planning scheduling and coordination

8/9/2019 Planning Scheduling and Coordination

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Maintenance Planning,

Scheduling &Coordination

Auteurs: Don Nyman.

Joel Levitt.

Uitgeverij: Industrial Press Inc.

!! "adison Avenue

Ne# $or%& N$ 1!!1'(4!)8

###.industrial*ress.com

I+,N: !(8-11(-14-(8

,oe%es*re%ing door "aur ,entein / Juli !!'

"aintenance Planning& +c0eduling 2oordination


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Content

Pre3ace..............................................................................................................................................4

Introduction......................................................................................................................................4

20a*ter 1 ( +elling Planning& 2oordination and +c0eduling to "anagement and *erations...... ..)

20a*ter ( Understanding t0e Nature o3 "aintenance Activities rgani5ing Accordingly.......6

20a*ter - ( 70ere Planning its Into 9ood "aintenance Practices..............................................1!

20a*ter 4 ( "anaging t0e Planning and +c0eduling unction.......................................................14

20a*ter ( ,ac%log "anagement and 7or% Programs.................................................................1

20a*ter ' ( +i5ing t0e "aintenance +ta33.......................................................................................1)20a*ter ) ( ;0e Planning Process e@uired "aintenance +ta33ing ,ased U*on 7or%load.............................................'-

Anne ): Jo Assessment and +co*ing 20ec%(list.....................................................................'4

Anne 8: Jo Planning +urvey...................................................................................................'

Anne 6: List determinale materials& *arts and s*ecial tools re@uired.....................................''

Anne 1!: Buestions to as% aout tools and e@ui*ment.............................................................')



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Anne 11: 2ommon Jo +e@uence.............................................................................................'8

Anne 1: ;ravel(time tale.......................................................................................................'6

Anne 1-: Laor Lirary............................................................................................................)!

Anne 14: ;y*ical tale o3 allo#ances......................................................................................)1

Anne 1: +lotting ;ale 2once*t.............................................................................................)

Anne 1': Instructions 3or recommending enc0mar%s............................................................)-

Anne 1): "aintenance Jo ?stimating 7or% +0eet.................................................................)

Anne 18: Jo loading and sc0eduling.......................................................................................)'

Anne 16: Laour De*loyment +c0eme....................................................................................))

Anne !: +c0eduling guidelines and tec0ni@ues......................................................................)8

Anne 1: Project "anagement Process....................................................................................81



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Preface

"aintenance ?cellence is re@uisite to t0e ac0ievement o3 7orld(2lass *erations e*ortingand 2ontrol

3eedac% necessary to earn sustained managementcommitment

Preventive/Predictive Maintenance ve0icle y #0ic0 reliaility is assured

E "aintenance ?ngineering 3unction to o*timise t0e P"CPd" *rocess

E ?@ui*ment GistoryH >eliaility 2entered "aintenance are used y"aintenance ?ngineering

Organization structure structured 3or *roactive rat0er t0an reactiveres*onse

E +%ills ;raining

essential elements and a source o3 *rideE

acilities& ;ools and?@ui*ment

E +u*ervision H *ractices to ac0ieve F

E Buality Assurance H ad0erence to *olicies and *rocedures



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Planning, Coordination & Scheduling needed to 3ul3il e*ectations t0roug0 ...

E 2om*uteri5ed 7or% rder +ystem

E 2ost DistriutionE 7or% "easurement

De3initions

Planning


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Advanced *lanning& coordination& sc0eduling and t0e *ursuit t0ereo3 are *roactive s%ills.

I3 you do not 0ave t0e time to do it rig0t& #ill you 0ave t0e time to do it over

Learn to say N

Decide #0at not to do. KI dont %no# t0e %ey to success ut t0e %ey to 3ailure is trying to *leaseeveryody. M,ill 2osy

+ee anne 1: ;0e >us0 Jo ( Anonymous.

jectives o3 #or% *re*aration

7it0out *ro*er *lanning and sc0eduling& maintenance is 0a*0a5ard& costly and ine33ective& and #illconsistently 3ail to meet *romised dates. ;0ese 3ailures #ill cause constant *rolems 3or *erations&#0o #ill ecome increasingly reluctant to release e@ui*ment in t0e 3uture.

Prere@uisites

Proven *rere@uisites 3or maintenance ojectives:

• Lead(time is essential

• A strong institutionalised 7or% rder +ystem

• An organi5ational structures t0at 3osters Pro(action

• >easonale s*an o3 control 3or su*ervisors

• Understanding t0e de*artments mission in relation to com*any ojectives

• Assistance 3or *erations in estalis0ing a *ractical level o3 maintenance

• >egards 3or o*erations as an internal customer

"aintenance customers deserve to 0ave t0eir #or% *er3ormed on a timely asis. ;0ere3ore& ac%logs must e %e*t #it0in reasonale limits.

?ac0 0our o3 e33ective *lanning ty*ically returns t0ree to 3ive 0ours in mec0anic time or e@uivalentsavings


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Chapter 1 - Selling Planning, Coordination and Scheduling toManagement and Operations

+elling management

2ontriutions o3 maintenance:

• 2a*acity assurance&

• >eliaility&

• 2ustomer satis3action&

• F at a lo#er unit cost.

7or% +am*ling

;0e Active +am*ling tec0ni@ue uses random oservations o3 t0e maintenance #or% 3orce #it0categori5ation y nature o3 eac0 oservation. )!! oservations 3or a single *o*ulation


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2onvey t0e many ene3its t0at accrue to eac0 sta%e0older

Planning& sc0eduling coordination *rovide signi3icant ene3its to management y:

•Providing a central source o3 in3ormation

• Im*roving em*loyee sa3ety

• Im*roving regulatory com*liance

• Ac0ieving t0e o*timal economic level o3 maintenance

• 20allenging t0e need 3or #or% re@uests

• Accurately 3orecasting laour and material needs

• ?stalis0ing e*ected #or%load and analysing t0e variations

•

Im*roving e33iciency t0roug0 avoiding delays• Providing 3actual data

• Identi3ying *rolem areas

• >educing total unit cost

• Increasing use3ul li3e o3 assets

• Im*roving *re*aration& management and control o3 major s0ut(do#ns



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Chapter 2 - Understanding the Nature of Maintenance Actiities !Organi"ing Accordingl#

rgani5ationally& t0ere must e recognition o3 and *rovision 3or t0e t0ree road ty*es o3 #or% *er3ormed y t0e maintenance de*artment: *rom*t emergency res*onse& reliale routine service andtimely ac%log relie3.

As managers& #e must not allo# urgency alone to consume all availale resources. >esources must e *reserved or *rovided 3or t0e im*ortant #or% t0at im*roves 3uture reliaility and t0erey reduces3uture urgencies.

rgani5ation y #or% ty*e:

;0e routine maintenance grou* and t0e emergency maintenance grou* are t#o minimally si5ed

cre#s.>outine include all P"CPd" and ot0er ins*ections& as #ell as lurication& caliration& tests&cleaning& adjustment& tig0tening& etc.

