Planning And Scheduling Proactively

MAINTENANCE PLANNING AND MAINTENANCE PLANNING AND SCHEDULINGSCHEDULING

"SIMPLE IDEAS""SIMPLE IDEAS"””

By: Ricky Smith CMRP

February 2012

GPAllied.com Copyright 2012

HOW MANY BELIEVE IN PROACTIVE HOW MANY BELIEVE IN PROACTIVE PLANNING AND PROACTIVE SCHEDULING?PLANNING AND PROACTIVE SCHEDULING?

How good are you currently?How good are you currently?- What is your current Wrench Time?- What is your current Wrench Time?

- 20%- 20%- 40%- 40%

How many believe Proactive Planning and Scheduling can work in your plant?

Critical


CURRENTLY, HOW DO YOU MEASURE EFFECTIVENESS?CURRENTLY, HOW DO YOU MEASURE EFFECTIVENESS?

• Preventive Maintenance• Maintenance Planning• Maintenance Scheduling• Maintenance Execution• Equipment Reliability

MTBF, EM vs PM Labor Hrs% of Planned Work

MTBF, Capacity

MTBF, Rework, Cap

MTBF, MTBR, CapCritical


PLANNING’S GOAL: PLANNING’S GOAL: Identifying the parts, tools, procedures, and Identifying the parts, tools, procedures, and

standards/specifications required for effective maintenance standards/specifications required for effective maintenance work, increasing wrench time.work, increasing wrench time.

“Planning is key to the success of Precision Maintenance”

Critical


4-WAY PRIORITIZATION MODEL4-WAY PRIORITIZATION MODELAsset Criticality Defect Severity Time on Backlog Work Order Type

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

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

1 – Lowest Criticality 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

Critical


YOU YOU MUSTMUST HAVE AN EFFECTIVE PLAN HAVE AN EFFECTIVE PLAN

-Must have:- Repeatable Effective Procedure- Tools Identified- Parts identified and order or reserved in stores- Parts must be kitted at least 2 weeks out- Standards and Specifications Know- Safety / Environment Hazards ID and Risk Assessed- Coordination identified- etc.

-% of Planned Work (90% Plus)

Critical


SCHEDULING GOAL: SCHEDULING GOAL: Scheduling maintenance personnel at the right time to Scheduling maintenance personnel at the right time to

minimize interruption to operations and productionminimize interruption to operations and production

“Performing the right work at the right time”

Critical


WHY DO YOU NEED PLANNING AND SCHEDULING?WHY DO YOU NEED PLANNING AND SCHEDULING?


TRADITIONAL MAINTENANCETRADITIONAL MAINTENANCE

NOTIFICATION FIX

COMPLETE

INFORMATION PARTS

TOOLS

ENGINEERINGFILE CABINET

TOOL BOX“JOE”

SUPERVISORPRODUCTION

WAREHOUSEVENDOR

FABRICATEIDENTIFY

TESTCLEAN

DISASSEMBLEMEASURE

PLAN

GENERAL PURPOSESPECIAL PURPOSE

PERSONALTOOL CRIB

CONTRACTOR

EVENT

TIME

MECHANIC

ASSESSJOB


DO NOT FIX WHAT IS NOT BROKEDO NOT FIX WHAT IS NOT BROKE!!

• What is your current Wrench Time?

• Do you see the same failures over and over?


MAINTENANCE ISSUESMAINTENANCE ISSUES

• Most maintenance staff actually work 2-4 hours a day Most maintenance staff actually work 2-4 hours a day

- Effective Direct work is low

– Lack of effective Planning– Lack of effective Scheduling

• 70-80 % of equipment failures are Human-INDUCED70-80 % of equipment failures are Human-INDUCED

– Not using a Torque WrenchNot using a Torque Wrench

– Not knowing specificationsNot knowing specifications– Not having the right part at the right timeNot having the right part at the right time– Improperly handling and installing bearingsImproperly handling and installing bearings– No Repeatable, Effective PM, Corrective, Lube ProceduresNo Repeatable, Effective PM, Corrective, Lube Procedures


A FEW KNOWN FACTSA FEW KNOWN FACTS

• PM Execution – 15%• Results from PM Execution – 15%• PdM Execution – 15%• Results from PdM – 35%• Wrench Time typical company – 18-30%• World Class Company – 55% +• Maintenance Cost (Reactive) 19%/RAV• Maintenance Cost (World Class) 1.7% RAV




PF Curve




REQUIREMENTS OF PLANNING AND SCHEDULING REQUIREMENTS OF PLANNING AND SCHEDULING

“A PLANT TEAM EFFORT”“A PLANT TEAM EFFORT”

The TEAM

Critical


THE PF CURVE – OBJECTIVE: THE PF CURVE – OBJECTIVE: IDENTIFY “P” AS EARLY AS POSSIBLEIDENTIFY “P” AS EARLY AS POSSIBLE


THE I-PF CURVE – OBJECTIVE:

To Eliminate Causes of Failures at Point “I”


MAINTENANCE DELAYS AND LOSSESMAINTENANCE 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

Critical


HAVING A PLANNER IS NOT A SILVER BULLETHAVING A PLANNER IS NOT A SILVER BULLET

• Bureaucratic use of work orders• Clerk-type tasks crowd out value

added time• Poor spare parts and inventory

controls• Conflicting ideas of what planning is• Not enough time given to planning• 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 system, unclear expectations, unclear roles and responsibilities


MAKING IMPROVEMENTS IN MAKING IMPROVEMENTS IN PLANNING AND SCHEDULINGPLANNING AND SCHEDULING


IDENTIFYING ROLES AND RESPONSIBILITIESIDENTIFYING ROLES AND RESPONSIBILITIES

Critical


DEVELOP GUIDING PRINCIPLESDEVELOP GUIDING PRINCIPLES

Planner Scheduler Stores Manager

Maintenance

Supervisor

Production Supervisor

Insure Plan meets the intent of end users

Insure schedule can be obtained.

