Chapter 4 - Maintenance Planning and Scheduling (Full Chapter) New

MAINTENANCE MAINTENANCE PLANNING AND PLANNING AND SCHEDULINGSCHEDULING

1Prepared by: LIANA FAIRUZ BINTI ZAKARIA

JJ616 MAINTENANCE MANAGEMENTCHAPTER 4 : MAINTENANCE PLANNING AND SCHEDULING

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2. Apply the principles of maintenance strategies and elaborate on the significance of a system approach to maintenance. 3. Organize maintenance management plan and schedule that integrates the whole management processes and procedures by group in actual workplace.

COURSE LEARNING OUTCOME (CLO)


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•An essential part of planning and scheduling is to forecast future work and to balance the workload between these categories.

•The maintenance management system should aim to have over 90% of the maintenance work planned and scheduled.

MAINTENANCE PLANNING AND SCHEDULING


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Effective planning and scheduling contribute significantly to the following:

Reduced maintenance cost. Improved utilization of the maintenance workforce by

reducing delays and interruptions. Consistent and efficient operations minimizes delay and maximizes utilization and availability of resources.

Improved quality of maintenance work by adopting the best methods and procedures and assigning the most qualified workers for the job.

Focus on Objectives. Allows for prioritization, and direction which will increase incentive to achieve targets.



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Maintenance Planning and Scheduling Objectives :

Minimizing the idle time of maintenance workers.

Maximizing the efficient use of work time, material, and equipment.

Maintaining the operating equipment at a responsive level to the need of production in terms of delivery schedule and quality.



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Routine maintenance: are maintenance operations of a periodic nature. They are planned and scheduled and in advance.

Emergency or breakdown maintenance: interrupt maintenance schedules in order to be performed. They are planned and scheduled as they happened.

CLASSIFICATION OF MAINTENANCE WORK ACCORDING TO PLANNING AND SCHEDULING PURPOSES


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Design modifications: are planned and scheduled and they depend on eliminating the cause of repeated breakdowns.

Scheduled overhaul and shutdowns of the plant: planned and scheduled in advanced.

Overhaul, general repairs, and replacement: planned and scheduled in advanced.

Preventive maintenance: planned and scheduled in advanced.

CLASSIFICATION OF MAINTENANCE WORK ACCORDING TO PLANNING AND SCHEDULING PURPOSES


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PRIORITY OF MAINTENANCE WORKS


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Planning is an analytical process which encompasses an assessment of future, the determination of desired objectives, the development of a course of action to achieve such objectives and the selection of a course of action among alternatives.

Planning is the process by which the elements required to perform a task are determined in advance of the job start.

MAINTENANCE PLANNING


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It comprises all the functions related to the preparation of:

1. The work order2. Bill of material3. Purchase requisition4. Necessary drawings5. Labor planning sheet including standard times6. All data needed prior to scheduling and

releasing the work order.

MAINTENANCE PLANNING


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Determine the job content. Develop work plan. This entails the sequence of the

activities in the job and establishing the best methods and procedures to accomplish the job.

Establish crew size for the job. Plan and order parts and material. Check if special tools and equipment are needed

and obtain them. Assign workers with appropriate skills.

MAINTENANCE PLANNING PROCEDURES


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Review safety procedures. Set priorities for all maintenance work. Assign cost accounts. Complete the work order. Review the backlog and develop plans for

controlling it. Predict the maintenance load using effective

forecasting technique.

MAINTENANCE PLANNING PROCEDURES


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1. Long-range planning2. Medium-range planning 3. Short-range planning

BASIC LEVELS OF PLANNING PROCESS


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Needs to utilize the following:

1. Forecasting techniques to estimate the maintenance load.

2. Reliable job standards times to estimate staffing requirements.

3. Aggregate planning tools such as linear programming to determine resource requirements.

LONG AND MEDIUM-RANGE PLANNING


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it covers a period of 3 to 5 years and sets plans for future activities and long-range improvement.

