MER1MM 07V0 Planning and Scheduling

Maintenance Management Manual
Planning and Scheduling
Reference Number: MER.1.MM.07

Release Date: January 01, 2010
Revision No.: 00
Holcim Group Support Ltd

Cement Manufacturing Services
Maintenance & Equipment Reliability
Author: Jean-Yves Marrel
Reviewed by: Rodolfo Tiglao
Approved by: Hans Burger
Holcim Group Support Ltd

Cement Manufacturing Services
Im Schachen
CH-5113 Holderbank
Phone +41 58 858 52 32

Fax +41 58 858 52 30
© Holcim Group Support Ltd 2010 Page 1/31

MAINTENANCE MANAGEMENT MANUAL
Reference n° : MER.1.MM.07
Revision n° : 00
PLANNING AND SCHEDULING
Table of Contents
1. PURPOSE 3
2. INTRODUCTION 3
3. PLANNING 5
3.1 Notification Process 5
3.2 Planning thru Work Orders 7
3.3 Standards and specifications 10
4. SCHEDULING 12
4.1 Backlog 12
4.2 Maintenance Master Schedule 15
4.3 Weekly Maintenance Plan 16
4.4 Daily Maintenance Plan 21
4.5 Material Staging and Preparation 21
5. PLANNING AND SCHEDULING EFFICIENCY INDICATORS 22
6. MAJOR SHUTDOWN 22
6.1 The impact of planned shutdowns 23
6.2 How to achieve effective Planned Shutdowns 23
6.3 Performance drivers 24
6.4 Planned shut down process 24
6.5 Shutdown Management with SAP-PS 28
6.6 Conclusion 28
7. MESSAGE 28
8. DEFINITION 30
9. REVISION LOG 31

Revision n° : 00
1. PURPOSE
Major Shutdown Planning is considered as a more in-depth and detailed scheduling

process than Planning and Scheduling. However, the planning phase remains the
same for both processes.
2. INTRODUCTION
The situation in many plants shows that maintenance is often blindfolded due to
short term cost control measures instead of long-term results. As a result of this, a
reactive maintenance approach takes place, which increases cost and reduces
equipment reliability.
It is therefore of upmost importance that the different tools and techniques that shall
be applied in order to properly plan and schedule the work are clearly understood.
This supports the move from a reactive towards a proactive maintenance approach.
This will not only help increasing reliability, reducing costs and time consuming
reactive work, but is also an important step towards clearly defining the maintenance
needs and optimizing resources (labour and material).
What is the difference between planning and scheduling? A lot of maintenance

organizations believe it is the same. Other maintenance organizations know the
difference, but at the end spend time on scheduling and very little on planning or
vice versa.
Planning and Scheduling is not of the same maintenance activity or process.

Planning defines the details of WHAT and HOW, while Scheduling defines the
details of WHEN and WHO. In general, planning should always be done before
scheduling.
However, both the planning and scheduling function are the center from which all
maintenance activities are coordinated. Both represent the “work preparation” in
maintenance and tackle the following aspect:
R Planning Î What is the work? How to do the work?

R Scheduling Î Who does the work? When to do the work?
Planning is mainly about identifying the problem and determining the proper
solution, manpower, and other resources such as material, time, tools, equipment
and technical data required for a safe, efficient and effective work execution.

Revision n° : 00
Scheduling work is the process when the specific dates are finally defined and
coordinated for the execution of (planned) work for the following week. Maintenance
can not leave the reactive stage without a firm control over the activities to be done.
Therefore also poor backlog management is a hurdle.
The planning and scheduling process is divided into three stages:
1. The Maintenance Master Schedule

2. The Weekly plan
3. The Daily plan
Work
Production
requirement
Plan
Notification
Evaluation
Feedback
Work planning
Request for
resources
Resources
Preventive available
Maintenance Work Execution
Work Schedule
Daily /Weekly plan
Figure 1. Planning and Scheduling process

Revision n° : 00
3. PLANNING
Answer the questions WHAT? and HOW?
In order to keep and manage the overall work load, it is necessary to plan work
activities for it to be successfully completed. Planning means preparatory activities
to be done before execution of the actual work.
The preparatory activities in planning include the following:

R Prioritize the list of maintenance activities to be executed
R Define the sequence on how a job should be done including safety
instructions
R Identify and estimate the required materials and tools
R Determine the required efficiency and skills of the maintenance crew and its
availability as well as the need to use third party services
Also, through planning ensures

R An organized approach to analyze and execute any required work
R Detailed plans and records for the evaluation and execution of work
R Effective utilization of supervisors and maintenance workers
R Proper communication within the plant
R Timely identification of potential issues
3.1 Notification Process
The objective of a notification is to record the cause of an equipment failure or its

malfunction, which is an important input for the equipment history.
There are many sources for incoming job requests and the way to manage these
sources is through the notification process.
The sources of notifications are the following:

R Occurrence of equipment failures
R Feed back from preventive maintenance activities
R Alert levels from condition monitoring activities
R Request for all departments
R Root Cause Failures Analysis

Revision n° : 00
R Safety, environment or quality requirement
Example
Sources Example
Occurrence of equipment failures R Motor failed to start
R Belt torn
Feed back from preventive R Oil leakage on a gear box
maintenance activities R Abnormal noise of a bearing
Alert levels from condition R Vibration too high on mill gear box
monitoring activities R Oil temperature too high on air
compressor
Request for all departments R Modification of the lighting in an area
R Request for a modification of installation
for customer trial
Root Cause Failures Analysis R Modification of belt chute to avoid leakage
and belt torn
Safety, environment or quality R Repair of handrail
requirement R Control the air separator turbine of raw
mill due to quality issue
The purpose of the notification process is to create a request when a need for
maintenance has been identified, to record a completed maintenance activity and to
cover a downtime record for process operations. (see figure below)
Notification
Notification Maintenance
Maintenance Order
Order
Request
Request Planning
Planning Schedule
Schedule Execution
Execution Report
Report
Type of Notification Release
HAC code work order
Request/Malfunction Tasks to perform Print work order Material withdrawal
Planner Group Time confirmation
and other papers Planned
Main Work Center Resources Technical
Capacity leveling Unplanned
Basic Dates Components Completion
Availability Check External
Priority Order settlement
Object Part Tools Purchase Procurement
Symptom Codes Requisition
Cause Codes Reserves
Created
Created Created
Created Scheduled
Scheduled Released
Released Completed
Completed
History
History
Figure 2. Work Order flow wherein the notification process is the starting
point of the process

Revision n° : 00
3.2 Planning thru Work Orders
The objectives of a Work Order are:

R For History record
• Task performed
• Cost
• Hours
• Materials used
• Service contracted
R For planning and scheduling maintenance activities
After a notification has been created and approved, it is now converted into a
maintenance order. Maintenance orders show in detail how a particular
maintenance activity has to be executed. This allows the maintenance department
to plan and schedule maintenance activities such as corrective or preventive
maintenance activities (see figure below).
Notification
Maintenance Order
Order
Request
Request Planning
Planning Schedule
Schedule Execution
Execution Report
Report
HAC code work order
Created
Created Created
Created Scheduled
Scheduled Released
Released Completed
Completed
History
History
Figure 3. Work Order flow wherein the planning process is the next step thru
work orders

Revision n° : 00
Figure 4. Example of a Work Order (WO) as it can be generated in the SAP-

PM Module and a print out of it (right hand side)
As shown in the figure above, all relevant information concerning “what”, “who”,
“when”, “where” and “how” is clearly shown in the work order.
In order to be able to complete these steps the following prerequisites must be

fulfilled:
R The job title must clearly describe the operation to be done, starting with an
action verb like change, replace, improve.
• e.g. “Change V-Belts - Cracked and worn” not “Cracked and worn V-
Belts”
R Object: the identification of the functional location is a minimum requirement
for the work order. The assignment of each work order to a functional
location, and better to the specific equipment, is of utmost importance to
build a sustainable and useful equipment history.
R Activity type: The list of the activity type is part of the MAC/SAP standard.
The purpose of these activity types is to categorize the work order by
activities of maintenance (independently for the work order type). This
information can then be used for further cost analysis.
R Priority: Each maintenance work order must have a priority rating in order to
structure the backlog and allow the maintenance management to make
tactical decisions based on the importance of each work order.
R Simple description of the different job steps (Operation):

Revision n° : 00
• Job safety analysis and procedure to be followed including permits

clearance and cleaning
• Lockout/Tag out procedures
• Preparatory work to be performed
• Working procedure
• Start and test procedures
• Expected result; i.e. Measurement point and interval of validity in order
to allow the equipment to be restored into its original state
R The following information has to be defined for each operation:
• Skills: The required skills must be defined. An understanding of the work
must be developed in order to ensure quality of work
• Materials: The amount of parts to be reserved and purchased, as well as
the cost must be allocated. For all materials an accurate technical
description needs to be included. This will also enhance the usage and
continuous growth of the bill of materials (BOM).
• Drawing: Copy of all necessary drawings should be prepared and given
with the work order in order to facilitate the understanding of technical
details.
• Tools: It needs to be ensured that the adequate tools are identified and
in optimal condition
R Time estimation:
• The time required for each operation should be estimated
• For an initial estimation own and experience of others, or experience
from a similar job should be considered
• Revision of old plans to allocate realistic required time
• Follow up the plan attainment and fine tune the time allocated for
activities
For each identified job, the planner needs to establish a detailed task list with
“operation”. The level of detail will depend on the skills of the maintenance people.
However, all relevant tasks have to be described, always bear in mind “What do I
need to remember!”
In SAP PM, creating too many operations in the work order will add more
administrative tasks for its confirmation later on. Sub operation and long text of
operation have also to be used in order to address this issue.
Once all prerequisites are completed and the work order is approved, it is now part
of the planned backlog. Before being ready for execution, material’s availability
needs to be checked in a timely manner. However, the work order shall be
integrated into the maintenance master schedule, taking into account planned
delivery times and then cascaded into the weekly maintenance plan and daily
maintenance plan.

