Planning Scheduling and Coordination

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Maintenance Planning,
Scheduling &Coordination
Auteurs: Don Nyman.
Joel Levitt.
Uitgeverij: Industrial Press Inc.
!! "adison Avenue
Ne# $or%& N$ 1!!1'(4!)8
###.industrial*ress.com
I+,N: !(8-11(-14-(8
,oe%.es*re%ing door "aur ,entein / Juli !!'
"aintenance Planning& +c0eduling 1 2oordination
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Content
Pre3ace..............................................................................................................................................4
Introduction......................................................................................................................................4
20a*ter 1 ( +elling Planning& 2oordination and +c0eduling to "anagement and 4*erations........)
20a*ter ( Understanding t0e Nature o3 "aintenance Activities 1 4rgani5ing Accordingly.......6
20a*ter - ( 70ere Planning 8its Into 9ood "aintenance Practices..............................................1!
20a*ter 4 ( "anaging t0e Planning and +c0eduling 8unction.......................................................14
20a*ter : ( ,ac%log "anagement and 7or% Programs.................................................................1:
20a*ter ' ( +i5ing t0e "aintenance +ta33.......................................................................................1)
20a*ter ) ( ;0e Planning Process <"icro(Planning=.....................................................................!
20a*ter 8 ( ;0e Planning Process / +creening& +co*ing& >esearc0 and Detailed Planning..........-
20a*ter 6 ( Detailed Planning Process / "aterials& ;ools and ?@ui*ment....................................)
20a*ter 1! ( 7or% "easurement...................................................................................................--
20a*ter 11 ( Analytical ?stimating................................................................................................-8
20a*ter 1 ( 2oordination #it0 4*erations...................................................................................4
20a*ter 1- ( +c0eduling "aintenance 7or%.................................................................................44
20a*ter 14 ( Jo. eAecution.............................................................................................................48
20a*ter 1: ( Jo. 2lose 4ut and 8ollo# U*...................................................................................:!
20a*ter 1' ( Planner and +c0eduler "etrics..................................................................................:
20a*ter 1) ( Using 2""+ to Aid Planning and +c0eduling........................................................:4
20a*ter 18 ( Planning and "anagement o3 Projects......................................................................:'
AnneAes..........................................................................................................................................:)
AnneA 1: ;0e rus0 jo.................................................................................................................:)
AnneA : 7or%s0eet 3or determining t0e ratio o3 cra3tsmen to *lanners...................................:8
AnneA -: 20ec%(list 3or ,ac%log Integrity.................................................................................'!
AnneA 4: A #ee%ly eAam*le o3 a 7or% Program......................................................................'1
AnneA :: ,ac%log 7ee%s ;rend 20art.......................................................................................'
AnneA ': >e@uired "aintenance +ta33ing ,ased U*on 7or%load.............................................'-
AnneA ): Jo. Assessment and +co*ing 20ec%(list.....................................................................'4
AnneA 8: Jo. Planning +urvey...................................................................................................':
AnneA 6: List determina.le materials& *arts and s*ecial tools re@uired.....................................''
AnneA 1!: Buestions to as% a.out tools and e@ui*ment.............................................................')
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AnneA 11: 2ommon Jo. +e@uence.............................................................................................'8
AnneA 1: ;ravel(time ta.le.......................................................................................................'6
AnneA 1-: La.or Li.rary............................................................................................................)!
AnneA 14: ;y*ical ta.le o3 allo#ances......................................................................................)1
AnneA 1:: +lotting ;a.le 2once*t.............................................................................................)
AnneA 1': Instructions 3or recommending .enc0mar%s............................................................)-
AnneA 1): "aintenance Jo. ?stimating 7or% +0eet.................................................................):
AnneA 18: Jo. loading and sc0eduling.......................................................................................)'
AnneA 16: La.our De*loyment +c0eme....................................................................................))
AnneA !: +c0eduling guidelines and tec0ni@ues......................................................................)8
AnneA 1: Project "anagement Process....................................................................................81
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Preface
"aintenance ?Acellence is re@uisite to t0e ac0ievement o3 7orld(2lass 4*erations <an organi5ation
t0at is com*etitive #it0 t0e .est in t0e #orld=.
7ell(*lanned& *ro*erly sc0eduled& and e33ectively communicated jo.s accom*lis0 more #or%& more
e33iciently& and at a lo#er cost.
Introduction
"aintenance organi5ations every#0ere 0ave t0e res*onsi.ility to assure o*timum use o3 t0e
ca*acity o3 an enter*rise.
PreventiveCPredictive "aintenance <PP"= is not conceived to *ut e@ui*ment in *ro*er condition&
.ut to maintain it in t0at condition 3rom t0e time o3 ac@uisition or restoration.
Proactive maintenance re@uires a cultural transition 3rom a reactive to a *roactive environment.
Integrated maintenance and *roduction management *artners0i*:
Governing principles and Concepts D s0ared .elie3s
E +tatus Assessment D measurement o3 current state o3 s0ared .elie3s
E 9oals 1 ;argets D esta.lis0ed o.jectives
E "aster Plan
D #0at& #0o& #0en F to close t0e ga* .et#een
current status and t0e goals
E ,udgetary 2ontrol D su**ort o3 t0e "aster Plan
E
"anagement >e*orting
and 2ontrol
D 3eed.ac% necessary to earn sustained management
commitment
Preventive/Predictive Maintenance D ve0icle .y #0ic0 relia.ility is assured
E "aintenance ?ngineering D 3unction to o*timise t0e P"CPd" *rocess
E ?@ui*ment Gistory
H >elia.ility 2entered "aintenance are used .y
"aintenance ?ngineering
Organization structure
D structured 3or *roactive rat0er t0an reactive
res*onse
E +%ills ;raining
D essential elements and a source o3 *ride
E
8acilities& ;ools and
?@ui*ment
E +u*ervision H *ractices to ac0ieve F
E Buality Assurance H ad0erence to *olicies and *rocedures
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Planning, Coordination & Scheduling D needed to 3ul3il eA*ectations t0roug0 ...
E 2om*uteri5ed 7or% 4rder +ystem
E 2ost Distri.ution
E 7or% "easurement
De3initions
Planning <0o# to do t0e jo.= is t0e develo*ment o3 a detailed *rogram to ac0ieve an end <i.e. a
maintenance re*air or re.uild=.
;0e *lannerIs role:
2oordination encom*asses t0e logistical e33orts o3 assem.ling all necessary resources so t0e jo. is
ready to .e sc0eduled.
+c0eduling <#0en to do t0e jo.= is t0e #ritten *rocess #0ere.y la.our resources and su**ort
e@ui*ment are allocatedCa**ointed to s*eci3ic jo.s at a 3iAed time #0en 4*erations can ma%e t0e
associated e@ui*ment or jo. site accessi.le.
70y *lan& coordinate and sc0edule maintenance jo.sJ
"ost maintenance de*artments do not *lan to 3ail& t0ey sim*ly 3ail to *lan and t0ere3ore do indeed
3ail. ;0e major reason .e0ind 3ailure to *lan is t0at *utting out todayIs 3ires is given *riority over
*lanning 3or tomorro# / t0ere.y insuring t0at 3uture e@ui*ment 3ailures #ill re@uire reactive
res*onse F
>eactive maintenance is sim*ly a vicious circle& a continuous do#n#ard s*iral.
7e *lan .ecause *lanned maintenance reduces #aiting and delay times t0at mec0anics inevita.ly
encounter #0en *er3orming #or% t0at 0as not .een *ro*erly *re*ared 3or.
"ismanagement is 0ig0ly visi.le to t0e #or%ers on t0e 3ront lines.
Do #e really #or% .est under *ressure& or do #e sim*ly #or% 3aster and less e33ectively due to lac%
o3 *re*aration and 0asty judgementsJ
;0e measure o3 true management is t0e a.ility to distinguis0 im*ortant 3rom urgent& re3usal to .e
tyranni5ed .y t0e urgent& re3usal to manage .y crisis.
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Advanced *lanning& coordination& sc0eduling and t0e *ursuit t0ereo3 are *roactive s%ills.
I3 you do not 0ave t0e time to do it rig0t& #ill you 0ave t0e time to do it overJ
Learn to say N4
Decide #0at not to do. KI donIt %no# t0e %ey to success .ut t0e %ey to 3ailure is trying to *lease
every.ody.L M,ill 2os.yN
+ee anneA 1: ;0e >us0 Jo. ( Anonymous.
4.jectives o3 #or% *re*aration
7it0out *ro*er *lanning and sc0eduling& maintenance is 0a*0a5ard& costly and ine33ective& and #ill
consistently 3ail to meet *romised dates. ;0ese 3ailures #ill cause constant *ro.lems 3or 4*erations&
#0o #ill .ecome increasingly reluctant to release e@ui*ment in t0e 3uture.
Prere@uisites
Proven *rere@uisites 3or maintenance o.jectives:
Lead(time is essential
A strong institutionalised 7or% 4rder +ystem
An organi5ational structures t0at 3osters Pro(action
>easona.le s*an o3 control 3or su*ervisors
Understanding t0e de*artmentIs mission in relation to com*any o.jectives
Assistance 3or 4*erations in esta.lis0ing a *ractical level o3 maintenance
>egards 3or o*erations as an internal customer
"aintenance customers deserve to 0ave t0eir #or% *er3ormed on a timely .asis. ;0ere3ore&
.ac%logs must .e %e*t #it0in reasona.le limits.
?ac0 0our o3 e33ective *lanning ty*ically returns t0ree to 3ive 0ours in mec0anic time or e@uivalent
savings <measured in cost o3 material and *roduction do#ntime=.
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Chapter 1 - Selling Planning, Coordination and Scheduling to
Management and Operations
+elling management
2ontri.utions o3 maintenance:
2a*acity assurance&
>elia.ility&
2ustomer satis3action&
F at a lo#er unit cost.
7or% +am*ling
;0e Active +am*ling tec0ni@ue uses random o.servations o3 t0e maintenance #or% 3orce #it0
categori5ation .y nature o3 eac0 o.servation. )!! o.servations 3or a single *o*ulation <eA.: 1 s0i3t
o3 electricians= are needed.
;y*ical "aintenance 7or%erIs Day / #it0 and #it0out *lanning 1 sc0eduling
Category Reactive Proactive
>eceiving instructions :O -O
4.taining tools and materials 1O :O
;ravel to and 3rom jo. 1:O 1!O
2oordination delays 8O -O
Idle at jo. site :O O
Late starts and early @uits :O 1O
Aut0ori5ed .rea%s and relie3s 1!O 1!O
?Acess *ersonal time :O 1O
Subtotal 6! "!
#irect $ctual %or& acco'plished "! 6!
+ym*toms o3 ine33ective jo. *lanning
8or lac% o3 *ro*er *re*aration& muc0 time is lost:
9aining detailed %no#ledge o3 t0e re@uired #or%
4.taining *ermits
Identi3ying and o.taining materials& tools& etc.
Delivering t0e a.ove in*uts to t0e jo. site
7aiting 3or re@uired s*are *arts t0at are not in stoc%
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2onvey t0e many .ene3its t0at accrue to eac0 sta%e0older
Planning& sc0eduling 1 coordination *rovide signi3icant .ene3its to management .y:
Providing a central source o3 in3ormation
Im*roving em*loyee sa3ety
Im*roving regulatory com*liance
Ac0ieving t0e o*timal economic level o3 maintenance
20allenging t0e need 3or #or% re@uests
Accurately 3orecasting la.our and material needs
?sta.lis0ing eA*ected #or%load and analysing t0e variations
Im*roving e33iciency t0roug0 avoiding delays
Providing 3actual data
Identi3ying *ro.lem areas
>educing total unit cost
Increasing use3ul li3e o3 assets
Im*roving *re*aration& management and control o3 major s0ut(do#ns
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Chapter 2 - Understanding the Nature of Maintenance Actiities !
Organi"ing Accordingl#
4rgani5ationally& t0ere must .e recognition o3 and *rovision 3or t0e t0ree .road ty*es o3 #or%
*er3ormed .y t0e maintenance de*artment: *rom*t emergency res*onse& relia.le routine service and
timely .ac%log relie3.
As managers& #e must not allo# urgency alone to consume all availa.le resources. >esources must
.e *reserved or *rovided 3or t0e im*ortant #or% t0at im*roves 3uture relia.ility and t0ere.y reduces
3uture urgencies.
4rgani5ation .y #or% ty*e:
;0e routine maintenance grou* and t0e emergency maintenance grou* are t#o minimally si5ed
cre#s.
>outine include all P"CPd" and ot0er ins*ections& as #ell as lu.rication& cali.ration& tests&
cleaning& adjustment& tig0tening& etc.
,ac%log consist o3 all *lanna.le #or% still o*en. In a *roactive environment& t0e .ul% o3 t0e
maintenance #or%load s0ould .e *lanna.le <':O tot ):O=. ,ac%log #or% originates 3rom P"CPd"
ins*ections& in t0e 3orm o3 2orrective 7or% 4rders& 3rom *rojects and non(urgent re@uests 3rom
sources t0roug0out t0e organi5ation.
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Chapter $ - %here Planning &its Into 'ood Maintenance Practices
70en a maintenance *lanning and sc0eduling 3unction is .eing esta.lis0ed& t0e 3irst @uestion t0at
usually arises is #0ere and 0o# it 3its into t0e organi5ation. ;0e 3irst ans#er is t0at it is structured
#it0in t0e maintenance organi5ation& not outside o3 it. +econdly& it s0ould .e organi5ationally
inde*endent o3 t0e s*eci3ic maintenance su*ervisor<s= it is tas%ing& as #ell as su**orting.
Planners t0ere3ore s0ould .e on t0e same organi5ational level as t0e su*ervisors t0ey su**ort on a
#ee%(to(#ee% .asis. Neit0er s0ould .e su*erior or su.ordinate to t0e ot0er.
;0e maintenance su*ervisor and t0e maintenance *lanner 3orm t0e most im*ortant *atners0i*
#it0in t0e maintenance de*artment.
+0ould #or% *re*aration .e a se*arate and distinct 3unctionJ
As Peter Dru%er once said: K;0e *roductivity o3 #or% is not t0e res*onsi.ility o3 t0e #or%er .ut o3
t0e manager. A #or%er #ill not *lan 3or 0is o#n e33iciency.L
Un3ortunately& under modern *rinci*les o3 0uman .e0aviour& t0e common .elie3 is t0at se*aration
o3 *re*aration 3rom eAecution is unnecessary. F 2onsistent #it0 conce*ts o3 #or%er involvement
and sel3(direction& jo. *re*aration is .eing 3orced to t0e lo#est organi5ational level *ossi.le.
;0e assigned cra3tsman
I3 *lanning is le3t to tec0nicians it is rarely *er3ormed #ell.
,ecause o3 0is *osition in t0e organi5ational 0ierarc0y& t0e cra3tsman is not #ell(*ositioned 3or
many o3 t0e liaisons associated #it0 t0e *lanning and sc0eduling role.
;0e res*onsi.le su*ervisor or team leader
9iven t0e demands o3 daily maintenance eAecution& su*ervisors are 3orced to concentrate on t0e
immediacy o3 todayIs *ro.lems and 0ave little time le3t to 3ocus on e33ective *re*aration 3or 3uture
activities. I3 t0ey are tas%ed to address .ot0 *re*aration and eAecution& *lanning 3or 3uture jo.s is
almost al#ays neglected due to t0e *ressure o3 todayIs #or%.
;0e *roven ans#er
?A*erience s0o#s t0at t0e 3unctions o3 *re*aration& su*ervision and maintenance engineering are
.est se*arated. All t0ree re@uire di33erent s%ills& and a com.ination o3 all t0ese s%ills in one *erson
is t0e eAce*tion rat0er t0an t0e rule.
;0is se*aration o3 t0e *lanning 3unction does not mean t0at t0e maintenance tec0nician is not
involved in t0e *lanning *ortion o3 *re*aration. "ec0anics& su*ervisors and *lanners all contri.ute
to t0e *lanning *rocess. 2ra3tsmen contri.ute in 3ive im*ortant #ays:
1. +ome jo.s eit0er .y design <minor= or .y de3ault <urgency= are not covered .y a *lanned jo.
*ac%age.
. ;0ere are situations #0ere t0e .ac%log #aiting 3or *lanning gets out o3 control.
-. ;0ere are situations #0ere t0e %no#ledge o3 a given mec0anic sim*ly eAceeds t0at o3 t0e
*lanners or su*ervisors.
4. 2ra3tsmen can .e utili5ed as *lanning assistants on a tem*orary& rotating .asis.
:. Partici*ative team conce*ts may #ant one mem.er o3 t0e team to .e designated as t0e
*lanner or coordinator 3or a *eriod o3 time.
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20annels o3 coordination and communication
;0e Planning and +c0eduling grou* is t0e 0u. o3 inter and intra 3unctionalCorgani5ational
coordination and communication. Planners are t0e *rinci*al *oint o3 contact and liaison .et#een
maintenance& o*erations and ot0er su**ort de*artments.
;0is relations0i*& called direct liaison& is de*icted in t0e 3ollo#ing 3igure:
;0e antit0esis& #0ere *lanners are seen to su**ort only t0e maintenance manager as a sta33 assistant&
is *resented in t0e 3ollo#ing 3igure:
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7or%ing liaisons
In large organi5ations& in order to im*rove coordination .et#een maintenance& o*erations and ot0er
internal customers& consideration s0ould .e given to t0e identi3ication o3 *rimary *oints o3 contact
<"aintenance Liaisons=.
;0ere3ore& it is recommended t0at large organi5ations esta.lis0 a s*eci3ic *erson in eac0 o*erating
de*artment as a 3ocal *oint 3or communications and liaison #it0 maintenance.
+0ould *lanning .e se*arate 3rom sc0edulingJ
;0e selection is a local decision. "any organi5ations are too small to consider se*aration o3 t0e
duties.
It is o3ten di33icult to identi3y a *otential *lanner ca*a.le o3 *lanning electrical as #ell as
mec0anical #or%. ;0is di33iculty relates to t0e *lanning *ortion o3 t0e jo.& not to t0e sc0eduling
*ortion.
I3 t0e 3unctions are se*arated& *lanning is decentrali5ed to #0ere t0e #or% occurs& #0ile sc0eduling
is centrali5ed #it0 res*onsi.ility to distri.ute resources .ased u*on location o3 t0e #or%load.
2lari3ication o3 roles
;0e "aintenance +u*ervisor is res*onsi.le 3or t0e #ell .eing& training and leaders0i* o3 team
mem.ers.
;0e "aintenance ?ngineer is res*onsi.le 3or a**lication o3 tec0nical s%ills and ingenuity to t0e
avoidance and correction o3 e@ui*ment *ro.lems causing eAcessive *roduction do#ntime& @uality
variations and maintenance #or%.
