Maintenance Planning Scheduling

Printed on : 1/22/2007
CENTRE TECHNIQUE EUROPE CENTRALE

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JOB PREPARATION / PLANNING ,
COORDINATION, & SCHEDULING
MAINTENANCE
PLANNING
&
SCHEDULING
Rev (5) : Rev (6) : Rev (8) : Rev (9) :

Rev (1) : Rev (2) : Rev (3) : Rev (4) :
Class : Eng. Guideline Content : Job Preparation Date : 9/14/2003 1:16:00 Original : Y. Yildiz
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JOB PREPARATION / PLANNING , COORDINATION, & SCHEDULING
Table of Contents:
1. INTRODUCTION....................................................................................................................................................... 3
2. DEFINITION .............................................................................................................................................................. 4
3. PLANNING................................................................................................................................................................. 5
1.1. WHY DO WE NEED PLANNING?............................................................................................................................... 5
1.2. WHAT PLANNING MAINLY IS AND WHAT IT IS MAINLY NOT ..................................................................................... 5
1.3. PLANNING PRINCIPLES .......................................................................................................................................... 6
1.4. JOB PLANNING IN LAFARGE .................................................................................................................................. 7
4. SCHEDULING............................................................................................................................................................ 8
1.5. SCHEDULING CONSIDERATIONS ............................................................................................................................. 8
1.6. SCHEDULING METHODOLOGY ................................................................................................................................ 8
1.7. SCHEDULING GUIDELINES ..................................................................................................................................... 8
1.8. SCHEDULING METHODS ........................................................................................................................................ 8
1.9. ROUTINE WORK SCHEDULING ............................................................................................................................... 8
1.10. MATCH-UP ........................................................................................................................................................... 8
1.11. DAILY WORK PLAN .............................................................................................................................................. 8
Class : Eng. Guideline Content : Job Preparation Date

: 9/14/2003 1:16:00 Original : Y. Yildiz
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1. INTRODUCTION
The aim of this chapter will be clarify our understanding concerning Planning & Scheduling
besides other related issues that communly is mixed and misunderstanding during daily work in
maintenance .
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2. DEFINITION
There is often confusion between different functions of planning, coordination and scheduling.
These three parts are closely related and usually performed by the same individual person, but
they are distinct activities.
In broader sense, planning describes the process of how to do the job. It insures all the
necessary logistics have been coordinated for the job execution phase to take place at a future
date. It determines and details the work description, sequence of associated tasks, required
resources, skills, man-hours, parts, and tools, pre-condition of equipment to accomplish the job
as well as the particular safety precautions, communication requirements, reference documents
such as drawings, sketches etc and finally the acceptance criteria.
Coordination encompasses the logistical efforts of assembling all necessary resources so that
the job is ready to be scheduled. In is accomplished with purchasing, receiving and warehouse.
Operations and maintenance then agree upon which are the most important jobs to be
performed during the week, given the limitation on the production outage of particular
equipment.
Scheduling is the written process whereby labor resources and support equipment are allocated
to that particular job at a fixed and right timing.
Considering all together, these three activities form “Job Preparation”.
Within our Lafarge maintenance organization, we acknowledge that the task of coordination is
shared between planning and scheduling functions. While planning is responsible for ensuring
the readiness of all the pre-conditions before the execution timing comes into scene, scheduling
takes over the responsibility of coordination between operations and maintenance for deciding
the right timing of that particular job. Therefore, we will not specifically mention the coordination
task in this document.
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3. PLANNING
1.1. Why do we need planning?
Let us listen a typical conversation / discussion between a manager (M) and his technician (T):
M: How dit it go this week?

T: We did a lot!
M: How much of the work that I gave you last friday was completed?
T: Well, most of it.
M: Let me have the jobs back that you have not started yet.
M (after his short review): I see that you did not start about x number of jobs yet. What
happened?
T: Let me think! We did not have the right part availbale in stock for one of those three jobs.
So, we had to order them. On the other two jobs we did not complete because the time
estimate you have given was too short and did not work out. Then we added Mr X and Mr
Y to the team to recover. That job took longer than we normally used to complete as the
tolerances of the part we replaced was not proper. So, at the end we could not finish all
the work that you gave.
If such a situation also applies to your case, then it is the right time to consider that the planning
function in your organization is lacking or strugling.
Maintenance planning is a major strategy to improve maintenance efficieny with regard to

