Maintenance Planning and Scheduling Masterclass - Student Handout

Planning and 1
Scheduling
© 2014 CORE Principles, LLC, all rights reserved

DR. RICH OVERMAN, CMRP, CMRT, CRL
(904) 655-0787 CELL
RICHO@COREPRINCIPLESLLC.COM
Overview 2
Module 1 – Reliability-Centered Asset Management (RCAM)

Module 2 – Overall Work Order Process Flow
Module 3 – Work Order Planning Processes
Module 4 – Work Order Scheduling Processes
Planning presentations
Module 5 – Materials Management
Scheduling presentations
Module 6 – Planning and scheduling metrics
Module 7 – Planning for a crisis
Module 8 – Summary and Conclusion
Final exam
Module 1 3
Reliability-

Centered Asset
Management
Available on Amazon.com
Reliability
4

The probability that an
asset will do what the
user wants it to do for a
specific period of time
Reliability
5

An Asset 6
“an item, thing, or entity that

has potential or actual value
to an organization.”
ISO55000 Asset management — Overview, principles and terminology. Geneva: ISO, March 2014, p. 2.
7
An Asset
Reliability
8

What the user wants 9

Purpose
Goal
Objective
Function
Reliability-Centered 10
Reliability-centered asset

management is taking actions that
are centered, or focused on ensuring
the asset performs its function
11
An asset is reliable if it

does “what the user wants
it to do” or accomplishes
the desired result.
12
A key premise of RCAM is

that the primary functions
of all assets is linked to the
primary functions of the
organization.
13
Module 2
OVERALL WORK ORDER PROCESS FLOW
14
Work Process Management
Level 1 Flow
Exercise 15

Develop level 2 workflow for
each step of the level 1 process
above based on how you do
the step
Work Order Creation Process Flow
16
1.0 Create
Work Order Email Contact if
1.4 Information
1.1 On-Line 1.3 Work request submitted on- No 1.9 Inform Contact

Complete?
line
Yes
Need for work
1.2 Call in or email

1.6 Confirm 1.10 Information
1.5 E&G or
approval for AUX
Auxiliary?
Yes Provided?
expense
No E&G
1.12 Customer
Callback?
Phase Status 1.7 Work
1.8 Create Work
No
Request Yes Order
Approved?
Yes
New
No
1.14 Customer 1.11 Cancel Work
Yes Order with Notes
Funded?
Callback CMMS sets

No work order
1.15 Create a new status to open
1.13 Change Work work order and and phase
Order status to “re- reference the closed status to new.
Send email to
open” and change Work Order number contact
phase status to in the description.
“Callback” Change phase status
to “callback”
2.0 Prioritize Work
Order End
5.12 Contact
Supervisor
Work Order Status 17

 New  Canceled
 Awaiting Planning.  Follow-up Required
 Awaiting Materials  Work Complete
 Dispatched  Ready for Billing
 Awaiting Scheduling  Callback
 Materials Ready  Closed
 Scheduled
Work Order Types 18

 Corrective
 Preventive
Maintenance/ Predictive
Maintenance (PM/PdM)
 PM Repair (PMR)
 Support
 Project
 Standing
Work Order Information 19

A complete work order will contain the following
minimum information
 Location/Asset number
 Contact Information
A description of the problem with indication of
severity (e.g., small puddle compared to flood)
 Work order Type
 Work order priority
What Not to Use 20

Priority 0 = Complete within 1 Day
Priority 1 = Complete within 2 Days
Risk Analysis
21
• Risk is the combination of criticality and

frequency of failure
• Frequency of failure can be Mean Time
Between Failure (MTBF) or failure rate (FR)
– MTBF = Operating time/# failures
– FR = #failures/Operating time
• Criticality based on consequences of
failure
Asset Criticality
22
 5=Safety: Any equipment condition that could severely

injure or kill someone.