;0e PlannerC+c0eduler is res*onsi.le 3or logistic su**ort to remove all avoidance .arriers standing
in t0e #ay o3 e33ective com*letion o3 maintenance #or%.
2ontrol s*ans 3or t0e t0ree 3unctions must com*ly #it0 good maintenance *ractice:
(unction Control Span
+u*ervisor 1 : 1!
PlannerC+c0eduler 1 : !
"aintenance ?ngineer 1 : 4!
8actors in3luencing *lannerCsc0eduler control s*an
2ontrol s*an ratios s0ould .e used only as guidelines.
+ee anneA : 7or%s0eet 3or determining t0e ratio o3 cra3tsmen to *lanners.
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>elations0i* #it0 ot0er 3unctions
"aintenance Planners need:
2lear de3inition o3 t0eir relations0i*s #it0 maintenance su*erintendents& su*ervisors&
mec0anics and o*erations
Pro*er com*uter su**ort to allo# develo*ment o3 a com*re0ensive *lanning data.ase
2ommitment 3rom maintenance and o*erating management to 0old structured #ee%ly
coordination and sc0eduling sessions to esta.lis0 *riorities 3or daily& #ee%ly& do#n day and
major outage #or%
2oo*eration 3rom maintenance su*ervisors& mec0anics and o*erating su*ervisors in t0e
e33ective use and a**lication o3 e33orts *ut into meaning3ul *lanned jo. *ac%ages
8eed.ac% 3rom mec0anics and su*ervisors <maintenance and o*erations= regarding s*eci3ic
s0ort3alls in *lanned jo. *ac%ages so t0at im*rovement o3 3uture *ac%ages is 3acilitated
8eed.ac% 3rom maintenance su*ervisors regarding com*liance #it0 and eAce*tions to t0e
#ee%ly sc0edule #it0 noted KreasonsL.
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Chapter ( - Managing the Planning and Scheduling &unction
"anagement o3 Planners
"aintenance managers t0emselves normally manage small *lanning grou*s #it0 one to t0ree
*lanners. In lager *lanning de*artments #it0 several su**ort *ositions a "anager o3 "aintenance
+u**ort +ervices is recommended.
Planning #or%s .est #0en *lanners do not re*ort to cre# su*ervision. ;0ey s0ould .e on t0e same
organi5ational level as t0e su*ervisors t0ey su**ort and not su.ordinate to t0em. I3 *lanners #or%
directly 3or su*ervisors& t0e tendency is 3or t0em to .e used as eA*editors& cler%s or *urc0asing
agents in su**ort o3 daily activity rat0er t0an as *lanners 3or 3uture <neAt #ee%= jo.s.
"anaging *lanning
"anaging t0e *lanning usually .oils do#n to regular assessment o3 continuous im*rovement.
8or details a.out measuring t0e e33ectiveness o3 maintenance and maintenance *lanning see c0a*ter
1'.
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Chapter ) - *ac+log Management and %or+ Programs
2ontrol o3 t0e .ac%log is %ey to success3ul management o3 t0e maintenance 3unction. ,ac%log is
de3ined as t0e net #or%load& measured in la.our 0ours& re@uested .ut not yet com*leted.
Planning 3or "aintenance ?Acellence .egins #it0 K"acro(PlanningL& #0ic0 is t0e *er*etual
.alancing o3 maintenance sources #it0 maintenance #or%load. Past misuse and de3erral o3 essential
maintenance #or% accelerates deterioration and t0ere.y 3urt0er increases t0e re@uirement 3or
maintenance resources.
4nce an organi5ation 3ails to %ee* u* #it0 deterioration& it cannot maintain a *roactive *rogram i3
one is in *lace and certainly cannot clim. out o3 an eAisting reactive state #it0out an in3luA o3
ade@uate resources.
As a *ractical matter& #0en an organi5ation is in t0is state& any de3iciencies 3ound .y *roactive
ins*ections are not li%ely to .e corrected .e3ore 3ailure. ;0is condition renders t0e *roactive cre#
im*otent and destroys t0e morale and e33ectiveness o3 t0e entire maintenance organi5ation.
;0e current .ac%log .orne .y eac0 cre# or trade <measured in #ee%s= must .e calculated and
dis*layed on a mont0ly .asis.
,ac%log management
7ell(managed maintenance de*artments 0old t0eir .ac%log #it0in esta.lis0ed u**er and lo#er
control limits. ,ac%log ready to .e sc0eduled is *art o3& .ut isolated #it0in& t0e total .ac%log. ;#o
to 3our #ee%s o3 K>eadyL .ac%log and 3our to eig0t #ee%s o3 K;otalL .ac%log are considered t0e
norm.
A #ell(designed and administered KPriorityL coding structure #it0 an ageing 3eature can *revent
inde3inite delays to individual jo.s in t0e .ac%log. "edium( and even lo#(*riority jo.s are still to
.e com*leted #it0in a reasona.le time 3rame.
Jo. status
It is essential t0at *lanners %no# t0e current status o3 eac0 jo. in t0e .ac%log. +uc0 status is
documented via K+tatusL code #it0in t0e 2om*uteri5ed "aintenance "anagement +ystem
<2""+=.
;0e ,ac%log must .e com*lete& current& *ure and relia.le. Go# #ould t0e integrity o3 your current
.ac%log stand u* to t0e 3ollo#ing testJ
+ee anneA -: 20ec%(list 3or ,ac%log Integrity
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Develo*ment o3 7or% Programs
,ecause maintenance is managed .y controlling .ac%log #it0in esta.lis0ed limits& t0e current
.ac%log u*on maintenance cre#s must .e calculated and analysed. A 7or% Program s0ould .e
develo*ed 3or eac0 maintenance team at least mont0ly.
+ee anneA 4: A #ee%ly eAam*le o3 a 7or% Program
;0is data s0ould t0en .e *lotted on a trend c0art <anneA := to trigger managerial reaction& as
a**ro*riate. >esources s0ould .e 3leAed <adjusted= u* or do#n as analysis indicates necessity.
;0ere are t0ree resources t0at can .e 3leAed:
4vertime is t0e easiest resource to adjust <i3 not already eAcessive=P
2ontract +u**ort is t0e second most 3leAi.le strategyP
Permanent +ta33 is t0e least 3leAi.le alternative.
Do not develo* 7or% Programs only 3or t0e maintenance #or% 3orce in total. ;0is de3ines t0e
average condition. ,alance must .e *reserved at t0e cre# level& not sim*ly 3or t0e entire
maintenance organi5ation.
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Chapter , - Si"ing the Maintenance Staff
Go# many maintenance *ositions are re@uired to *ro*erly maintain a 3acilityJ Alt0oug0 surveys
o33er some insig0t& t0e only meaning3ul res*onse re@uires a Kde3inition and measurement o3
in0erent #or%loadL.
?Aisting sta33ing *rocesses
?Aisting sta33ing *rocesses 3or t0e maintenance 3unction are generally inade@uate and inde3ensi.le.
;y*ically& maintenance does little to justi3y current sta33ing& muc0 less .uild a case 3or re@uired
sta33ing.
7it0out records o3 .ac%log trends .y cra3t t0ere are no 0ard justi3ication 3or additional resources.
;0e maintenance leaders0i* team is reduced to anecdotal evidence and indirect measures o3
increases in #or%load <rising customer com*laints& increased do#ntime& gro#ing use o3 contractors&
etc.=. Un3ortunately suc0 indicators at .est are Klagging indicatorsL.
;0e 3igure <anneA '= *rovides an illustration o3 0o# a .usiness argument 3or t0e Kre@uiredL
maintenance sta33ing mig0t .e develo*ed and *resented to management.
PreventiveC*redictive maintenance ins*ections
In t0e eAam*le& t0e re@uired sta33 resources 3or PP" #ere @uanti3ied at 1: as 3ollo#s:
;otal La.our Gours 3or all PP" ins*ections *er year D )&!!!
Num.er o3 La.our Gours *er year D 1&8!!
>e@uired sta33 D )&!!! : 1&8!! D 1:
;0e num.er s0ould not .e @uestioned #it0out engineering reasons to modi3y t0e *rogram.
Do not develo* t0is num.er 3rom 0istory. Gistory #ould *rovide t0e *ro*er num.er only i3 on(time
PP"(com*liance #as 1!!O.
+teady state .ac%log relie3
;0e steady state .ac%log relie3 is t0e rate at #0ic0 ne# re@uests 3or *lanna.le #or% %ee* coming in.
Please note t0at in t0e eAam*le t0e 1: PP" *ositions #ill .e generating a good deal o3 t0is .ac%log
t0roug0 t0eir ins*ection activity. +teady sate does not include de3erred maintenance.
Urgent res*onse
Urgent res*onse is t0e reactive #or%load t0at lac% o3 relia.ility 3orces u*on t0e maintenance
3unction. I3 you 0ave t0e re@uired resources M3or *roactive maintenance FN& t0e need 3or reactive
res*onse s0ould diminis0 signi3icantly.
De3erred maintenance
;0e term de3erred maintenance encom*asses all t0e re@uested and not disa**roved #or% t0at 0as
not .een com*leted in a reasona.le time 3rame Mover t0ree mont0s oldN. ;0e eAam*le assumes 4!
*ositions to overcome t0e de3erred state #it0in ' mont0s& so t0e *rovision is gone .y mid(year.
4nce an organi5ation ac0ieves t0is #ort0y o.jective and eA*eriences t0e .ene3its o3 *roactive
maintenance& it s0ould never .e allo#ed to slide .ac% into t0e de3erred state F 3or t0at is 3alse
economy.
18 van 84
2a*ital *rogram re@uirements
;ranslate t0e ca*ital *rogram 3or t0e coming year into terms o3 maintenance #or%ers re@uired.
+ummary o3 re@uirements
In t0e eAam*le& t0e narro# second column 3rom t0e le3t suggests a *ro*er internalCeAternal scenario.
De3erred maintenance and t0e ca*ital *rogram are not ongoing steady state situations.
4rgani5ations s0ould .e sta33ed 3or normal #or%loads& not 3or tem*orary *ea%(loads.
+imilar analysis and logic is t0e soundest met0odology .y #0ic0 to *ro*erly si5e t0e maintenance
#or% 3orce.
4t0er considerations 3or sta33ing
;0ere are 3our invisi.le demands / #e call t0em invisi.le .ecause t0ey do not al#ays s0o# u* on
#or% orders / t0at s0ould .e considered in t0e 3inal decision.
2atastro*0e demand: t0e *oint is t0at small catastro*0es actually 0a**en regularly. ;0e
@uestion is: s0ould *rovisions 3or storms or 3ires .e 3actored into maintenance sta33ingJ
2onstruction related demand: during large constructions& trades*eo*le are *ulled o33 jo.s to
escort contractors around& etc. 70en *lanning a large contruction *roject& degradation in
maintenance e33iciency is to .e eA*ected and s0ould .e re3lected in maintenance sta33ing.
+ocial demand: F created .y visitors suc0 as regular tours and irregular visits 3rom
com*any .rass and outside QIPs.
Personal +ervice demand: F suc0 as *ac%age delivery& F #or%ing on com*any s*onsored
community *rojects. "uc0 o3 t0is %ind o3 #or% is o33 t0e #or% order system.
16 van 84
Anot0er a**roac0 to t0e +ta33ing Buestion
An academic 3ormula does eAist 3or t0e termination o3 maintenance sta33ing.
",+ D M<>2, A ,">= H <>2? A ?">=N A N"8 A LP
AA+;L>
",> D "aintenance ,udgeted +ta33ing
>2, D >e*lacement 2ost o3 ,uildings <1 .uilding utilities=
,"> D ,uilding "aintenance >atio <t0e *ercentage o3 asset value t0at must .e reinvested
to #ard o33 deterioration / 3or standard .uildings !.:O to O *er year. O means t0at
.uildings s0ould .e re*laced a3ter :! years.=
>2? D >e*lacement 2ost o3 ?@ui*ment <includes *rocess & *roduction& *ac%aging&
#are0ouse& mo.ile e@ui*ment& etc.=.
?"> D ?@ui*ment "aintenance >atio <generally -O to 1:O *er yearP 3or electronic
e@ui*ment o3ten 1O=
N"8 D Non "aintenance 8actor <t0e relations0i* .et#een total time and material s*ent on
all activity *er3ormed .y t0e maintenance 3unction and t0e time and materials s*ent on true
maintenance=
LP D La.our Percentage <*ercentage o3 t0e total maintenance .udget on direct la.our
#it0out overtime *remiums& etc.=
AA+;L> D Average Annual +traig0t ;ime La.our >ate <average la.our 0our o3 all
maintenance em*loyees annualised=
! van 84
Chapter - - .he Planning Process /Micro-Planning0
;0e *rocess o3 jo. *lanning encom*asses veri3ication o3 all as*ects o3 t0e jo. to .e done as #ell as
identi3ication o3 t0e various in*ut resources re@uired to com*lete eac0 jo. in an orderly manner and
at an o*timal overall cost.
+te*s o3 t0e *lanning *rocess
;o develo* a .ene3icial jo. *lan re@uires t0at a logical& ste*(.y(ste* *rocess .e 3ollo#ed.
2riteria o3 a *lanned jo.:
A need 0as .een s0o#n .y a #or% order outlining t0e content and sco*e o3 t0e jo..
An in@uiry 0as as%ed #0et0er t0e jo. s0ould .e done and #0at its *riority s0ould .e.
;0oroug0 analysis 0as .een used to .rea% t0e jo. do#n to its com*onent tas%s& so t0at:
>e@uired s%ills can .e identi3ied&
;ime estimates can .e made&
"aterial needs can .e identi3ied and ordered .e3ore t0e jo. is sc0eduled&
+*ecial tools to *er3orm t0e jo. are committed&
>e@uired s*eci3ications& dra#ings and ot0er re3erence documents and all sa3ety and legal
*ermissions are *rovided 3or&
All *arties t0at s0ould .e noti3ied are listed and all *rocesses t0at must .e rerouted& s0ut
do#n or .ac%ed(u* are identi3ied.
Pre*aratory and restart activities are listed and coordinated.
8inally& *lanning is not com*leted until everyone %no#s #0at is going to 0a**en. 2ommunicate to
all *arties t0e 7G4& 7GA;& G47& G47 "U2G.
;0e 7G?N ste* moves you out o3 t0e *lanning and into t0e coordination and sc0eduling.
+c0edule t0e #or%& t0us de3ining R#0enR t0e jo. #ill .e *er3ormed.
70at #or% orders s0ould .e *lanned and 0o# muc0 *lanning is enoug0J
;0e a**ro*riate degree or detail is o3ten @uestioned. ;0e @uestion R70ic0 jo. s0ould .e *lannedJR
a**lies *rimarily in early installation *0ases o3 *lanning and sc0eduling #0en t0ere is insu33icient
ca*acity to e33ectively *lan all jo.s.
9enerally& larger jo.s are *lanned 3irst on t0e t0eory t0at larger jo.s are usually
accom*anied .y delays and con3licts and t0ere3ore t0ere is greater o**ortunity 3or .ene3it
3rom direct *lanning.
2ut(o33s o3 3our to eig0t 0ours are o3ten esta.lis0ed 3or t0e magnitude o3 jo.s to .e *lanned.
1 van 84
Alt0oug0 detailed *lanning can .e more e33ort t0an justi3ied on sim*le jo.s& t0e usual tendency is to
under(*lan large jo.s rat0er t0an to over(*lan small jo.s.
A s0orter jo. #ill 0ave greater lost and un*roductivity time as a *ercentage o3 total time
t0an a longer jo..
;0e *re3erred a**roac0 is to 3ocus on early e33orts on t0e more re*etitive jo.s.
2onsider a**lication o3 t0e Pareto Princi*le during early *0ases o3 t0e *rogram installation&
8!O o3 t0e .ene3it is commonly derived 3rom !O o3 t0e e33ort.
70en su33icient *lanning ca*acity eAists& Rall jo.s t0at .ene3itR s0ould .e *lanned.
?ventually& *lanning s0ould cover 8!O or more o3 maintenance man(0ours.
;0e "aintenance ;ec0nical Li.rary *rovides in3ormational su**ort 3or t0e *lanning e33ort
;0e "aintenance ;ec0nical Li.rary <";L= is a *lace #0ere maintenance *lanners <among ot0ers=
0ave access to a #ide variety o3 maintenance in3ormation including e@ui*ment 0istory& e@ui*ment
manuals& *arts lists and assem.ly dra#ings.
2onsiderations:
Protect t0e *a*er and com*uter records 3rom disaster suc0 as 3ire& 3lood and t0e3t.
Use some %ind o3 sign(out system i3 material must .e removed 3rom t0e area.
"a%e it someoneSs res*onsi.ility to %ee* t0e records u* to date <in coordination #it0 I+4
6!!T certi3ication re@uirements=.
"anage all revisions so t0at all co*ies are u*dated <in coordination #it0 I+4 6!!T
certi3ication re@uirements=.
"odern 2""+ 0ave document management ca*a.ilities.
;0e .ene3its 3or t0e *lanners o3 a #ell(organi5ed li.rary are:
;0e *lannerSs jo. is sim*li3ied and accelerated.
Jo. *lans are o3 consistent @uality.
;0e li.rary .ecomes a universal resource 3or maintenance engineering& s*eci3ication and
*ro.lem solving.
;0ere is a good 3oundation 3or 3urt0er com*uter assistance.
van 84
9ood records in t0ese areas are im*ortant and s0ould include:
?@ui*ment records&
?@ui*ment 0istories&
Prints& dra#ings and s%etc0es&
Li.raries <Planning Aids=&
;0e .asic conce*t o3 t0ese li.raries is to esta.lis0 and document t0e #or% se@uences
needed 3or eac0 ty*e o3 e@ui*ment& class .y class.
La.our li.raries&
La.our ?stimating +ystem&
"aterial li.raries&
Purc0asingCstores 2atalogs&
8iles o3 Planned Jo. Pac%ages&
+tandard o*erating *rocedures&
4t0er re3erence sources <service manuals& *lanner eA*erience& maintenance engineers& ...=.
;0e Planned Jo. Pac%age
;0e Planned Jo. Pac%age 3or any given jo. contains documentation o3 all *lanning e33orts
*er3ormed 3or t0at jo.. Any 3actors t0at may delay or 0inder e33ective jo. com*letion s0ould .e
antici*ated and *rovided 3or in t0e *lanned jo. *ac%age.
As a**ro*riate& t0e assem.led *ac%age is revie#ed #it0 t0e "aintenance +u*ervisor and t0e
>e@uester.
