Work Planning and Scheduling Striving for Efficiency and Cost-Effectiveness

What is the Importance of Planning and Scheduling? Establish Roles and Responsibilities Minimize Cost Focus on Objectives Achieve Goals Offset Uncertainty and Change: Ensures that each part of the organization will know when, how and what to contribute toward maintaining the whole highway system. Minimize Cost: Consistent and efficient operations minimizes delay and maximizes utilization and availability of resources. Focus on Objectives: Allows for prioritization, and direction which will increase incentive to achieve targets Achieve Directed Goals: Once you’ve accomplished all of the above, your results should reach the goals set in the Long Range Surface Improvement and Bridge Maintenance Program, business plan, and annual work plan.

Overview Flow Chart Responsibilities Policies and Procedures Tools Flow Chart: Identify the various steps involved Responsibilities: Who does what steps Policies and Procedures: Locations of fiscal and general maintenance guidelines Tools: Identify the specific resources and programs available to make the process easier Best Practices: Provide useful strategies of enforcing the plan

Maintenance Planning and Scheduling Flowchart

Long Range Planning Long-Range Revenue Projections Business Plan District/Central Fiscal District Executive 3. County Maintenance Manager and/or District maintenance Office. Long-Range Surface Improvement Program (Optional)

Directed Goals Future Surface Improvement Program Business Plan Compiled By District and / or County Provides a Guideline of What Routes Will Need Prep Work Business Plan The Districts Goals Need To Be Considered

Management Considerations Performance Standards & Work Schedule Calendar Total Required Personnel Equipment Material (Resource Balancing) Road Information M-681 (RI Screen) Fiscal Guidelines/Budget Policy & Procedures STAMPP/ Video Logging Additions may include IRI data, District/County based cycle requirements. County Management Team ACM’s and Foremen, with additional input from CMM and District Office District and Central Fiscal offices BOMO and other Central Office organizations. RMS coordinator, IRI data is also passed through RMS Cycles from Central, District or County policy Initial Resource Assessment

How Do We Know What Needs to Be Done? A Combination of the Future Surface Improvement Program, STAMPP/Video Log Data and Physical Observations Should Be Used to Develop the RI Data Base The RI Screen in MORIS Contains Roadway Conditions Requiring Attention ®See the MORIS Highway Manual for User Information (Pub. 230) Please switch the order of the two major bullet points on this page

What Do We Need to Complete These Projects? The Performance Standards Estimate the Manpower, Equipment and Materials Needed to Complete Specific Activities They Are Located in the MORIS HIGHWAY FOREMANS MANUAL (PUB 113) Use Available Productivity Reports (Such as ‘Detailed Performance Report’) as Well as the Pub 113 Standard to Get a Good Idea of What Productivity Measures to Strive for The Work Schedule Calendar Provides the Months in Which the Specific Activities May Be Performed This Calendar Can Be Located in Chapter 3 of the Maintenance Manual (PUB 23) We should have the instructor discuss available productivity reports on this slide including MMB, MORIS Flash Screens and RMDS MORIS Reports.

Reference Materials That Describe Policies and Procedures Maintenance Manual – PUB 23 MORIS Highway Foreman and Payroll Manual – PUB 113 Procurement Manuals MORIS Manuals MORIS Highway Users Manual MORIS Materials Manual MORIS Equipment Manual Equipment Managers Manual (Pub. 177) Construction Specifications – PUB 408 RC Standards (Pub. 72) Work Zone Traffic Control – Pub 203

Appropriation 187 Program Establishment Initial Resource Assessment/Funding Maintenance Program including 213 program Betterment Program Reimbursable & Non- Reimbursable Programs Winter Program Should Facility Work be included? Yes, as well as Equipment Procurement (Purchases and Rentals). Not including central office facilities and equipment purchases. Or, should the instructor note that the Maintenance Program includes: 711, 712, 713, 714, 719, 822, 813, 844? The other alternative would be to keep the slide as is and say this: The instructor should mention that this is the basic outline for the county’s operational budget and greater detail can be gotten from the individual county management team. DF MC DF MC

Maintenance Program 711: General Maintenance 713: Traffic Services Roadway, Shoulder, Drainage and Bridge Activities 713: Traffic Services Signs, Guide Rail, Line Painting, Sweeping, Etc. 714: Roadside Maintenance Mowing, Herbicides, Brushing, Litter, Rest Area Any important ones I’m missing? General maintenance work, 213 work

Betterment Program Programs 381 and 383 100% State Funds State and Federal Funds Projects Include Significant Feature and Safety Improvements

Reimbursable and Non-reimbursable Special Projects That May or May Not Be Reimbursed by Others 611: Non-reimbursable, Such as Maintenance of Historical Signs 612: Reimbursable, Such as Accident Damage

Winter Services (712) All Costs Associated with Snow and Ice Removal Manpower, Equipment and Materials Rented Equipment Municipal Agreements

Intermediate Planning Maintenance Program Including 213 program Reimbursable & Non- reimbursable Programs Betterment Program Winter Program Intermediate Resource Balancing (Including Monitoring the Budget)

Resource Balancing This Step is to Check the Balance Between Resources Required and Resources Available to Accomplish the Planned Activities MORIS and/or Substitute Software Calculates the Manpower (RB Screen) and Major Equipment (EH Screen) Required to Complete the Annual Work Plan The “CS” screen must be up to date for the RB and EH screens to be useful. The CS screen establishes standard productivity.