,ac%log consist o3 all *lannale #or% still o*en. In a *roactive environment& t0e ul% o3 t0emaintenance #or%load s0ould e *lannale


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Chapter $ - %here Planning &its Into 'ood Maintenance Practices

70en a maintenance *lanning and sc0eduling 3unction is eing estalis0ed& t0e 3irst @uestion t0at

usually arises is #0ere and 0o# it 3its into t0e organi5ation. ;0e 3irst ans#er is t0at it is structured#it0in t0e maintenance organi5ation& not outside o3 it. +econdly& it s0ould e organi5ationallyinde*endent o3 t0e s*eci3ic maintenance su*ervisor


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20annels o3 coordination and communication

;0e Planning and +c0eduling grou* is t0e 0u o3 inter and intra 3unctionalCorgani5ationalcoordination and communication. Planners are t0e *rinci*al *oint o3 contact and liaison et#een

maintenance& o*erations and ot0er su**ort de*artments.;0is relations0i*& called direct liaison& is de*icted in t0e 3ollo#ing 3igure:

;0e antit0esis& #0ere *lanners are seen to su**ort only t0e maintenance manager as a sta33 assistant&is *resented in t0e 3ollo#ing 3igure:



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7or%ing liaisons

In large organi5ations& in order to im*rove coordination et#een maintenance& o*erations and ot0erinternal customers& consideration s0ould e given to t0e identi3ication o3 *rimary *oints o3 contact


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>elations0i* #it0 ot0er 3unctions

"aintenance Planners need:

•2lear de3inition o3 t0eir relations0i*s #it0 maintenance su*erintendents& su*ervisors&mec0anics and o*erations

• Pro*er com*uter su**ort to allo# develo*ment o3 a com*re0ensive *lanning dataase

• 2ommitment 3rom maintenance and o*erating management to 0old structured #ee%lycoordination and sc0eduling sessions to estalis0 *riorities 3or daily& #ee%ly& do#n day andmajor outage #or%

• 2oo*eration 3rom maintenance su*ervisors& mec0anics and o*erating su*ervisors in t0ee33ective use and a**lication o3 e33orts *ut into meaning3ul *lanned jo *ac%ages

• eedac% 3rom mec0anics and su*ervisors


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Chapter ( - Managing the Planning and Scheduling &unction

"anagement o3 Planners

"aintenance managers t0emselves normally manage small *lanning grou*s #it0 one to t0ree *lanners. In lager *lanning de*artments #it0 several su**ort *ositions a "anager o3 "aintenance+u**ort +ervices is recommended.

Planning #or%s est #0en *lanners do not re*ort to cre# su*ervision. ;0ey s0ould e on t0e sameorgani5ational level as t0e su*ervisors t0ey su**ort and not suordinate to t0em. I3 *lanners #or%directly 3or su*ervisors& t0e tendency is 3or t0em to e used as e*editors& cler%s or *urc0asingagents in su**ort o3 daily activity rat0er t0an as *lanners 3or 3uture


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Chapter ) - *ac+log Management and %or+ Programs

2ontrol o3 t0e ac%log is %ey to success3ul management o3 t0e maintenance 3unction. ,ac%log is

de3ined as t0e net #or%load& measured in laour 0ours& re@uested ut not yet com*leted.

Planning 3or "aintenance ?cellence egins #it0 K"acro(Planning& #0ic0 is t0e *er*etual alancing o3 maintenance sources #it0 maintenance #or%load. Past misuse and de3erral o3 essentialmaintenance #or% accelerates deterioration and t0erey 3urt0er increases t0e re@uirement 3ormaintenance resources.

nce an organi5ation 3ails to %ee* u* #it0 deterioration& it cannot maintain a *roactive *rogram i3one is in *lace and certainly cannot clim out o3 an eisting reactive state #it0out an in3lu o3ade@uate resources.

As a *ractical matter& #0en an organi5ation is in t0is state& any de3iciencies 3ound y *roactiveins*ections are not li%ely to e corrected e3ore 3ailure. ;0is condition renders t0e *roactive cre#im*otent and destroys t0e morale and e33ectiveness o3 t0e entire maintenance organi5ation.

;0e current ac%log orne y eac0 cre# or trade eady ac%log and 3our to eig0t #ee%s o3 K;otal ac%log are considered t0enorm.

A #ell(designed and administered KPriority coding structure #it0 an ageing 3eature can *reventinde3inite delays to individual jos in t0e ac%log. "edium( and even lo#(*riority jos are still to

e com*leted #it0in a reasonale time 3rame.

Jo status

It is essential t0at *lanners %no# t0e current status o3 eac0 jo in t0e ac%log. +uc0 status isdocumented via K+tatus code #it0in t0e 2om*uteri5ed "aintenance "anagement +ystem


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Develo*ment o3 7or% Programs

,ecause maintenance is managed y controlling ac%log #it0in estalis0ed limits& t0e current ac%log u*on maintenance cre#s must e calculated and analysed. A 7or% Program s0ould edevelo*ed 3or eac0 maintenance team at least mont0ly.

+ee anne 4: A #ee%ly eam*le o3 a 7or% Program

;0is data s0ould t0en e *lotted on a trend c0art esources s0ould e 3leed


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Chapter - Si"ing the Maintenance Staff

Go# many maintenance *ositions are re@uired to *ro*erly maintain a 3acility Alt0oug0 surveys

o33er some insig0t& t0e only meaning3ul res*onse re@uires a Kde3inition and measurement o3in0erent #or%load.

?isting sta33ing *rocesses

?isting sta33ing *rocesses 3or t0e maintenance 3unction are generally inade@uate and inde3ensile.;y*ically& maintenance does little to justi3y current sta33ing& muc0 less uild a case 3or re@uiredsta33ing.

7it0out records o3 ac%log trends y cra3t t0ere are no 0ard justi3ication 3or additional resources.;0e maintenance leaders0i* team is reduced to anecdotal evidence and indirect measures o3increases in #or%load


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2a*ital *rogram re@uirements

;ranslate t0e ca*ital *rogram 3or t0e coming year into terms o3 maintenance #or%ers re@uired.

+ummary o3 re@uirementsIn t0e eam*le& t0e narro# second column 3rom t0e le3t suggests a *ro*er internalCeternal scenario.De3erred maintenance and t0e ca*ital *rogram are not ongoing steady state situations.rgani5ations s0ould e sta33ed 3or normal #or%loads& not 3or tem*orary *ea%(loads.

+imilar analysis and logic is t0e soundest met0odology y #0ic0 to *ro*erly si5e t0e maintenance#or% 3orce.

t0er considerations 3or sta33ing

;0ere are 3our invisile demands / #e call t0em invisile ecause t0ey do not al#ays s0o# u* on#or% orders / t0at s0ould e considered in t0e 3inal decision.

• 2atastro*0e demand: t0e *oint is t0at small catastro*0es actually 0a**en regularly. ;0e@uestion is: s0ould *rovisions 3or storms or 3ires e 3actored into maintenance sta33ing

• 2onstruction related demand: during large constructions& trades*eo*le are *ulled o33 jos toescort contractors around& etc. 70en *lanning a large contruction *roject& degradation inmaintenance e33iciency is to e e*ected and s0ould e re3lected in maintenance sta33ing.

• +ocial demand: F created y visitors suc0 as regular tours and irregular visits 3romcom*any rass and outside QIPs.

• Personal +ervice demand: F suc0 as *ac%age delivery& F #or%ing on com*any s*onsoredcommunity *rojects. "uc0 o3 t0is %ind o3 #or% is o33 t0e #or% order system.



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Anot0er a**roac0 to t0e +ta33ing Buestion

An academic 3ormula does eist 3or t0e termination o3 maintenance sta33ing.

",+ M2, ,">= H 2? ?">= N" LPAA+;L>

• ",> "aintenance ,udgeted +ta33ing

• >2, >e*lacement 2ost o3 ,uildings atio 2? >e*lacement 2ost o3 ?@ui*ment atio


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Chapter - .he Planning Process /Micro-Planning0

;0e *rocess o3 jo *lanning encom*asses veri3ication o3 all as*ects o3 t0e jo to e done as #ell as

identi3ication o3 t0e various in*ut resources re@uired to com*lete eac0 jo in an orderly manner andat an o*timal overall cost.

+te*s o3 t0e *lanning *rocess

;o develo* a ene3icial jo *lan re@uires t0at a logical& ste*(y(ste* *rocess e 3ollo#ed.

2riteria o3 a *lanned jo:

• A need 0as een s0o#n y a #or% order outlining t0e content and sco*e o3 t0e jo.

• An in@uiry 0as as%ed #0et0er t0e jo s0ould e done and #0at its *riority s0ould e.

