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Maintenance Planning and Scheduling Handbook

by: Palmer, Richard (Doc)

Maintenance Planning and Scheduling Handbook

by: Palmer, Richard (Doc)

ISBN 13:
9780071457668
ISBN 10:
0071457666
Edition: 2nd
Format: Hardcover
Copyright: 12/14/2005
Publisher: McGraw-Hill Professional
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Summary

Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling strategies and techniques that will take any maintenance organization to the next level of performance.

Foreword

xix

Preface

xxi

Preface to First Edition

xxiii

Acknowledgments

xxix

Prologue: A Day in the Life---May 10, 2010

xxxi

The Benefit of Planning

(26)

Company Vision

(2)

Why Improvement Is Needed in Maintenance

(1)

What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools)

(5)

How Much Will Planning Help?

(10)

The practical result of planning: freed-up technicians

(3)

``World class'' wrench time

(1)

The specific benefit of planning calculated

(2)

Why does this opportunity exist?

(4)

Quality and Productivity Effectiveness and Efficiency

(1)

Planning Mission

(1)

Frustration with Planning

(1)

Summary

(1)

Overview of the Chapters and Appendices

(5)

Planning Principles

(46)

The Planning Vision; The Mission

(2)

Principle 1: Separate Department

(4)

Illustrations

(1)

Principle 2: Focus on Future Work

(7)

Illustrations

(1)

Principle 3: Component Level Files

(7)

Illustrations

(2)

Caution on computerization

(1)

Principle 4: Estimates Based on Planner Expertise

(8)

Illustrations

(2)

Principle 5: Recognize the Skill of the Crafts

(9)

Illustrations

(1)

Principle 6: Measure Performance with Work Sampling

(6)

Illustrations

(1)

Summary

(3)

Scheduling Principles

(34)

Why Maintenance Does Not Assign Enough Work

(4)

Advance Scheduling Is an Allocation

(2)

Principle 1: Plan for Lowest Required Skill Level

(5)

Illustrations

(2)

Principle 2: Schedules and Job Priorities Are Important

(4)

Illustrations

(3)

Principle 3: Schedule from Forecast of Highest Skills Available

(5)

Illustrations

(2)

Principle 4: Schedule for Every Work Hour Available

(4)

Illustrations

(1)

Principle 5: Crew Leader Handles Current Day's Work

(3)

Illustrations

(1)

Principle 6: Measure Performance with Schedule Compliance

100

(4)

Illustrations

102

(2)

Summary

104

(3)

What Makes the Difference and Pulls It All Together

107

(14)

Proactive versus Reactive Maintenance

108

(4)

Extensive versus Minimum Maintenance

112

(1)

Communication and Management Support

113

(2)

One Plant's Performance (Example of Actual Success)

115

(2)

Desired Level of Effectiveness

117

(2)

Summary

119

(2)

Basic Planning

121

(62)

A Day in the Life of a Maintenance Planner

121

(3)

Work Order System

124

(4)

Planning Process

128

(2)

Work Order Form

130

(3)

Coding Work Orders

133

(4)

Using and Making a Component Level File

137

(1)

Scoping a Job

138

(5)

Troubleshooting

139

(2)

Performance testing or engineering

141

(1)

Illustrations

142

(1)

Engineering Assistance or Reassignment

143

(1)

Developing Planned Level of Detail, Sketching and Drawing

144

(5)

Attachments

147

(1)

English 101

148

(1)

Craft Skill Level

149

(4)

Estimating Work Hours and Job Duration

153

(4)

Parts

157

(8)

Equipment parts list

159

(1)

Purchasing

160

(2)

Storeroom, reserving, and staging

162

(3)

Special Tools

165

(2)

Job Safety

167

(1)

Confined space

167

(1)

Material safety data sheets

167

(1)

Estimating Job Cost

168

(4)

Contracting Out Work

172

(2)

Insulation

172

(1)

Other contracted out work

173

(1)

Closing and Filing Feedback after Job Execution

174

(5)

