Maintenance Planningand Scheduling Handbook

Third Edition

Doc Palmer

MeGrawHill

New York Chicago San FranciscoLisbon London Madrid Mexico City

Milan New Delhi San JuanSeoul Singapore Sydney Toronto

Foreword xxvPreface xxviiPreface to First Edition xxixAcknowledgments xxxiiiPrologue: A Day in the Life—May 10, 2020 xxxv

Bill, Mechanic at Delta Ray, Inc., No Planning xxxvSue, Supervisor at Zebra, Inc., No Planning xxxviiJuan, Welder at Alpha X, Inc., Has Planning xxxviiJack, Planner at Johnson Industries, Inc xxxviiiCharles, Predictive Maintenance Technician

at Beta X, Inc., No Scheduling xxxix

1 The Business Case for the Benefitof Planning (Why Do Planning?) 1Company Vision 1Why Improvement Is Needed in Maintenance 3What Planning Mainly Is and What It Is Mainly Not

(e.g., Parts and Tools) 4Increase Your Workforce Without Hiring 7

Case Study: The Practical Result of PlanningIs Freed-Up Technicians 8

"World Class" Wrench Time 8The Specific Benefit of Planning Calculated

for Labor Only 11The Specific Benefit of Planning Calculated

beyond Labor: The Ultimate Benefit 12Plant Staffing Level 14Why Does This Opportunity Exist? 15

Quality and Productivity: Effectiveness and Efficiency 20Planning Mission 21Frustration with Planning 22W. Edwards Deming 22Peter F. Drucker 24Summary 24Overview of the Chapters and Appendices 24

IX

C o n t e n t s

2 Planning Principles (What Makes PlanningSo Frustrating and What Makes It Work?) 29The Planning Vision: The Mission 29Principle 1: Separate Group 31

Illustrations 35Principle 2: Focus on Future Work 36

Institutionalizing Plant Knowledge 41Emergencies 42Case Study: Insist on Using the Job Plan Module 42Illustrations 43

Principle 3: Component Level Files 44Illustrations 48Caution on Computerization 50

Principle 4: Estimates Based on Planner Expertise 51Illustrations 58

Principle 5: Recognize the Skill of the Crafts 60Illustrations 67

Principle 6: Measure Performance with Work Sampling 69Illustrations 72

W. Edwards Deming 73Peter F. Drucker 76Planner Liability 77Summary 79Case Study: Plant with Only Planning 80

3 Scheduling Principles (Why Do We Have to DoScheduling and What Makes It Work?) 83Why Maintenance Does Not Assign Enough Work 83Advance Scheduling Is an Allocation 87Principle 1: Plan for Lowest Required Skill Level 90

Illustrations 93Principle 2: Schedules and Job Priorities Are Important • 94

Illustrations 95Case Study: New Supervisor 96Case Study: Honoring the Schedule 97

Principle 3: Schedule from Forecast of Highest Skills Available . . . . 98Illustrations 101

Principle 4: Schedule for Every Work Hour Available 102Illustrations 105

Principle 5: Crew Leader Handles Current Day's Work 106

C o n t e n t s xi

Peters and Waterman, In Search of Excellence,"Tight and Loose" 110

Illustrations 110Principle 6: Measure Performance with Schedule Compliance Ill

Illustrations 116W. Edwards Deming 117Peter F. Drucker 118Summary 119Case Study: Plant with Planning Plus Scheduling 120

4 Success Only After Dealing with Reactive Maintenance(What If Something Breaks?) 121Proactive versus Reactive Maintenance 122Extensive versus Minimum Maintenance 127What Kind of Job Plan Is That!?! 128Case Studies Illustrating Actual Industry Successes 129

Case Study: Electric Utility 129Case Study: Chemical Plant 132Case Study: Food Processing : 136Case Study: Facilities 1 138Case Study: Facilities 2 139Case Study: Paper Mill 140Case Study: Wastewater Treatment Plant 141