 4=Environmental: Any equipment condition that could
cause direct violation of a known environmental
standard or regulation
 3=Research: Any equipment condition that could have
a negative effect on a research process.
 2=Operational: Any equipment condition that could
cause an inability to use the equipment.
 1=Economic: Any equipment condition that is not
operational, research, environmental, or safety related.
23
Risk Priority Number Example
24
Required actions for each risk level
Work Order Priority Number (WPN)
25
Work Order Classification Asset Risk (AR)

(WC)

 4=A
 6= Preventive  3=B
Maintenance/ Predictive
Maintenance (PM/PdM)  2=C
 1=D
 5= Corrective
 4= PM Repair (PMR)
 3= Support
 2= Project
 1= Standing
WPN=WCxAR
Work Order Priority Number 26
 Location criticality (Building

code combined with Room Room Codes:
code)
3) Vivarium, special collections,
Building Codes: server rooms, labs with active
3) Close campus, severely research processes
hinder campus ops 2) Registrar, Dean’s offices,
2) Disrupt research, life safety, computer lab, auditorium,
utilities and President’s house manned 24/7
1) All others 1) All others
 Location Code (LC) = BC+RC
Work order priority number:

WPN = WC x AR x LC +Aging
27
Maintenance Task Planning

Module 3
28
Planning Includes Safety

29
Without Planning
The Planners Role
30
Follow up Right
Analysis People

Right
Improvement
place
Maintenance
Event
Right
information
Right time Right Tools

and supplies
Planning 31

• Every maintenance task is planned
– Who is doing the planning
– When it is planned
– To what degree it is planned
– How well it is planned
Planning Work
Planner Justification 32

 Planning can increase wrench time by 57% (Doc Palmer)
 Assume 30 technicians
 30*1.57=47
 Effective increase of 17 technicians
 Assume labor rate of $35.00 per hour (fully burdened)
 17*35*2080=$1,237,600 per year
 Can you pay a planner for this
 Homework – Do this calculation for your site
33
Planning
Invested in
planning
Lack of Dedicated Planning 34
•Without dedicated planning,

maintenance is
– At best haphazard
– At worst costly and ineffective
•When maintenance is not

performed properly or efficiently
– Organization becomes maintenance conscious
– Maintenance loses credibility
– Unsafe operations
– Operational downtime
– Unacceptable quality
Overall Advantages of
Planned Work
35
• Work and workload measurement

• Accurate promises
• Better methods and procedures
• Utilization of priorities
• Coordination of labor, materials and
equipment
• Off-site preparation
• Aid for supervisors
• Maintenance stature
36
3.10 Detailed 3.10.2 Identify 3.10.3 Identify 3.10.4 Develop 3.2 Change phase
3.10.1 Scope job
Planning Materials Trades and Times Estimate No status to
“Cancelled”
37
3.10
Developing
Job Plan
3.10.5 Get

3.10.6 Has it 3.10.7 .Build Job
Estimated Yes
Been Approved? Plan
Approval
Phase
Statuses
3.10.8 Materials
Awaiting No Needed?
Planning
Yes
Awaiting
Materials 3.12 Change Phase 3.10.9 Change
Status to “Awaiting 3.10.12 Verify Kit Status to “Awaiting
Scheduling” Materials”
Materials
Ready
3.10.11 Change
3.10.10 Gather
Phase Status to
Materials
“Materials Ready”
Awaiting
Scheduling
Cancelled
Planning
38
• Detailed analysis to determine and

describe what needs to be done
– Detailed work to be performed
– Task sequence and methodology
– Identification of required resources
– Estimate of total cost
– Preparatory and restart operation efforts
• Maintenance management will achieve

best results when each worker is given a
definite task to be performed in a definite
time and in a definite manner
What Work Orders Should be Planned by a
Dedicated Planner?
39

• Planners avoid unscheduled & emergency work
• Early on set a cutoff point of 2, 4, or 8-hour jobs
• As planning matures, cutoff point lowered
• Use supervisors and technicians to increase
planning coverage
• Eventual goal is 80% of all maintenance labor
hours planned
• Planning should not be an affront to technicians’
ability
What Work Orders Should be Planned by a
Dedicated Planner?
40

• How much planning for what size jobs
– Trick is to do enough planning without wasting time with too much planning
– Normal thought is the smaller the job, the less planning
– Tendency is to under-plan normal size jobs
– Even 1-hour job can have missing material that causes considerable lost time
• All work orders can benefit from some planning

• Tougher to plan every job that needs it at the
beginning
• More jobs can be planned as reference files grow
Criteria for a Well-Planned Job 41
• Scope of work is identified

• Travel time and clean-up have been
considered
• Required skills identified
• Material needs identified
• Special tools identified
• Required specifications and drawings on
hand
• Preparatory and restart activities list
Thorough Planning 42
•Planning thoroughness increases as

the planning function matures
•Repetitive jobs planned more
thoroughly
•Goal is to provide thorough planning
for all repetitive jobs
•As reference libraries grow, planning
workload diminishes
43
Equipment type
Job Plan Library
Assetlevel
Internal Planning & Scheduling Structure 44