unproductive maintenance time. Implementing proper planning and scheduling can improve
productive maintenance time from typically 35% of a good organization to as much as 60%!
1.2. What planning mainly is and what it is mainly not
The common perception of planning is that after the work request of someone, a planner would
simply determine and gather the necessary parts and tools before the job is assigned. If any
part would not be available in the store, the planner would have them ordered. Similarly, he
would act in the same manner for the required tools for this specific work. The planner even
writes instructions on how to do the job.
However, it is shown that such approach is not enough to cover the requirements of planning
function. The purpose of planning must focus on high productivity desired from the planning
and scheduling principles.
Therefore, in a proper planning system the process flows in a way that after someone requests
work to be done, a planner plans the work order by specifying the job scope, craft and skill level,
and the time estimate, as well as specifying anticipated spare parts and the tools. The planner
includes the description and steps of the work as tailored to the expertise level and experience
of the craft, complication level of the operation.
The following mission statement can be associated to Planning function:
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“The planning department increases the maintenance department’s ability to complete cork
orders. Job plans avoid anticipated delays, improve on past jobs and allow scheduling.
Scheduling allows supervisors to assign and control the proper amount of work. Thanks to
planning and scheduling, “only the right jobs are ready to go”.
1.3. Planning principles
The below mentioned six principles contribute to the overall success of planning:
Principle 1
The planners are organized into a separate department from the craft maintenance crew
(execution) to facilitate specializing in planning techniques as well as focusing on future work.
Principle 2
Planning department concentrates on future work, the work that has not been started yet, in
order to provide the maintenance department at least once in a week of backlog that is planned,
approved and ready to be scheduled. This backlog allows crews to work primarily on planned
work.
Execution department crews handle current day’s work and problems. Any problem arises after
commencement of the job is solved by the execution department’s technician or supervisor but
not the planner.
After completion of every job, feedback if given by the technician / supervisor to the planning
department. Such feedback consists of any problems, plan changes, or any helpful information
needed during execution of the job. The planners ensure that feedback information gets
properly filed and used as an aid for future identical / similar work.
Principle 3
The planning department maintains a simple, secure file system based on equipment tag
numbers. Used of “Lafarge Cement Division Common Numbering System” is highly
recommended for associating equipment tag numbers. In case of CMMS, Maximo, use this
numbering system is mandatory.
This file system enables planners to utilize equipment data and information learned on the
previous work to prepare and improve work plans, especially on repetitive maintenance tasks.
The majority of maintenance operations are repetitive over a sufficient period of time. Filed cost
information assists decision taking.
Supervisors and plant maintenance engineers are trained to access these files to gather
information they need with minimal planner assistance.
Principle 4
Planners use personal experience and file system information to develop work plans to avoid
anticipated work delays and quality or safety problems.
As a minimum, planners are experienced, top level technicians that are trained in planning
techniques.
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Principle 5
The planning department recognizes the skill of execution craft. In general, the planners’
responsibility is “what” and the craft technician’s / supervisor’s responsibility is “how”. The
planner determines the scope of the work including clarification as needed. The planner
generates the strategy of the work (such as repair or replace) with definitive validation / decision
of inspector(s). The execution department’s technician uses his expertise to determine how to
make the specified work. The planner’s initial work including work sequence, detailed
instructions, drawings etc guides the execution technician throughout his work.
Principle 6
Wrench time (real execution time) is the primary measure of the work force efficiency and of
planning and scheduling effectiveness. Wrench time is the proportion of available – to – work
time during which the crafts are being kept from productively working on site by delays such as
waiting for assignments, clarification, spares, tools, coordination etc.
1.4. Job Planning in Lafarge

Planning of maintenance work involves making provision for everything needed to complete the
work in terms of resources (labour, parts, tools and handling gear), and to define an “action
plan” in order to ensure that this work is as efficient, as safe and as inexpensive as possible.
In practical terms, this means completing Work Orders issued by the Inspectors or other
Departments, validated on a daily basis by the Head of the Maintenance Department.
Without exception1, all issued and validated Work Orders must pass through the Inspector,
even if only limited amount of information is to be supplied or if it is a question of validating
information already supplied (see below).
The more complex the work, the more care is needed for its planning and as a result, the Work
Order needs to contain more information on the job to be completed.
For simple work (e.g. replacement of a mill liner fixation screw), not requiring any spare parts or
any special tools, which can be carried out without any special safety measures, planning is
reduced to a minimum; the information to be supplied may already be included on the validated
Work Order (or to be precise on the Work Requisition Form which becomes a Work Order once
it has been validated), as follows:
• identification and location of the equipment and the components concerned (code +
description)
• description of the work
1 Case of an "unplanned" and very urgent Work Order. Example: temporary fixing of a kiln meal feeder, i.e. clipping
a split in the feed belt whilst waiting for a sufficiently-long shut-down in order to repair the same, or cleaning of a
critical fan turbine following very high levels of vibration.
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• discipline responsible for completing the work

