LTP Long Term Planning NPEPS25Trg01A01
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Planning
Planning
Maintenance Scenarios – With & Without Planning
Company’s Vision
Basics
Applications
Where It Fits Into Maintenance
Principlles that Make it Work
How it is Done
Typical scenarios of maintenance, some with and some without planning
Vision, Basics, Application of planning
Planning Where does it fit into maintenance
Principles that Make it work?
How It is Done ?
And exactly how is planning done? Then, extensive appendices provide additional resources for planners and persons otherwise responsible for mainte- nance planning.
Why Plan ? Benefits ?
Company Vision
Efffective Maintenace Leads to Reliable Plant Capacity
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? ( of improving productivity through planning) ,
Quality and Productivity Effectiveness and Efficiency
Planning Mission
Frustration with Planning
Summary
Agenda
1) Benefits of Planning – Profitiabilty, Productivity , Co-ordinatinng Role
2) Planning Principles – Vision, Mission Principles , Scheduling
3) Scheduling Principles – Skills, Priorties , Supervior Empowerment, Compliance
4) Final Ingradients – Other Factors, Proactive Vs Reactive, Too Much or Too Less , Adjustements
5) Basic Planning – What the Planer Does
6) Advance Scheduling – Eg Weekly Schedule
7) Daily Scheduling and Work Execution
8) Forms and Resources Overview
9) Computer in Maintenance
10) Maintenace Considerations – Preventive, Predictive & Project Work
11) Control – Standpoint of Manaagement , Supervisor
12) Conclusion: Start Planning
Agenda Set 2
A) Planning as a Tool & Some Other Maintenance Tools
B) People Aspects
C) Buy – What and Where from
D) Sample Data Sheets & Forms
E) Specific Duties of Maintenace Planner
F) Activties of Other Employees
G) Productivity Studies – Simple Study
H) Productivity Studies – Traditional Detailed Study
I) Factors Affecting Porductivity
J) Work Order System of Planning
K) Equipment Identification and Tagging
L) Guidance CMMS ( Computerized Maintenance Management Systems)
M) Implementing a Planning Organisation
N) Formal Job Description of a Planner
O) The ” Sylabus ” – Knowledge Areas & Techniques
P) Palnned Maintenance – Questions & Information
Q) Contracting the Work – Potential Benefits and Risks
R) Recap – Principles and Guidelines
S)
T)
U)
V)
Appendix Q thoroughly examines contracting out work, one of the most controversial issues in labor relations. Great pressures exist for companies to contract out some or all of their maintenance and these companies typically involve the planning group in any effort to utilize contractors. Therefore, this appendix provides the practitioner of main- tenance planning with the information to judge the potential benefits versus risks of different levels and approaches for contracting out plant work. The information of necessity also covers modern arbitration deci- sions regarding contracting.
To conclude the Maintenance Planning and Scheduling Handbook, App. R is a concise recap of the text of the many principles and guide- lines pulled together from throughout the book and helpfully put into a single place for reference.
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Chapter 1, The Benefit of Planning, shows the importance of main- tenance on plant profitability and the opportunity for better labor pro- ductivity. The chapter quantifies the improvement in labor productivity possible through planning. Planning is described as a coordinating role within the maintenance organization.
Chapter 2, Planning Principles, begins with the vision and mission of planning, then presents the principles or paradigms that profoundly affect planning. These principles must be understood to have effective planning. The principles are having planning in a separate department, focusing on future work, having component level files, using planner expertise to create estimates, recognizing the skill of the crafts, and measuring performance with work sampling for direct work time. There is a thorough discussion of what is commonly known as wrench time, a frequently misunderstood measurement. The chapter concludes by showing why scheduling is a necessary part of planning.
Chapter 3, Scheduling Principles, presents first the vision, then the principles or paradigms that profoundly affect scheduling. Effective scheduling is inherent in effective planning. The principles are planning for lowest required skill levels, respecting the importance of schedules and job priorities, forecasting for highest skills available, scheduling for every forecasted work hour available, allowing the crew supervisor to handle the current day’s work, and measuring schedule compliance.
Chapter 4, What Makes the Difference and Pulls It All Together, explains the final ingredients necessary to make planning work. Several of these factors make planners do different things for different types of jobs, and several factors greatly influence the overall application of the principles. Lack of appreciating these factors frequently makes planning programs fail. The programs fail because the programs are trying a “one size fits all” approach to different types of jobs, and the programs are not sensitive to the immediate needs of reactive jobs. The chapter distinguishes proactive versus reactive maintenance. It distinguishes extensive versus minimum maintenance. It describes the resulting plan- ning adjustments. The chapter also further discusses communication and management support regarding these adjustments.
With the principles of planning and scheduling well in hand, Chap. 5, Basic Planning, proceeds into the nuts and bolts of exactly what a plan- ner does and how in the context of the preceding chapters. The chap- ter resolves the question: “We know the purpose of planning, but what exactly does a planner do?” The chapter follows the actual planning process and includes such areas as when and how a planner scopes a job, what the planner writes on the work order form, and how the plan- ner files information.
Chapter 6, Advance Scheduling, continues the nuts and bolts of making the planning system work with regard to a weekly schedule cre- ated in the planning department. The chapter shows a specific method to create the schedule.
Chapter 7, Daily Scheduling and Work Execution, goes beyond the duties of the planning department. The craft crew supervisors create the daily schedules and manage daily work execution. Yet because these are critical elements of the overall planning system, this chapter provides specific details pertinent to planning and scheduling.
