JAMES KOVACEVIC; MMP, CMRP, CAMAPRINCIPAL CONSULTANT

HIGH PERFORMANCE RELIABILITY

Work Management, Track 5The 5 Levels of Effective Maintenance Scheduling

James Kovacevic• James Kovacevic; CMRP, MMP, CAMA• Host of the Rooted In Reliability Podcast• Principal Consultant at High Performance Reliability• High Performance Reliability Is Education & Consultancy Firm• SMRP Approved Provider Of Continuing Education and

Training

Look Familiar?

Do You Plan & Schedule?• Who has a planning & scheduling program?• Who has realized the value expected from the program?

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What’s Not Working?• The Planners are not actually planning• The technicians are not following the job plans• The scheduling process is not scheduling the right work when

it is needed

Time vs Benefit

What is Complicated?• There is more work than man-hours available• Inability to reduce maintenance work into planned outages• Poor communication between the various groups involved• Improper prioritization based on the philosophy of “the

squeak wheel gets the grease”• No defined scheduling process

5 Levels of Scheduling

John D - Tuesday – Work Order #64784

52 Week Schedule• Foundation of the 5 levels of scheduling• Lays out the strategic plan for the year• High-level forecasted view of re-occurring work– Includes PMs, PdMs, overhauls, and inspections

• Includes any known shutdowns, turnarounds or outages• Does not have specific work order identified

Random Levels of Work

Consistent Levels of Work

0

100

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k #1

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1W

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#13

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52 Week Schedule

Available Capacity

Required Capacity

16 Week Schedule• Short term strategic plan• Built as work is prioritized during the daily prioritization

meeting• All planned re-occurring work is identified with specific work

orders• Begins to align the maintenance schedule with the

operational schedule• Shutdown, turnaround and outage dates finalized• Week 5-16 has approximately 60% of capacity planned

4 Week Schedule• Tactical schedule • Exact dates and times of planned outages • Is where the alignment between maintenance & operations

becomes apparent• Schedule is refined based on material and manpower• Parts are kitted for the work• 80% of capacity is filled with work

Weekly Schedule• Precise tactical schedule• Is a snip of the 4 week schedule• Last horizon that the Planner / Scheduler will touch the work• Handed over to the Maintenance Supervisor to execute• All work has materials on site and kitted• 100% of capacity is filled with planned work

Scheduling for 100%• Based on Parkinson’s law, we schedule for 100% of time• Scheduling is goal setting for the week• We prioritize all work, knowing which work will be dropped in

the event A breakdown occurs• This allows us to accomplish as much work as possible

100% = Maximum Value100% = Maximum Value

Daily Schedule• Is managed by the Maintenance Supervisor(s)• Not prepared any earlier than 48 hours ahead of time.• Maintenance Supervisor(s) balance the need to complete

planned work, with production demands, and breakdowns.• Balance enables lowest cost with highest uptime.

It All Starts With PrioritizationUrgent Not UrgentIm

port

ant

Not

Impo

rtan

t

The Daily Maintenance Meeting• Attended by the Maintenance Planner / Scheduler and the

Maintenance Supervisor(s)• Evaluate all new work requests and follow up work into

various horizons of time• Not to exceed 30 minutes

The Daily Maintenance MeetingRole BenefitMaintenance Supervisor Identifies any emergency work that

needs to be addressedMaintenance Planner Guides which work needs to be

planned first, and which work will not be planned

Maintenance Scheduler Builds the 16 week schedule

How Do You Prioritize Work?• Rule Based System• Ranking Index of Maintenance Expenditures• Squeaky wheel• Arguments ( aka discussions)

Prioritization Decision Tree

Where Does Prioritization Fail?• The process is not followed• The daily maintenance meeting is not had• It is left only to the planner to prioritize• Ad-hoc prioritization process• Prioritization is not implemented on a consistent basis

Partnerships is Paramount• Daily Meeting is not enough to sustain the 5 levels of

maintenance scheduling• The maintenance schedule needs to be integrated with

operations• The maintenance schedule needs to be managed• Communication is critical

Involving Operations• Weekly Scheduling Meeting• Held early in the week (Tuesdays)• Involves operation’s stakeholders• Preview of 80% of the upcoming week’s work• Stakeholders help build the remaining 20%• Specific times for outages are identified

Final Schedule Review• Held a day or two before the schedule starts• Quick review of the upcoming schedule• Confirms outages• Allows for any last minute emergency work to be added• Maintenance schedule locked in and performance measured

based on the schedule

Reinforcing the Partnership• Use the 52 Week Schedule to align expectations around

planned downtime• Use the weekly scheduling meeting to address operations

concerns• Use the schedule lock-in meeting to finalize an integrated

schedule with operations• Manage the Backlog. Don’t allow work to age in the backlog.

Follow up and provide feedback to the requestor• If maintenance is responsible for overrunning a maintenance

outage, accept responsibility and determine what could be done in the future to prevent it.

Common Issues• Lack of alignment around prioritization• Lack of adherence to maintenance outages• Poor start-up after an outage• Lack of leveled re-occurring work• Not following the process• Scheduling work before it is ready

Value of the 5 Levels• Increase of 10% in Schedule Adherence to > 80%• PM Compliance to > 95%• Maintain a consistent level of backlog• Improved the communication between Operations &

Maintenance• Improved the trust between Operations & Maintenance

Why Not the 5 Levels?• If you didn’t want to improve the benefits of planning &

scheduling• If you didn’t want to achieve a high level of PM Compliance• If you want operations to be frustrated with the work you do

(or don’t)• If you want to continue running from fire to fire

So What is Stopping You?• Implementing the 5 levels of maintenance scheduling is not

easy, but the benefits are dramatic• So what is stopping you from the implementing the 5 levels?• You are leaving money and performance on the table

Questions?