Maintenance Planning and Scheduling Handbook

Transcription

1 Maintenance Planning and Scheduling Handbook Third Edition Doc Palmer Me Graw Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto

2 Foreword Preface Preface to First Edition Acknowledgments Prologue: A Day in the Life May 10, 2020 Bill, Mechanic at Delta Ray, Inc., No Planning Sue, Supervisor at Zebra, Inc., No Planning Juan, Welder at Alpha X, Inc., Has Planning Jack, Planner at Johnson Industries, Inc Charles, Predictive Maintenance Technician at Beta X, Inc., No Scheduling xxv xxvii xxix xxxiii xxxv xxxv xxxvii xxxvii xxxviii xxxix 1 The Business Case for the Benefit of Planning (Why Do Planning?) 1 Company Vision 1 Why Improvement Is Needed in Maintenance 3 What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools) 4 Increase Your Workforce Without Hiring 7 Case Study: The Practical Result of Planning Is Freed-Up Technicians 8 "World Class" Wrench Time 8 The Specific Benefit of Planning Calculated for Labor Only 11 The Specific Benefit of Planning Calculated beyond Labor: The Ultimate Benefit 12 Plant Staffing Level 14 Why Does This Opportunity Exist? 15 Quality and Productivity: Effectiveness and Efficiency 20 Planning Mission 21 Frustration with Planning 22 W. Edwards Deming 22 Peter F. Drucker 24 Summary 24 Overview of the Chapters and Appendices 24 IX

3 Contents 2 Planning Principles (What Makes Planning So Frustrating and What Makes It Work?) 29 The Planning Vision: The Mission 29 Principle 1: Separate Group 31 Illustrations 35 Principle 2: Focus on Future Work 36 Institutionalizing Plant Knowledge 41 Emergencies 42 Case Study: Insist on Using the Job Plan Module 42 Illustrations 43 Principle 3: Component Level Files 44 Illustrations 48 Caution on Computerization 50 Principle 4: Estimates Based on Planner Expertise 51 Illustrations 58 Principle 5: Recognize the Skill of the Crafts 60 Illustrations 67 Principle 6: Measure Performance with Work Sampling 69 Illustrations 72 W. Edwards Deming 73 Peter F. Drucker 76 Planner Liability 77 Summary 79 Case Study: Plant with Only Planning 80 3 Scheduling Principles (Why Do We Have to Do Scheduling and What Makes It Work?) 83 Why Maintenance Does Not Assign Enough Work 83 Advance Scheduling Is an Allocation 87 Principle 1: Plan for Lowest Required Skill Level 90 Illustrations 93 Principle 2: Schedules and Job Priorities Are Important 94 Illustrations 95 Case Study: New Supervisor 96 Case Study: Honoring the Schedule 97 Principle 3: Schedule from Forecast of Highest Skills Available Illustrations 101 Principle 4: Schedule for Every Work Hour Available 102 Illustrations 105 Principle 5: Crew Leader Handles Current Day's Work 106

4 Contents xi Peters and Waterman, In Search of Excellence, "Tight and Loose" 110 Illustrations 110 Principle 6: Measure Performance with Schedule Compliance Ill Illustrations 116 W. Edwards Deming 117 Peter F. Drucker 118 Summary 119 Case Study: Plant with Planning Plus Scheduling Success Only After Dealing with Reactive Maintenance (What If Something Breaks?) 121 Proactive versus Reactive Maintenance 122 Extensive versus Minimum Maintenance 127 What Kind of Job Plan Is That!?! 128 Case Studies Illustrating Actual Industry Successes 129 Case Study: Electric Utility 129 Case Study: Chemical Plant 132 Case Study: Food Processing : 136 Case Study: Facilities Case Study: Facilities Case Study: Paper Mill 140 Case Study: Wastewater Treatment Plant 141 W. Edwards Deming 142 Peter F. Drucker 142 Summary Basic Planning (Let's Plan a Work Order) 145 A Day in the Life of a Maintenance Planner 145 Work Order System '. 148 Planning Process 151 Work Order Form 153 Coding Work Orders 155 Using and Making a Component Level File 158 Scoping a Job Troubleshooting 161 Performance Testing or Engineering 162 Illustrations 163 Engineering Assistance or Reassignment 164 Developing Planned Level of Detail, Sketching and Drawing 165