• priority
• dead-line for completion of the work.
Generally speaking, the information needed to complete work includes:

• spare parts: identification and quantity,
• the tools to be used (e.g. impact wrench, jacks) any handling facilities (e.g. scaffolding) to be
set up,
• safety measures to be taken (e.g. electricity supply)
• persons carrying out the work: number, profile and time each is to be involved,
• shut-down time for the item or plant concerned,
• forecast cost of the work (internal labour + subcontract labour + supplies).
Finally, for a Work Order relating to complex work, generally requiring several persons to carry it
out, an operating procedure will be drawn up. This is a breakdown of the stages involved, with,
if necessary, step-by-step details of each stage.
It is essential that Work Orders are validated by a member of the management.

It should be noted that specific planning methods as outlined above makes it easier to capitalise
on local experience and to re-use the “good examples” provided by other works. In this way, it is
possible to build up a library of “standard” Work Orders, which saves time especially when
similar Work Orders are prepared on a regular basis.
The process of planning work for which there is no reference relies on “good practice” as
defined in Best Practice #5 of maintenance .This method involves asking a series of questions
and duly recording replies. These questions are as follows:
• What needs to be done and on what equipment?
• How should we go about this?
• What resources are required (parts, tools, handling gear)?
• Who is going to carry out the work (number and profile)?
• How long will this work last?
• Are any special safety measures required?
• What will the total cost be (parts + labour)?
Initially, when the Planner receives a Work Order to prepare, he must ensure above all that
there are no ambiguities in the definition of the work to be carried out. If any points are
ambiguous, he must contact the person submitting the requisition form and/or ask his Manager
for clarification and/or consult an outside specialist.
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Then, in the actual planning stage, he must have the following documents available to him
(generally speaking):
• Data sheet drawings and diagrams of the equipment, together with a list of possible
spare parts,
• Current spare parts stock report.
As far as spare parts are concerned, the Job Planner must ensure that these are
available at the time the work is to be carried out. This means that depending on the
completion time (priority + deadline) shown on the Work Order issued, it may be
necessary for him:
• To reserve the parts needed after having checked stock availability,

• To issue a purchase order, indicating for each item: description, code (manufacturer),
quantity and delivery time.
For special tools that are not available, together with handling facilities, he also issues the
corresponding purchase orders (e.g. hire of scaffolding, large capacity jacks).
Lafarge Cement Division’s has already set up the “Standard Job Plan Library” which is compiled
by good valid examples from different sites. They need to be considered as basic data and
customised as per individual application.
Below is an example of a detailed job plans for reciprocating grate cooler alignment of a specific
type of cooler.
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JP N° :
CEMENT MODEL PLANT (JOB PLAN) ADJ CC02 MEC
Total Hours
JOB PLAN (Duration)
Equipment No.
Equipment: Grate cooler, Polysius, type"reciprocating grate cooler REPOL 2000"
(Description)
Operating Location 317CC01 -NOT FINISHED
Description : Grate cooler alignment
(JP-long description)
Service : ADJ Work Class Major operation ? Y

(Action code)
Supervisor Lead craft Crew
Labour group : MEC WO priority Interruptible ? Area

Frequency : Every 1( ) 2( ) 3( ) 4( ) 5( ) 6( ) 7( ) 8( ) 9( ) 10( ) Day( ) Week( ) Month ( ) Year( )
As per request( )
Operational phases (operation details)
Equipment stopped : Process stage stopped :
(Downtime required ?)
Operation Description Hours

1 Preparation work
2 Perform measurements and analyse the results
3 Perform alignmet
4
Labor/craft
Operation Quantity Description Duration Hourly rate Costs
(Hours)
1,2,3 1 Mechanical supervisor
1,3 3 Mechanic $0,00
2,3 1 Mechanical draftsman
2,3 1 Production personnel(Foreman)
Total $0,00
Material
Operation Quantity Description Reference Cost/unit Costs
(Itenm)
$0,00
$0,00
Tools
Operation Quantity Description Duration Cost/unit Reference
(Hours) (Rate) (Tool)
1,2,3 Portable lighting device

