Business Design Document

PM005–Maintenance Scheduling
Revision History
Version Date Description Author
1 Aug 10, 2017 Initial Document Jose Munoz
2 Aug 17, 2017 Final version after Nicolas Folio review Jose Munoz

Table of Contents
PM005 – Maintenance Scheduling ............................................................................................................... 4
1. Purpose ................................................................................................................................................. 4
2. Assumptions .......................................................................................................................................... 4
3. Process Diagram.................................................................................................................................... 4
4. Process Steps ........................................................................................................................................ 4
4.1. T-Week Schedule .......................................................................................................................... 5
4.2. Revision ......................................................................................................................................... 5
4.3. Scheduling Orders to Available Capacity-Concept........................................................................ 6
4.3.1. Available Capacity ................................................................................................................. 6
4.3.2. Capacity Evaluation – Work Center ...................................................................................... 6
4.3.3. Transaction CM01 ................................................................................................................. 7
4.4. Scheduling - Detail Process ........................................................................................................... 8
4.4.1. Reschedule ............................................................................................................................ 9
4.4.2. Materials availability ............................................................................................................. 9
4.4.3. Maintenance, Operations and Planning Meeting ................................................................. 9
4.5. Backlog Management ................................................................................................................. 10
4.6. Dispatching – assigning work orders to individuals .................................................................... 10
4.7. Shutdown Scheduling.................................................................................................................. 10
5. Business Needs & Requirements ........................................................................................................ 11
6. Business Control Risks ......................................................................................................................... 11
7. Configuration Considerations ............................................................................................................. 11
7.1. Tracking Work Orders during the process .................................................................................. 12
7.2. Priority......................................................................................................................................... 14
7.3. Available Capacity ....................................................................................................................... 15

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8. Forms, Reports, Interfaces, Conversions, Enhancements .................................................................. 15
8.1. Forms .......................................................................................................................................... 15
8.2. Reports ........................................................................................................................................ 15
8.3. Interfaces .................................................................................................................................... 15
8.4. Conversions ................................................................................................................................. 15
8.5. Enhancements............................................................................................................................. 15
9. Appendices .......................................................................................................................................... 16
10. Sign-off ............................................................................................................................................ 17

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PM005 – Maintenance Scheduling

1. Purpose
This document describes the weekly / daily running maintenance scheduling process. All work generated
from preventive maintenance, corrective maintenance, refurbishment and project work requests forms
the common order pool of work to be planned and scheduled. The scheduling is carried out using
available capacities of crews.

2. Assumptions
The following assumptions were made with respect to the design of this business process:

 Emergency Orders are excluded from this scheduling process as they are executed using the “Fix
it Now” philosophy. Scheduling will be coordinated verbally for emergency orders.
 Materials are assumed to be available for the work order at the time the schedule is prepared.
The scheduler will be preparing a 1 day and 7 day schedule.
 Scheduling is carried out at the crew level (work center).
 The shutdown/outage scheduling will be incorporated and be performed in coordination with
the weekly scheduling process, but will be managed as a separate scheduling activity.
 Time entry confirmations and/or Technical completion of orders need to be completed on a
daily basis in order to have full visibility of the true backlog of orders and the current available
capacity of work centers.

3. Process Diagram
Not Applicable.

4. Process Steps
The scheduling process is a sub-process of other maintenance processes described in separate
documents. This process covers the scheduling stage of the maintenance work order process.

The following scheduling process is recommended as it has provided good results at other companies
and it is based on a number of activities which allows the preparation of a weekly schedule and up to 5
weeks look ahead of upcoming requirements.

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4.1. T-Week Schedule
The process below describes how the planner/scheduler assigns a date to a work order for an N-week
schedule. The closer week TN comes to week T1, the more definitive it should be. For this reason, a
week T3 schedule will not be as accurate as a week T2 schedule.