• ;0oroug0 analysis 0as een used to rea% t0e jo do#n to its com*onent tas%s& so t0at:

◦ >e@uired s%ills can e identi3ied&

◦ ;ime estimates can e made&

◦ "aterial needs can e identi3ied and ordered e3ore t0e jo is sc0eduled&

◦ +*ecial tools to *er3orm t0e jo are committed&

◦ >e@uired s*eci3ications& dra#ings and ot0er re3erence documents and all sa3ety and legal *ermissions are *rovided 3or&

• All *arties t0at s0ould e noti3ied are listed and all *rocesses t0at must e rerouted& s0utdo#n or ac%ed(u* are identi3ied.

• Pre*aratory and restart activities are listed and coordinated.

inally& *lanning is not com*leted until everyone %no#s #0at is going to 0a**en. 2ommunicate toall *arties t0e 7G& 7GA;& G7& G7 "U2G.

;0e 7G?N ste* moves you out o3 t0e *lanning and into t0e coordination and sc0eduling.

+c0edule t0e #or%& t0us de3ining R#0enR t0e jo #ill e *er3ormed.

70at #or% orders s0ould e *lanned and 0o# muc0 *lanning is enoug0

;0e a**ro*riate degree or detail is o3ten @uestioned. ;0e @uestion R70ic0 jo s0ould e *lannedRa**lies *rimarily in early installation *0ases o3 *lanning and sc0eduling #0en t0ere is insu33icient

ca*acity to e33ectively *lan all jos.

• 9enerally& larger jos are *lanned 3irst on t0e t0eory t0at larger jos are usuallyaccom*anied y delays and con3licts and t0ere3ore t0ere is greater o**ortunity 3or ene3it3rom direct *lanning.

• 2ut(o33s o3 3our to eig0t 0ours are o3ten estalis0ed 3or t0e magnitude o3 jos to e *lanned.



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Alt0oug0 detailed *lanning can e more e33ort t0an justi3ied on sim*le jos& t0e usual tendency is tounder(*lan large jos rat0er t0an to over(*lan small jos.

• A s0orter jo #ill 0ave greater lost and un*roductivity time as a *ercentage o3 total timet0an a longer jo.

• ;0e *re3erred a**roac0 is to 3ocus on early e33orts on t0e more re*etitive jos.

• 2onsider a**lication o3 t0e Pareto Princi*le during early *0ases o3 t0e *rogram installation&8!O o3 t0e ene3it is commonly derived 3rom !O o3 t0e e33ort.

70en su33icient *lanning ca*acity eists& Rall jos t0at ene3itR s0ould e *lanned.

?ventually& *lanning s0ould cover 8!O or more o3 maintenance man(0ours.

;0e "aintenance ;ec0nical Lirary *rovides in3ormational su**ort 3or t0e *lanning e33ort

;0e "aintenance ;ec0nical Lirary


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9ood records in t0ese areas are im*ortant and s0ould include:

• ?@ui*ment records&

• ?@ui*ment 0istories&

• Prints& dra#ings and s%etc0es&

• Liraries e@uester.



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Chapter - .he Planning Process Screening, Scoping, 3esearch and4etailed Planning

Jo *lanning is a si(ste* *rocess e@uests

• Assessing and +co*ing o3 t0e jo to e *er3ormed

• Jo >esearc0 to avoid redundant *lanner e33ort

• Jo ,rea%do#n #it0 Detailing and +e@uencing o3 Jo +te*s

• "aterial ;a%e(o33s and Procurement

• Assemling t0e Planned Jo Pac%age

• >ecei*t o3 3eedac% and re3lecting it in u*date jo *lans

+creening o3 #or% re@uests

Planners revie# all #or% re@uests ece*t t0ose t0at must e *er3ormed on t0e same day asre@uested. ;0e "aintenance +u*ervisor 0andles suc0 re@uests 3or immediate action #it0out ene3it3rom *lanner su**ort.

;0e *lanner revie#s and screens eac0 3or redundancy& necessity& com*leteness and accuracy. ;0e *lanner con3irms t0at:

• ;0e re@uest is not a du*licate.

•

;0e descri*tion is clear and com*lete #it0 t0e a**ro*riate ?@ui*ment 2ode.• All re@uester re@uired 3ields are com*leted #it0 valid codes.

• Priority and re@uested com*letion dates are realistic and *rovide *ractical lead(time&enaling t0e jo to e *re*ared 3or e33ective eecution.

• Aut0ori5ation 0as een given.

• ;0e re@uested #or% is needed.

Assessing and sco*ing t0e jo

,e3ore *rocessing 3urt0er& t0e re@uired level o3 *lanning must e determined. Does t0e jo #arrant

detailed *lanning or only cursory *lanning Is t0e e33ort and cost #ort0 t0e value to e gainedne(t0ird o3 t0e *lanners day s0ould e s*ent visiting jo sites to analyse jos to e *lanned.

;0e est #ay to catc0 #rong3ul assum*tions is to get out o3 t0e o33ice and visit 3uture jo sites e3ore trying to *lan t0e jos and to visit active jo sites to learn 0o# jo *ac%ages mig0t eim*roved.

;0e *rocess o3 jo assessment and sco*ing s0ould roug0ly 3ollo# t0e 3lo# outlined in Anne ): JoAssessment and +co*ing 20ec%(list.

Dealing #it0 sco*e cree*

Pro*erly de3ined& sco*e means Kt0e range o3 ones *erce*tions& t0oug0ts or actions and its use is

crucial to delivery *er3ormance and sc0edule com*liance. +co*e cree* needs to e uilt into t0e jo *lan ecause some jos are li%ely to cree*.



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Jo researc0

;0e t0ird ste* is to searc0 t0roug0 laour liraries& re3erence 3iles and t0e "aintenance ;ec0nicalLirary to determine i3 t0e jo or *ortions t0ereo3 0ave een *reviously *lanned and to 3ill in

in3ormation& %no#ledge and in3ormation ga*s.During researc0& *lanners s0ould:

• Use Laour Liraries and ?@ui*ment Gistory to determine i3 t0e jo 0as een *reviously *er3ormed.

• 2onsider alternative a**roac0es.

◦ +0ould additional #or% e *er3ormed t0is time to ensure a more *ermanent solution

◦ +0ould t0e item e re*laced rat0er t0an re*aired

◦ +0ould t0e item e *urc0ased rat0er t0an made

• >emain conscious o3 alternate *lans 3or t0e involved e@ui*ment.

• +a3ety must al#ays e a *rimary concern #it0in t0e *lanning and eecution *rocess.

• Planners are not necessarily engineers& su*ervisors or cra3ts*ersons& ut t0ey must use judgement and %no# #0en to call in t0e s*ecialists 3rom engineering& o*erating& sa3ety& *rocess control& environmental and @uality 3unctions as #ell as a**ro*riate contractors.

Detailed jo *lanning ; or 2P" net#or% analysis to3acilitate t0e *lanning o3 com*le jos.

• Determine t0e laour resource re@uirements including re@uired s%ill sets 3or eac0 tas%.

• List determinale materials& *arts and s*ecial tools re@uired and *re*are t0e ,ill o3 "aterials3or t0e jo.

• Determine #0at in(0ouse 3arication& eternal contract resources and e@ui*ment rentals areneeded.

• Identi3y s*ecial tools and e@ui*ment re@uired& including sa3ety items.

• 2onsider 0o# to get *arts and *eo*le to t0e jo location.

• 2oordinate related #or% o3 ot0er grou*s y *re*aring 2ross 7or% rders i3 signi3icant oradd uni@ue ;as%s on t0e same 7 i3 only minor su**ort is needed.

• 2onsider dis*osal issues


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• 2oordinate and e*edite necessary aut0ori5ations.

Jo *re*aration

During Jo Pre*aration& t0e *lanner assemles and documents all t0e aove *lanning e33orts #it0ina RPlanned Jo Pac%ageR.

;0e RPlanned Jo Pac%ageR s0ould include:

• Detailed 7or% rder s*elling out ste*(y(ste* *rocedures.

• Jo Planning +0eet #it0 +e@uenced ;as%s detailed y cra3t and s%ill level


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2oordination o3 e@ui*ment access& *ermitting& sa3ety and statutory *ermission

+a3e and legal access to e@ui*ment must e addressed #it0in t0e *lanning *rocess.