Summary

179

(4)

Advance Scheduling

183

(58)

Weekly Scheduling

183

(32)

Forecasting work hours

184

(7)

Sorting work orders

191

(10)

Allocating work orders

201

(14)

Formal Weekly Schedule Meeting

215

(2)

Staging Parts and Tools

217

(9)

What to stage

219

(2)

Where to stage

221

(3)

Who should stage

224

(1)

The process of staging

224

(2)

Outage Scheduling

226

(9)

Planning work orders for outages

229

(1)

Key concepts in scheduling for outages

229

(6)

Quotas, Benchmarks, and Standards Addressed

235

(3)

Summary

238

(3)

Daily Scheduling and Supervision

241

(20)

A Day in the Life of a Maintenance Supervisor

241

(5)

Assigning Names

246

(8)

Coordinating with the Operations Group

254

(2)

Handing Out Work Orders

256

(3)

During Each Day

259

(1)

Summary

260

(1)

Forms and Resources Overview

261

(22)

Forms

262

(4)

Resources

266

(14)

Component level files---minifiles

266

(3)

Equipment History Files (Including system files and minifiles)

269

(3)

Technical Files

272

(1)

Attachment files

273

(1)

Vendor Files

274

(1)

Equipment parts lists

274

(1)

Standard plans

274

(4)

Lube oil manual

278

(1)

MSDS

278

(1)

Plant schematics

278

(2)

Rotating or critical spares program

280

(1)

Security of Files

280

(1)

Summary

281

(2)

The Computer in Maintenance

283

(30)

A Day in the Life of a Maintenance Planner (Using a CMMS)

284

(6)

What Type of Computerization

290

(2)

Software already in use

290

(1)

Single user or larger network

291

(1)

Creating versus purchasing a commercial CMMS

291

(1)

Benefits with the CMMS

292

(6)

Standardizing work processes

293

(1)

Inventory control

293

(1)

Information for metrics and reports

294

(1)

Finding work orders

295

(1)

Linking information to equipment

296

(1)

Common database

296

(1)

Scheduling

297

(1)

PM generation

297

(1)

Problem diagnosis and root cause analysis support

298

(1)

Cautions with the CMMS

298

(7)

Faulty processes

298

(1)

Reliability and speed

299

(1)

Backup system

300

(1)

Cost assignment

300

(1)

Employee evaluations

300

(1)

Goldfish bowl

301

(1)

Unnecessary metrics

301

(1)

Eliminate paper?

301

(1)

Jack of all trades, master of none

302

(1)

Artificial intelligence

303

(1)

Templates

303

(1)

User friendly

304

(1)

Cost and logistics

304

(1)

Selection of a CMMS

305

(3)

Team

305

(1)

Process

306

(2)

Specific Planning Advice to Go Along with a CMMS

308

(2)

Advanced Helpful Features for Planning and Scheduling

310

(1)

Summary

311

(2)

Consideration of Preventive Maintenance, Predictive Maintenance, and Project Work

313

(10)

Preventive Maintenance and Planning

313

(6)

Predictive Maintenance and Planning

319

(1)

Project Work and Planning

320

(3)

Control

323

(18)

Organization Theory 101: The Restaurant Story

323

(3)

Selection and Training of Planners

326

(3)

Indicators

329

(9)

Planned coverage

330

(1)

Proactive versus reactive

330

(1)

Reactive work hours

331

(1)

Work type

331

(1)

Schedule forecast

332

(1)

Schedule compliance

333

(2)

Wrench time

335

(1)

Minifiles made

336

(1)

Backlog work orders

336

(1)

Work orders completed

337

(1)

Backlog work hours

338

(1)

Summary

338

(3)

Conclusion: Start Planning

341

(4)

Epilogue: An Alternative Day in the Life--May 10, 2010

345

(6)

Bill, Mechanic at Delta Ray, Inc.

345

(2)

Sue, Supervisor at Zebra, Inc.

347

(1)

Juan, Welder at Alpha X, Inc.

