Maintenance Planning and Scheduling

1 Maintenance Planning and Scheduling Handbook This page intentionally left blank Maintenance Planning and Scheduling Handbook Doc Palmer Second Edition McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright 2006 by Richard D. Palmer. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publica- tion may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-150155-X. The material in this eBook also appears in the print version of this title: 0-07-145766-6. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the bene- fit of the trademark owner, with no intention of infringement of the trademark.

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3 Your right to use the work may be terminated if you fail to comply with these terms. THE WORK IS PROVIDED AS IS. McGRAW-HILL AND ITS LICENSORS MAKE NO GUAR- ANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF. OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMA- TION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR. OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR. FITNESS FOR A PARTICULAR PURPOSE. McGraw-Hill and its licensors do not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free. Neither McGraw-Hill nor its licensors shall be liable to you or any- one else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom. McGraw-Hill has no responsibility for the content of any information accessed through the work.

4 Under no circumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages. This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise. DOI: Professional Want to learn more? We hope you enjoy this McGraw-Hill eBook! If you'd like more information about this book, its author, or related books and websites, please click here. To Jesus and Nancy This page intentionally left blank For more information about this title, click here Contents Foreword xix Preface xxi Preface to First Edition xxiii Acknowledgments xxix Prologue: A Day in the Life May 10, 2010 xxxi Chapter 1. The Bene t of Planning 1. Company Vision 1. Why Improvement Is Needed in Maintenance 3. What Planning Mainly Is and What It Is Mainly Not ( , Parts and Tools) 4.

5 How Much Will Planning Help? 9. The practical result of Planning : freed-up technicians 9. World class wrench time 12. The speci c bene t of Planning calculated 13. Why does this opportunity exist? 15. Quality and Productivity Effectiveness and Ef ciency 19. Planning Mission 20. Frustration with Planning 21. Summary 22. Overview of the Chapters and Appendices 22. Chapter 2. Planning Principles 27. The Planning Vision; The Mission 27. Principle 1: Separate Department 29. Illustrations 32. Principle 2: Focus on Future Work 33. Illustrations 39. Principle 3: Component Level Files 40. Illustrations 44. Caution on computerization 46. Principle 4: Estimates Based on planner Expertise 47. Illustrations 53. Principle 5: Recognize the Skill of the Crafts 55. Illustrations 63. vii viii Contents Principle 6: Measure Performance with Work Sampling 64. Illustrations 69. Summary 70. Chapter 3. Scheduling Principles 73. Why Maintenance Does Not Assign Enough Work 73.

6 Advance Scheduling Is an Allocation 77. Principle 1: Plan for Lowest Required Skill Level 79. Illustrations 82. Principle 2: Schedules and Job Priorities Are Important 84. Illustrations 85. Principle 3: Schedule from Forecast of Highest Skills Available 88. Illustrations 91. Principle 4: Schedule for Every Work Hour Available 93. Illustrations 96. Principle 5: Crew Leader Handles Current Day's Work 97. Illustrations 99. Principle 6: Measure Performance with Schedule Compliance 100. Illustrations 102. Summary 104. Chapter 4. What Makes the Difference and Pulls It All Together 107. Proactive versus Reactive Maintenance 108. Extensive versus Minimum Maintenance 112. Communication and Management Support 113. One Plant's Performance (Example of Actual Success) 115. Desired Level of Effectiveness 117. Summary 119. Chapter 5. Basic Planning 121. A Day in the Life of a Maintenance planner 121. Work Order System 124. Planning Process 128. Work Order Form 130.

7 Coding Work Orders 133. Using and Making a Component Level File 137. Scoping a Job 138. Troubleshooting 139. Performance testing or engineering 141. Illustrations 142. Engineering Assistance or Reassignment 143. Developing Planned Level of Detail, Sketching and Drawing 144. Attachments 147. English 101 148. Craft Skill Level 149. Estimating Work Hours and Job Duration 153. Parts 157. Contents ix Equipment parts list 159. Purchasing 160. Storeroom, reserving, and staging 162. Special Tools 165. Job Safety 167. Con ned space 167. Material safety data sheets 167. Estimating Job Cost 168. Contracting Out Work 172. Insulation 172. Other contracted out work 173. Closing and Filing Feedback after Job Execution 174. Summary 179. Chapter 6. Advance Scheduling 183. Weekly Scheduling 183. Forecasting work hours 184. Sorting work orders 191. Allocating work orders 201. Formal Weekly Schedule Meeting 215. Staging Parts and Tools 217. What to stage 219. Where to stage 221.

8 Who should stage 224. The process of staging 224. Outage Scheduling 226. Planning work orders for outages 229. Key concepts in Scheduling for outages 229. Quotas, Benchmarks, and Standards Addressed 235. Summary 238. Chapter 7. Daily Scheduling and Supervision 241. A Day in the Life of a Maintenance Supervisor 241. Assigning Names 246. Coordinating with the Operations Group 254. Handing Out Work Orders 256. During Each Day 259. Summary 260. Chapter 8. Forms and Resources Overview 261. Forms 262. Resources 266. Component level les mini les 266. Equipment History Files (Including system les and mini les) 269. Technical Files 272. Attachment les 273. Vendor Files 274. Equipment parts lists 274. Standard plans 274. x Contents Lube oil manual 278. MSDS 278. Plant schematics 278. Rotating or critical spares program 280. Security of Files 280. Summary 281. Chapter 9. The Computer in Maintenance 283. A Day in the Life of a Maintenance planner (Using a CMMS) 284.

9 What Type of Computerization 290. Software already in use 290. Single user or larger network 291. Creating versus purchasing a commercial CMMS 291. Bene ts with the CMMS 292. Standardizing work processes 293. Inventory control 293. Information for metrics and reports 294. Finding work orders 295. Linking information to equipment 296. Common database 296. Scheduling 297. PM generation 297. Problem diagnosis and root cause analysis support 298. Cautions with the CMMS 298. Faulty processes 298. Reliability and speed 299. Backup system 300. Cost assignment 300. Employee evaluations 300. Gold sh bowl 301. Unnecessary metrics 301. Eliminate paper? 301. Jack of all trades, master of none 302. Arti cial intelligence 303. Templates 303. User friendly 304. Cost and logistics 304. Selection of a CMMS 305. Team 305. Process 306. Speci c Planning Advice to Go Along with a CMMS 308. Advanced Helpful Features for Planning and Scheduling 310. Summary 311. Chapter 10.

10 Consideration of Preventive Maintenance , Predictive Maintenance , and Project Work 313. Preventive Maintenance and Planning 313. Predictive Maintenance and Planning 319. Project Work and Planning 320. Contents xi Chapter 11. Control 323. Organization Theory 101: The Restaurant Story 323. Selection and Training of Planners 326. Indicators 329. Planned coverage 330. Proactive versus reactive 330. Reactive work hours 331. Work type 331. Schedule forecast 332. Schedule compliance 333. Wrench time 335. Mini les made 336. Backlog work orders 336. Work orders completed 337. Backlog work hours 338. Summary 338. Chapter 12. Conclusion: Start Planning 341. Epilogue: An Alternative Day in the Life May 10, 2010 345. Bill, Mechanic at Delta Ray, Inc. 345. Sue, Supervisor at Zebra, Inc. 347. Juan, Welder at Alpha X, Inc. 348. Jack, planner at Johnson Industries, Inc. 349. Appendix A. Planning Is Just One Tool; What Are the Other Tools Needed? 351. Work Order System 355.