LONG-RANGE PLANNING


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It covers a period of 1 month to 1 year. Specify how the maintenance workers will operate. Provide details of major overhauls, construction

jobs, preventive maintenance plans, and plant shutdowns.

Balances the need for staffing over the period covered.

Estimates required spare parts and material acquisition.

MEDIUM-RANGE PLANNING


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It covers a period of 1 day to 1 week. It focuses on the determination of all the elements required to perform maintenance tasks in advance.

It focuses on the determination of all the elements required to perform maintenance tasks in advance.

SHORT-RANGE PLANNING


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Is the process by which jobs are matched with resources and sequenced to be executed at a certain points in time.

Scheduling deals with the specific time and phasing of planned jobs together with the orders to perform the work, monitoring the work, controlling it, and reporting on job progress.

Successful planning needs a feedback from scheduling.

MAINTENANCE SCHEDULING


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Reliable Schedule Must Take Into Consideration : A job priority ranking reflecting the criticality of the

job. The availability of all materials needed for the work

order in the plant. The production master schedule. Realistic estimates and what is likely to happen. Flexibility in the schedule.



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Maintenance Schedule Can be Prepared at Three Levels

1. Long-range (master) schedule

2. Weekly schedule

3. Daily schedule



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Covering a period of 3 months to 1 year. Based on existing maintenance work orders (work

order, backlog, PM). Balancing long-term demand for maintenance work

with available resources. Spare parts and material could be identified and

ordered in advance. Subject to revision and updating to reflect changes

in the plans and maintenance work.

LONG-RANGE (MASTER) SCHEDULE


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Covering 1 week. Generated from the master schedule. Takes into account current operations schedules and

economic considerations. Allow 10% to 15% of the workforce to be available for

emergency work. The schedule prepared for the current week and the

following one in order to consider the available backlog.

The work orders scheduled in this week are sequenced based in priority.

CPM and integer programming techniques can be used to generate a schedule.

WEEKLY SCHEDULE


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•Covering 1 day.

•Generated from weekly schedule.

•Prepared the day before.

•Priorities are used to schedule the jobs.

DAILY SCHEDULE


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Written work orders that are derived from a well-conceived planning process. (Work to be done, methods to be followed, crafts needed, spare parts needed, and priority).

Time standards. Information about craft availability for each shift. Stocks of spare parts and information on restocking.

REQUIREMENTS FOR EFFECTIVE SCHEDULING


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Information on the availability of special equipment and tools necessary for maintenance work.Access to the plant production schedule and knowledge about when the facilities will be available for service without interrupting production schedule.Well-define priorities for maintenance work.Information about jobs already scheduled that are behind the schedule (backlog).

REQUIREMENTS FOR EFFECTIVE SCHEDULING


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The objective of the scheduling techniques is to construct a time chart showing:

The start and finish for each job. The interdependencies among jobs.The critical jobs that require special attention and effective monitoring.

SCHEDULING TECHNIQUES


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Such techniques are:

Modified Gantt chart CPM (Critical Path Method)PERT (Program Evaluation and Review Technique)Integer and stochastic programming.



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The Gantt Chart allows a manager to quickly determine what events in a project are occurring at a specific point in time.

The Gantt Chart is good for managing projects having concurrent activities. Good for detecting unplanned project growth, called scope creep by the text.



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The number above each box in Figure refers to the amount of a critical resource used (usually time).

All events in the Critical Path Chart must be completed before the project is considered complete.

The Critical Path is the path that uses the most resources (like time).

If an event along the critical path consumes more than the scheduled amount of resources, the whole delivery date of the project is delayed.

The Critical Path Chart helps a project manager focus attention and resources on the path that consumes the largest amount of resources to complete a project.



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A PERT chart (as in Figure) presents a graphic illustration of a project as a network diagram consisting of numbered nodes (either circles or rectangles) representing events, or milestones in the project linked by labelled vectors (directional lines) representing tasks in the project.