7it0out sa3e access to t0e asset& no #or% can or s0ould e started.>evie#ed elo# are some o3 t0e 3ormal and in3ormal *rocesses y #0ic0 "aintenance receives

*ermission to #or% on an asset and gains control o3 t0e asset.

• Process driven issues

◦ In com*le environments a sustantial analysis is 3re@uently re@uired to determine #0enand 0o# to ta%e an asset out o3 service


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Chapter 5 - 4etailed Planning Process Materials, .ools and67uipment8

;o 3ul3il its mission e33ectively& maintenance is de*endent u*on reliale and *rom*t logisticalsu**ort. >egardless o3 t0e cost it is im*ortant to 0ave t0e item readily availale to su**ort t0ee33orts o3 t0e mec0anics in a timely manner. Lac% o3 suc0 material su**ort #ill create delaysresulting in economic loss. ;ime #ill e lost and #or% @uality #ill su33er and result in diminis0ede@ui*ment reliaility and out*ut ca*acity.

PlannerCsc0eduler res*onsiilities to t0e material management *rocess

Purc0asing and +tores cannot do t0e jo alone. ne Purc0asing eecutive *ut t0is *rinted annerover t0e entrance to 0er area: K$our lac% o3 *lanning does not necessitate an emergency 3or me. Areactive maintenance de*artment is t0e single largest #or%load 3or *urc0asing de*artments.

Purc0asing& +tores& "aintenance& ?ngineering and *erations s0ould s0are res*onsiility 3ormaterial su**ort and control. >es*onsiilities s*eci3ic to t0e "aintenance Planner include:

• rdering s*ecial *arts #it0 ade@uate lead(time so t0at *urc0asing can do its jo.

• +uggesting t0e inclusion o3 ne# *arts in aut0ori5ed stoc% #it0 recommended minimum andmaimum @uantities.

• >evie#ing at regular intervals and recommending adjustments to inventory *arameterserder Point=.

• Providing ade@uate lead(time 3or Purc0asing to order non(stoc%ed materials and to restoc%aut0ori5ed stoc% items #0en t0ere is an unusual demand.

• Noti3ying t0e +toreroom o3 delays to sc0edules t0at #ill delay t0e use o3 staged materials.

• Providing t0e +toreroom #it0 ade@uate time to *ic% *arts and stage t0em 3or *ic%(u* ordelivery to dro* *oints and jo sites.

• Assuring t0at unused materials are returned to t0e +toreroom in good and clean condition 3orrestoc%ing.

• 2orrecting jo *ac%ages #0en ecessive material is returned.

• Noti3ying t0e +toreroom o3 stoc% items t0at #ill ecome osolete or in ecess. A *rogram toidenti3y *arts t0at ecome osolete s0ould e an ongoing routine.

"aterial related ste*s in t0e *lanning o3 s*eci3ic jos are summari5ed in anne 6.

?conomics s0ould 3orm t0e asis 3or inventory management and eac0 stoc%ing decision s0ouldyield t0e lo#est overall cost to t0e o*eration. ;0ree major 3actors come into *lay: delivered

*urc0ase *rice including cost o3 ac@uisition& inventory carrying cost and t0e dollar conse@uence o3not 0aving t0e item on 0and #0en needed.



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"aterial s0ortages are o3ten traceale to inade@uacies #it0in t0e inventory management system& anun3riendly storeroom catalogue or *urc0asingCstores *olicy driven y a**arent costs


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Lead ;ime Pa*er #or% Lead ;ime H Qendor Lead ;ime H +toc%ing ;ime

>P >eorder Point

?B ?conomic rder BuantityI3 maimum inventory level is eceeded or a stoc% out occurs& a system alert s0ould trigger re(eamination o3 reorder *oint and sa3ety stoc%.

JI; versus +I2

Deates o3ten occur et#een advocates o3 JI; and +I2. ,ot0 are needed to o*timise maintenancesu**ort o3 reliaility ojectives. Project #or% and *lanned maintenance jos can rely on JI;

ecause t0ere is a lead(time availale. Go#ever& t0ere is no lead(time 3or emergency rea%do#ns.2onse@uently& #ell managed& on(0and inventory is essential i3 t0e maintenance 3unction is tores*ond *rom*tly to emergency demands in an e33ective and e33icient manner. 2onse@uently&anot0er o*timisation is needed t0at o3 JI; on *roactive #or% #it0 +I2 on reactive #or%.

9iven t0e aove logic& store room inventory is eclusively& or at least *rimarily& 3or emergencyneeds. ;0at suggests t0at *roject managersCengineers and maintenance *lanners s0ould not erelying on inventory to 3ul3il t0eir *roactive needs.

nce maintenance ecellence and a *roactive environment 0ave een ac0ieved& emergencyres*onse s0ould consume no more t0an 1!O o3 maintenance resources. Accordingly& no more t0anO o3 maintenance material needs s0ould e de*endent u*on storeroom inventory F ultimately.

t0er material management conce*ts to e de*loyed F

In addition to +I2 t#o ot0er inventory control tec0ni@ues are commonly de*loyed in #eel managedstore rooms. ;0ese tec0ni@ues are:

• 2lassi3ication o3 stoc% items

• A,2 analysis o3 stoc% items

2lassi3ication segregates stoc% items y criticality. +toc% uts on 0ig0ly critical items 0ave seriousconse@uences. ;0e ris% is too great to ta%e. >is% s0ould e ta%en or minimi5ed ased onconse@uence o3 stoc% outs. ;o eercise t0is discretion e33ectively& inventory must e classi3ied int0e 3ollo#ing manner:

• Insurance s*ares / 0ig0 cost s*ares or com*onents used on critical e@ui*ment.

• Insurance *arts / *arts used on critical e@ui*ment or in critical com*onents.

• +tandard re*lacement *arts / *arts t0at can e used on more t0an one com*onent or *iece o3e@ui*ment.

• Gard#are items / olts& nuts& #as0ers& etc.

• *erating c0emicals and su**lies / used in t0e *roduction *rocess.

• 9eneral su**lies / o33ice and sanitary su**lies.

A,2 analysis

It is t0e a**lication o3 Paretos La# to t0e control o3 inventory.



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"anagement and 2ontrol e33orts s0ould 3ocus on t0e im*ortant items:

• A items / 0ig0est value& tig0test control& close 3ollo#(u*& accurate records

• , items / normal control& good records

• 2 items / limited control& 3ree stoc%.

2lassi3ication o3 items and A,2 analysis are distinct tec0ni@ues t0at overla* as re3lected in t0e3ollo#ing tale:

2riticality +toc% 2lassi3icationO o3items

O o3value

?ssential+ervice Level

A

Insurance s*ares&insurance *arts

!O 8!O

1!!O

t0ers critical s*ares 68O

,+tandard re*lacement

*arts-!O 1O 6O

2

Gard#are items

!O O

6!O

+mall tools 6!O

9eneral su**lies 8O



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70en considering reductions in inventory %no# t0at i3 t0e overall inventory value is to e reduced y / 3or eam*le / 1!O and t0e critical 8!O o3 value is e@uest until delivery to orginator.

• ollo#(u* on availaility and delivery o3 *arts 3or *lanned #or% orders.

• Noti3y maintenance o3 delayed items *rior to t0eir sc0eduled delivery date.

• ?*edite as necessary.

+toreroom must:

• Vee* inventory orderly #it0 *arts easily identi3ied and locatale.

• Vee* ade@uate @uantities o3 eac0 stoc% item on 0and to meet t0e day(to(day needs o3

"aintenance.

• Prom*tly reorder materials t0at are at t0eir reorder *oint so stoc%s can e re*lenis0ed e3oret0ey run out.

• "aintain uni@ue items identi3ication o3 s*are *arts& materials& su**lies and tools.

• Provide an u*(to(date catalogue listing *arts and su**lies in stoc% y location.

• 2ross(re3erence t0e catalogue y +tore >e3erence Numer& Qendor +erial Numer and70ere Used.