348

(1)

Jack, Planner at Johnson Industries, Inc.

349

(2)

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

351

(54)

Work Order System

355

(5)

Equipment Data and History

360

(2)

Leadership, Management, Communication, Teamwork (Incentive Programs)

362

(7)

Qualified Personnel

369

(11)

Classification

371

(1)

Hiring

372

(1)

Training

372

(8)

Shops, Tool Rooms, and Tools

380

(2)

Storeroom and Rotating Spares

382

(4)

Reliability Maintenance

386

(10)

Preventive maintenance

387

(3)

Predictive maintenance

390

(3)

Project maintenance

393

(3)

Improved Work Processes

396

(1)

Maintenance Metrics

397

(6)

Summary

403

(2)

Appendix B. The People Side of Planning

405

(14)

The People Rules of Planning

406

(11)

Rule 1: The planning program is not trying to give away the plant's work to contractors

406

(1)

Rule 2: Planners cannot plan the perfect job

407

(1)

Rule 3: Planning is not designed to take the brains out of the technicians

408

(1)

Rule 4: The technicians own the job after the supervisor assigns it to them

408

(1)

Rule 5: Planners cannot make the perfect time estimate

408

(1)

Rule 6: Management cannot hold technicians accountable to time estimates for single jobs

409

(1)

Rule 7: Showing what is not correct is often as important as showing what is correct

410

(1)

Rule 8: Planners do not add value if they help jobs-in-progress

410

(1)

Rule 9: Everyone is an adult

411

(1)

Rule 10: Everyone should enjoy their work

412

(1)

Rule 11: Everyone should go home at the end of each day knowing if they have won or lost

413

(1)

Rule 12: Wrench time is not strictly under the control of the technicians

413

(1)

Rule 13: Schedule compliance Is not strictly under the control of the crew supervisors

414

(1)

Rule 14: It is better to train employees and lose them than to not train them and keep them

415

(1)

Rule 15: Modern maintenance needs to do less with less

416

(1)

Summary

417

(2)

Appendix C. What to Buy and Where

419

(6)

Minifile Folders

419

(1)

Minifile Labels

420

(1)

Miscellaneous Office Supplies

420

(1)

Equipment Tags

421

(1)

Wire to Hang Tags on Equipment

422

(1)

Deficiency Tags

423

(1)

Shop Ticket Holders

423

(1)

Open Shelf Files

423

(1)

CMMS

424

(1)

Appendix D. Sample Forms and Work Orders

425

(28)

Appendix E. Step-by-Step Overview of Planner Duties

453

(6)

Appendix F. Step-by-Step Overviews of Others' Duties

459

(6)

Maintenance Scheduler

459

(1)

Maintenance Planning Clerk

460

(1)

New work orders

460

(1)

After job execution

460

(1)

Other duties

460

(1)

Operations Coordinator

461

(1)

Maintenance Purchaser or Expediter

461

(1)

Crew Supervisor

462

(1)

Before job execution

462

(1)

During job execution

462

(1)

After job execution

462

(1)

Other duties

463

(1)

Planning Supervisor

463

(1)

Maintenance Manager

463

(1)

Maintenance Planning Project Manager

463

(1)

Maintenance Analyst

464

(1)

Appendix G. Sample Work Sampling (Wrench Time) Study: ``Ministudy''

465

(22)

Work Sampling Study of I&C Maintenance, October--December 1993. Final Report, March 25, 1994

465

(1)

Table of Contents

465

(1)

Executive Summary

466

(1)

Introduction

467

(1)

Category Definitions

468

(3)

Working

468

(1)

Waiting

469

(1)

Other

470

(1)

Unaccountable

471

(1)

Study Results

471

(9)

Collection of observation data

472

(1)

Analysis

473

(7)

Conclusions

480

(1)

Recommendations

481

(1)

Attachment A: Procedure for Measuring Work Force Productivity by Work Sampling

481

(4)

Attachment B: Work Sampling Calculations

485

(2)