??? What do you do if… ??? Man-Hours Required are Less Than Man-Hours Available? – Increase Plan of Man-Hour Intensive Activities Man-Hours Required are Greater Than Man-Hours Available? – Reduce Plan of Man-Hour Intensive Activities and/or Contract Work Equipment-Hours Required are Less Than Equipment-Hours Available? – Transfer Equipment, Increase Plan Equipment-Hours Required are Greater Than Equipment-Hours Available? – Reduce Plan, Transfer Equipment, Rentals Additional planned production units and/or additional activities Reschedule some production units and/or activities in another month, or additional contract work Some pieces of equipment will not be fully utilized. Make known to other counties and districts Reschedule production units and/or activities in another month, or rent equipment in order to accomplish all of the work. Before renting equipment, check availability of other organizations. Note: The instructor should refer the students to Section 3.3 in the Maintenance Manual, page 3-3 of the July 2002 revision.

Resource Balancing What to Consider: Department Force Work in Allotments 611, 612, 618, 711,712,713,714,719,813,822 Etc. (AW screen) Ensure Standards Are Current in the County Standard (CS) Screen Temporary Employees and / or Approved Overtime (LF Screen) Sick, Annual and Personal Leave Taken Per Month (LF Screen) Holidays and Sporting Seasons Training Projections Work Scheduling Calendar Inclement Weather and Alternate Work Activities Corrective Work in Response to Complaints Specialized Equipment Needs

Annual Plan Intermediate Resource Balancing (Which Includes Monitoring the Budget) Manpower Balancing (Work Scheduling Calendar, RB and EH Screens) Annual Work Plan (AW Screen)

Do We Have Enough Money?? The ‘BP’ Budget Preparation Transaction in MORIS and/or Substitute Software Program Develops a Fiscal Plan to Achieve Each Individual County’s Requirements and Goals. The Budget Process is a Repetitive One in Which Projected Numbers Are Manipulated Until a Satisfactory Result is Achieved. See the MORIS Highway Manual (Pub 230) for Directions Essential Elements of a Standard Budget Will Help Develop Budget (Refer to Maintenance Manual, Pub 23, Chapter 3) Essential elements of a standard budget will be included in the Chapter 3 revisions.

The Annual Work Plan The AWP Presents the County’s Maintenance Plan for the Fiscal Year by Activity and Month Including Both Department Force and Contract Planned Production Units for Each Activity The AWP Should be Developed Based on Needs Identified in the RI Screen as well as Other Factors Such as: Historical Figures Cycles Customer Concerns Annual Work Plan Compliance Shall be Monitored on a Monthly Basis. The Annual Work Plan Should Only be Changed When Unforeseen Circumstances Prevent Completion of the Plan. All Changes to the Annual Work Plan Should be Pro-Active or Simultaneous with Event

Intermediate Scheduling Annual Work Plan (AW Screen) Period Plan (RI & PP Screen)

Intermediate Scheduling Period Plan The Purpose of Intermediate Scheduling is to Identify All the Department Force Activities Which will be Performed During the Scheduling Period, Identify the Foremen Who Will be Performing Those Activities. Completion of the Period Plan Screen is Required Intermediate Scheduling may Include Critical Path Method or Other Scheduling Tools

Scheduling Periods For Planning Purposes the Year is Divided Into Three Seasonally Planned Production Periods: Period 1 – July, August, September, and October Period 2 – November, December, January, February, and March Period 3 – April, May, and June See section 3.2 for explanation of Period 2 parameters.

Assigning Foreman When Practical, Assign Foremen to Activities Applying the Concept of Crew Specialization Whenever Possible, Crews Should Perform Activities Having Similar Skill Requirements. By Performing Activities Requiring Similar Skills, Crews will Become Familiar with the Tasks. This Familiarity will Lead to More Efficient and Effective Operations, Uniform Results and Encourage Crew Members to Take Pride in the Quality of Their Work.

