4.

Maintenance Planning and Scheduling

Reasons for Maintenance Delays and Losses
 Non-planned and inadequate job plans
 Getting parts and tools

 Getting drawings

 Waiting on availability, next job, coordination issues

 Repeat repairs and rework

 Encountering “unexpected” requirements

 Failing to capture equipment history

 Maximizing the efficient use of work time, material, and equipment.

 Maintaining the operating equipment at a responsive level to the

need of production in terms of delivery schedule and quality.

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Effective planning and scheduling ensures that the right things are done at
the right time using the right resources and the right tools. The reasons for
Planning and Scheduling Maintenance Operations include:
 It enhances work efficiency through maximizing the efficient use of work
time, material, and equipment.
 It assures the optimum availability of installed equipment for production
or service to the need of production in terms of delivery schedule and
quality.
 It ensures operational readiness of all equipment required for emergency
use at all times such as standby units, fire fighting, rescue units etc.
 It enhances maximum possible return on investment.
 It ensures the safety of personnel.

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Effective planning and scheduling contribute significantly to the
following:
 Reduced maintenance cost.
 Improved utilization of the maintenance workforce by reducing delays
and interruptions.
 Improved quality of maintenance work by adopting the best methods
and procedures and assigning the most qualified workers for the job.
Planning and Scheduling Objectives
 more effective and efficient maintenance operations resulting high
quality operations
 Minimizing the idle time of maintenance workers.

 Maximizing the efficient use of work time, material, and equipment.

 Maintaining the operating equipment at a responsive level to the

need of production in terms of delivery schedule and quality.
Planning and scheduling will never be effective without the alignment of
Production, Maintenance, and Engineering.
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Classification of Maintenance work according to Planning and
Scheduling Purposes
 Routine maintenance: are maintenance operations of a
periodic nature. They are planned and scheduled and in
advance. They are covered by blanket orders.
 Emergency or breakdown maintenance: interrupt
maintenance schedules in order to be performed. They are
planned and scheduled as they happened.
 Design modifications: are planned and scheduled and they
depend on eliminating the cause of repeated breakdowns.
 Scheduled overhaul and shutdowns of the plant: planned and
scheduled in advanced.
 Overhaul, general repairs, and replacement: planned and
scheduled in advanced.
 Preventive maintenance: planned and scheduled in advanced.
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 An essential part of planning and scheduling is to forecast
future work and to balance the workload between these
categories.

 The maintenance management system should aim to have

over 90% of the maintenance work planned and scheduled
which are dependent on each other.

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Maintenance Planning
 It is the process by which the elements required to perform a task
are determined in advance of the job start. It is a key to the success
of Precision Maintenance”
 The goal of planning is identifying the parts, tools, procedures, and
standards/specifications required for effective maintenance work,
increasing wrench time. (Wrench Time typical company – 18-30%)
 Wrench time is a measure of crafts personnel at work, using tools,
in front of jobs. It does not include obtaining parts, tools or
instructions, or the travel associated with those tasks.
 Planning comprises all the functions related to the preparation of:
 The work order
 Bill of material
 Purchase requisition
 Necessary drawings
 Labor planning sheet including standard times
 All data needed prior to scheduling and releasing the work
order.
 Good planning is a prerequisite for sound scheduling.
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Maintenance Planner’s job
 Ensures all resources are available before the work order is
scheduled.
 Develops standards for repetitive jobs.

 Develops historical job estimates.

 Develops and tracks craft/crew backlogs.

 Determines labor capacity for schedule.

 Prepares weekly schedule for approval.

 Tracks work orders for completion.

 Keeps completed work order file by equipment number.

 Tracks all equipment information including spare parts and

manuals

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Planning Procedures
 Determine the job content(may require site visits).
 Develop work plan. This entails the sequence of the activities in the
job and establishing the best methods and procedures to
accomplish the job.
 Establish crew size for the job.
 Plan and order parts and material.
 Check if special tools and equipment are needed and obtain them.
 Assign workers with appropriate skills.
 Review safety procedures.
 Set priorities for all maintenance work.
 Assign cost accounts.
 Complete the work order.
 Review the backlog and develop plans for controlling it.
 Predict the maintenance load using effective forecasting technique.
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 When planning the work order, the planner tracks the W.O. through various
statuses. He ensures that the W.O. has cleared all wait codes before the
work is established as “ready to schedule.” This will be followed by
determining the available maintenance labor capacity.
Work Order Status Codes
• Waiting Codes Total gross capacity
– Authorization
Total men x Total hours worked
– Planning
– Engineering + Overtime and/or contract labor
– Material minus
– Shutdown
Unscheduled emergencies……weekly average
• Work Codes
– Ready for Schedule +
– In process Absenteeism….. weekly average
– Completed
+
– Cancelled
Allotment for preventive maintenance
+
Allotment for standing or routine work …..use weekly average

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Basic Levels of Planning Process/Planning Horizon/
 Long-rang planning: It covers a period of 3 to 5 years and sets
plans for future activities and long-range improvement.
 Medium-range planning: It covers a period of 1 month to 1
year. It provide details of major overhauls, construction jobs,
preventive maintenance plans, and plant shutdowns. It
specify how the maintenance workers will operate; balances
the need for staffing over the period covered; estimates
required spare parts and material acquisition.
 Short-rang planning: It covers a period of 1 day to 1 week. It
focuses on the determination of all the elements required to
perform maintenance tasks in advance.
Long and Medium-Range Planning needs to utilize the
following:
 Sound forecasting techniques to estimate the maintenance load.
 Reliable job standards times to estimate staffing requirements.
 Aggregate planning tools such as linear programming to determine
resource requirements.
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Maintenance Scheduling
 Is the process by which jobs are matched with resources and sequenced
to be executed at a certain points in time to minimize interruption to
operations and production.
 Scheduling deals with the specific time and phasing of planned jobs
together with the orders to perform the work, monitoring the work,
controlling it, and reporting on job progress.
 Successful planning needs a feedback from scheduling.