• A**ly storeroom control in relation to item value. Gig0 value items s0ould e controlled

most closely.• Provide @uic% issue service at t0e storeroom #indo#.

• Process non(stoc% recei*ts and ac%order recei*ts as @uic%ly as *ossile and noti3y users o3t0eir arrival.

• Provide timely delivery o3 materials to secured locations& eit0er at t0e jo site or at s*eci3icdro* *oints at maintenance s0o*s and ot0er areas o3 t0e 3acility. Delivery s0ould esync0roni5ed #it0 sc0eduled start o3 *lanned jos and e*edited to urgent jos.



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+toreroom enc0mar%s

• +ervice levels s0ould e 8O to 1!!O& de*ending on t0e classi3ication o3 t0e item.

• Inventory accuracy& as *rocedurally determined y cycle counting& s0ould eceed 6)O.

Planning 3or s*eciali5ed e@ui*ment and tools

;0e ty*ical maintenance *lan does not mention all e@ui*ment and tools. ;0e *lanners jo is toidenti3y any s*eciali5ed& uncommon& large s0o* tools and e@ui*ment needed 3or t0e jo. Plannerss0ould also list any sa3ety items li%ely to e needed including *ersonal *rotective e@ui*ment.

Buestions t0at *lanners must ans#er aout tools and e@ui*ment are similar to t0e ones t0ey mustans#er aout s*are *arts. +ee anne 1!.



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Chapter 19 - %or+ Measurement

I3 you cant measure it& you cant im*rove it.

;0e U+ Navy develo*ed and *ulis0ed K?ngineered Per3ormance +tandards 3or t0e U+ NavyPulic 7or%s De*artment& #0ic0 #as res*onsile 3or all U+ Navy ases and installations. ;0eresulting lirary o3 maintenance standards is availale 3or *urc0ase 3rom NAQA2.

A related a**roac0 #as a**lied to commercial industry during t0e !s& '!s and )!s under t0ecommon name o3 KUniversal measurement +tandards


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Industrial engineers strive to ac0ieve accuracy *lus or minus 3ive *ercent


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;0e level o3 #or% measurement so*0istication


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• Analytical ?stimates:

Analytical estimates are recommended as t0e a**ro*riate level o3 #or% measurement so*0istication.

• Jo +lotting and Laor Liraries:

Jo slotting and laor liraries are e33ective #or% measurement tec0ni@ues recommended 3or use incomination #it0 Analytical ?stimates.

• Universal "aintenance +tandards:

Alt0oug0 t0ey are t0e most accurate met0od y #0ic0 to develo* maintenance standards& suc0standards are too time consuming and e*ensive to set(u* as #ell as maintain. 2onse@uently t0eyare not generally recommended. Go#ever& develo*ment o3 t0ese standards did s*a#n t0e t0reetec0ni@ues t0at are recommended


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Jo cree*

;0is is #0at 0a**ens #0en t0e sco*e o3 #or% c0anges as t0e jo *rogresses. 3ten t0e time increaseis not incurred on t0e *lanned jo ut on ot0er jos t0e customer may re@uest #0ile t0e tec0nician isin t0e area.

9iven *ro*er sco*e& t0ere are several essentials t0at ma%e estimating easier& more accurate& andmore consistent et#een t0ose #0o estimate ( *lanners. ;0ese include:

• ,rea%ing large jos into ste*s. Long& com*le jos cannot e estimated accurately as a#0ole.

• Not trying to estimate #it0 K*in*oint accuracy.

• >elative com*arison o3 ne# jos to common %no#n jos X Kenc0mar%s. ;0e ne# joneed not Kmatc0 t0e enc0mar%. It is necessary sim*ly to determine #0ic0 enc0mar% is

t0e closest com*arison.



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Chapter 11 - Anal#tical 6stimating8

A recommended a**roac0 to maintenance #or% measurement F

;0e *ur*ose o3 analytical estimating is to @uic%ly develo* reasonaly accurate and consistent timeestimates. ;0e tec0ni@ue is sim*le and ased on t0e 3ollo#ing *rinci*les:

• ?*erience: 3or *ersons #0o 0ave 0ad *ractical e*erience *er3orming maintenance jos& itis relatively easy to visuali5e and estalis0 a time re@uirement 3or sim*le& s0ort duration

jos. ,ecause o3 t0eir e*erience& e(cra3tsmen usually ma%e t0e est *lanners.

• Jo rea%do#n: long& com*le jos cannot e estimated as a #0ole. ?stimation o3 suc0 josis easier and more accurate #0en t0e jo is ro%en do#n into se*arate ste*s or tas%s andestimated at t0at level& t0en summari5ed into an estimate 3or t0e total jo.

• Accuracy: *in*oint accuracy in estimating is not justi3ied or ac0ievale ecause all t0e

variales in maintenance #or% cannot e %no#n until a3ter t0e jo is com*leted. Inmaintenance #e t0ere3ore loo% 3or W 1O accuracy.

All maintenance jos can e ro%en do#n into t0e se@uence s0o#n in anne 11.

;ravel ;ime ;ale

It mig0t e #ise to devote a little u* 3ront e33ort to develo* a traveltime tale


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2om*arative ;ime ?stimating


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Notice t0at t0e increments in t0e slotting tale


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Develo*ment o3 +lotting ;ales

"aintaining t0e re3erence lirary is a central 3unction re@uiring t0e assemly o3 contriutions 3romall *lanners to cover t0e various classes o3 e@ui*ment.

Initial +lotting ;ales can e develo*ed in t0e 3ollo#ing manner:

1. +olicit u*(3ront in*ut 3rom t0e organi5ation


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Chapter 12 - Coordination :ith Operations8

;0e ojective is to agree on t0e most im*ortant maintenance jos to e com*leted #it0 t0e availale

resources during t0e coming #ee%. or t0ose jos re@uiring e@ui*ment to e out o3 service& timesmust e 3ound and agreed to #0en *erations can release t0e asset and maintenance can ma%e t0enecessary resources availale.

"aintenance #or% s0ould e sc0eduled to o*timi5e t0e alance et#een minimal adverse im*act ont0e o*erating sc0edule and e33ective utili5ation o3 maintenance resources. ;0is o*timi5ationre@uires communication& collaoration and coordination #it0 *roduction *lanning to lin% t0emaintenance sc0edule #it0 t0e o*erating sc0edule.

In a *roduction environment #0ere u*(time is essential& coordination maimi5es t0e use o3R#indo#s o3 o**ortunityR to accom*lis0 #or% #0enever and #0erever e@ui*ment is not in use.70ere o**ortune #indo#s do not *resent t0emselves& do#ntime 3or *lanned maintenance must e

sc0eduled to minimi5e disru*tion o3 *roduction.

Planners s0ould vie# liaison #it0 o*erations as a *ermanent relations0i*.

In selecting jos 3or t0e 7ee%ly "aster +c0edule& it must 3irst e ensured t0at all *reventive and *redictive routines are sc0eduled at t0eir *redetermined 3re@uencies. ;0e P"s& toget0er #it0a**roac0ing P"s& s0ould e *er3ormed early to ta%e advantage o3 sc0eduled do#ntime agreementsto avoid anot0er s0utdo#n in only a matter o3 a 3e# #ee%s.

Net& t0e various *arties s0ould e a#are o3 all jos a**roac0ing re@uested com*letion dates. Any jos t0at cannot e sc0eduled to meet t0ose dates s0ould e discussed #it0 t0e >e@uestor in t0econtet o3 ot0er jo *riorities estalis0ed y all attendees. 2on3licts must e considered 3rom all

*ers*ectives. 2on3licts et#een internal customers must e resolved y t0eir common manager int0e o*timal interest o3 t0e overall o*eration.

Planners return to t0eir #or%stations to layout detailed sc0edules 3or net #ee% t0at re3lectagreements reac0ed.

• *erations agree to ma%e t0e e@ui*ment availale in t0e agreed state& so t0at #or% can e *er3ormed as sc0eduled.