5 XJj Contents Job Plan Template 167 Attachments 168 English Craft Skill Level 170 Estimating Work Hours and Job Duration 173 Not Placing Time Estimates on Individual Job Plan Steps Parts 178 Equipment Parts List 179 Purchasing 180 Storeroom, Reserving, and Staging 181 Special Tools 182 Job Safety 184 Confined Space, 184 Material Safety Data Sheets 185 Estimating Job Cost 186 Contracting Out Work 188 Insulation 189 Other Contracted Out Work 190 Closing and Filing Feedback after Job Execution 191 Three Types of Feedback and Cautions with "Failure" Codes 191 Six Ways to Encourage Getting Feedback 195 Wastewater Treatment Industry Example 208 W. Edwards Deming 225 Peter F. Drucker 226 Summary Advance Scheduling (Let's Create a Schedule) 227 Weekly Scheduling. 227 Forecasting Work Hours 228 Sorting Work Orders 234 Allocating Work Orders 242 Common Sense for Interruptible and Other Work 254 Formal Weekly Schedule Meeting 255 Staging Parts and Tools 257 What to Stage 258 Where to Stage 260 Who Should Stage 263 The Process of Staging 263

6 Contents xiii W. Edwards Deming and Peter F. Drucker on Quotas, Benchmarks, and Standards 264 Summary 267 Daily Scheduling and Supervision (What Should the Supervisor Be Doing?) 269 A Day in the Life of a Maintenance Supervisor 269 Assigning Names 273 Coordinating with the Operations Group 280 Handing Out Work Orders 282 During Each Day 284 Avoiding Common Pitfalls That Wreck the Schedule 286 W Edwards Deming and Peter F. Drucker on Supervision 287 Summary 288 Forms and Resources Overview (Tools That Planners Use) 289 Forms 290 Deficiency Tags 291 Resources 300 Component Level Files Minifiles 300 Equipment History Files (Including System Files and Minifiles) 304 Technical Files 307 Attachment Files 308 Vendor Files 308 Equipment Parts Lists 309 Standard Plans 309 Lube Oil Manual 312 MSDS 312 Plant Schematics 313 Rotating or Critical Spares Program 313 Security of Files 315 Summary 315 The Computer in Maintenance (How Computers Can Help and Hinder Planning) 317 A Day in the Life of a Maintenance Planner (Using a CMMS) 318 The Planner Must Use the CMMS Job Plan Module 322 What Type of Computerization 324 Software Already in Use 324 Single User or Larger Network 325

7 XJV Contents Creating versus Purchasing a Commercial CMMS 325 Interfacing a CMMS with a Company Financial System Benefits with the CMMS 326 Standardizing Work Processes 327 Inventory Control 327 Information for Metrics and Reports 328 Finding Work Orders 328 Linking Information to Equipment 330 Common'Database 330 Scheduling 330 PM Generation 330 Problem Diagnosis and Root Cause Analysis Support 331 Cautions with the CMMS 331 Faulty Processes 331 Reliability and Speed 332 Data Protection 332 Improper Costing 333 Employee Evaluations 333 Goldfish Bowl 333 Unnecessary Metrics 334 Eliminate Paper? 334 Jack of All Trades, Master of None 335 Artificial Intelligence 336 Templates 336 User Friendly 336 Cost and Logistics 337 Selection of a CMMS 338 Team 338 Process 338 Specific Planning Advice to Go Along with a CMMS 340 Advanced Helpful Features for Planning and Scheduling 341 Summary How Planning Interacts with Preventive Maintenance, Predictive Maintenance, and Project Work 343 Preventive Maintenance and Planning 343 Predictive Maintenance and Planning 348 Project Work and Planning 350 Taking Over Contractor Project Work 350 Helping Engineering Without Losing Planning 351

