11- 8 steps to success in maintenance planning and scheduling.pdf

Eight Steps to Success in Maintenance Planning and Scheduling

Workshop Objectives • Provide each attendee with an understanding of the proactive maintenance planning and scheduling approach • Provide a training program that is educational, exciting, and informative • Provide a training environment that is conducive for training • Give you knowledge to take back and apply

Expectations? Why are you here? What are your expectations from this class?

Rewards • For contributions that add value to the class, you will receive one of my books “Planning and Scheduling Made Simple” 3rd Edition • I have 10 of these books with me and will not leave this class without all 10 being given out • In addition, the group who adds the most value to this session will receive a book for each person

Questions

Ask your questions, do not hold back

Poll 1. How many people have effective Maintenance Planning? 2. How many people kit or stage parts before Scheduling? Utilization Survey – Crane Crew

Break Into Groups • 3-5 people each • If you know each other great, if not that’s ok

Each Group – 1st Tasking 1. Identify where work comes from for a Maintenance Planner to use 2. Does a Planner become involved in emergency work? 3. Does a Planner assist with maintenance work?

Maintenance Planning • Identifying the parts, tools, procedures, and standards/ specifications required for effective maintenance work, increasing wrench time.

• Planning is key to the success of Precision Maintenance

Planning and Scheduling These are two different functions that are dependent on each other.

Maintenance Scheduling • Scheduling of maintenance, operations, contractors, engineering, and safety personnel to be in the right place at the right time for the right work synchronized together that is intended to minimize interruption to operations and production. • Performing the right work at the right time.

Maintenance Issues • Most maintenance staff only perform 2-4 hours of actual maintenance a day – Effective direct work is low – Caused by lack of effective planning – Caused by lack of effective scheduling

• 70-80% of equipment failures are human-induced – – – –

Not knowing specifications Not having the right part at the right time Improperly handling and installing bearings (parts) No repeatable, effective PM, Corrective, Lube Procedures

Personal Exercise • Identify which of the previous issues best describes the current state of your organization

A Few Known Facts • Schedule Compliance – 80-90% • Percent of Planned Work – 90%

• PM Execution – 15% • Results from PM Execution – 15% • PdM Execution – 15%

• Results from PdM Execution – 35% • Wrench Time (typical company) – 18-30% • Wrench Time (World Class company) – 55% + • Maintenance Cost (reactive company) – 19% / RAV • Maintenance Cost (World Class company) – 1.7% / RAV

Without proper PM/PdM, Proactive Work is not achievable.

Need a Volunteer Please describe the process I just described to the class

What Is a Failure? There are two types of failures: • “A functional failure is the inability of an item (or the equipment containing it) to meet a specified performance standard.” • “A potential failure is an identifiable physical condition which indicates a functional failure is imminent.” - F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense Report Number AD-A066-579, December 1978

How would you define a failure? As a group

P-F Curve

Proactive Planning and Scheduling

Need One Group to Volunteer Define the process that was described in the last slide using PM vs. PdM – 10 minutes and then let’s have it.

Where Do You Start?

Step 1: Identify External Distracters • Poor spare parts and inventory controls • Conflicting ideas of what “planning” is • Planners taken off job, put on tools, or involved in daily activities (parts chaser, facilitating daily work) • Maintenance and Production not acting as a team • No planning process, unclear expectations, unclear roles and responsibilities • Maintenance leadership not following the plan • Emergency/urgent work too high • Lack of discipline • CULTURE CHANGE

Group Exercise • What distractors do you, as a group, see in your organizations?

Step 2: Educate the Team “Coaching is not just for Planners Anymore”

• Plant/Operations Leadership • Frontline Operations Leadership • Maintenance and Reliability Leadership (all levels) • Planners • Maintenance Personnel • Operators

Tool Box Talk - Education

Group Exercise • Develop a short training plan for your Leadership and then let’s use your plan in a simulation.

Only 2 groups will be selected

Step 3: Develop RACI Chart for Maintenance Planning

Step 4: Develop Guiding Principles for Planning • The planners focus on future work and maintain at least two weeks of work backlog that is planned, approved, and ready to schedule/execute • Planners do not chase parts for jobs in progress • Supervisors and crew leads handle the current day’s work and problems - coordination • Scheduling does not occur until parts are kitted • We will maintain a stable/non-fluid Criticality Index • We will improve wrench time through cooperation with everyone

Wrench Time? • What is wrench time? • How will it increase my maintenance effectiveness? • How do you conduct a Wrench Time Study?

(Indirect Time)

Step 5: Define the Planning Process

Group Exercise • Develop a Process Map for Work Identification that is used for Maintenance Planning Only

Step 6: Prioritize Work to Be Planned Intercept Ranking

Step 7: Develop Effective/Repeatable Procedures • • • •

Repeatable Process Capture Knowledge Train New Employees Reduce Human-Induced Failures

Group Exercise • Develop a procedure using the techniques shown in this workshop for a PM on a 20 HP AC Induction Motor

Knowing Where You Are

Would You Like to Know Where You Are?

You cannot improve something you do not measure.

Step 8: Measure Effectiveness • % of Work Orders Planned (Trending Up) • % of Planned Work (90%) – Proactive (90%) – Reactive (2%) – Requires No Planning (8%)

• % of Work Orders with Estimated to Actual Labor Hours (+/- 10%) • Backlog - measured in labor hours by week – Ready to Schedule (2-4 Weeks) – Total Backlog (6-8 Weeks)

• % of WOs with Comments/Recommendations • PM Compliance (Critical Assets – 100%)

Individual Exercise • What 4 metrics would you use to measure effectiveness of Maintenance Planning and Scheduling?

Overview

Lay out your plan for when you return -

Keep it short and to the point Make it obtainable Make it measurable Ensure alignment is transparent

Questions? Ricky Smith, CMRP [email protected]