Revision n° : 00
SAP-PM provides all capabilities needed for work order planning. Basic data and
data for analysis and control of maintenance are kept in work orders.
3.3 Standards and specifications
In the cement industry most of the performed maintenance jobs, complex or not, are
repetitive with only minor changes. Some are done frequently others less frequently.
Standards and specifications are part of the plant’s library which catalogues all
necessary information to perform the job.
The steps to establish standards and specifications are the same as for planned
work orders as described in the previous chapter.
3.3.1 Establish Standards and Specification
To build your library you need to start with:

1. Critical A equipment
2. Most frequent tasks
3. Most expensive tasks
There are different ways of storing standards and specifications. The easiest is to
write Word or Excel documents including pictures to illustrate. However, it is not
sufficient enough in term of planning as the planner will have to encode all
information in SAP for each job. In order to take advantage of SAP, the standards
and specifications should be stored in SAP using the function “task list”. The task list
function allows the storage for each operation, the spare part requirement and
purchase request as in a work order.
In case of usage of a general task list, it is recommended to have a naming

convention for task lists in order to manage them more easily.
3.3.2 Revision of Standard and Specification
Once the job has been executed, the planner has to get feedback from the shop
floor in order to improve the standards and specifications:
R Was the schedule successfully completed?
R Was the job estimate versus actual accurate?
R Were any of the schedule shortfalls due to incomplete or poor planning?
R What was the problem? Could it be avoided? What can be done differently
next time? What will it take?

Revision n° : 00
3.3.3 List of standard Work Order
The figure below is an example of a standard and specification list which should be
developed for each plant
Equipment Standards and specification Task list

PMR and Condition Monitoring
All Equipment Replace bearing
Change drive system (gear box, motor)
Change belt
Replace Head drum (tail…)
Belt Conveyor
Change impact bar
Change or replace belt cleaner
Replace Hammer
Replace Rotor
Hammer Crusher
Refurbish Rotor
Replace grid
Change kiln tire
Change roller
Kiln
Change nose ring
Change kiln discharge seal
Change grids
Cooler
Change connecting rode
Fan Replace impeller
Replace trunion Head
Ball mill Replace liner plates
Replace diaphragm
Replace Roller
Vertical roller mill
Replace grid table
Air separator Replace turbine
Air slide Change air slide belt
Change the rotor
Rotary Valve
Change the complete rotary valve
Figure 5. Example: Partial list of standards and specifications

Revision n° : 00
4. SCHEDULING
After works have been planned, they still need to be performed. In order to reduce
the downtime of equipment they need to be scheduled in accordance with the
customer requirement. Therefore scheduling answers the question WHEN? and
WHO?
Notification
Maintenance Order
Order
Request
Request Planning
Planning Schedule
Schedule Execution
Execution Report
Report
HAC code work order
Created
Created Created
Created Scheduled
Scheduled Released
Released Completed
Completed
History
History
Figure 6. Work Order flow wherein the scheduling process is the next step
thru work orders
4.1 Backlog
In order to be able to establish an effective schedule and to optimize the

maintenance resources as well as the production capacity, backlog should be
managed properly. The figure below gives an overview of the backlog structure in
the planning and scheduling process.

Revision n° : 00
Ready to Weekly
execute Plan
Resource Work
Planning Coordination Scheduling
available Yes Daily execution
Plan
Work Order status
Purchase request released

Spare part reserved
• Waiting for resources • Waiting for Major Shutdown Work not performed
• Waiting for approval • Waiting for Materials • Ready
• Waiting for completeness
Outstanding Overdue
Backlog
Figure 7. Total backlog and its division in subgroup
4.1.1 Backlog management
The backlog needs to be maintained between proper upper and lower limits:
R Ready (to be scheduled) backlog between 2 and 4 weeks of available hours
R Total backlog between 4 and 8 weeks
To be effective in scheduling maintenance activities a proper backlog management

principle needs to be established:
R Lead time: the work to be done must be identified as much in advance as
possible. This answers that the work backlog is known and jobs can be
completely planned prior to scheduling.
R Accurate evaluations should be made of the priority of each job, given the
perspective of the overall operation. Each job in the backlog must be
prioritized in order that the most important jobs are always scheduled and
where possible executed first.
R Backlogs must be kept within a reasonable range. Backlogs ensure smooth
scheduling and effective utilization of all resources. Backlogs above
maximum work off so slowly that it is impossible to meet customer needs on
a timely basis. Consequently, they loose faith in the proactive approach and
slip back into reactive maintenance.
R Special or heavy demands resulting in excessive backlog cannot be
scheduled unless additional resources are authorized or expected
completion dates are delayed.