2 Tape measure 10 m(25m)
2 Spirit level (1m)
2 Theodolite (or similar optical measurement device)
3 Grinder
1,3 Electrical or gas welding set
1,3 Manual winch(or hydraulical jack)
Class : Eng.0 Guideline21/03/02
Content : Job Preparation
Original FA Date WP : 9/14/2003
YY 1:16:00 Original : Y. Yildiz
Revision : Date : Comments : Designed by : Checked AM
by : Approved by : Remarks :
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JP N° :
JOB PLAN
Detailed Check List Equipment 0
Procedure (short description)
Operation Steps Description
Lock out & safety aspects

Comply with safety precautions as per Site Safety Plan , Lock-out and tag-out procedure
Additional information & reference documents

Drawing no: Fig.2 - Reciprocating grate coller Repol 2000 machine manual ,page3-5
Fig.3 - Reciprocating grate coller Repol 2000 machine manual ,page3-7
0 21/03/02 Original FA WP YY
Revision : Date : Comments : Designed by : Checked by : Approved by : Remarks :
Action Code: ADJ=Adjustment;CLN=Cleaning;INS=Inspection;LUB=Lubrication;PWK=Preparation Work;RLC=Replacement;RPR=Repair
Labour Group: INS=instrumentation,ELE=electr.maint,LAB=laboratory,LUB=lubrication,MEC=mech.maint,MOB=mobile echip.maint,
PRC=process,QUA=quarry,SHI=shipping,SYS=system,YAR=yard,CAP=capital projects
Work Class: ENV=environment,QUA=quality,SAF=safety
WO Priority: 1=next planned outage,2=geater than 30 days,3=within 30 days,4=within 7 days,5=within 2 days,6=emergency
Class : Eng. Guideline Content : Job Preparation : 9/14/2003 1:16:00 Original Date
: Y. Yildiz
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JP N° :
JOB PLAN
Detailed Check List Equipment 0
Detailed Procedure
(long description)
Item to be checked and control description Correct or nature of problem
1 Preparation work
Cleaning the clinker cooler
Dismounting jet-stream plates to perform measurements(see JP-RPL CC01 MEC)
Dismounting beams(jp-needed for RPL defective beams)
Preparation of tools,paper measurement forms,spare parts
2 Perform measurements and analyse the results
Attaching the longitudinal and transverse axis marks and checking the
foundation levels.(see fig.6)
Perform 3D measurements of fix and movable frames
Perform 3D measurements of shafts
Analyse the results and establish alignment steps
3 Perform alignmet
Install beams(jp-needed for RPL defective beams)
Align the oscillating beam carriers (3.1) with the supporting rollers
(3.3), guide rails (3.4) and labyrinth seal (3.7).(See fig 2).
Align the oscillating beams (2.0), the driving girders (3.2) with the guide rails (3.4), the
supporting rollers (3.3), the rollers (3.9), the central girders (1.10 if existing), the side
covers (1.7) and the lateral guide (3.6). (See fig2and 3).
Aligning :
The drilled holes in the central girder for mounting the fixed grate plate
supports must be aligned with the holes in the contract surfaces of the lower
housing section and must lie at the same height.
The gauge of the bores in the longitudinal direction is 656 mm. The bores of
the oscillating beams for fastening the moveable grate plate supports must
lie in the middle between the gauge of 656 mm. This defined position is also
the centre position of the oscillating beams for the further assembly work.
This measure is of great importance because deviations from the specified
measurements can cause the jet–stream plates to collide with the grate plate supports at
the stroke end positions, leading to serious damage. For this reason, the centre position
of the oscillating beams must be precisely adhered to.
The height of the fixed grate plate supports (1.4) must exactly correspond with
the height of the moving grate plate supports (1.3).
Adjust the height with the aid of packing plates under the grate plate support
beams.
Together with the alignment of the oscillating beams (2.0), an alignment of the
driving girders (3.2) must be formed.
Align the moveable and fixed grate plate supports (1.3 and 1.4) and equip them with the
jet–stream plates(see JP -RPL CC01 MEC). The grate plate supports differ in the
contact surfaces for the jet–stream plates. It must be ensured that the arrangement of
the different grate plate support versions is correct. (See fig.4)
NOTE : Ensure that the upper edges of the grate plate supports are aligned before
tightening the screws. Check that the clearance between the inner edge of the side
covers (1.7) and the outer edge of the moveable jet–stream plates complies with the
drawing specification.
NOTE: The fastening screws of the grate plate supports must be tightened with the
specified tightening torque (see drawing)! The moving grate plate supports are
bolted together in the middle of the cooler. Secure the nuts of the connecting
bolts by means of welding spots.
NOTE: The jet–stream plates must be so laid on that a clearance of approximately 2
mm is ensured between the front of the lower edge of a plate row and the grate plate
row underneath.
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CEMENT MODEL PLANT JP N° : ADJ CC02 MEC

