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‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 

          The Top 10 Reasons Maintenance Planning is Not Effective
                                                  by Ricky Smith CMRP

    #1: We don’t really know what good looks like.




                                                                                                                      
                                        “you don’t know, what you don’t know”
           




For Questions or Comments: rsmith@gpallied.com                                                                                   Page 1 

 
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 

          #2: Not knowing the True Wrench Time of your Maintenance Staff?

                         “Average Wrench Time of a Reactive Organization – 10 to 30%”

                        “Average Wrench Time of a Proactive Organization – 55 to 70%”




              “Do not your blame your staff for standing around or running for parts,
                     effective maintenance planning mitigates this problem”




For Questions or Comments: rsmith@gpallied.com                                                                                   Page 2 

 
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 


          #3: The True Definition of Maintenance Planning has never been written
          down and followed based on known Best Practices.

                                                 Maintenance Planning Definition

                     The Identification of the parts, tools, procedures, coordination, and
             standards/specifications required for effective maintenance work in order to increase
                               wrench time and asset availability and reliability.




          “Are you confused about what a Maintenance Planner should be doing”


          #4: We don’t understand the difference between “Planning” and
          “Scheduling.”

                “Maintenance Planning” is the Identification of the parts, tools, procedures,
             coordination, and standards/specifications required for effective maintenance work in
                      order to increase wrench time and asset availability and reliability.



          “Maintenance Scheduling” is to ensure the right personnel are at the right place at the
           right time to minimize interruption to operation/production; this includes maintenance,
                            production, engineering, safety, and contractors, etc.

          “Without a true definition of maintenance planning, you will never achieve
          your goal of optimal reliability at optimal cost”




For Questions or Comments: rsmith@gpallied.com                                                                                   Page 3 

 
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 

          #5: Maintenance Planners or Planner/Schedulers are not trained by a true
          Maintenance Planning and Scheduling Professional?

          If companies understood the true value of a fully trained maintenance planner they
          would spare no expense to have them trained and coached by a true professional
          (check references). Think about how a trained and skilled planner benefits an
          organization;
                Increase wrench time (be sure the maintenance supervisor is trained as well)
                 increases from 20% to 40%. Maintenance is now completing 100% more work
                 and equipment failures have reduced at a rate never seen before.
                Everyone in maintenance and production must understand how maintenance
                 planning works.
                A maintenance planner does not reactive to daily problems; this is the
                 supervisor’s function. They do not rush parts or help as a maintenance tech.

        “Without a true master trainer/coach you can never achieve excellence”



          #6: We think it is all about the Planner, and the rest of us can still be
          reactive.

                   Do not blame maintenance leadership because of their reactive mind set. They
                    were taught this way by someone else.
                   How do you change this way of thinking? By visiting a company who has
                    proactive planning in place and the results of equipment reliability proves it.

                       “If their thinking does not change maintenance planning will
                                             always be reactive”




For Questions or Comments: rsmith@gpallied.com                                                                                   Page 4 

 
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 



          #7: Materials Management is operated in a highly reactive, non-focused
          state.

                   Materials Management will not kit parts in a kitted area or drop parts at a specific
                    location near the work site the day or evening prior.
                   Materials Management does not operate a min/max/safety stock inventory based
                    on a criticality assessment of parts.
                   Materials Management does have vendors trained to deliver the right part, at the
                    right time, with the right quantity.
                   Materials Management Scorecard is not posted for all to see;
                        o % of time parts are delivered on time
                        o % of time stock level of critical parts drop below safety stock
                        o % of time parts are kitted and delivered for work planned by the
                             maintenance planner (these parts must be in a secured area)
                        o % of parts validated it meets what is recorded in the CMMS/EAM
                        o Vendor with the highest record of parts delivered late
                   Materials Management does not perform PM on highly critical stores items such
                    as large motors, bearings, etc.

    “This is not about a Department or People, it is all about a Proactive Process
                    followed and committed to by management”

                    “He who lives in a glass house should not throw stones”




For Questions or Comments: rsmith@gpallied.com                                                                                   Page 5 

 
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 

#8: Preventive Maintenance is conducted and yet failures continue! We might
have a poor design.

What is happening is the PM program is not effective. Sure we meet PM Compliance however
we do not measure the failure rate or Mean Time Between Failure or Mean Time Between
Repair of the assets we PM.

An ineffective PM or PdM program takes away resources and time which could be used in a
proactive state.




        Example of Results from an Actual PM Evaluation; ineffective PMs pulls
          resources needed for proactive planning into reactive Maintenance




For Questions or Comments: rsmith@gpallied.com                                                                                   Page 6 

 
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 

#9: No focus, or little focus on Prevention or Identification of Failure Modes!

Failure Modes is what we want to prevent or Identify early enough we so failure will not
occur. A good example of Prevention would be Conducted Known Best Lubrication
Practices to Industries Standards. A good example of early Identification is the use of
ultrasound to identify a defect, or abnormality, early enough we can plan the job and
schedule it early enough failure does not occur. See the example below.




                         “Key Element of a Proactive Maintenance Strategy”




For Questions or Comments: rsmith@gpallied.com                                                                                   Page 7 

 
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 

#10: No one has the right Key Performance Indicators for Maintenance Planning!

Key performance indicators are identified to provide a planner if they are headed in the right
direction or not. Knowing where you are is the first step to success. These KPIs should be
posted for all to see and measured on a weekly basic and must be defined and truly
measurable. It is ok to have a KPI which is not performing to expectations, what is not ok is
doing nothing about it. A few KPIs you may use are:

         % of Planned Work – The percent of all jobs which are planned. A Planned job is to have
          parts kitted, special tools identified, repeatable/effective procedures, coordination
          identified, and standards/specifications identified at the minimum
         % of Rework – The percent of planned jobs which required someone to go back to the
          same asset to for the same reason within 90 days.
         Average Mean Time Between when Parts are ordered (by the planner not purchasing)
          and delivered to the Planner’s kitted area.
         % of Scheduling Meeting where all parties who are to be coordinated with join the
          weekly scheduling meeting by functional area.
         % of Time when a part of reserved in storeroom and released to someone without the
          planner who reserved it allowed it to be release for something other than a planned job.




                                                                                                                                 
                                                   Developed by Ricky Smith CMRP
For Questions or Comments: rsmith@gpallied.com                                                                                      Page 8 

 

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