Revision n° : 00
4.1.2 Overdue
Overdue refers to the total labor hours required to complete all overdue work orders.
The purpose is to quantify the level of work not completed as per the designated
due date.
It is important to take note of this indicator in planning as it would provide a list of

work orders which were scheduled for completion on a given due date (in the
Weekly Plan for this matter) but which for whatever reason were not completed. This
planning indicator brings attention to all the work which must be brought forward into
the current planning schedule.
Together with the Outstanding Work indicator, the overdue level should be regularly
reviewed to highlight work which can be assigned to people with free allocation
hours or when planning current and future maintenance schedules.
4.1.3 Outstanding Work
Outstanding work refers to the total labor hours required to complete all outstanding
work orders for the next 13 weeks. The purpose is to quantify the volume (in
estimated work hours) of work to be completed, as an early indication for the coming
work load.
The outstanding work orders should only include those orders which have actually
been generated or released. However, preventive maintenance work orders, which
have not yet been released, should not be included. The coverage for considering
outstanding work should be taken as 13 weeks, which coincides with the
maintenance master schedule.
The outstanding work is split into different stages:

R Waiting for materials
R Waiting for approval
R Waiting for completeness
R Waiting for workforce resources (internal as well as external)
Aligning with the Overdue indicator, the outstanding work level should be regularly
reviewed to highlight work which can be assigned to crews with free allocation hours
or when planning current and future maintenance schedules.

Revision n° : 00
4.2 Maintenance Master Schedule
4.2.1 Description and purpose
The maintenance master schedule is a list of all active work orders for a 13 - week
period including estimated man – hours and due dates. The schedule contains both,
planned corrective and preventive maintenance activities.
The maintenance master schedule is intended to be a scheduling and planning tool,

which allows the maintenance department to anticipate and adjust the workload. It
provides information that will help to improve maintenance planning efficiency and
reliability. It is also a tool to balance long term resource to workload. (See figure
below)
Backlog Personnel PMR

Capacity
Analysis
Production
plan
Budget
MTBF - Classify orders by date & Maintenance
Pareto priority plan
Balancing
WO for the
next 13
Figure 8. Maintenance Master Schedule process
This is a continuous process and has to be reviewed weekly for the next 13 weeks.

Revision n° : 00
4.3 Weekly Maintenance Plan
A weekly plan indicates maintenance requirements for the week. This has to be
broken down into Daily Plans indicating skills needed and hours required. The
proper use of KPI’s such as plan attainment, % unplanned etc is necessary when
completing the weekly plan.
The Maintenance Plan should be linked to the Production Plan to identify the agreed
equipment availability for both maintenance activities and production needs.
The purpose of the Weekly Maintenance Plan is to provide a method of

communicating and planning upcoming maintenance activities. Activities on this
sheet can be reviewed by affected departments and conflicts resolved prior to the
commencing of said week. The sheet also indicates firm commitment to a given set
of maintenance activities for the upcoming week.
4.3.1 Why schedule one week in advance?
In ours and other related industries this is the most structured time frame due to
change in customer requirements and production planning. Anything less than this
gives no preparation time for planning, purchasing and preparation of parts.
It also increases coordination between production and maintenance and helps to
insure completion and effectiveness of the Preventive Maintenance Program.
Finally this is the most convenient time frame allowing maximum utilization of
workers time.
4.3.2 Workload - Estimation of available hours
A key component is determining the actual wok force availability. In order to be able
to schedule all available hours of a maintenance team (own labors and
subcontracted labors), it is of utmost importance to understand the concept of
available hours.
In order to determine the available hours, the total hours (Sum of the normal working
time (paid)) will be reduced by the following time:
R Vacation
R Holidays
R Training
R Meetings
R Miscellaneous company matters
The following table is a possibility of layout to determine the available hours for a
maintenance trade. In this example, two additional information (Hours after PM and

Revision n° : 00
routine; Net backlog relief hours) are estimated in order to provide input for the
maintenance plan that will be explained in the next chapters.
Work Program Item Total for Crew Notes, assumptions
Number of workers in trade
Straight time hours next week
Total Gross Hours
Vacation
Holidays
Subtract Long sickness

knowable next
week Training
Meeting
Other specific
Subtract Unknowable such as

absenteeism
Authorized contractor and Overtime
next week
Available Hours by Trade
Preventive Maintenance Hours

required for next week (1st Slice)
Hours available after PMR

Emergency hours estimate,
average of last weeks (4th Slice)
Net backlog relief hours

Figure 9. Available hours estimation (Slice see figure 11)