W. Edwards Deming 142Peter F. Drucker 142Summary 142

5 Basic Planning (Let's Plan a Work Order) 145A Day in the Life of a Maintenance Planner 145Work Order System '. 148Planning Process 151Work Order Form 153Coding Work Orders 155Using and Making a Component Level File 158Scoping a Job •-. 160Troubleshooting 161

Performance Testing or Engineering 162Illustrations 163

Engineering Assistance or Reassignment 164Developing Planned Level of Detail, Sketching and Drawing 165

XJj C o n t e n t s

Job Plan Template 167Attachments 168English 101 169

Craft Skill Level 170Estimating Work Hours and Job Duration 173

Not Placing Time Estimates on Individual Job Plan Steps . . . 177Parts 178

Equipment Parts List 179Purchasing 180Storeroom, Reserving, and Staging 181

Special Tools 182Job Safety 184

Confined Space , 184Material Safety Data Sheets 185

Estimating Job Cost 186Contracting Out Work 188

Insulation 189Other Contracted Out Work 190

Closing and Filing Feedback after Job Execution 191Three Types of Feedback and Cautions with

"Failure" Codes 191Six Ways to Encourage Getting Feedback 195

Wastewater Treatment Industry Example 208W. Edwards Deming 225Peter F. Drucker 226Summary 226

6 Advance Scheduling (Let's Create a Schedule) 227Weekly Scheduling •. 227

Forecasting Work Hours 228Sorting Work Orders 234Allocating Work Orders 242Common Sense for Interruptible and Other Work 254

Formal Weekly Schedule Meeting 255Staging Parts and Tools 257

What to Stage 258Where to Stage 260Who Should Stage 263The Process of Staging 263

C o n t e n t s xiii

W. Edwards Deming and Peter F. Drucker on Quotas,Benchmarks, and Standards 264

Summary 267

Daily Scheduling and Supervision(What Should the Supervisor Be Doing?) 269A Day in the Life of a Maintenance Supervisor 269Assigning Names 273Coordinating with the Operations Group 280Handing Out Work Orders 282During Each Day 284Avoiding Common Pitfalls That Wreck the Schedule 286W Edwards Deming and Peter F. Drucker on Supervision 287Summary 288

Forms and Resources Overview (Tools That Planners Use) 289Forms 290

Deficiency Tags 291Resources 300

Component Level Files—Minifiles 300Equipment History Files

(Including System Files and Minifiles) 304Technical Files 307Attachment Files 308Vendor Files 308Equipment Parts Lists 309Standard Plans 309Lube Oil Manual 312MSDS 312Plant Schematics 313Rotating or Critical Spares Program 313

Security of Files 315Summary 315

The Computer in Maintenance(How Computers Can Help and Hinder Planning) 317A Day in the Life of a Maintenance Planner (Using a CMMS) 318The Planner Must Use the CMMS Job Plan Module 322What Type of Computerization 324

Software Already in Use 324Single User or Larger Network 325

XJV C o n t e n t s

Creating versus Purchasing a Commercial CMMS 325Interfacing a CMMS with a Company Financial System . . . . 326

Benefits with the CMMS 326Standardizing Work Processes 327Inventory Control 327Information for Metrics and Reports 328Finding Work Orders 328Linking Information to Equipment 330Common'Database 330Scheduling 330PM Generation 330Problem Diagnosis and Root Cause Analysis Support 331

Cautions with the CMMS 331Faulty Processes 331Reliability and Speed 332Data Protection 332Improper Costing 333Employee Evaluations 333Goldfish Bowl 333Unnecessary Metrics 334Eliminate Paper? 334Jack of All Trades, Master of None 335Artificial Intelligence 336Templates 336User Friendly 336Cost and Logistics 337

Selection of a CMMS 338Team 338Process 338

Specific Planning Advice to Go Along with a CMMS 340Advanced Helpful Features for Planning and Scheduling 341Summary 342

10 How Planning Interacts with Preventive Maintenance,Predictive Maintenance, and Project Work 343Preventive Maintenance and Planning 343Predictive Maintenance and Planning 348Project Work and Planning 350

Taking Over Contractor Project Work 350Helping Engineering Without Losing Planning 351

