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Advanced Backlog Management

This document discusses advanced backlog management. It defines backlog management as efficiently moving work through the life cycle. An industry standard backlog size is 4-6 weeks of work. Backlogs consist of various work order types like repairs, PMs, and projects. Evaluating the backlog involves using views and queries to analyze fields like status, equipment, and due date. Prioritization follows regulatory, critical, and selective tasks based on safety, liability, academics, and customer impact. Effective backlog management includes frequent review, reassignment, status updates, scheduling PMs in advance, and daily schedule review with crews.

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abid aziz
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105 views

Advanced Backlog Management

This document discusses advanced backlog management. It defines backlog management as efficiently moving work through the life cycle. An industry standard backlog size is 4-6 weeks of work. Backlogs consist of various work order types like repairs, PMs, and projects. Evaluating the backlog involves using views and queries to analyze fields like status, equipment, and due date. Prioritization follows regulatory, critical, and selective tasks based on safety, liability, academics, and customer impact. Effective backlog management includes frequent review, reassignment, status updates, scheduling PMs in advance, and daily schedule review with crews.

Uploaded by

abid aziz
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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U157: Advanced Backlog Management

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U157 ADVANCED BACKLOG MANAGEMENT
SUBJECTS COVERED IN THIS UNIT:
 What is Backlog Management? ........................ 3
 Backlog Make Up .............................................. 4
 Evaluating the Backlog...................................... 6
 Backlog Prioritization ....................................... 10
 Backlog Management ........................................ 11

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WHAT IS BACKLOG MANAGEMENT?
Backlog Management is the “science” of moving work through the
stages of the work order life cycle in an efficient manner.
WORK INITIATION
(Service Request, Web
Request, PM
Generation)

WORK ORDER
PLANNING

WORK ORDER WORK WORK ORDER


SCHEDULING PERFORMED CLOSURE

WORK ORDER LIFE CYCLE

3
BACKLOG MAKE UP
 Industry standard for backlog size is between 4 and 6
weeks of work in the backlog at one time.

 Depending on the crew, the backlog would consist of:


 Approximately 2-3 weeks non-PM work
 Approximately 2-3 weeks PM work

 Of the 2-3 weeks of non-PM work, it would be appropriate


to have at least 1 week of this work planned and ready to go,
and the remaining 2 weeks unplanned.

4
BACKLOG MAKE UP

 The work order backlog consists of repair work orders, PM work orders,
project work orders, and administrative work orders.

 PM work orders are generated weekly; a WO backlog can increase up to


30% after a PM run, especially in spring or fall with HVAC related PMs.
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EVALUATING THE BACKLOG
The work order backlog can be managed from the Daily Schedule Backlog screen
or the Current Schedule screen. The differences between the two are…..
Daily Schedule Backlog Current Schedule Backlog
• 15 work orders displayed at one time • 19 work orders displayed at one time
• Daily Scheduled WOs can be viewed • Daily Scheduled WOs cannot be viewed
• Scheduling history available • Scheduling history unavailable
• Similar WO search available • Similar WO search unavailable
• Child WOs are not viewable • Child WOs are viewable
• WOs must be assigned one at a time • Multiple WOs can be assigned at one time
• Daily Scheduling reports available • Daily Scheduling reports unavailable
• Minimal reports for evaluating backlog • Numerous reports available for evaluating backlog

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EVALUATING THE BACKLOG

Indicates the
Indicates the
number of the
total number of
record the cursor
records in the
is currently on
current view

 To view the total number of records in a backlog view or


query, click the Last icon on the toolbar to be brought to
the last record.
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EVALUATING THE BACKLOG

 Utilize public views already set up to analyze your backlog.


 Create private views to assist with analyzing your backlog.
 You can query further on your views if needed.

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EVALUATING THE BACKLOG
 Query the following fields to answer your
questions….

 Which WOs need to be held until parts are received? (Status)


 What work is for the same equipment? (Equipment)
 Which work orders are old or past due? (Due date)
 What work orders are complete and can be closed? (Status)
 What WOs require other crew involvement? (Sec. Labor box)
 Which are PMS and which are customer requested? (Type)
 What work orders are urgent? (Priority)

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BACKLOG PRIORITIZATION
 Facilities Management has 3 categories of “programmed” maintenance
1. Regulatory (fire/life/safety)
2. Critical equipment and systems
3. Selective global tasks

 Priorities to follow for “Selective” global tasks are:


 Safety
 Liability/risk/exposure
 Academic (customer) programming
 Environmental system repairs
 Long range (future) plans
 Building use intensity

 Balance the following factors when scheduling


 Priority of work - safety before routine
 Criticality of equipment or location - A/C outage vs. tap leaking
 Efficiency of work - same location vs. multiple locations
 Customer service impact - lamp burnt out above work area vs. lamp burnt out in
hallway

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BACKLOG MANAGEMENT

 Review backlog frequently throughout the day


• Dispatch urgent work orders to line staff
• Reassign work orders if assigned to the wrong crew so the correct crew
can attend to the work order in a timely fashion
• Contact customer for additional information or to verify urgency

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BACKLOG MANAGEMENT

 Close work orders as soon as they are completed


• A backlog with fewer work orders is easier to manage
• There is always the possibility that the WO left open when it’s
COMPLETED will inadvertently be charged more labor

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BACKLOG MANAGEMENT

 Update the Status of work orders regularly


• It’s easier to analyze a large backlog at a glance when there are current
statuses assigned to each work order.
• Queries can be performed on the work order Status and/or views can be
created to sort by the Status to manage the work orders more
efficiently.
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BACKLOG MANAGEMENT
 All FM codes can be viewed and are explained at the following web page:
http://www.facm.umn.edu/bas/origionaldoclibrary/fmcodes1.html#1
WO STATUS APPLICATION WO STATUS APPLICATION

ACTIVE Work is progressing CUSTHOLD Customer put job on hold

ASSIGNED Work is assigned to an employee DESIGNPRO Design is progressing

AWAITCLOSE Field work is complete, pending HOLD FM supervisor put job on hold
material restocking or invoice approval
AWAITMATLS Waiting for materials to arrive before INPLANNING Job requires planning before it can
work can proceed proceed
AWT FUND Waiting for funding OPEN This is a new work order

AWTINVOICE Waiting for invoice from vendor OTHERACT Waiting for work to be performed
by another crew or unit
BID DUE Bid is being formulated PROCEEDING Work is progressing with charges
applied to the work order
CLOSED Work and reporting are finished READY Work is ready to be assigned and
scheduled
COMPLETED Field work is done and work order can SCHEDULED Work has been scheduled
be closed

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BACKLOG MANAGEMENT

 Daily schedule emergency WOs to the employee assigned


to respond
• Scheduling the WO automatically changes the Status to SCHEDULED.
• The line staff and supervisor don’t have to waste time looking for a
WO number later in the day for the employee’s timecard.

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BACKLOG MANAGEMENT

 Schedule PMs with time to spare


• Waiting until the last minute to complete PMs inevitably results in
overdue PMs.
• Scheduling PMs in advance makes the line staff aware of the PMs that
are due and allows assignment during slack times or between jobs.

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BACKLOG MANAGEMENT

 Review the Daily schedule with crew before the close of each day
and review the entire backlog periodically with crew
• To update the crew on upcoming jobs so they can prepare for them.
• The crew may have suggestions for efficiently scheduling the jobs together and vice
versa.
• The crew may have other knowledge of a job that the supervisor is not aware of and
vice versa.
• To communicate status’ of jobs and roadblocks with completing jobs.
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