Maintenance Planning and Scheduling Handbook

by Palmer, Richard (Doc)

• ISBN13: 9780071457668
• ISBN10: 0071457666
• Edition: 2nd
• Format: Hardcover
• Copyright: 2005-12-14
• Publisher: McGraw-Hill Professional

Summary

Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling strategies and techniques that will take any maintenance organization to the next level of performance.

Author Biography

Richard D. Palmer (Neptune Beach, FL) is currently Program Manager for three power stations in Florida. He is responsible for the overhaul of the planning and scheduling of plant and equipment in his stations which led to a drastic increase in the process effectiveness and decrease in cost. He has 23 years of industrial experience, twelve directly in a maintenance role.

Table of Contents

Foreword	xix
Preface	xxi
Preface to First Edition	xxiii
Acknowledgments	xxix
Prologue: A Day in the Life---May 10, 2010	xxxi
The Benefit of Planning	1	(26)
Company Vision	1	(2)
Why Improvement Is Needed in Maintenance	3	(1)
What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools)	4	(5)
How Much Will Planning Help?	9	(10)
The practical result of planning: freed-up technicians	9	(3)
``World class'' wrench time	12	(1)
The specific benefit of planning calculated	13	(2)
Why does this opportunity exist?	15	(4)
Quality and Productivity Effectiveness and Efficiency	19	(1)
Planning Mission	20	(1)
Frustration with Planning	21	(1)
Summary	22	(1)
Overview of the Chapters and Appendices	22	(5)
Planning Principles	27	(46)
The Planning Vision; The Mission	27	(2)
Principle 1: Separate Department	29	(4)
Illustrations	32	(1)
Principle 2: Focus on Future Work	33	(7)
Illustrations	39	(1)
Principle 3: Component Level Files	40	(7)
Illustrations	44	(2)
Caution on computerization	46	(1)
Principle 4: Estimates Based on Planner Expertise	47	(8)
Illustrations	53	(2)
Principle 5: Recognize the Skill of the Crafts	55	(9)
Illustrations	63	(1)
Principle 6: Measure Performance with Work Sampling	64	(6)
Illustrations	69	(1)
Summary	70	(3)
Scheduling Principles	73	(34)
Why Maintenance Does Not Assign Enough Work	73	(4)
Advance Scheduling Is an Allocation	77	(2)
Principle 1: Plan for Lowest Required Skill Level	79	(5)
Illustrations	82	(2)
Principle 2: Schedules and Job Priorities Are Important	84	(4)
Illustrations	85	(3)
Principle 3: Schedule from Forecast of Highest Skills Available	88	(5)
Illustrations	91	(2)
Principle 4: Schedule for Every Work Hour Available	93	(4)
Illustrations	96	(1)
Principle 5: Crew Leader Handles Current Day's Work	97	(3)
Illustrations	99	(1)
Principle 6: Measure Performance with Schedule Compliance	100	(4)
Illustrations	102	(2)
Summary	104	(3)
What Makes the Difference and Pulls It All Together	107	(14)
Proactive versus Reactive Maintenance	108	(4)
Extensive versus Minimum Maintenance	112	(1)
Communication and Management Support	113	(2)
One Plant's Performance (Example of Actual Success)	115	(2)
Desired Level of Effectiveness	117	(2)
Summary	119	(2)
Basic Planning	121	(62)
A Day in the Life of a Maintenance Planner	121	(3)
Work Order System	124	(4)
Planning Process	128	(2)
Work Order Form	130	(3)
Coding Work Orders	133	(4)
Using and Making a Component Level File	137	(1)
Scoping a Job	138	(5)
Troubleshooting	139	(2)
Performance testing or engineering	141	(1)
Illustrations	142	(1)
Engineering Assistance or Reassignment	143	(1)
Developing Planned Level of Detail, Sketching and Drawing	144	(5)