8 Contents XV 11 Control (How Do We Control Planning Itself and What Are Associated KPIs for Planning and Overall Maintenance?) 353 Organization Theory 101: The Restaurant Story 353 Selection and Training of Planners 356 Key Process Indicators (KPIs) 358 Overall Plant Performance 358 Proactive versus Reactive 360 Reactive Work Hours 361 Work Type 362 Six Sigma Application of "Function Reasoning" 363 KPIs for Scheduling (Is Scheduling Working?) 364 Schedule Compliance (or Success) and Labor Forecast 365 Wrench Time 369 Work Orders Completed 370 Backlog Management 370 Backlog Work Hours 371 Case Study: Backlog Management 372 KPIs for Planning (Is Planning Working?) 374 Planned Coverage 374 Minifiles Made 375 Defect Work Orders That Wreck Planning 376 Helpful Feedback 377 Summary Shutdown, Turnaround, Overhaul, and Outage Management Different Types of Outages 380 The Changing Nature of Outages over Time as Reliability Improves 381 Planning Individual Work Orders for Outages 382 Moving from Weekly Maintenance to Outage Maintenance 382 Accuracy of Task Estimates 383 Cycle of Improvement: The Outage Report 385 Good Libraries 386 Notebooks and Checklists.'. 386 Meetings and Critiques 387 Project Closeout Reports 387 Controlling the Scope of Outages 388 Knowing Purpose 388 Outage Strategies 389

9 XVi Contents When to Start Planning Outages 390 Handling Discovery Work 391 Beware Routine Rebuilds 392 Preventive Maintenance Tips 393 Tool: Work Breakdown Structure 393 Elements of the Outage Organization 394 Essentials of the Shutdown Manager Role 394 Processes Needing Identification and Mistakes to Avoid Contractors 395 _J\ Computerized Maintenance for Outages 396 < " / Maintenance Crew Supervisors 397 Planners 397 Operations 398 Defining Outage Success Conclusion: Start Planning 401 What Is Maintenance Planning? 401 Why Do Companies Need Maintenance Planning? 401 WIIFM (What's in It for Me?) 403 What's in It for Me if I'm a Technician? 403 What's in It for Me if I'm a Supervisor over a Crew? 404 What's in It for Me if I'm a Maintenance Manager? 404 What's in It for the Company? 405 Epilogue: An Alternative Day in the Life May 10, Bill, Mechanic at Delta Ray, Inc 407 Sue, Supervisor at Zebra, Inc 408 Juan, Welder at Alpha X, Inc 409 Jack, Planner at Johnson Industries, Inc 410 Charles, Predictive Maintenance Technician at Beta X, Inc 411 A Planning Is Just One Tool; What Are the Other Tools Needed? Work Order System 416 Equipment Data and History 420 Leadership, Management, Communication, Teamwork (Incentive Programs) 422 Qualified Personnel 428 Classification 429 Hiring 430 Training 430

10 Contents xvii Shops, Tool Rooms, and Tools 436 Storeroom and Rotating Spares 438 Reliability Maintenance 441 Preventive Maintenance 441 Predictive Maintenance 444 Project Maintenance 446 Improved Work Processes 449 Maintenance Metrics 449 Summary 454 B The People Side of Planning 455 The People Rules of Planning 456 Rule 1: The Planning Program Is Not Trying to Give Away the Plant's Work to Contractors 456 Rule 2: Planners Cannot Plan the Perfect Job 456 Rule 3: Planning Is Not Designed to Take the Brains Out of the Technicians 457 Rule 4: The Technicians Own the Job after the Supervisor Assigns It to Them 457 Rule 5: Planners Cannot Make the Perfect Time Estimate Rule 6: Management Cannot Hold Technicians Accountable to Time Estimates for Single Jobs 458 Rule 7: Showing What Is Not Correct Is Often as Important as Showing What Is Correct 459 Rule 8: Planners Do Not Add Value if They Help Jobs-in-Progress 459 Rule 9: Everyone Is an Adult 459 Rule 10: Everyone Should Enjoy Their Work 460 Rule 11: Everyone Should Go Home at the End of Each Day Knowing if They Have Won or Lost 461 Rule 12: Wrench Time Is Not Strictly under the Control of the Technicians 462 Rule 13: Schedule Compliance Is Not Strictly under the Control of the Crew Supervisors 462 Rule 14: It Is Better to Train Employees and Lose Them Than to Not Train Them and Keep Them 463 Rule 15: Modern Maintenance Needs to Do Less with Less. 463 Summary 464 C What to Buy and Where 465 Minifile Folders 465