The direction of the arrows on the lines indicates the sequence of tasks. In the diagram, for example, the tasks between nodes 1, 2, 4, 8, and 10 must be completed in sequence. These are called dependent or serial tasks.

The tasks between nodes 1 and 2, and nodes 1 and 3 are not dependent on the completion of one to start the other and can be undertaken simultaneously.



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• Stochastic programming is a framework for modeling optimization problems that involve uncertainty. Whereas deterministic optimization problems are formulated with known parameters, real world problems almost invariably include some unknown parameters.

• When the parameters are known only within certain bounds, one approach to tackling such problems is called robust optimization. Here the goal is to find a solution which is feasible for all such data and optimal in some sense.



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The inventory is a list of physical features (area, material, etc.) of capital assets that require maintenance.

Many maintenance organizations, materials account for one-third to one-half of the operating budget, and more in some capital-intensive industrial sectors.

MAINTENANCE INVENTORY


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Advantages of Maintenance Inventory: Clear and frequent communication among maintenance, inventory management, and purchasing departmentsA customer service orientation by inventory management and purchasing departmentsActive material planning by maintenance, inventory management, and purchasing departmentsEfficient material flow from the storehouse to the customer siteEffective physical control of partsEnhanced item accuracy

MAINTENANCE INVENTORY


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(i) raw materials inventory - items are purchased from suppliers for use in production processes.

(ii) finished goods inventory - concerned with finished product items not yet delivered to customers.

(iii) supplies inventory - concerned with parts/materials used to support the production process.

TYPES OF INVENTORY


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(iv) work-in-process (WIP) inventory - concerned with partly-finished items (i.e., components, parts, subassemblies, etc.) that have been started in the production process but must be processed further.

(v) transportation inventory - concerned with items being shipped from suppliers or to customers through the distribution channel.

(vi) replacement parts inventory - concerned with maintaining items for the replacement of other items in the company or its customer equipment/systems as they wear out.

TYPES OF INVENTORY


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(i) Items/materials to be stored Decisions require consideration of factors such as ability of the vendor to supply at the moment of need, cost, and the degree of deterioration in storage.

(ii) Amount of items/materials to be stored Decisions are made by considering factors such as degree of usage and delivery lead time.

(iii) Item/material suppliers Decisions on suppliers of items/materials are made by considering factors such as price, delivery, quality, and service.

BASIC AREAS WITH RESPECT TO INVENTORY


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(iv) Lowest supply levels Decisions on lowest levels of supplies, in particular the major store items, are made by considering factors such as purchasing’s historical records and projected needs.

(v) Highest supply levels As time-to-time supply usage rate drops, the decisions on the highest supply levels are made by keeping in mind factors such as past ordering experience and peak vacation period.



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(vi) Time to buy and pay Decisions on these two items are often interlocked. Such decisions are made by considering factors such as vendor announcements about special discounts, past purchasing records, and store withdrawals and equipment repair histories.

(vii) Place to keep items/materials As location control is crucial to a productive. Maintenance department, decisions concerning storage of items/materials are made by keeping in mind that they can be effectively retrieved. Past experience indicates that a single physical location for each item is the best.



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(viii) Appropriate price to pay Pricing is of continuous concern, and decisions concerning it are primarily governed by perceived, not actual, supply and demand.



NEXT LESSON:

CHAPTER 5 :CHAPTER 5 :COMPUTERIZED COMPUTERIZED MAINTENANCE MAINTENANCE MANAGEMENT SYSTEM MANAGEMENT SYSTEM (CMMS)(CMMS)

END OF THIS SECTION

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JJ616 MAINTENANCE MANAGEMENTCHAPTER 3 : SYSTEM APPROACH TO MAINTENANCE

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Chapter 4 - Maintenance Planning and Scheduling (Full Chapter) New