Attachments	147	(1)
English 101	148	(1)
Craft Skill Level	149	(4)
Estimating Work Hours and Job Duration	153	(4)
Parts	157	(8)
Equipment parts list	159	(1)
Purchasing	160	(2)
Storeroom, reserving, and staging	162	(3)
Special Tools	165	(2)
Job Safety	167	(1)
Confined space	167	(1)
Material safety data sheets	167	(1)
Estimating Job Cost	168	(4)
Contracting Out Work	172	(2)
Insulation	172	(1)
Other contracted out work	173	(1)
Closing and Filing Feedback after Job Execution	174	(5)
Summary	179	(4)
Advance Scheduling	183	(58)
Weekly Scheduling	183	(32)
Forecasting work hours	184	(7)
Sorting work orders	191	(10)
Allocating work orders	201	(14)
Formal Weekly Schedule Meeting	215	(2)
Staging Parts and Tools	217	(9)
What to stage	219	(2)
Where to stage	221	(3)
Who should stage	224	(1)
The process of staging	224	(2)
Outage Scheduling	226	(9)
Planning work orders for outages	229	(1)
Key concepts in scheduling for outages	229	(6)
Quotas, Benchmarks, and Standards Addressed	235	(3)
Summary	238	(3)
Daily Scheduling and Supervision	241	(20)
A Day in the Life of a Maintenance Supervisor	241	(5)
Assigning Names	246	(8)
Coordinating with the Operations Group	254	(2)
Handing Out Work Orders	256	(3)
During Each Day	259	(1)
Summary	260	(1)
Forms and Resources Overview	261	(22)
Forms	262	(4)
Resources	266	(14)
Component level files---minifiles	266	(3)
Equipment History Files (Including system files and minifiles)	269	(3)
Technical Files	272	(1)
Attachment files	273	(1)
Vendor Files	274	(1)
Equipment parts lists	274	(1)
Standard plans	274	(4)
Lube oil manual	278	(1)
MSDS	278	(1)
Plant schematics	278	(2)
Rotating or critical spares program	280	(1)
Security of Files	280	(1)
Summary	281	(2)
The Computer in Maintenance	283	(30)
A Day in the Life of a Maintenance Planner (Using a CMMS)	284	(6)
What Type of Computerization	290	(2)
Software already in use	290	(1)
Single user or larger network	291	(1)
Creating versus purchasing a commercial CMMS	291	(1)
Benefits with the CMMS	292	(6)
Standardizing work processes	293	(1)
Inventory control	293	(1)
Information for metrics and reports	294	(1)
Finding work orders	295	(1)
Linking information to equipment	296	(1)
Common database	296	(1)
Scheduling	297	(1)
PM generation	297	(1)
Problem diagnosis and root cause analysis support	298	(1)
Cautions with the CMMS	298	(7)
Faulty processes	298	(1)
Reliability and speed	299	(1)
Backup system	300	(1)
Cost assignment	300	(1)
Employee evaluations	300	(1)
Goldfish bowl	301	(1)
Unnecessary metrics	301	(1)
Eliminate paper?	301	(1)
Jack of all trades, master of none	302	(1)
Artificial intelligence	303	(1)
Templates	303	(1)
User friendly	304	(1)
Cost and logistics	304	(1)
Selection of a CMMS	305	(3)
Team	305	(1)
Process	306	(2)
Specific Planning Advice to Go Along with a CMMS	308	(2)
Advanced Helpful Features for Planning and Scheduling	310	(1)
Summary	311	(2)
Consideration of Preventive Maintenance, Predictive Maintenance, and Project Work	313	(10)
Preventive Maintenance and Planning	313	(6)
Predictive Maintenance and Planning	319	(1)
Project Work and Planning	320	(3)
Control	323	(18)
Organization Theory 101: The Restaurant Story	323	(3)
Selection and Training of Planners	326	(3)
Indicators	329	(9)
Planned coverage	330	(1)
Proactive versus reactive	330	(1)
Reactive work hours	331	(1)
Work type	331	(1)
Schedule forecast	332	(1)
Schedule compliance	333	(2)
Wrench time	335	(1)
Minifiles made	336	(1)