• "aintenance agrees to *er3orm t0e #or% as sc0eduled& starting on time and 3inis0ing ontime. >eliale estimates o3 outage duration must t0ere3ore e made.

2om*liance #it0 sc0edule re@uires t0at resources designated 3or given jos s0ould not e diverted

to unsc0eduled #or% ece*t 3or true emergencies. ;0e ultimate *erations a**rover o3 t0e sc0eduleis t0e logical aut0ority regarding any urgency constituting a Ksc0edule(rea%.



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Planner *re*aration 3or t0e #ee%ly coordination meeting F

• U*%ee* o3 ,ac%log.

• Issuance o3 ,ac%log >e*orts.

• >esolution o3 2on3licts.

• Availale >esources.

• 9rou*ing 3or *timi5ation.

• >eady to go. ;0e meeting revie#s all #or% orders t0at are K>eady to e sc0eduled.

• ;0e meeting also a33ords *artici*ants t0e o**ortunity to re@uest t0at certain jos in ot0erstatus e e*edited into t0e K>eady state as soon as *ossile.

>e@uesting organi5ations also 0ave res*onsiility to *re*are 3or t0e meeting. ;0ey s0ould reac0

accord regarding #0ic0 o3 t0eir re@uested 7or% rders are most im*ortant 3or "aintenance to *er3orm during t0e coming sc0edule #ee%. It is est i3 t0is agreement is reac0ed *rior to t0ecoordination meeting so t0at t0e meeting can e 3ocused u*on reac0ing accord et#een& not #it0in&t0e several re@uesting organi5ations.

As t0e coordination *rocess is streamlined& t0e meeting re@uires less t0an one 0our *er #ee% and all *artici*ants 3ind t0at t0eir time and attendance is very #ort0#0ile. Partici*ants reali5e t0at t0e est#ay to get more #or% *er3ormed *ro*erly and in a timely 3as0ion is t0roug0 t0e 3ormal *lanning&coordination& and sc0eduling *rocess.

Agenda 3or t0e #ee%ly coordination meeting

1. ;0e *reliminary cut o3 net #ee%s sc0edule s0ould e s0ared& s0o#ing resources availaleand demands already estalis0ed


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Chapter 1$ - Scheduling Maintenance %or+8

;0e 7ee%ly ?*ectation

+c0eduling is t0e locus 3rom #0ic0 all maintenance activity is eecuted. 70en any ne#maintenance management system is started u*. sc0eduling s0ould e vie#ed as t0e K*oint 3unctionand Kmar%eting arm o3 t0e system ecause it yields t0e earliest tangile results 9?;+c0edule

??D,A2V +c0edule

Im*rovement

A2;IN?ecution o3

+c0edule

"?A+U>?"?N;+c0edule

2om*liance

;0e 3undamental re@uirement target


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ne #ay or anot0er& maintenance resources 0ave a jo to e *er3ormed. Urgency alone


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+c0eduling ;ec0ni@ues

• 9AN;; ,ar 20art. ;0is tec0ni@ue s0o#s t0e time relations0i* o3 jo tas%s in terms o3 t0eirc0ronology and simultaneousness. +uc0 c0arts are use3ul& ut do not convey tas%relations0i*s& ecause it is not clear #0ic0 activities must 3inis0 e3ore ot0ers can egin.;0is is t0e tec0ni@ue to use 3or #ee%ly maintenance sc0eduling. As suc0 it is t0e 3ocus o3t0is c0a*ter.

• Net#or% Arro# Diagrams. ;0is tec0ni@ue ta%es t#o asic 3orms 2ritical Pat0 "et0od


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Using a recogni5ale %ey& insert notes at t0e ends o3 ars and at t0e eginnings o3 succeeding ars#0ere s0utdo#ns and su**ort cra3ts are re@uired


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Chapter 1( - ;o< e=ecution

;0e su*ervisor is res*onsile 3or jo eecution

;0e *rogress o3 eac0 jo relative to t0e sc0edule is continually revie#ed to determine i3 t0esituation asis c0anged in any material #ay.

;0is re@uires timely in3ormation to determine #0en *rojects and ot0er jos are *rogressingun3avoraly. An accurate sc0edule 0el*s su*ervisors to judge #0en ece*tions 3all outside o3reasonale oundaries and intervention is in order.

?33ective su*ervisors also assure t0at team memers re3erence t0eir *lanned jo *ac%ages tominimi5e ece*tions e3ore t0ey occur.

70en a time(line is included #it0in t0e *lanned jo *ac%age& t0e su*ervisor can ma%e a #ell(in3ormed judgment. I3 t0e amount o3 #or% com*leted is #it0in reasonale oundaries& no

intervention is needed. Intervention #0ile t0e jo is still in *rocess can ma%e a real di33erence indo#ntime and e@ui*ment availaility.

70en jos go a#ry& materials& *arts& and tools are t0e most common cul*rits. viously& t0ere #eres0ort3alls in t0e *lanned jo *ac%age& *rovide 3eedac% to t0e *lanner. eedac% a3ter jocom*letion enales t0e *lanner to im*rove t0e *lanned jo *ac%age& t0erey *recluding suc0 delaysin t0e 3uture.

;0e aove scenario re3lects true management. ?*lanation o3 variances a3ter t0e 3act


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. Planner su**ort o3 jo eecution.

• +u**ort o3 Jo ?ecution ( ensures t0at t0e res*onsile su*ervisor receives and understandst0e *lanned jo *ac%age 3or eac0 sc0eduled jo.

• ollo#(u* coordination ensures t0at all agreed(u* actions o3 ot0ers are *er3ormed as *lanned.

• +c0edule ollo#(u* ( determines t0e level o3 sc0edule com*liance and reasons 3or non(com*letion. ;0is Kconstructive res*onsiility #or%s to#ard 3uture im*rovement. At t0e endo3 t0e sc0edule #ee%& +u*erintendents s0ould revie# sc0edule com*liance #it0 allsu*ervisors 3or #0om t0ey are res*onsile.

-. ;0e morning meeting.

A #ell(t0oug0t(out sc0edule *rovides a 3rame#or% 3or ac0ievement o3 #ee%ly targets& ut *rolemsdo occur and c0anges need to e made on a daily asis. All *arties must e involved in discussions

related to course corrections. ;0e morning meeting is suc0 a 3orum and is o3ten e33ective& es*ecially#0en t0e maintenance 3unction is still o*erating in a reactive environment.

;0e meeting 3ocuses on immediate *rolems #0ile *rotecting as muc0 o3 t0e #ee%ly sc0edule as *ossile. ;actics are t0ere3ore discussed and resources realigned as necessary.

nce t0e cultural transition 3rom a reactive to a *roactive environment 0as een ac0ieved& em*0asisis s#itc0ed to t0e #ee%ly coordination meeting et#een maintenance and o*erations. ;0e dailymeeting t0en 0as less *rominence and su*erintendent a**roval ecomes a re@uirement *rior to anyc0ange o3 t0e #ee%ly sc0edule.



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Chapter 1) - ;o< Close Out and &ollo: Up

;0e jo is not com*lete #it0out com*re0ensive 3eedac% regarding t0e #or% *er3ormed. In t0e case

o3 *lanned jos it need e only to ece*tions& additions and deletions 3rom *lan. I3 *lanning #ase33ective& suc0 need s0ould e minimal.

;0e most asic 3eedac% is laor 0ours c0arged& #0ic0 s0ould e re*orted via t0e LaorDistriution +ystem. ;0e second asic is any materials and *arts& #0ic0 t0e team 0ad to re@uisitiont0emselves. eedac% on t0e 7or% rder itsel3 #ould e e*anded or corrected descri*tion and joste*s additional s*ecial tools re@uired& and interru*tions encountered& etc.

Gistorians say& unless #e study 0istory #ell e doomed to re*eat it. "aintenance jos are similar.;0ousands o3 dollars are s*ent doing a *articular jo& ut it seems to e di33icult to s*end even Y!to close it out in suc0 a #ay t0at #e can ta%e advantage o3 t0e detailed %no#ledge gained 3romdoing t0e jo in t0e 3irst *lace.

