An Introduction to

Maintenance Wrench Time

Presented by: Mike Gehloff

Copyright 2012 GPAllied

GPAllied

Agenda
What is wrench time?
How do we measure it?
What does it really mean?

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WHAT IS WRENCH TIME?

Copyright 2012 GPAllied

GPAllied

Copyright 2005 Allied Services Group

What is Wrench Time?

Definition:
Wrench Time is defined as the percentage of
time that a skilled trades person spends
actually performing physical work on an asset
(Active Repair Time).
The metaphor of a wrench on the equipment
helps to illustrate this idea.
Copyright 2012 GPAllied
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Typical Values for Wrench Time

Be careful who you share this with, but studies show:
Average Performance: 25% 35% Wrench Time
Top Performance: 50% - 60% Wrench Time
% Wrench Time

Hours in an 8-Hour Shift

20%

1.6 Hours

30%

2.4 Hours

40%

3.2 Hours

50%

4 Hours

60%

4.8 Hours

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Where Did the Time Go?

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Copyright 2005 Allied Services Group

Lean Towards Proactive Work

TRANSITION

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Lean Towards Proactive Work

Two A
ven
Improv ues of
ement:

Desig
n
Execu of the Proact
tion of
iv
the Pro e Maintenan
ce
active
Mainten Plan
ance P
lan

TRANSITION

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HOW DO WE MEASURE IT?

Copyright 2012 GPAllied

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Copyright 2005 Allied Services Group

How Do We Measure Wrench

Time?
Wrench time is measured by performing a
Wrench Time Study (Time Study)
Sufficient random samples are taken in order to
support a statistically valid picture of actual
performance
There are two primary outcomes:
Where are we currently performing?
Where are the best targets for improvement?

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Steps to Performing a Wrench

Time Study
1.
2.
3.
4.
5.

Establish boundaries of study

Select sampling categories
Collect sufficient data
Analyze results
Develop improvement strategy

Caution:

Take sufficient sample data

Explain what you are doing and why you are doing it
Focus on eliminating blame
Err on the side of giving credit towards active repair time
Copyright 2012 GPAllied
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Sampling Categories
Active Repair Time
(Wrench Time)
Repairs Reactive (RR)
Repairs Proactive (RP)
Proactive Inspection (PI)
(PM/PdM)

Productive Time
Travel Time (TT)
Obtaining Tools and
Materials (MAT)
Administrative Permits
and Paperwork (AD)
Energy Isolation (EI)

Non-Productive Time

Receiving Instructions (RI)

Training and Meetings (TM)
Idle Time at Job Site (IDL)
Coordination Delays (CD)

Other Non-Productive Time

Breaks (BR)
Personal Time (PT)
Late Starts Early Quits (QT)

Unaccountable Time
Personnel could not be
located during the sample
period (UA)

Copyright 2012 GPAllied

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Copyright 2005 Allied Services Group

Sample Size

Sample size affects the accuracy of the findings

A minimum number of samples to provide valid assumptions
It is a function of the desired Confidence Interval and Margin of
Error (MOE)

CAUTION STATISTICS AHEAD!

98% Confidence Interval with a 0.5% MOE equates to 54,286

observations
95% Confidence Interval with a 10% MOE equates to 97
observations
3 observations/hour, 8 per day, for 3 workers for 5 days provides
360 observations
This yields a 95% Confidence Interval and a 5.25% MOE

Copyright 2012 GPAllied

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Collecting Sample Data

Develop a Data Collection Worksheet
Sample the workforce every X minutes
Sample at the same time each day avoid sources of
variation in the study
Location:
Date:

6:00
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
19:00
20:00
21:00

DataCollectedby:

ActiveRepairTime
RR
RP
PI

TT

ProductiveTime
MAT
IDL

NonProductiveTime
TM
IDL

EI

RI

CD

OtherNonProductive
BR
PT
QT

UA

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Analyze Results

Add all sample findings and

calculate their percentage
contribution to the whole

Each sample counts as 1

4:00
5:00
TOTALS

5
3
3
5
4
5
5
6
6
4
5
7
0
6
2
23% 14% 14% 23% 18% 23% 23% 27% 27% 18% 23% 32% 0% 27% 9%
RR RP PI
TT MAT IDL EI
RI TM IDL CD BR PT QT UA

Copyright 2012 GPAllied

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Copyright 2005 Allied Services Group

WHAT DOES IT REALLY MEAN?

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Use of Wrench Time Data

Wrench Time Studies are not about finding personnel
who are inefficient, making mistakes, or performing
poorly.
They are about the quality of the planning and
scheduling process and how effectively the
organization executes both processes.
Use data to drive improvement not to assign blame.

Copyright 2012 GPAllied

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What Do We Do With the Results?

Wrench Time Studies help us understand:
Our baseline performance
Opportunities for improvement
A basis for calculating the value of the improvement

CAUTION:
You do not save any money until you send
somebody home
Reduction in contractor usage and overtime may be
fair game
Think strategically what would you do with 5 extra
people?
Copyright 2012 GPAllied
GPAllied

Copyright 2005 Allied Services Group

Maintenance Planners Affect

Wrench Time
30-35% wrench time is typical of good traditional
maintenance organizations
In a 10 hour shift, this is 3 hours
6 hours spent on indirect activities

50-55% is best practice

Planners move the team from
30% to 50% through their efforts
5 man crew at 30% wrench time
Yields 12 m-hrs work in an 8 hr day

4 man crew (with planner) at 50% wrench time

Yields 16 m-hrs work in that same day

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Job Plan Time Estimates and

Wrench Time
Typically a point of confusion.
Job plan estimates take into account wrench
time.
How long to complete the work cradle to
grave?
As wrench time improves, estimates must be
adjusted downward to remain accurate.

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Driving Improvement
Select Categories that are biggest distracters from
Active Repair Time
Develop a focused improvement plan:

BOM Improvement
Reducing Time to LOTO
Improve Communication of Assignments
Improve Operation/Maintenance Coordination
Focused Job Plan Improvements

Materials
Tools
Instructions
Equipment Condition
Mobile Equipment Assignments
Meeting Discipline
Copyright 2012 GPAllied
GPAllied

Copyright 2005 Allied Services Group

Summary
Wrench Time Studies are a tool not a weapon
Accuracy is based on reducing variation in the study;
sample size and standardization affect this
The vital activity is the improvement plan you will
develop
Benefits come more from strategic efforts than labor
savings

Copyright 2012 GPAllied

GPAllied

Questions?

Mike Gehloff
GPAllied
mgehloff@gpallied.com
www.gpallied.com
Copyright 2012 GPAllied
GPAllied

Copyright 2005 Allied Services Group