- van 84
Chapter 1 - .he Planning Process 2 Screening, Scoping, 3esearch and
4etailed Planning
Jo. *lanning is a siA(ste* *rocess <*lus a sevent0 ste* o3 3eed.ac%= t0at includes:
+creening o3 7or% >e@uests
Assessing and +co*ing o3 t0e jo. to .e *er3ormed
Jo. >esearc0 to avoid redundant *lanner e33ort
Jo. ,rea%do#n #it0 Detailing and +e@uencing o3 Jo. +te*s
"aterial ;a%e(o33s and Procurement
Assem.ling t0e Planned Jo. Pac%age
>ecei*t o3 3eed.ac% and re3lecting it in u*date jo. *lans
+creening o3 #or% re@uests
Planners revie# all #or% re@uests eAce*t t0ose t0at must .e *er3ormed on t0e same day as
re@uested. ;0e "aintenance +u*ervisor 0andles suc0 re@uests 3or immediate action #it0out .ene3it
3rom *lanner su**ort.
;0e *lanner revie#s and screens eac0 3or redundancy& necessity& com*leteness and accuracy. ;0e
*lanner con3irms t0at:
;0e re@uest is not a du*licate.
;0e descri*tion is clear and com*lete #it0 t0e a**ro*riate ?@ui*ment 2ode.
All re@uester re@uired 3ields are com*leted #it0 valid codes.
Priority and re@uested com*letion dates are realistic and *rovide *ractical lead(time&
ena.ling t0e jo. to .e *re*ared 3or e33ective eAecution.
Aut0ori5ation 0as .een given.
;0e re@uested #or% is needed.
Assessing and sco*ing t0e jo.
,e3ore *rocessing 3urt0er& t0e re@uired level o3 *lanning must .e determined. Does t0e jo. #arrant
detailed *lanning or only cursory *lanningJ Is t0e e33ort and cost #ort0 t0e value to .e gainedJ
4ne(t0ird o3 t0e *lannerIs day s0ould .e s*ent visiting jo. sites to analyse jo.s to .e *lanned.
;0e .est #ay to catc0 #rong3ul assum*tions is to get out o3 t0e o33ice and visit 3uture jo. sites
.e3ore trying to *lan t0e jo.s and to visit active jo. sites to learn 0o# jo. *ac%ages mig0t .e
im*roved.
;0e *rocess o3 jo. assessment and sco*ing s0ould roug0ly 3ollo# t0e 3lo# outlined in AnneA ): Jo.
Assessment and +co*ing 20ec%(list.
Dealing #it0 sco*e cree*
Pro*erly de3ined& sco*e means Kt0e range o3 oneIs *erce*tions& t0oug0ts or actionsL and its use is
crucial to delivery *er3ormance and sc0edule com*liance. +co*e cree* needs to .e .uilt into t0e jo.
*lan .ecause some jo.s are li%ely to cree*.
4 van 84
Jo. researc0
;0e t0ird ste* is to searc0 t0roug0 la.our li.raries& re3erence 3iles and t0e "aintenance ;ec0nical
Li.rary to determine i3 t0e jo. or *ortions t0ereo3 0ave .een *reviously *lanned and to 3ill in
in3ormation& %no#ledge and in3ormation ga*s.
During researc0& *lanners s0ould:
Use La.our Li.raries and ?@ui*ment Gistory to determine i3 t0e jo. 0as .een *reviously
*er3ormed.
2onsider alternative a**roac0es.
+0ould additional #or% .e *er3ormed t0is time to ensure a more *ermanent solutionJ
+0ould t0e item .e re*laced rat0er t0an re*airedJ
+0ould t0e item .e *urc0ased rat0er t0an madeJ
>emain conscious o3 alternate *lans 3or t0e involved e@ui*ment.
+a3ety must al#ays .e a *rimary concern #it0in t0e *lanning and eAecution *rocess.
Planners are not necessarily engineers& su*ervisors or cra3ts*ersons& .ut t0ey must use
judgement and %no# #0en to call in t0e s*ecialists 3rom engineering& o*erating& sa3ety&
*rocess control& environmental and @uality 3unctions as #ell as a**ro*riate contractors.
Detailed jo. *lanning <determining t0e .rea%do#n o3 jo. ste*s=
70en researc0 is com*lete& t0e *lanner *re*ares details and *0ases o3 t0e jo. re@uirements.
Ge must %no# t0e jo. #ell enoug0 to descri.e #0at is to .e accom*lis0ed and to estimate 0o#
many man(0ours #ill .e re@uired.
;0e *lanner must:
+elect and descri.e t0e .est met0od 3or jo. *er3ormance.
Determine and se@uence t0e jo. .y s*eci3ic and logical tas%s or ste*s.
Identi3y tas% de*endencies and consider a**lication o3 P?>; or 2P" net#or% analysis to
3acilitate t0e *lanning o3 com*leA jo.s.
Determine t0e la.our resource re@uirements including re@uired s%ill sets 3or eac0 tas%.
List determina.le materials& *arts and s*ecial tools re@uired and *re*are t0e ,ill o3 "aterials
3or t0e jo..
Determine #0at in(0ouse 3a.rication& eAternal contract resources and e@ui*ment rentals are
needed.
Identi3y s*ecial tools and e@ui*ment re@uired& including sa3ety items.
2onsider 0o# to get *arts and *eo*le to t0e jo. location.
2oordinate related #or% o3 ot0er grou*s .y *re*aring 2ross 7or% 4rders i3 signi3icant or
add uni@ue ;as%s on t0e same 74 i3 only minor su**ort is needed.
2onsider dis*osal issues <as.estos& oils& etc.=.
?stimate total cost in terms o3 la.our& material and eAternal c0arges.
: van 84
2oordinate and eA*edite necessary aut0ori5ations.
Jo. *re*aration
During Jo. Pre*aration& t0e *lanner assem.les and documents all t0e a.ove *lanning e33orts #it0in
a RPlanned Jo. Pac%ageR.
;0e RPlanned Jo. Pac%ageR s0ould include:
Detailed 7or% 4rder s*elling out ste*(.y(ste* *rocedures.
Jo. Planning +0eet #it0 +e@uenced ;as%s detailed .y cra3t and s%ill level <in(0ous and
contractor=.
Duration and la.our(0our ?stimates 3or eac0 ;as%.
Duration and la.our(0our ?stimates 3or eac0 ;as%.
Pre*are a ,ill o3 "aterials including availa.ility& commitment and staging location.
4.tain clearances and all re@uired *ermits com*leted to t0e *oint o3 sa3e 3easi.ility.
4t0er re3erence documents t0at t0e assigned cre# is li%ely to 0ave need 3or& suc0 as *rints&
s%etc0es& s*eci3ications& etc.
A +ite +et(Do#n Plan <3or major tear do#ns=.
As a**ro*riate& t0e assem.led *ac%age is revie#ed #it0 maintenance su*ervisor<s= and t0e
re@uester. ;0e *lanner t0en 0olds t0e *lanned jo. *ac%age until all necessary materials are *rocured
and t0e jo. enters t0e coordination and sc0eduling *0ase.
8eed.ac% on t0e *lan
4ne essential element o3 good *lanning *rocess is 3eed.ac%& to 3acilitate im*rovement o3 *lanned
jo. *ac%ages over time. Periodically a Jo. Planning +urvey s0ould .e added to jo. *ac%ages.
8or #0at t0e survey may include& see anneA 8.
' van 84
2oordination o3 e@ui*ment access& *ermitting& sa3ety and statutory *ermission
+a3e and legal access to e@ui*ment must .e addressed #it0in t0e *lanning *rocess.
7it0out sa3e access to t0e asset& no #or% can or s0ould .e started.
>evie#ed .elo# are some o3 t0e 3ormal and in3ormal *rocesses .y #0ic0 "aintenance receives
*ermission to #or% on an asset and gains control o3 t0e asset.
Process driven issues
In com*leA environments a su.stantial analysis is 3re@uently re@uired to determine #0en
and 0o# to ta%e an asset out o3 service <c0emical industry=.
+a3ety driven issues
"ost large 3acilities 0ave *rocesses 3or initiating sa3ety revie#s and a**lying 3or
dangerous #or% *ermits.
Qarious 3orms o3 dangerous #or% may re@uire o*en 3lame *ermits.
>egulatory driven issues
+tatutory *ermission is gained 3rom or is in com*liance #it0 la#s o3 a legal aut0ority.
Planning c0ec% lists s0ould include t0e *ermitting re@uirement to 3urt0er assure
com*liance.
) van 84
Chapter 5 - 4etailed Planning Process 2 Materials, .ools and
67uipment8
;o 3ul3il its mission e33ectively& maintenance is de*endent u*on relia.le and *rom*t logistical
su**ort. >egardless o3 t0e cost it is im*ortant to 0ave t0e item readily availa.le to su**ort t0e
e33orts o3 t0e mec0anics in a timely manner. Lac% o3 suc0 material su**ort #ill create delays
resulting in economic loss. ;ime #ill .e lost and #or% @uality #ill su33er and result in diminis0ed
e@ui*ment relia.ility and out*ut ca*acity.
PlannerCsc0eduler res*onsi.ilities to t0e material management *rocess
Purc0asing and +tores cannot do t0e jo. alone. 4ne Purc0asing eAecutive *ut t0is *rinted .anner
over t0e entrance to 0er area: K$our lac% o3 *lanning does not necessitate an emergency 3or me.L A
reactive maintenance de*artment is t0e single largest #or%load 3or *urc0asing de*artments.
Purc0asing& +tores& "aintenance& ?ngineering and 4*erations s0ould s0are res*onsi.ility 3or
material su**ort and control. >es*onsi.ilities s*eci3ic to t0e "aintenance Planner include:
4rdering s*ecial *arts #it0 ade@uate lead(time so t0at *urc0asing can do its jo..
+uggesting t0e inclusion o3 ne# *arts in aut0ori5ed stoc% #it0 recommended minimum and
maAimum @uantities.
>evie#ing at regular intervals and recommending adjustments to inventory *arameters
<"in& "aA& >e4rder Point=.
Providing ade@uate lead(time 3or Purc0asing to order non(stoc%ed materials and to restoc%
aut0ori5ed stoc% items #0en t0ere is an unusual demand.
Noti3ying t0e +toreroom o3 delays to sc0edules t0at #ill delay t0e use o3 staged materials.
Providing t0e +toreroom #it0 ade@uate time to *ic% *arts and stage t0em 3or *ic%(u* or
delivery to dro* *oints and jo. sites.
Assuring t0at unused materials are returned to t0e +toreroom in good and clean condition 3or
restoc%ing.
2orrecting jo. *ac%ages #0en eAcessive material is returned.
Noti3ying t0e +toreroom o3 stoc% items t0at #ill .ecome o.solete or in eAcess. A *rogram to
identi3y *arts t0at .ecome o.solete s0ould .e an ongoing routine.
"aterial related ste*s in t0e *lanning o3 s*eci3ic jo.s are summari5ed in anneA 6.
?conomics s0ould 3orm t0e .asis 3or inventory management and eac0 stoc%ing decision s0ould
yield t0e lo#est overall cost to t0e o*eration. ;0ree major 3actors come into *lay: delivered
*urc0ase *rice including cost o3 ac@uisition& inventory carrying cost and t0e dollar conse@uence o3
not 0aving t0e item on 0and #0en needed.
8 van 84
"aterial s0ortages are o3ten tracea.le to inade@uacies #it0in t0e inventory management system& an
un3riendly storeroom catalogue or *urc0asingCstores *olicy driven .y a**arent costs <lo# .idder=.
;0is last item is common #it0 3unctions t0at 0ave inade@uate concern 3or t0e im*act on relia.ility
and ca*acity #0en 3ailing to *rom*tly *rovide t0e needed materials to do eac0 maintenance jo.
*rom*tly and *ro*erly t0e 3irst time. ;0e management and logistical teams must .e *ersuaded t0at
t0e .asic *rere@uisite 3or a Just(In(;ime strategy is a *roactive environment #it0in t0e maintenance
arena. I3 t0e o*eration is still in t0e reactive mode& t0ere 0ad .etter .e ade@uate inventory on 0and.
4ne o3 t0e most im*ortant *artners0i*s in t0e o*erational arena is t0at 3ormed .y "aintenance&
+tores& Purc0asing and >eceiving. 7it0out close coo*eration .et#een t0ese 3unctions& maintenance
cannot ac0ieve 3unctional e33ectiveness in su**ort o3 o*erational relia.ility. ;0e 3our associated
o.jectives are:
9et t0e rig0t materials to t0e rig0t *lace& at t0e rig0t time& at t0e rig0t *rice.
Avoid eAcessive inventory.
2orrectly c0arge all usage o3 *arts and materials to a**ro*riate #or% orders& t0ere.y
u*dating e@ui*ment 0istory and c0arging a**ro*riate accounts automatically.
?ase o3 re3erence .y all *arties via an e33ective& current and com*lete <electronic= +tores
2atalogue.
;0e *lannerIs role in re.uilding
"any eA*ensive com*onents can .e economically re.uilt. "ost maintenance de*artments 0ave t0e
.enc0es and use re.uilding as a 3iller jo. 3or mem.ers o3 t0e res*onse cre#.
Units 3loating around are one o3 t0e .iggest areas o3 con3usion #0en an organi5ation is trying to
maintain accurate accounts 3or a maintenance inventory. A major issue is 0o# muc0 value to *lace
on core units .e3ore re.uilding and a3ter re.uilding.
7e are concerned t0at re(.uilders are identi3ied on t0e .ill o3 material and include *a*er#or%
activating t0e delivery o3 t0e *art to t0e re(.uilder <inside or outside s0o*=.
2ontrolling t0e maintenance storeroom #it0 statistical inventory control
;0e management tec0ni@ue .y #0ic0 inventories 0ave 0istorically .een o*timised is +tatistical
Inventory 2ontrol.
+I2 4rder 2ycle:
6 van 84
Lead ;ime D Pa*er #or% Lead ;ime H Qendor Lead ;ime H +toc%ing ;ime
>4P D >eorder Point
?4B D ?conomic 4rder Buantity
I3 maAimum inventory level is eAceeded or a stoc% out occurs& a system alert s0ould trigger re(
eAamination o3 reorder *oint and sa3ety stoc%.
JI; versus +I2
De.ates o3ten occur .et#een advocates o3 JI; and +I2. ,ot0 are needed to o*timise maintenance
su**ort o3 relia.ility o.jectives. Project #or% and *lanned maintenance jo.s can rely on JI;
.ecause t0ere is a lead(time availa.le. Go#ever& t0ere is no lead(time 3or emergency .rea%do#ns.
2onse@uently& #ell managed& on(0and inventory is essential i3 t0e maintenance 3unction is to
res*ond *rom*tly to emergency demands in an e33ective and e33icient manner. 2onse@uently&
anot0er o*timisation is neededP t0at o3 JI; on *roactive #or% #it0 +I2 on reactive #or%.
9iven t0e a.ove logic& store room inventory is eAclusively& or at least *rimarily& 3or emergency
needs. ;0at suggests t0at *roject managersCengineers and maintenance *lanners s0ould not .e
relying on inventory to 3ul3il t0eir *roactive needs.
4nce maintenance eAcellence and a *roactive environment 0ave .een ac0ieved& emergency
res*onse s0ould consume no more t0an 1!O o3 maintenance resources. Accordingly& no more t0an
:O o3 maintenance material needs s0ould .e de*endent u*on storeroom inventory F ultimately.
4t0er material management conce*ts to .e de*loyed F
In addition to +I2 t#o ot0er inventory control tec0ni@ues are commonly de*loyed in #eel managed
store rooms. ;0ese tec0ni@ues are:
2lassi3ication o3 stoc% items
A,2 analysis o3 stoc% items
2lassi3ication segregates stoc% items .y criticality. +toc% 4uts on 0ig0ly critical items 0ave serious
conse@uences. ;0e ris% is too great to ta%e. >is% s0ould .e ta%en or minimi5ed .ased on
conse@uence o3 stoc% outs. ;o eAercise t0is discretion e33ectively& inventory must .e classi3ied in
t0e 3ollo#ing manner:
Insurance s*ares / 0ig0 cost s*ares or com*onents used on critical e@ui*ment.
Insurance *arts / *arts used on critical e@ui*ment or in critical com*onents.
+tandard re*lacement *arts / *arts t0at can .e used on more t0an one com*onent or *iece o3
e@ui*ment.
Gard#are items / .olts& nuts& #as0ers& etc.
4*erating c0emicals and su**lies / used in t0e *roduction *rocess.
9eneral su**lies / o33ice and sanitary su**lies.
A,2 analysis
It is t0e a**lication o3 ParetoIs La# to t0e control o3 inventory.
-! van 84
"anagement and 2ontrol e33orts s0ould 3ocus on t0e im*ortant items:
A items / 0ig0est value& tig0test control& close 3ollo#(u*& accurate recordsP
, items / normal control& good recordsP
2 items / limited control& 3ree stoc%.
2lassi3ication o3 items and A,2 analysis are distinct tec0ni@ues t0at overla* as re3lected in t0e
3ollo#ing ta.le:
2riticality +toc% 2lassi3ication
O o3
items
O o3
value
?ssential
+ervice Level
A
Insurance s*ares&
insurance *arts
!O 8!O
1!!O
4t0ers critical s*ares 68O
,
+tandard re*lacement
*arts
-!O 1:O 6:O
2
Gard#are items
:!O :O
6!O
+mall tools 6!O
9eneral su**lies 8:O
-1 van 84
70en considering reductions in inventory %no# t0at i3 t0e overall inventory value is to .e reduced
.y / 3or eAam*le / 1!O and t0e critical 8!O o3 value is <A= too ris%y to include& t0e remaining !O
o3 value <, and 2= #ould 0ave to .e reduced .y :!O to ac0ieve t0e overall o.jective o3 1!O
reduction in valueU
"aterial management re@uirements in su**ort o3 *roactive maintenance
Per3ormance standards must de3ine t0e levels o3 material management su**ort re@uired i3 t0e
relia.ility 3unction o3 "aintenance is to .e 3ul3illed. ;0ese standards s0ould .e consistent #it0 t0e
3ollo#ing c0aracteristics.
Purc0asing must:
Process *urc0ase order re@uests *rom*tly #it0 minimum in(0ous lead(time.
4.tain and communicate lead(time commitments 3rom vendors and evaluate t0eir
*er3ormance in meeting t0ese commitments.
;rac% material 3rom *lacement o3 Purc0ase 4rder >e@uest until delivery to orginator.
8ollo#(u* on availa.ility and delivery o3 *arts 3or *lanned #or% orders.
Noti3y maintenance o3 delayed items *rior to t0eir sc0eduled delivery date.
?A*edite as necessary.
+toreroom must:
Vee* inventory orderly #it0 *arts easily identi3ied and locata.le.