C o n t e n t s XV

11 Control (How Do We Control Planning Itselfand What Are Associated KPIs for Planningand Overall Maintenance?) 353Organization Theory 101: The Restaurant Story 353Selection and Training of Planners 356Key Process Indicators (KPIs) 358

Overall Plant Performance 358Proactive versus Reactive 360Reactive Work Hours 361Work Type 362Six Sigma Application of "Function Reasoning" 363

KPIs for Scheduling (Is Scheduling Working?) 364Schedule Compliance (or Success) and Labor Forecast 365Wrench Time 369Work Orders Completed 370Backlog Management 370Backlog Work Hours 371Case Study: Backlog Management 372

KPIs for Planning (Is Planning Working?) 374Planned Coverage 374Minifiles Made 375Defect Work Orders That Wreck Planning 376Helpful Feedback 377

Summary 378

12 Shutdown, Turnaround, Overhaul, and Outage Management . . . . 379Different Types of Outages 380The Changing Nature of Outages over Time

as Reliability Improves 381Planning Individual Work Orders for Outages 382Moving from Weekly Maintenance to Outage Maintenance 382Accuracy of Task Estimates 383Cycle of Improvement: The Outage Report 385

Good Libraries 386Notebooks and Checklists .'. 386Meetings and Critiques 387Project Closeout Reports 387

Controlling the Scope of Outages 388Knowing Purpose 388Outage Strategies 389

XVi C o n t e n t s

When to Start Planning Outages 390Handling Discovery Work 391Beware Routine Rebuilds 392Preventive Maintenance Tips 393Tool: Work Breakdown Structure 393

Elements of the Outage Organization 394Essentials of the Shutdown Manager Role 394Processes Needing Identification and Mistakes to Avoid . . . 394Contractors 395

_J \ Computerized Maintenance for Outages 396<"/ Maintenance Crew Supervisors 397

Planners 397Operations 398

Defining Outage Success 398

13 Conclusion: Start Planning 401What Is Maintenance Planning? 401Why Do Companies Need Maintenance Planning? 401WIIFM (What's in It for Me?) 403

What's in It for Me if I'm a Technician? 403What's in It for Me if I'm a Supervisor over a Crew? 404What's in It for Me if I'm a Maintenance Manager? 404What's in It for the Company? 405

Epilogue: An Alternative Day in the Life—May 10,2020 407Bill, Mechanic at Delta Ray, Inc 407Sue, Supervisor at Zebra, Inc 408Juan, Welder at Alpha X, Inc 409Jack, Planner at Johnson Industries, Inc 410Charles, Predictive Maintenance Technician at Beta X, Inc 411

A Planning Is Just One Tool; What Are the Other Tools Needed? . . 413Work Order System 416Equipment Data and History 420Leadership, Management, Communication, Teamwork

(Incentive Programs) 422Qualified Personnel 428

Classification 429Hiring 430Training 430

C o n t e n t s xvii

Shops, Tool Rooms, and Tools 436Storeroom and Rotating Spares 438Reliability Maintenance 441

Preventive Maintenance 441Predictive Maintenance 444Project Maintenance 446

Improved Work Processes 449Maintenance Metrics 449Summary 454

B The People Side of Planning 455The People Rules of Planning 456

Rule 1: The Planning Program Is Not Trying toGive Away the Plant's Work to Contractors 456

Rule 2: Planners Cannot Plan the Perfect Job 456Rule 3: Planning Is Not Designed to Take the Brains

Out of the Technicians 457Rule 4: The Technicians Own the Job after the Supervisor

Assigns It to Them 457Rule 5: Planners Cannot Make the Perfect Time Estimate .. . 458Rule 6: Management Cannot Hold Technicians Accountable

to Time Estimates for Single Jobs 458Rule 7: Showing What Is Not Correct Is Often as Important

as Showing What Is Correct 459Rule 8: Planners Do Not Add Value if They Help

Jobs-in-Progress 459Rule 9: Everyone Is an Adult 459Rule 10: Everyone Should Enjoy Their Work 460Rule 11: Everyone Should Go Home at the End of

