This metric is ‘Completed in the Scheduled Week’. The base assumption is that usually there is a weekly agreed prioritised WO schedule which can be measured against during the execution week as the ‘frozen schedule’.

As work orders are marked as completed during that execution week they can be compared against the ‘frozen schedule’.

So each completed work order has a derived ‘Completed in the Scheduled Week’ indicator.
‘Completed on the Scheduled Day’
‘Completed in the Scheduled Week’
‘Break-in completion in the scheduled week’
‘Break-in completion raised in the previous week’
‘Completed NOT in the Scheduled Week’
‘Unscheduled Completion’
‘Scheduled’

Once the execution week has past, the number of WOs/Est.Hrs scheduled in the frozen week remains for trending purposes. WOs that were not done can be re-scheduled to a future time without affecting the trending.

For identifying NEGATIVE WORK we are interested in the Break-ins and ‘Completed NOT in the Scheduled Week’ and ‘Unscheduled Completion’ categories and need to drill down to the work orders to see the context of the ‘Schedule Breakers’.

For my BI-Cycle implementations of this metric these reports are refreshed daily and we can analyse the trend over time and sort/filter and group by responsibility, craft, work type etc and drill through the various charts/grids to the work orders.

This visibility highlights the ‘Schedule Breakers’ and the groups/individuals behaviors responsible for not sticking to the plan.

One immediate response that I have seen from the technicians and supervisors to the introduction of this report is their commitment to record in the CMMS all the activities/interventions that they are asked to do. They like the idea of taking the credit for all the the hours that they put in and are much more accurate about recording actual hours and the actual dates for completing the work.