• Planner should be centralized
• In small organizations, planner may also be
scheduler and material coordinator
• Large organizations separate the three
• Structure predicated on available skills
• Rule of thumb is one planner for every 20
crafts people
Why Maintenance Planning Programs Fail 45
Overworked planner

• Too few planners on staff
• Details missed
• Efficiency and execution affected
• Planning integrity suffers
• Planning program suffers
• Proper planner to technician ratio solution
Unqualified planner
• Improper training
• Not the right skills or aptitude
• Need sequential thinkers
• Attention to detail
Why Maintenance Planning Programs Fail
46
Overlapping job responsibilities

• Responsibility between planners not clear
• Work orders overlooked
• Planning program blamed
• Planning program integrity suffers
Careless planner
• Proper training, motivation, and skill set
• Least common reason for failure
How to Measure Planning Quality
47
• Primary metric is planned to actual man-hours

• Measured by post-job completion feedback
• Ongoing effort
• Maintenance manager and planner meet
regularly
• Supervisors must also critique technicians
• Supervisor and technician feedback to planner
not wait until weekly meeting (on-going)
Planning Exercise 48

 Develop a job plan for changing a
flat tire on your car
 Include
Steps to be taken
Materials needed
Estimated time
Who does the work
Planning project 49

Choose a relatively simple work order
for equipment on your site
Develop a job plan for that work order
Be prepared to present the job plan
50

Planning for
Shutdowns
EXCELLENT RESOURCE: MANAGING SHUTDOWNS, TURNAROUNDS &
OUTAGES BY MICHAEL V. BROWN
Four Hour House 51

 Example of what can be done with good
planning and scheduling
 Done in 1970s
 OSHA would have a field day
 Look for principles and concepts that you can
use
 https://www.youtube.com/watch?v=R-
0rQUx5LJs
Shutdown work 52

 Provides opportunities for maintenance
that may not be available for a long time
 Most demanding aspect is fitting a large
compliment of work in a short period of
time.
 Maintenance department can shine or
prove to be inadequate
Shutdown Project Management 53

1. Identify the work
2. Plan the work
3. Schedule the work
4. Execute the work
5. Report and document activity
54
Identifying the
Work
Establish the Scope 55
Don’t restrict the shutdown scope in the beginning


 Try to identify all work in the affected area
 May have periods of low labor requirements where
extra work can be done (even if it does not require a
shutdown)
 Only available time and money that can be
prudently expended should limit the shutdown scope
 Identified work that cannot be done can be
completed in the future but is known
Review the Maintenance Backlog 56

 Preventive maintenance jobs
 Jobs not requiring a shutdown
 Equipment History
 Predictive maintenance records
Identifying Preliminary Work 57
 Infrared scans of electrical equipment

 Identify inspection opportunities
 Solicit input of others
 Review shutdown files
 Identify start-up activity
 Hold shutdown meetings
 Create general shutdown checklists
 Generate worklists
 Create work orders
Successful Shutdown Meetings 58
Send out notices


 Everyone must be present
 Explain purpose, role and rules to the group
 Write the question on a flipchart and post in the front of the
room
 Write down responses as stated and number consecutively
 Stop listing responses at 20
 Each person votes on 5 solutions
 Total results for each item
 Obtain consensus on the solution
Check List Examples 59
 Safety items

 Guards
 Safety hazards
 Barricades
 Emergency showers and eye washes
 Dust control
 Liquid and solid waste handling
 Noise control
 Scaffolding
 Permits
 Etc.
Potential Risk Items 60
 Staffing assumptions

 Estimate risk – Time, Cost
 Procurement problems
 Project files
 Commercial data
 Project team knowledge
 Possible weather conditions
 Nature of the project
Defining and Limiting the Scope 61

 Define constraints
 Prioritize proposed work
 Preliminary estimate of proposed work
 Maintenance shift efficiencies and cost factors
 Compare preliminary estimate to budget
 Determine contract work
 Determine internal labor demands
 Job input cut-off date
 Prioritize last minute requests
62
Planning the Work

