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Mechanical Maintenance Planning and SchedulingTraining

Introduction

Mechanical Maintenance Planning and SchedulingTraining

The Business Case for the Benefit of Planning (Why Do Planning?)

• Company Vision
• Why Improvement Is Needed in Maintenance
• What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools) 
• Increase Your Workforce Without Hiring
• Case Study: The Practical Result of Planning
• Is Freed-Up Technicians
• "World Class" Wrench Time
• The Specific Benefit of Planning Calculated for Labor Only
• The Specific Benefit of Planning Calculated beyond Labor: The Ultimate Benefit
• Plant Staffing Level
• Why Does This Opportunity Exist?
• Quality and Productivity: Effectiveness and Efficiency
• Planning Mission
• Frustration with Planning

Planning Principles (What Makes Planning So Frustrating and What Makes It Work?)

• The Planning Vision: The Mission
• Principle 1: Separate Group 
• Principle 2: Focus on Future Work
• Principle 3: Component Level Files Illustrations
• Principle 4: Estimates Based on Planner Expertise
• Principle 5: Recognize the Skill of the Crafts
• Principle 6: Measure Performance with Work Sampling

Scheduling Principles (Why Do We Have to Do Scheduling and What Makes It Work?)

• 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
• Case Study: New Supervisor
• Case Study: Honoring the Schedule
• Principle 3: Schedule from Forecast of Highest Skills Available
• Principle 4: Schedule for Every Work Hour Available
• Principle 5: Crew Leader Handles Current Day's Work
• Principle 6: Measure Performance with Schedule Compliance

Success Only After Dealing with Reactive Maintenance

• Proactive versus Reactive Maintenance
• Extensive versus Minimum Maintenance
• What Kind of Job Plan Is That!?!
• Case Studies Illustrating Actual Industry Successes :
• Case Study: Electric Utility
• Case Study: Chemical Plant
• Case Study: Food Processing
• Case Study: Facilities 1
• Case Study: Facilities 2
• Case Study: Paper Mill
• Case Study: Wastewater Treatment Plant

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
• Engineering Assistance or Reassignment
• Developing Planned Level of Detail, Sketching and Drawing
• Job Plan Template
• Estimating Work Hours and Job Duration
• Job Safety
• Estimating Job Cost
• Contracting Out Work
• Wastewater Treatment Industry Example

Advance Scheduling

• Weekly Scheduling
• Forecasting Work Hours
• Sorting Work Orders
• Allocating Work Orders
• Common Sense for Interruptible and Other Work
• Formal Weekly Schedule Meeting
• Staging Parts and Tools
• What to Stage
• Where to Stage
• Who Should Stage
• The Process of Staging

Daily Scheduling and Supervision

• A Day in the Life of a Maintenance Supervisor
• Assigning Names 273 Coordinating with the Operations Group
• Handing Out Work Orders
• During Each Day
• Avoiding Common Pitfalls That Wreck the Schedule

Forms and Resources Overview

• Forms
• Resources
• Component Level Files—Minifiles
• Equipment History Files (Including System Files and Minifiles)
• Technical Files
• Attachment Files 308 Vendor Files
• Equipment Parts Lists
• Standard Plans
• Lube Oil Manual
• MSDS
• Plant Schematics
• Rotating or Critical Spares Program
• Security of Files

The Computer in Maintenance

• A Day in the Life of a Maintenance Planner (Using a CMMS)
• The Planner Must Use the CMMS Job Plan Module
• What Type of Computerization
• Software Already in Use
• Single User or Larger Network
• Creating versus Purchasing a Commercial CMMS
• Interfacing a CMMS with a Company Financial System
• 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
• Selection of a CMMS

How Planning Interacts with Preventive Maintenance, Predictive Maintenance, and Project Work

• Preventive Maintenance and Planning
• Project Work and Planning

Control (How Do We Control Planning Itself and What Are Associated KPIs for Planning and Overall Maintenance?)

• Key Process Indicators (KPIs)
• KPIs for Scheduling
• KPIs for Planning

Shutdown, Turnaround, Overhaul, and Outage Management

• Different Types of Outages
• Accuracy of Task Estimates
• Cycle of Improvement: The Outage Report
• Controlling the Scope of Outages
• Elements of the Outage Organization
• Defining Outage Success

Start Planning

• What Is Maintenance Planning?
• Why Do Companies Need Maintenance Planning?
• WIIFM (What's in It for Me?)

Planning Is Just One Tool; What Are the Other Tools Needed?

• Work Order System
• Leadership, Management, Communication, Teamwork
• Qualified Personnel
• Reliability Maintenance
• Improved Work Processes

What to Buy and Where

• Minifile Folders
• Minifile Labels
• Miscellaneous Office Supplies
• Equipment Tags
• Recommended Tag Sizes and Colors
• Wire to Hang Tags on Equipment Deficiency Tags
• Shop Ticket Holders
• Open Shelf Files
• CMMS

Overview of Duties for Planners and Others

• Maintenance Planner
• Maintenance Scheduler
• Maintenance Planning Clerk
• Operations Coordinator or Gatekeeper
• Maintenance Purchaser or Expediter
• Crew Supervisor
• Planning Supervisor
• Maintenance Manager
• Maintenance Planning
• Project Manager
• Maintenance Analyst

Computerized Maintenance Management Systems and Scheduling with Excel Spreadsheets

• Planning Principles versus Using a CMMS
• Helpful Features for Planning and Scheduling
• Types of Projects
• Planning for a CMMS
• Ongoing Support
• Scheduling with Computer Spreadsheets
• The MPSH Scheduler Excel Spreadsheet

Establishing and Supporting a Planning Group

• Setting Up a Planning Group in a Traditional
• Redirecting or Fine-Tuning an Existing Planning Group
• Aids and Barriers Overview
• Major Areas of Planning Management
• Key Aids and Barriers
• Examples

Contracting Out Work

• Why Contract Out Work?
• Problems with Contracting Out Work
• Alternative Forms of Contracting Out Work
• Arbitration Considerations for Contracting Out Work
• Concise Text of Missions, Principles, and Guideline