Week Description Action

T5 5 Weeks ahead No capacity evaluation is performed
T4 4 Weeks ahead No capacity evaluation is performed
T3 3 Weeks ahead Capacity Evaluation is performed
T2 2 Weeks ahead Schedule is passed on to Operations for review
T1 Next Week Next weeks’ schedule is locked down
T0 Current Week Current weeks’ schedule is executed
T-1 Previous Week Previous week’s schedule is analyzed for compliance

4.2. Revision
The revision field in the work order is used to define weekly ‘buckets’ to which work orders are assigned.
Each work order is assigned a revision, which identifies which week the work is scheduled for.

Two types of revisions will be used:

1. Weekly

 Naming convention: WK-Week Number-Year or alternatively WKYYMMDD

 The description can provide start and end date

o Example: WK-42-17 or WK161017 with description “Week 42 – Oct 16, 2017 to Oct 22,
2017”

2. Outage

 Naming convention: Plant-SD-Year-Shutdown Number-Year

o Example: SD0817 – SD08 Mill – Dec 04 2017

The planner/scheduler function will be to:

 Determine the revision to assign the work order based on priority and system condition
(running, shutdown etc.) – Planner may have pre-determined the revision based on known
lead time of equipment or material availability.
 Assess the capacity requirements at the crew level initially within the scheduling window (one
week window for example).
 Assign orders based on capacity availability by:

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 o Crew (work center) for high level planning.
 Assess any backlog and reassign orders accordingly.

NOTE:
Preventive and Corrective Maintenance Orders will be assigned revisions.
Preventive work orders will be scheduled or assigned to a revision first. Corrective work orders
will be assigned to the remaining capacity available for that particular work center. While this is
the general practice, priority also plays a role, with Urgent Corrective orders displacing
Preventive orders when needed. The actual firm date of execution of a work order will be
determined in the Daily/Weekly maintenance planning meeting with supervisors and
operations.

4.3. Scheduling Orders to Available Capacity-Concept

4.3.1. Available Capacity

The estimate of available capacity will take into account the following variables:

 Emergency Orders
 Sick leave, training and vacation (work centers available capacity will need to be
maintained)
 Possible underestimating of man-hours required for jobs

Hence, the remaining available capacity in nearby weeks is < 100% of the total available
capacity, and the scheduler will schedule the orders on the basis of:

 T0 – 100% of total available capacity (Current Week – Execution)

 T1 – 90-100% of total available capacity (Next Week)
 T2 – 70- 80% of total available capacity
 T3 – 50% of total available capacity

4.3.2. Capacity Evaluation – Work Center

To be considered when scheduling:

 Scheduler has the ability to schedule work orders N weeks in advance

 Schedule up to 70% of available capacity for weeks T2 - T5

 Capacity Evaluation does not take vacation/absences into account. For this reason
adjustment to the work centers available capacity need to be regularly maintained.

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  Scheduling will be performed via capacity evaluation against the work center and not
the individual ( Supervisor/Foreman will decide that)

 The scheduler will look at the available capacity for a particular week and assign work
orders to that week via IW38 and Revision Number until the desired capacity has been
consumed

 If capacity is exceeded, and the assignment is for a specific date, the scheduler may
want to consider the rescheduling of the individual order

4.3.3. Transaction CM01

With transaction CM01 it is possible display the available capacity by day or week for a given
period of time from the current day.

Back log will be displayed in the first row. This is the day or week before current period, as show
above.

The detailed capacity view will show the orders that are loaded to the capacity in a given day or
week as shown below:

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 The evaluation period, backward and forward can be set via customizing depending on project
requirements.

NOTE:

At this point work orders are associated only with a weekly bucket and the capacity evaluation is
performed for the whole week against the work center. Specific dates, i.e. Mon, Tues, Wed etc.
as to when the work order is to be performed within the revision is NOT done until the next
step.

4.4. Scheduling - Detail Process

The concept of this process is to plan the work in the future so that the scheduler can see what is
coming and schedule them up to 5 weeks in advance. The scheduler should look at the priority as
indication of when in the future the order should be scheduled.

