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Palmer, Richard (Doc) D.. Maintenance Planning and Scheduling Handbook. McGraw-Hill Professional, 2005.

Maintenance Planning and Scheduling Handbook

Authors: Richard (Doc) D. Palmer

Published:  December 2005

eISBN: 9780071501552 007150155X | ISBN: 9780071457668
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  • Contents
  • Foreword
  • Preface
  • Preface to First Edition
  • Acknowledgments
  • Prologue: A Day in the Life—May 10, 2010
  • Chapter 1. The Benefit of Planning
  • Company Vision
  • Why Improvement Is Needed in Maintenance
  • What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools)
  • How Much Will Planning Help?
  • The practical result of planning: freed-up technicians
  • "World class" wrench time
  • The specific benefit of planning calculated
  • Why does this opportunity exist?
  • Quality and Productivity Effectiveness and Efficiency
  • Planning Mission
  • Frustration with Planning
  • Summary
  • Overview of the Chapters and Appendices
  • Chapter 2. Planning Principles
  • The Planning Vision; The Mission
  • Principle 1: Separate Department
  • Illustrations
  • Principle 2: Focus on Future Work
  • Illustrations
  • Principle 3: Component Level Files
  • Illustrations
  • Caution on computerization
  • Principle 4: Estimates Based on Planner Expertise
  • Illustrations
  • Principle 5: Recognize the Skill of the Crafts
  • Illustrations
  • Principle 6: Measure Performance with Work Sampling
  • Illustrations
  • Summary
  • Chapter 3. Scheduling Principles
  • Why Maintenance Does Not Assign Enough Work
  • Advance Scheduling Is an Allocation
  • Principle 1: Plan for Lowest Required Skill Level
  • Illustrations
  • Principle 2: Schedules and Job Priorities Are Important
  • Illustrations
  • Principle 3: Schedule from Forecast of Highest Skills Available
  • Illustrations
  • Principle 4: Schedule for Every Work Hour Available
  • Illustrations
  • Principle 5: Crew Leader Handles Current Day's Work
  • Illustrations
  • Principle 6: Measure Performance with Schedule Compliance
  • Illustrations
  • Summary
  • Chapter 4. What Makes the Difference and Pulls It All Together
  • Proactive versus Reactive Maintenance
  • Extensive versus Minimum Maintenance
  • Communication and Management Support
  • One Plant's Performance (Example of Actual Success)
  • Desired Level of Effectiveness
  • Summary
  • Chapter 5. Basic Planning
  • A Day in the Life of a Maintenance Planner
  • Work Order System
  • Planning Process
  • Work Order Form
  • Coding Work Orders
  • Using and Making a Component Level File
  • Scoping a Job
  • Troubleshooting
  • Performance testing or engineering
  • Illustrations
  • Engineering Assistance or Reassignment
  • Developing Planned Level of Detail, Sketching and Drawing
  • Attachments
  • English 101
  • Craft Skill Level
  • Estimating Work Hours and Job Duration
  • Parts
  • Equipment parts list
  • Purchasing
  • Storeroom, reserving, and staging
  • Special Tools
  • Job Safety
  • Confined space
  • Material safety data sheets
  • Estimating Job Cost
  • Contracting Out Work
  • Insulation
  • Other contracted out work
  • Closing and Filing Feedback after Job Execution
  • Summary
  • Chapter 6. Advance Scheduling
  • Weekly Scheduling
  • Forecasting work hours
  • Sorting work orders
  • Allocating work orders
  • Formal Weekly Schedule Meeting
  • Staging Parts and Tools
  • What to stage
  • Where to stage
  • Who should stage
  • The process of staging
  • Outage Scheduling
  • Planning work orders for outages
  • Key concepts in scheduling for outages
  • Quotas, Benchmarks, and Standards Addressed
  • Summary
  • Chapter 7. Daily Scheduling and Supervision
  • A Day in the Life of a Maintenance Supervisor
  • Assigning Names
  • Coordinating with the Operations Group
  • Handing Out Work Orders
  • During Each Day
  • Summary
  • Chapter 8. Forms and Resources Overview
  • Forms
  • Resources
  • Component level files—minifiles
  • Equipment History Files (Including system files and minifiles)
  • Technical Files
  • Attachment files
  • Vendor Files
  • Equipment parts lists
  • Standard plans
  • Lube oil manual
  • MSDS
  • Plant schematics
  • Rotating or critical spares program
  • Security of Files
  • Summary
  • Chapter 9. The Computer in Maintenance
  • A Day in the Life of a Maintenance Planner (Using a CMMS)
  • What Type of Computerization
  • Software already in use
  • Single user or larger network
  • Creating versus purchasing a commercial CMMS
  • Benefits with the CMMS
  • Standardizing work processes
  • Inventory control
  • Information for metrics and reports
  • Finding work orders
  • Linking information to equipment
  • Common database
  • Scheduling
  • PM generation
  • Problem diagnosis and root cause analysis support
  • Cautions with the CMMS
  • Faulty processes
  • Reliability and speed
  • Backup system
  • Cost assignment
  • Employee evaluations
  • Goldfish bowl
  • Unnecessary metrics
  • Eliminate paper?