Backlog work orders	336	(1)
Work orders completed	337	(1)
Backlog work hours	338	(1)
Summary	338	(3)
Conclusion: Start Planning	341	(4)
Epilogue: An Alternative Day in the Life--May 10, 2010	345	(6)
Bill, Mechanic at Delta Ray, Inc.	345	(2)
Sue, Supervisor at Zebra, Inc.	347	(1)
Juan, Welder at Alpha X, Inc.	348	(1)
Jack, Planner at Johnson Industries, Inc.	349	(2)
Appendix A. Planning Is Just One Tool; What Are the Other Tools Needed?	351	(54)
Work Order System	355	(5)
Equipment Data and History	360	(2)
Leadership, Management, Communication, Teamwork (Incentive Programs)	362	(7)
Qualified Personnel	369	(11)
Classification	371	(1)
Hiring	372	(1)
Training	372	(8)
Shops, Tool Rooms, and Tools	380	(2)
Storeroom and Rotating Spares	382	(4)
Reliability Maintenance	386	(10)
Preventive maintenance	387	(3)
Predictive maintenance	390	(3)
Project maintenance	393	(3)
Improved Work Processes	396	(1)
Maintenance Metrics	397	(6)
Summary	403	(2)
Appendix B. The People Side of Planning	405	(14)
The People Rules of Planning	406	(11)
Rule 1: The planning program is not trying to give away the plant's work to contractors	406	(1)
Rule 2: Planners cannot plan the perfect job	407	(1)
Rule 3: Planning is not designed to take the brains out of the technicians	408	(1)
Rule 4: The technicians own the job after the supervisor assigns it to them	408	(1)
Rule 5: Planners cannot make the perfect time estimate	408	(1)
Rule 6: Management cannot hold technicians accountable to time estimates for single jobs	409	(1)
Rule 7: Showing what is not correct is often as important as showing what is correct	410	(1)
Rule 8: Planners do not add value if they help jobs-in-progress	410	(1)
Rule 9: Everyone is an adult	411	(1)
Rule 10: Everyone should enjoy their work	412	(1)
Rule 11: Everyone should go home at the end of each day knowing if they have won or lost	413	(1)
Rule 12: Wrench time is not strictly under the control of the technicians	413	(1)
Rule 13: Schedule compliance Is not strictly under the control of the crew supervisors	414	(1)
Rule 14: It is better to train employees and lose them than to not train them and keep them	415	(1)
Rule 15: Modern maintenance needs to do less with less	416	(1)
Summary	417	(2)
Appendix C. What to Buy and Where	419	(6)
Minifile Folders	419	(1)
Minifile Labels	420	(1)
Miscellaneous Office Supplies	420	(1)
Equipment Tags	421	(1)
Wire to Hang Tags on Equipment	422	(1)
Deficiency Tags	423	(1)
Shop Ticket Holders	423	(1)
Open Shelf Files	423	(1)
CMMS	424	(1)
Appendix D. Sample Forms and Work Orders	425	(28)
Appendix E. Step-by-Step Overview of Planner Duties	453	(6)
Appendix F. Step-by-Step Overviews of Others' Duties	459	(6)
Maintenance Scheduler	459	(1)
Maintenance Planning Clerk	460	(1)
New work orders	460	(1)
After job execution	460	(1)
Other duties	460	(1)
Operations Coordinator	461	(1)
Maintenance Purchaser or Expediter	461	(1)
Crew Supervisor	462	(1)
Before job execution	462	(1)
During job execution	462	(1)
After job execution	462	(1)
Other duties	463	(1)
Planning Supervisor	463	(1)
Maintenance Manager	463	(1)
Maintenance Planning Project Manager	463	(1)
Maintenance Analyst	464	(1)
Appendix G. Sample Work Sampling (Wrench Time) Study: ``Ministudy''	465	(22)
Work Sampling Study of I&C Maintenance, October--December 1993. Final Report, March 25, 1994	465	(1)
Table of Contents	465	(1)
Executive Summary	466	(1)
Introduction	467	(1)
Category Definitions	468	(3)
Working	468	(1)