Each Day Knowing if They Have Won or Lost 461Rule 12: Wrench Time Is Not Strictly under the Control

of the Technicians 462Rule 13: Schedule Compliance Is Not Strictly under

the Control of the Crew Supervisors 462Rule 14: It Is Better to Train Employees and Lose Them

Than to Not Train Them and Keep Them 463Rule 15: Modern Maintenance Needs to Do Less with Less . 463

Summary 464

C What to Buy and Where 465Minifile Folders 465

XVJii C o n t e n t s

Minifile Labels 465Miscellaneous Office Supplies 466Equipment Tags 466

Recommended Tag Sizes and Colors 467Wire to Hang Tags on Equipment 468Deficiency Tags 468Shop Ticket Holders 468Open Shelf Files 469CMMS 469

D Sample Forms and Work Orders 471

E Overview of Duties for Planners and Others 499Maintenance Planner 499

New Work Orders 499Before Job Scheduling 500

Maintenance Scheduler : 504Maintenance Planning Clerk 505Operations Coordinator or Gatekeeper 505Maintenance Purchaser or Expediter 506Crew Supervisor 506Planning Supervisor 507Maintenance Manager 508Maintenance Planning Project Manager 508Maintenance Analyst 508

F DIY (Do It Yourself) Wrench Time Study,Quick and Easy In-House 509How Not to Measure Wrench Time 512Setting Up the In-House Study 513Determining a Representative Period with Enough Observations .. 514Making Observations and Respecting the Workforce • 515

Organizing Data Collection 516Example Observations 516

Interpreting the Results I 516Summary 519

G Sample Work Sampling (Wrench Time) Study: "Ministudy" 521Executive Summary 522Introduction 523

C o n t e n t s xJX

Category Definitions 523Collection of Observation Data 526Analysis 527Conclusions 535Recommendations 536Attachment A: Procedure for Measuring Workforce

Productivity by Work Sampling 536Attachment B: Work Sampling Calculations 541

H Sample Work Sampling (Wrench Time) Study: Full-Blown Study . 543Executive Summary 544Introduction 545Category Definitions 546Collection of Observation Data 549Analysis ..- 549Conclusions 604Recommendations 609Attachment A: Procedure for Measuring Workforce

Productivity by Work Sampling 609Attachment B: Work Sampling Calculations 613

I Special Factors Affecting Productivity 615Wrench Time in Exceptional Crafts and Plants 615Blanket Work Orders 616Empowering versus Scheduling 617

Definitions and Details 618Empowered to Do What? 618Proper Empowered Responsibility between

Planning and Crew Supervision 620The Result of Proper Empowerment 621

Schedule Compliance 623Major Causes 624Overloaded Schedule 625Crew Not Making It 627Schedule Breakers .. .->.._ 627Low Producing Crews 631

Priority Systems 635Major Causes 635Choice 638No Priority System in Reality 639

XX C o n t e n t s

Gaming the Priority System 640Summary 644

J Work Order System and Codes 645Introduction 646Work Flow 646Work Order Form and Required Fields 649

General Information 649CMMS Instructions for Plant-Wide Use 652Codes 652

Priority , , 652Status 653Department and Crew 654Work Type 656How Found 657Plan Type 658Outage 659Plant and Unit 660Equipment Group and System 661Equipment Type 681Problem Class, Problem Mode, Problem Cause, Action Taken .. 684

Work Order Numbering System 688Current Numbering System 688Previous Numbering Systems 688Notes 689

Manual Distribution 689

K Equipment Schematics and Tagging 691Equipment Tag Numbers 691Equipment Tag Creation and Placement 696Summary 697

L Computerized Maintenance Management Systemsand Scheduling with Excel Spreadsheets 699Planning Principles versus Using a CMMS 699Helpful Features for Planning and Scheduling 700

User Friendly 700Speed Is Everything 701Reliability Is Second 702Inventory Help 702

C o n t e n t s xxi

Is This a Modification? Rework? Call Out? 702Deficiency Tag 703Outage and Clearance versus Status 703Priority 704How Found 704Attachment or Link 704Equipment Module 704