Who does it 63

 One individual
 Separate internal group
 Corporate engineering
 Contractors
Planning timing 64
 It takes time to plan a

shutdown
 Don’t shortchange your
planning time
 Graph shows time required
to plan a shutdown by
expected hours
 Lower line for shutdowns
that have been performed
in the past
 Upper line for planning
shutdown from scratch
From Brown p.30
What must
happen first 65
on this job?
What must
happen next

on this job?
Who must do
this step?
Planning Thought
How many
Process
How long will
people are
it take?
required?
What part,
Is any support
materials or
equipment
supplies will Adapted from Brown p.40
required?
be needed?
Elapsed Time and Staffing 66
Elapsed time depends on the number of people


 Assign most people for maximum efficiency

 Identify when work can be done concurrently or serially
 Be aware of diminishing returns
Estimated Crew Size Elapsed Ideal Elapsed Actual Labor

Labor Hours (Est./Crew) Actual Charge
16 Labor hours 2 Pipe Fitters 8 Hours 8 Hours 16 Labor hours
16 Labor hours 6 Pipe Fitters 2.7 Hours 3 Hours 18 Labor hours
Adapted from Brown p. 57

67
Maintenance Task Scheduling

Module 4
68
Role of Scheduler
Scheduling is: 69

• Specifically knowing what you propose to do with
each asset each day
• Center from which all maintenance activity is
conducted
• The process by which all resources required to
complete specific jobs are allocated,
coordinated, and synchronized
• A joint maintenance/production activity
Weekly schedule 70

 Job plan estimates not very accurate for a
single job
 A week is long enough to contain enough
jobs for overall estimate accuracy
 A week is short enough to make a reasonable
goal
 A week is short enough to encompass
changing plant situations
Scheduling Principles 71
• Begin with a logical determination of your

schedule week (Monday – Sunday?)
• Schedules represent:
– Best craftsman utilization
– Statement of priorities
– Means of communication
– Definition of foreman’s responsibilities
– Means of controlling time
– Plan for assigning work
Scheduling Principles 72
•Simultaneous operations

– Personnel scheduling
– Job scheduling
•Challenges
– Predicting break-ins
– Estimated job hours
•For the supervisor
– Schedule is most desirable objective
– Flexibility in sequencing specific jobs
Essential Abilities 73
•Determine priorities

•Focus efforts
•Maintain concentration
•Persevere – Don’t quit
Scheduling Process
74

• Identifies available work hours by skill
• Scheduler puts work orders in priority order
• Jobs assigned to skills
• All available hours scheduled
• Coordination skills to work orders and hours
75
Reuse
4.9 Change Phase Status 5.1 Review 5.3 Get Material Excess
5.2 Arrange Day 5.4 Do Work Material
to “Scheduled” Schedule Kits
5.0
Execute
Work 76
5.5 Work 5.19 Excess 5.20 Reuse
Yes Yes
Complete? Material? Excess Material

No
No
Phase
5.21 Change
Statuses Phase Status to Email Contact
5.18 Update 5.8 Inform Contact “Work Complete”
Job schedule
Scheduled
Yes Yes Yes
Yes
5.7 Does 5.22 Closing Notes

Awaiting 5.11 Completed 5.10 Complete 5.6 Contact 1.13 Customer
Planning during the week?
No Next Day
No 5.9 Same Day? No Contact need
Supervisor Callback
information?
Work No
Complete
5.23 Select Action
Taken Code
Awaiting
Scheduling
5.14 Change
5.13 Back to 5.22 Inform 6.0 Close Work
5.12 Add notes Yes Status to “Awaiting 3.10.1 Scope job
Planner? Planner Order
Planning”
Awaiting
Materials No
5.16 Change
5.15 Back to
Phase Status to 3.10.10 Gather
Material Yes 5.23 Inform Stores
“Awaiting Materials
Callback Support?
Materials”
No
5.17 Change
Phase status to 5.24 Inform 4.1 Get personnel
“Awaiting Scheduler Schedule
Scheduling”
77

Reuse
Excess
Material
5.20.4 Return
5.20.3 Material
Excess material - 5.20.1 Return to 5.20.2 Update material to stores
usable for future No
Yes Supervisor excess material list with original
work orders?
paperwork
Yes
5.20.5 Specify
material on future
Change phase status to
work order as
work complete
coming from shop
stock
Managing Schedules
78
• People assigned lower priority work used

for break-is when possible
• Maintenance and operations
superintendent review and approve
schedule
• Supervisor takes ownership of schedules
Work Scheduling Hints
79
•Communicate

