Marine

Engineering

Hafiz Rahadyan Nugroho

04211841000008

ME141 607 Ship Maintenance

Work Book 14:

Planning and Scheduling
Course Instructor:
Dwi Priyanta
Department of Marine Engineering – ITS
14
EDUCATE – ENHANCE – EMPOWER
Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

CONTENTS

1. The Nature of Maintenance Practice ......................................................................3

2. Planning – Scheduling – Coordination ....................................................................3
3. Planning and Scheduling : The Key Steps ................................................................4
4. Palnning Horizon .....................................................................................................5
5. Planning and Scheduling Tools................................................................................7
6. Planning and Scheduling Sequence ........................................................................7
7. Backlog Management Model ..................................................................................8
8. Case Study : Development of Maintenance Work Program ...................................9

The Icon

Information icon; instruction icon

Text Book Icon – You are required to read your

text book or hand out materials before you fill
out the blank text, to complete the graph or
others depend on the given instruction.
Pencil Icon – You are required to write down or
to draw on your workbook.
Discussion Icon – You and your group members
are required to discuss the given problems and
find the solutions.

© Dwi Priyanta Page 2 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

1. The Nature of Maintenance Practice

2. Planning – Scheduling – Coordination

Planning
◼ Planning is the development of a detailed program to achieve
an end.
◼ Insure job execution in the future.
◼ Detailed analysis:
Work type; Resources; Cost; Identify safety precaution;
Permits; Communication requirements; Reference
documents; Work measurement; Procurement etc.

Coordination
◼ Consists of the logistical efforts of assembling all necessary
resources so the job is ready to be scheduled.
◼ It is accomplished in harmony with Purchasing, Receiving, and
Stores.

© Dwi Priyanta Page 3 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

◼ Operations, Engineering, and Maintenance then review all jobs

ready to be executed and agree upon which are the most
important jobs to be performed the coming week – given the
limitation of available resources and feasibility of releasing
involved assets to maintenance.

Scheduling
◼ Scheduling is the written process whereby labor resources and
support equipment are allocated to specific jobs at a fixed time
when Operations can make the associated equipment or job
site accessible.
◼ Scheduling is the marketing arm of a successful maintenance
management installation because it yields the earliest benefits
visible to internal customers.

3. Planning and Scheduling : The Key Steps

◼ Effective maintenance work comes down to six key steps.
◼ The process starts with identifying what has to be done and
ends with analyzing why we had to do it in the first place.

© Dwi Priyanta Page 4 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

◼ Identify
Identify potential problems through regular inspection, FLM, and
routine checks.
◼ Plan
Ensure that all resources necessary to do the job are accounted for.
The most obvious planning tasks are to determine what has to be
done, in what sequence, and with what skills.
◼ Schedule
Scheduling is a matter of availability. When can you coordinate
with the people who have the needed skills? Do you have the
parts? Do you have agreement of production department to
release the equipment?
◼ Assign
The assignment of the job depend on the organization
arrangements in place.
◼ Execute
This is where ‘the rubber hits the road.’ Cost-effective maintenance
management can be measured from the execution of maintenance
planning.
◼ Analyze
Thoughtful analysis of the failure, and your respond to it, will
lessen the chance of repeating the same mistakes.

4. Planning Horizon
All types of fixed assets require at least three kinds of planning:
◼ Life cycle and long range plans
◼ Annual plan and budget
◼ Work orders and projects

© Dwi Priyanta Page 5 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

Life-Cycle and Long Range Plan

This type of planning is closely associated with strategic planning for
maintenance. The planning process involves creating a VISION of future
performance, including human financial, and physical resources. It also
includes action plans to achieve the vision.

Annual Plan and Budget

What’s needed in the annual maintenance budget and plan is clear-cut
– accurate equipment histories, periodic inspection, condition based
monitoring, and emphasis on continuous improvement. Plant
shutdowns, equipment overhauls, and major inspections should be
forecast by month, priced, and incorporated.