  • Jack of all trades, master of none
  • Artificial intelligence
  • Templates
  • User friendly
  • Cost and logistics
  • Selection of a CMMS
  • Team
  • Process
  • Specific Planning Advice to Go Along with a CMMS
  • Advanced Helpful Features for Planning and Scheduling
  • Summary
  • Chapter 10. Consideration of Preventive Maintenance, Predictive Maintenance, and Project Work
  • Preventive Maintenance and Planning
  • Predictive Maintenance and Planning
  • Project Work and Planning
  • Chapter 11. Control
  • Organization Theory 101: The Restaurant Story
  • Selection and Training of Planners
  • Indicators
  • Planned coverage
  • Proactive versus reactive
  • Reactive work hours
  • Work type
  • Schedule forecast
  • Schedule compliance
  • Wrench time
  • Minifiles made
  • Backlog work orders
  • Work orders completed
  • Backlog work hours
  • Summary
  • Chapter 12. Conclusion: Start Planning
  • Epilogue: An Alternative Day in the Life—May 10, 2010
  • Bill, Mechanic at Delta Ray, Inc.
  • Sue, Supervisor at Zebra, Inc.
  • Juan, Welder at Alpha X, Inc.
  • Jack, Planner at Johnson Industries, Inc.
  • Appendix A. Planning Is Just One Tool; What Are the Other Tools Needed?
  • Work Order System
  • Equipment Data and History
  • Leadership, Management, Communication, Teamwork (Incentive Programs)
  • Qualified Personnel
  • Classification
  • Hiring
  • Training
  • Shops, Tool Rooms, and Tools
  • Storeroom and Rotating Spares
  • Reliability Maintenance
  • Preventive maintenance
  • Predictive maintenance
  • Project maintenance
  • Improved Work Processes
  • Maintenance Metrics
  • Summary
  • Appendix B. The People Side of Planning
  • The People Rules of Planning
  • Rule 1: The planning program is not trying to give away the plant's work to contractors
  • Rule 2: Planners cannot plan the perfect job
  • Rule 3: Planning is not designed to take the brains out of the technicians
  • Rule 4: The technicians own the job after the supervisor assigns it to them
  • Rule 5: Planners cannot make the perfect time estimate
  • Rule 6: Management cannot hold technicians accountable to time estimates for single jobs
  • Rule 7: Showing what is not correct is often as important as showing what is correct
  • Rule 8: Planners do not add value if they help jobs-in-progress
  • Rule 9: Everyone is an adult
  • Rule 10: Everyone should enjoy their work
  • Rule 11: Everyone should go home at the end of each day knowing if they have won or lost
  • Rule 12: Wrench time is not strictly under the control of the technicians
  • Rule 13: Schedule compliance is not strictly under the control of the crew supervisors
  • Rule 14: It is better to train employees and lose them than to not train them and keep them
  • Rule 15: Modern maintenance needs to do less with less
  • Summary
  • Appendix C. What to Buy and Where
  • Minifile Folders
  • Minifile Labels
  • Miscellaneous Office Supplies
  • Equipment Tags
  • Wire to Hang Tags on Equipment
  • Deficiency Tags
  • Shop Ticket Holders
  • Open Shelf Files
  • CMMS
  • Appendix D. Sample Forms and Work Orders
  • Appendix E. Step-by-Step Overview of Planner Duties
  • Appendix F. Step-by-Step Overviews of Others' Duties
  • Maintenance Scheduler
  • Maintenance Planning Clerk
  • New work orders
  • After job execution
  • Other duties
  • Operations Coordinator
  • Maintenance Purchaser or Expediter
  • Crew Supervisor
  • Before job execution
  • During job execution
  • After job execution
  • Other duties
  • Planning Supervisor
  • Maintenance Manager
  • Maintenance Planning Project Manager
  • Maintenance Analyst
  • Appendix G. Sample Work Sampling (Wrench Time) Study: "Ministudy"
  • Work Sampling Study of I&C Maintenance, October–December 1993. Final Report, March 25, 1994.
  • Table of Contents
  • Executive Summary
  • Introduction
  • Category Definitions
  • Working
  • Waiting
  • Other
  • Unaccountable
  • Study Results
  • Collection of observation data
  • Analysis
  • Conclusions
  • Recommendations
  • Attachment A: Procedure for Measuring Work Force Productivity by Work Sampling
  • Attachment B: Work Sampling Calculations
  • Appendix H. Sample Work Sampling (Wrench Time) Study: Full-Blown Study
  • Work Sampling Study of Mechanical Maintenance, January–March 1993. Final Report, April 29, 1993
  • Table of Contents
  • Executive Summary
  • Introduction
  • Category Definitions
  • Study Results
  • Collection of Observation Data
  • Analysis
  • Time
  • Conclusions
  • Recommendations
  • Attachment A: Procedure for measuring workforce productivity by work sampling
  • Attachment B: Work sampling calculations
  • Appendix I. Special Factors Affecting Productivity
  • Wrench Time in Exceptional Crafts and Plants
  • Blanket Work Orders
  • Empowering versus Scheduling
  • Definitions and details
  • Empowered to do what?