Vee* ade@uate @uantities o3 eac0 stoc% item on 0and to meet t0e day(to(day needs o3
"aintenance.
Prom*tly reorder materials t0at are at t0eir reorder *oint so stoc%s can .e re*lenis0ed .e3ore
t0ey run out.
"aintain uni@ue items identi3ication o3 s*are *arts& materials& su**lies and tools.
Provide an u*(to(date catalogue listing *arts and su**lies in stoc% .y location.
2ross(re3erence t0e catalogue .y +tore >e3erence Num.er& Qendor +erial Num.er and
70ere Used.
A**ly storeroom control in relation to item value. Gig0 value items s0ould .e controlled
most closely.
Provide @uic% issue service at t0e storeroom #indo#.
Process non(stoc% recei*ts and .ac%order recei*ts as @uic%ly as *ossi.le and noti3y users o3
t0eir arrival.
Provide timely delivery o3 materials to secured locations& eit0er at t0e jo. site or at s*eci3ic
dro* *oints at maintenance s0o*s and ot0er areas o3 t0e 3acility. Delivery s0ould .e
sync0roni5ed #it0 sc0eduled start o3 *lanned jo.s and eA*edited to urgent jo.s.
- van 84
+toreroom .enc0mar%s
+ervice levels s0ould .e 8:O to 1!!O& de*ending on t0e classi3ication o3 t0e item.
Inventory accuracy& as *rocedurally determined .y cycle counting& s0ould eAceed 6)O.
Planning 3or s*eciali5ed e@ui*ment and tools
;0e ty*ical maintenance *lan does not mention all e@ui*ment and tools. ;0e *lannerIs jo. is to
identi3y any s*eciali5ed& uncommon& large s0o* tools and e@ui*ment needed 3or t0e jo.. Planners
s0ould also list any sa3ety items li%ely to .e needed including *ersonal *rotective e@ui*ment.
Buestions t0at *lanners must ans#er a.out tools and e@ui*ment are similar to t0e ones t0ey must
ans#er a.out s*are *arts. +ee anneA 1!.
-- van 84
Chapter 19 - %or+ Measurement
I3 you canIt measure it& you canIt im*rove it.
;0e U+ Navy develo*ed and *u.lis0ed K?ngineered Per3ormance +tandardsL 3or t0e U+ Navy
Pu.lic 7or%s De*artment& #0ic0 #as res*onsi.le 3or all U+ Navy .ases and installations. ;0e
resulting li.rary o3 maintenance standards is availa.le 3or *urc0ase 3rom NAQ8A2.
A related a**roac0 #as a**lied to commercial industry during t0e :!Is& '!Is and )!Is under t0e
common name o3 KUniversal measurement +tandardsL <U"+=.
A**lication o3 maintenance #or% measurement
>ealistic jo. measurements are essential to t0e *lanning& coordinating& sc0eduling& control and
motivating *rocess. ,e3ore eA*loring t0e #or% measurement o*tion& #e s0ould clari3y t0e several
a**lications o3 maintenance standards:
"atc0 man*o#er resources to #or%load <macro *lanning=.
?sta.lis0 meaning3ul maintenance sc0edules FJo. +c0edules are de3ined in KDuration
GoursL. Duration Gours A cre# si5e D la.our 0ours. ;0ese t#o varia.les must not .e
con3used.
8or#ard load *reventive& *redictive and ot0er *rogrammed maintenance routines in a
.alanced manner to avoid *ea%s and valleys in t0e demands. A common mista%e is to 0ave
all @uarterly& semi(annuals and annual tas%s come due in clusters& rat0er t0an s*reading t0em
e@ually across #ee%s o3 t0e year.
In t0e interest o3 customer service& *romises made must .e realistic.
>ealistic eA*ectancies .y #0ic0 su*ervisory and cre# *er3ormance can .e evaluated and
em*loyees can .e motivated. "ost em*loyees #or% .etter in an environment #0ere t0ey
%no# #0at is eA*ected o3 t0em and #0et0er t0ey are doing a good jo..
;0e @uestion is #0ic0 measurement a**roac0 .est serves eac0 o3 t0e several a**lications: true
standards t0at indicate 0o# long jo.s s0ould ta%e& or estimates t0at @uanti3y 0o# long jo.s #ill
*ro.a.ly ta%e. ;0e di33erence is most signi3icant #0en maintenance is still reactive and e33iciency is
seldom 0ig0er t0an :!O. I3 a standard is used in suc0 a situation& .ac%log is understated& sc0edule
com*liance is eAtremely lo# and com*letion *romises to customers are seriously missed. ;0e
c0allenge is to develo* a jo. estimate t0at #ill esta.lis0 a c0allenging eA*ectancy on one 0and .ut
*roduce an ac0ieva.le sc0edule on t0e ot0er.
"aintenance #or% is re*etitive and t0ere3ore it can .e measured. "any jo.s occur #ee%ly& some
mont0ly or @uarterly and even annual jo.s are re*etitive. "aintenance *ersonnel stating:
R"aintenance jo.s never go t0e same #ay t#ice.R accurately in3er t0at t0e content is not eAactly t0e
same eac0 time t0e jo. is *er3ormed. ;0is o*inion sim*ly in3luences t0e:
F *recision #it0 #0ic0 estimates can .e set&
F met0ods o3 a**lying estimates to eac0 a**lication&
F time *eriod re@uired to accumulate su33icient jo.s to level out 3luctuations in individual
jo.s.
-4 van 84
Industrial engineers strive to ac0ieve accuracy *lus or minus 3ive *ercent <W :O= 3or *roduction
incentive standards& .ut in maintenance #e strive 3or *lus or minus 3i3teen *ercent <W 1:O=. ;0is
level o3 accuracy is ade@uate 3or t0e a**lications to #0ic0 #e a**ly estimates in t0e maintenance
arena. Accuracy 3or individual jo.s may not .e relia.le& .ut com.ined accuracy over t0e do5ens o3
jo.s most maintenance cre#s com*lete #it0in a #ee% is ade@uate.
"aintenance #or% o3ten does contain un*redicta.le elements& .ut t0ose elements seldom in3luence
t0e entire jo..
An area #0ere estimates can go #rong is #0ere t0e sco*e o3 #or% c0anges dramatically. +mall
sco*e c0anges can .e a.sor.ed in t0e W 1:O eA*ectation .ut large c0anges in sco*e re@uire ne#
estimates.
4*tional levels o3 #or% measurement met0odology
As eA0i.ited in t0e 3igure .elo#& several 3orms o3 #or% measurement eAist <toget0er or se*arately=
3or use in maintenance a**lications. ;0e second *0ase o3 our discussion 3ocuses on #0at met0od o3
standardCestimate develo*ment is most suita.le and economically via.le 3or maintenance needs.
-: van 84
;0e level o3 #or% measurement so*0istication <c0aracteri5ed as *rogress u* t0e staircase=
commonly increases #it0:
t0e maturity o3 t0e maintenance management installation&
t0e level o3 *recision re@uired to raise maintenance *er3ormance to t0e neAt *lateau&
t0e 3ocus o3 t0e installation <?33iciency "easurement or +c0edule 2om*liance=.
An ?33iciency 3ocus <+tandard La.or(0ours Actual La.or(0ours D O ?33iciency= re@uires a more
accurate 3orm o3 measurement. A Planning and +c0eduling 3ocus re@uires a less *recise 3orm.
Advantages and Disadvantages o3 eac0 "et0odology
2onstruction ;rade ?stimates <Pu.lis0ed +tandards=:
2onstruction ;rade ?stimates are s0o#n as t0e lo#est ste* .ecause t0ey are develo*ed 3or
contractors to use #0en .idding on construction jo.s. ;0ey are not recommended 3or a**lication to
in(0ouse maintenance.
9ross ?stimates:
;0ese estimates are t0e least costly and least time consuming. ;0e disadvantage is t0at t0ey usually
re3lect *ersonal judgment o3 a *articular su*ervisor& *lanner& or tec0nician& and di33erent *eo*le
guess di33erently. ;0ese estimates are es*ecially *oor #0en t0e estimator 0as not *ersonally
eA*erienced t0e jo.. Go#ever& i3 .ac%log is currently @uanti3ied in terms o3 Kjo.sL or #or% orders&
get it @uanti3ied in la.or(0ours. ..no#U KJo.sL is not a meaning3ul unit o3 measure .ecause some
re@uire less t0an an 0our& #0ile ot0ers may re@uire a 0undred 0ours or more. ;0e only common
denominator is Kla.or(0ours.L
Gistorical Averages:
;0e la.or(0ours c0arged to *revious #or% or individual jo.s are recorded and accumulated. ;0ey
are t0en averaged a3ter elimination o3 s%e#ed 0ig0s and lo#s. I3 t0e average lengt0 o3 time t0at a
jo. 0as .een ta%ing is %no#n& #0at could *ossi.ly .e a .etter estimateJ ;0e ans#er is not0ing ...
*rovided t0e maintenance cre#s are #or%ing at 1!!O e33iciency and t0e state o3 maintenance
eAcellence 0as already .een ac0ieved. Un3ortunately& t0e e33iciency o3 reactive maintenance tends
to .e in t0e :!O range. ?33iciency is standard la.or(0ours divided .y actual la.or(0ours. I3
0istorical averages are used& t0e calculation e33ectively .ecomes MGistorical Average divided .y
ActualN. ?33iciency al#ays a**roAimates 1!!O ... .ut undeservedly. I3 descri*tions are not correct
and time distri.ution is not com*lete and accurate& t0e averages #ill not .e relia.le. ;0ey #ill
re3lect t0e current environment& met0ods& and tooling rat0er t0an standard met0ods and *rocedures
#it0 *ro*er *re*aration t0roug0 *lanning& coordination& and sc0eduling.
Adjusted Averages:
;0ey re@uire a .ase *eriod o3 *er0a*s siA mont0s during #0ic0 time averages are collected 3or
re*etitive maintenance jo.s and activity sam*ling is *er3ormed concurrently. +am*ling esta.lis0es
t0e average e33iciency o3 eac0 cre#. I3 a given jo. averaged ten la.or(0ours and t0e cre# averaged
)!O e33iciency during t0e .ase *eriod& ).! la.or(0ours .ecomes t0e adjusted average. ;0is
met0odology is 3airly eA*ensive due to t0e 2ost o3 sam*ling& and re@uire several mont0s .e3ore
measures are availa.le 3or de*loyment.
-' van 84
Analytical ?stimates:
Analytical estimates are recommended as t0e a**ro*riate level o3 #or% measurement so*0istication.
Jo. +lotting and La.or Li.raries:
Jo. slotting and la.or li.raries are e33ective #or% measurement tec0ni@ues recommended 3or use in
com.ination #it0 Analytical ?stimates.
Universal "aintenance +tandards:
Alt0oug0 t0ey are t0e most accurate met0od .y #0ic0 to develo* maintenance standards& suc0
standards are too time consuming and eA*ensive to set(u* as #ell as maintain. 2onse@uently t0ey
are not generally recommended. Go#ever& develo*ment o3 t0ese standards did s*a#n t0e t0ree
tec0ni@ues t0at are recommended <Analytical ?stimates& Jo. +lotting& and La.or Li.raries=.
70ic0 met0odology .est serves t0e several a**lications o3 #or% measurementJ
;0e %ey to e33ective #or% measurement is to esta.lis0 standards and measure current e33iciency
relative to t0e standards.
,ac%log 7ee%s: s0ould .e calculated on current e33iciency.
+c0edules: *eo*le #or% at a *ace t0at is .ased *artially on t0e amount o3 #or% t0ey are
given. Ideally& jo.s are @uanti3ied #it0in t0e sc0edule .ased on standard la.or(0ours
<eA*ectancy o3 0o# long a jo. s0ould ta%e=.
?33iciency: s0ould .e .ased u*on a true standard <eA*ectancy o3 0o# long a jo. s0ould
ta%e=& and s0ould never .e used 3or disci*line <as a crutc0 to cover(u* 3or a lac% o3 *ro*er
su*ervision and leaders0i*=.
?33iciency >e*orts: s0ould .e develo*ed #ee%ly 3or t0e total cre# or team res*onsi.le to a
given su*ervisor. Using a one(#ee% time 3rame means t0at t0e average e33iciency 3or eac0
cre# is .ased on several do5en jo.s& t0ere.y .alancing a.normally di33icult jo.s #it0
unusually trou.le 3ree jo.s.
,uilding an estimate
;0ere is no su.stitute 3or tas% %no#ledge #0en it comes to estimating. >egardless o3 t0e
measurement tec0ni@ue& 3amiliarity #it0 o*erating e@ui*ment and t0e jo.s re@uired to maintain
t0em is essential. 2ra3t .ac%ground is t0e ideal starting *oint .ecause it ena.les a Planner to
Kvisuali5eL 0o# t0e jo. s0ould .e *er3ormed.
;remendous advantages accrue #0en *lanners are seen to .e involved in *ro*er *re*arations 3or
e33ective jo. *er3ormance.
Nine elements o3 *lanning <descri*tion& sco*e& jo. ste*s& *arts& tools& access& in3ormation&
*ermission& s%ill sets= come into *lay #it0in t0e estimating *rocess. I3 not *ro*erly addressed #it0in
t0e *lanning *rocess and *rovided 3or #it0in t0e associated estimates& a de3ect in any o3 t0e nine
elements can sin% a jo. and cause it to run over estimate and into overtime.
-) van 84
Jo. cree*
;0is is #0at 0a**ens #0en t0e sco*e o3 #or% c0anges as t0e jo. *rogresses. 43ten t0e time increase
is not incurred on t0e *lanned jo. .ut on ot0er jo.s t0e customer may re@uest #0ile t0e tec0nician is
in t0e area.
9iven *ro*er sco*e& t0ere are several essentials t0at ma%e estimating easier& more accurate& and
more consistent .et#een t0ose #0o estimate ( *lanners. ;0ese include:
,rea%ing large jo.s into ste*s. Long& com*leA jo.s cannot .e estimated accurately as a
#0ole.
Not trying to estimate #it0 K*in*ointL accuracy.
>elative com*arison o3 ne# jo.s to common %no#n jo.s X K.enc0mar%sL. ;0e ne# jo.
need not Kmatc0L t0e .enc0mar%. It is necessary sim*ly to determine #0ic0 .enc0mar% is
t0e closest com*arison.
-8 van 84
Chapter 11 - Anal#tical 6stimating8
A recommended a**roac0 to maintenance #or% measurement F
;0e *ur*ose o3 analytical estimating is to @uic%ly develo* reasona.ly accurate and consistent time
estimates. ;0e tec0ni@ue is sim*le and .ased on t0e 3ollo#ing *rinci*les:
?A*erience: 3or *ersons #0o 0ave 0ad *ractical eA*erience *er3orming maintenance jo.s& it
is relatively easy to visuali5e and esta.lis0 a time re@uirement 3or sim*le& s0ort duration
jo.s. ,ecause o3 t0eir eA*erience& eA(cra3tsmen usually ma%e t0e .est *lanners.
Jo. .rea%do#n: long& com*leA jo.s cannot .e estimated as a #0ole. ?stimation o3 suc0 jo.s
is easier and more accurate #0en t0e jo. is .ro%en do#n into se*arate ste*s or tas%s and
estimated at t0at level& t0en summari5ed into an estimate 3or t0e total jo..
Accuracy: *in*oint accuracy in estimating is not justi3ied or ac0ieva.le .ecause all t0e
varia.les in maintenance #or% cannot .e %no#n until a3ter t0e jo. is com*leted. In
maintenance #e t0ere3ore loo% 3or W 1:O accuracy.
All maintenance jo.s can .e .ro%en do#n into t0e se@uence s0o#n in anneA 11.
;ravel ;ime ;a.le
It mig0t .e #ise to devote a little u* 3ront e33ort to develo* a traveltime ta.le <not unli%e a *oint(to(
*oint distance c0art on a road ma*=.
A sim*le travel(time ta.le s0ould loo% li%e t0is: see anneA 1.
"iscellaneous Provision ;a.le
All t0e ste*s coded K8iAed Provision ;a.leL are assem.led #it0in t0e miscellaneous *rovision
ta.le. A**ro*riate estimates must .e develo*ed 3or t0e *lant involved.
;0e La.or Li.rary
A La.or Li.rary <anneA 1-= is develo*ed 3or eac0 *iece o3 e@ui*ment andCor nature o3 #or%. It
addresses t0e *ure #or% t0at ta%es *lace at t0e jo. site <#renc0 time= .ro%en do#n .y jo. ste* or
tas%.
All maintenance de*artments do <at least occasionally= de3ine jo. ste*s& *er3orm material ta%e(o33s&
locate and re3erence *rints and dra#ings& *re*are clari3ying s%etc0es& and ma%e la.our(0our and jo.
duration estimates. ;0e 0istorical *ro.lem 0as .een t0at all t0ese *re*aratory e33orts eA*ended
t0roug0 t0e years 0ave not .een retained. ;0e *lanning in3ormation is commonly discarded u*on
jo. com*letion.
2atalog *lanning e33orts in a retrieva.le 3ormat.
Allo#ances
Direct #or% standards <la.or li.rary& travel time ta.le& miscellaneous *rovision ta.le= do not include
*rovision 3or activities suc0 as aut0ori5ed .rea%s and #as0 u*& 3atigue& unavoida.le delays& and
cre# .alancing on multi(*erson and multi(cre# jo.s. +uc0 activities are in0erent in maintenance
#or% and must .e *rovided 3or .y addition o3 allo#ance 3actors.
A ty*ical ta.le o3 allo#ances is s0o#n in anneA 14.
Allo#ances are ty*ically added to t0e total accumulated la.or(0ours <direct #or%& miscellaneous
*rovisions& and travel time=.
-6 van 84
2om*arative ;ime ?stimating
<"a%ing sure every.ody com*ares t0eir estimates to t0e same standard=
A.solute accuracy is neit0er *ossi.le nor necessary to esta.lis0 a *ro*er eA*ectancy 3or control o3
maintenance. 70at is essential 3or control is consistency.
;0ere are .asically 3our means o3 structuring com*arative maintenance jo. estimate 3iles:
+ystematic card 3iles& .y: +%ill& Nature o3 #or%& 2re# si5e& Duration& La.or(0ours.
2atalog o3 standard data 3or .uilding jo. estimates
La.or Li.rary
+lotting ;a.le o3 ,enc0mar% Jo.s
,est *ractice tests .et#een t0e later t#o structures.
>egardless o3 t0e com*arative a**roac0 used& t0e .asic 3orm o3 #or% measurement must still .e
selected <9ross ?stimates& Analytical ?stimating& etc.=.