Insure parts are on time and placed in Kitted area

Notify planner on parts status

Insure resources are available to execute the plan to standard

Coordinate and Cooperate with Planner for Coordination of work

Critical


PLANNING AND SCHEDULING GUIDING PRINCIPLESPLANNING AND SCHEDULING GUIDING PRINCIPLES

Guiding Principles are principles an organization must follow in order to

be successful in any area where there may not be proper alignment.

Planning and scheduling will never be effective without the alignment of

Production, Maintenance, and Engineering.

Planning Guiding Principles• All “critical” work will have effective work procedures developed.• All PMs/PdMs (not regulatory) must address specific failure modes.

Scheduling Guiding Principles

• Planned Jobs must have all parts on site and kitted before being scheduled.

• Availability of equipment must be communicated to maintenance at least 7 days in advance.

• Perform an after-action review on any shutdown over 4 hours.


MANAGEMENT GUIDING PRINCIPLES

• Planners focus on work not yet started• Deliverable: one week of work backlog that is planned,

approved, and ready to execute • No crew work• No parts chasing for jobs in progress • Supervisors and crew leads handle the current day’s

work and problems


THE CHALLENGE OF SUSTAINING IMPROVEMENTS

• Two-thirds of improvement initiatives fail to meet expectations

• Only 3% report great results• Out of over 1000 are either trying or have tried to

implement Planning and Scheduling with only 3 are operating to standard.

“Are you up for a challenge?”

“The rewards are awesome!” AME survey of manufacturing


PLANNING AND SCHEDULING IMPROVEMENTSPLANNING AND SCHEDULING IMPROVEMENTS

• Understanding concepts is simple• Application is tough

– Tyranny of the urgent moment– Too much on the plate?– Combating one issue after another– Not making this a priority locally– Waiting for someone from above to force it to happen– Not giving the planner enough time


PLANNING AND SCHEDULING: BEST PRACTICESPLANNING AND SCHEDULING: BEST PRACTICES

• Planning function requires:– Effective Work Procedures– Backlog Measured– Work cannot be scheduled until planned and parts kitted

• Defined roles and responsibilities • Management framework with training, audits, and

metrics• Guiding Principles Defined


PLANNING AND SCHEDULING STANDARDSPLANNING AND SCHEDULING STANDARDS

• Hallmark of world class• Consciously developed, best

demonstrated practice• What they do:

– Enable consistency– Reduce variation– Provide basis for improvement– Enable accountability

Standardization is not

documentation

However, documentation

enables standardizatio

n


PLANNINGPLANNING


EFFICIENCY AND EFFECTIVENESS DEPEND ON:EFFICIENCY AND EFFECTIVENESS DEPEND ON:

• Scope• Specifications / Repeatable Procedures• Skills required • Specific safety hazards• Special tools and equipment• Estimated duration and crew size• Parts Kitted (Eyes on the Parts)• Getting real feedback • Identify potential waste / losses and eliminate • Metrics / KPIs


A PLACE FOR EVERYTHING? A PLACE FOR EVERYTHING?

EVERYTHING IN ITS PLACE?EVERYTHING IN ITS PLACE?


ORGANIZED FOR EFFICIENCYORGANIZED FOR EFFICIENCY

• Everything has an identified place where things are put back after use

• Everyone knows the system and follows it

• Finding tools and equipment is much faster

• People are more productive instead of spending so much time on non-value-added “looking” for what they need

Critical



WHERE DO YOU START?WHERE DO YOU START?


AS REACTIVITY IS REDUCED AS REACTIVITY IS REDUCED PLANNING PLANNING AND SCHEDULING WILL BECOME MORE AND SCHEDULING WILL BECOME MORE EFFICIENT AND EFFECTIVEEFFICIENT AND EFFECTIVE


REDUCE VARIATION IN PM COMPLIANCEREDUCE VARIATION IN PM COMPLIANCE“CRITICAL ASSETS ONLY”“CRITICAL ASSETS ONLY”

2 28 282 2 28

10% Rule of PM

30 Day PM = Due in 3 days

Step 1:


BREAK OUT YOUR CREW BREAK OUT YOUR CREW

• 20% of crew to emergencies• 20% to PMs• 20% to results from PM• 20% to Lubrication• 20% to Priority 2 – 3 work (backup for emergency crew)

EM -2 PM -2

PMR -2

Lube -2

Pri. 2 -2

Step 2:


FAILURE ELIMINATIONFAILURE ELIMINATION

• Measure Mean Time Between Failure (MTBF) (MTBF Users Guide)

• Measure EM vs PM Labor Hours

Post in the shopTalk to your maintenance techsAsk for suggestions

Critical

Step 3:


IDENTIFY SELF INDUCED FAILURESIDENTIFY SELF INDUCED FAILURES

• Identify and Post all Human Induced Failures• No judgment, solutions identified with your crew at end

of each week, 30 minute meeting

Variation is a Killer in any ProcessCritical

Step 4:


QUESTIONS?QUESTIONS? [email protected]

Join the Maintenance Phoenix Website www.maintenancephoenix.com

mailto:[email protected]

http://www.maintenancephoenix.com/

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Planning And Scheduling Proactively