Maintenance and Repair

Planning and Scheduling

Maintenance and Repair

• Elements of a Planned Maintenance system
– Importance of a Work Order
– Role of Maintenance Planners and Supervisors

• Maintenance Scheduling

• Materials Management

• Maintenance Costs
– Maintenance Budgets

• Planning and Scheduling Tools

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The Maintenance Work Process
Targeted
Performance
Requirements
Work Work Work
Identification Planning Scheduling

Continuous
Improvement Sustained
Loop
Maint. Loop
(Effectiveness)
(Efficiency)
Analysis
Work
Follow-up Work
Execution

Work Flow
Decision Makers
Plant Manager
Operations
Maintenance Engineer

Data Planning
Resources & Scheduling
Diagnostic Planner
Operations Maintenance Supv
Engineering Engineering

Decision Makers
Plant Manager
Operations
Maintenance Engineer

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Elements of a Planned
Maintenance System

• A work order system to make assignments to craftmen/technicians

and to accumulate maintenance data

• Maintenance personnel dedicated to the task of planned and

scheduled maintenance including preventive and predictive activities

• Methods of formal planning and scheduling that achieve the

following:
– Effective allocation of maintenance resources
– Prioritized work tasks
– Effective supply of materials
– Positive impact on equipment availability/reliability
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Elements of a Planned
Maintenance System
• Measurement of planning and scheduling results (performance
measurements should deal with level of planned work, scheduling
effectiveness, level of unscheduled work, backlog, etc.)

• A means of sharing/planning and scheduling information with

production personnel.

• Regulated inspections and repairs. Documentation of feedback from

regulated repairs and inspections should be formalized.

• Systematic review, revision and refinement of the planned

maintenance system

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 Maintenance Planning
• Scope of the job
– What job is to be done? - What is the scope of the work?
What is the priority of this job? - What are the work steps?
– Is engineering required?

• Details have to be ironed out about each of the five elements:

– Mechanic(s), Techs, helper: What skills, how much craft coordination, time
per step, crew size, contractor needed, back-up plan if scope of work isn’t
adequate and job doubles in size.

– Tools: What tools, where to procure, how to ensure availability.

– Materials/Parts/Supplies: What parts, how many, availability, in stock, lead

time, vendor.

– Availability of the unit to be serviced: Best time to do the job.

– Authorizations/Permits/Statuary Permissions: Hot permit, open line

permit, tank entry, lock-out/tag-out, EPA involvement, etc.
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Plant Maintenance Program

Corrective Scheduled Condition Directed

Reactive Preventive Predictive

Performance Operations Diagnostic Maintenance

Update
Work Evaluation Maintenance
Requests History
Generated
by the Maintenance
Maintenance Work
Different Planning
Types of
Maintenance 8

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 Spare Parts
List Equipment
Location
description

Equipment
number Authorization
Description
Of Work
Type of
Work
Work Order System
Priority

History
Charge
Title Code

Classification
Work Order
Number Requester

Elements of a Work Order System 9

Functions of the Work Order

It is a:
• Planning and scheduling mechanism for complex jobs (also determines
the resources needed and estimates the manpower and cost).

• A contract between maintenance and the equipment owner.

• Means to authorize the work and denote priority.

• Cost collection mechanism for labor, stores requisitions, purchase

orders, and services to charge against a piece of equipment or
production cost center.

• Way to capture delays and measure productivity

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Functions of a Work Order
• Tool to determine and manage backlogs.

• Guides supervision in execution.

• Means to register acceptance of completed work.

• Provides a means to record equipment history.

• Input data for the Management Information System.

• Means to analyze failure and effectiveness of preventive/predictive

efforts.

• Used for reporting status of jobs, costs by department and type of work
versus budget, actual versus estimated cost comparison, open work
orders, etc. 11

Types of Work Orders

• Planned and scheduled: These work orders are requested and
screened by a planner, resources are planned, work is scheduled, and
the work information is entered in the computer and the work order is
filed.

• Standing or blanket: Used for (1) repetitive small jobs where the cost
of processing the paperwork exceeds the cost of doing the job; (2)
Fixed or routine assignments where it is unnecessary to write a work
order.

• Emergency: Usually written after the job is performed.

• Shutdown or outage: Are for work that is going to be performed as a

project or when the equipment is down for an extended period.

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 Planned and LOCATION: DATE: TIME DOWN:
Scheduled DOWNTIME? Y N TIME BACK IN SERVICE
E Work Order
P USER: PHONE: DOWN HOURS:
X R 100 80 70 60 50 40 30 OTHER SPECIAL
I DGR STOP SAFETY PM EFFIC. COSMETIC PRIORITY LOCK-OUT
A O
R
FIRE
SFTY
PROD OR CODE
VIOLAT. DAMAG
IMPROV. COMFOR
CHG USE PERMIT
M I
T
REASON
FOR
SCHEDULED WORK UNSCHEDULED
PM CM U M - P R RM -M I E U OTHR CL GN UM PS DR DU MU OB
REQUIRED

P Y WRITE-UP
SYSTEM: REQUESTED BY:
CONFINED
SPACE
L DATE REQUIRED:
CHARGE-BACK ACCOUNT: OTHER

E DESCRIPTION OF WORK REQUESTED:

O SKILL UNSKILLED MAINTENANCE ENGINEER OR CONTRACTOR:

LEVEL PERSON OTHER
F TIME IN TIME HRS DESCRIPTION OF TOTAL PARTS & MATERIALS QUAN
OUT WORK PRICE DESCRIPTION/PART NO.