The scheduler will be able to view a work center available capacity and act accordingly. If capacity is
exceeded, the scheduler will try and reschedule the job.

The scheduler using IW38 will select all outstanding orders that have been planned by searching those in
user status Planning Complete/To Schedule (PLND) and assigning a revision week code after verifying
work center capacity availability using CM01. Usage of two screens is preferable, lacking that scheduler
should use multiple sessions.

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 4.4.1. Reschedule
Orders in different statuses may need to be re-scheduled due to many different situations
(materials may take longer than expected; resources may no longer be available, etc.)

 If the work order is in status EXEC (work in progress) see “Backlog Rescheduling” below.
 If the work order is in status SCHD (on the schedule), after verifying that capacity is
available for the work center(s) (CM01), change the start date of the first operation to
the new date and then reschedule (this will maintain the basic start for the purpose of
schedule compliance reporting). In doing this more than one order may be affected and
more rescheduling may be necessary.
 If the work order is in status PLND or SCHD, the order can be moved to a new date not
only by means of changing the basic start date but also through applying a new revision
code.

4.4.2. Materials availability

Material availability check will be run at different times during the planning and scheduling
stage:

 User status WMAT will be used to select orders that have this status set in order to
verify that all parts have been received, or, if parts have not been received, expedite
their delivery.
 When running IW38, from the list display menu, will be possible to select “list of
available materials”; from the new displayed report you can determine what materials
still need to be deliver.
 Material availability can be checked frequently and for a particular revision. The list
generated will allow the planner/scheduler to review all orders with missing materials
efficiently.

When a work order shows that all materials have been received, the status PLND (Planning
Complete) can be assigned to the order.

4.4.3. Maintenance, Operations and Planning Meeting

Prior to the weekly meeting the scheduler will perform the following tasks:

 Using IW38 will print a list of orders that are in status ready to schedule and propose for
discussion all orders that are ready to be firmed up for the following week schedule
(T1).
 The agreed upon list of work orders will be set in status EXEC the day before they are
due for execution

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4.5. Backlog Management
If the orders cannot be rescheduled for any reason (e.g. they are urgent), the scheduler should look at
alternatives: overtime work or use of external resource. Two important principles should be adhered to:

 Any order that can be rescheduled should be rescheduled

 And any order that is not emergency or urgent should not have scheduled dates in the past (i.e.
they have to be rescheduled if they were not executed).

The intention is to keep backlog to a manageable quantity of orders.

When rescheduling an order in EXEC status, the scheduler will change the starting date of the operation
next in line to be executed, maintaining the basic start date intact (this for scheduling compliance
purposes).

The scheduler should always schedule on the basis of priority. The following rules are to be observed:

 Highest Priority should be scheduled first followed by the second highest then followed by lower
priorities
 If there are two orders with the same priority but not enough resources for both. The scheduler
can always look at the criticality of the equipment to aid him in selecting the order that should
be executed first

4.6. Dispatching – assigning work orders to individuals

Once the weekly schedule has been established at the work center level, the Foreman or Supervisor will
assign employees to the job. This will be done manually.

4.7. Shutdown Scheduling

Separate Maintenance / Operations / Planning meetings will be held, leading up to a scheduled outage /
shutdown. Work orders assigned to a Shutdown revision will be staged / sequenced outside of SAP as
required by the outage.

