A REPORT ON THE SEMINAR-WORKSHOP PLANNING AND

SCHEDULING FOR MAINTENANCE HELD LAST 18-20

OCTOBER 2008 AT INTERCONTINENTAL REGENCY HOTEL,
MANAMA, BAHRAIN

Introduction
The Seminar-Workshop was conducted by Mr. James W. Davis, Managing
Director of SAMI Arabia. He joined Saudi Aramco in 1980 as a Maintenance
Superintendent and has been a Management Consultant for SAMI since
1995. Strategic Asset Management, Inc. (SAMI) is a global consultancy
firm specializing in assisting their clients to achieve Manufacturing
Excellence. The core industry focuses in petroleum, chemicals, utilities,
mining and metals.

Insights Gained on the Seminar.

Day One:
The Seminar started promptly at 9:00am. There were 22 participants and
most of them came from Saudi Aramco, Qatar Petroleum, Petro Rabigh
and Oryx Oil. All of them are in the Oil and Gas Industry. Only Gulf
Extrusions Co. (GULFEX) is in the Aluminium Industry who participated in
the Seminar.
The job functions of the participants, ranges from a Maintenance
Supervisor to Planner, and Scheduler.
We came to know why there is a need for Planning and Scheduling, what a
Planner and Scheduler should be, and should not be.
The Basic Work Management Process was fully discussed. We were
assigned a task to make a Work Plan for a particular Work Order, and
then discuss it to everybody.
I also learned the steps in the Work Management Process, i.e., (1) Work
Identification, (2) Prioritization, (3) Backlog, (4) Materials Management,
(5) Work Execution, (6) Work Order Closure and Feedback, (7)
Performance Metrics, and (8) Zone Maintenance Process.
It was emphasized that under the first step, anyone can be responsible for
identifying work and generating notification. The Operators are the first

line of defense in identifying work. They should understand equipment

functions since they interact with the equipment most frequently.
In Work Prioritization, if everything is important, then nothing is
important. Meaning to say that we have to prioritize the work accordingly.
Otherwise, reactive work dominates and it creates a culture of mistrust
between maintenance and operations.
Backlog Management is essential to the Work Management Process. It is
the Planners source of work for effective scheduling and it serves as a
storage area of maintenance work. It is the key activity for sorting
identified work, work planning, work scheduling, and work execution.
After the execution of the scheduled work comes the Work Order Closure
and Documentation. This step is the least understood and most
unappreciated step. However, it is important because this is a source of
real time information (equipment history), it helps us find patterns and
sets the basis for higher-order maintenance.
Computers are enablers to do the job, It should not cause more work.
Computers enable the Work Management Process. In addition, Data
Integrity is critical to the system. Training in Process must not be
overlooked. Anyone involved in the Process must be trained (Planners,
Schedulers, Maintenance Personnel, Operators).

Day Two:
Here, the facilitator discussed on the Planners Role. It must be Clear,
Concise and Universally understood. Unfortunately, it is often
misunderstood; management assigns other tasks.
The Planner is not: a firefighter responding to emergencies, should not be
assigned directly to the line supervision, is not intended to be immersed
in real-time activities, is not the go-fer for the line supervision, and is not
a parts expediter.
The Planner is: proactive, future-oriented and responsible, he is a
strategic element in the Work Management Process, at a relatively high
level within the organization, not necessarily degreed but competent.
Unlike the Planner, the Scheduler need not be a fulltime position, but it
can be a full time job. He can come from either Operations or
Maintenance. Oftentimes, a Planner fills the function.
The facilitator discussed about SAMIs Three Immutable Laws of Planning:

1. Let the plan fit the job. Consider the skills of the crafts in
planning work activities, all activities dont call for the same level of
planning but all require some thought
2. Dont let the Planner become an expediter. Proper planning and
Scheduling process extends the planning horizon to allow parts and
materials to be handled in a timely manner, plenty of time to obtain
the parts and enroll the buyers and warehouse in the endeavor.
Lastly, dont place a work order on the schedule until the required
parts are available.
3. If you need support, identify it and make sure its available. Not all
work activities can be accomplished by one person. Planner
identifies and communicates specific support requirements ahead of
time.

