Eight Steps to

Success in
Maintenance
Planning and
Scheduling

Workshop Objectives
Provide each attendee with an understanding
of the proactive maintenance planning and
scheduling approach
Provide a training program that is educational,
exciting, and informative
Provide a training environment that is
conducive for training
Give you knowledge to take back and apply

Expectations?
Why are you here?
What are your expectations from this class?

Rewards
For contributions that add value to the class,
you will receive one of my books Planning
and Scheduling Made Simple 3rd Edition
I have 10 of these books with me and will not
leave this class without all 10 being given out
In addition, the group who adds the most
value to this session will receive a book for
each person

Questions

Ask your questions, do not hold back

Poll
1. How many people have effective Maintenance Planning?
2. How many people kit or stage parts before Scheduling?
Utilization Survey Crane Crew

Break Into Groups

3-5 people each
If you know each other great, if not thats ok

Each Group 1st Tasking

1. Identify where work comes from for a
Maintenance Planner to use
2. Does a Planner become involved in
emergency work?
3. Does a Planner assist with maintenance
work?

Maintenance Planning
Identifying the parts, tools, procedures, and standards/
specifications required for effective maintenance work,
increasing wrench time.

Planning is key to the success of Precision Maintenance

Planning and Scheduling

These are two different functions that are
dependent on each other.

Maintenance Scheduling
Scheduling of maintenance, operations, contractors,
engineering, and safety personnel to be in the right
place at the right time for the right work synchronized
together that is intended to minimize interruption to
operations and production.
Performing the right work
at the right time.

Maintenance Issues
Most maintenance staff only perform 2-4 hours of
actual maintenance a day
Effective direct work is low
Caused by lack of effective planning
Caused by lack of effective scheduling

70-80% of equipment failures are human-induced

Not knowing specifications

Not having the right part at the right time
Improperly handling and installing bearings (parts)
No repeatable, effective PM, Corrective, Lube Procedures

Personal Exercise
Identify which of the previous issues best
describes the current state of your
organization

A Few Known Facts

Schedule Compliance 80-90%
Percent of Planned Work 90%

PM Execution 15%
Results from PM Execution 15%
PdM Execution 15%

Results from PdM Execution 35%

Wrench Time (typical company) 18-30%
Wrench Time (World Class company) 55% +
Maintenance Cost (reactive company) 19% / RAV
Maintenance Cost (World Class company) 1.7% / RAV

Without proper PM/PdM, Proactive Work is not achievable.

Need a Volunteer
Please describe the process I just described to
the class

What Is a Failure?
There are two types of failures:
A functional failure is the inability of an item
(or the equipment containing it) to meet a
specified performance standard.
A potential failure is an identifiable physical
condition which indicates a functional failure
is imminent.
- F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense Report
Number AD-A066-579, December 1978

How would you define a failure?

As a group

P-F Curve

Proactive Planning and Scheduling

Need One Group to Volunteer

Define the process that was described in the last
slide using PM vs. PdM 10 minutes and then
lets have it.

Where Do You Start?

Step 1: Identify External Distracters

Poor spare parts and inventory controls
Conflicting ideas of what planning is
Planners taken off job, put on tools, or involved in daily
activities (parts chaser, facilitating daily work)
Maintenance and Production not acting as a team
No planning process, unclear expectations, unclear roles and
responsibilities
Maintenance leadership not following the plan
Emergency/urgent work too high
Lack of discipline
CULTURE CHANGE

Group Exercise
What distractors do you, as a group, see in
your organizations?

Step 2: Educate the Team

Coaching is not just for Planners Anymore

Plant/Operations Leadership
Frontline Operations Leadership
Maintenance and Reliability Leadership (all
levels)
Planners
Maintenance Personnel
Operators

Tool Box Talk - Education

Group Exercise
Develop a short training plan for your
Leadership and then lets use your plan in a
simulation.

Only 2 groups will be selected

Step 3: Develop RACI Chart for

Maintenance Planning

Step 4: Develop Guiding Principles for

Planning
The planners focus on future work and maintain at least
two weeks of work backlog that is planned, approved,
and ready to schedule/execute
Planners do not chase parts for jobs in progress
Supervisors and crew leads handle the current days work
and problems - coordination
Scheduling does not occur until parts are kitted
We will maintain a stable/non-fluid Criticality Index
We will improve wrench time through cooperation with
everyone

Wrench Time?
What is wrench time?
How will it increase my maintenance effectiveness?
How do you conduct a Wrench Time Study?

(Indirect Time)

Step 5: Define the Planning Process

Group Exercise
Develop a Process Map for Work Identification
that is used for Maintenance Planning Only

Step 6: Prioritize Work to Be Planned

Intercept Ranking

Step 7: Develop Effective/Repeatable

Procedures

Repeatable Process
Capture Knowledge
Train New Employees
Reduce Human-Induced Failures

Group Exercise
Develop a procedure using the techniques
shown in this workshop for a PM on a 20 HP
AC Induction Motor

Knowing Where You Are

Would You Like to Know

Where You Are?

You cannot improve something you do not measure.

Step 8: Measure Effectiveness

% of Work Orders Planned (Trending Up)
% of Planned Work (90%)
Proactive (90%)
Reactive (2%)
Requires No Planning (8%)

% of Work Orders with Estimated to Actual Labor Hours (+/- 10%)

Backlog - measured in labor hours by week
Ready to Schedule (2-4 Weeks)
Total Backlog (6-8 Weeks)

% of WOs with Comments/Recommendations

PM Compliance (Critical Assets 100%)

Individual Exercise
What 4 metrics would you use to measure
effectiveness of Maintenance Planning and
Scheduling?

Overview

Lay out your plan for when you return

-

Keep it short and to the point

Make it obtainable
Make it measurable
Ensure alignment is transparent

Questions?
Ricky Smith, CMRP
rsmith@gpallied.com