Creating Period 2 Plans All Snow and Ice Control will Take Precedence of Any Planned Projects To Optimize Department Force Time During Period 2, Consider the Needs of the Annual Work Plan and Other Requirements Which May Include: Low Cost Safety Projects RAR’s Stockpile Maintenance Dark Hour Training Customer Concerns Emphasize performing general maintenance work Stress geographical restrictions: Southeastern PA may be planning more work than Northwestern PA

Period 3 Plans Analyze Progress of Planned Versus Actual Work Completed in Periods 1 and 2 Check the Status of the Budget Review Prep Work for Next Year’s Surface Improvement Program Note: Surface improvement program includes both DF and contract.

Weekly Planning Period Plan (RI, PP) Traffic Work Orders and Bridge Work Orders Customer Concern Forms M-206 Weekly Planning Meeting Do we still get traffic work orders? Yes. Also, add bridge work orders.

An Effective Planning Meeting Who: County Management Team County Manager Assistant County Managers Roadway Programs Coordinator County Equipment Manager Other Key Players as Needed Foremen Key Operators Union Officials See Maintenance Manual, Pub 23, Chapter 3

What: Develop Weekly Plan Monitor Annual Work Plan, Period Plan and Budget Review Material, Manpower, and Equipment Needs Review Crew Size Requirements, Leave Schedules, Outside Events Review Agility Work Review Flashing Lights Review RAR’s Review Detours Review Equipment Utilization Goals Address Quality and Safety

An Effective Planning Meeting Where: County Office When: Weekly Before Thursday Afternoon Why: Ensure Activities are Selected from the Period Plan or Customer Concerns Ensure Needed Resources are Available

An Effective Planning Meeting How: Agenda Minutes Agendas and minutes are not required but are effective.

Weekly Planning Meeting Foreman’s Weekly Schedule (WP Screen) Weekly Scheduling Weekly Planning Meeting Foreman’s Weekly Schedule (WP Screen)

Weekly Plan The Select Weekly Screen Can Be Used to Select Work Activities From the Period Plan and Assign Them to the Week (or Weeks) and Days of the Week in Which They Will Be Performed During Periods 1 and 3 the Weekly Plan Will Be Prepared Weekly During Period 2, Alternative Work Activities Should Be Reviewed Weekly, Refer to the Maintenance Manual, Pub 23, Chapter 3 for Detailed Instructions A Weekly Plan Will Be Completed Either By The Assistant or Foreman. Does everyone agree with point #4? This is what the Maintenance Manual says.

IMPORTANT!!! The Weekly Plan is a Collaborative Effort Between the Foreman and the Assistant Manager

Foreman’s Weekly Schedule (WP Screen) Production Foreman’s Weekly Schedule (WP Screen) Any details? No. Actual Production

Work Reporting (Daily Payrolls) Actual Production How much detail do you want to go into here? None. We’re teaching planning, not payrolls. Work Reporting (Daily Payrolls)

Roles and Responsibilities County Management Team County Maintenance Manager Assistant County Managers County Equipment Manager Roadway Programs Coordinator Highway Foremen Reference Maintenance Manual, Pub 23, Chapter 3 for More Detail Stress that this is a “Team” effort

County Maintenance Manager Directs/LeadsTeam Responsible for Ensuring Budget, Annual Work Plan and Period Plans Are Balanced Arbitrator Responsible for County Business Plan Determines Priorities

Assistant County Managers Develop and Monitor Period Plans Identify Needs on Every Road in Geographical Section and Ensure their entry Into the RI Screen Ensure Work Performed By Crews is in Compliance With Department Policies and Specifications Mentor Foremen and Crews Recommend Specialization of Crews, Contracts, Equipment and Material Review and Sign Payrolls Review Plans With Foremen

County Equipment Manager Maintain Fleet Schedule PM’s and Repairs Purchase Equipment Coordinate Equipment Sharing Procure Rented Equipment Ensure Safe Operation of Equipment / Coordinate Training on Equipment Manage Facilities

Roadway Programs Coordinator Monitor Budget, Annual Work Plan and Period Plans Oversee Purchasing Manage Administrative Staff Utilize MORIS and Other Systems Assist With Developing Plans and Balancing Resources Ensure Planning Compliance Ensure Payrolls Are Input Timely

Foremen Execute Plans Document Work and Submit Payrolls Daily Communicate Progress and Concerns With Assistant Manager Supervise Crews Coordinate Work With Other Crews Coordinate Deliveries With Vendors Coordinate Equipment With Garage and Other Crews Follow Standards and Procedures to Ensure Quality and Safety Communicate With Customers Mentor and Train Crew Members

Work Reporting (Daily Payrolls) MORIS Flash (Monitor Budget Status) Feedback Work Reporting (Daily Payrolls) MORIS Flash (Monitor Budget Status)

REMEMBER! Maintenance Efficiency and Operational Effectiveness is Not Limited to Preparation of a Schedule. The Dynamics of the Maintenance Environment Demands that the Management Team Maintains a Hands- On Posture to Ensure Adjustments Are Made in a Timely and Effective Manner. KEEP? As changed

QUESTIONS or FEEDBACK What else?