M3.04 Achieving Objectives Through Time Management

Andrew Wilson. Level 3 Award in First Line Management. M3. 04. Achieving Objectives through Time Management. Set SMART Objectives. Results can be achieved by setting objectives, either for yourself or your team. Objectives also provide structure in the workplace, if people know what to aim for; it will be easier for them to hit the target. Objectives set should be SMART, see below, S – Specific, M – Measurable, A – Achievable, R – Realistic / Relevant, T – Time bound, Objective1 – Relief Team Leader to close all completed work orders on the backlog list.
Measurable by the reduction in the amount of completed work orders on the backlog list. Easily achievable, given the time to carry out the task. Relevant because all completed work orders closed, will be added to the Plant Asset Records, providing maintenance history for items of plant. Task to be carried out for the first 2 hours of every working day. Objective 2 – Housekeeping tours to be carried out in Plant areas. Measurable by the reduction of scrap/waste in Plant areas and the completion of the spreadsheet on the computer.
Easily achievable, given the time to carry out the task. Relevant because areas of Plant are becoming untidy. Task to be carried out on the first Thursday of every month, to involve the whole of the Maintenance Team. Objective 3 – Plan a package of maintenance work on No4 Distiller. Measurable by the completion of various maintenance tasks . Achievable given time and resources. Relevant because production levels will increase due to the maintenance being carried out. Package of work to be completed by 5pm 17/03/2011.

Objective 4 – Arrange training for maintenance team members on overhead crane operation. Measurable by the successful completion of training. Achievable because all team members have the ability to learn. Relevant because the team will be more flexible in the workplace. Training to be completed by 31/07/2011. Andrew Wilson March 2011. Plan the Achievement of SMART Objectives. Tasks can be broken down into more manageable smaller tasks, each with its own deadline. The completion of each “sub-task” to its set deadline, will inevitably lead to the achievement of the overall objective.
Objective No3 on my list is a perfect example of planning requirement. The main objective is to carry out a package of maintenance work on No4 Distiller, which, when completed, will increase production rates, to be completed by 5pm on the 17th March 2011. Below is a workplace planning sheet, clearly outlining all the sub-tasks required to be completed, the times they must be completed by, resources required, results of completion of sub-tasks and constraining factors to be considered, before the main objective is achieved. Workplace Planning Sheet | |Objective/Task |Completion |Resources |Results on |What do I need to do |Constraining | | |Time | |Achievement |first |factors | | | | | | | | |Process to Isolate the |07:30 |Process Operators |Distiller made |Arrange isolation |Process unable to| |Distiller | |ready for |with Process Manager |isolate due to | | | | |maintenance | |faulty equipment | | | | |activities | | | | | | | | | | | | | | | | | |Insert isolation plate into |08:30 |4x Mechanical |Distiller made safe|Ensure scaffold is in|Scaffold Tag out | |Distiller Exit Gas main. | |Technicians |for maintenance |place and tagged & |of date | | | | |work |all parts to hand. | | | | | | | | | | | | | | | |Removal of spool to Heat |09:00 |2x Mechanical |Heat Exchanger |Request isolation |Process unable to| |Exchanger for cleaning | |Technicians |available for |with Process |isolate due to | | | | |cleaning | |faulty equipment | | | | | | | | | | | | | | | |Replacement of damaged pipe |11:00 |4x Mechanical |Damaged pipe |Request isolation |Spares not | |to VLS | |Technicians |section replaced |with Process & ensure|available | | | | | |all spares available | | | | | | | | | | | | | | | | |Replacement of damaged pipe |14:00 |2x Mechanical |Damaged pipe |Request isolation |Spares not |to VLS drain | |Technicians |section replaced |with Process & ensure|available | | | | | |all spares available | | | | | | | | | | | | | | | | |Replacement of spool to heat|15:00 |2x Mechanical |Heat Exchanger |Ensure cleaning is |Cleaning not | |exchanger | |Technicians |available for duty |completed |completed | | | | | | | | | | | | | | | |Removal of isolation plate |16:00 |4x Mechanical |Distiller available|Check all work is |Delay in work | |into Distiller Exit Gas | |Technicians |for handback to |completed and all |completion | |main. | |process |work permits signed | | | | | | |off | | | | | | | | | | | | | | | | |Process to De- Isolate the |17:00 |Process Operators |Distiller back on |Hand back Distiller |Any delay in | |Distiller | | |work & production |to Process |prior tasks | | | | |increased | | | | | | | | | | | | | | | | | Andrew Wilson March 2011. Monitor the Objectives. The completion of sub-tasks is monitored throughout the day in order to evaluate the likelihood of achieving the main objective. The easiest way of doing this, is by visually checking the progress of each sub-task and communicating this to the relevant people. Each sub-task requires a Permit to Work to be issued before work can commence, these Permits must be signed off by the Technician to whom the Permit was issued.
Another method of monitoring progress is to check that the Permits that have been issued, have been signed off, this will indicate the time that the task was completed and whether the task was completed successfully. Regular update meetings would be held throughout the day to keep relevant people informed of progress and give insight into whether the main objective will be achieved. E-mails would also be sent out as confirmation of progress. When all outstanding Permits have been signed off as successfully completed, then the Distiller can be officially handed back to Process for de-isolation and then brought on for production. Andrew Wilson March 2011.