3 Simple Lessons to Achieve

Excellence in Maintenance

Planning and Scheduling

Presented by Michael Gehloff

Principal, Allied Reliability Group

3 Lessons for This Hour

• Engage internal and external team members into the Maintenance Planning and Scheduling process through role clarification, active communication, and improved work order feedback

• Placing a focus on quantitative task descriptions in job plans to reduce rework and clarify expectations

• Using visual management techniques to drive success in both weekly and shutdown management efforts

Role Clarification

Lesson 1:

Planners Must Add Value

• Planners battle and eliminate losses and delays from maintenance and its related activities

• The planner’s 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)

Planners Affect Wrench Time

• 30-35% wrench time is typical of good “traditional” maintenance organizations – In an 8-hour shift, this is 2.8 hours

– 5.2 hours spent on indirect activities

• 50-55% is best practice

• Planners move the team from 30% to 50% through their efforts – 5-man crew at 30% wrench time yields 12 man-hours work in an 8-

hour day

– 4-man crew (with planner) at 50% wrench time yields 16 man-hours work in that same day

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 Plant Engineer’s Assistant

Role of the Planner at XYZ

The Planner Will:

• FOCUS ON THE FUTURE

• Collaborate with Technicians (in the field) to ensure high quality job plans are delivered to the Technicians – maintain library

• Maintain min 2 weeks of Ready Backlog at all times

• Follow up with Technicians and Coordinators on work order feedback – update job plans, BOM, STPs, etc. based on feedback

• Constantly seek ways to improve wrench time

• Estimate time to complete work

• Prioritize work orders to determine which jobs get more attention

• Ensure accuracy of the Total Backlog

• Participate in the design of the Proactive Maintenance Plan (PM and PdM)

• Monitor the kit/staged parts to support ready work

• Get quotes for contracted work – request material for stock

• Document follow-on work from PM

The Planner Will Not:

• React to emergency work

• Receive parts

• Turn notifications into work orders

• Write permits

• Pickup tools and work as relief worker

• Develop or maintain the work schedule

• Assign work to workers

• Expedite parts – act as a Buyer/Accountant

• Administrative relief

• Manage purchase orders with suppliers

• Backfill for supervisors

• Supervise contractors

• Maintain the storeroom

• Act as a Clerk

• Act as Plant Engineer

• Attend non-value added meetings

Personal Time Management

Roles and Responsibilities

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

Maintenance Planner • Develops new job plans –

maintains job plan library • Maintains accurate equipment

specifications, info, and parts lists

• Communicates with: – Production – Operators – Supervisors

• Manages the Ready Backlog – keeps the pipeline full

• Provides a good craftsperson with enough information to reduce the incidence of delay due to craftspeople seeking information or instructions

Coordinator

• Assigns resources and execute to the published schedule

• Reacts to emergencies and make spot changes to the schedule

• Ensures feedback is provided to both the Planners and the Scheduling Team to maximize efficiency in the future

• Communicates changing priorities back to the Scheduling Team on a daily basis

R Responsible

A Accountable (1 Only)

C Consult

I Inform

Planning and Scheduling Roles and Responsibilities

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Planning and Scheduling Roles and Responsibilities

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Planner R R R R/A R R R/A I C/I R R I

Craftsperson R I I I R

Maintenance Supervisor

R A A R/A R/A R/A I R/A R/A R/A R/A A/I

Operators R/A I R I

Operations Supervisor

R C R R R R R

Stores/Procurement R C I C C I

Clear and Active Communication

Lesson 2:

Communication…

Passive Communication

• Email

• Text messages

• Postings on website

• Memo

• Bulletin boards

• Posters stuck to the wall

• CMMS work orders

• Files on the network server

Active Communication

• Look them in the eye

• Short and to the point

• Just in time

✔ Enables Success

Ensures Success

Subjective vs. Quantitative

Subjective Inspection

Check gearbox

Inspect belt

Quantitative Inspection

Inspect Conveyor Gear Drive:

No loose or missing fasteners

Oil level in the green band on the sight glass

Oil temperature 160 +/- 20 F

Inspect Drive Chain:

See OPL for Acceptance Criteria

What happens when we get quantitative?

Subjective Inspection

Time to perform inspections maximized

Criteria unclear

We talk in generalities

No basis for improvement

Drama and politics – we don’t talk openly

Quantitative Inspection

Time to inspect minimized

We talk with facts and data

We can build on the lessons learned

We talk openly with facts and without fear of repercussions

Job Plan Content: The Checklist

• Specific safety hazards with precautions and pre-job safety brief information

• Lockout/tagout Information

• Permitting requirements

• Equipment condition (drained, cooled down, etc.)

• Material requirements – Must have

– Might need

• Task description with time estimates

• Quantitative measurement points, inspection criteria

• Data collection forms

• Craft skills requirements (internal and external)

• Acceptance criteria, testing, commissioning information

• Drawings, sketches, photographs

• Reference information – OEM manuals, standards, specifications

Visual Content – The One Point Lesson

Rules for One Point Lessons

• Single page

• Single thought

• More pictures, less words

• Creative

– Lots of pictures

– Colors

• Describe the consequences of incorrect action

Visual Management

Lesson 3:

Documenting the Plan

BEST BETTER

Weekly Plan:

BAD

The War-Room

Actual Status Update Key

Outage Preparation

Status Matrix 28 Job Plan Gantt Charts

Contact List

Visual Management of Progress

Site Layout

If you build it….

Conclusion

So Where Do We Begin?

• Start small and prepare for the long haul

• Always look to the key indicator to prioritize

• Communicate successes actively and often