8 Steps To Success In Maintenance Planning And Scheduling

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Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.

8 Steps To Success In Maintenance Planning And Scheduling

  1. 1. Eight Steps to Success inMaintenancePlanning and Scheduling
  2. 2. Workshop Objectives• Provide each attendee with an understanding of the proactive maintenance planning and scheduling approach• Provide a training program that is educational, exciting, and informative• Provide a training environment that is conducive for training• Give you knowledge to take back and apply
  3. 3. Expectations? Why are you here?What are your expectations from this class?
  4. 4. Rewards• For contributions that add value to the class, you will receive one of my books “Planning and Scheduling Made Simple” 3rd Edition• I have 10 of these books with me and will not leave this class without all 10 being given out• In addition, the group who adds the most value to this session will receive a book for each person
  5. 5. QuestionsAsk your questions, do not hold back
  6. 6. Poll1. How many people have effective Maintenance Planning?2. How many people kit or stage parts before Scheduling? Utilization Survey – Crane Crew
  7. 7. Break Into Groups• 3-5 people each• If you know each other great, if not that’s ok
  8. 8. Each Group – 1st Tasking1. Identify where work comes from for a Maintenance Planner to use2. Does a Planner become involved in emergency work?3. Does a Planner assist with maintenance work?
  9. 9. Maintenance Planning• Identifying the parts, tools, procedures, and standards/ specifications required for effective maintenance work, increasing wrench time.• Planning is key to the success of Precision Maintenance
  10. 10. Planning and SchedulingThese are two different functions that are dependent on each other.
  11. 11. Maintenance Scheduling• Scheduling of maintenance, operations, contractors, engineering, and safety personnel to be in the right place at the right time for the right work synchronized together that is intended to minimize interruption to operations and production.• Performing the right work at the right time.
  12. 12. Maintenance Issues• Most maintenance staff only perform 2-4 hours of actual maintenance a day – Effective direct work is low – Caused by lack of effective planning – Caused by lack of effective scheduling• 70-80% of equipment failures are human-induced – Not knowing specifications – Not having the right part at the right time – Improperly handling and installing bearings (parts) – No repeatable, effective PM, Corrective, Lube Procedures
  13. 13. Personal Exercise• Identify which of the previous issues best describes the current state of your organization
  14. 14. A Few Known Facts• Schedule Compliance – 80-90%• Percent of Planned Work – 90%• PM Execution – 15%• Results from PM Execution – 15%• PdM Execution – 15%• Results from PdM Execution – 35%• Wrench Time (typical company) – 18-30%• Wrench Time (World Class company) – 55% +• Maintenance Cost (reactive company) – 19% / RAV• Maintenance Cost (World Class company) – 1.7% / RAV
  15. 15. Without proper PM/PdM, Proactive Work is not achievable.
  16. 16. Need a VolunteerPlease describe the process I just described tothe class
  17. 17. What Is a Failure?There are two types of failures:• “A functional failure is the inability of an item (or the equipment containing it) to meet a specified performance standard.”• “A potential failure is an identifiable physical condition which indicates a functional failure is imminent.”- F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense ReportNumber AD-A066-579, December 1978
  18. 18. How would you define a failure? As a group
  19. 19. P-F Curve
  20. 20. Proactive Planning and Scheduling
  21. 21. Need One Group to VolunteerDefine the process that was described in the lastslide using PM vs. PdM – 10 minutes and thenlet’s have it.
  22. 22. Where Do You Start?
  23. 23. Step 1: Identify External Distracters• Poor spare parts and inventory controls• Conflicting ideas of what “planning” is• Planners taken off job, put on tools, or involved in daily activities (parts chaser, facilitating daily work)• Maintenance and Production not acting as a team• No planning process, unclear expectations, unclear roles and responsibilities• Maintenance leadership not following the plan• Emergency/urgent work too high• Lack of discipline• CULTURE CHANGE
  24. 24. Group Exercise• What distractors do you, as a group, see in your organizations?
  25. 25. Step 2: Educate the Team “Coaching is not just for Planners Anymore”• Plant/Operations Leadership• Frontline Operations Leadership• Maintenance and Reliability Leadership (all levels)• Planners• Maintenance Personnel• Operators
  26. 26. Tool Box Talk - Education
  27. 27. Group Exercise• Develop a short training plan for your Leadership and then let’s use your plan in a simulation. Only 2 groups will be selected
  28. 28. Step 3: Develop RACI Chart for Maintenance Planning
  29. 29. Step 4: Develop Guiding Principles for Planning• The planners focus on future work and maintain at least two weeks of work backlog that is planned, approved, and ready to schedule/execute• Planners do not chase parts for jobs in progress• Supervisors and crew leads handle the current day’s work and problems - coordination• Scheduling does not occur until parts are kitted• We will maintain a stable/non-fluid Criticality Index• We will improve wrench time through cooperation with everyone
  30. 30. Wrench Time?• What is wrench time?• How will it increase my maintenance effectiveness?• How do you conduct a Wrench Time Study? (Indirect Time)
  31. 31. Step 5: Define the Planning Process
  32. 32. Group Exercise• Develop a Process Map for Work Identification that is used for Maintenance Planning Only
  33. 33. Step 6: Prioritize Work to Be Planned Intercept Ranking
  34. 34. Step 7: Develop Effective/Repeatable Procedures• Repeatable Process• Capture Knowledge• Train New Employees• Reduce Human-Induced Failures
  35. 35. Group Exercise• Develop a procedure using the techniques shown in this workshop for a PM on a 20 HP AC Induction Motor
  36. 36. Knowing Where You Are
  37. 37. Would You Like to Know Where You Are?You cannot improve something you do not measure.
  38. 38. Step 8: Measure Effectiveness• % of Work Orders Planned (Trending Up)• % of Planned Work (90%) – Proactive (90%) – Reactive (2%) – Requires No Planning (8%)• % of Work Orders with Estimated to Actual Labor Hours (+/- 10%)• Backlog - measured in labor hours by week – Ready to Schedule (2-4 Weeks) – Total Backlog (6-8 Weeks)• % of WOs with Comments/Recommendations• PM Compliance (Critical Assets – 100%)
  39. 39. Individual Exercise• What 4 metrics would you use to measure effectiveness of Maintenance Planning and Scheduling?
  40. 40. Overview
  41. 41. Lay out your plan for when you return- Keep it short and to the point- Make it obtainable- Make it measurable- Ensure alignment is transparent
  42. 42. Questions? Ricky Smith, CMRPrsmith@gpallied.com

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