JOB PLAN
Drawings Equipment 0
Fig.2
1.0 Grate assembly
1.3 Grate plate supports moveable
1.9 Orifice plate
2.0 Oscillating beams
3.2 Driving girder
3.3 Supporting roller supporting system
3.4 Guide rail
3.5 Guide pulley
3.6 Lateral guide
3.8 Labyrinth seal driving girder
3.9 Roller
3.10 Cover
4.0 Lower housing section
5.0 Upper housing section
7.0 Hopper
8.0 Double flap valve
22.0 Refractory lining
Fig.4
1.1 Static grate plate support
1.2 Static jet-stream plate
1.3 Moveable grate plate support
1.4 Fixed grate plate support
1.5 Jet-stream-plate

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JP N° :
CEMENT MODEL PLANT (JOB PLAN) 0
JOB PLAN
Drawings Equipment 0
Fig.3
1.0 Grate assembly
1.5 Jet-stream-plate
1.7 Side cover
1.9 Orifice plate
2.0 Oscillating beams
3.1 Oscillating beam carrier
3.7 Labyrinth seal oscillating beam carrier
4.0 Lower housing section
5.0 Upper housing section
7.0 Hopper
8.0 Double flap valve
20.0 Roll crusher
22.0 Refractory lining
Fig.6
A = longitudinal kiln axis
B = cooler offset
C = longitudinal cooler axis
D = transverse cooler axis
E = marking on building
F = markings on longitudinal axis
G = markings on transverse axis
H = flow direction of cooled material
I = left–hand side of cooler
K = right–hand side of cooler
L = cooler housing

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4. SCHEDULING
Effective scheduling is inherent in effective job preparation. If planning is the heart of a World
Class Maintenance III program, then scheduling is what makes the plan happen. Proper
scheduling techniques help to ensure that all of the equipment in your facility receives the
maintenance attention necessary to maintain optimum running conditions. Effective scheduling
also ensures that maintenance is performed in the most efficient and cost- effective way.
To schedule effectively, you must develop and organize a plan that combines smooth
maintenance work flow with as little disruption or impact on production as possible. Several
basic characteristics are necessary to ensure an effective schedule:
It should incorporate all the maintenance programs at your facility I such as preventive (PM) and
predictive maintenance (PdM)
It should be flexible enough to allow time for emergency maintenance work
It should minimize unproductive or wasted time and overtime expenses
It should be as simple as possible, both to use and to modify as necessary
It should meet all of your plant scheduling requirements
Given the above parameters we can then define maintenance scheduling as:
Determining when a work order should be performed based upon priorities, the availability of
personnel, material, parts, outside resources, and the equipment. ”When are we going to do
the job?"
The essential basis for all scheduling tasks is the provisional annual plant shut-down schedule.
This is prepared according to the configuration of the Works (breakdown into areas, type and
number of items of plant per area), using shut-down schedules based on Cement Division’s
targets and plant interim goals such as:
• quarry: 1 shut-down every 4 weeks;
• mills: 1 shut-down lasting 8 hours every 4 weeks + 1 annual shut-down;
• kiln: 1 or 2 shut-down(s) a year;
• despatch (packing plant, palletising plant): 1 shut-down every week.
1.5. Scheduling Considerations
Several factors must be considered in order to prepare a workable schedule. These factors are
components influence the decisions regarding which tasks will be incorporated in the schedule
and when each job will be performed.
Work orders will detail the scope of the job to be performed and the priority.
Backlog of previously planned jobs should make up the bulk of the schedule and includes some
PM and PdM tasks. PM/PdM tasks are generally measured for completion based on their “age,"
or amount overdue rather than simply crew weeks of backlog.
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The operations schedule will determine if equipment is being shut down and can be worked on.
Labor information such as the number and type of skilled craftsmen available will determine the
number of jobs you can schedule.
The status of materials for each job, whether they are on order or available at the job site.
The facilities or physical location of equipment and machinery at the site must also be
accounted for in your scheduling effort.
There is a different scheduling method for every different type of industrial facility in existence.
The scheduling method also may vary within a plant, if both continuous and batch processes
are used in manufacturing. It’s recognized that no one method is right for every site. This makes
reaching scheduling somewhat of a problem. The following methodology is generic and can be
tailored to any facility to fit local conditions.
1.6. Scheduling methodology
“The key is not to prioritize what’s on your schedule but to schedule your priorities”. Stephen
Covey.
Identify the priority of work.
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A priority system is fundamental for effective and efficient scheduling. This is key for performing
the right work at the right time. It is important that operations/production determine the priority
and adhere to the system. Maintenance will then determine how the work is to be performed.
Identify / coordinate availability of materials planned.