Waiting	469	(1)
Other	470	(1)
Unaccountable	471	(1)
Study Results	471	(9)
Collection of observation data	472	(1)
Analysis	473	(7)
Conclusions	480	(1)
Recommendations	481	(1)
Attachment A: Procedure for Measuring Work Force Productivity by Work Sampling	481	(4)
Attachment B: Work Sampling Calculations	485	(2)
Appendix H. Sample Work Sampling (Wrench Time) Study: Full-Blown Study	487	(74)
Work Sampling Study of Mechanical Maintenance, January--March 1993. Final Report, April 29, 1993	487	(1)
Table of Contents	488	(1)
Executive Summary	488	(1)
Introduction	489	(1)
Category Definitions	490	(4)
Study Results	494	(67)
Collection of Observation Data	494	(1)
Analysis	495	(22)
Time	517	(36)
Conclusions	553	(1)
Recommendations	554	(1)
Attachment A: Procedure for measuring workforce productivity by work sampling	555	(2)
Attachment B: Work sampling calculations	557	(4)
Appendix I. Special Factors Affecting Productivity	561	(34)
Wrench Time in Exceptional Crafts and Plants	561	(1)
Blanket Work Orders	562	(1)
Empowering versus Scheduling	563	(6)
Definitions and details	564	(1)
Empowered to do what?	565	(2)
Proper empowered responsibility between planning and crew supervision	567	(1)
The result of proper empowerment	568	(1)
Schedule Compliance	569	(15)
Major causes	572	(1)
Overloaded schedule	573	(1)
Crew not making it	574	(1)
Schedule breakers	575	(4)
Low producing crews	579	(5)
Priority Systems	584	(10)
Major causes	585	(2)
Choice	587	(1)
No priority system in reality	588	(1)
Gaming the priority system	589	(5)
Summary	594	(1)
Appendix J. Work Order System and Codes	595	(48)
Company Work Order System Manual	595	(1)
Table of Contents	595	(1)
Introduction	596	(1)
Work Flow	597	(1)
Work Order Form and Required Fields	597	(5)
CMMS Instructions for Plant-Wide Use	602	(1)
Codes	602	(37)
Priority	602	(2)
Status	604	(1)
Department and crew	605	(1)
Work type	606	(2)
How found	608	(1)
Plan type	609	(1)
Outage	610	(1)
Plant and unit	611	(1)
Equipment group and system	612	(20)
Equipment type	632	(3)
Problem class, problem mode, problem cause, action taken	635	(4)
Work Order Numbering System	639	(2)
Current numbering system	639	(1)
Previous numbering systems	640	(1)
Notes	640	(1)
Manual Distribution	641	(2)
Appendix K. Equipment Schematics and Tagging	643	(8)
Equipment Tag Numbers	644	(4)
Equipment Tag Creation and Placement	648	(2)
Summary	650	(1)
Appendix L. Computerized Maintenance Management Systems	651	(32)
Planning Principles versus Using a CMMS	651	(1)
Helpful Features for Planning and Scheduling	652	(6)
User friendly	652	(2)
Speed is everything	654	(1)
Reliability is second	655	(1)
Inventory help	655	(1)
Is this a modification? Rework? Call out?	655	(1)
Deficiency tag	656	(1)
Outage and clearance versus status	656	(1)
Priority	657	(1)
How found	657	(1)
Attachment or link	657	(1)
Equipment module	657	(1)
Types of Projects	658	(1)
Patches	658	(1)
Upgrades	658	(1)
Changing systems	659	(1)
New systems	659	(1)
Big Glitches in Real Systems	659	(2)
Death March Projects	661	(3)
What they are	661	(1)
Why they happen	662	(1)
Key points to survival	663	(1)
Planning a CMMS Project	664	(1)
Work Request for a CMMS	665	(1)
Planning for a CMMS	665	(16)
Staffing	667	(1)
Scope	667	(2)
Project plan	669	(1)
Parts	670	(1)
Special tools	671	(4)
Procedure	675	(5)
Estimated job cost	680	(1)
Ongoing Support	681	(1)
Perspective	681	(1)
Meeting to Review Screen Design	681	(2)
Appendix M. Setting Up and Supporting a Planning Group	683	(62)