•Collaborate
•Coordinate
• Align personnel to jobs based on
Knowledge
Aptitude
Training
• Balance equipment specialization
Work Scheduling Hints
80
• Provide technicians with challenge and

opportunity to grow
• Schedule what can be done not what
needs to be done
• Schedule multi-person jobs as the first job
in the morning when possible
• Avoid duplicate shutdowns
Schedule compliance 81
 Compares scheduled hours to actual hours

 It’s OK to break the schedule
 Supervisor controls the schedule
 Ourobjective is not schedule compliance; it is
managed productivity
 Managed productivity is achieved by
focusing on schedule compliance
 Reasons for non-compliance
Weekly Scheduling Meeting
• By approving the schedule 82
– Maintenance agrees to do the work

– Operations agrees to make equipment available
• Schedule is a contract between
maintenance & operations
• More binding if operations manager chairs
scheduling meeting
• How did we do on last weeks schedule
– How many scheduled jobs were actually completed
– How many actual man-hours vs. scheduled man-hours
– How many jobs broke the schedule
– Why were they necessary
Work Scheduling Exercise
83
•Team has 5 people

– Tom, journeyman electrician (EJ)
– Fred, electrician apprentice (EA)
– Sue, journeyman mechanic (MJ)
– Rick, helper (H)
– Tim, welder (W)
•Work week is Monday through Friday

•Rick needs Tuesday off for a Dr.
appointment
•Tom has a personal day approved on
Friday
Work Scheduling Exercise 84
• 10 jobs ready to be worked. Listed in order

of priority
Job# Skill Hours Job# Skill Hours
1 EJ/EA 4/4 6 EJ/H 23/23
2 W/H 12/12 7 W 8
3 EJ/MJ/H 4/9/9 8 EJ/MJ/H 4/16/16
4 MJ/W 12/3 9 H 8
5 MJ/H 8/8 10 EJ/H 12/4
85
F
T
W
T
M
Fred (EA)
Sue (MJ)
Tom (EJ)
Tim (W)
Rick (H)
86
Scheduling a
Shutdown
Typical Scheduling Methods 87

 CriticalPath Method (CPM)
 Load leveling
 Project duration versus project cost
 Program Evaluation Review Technique (PERT)
 The Monte Carlo Method
88

6 hrs.
Critical B E
Path 5 hrs. 3 hrs.
Method
A D F
8 hrs. 8 hrs. 8 hrs.
Adapted from Brown p. 77

From Brown p. 86

89
Project Downtime and Cost
90
Closing the Work

Order
Closing out the Work Order 91
• Continues until work is completed and

accepted by owner
• Includes completing the equipment, work
and failure history data
• Problem, cause, resolution
• What did you do different from the plan
• What could be improved
• Ensure data is clear
• Work order transitions to completed status
92
6.2 Verify that all 6.3 Change 6.4 Spot check
6.1 Verify hours
material have phase status to phases for correct
Work Complete and approve time
been charged to “Ready for labor, notes and
6.0 Close cards
the pahse Billing” Material
Work

Order
6.4 Change
6.5 Billing 6.7 Change phase 6.8 Verify that all 6.9 All phases 6.7 Close Work
No Yes Facilities No
required? status to Closed phases are closed closed? Order
index?
Phase Status No
Yes Yes
Work
Complete
6.6 Submit bills 6.6 Update index END
Ready for
Billing
Closed
Module 5
Maintenance, Repairs and
93
Operations (MRO) Spares

“A good maintenance storeroom is a well-oiled machine.
Imagine 99.9 percent service levels for critical spares or
window wait times under 10 minutes 95 percent of the time.
A great storeroom gives you the capacity to figure out what
unidentified parts actually are or to know when your special-
order parts hit the receiving dock.” (source “Maintenance,
Repair and Operations Best Practices”
www.reliabilityweb.com)
Myths of Inventory Reduction 94

 Economic quantities save money
 Consignment stock must cost more
 Putting items into inventory saves
money
 Software will solve the problem
Critical Spares Consideration 95

 Understand which assets are critical
 Understand critical failure modes for
critical assets
 Identify spares for repairing critical failure
modes
 Establish MTBF and downtime thresholds
 Consider lead time and local availability
Kitting 96

 Improves efficiency of managing work
orders
 Meet priorities and due dates of
materials for planned work orders
 Achieve a goal of 80% of work orders
that require parts have a kit assigned to
them
Kitting Best Practices 97

 Create and document a work process
 Integrate a functional CMMS
 Keep accurate records
 Measure success with KPIs
 Implement a communication plan
 Continuous improvement
 Ongoing training
Kitting Success Factors 98