+lotting ;a.les
+lotting com*ares jo.s to .e evaluated #it0 a grou* o3 jo.s t0at are #ell %no#n& and 0ave .een
care3ully descri.ed and estimated. Usually it is easier to determine #0et0er a jo. is .igger or
smaller t0en anot0er& t0en to determine& in isolation& 0o# long t0e jo. #ill ta%e.
;o ma%e a com*arative estimate& a *lanner must 3irst de3ine t0e sco*e o3 t0e jo. to .e *er3ormed
and must *rescri.e t0e met0od to .e used.
,ac% at 0is #or%station& t0e *lannerIs neAt ste* is to consult t0e a**ro*riate section o3 t0e
.enc0mar% li.rary to locate a .enc0mar% jo. o3 similar nature and level o3 la.our intensity t0roug0
a .rac%eting *rocess. Using t0e *rocess illustrated <see .elo#= 0e ma%es a judgment as to #0ic0 slot
t0e ne# jo. .est 3its.
4! van 84
Notice t0at t0e increments in t0e slotting ta.le <anneA 1:= are consistent #it0 a desired accuracy o3
1:O and remem.er t0at t0e tec0ni@ue o3 com*arative estimating involves t0e com*arison o3 jo.s
#it0 t0ose in t0e li.rary& not t0e matc0ing o3 jo.s. ;0is distinction is im*ortant .ecause a 3e#
0undred care3ully selected .enc0mar% jo.s in t0e li.rary #ill ena.le an eA*erienced Planner to
*roduce consistent estimates 3or most maintenance #or%.
AnneA 1: *resents t0e slotting conce*t visually& .ut actual +lotting ;a.les commonly ta%e anot0er
3orm& #0ic0 contains a s*reads0eet o3 .enc0mar%s cataloged .y re@uired s%ills #it0in t0e nature o3
t0e tas%.
41 van 84
Develo*ment o3 +lotting ;a.les
"aintaining t0e re3erence li.rary is a central 3unction re@uiring t0e assem.ly o3 contri.utions 3rom
all *lanners to cover t0e various classes o3 e@ui*ment.
Initial +lotting ;a.les can .e develo*ed in t0e 3ollo#ing manner:
1. +olicit u*(3ront in*ut 3rom t0e organi5ation <*er0a*s involving all t0e *lanners and
su*ervisors as #ell as t0e tec0nicians=.
. ?A*lain jo. slotting and its usage.
-. ;0en enlist *artici*ation #it0 t0e tec0ni@ue eA*lained in anneA 1'.
+lotting ;a.le 2ataloging
;0e o.jective is to develo* 3amilies o3 +lotting ;a.les. Use o3 t0is tec0ni@ue means t0at estimates
#ill im*rove *rogressively as t0e *lanning *rocess matures.
Jo. ?stimating 7or%s0eet
4ne o3 t0e most im*ortant considerations in t0e *re*aratory *rocess is consistency o3 jo. estimates.
7it0out consistency& t0e la.or 3orce #ill 3eel t0at estimates are un3air and #ill 3ig0t t0eir usage.
;0e #or%s0eet in anneA 1) #ill 0el* t0e *lanner maintain a consistent a**roac0.
4 van 84
Chapter 12 - Coordination :ith Operations8
;0e o.jective is to agree on t0e most im*ortant maintenance jo.s to .e com*leted #it0 t0e availa.le
resources during t0e coming #ee%. 8or t0ose jo.s re@uiring e@ui*ment to .e out o3 service& times
must .e 3ound and agreed to #0en 4*erations can release t0e asset and maintenance can ma%e t0e
necessary resources availa.le.
"aintenance #or% s0ould .e sc0eduled to o*timi5e t0e .alance .et#een minimal adverse im*act on
t0e o*erating sc0edule and e33ective utili5ation o3 maintenance resources. ;0is o*timi5ation
re@uires communication& colla.oration and coordination #it0 *roduction *lanning to lin% t0e
maintenance sc0edule #it0 t0e o*erating sc0edule.
In a *roduction environment #0ere u*(time is essential& coordination maAimi5es t0e use o3
R#indo#s o3 o**ortunityR to accom*lis0 #or% #0enever and #0erever e@ui*ment is not in use.
70ere o**ortune #indo#s do not *resent t0emselves& do#ntime 3or *lanned maintenance must .e
sc0eduled to minimi5e disru*tion o3 *roduction.
Planners s0ould vie# liaison #it0 o*erations as a *ermanent relations0i*.
In selecting jo.s 3or t0e 7ee%ly "aster +c0edule& it must 3irst .e ensured t0at all *reventive and
*redictive routines are sc0eduled at t0eir *redetermined 3re@uencies. ;0e P"Is& toget0er #it0
a**roac0ing P"Is& s0ould .e *er3ormed early to ta%e advantage o3 sc0eduled do#ntime agreements
to avoid anot0er s0utdo#n in only a matter o3 a 3e# #ee%s.
NeAt& t0e various *arties s0ould .e a#are o3 all jo.s a**roac0ing re@uested com*letion dates. Any
jo.s t0at cannot .e sc0eduled to meet t0ose dates s0ould .e discussed #it0 t0e >e@uestor in t0e
conteAt o3 ot0er jo. *riorities esta.lis0ed .y all attendees. 2on3licts must .e considered 3rom all
*ers*ectives. 2on3licts .et#een internal customers must .e resolved .y t0eir common manager in
t0e o*timal interest o3 t0e overall o*eration.
Planners return to t0eir #or%stations to layout detailed sc0edules 3or neAt #ee% t0at re3lect
agreements reac0ed.
4*erations agree to ma%e t0e e@ui*ment availa.le in t0e agreed state& so t0at #or% can .e
*er3ormed as sc0eduled.
"aintenance agrees to *er3orm t0e #or% as sc0eduled& starting on time and 3inis0ing on
time. >elia.le estimates o3 outage duration must t0ere3ore .e made.
2om*liance #it0 sc0edule re@uires t0at resources designated 3or given jo.s s0ould not .e diverted
to unsc0eduled #or% eAce*t 3or true emergencies. ;0e ultimate 4*erations a**rover o3 t0e sc0edule
is t0e logical aut0ority regarding any urgency constituting a Ksc0edule(.rea%L.
4- van 84
Planner *re*aration 3or t0e #ee%ly coordination meeting F
U*%ee* o3 ,ac%log.
Issuance o3 ,ac%log >e*orts.
>esolution o3 2on3licts.
Availa.le >esources.
9rou*ing 3or 4*timi5ation.
>eady to go. ;0e meeting revie#s all #or% orders t0at are K>eady to .e sc0eduled.L
;0e meeting also a33ords *artici*ants t0e o**ortunity to re@uest t0at certain jo.s in ot0er
status .e eA*edited into t0e K>eadyL state as soon as *ossi.le.
>e@uesting organi5ations also 0ave res*onsi.ility to *re*are 3or t0e meeting. ;0ey s0ould reac0
accord regarding #0ic0 o3 t0eir re@uested 7or% 4rders are most im*ortant 3or "aintenance to
*er3orm during t0e coming sc0edule #ee%. It is .est i3 t0is agreement is reac0ed *rior to t0e
coordination meeting so t0at t0e meeting can .e 3ocused u*on reac0ing accord .et#een& not #it0in&
t0e several re@uesting organi5ations.
As t0e coordination *rocess is streamlined& t0e meeting re@uires less t0an one 0our *er #ee% and all
*artici*ants 3ind t0at t0eir time and attendance is very #ort0#0ile. Partici*ants reali5e t0at t0e .est
#ay to get more #or% *er3ormed *ro*erly and in a timely 3as0ion is t0roug0 t0e 3ormal *lanning&
coordination& and sc0eduling *rocess.
Agenda 3or t0e #ee%ly coordination meeting
1. ;0e *reliminary cut o3 neAt #ee%Is sc0edule s0ould .e s0ared& s0o#ing resources availa.le
and demands already esta.lis0ed <P"Is& 2orrective 7or%& 2arry(overs& Project
commitments& etc.=
. NeAt& t0e Production +c0edule s0ould .e *resented to clari3y any o*erational su**ort
re@uired 3rom maintenance <set u*s& c0angeovers& c0ange(outs o3 *roduction eA*enda.les&
etc.= as #ell as e@ui*ment access #indo#s t0at can .e utili5ed .y "aintenance.
-. At t0is *oint all *arties are ready 3or t0e give and ta%e as to #0ose jo. is neAt most
im*ortant in t0e o*timal interest o3 t0e overall o*eration. ;0is continues until all availa.le
resources are committed in general terms. +ome c0anges are inevita.le #0en t0e sc0eduling
*rocess addresses t0e s*eci3ics.
4. I3 *artici*ants continue to lo..y 3or more su**ort& overtime and contractor su**ort is t0e
neAt consideration. ;0is re@uires a**roval and 3unding.
:. 8inally& revie# critical jo.s t0at are delayed 3or lac% o3 *arts& engineering& a**roval& .udget&
or ot0er reasons and consider *ossi.le eA*editing.
44 van 84
Chapter 1$ - Scheduling Maintenance %or+8
;0e 7ee%ly ?A*ectation
+c0eduling is t0e locus 3rom #0ic0 all maintenance activity is eAecuted. 70en any ne#
maintenance management system is started u*. sc0eduling s0ould .e vie#ed as t0e K*ointL 3unction
and Kmar%eting armL o3 t0e system .ecause it yields t0e earliest tangi.le results <o3ten #it0in #ee%s
o3 start u*=.
All individuals and grou*s *er3orm .etter and accom*lis0 more #it0 clearly esta.lis0ed&
communicated and *u.lis0ed eA*ectations. 70en t0e maintenance 3unction is managed #it0out a
#ee%ly sc0edule& t0ere are no s*eci3ic eA*ectations as to #0at is to .e accom*lis0ed #it0 t0e
resources 3or #0ic0 *ayroll c0ec%s #ill .e dra#n. Instead& #0atever reactive demands are made is
#0at #ill .e done.
;A>9?;
+c0edule

8??D,A2V
+c0edule
Im*rovement
A2;I4N
?Aecution o3
+c0edule

"?A+U>?"?N;
+c0edule
2om*liance
;0e 3undamental re@uirement target <t0e sc0edule= against #0ic0 to control& 3ollo#ed .y action
<eAecution o3 t0e sc0edule= to ac0ieve t0e target. ;0e results& measured against t0e original intention
<called sc0edule com*liance=& *rovide 3eed.ac% 3or correcting deviations. <im*roving 3uture
sc0edule com*liance=. "anagers must sc0edule *recisely& *roceed *ositively& and *ersistently
*ursue #ee%ly targets.
Using t0e results and re*orts suc0 as t0ose s0o#ing sc0edule com*liance& t0e *lanner& t0e
su*ervisor& t0e maintenance manager& and internal customers can continuously im*rove t0e
*lanning& coordination and sc0eduling 3unction.
;0e sc0edule is a device 3or lining u* jo.s #aiting to .e *er3ormed so t0at o*erations are .est
served #0ile maintenance also ma%es o*timal use o3 its resources. 8our a.ilities& as listed .elo#&
are necessary 3or maintenance sc0edules to meet t0e c0allenge:
Determine *riorities mutual to t0e involved *arties
8ocus on t0e target re3lective o3 t0ose *riorities
2oncentrate on eAecution to sc0edule
Persevere to ac0ieve KProactive "aintenance ?AcellenceL su**ortive o3 7orld(2lass
4*eration.
4: van 84
4ne #ay or anot0er& maintenance resources 0ave a jo. to .e *er3ormed. Urgency alone <#it0out
consideration o3 im*ortance= cannot .e allo#ed to determine 0o# vital resources #ill .e consumed.
?Acellence is .est descri.ed as *er3orming t0e rig0t t0ings *ro*erly <.y *lanning=& selecting t0e
most im*ortant t0ings to .e done <.y coordination and sc0eduling= and accom*lis0ing t0em 1!!O
correctly <.y eAecution= #it0out #asting resources <.y *lanning=.
;0e sco*e o3 +c0eduling includes:
,ringing toget0er in *recise timing t0e siA elements o3 a success3ul maintenance jo.: la.orP
toolsP materials& *arts and su**liesP in3ormation& engineering data and re3erence dra#ingsP
custody o3 t0e unit .eing servicedP and t0e aut0ori5ations& *ermits& and statutory
*ermissions.
"atc0ing neAt #ee%Is demand 3or service #it0 resources availa.le a3ter accounting 3or all
categories o3 leave& training& standing meetings& and indirect commitments& *lus
consideration o3 individual s%ills.
Pre*aration o3 a K7ee%ly +c0eduleL t0at re*resents t0e agreed u*on eA*ectation regarding
*lanned #or% orders to .e accom*lis0ed #it0 availa.le resources. ;0e sc0edule also assures
t0at all *reventive and *redictive routines #ill .e accom*lis0ed #it0in esta.lis0ed time
limits.
2onsideration o3 alternative assignment strategies #0ere t0e sc0edule assigns s*eci3ic jo.s
to s*eci3ic *eo*le <allo#ing second(string *layers into t0e game to gain eA*erience ... as
3easi.le=.
?nsuring t0at res*onsi.le su*ervisors receive and understand t0e *lanned jo. *ac%ages 3or
sc0eduled jo.s.
,ac%log management is a *rere@uisite 3or e33ective sc0eduling
?33ective sc0eduling re@uires ad0erence to *roven *rinci*les o3 t log management and esta.lis0ed
*rocedures:
Lead(time ( #or% to .e done must .e identi3ied as 3ar in advance as *ossi.le so t0at t0e #or%
.ac%log is %no#n and jo.s can .e *lan e33ectively and com*letely *rior to sc0eduling.
Accurate evaluations s0ould .e made o3 t0e *riority o3 eac0 jo.& given t0e *ers*ective o3 t0e
overall o*eration. ?ac0 jo. in .ac%log must .e 3orce ran%ed so t0at t0e most im*ortant jo.s
are al#ays sc0eduled and #0ere *ossi.le& eAecuted 3irst.
,ac%logs must .e %e*t #it0in a reasona.le range. ,ac%logs .elo# minimum do not *rovide
a su33icient volume o3 #or% to ensure smoot0 sc0eduling and e33ective utili5ation o3 all
resources. ,ac%logs a.ove maAimum turn so slo#ly t0at it is im*ossi.le to meet customer
needs on a timely .asis. 2onse@uently& t0ey loose 3ait0 in t0e *roactive a**roac0 and sli*
.ac% into t0e reactive @uagmire.
+*ecial or 0eavy demands resulting in eAcessive .ac%log cannot .e sc0eduled unless
additional resources are aut0ori5ed or eA*ected com*letion dates are relaAed.
4' van 84
+c0eduling ;ec0ni@ues
9AN;; ,ar 20art. ;0is tec0ni@ue s0o#s t0e time relations0i* o3 jo. tas%s in terms o3 t0eir
c0ronology and simultaneousness. +uc0 c0arts are use3ul& .ut do not convey tas%
relations0i*s& .ecause it is not clear #0ic0 activities must 3inis0 .e3ore ot0ers can .egin.
;0is is t0e tec0ni@ue to use 3or #ee%ly maintenance sc0eduling. As suc0 it is t0e 3ocus o3
t0is c0a*ter.
Net#or% Arro# Diagrams. ;0is tec0ni@ue ta%es t#o .asic 3ormsP 2ritical Pat0 "et0od
<2P"= or Project ?valuation and >evie# ;ec0ni@ue <P?>;=. ,y identi3ying t0e Kcritical
*at0L& .ot0 t0ese 3orms de*ict t0e s0ortest ela*sed time 3easi.le 3or com*letion o3 major
*rojects. ;0e im*ortance o3 sc0eduling in t0is manner increases as *roject com*leAity
increases and on(time com*letion #it0in .udget constraints .ecome critical.
;0is last uni@ue 3orm o3 *lanning& sc0eduling and control is covered in Project "anagement
<20a*ter 18=.
Instructions 3or *re*aring sc0edules
?A*erience s0o#s t0at increased *roductivity is ac0ieved #0en maintenance *ersonnel %no#
tomorro#Is assignments .e3ore t0ey leave #or% today.
+c0eduling *rinci*les are sim*le& .ut t0eir e33ective a**lication is not @uite so easy .ecause t0ree
se*arate *rocedures must .e *er3ormed concurrently to *roduce a via.le sc0edule. ;0ese
*rocedures are:
Jo. loading& to set 3ort0 jo.s to .e com*leted during t0e sc0edule *eriod. +c0eduling o3
t0ese jo.s stems 3rom coordination .et#een maintenance and o*erations to assure t0at t0e
near term o*erating needs and t0e long(term assurance o3 asset and ca*acity relia.ility are
.ot0 served.
Jo. sc0eduling& to se@uence t0e loaded jo.s t0roug0 t0e sc0edule #ee% .ased on meaning3ul
estimates o3 t0e re@uired duration and agreed u*on e@ui*ment access.
"an*o#er commitment& to ensure o*timal utili5ation o3 resources.
An e33ective sc0edule& t0ere3ore& consists o3 t0ree sections corres*onding to t0e t0ree *rocedures& as
s0o#n *rogressively in anneA 18 and anneA 16.
Jo. loading
Jo.s s0ould .e listed in se@uence o3 agreed u*on im*ortance during t0e #ee%ly coordination
meeting. ;0is se@uence may not .e c0ronological #it0in t0e #ee%.
Jo. sc0edule
;0e care3ul selection o3 your most logical sc0edule #ee% #ill contri.ute signi3icantly to sc0edule
com*liance.
70en laying out t0e sc0edule& t0e im*ortant considerations are t0e duration o3 t0e jo.& #0en it is to
.e *er3ormed <start and 3inis0=& and #0at cre# mem.er<s= s0ould .e assigned to it. +tart and 3inis0
dates and times are *articularly im*ortant #0en s0utdo#n o3 *roduction *rocesses and coordination
o3 multi*le resources are involved.
4) van 84
Using a recogni5a.le %ey& insert notes at t0e ends o3 .ars and at t0e .eginnings o3 succeeding .ars
#0ere s0utdo#ns and su**ort cra3ts are re@uired <electricians must com*lete line item 11 .e3ore
mec0anics can .egin line item 1=.
La.or de*loyment sc0eme
As jo.s are aligned to individuals on t0e Jo. +c0edule& t0ose individuals must .e committed to t0eir
assigned jo.s #it0in t0e La.or De*loyment +c0eme& t0ere.y cross(re3erencing resource to assigned
jo..
A master sc0edule tem*late s0ould .e esta.lis0ed 3or eac0 cre# or team res*onsi.le to a s*eci3ic
su*ervisor or team leader <a**roAimately ten *eo*le=.
+0ould any team resource 0ave a 3iAed commitment to indirect activities suc0 as training& t0e *re(
committed ca*acity s0ould .e indicated on t0e master tem*late.