Day Three:
A new concept was introduced by the facilitator Zone Maintenance. Zone
Maintenance is a long-range planning which enables management of
workload, avoids forgetting about needed activities, prevents putting off
jobs until the last minute and helps prepare for seasonal jobs.
A long range plan is a calendar of future events, it prevents scheduling
conflicts and double scheduling.
It includes cost estimates, assigned
schedules and advanced parts ordering,

resources,

detailed

plans

and

In Creating Zones, the facility is divided into 13 zones. Zones can be

systems with known boundaries, geographic areas and large equipment
(sub-systems if necessary). Identify long range activities by Zone. And
distribute as necessary for risk or resourcing concerns.

At the end of the discussion, we were given a written examination to

determine whether we have fully understood the topics discussed. After
the exam, we were presented with certificates.

Conclusion:

With this Seminar-workshop, I have gained more knowledge on the role of

a Maintenance Planner. One important thing is that we should create a
culture of trust among the departments concerned to achieve our goal.
I wish to thank the Management for giving me this opportunity to attend a
Seminar-Workshop like this where I can improve myself in my job position.
Thank you.

Leonido Costales Jr.

Emp. No. 200 937
Engineering Department
Gulf Extrusions Co., LLC

Why Planning & Scheduling

Eliminate chaos (ex., fire fighting)
Improve craft efficiency (30%-60%)
Reduce Maintenance cost
Improve facility reliability
Improve facility safety
What is Planning? The process of anticipating future occurrences and problems
To be efficient, work must be planned
What is a Work Plan
The steps and sequences for accomplishing a work activity

Identifies manpower, materials, equipment, special needs

Estimates the craft man-hours required
Coordination of supporting activities
Planned work is less costly and more likely to be successful
Reactive work is more costly and less likely to be successful
What is Scheduling? Setting the execution sequence and timing for taking action
To ensure efficiency, work must be scheduled
To achieve efficiency, do the scheduled work
Who should control the Schedule? Operations and Engineering

Work Identification is the first step starting point for any Work Management
System
Know equipment condition - Aggressive work/defect identification, catch it
when its small, dont walk on by, operators are the 1 st line of defense
Correct equipment identification
Find small defects
Prioritization categories must be simple
Backlog source of work for planners, daily work, prioritization of work
Materials Management better to solve inside the tent than outside; No parts, no
fix, great anger
Work Execution
If work is on the schedule, do it
Avoid schedule breakers
Catch any deviations
Measure and improve
Work Order Closure and Feedback
Usually the most neglected step
Close the loop
Fix what you dont know
Source of Equipment Information
Performance Metrics
Cant fix what you cant measure
Get ahead of the curve
Know if its working
Zone Maintenance Process
Long range planning & scheduling

Early defect detection and response

Divide facility into 13 zones
Quarterly Zone Walk-downs
Engage everyone in long range plan
CMMS/Computers
Should be your friend
Make it an enabler
Train on Process
Data Integrity
Communication is Essential
Written as well as spoken
Conduct effective meetings
Cant do it all by yourself
Roles & Responsibilities
Planner Role
Scheduler Role
Role of others in the work management process
Best Practices Matrix

BASIC WORK MANAGEMENT PROCESS

Feedba
ck
Materials
Materials
Management
Management

Identify
Identify
Work
Work

Create
Create
Notificatio
Notificatio
n
n

Emerg
Emerg
ency?
ency?

N
o

Priorit
Priorit
yy 2?
2?

Ye
s

Plan
Plan

Sched
Sched
ule
ule

Execut
Execut
e
e

Trend
Trend
&
&
Close
Close

N
o

Assign
Assign Other
Other
Priorities
Priorities
ID
ID Known
Known
LR
LR Work
Work
Activity
Activity

ID
ID All
All PM
PM
Routines
Routines

Key
Key
Performanc
Performanc
e
e Indicators
Indicators

Maintain
Maintain
Backlog
Backlog

Establish
Establish Long
Long
Range
Range
Maintenance
Maintenance
Plan
Plan

N
o
6
6
Week
Week
s?
s?
Place
Place on
on Weekly
Weekly
Schedule
Schedule

ID
ID
Seasonal
Seasonal
Requirem
Requirem
ent,
ent,
Resource
Resource
ss &
&
Regulatio
Regulatio
ns
ns

Ye
s