Setting Up a Planning Group in a Traditional Maintenance Organization for the First Time	683	(13)
Organization and interfaces	686	(2)
Planners	688	(6)
Workspace layout	694	(1)
Management and control	695	(1)
Redirecting or Fine-Tuning an Existing Planning Group	696	(1)
Considerations	697	(3)
Older facilities versus newer facilities	698	(1)
Facilities under construction	698	(1)
Centralized versus area maintenance considerations	698	(1)
Traditional versus self-directed work teams	699	(1)
Aids and Barriers Overview	700	(3)
Major Areas of Planning Management	703	(14)
Organize-establish a planning group	703	(3)
Plan---plan enough jobs for one week	706	(4)
Schedule---schedule enough jobs for one week	710	(2)
Execute---execute scheduled jobs and give feedback	712	(2)
Ongoing---keep planning and scheduling ongoing	714	(3)
Key Aids and Barriers	717	(22)
Management support---sponsor a P&S system	717	(2)
Supervisor support---follow a P&S system	719	(2)
Technician support---follow a P&S system	721	(2)
Right planner---create positions and select the right planners	723	(2)
Planner training---have trained planners	725	(2)
Urgent breakdowns---utilizing P&S in a reactive environment	727	(1)
Technician interruptions---deal with planner distractions	728	(2)
Equipment tags---have tags on equipment	730	(2)
Files---have effective files	732	(1)
Purchasing---buy timely nonstock parts	733	(2)
Work order system---have an effective foundation	735	(1)
CMMS---have a helpful computer system	736	(3)
Special Circumstances	739	(5)
Improve existing planning---turn around an existing group	739	(2)
New plants or units---establish effective planning	741	(2)
Self-directed teams---use planning and scheduling	743	(1)
Summary	744	(1)
Appendix N. Example Formal Job Description for Planners	745	(2)
Maintenance Planner	745	(2)
Duties	745	(1)
Minimum qualifications	746	(1)
Appendix O. Example Training Tests	747	(8)
Maintenance Planning Test Number 1	747	(2)
Maintenance Planning Test Number 2	749	(2)
Maintenance Planning Test Number 3	751	(4)
Appendix P. Questions for Managers to Ask to Improve Maintenance Planning	755	(4)
Appendix Q. Contracting Out Work	759	(34)
Why Contract Out Work?	760	(4)
Problems with Contracting Out Work	764	(3)
Alternative Forms of Contracting Out Work	767	(4)
Contracting out all of maintenance and operations	767	(1)
Contracting out all of maintenance	768	(1)
Contracting out all the labor within maintenance	768	(1)
Contracting out lower skills	769	(1)
Contracting out unusual tasks or other tasks requiring special expertise	769	(1)
Contracting out to supplement labor	770	(1)
Increasing in-house maintenance management expertise	771	(1)
Arbitration Considerations for Contracting Out Work	771	(19)
Impact on employees	773	(6)
Work type and equipment	779	(4)
Reasonableness and extent justified by employer	783	(4)
Good faith	787	(3)
Summary	790	(3)
Appendix R. Concise Text of Missions, Principles, and Guidelines	793	(6)
Maintenance Planning Mission Statement	793	(1)
Maintenance Planning Principles	793	(1)
Maintenance Scheduling Principles	794	(1)
Guidelines for Deciding if Work is Proactive or Reactive	795	(1)
Guidelines for Deciding if Work is Extensive or Minimum Maintenance	795	(1)
Guidelines for Deciding Whether to Stage Parts or Tools	796	(1)
Guidelines for Craft Technicians to Provide Adequate Job Feedback	797	(2)
Glossary	799	(4)
Bibliography	803	(2)
Index	805