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Planning and Scheduling — Made Simple                                                                                     ...
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Day In The Life Of Proactive Maintenance Planner

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What does a proactive maintenance planner\'s day look like. Check this Day In the Life of for a Maintenance Planner.

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Day In The Life Of Proactive Maintenance Planner

  1. 1. mana geme nt Ps planning and scheduling Proactive A Day in the Life of a Prior to the Beginning of the Maintenance Day Shift: Maintenance Planner The maintenance planner’s day starts before the regular maintenance day shift in order to review the work orders that came in overnight. The planner will make an estimate of the man- hours, number of personnel, and craft types needed for any emergency work orders that must be started that day, then move those work orders directly to the maintenance crew, “Without Proactivity followed by a quick phone call to notify the maintenance supervisor responsible for that Notice that the planner has not had any in this Process, area of the plant. The planner will also code these jobs as emergency work orders so the involvement in work that is underway, and almost Chaos Will Dominate” level of this type work can be tracked over time. Well-disciplined proactive maintenance strate- all of the planner’s activities have been directed gies (PM/CBM) coupled with effective planning toward work that will leverage his/her time. and scheduling will make these emergency jobs Ricky Smith and Jerry Wilson fewer and fewer over time. The planner should also use good planning the particular job. Also, the planner will pay par- have arrived and storeroom parts are all on re- and scheduling techniques on his/her own re- ticular attention to job issues where significant serve. Some organizations go ahead and have sponsibilities. Once any emergency work has delays were identified in the wrench time study. storeroom parts delivered and placed in parts been estimated and sent to the maintenance Understanding and watching for complexity, kit boxes for each job. This process can work crew, the maintenance planner will plug new work requests into his/her field inspection predictability, and likely wrench time losses will fine, but when jobs get pushed to the future schedule. Some jobs may need to be worked enhance the likelihood of creating a job plan for execution, you can end up with a lot of parts into the current day’s field inspection schedule that will minimize delays during execution and kits to keep track of, or you can end up send- in order to be put on the next day’s maintenance result in a high-performing work force. More on ing some parts back to the storeroom if jobs get Where does proactive work come from? A Potential Failure (Low Defect Severity - time to schedule. Other new requests can be scheduled these topics can be found in the 3rd edition of canceled. If you have a firm parts reservation Proactive work orders or requests come from an plan and schedule proactive work) is an identifi- Planning and Scheduling Made Simple, by Smith system, it will be best if the parts are put on re- able physical condition that indicates a functional for field inspection and planning later in the effective preventive maintenance and condition week. It is important for a proactive planner to and Wilson. serve so they can’t be brought out for a different monitoring program. Here is how it breaks out: failure is imminent and is usually identified by a Immediately after completing field inspec- job, yet if a job gets cancelled, they don’t have to maintenance technician using condition monitor- schedule all of his/her jobs (other than emer- gency work) for field inspections on a particular tions is a good time to start ordering parts, or be returned. Less handling and better inventory PM Execution: 15% of Work ing or quantitative prevention maintenance. day to be most effective. The planner will also at least creating a list of parts to order, depend- accuracy provided by the reservation approach Results from PM Execution: 15% of Work will reduce costs. set the planning status for these new requests ing on the time available before meeting with (Typically identify Functional Failures) to “Planning,” to show planning is underway. the supervisor, scheduler, and maintenance co- Working from the job inspection form, the A Functional Failure (High or Critical Defect Se- ordinator. At this point in the process, it is not planner will identify the various needs required verity – very little, if any, time to plan and sched- Early Morning: known when the job will actually be scheduled, by the jobs and will start documenting the job ule proactive work) is the inability of an item (or Field inspections: Armed with an inspection so any parts not on site should be ordered on plan. First and foremost is the job summary the equipment containing it) to meet a specified schedule, job inspection forms, and a camera, the same day they are identified as a need. In page, which will contain the basic information performance standard, and is usually identified by the planner will begin making his/her inspec- particular, identifying the parts that will require that a fully qualified mechanic who is very fa- an operator. tion of all of the job sites. The planner has es- more than 24 hours to obtain will be important. miliar with this type of job would need. The tablished a logical route to minimize travel time These parts should also be ordered that day, job summary would provide reference num- Condition Monitoring Execution: 15% of Work and will make notes of the specific needs of and the status should be changed to “Waiting bers to the detailed information for the job