Outage planning will require the creation of Maintenance Plans. The structure of these maintenance
plans may follow the following approach:

 Specify the magnitude of the outage, by specifying the areas that need to be shutdown
 Identify the equipment that need to be maintained within each of the areas that is shutdown
 Identify the sequence of events (stages) that will need to take place in order to dismantle, maintain
and re-assemble the equipment in each area.
 Create maintenance plans by plant areas. Multiple plans could be created for each shutdown stage.
When structuring these plans consider which plans could be performed in parallel

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 Each maintenance plan will include as many maintenance items as equipment that need to be
maintained
 For each maintenance item create and/or assign the tasks list required for maintaining that piece of
equipment
 Use the first 7-8 char of the description of the maintenance plans to identify the shutdown with this
format
o Example: BM1SD Mine Ball Mill – Sec 1 shutdown
 For each maintenance item of the maintenance plan assign or replace the first 10-12 of the
description with more details about the current shutdown
o Example: BM1SD17/01 Mine Ball Mill – Sec 1 shutdown 2017/01 (sequence #)
 Schedule each maintenance plans with the respective start date
 Run IP30 for all maintenance plans example: BM*or other depending on what need to be released.
IP30 will create the corresponding work orders.
 With IW38 select all work Orders with example: BM1SD17* shutdown code at the beginning of the
description
 Assign the corresponding Shutdown Revision

From this point work orders may be selected using the revision codes and downloaded to a spreadsheet
for further processing.

Actual costs of shutdowns will be available by summarizing total actual costs by revision code.

5. Business Needs & Requirements

The Maintenance organization has the following requirements/expectations:

 Real time visibility of available capacity of crews.

 Effective process for managing the backlog.
 A tool to facilitate scheduling/dispatching by the scheduler.

6. Business Control Risks

No control risks have been identified for this process.

7. Configuration Considerations
Below are some configuration items previously discussed in other work order processes but which
predominantly affect the scheduling process. Specifically:

 Work Order Status

 Priority
 Work Center capacity specifications

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7.1. Tracking Work Orders during the process
The work order requires tracking as it goes through different stages of the process. For this purpose,
“SAP User statuses” will be used to mark the stage the order is at. The following statuses are used:

WORK ORDER HEADER USER STATUS CODES

PM01 Profile - ZPM_ORD

No. Status Short Text When To Use It Low High Comments
10 NPLN Not Planned Initial Status meaning 10 60  This status is automatically on
that no planning work when the Work Order is
has been started created.
20 INPL In Planning Use this status when 10 60  This status is set manually by
the planner has the Planner.
started planning the
resources and
materials on the work
order
30 PLND Planning Once the Planner has 10 60  This status can be set
Complete / completed the automatically upon release of
To Schedule planning of the work the work order or manually.
order this status is  The release of the work order
set, meaning that all must be done at the point so
the planning is now that Purchase Requisitions and
complete reservation take effect in
Materials Management.
40 SCHD Scheduled After a scheduling 10 60  This status is set manually by
meeting, when it is the Planner or Scheduler.
determined which  As part of the process, a
week the work order revision code should be
will have work assigned to the work order
started by the dictating the week in which the
maintenance crew, maintenance work will be
this status is set. performed.
50 EXEC Execute This status means 10 60  This status can be set manually
that the work order or is set automatically when
has been printed and the work order is printed
given to the (System Status “PRT”)
maintenance crews
for work to be
performed.
60 MCMP Maintenance Use this status once 10 60  This status can be set manually
complete all maintenance or is set automatically when
activities for the work the work order is Technically
order have been Completed (System Status
completed by the “TECO”).
maintenance staff.  When this status is active, no

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No. Status Short Text When To Use It Low High Comments
further time confirmation can
be made against the work
order.
CANC Cancelled Use this status when  This status is set manually by
it has been the Planner or Scheduler.
determined that  After this status is selected,
maintenance staff and if the work order has not
will NOT perform the been released, the Planner,
work that is required Scheduler or Supervisor should
on this work order. be marked with “Do Not
Execute” thus closing the work
order.
 If the work order has been
released, the work order
should be Business Completed
(System status CLSD) as there
should be no actual costs at
this point.
 Any open Reservations or
Purchase requisition will have
their line items deleted.
 If a Purchase Order exists at
this stage the system cannot
delete the Purchase Order line
items.
WAPP On hold – This status is to be  This status is set manually by
Approvals used when the Planner or Supervisor.
maintenance needs  Typically, after a work order
approval prior to has been completely planned,
work commencing. the planned costs to perform
the work are calculated. If the
cost need to be approved by
someone else in the company,
like a Capital Project, this status
is set
WENG On hold – This status would be  This status is set manually by
Engineering set if someone in the the Planner or Supervisor.
company’s
Engineering
department must be
involved prior to
work commencing.
WMAT On hold – Use this status if  This status should only be set
Material materials that are automatically by background
required to perform job ZPM_MAT_USTAT_UPD
the job must be which monitors procurement

