The 3 Must Dos for Maintenance Planning and Scheduling

"Simple Ideas"

Presented by: Mike Gehloff

Copyright 2012 GPAllied

The Core Problem Challenge

Most maintenance staff actually work 2-4 hours a day (Effective Hours)
Effective Direct work is low Lack of effective Planning Lack of effective Scheduling Inadequate Coordination Across all Departments

70-80% of equipment failures are Human-Induced

Not using a torque wrench Not knowing specifications Not having the right part at the right time Improperly handling and installing bearings No repeatable, effective PM, Corrective, Lube Procedures

Do any of us have real faith in our proactive maintenance approach?

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Wrench Time Where did the time go?

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Copyright 2005 Allied Services Group

Plannings Goal: The Proactive Approach

Identifying the parts, tools, procedures, and standards/specifications required for effective maintenance work, to increase wrench time and optimize reliability.

Planning is key to the success of Precision Maintenance

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Lean Towards Proactive Work

TRANSITION

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Lean Towards Proactive Work

Desig n Execut of the Proact iv ion of the Pro e Maintenan ce active Mainten Plan ance P lan

Two A ven Improv ues of ement:

TRANSITION

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Copyright 2005 Allied Services Group

Terminology
Planning:
Performing research and determining the requirements of a task to be performed in the future WHAT, HOW, WHERE, WHY, WHEN, WHO

Scheduling:
The act of aligning available resources to the work backlog and placing it on the calendar WHEN, WHO

Coordination:
Reacting to emergencies and making adjustments to the schedule in real time based on priorities

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Must Do #1

PLANNERS FOCUS ON THE FUTURE

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A Maintenance Planner Does Not

Plan Emergency Work Expedite Parts Schedule Work Schedule Routine Activities Act as a Relief Supervisor Maintain a Storeroom Act as a Clerk Perform the Buyer Function Pick up the tools and fill in for emergencies Engineer (Design) Jobs
Not the Plant Engineer or the Plant Engineers Assistant

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Copyright 2005 Allied Services Group

Work Management - Core Beliefs

1. 2. 3. 4.

Work Management Core Beliefs

Planners remain focused on FUTURE WORK. Planners do not chase parts for jobs in progress. Supervisors and crew leads handle the current days work and problems. Faced with the choice, a line supervisor must concentrate on todays problems rather than work on future (even tomorrows) activities. There is no such thing as a perfectly planned job continuous improvement is a must. All stakeholders must share the same priorities active communication on priorities is an absolute requirement.

5. 6.

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Planners Must Add Value

Planners battle and eliminate losses and delays from maintenance and its related activities The planners efforts are measured by:
Feedback on the completed work orders (job plan quality) The size of the Waiting for Schedule backlog (measured in weeks 2 weeks minimum)

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Example Backlog Calculation

Total Required Man-Hours (Ready Status) on all Work Orders in the System = 1000 hours 7 Mechanics 3 Electricians 1 Planner 1 Maintenance Supervisor 40 hours per week for each resource Total Available Man Hours = 400 hrs/week Total Backlog = 2.5 weeks
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Copyright 2005 Allied Services Group

Must Do #2

THE ENTIRE ORGANIZATION MUST PARTICIPATE

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Roles and Responsibilities

Maintenance Planner
Develops new Job Plans maintains Job Plan Library Maintains accurate equipment specifications, info, and parts lists Communicates with: Production Operators Supervisors

Scheduling Team
Consider production requirements, work priorities, and budgets when establishing the work schedule Actively communicate priorities at the Scheduling Meeting develop common priorities based on needs Review the Backlog and publish a Weekly Schedule Schedule for 100% Usage of Available Resources when developing the schedule Actively communicate the schedule to all affected resources

Coordinator
Assign resources and execute to the published schedule React to emergencies and make spot changes to the schedule Ensure feedback is provided to both the Planners and the Scheduling Team to maximize efficiency in the future Communicate changing priorities back to the Scheduling Team on a daily basis

Manages the Ready Backlog keeps the pipeline full Provide a good craftsperson with enough information to reduce the incidence of delay due to craftspeople seeking information or instructions

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RACI
Planning and Scheduling Roles and Responsibilities
Ensure the Maximum Use of all Available Resources Visit Craftspeople on the Job and Give them Work Instructions Formally Report Findings from Work on Work Orders - Feedback React to Daily Schedule Changes Plan Emergency Work Maintain Accurate Equipment Specifications and Parts List Monitor Backlog and React Accordingly Identify Work Document in CMMS Develop a Craft Skills Training Plan Develop the Weekly Work Schedule

Communicate Current Schedule

Planner Craftsperson Maintenance Supervisor Operators Operations Supervisor Stores/Procurement

Develop Job Plans

R = Responsible A = Accountable (only 1) C = Consult I = Inform

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Maintain Performance KPIs

Assign Resources to Jobs

Order Specialty Parts

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Emergency Work Protocol

Emergencies are unavoidable with discipline, we can reduce the frequency and impact of these events We must not try to plan for emergencies, but rather allow the daily coordination function (front line supervision) to handle these events In order to prevent abuses, we must define a protocol for emergencies What qualifies? What does not? Who decides? Who responds? On major emergency jobs, a work order should still be completed in order to document history and parts
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Must #3

COMMUNICATE ACTIVELY NOT PASSIVELY

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Routine Schedule Development

Activities to Develop Next Weeks Schedule

DAILY REVIEW and COORDINATION of THIS WEEKS SCHEDULE

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Documenting the Outage Schedule

BAD BETTER BEST

OutagePlan:

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Outage Preparation Matrix

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The War Room

Contact List

Actual Status Update Key

28 Job Plan Gantt Charts

Outage Preparation Status Matrix

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Visual Management of Progress

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Recap
Must #1: Planners Focus on the Future Must #2: The Entire Organization Must Participate Must #3: Communicate Actively Not Passively

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Questions?
Mike Gehloff GPAllied mgehloff@gpallied.com www.gpallied.com

Copyright 2012 GPAllied

Copyright 2005 Allied Services Group