Appendix H. Sample Work Sampling (Wrench Time) Study: Full-Blown Study

487

(74)

Work Sampling Study of Mechanical Maintenance, January--March 1993. Final Report, April 29, 1993

487

(1)

Table of Contents

488

(1)

Executive Summary

488

(1)

Introduction

489

(1)

Category Definitions

490

(4)

Study Results

494

(67)

Collection of Observation Data

494

(1)

Analysis

495

(22)

Time

517

(36)

Conclusions

553

(1)

Recommendations

554

(1)

Attachment A: Procedure for measuring workforce productivity by work sampling

555

(2)

Attachment B: Work sampling calculations

557

(4)

Appendix I. Special Factors Affecting Productivity

561

(34)

Wrench Time in Exceptional Crafts and Plants

561

(1)

Blanket Work Orders

562

(1)

Empowering versus Scheduling

563

(6)

Definitions and details

564

(1)

Empowered to do what?

565

(2)

Proper empowered responsibility between planning and crew supervision

567

(1)

The result of proper empowerment

568

(1)

Schedule Compliance

569

(15)

Major causes

572

(1)

Overloaded schedule

573

(1)

Crew not making it

574

(1)

Schedule breakers

575

(4)

Low producing crews

579

(5)

Priority Systems

584

(10)

Major causes

585

(2)

Choice

587

(1)

No priority system in reality

588

(1)

Gaming the priority system

589

(5)

Summary

594

(1)

Appendix J. Work Order System and Codes

595

(48)

Company Work Order System Manual

595

(1)

Table of Contents

595

(1)

Introduction

596

(1)

Work Flow

597

(1)

Work Order Form and Required Fields

597

(5)

CMMS Instructions for Plant-Wide Use

602

(1)

Codes

602

(37)

Priority

602

(2)

Status

604

(1)

Department and crew

605

(1)

Work type

606

(2)

How found

608

(1)

Plan type

609

(1)

Outage

610

(1)

Plant and unit

611

(1)

Equipment group and system

612

(20)

Equipment type

632

(3)

Problem class, problem mode, problem cause, action taken

635

(4)

Work Order Numbering System

639

(2)

Current numbering system

639

(1)

Previous numbering systems

640

(1)

Notes

640

(1)

Manual Distribution

641

(2)

Appendix K. Equipment Schematics and Tagging

643

(8)

Equipment Tag Numbers

644

(4)

Equipment Tag Creation and Placement

648

(2)

Summary

650

(1)

Appendix L. Computerized Maintenance Management Systems

651

(32)

Planning Principles versus Using a CMMS

651

(1)

Helpful Features for Planning and Scheduling

652

(6)

User friendly

652

(2)

Speed is everything

654

(1)

Reliability is second

655

(1)

Inventory help

655

(1)

Is this a modification? Rework? Call out?

655

(1)

Deficiency tag

656

(1)

Outage and clearance versus status

656

(1)

Priority

657

(1)

How found

657

(1)

Attachment or link

657

(1)

Equipment module

657

(1)

Types of Projects

658

(1)

Patches

658

(1)

Upgrades

658

(1)

Changing systems

659

(1)

New systems

659

(1)

Big Glitches in Real Systems

659

(2)

Death March Projects

661

(3)

What they are

661

(1)

Why they happen

662

(1)

Key points to survival

663

(1)

Planning a CMMS Project

664

(1)

Work Request for a CMMS

665

(1)

Planning for a CMMS

665

(16)

Staffing

667

(1)

Scope

667

(2)

Project plan

669

(1)

Parts

670

(1)

Special tools

671

(4)

Procedure

675

(5)

Estimated job cost

680

(1)

Ongoing Support

681

(1)

Perspective

681

(1)

Meeting to Review Screen Design

681

(2)

Appendix M. Setting Up and Supporting a Planning Group

683

(62)

Setting Up a Planning Group in a Traditional Maintenance Organization for the First Time

683

(13)

Organization and interfaces

686

(2)