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No. Status Short Text When To Use It Low High Comments
purchased. Until the of items until the item has
material arrives, the been received. Upon receipt of
work order is waiting all materials, WMAT status is
for materials. removed automatically.
WPRD On hold – Set this status when  This status is set manually by
Production Production / the Planner or Supervisor.
Operation cannot  When Production and/or
release the technical Operation are finished with the
object for technical object, this status can
maintenance. be removed.
WREV Waiting for Use this status when  This status is set manually by
Review you need someone the Planner.
else to review the
planning work on the
work order before
the order is released.
WCLO On Hold - Use this status when  This status is set manually by
Closing you need someone the Planner or Supervisor.
else to review the
work done on the
work order before
the order is closed.

7.2. Priority
Priority should be determined based on objective criteria. To support this, a criticality assessment
should be used to aid in the assessing the priority of the job. The criticality assessment should be
performed on equipment based on measurable impact should an equipment fail. The impact is generally
categorized into “Safety”, “Environmental” and “Operational”. The criticality is a function of likelihood
and consequence of failure.

The equipment criticality level (ABC Indicator field) will be displayed in the notification and the work
order and will be defaulted from the functional location or the equipment. A priority number will be
given for the job using the equipment criticality level as a guide.

WORK ORDER AND NOTIFICATION PRIORITIES

The following Notification and Work Order Priorities will be implemented:

Code Description Relative Start Relative End

1 EMERGENCY 0 Days 1 Days
2 HIGH / CURRENT SCHEDULE 2 Days 7 Days
3 MED/ NEXT SCHEDULE 7 Days 14 Days
4 LOW/ NEXT OPPORTUNITY 14 Days 28 Days
5 NEXT SHUTDOWN 0 0

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Priority is originally set in the Notification. This will be copied into the order. The priority can be
reviewed and reset in the work order. This way we can always find the original priority of the
maintenance request which is stored in the notification and the current priority which is stored in the
order.

7.3. Available Capacity

Available Capacity will be set to 100% for each work center.

8. Forms, Reports, Interfaces, Conversions, Enhancements

8.1. Forms
No custom forms specific to the Maintenance Scheduling Process are required.

Name Description Complexity Specification

8.2. Reports
Standard reports will be utilized to the extent possible for Operational Reports. The SAP PM module
offers a flexible reporting tool to use for Notifications, Notification Tasks, Orders and Operations.

Name Description Complexity Specification

8.3. Interfaces
No interfaces required for the Maintenance Scheduling Process.

Name Description Complexity Specification

8.4. Conversions
No conversions required for the Maintenance Scheduling Process.

Name Description Complexity Specification

8.5. Enhancements
No enhancements required for the Maintenance Scheduling Process.

Name Description Complexity Specification

PM005 – Maintenance Scheduling Page 15

9. Appendices

PM005 – Maintenance Scheduling Page 16

10. Sign-off
I/We certify that this document completely and accurately reflects Lundin Gold requirements for this
Business Design Document. I/We understand that anything not explicitly mentioned in this document is
considered out of scope for the project.

Project Role Signature Date

Project Sponsor:
Chester See

Client Project Manager:

Chester See

Business Process Owner(s):

Nicolas Folio

Illumiti Project Director:

Brian Ward

Illumiti Project Manager:

Fabio Kundrat

Illumiti Consultant:
Jose Munoz

Illumiti QA Reviewer:

PM005 – Maintenance Scheduling Page 17