Work Order and Project

The use of work order:
1. Planning and scheduling mechanism for complex jobs.
2. Cost collection mechanism
3. Way to capture delays and measure productivity
4. Tool to determine and manage work backlogs
5. Means of saving equipment histories to analyze failure

© Dwi Priyanta Page 6 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

5. Planning and Scheduling Tools

Tools for planning and scheduling:
◼ The Gantt Chart
◼ The Critical Path Method
◼ The Pareto Diagram

6. Planning and Scheduling Sequence

© Dwi Priyanta Page 7 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

7. Backlog Management Model

Backlog
◼ The net workload, measured in labor hours, requested but not
yet completed.
Ready Backlog
◼ Jobs that are ready to go.
◼ All tools, parts, materials, drawings, and authorizations are in
hand.
Total backlog
◼ Includes ready backlog plus all other open work orders for
which something is missing.
◼ The job could be missing parts, authorization, budget, or
some element.

© Dwi Priyanta Page 8 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

Discuss with your group following cases.

1. What happened if maintenance workload is less than
maintenance resources?
2. What happened if maintenance workload is greater than
maintenance resources?
3. What happened if maintenance workload is equal to
maintenance resources?

8. Case Study : Development of Maintenance Work

Program
The objective of maintenance work program development is to
reduce or to eliminate backlog that might be happened when an
organization managed its maintenance program.

To understand how to develop maintenance work program, you and

your group are required to solve the following case study.

A maintenance superintendent of a company has identified that the

backlog of his department is 4800 man-hours where 3200 hours of the
total backlog can be categorized as a ready backlog. You and your team
are assigned to develop “Maintenance Work Program” with the
objective to relieve the backlog. Based on the current situation, the
available man-hours per week for doing maintenance task is 800 man
hours.

Maintenance work program is usually documented in a spreadsheet. To

develop a maintenance work program spreadsheet model, the
following information should be taken into account.
a. Available resources (in man hours) that must be considered such
as straight time man-hour available per week, planned overtime
per week, man-hour contracted or borrowed per week.
b. Less indirect commitment of maintenance personnel that may

© Dwi Priyanta Page 10 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling
reduce the maintenance activities such as lunch (if paid),
personnel in vacation, absence, training, meetings, special
assignments, Average Man-Hours Loaned to Other Areas, etc.
c. There is a possibility that the maintenance personnel must do
routine preventive or predictive maintenance, unscheduled /
emergency maintenance or other routine maintenance.
d. Other activities that might reduce man-hour other than
maintenance activities could be included in the models.

Now you and your team shall develop the maintenance work program.

© Dwi Priyanta Page 10 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling

1. Backlog Management Model

a. Maintenance Workload is Less than maintenance resources?
It will boost the duration of maintenance faster than normal
because we can used the abundant recources. Therefore, it will
more costly because of the usage of many resources.

b. Maintenance Workload is Greater than maintenance

resources?
It will make the maintenance process lasting longer than target
due to its inefficient resource to do so much thing together on
workload compared to resources available. So, it will make the
schedule of maintenance project delayed.

c. Maintenance Workload is equal to maintenance resources?

The most appropriate when the maintenance workload is
equal to the maintenance resource. It will not costly on the
resources and the duration of maintenance will be on time.

2. Case Study: Development of Maintenance Work Program

Available
Resources
Crew Size Straight time labor hours per week
700
20
Planned overtime per week 100
Labor hours contracted or borrowed per week 0
Labor hours contracted or borrowed per week 800
Less indirect commitments (weekly average)
Lunch (if paid) 5
Vacation 48
Absence 12
Training 40
Meetings 40
Special assignments 20

© Dwi Priyanta Page 10 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017
ME141607 Work Book :14
Maintenance Management Planning and Scheduling
Average labor hours loaned to other areas 15
Other indirect 15
Total indirect labor hours projected per week 195
Total labor hours per week available for direct
604.68
work
Commitments other than backlog relief (weekly
average)
Emergency/urgent (unscheduled) 40
Routine PM 40
Other fixed routine assignment 10
Sub total 90
Net resources available for backlog relief 514.68
Backlog Data Current Backlog Weeks Current Target
Backlog Labor Hours Ready Status 3200 ready 6.22 2 to 4
Total Labor Hours of Backlog 4800 total 9.33 4 to 8
Management Perception = Total Labor Hors of Backlog/Total Man Hours
= 4800/800
= 6 weeks

© Dwi Priyanta Page 10 of 10

EDUCATE – ENHANCE – EMPOWER Rev. May 2017