W
TOTALS * CHGRT( )= + = TOTAL THIS W/O $

O WHAT WAS FOUND: NOTES FROM MECHANIC

DATE COMPLETED: INSPECTED BY: 13

#SWO STANDING WORK ORDER DATE OPENED DATE CLOSED

USER: LOCATION SPECIAL

PHONE: LOCK-OUT
PRIORITY: 70 60 50 40
SAFETY PM EFFIC. COMFOR PERMIT
S OR CODE
VIOLATION DAMAG
IMPROV REQUIRED

T REASON
FOR
PM CM RM UMR CL GN OTHER DOWNTIME
REQUIRED: Y N
CONFINED
SPACE
A WRITE-UP
OTHER

N SYSTEM: CHARGE-BACK ACCOUNT?: REQUESTED BY:

DESCRIPTION OF WORK REQUESTED:

D
I
N SKILL
LEVEL
UNSKILLED MAINTENANCE
PERSON
LICENSED
TRADES
ENGINEER
OR OTHER
CONTRACTOR:

G LABOR ESTIMATE: MATERIAL REQUIREMENTS

ESTIMATED BY:
DATE INIT TIME DOWN TIME MATERIAL DATE INIT TIME DOWN TIME MATERIAL
W
O

TOTAL DOWN TIME TOTAL DOWNTIME 14

TOTAL (HRS1 +HRS2 ) *CHGRT + (MAT'L MAT'L =

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Filling out the W. O.
• Priority
– Helps assign work when there is more work than people.

– Ensures that vital work is not overlooked.

– Typical priority codes are as follows:

100: Fire, safety, health (clear and present danger with automatic
overtime authorized until the hazard is removed)
80: Breakdowns that stop production, overtime authorized
70: Fire/safety/health (potential danger to user, public, employees,
or environment); statute or code violation, OSHA violation, EPA.
60: PM Activity; potential breakdown including core damage, or
loss (all types of minor leaks, decay that will get worse)
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Filling out the W. O.

50: Efficiency improvement, machinery improvement, project
work, reengineering.
40: Comfort, change use.
30: Cosmetics

• Reason for write-up (or repair reason)

– Possible reason to initiate a work order can be classified under:

Scheduled Activity: Activity that was known about at least 1 day in

advance and can be planned.

Unscheduled Activity: Requires immediate attention and repair.

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 Repair Reasons
SCHEDULED ACTIVITY
Code Description
PM PM (Preventive maintenance) task list activity such as inspection, lube,
adjustment, and survey (an initial PM inspection)
Corrective maintenance (also called Reactive Maintenance) includes scheduled
CM maintenance known 1 - 2 days in advance, when PM worker finds a potential
or impending problem.
UM-R User maintenance ---Routine work or standing work order (known work
done every week)
UM-P User maintenance --- Project work requested by production (usually small
jobs, can be planned). Larger projects are considered RM-type maintenance
RM Rehabilitation maintenance, rebuild, capital projects from management
decision
RM-M Modernize equipment to shop spec.
RM-I Installation of new equipment
RM-E Efficiency improvement
RM-U User initiated modification
CL Cleaning machines and shop, sweeping up, etc.
GN Grounds, including cleaning, mowing, exterior, snow removal, etc.
NONSCHEDULED ACTIVITY
User maintenance ---- Breakdown (requiring immediate action). UM-B
UM-B could be a jam-up, slow down, leak, quality problem, immediate safety
danger, etc.
PS Personal service, errands, minor jobs around the office
D-R Reported damage (someone made a mistake and broke something and reported it.
D-U Unreported damage, no report, includes vandalism, sabotage
MU Misapplied use, wrong component for job.
OB Other breakdown, including code violation, safety audit, OSHA inspection, PM
inspector finds imminent danger or breakdown (cannot be scheduled)

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Example
In a recent review of repair reasons in a fabrication
shop, we found the following hours:
Reason for Repair 1995 1996 1997
PM Activity 0 560 940
PM --Survey * 0 40 40
CM--Corrective or Reactive Maintenance 0 2978 2695
UM-R** Routine Work or Standing W. O. 4706 4245 1675
UM-P Small user projects 1200 1225 1675
RM- Management decision 1323 4580 1521
Vandalism/Damage 690 345 267
D-R Reported damage 120 240 290
D-U Unreported damage 810 585 527
UM-B customer/User complaint 5970 2250 1556
OB-Osha inspection 611 240 58
Totals 14,620 hrs 16,703 hrs 11,687 hrs
* Survey is a complete walkthrough of a facility to see the "big" maintenance picture
** Routine work has a known duration, such as 2 hour startup, shift assigned as an area mechanic. It can
also have a known work requirement like mopping a hallway, changing a die. There is usually only a
limited amount of maintenance work per se involved.

Explore the several trends in these labor statistics: which

trends are you convinced are real, and which could turn
around in a “bad” year? 18

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Other Important Work Order Information

– What was found: Notes from mechanic ( Frequently, the

mechanic fixes something or finds something not anticipated by the
work requester. These notes are essential for root failure analysis.

– Date completed, inspector. The job has to be closed out by an

inspection. The inspector can be the mechanic, an inspector, a
satisfied user,or the supervisor.

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Obstacles to Effective Work Order

(W.O.) Systems
• Inadequate preventive and predictive maintenance programs. If an
organization is in a reactive mode (“fire-fighting mode”), it has little or no
time to operate a W.O. system.

• A lack of controls for the maintenance labor resource ( insufficient

personnel of one or all crafts, insufficient supervision of personnel,
inadequate training, lack of accountability for work performed).

• Inadequate stores controls.

• Poor planning disciplines.

• Lack of performance controls.

• Inadequate or inaccurate equipment history 20

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