Chapter 8, Forms and Resources Overview, explains with discussion and examples the types of forms and resources a planner uses and why. Forms help collect and use data and information. Resources include areas such as the plant files and plant schematics, what they are and how they are used. Reference is made to App. D containing blank copies of useful forms.
Chapter 9, The Computer in Maintenance, speaks to why a computer “might” be used in planning and how. Appendix L contains more infor- mation on computerization so as not to distract from the presentation of planning in the main body of the book. Maintenance planning is not simply using a computer.
Chapter 10, Consideration of Preventive Maintenance, Predictive Maintenance, and Project Work, covers the specific interfaces of these important areas with planning for the overall success of maintenance.
Chapter 11, Control, finally gets to the all important issue of how does one make sure planning works from a management and supervi- sory standpoint? Surprisingly, it is not on the basis of indicators; although two of the twelve planning and scheduling principles describe indicators. It is on the basis of the selection and training of planners.
The summary of the matter in Chap. 12, Conclusion: Start Planning, and the Epilogue help to tie together all the principles and techniques to achieve the vision set forth for planning. Then the appendices pro- vide additional help for the interested reader. The various appendices are helpful to planners, analysts, planning supervisors, and mainte- nance managers responsible for planning.
Appendix A explains why planning is a “tool” and where it fits into the maintenance picture. Planning does not solve everything, but planning certainly brings together many of the other aspects of maintenance. The appendix describes other necessary maintenance tools and their rela- tionship and relative importance to planning. Other tools needed include a work order system; leadership, management, communication, and teamwork; qualified personnel; shops, tool rooms, and tools; storeroom support; and maintenance measurement. In addition, consideration of reli- ability maintenance as preventive maintenance, predictive maintenance, and project maintenance is essential.
Appendix B addresses the people side of maintenance planning. The appendix identifies and discusses important soft aspects of maintenance that are critical to mindsets and attitudes for making planning success- ful. Management must work within the real world of real people.
Appendix C gives a starting point for what to buy and where to buy it when starting a planning organization.
Appendix D provides sample datasheets and forms that can be used directly by the purchasers of this book for maintenance in their organi- zations. It also illustrates sample completed work orders for planned jobs. These very helpful samples illustrate the proper information included at various stages of the maintenance process including requested work, coded work, planned work, and completed work.
Appendix E overviews the specific duties of a maintenance planner in a more step by step fashion and with less reasoning behind each step than does Chap. 5.
Appendix F overviews the planning-related activities of other employ- ees besides the planner. This appendix covers the job steps of scheduler, clerk, operations coordinator, purchaser, crew supervisor, planning supervisor, maintenance manager, and maintenance analyst as well as a potential project manager to implement a new planning group.
Appendices G and H contain the reports of actual work sampling studies. This type of productivity study is the primary measure of plan- ning and scheduling effectiveness. Consultants typically conduct them. Both sample studies contain complete procedures for conducting an in- house study. Appendix G shows a streamlined, simple study requiring a minimum of effort. Appendix H contains a more traditional study with many more measurement observations. The traditional study contains a section validating the accuracy of streamlined studies.
Appendix I on special factors affecting productivity covers in more detail how the scheduling system affects productivity. For example, what happens with blanket work orders?
The appendix also provides and discusses detailed cause maps that identify the underlying roots of schedule compliance and priority system problems. The practitioner can utilize these maps to help zero in on and overcome the key sources of trouble in their own unique mainte- nance environments.
Appendix J on work orders is a must. Planning follows a work order system as the most important improvement one can make to a mainte- nance program. The work order system is a process which maintenance uses to manage all plant maintenance work. The system assists the plant in keeping track of, prioritizing, planning, scheduling, analyzing, and controlling maintenance work. The plant must have a viable work order system as a foundation to planning and this appendix develops a typical system.
Appendix K on equipment, schematics, and tagging sets forth guide- lines for equipment identification and tagging. Planning uses the equip- ment tag numbers in its filing system.
Appendix L on computerized maintenance management systems gives additional information on utilizing and implementing a computer appli- cation to assist planning. It provides essential guidance including critical cautions concerning initial implementations, patches, major upgrades, test- ing, training, consultants, and interfaces with other company software.
Appendix M on how to go about implementing a planning organiza- tion is a valuable feature in the book for its practicality. This appendix addresses how to organize the planning department as well as how to select and train the planners. Special topics are covered: traditional versus team environments, older versus newer facilities (even under construction), and centralized versus area maintenance. The appendix also provides an exhaustive aids and barriers analysis for setting up a planning group. It identifies aids and barriers to establishing each of the major functions of a successful planning and scheduling system. The analysis allows the practitioner to develop successful action plans to use these aids and avoid these barriers to ensure success. The analysis fur- ther breaks down critical aids and barriers themselves to provide in- depth implementation help.
Appendix N shows an example of a formal job description for planners to give a company that must establish one, a head start.
Appendix O has example training tests and illustrates the type of knowledge a planner should be gaining when becoming familiar and adept with planning techniques.
Appendix P illustrates the type of questions and information a main- tenance manager uses when implementing a planned maintenance process and culture.
Appendix Q thoroughly examines contracting out work, one of the most controversial issues in labor relations. Great pressures exist for companies to contract out some or all of their maintenance and these companies typically involve the planning group in any effort to utilize contractors. Therefore, this appendix provides the practitioner of main- tenance planning with the information to judge the potential benefits versus risks of different levels and approaches for contracting out plant work. The information of necessity also covers modern arbitration deci- sions regarding contracting.
To conclude the Maintenance Planning and Scheduling Handbook, App. R is a concise recap of the text of the many principles and guide- lines pulled together from throughout the book and helpfully put into a single place for reference.