Jobs can not be scheduled until materials are present either at the job site or in the warehouse.
Procedures are required for notification of material availability or receipt.
Identify / coordinate multiple-skill requirements.

• This is important for efficient utilization of labor and for minimizing downtime.
• Trying to coordinate multiple-skill requirements may require dose follow-up and possible
schedule revision.
Identify multiple jobs for equipment, system or area.

• Whenever downtime is involved, all pending work should be considered for scheduling in
order to get the most accomplished during the downtime. This includes not only all
mechanical tasks but also any electrical, instrumentation, PM and PdM tasks.
• Requires using organizational techniques (such as CMMS database searches or manual
inspection by operations to determine additional work items) to be sure all work is
identifiable.
Determine/coordinate availability of equipment (or area).

• This input is required from the person scheduling the use of the equipment.
• Maintenance may request that equipment be made available at a certain time or during
certain hours with the coordination of operations/production.
• The duration of equipment availability is a judgment call and may be based on the
relationship of the duration of downtime to staffing level
Determine total skill priority requirements.

Used to help determine which jobs are to be scheduled for any given time.
Function of crew size and amount of labor reserved for emergency and other unscheduled
work. May require "borrowing" staff from other areas to complete the work to a reasonable
schedule.
Determine justification for scheduled overtime.

Based on how much work there is to do.
Based on benefit of doing the work versus the cost of overtime.
Consider alternatives. (Can equipment be made available on regular time?)
Establish a schedule
Determine which jobs are to be clones at which time.
Ensure that all concerning individuals have an input; operations, maintenance supervisor, etc.
The schedule is more than a work list; it is also a communication tool.
Obtain schedule approval/ distribute schedule.

A schedule review meeting is used to obtain final commitment and review of the schedule.
Those persons who are affected by the schedule should get a copy of the schedule.
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Schedules should be posted in production and maintenance areas.
Follow up on schedule for adherence, completion and carryover.

• Constantly follow-up on all scheduled work. This information should then be compared to the
original.
Ensure adherence to the schedule

Identify any obstacles to completion of / adherence to the schedule.
Those affected by the schedule should review follow-up data and comment.
Repeated schedule breaks should be analyzed for their root cause (No spare parts, equipment
not ready) and the problem solved.
1.7. Scheduling Guidelines

