2.2.

Principle 1: Separate Group

Planning Principle 1 states
The planners are organized into a separate group from the craft maintenance
crews to facilitate specializing in planning techniques as well as focusing on
future work.

The first principle dictates that to protect the planning function, planners are not
members of the craft crew for which they plan. Planners report to a different
supervisor than that of the craft crew. The company places planners into a
separate crew of their own. They have their own supervisor. With a small
number of planners, the planners might report to the same manager who holds
authority over the crew supervisors. There may be a lead planner with some
responsibility to provide direction and ensure consistency within the planning
group.

2.3. Principle 2: Focus on Future Work

Planning Principle 2 states
The planning group concentrates on future work—work that has not been
started—in order to provide the maintenance department with at least one week
of work backlog that is planned and ready to execute. This backlog allows
creation of the weekly schedule. The craft technicians or supervisors
themselves resolve any problems that arise after commencement of any job
(except emergencies). After every job completion, the lead technician or
supervisor gives feedback to the planning group. The feedback consists of any
problems, plan changes, or other helpful information so that future work plans
and schedules might be improved. The planners update existing job plans or
otherwise file feedback information to aid future work.

The reason the planners need to be separate is they need to focus on future
work (Fig. 2.2). Planners do not become involved in work that is already
ongoing. A simple definition of future work is when the crew has not yet been
assigned to start on the work order. Once a crew has started working on a job
and they find out they need more information, they do not come to the planner
for assistance, but work it out themselves. Then after the crew successfully
completes the current job, feedback to planning helps avoid similar problems in
the future.

2.4. Principle 3: Component Level Files

Planning Principle 3 states
The Planning Department maintains a simple, secure file system based on
equipment tag numbers. The file system enables planners to utilize equipment
data and information learned on previous work to prepare and improve work
plans, especially on repetitive maintenance tasks. The majority of maintenance
tasks are repetitive over a sufficient period of time. File cost information assists
making repair or replace decisions.

Supervisors, technicians, and plant engineers are trained to access these files
to gather information they need with minimal planner assistance.

The concept of component level files or "minifiles" is a vital key for successful
planning. Principle 3 dictates that planners do not file on a system level or
basis, but on an individual component one. A minifile is a file made exclusively
for an individual piece of equipment the first time it is maintained. The term
minifile helps convey the understanding that the file does not keep information
for multiple pieces of equipment together. Planners make new equipment a
minifile when it is purchased or first worked on. Planners label the file with the
exact same component tag number attached to the equipment in the field.
Planners consult the minifile for each new job to take advantage of the lessons
and information gained on previous jobs. This principle takes advantage of the
fact that equipment requires repetitive attention over the life of the plant. In
particular, cost information available through the files helps planners and others
make important decisions on replacing or modifying troublesome equipment.
The files are arranged in a secure fashion to keep data from being taken away
unadvisedly and lost, but are arranged simply enough for other plant personnel
to be able to access their information. Engineers and supervisors directly use
the files for obtaining information for projects or jobs-in-progress rather than
interrupt the planners from planning future work.

2.5. Principle 4: Estimates Based on

Planner Expertise
Planning Principle 4 states
Planners use their experience and skills along with file information to determine
time estimates for work orders. The time estimate should be a reasonable idea
of what a capable technician might require to complete the proposed job
without any unusual problems.

Planners should possess excellent craft skills, organizational data skills, and
communication people skills and be trained in planning techniques.

Principle 4 recommends that the plant generally should choose from among its
best craftspersons to be planners. These planners rely greatly upon their
personal skill and experience in addition to file information to develop job plans.
2.6. Principle 5: Recognize the Skill of the
Crafts
Planning Principle 5 states
The planners recognize the skill of the crafts. In general, the planner's
responsibility is "what" before "how."

The planning group desires to develop detailed standard plans but also must
plan every job (except emergencies). Therefore, the planner puts as much detail
as possible into every plan subject to the requirement to plan every job (to allow
each plan to evolve over time). The planner determines the scope of the work
request, including clarification of the originator's intent where necessary. The
planner plans the general strategy of the work and includes a preliminary
procedure if there is not one already in the file. The craft technicians use their
expertise to complete the specified work. The planner and technicians work
together over repeated jobs to develop better procedures and checklists.

This principle dictates that planners count on the workforce being sufficiently
skilled so that the planners can get all the work planned through putting a
minimum level of detail into initial job plans. Blind adherence to the job plan is
not desired of technicians as long as feedback is received at job completion.

2.7. Principle 6: Measure Performance

with Work Sampling
Planning Principle 6 states
Wrench time is the primary measure of workforce efficiency and of planning
and scheduling effectiveness. Wrench time is the proportion of available-to-
work time during which craft technicians are not being kept from productively
working on a job site by delays such as waiting for assignment, clearance, parts,
tools, instructions, travel, coordination with other crafts, or equipment
information. Work that is planned before assignment reduces unnecessary
delays during jobs and work that is scheduled reduces delays between jobs.

Principle 6 ordains that measuring how much time craft technicians actually
spend on the job site versus other activities such as obtaining parts or tools
determines the effectiveness of the maintenance planning program. This
principle holds that delays are not simply part of a technician's job and should
be avoided. Figure 2.12 shows an example of the distribution of technician
time. Only category 1 is productive time on the job. All of the other categories
identify delay time.