CAPACITY REQUIREMENTS

PLANNING IN PLANT MAINTENANCE

Presentation: William Le Hanie

11 March 2009
 Agenda
 Introduction: What is CRP?
 Why CRP is not working for Plant Maintenance
 How to make CRP work for Plant Maintenance
 Capacity Evaluation Exercise
• Work Center Evaluation before Leveling
• Use of Relationships and Networks
• Use of the Planning Board
• Work Center Evaluation after Leveling
 What is the Return On Investment (ROI)
 Speakers Conclusion
 Appendix A: Example of Business Rules

11 March 2009
 Introduction
 What is CRP?
(Capacity Requirements Planning)
• Capacity Evaluation
• Capacity Levelling
 Why CRP and not APO?
(Advanced Planner and Optimizer)
• Expensive (SCM)
• Complex and time intensive
• More relevant for Production Planning

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 Why CRP is not Working for Plant
Maintenance
 Operation Principles
• Work Order Header
• System Status
• Work Order Operations
• Relationships and Object Networks
 Process Known Limitations
• 5000 Objects
• Foreground Mode

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 How to make CRP work for Plant
Maintenance
 CRP Configuration not in Isolation
• Business End User Inputs (One Set of Rules)
• Business Rules first then Configuration
• Focus on Performing Work Centers
 The Scheduler Profile Configuration
• PM Master Data
• Capacity Evaluation Profiles
• Capacity Levelling Profiles
• Planning Horizon
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 Initial Capacity Evaluation of 1 Work Center
with Requirements in Week Periods

Backlog !? 

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 Backlog !? 

Initial Capacity Evaluation of 1 Work

Center with Requirements in DAYS

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 Evaluation after Backlog Work Orders were TECO

Overload !?

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 Use of Relationships and Networks

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 Use of the Planning Board

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Evaluation after Capacity Leveling Exercise was completed

No Backlog 
No Overload 

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What is the Return On Investment (ROI)
 Improve Business Decisions with Immediate Cost
Impact
• Move Deadlines Forward or Backward
• Increase or Reduce Overtime
• Increase or Reduce External Resources
 Focus on Short and Medium Term Planning (Contracts)
• Increase or Reduce Internal Resources
 Focus on Long Term Planning

 Internal and External Labor Utilization

• Plan ahead for Future Labor Utilization
• Future Capacity Loading are Visible
• Focus are on Planned Work and not Un-planned Work
 Planning Horizon Visibility Improve
• Improve Planning, Scheduling and Execution of Work
• Improve Maintenance Work Order Feedback and Completion

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 Conclusion
If the Business Rules are
defined and your CRP
configuration are in line with
these Business Rules it is
possible to make the unseen
visible in SAP 

ANY QUESTIONS?
‫شكرا لتعاونكم‬
Thank You
11 March 2009
 Appendix A: Example of Business Rules
A. Maintenance Work Orders and Operations
1. At least 80% of all performing work center available capacity will
be scheduled as planned work; the remaining 20% time is for
emergency work
2. Emergency work will be planned but not scheduled and levelled
3. Only one work order with several operations must be used per
Equipment for a specific job
4. Performing work centers must be specified as requirements on a
work order and must be scheduled and levelled
5. Constraints for scheduling and levelling are according to
resource availability and are not time driven
6. Change the basic start date on each individual operation on a
work order that must be performed over a specific period, e.g.
scheduled work orders – do plant inspections for a week. One
work order will contain several operations with performing work
centers linked to each operation

11 March 2009
 Appendix A: Example of Business Rules
7. Relationships can be set for different operations on the work order
according to the logical sequence and this can also be done
between different work orders
8. Operations that can be performed in parallel must be linked in the
order with a SS (Start-Start) relationship
9. The calculation key for PM01 (Internal Resource) on the tasks list
and/or work orders must be set to “1” (Calculate duration). If not, no
duration can be calculated and the order cannot be scheduled or
levelled
10.The calculation key for PM02 (External Resource) on the tasks list
and / or work orders must be set to “Maintain Manually” and enter
the duration of the task
11.Agreed upon completion dates must be taken into consideration
when scheduling work orders
12.Work orders, which are already dispatched, must not be re-allocated
after it was scheduled

11 March 2009
 Appendix A: Example of Business Rules
13.Scheduled work (dispatched work) of the next period / day must be
drawn forward to accommodate the remaining available man-hours,
if any
14.Optimum resources and duration per activity must be specified
(standard times)
15.Float can be entered on operations with delays to make provision for
E.g. drying time for paint work, etc.
16.Confirmations must be carried out on a daily basis on work that was
completed to ensure that scheduling and levelling would not be
affected
17.Backlog must be re-scheduled for the next suitable week, day or
time according to the newly agreed date and time. (Backlog is work
that was scheduled, but was not executed)
18.Planned work will not be re-allocated after it was scheduled and
levelled

11 March 2009
 Appendix A: Example of Business Rules
B. Work Centers
1. Capacities per performing work center must be maintained as
per availability of man-hours. This action is the responsibility of
the Maintenance Group Leader and must be done immediately
when change takes place
2. Scheduling and levelling must be done per performing work
center on a continuous basis
C. Materials Planning
1. Reservations must be kicked off during order creation; work
orders must be released to receive materials
2. Commitment of delivery date must be verified for required
materials
3. Change basic start date on work order to accommodate lead
times on materials and services

11 March 2009