Maintenance Planning and Scheduling Handbook, Second Edition | by Richard D. Palmer | ISBN: 9780071457668. Maintenance Engineering Books. Computerized Maintenance Management Systems. Maintenance Planner Guide. Preventive Maintenance. Predictive Maintenance.
Maintenance Planning and Scheduling Handbook, Second Edition
by Richard D. Palmer
ISBN:9780071457668
Designed to provide the action- oriented maintenance practitioner with the understanding needed to install a planning and scheduling function and make it work, this ready reference is a welcome addition to the body of knowledge of maintenance excellence.
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Maintenance Planning and Scheduling Handbook, Second Edition
Foreword
Preface
Preface to First Edition
Acknowledgments
Prologue – A Day in the Life—May 10, 2010
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.
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?
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
Principle 2: Focus on Future Work
Principle 3: Component Level Files
Principle 4: Estimates Based on Planner Expertise
Principle 5: Recognize the Skill of the Crafts
Principle 6: Measure Performance with Work Sampling
Chapter 3 – Scheduling Principles
Why Maintenance Does Not Assign Enough Work
Advance Scheduling Is An Allocation
Principle 1: Plan For Lowest Required Skill Level
Principle 2: Schedules and Job Priorities Are Important
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
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
Engineering Assistance or Reassignment
Developing Planned Level of Detail, Sketching and Drawing
Craft Skill Level
Estimating Work Hours and Job Duration
Parts
Special Tools
Job Safety
Contracting Out Work
Closing and Filing Feedback after Job Execution
Summary
Chapter 6 – Advance Scheduling
Weekly Scheduling
Formal Weekly Schedule Meeting
Staging Parts and Tools
Outage Scheduling
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
Overview
Forms
Resources
Attachment files
Vendor Files
Equipment parts lists
Standard plans
Security of Files
Summary
Chapter 9 – The Computer in Maintenance
Overview
A Day in the Life of a Maintenance Planner(Using a CMMS)
What Type of Computerization
Selection of a CMMS
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
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?
Overview
Work Order System
Equipment Data and History
Leadership, Management, Communication, Teamwork (Incentive Programs)
Qualified Personnel
Shops, Tool Rooms, and Tools
Storeroom and Rotating Spares
Reliability Maintenance
Improved Work Processes
Maintenance Metrics
Summary
Appendix B – The People Side of Planning
Overview
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
Recommended tag sizes and colors.
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
Overview
Maintenance Scheduler
Maintenance Planning Clerk
Operations Coordinator
Maintenance Purchaser or Expediter
Crew Supervisor
Planning Supervisor
Maintenance Manager
Maintenance Planning Project Manager
Maintenance Analyst
Appendix G – Sample Work Sampling (Wrench Time) Study: “Ministudy”
Executive Summary
Introduction
Category Definitions
Study Results
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
Executive Summary
Introduction
Category Definitions
Study Results
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
Schedule Compliance
Priority Systems
Summary
Appendix J – Work Order System and Codes
Overview
Introduction
Work Flow
Work Order Form and Required Fields
CMMS Instructions for Plant-Wide Use
Codes
Work Order Numbering System
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
Types of Projects
Big Glitches in Real Systems
Death March Projects
Planning a CMMS Project
Work Request for a CMMS
Planning for a CMMS
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
Redirecting or Fine-Tuning an Existing Planning Group
Considerations
Aids and Barriers Overview
Major Areas of Planning Management
Key Aids and Barriers
Files-have effective files
Special Circumstances
Summary
Appendix N – Example Formal Job Description for Planners
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
Overview
Why Contract Out Work?
Problems with Contracting Out Work
Alternative Forms of Contracting Out Work
Arbitration Considerations for Contracting Out Work
References
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
Bibliography
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