?ac0 assignment s0ould .e cross(re3erenced to t0e a**ro*riate jo.. In t0e interest o3 conserving
sc0edule s*ace& re3erence s0ould .e to t0e line item num.er <one or t#o digits=& rat0er t0an t0e #or%
order num.er <3our or 3ive digits=.
70en all t0ree sections are .roug0t toget0er on a single 3orm& a com*lete *icture is *rovided
3or t0e coming #ee% t0at assures: No.ody is sc0eduled to more t0an one jo. at any given
time.
Availa.le resources are 3ully utili5ed #it0out voids or overloading.
Internal customers receive t0e *romised su**ort.
2om*leting t0e sc0eduling *rocess
;0e 3ollo#ing sc0eduling guidelines and tec0ni@ues are o33ered: anneA !.
48 van 84
Chapter 1( - ;o< e=ecution
;0e su*ervisor is res*onsi.le 3or jo. eAecution
;0e *rogress o3 eac0 jo. relative to t0e sc0edule is continually revie#ed to determine i3 t0e
situation .asis c0anged in any material #ay.
;0is re@uires timely in3ormation to determine #0en *rojects and ot0er jo.s are *rogressing
un3avora.ly. An accurate sc0edule 0el*s su*ervisors to judge #0en eAce*tions 3all outside o3
reasona.le .oundaries and intervention is in order.
?33ective su*ervisors also assure t0at team mem.ers re3erence t0eir *lanned jo. *ac%ages to
minimi5e eAce*tions .e3ore t0ey occur.
70en a time(line is included #it0in t0e *lanned jo. *ac%age& t0e su*ervisor can ma%e a #ell(
in3ormed judgment. I3 t0e amount o3 #or% com*leted is #it0in reasona.le .oundaries& no
intervention is needed. Intervention #0ile t0e jo. is still in *rocess can ma%e a real di33erence in
do#ntime and e@ui*ment availa.ility.
70en jo.s go a#ry& materials& *arts& and tools are t0e most common cul*rits. 4.viously& t0ere #ere
s0ort3alls in t0e *lanned jo. *ac%age& *rovide 3eed.ac% to t0e *lanner. 8eed.ac% a3ter jo.
com*letion ena.les t0e *lanner to im*rove t0e *lanned jo. *ac%age& t0ere.y *recluding suc0 delays
in t0e 3uture.
;0e a.ove scenario re3lects true management. ?A*lanation o3 variances a3ter t0e 3act <0orse out o3
t0e .an= does not.
;0ree im*ortant 3unctions
During t0e sc0edule #ee%& t0e su*ervisor c0ec%s *re*aredness 3or eac0 dayIs #or%.
+u*ervisors ma%e t0e actual jo. assignments to s*eci3ic team mem.ers.
1. Daily sc0edule adjustment.
;0e sc0edule re@uires adjustment a3ter eac0 day& to *rovide a recasting 3or t0e .alance o3 t0e #ee%.
During daily sc0edule adjustment& t0e su*ervisor:
8ollo#s sc0edule *rogress and coordinates sc0edule adjustments as dictated .y KrealL
o*erating needs and c0anging resource constraints. Urgent interru*tions #ill occur
regardless o3 0o# #ell sc0edules are constructed and coordinated& and #ill c0ange t0e
3rame#or% o3 #or% 3or t0e #ee%.
+u*ervisors s0ould al#ays strive to o*timi5e sc0edule com*liance& des*ite essential
Ksc0edule .rea%s.L
Adjustments to sc0edules s0ould al#ays .e made in suc0 a #ay t0at t0e most im*ortant jo.s
are com*leted .y end o3 t0e #ee%. ?Atended or delayed jo.s must .e carried over to t0e neAt
day ... *articularly i3 t0ey are already started. +c0edule ad0erence or *rotection is usually a
cost e33ective use o3 overtime. +elected sc0eduled jo.s s0ould sometimes .e sacri3iced to
ta%e advantage o3 do#ntime #indo#s o3 o**ortunity to *er3orm *lanned jo.s listed on t0e
contingency sc0edule.
;eam mem.ers must al#ays .e %e*t 3ully a#are o3 alterations in assignments and t0eir
timing& and Production +u*ervisors also must .e %e*t a.reast o3 revisions.
46 van 84
. Planner su**ort o3 jo. eAecution.
+u**ort o3 Jo. ?Aecution ( ensures t0at t0e res*onsi.le su*ervisor receives and understands
t0e *lanned jo. *ac%age 3or eac0 sc0eduled jo..
8ollo#(u* coordination ensures t0at all agreed(u* actions o3 ot0ers are *er3ormed as
*lanned.
+c0edule 8ollo#(u* ( determines t0e level o3 sc0edule com*liance and reasons 3or non(
com*letion. ;0is KconstructiveL res*onsi.ility #or%s to#ard 3uture im*rovement. At t0e end
o3 t0e sc0edule #ee%& +u*erintendents s0ould revie# sc0edule com*liance #it0 all
su*ervisors 3or #0om t0ey are res*onsi.le.
-. ;0e morning meeting.
A #ell(t0oug0t(out sc0edule *rovides a 3rame#or% 3or ac0ievement o3 #ee%ly targets& .ut *ro.lems
do occur and c0anges need to .e made on a daily .asis. All *arties must .e involved in discussions
related to course corrections. ;0e morning meeting is suc0 a 3orum and is o3ten e33ective& es*ecially
#0en t0e maintenance 3unction is still o*erating in a reactive environment.
;0e meeting 3ocuses on immediate *ro.lems #0ile *rotecting as muc0 o3 t0e #ee%ly sc0edule as
*ossi.le. ;actics are t0ere3ore discussed and resources realigned as necessary.
4nce t0e cultural transition 3rom a reactive to a *roactive environment 0as .een ac0ieved& em*0asis
is s#itc0ed to t0e #ee%ly coordination meeting .et#een maintenance and o*erations. ;0e daily
meeting t0en 0as less *rominence and su*erintendent a**roval .ecomes a re@uirement *rior to any
c0ange o3 t0e #ee%ly sc0edule.
:! van 84
Chapter 1) - ;o< Close Out and &ollo: Up
;0e jo. is not com*lete #it0out com*re0ensive 3eed.ac% regarding t0e #or% *er3ormed. In t0e case
o3 *lanned jo.s it need .e only to eAce*tions& additions and deletions 3rom *lan. I3 *lanning #as
e33ective& suc0 need s0ould .e minimal.
;0e most .asic 3eed.ac% is la.or 0ours c0arged& #0ic0 s0ould .e re*orted via t0e La.or
Distri.ution +ystem. ;0e second .asic is any materials and *arts& #0ic0 t0e team 0ad to re@uisition
t0emselves. 8eed.ac% on t0e 7or% 4rder itsel3 #ould .e eA*anded or corrected descri*tion and jo.
ste*sP additional s*ecial tools re@uired& and interru*tions encountered& etc.
Gistorians say& unless #e study 0istory #eIll .e doomed to re*eat it. "aintenance jo.s are similar.
;0ousands o3 dollars are s*ent doing a *articular jo.& .ut it seems to .e di33icult to s*end even Y:!
to close it out in suc0 a #ay t0at #e can ta%e advantage o3 t0e detailed %no#ledge gained 3rom
doing t0e jo. in t0e 3irst *lace.
In *er3ormance o3 0is close out res*onsi.ilities& t0e assisted *lanner must:
2ollect com*leted #or% orders and enter t0em or direct t0em to .e entered into t0e 2""+.
Ge or s0e must ensure t0at all 3ields are 3illed in& comments are reada.le <contact t0e #riter
i3 not= and t0at t0ere is enoug0 detail to su**ort 3uture analysis.
2lose #or% orders& as soon as com*leted& to e@ui*ment 0istory and c0arge t0em to t0e
*ro*er accounts& t0ere.y avoiding ina**ro*riate c0arges a3ter jo.s are com*lete.
;0e *lanner also veri3ies t0at all essential 3eed.ac% entries 0ave .een made.
+c0edule com*liance
;0e maintenance su*ervisor %ee*s t0e *lanner a.reast o3 sc0edule com*liance t0roug0out t0e
course o3 t0e sc0edule #ee%.
;0e *lanner calculates +c0edule 2om*liance ratios eac0 #ee% and *re*ares associated re*orts. ;0e
calculations determine t0e level o3 sc0edule com*liance and reasons 3or non(com*liance& not to
*lace .lame .ut to identi3y constructive actions to im*rove 3uture *er3ormance.
;0e sc0edule is not rigid& .ut re*resents t0e most desira.le target 3or t0e su*ervisor to *ursue. At
t0e same time& su*ervisors must 0ave 3leAi.ility to ma%e necessary tactical decisions as true
emergencies arise.
>easons 3or non(com*liance
+c0edule com*liance 0ig0lig0ts areas #0ere mec0anics can not do t0eir jo. due to *ro.lems outside
t0eir control. ;0ese reasons s0ould .e recorded& re*orted& and studied 3or trends. ;0e 3ollo#ing
coding structure is o33ered as an eAam*le.
:1 van 84
>eason 3or +c0edule Non(2om*liance
4*erations may 3ail to release e@ui*ment as *reviously agreed to. 8>
?Acessive emergencies. PA
Poor assignment o3 tec0nicians. ??
Insu33icient tec0nician ca*acity. I2
+toc%(outs are 3re@uent +4
Planning *ac%ages do not re3lect reality. Parts are incorrect& jo. ste*s
are incom*lete or #rong& and loc%outs& s*eci3ications and
regulations are not documented.
PP
8ailure to meet estimated jo. durations means t0at some sc0eduled
jo.s are not com*leted .y end o3 t0e sc0eduled #ee%.
DU
?Acessive a.senteeism and simultaneous *ea% loads. ?A
2alculation o3 sc0edule com*liance
+c0edule 2om*liance measures t0e *ercent o3 sc0eduled la.or(0ours com*leted during t0e sc0edule
#ee%.
+c0edule 2om*liance D +c0eduled La.or(Gours 2om*leted C +c0eduled La.or(Gours +c0eduled
+u**lementary metrics
+c0edule Per3ormance measures t0e *ercent o3 la.or(0ours availa.le to .e sc0eduled t0at #ere
indeed sc0eduled and com*leted during t0e sc0edule #ee%.
+c0edule Per3ormance D +c0eduled La.or(Gours 2om*leted C ;otal La.or Gours Availa.le
+c0edule ?33ectiveness measures t0e *ercent o3 total la.or(0ours #or%ed t0at #ere sc0eduled to
direct #or% <vs. indirect #or%= and com*leted during t0e sc0edule #ee%.
+c0edule ?33ectiveness D +c0edule Per3ormance A O o3 La.or(Gours 2om*leted t0at #ere direct
versus indirect #or%
?33ectiveness is t0e most com*lete metric.
;0e t0ree metrics com.ined *rovide a com*re0ensive *icture o3 sc0eduling success.
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Chapter 1, - Planner and Scheduler Metrics
"easurement o3 "aintenance e33ectiveness re@uires t0e use o3 a 3amily o3 metrics #it0 related
.enc0mar%s <a 3e# do5en in total=. Go#ever& only a 0and3ul can act as measures o3 a PlannerIs
e33orts.
;0e *lannerIs jo. is not to *redict results .ut to esta.lis0 eA*ectation <su*er3icial goals lead to
su*er3icial results=.
?A*ectations in3luence outcome and create trans3ormations in *eo*le. Pursue t0ings t0at #ill ma%e
a di33erence rat0er t0an see%ing t0e sa3e *at0 o3 mediocrity.
Direct measures o3 *lanning e33ectiveness
"ost o3 t0e measures listed .elo# s0ould .e loo%ed at mont0ly and *lotted on a c0art to allo#
trends to .e detected. ;0e most meaning3ul and a**ro*riate measures o3 *lanner e33ectiveness are:
Percent o3 7or% 4rders covered #it0 Planned Jo. Pac%ages
Percent o3 7or% 4rders covered #it0 art ?stimate o3 >e@uired La.or(0ours
>elia.ility <accuracy& currency and com*leteness= o3 ,ac%log .y +tatus
"ean ;ime 3rom 7or% 4rder >e@uest to >eady ;o ,e +c0eduled +tatus <ot0er *eo*le and
3unctions also in3luence t0is metric=
"ean ;ime .et#een Jo. 2om*letion and Jo. 2lose 4ut
+teady and meaning3ul eA*ansion o3 Planner >e3erence Li.raries
2ustomer +atis3action #it0 Planner 2ommunication& 2oordination& and 8eed.ac%
+u*ervisory +atis3action #it0 Planner +u**ort on Planna.le 7or% 4rders <*eriodic survey=
2re# +atis3action #it0 t0oroug0ness o3 Planner Pre*aration 3or t0e smoot0 eAecution o3
*lanned jo.s. ;0oroug0ness can .e measured .y a**lication o3 Kt0e Jo. Plan +urveyL
included among t0e a**endices <*eriodic survey=.
;imely *osting and distri.ution o3 7ee%ly +c0edules toget0er #it0 distri.ution o3
associated Planned Jo. Pac%ages
;imely and accurate *re*aration& distri.ution& andCor *osting o3 t0ose control re*orts and
trend c0arts 3or #0ic0 t0e *lanner is res*onsi.le
Indirect measures o3 *lanning e33ectiveness
All ot0er measures o3 *lanner contri.utions are @ualitative measures o3 maintenance 3unctional
*er3ormance& t0e credit or criticism 3or #0ic0 .elongs to t0e entire maintenance de*artment and
indeed to t0e entire local organi5ation.
:- van 84
;0e 3ollo#(u* criti@ue
Planning @uality is .est measured .y *ost com*letion 3eed.ac% and criti@uing.
;0is *rocess s0ould ta%e *lace on an ongoing .asis as an agenda item #it0in t0e 7ee%ly
2oordination "eeting. Buestions suc0 as t0e 3ollo#ing s0ould .e addressed:
7as t0e sc0edule success3ully com*letedJ
70at #as sc0edule com*lianceJ
7ere any o3 t0e sc0edule s0ort3alls due *lanningJ
70at #as t0e *ro.lemJ
2ould it 0ave .een avoidedJ
70at can #e do di33erently neAt timeJ
70at c0anges must .e madeJ
Activity sam*ling
;0e 3inal means o3 measuring *lanning @uality is t0roug0 *eriodic activity sam*ling. ;0is tec0ni@ue
statistically sam*les t0e #or%#ee% o3 t0e maintenance #or% 3orce to determine t0e *ortions s*ent at
direct #or% <on(site use o3 toolsC#renc0 time= and t0at consumed .y s*eci3ic 3orms o3 delay
<avoida.le and unavoida.le=. It is t0e avoida.le delays t0at @uanti3y *lanning s0ort3alls. ;0is to*ic
is covered in more detail in t0e introduction.
:4 van 84
Chapter 1- - Using CMMS to Aid Planning and Scheduling
?33ective *lanning& coordination& and sc0eduling o3 t0e maintenance 3unction can .e& and 3or many
years #as& accom*lis0ed #it0out com*uter su**ort. Go#ever& in t0ese days o3 0ig0 tec0nology and
ra*id& economical data communication& jo. *re*aration is accom*lis0ed 3ar more e33iciently #it0
t0e su**ort o3 a sound 2om*uteri5ed "aintenance In3ormation "anagement +ystem <2""I+=.
A 2""I+ accom*lis0es not0ing in isolation& .ut must .e integrated #it0 t0e ot0er t#enty .uilding
.loc%s o3 t0e K"aintenance Arc0L <see Introduction=. ,ottom(line im*act results 3rom actions ta%en
on t0e .asis o3 in3ormation *rovided .y t0e system& not directly 3rom t0e system itsel3.
It is no longer an economically sound decision to manage a 3unction as critical as maintenance
#it0out on(line in3ormational su**ort.
2om*uteri5ation o3 t0e #or% order system allo#s easier access to large amounts o3 data ena.ling
analyses too time consuming to *er3orm manually.
A *o*ular *0rase regarding many 2""I+Is on t0e mar%et is t0at t0ey Kare not user(3riendly.L ;0e
statement is true. It is also true t0at t0e 3unctions and *ersons to #0ic0 t0e systems are least user(
3riendly are t0e *lanner(sc0edulers.
;0e maintenance *lanning system is generally *art o3 a muc0 larger maintenance in3ormation
system.
;o e33ectively su**ort t0e 3unctions discussed t0roug0out t0is .oo%& t0e c0osen 2""I+ <0ard#are
and so3t#are= must o33er t0e 3ollo#ing c0aracteristics. ;0e selected 2""I+ must .e a sound&
com*re0ensive& on(line& real(time& user(3riendly& com*uteri5ed #or% order control system. I3 it is
not real time& t0e maintenance sta33 <*lanners and cler%s= must *er3orm all administrative in*ut and
out*ut. A *re3era.le strategy is 3or all *arties to do t0eir o#n s0are o3 in3ormational in*ut and
retrieval.
I3 t0ese res*onsi.ilities are not s0ared& all too o3ten& *lanners .ecome little more t0an cler%s. It is a
sound investment to ta%e a s%illed mec0anic o33 t0e tools to .ecome a *lanner .ut it is a *oor
investment indeed to ta%e a *lanner o33 *lanning and relegate t0at *erson to clerical data entry. ;0e
design o3 t0e system s0ould ta%e advantage o3 all availa.le tec0nology to minimi5e t0e time
re@uired 3or in*ut and retrieval.
9ood .ac%log management 3eatures relate essentially to e33ective coding regarding:
KJo. +tatusL to 3acilitate t0e *lannerIs e33orts to %ee* all #or% orders moving to com*letion
rat0er t0an allo#ing t0em to .og do#n in a state o3 lim.o.
KAssigned ;eamL to 3acilitate t0e *re*aration o3 a #ee%ly sc0edule 3ully de*loying t0e
resources re*orting to eac0 given su*ervisor.
KAssetC?@ui*mentL to 3acilitate t0e assem.ly o3 all ready(to(go .ac%log t0at mig0t .e
*er3ormed during access to a given asset.
K>e@uesterL to %ee* internal customers a**raised as to t0e current status o3 t0eir re@uests.
Ideally& re@uesters s0ould .e a.le to access t0is in3ormation t0emselves& on(line.
KPlannerL so t0at eac0 *lanner is a.le to se*arate 0is or 0er #or% .atc0 3rom t0e com*lete
.ac%log.
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K2ondition re@uiredL .ecause t0ere is regularly a need to se*arate #or% t0at is doa.le at any
time versus t0at re@uiring asset do#n time& o3 various duration.
8eatures in 2""I+ t0at su**ort e33ective *lanning and estimating include:
"acro(*lanning to %ee* resources in .alance #it0 t0e #or%load.
+ystem ca*a.ility to store& retrieve& modi3y& and co*y *reviously develo*ed jo. *lans and
estimates 3rom 0istory or *lanner li.raries.
