You can save money by watching Captain Waste-Not and following his principles. Captain Waste-Not secretly visits water and wastewater utilities and shows them how to reduce waste. The government has been seeking the Captains true identity for the last decade. If they can bring the Captain under their wing, they could help plants on a nation-wide scale, whereas current efforts are on a plant-by-plant basis. Special agent Bonnie Wells has been given authority do whatever it takes to bring the Captain in.Bonnie is attending the weekly debriefing session at the National Superheroes Tracking Center. She listens intently to the Level III Intelligence Officer.Now regarding Captain Waste-Not, we are certain:He has left South Jersey.He is somewhere is the South Eastern Pennsylvania sector.He concentrates on reducing waste in these seven categories of- Waiting
- Transportation
- Reworking
- Wasted Motion
- Excessive Inventory
- Underutilizing Talent
- Overproduction
We also are picking up some unusual activity in Lantern Ring PA. Staff waiting time has dropped drastically!Thats all Bonnie had to hear. Within minutes she was in contact with Lantern Rings plant manager, Terry Bryan, and by the next day was in his office.Now Terry, when did you start this cost reduction program? It all started about two months ago when I hired Thurl Delmus as my new operations manager. He is a self-starter and without any prompting from me began a methodical program to reduce staff waiting time. Did I do something wrong?Bonnie ignores the question and thinks to herself, This is too easy. Ive landed Captain Waste-Not on the very first try.Terry, why dont you set up a planning meeting with Thurl for 2 PM?At the meeting, Terry introduces Thurl to Bonnie, they exchange pleasantries, and Bonnie explains her mission. Thurl, do you mind if I ask you a few questions?As Thurl replies, Bonnie slides her badge across the table and takes out three high intensity lamps, which she focuses directly on Thurl.After being subjected to techniques that are politically correct and in accord with the Geneva Convention, Thurl cracks.Okay, Okay, I play in a band at a local bar. This new customer came up to me after the show, said he liked my music and we became acquaintances. Between sets, we would sit at the bar and talk about things--mostly my work. After a few nights he asked me to list all the ways my staff wasted time-- particularly in the category of waiting.I gave him a list and the next night he shows up with this chart. He says, Use this chart. So I did and the operational costs just started to drop. CWNs Waiting GuideIf you are waiting for:PartsTry:Plan each job. Identify all parts. Work out just in time delivery agreements with parts suppliers. Order parts on line. Delivery status is reported on line. Take the time to get the part and model # right the first time.If you are waiting for: MaterialsTry:Surprises can be minimized by planning the job. Use same techniques as for parts.If you are waiting for:EquipmentTry:Use third party for that specialized infrequently used equipment. Have guaranteed delivery times. See parts and materials for other hints. If you are waiting for:PeopleTry:Planning and crisp communication can cut downtime. Watch out for over-specialization (too many job titles). Waiting for that specialist is a time killer.If you are waiting for:Access to Operating Equipment or Unit ProcessTry:Communicate and plan. Have a backup plan.If you are waiting for:InformationTry:Communicate needs to vendor and/or engineer. Plan the work.If you are waiting for:CustomerTry:Set up confirmation contact. No confirmation- No visit.If you are waiting for:SupervisorTry:Everyone should be trained and practice time management techniques. Yes, that includes all bosses.If you are waiting for:PhoneTry:Can you hold? No. Use email to provide detailed information. In the email, request the best time to call.If you are waiting for:ComputerTry:Utilize booting up or downloading time for multi-tasking. Have at the ready tasks such as returning phone calls, filling out time sheets, etc.General PrinciplesSurprisesDespite best efforts, if there is a surprise, evaluate urgency versus lost time. Reschedule and immediately go to the backlog.BacklogStaff downtime can be drastically reduced if you work from a backlog. Bonnie studies the list and proclaims, This has Captain Waste-Not written all over it! Thurl, take me to your local bar so I can meet your friend.Unfortunately, this fellow you call Captain wont be there. He said his work here was finished and he had to move on. Bonnie curses under her breath and storms out of the conference room.
Next time the Captain deals with Transportation.About the AuthorMike Nelson is Past President of PWEA. He heads his own firm that specializes in enhancing utility management. Mike is a licensed operator and professional engineer. Refer questions or comments to mnelsonh2o@aol.com |