The key to scheduling is flexibility .Keeping this flexibility in the schedule is one of the hardest
aspects of determining how much work should be scheduled. One way to keep flexibility in the
schedule is to schedule lower priority work along with high priority jobs and preventive/predictive
maintenance. In this way, you allow emergency or unexpected work to be absorbed into the
schedule without seriously affecting its basic structure. lf a break-in job does come up, lower
priority jobs can be rescheduled so that work on higher priority jobs does not have to be
sacrificed. This also makes schedule breaks much more visible
Along with how much work is to, be done, the type of work to be done must also be considered
when scheduling. In order to reap the benefits of World Class Maintenance, a regular program
of preventive (PM) maintenance and predictive (PdM) maintenance should be core scheduling
priorities. PM and PdM tasks are done on a routine basis, and the required personnel and
materials for these jobs are generally available. When conflicts arise each job should be
evaluated in terms of its priority and availability of labor and materials.
1.8. Scheduling Methods
AlIocation:
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Allocation scheduling focuses on PM, PdM and construction work as defined for a specific area
of the plant. It provides a priority system that can be used plant wide to find and complete the
most important work orders at the site. The system lets the operations/production manager’s
control what is scheduled with respect to all corrective maintenance work. The effectiveness of
the allocation system is most noticeable in a plant that uses the area maintenance concept or
has more than one operations or production system competing for scarce maintenance
resources.
Special Scheduling Techniques
Certain "major operations"2 such as replacement of mill liners, turning af girth gear on a mill or
kiln etc as well as yearly turnaround works require specific schedule techniques to be applied
and need to be managed as projects, from the start of the planning stage until they are
completed (manager, multi-discipline team, key stages …);
Since explanations of such methods are rather out of scope of this document, they are not
detailed. However, Lafarge Cement Division highly recommends the schedulers to be
individually trained for “basics of project management” and “MS Project” which is the
acknowledged project management software within the division.
1.9. Routine Work Scheduling
Weekly Planning/Scheduling Meeting
Setting general scheduling objectives are highly plant- specific. General scheduling objectives
are set weekly by Maintenance and Operations/Production management, the day-to-day
scheduling is generally carried out at the first line level by area Operations/Production and
Maintenance supervisors and/ or foremen. It is important that they DO NOT schedule work
which cannot be performed because there are no parts available, there is an insufficient window
I equipment is unavailable, specific skilled trades not available, etc.
Schedules should include ALL jobs to be perfomed, including Preventive and Predictive
Maintenance tasks as well as responsive or routine work.
The weekly planning and scheduling meeting is also an excellent forum to provide 360 degree
feedback on how the last week's activities contributed to value added customer performance.
Weekly planning and scheduling meeting has following features:
The weekly meeting should provide an update to all attendees on several key items:
Identify major jobs and repairs
Determine key jobs or repairs needing completion.
Analyze staffing availability (In-house and contractor)
2 Cf. definition in BP N° 4 –Appendix 1
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The weekly meeting should coordinate various resources among the various maintenance and
operations groups such as:
Special equipment
Guarantee parts availability
Production, maintenance and other necessary departments
As with every well organized and efficient meeting there should be an agenda. The agenda for
the weekly planning meeting should contain the following items:
Review of last week' s schedule results

Status of the current day's schedule
Work schedule for the following week
Review the backlog
Review weekly maintenance performance indicators .Allocate or shift internal labor
Identify contractor requirements
Daily Planning/Scheduling Meeting
The purpose of the joint daily scheduling meeting between Operations/Production and
Maintenance is to issue mutual understanding and support of the schedule and develop the
commitment to helping the schedule get completed. It is not solely the responsibility of
Maintenance to get the work done, Operations/Production has a role in this activity .They must
have the equipment available when promised. Permits must be prepared and approved. Work
areas should be clean when Maintenance comes to do the task and should be left clean when
the task is completed.
A fuII day's work (generally 8 hours, based on the work order estimates) should be scheduled
for each crew member. It is usually quite difficult to get supervisors and managers to accept this
concept at the start. They know that they will not get the entire schedule completed because of
emergency work that will break in. But that is precisely the point! What if they don't have any
emergency work? (That day will come, sooner than they expect.) Scheduling a full day's work
sets a stretch goal that is attainable. They should shoot for nothing less
Schedules should be published before the end of the day of the next day's work and posted for
the maintenance crews.
Attendees at the daily planning meeting should include:
Production/ Operations representatives.

Maintenance planner
Maintenance supervisor
Others on an ad hoc basis
Agenda for the meeting should include:
Previous day' s results

Review the number of scheduled jobs completed.
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Identify off schedule situations and reasons.

Discuss problems encountered
Review corrective action taken
Discuss additional work found
Current day's results
Higher priority jobs (break-in's) being worked .Problems and delays
Anticipated status at end of shift
Jobs that require unexpected overtime
• Future schedule
Reschedule jobs as needed
Disross production/ operations work priorities.
Agree on major backlog jobs to be scheduled.
Forward plan (upcoming weeks and major repairs).
Periodically purge the backlog (Monthly review)
Location & Timing
Site preference will set the time and location. It may be easier to meet in the maintenance area
at first. This also makes the process visible to the maintenance crew. The meeting should last
thirty minutes or less. Everyone invited to the meeting must come prepared. These are
scheduling meetings. They are not problem solving meetings.
The planning and scheduling meeting should be held late in the morning or early afternoon. This
allows maintenance the opportunity to predict end of shift status. It also allows sufficient time for
the planner to build a detailed schedule for the following day. The final schedule can be
delivered to production for approval and can be posted in the shops so that workers can
mentally prepare for the next days activities. It also allows stores or warehouse time to pre-
stage or delivers parts.
The effectiveness of the maintenance planning and scheduling effort can be measured by
several indicators found in the daily planning and scheduling meeting:
The daily scheduling meeting was held, and started, ended on time
The meeting was organized, all attendees were present, and people were prepared
Each worker was scheduled for eight hours .Lumberyard estimates were avoided (a lumberyard
estimate is a cursory plan/ schedule such as 2 men for 4 hours (2x4))
Break-in and emergency work was at a minimum.
Repairs were begun and finished on schedule
Detractors to the daily planning and scheduling meeting will be:
• People won't show up for meetings