11 XVJii Contents Minifile Labels 465 Miscellaneous Office Supplies 466 Equipment Tags 466 Recommended Tag Sizes and Colors 467 Wire to Hang Tags on Equipment 468 Deficiency Tags 468 Shop Ticket Holders 468 Open Shelf Files 469 CMMS 469 D Sample Forms and Work Orders 471 E Overview of Duties for Planners and Others 499 Maintenance Planner 499 New Work Orders 499 Before Job Scheduling 500 Maintenance Scheduler : 504 Maintenance Planning Clerk 505 Operations Coordinator or Gatekeeper 505 Maintenance Purchaser or Expediter 506 Crew Supervisor 506 Planning Supervisor 507 Maintenance Manager 508 Maintenance Planning Project Manager 508 Maintenance Analyst 508 F DIY (Do It Yourself) Wrench Time Study, Quick and Easy In-House 509 How Not to Measure Wrench Time 512 Setting Up the In-House Study 513 Determining a Representative Period with Enough Observations Making Observations and Respecting the Workforce 515 Organizing Data Collection 516 Example Observations 516 Interpreting the Results I 516 Summary 519 G Sample Work Sampling (Wrench Time) Study: "Ministudy" 521 Executive Summary 522 Introduction 523

12 Contents xjx Category Definitions 523 Collection of Observation Data 526 Analysis 527 Conclusions 535 Recommendations 536 Attachment A: Procedure for Measuring Workforce Productivity by Work Sampling 536 Attachment B: Work Sampling Calculations 541 H Sample Work Sampling (Wrench Time) Study: Full-Blown Study. 543 Executive Summary 544 Introduction 545 Category Definitions 546 Collection of Observation Data 549 Analysis Conclusions 604 Recommendations 609 Attachment A: Procedure for Measuring Workforce Productivity by Work Sampling 609 Attachment B: Work Sampling Calculations 613 I Special Factors Affecting Productivity 615 Wrench Time in Exceptional Crafts and Plants 615 Blanket Work Orders 616 Empowering versus Scheduling 617 Definitions and Details 618 Empowered to Do What? 618 Proper Empowered Responsibility between Planning and Crew Supervision 620 The Result of Proper Empowerment 621 Schedule Compliance 623 Major Causes 624 Overloaded Schedule 625 Crew Not Making It 627 Schedule Breakers...->.._ 627 Low Producing Crews 631 Priority Systems 635 Major Causes 635 Choice 638 No Priority System in Reality 639

13 XX Contents Gaming the Priority System 640 Summary 644 J Work Order System and Codes 645 Introduction 646 Work Flow 646 Work Order Form and Required Fields 649 General Information 649 CMMS Instructions for Plant-Wide Use 652 Codes 652 Priority,, 652 Status 653 Department and Crew 654 Work Type 656 How Found 657 Plan Type 658 Outage 659 Plant and Unit 660 Equipment Group and System 661 Equipment Type 681 Problem Class, Problem Mode, Problem Cause, Action Taken Work Order Numbering System 688 Current Numbering System 688 Previous Numbering Systems 688 Notes 689 Manual Distribution 689 K Equipment Schematics and Tagging 691 Equipment Tag Numbers 691 Equipment Tag Creation and Placement 696 Summary 697 L Computerized Maintenance Management Systems and Scheduling with Excel Spreadsheets 699 Planning Principles versus Using a CMMS 699 Helpful Features for Planning and Scheduling 700 User Friendly 700 Speed Is Everything 701 Reliability Is Second 702 Inventory Help 702