70en *lanning a jo. on a s*eci3ic asset& ready access to related in3ormation #it0out .ac%ing
out o3 t0e *lanning module.
+ystem lin%age to current dra#ings and ot0er re3erence documents #it0 *rovision 3or
automatic attac0ment to *lanned jo. *ac%ages.
?33ective materials management 3eatures are essential. Pro.lems in area are common and constantly
t0reaten mec0anicIs *roductivity.
2ross re3erences
,ill 43 "aterials <,4"= o3 com*onents .y asset.
2onversions .et#een manu3acturerIs *art num.ers& vendorIs *art num.ers and
storeroom item num.ers.
>eservation <allocation= o3 inventory item units to s*eci3ic *lanned jo.s and release <de(
allocation= o3 same as needed.
>elia.le re*lenis0ment o3 aut0ori5ed stoc%.
Prom*t *rocessing o3 *urc0ase order re@uests 3or direct *urc0ases.
Prom*t and relia.le noti3ication o3 recei*ts.
?33ective sc0eduling *rocedures:
Annuali5ed levelling o3 P"CPd"Is #it0 noti3ication as t0ey come due
A.ility to call 3or#ard a**roac0ing P"Is to ta%e advantage o3 %no#n asset access.
7ee%ly sc0eduling 3or eac0 cre# .y jo.& day o3 t0e #ee%& and individual to #0om jo. is
aligned.
Lin%age to *roject management so3t#are.
9ood re*orting 3eatures including ,ac%log +tatus& 7or% Programs& +c0edule 2om*liance&
2re# ?33iciency& and Age o3 >eserved Inventory.
:' van 84
Chapter 11 - Planning and Management of Pro>ects
Planning and "anagement o3 "ajor "aintenance +0utdo#ns and "anagement o3 Projects
;0is c0a*ter does not .elong in t0is .oo%& .ut a s0ort content o3 it can .e 3ound in anneA 1.
:) van 84
Anne=es
Annex 1: The rush job
The Rush Job
I am a rush job.
I belong to no age, for man has always hurried.
I prod all human endeavours.
Men believe me necessary but falsely.
I rush today because I was not planned yesterday.
I demand e!cessive energy and concentration.
I override obstacles, but at great e!pense.
I illustrate the old saying "#aste ma$es waste.%
My path is strewn with the evils of overtime,
mista$es, and disappointment.
Accuracy and &uality give way to speed.
Ruthlessly I rush on ' I am a rush job.
Anonymous.
:8 van 84
Annex 2: Worksheet for determining the ratio of craftsmen to planners
Planning and sc0eduling structure:
+e*arate 3rom material coordinating <vertical structure= 1 *oint
2om.ined <0ori5ontal structure= *oints
Num.ers o3 cra3ts coordinated:
4ne 1 *oint
;#o *oints
;0ree - *oints
8our 4 *oints
Level o3 *lanning:
2ra3t and general descri*tion #it0 sc0edule 1 *oint
2ra3t& general descri*tion& s*ecial tools and major
materials #it0 sc0edule
- *oints
2ra3t& s*eci3ic instructions& tools& materials& *rints and
sc0edule
: *oints
All t0e a.ove *lus #or% met0ods descri.ed ) *oints
Level o3 estimating:
?stimates or 0istorical averages 1 *oint
+lotting against .enc0mar%s or la.our li.rary - *oints
Analytical estimating : *oints
?ngineered +tandards ) *oints
Ina**ro*riate >es*onsi.ilities <additive=
+ourcing 1 *oint
Procuring 1 *oint
?A*editing 1 *oint
>eceiving 1 *oint
+toc%ing 1 *oint
Pic%ing and %iting 1 *oint
+taging and securing 1 *oint
Delivery to sc0eduled jo. site 1 *oint
:6 van 84
;otal *oints:
2onversion ;a.le:
;otal *oints 2ra3tsmen : Planner >atio
4 to ) -! : 1
8 to 1 : : 1
1- to 1) ! : 1
18 to 1: : 1
- to ' 1 : 1
) to -! 1! : 1
'! van 84
Annex 3: Check-list for acklog !ntegrit"
Jo.s t0at are com*leted& .ut no.ody 0as .ot0ered to close t0em out
Du*licate jo.s under di33erent names
Jo.s over siA mont0s oldJ
Jo.s 3or #0ic0 no one recogni5es t0e originator or #0y t0e jo. #as needed in t0e 3irst *lace
A *oorly descri.ed jo. <no one can 3igure out #0at to do to #0at=
Jo. status not 3illed in and no.ody recalls #0at t0e status is. 7ere *arts re@uiredJ 7ere t0ey
orderedJ 7ere t0ey ever delivered& and i3 so& #0ere are t0ey no#J
Jo.s t0at needed to .e done t0at are not listed in t0e .ac%log.
'1 van 84
Annex #: A $eekl" example of a Work %rogram
74>V P>49>A"
2>?7 ZZZZZZZZZZZZ Period ?nding ZZZZZZZZZ
AQAILA,L? >?+4U>2?+
2re# +i5e ZZZZZZZZZZZZ
+traig0t ;ime "an(Gour Availa.le Per 7ee% 8!!
Planned 4vertime Per 7ee% 6'
"an(Gour 2ontracted or ,orro#ed Per 7ee% !
;otal "an(Gours Availa.le Per 7ee% 86'
L?++ INDI>?2; 24""I;"?N;+ <7ee%ly Averages=
Lunc0 <i3 *aid= !
Qacation 1!
A.sence 4
;raining :'
"eetings 4!
+*ecial Assignments 4!
Average "an(Gours Loaned to 4t0er Areas 4!
4t0er Indirect 1!
;otal Indirect "an(Gours Projected *er #ee% --!
;otal "an(Gours Per 7ee% Availa.le 8or Direct 7or% :''
24""I;"?N;+ 4;G?> ;GAN ,A2VL49 >?LI?8
<7ee%ly Averages=
?mergencyCurgent <Unsc0edula.le= 1!!
>outine PP" 1!
4t0er 8iAed >outine Assignments !
+u. ;otal !
Net >esource Availa.le 8or ,ac%log >elie3 -4'
)ac&log #ata Current )ac&log %ee&s Current *arget
,ac%log "an(Gours
in >eady +tatus
-!! >eady 6. to 4
;otal "an(Gours
o3 ,ac%log
48!! ;otal 1-.6 4 to '
' van 84
Annex &: acklog Weeks Trend Chart
'- van 84
Annex ': (e)uired *aintenance +taffing ased ,pon Workload-
'4 van 84
Annex .: /ob Assessment and +coping Check-list
2on3er #it0 t0e re@uester to clari3y t0e desired result. ,y clari3ying t0e end
o.jective& t0e means to get t0ere can o3ten .e sim*li3ied or t0e jo. can .e
eA*anded to solve several *ro.lems at once.
>e3ine t0e descri*tion accordingly.
2lari3y t0e s*eci3ic jo. location <.uilding& 3loor& .ay& etc.=
List #0at needs to .e done <jo. content=.
De3ine start and 3inis0 *oints <jo. sco*e=.
8inali5e *riority.
Qisuali5e jo. eAecution and outline re@uirements.
>ecord t0e ste*s necessary to eAecute t0e jo..
Pre*are s%etc0es or ta%e *0otos to clari3y t0e intent o3 t0e #or% order 3or
assigned mec0anics or sim*ly as a re3erence during detailed *lanning.
;a%e minor measurements <eAactly=. 2om*leA measurements s0ould .e le3t to
t0e assigned tec0nicians.
Determine re@uired conditions. "ust t0is jo. .e coordinated #it0 4*erationsJ
Is it necessary 3or e@ui*ment to .e do#nJ
De3ine involved control loo*s.
Determine i3 ot0er e@ui*ment in adjacent areas #ill .e im*acted .y *er3ormance
o3 t0is jo..
20ec% 3or sa3ety 0a5ards.
': van 84
Annex 0: /ob %lanning +ur1e"
1. 7ere jo. instructions clearJ
. 7as t0e estimate #it0in 1:O <total 0ours and 0ours .y cra3t=J
-. 7as t0e #or% *er3ormed as s*eci3iedJ
4. Did unusual *ro.lems occur on t0is jo.J
:. 7ere tri*s 3or tools& *arts or su**lies needed a3ter t0e jo. #as startedJ
'. 7ere t0ere delays due to *ro.lems #it0 *ermits or *ermissionsJ
). 7ere t0ere delays relating to e@ui*ment accessJ
8. 7ere t0ere delays caused .y lac% o3 cra3t coordinationJ
6. Allo# s*ace 3or eA*lanations F
'' van 84
Annex 2: 3ist determinable materials4 parts and special tools re)uired-
Pre*are t0e ,ill o3 "aterials.
?sta.lis0 t0e ac@uisition *lan.
Determine #0at items are in stoc% and reserve t0em.
Identi3y t0ose items& #0ic0 must .e direct& ordered.
Pre*are ac@uisition documents.
2onsider dis*osal issues.
Pre*are Purc0ase 4rder #it0 "aintenance 7or% 4rder re3erence 3or
contractors and outside e@ui*ment rental.
List s*ecial tools and e@ui*ment re@uired.
Arrange 3or ladders& sca33olding& rigging& etc.
') van 84
Annex 15: 6uestions to ask about tools and e)uipment-
1. 70at tools and e@ui*ment are needed 3or t0is jo.J
. Do #e 0ave t0e necessary items in(0ouse or do #e go outside 3or itJ
-. I3 #e 0ave it in(0ouse& #0o is res*onsi.le 3or insuring t0at it #ill .e availa.leJ
4. I3 #e go outside 3or it& #0o is t0e *re3erred vendorJ
:. I3 not currently o#ned& s0ould it .e *urc0ased or rentedJ
'. 2an #e reserve it #it0 reasona.le assurance t0at it #ill .e availa.leJ
). 70at is t0e lead(time i3 not immediately availa.leJ
8. Is t0e cost included in t0e jo. estimateJ
6. Do #e rent it K#et or dryL <#it0 or #it0out an o*erator and insurance=J
'8 van 84
Annex 11: Common /ob +e)uence
+ource ;as%
8iAed Provision ;a.le 9et ready and receive instructions 3or doing
t0e jo. <includes jo. instructions 3rom t0e
su*ervisor& collecting *ersonal tools&
o.taining *arts 3rom storeroom and gat0ering
re@uired s*ecial tools and e@ui*ment=.
;ravel ;ime ;a.le ;ravel to jo. site <out.ound=.
8iAed Provision ;a.le Listen to *roduction in*ut regarding
sym*toms.
8iAed Provision ;a.le "a%e *reliminary diagnosis and trou.les0oot
*rior to s0utdo#n.
8iAed Provision ;a.le +0utdo#n and Loc%out. ;0is *rocedure is
done jointly #it0 t0e line su*ervisor& control
room tec0nician andCor line o*erator.
?@ui*ment must .e sto**ed in t0e *ro*er
se@uence #it0 *ro*er loc%outs.
La.our Li.rary Partial or total dis(assem.ly to reac0 t0e
*ro.lem area.
8iAed Provision ;a.le Determination o3 3ull eAtent o3 *ro.lem.
8iAed Provision ;a.le Identi3ication o3 necessary re*lacement *arts&
o.taining t0em 3rom t0e storeroom or
initiating a direct *urc0ase 3or *arts not 0eld
in inventory.
La.our Li.rary >eassem.ly o3 e@ui*ment using t0e
re*lacement *arts as needed.
8iAed Provision ;a.le 20ec% *ro*er jo. com*letion& test o*era.ility
o3 e@ui*ment& clean u* t0e jo. site and *ut
a#ay tools.
;ravel ;ime ;a.le ;ravel .ac% to s0o* <in.ound=.
8iAed Provision ;a.le >e*ort on jo. and return unused *arts& s*ecial
tools and e@ui*ment.
Allo#ance ;a.le Allo#ances
'6 van 84
Annex 12: Tra1el-time table
;ravel(time ta.le.
8rom +0o* to >ound ;ri* Gours
Allo#ed Gours *er Person
+im*le Average 2om*leA
Area A !.: !.: 1.! 1.:
Area , !.4 !.4 !.8 1.
F F F F F
>ound tri*s *rovided 1 -
)! van 84
Annex 13: 3abor 3ibrar"
?@ui*ment Name: ?@ui*ment No:
+e@uential ;as% 2ra3t:
No. Descri*tion
"ec0anic ?1I 2onstruction La.our
2re#: "G 2re#: "G 2re#: "G 2re#: "G
!.1!
!.!
!.-!
F
)1 van 84
Annex 1#: T"pical table of allo$ances
+evel o, -nherent (atigue
.ature o, $llo/ance ! +ight $verage 0eavy
Personal time <.rea%s= : : : :
8atigue :(1! : ) 1!
Unavoida.le Delay : : : :
Subtotal 1:(! 1: 1) !
2re# ,alance / "ulti Person !(- !(- !(- !(-
2re# ,alance / "ulti 2ra3t !( !( !( !(
*otal 1:(: 1:(! 1)( !(:
) van 84
Annex 1&: +lotting Table Concept
)- van 84
Annex 1': !nstructions for recommending benchmarks
1. Identi3y some jo.s *er3ormed .y your o#n cre# t0at occur 3re@uently and are 3amiliar to
you.
. Determine t0e most e33ective cre# si5e.
-. >ecord eac0 selected jo. in t0e a**ro*riate interval on t0e ,enc0mar% +olicitation 8orm
<see 3igure .elo#=. Put t0e jo. in t0e a**ro*riate cre# si5e column and in t0e increment ro#
re*resenting your .est judgment. 7or% in *encil& as you may #is0 to c0ange an estimate
.ased on t0e relativity o3 one jo. to anot0er. Use o3 t0is relativity is t0e conce*t .e0ind t0e
slotting tec0ni@ues.
4. 433er a recommended .enc0mar% jo. in as many slots as *ossi.le& .ut do not 3orce a jo. into
a #rong slot. It is .etter not to use a jo. or to leave an increment .lan%& t0an to 3orce ajo.
into an im*ro*er increment.
:. +u.missions #ill .e com*ared to t0ose 3rom ot0er *artici*ants and as necessary #ill .e
s*ot(c0ec%ed .y #or% measurement. ;0ere3ore& do not 0esitate to o33er your .est insig0ts.
;0is a**roac0 *rovides a @uic% start(u* #it0 reasona.le initial accuracy and consistency. >esultant
.enc0mar%s are su.se@uently re3ined as t0e *lanning and estimating *rocess matures. ;0e
re3inement *rocess incor*orates t0e 3ollo#ing tec0ni@ue:
?ac0 #ee% an eAce*tion re*ort is generated via t0e 2""+. 8or eac0 *lanner& it lists t0e to*
ten jo.s 3or #0ic0 actual la.or(0ours di33ered 3rom 0is estimated la.or(0ours .y t0e largest
*ercentage& regardless o3 sign <*lus or minus=.
;0e involved *lanner s0ould evaluate t0ose ten jo.s to determine i3 adjustment o3 t0e
estimate is necessary. I3 t0e *lanner decides t0at 0eCs0e #as #rong& t0e estimate s0ould .e
c0anged in t0e data.ase 3or 3uture a**lication. 4n t0e ot0er 0and& i3 it is decided t0at t0e
source o3 variance #as *oor *er3ormance .y cre# or su*ervisor& or some avoida.le delay
t0at s0ould not re*eat in t0e 3uture& t0en t0e estimate s0ould not .e revised.
)4 van 84
): van 84
Annex 1.: *aintenance /ob 7stimating Work +heet
"aintenance Jo. ?stimating 7or% +0eet
)' van 84
Annex 10: /ob loading and scheduling
)) van 84
Annex 12: 3abour 8eplo"ment +cheme
)8 van 84
Annex 25: +cheduling guidelines and techni)ues
Pre*are a sc0edule 3orm 3or eac0 su*ervised unit .y entering t0e #ee% .eginning date& t0e
name o3 t0e res*onsi.le 3oreman and t0e organi5ational unit involved.
;0e Planner s0ould determine <.y discussion #it0 t0e 3oreman& re3erence to vacation c0arts&
and ot0er means=& %no#n a.sences 3or t0e coming sc0edule #ee% and su.tract t0em 3rom
t0e resources eA*ected to .e #or%ing during t0e sc0edule #ee%.
>evie# all jo.s in t0e .ac%log starting #it0 incom*lete jo.s 3rom current or *revious
sc0edule<s=.
>evie# Planned Jo. Pac%ages& to ma%e certain t0ey are su33iciently com*lete 3or sc0eduling
and assignment. ;0is #or% includes 3inal con3irmation o3 material& *arts& and s*ecial tool
availa.ility re@uired 3or eAecution& sa3ety instructions& and *ermit re@uirements.
Plan strategy on a #ee%ly .asis. >igidly en3orce t0e rule t0at #ee%ly sc0edules must .e
*re*ared 3or eac0 su*ervisor .y ;0ursday Noon o3 t0e *receding #ee% <i3 t0e sc0edule starts
8riday=. ;0e sc0edules are to s0o# 0o# team resources are to .e utili5ed t0roug0out t0e
sc0edule #ee%.
7or% sc0eduled must .e .alanced against availa.le man(0ours& and su33icient jo.s must .e
*osted to t0e sc0edule to consume all availa.le la.or(0ours. +c0edule #0at can .e done& not
necessarily #0at needs to .e done.
?ac0 availa.le mec0anic s0ould .e sc0eduled 3or a 3ull day o3 *roductive #or% 3or eac0 day
o3 t0e sc0edule #ee%. ;0e duration s0ould .e indicated in t0e jo. section o3 t0e sc0edule. In
t0e man *o#er de*loyment section& indicate la.or(0ours& to avoid con3usion.
;0e majority o3 t0e cre#s s0ould .e sc0eduled 3or im*ortant #or%& #0ic0 needs to .e started
and com*leted #it0out interru*tion. "a%e a conservative *rovision 3or urgent sc0edule
.rea%s. Assign jo.s t0at can .e interru*ted or delayed& to Ka 3e# good *eo*leL #0o are
3leAi.le. 8leAi.le means t0at t0ey can sto* and resume jo.s& .e reinstructed and reassigned
to KemergenciesL #it0 minimal loss o3 e33iciency and #it0out a dro* in morale.
A**roAimately 1! to 1:O o3 sc0eduled la.or(0ours s0ould .e on lo# *riority jo.s t0at can
.e sacri3iced #0en necessitated .y urgent demands. Personnel assigned to suc0 jo.s are t0e
ones to .e *ulled in res*onse to sc0edule .rea%s <urgencies=.
Do not sc0edule any jo. until all needs <*arts& materials& tools& s*ecial e@ui*ment& asset
access& t0e item to .e #or%ed& any s*ecial su**ort= are availa.le in t0e @uantity re@uired and
at t0e time necessary.
