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Eight Steps to
Success in
Maintenance
Planning and
Scheduling
Workshop Objectives
Provide each attendee with an understanding of the proactive maintenance planning and scheduling approach
Provide a training program that is educational, exciting, and informative
Provide a training environment that is conducive for training
Give you knowledge to take back and apply
Expectations?
Why are you here?
What are your expectations from this class?
Rewards
For contributions that add value to the class, you will receive one of my books Planning and Scheduling Made Simple 3rd Edition
I have 10 of these books with me and will not leave this class without all 10 being given out
In addition, the group who adds the most value to this session will receive a book for each person
Questions
Ask your questions, do not hold back
Poll
1. How many people have effective Maintenance Planning?
2. How many people kit or stage parts before Scheduling?
Utilization Survey Crane Crew
Break Into Groups
3-5 people each
If you know each other great, if not thats ok
Each Group 1st Tasking
1. Identify where work comes from for a Maintenance Planner to use
2. Does a Planner become involved in emergency work?
3. Does a Planner assist with maintenance work?
Maintenance Planning
Identifying the parts, tools, procedures, and standards/ specifications required for effective maintenance work, increasing wrench time.
Planning is key to the success of Precision Maintenance
Planning and Scheduling
These are two different functions that are dependent on each other.
Maintenance Scheduling
Scheduling of maintenance, operations, contractors, engineering, and safety personnel to be in the right place at the right time for the right work synchronized together that is intended to minimize interruption to operations and production.
Performing the right work at the right time.
Maintenance Issues
Most maintenance staff only perform 2-4 hours of actual maintenance a day
Effective direct work is low
Caused by lack of effective planning
Caused by lack of effective scheduling
70-80% of equipment failures are human-induced
Not knowing specifications
Not having the right part at the right time
Improperly handling and installing bearings (parts)
No repeatable, effective PM, Corrective, Lube Procedures
Personal Exercise
Identify which of the previous issues best describes the current state of your organization
A Few Known Facts
Schedule Compliance 80-90%
Percent of Planned Work 90%
PM Execution 15%
Results from PM Execution 15%
PdM Execution 15%
Results from PdM Execution 35%
Wrench Time (typical company) 18-30%
Wrench Time (World Class company) 55% +
Maintenance Cost (reactive company) 19% / RAV
Maintenance Cost (World Class company) 1.7% / RAV
Without proper PM/PdM, Proactive Work is not achievable.
Need a Volunteer
Please describe the process I just described to the class
What Is a Failure?
There are two types of failures:
A functional failure is the inability of an item (or the equipment containing it) to meet a specified performance standard.
A potential failure is an identifiable physical condition which indicates a functional failure is imminent.
- F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense Report Number AD-A066-579, December 1978
How would you define a failure?
As a group
P-F Curve
Proactive Planning and Scheduling
Need One Group to Volunteer
Define the process that was described in the last slide using PM vs. PdM 10 minutes and then lets have it.
Where Do You Start?
Step 1: Identify External Distracters
Poor spare parts and inventory controls
Conflicting ideas of what planning is
Planners taken off job, put on tools, or involved in daily activities (parts chaser, facilitating daily work)
Maintenance and Production not acting as a team
No planning process, unclear expectations, unclear roles and responsibilities
Maintenance leadership not following the plan
Emergency/urgent work too high
Lack of discipline
CULTURE CHANGE
Group Exercise
What distractors do you, as a group, see in your organizations?
Step 2: Educate the Team
Coaching is not just for Planners Anymore
Plant/Operations Leadership
Frontline Operations Leadership
Maintenance and Reliability Leadership (all levels)
Planners
Maintenance Personnel
Operators
Tool Box Talk - Education
Group Exercise
Develop a short training plan for your Leadership and then lets use your plan in a simulation.
Only 2 groups will be selected
Step 3: Develop RACI Chart for Maintenance Planning
Step 4: Develop Guiding Principles for Planning
The planners focus on future work and maintain at least two weeks of work backlog that is planned, approved, and ready to schedule/execute
Planners do not chase parts for jobs in progress
Supervisors and crew leads handle the current days work and problems - coordination
Scheduling does not occur until parts are kitted
We will maintain a stable/non-fluid Criticality Index
We will improve wrench time through cooperation with everyone
Wrench Time?
What is wrench time?
How will it increase my maintenance effectiveness?
How do you conduct a Wrench Time Study?
(Indirect Time)
Step 5: Define the Planning Process
Group Exercise
Develop a Process Map for Work Identification that is used for Maintenance Planning Only
Intercept Ranking
Step 6: Prioritize Work to Be Planned
Step 7: Develop Effective/Repeatable Procedures
Repeatable Process
Capture Knowledge
Train New Employees
Reduce Human-Induced Failures
Group Exercise
Develop a procedure using the techniques shown in this workshop for a PM on a 20 HP AC Induction Motor
Knowing Where You Are
Would You Like to Know Where You Are?
You cannot improve something you do not measure.
Step 8: Measure Effectiveness
% of Work Orders Planned (Trending Up)
% of Planned Work (90%) Proactive (90%)
Reactive (2%)
Requires No Planning (8%)
% of Work Orders with Estimated to Actual Labor Hours (+/- 10%)
Backlog - measured in labor hours by week Ready to Schedule (2-4 Weeks)
Total Backlog (6-8 Weeks)
% of WOs with Comments/Recommendations
PM Compliance (Critical Assets 100%)
Individual Exercise
What 4 metrics would you use to measure effectiveness of Maintenance Planning and Scheduling?
Overview
Lay out your plan for when you return
- Keep it short and to the point
- Make it obtainable
- Make it measurable
- Ensure alignment is transparent
Questions?
Ricky Smith, CMRP
mailto:[email protected]