lanning and Pigchesuing The Maintenance Process The Planner: The Heart of the Maintenance Process Imagine your body without a heart ‘Most of the maintenance organizations use the plan- ner role as part of the configuration for the planning and scheduling process. Planner involvement in the process is demonstrated as an added value. The impact of having a planner within the group is not limited to improving the efficiency and optimizing the costs and resources usage, but it will extend to the whole main- tenance process and work to cure the symptoms of maintenance process illness. 44 uptime planning and scheduling process and one Of the arms that suppors the whole main tenance process. Asin a human being, 2 strong heat Is an indication of good general health; 3 {good planner is an indication of a streamlined planning process. The heart is responsible for blood circulation within the body, while a plan ‘ner is responsible for smooth workflow with the ‘maintenance body, Have you imagined your body without a heart? How do you get those expected benefits from the planner? It's how you select, develop, and Use the planner in the organization. The planner In this article means the person who performs T: planner is proven tobe the heart of theplanning and scheduling functions Planner / Seed nthefollowng paragraph ty to exprethe rable planer profil in simple and practial words 1. Selection of the planner: The ightperzon atthe right place Planners nt tre job tobe asigned to just eny cone ofthe crew. You wil need ta developsiac tin etva that assure that theraht people are chosen The itera a both tachrical and par sonal and may ined: + A.goed maintenance bacground, such os fone of the maintenance crew oF the plant would ave, regarding speci crafts, rainy, ‘echarical ingument aod sectical The advantage of ths is wil be that the plan far wile faar withthe plant bierarchy structure equipment history, execution con Stains, and special needs Sach a parson ‘no wil be aore of the maintenance pol {ex an precedes that ate implomented by the company. Spedalaion ina specie craft fsa core sl ut 38 suppor sil the pan ner wil need to have novledge of multiple {rat Promoting a maintenance foreman to ‘aplannerisrecommended over hing a plan her from the outside. + Good communication and teamor si Je one ofthe maintenance re the planner wilhavecpencommuncaton channetwith tthe partes of the proces (eg, operations nd maintenance teams) Ths vl ease Lnlina partnerships mithothestakeholde + Computeriteraey This supportsiland willed mote quay tothe planners dey eres, Introding planning concepts end philoso ply to sh a peron wl be ch easier, ne ‘ettng immersed in the panaing a sched ting proces ibe eforess and handy 2, Development of the planner: A few exerclses are necessary to keep your hhoare fe Now, as you have the person who is ready to serve asa planner it vital to start develop ing his or her sls to get maximurn efficiency and quality product. Developing the planner’ ‘kits al go in two parallel directions: one wll, focus on technical competencies and the th er wilimproveinterpersonal skis Both types ‘of traning are critical forthe planner todo the Jobin an effective manner. + Technical competencies development: 0 The planner must be aware ofthe ax- ppectations for planning and sched ing, which ate the retuin on invost- ment for that job. © Planning and scheduling best prac tices are the core of the job, 50 the planner must have a comprehensive knowledge of the best practices on how to porform the job This taining shoul be inked tothe implemented processes ‘andl work flaw within the organization. CMS training: CMS is the main tool sed to support implementation of the processes. The planner must have ad anced taining on that software and be ‘awvore ofthe ster functions, features, land capabilities. The planner should ot only know how to enter data on the system but also how to enter se- Ful, accurate, and complete data. Much more impertant than data entry i how ‘oget information from the system: how to tlle and produce reports that give s clear picture on current work status anc bboweneds in the process Data ceport- Ingand analysis revit i maintenance planning + Interpersonal skills development: ‘The work environment and job description cf the planner dictates some essental inter- personal skills that wll help the planner to perform the jb ffectivly. The planner’ job is technical job that requires coordination betwesn different teams, starting from 1e- ‘evving operation’ request fora speci job; through planning, scheduling, and follow up exseuton vith maintenance; then final reporting and feedback This scope requires tho following ski to be developed and sus tained: © Communication skill: the planner shoul be abe to comnnuieate clearly with all parties, sending and receiving mersager vith visible cantents and ob- Jectives © Teamnerk / coordination ails the por ner vil work with oparations, mainte nance, warehouse, engineenng, safety, ‘and other departments that may bein volved in a specinc job this will require 2 high caliber of teamwork and coord © Meeting management skis: in prepare ingand conducting weekly and monthly scheduling meetings. these skill will be cof high value tothe business. © Conflict resolution skills: in many sit ations, where clashes between opera ‘tons and maintenance occur the plan nershouuld be abe to intervene within a specific authority level to resolve those Conic in a way that makes the work run smoothly without afecting the pro ‘duetionand maintenance targets ‘Time management shils: working be tiveen site visits and the office plan CU Advanang Reliability & Maintenance To Meet UE Gea) i varie Ts 0/05 ranges 308 me ager fara meso based on tebe enc Read area. The woe weed vein ighetitn, icaptesrmer evento mk Nee er wed desc ay eto eer, bt in-ear teed method cf mag dann thea ta andpiaeeot rate of a ugzatin Tis ‘wedchpon ND sop eat wey manent ch vedere Gye tan ‘age xy tbe and ‘nha. cop lovey aie gap dsassn, Torani: 7 houree PNT BY eC) Fe niki nl Oe ease pier V2 arene. d oa eae nO Seat roe eas pet etal Pe es eee Oe ee 46 uptime ‘multiple Jobs with diferent priorities, and handling some coordination is- sues require good time utlization and management. 