In *er3ormance o3 0is close out res*onsiilities& t0e assisted *lanner must:

• 2ollect com*leted #or% orders and enter t0em or direct t0em to e entered into t0e 2""+.Ge or s0e must ensure t0at all 3ields are 3illed in& comments are readale easons 3or non(com*liance

+c0edule com*liance 0ig0lig0ts areas #0ere mec0anics can not do t0eir jo due to *rolems outsidet0eir control. ;0ese reasons s0ould e recorded& re*orted& and studied 3or trends. ;0e 3ollo#ingcoding structure is o33ered as an eam*le.



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>eason 3or +c0edule Non(2om*liance

*erations may 3ail to release e@ui*ment as *reviously agreed to. >

?cessive emergencies. PA

Poor assignment o3 tec0nicians. ??

Insu33icient tec0nician ca*acity. I2

+toc%(outs are 3re@uent +

Planning *ac%ages do not re3lect reality. Parts are incorrect& jo ste*sare incom*lete or #rong& and loc%outs& s*eci3ications and

regulations are not documented.

PP

ailure to meet estimated jo durations means t0at some sc0eduled jos are not com*leted y end o3 t0e sc0eduled #ee%.

DU

?cessive asenteeism and simultaneous *ea% loads. ?A

2alculation o3 sc0edule com*liance

+c0edule 2om*liance measures t0e *ercent o3 sc0eduled laor(0ours com*leted during t0e sc0edule#ee%.

+c0edule 2om*liance +c0eduled Laor(Gours 2om*leted C +c0eduled Laor(Gours +c0eduled

+u**lementary metrics

+c0edule Per3ormance measures t0e *ercent o3 laor(0ours availale to e sc0eduled t0at #ereindeed sc0eduled and com*leted during t0e sc0edule #ee%.

+c0edule Per3ormance +c0eduled Laor(Gours 2om*leted C ;otal Laor Gours Availale

+c0edule ?33ectiveness measures t0e *ercent o3 total laor(0ours #or%ed t0at #ere sc0eduled todirect #or%


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Chapter 1 - Planner and Scheduler Metrics

"easurement o3 "aintenance e33ectiveness re@uires t0e use o3 a 3amily o3 metrics #it0 related

enc0mar%s e@uest to >eady ;o ,e +c0eduled +tatus


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;0e 3ollo#(u* criti@ue

Planning @uality is est measured y *ost com*letion 3eedac% and criti@uing.

;0is *rocess s0ould ta%e *lace on an ongoing asis as an agenda item #it0in t0e 7ee%ly2oordination "eeting. Buestions suc0 as t0e 3ollo#ing s0ould e addressed:

• 7as t0e sc0edule success3ully com*leted

• 70at #as sc0edule com*liance

• 7ere any o3 t0e sc0edule s0ort3alls due *lanning

• 70at #as t0e *rolem

• 2ould it 0ave een avoided

• 70at can #e do di33erently net time

• 70at c0anges must e made

Activity sam*ling

;0e 3inal means o3 measuring *lanning @uality is t0roug0 *eriodic activity sam*ling. ;0is tec0ni@uestatistically sam*les t0e #or%#ee% o3 t0e maintenance #or% 3orce to determine t0e *ortions s*ent atdirect #or%


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Chapter 1 - Using CMMS to Aid Planning and Scheduling

?33ective *lanning& coordination& and sc0eduling o3 t0e maintenance 3unction can e& and 3or many

years #as& accom*lis0ed #it0out com*uter su**ort. Go#ever& in t0ese days o3 0ig0 tec0nology andra*id& economical data communication& jo *re*aration is accom*lis0ed 3ar more e33iciently #it0t0e su**ort o3 a sound 2om*uteri5ed "aintenance In3ormation "anagement +ystem


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• K2ondition re@uired ecause t0ere is regularly a need to se*arate #or% t0at is doale at anytime versus t0at re@uiring asset do#n time& o3 various duration.

eatures in 2""I+ t0at su**ort e33ective *lanning and estimating include:

• "acro(*lanning to %ee* resources in alance #it0 t0e #or%load.

• +ystem ca*aility to store& retrieve& modi3y& and co*y *reviously develo*ed jo *lans andestimates 3rom 0istory or *lanner liraries.

• 70en *lanning a jo on a s*eci3ic asset& ready access to related in3ormation #it0out ac%ingout o3 t0e *lanning module.

• +ystem lin%age to current dra#ings and ot0er re3erence documents #it0 *rovision 3orautomatic attac0ment to *lanned jo *ac%ages.

?33ective materials management 3eatures are essential. Prolems in area are common and constantly

t0reaten mec0anics *roductivity.• 2ross re3erences

◦ ,ill 3 "aterials eserved Inventory.



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Chapter 1 - Planning and Management of Pro>ects

Planning and "anagement o3 "ajor "aintenance +0utdo#ns and "anagement o3 Projects

;0is c0a*ter does not elong in t0is oo%& ut a s0ort content o3 it can e 3ound in anne 1.



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Anne=es

Annex 1: The rush job

The Rush Job

I am a rush job.

I belong to no age, for man has always hurried.

I prod all human endeavours.

Men believe me necessary but falsely.

I rush today because I was not planned yesterday.

I demand e!cessive energy and concentration.

I override obstacles, but at great e!pense. I illustrate the old saying "#aste ma$es waste.%

My path is strewn with the evils of overtime,

mista$es, and disappointment.

Accuracy and &uality give way to speed.

Ruthlessly I rush on ' I am a rush job.

Anonymous.



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Annex 2: Worksheet for determining the ratio of craftsmen to planners

Planning and sc0eduling structure:

+e *arate 3rom material coordinating


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;otal *oints:

2onversion ;ale:

;otal *oints 2ra3tsmen : Planner >atio

4 to ) -! : 1

8 to 1 : 1

1- to 1) ! : 1

18 to 1 : 1

- to ' 1 : 1

) to -! 1! : 1



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Annex 3: Check-list for acklog !ntegrit"

Jos t0at are com*leted& ut noody 0as ot0ered to close t0em out

Du*licate jos under di33erent names Jos over si mont0s old

Jos 3or #0ic0 no one recogni5es t0e originator or #0y t0e jo #as needed in t0e 3irst *lace

A *oorly descried jo


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Annex #: A $eekl" example of a Work %rogram

7>V P>9>A"

2>?7 ZZZZZZZZZZZZ Period ?nding ZZZZZZZZZ

AQAILA,L? >?+U>2?+2re# +i5e ZZZZZZZZZZZZ

+traig0t ;ime "an(Gour Availale Per 7ee% 8!!Planned vertime Per 7ee% 6'"an(Gour 2ontracted or ,orro#ed Per 7ee% !

;otal "an(Gours Availale Per 7ee% 86'

L?++ INDI>?2; 2""I;"?N;+


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Annex &: acklog Weeks Trend Chart



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Annex ': (e)uired *aintenance +taffing ased ,pon Workload



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Annex .: /ob Assessment and +coping Check-list

2on3er #it0 t0e re@uester to clari3y t0e desired result. ,y clari3ying t0e endojective& t0e means to get t0ere can o3ten e sim*li3ied or t0e jo can ee*anded to solve several *rolems at once.

>e3ine t0e descri*tion accordingly.

2lari3y t0e s*eci3ic jo location


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Annex 0: /ob %lanning +ure"

1. 7ere jo instructions clear

. 7as t0e estimate #it0in 1O


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Annex : ist determinable materials4 parts and special tools re)uired

Pre*are t0e ,ill o3 "aterials.

?stalis0 t0e ac@uisition *lan. Determine #0at items are in stoc% and reserve t0em.

Identi3y t0ose items& #0ic0 must e direct& ordered.

Pre*are ac@uisition documents.

2onsider dis*osal issues.

Pre*are Purc0ase rder #it0 "aintenance 7or% rder re3erence 3orcontractors and outside e@ui*ment rental.

List s*ecial tools and e@ui*ment re@uired.

Arrange 3or ladders& sca33olding& rigging& etc.