Types of Projects 704Patches 705Upgrades 705Changing Systems 705New Systems 705

Big Glitches in Real Systems 706Death March Projects 707

What They Are 707Why They Happen 708Key Points to Survival 709

Planning a CMMS Project 710Work Request for a CMMS 710Planning for a CMMS 710

Staffing 712Scope 712Project Plan 714Parts 714Special Tools 715Work Order Module Test Script 717Procedure 718Signoff 721Train 721How to Order a Storeroom Part 722Estimated Job Cost 723

Ongoing Support 723Scheduling with Computer Spreadsheets 724The MPSH Scheduler Excel Spreadsheet 725Perspective 725

M Establishing and Supporting a Planning Group(Barriers and Aids to Success) 727Setting Up a Planning Group in a Traditional

Maintenance Organization for the First Time 727

1 •• n . .

XXII C o n t e n t s

Organization and Interfaces 730Planners 732Workspace Layout 736Management and Control 737

Redirecting or Fine-Tuning an Existing Planning Group 737Considerations 739

Older Facilities versus Newer Facilities 739Facilities under Construction 739Centralized versus Area Maintenance Considerations 739Traditional versus Self-Directed Work Teams 740

Aids and Barriers Overview 740Major Areas of Planning Management 743

Organize—Establish a Planning Group 743Plan—Plan Enough Jobs for One Week 746Schedule—Schedule Enough Jobs for One Week 750Execute—Execute Scheduled Jobs and Give Feedback 752Ongoing—Keep Planning and Scheduling Ongoing 754

Key Aids and Barriers 757Management Support—Sponsor a P&S System 757Supervisor Support—Follow a P&S System 759Technician Support—Follow a P&S System 761Right Planner—Create Positions and Select

the Right Planners 763Planner Training—Have Trained Planners 765Urgent Breakdowns—Utilizing P&S in

a Reactive Environment 767Technician Interruptions—Deal with

Planner Distractions 768Equipment Tags—Have Tags on Equipment 770Files—Have Effective Files 772Purchasing—Buy Timely Nonstock Parts 774Work Order System—Have an Effective Foundation 775CMMS—Have a Helpful Computer System 777

Special Circumstances 779Improve Existing Planning—Turn Around

an Existing Group 779New Plants or Units—Establish Effective Planning 781Self-Directed Teams—Use Planning and Scheduling 783

Summary 784

C o n t e n t s XXiii

N Example Formal Job Description for Planners 785Maintenance Planner 785

Duties 785Minimum Qualifications 786

O Example Training Tests 787Maintenance Planning Test Number 1 787

Maintenance Planning Test Number 2 789Maintenance Planning Test Number 3 791

Answers to Tests 794Test 1 794Test 2 795Test 3 796

P Questions for Managers to Ask to ImproveMaintenance Planning 797

Q Contracting Out Work 801Why Contract Out Work? 802

Why Contract Out Maintenance? 803Problems with Contracting Out Work 805

Problems with Contracting Out Maintenance 805Alternative Forms of Contracting Out Work 807

Contracting Out All of Maintenance and Operations 807Contracting Out All of Maintenance 808

Contracting Out All the Labor within Maintenance 808Contracting Out Lower Skills 809Contracting Out Unusual Tasks or Other Tasks

Requiring Special Expertise 809Contracting Out to Supplement Labor 809Increasing In-House Maintenance Management

Expertise 810Arbitration Considerations for Contracting Out Work 811

Impact on Employees 812Work Type and Equipment 817Reasonableness and Extent Justified by Employer 820Good Faith 824~

Summary 826References 826

XXJV C o n t e n t s

R Concise Text of Missions, Principles, and Guidelines 829Maintenance Planning Mission Statement 829Maintenance Planning Principles 829Maintenance Scheduling Principles 830Guidelines for Deciding if Work Is Proactive or Reactive 831Guidelines for Deciding if Work Is Extensive

or Minimum Maintenance 831Guidelines for Deciding Whether to Stage Parts or Tools 832Guidelines for Craft Technicians to Provide

Adequate Job Feedback 833

Glossary 835

Bibliography 839

Index 843