The 3 Must Dos for Maintenance Planning and Scheduling

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1 The 3 Must Dos for Maintenance Planning and Scheduling "Simple Ideas" Presented by: Mike Gehloff The Core Problem Challenge Most maintenance staff actually work 2-4 hours a day (Effective Hours) Effective Direct work is low Lack of effective Planning Lack of effective Scheduling Inadequate Coordination Across all Departments 70-80% of equipment failures are Human-Induced Not using a torque wrench Not knowing specifications Not having the right part at the right time Improperly handling and installing bearings No repeatable, effective PM, Corrective, Lube Procedures Do any of us have real faith in our proactive maintenance approach? Wrench Time Where did the time go? Copyright 2005 Services Group

2 Planning s Goal: The Proactive Approach Identifying the parts, tools, procedures, and standards/specifications required for effective maintenance work, to increase wrench time and optimize reliability. Planning is key to the success of Precision Maintenance Lean Towards Proactive Work TRANSITION Lean Towards Proactive Work Two Avenues of Improvement: Design of the Proactive Maintenance Plan Execution of the Proactive Maintenance Plan TRANSITION Copyright 2005 Services Group

3 Terminology Planning: Performing research and determining the requirements of a task to be performed in the future WHAT, HOW, WHERE, WHY, WHEN, WHO Scheduling: The act of aligning available resources to the work backlog and placing it on the calendar WHEN, WHO Coordination: Reacting to emergencies and making adjustments to the schedule in real time based on priorities Must Do #1 PLANNERS FOCUS ON THE FUTURE A Maintenance Planner Does Not Plan Emergency Work Expedite Parts Schedule Work Schedule Routine Activities Act as a Relief Supervisor Maintain a Storeroom Act as a Clerk Perform the Buyer Function Pick up the tools and fill in for emergencies Engineer (Design) Jobs Not the Plant Engineer or the Plant Engineer s Assistant Copyright 2005 Services Group

4 Work Management - Core Beliefs Work Management Core Beliefs 1. Planners remain focused on FUTURE WORK. 2. Planners do not chase parts for jobs in progress. 3. Supervisors and crew leads handle the current day s work and problems. 4. Faced with the choice, a line supervisor must concentrate on today s problems rather than work on future (even tomorrow s) activities. 5. There is no such thing as a perfectly planned job continuous improvement is a must. 6. All stakeholders must share the same priorities active communication on priorities is an absolute requirement. Planners Must Add Value Planners battle and eliminate losses and delays from maintenance and its related activities The planner s efforts are measured by: Feedback on the completed work orders (job plan quality) The size of the Waiting for Schedule backlog (measured in weeks 2 weeks minimum) Example Backlog Calculation Total Required Man-Hours (Ready Status) on all Work Orders in the System = 1000 hours 7 Mechanics 3 Electricians 1 Planner 1 Maintenance Supervisor 40 hours per week for each resource Total Available Man Hours = 400 hrs/week Total Backlog = 2.5 weeks Copyright 2005 Services Group

5 Must Do #2 THE ENTIRE ORGANIZATION MUST PARTICIPATE Roles and Responsibilities Maintenance Planner Develops new Job Plans maintains Job Plan Library Maintains accurate equipment specifications, info, and parts lists Communicates with: Production Operators Supervisors Manages the Ready Backlog keeps the pipeline full Provide a good craftsperson with enough information to reduce the incidence of delay due to craftspeople seeking information or instructions Scheduling Team Consider production requirements, work priorities, and budgets when establishing the work schedule Actively communicate priorities at the Scheduling Meeting develop common priorities based on needs Review the Backlog and publish a Weekly Schedule Schedule for 100% Usage of Available Resources when developing the schedule Actively communicate the schedule to all affected resources Coordinator Assign resources and execute to the published schedule React to emergencies and make spot changes to the schedule Ensure feedback is provided to both the Planners and the Scheduling Team to maximize efficiency in the future Communicate changing priorities back to the Scheduling Team on a daily basis RACI Planning and Scheduling Roles and Responsibilities R = Responsible A = Accountable (only 1) C = Consult I = Inform Identify Work Document in CMMS Develop the Weekly Work Schedule Develop Job Plans Monitor Backlog and React Accordingly Communicate Current Schedule Assign Resources to Jobs Order Specialty Parts React to Daily Schedule Changes Plan Emergency Work Maintain Accurate Equipment Specifications and Parts List Maintain Performance KPIs Develop a Craft Skills Training Plan Ensure the Maximum Use of all Available Resources Visit Craftspeople on the Job and Give them Work Instructions Formally Report Findings from Work on Work Orders - Feedback Planner Craftsperson Maintenance Supervisor Operators Operations Supervisor Stores/Procurement Copyright 2005 Services Group

6 Emergency Work Protocol Emergencies are unavoidable with discipline, we can reduce the frequency and impact of these events We must not try to plan for emergencies, but rather allow the daily coordination function (front line supervision) to handle these events In order to prevent abuses, we must define a protocol for emergencies What qualifies? What does not? Who decides? Who responds? On major emergency jobs, a work order should still be completed in order to document history and parts Must #3 COMMUNICATE ACTIVELY NOT PASSIVELY Routine Schedule Development Activities to Develop Next Week s Schedule DAILY REVIEW and COORDINATION of THIS WEEK S SCHEDULE Copyright 2005 Services Group

7 Documenting the Outage Schedule BAD BETTER BEST Outage Plan: Outage Preparation Matrix The War Room Contact List Actual Status Update Key 28 Job Plan Gantt Charts Outage Preparation Status Matrix Copyright 2005 Services Group

8 Visual Management of Progress Recap Must #1: Planners Focus on the Future Must #2: The Entire Organization Must Participate Must #3: Communicate Actively Not Passively Questions? Mike Gehloff GP Copyright 2005 Services Group

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