scheduling (first into a specific month, then into a specific week) for completion by the Maintenance Branch.

WORK INPUT CONTROL AND SCHEDULING

To assure completion of authorized work efficiently, you must setup some means of control. To help in the orderly flow and completion of work, you need to use work input control and scheduling procedures. These procedures require you to use several forms and charts.

Work Input Control

Work input control is a formal means of managing the total PWD work load. It also serves as a central source of work status information of the Job Requirements and Status Chart, the Manpower Availability Summary, and the Work Plan Summary.

Job Requirements and Status Chart

The Job Requirements and Status Chart, as shown in figure 2-34, provides a ready reference for tracking all the specific and minor jobs established as known maintenance requirements. The chart includes all customer-financed individual jobs and minor construction, alteration, and improvement work. In addition, this chart provides information on proposed planning to determine the status of work not programmed for shop accomplishment. You should enter all new work, upon approval, on this chart. The entry should remain until the authorization of work for shop completion, cancellation, or completion by contract is granted. You can maintain a different Job Requirement and Status Chart for each major type of work, such as alterations and minor construction, customer work, and maintenance and repair.

Manpower Availability Summary and Work Plan Summary

The Manpower Availability Summary and Work Plan Summary (fig. 2-35) show the plan of the department for using the Maintenance or Utilities Branch work force. By breaking down the Work Plan Summary by funding sources, you see that the summary also shows a payroll support plan.

Before formulating and adjusting the monthly shop work load, the job order programmer must know the man-hours available for programming within each work center. When customer funds provide significant support to the PWD, the programmer must know the number of man-hours allotted to each funding source. To decide this information, the programmer should develop a Manpower Availability Summary and a Work Plan Summary for each month.

Monthly Shop Load Plan

The work control method used within the Maintenance Management System is the Shop Load Plan (SLP) (fig. 2-36). The SLP is the Public Works management plan for using shop force and specific job orders for a given month. This monthly plan provides the shop planner with direction on what jobs to schedule within the month. All levels of management from the shops divisions up to the PWO participate in its preparation.

Express the SLP by the obligation of the known available man-hours for each work center and for each job scheduled. The SLP consists of sections for short-range and long-range planning. The short-range plan covers the nearest 3 months, and the long-range plan covers the following 9 months. The suggested loading for the short-term plan is 100 percent for the first month, 90 percent for the second month, and 80 percent for the third month. Jobs that appear on the SLP become the shop backlog. For maximum productivity, you should always try to have a 3- to 6-month backlog to balance the work that goes to the shops.

Shop Scheduling

Shop scheduling takes place in a two-stage scheduling system: (1) master scheduling of specific job orders and (2) weekly and work center scheduling of specific and minor. Master scheduling connects specific jobs to each work center for accomplishment during the following week. Work center scheduling takes up where master scheduling leaves off. The work center supervisor breaks down the weekly assignments into daily assignments for the workers in the shop. After making the daily assignments on specific job orders, the work center supervisor assigns work to the remaining uncommitted shop forces.

The shop plainer/scheduler, by using the SLP of the coming month, consults with the proper shop supervisor to schedule the work for the coming weeks. The man-hour schedule should be consistent with the available man-hours identified for specific job order work on the Manpower Availability Summary and Work Plan Summary.

On a weekly basis, compare the master schedule with the actual man-hours expended by the work