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Annex 15: 6uestions to ask about tools and e)uipment

1. 70at tools and e@ui*ment are needed 3or t0is jo

. Do #e 0ave t0e necessary items in(0ouse or do #e go outside 3or it-. I3 #e 0ave it in(0ouse& #0o is res*onsile 3or insuring t0at it #ill e availale

4. I3 #e go outside 3or it& #0o is t0e *re3erred vendor

. I3 not currently o#ned& s0ould it e *urc0ased or rented

'. 2an #e reserve it #it0 reasonale assurance t0at it #ill e availale

). 70at is t0e lead(time i3 not immediately availale

8. Is t0e cost included in t0e jo estimate

6. Do #e rent it K#et or dry


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Annex 11: Common /ob +e)uence

+ource ;as%

ied Provision ;ale 9et ready and receive instructions 3or doingt0e jo


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Annex 12: Trael-time table

;ravel(time tale.

rom +0o* to >ound ;ri* GoursAllo#ed Gours *er Person

+im*le Average 2om*le

Area A !. !. 1.! 1.

Area , !.4 !.4 !.8 1.

F F F F F

>ound tri*s *rovided 1 -



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Annex 13: abor ibrar"

?@ui*ment Name: ?@ui*ment No:

+e@uential ;as% 2ra3t:

No. Descri*tion"ec0anic ?I 2onstruction Laour

2re#: "G 2re#: "G 2re#: "G 2re#: "G

!.1!

!.!

!.-!

F



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Annex 1#: T"pical table of allo$ances

+evel o -nherent (atigue

.ature o $lloance ! +ight $verage 0eavy

Personal time


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Annex 1&: +lotting Table Concept



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Annex 1': !nstructions for recommending benchmarks

1. Identi3y some jos *er3ormed y your o#n cre# t0at occur 3re@uently and are 3amiliar toyou.

. Determine t0e most e33ective cre# si5e.

-. >ecord eac0 selected jo in t0e a**ro*riate interval on t0e ,enc0mar% +olicitation ormesultant enc0mar%s are suse@uently re3ined as t0e *lanning and estimating *rocess matures. ;0ere3inement *rocess incor*orates t0e 3ollo#ing tec0ni@ue:

• ?ac0 #ee% an ece*tion re*ort is generated via t0e 2""+. or eac0 *lanner& it lists t0e to*ten jos 3or #0ic0 actual laor(0ours di33ered 3rom 0is estimated laor(0ours y t0e largest

*ercentage& regardless o3 sign


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Annex 1.: *aintenance /ob 7stimating Work +heet

"aintenance Jo ?stimating 7or% +0eet



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Annex 10: /ob loading and scheduling



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Annex 1: abour 8eplo"ment +cheme



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Annex 25: +cheduling guidelines and techni)ues

• Pre*are a sc0edule 3orm 3or eac0 su*ervised unit y entering t0e #ee% eginning date& t0ename o3 t0e res*onsile 3oreman and t0e organi5ational unit involved.

• ;0e Planner s0ould determine evie# all jos in t0e ac%log starting #it0 incom*lete jos 3rom current or *revioussc0eduleevie# Planned Jo Pac%ages& to ma%e certain t0ey are su33iciently com*lete 3or sc0edulingand assignment. ;0is #or% includes 3inal con3irmation o3 material& *arts& and s*ecial tool

availaility re@uired 3or eecution& sa3ety instructions& and *ermit re@uirements.• Plan strategy on a #ee%ly asis. >igidly en3orce t0e rule t0at #ee%ly sc0edules must e

*re*ared 3or eac0 su*ervisor y ;0ursday Noon o3 t0e *receding #ee%


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• Add jos e@ual to 1! or 1O o3 sc0eduled laor(0ours


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• It is vital t0at sc0edules e studied and a**roved y everyone concerned. A**roval meanst0at a contract 0as een reac0ed et#een o*erations and maintenance to com*ly #it0 Kt0eir

joint sc0edule 3or t0e de*loyment o3 maintenance resources in su**ort o3 o*erating *lans.

• At t0is *oint& t0e 7ee%ly "aster +c0edule ecomes a document o3 #0ic0 all *arties&t0roug0 mutual contriution& acce*t o#ners0i*.

• 70en urgent #or% is done al t0e e*ense o3 sc0eduled jos& a sc0edule overload results. Asc0eduled jo #ill e dis*laced and carried over to t0e net sc0edule *eriod& unless t0e

*rolem is addressed y a tem*orary increase in ca*acity


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Annex 21: %roject *anagement %rocess

+;?P+ ;G? P>J?2; "ANA9?"?N; P>2?++

Phase One 1 Pro2ect #einition34 Create a vision or the pro2ect. 20ose t0e *roject management team. ?stalis0 a *0ysicalstructure and c0ain o3 command to manage t0e *roject. "a%e sure t0at eac0 memer %no#s 0is or0er role in t0e overall *roject. ;rain t0e team in *roject management and related so3t#are.

54 -dentiy and involve the staeholders to ensure t0at all essential e*ectations are consideredduring *roject develo*ment to avoid sco*e c0anges a3ter *roject initiation.

"4 #eter'ine the general scope o or 3rom t0e engineering sc0edule and 3rom *reventivemaintenance ins*ections. >evie# all dra#ings& s*eci3ications and ot0er availale documentation.

4 #evelop a su''ary state'ent o the turnaround or pro2ect ob2ective and distriute 3or

concurrence ... y signature.

4 #eine the deliverables constituting *roject com*letion.

Phase *o 1 Preli'inary 7ngineering

64 #eter'ine pre8shutdon and other preparation. Initiate associated #or% orders.

). Determine t0e etent o3 *artial or com*lete s0utdo#n o3 associated *rocesses and adjacent areas.

94 Gather all PM:s and baclog 2obs that 'ay be candidates to be peror'ed during the

shutdon or #0ile *roject #or% is eing *er3ormed in an area. Loo% 3or#ard 3or P"s t0at mig0t e accelerated. >e3erence t0e *revious s0utdo#n in t0e given area as a starting tem*late& *aying

close attention to activity se@uencing and *rolems encountered. Do not re*eat t0e same mista%es.;4 )rea the pro2ect into 2obs and individual activities com*rising t0e jos. ;0ere are rules 3orsetting u* an activity

• An activity 0as a de3ined eginning and ending. ;0e etter de3ined& t0e easier it is to managet0e activity.

• No suse@uent activity can originate 3rom t0e middle o3 a *rior activity. I3 one really can&t0e earlier activity must e s*lit into t#o activities.

3


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3"4 7sti'ate elapsed ti'e needed or each activity. De*ending on t0e ris% associated #it0sc0edule delin@uency& t0ree estimates may e made


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564 Mae arrange'ents ith Production or te'porary storage 4 $rrange or du'psters or collection o aste 'aterial.

594 Order portable toilets i3 needed.

5;4 Secure a list o all contract orers and arrange or their saety orientation.

"4 7@ecution o the pro2ector turnaround is no ready to begin."94 Continuously 'onitor and post progress relative to plan . ;0is enales t0e so3t#are to

*rovide real(time alerts #0en activities 3ail e0ind or e*enditures eceed udget. Identi3y sli**age *rom*tly and ta%e corrective action. ?*edite as necessary. Add resources


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";4 Change Orders 1 Scope creep should be resisted . +ome c0anges #ont go a#ay& ut t0eoverall *roject must e *rotected. Protect t0e oss 3rom adverse sur*rises. Protect t0e team 3romdisru*tions t0at c0anges create. "anage t0e c0anges A c0ange order *rocess s0ould e created at

t0e eginning o3 t0e *roject. Go# many times 0as it een said& K70ile #e are doing t0is& it #ould e easy to also do t0is ot0er t0ing 13 c0ange is acce*ted& everyone u* t0e ladder s0ould sign o33on it and acce*t t0e conse@uences in terms o3 etended duration and increased cost.

Phase Si@ 1 Pro2ect Co'pletion and Close8Out

planning scheduling and coordination

Documents