3. Using the planner: + Use the planner only to plan (our heart doesn't digest food) IV you have a problem with your stom ‘ach, would the doctor recommend us ing’ your heart for food digestion? OF course not! The same goes for the plan- net, whose duties should be limited to those in the planner’ job descrntion. | recommend that each planner write a ‘minder on his or her ofce board or hang 2 sign on the office door, 0 remind ev- fryone in the maintenance organization © Lama planner © Lam NOT a maintenance foreman © lam NOT a maintenance supervisor 9 Lam NOT a secretary 9 IDONTT run aftera rush job Efficient utilization ofthe planners time is fundamental The advantage of having 2 planner within your team will be smashed by utlizing the planner in other jobs that take his or er focus out of planning. Using the planner in other jobs rather than plan- ning and scheduling is a short, effective message that you can live without a plan net. Planning i full-time job fr the plan- ner if it tums to “et the planner do plan- ning when the planner has time” expect a collapse ofthe maintenance planning func tion, Get the benefit of the planner's craft salls (Your heart can't circulate blood to ‘neighbor's body) When it comes to the planners assign ment, the question that resis “shal we ‘assign planners by aea or assign planners by craft” Or, if we have group of planners with diferent craft skis (eg, mechanical, electrical instruments) working in a plant ‘with different functional areas 9 Would you assign each planner to a aifferent area to plan mechanical elec- trical and instrument jobs respective ofthe planner’ technical background? 9 OF would you assign each planner to ‘multiple areas to plan only jobs that match with that planner’ technical experience? Ta answer, let's think back to what I men tioned inthe introduction of the Interper- Sonal skills section: the planner’ job Is @ technical job that requires coordination between different teams, A maintenance planning job requires experience with per forming maintenance, so we recommend selecting a planner with a maintenance ex: cation background. To get benefit of the planners past fea experience, the second, ‘option seems more practical and efficient. Inthe fistoption fits nota simplejob, the planner will need to consult many partners to reach the fnal perfect job plan. This will, ‘mean interruption this other craft planner colleagues and to maintenance performers, who are expecting the job to be planned and ready for execution without deep in volvements as they are focusing only on performing jobs at site. Jobs wl consume ‘more time and effortto be planned than ex pected, and accuracy aso snot completely guaranteed, In the second option (recommended), the planner will use his or her own work ex perience to plan the job with minimal in {eruption to others. We all concur that a planner should be skied in multiple crafts but bean expertina specific technical fll, and the planner would use this additional knowledge for minor or simple jobs that are diferent from the planners main back ground, We try to employ the planner in the best effective way that makes the job expecta tions visible and achievable. Simply, ts the same as with a general practitioner doctor and a specialist doctor; normaly a general practitioner doesn't do surgery butcan give first aid until the patients seen by the spe alist The planner’s role within the maintenance organization: The heartis integrated with other body func- tions It is very Important to recognize the value of the planner in the process and give mare attention to the planner’ role, starting from selection through deve'opment to employ ment. More important isto realize that plan net i not working alone burt is part of the maintenance organization. Any defect in the cxganization will have negative impacts on ‘the planner’s dellverabes. Expectations from planners ae achieved with te following + Asolid planning and scheduling process: Developing a clear, firm, and solid main tenance planning and scheduling process and related procedures is essential to the planners job. Although most parties may say the rules are clear, documentation is extremely valuable. This process must fo cus on achieving the maintenance plan fing objectives, ensuring proper function performance, monitoring, and reporting, ‘The processes must have clear assigned re sponsibites forall participants to ensure that maintenance activites are cortectly initiated, planned, executed, and reportedDeveloping @ RACI matrix as par of this pro cess is advantageous in addition to job low charts, Management must show support and ‘commitment to the process and enforce the adherence of all maintenance workforces, ‘the nature and criticality of the industry, and your targets of planning and scheduling per formance are other important factors, Nov rally te ratio ranges between 15-20 crafts people for each planner Promoting a maintenance foreman to aplanner is recommended over hiringa planner from the outside. ‘Aproper workload forthe planner: tis very important to assign the proper num ber of planners in your maint zation, Your heart can effectively serve only nance organ your body, so maintaining the proper ratio of planners to maintenance workers (planners ‘control span} is crucial tothe process, This a tio is governed by many factors. The level of planning details required and the sl levels (of planners’ maintenance personne! are two key factors. The structure and steength of the planning process, applied maintenance st 69y, CMMS implementation and utilization, /TECHNOLOGIE! + On-Your-Site + In your environment + Using your instrument or mine ‘The planner’s role in the organization The planner must fit within the maintenance ‘organization ina way that allows the planner todo his or her job ineffective way. The pan ner must report to the maintenance manager ‘or the maintenance engineering manager, or planning engineer layer may be introduced The planner’s position must be given high rank to send the message to staf that plan hing is an important function, The planner should not report to maintenance perform {ers the planner has to work Feely away from the influence of performer authority In oF der to avoid using the planner in jobs other than planning and in order to prevent using performer authority for data manipulation to show that maintenance performance isin good shape. Ideally, the planner should be equal in rank te the maintenance supervisor in order <0 create authority balance and maintain work stability ‘Asa final tip, the planner isan important role inthe maintenance organization. The planner must be selected, developed, and utlizedin the best effective way to secure the expected out- put from the job. 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