Revision n° : 00
4.3.3 Weekly Maintenance Planning and Commitment Meeting
Weekly maintenance planning and commitment meeting is an important aspect of

the communication between maintenance and production department. This meeting
is divided into three phases, each phase can be held as a separate meeting
depending on the organization of the plant (See figure below). The three phases are
the following:
R Weekly Maintenance Review Meeting (KPI)
R Weekly Plan preparation meeting
R Commitment meeting
One Week
Daily Planning Daily Planning Daily Planning Daily Planning Daily Planning
Meeting Meeting Meeting Meeting Meeting
Master
schedule Production
plan
Weekly Plan
Preparation
meeting
Weekly Weekly
Weekly
planning planning
Maintenance Commitment
Setup Setup
Review meeting
Meeting (KPI)
Parts Parts Parts Parts Parts

preparation preparation preparation preparation preparation
Figure 10. Weekly schedule process
The execution of the weekly maintenance plan is usually reviewed in the Weekly
Maintenance Review Meeting. The meeting covers problems and concerns coming
from the previous / next week, notifications, previous action logs, downtime report
and plans for the next week. It should also address all key matters relating to
maintenance performance. It also gives input for the weekly plan preparation
meeting. Before having the commitment of the plant, the weekly plan has to be
prepared regarding what is the expectation of the following week(s). The purpose of
the Weekly Plan Preparation meeting is to go through the backlog and to reassess
the priority of the work order in order to schedule them for next week. It is also to
collect information regarding the production program for the following weeks and to
address maintenance downtime requirement to production.

Revision n° : 00
In this meeting the priority has to be given to the following topics:

R PM’s 1st on Schedule
R Equipment overhauls
R Maintenance and production Requests
The plan has to be established by the end of the week in order to be reviewed and
validated in the commitment meeting together with the other involved departments.
The following staff should attend these meetings:
R Planner(s)
R Maintenance Supervisors
R Production Representative
R Environmental Representative
R Project Engineer
R Warehouse/Purchasing Representative
Then after a final negotiation the weekly schedule is published by the planner prior
to start off the week.

Revision n° : 00
4.3.4 Basic scheduling concept
The following figure is based on maintenance crew’s availability.
First Second
~25% hours on 35% hours on

PM Tasks Corrective maintenance
High Priority
Scheduling
20% hours on 20% hours on

Non-critical Corrective backlog relief
Maintenance Medium priority
Low priority job
Fourth Third
Supervising
Figure 11. Scheduling and supervising principle
Scheduling Cycle:
R Assure ~25% of available time for PM tasks (first slice) taking into account
the preventive maintenance program
R Use another 35% of available time for high priority jobs most of them on
shutdown equipment
R The remaining 40 % have to be split between less critical jobs that may be
postponed
R Use the average emergency hours of the last weeks (see figure 9) in slice 4.
In this slice, it is non-critical work and people are easily found.
Supervising Cycle:
R The workers assigned on job in the fourth slice have to know that they will
be pulled off their job if an emergency occurs. That is why they should be
working on non-critical work and be easily found.

Revision n° : 00
R The workers assigned on job in the third slice have to know that they are the
next line of defense and may get pulled off.
R Things have to go really bad before starting to pull workers off the second
slice, but things must be completely chaos before pulling off the PM group.
4.4 Daily Maintenance Plan
The purpose of the daily maintenance plan is to brake down the weekly
maintenance plan into a manageable daily plan. The maintenance supervisor is
responsible of the execution of the daily maintenance plan.
The daily maintenance plan helps maintenance personnel to become more efficient
in planning day to day maintenance activities. It serves also as a form of short
interval control, to capture data on performance against plan for a given day, and to
document daily maintenance activities. The daily plan includes also emergency and
other unplanned activities.
The execution of the daily maintenance plan is usually reviewed in the Daily
Maintenance Planning Meeting. The meeting covers key discussion of an entire
plants maintenance performance during the last twenty four hours. It should include
problems or concerns coming from the shift turn over report of the previous shift or
day, notifications, previous action logs, and plans for the day.
The supervisor, planner and his crew meet every morning to validate the daily
planning and decide the final assignment regarding the events of the last hours.
Safety and quality of job discussions are welcome at that moment of the day, as any
other relevant subject. The available result of the last shift has to be commented as
well.
At the end of the day the supervisor have to assign the job for next day to each
worker after reviewing the process schedule with the planner and the production
representatives. During this informal meeting the supervisor should have an update
of the advancement of the current job.
4.5 Material Staging and Preparation
The planner has to develop communication with the warehouse responsible and ask
for parts to be prepared and staged one to two days in advance for each work order.
In some cases it could be accurate to involve Purchasing and Warehouse in the
weekly planning meetings.
The warehouse needs to have a separate and secure area for staging (see figure
below), with boxes or cartons of various sizes. The work orders should be attached
to the box, with all reserved parts, issued one or two days before based on the daily

