Planning and Scheduling - CMMS SUCCESS.pdf

7/14/22, 6:22 AM Planning and Scheduling - CMMS SUCCESS
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PLAN & SCHEDULE
WORK MANAGEMENT
Planning & Scheduling are components of a Work Management Process.
Work Management ensures that maintenance-related tasks are carried out securely in order to
keep your business running and to achieve the optimal cost-risk balance for each asset.
Thoroughly trained and authorised maintainers complete maintenance work from an approved
schedule of fully planned jobs. These tasks need to b e executed completely and in accordance
with the standards.

When machinery breakdowns occur, they undoubtedly will put a strain on your best-laid plans
but hard work in implementing quality preventative maintenance strategies should reduce
equipment failures to a minimum. When creating your strategy-based work, consider the
larger business repercussions of potential failures and search for opportunities to conduct this
work inside the boundaries of a planned outage event.
Work management serves as the intelligence interface
between the departments of production
and maintenance. When teams have access
to quality processes, procedures, training, and
experienced maintenance
supervisors, they can operate more safely, effectively, and
efficiently. When
compared to unplanned breakdown work, the risks of planned maintenance
work are
significantly lower. Specifically, your CMMS work orders enable your
maintenance
planners to create a solid planning structure.
Reliability Engineers work very hard to avoid the need
for emergency and break-in work, and
they rely heavily on feedback from trades
people during these times. Furthermore, many hours
are spent attempting to
increase “Tool Time” and reduce waste by making job duties more
efficient.
INITIATE > PLAN > SCHEDULE

Initiate
The initiate
stage is where your company will aggregate all known maintenance requirements
into a single place. Ensuring quality
in this space by reviewing and approving new work
minimises waste in the
planning efforts and will avoid duplication.
Here, your organisation
must evaluate all aspects of how to locate
records, classify, and prioritise duties required to
maintain asset health.
Inspections and observations, condition monitoring activities,
preventative and
predictive maintenance tactics, and other improvement work are just a few
examples of locations where work will be discovered.
Work will
be initiated by a work request or notification, depending on your CMMS and
there
should be an established procedure for your company’s expectations for
initiating work.
In an
ideal world, the initiator would be able to assign a risk score to their
request. Initiators
must raise their requests at the correct asset level; quite
often, multiple users will create
requests for the same problem at different
asset levels, and those charged with reviewing and
approving new work cannot be
expected to remember every work request they engage with;

these will fall
through the cracks, causing planners to spend a significant amount of time
cleaning up this data.
All new
work requests should be evaluated and authorised once a day in a meeting by at
least
two individuals. Work requests should include adequate detail, and if
they don’t, they should be
rejected, comments added, and the CMMS should route
this work request back to the initiator.
Prior to approval, there should be
only one problem per work request and a risk-based
approach for deciding the
final priority of the job.
Plan
Maintenance
planning includes determining the scope of work required, challenging the
priority
of this work, estimating labour requirements and equipment downtime
duration.   All materials
are to be
identified and procured, all standard and special tooling listed, support equipment
required, and skills needed.   The work
will need to be scoped and then work instructions
created, including management
of safety or environmental risks.    Tasks
are to be consolidated
and logically sequenced and work packages created for
each sequence.
Maintenance tasks should only be planned once as long as the
Planner applies adequate quality
to Work Orders. Review criteria must be
followed when reviewing planned work orders before
incorporating them into
upcoming schedules and any work orders coded as “planned” that do not
meet the quality criteria must be rejected, comments added, and your CMMS
should route this
work order back to the planner for re-planning.
Schedule
When you have
a quality scheduling process in place, you review the quality of all work
orders
coded as fully planned and the approved list of fully planned work
orders will ensure your
ability to optimise future production and maintenance
activities and maximise your company’s
ability to be cost effective.
Production
requirements, sales commitments, available labour resources, the availability
of
materials, tools, and support equipment must all be considered during the
scheduling process.
The goal is to create a timetable that minimises the impact
on production while ensuring that
maintenance work is completed in an efficient
and cost-effective way.
The
schedule build process should be thoroughly documented and approved by all
stakeholders.
Meetings must be scheduled with adequate time allocated and
attendance should be mandatory.
Personnel
from maintenance, operations, stores, and contractors should be included as
stakeholders, and they should actively participate to the formulation of the schedule. Labour

estimates should be extended out at least three months to encourage scheduling approved
planned work orders as far out into the future as feasible, rather than just
next week.
To
optimise downtime and resources, work should be grouped/bundled into the physical
locations that will be affected. To ensure awareness of upcoming work, the
approved schedule
should be distributed to all employees. Any statutory or
regulatory work in the schedule should
be distinguished from routine
maintenance task to emphasise the significance of this work.
MAINTENANCE PLANNING & SCHEDULING
The main duty of the members of the Planning and Scheduling Team is to make sure that
business strategies are converted into
formats that can be implemented in the workplace effectively and efficiently, enabling smooth
operations, asset utilisation, maintaining your right to
operate, and of course, ‘making money’.
Quality processes are required to ensure that Work Orders are planned and scheduled to the
highest standard possible and completed

within the allowed execution windows.