 Planning  Management
 Inventory
commitment
 Cash flow
 Bill of materials
 Communication
 Suppliers
 Culture
 Secure areas
 Risk Management
MRO Thoughts 99

 ALL spare parts in inventory should be
on at least one BOM, otherwise, why
stock?
 We fool ourselves when we plan or
do a job another way if we see the
warehouse has no parts or do not
order them.
Sources
100
 Kitting in Maintenance Made Simple,

Industrial Press, 2010

 Smart Inventory Solutions,
reliabilityweb.com 2014
 MRO Best Practices –
reliabilityweb.com download, 2017
 SMRP Best Practices 5th Edition, Society
for Maintenance and Reliability
Professionals, 2009
CORE Principles Intro.
101
of Maintenance

Events
DR. RICH OVERMAN, CMRP, CMRT, CRL
(904) 655-0787 CELL
RICHO@COREPRINCIPLESLLC.COM
Intro.
Who can relate to these 102
statements?

 We want more up-time from our plant
 Our maintenance events take too long
 When we come back on line it takes forever to get up to full
production
 We seem to have more failures right after an outage
What is a discrete Intro.
Maintenance Event? 103
 Has a definite start point

 pushing the stop button
 Has a definite stop point

 back into full production
 Sum total of what management wants to accomplish between the

start and stop points
 Give some examples
What is a Precision Intro.
Maintenance Event? 104
Precision Maintenance Event Goals:


1. Complete maintenance event as quickly as possible
(minimum down time)
2. Complete maintenance event correctly the first time
(completed safely, with high quality, no errors.)
 Name an ultimate precision maintenance event

Intro.
105
What would it take to

make your
maintenance event a
pit stop?
Intr
o.
NASCAR Pit Stop 106
https://www.youtube.com/watch?v=PDSkH7gE6XM
CORE Principles of Precision Maintenance
Intro.
107
Choreography Resources

Maintenance Event
Organization
Execution
Choreography Intro.
108
 Movement of resources

 Into
 Within
 Out of the maintenance event
 Efficient resource movement to accomplish
maintenance event requirements as quickly as
possible
 Not what is to be accomplished or what
resources are required
 Coordination between all parties
 Operations, maintenance, quality, supply, etc.
 Include quality, safety or other inspectors at
appropriate place in procedures
Intro.
109

Choreography
Procedures Planning the use of Most
resources to carry efficient
out the procedures event
Resources as quickly as possible
possible
Organization Intro.
110
 Requirements, procedures, and policies for the

event
 Requirements
 Everything that needs to be accomplished during
the event
 Procedures
 Step by step listing of who needs to do what and
with what parts and tools to carry out the event
 Policies
 Safety, environmental, labor, OSHA and other
applicable policies built into procedures
 Planning
 Contingency planning for unexpected trouble
Intro.
111

Work orders
Requirements Detailed
procedures
Organization
for entire
Policies maintenance
event
Job plans
Resources Intro.
112
 People, spares, tools, design needed to

carryout the maintenance event
 People
 Identification of who will do what steps
 Ensure they are qualified
 Ensure they are trained
 Special skills (e.g. quality, safety inspectors)
 Tools
 Identification of exact tools to use
 Ensure they are in good working order and ready to
go
Resources Intro.
113
 People, spares, tools, design needed to

carryout the maintenance event
 Spare parts
 Includes consumables as well as repairable parts
 Ensure all required parts are available
 Ensure all parts are in good working order and ready
to go
 Design
 Equipment involved in maintenance event are
designed for maximum efficiency
Intro.
Design 114

Personnel
Resources Everything and
Training Everything everyone ready
needed to to perform the
Qualifications accomplish the maintenance
maintenance event correctly
event the first time
Tools
Parts
Execution Intro.
115
 Performing the required work

 using the correct procedures, tools, and parts.
 Accomplishing the work as quickly as possible
 quick does not mean fast
 Performing each procedural step correctly the first time
 Using proper team communication
 including pre-meeting to make sure everyone knows what to
expect and contingency planning
 Eliminating distractions
 Proper supervision
 Performing root cause failure/success analysis of
completed maintenance event
Intro.
Resources 116
Maintenance
Pre-meeting event

completed as
Procedures Execution quickly as
possible and
Communication correct the first
time
Supervision
Root cause failure/success

meeting/analysis
Applicability Intro.
117
 Are CORE Principles of Precision Maintenance applicable to

every maintenance event?
 What would be some criteria for applicability?
 Complexity
 Duration
 Recurring
Implementation Intro.
118
 Define maintenance event (Pit Stop)

