Maintenance Planning and Scheduling

Outline

Why Plan Maintenance?Elements of a Planned Maintenance system-Importance of a Work Order-Role of Maintenance Planners and SupervisorsMaintenance SchedulingPlanning and Scheduling ToolsMaterials ManagementMaintenance Costs-Maintenance Budgets

”There is only one reason to support a planned maintenance program. Planned maintenance increases

profits!”By:•Increased production: Reduction of wasteful or unnecessary downtime and increases on-line time" or "up-time"•Reduced costs: Higher productivity, method improvements or material changes can reduce maintenance costs.

Elements of a Planned Maintenance System

• A work order system to make assignments to craftmen/technicians and to accumulate maintenance data• Maintenance personnel dedicated to the task of planned and scheduled maintenance including preventive and predictive activities• Methods of formal planning and scheduling that achieve the following:–Effective allocation of maintenance resources–Prioritized work tasks–Effective supply of materials–Positive impact on equipment availability/reliability

• Measurement of planning and scheduling results (performance measurements should deal with level of planned work, scheduling effectiveness, level of unscheduled work, backlog, etc.)• A means of sharing/planning and scheduling information with production personnel.• Regulated inspections and repairs. Documentation of feedback from regulated repairs and inspections should be formalized.• Systematic review, revision and refinement of the planned maintenance system

Maintenance Planning• Scope of the job–What job is to be done? –What is the scope of the work?–What is the priority of this job? –What are the work steps?–Is engineering required?• Details have to be ironed out about each of the five elements:–Mechanic(s), Techs, helper: What skills, how much craft coordination, time per step, crew size, contractor needed, back-up plan if scope of work isn’t adequate and job doubles in size.–Tools: What tools, where to procure, how to ensure availability.–Materials/Parts/Supplies: What parts, how many, availability, in stock, lead time, vendor.–Availability of the unit to be serviced: Best time to do the job.–Authorizations/Permits/Statuary Permissions: Hot permit, open line permit, tank entry, lock-out/tag-out, EPA involvement, etc.

Functions of the Work OrderIt is a:• Planning and scheduling mechanism for complex jobs (also determines the resources needed and estimates the manpower and cost).• A contract between maintenance and the equipment owner.• Means to authorize the work and denote priority.• Cost collection mechanism for labor, stores requisitions, purchase orders, and services to charge against a piece of equipment or production cost center.• Way to capture delays and measure productivity

Functions of a Work Order

Tool to determine and manage backlogs.• Guides supervision in execution.• Means to register acceptance of completed work.• Provides a means to record equipment history.• Input data for the Management Information System.• Means to analyze failure and effectiveness of preventive/predictive efforts.• Used for reporting status of jobs, costs by department and type of work versus budget, actual versus estimated cost comparison, open work orders, etc.

Types of Work Orders• Planned and scheduled: These work orders are requested and screened by a planner, resources are planned, work is scheduled, and the work information is entered in the computer and the work order is filed.• Standing or blanket: Used for (1) repetitive small jobs where the cost of processing the paperwork exceeds the cost of doing the job; (2) Fixed or routine assignments where it is unnecessary to write a work order.• Emergency: Usually written after the job is performed.• Shutdown or outage: Are for work that is going to be performed as a project or when the equipment is down for an extended period.

Filling out the Work Order• Priority–Helps assign work when there is more work than people.–Ensures that vital work is not overlooked.–Typical priority codes are as follows:100: Fire, safety, health (clear and present danger with automatic overtime authorized until the hazard is removed)80:Breakdowns that stop production, overtime authorized70: Fire/safety/health (potential danger to user, public, employees, or environment); statute or code violation, OSHA violation.60: PM Activity; potential breakdown including core damage, or loss (all types of minor leaks, decay that will get worse)50: Efficiency improvement, machinery improvement, project work, reengineering.40: Comfort, change use.30: Cosmetics

• Reason for write-up (or repair reason)–Possible reason to initiate a work order can be classified under:: Activity that was knownScheduled Activity about at least 1 day in advance and can be planned.: Requires immediateUnscheduled Activity attention and repair.