Revision n° : 00
planning adjustment. The time frame will depend on the proactive maintenance
situation of the plant.
The staging area must be checked daily and no one is allowed to take parts out of
the staging area without the authorization of the planner or the responsible of the
Work order. If parts are not used when prepared and staged there needs to be a
policy for returning parts.
Figure 12. Staging area
5. PLANNING AND SCHEDULING EFFICIENCY INDICATORS
A Key Performance Indicator (KPI) is necessary and important information to

manage and control a particular part of the business, in this specific case the
maintenance planning and scheduling process. Its proper usage will enhance the
mindset of faster learning, enabling a culture of looking forward to improving
performance instead of looking back to pinpoint failures.
Comparing performance indicators creates a learning challenge and gives

management a tool to check up on the progress of ongoing as well as on the
sustainability completed projects or tasks.
Chapter MER.1.MM.04 – Maintenance Management System paragraph 3.11 of this

Maintenance Manual provides more details about the KPI
6. MAJOR SHUTDOWN
Major shutdown uses the same principle of planning and scheduling process. The
planning approach is identical. The scheduling process will be more detailed for
major shutdown and additional tools will be used in order to optimize planned
shutdowns which will help to balance maintenance cost versus equipment

Revision n° : 00
availability. For this purpose SAP-PS has become an important tool, which will help
developing and following the critical path.
6.1 The impact of planned shutdowns
A planned shut down in fact is not just a maintenance event but also a plant event.
Planned shutdowns consume a large amount of resources and from a maintenance
point of view they affect not only the KPI's as availability but furthermore also to a
large extend the maintenance cost.
Planned shutdowns impact all departments and put to test the coordination and
communication starting with sales over to production, maintenance and last but not
least purchasing. The dramatically increased amount of activities by internal and
external personnel in combination with long working times increases the probability
of accidents. Therefore more supervision is required to handle the increased
workload. In terms of cost it can be said that 40 to 50% of the annual maintenance
budget is spent in planned shutdowns throughout the Holcim plants.
The shutdown cost, the number of unplanned activities, the lost time and the amount
of people are symptoms to judge whether a shutdown is effective or not.
By systematically controlling these parameters a major step towards the goal of

optimising shutdown costs versus the plant availability target can be done. This
implicates the following points:
R Maximum safety at all times
R Control the cost of planned shutdowns
R Improve the productivity
R Optimise third party services
R Ensure on time delivery of spare parts
R Implement a systematic cycle for optimisation
6.2 How to achieve effective Planned Shutdowns
One of the factors that cannot be influenced directly but which nevertheless has a
great impact on the planning of the shutdown is the market situation.
Factors which certainly directly can be influenced are such as the management of
preventive maintenance, which has to be streamlined with the shutdown objectives,
or the work order system.
As mentioned above the shutdown has to be planned according to the market
scenarios. The two following market scenarios have to be taken into consideration:
1. High market demand Î Focus on reducing downtime (Availability)

2. Low market demand Î Focus on optimizing cost (Cost)

Revision n° : 00
In the first case the focus is on reducing the execution time of the activities.
Therefore the optimal balance between costs versus duration of the shutdown has
to be found, or in other words the opportunity cost for a production loss has to be
known. In this whole process the availability of the main equipment is critical.
In the case of low demand, the effort has to be put on reducing the cost, since in this
case time is not an issue. This can be reached by improving the own labour
productivity, as well as the quality of work. On the other hand of course the usage of
third party services has to be optimized. On the equipment side the lifetime of spare
parts has to be balanced against the cost and with this the failure probability versus
the potentially higher cost.
6.3 Performance drivers
In order to reach an effective shut down, where the optimal balance between
maintenance cost and equipment availability is found the main drivers have to be
identified and act upon. The figure below shows the different factors that either have
an impact on the shutdown cost or on the equipment reliability.
Unplanned Work
Quality control
Spare parts
Wear parts PMR's
Spare parts Optimal

Optimal Maintenance
Maintenance
Storage
Cost
Cost
Third party services

Shutdown Effective Reliability
the right inspections
Own personnel
Cost
Shutdown of equipment
quality of inspections
Optimal
Optimal Equipment
Equipment
Lost time Availability
Availability understanding
Work Order System supervision
Quality
Cost tracking
of Work standards
Analysis
skills
Figure 13. Main drivers that influence the execution of an effective shutdown
6.4 Planned shut down process
In order to reach an optimal and effective planned shutdown, a planned shutdown

procedure has to be implemented. This permits to plan and measure the
performance and with this helps assuring a systematic and sustainable improvement
process. The following figure shows the key success factors of a planned shutdown.