  • Proper empowered responsibility between planning and crew supervision
  • The result of proper empowerment
  • Schedule Compliance
  • Major causes
  • Overloaded schedule
  • Crew not making it
  • Schedule breakers
  • Low producing crews
  • Priority Systems
  • Major causes
  • Choice
  • No priority system in reality
  • Gaming the priority system
  • Summary
  • Appendix J. Work Order System and Codes
  • Company Work Order System Manual
  • Table of Contents
  • Introduction
  • Work Flow
  • Work Order Form and Required Fields
  • CMMS Instructions for Plant-Wide Use
  • Codes
  • Priority
  • Status
  • Department and crew
  • Work type
  • How found
  • Plan type
  • Outage
  • Plant and unit
  • Equipment group and system
  • Equipment type
  • Problem class, problem mode, problem cause, action taken
  • Work Order Numbering System
  • Current numbering system
  • Previous numbering systems
  • Notes
  • Manual Distribution
  • Appendix K. Equipment Schematics and Tagging
  • Equipment Tag Numbers
  • Equipment Tag Creation and Placement
  • Summary
  • Appendix L. Computerized Maintenance Management Systems
  • Planning Principles versus Using a CMMS
  • Helpful Features for Planning and Scheduling
  • User friendly
  • Speed is everything
  • Reliability is second
  • Inventory help
  • Is this a modification? Rework? Call out?
  • Deficiency tag
  • Outage and clearance versus status
  • Priority
  • How found
  • Attachment or link
  • Equipment module
  • Types of Projects
  • Patches
  • Upgrades
  • Changing systems
  • New systems
  • Big Glitches in Real Systems
  • Death March Projects
  • What they are
  • Why they happen
  • Key points to survival
  • Planning a CMMS Project
  • Work Request for a CMMS
  • Planning for a CMMS
  • Staffing
  • Scope
  • Project plan
  • Parts
  • Special tools
  • Procedure
  • Estimated job cost
  • Ongoing Support
  • Perspective
  • Meeting to Review Screen Design
  • Appendix M. Setting Up and Supporting a Planning Group
  • Setting Up a Planning Group in a Traditional Maintenance Organization for the First Time
  • Organization and interfaces
  • Planners
  • Workspace layout
  • Management and control
  • Redirecting or Fine-Tuning an Existing Planning Group
  • Considerations
  • Older facilities versus newer facilities
  • Facilities under construction
  • Centralized versus area maintenance considerations
  • Traditional versus self-directed work teams
  • Aids and Barriers Overview
  • Major Areas of Planning Management
  • Organize—establish a planning group
  • Plan—plan enough jobs for one week
  • Schedule—schedule enough jobs for one week
  • Execute—execute scheduled jobs and give feedback
  • Ongoing—keep planning and scheduling ongoing
  • Key Aids and Barriers
  • Management support—sponsor a P&S system
  • Supervisor support—follow a P&S system
  • Technician support—follow a P&S system
  • Right planner—create positions and select the right planners
  • Planner training—have trained planners
  • Urgent breakdowns—utilizing P&S in a reactive environment
  • Technician interruptions—deal with planner distractions
  • Equipment tags—have tags on equipment
  • Files—have effective files
  • Purchasing—buy timely nonstock parts
  • Work order system—have an effective foundation
  • CMMS—have a helpful computer system
  • Special Circumstances
  • Improve existing planning—turn around an existing group
  • New plants or units—establish effective planning
  • Self-directed teams—use planning and scheduling
  • Summary
  • Appendix N. Example Formal Job Description for Planners
  • Maintenance Planner
  • Duties
  • Minimum qualifications
  • Appendix O. Example Training Tests
  • Maintenance Planning Test Number 1
  • Maintenance Planning Test Number 2
  • Maintenance Planning Test Number 3
  • Appendix P. Questions for Managers to Ask to Improve Maintenance Planning
  • Appendix Q. Contracting Out Work
  • Why Contract Out Work?
  • Problems with Contracting Out Work
  • Alternative Forms of Contracting Out Work
  • Contracting out all of maintenance and operations
  • Contracting out all of maintenance
  • Contracting out all the labor within maintenance
  • Contracting out lower skills
  • Contracting out unusual tasks or other tasks requiring special expertise
  • Contracting out to supplement labor
  • Increasing in-house maintenance management expertise
  • Arbitration Considerations for Contracting Out Work
  • Impact on employees
  • Work type and equipment
  • Reasonableness and extent justified by employer
  • Good faith
  • Summary
  • Appendix R. Concise Text of Missions, Principles, and Guidelines
  • Maintenance Planning Mission Statement
  • Maintenance Planning Principles
  • Maintenance Scheduling Principles
  • Guidelines for Deciding if Work is Proactive or Reactive
  • Guidelines for Deciding if Work is Extensive or Minimum Maintenance
  • Guidelines for Deciding Whether to Stage Parts or Tools
  • Guidelines for Craft Technicians to Provide Adequate Job Feedback
  • Glossary
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • I
  • J
  • K
  • M
  • O
  • P
  • R
  • S
  • V
  • Bibliography
  • Index