Results from Condition Monitoring: 35% of Work the requests, any ancillary work that should be for Parts.” Parts that are available from the store- that would follow in the job plan. This type of (Typically identify Potential Failures) completed by the mechanics while at the job room should be put on reserve so they will be job plan format will allow those familiar with site, and all of the other applicable information available for ordering the day before the job is the task to quickly review the job using only PM Vs CBM required for a well-planned job. The planner will scheduled for execution. The planner will also the summary sheet. Anyone less familiar or make note of the complexity and predictability need to review the status of parts previously skilled would have references on each item on of the various issues relative to a particular job ordered and update the status to “Ready to the job summary sheet to the specific section of in order to create an effective job plan suited to Schedule” on the work requests where all parts the job plan to access the specific information42 april/may11 april/may11 43
  2. 2. Planning and Scheduling — Made Simple “The equipment can manage your operation or management can manage it—your choice” – John Day (Retired), Alumax Mt Holly, Maintenance/Engineering Manager needs for particular jobs, will need to be com- Late Afternoon: planner that follows this type of rigor can be as- Ricky Smith, CMRP, CPMM, Other books in the series... municated. This will provide maintenance and sured that he/she is leveraging the entire main- Maintenance & Reliability Metrics/KPIs 101 - Keeping it Simple Lubrication — A Big Opportunity To Improve Plant Reliability Maintenance and Reliability Lubrication 101 — Keeping it Simple “The problem with Management is they’re measuring the wrong things.” Maintenance & Reliability Metrics/KPIs 101 An hour or so before the daily scheduling - Peter Drucker (1909-2005) All of the planner’s free time should be spent is the Senior Technical By Ricky Smith, CMRP and David A. Martin, CMRP Daniel Martin of Alcoa Primary Metals, Mt. Holly, SC, lubricating a bearing Other books in the series... Maintenance & Reliability Metrics/KPIs 101 - Keeping it Simple Planning and Scheduling — Made Simple “The problem with Management is they’re Maintenance & Reliability Metrics/KPIs 101 “The equipment can manage your operation or measuring the wrong things.” - Peter Drucker management can manage it—your choice” (1909-2005) – John Day (Retired), Alumax Mt Holly, Maintenance/Engineering Manager Maintenance and Reliability Lubrication 101 By Ricky Smith, CMRP and David A. Martin, CMRP Other books in the series... By Ricky Smith, CMRP and David A. Martin, CMRP Maintenance & Reliability Metrics/KPIs 101 - Keeping it Simple Lubrication — A Big Opportunity To Improve Plant Reliability Maintenance and Reliability Lubrication 101 — Keeping it Simple “The problem with Management is they’re measuring the wrong things.” Maintenance & Reliability Metrics/KPIs 101 - Peter Drucker (1909-2005) By Ricky Smith, CMRP and David A. Martin, CMRP By Ricky Smith, CMRP and David A. Martin, CMRP Daniel Martin of Alcoa Primary Metals, Mt. Holly, SC, lubricating a bearing Other books in the series... Maintenance & Reliability Metrics/KPIs 101 Maintenance and Reliability Lubrication 101 By Ricky Smith, CMRP and David A. Martin, CMRP By Ricky Smith, CMRP and David A. Martin, CMRP tenance crew by his/her efforts and helping to Planning and Scheduling Planning and Scheduling 2nd Edition By Ricky Smith, CMRP and David A. Martin, CMRP By Ricky Smith and Jerry Wilson By Ricky Smith, CMRP and David A. Martin, CMRP Maintenance & Reliability Metrics/KPIs 101 - Keeping it Simple By Ricky Smith, CMRP and David A. Martin, CMRP Maintenance and Reliability Lubrication 101 — Keeping it Simple By Ricky Smith, CMRP and David A. Martin, CMRP US $29.00 US $29.00 MRMs/KPIs101KeepingItSimple_Cover.indd 1 5/28/09 1:41 PM MRLubrication101KeepingItSimple_Cover.indd 1 11/5/09 4:57 PM operations with important information that will Maintenance & Reliability Metrics/KPIs 101 - Keeping it Simple By Ricky Smith, CMRP and David A. Martin, CMRP Planning and Scheduling — Made Simple By Ricky Smith and Jerry Wilson 2nd Edition By Ricky Smith and Jerry Wilson US $29.00 By Ricky Smith and Jerry Wilson By Ricky Smith, CMRP and David A. Martin, CMRP MRMs/KPIs101KeepingItSimple_Cover.indd 1 5/28/09 1:41 PM PlanningSchedulingMadeSimple_Cover.indd 1 11/11/09 3:32 PM Maintenance & Reliability Metrics/KPIs 101 - Keeping it Simple meeting, the planner should review his/her Advisor for Allied Reli- By Ricky Smith, CMRP and David A. Martin, CMRP Maintenance and Reliability Lubrication 101 — Keeping it Simple By Ricky Smith, CMRP and David A. Martin, CMRP US $29.00 MRMs/KPIs101KeepingItSimple_Cover.indd 1 5/28/09 1:41 PM MRLubrication101KeepingItSimple_Cover.indd 1 11/12/09 3:40 PM Planning and Scheduling allow them to start planning for when particular propel the organization to a more proactive ability. Ricky has over 30 refining and permanently documenting job plans. jobs will be ready for placement in the mainte- email account and phone messages to see if there have been any late changes to the general state where emergency work and unexpected years in maintenance as a maintenance manager, Planning and Scheduling — Made Simple By Ricky Smith and Jerry Wilson 3rd Edition failures are the exception. This job requires dis- By Ricky Smith and Jerry Wilson nance schedule. This meeting will also allow plan that has been forming for the next day’s maintenance supervisor, maintenance and operations to provide feed- schedule. This information may have impact on cipline and patience as the transition from re- maintenance engineer, maintenance training specialist, active maintenance to proactive maintenance and maintenance consultant and is a well-known