Maintenance Planning and

Scheduling
 Outline
Why Plan Maintenance?
Elements of a Planned Maintenance system
-Importance of a Work Order
-Role of Maintenance Planners and Supervisors
Maintenance Scheduling
Planning and Scheduling Tools
Materials Management
Maintenance Costs
-Maintenance Budgets
 ”There is only one reason to support
a planned maintenance program.
Planned maintenance increases
profits!”
By:
•Increased production: Reduction of wasteful or
unnecessary downtime and increases on-line time" or
"up-time"
•Reduced costs: Higher productivity, method
improvements or material changes can reduce
maintenance costs.
 Elements of a Planned Maintenance
System
• A work order system to make assignments to
craftmen/technicians and to accumulate maintenance data
• Maintenance personnel dedicated to the task of planned
and scheduled maintenance including preventive and
predictive activities
• Methods of formal planning and scheduling that achieve
the following:
–Effective allocation of maintenance resources
–Prioritized work tasks
–Effective supply of materials
–Positive impact on equipment availability/reliability
• Measurement of planning and scheduling results
(performance measurements should deal with level of
planned work, scheduling effectiveness, level of
unscheduled work, backlog, etc.)
• A means of sharing/planning and scheduling
information with production personnel.
• Regulated inspections and repairs. Documentation of
feedback from regulated repairs and inspections should
be formalized.
• Systematic review, revision and refinement of the
planned maintenance system
 Maintenance Planning
• Scope of the job
–What job is to be done? –What is the scope of the work?
–What is the priority of this job? –What are the work steps?
–Is engineering required?
• Details have to be ironed out about each of the five elements:
–Mechanic(s), Techs, helper: What skills, how much craft
coordination, time per step, crew size, contractor needed, back-up
plan if scope of work isn’t adequate and job doubles in size.
–Tools: What tools, where to procure, how to ensure availability.
–Materials/Parts/Supplies: What parts, how many, availability, in
stock, lead time, vendor.
–Availability of the unit to be serviced: Best time to do the job.
–Authorizations/Permits/Statuary Permissions: Hot permit, open
line permit, tank entry, lock-out/tag-out, EPA involvement, etc.
 Functions of the Work Order
It is a:
• Planning and scheduling mechanism for complex jobs
(also determines the resources needed and estimates the
manpower and cost).
• A contract between maintenance and the equipment
owner.
• Means to authorize the work and denote priority.
• Cost collection mechanism for labor, stores requisitions,
purchase orders, and services to charge against a piece of
equipment or production cost center.
• Way to capture delays and measure productivity
 Functions of a Work Order
Tool to determine and manage backlogs.
• Guides supervision in execution.
• Means to register acceptance of completed work.
• Provides a means to record equipment history.
• Input data for the Management Information System.
• Means to analyze failure and effectiveness of
preventive/predictive efforts.
• Used for reporting status of jobs, costs by department
and type of work versus budget, actual versus estimated
cost comparison, open work orders, etc.
 Types of Work Orders
• Planned and scheduled: These work orders are
requested and screened by a planner, resources are
planned, work is scheduled, and the work information is
entered in the computer and the work order is filed.
• Standing or blanket: Used for (1) repetitive small jobs
where the cost of processing the paperwork exceeds the
cost of doing the job; (2) Fixed or routine assignments
where it is unnecessary to write a work order.
• Emergency: Usually written after the job is performed.
• Shutdown or outage: Are for work that is going to be
performed as a project or when the equipment is down
for an extended period.
 Filling out the Work Order
• Priority
–Helps assign work when there is more work than people.
–Ensures that vital work is not overlooked.
–Typical priority codes are as follows:
100: Fire, safety, health (clear and present danger with automatic
overtime authorized until the hazard is removed)
80:Breakdowns that stop production, overtime authorized
70: Fire/safety/health (potential danger to user, public, employees, or
environment); statute or code violation, OSHA violation.
60: PM Activity; potential breakdown including core damage, or loss (all
types of minor leaks, decay that will get worse)
50: Efficiency improvement, machinery improvement, project work,
reengineering.
40: Comfort, change use.
30: Cosmetics
• Reason for write-up (or repair reason)
–Possible reason to initiate a work order
can be classified under:: Activity that was
known
Scheduled Activity about at least 1 day in
advance and can be planned.: Requires
immediate
Unscheduled Activity attention and repair.