List jo.s in descending order o3 im*ortance until all availa.le man(0ours are committed
<P"s listed 3irst=& .ased u*on agreements reac0ed during t0e #ee%ly coordination meeting.
Determine most logical time o3 day to sc0edule PP"Is. 43ten& t0e early *art o3 t0e day is t0e
*eriod o3 0eaviest .rea%do#ns so is not a good time to sc0edule P"Is. 4n t0e ot0er 0and& it
is not advisa.le to leave t0em until t0e end o3 t0e day .ecause t0en t0ey may not get done at
all. Late morning or early a3ternoon are advisa.le times to sc0edule P"Is time.
)6 van 84
Add jo.s e@ual to 1! or 1:O o3 sc0eduled la.or(0ours <Line Item 1X4= as *rovisional
jo.s to .e su.stituted #0en sc0eduled jo.s are unavoida.ly delayed or com*leted in less
t0an t0e estimated time.
?sta.lis0 a contingency section o3 t0e sc0edule <Line Items :()= 3or jo.s o3 0ig0
desira.ility& .ut t0at re@uire e@ui*ment access not eA*ected #it0in t0e sc0edule #ee%.
+0ould availa.ility occur& it is more im*ortant t0at t0ese jo.s .e *er3ormed t0an some jo.s
on t0e *rimary sc0edule& .ut only i3 t0e *rovisional jo.s 0ave .een *ro*erly *lanned. ;0e
*rovisional strategy is *roactive and s0ould .e classi3ied as sc0edule com*liant.
Avoid du*licate s0utdo#ns .y sc0eduling all #or% re@uiring common e@ui*ment access as
a**ro*riate.
+ave minor indoor jo.s 3or severe tem*eratures and inclement #eat0er.
?liminate unnecessary tri*s. Loo% 3or o**ortunities 3or assignments to ta%e advantage o3
jo.s in t0e same location& jo.s using t0e same tools or materials& jo.s needing t0e same
s%ills& and ot0er #ays to im*rove e33iciency.
+c0edule multi(*erson jo.s as t0e 3irst jo. in t0e morning #0enever *ossi.le so t0at
everyone is availa.le to start t0e jo. at t0e same time.
70en sc0eduling multi(*erson jo.s later in t0e day& consider *revious assignments. DonIt
assign one *erson to a one(0our jo. and t0e 0el*er to a t#o(0our jo. .ecause .ot0 #ill not
.e availa.le to start t0e t#o(*erson jo. concurrently.
;0in% a.out cre# .alancing delays on multi(man jo.s. All 3our mem.ers o3 a cre# are
seldom re@uired 3or t0e entire duration o3 a jo.. 43ten anot0er small jo. in t0e same area can
.e #or%ed concurrently.
Allocate *eo*le to s*eci3ic jo.s #it0 su*ervisorIs a**roval. Pic% t0e *eo*le 3or t0e jo.s
.ased on %no#ledge and a*titude& re@uired s%ill or e@ui*ment and on t0e .asis o3 individual
training needs. ?A*erience s0o#s #0o is s%ill3ul in certain jo. ty*es and #0o needs more
eA*osure to t0em. ,alance e@ui*ment s*eciali5ation #it0 .road 3acility %no#ledge. Utili5e
individual s%ills to t0e greatest eAtent *ossi.le. 2ra3tsmen s0ould .e *rovided #it0 a
c0allenging environment and t0e o**ortunity to gro#.
+c0edules 3or t0e 3ort0coming #ee% 3or eac0 su*ervisorIs team must .e 3inali5ed and *osted
*rior to t0e end o3 t0e *revious #ee%. All *reventive and *redictive maintenance ins*ections
must .e incor*orated at t0eir *redetermined 3re@uencies and t0e timely com*letion o3 all
identi3ied corrective maintenance must .e sc0eduled.
Associated KPlanned Jo. Pac%agesL must .e delivered to and revie#ed #it0 res*onsi.le
su*ervisors to assure t0at not0ing 3alls t0roug0 t0e crac%s due to misinter*retation o3 intent
or meaning. ;0ese consultations 3orm t0e *oint at #0ic0 res*onsi.ility transitions 3rom
*lanner to su*ervisor. Not0ing can .e allo#ed to .e lost #it0in t0e transition. In turn& t0e
same level o3 transition must ta%e *lace .et#een su*ervisor and tec0nician at t0e time o3
assignment.
4*erations are to .e *rovided #it0 co*ies o3 sc0edules to con3irm and document t0at all
agreed u*on commitments are acce*ta.le and understood .y .ot0 o*erations and
maintenance de*artments.
8! van 84
It is vital t0at sc0edules .e studied and a**roved .y everyone concerned. A**roval means
t0at a contract 0as .een reac0ed .et#een o*erations and maintenance to com*ly #it0 Kt0eir
joint sc0eduleL 3or t0e de*loyment o3 maintenance resources in su**ort o3 o*erating *lans.
At t0is *oint& t0e 7ee%ly "aster +c0edule .ecomes a document o3 #0ic0 all *arties&
t0roug0 mutual contri.ution& acce*t o#ners0i*.
70en urgent #or% is done al t0e eA*ense o3 sc0eduled jo.s& a sc0edule overload results. A
sc0eduled jo. #ill .e dis*laced and carried over to t0e neAt sc0edule *eriod& unless t0e
*ro.lem is addressed .y a tem*orary increase in ca*acity <overtime or contract la.or=. ;0e
dis*laced jo. is one o3 t0ose sc0eduled 3or t0e organi5ation t0at initiates t0e sc0edule .rea%.
;0ere3ore& re@uests 3or sc0edule .rea%s re@uire t0e sanction o3 t0e "aintenance and
Production "anager.
8inali5e tactics on a daily .asis #0en t0e sc0edule is .eing eAecuted. ;0e #ee%ly sc0edule
must .e u*dated eac0 evening during t0e #ee% it is in 3orce 3or t0e .alance o3 t0at #ee%.
70ile t0e transition 3rom reactive to *roactive maintenance is ta%ing *lace& u*dating #ill .e
.urdensome and #ill 0ave to .e *er3ormed .y t0e *lanner. Go#ever& as sc0edule
com*liance matures& t0e re@uired u*dating .ecomes minimal and can .e *er3ormed .y t0e
su*ervisor.
4*erations must advise *lanners at t0e earliest *ossi.le moment i3 t0ey are una.le to release
e@ui*ment as sc0eduled. +imilarly& t0e maintenance de*artment must advise *roduction
management i3 t0e reverse situation is li%ely to occur& Planners must ensure t0e
coordination.
Planners must %ee* a.reast o3 sc0edule status& and detect #0en a jo. runs into trou.le .e3ore
it misses a milestone.
"aintenance must noti3y and consult #it0 customers a.out any *ending interru*tions or
disru*tions.
70en a jo. is com*lete& maintenance must collect t0e *lanned jo. *ac%age #it0 a**ro*riate
3eed.ac%& record t0e results 3or sc0edule com*liance& and con3irm t0at t0e jo. is closed out.
8eed.ac% includes #0at actually 0a**ened& #0at 3ailed& and ideas 3or im*rovement.
"aintenance must veri3y t0at t0e jo. #as done according to t0e *lan. 70en a jo. deviates it
is vital to learn #0y. Qeri3y t0at t0e jo. used t0e materials listed in t0e ,ill o3 "aterial.
Qeri3y t0at all s*eciali5ed tools and e@ui*ment #ere accounted 3or in t0e *lan. Qeri3y t0at
dra#ings #ere correct and t0at no additional *ermits or *ermissions #ere needed. 8inally&
on larger or disru*tive jo.s veri3y t0at all *eo*le #0o s0ould 0ave %no#n a.out t0e jo. #ere
noti3ied and all *rocesses #ere s0ut do#n a**ro*riately.
8inally& u*date t0e *lanning *ac%age in all t0e areas mentioned.
81 van 84
Annex 21: %roject *anagement %rocess
+;?P+ 48 ;G? P>4J?2; "ANA9?"?N; P>42?++
Phase One 1 Pro2ect #e,inition
34 Create a vision ,or the pro2ect. 20ose t0e *roject management team. ?sta.lis0 a *0ysical
structure and c0ain o3 command to manage t0e *roject. "a%e sure t0at eac0 mem.er %no#s 0is or
0er role in t0e overall *roject. ;rain t0e team in *roject management and related so3t#are.
54 -denti,y and involve the sta&eholders to ensure t0at all essential eA*ectations are considered
during *roject develo*ment to avoid sco*e c0anges a3ter *roject initiation.
"4 #eter'ine the general scope o, /or& 3rom t0e engineering sc0edule and 3rom *reventive
maintenance ins*ections. >evie# all dra#ings& s*eci3ications and ot0er availa.le documentation.
64 #evelop a su''ary state'ent o, the turnaround or pro2ect ob2ective and distri.ute 3or
concurrence ... .y signature.
4 #e,ine the deliverables constituting *roject com*letion.
Phase */o 1 Preli'inary 7ngineering
64 #eter'ine pre8shutdo/n and other preparation. Initiate associated #or% orders.
). Determine t0e eAtent o3 *artial or com*lete s0utdo#n o3 associated *rocesses and adjacent areas.
94 Gather all PM:s and bac&log 2obs that 'ay be candidates to be per,or'ed during the
shutdo/n or #0ile *roject #or% is .eing *er3ormed in an area. Loo% 3or#ard 3or P"Is t0at mig0t
.e accelerated. >e3erence t0e *revious s0utdo#n in t0e given area as a starting tem*late& *aying
close attention to activity se@uencing and *ro.lems encountered. Do not re*eat t0e same mista%es.
;4 )rea& the pro2ect into 2obs and individual activities com*rising t0e jo.s. ;0ere are rules 3or
setting u* an activity
An activity 0as a de3ined .eginning and ending. ;0e .etter de3ined& t0e easier it is to manage
t0e activity.
No su.se@uent activity can originate 3rom t0e middle o3 a *rior activity. I3 one really can&
t0e earlier activity must .e s*lit into t#o activities.
3<4 #eter'ine general 'anpo/er re=uire'ents and s&ill sets& de3ined .y in(0ouse versus
contract *ersonnel.
334 $s contractors are chosen, chec& that they can 'eet their co''it'ents. 2ontractors go to
great lengt0 to ma%e a sale. Loo% at t0e de*t0 o3 t0eir organi5ation& t0e time o3 year <is it a .usy
time even #it0out your jo.=. ;0e contractor needs only to #in a string o3 *ro*osals to .ecome over
committed. 70en good contractors are 3ound& t0e *roject manager must .e a 3air customer and
avoid negotiating deadlines& milestones and .udgets t0at are unreasona.le. >elia.le contractors
s0ould .e regarded as and treated as *artners.
354 +ist all heavy or specialized e=uip'ent li&ely to be re=uired& suc0 as cranes& 3or%li3ts&
sca33olding& com*ressors& #elding mac0ines& or tor@ue #renc0es& and assure t0eir timely
availa.ility.
8 van 84
3"4 7sti'ate elapsed ti'e needed ,or each activity. De*ending on t0e ris% associated #it0
sc0edule delin@uency& t0ree estimates may .e made <o*timistic& *ro.a.le and *essimistic=. +tudies
s0o# t0at t0e more *essimistic estimates .est re3lect actual. ;0is may .e so in t0e 3irst instance o3 a
given turnaround. ,ut as *lanning im*roves t0e K*ro.a.leL s0ould .ecome relia.le. "ost overruns
occur as a result o3 *re*aratory s0ort3alls.
364 -denti,y prere=uisites ,or each activity. Determine #0at activities must .e com*leted .e3ore
eac0 activity can .e started. ,loc% #ails cannot .e laid(u* until 3ooters are cured. A *articular
activity may .e de*endent u*on com*letion o3 several ot0er activities.
34 Post the re=uired data to the CPM so,t/are. 8rom t0is in3ormation t0e so3t#are .uilds a
Kmodel o3 t0e *rojectL in t0e 3orm o3 a critical *at0 net#or% #it0 time(line .ar c0art& resource
demand c0art& and *rojected cas0 3lo#. Determine 0o# long t0e *roject #ill ta%e. ;0e activities
constituting t0e longest *at0 t0roug0 t0e *roject are t0e critical *at0. +li**age in any critical *at0
activity #ill result in t0e *roject .eing com*leted late.
8or many activities& late starts #ill not a33ect t0e overall *roject com*letion date. ;ime .e3ore a
delayed activity .ecomes critical is called K3loatL. Until 3loat is consumed& t0e late activity is not
critical. 70en 3loat runs out& non(critical *at0 activities .ecome critical and alter t0e critical *at0.
;0is is t0e o**ortunity to #or% t0e *roject t0roug0& on *a*er. Assuring t0at t0e movement o3
materials& *eo*le and e@ui*ment is sa3e and reasona.ly e33icient. 8ind t0e s0ort3alls in t0is *a*er
eAercise& not during live eAecution.
;0e 3irst *lanning *ass is done in relative time <ela*sed days 3rom day one=. 70en ready to *lug in
an actual start date& t0e so3t#are #ill automatically *ost dates to t0e time(lines.
36. 8rom la.or estimates& contractor re@uirements& material and *arts estimates& and re@uired
e@ui*ment establish a co'prehensive budget ,or the overall pro2ect.
3>. 70en t0e 3irst cut o3 t0e *roject is esta.lis0ed& ris&s are identi,ied and =uanti,ied 3or
inclusion in t0e 3ort0coming re@uest 3or aut0ori5ation and 3unding.
Phase *hree 1 ?usti,ication and (unding
39. -n the case o, capital pro2ects, a return on invest'ent is established and added to t0e ris%
analysis. ;0ey are jointly *resented 3or com*arison to >4I 0urdles *rior to aut0ori5ation.
Phase (our 1 #etailed Pro2ect Planning
3;4 #ecide on need and status o, 'aterials& suc0 as valves& internals& etc.& and ma%e sure t0at t0e
*arts and materials #ill arrive in su33icient time 3or c0ec%out *rior to use.
5<. 70en t0e #or%load 0as .een esta.lis0ed& de,ine supervisory needs and responsibilities.
534 -denti,y other sta,, support re=uire'ents suc0 as clerical& data and time%ee*ing.
554 -nitiate Purchase Orders and %or& Orders 3or contractors& rental e@ui*ment& etc.
5"4 $rrange ,or te'porary o,,ice space #it0 re@uired su**ort e@ui*ment <*0ones& co*y mac0ine&
etc.=.
564 Ma&e transportation arrange'ents 3or su*ervisors and cre#s.
54 $rrange ,or 'aterial and tool trailers i3 needed.
8- van 84
564 Ma&e arrange'ents /ith Production ,or te'porary storage <lay(do#n s*ace= o3 large
e@ui*ment sections tem*orarily removed in t0e turnaround *rocess.
5>4 $rrange ,or du'psters ,or collection o, /aste 'aterial.
594 Order portable toilets i3 needed.
5;4 Secure a list o, all contract /or&ers and arrange ,or their sa,ety orientation.
"<4 $sse'ble dra/ings, /iring diagra's, shop dra/ings and other re,erence docu'ents4 Add
t0em to a**ro*riate Planned Jo. Pac%ages.
"34 Secure per'its covering sa,ety, ,ire, and regulatory re=uire'ents <local& state and 3ederal=.
"54 Su''arize the pro2ect responsibilities o, each individual supervisor. Provide t0em #it0 t0e
associated Planned Jo. Pac%ages. ;0e *ac%age s0ould include:
;urnaround o.jectives
;urnaround sc0edule
Detailed 7or% 4rders 3or all jo.s to .e su*ervised
2o*y o3 t0e turnaround organi5ational c0art
List o3 res*onsi.ilities .y su*ervisor
Progress re*ort 3orms #it0 instructions 3or t0eir use
Instructions regarding contractor daily time re*orting
+et o3 cra3t #or% rules
;ele*0one and .ee*er list
List o3 0el*3ul reminders
""4 Provide a list o, telephone and beeper nu'bers to all *ersonnel %ey to t0e *roject.
"64 Go over this list again to veri,y that preparation is co'plete.
"4 #istribute the ,inal pro2ect schedule to all a**ro*riate *arties.
Phase (ive 1 Pro2ect 7@ecution
"64 )egin to receive and stage parts, 'aterials and e=uip'ent.
">4 7@ecution o, the pro2ector turnaround is no/ ready to begin.
"94 Continuously 'onitor and post progress relative to plan. ;0is ena.les t0e so3t#are to
*rovide real(time alerts #0en activities 3ail .e0ind or eA*enditures eAceed .udget. Identi3y sli**age
*rom*tly and ta%e corrective action. ?A*edite as necessary. Add resources <overtime or additional
contract su**ort= to overcome t0e s0ort3alls in order to return to *lan.
8ocus on and *rotect t0e critical *at0& .ut %ee* an eye on t0e ot0er *at0s. "a%e sure t0ey do not
eAceed t0eir availa.le 3loat.
84 van 84
";4 Change Orders 1 Scope creep should be resisted. +ome c0anges #onIt go a#ay& .ut t0e
overall *roject must .e *rotected. Protect t0e .oss 3rom adverse sur*rises. Protect t0e team 3rom
disru*tions t0at c0anges create. "anage t0e c0anges A c0ange order *rocess s0ould .e created at
t0e .eginning o3 t0e *roject. Go# many times 0as it .een said& K70ile #e are doing t0is& it #ould
.e easy to also do t0is ot0er t0ingLJ 13 c0ange is acce*ted& everyone u* t0e ladder s0ould sign o33
on it and acce*t t0e conse@uences in terms o3 eAtended duration and increased cost.
Phase Si@ 1 Pro2ect Co'pletion and Close8Out
6<4 Co'plete cleanup o, the site
634 Punch list co'pletion
654 *urn8over, =uality assurance, li,e sa,ety testing
6"4 Start8up
664 #elivery o, A$s -nstalledB dra/ings and ot0er contracted delivera.les <recommended P"
routines& ,4" and recommended s*are *arts
64 7nd8user acceptance
664 Post co'pletion revie/. ;0is is a de.rie3ing to esta.lis0 lessons learned in order *reclude t0eir
re*etition.
6>4 Pro2ect Closeout Report should be /ritten as soon a,ter co'pletion as possible. It
documents #0at 0a**ened& #0at didnIt 0a**en& and 0o# *ro.lems #ere 3iAed. It contains a set o3
*roject documents.
Phase Seven 1 Pro2ect Revie/ Csi@ 'onths a,ter co'pletionD
694 $ctual ,inancials realized should be co'pared to pro2ection. 8ailure to deliver eA*ectations
damages credi.ility& #0ic0 a**ro*riately in3luences a**roval o3 3uture ca*ital re@uests.

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