14 Contents xxi Is This a Modification? Rework? Call Out? 702 Deficiency Tag 703 Outage and Clearance versus Status 703 Priority 704 How Found 704 Attachment or Link 704 Equipment Module 704 Types of Projects 704 Patches 705 Upgrades 705 Changing Systems 705 New Systems 705 Big Glitches in Real Systems 706 Death March Projects 707 What They Are 707 Why They Happen 708 Key Points to Survival 709 Planning a CMMS Project 710 Work Request for a CMMS 710 Planning for a CMMS 710 Staffing 712 Scope 712 Project Plan 714 Parts 714 Special Tools 715 Work Order Module Test Script 717 Procedure 718 Signoff 721 Train 721 How to Order a Storeroom Part 722 Estimated Job Cost 723 Ongoing Support 723 Scheduling with Computer Spreadsheets 724 The MPSH Scheduler Excel Spreadsheet 725 Perspective 725 M Establishing and Supporting a Planning Group (Barriers and Aids to Success) 727 Setting Up a Planning Group in a Traditional Maintenance Organization for the First Time 727

15 1 n.. XXII Contents Organization and Interfaces 730 Planners 732 Workspace Layout 736 Management and Control 737 Redirecting or Fine-Tuning an Existing Planning Group 737 Considerations 739 Older Facilities versus Newer Facilities 739 Facilities under Construction 739 Centralized versus Area Maintenance Considerations 739 Traditional versus Self-Directed Work Teams 740 Aids and Barriers Overview 740 Major Areas of Planning Management 743 Organize Establish a Planning Group 743 Plan Plan Enough Jobs for One Week 746 Schedule Schedule Enough Jobs for One Week 750 Execute Execute Scheduled Jobs and Give Feedback 752 Ongoing Keep Planning and Scheduling Ongoing 754 Key Aids and Barriers 757 Management Support Sponsor a P&S System 757 Supervisor Support Follow a P&S System 759 Technician Support Follow a P&S System 761 Right Planner Create Positions and Select the Right Planners 763 Planner Training Have Trained Planners 765 Urgent Breakdowns Utilizing P&S in a Reactive Environment 767 Technician Interruptions Deal with Planner Distractions 768 Equipment Tags Have Tags on Equipment 770 Files Have Effective Files 772 Purchasing Buy Timely Nonstock Parts 774 Work Order System Have an Effective Foundation 775 CMMS Have a Helpful Computer System 777 Special Circumstances 779 Improve Existing Planning Turn Around an Existing Group 779 New Plants or Units Establish Effective Planning 781 Self-Directed Teams Use Planning and Scheduling 783 Summary 784

16 Contents XXiii N Example Formal Job Description for Planners 785 Maintenance Planner 785 Duties 785 Minimum Qualifications 786 O Example Training Tests 787 Maintenance Planning Test Number Maintenance Planning Test Number Maintenance Planning Test Number Answers to Tests 794 Test Test Test P Questions for Managers to Ask to Improve Maintenance Planning 797 Q Contracting Out Work 801 Why Contract Out Work? 802 Why Contract Out Maintenance? 803 Problems with Contracting Out Work 805 Problems with Contracting Out Maintenance 805 Alternative Forms of Contracting Out Work 807 Contracting Out All of Maintenance and Operations 807 Contracting Out All of Maintenance 808 Contracting Out All the Labor within Maintenance 808 Contracting Out Lower Skills 809 Contracting Out Unusual Tasks or Other Tasks Requiring Special Expertise 809 Contracting Out to Supplement Labor 809 Increasing In-House Maintenance Management Expertise 810 Arbitration Considerations for Contracting Out Work 811 Impact on Employees 812 Work Type and Equipment 817 Reasonableness and Extent Justified by Employer 820 Good Faith 824~ Summary 826 References 826

17 XXJV Contents R Concise Text of Missions, Principles, and Guidelines 829 Maintenance Planning Mission Statement 829 Maintenance Planning Principles 829 Maintenance Scheduling Principles 830 Guidelines for Deciding if Work Is Proactive or Reactive 831 Guidelines for Deciding if Work Is Extensive or Minimum Maintenance 831 Guidelines for Deciding Whether to Stage Parts or Tools 832 Guidelines for Craft Technicians to Provide Adequate Job Feedback 833 Glossary 835 Bibliography 839 Index 843