Choose Crew Chief


 Identify Pit Team
 Plan choreography using existing
requirements
 Choose pit crew
 Perform pit stop
 Pit team evaluate organization
 Perform pit stop
 Repeat for resources and execution
Pit Team Intro.
119

 Team manager (Also Crew Chief)
 Planner
 Operator
 Mechanic
 Electrician
 Consultant
 Other
Performing Pit Stop Intro.
120

 Pit crew not necessarily pit team
 Use same pit crew for all pit stops
 Have a pre-event planning meeting
 Ensure all resources are in place and ready to go before starting
event
 Perform root cause/success analysis
 Celebrate completion of pit stop
Monitoring results Intro.
121

 Establish baseline of 3 event moving average performance time
and time to first failure
 Track times for each pit stop
 Watch performance time go down
 Watch time to first failure go up
 Reward success
Benefits Intro.
122

 Reduced down-time
 Increased productivity
 Improved morale
 Better maintenance
 Proactive planning
 Tangible rewards
 Intangible rewards
123
Module 6
Planning and Scheduling Metrics

“For the man who knows not what
harbor he sails, no wind is the right
wind”
Sienna
124
Metrics: The right tool for the right job
Main Points 125

• Every organization needs measures
• Every department needs measures
• Measures help you lead and manage
• Measures help you achieve overall
goals
• You manage what you measure
Service Organizations
126
• Your organization exists to provide services

to customers
• Processes are used to generate and
deliver the services
• All work is part of a process
• All work should add value to the service
• Processes and work can be measured
Benefits of Measuring the Right
Things the Right Way
127

• Creates a motivating work
environment
• Everyone can see the value they add
• Leaders and managers can readily
see if their strategies are working
• A means to achieve the best use of
resources
128
Uses of Measures

• Goal Setting
• Improvement
• Decision-Making
• Accountability
Measurements Should be 129
SMART

• Specific
• Measurable
• Actionable
• Relevant
• Timely
Primary Categories of 130
Measures

• Process Measurements
• Behavioral Measurements
• Operations / Facilities
Measurements
Process Measures 131

• Objective is to establish control and
stability of the work processes
• Indicators to focus management
attention on problem areas
• Shows trends and improvements
Some Typical Process Measures 132
• Schedule Compliance (%)

• Planned & Unplanned Maintenance (Hours)
• Backlog (Weeks)
• Emergency / Urgent Maintenance (%)
• PM / PdM Compliance (%)
• Inventory Service Level
• Critical System Availability
• Emergency / Urgent Response Time
• Estimated to Actual Scheduled Hours (%)
Behavioral Measures 133

• Objective is to reinforce the desired
organizational culture
• Objective is to sustain control and
stability
• Indicators that measure personnel’s
actions related to the work processes
Some Typical Behavioral
Measures
134

• Work Requests Completed Correctly (%)
• Overtime (% or Hours)
• Actual hours to Planning Estimates (%)
• Assets Available for Maintenance as Scheduled (%)
• Completed Tasks Closed Out Properly (%)
• Wrench time (%)
• Weekly Scheduling Meetings Fully Attended (%)
• Failures Reworked within 1 Year (%)
Operations / Facilities 135
Measures

• Objective is to identify the significant
changes in costs
• Indicator of organizational fiscal
responsibility
Some Typical
Operations/Facilities Measures
136

• Total Maintenance Cost per RAV or Sq Ft
• Total Direct Maintenance Cost per RAV or Sq Ft
• Total Indirect Maintenance Cost per RAV or Sq Ft
• Direct Maintenance Labor Cost per RAV or Sq Ft
• Indirect Maintenance Labor Cost per RAV or Sq Ft
• RAV- Replacement Asset Value

Some Typical
MRO Measures
137

• Stocked MRO inventory value per RAV
• Stores inventory turns
• Vendor managed inventory
• Stock outs
• Storeroom transactions
• Storeroom records
• Maintenance material cost
Measures Management System 138
• Who reviews the measures

• When do they review the measures
• What meetings are held to review the
measures
• How often are the measures reviewed
and meetings held
• How are problem areas identified and
resolved
139
Metrics Tracking
Leading and Lagging 140
Indicators