Revision n° : 00
- Review of progress
- Active Supervision
- Control of contractors
Execution
- Testing of equipment, re-commissioning
- Coordination Meeting
Analysis
Preparation
- Contracts negotiation, Scope of work

- Training -understanding
Definition - Activity list definition - Tools and equipment checking Definition
- Priority setting - Follow up on Materials and spare parts
- Work Order usage
-Appointed coordinator
-Targets definition Scheduling
- Roles & responsibilities
- Cycle Time Compression
- Critical Path
Planning
Figure 14. key success factors of a planned shutdown process
6.4.1 Definition
In the definition phase the shut down process is assessed and roles and
responsibilities are properly defined. An effective communication has to be assured
and the objectives of the shutdown have to be defined. Unplanned work has to be
no more than 5% of the total amount of work, which means that 95% of the total
workload has to be determined by inspections and condition monitoring.
6.4.2 Planning
In the second phase, which is the planning phase the key shutdown activities have
to be defined. It has to be assured that the work in the activity list is a result of
PMR's and inspections, which at the same time of course means that all
requirements are documented in SAP-PM through notifications and work orders.
Planning is an ongoing process. Failing to plan means planning to fail at a later
moment.
During this phase it is also very important to address improvement potential, since
the process will not improve by itself. For repetitive activities a feed back system
should be in place in order to improve the activities for the following shutdowns.
Therefore cost drivers must consistently be identified and addressed. The formal
decision of identifying main potential areas is critical.

Revision n° : 00
6.4.3 Scheduling and Cycle time compression (CTC)
Like for the planning and scheduling process, the planned works need to be
scheduled. However for major shutdown, the scheduling process has to be detailed
by using additional tools.
The goal of cycle time compression is minimizing the shutdown duration by

optimising the critical path. This of course only applies in the case of a high market
demand, where the opportunity cost of a production loss justifies the additional
effort.
To be successful in cycle time compression all activities that could be executed

outside the shut down period have to be defined. Furthermore it has to be checked
which activities could be done in parallel. This might in some cases mean that some
additional manpower has to be employed.
To identify these activities it is recommended to use a visualisation tool such as

Microsoft Project or also Microsoft Excel. With help of these tools each activity can
be visualized and the critical path can be determined. Once this is done it has to be
checked whether there is a potential of executing the activities that are not on the
critical path in parallel or even relocate them before or after the main shutdown
period.
The following figure shows how big the impact of one day less or more of shutdown
on the net availability is.
Net Availability Operating Time

90% 90%
Idle Time Lack of Demand
External
Downtime Planned Shutdown 20 days

10% = 36.5 days
Failures 16.5 days
Figure 15. Impact of shut down period on net availability
Each day reduced from Planned Shutdown increases availability by 0.27%. So,
reducing the shutdown from 30 days to 18 days will increase the net availability by
3.2 %.

Revision n° : 00
6.4.4 Preparation
The preparation phase is the execution phase of planning. Now it has to be assured
that critical items with long lead times or which afford special logistics are followed
up.
In terms of equipment the accessibility has to be guaranteed. Where needed
scaffolding has to be mounted and lifting equipment installed. Additional energy and
compressed air requirements have to be considered.
Specifications and conditions of materials and spare parts delivered on site have to
be verified upon reception.
Last but not least the understanding of the work has to be reinforced constantly.
Objectives and benefits have to be highlighted. This can be reached by constant on
site training, such as work preparation, reporting and feedback on activities.
6.4.5 Execution
In the execution phase, it will become apparent whether the shutdown can be made
a success or not.
Roles and responsibilities that were implemented at an early stage now will help
assuring a strong coordination and communication of the daily events and herby
support taking decisions on time.
To insure the quality of work a close supervision of critical activities executed by
own or / and third party personnel in all shifts has to be guaranteed. In order to
reduce the probability of failures constant safety awareness has to be kept at all
times.
Once a job is finished the equipment has to be checked before it is formally handed
over to production. This means, that e.g. drives are tested without load, or electrical
connections are checked etc.
For the purpose of assuring optimal working conditions and minimize the risk of
accidents the working area has to be cleaned before, during and after a specific job.
The implementation of the start up strategy finally is the last step of the execution
phase.
6.4.6 Analysis
Last but not least the analysis phase is reached. Although one might think that the
shutdown is finished once the machines have been started up again this is not the
case. This is the time to identify strengths and weaknesses. Doing a formal analysis
(After Action Review) session to address opportunities like lost time or unplanned
activities is a must. Of course the results have to be communicated and taken into
consideration when planning the next shutdown in order to reinforce the
commitment.