published they need. This provides maintenance person- the job is scheduled for execution. back to the planner on any changes that need the job summary sheets the planner takes to the occurs. author. www.gpallied.com nel with quick access to the information they to be made to the planning schedule. For ex- scheduling meeting. need without having to read through informa- Late Morning: ample, the planner may have a particular job on The daily scheduling meeting is not a meet- tion they don’t need. See more on this in Plan- Now armed with the information gathered schedule for planning to be complete and have ing where the planning backlog will be re- ning and Scheduling Made Simple, 3rd edition, by during the field inspection route, processing “Ready to Schedule” status by next Tuesday, viewed and jobs will be selected for scheduling. Smith and Wilson. parts needs, and updated status reports on jobs when, in fact, production needs it earlier or later. Because the planner meticulously keeps the sta- All of the planner’s free time should be spent that have received some or all of the parts or- tus of all jobs updated, and because of the late Early Afternoon: morning meeting between the planner, sched- refining and permanently documenting job dered, the planner should meet with the main- plans. As the planner’s job plan database grows, tenance supervisor, scheduler and coordinator. Immediately after lunch, the planner will uler, maintenance coordinator, and the mainte- he/she will have more plans that can be used The planner should bring a copy of the updated continue writing job plans, researching techni- nance supervisor, the schedule has inherently on future jobs with only minor refinements. planning backlog. This meeting should be short, cal issues for particular jobs, obtaining approval been forming on its own. The daily scheduling for jobs meeting specific criteria, referring other meeting is where the weekly schedule will be This will allow the planner to plan for a greater 30 minutes or less, and its purpose is two–fold: jobs to engineering for redesigns as applicable, either confirmed for the next day or slightly number of field maintenance personnel. As job 1) provide preliminary info to those who will be and updating the status of the requests as ap- amended to respond to higher priority needs plans are completed, the planner should update building/amending the maintenance schedule, propriate. that presented themselves after the weekly his/her backlog status to “Planning Complete.” and 2) ensure that the planner has scheduled Each day, the planner should designate a schedule was made. Also, changes may be When all parts not available through stores have the various jobs in his/her queue in a manner small amount of time for reviewing the feed- made to other days, depending on needs and been received and the storeroom parts are on consistent with the needs of maintenance and back from mechanics on jobs recently com- planning status of the jobs. This meeting should reserve, the status should be changed to “Ready production. The planner should share parts is- take 30 minutes or less if each role has prepared to Schedule,” assuming the job plan has been sue updates and the schedule for his/her plan- pleted. This is an important step for the planner in advance and communicated effectively with completed. The scheduler will initiate the deliv- ning activities. Any other major restraints, such to be able to improve the effectiveness of the the other players as needed. The meeting’s pur- ery of storeroom parts on reserve the day before as PM Page 1 crane needs, or other special Uptime45-11quarter.qxp 2/25/2011 12:11 boom truck, plans he/she creates. pose is only to finalize what they have already been discussing and working toward since the previous day’s daily planning meeting. INDUSTRIAL PRESS INC. After the daily scheduling meeting, the scheduler will change status of any work orders #1 INMAINTENANCE AND RELIABILITY! that are to be added to the maintenance sched- NEW AND RECENTLY PUBLISHED! ule and will order all parts that are on reserve COMPLETE GUIDE TO PREVENTIVE & PREDICTIVE MAINTENANCE in the storeroom. Following the daily planning SECOND EDITION meeting, the planner will amend the field in- Joel Levitt May 2011, 250 pages, Illus., ISBN 978-0-8311-3441-9, $49.95 spection schedule and make any adjustments As the first resource to give true emphasize to the four aspects necessary to the overall planning schedule. of success in preventive maintenance systems this new edition The planner will need to update any mea- shares the best practices, mistakes, victories, and essential steps for success. sures the organization tracks relative to plan- ning, such as man-hours planned and emergen- DESIGN FOR RELIABILITY DEVELOPING ASSETS THAT MEET THE NEEDS OF OWNERS cy man-hours per day. Daniel Daley 2011, 250 pages, Illus., ISBN 978-0-8311-3437-2, $44.95 Written from the perspective of the owner/buyer, this End of the Day: groundbreaking book explains how companies buying The planner will make a quick review of the equipment and parts from OEMs can ensure that their entire Planning Backlog: suppliers are implementing DFR programs that meet the needs of the buyers. • Is the job status up to date on all jobs? THE RCM SOLUTION A PRACTICAL GUIDE FOR ACHIEVING POWERFUL RESULTS • Is the field inspection schedule for the next Nancy Regan 2011, 300 pages, Illus., ISBN 978-0-8311-3424-2, $49.95 day ready? Offering a fundamental, common sense understanding of RCM, • Have all parts coming from off-site been this book features detailed processes that can be used when ordered, and have parts available from the RCM is not applicable and presents a total solution for storeroom been placed on reserve for jobs implementing RCM for any organization. that have been inspected? 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