 Lagging Indicator
 An indicator that measures performance after the
business or process result starts to follow a particular
pattern or trend. Lagging indicators confirm long-term
trends, but do not predict them.
 Leading Indicator
 Anindicator that measures performance before the
business or process result starts to follow a particular
pattern or trend. Leading indicators can sometimes be
used to predict changes and trends.
Example 141

Source: SMRP Best Practices 5th Edition, Page 312
Remember 142
The purpose of measurement must be to

ensure effectiveness & efficiency at all
levels
– Improving performance and business
processes
– Consistently making the right decisions
– Setting the right goals
– Strengthening authority, responsibility and
accountability
Remember 143
If measurement is to meet this

purpose it must…
– Be part of the organization’s culture
– Enhance management’s ability to do the right
things correctly
– Drive performance improvement
– Generate data that’s translated into information
that adds value
– Provide direct, timely feedback to stake holders,
customers, leaders/managers and workers
Remember 144
To avoid the pitfalls of bureaucracy,

the measures must…
– Focus on processes as well as results
– Be tailored to the needs of the process
– Be both systematic and part of everyone’s job
responsibility
– Be designed by the process owner to serve process
performance needs
– Be economical to collect and analyze
145
Planning for a Crisis

Module 7
Crisis Planning 146
 Anticipated crises

 Flood
 Hurricane
 Tornado
 Etc.
 Emergent crises
 Pandemic
 Other unknown
Pre-crisis planning – Specific to crisis 147
 Physical assets

 Equipment criticality designation
 How crisis changes criticality
 Anticipated effects of crisis
 Effect's mitigation
 Human assets
 Identify essential personnel
 By position
 By name
 Plan for personnel physical needs

Post crisis planning – Specific to crisis 148

 Where to get replacement parts
 Pre-arranged clean up and sanitation
contract
 Start-up procedures based on criticality
 Equipment replacement job plans in
library
149

Module 8
Conclusion

Conclusion 150
 Planning and scheduling are performed for every

maintenance task
 Question is who is doing them
 Dedicated planners and schedulers increase
efficiency of maintenance organization
 A reliability-centered asset management focuses on
retaining the asset function
 You manage what you measure
 Crisis management begins long before the crisis hits
151
Exam
Question 1: 152
You are told that a pump has 90% reliability. What

other information do you need for this to be
meaningful?
a. Number in the sample
b.Timeframe
c. Type of motor
d.Industry
152
Question 2: 153

An asset is an item, thing, or entity that has
potential or actual value to an organization.
a. True
b.False
Question 3 154

A key premise of RCAM is that the primary functions
of all assets
a. Are linked to the primary functions of the
organization
b.Are all the same
c. Are independent of each other
d.Are all functioning properly
Question 4: 155

It is most effective to have the same person do
both the planner and scheduler jobs.
a. True
b.False
Question 5: 156

Risk is a combination of:
a. Criticality and priority
b.Priority and failure frequency
c. Criticality and failure frequency
d.Criticality and consequences of failure
Question 6: 157

When the schedule is approved, who takes
ownership.
a. Supervisor
b.Technician
c. Scheduler
d.Planner
Question 7: 158

A key part MRO plays in planning and
scheduling is:
a. Inventory
b.Kitting
c. Suppliers
d.Risk management
Question 8: 159

The purpose of metrics is to ensure
effectiveness and efficiency at all levels.
a. True
b.False
Question 9: 160

The critical path method of scheduling is best
used for.
a. Small jobs
b.Large jobs
c. Make work
d.Planning
Question 10: 161

Approximately how long
should it take to plan a
1,000-hour shutdown
from scratch.
a. 20 hours
b.40 hours
c. 100 hours
d.200 hours

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Planning and 1

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Module 1 – Reliability-Centered Asset Management (RCAM)

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“an item, thing, or entity that

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A key premise of RCAM is

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1.2 Call in or email

Callback CMMS sets

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• Risk is the combination of criticality and

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 5=Safety: Any equipment condition that could severely

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Work Order Classification Asset Risk (AR)

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 Location criticality (Building

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Work order priority number:

Maintenance Task Planning

Planning Includes Safety

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Right time Right Tools

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•Without dedicated planning,

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•When maintenance is not

• Work and workload measurement

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• Detailed analysis to determine and

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• Maintenance management will achieve

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• All work orders can benefit from some planning

• Scope of work is identified

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•Planning thoroughness increases as

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Overlapping job responsibilities

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• Primary metric is planned to actual man-hours

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