Revision n° : 00
6.4.7 Preventive maintenance
By streamlining the management of preventive maintenance with the shutdown

objectives it is ensured that the following points are taken into consideration:
R Assurance that the right inspections are carried out in the system
R Definition of the maintenance instructions to the equipment affected by the
shutdown
R Creation of a maintenance strategy which is in accordance with the
shutdown duration
6.5 Shutdown Management with SAP-PS
The advantage of using SAP-PS to manage the shutdown is that it contains

information from all other SAP modules such as PM, MM or CO. Therefore no other
satellite system such as Microsoft Project is required and the data has not to be
transferred from one system to another. Depending on the access rights the data is
in fact accessible to all users at any time and the project can be followed in “real
time” – before, during and after the shutdown.
6.6 Conclusion
Taking an impact on the cost of the shutdown will heavily impact the maintenance
cost. Therefore it is of utmost importance to establish a consistent base line and
consistent targets including KPI's in order to measure success and target higher
performance.
A systematic approach for the planned shutdown realization will support new
initiatives to improve the shutdown performance in the plant. Furthermore it is an
important step to support maintenance strategies at an organization level.
Where the opportunity cost for production loss allow it, cycle time compression is a
technique to minimize the down time by identifying the critical path and herby also
minimize the loss of net availability.
7. MESSAGE
Efficient planning and scheduling in the execution of maintenance work provide

benefits such as reduced maintenance cost while improving quality of work done. It
provides personnel and time requirements in advance, eliminates delays for
material, equipment, and tools, allows supervisors to supervise and capture
accurate equipment history.

Revision n° : 00
The strategy of doing planning and scheduling is indeed a vital step towards the
direction to a proactive approach in maintenance.
Reference: Maintenance Planning, Scheduling & Coordination by Don Nyman &

Joel Levitt, Industrial Press ISBN 0-8311-3143-8

Revision n° : 00
8. DEFINITION
Notification : It is used to describe the condition of a technical object or to report

a malfunction at a technical object and request a repair of
damage.
Work Order : It is used to plan in detail the execution of maintenance tasks,
trace the progress of the work performed, and to settle the costs
for the maintenance tasks.
Backlog : All plannable work not yet completed

Revision n° : 00
9. REVISION LOG
Revision Date Object of revision By
00 01.01.2010 Initial version of the document JEM

MER1MM 07V0 Planning and Scheduling

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

MER1MM 07V0 Planning and Scheduling

Uploaded by

Copyright:

Available Formats

Maintenance Management Manual

Planning and Scheduling

Reference Number: MER.1.MM.07

Holcim Group Support Ltd

Author: Jean-Yves Marrel

Reviewed by: Rodolfo Tiglao

Approved by: Hans Burger

Holcim Group Support Ltd

Phone +41 58 858 52 32

© Holcim Group Support Ltd 2010 Page 1/31

© Holcim Group Support Ltd 2010 Page 2/31

Major Shutdown Planning is considered as a more in-depth and detailed scheduling

What is the difference between planning and scheduling? A lot of maintenance

Planning and Scheduling is not of the same maintenance activity or process.

R Planning Î What is the work? How to do the work?

© Holcim Group Support Ltd 2010 Page 3/31

The planning and scheduling process is divided into three stages:

1. The Maintenance Master Schedule

Daily /Weekly plan

Figure 1. Planning and Scheduling process

© Holcim Group Support Ltd 2010 Page 4/31

Answer the questions WHAT? and HOW?

The preparatory activities in planning include the following:

Also, through planning ensures

3.1 Notification Process

The objective of a notification is to record the cause of an equipment failure or its

The sources of notifications are the following:

© Holcim Group Support Ltd 2010 Page 5/31

R Safety, environment or quality requirement

© Holcim Group Support Ltd 2010 Page 6/31

3.2 Planning thru Work Orders

The objectives of a Work Order are:

© Holcim Group Support Ltd 2010 Page 7/31

Figure 4. Example of a Work Order (WO) as it can be generated in the SAP-

In order to be able to complete these steps the following prerequisites must be

© Holcim Group Support Ltd 2010 Page 8/31

• Job safety analysis and procedure to be followed including permits

© Holcim Group Support Ltd 2010 Page 9/31

3.3 Standards and specifications

3.3.1 Establish Standards and Specification

To build your library you need to start with:

In case of usage of a general task list, it is recommended to have a naming

3.3.2 Revision of Standard and Specification

© Holcim Group Support Ltd 2010 Page 10/31

3.3.3 List of standard Work Order

Equipment Standards and specification Task list

© Holcim Group Support Ltd 2010 Page 11/31

In order to be able to establish an effective schedule and to optimize the

© Holcim Group Support Ltd 2010 Page 12/31

Purchase request released

4.1.1 Backlog management

To be effective in scheduling maintenance activities a proper backlog management

© Holcim Group Support Ltd 2010 Page 13/31

It is important to take note of this indicator in planning as it would provide a list of

4.1.3 Outstanding Work

The outstanding work is split into different stages:

© Holcim Group Support Ltd 2010 Page 14/31

4.2 Maintenance Master Schedule

4.2.1 Description and purpose

The maintenance master schedule is intended to be a scheduling and planning tool,

Backlog Personnel PMR

Figure 8. Maintenance Master Schedule process

© Holcim Group Support Ltd 2010 Page 15/31

4.3 Weekly Maintenance Plan