MINING MAINTENANCE MANAGEMENT COURSE

12 – Maintenance Planning
Essentials

© Copyright Paul D. Tomlingson

 Maintenance Planning Essentials

Learn the essential, proven planning

techniques that ensure the significant
benefits of well-planned work are achieved.

© Copyright Paul D. Tomlingson

 What is maintenance planning?

Maintenance planning is the pre-organization of

selected major jobs and the identification of resources
needed to ensure that the work can be carried out in
the least amount of elapsed downtime, with the most
effective use of resources and completed at the lowest
possible cost.

© Copyright Paul D. Tomlingson

 The What and Why of Planning?

Planning should include major jobs, whose

scope, cost and importance warrant advance
preparation. This will ensure work is done
efficiently with minimum downtime, best use
of resources, quality work and at least cost.

Quality work will extend the time before work

must be repeated, reducing the rate of
material consumption and further reducing
cost.

© Copyright Paul D. Tomlingson

 Who needs planners?
Maintenance planners are often utilized in larger
organizations where there is considerable major work
requiring detailed, advance preparation before the
work can be scheduled. Smaller organizations still
have a need for planning but, the task is often carried
out by supervisors or team members. For those
organizations using planners, it is important to
establish what the planner should do, how it is done
and what tools are required to do it well.

© Copyright Paul D. Tomlingson

 What is the planner’s job?

The primary task of the maintenance planner is to plan selected

major jobs such as replacing major components or overhauling
equipment. In addition, planners may plan a series of related
jobs, the timing of which might be part of a scheduled plant
shutdown.

Non-maintenance work such as the installation of new

equipment should also be planned if such work is to be done by
maintenance.

© Copyright Paul D. Tomlingson

 How many planners are needed?

Planning Staff - Depending on the size of the total maintenance

organization, the number of planners can range from a few to a
whole planning staff. The number of planners is related to the
volume of planned work and the number and variety of
personnel carrying it out. Ideally, 60% of the total maintenance
manpower should be performing planned-scheduled
maintenance. By multiplying the work force size by .60 and
dividing it by 25 (the planner-craftsman ratio), the number of
planners needed can be approximated.

For a 150-man work force, 60% would perform planned-

scheduled maintenance. Therefore, the number of personnel
doing this type if work would be 150 X .60 or 90 men. Then, if 90
are divided by 25, it would yield a requirement for 4 planners.

© Copyright Paul D. Tomlingson

 What are the characteristics of work that can
be planned?

75% of work that can be planned is developed from an effective

‘detection-oriented’ PM program which can also identify
unscheduled and emergency work.

Of this 75%, approximately 60% is recurring periodic work such as

major component replacements or overhauls whose scheduling is
dictated by equipment condition determined by PM inspections,
testing and monitoring or by their historic MTBF (mean time
before failure).

The remaining 15% of work that requires planning comes from

newly reported work sources such as accidents or non-
maintenance work such as equipment modification.

© Copyright Paul D. Tomlingson

 What is the most important action that can
make planning successful?
The capability of a maintenance organization to capitalize on the
benefits of planning is in direct relationship to the quality of their
preventive maintenance (PM) program. The 'detection-orientation' of
preventive maintenance permits the identification of problems well
before equipment failure but, also far enough in advance to permit
planning the corrective work.

Preventive maintenance effectiveness incorporating modern

condition-monitoring technology vastly improves the ‘detection-
orientation' of PM making planning more effective and successful.

© Copyright Paul D. Tomlingson

.
The ‘Detection orientation’ of PM ensures that early
discovery of problems will yield less serious problems,
fewer failures and more time to plan.

Cost and downtime

Minor problems:
•Heat Major problems:
•Looseness •Stoppage
•Vibration •Failure
•Blockage

Equipment deterioration

© Copyright Paul D. Tomlingson

 What work should be planned?

There should be criteria for determining what work requires

formal planning (by planners) and what new work needs only
minimum coordination easily done by field personnel.

When all new work is sent to planners, planers must separate

those not requiring planning. Delays in sending to field
supervisors could result in further equipment deterioration
resulting in emergency repairs.

Supervisors are more qualified to assess equipment condition,

apply the criteria and forward only those meeting the criteria to
planners.

© Copyright Paul D. Tomlingson

 Planning Criteria

There are three basic requirements:

 Cost and performance must be measured

 Standards specify exactly how the work is to be done
 Proof of compliance with warranty requirements

© Copyright Paul D. Tomlingson

Local requirements can be applied. For example, work would be
planned when any 10 of the following 12 conditions apply.

It is best that planners and field supervisors develop these criteria

jointly.

1. Work not required for at least one week

2. Job duration exceeds one elapsed shift
3. Work requires two or more trades
4. Work requires trades not part of regular crew
5. Job requires two separate sources of materials
6. Work requires coordinated equipment shutdown
7. Job needs equipment, special tools etc.
8. Work requires rigging, transportation etc.
9. Job requires drawings, prints & schematics
10. Job plan necessary
11. Work needs contractor support
12. Estimated job cost exceeds $ 5000.00

© Copyright Paul D. Tomlingson

 Sources of Work to Be Planned
PM Deficiencies:
 Emergency repairs
 Unscheduled repairs
 Work meeting planning criteria
Management
 Non-maintenance
 Regulatory compliance

Scheduling Output for Supervisor

Planner Supervisor
Weekly Schedule

PM Program
 Static PM Services
 Dynamic PM Services

Forecast:
Component Replacements
Overhauls
Component rebuilding

Add pending work to schedule

© Copyright Paul D. Tomlingson
This Maintenance Planning Essentials PowerPoint file has 38 slides.
This preview is intended to convey the type of presentation offered
in the 22 topics that make up the Mining Maintenance Management
Course. An excerpt from the accompanying text book that
accompanies the course can be seen in the attached Word file: ‘SO16
– Chapter 09 – Planning Maintenance Work.’

© Copyright Paul D. Tomlingson