Reliable Schedule Must Take Into Consideration:

 A job priority ranking reflecting the urgency and criticality of the job.
 The availability of all materials needed for the work order in the plant
(If not, the work order should not be scheduled.)
 The production master schedule and close coordination with operation.
 Realistic estimates and what is likely to happen rather than what the
scheduler desires.
 Flexibility should be built in the schedule. The scheduler must realize that
flexibility is needed and especially in maintenance. The schedule is often
revised and updated.

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Maintenance Schedule Horizon
Long-range (Master) schedule
 Itcovers a period of 3 months to 1 year.
 Based on existing maintenance work orders (blanket work
order, backlog, PM, anticipated EM).
 Balancing long-term demand for maintenance work with
available resources.
 Spare parts and material could be identified and ordered in
advance.
 Subject to revision and updating to reflect changes in the
plans and maintenance work.

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Weekly schedule
 Generated from the master schedule.
 Takes into account current operations schedules and economic
considerations.
 Allow 10% to 15% of the workforce to be available for emergency
work.
 The schedule prepared for the current week and the following one in
order to consider the available backlog.
 The work orders scheduled in this week are sequenced based in
priority.
 CPM and integer programming techniques can be used to generate a
schedule.
 In most small and medium sized companies, scheduling is performed
based on heuristic rules and experience.
Daily Schedule
 Generated from weekly schedule and is usually prepared the day
before.
 Prepared the day before.
 This schedule is frequently interrupted to perform emergency
maintenance.
 The established priorities are used to schedule the jobs.
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Requirements for effective scheduling:
 Written work orders that are derived from a well-conceived
planning process. The work orders should explain precisely the
work to be done, the methods to be followed, the crafts needed,
spare parts needed and priority.
 Time standards that are based on work measurement techniques
 Information about craft availability for each shift.
 Stocks of spare parts and information on restocking.
 Information on the availability of special equipment and tools
necessary for maintenance work.
 Access to the plant production schedule and knowledge about
when the facilities will be available for service without
interrupting production schedule.
 Well-defined priorities for the maintenance work. These
priorities must be developed through close coordination
between maintenance and production.
 Information about jobs already scheduled that are behind the
schedule (backlog).

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Scheduling Procedures
 Sort backlog work orders by crafts.
 Arrange orders by priority.
 Compile a list of completed and carry over jobs.
 Consider job duration, location, travel distance, and the
possibility of combining jobs in the same area.
 Schedule multi-craft jobs to start at the beginning of every shift.
 Issue a daily schedule (not for shutdown maintenance).
 Authorize a supervisor to make work assignments (dispatching).

Maintenance Job Priority System

 Priorities are established to ensure that the most critical work is
scheduled first.
 It is developed under coordination with operations staff.
 It should be dynamic and must be updated periodically to reflect
changes in operation and maintenance strategies.
 Priority systems typically include three to ten levels of priority.
Most organizations adopt four or three level priorities.
 No backlog is allowed for grade 1 work. (Rule of Thumb)

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Craft Backlog
 Good scheduling also means knowing the amount of work still
to be performed by each craft-----craft backlog.
 Accurate backlogs involve the open work orders that are ready
to schedule, not work that is waiting on something before it
can be scheduled.
 To properly manage the workforce, it is necessary to trend
backlog over a time period. This helps to identify developing
problems and to evaluate attempted solutions.
 Maintenance staffing levels should be determined by craft
backlogs:

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 Prioritization Model

Priority Time frame work Type of work

Code Name should start
1 Emergency Work should start Work that has an immediate effect on
immediately safety, environment, quality, or will
shut down the operation.
2 Urgent Work should start within 24 Work that is likely to have an impact on
hours safety, environment, quality, or shut
down the operation.
3 Normal Work should start within 48 Work that is likely to impact the
hours production within a week.
4 Scheduled As scheduled Preventive maintenance and routine. All
programmed work.
5 Postponable Work should start when Work that does not have an immediate
resources are available impact on safety, health,
or at shutdown period environment, or the production
operations.
Defect Severity Time on Backlog Work Order Type

5 – Priority 1 (Most Severe) 4 – Greater than 120 Days 10 - Emergency

4 – Priority 2 3 – Greater than 90 Days 9 – Quality Compliance

3 – Priority 3 2 – Greater than 60 Days 8 – Results of PdM Inspection

4 – Priority 4 1 – Less than 60 Days 7 – Preventive Maintenance Inspections

1 – Priority 5 (Least Severe) 6 – Working Conditions/Safety

5 – Planned Work Outage

4 – Normal Maintenance

3 – Projects and Experiments

2 – Cost Reductions

1 – Spares Equipment
Scheduling Techniques
The objective of the scheduling techniques is to construct a time
chart showing:
 The start and finish for each job.
 The interdependencies among jobs.
 The critical jobs that require special attention and effective
monitoring.

Such techniques are:

 Modified Gantt chart

 Critical Path Method (CPM)

 Program Evaluation and Review Technique (PERT)

 Integer and stochastic programming

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