The maintenance department is responsible for ensuring effective asset management system
usage through the creation of high-quality work orders and planning processes. To have the
greatest influence on all tasks that are related to execution in your operation, all tasks must be
scheduled using work orders and relevant business procedures.
PLAN A WORK ORDER WITHIN THE CMMS
The maintenance work that needs to be done is determined by planning a work order.
This includes determining the scope of the work that needs to be done, assigning an initial
priority to this work, estimating labour costs and equipment downtime, identifying the
materials, tooling, equipment, and skills that are required, developing work instructions,
including management of safety or environmental risks, and grouping tasks into logically
sequenced work packages.
In order to maximise the long-term value creation from an asset, we prepare an approved list
of completely planned work orders with the goal of optimising future production and
maintenance activities. It requires taking into account the need for production, sales
obligations, the labour force that is available, materials, tools, and equipment. The goal is to
create a timetable that minimises the impact on production while ensuring that the necessary
maintenance work is completed effectively and affordably.

Before a work order can be said to be fully planned, the scope of the work must be evaluated.
The work should be broken down into a number of phases or tasks that define the logical steps
in the order that they would typically be executed, such as Pre-work Preparation, Work
Execution, and Post-work Execution. To guarantee that the work can be completed safely,
effectively, and to the desired degree of quality, sufficient detail must be given in the task
description. The necessary information and needs are provided using the specifics for each
phase. Along with fundamental trade skills, each phase should specify the parts that need to be
worked on, the results that are expected, and the precise procedures that will be applied.
When a task involves diagrams, data tables, or images or has a high level of complexity, a
technical instruction should be included to the work order. Where one is utilised, a link to the
attached document should be included in the job detail. All trade types, materials, services, and
tools, in particular specialised tools necessary for carrying out the work must be identified and
included in the work order. Where appropriate all this information should be identified at
task level. Individual task durations should be evaluated as part of the formulation of the work
plan in order to help determine an accurate estimate for the duration of the entire job. All
hold points, quality assurance checks, critical measurements, and so on must be properly
identified in the work order tasks, and any inspection and testing methods must be included.
WHEN PLANNED WORK CANNOT BE COMPLETED

The Maintenance Supervisor should highlight the hazards involved with rescheduling
maintenance work, which should then be reviewed and approved by the Maintenance
Superintendent.
This rescheduled work’s criticality ranking will determine how far into the future it will
appear. Because postponing work is disruptive and sometimes potentially hazardous, you should
make rescheduling task stand out by coding these jobs with HSEC and business
implications.This data should be regularly analysed by reliability engineers and in some
situations avoiding rescheduling a specific task is just as critical to a firm as responding
swiftly to an equipment breakdown.
PRODUCTION PLANNING & SCHEDULING

Your company should consider creating an operational plan that includes all plant metrics into a
model that replicates plant operation in addition to a comprehensive maintenance management
plan. A production profile must be created in order to compare performance against
predetermined goals such as Budget versus Expectation. This makes it possible to optimise
stakeholder benefit by adjusting a production strategy for the review period.
You must create one prognostic operating plan by combining all production, routine
maintenance, and major outage planning activities when creating your operating plan for each
period.
The Maintenance & Production Departments must be coordinated; look as far into the future as
is practical, with as much accuracy as is manageable and work together to create an effective
operating plan. This will give your company a single stream of verified information that can be
used to demonstrate your future business intentions & capacities.
Operations may be impacted by both internal and external influences and how well you can
coordinate and manage these aspects will determine how successfully you can plan and carry out
crucial business tasks like upcoming planned outages.
Production and maintenance personnel carefully analyse your vital data to create future
strategies and plans that specify the critical actions and events that must happen. It is crucial
that these two plans merge into a single, approved operating plan.
This will give your company agreed-upon and approved critical data that can be entered into
the production model and allow for precise forecasting, precise reporting, the provision of key

performance information to stakeholders, and the establishment of a timeline for carrying out
future actions.
There will inevitably be moments when we have to stop producing in order to accommodate
scheduled events. There are a number of causes for this, therefore it’s crucial to consider all
of your options in order to minimise the impact outage events may have on your costs per unit
of throughput. Your operating plan is the finest tool you will have to present this information,
so it is crucial that you understand and are aware of the business demands.
Your operational plan will only be as effective as the information you offer, which is why it is
increasingly important to plan and carry out future outage situations with more accuracy and
effectiveness.
Not all outages affect the entire operation, and you will frequently be able to stop production
in one or more parts of the plant without significantly affecting our capacity to produce,
provided that the length of these events does not go beyond a certain point and that the
shutting down of the affected parts can be done in a planned manner.
All departments must all be open and honest with one another when it comes to this information
if you are ever going to be able to fully understand the significance of the crucial choices made
about the functioning of the plant. Your capacity to precisely identify and clearly
comprehend the effects of any potential future occurrences and how they can impede you from
meeting your production requirements will determine how accurate your long-term planning will
be. The priority of any activities you develop in response will be determined by this.
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