and parts personnel during the work day
to guide them and identify processes and workflow challenges. Start
training to implement the Maintenance Control Board (MCB)
and Parts Control Board (PCB)
Classroom - 2 Hours -
Workshop to map maintenance and parts workflow processes.
Shop Floor - We will create
process workflow documents in PowerPoint to demonstrate
existing workflow and desired workflow and test them. Hang the MCB and
PCB. Collect and sort all known tasks in maintenance and
Shop Floor - Populate and
begin use of the MCB and PCB. Coach maintenance personnel on
the management techniques to better manage the maintenance
Classroom - 1 Hour - Brief
branch manager and operations manager on the maintenance and
parts process mapping progress, how to read the MCB and PCB,
and how to apply that knowledge to better managing their
Shop Floor - Take the branch
manager and operations manager to the Maintenance Control
Board (MCB) and demonstrate how it is being used to manage
maintenance and how they can better support the process.
Shop Floor - Continue to
coach all in the finer details of managing the maintenance workflow.
Classroom - Debrief the
branch manager, operations manager, parts, and maintenance
managers as to the status of the program and where it can go
to improve operational readiness and profits.