• People won't be committed to the scheduling process
• There is not enough time to do scheduling
• Too much paperwork is involved
• There will always be too many emergencies
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1.10. Match-Up
Equates labor hours, equipment, and skills, to the required work. Match-up is achieved at three
levels: Individual job, daily or weekly schedule, and crew size. Match-up takes all of the
methodology we have spoken about so far and applies that infomation directly to accomplishing
the job at hand.
Of all the scheduling disciplines, match-up is the most complex. It is complex because it
requires interaction among all of the scheduling considerations or factors we have seen earlier,
and requires their coordination at each match-up level.
In order to attain match-up on a continuing basis, there are four fundamental requirements:
Determine the product or service output requirements.

Define and quantify the workload necessary to satisfy the output requirements
Develop the schedules to perpetuate match-up.
Implement the match-up by matching the individual or crew to the workload.
1.11. Daily Work Plan
The Daily Work Plan (DWP) is a tool to be used to schedule daily maintenance activities. It also
can be used as planning tool at a later date to determine times required to complete certain
jobs. It serves as a record of what and when a particular maintenance activity has been carried
out. The daily work plan is the planner/scheduler's match-up tool.
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Printed on : 1/22/2007

CENTRE TECHNIQUE EUROPE CENTRALE

Rev (5) : Rev (6) : Rev (8) : Rev (9) :

Class : Eng. Guideline Content : Job Preparation Date

Considering all together, these three activities form “Job Preparation”.

1.1. Why do we need planning?

M: How dit it go this week?

Maintenance planning is a major strategy to improve maintenance efficieny with regard to

1.2. What planning mainly is and what it is mainly not

The following mission statement can be associated to Planning function:

1.3. Planning principles

1.4. Job Planning in Lafarge

• discipline responsible for completing the work

Generally speaking, the information needed to complete work includes:

It is essential that Work Orders are validated by a member of the management.

• To reserve the parts needed after having checked stock availability,

Service : ADJ Work Class Major operation ? Y

Supervisor Lead craft Crew

Labour group : MEC WO priority Interruptible ? Area

Operation Description Hours

1,2,3 Portable lighting device

Lock out & safety aspects

Additional information & reference documents

CEMENT MODEL PLANT JP N° : ADJ CC02 MEC

Class : Eng. Guideline Content : Job Preparation Date

Class : Eng. Guideline Content : Job Preparation Date

1.5. Scheduling Considerations

1.6. Scheduling methodology

Identify the priority of work.

Identify / coordinate availability of materials planned.

Identify / coordinate multiple-skill requirements.

Identify multiple jobs for equipment, system or area.

Determine/coordinate availability of equipment (or area).

Determine total skill priority requirements.

Determine justification for scheduled overtime.

Obtain schedule approval/ distribute schedule.

Schedules should be posted in production and maintenance areas.

Follow up on schedule for adherence, completion and carryover.

Ensure adherence to the schedule

1.7. Scheduling Guidelines

1.8. Scheduling Methods

Special Scheduling Techniques

1.9. Routine Work Scheduling

Weekly Planning/Scheduling Meeting

Weekly planning and scheduling meeting has following features:

2 Cf. definition in BP N° 4 –Appendix 1

Review of last week' s schedule results

Daily Planning/Scheduling Meeting

Attendees at the daily planning meeting should include:

Production/ Operations representatives.

Agenda for the meeting should include:

Previous day' s results

Identify off schedule situations and reasons.

Location & Timing

Detractors to the daily planning and scheduling meeting will be:

• People won't show up for meetings

Determine the product or service output requirements.

1.11. Daily Work Plan

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