Planners

688

(6)

Workspace layout

694

(1)

Management and control

695

(1)

Redirecting or Fine-Tuning an Existing Planning Group

696

(1)

Considerations

697

(3)

Older facilities versus newer facilities

698

(1)

Facilities under construction

698

(1)

Centralized versus area maintenance considerations

698

(1)

Traditional versus self-directed work teams

699

(1)

Aids and Barriers Overview

700

(3)

Major Areas of Planning Management

703

(14)

Organize-establish a planning group

703

(3)

Plan---plan enough jobs for one week

706

(4)

Schedule---schedule enough jobs for one week

710

(2)

Execute---execute scheduled jobs and give feedback

712

(2)

Ongoing---keep planning and scheduling ongoing

714

(3)

Key Aids and Barriers

717

(22)

Management support---sponsor a P&S system

717

(2)

Supervisor support---follow a P&S system

719

(2)

Technician support---follow a P&S system

721

(2)

Right planner---create positions and select the right planners

723

(2)

Planner training---have trained planners

725

(2)

Urgent breakdowns---utilizing P&S in a reactive environment

727

(1)

Technician interruptions---deal with planner distractions

728

(2)

Equipment tags---have tags on equipment

730

(2)

Files---have effective files

732

(1)

Purchasing---buy timely nonstock parts

733

(2)

Work order system---have an effective foundation

735

(1)

CMMS---have a helpful computer system

736

(3)

Special Circumstances

739

(5)

Improve existing planning---turn around an existing group

739

(2)

New plants or units---establish effective planning

741

(2)

Self-directed teams---use planning and scheduling

743

(1)

Summary

744

(1)

Appendix N. Example Formal Job Description for Planners

745

(2)

Maintenance Planner

745

(2)

Duties

745

(1)

Minimum qualifications

746

(1)

Appendix O. Example Training Tests

747

(8)

Maintenance Planning Test Number 1

747

(2)

Maintenance Planning Test Number 2

749

(2)

Maintenance Planning Test Number 3

751

(4)

Appendix P. Questions for Managers to Ask to Improve Maintenance Planning

755

(4)

Appendix Q. Contracting Out Work

759

(34)

Why Contract Out Work?

760

(4)

Problems with Contracting Out Work

764

(3)

Alternative Forms of Contracting Out Work

767

(4)

Contracting out all of maintenance and operations

767

(1)

Contracting out all of maintenance

768

(1)

Contracting out all the labor within maintenance

768

(1)

Contracting out lower skills

769

(1)

Contracting out unusual tasks or other tasks requiring special expertise

769

(1)

Contracting out to supplement labor

770

(1)

Increasing in-house maintenance management expertise

771

(1)

Arbitration Considerations for Contracting Out Work

771

(19)

Impact on employees

773

(6)

Work type and equipment

779

(4)

Reasonableness and extent justified by employer

783

(4)

Good faith

787

(3)

Summary

790

(3)

Appendix R. Concise Text of Missions, Principles, and Guidelines

793

(6)

Maintenance Planning Mission Statement

793

(1)

Maintenance Planning Principles

793

(1)

Maintenance Scheduling Principles

794

(1)

Guidelines for Deciding if Work is Proactive or Reactive

795

(1)

Guidelines for Deciding if Work is Extensive or Minimum Maintenance

795

(1)

Guidelines for Deciding Whether to Stage Parts or Tools

796

(1)

Guidelines for Craft Technicians to Provide Adequate Job Feedback

797

(2)

Glossary

799

(4)

Bibliography

803

(2)

Index

805

Amazon no longer offers textbook rentals. We do!

Maintenance Planning and Scheduling Handbook

Maintenance Planning and Scheduling Handbook

9780071457668

0071457666

Summary

Author Biography

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Maintenance Planning and Scheduling Handbook

Maintenance Planning and Scheduling Handbook

9780071457668

0071457666

Summary

Author Biography

Table of Contents

Supplemental Materials

Write a Review

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