Other Important Work Order Information

–What was found: Notes from mechanic ( Frequently, the mechanic fixes something or finds something not anticipated by thework requester. These notes are essential for root failure analysis.–Date completed, inspector. The job has to be closed out by an inspection. The inspector can be the mechanic, an inspector, a satisfied user, or the supervisor.

Obstacles to Effective Work Order Systems

• Inadequate preventive and predictive maintenance programs. If an organization is in a reactive mode (“fire-fighting mode”), it has little or no time to operate a W.O. system.• A lack of controls for the maintenance labor resource ( insufficient personnel of one or all crafts, insufficient supervision of personnel, inadequate training, lack of accountability for work performed).• Inadequate stores controls.• Poor planning disciplines.• Lack of performance controls.• Inadequate or inaccurate equipment history

Maintenance Planners and Supervisors

• Planners–Essential to the program–Should be responsible for the planning of 15 (optimum) to 25 (maximum) craftworkers• Planners typical job description–Reviews requests for work–Visits job site for clarification–Confers with requestor–Estimates the craft labor required–Reserves all stores materials required–Orders all non-stock material

Planners

• Ensures all resources are available before the work order is scheduled.• Develops standards for repetitive jobs.• Develops historical job estimates.• Develops and tracks craft/crew backlogs.• Determines labor capacity for schedule.• Prepares weekly schedule for approval.• Tracks work orders for completion.• Keeps completed work order file by equipment number.• Tracks all equipment information including spare parts and manual

Planner Training

• Maintenance planners should come from craftworkers who have good logistics aptitudes.• However, planners need training beyond the skills required by craftworkers.• They need programs teaching some of the following subject areas:–Maintenance priorities–Maintenance reporting–Project management–Inventory management–Scheduling techniques–Computer basics

Supervisors

• Responsible for overseeing the work of an average of 10 craftworkers.• Motivate the craft personnel.• Determine craft/skill/crew for the job.• Perform safety and quality monitoring of the job.• Hiring, firing, and pay reviews of the assigned employees.• Recommend improvements and cost reduction.• Identify the causes of failures for breakdowns and repetitive repairs.• Recommend skill levels and training courses for maintenance personnel

Supervisor Training

• Front line maintenance supervisor positions are filled 70% of the time from craft or planner promotions.• Good supervisor training programs should be implemented before supervisory responsibilities are assumed.• Some areas that should be addressed in these programs are:–Time management–Project management–Maintenance management–Management by objectives

Maintenance Scheduling

• Matching of maintenance labor and material resources to the requests for the maintenance labor and material resources.• Flow of scheduling starts with good plans, establishing the status of the work order, scheduling the work when resources are available, completing the work when scheduled.• When planning the work order, the planner tracks the W.O. through various statuses. He ensures that the W.O. has cleared all wait codes before the work is established as “ready to schedule.”

Work Order Status Codes

Waiting Codes–Authorization–Planning–Engineering–Material–ShutdownWork Codes–Ready for Schedule–In process–Completed–Cancelled

Maintenance Labor CapacityTotal gross capacity

Total men x Total hours worked+ Overtime and/or contract labor

minusUnscheduled emergencies……weekly average

+Absenteeism….. weekly average

+Allotment for preventive maintenance

+Allotment for standing or routine work ..use

weekly average

Maintenance Work Order Scheduling Considerations

• The planner is primarily concerned with the weekly schedule.• Needs to be aware of the following items:–Work priority–Work already in progress–Emergency and breakdown work–Standing and minor work–Preventive maintenance work -----due and overdue–Actual craft labor available (absentee, vacations, overtime, contract)–Craft backlog

Requirements for Scheduling

• Good, accurate estimates• Good work order system including job instructions, crafts required, required date• Accurate craft availability• Accurate stores information• Accurate contractor information• Accurate equipment/tools requirements

Maintenance Scheduling

• 80 -90 % of total work should be scheduled• Should be planned by experienced technicians• Should be processed as backlog ---weekly schedule, then daily work• Must be flexible enough to accommodate emergency work• Should not be scheduled until ready