 Other Important Work Order
Information
–What was found: Notes from mechanic ( Frequently,
the mechanic fixes something or finds something not
anticipated by the
work requester. These notes are essential for root
failure analysis.
–Date completed, inspector. The job has to be closed
out by an inspection. The inspector can be the
mechanic, an inspector, a satisfied user, or the
supervisor.
 Obstacles to Effective Work
Order Systems
• Inadequate preventive and predictive maintenance
programs. If an organization is in a reactive mode (“fire-
fighting mode”), it has little or no time to operate a W.O.
system.
• A lack of controls for the maintenance labor resource (
insufficient personnel of one or all crafts, insufficient
supervision of personnel, inadequate training, lack of
accountability for work performed).
• Inadequate stores controls.
• Poor planning disciplines.
• Lack of performance controls.
• Inadequate or inaccurate equipment history
 Maintenance Planners and
Supervisors
• Planners
–Essential to the program
–Should be responsible for the planning of 15 (optimum) to
25 (maximum) craftworkers
• Planners typical job description
–Reviews requests for work
–Visits job site for clarification
–Confers with requestor
–Estimates the craft labor required
–Reserves all stores materials required
–Orders all non-stock material
 Planners
• Ensures all resources are available before the work
order is scheduled.
• Develops standards for repetitive jobs.
• Develops historical job estimates.
• Develops and tracks craft/crew backlogs.
• Determines labor capacity for schedule.
• Prepares weekly schedule for approval.
• Tracks work orders for completion.
• Keeps completed work order file by equipment
number.
• Tracks all equipment information including spare
parts and manual
 Planner Training
• Maintenance planners should come from
craftworkers who have good logistics aptitudes.
• However, planners need training beyond the
skills required by craftworkers.
• They need programs teaching some of the
following subject areas:
–Maintenance priorities
–Maintenance reporting
–Project management
–Inventory management
–Scheduling techniques
–Computer basics
 Supervisors
• Responsible for overseeing the work of an
average of 10 craftworkers.
• Motivate the craft personnel.
• Determine craft/skill/crew for the job.
• Perform safety and quality monitoring of the job.
• Hiring, firing, and pay reviews of the assigned
employees.
• Recommend improvements and cost reduction.
• Identify the causes of failures for breakdowns
and repetitive repairs.
• Recommend skill levels and training courses for
maintenance personnel
 Supervisor Training
• Front line maintenance supervisor positions are
filled 70% of the time from craft or planner
promotions.
• Good supervisor training programs should be
implemented before supervisory responsibilities
are assumed.
• Some areas that should be addressed in these
programs are:
–Time management
–Project management
–Maintenance management
–Management by objectives
 Maintenance Scheduling
• Matching of maintenance labor and material
resources to the requests for the maintenance labor
and material resources.
• Flow of scheduling starts with good plans,
establishing the status of the work order, scheduling
the work when resources are available, completing
the work when scheduled.
• When planning the work order, the planner tracks
the W.O. through various statuses. He ensures that
the W.O. has cleared all wait codes before the work
is established as “ready to schedule.”
 Work Order Status Codes

Waiting Codes
–Authorization
–Planning
–Engineering
–Material
–Shutdown
Work Codes
–Ready for Schedule
–In process
–Completed
–Cancelled
Maintenance Labor Capacity
Total gross capacity
Total men x Total hours worked
+ Overtime and/or contract labor
minus
Unscheduled emergencies……weekly average
+
Absenteeism….. weekly average
+
Allotment for preventive maintenance
+
Allotment for standing or routine work ..use
weekly average
 Maintenance Work Order
Scheduling Considerations
• The planner is primarily concerned with the
weekly schedule.
• Needs to be aware of the following items:
–Work priority
–Work already in progress
–Emergency and breakdown work
–Standing and minor work
–Preventive maintenance work -----due and overdue
–Actual craft labor available (absentee, vacations,
overtime, contract)
–Craft backlog
 Requirements for Scheduling
• Good, accurate estimates
• Good work order system including job
instructions, crafts required, required date
• Accurate craft availability
• Accurate stores information
• Accurate contractor information
• Accurate equipment/tools requirements
 Maintenance Scheduling
• 80 -90 % of total work should be scheduled
• Should be planned by experienced technicians
• Should be processed as backlog ---weekly
schedule, then daily work
• Must be flexible enough to accommodate
emergency work
• Should not be scheduled until ready