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

rsmith@gpallied.com

mailto:rsmith@gpallied.com