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PLANNING & SCHEDULINGPLANNING & SCHEDULINGPLANNING & SCHEDULINGPLANNING & SCHEDULING
Dr. Talal MandourahDr. Talal Mandourah
Key Element of Planning and Scheduling
Identification of Jobs to Be Planned
When the maintenance receives a work order,
it should time stamp and log the request.
It is impossible to plan and schedule 100
percent of all jobs requested However, the
intent should be to plan and schedule at least
80 percent of jobs.
THE PLANNING PROCESS
Estimating Labor Hours
Ensure that necessary parts and materials are
available
Scheduling Work
Planning Sheet for Larger Jobs
Measuring Effectiveness
Records Upkeep
Estimating Labor Hours An estimate of time to complete each job is essential before the
scheduling step can be taken. This estimate can be done via
any of the following methods:
A historical estimate for routine or similar jobs
An engineering estimate by which the job is broken into its
logical components
A so-called slotting technique, which involves the broad
classification of jobs into one of several slots, such as "2 to 4
hours.“
Engineered time standards, or standard data. Although
accurate, this method is difficult and expensive because so
much of it cannot be defined before it is done.
Providing Information
The planner is also responsible for or providing
information needed to accomplish the assigned task
as quickly and safely as possible.
Information may involve sketches, drawings,
instruction books, special safety instructions, and
special tools
Then approved equipment shutdown and tag-out
procedures should be provided with the work order,
and required special safety locks should be listed.
Parts and Materials Needed
One way to increase the effectiveness of the
maintenance organization is to pre-kit the
necessary parts, supplies, special tools, drawings,
and other items.
This involves gathering in the maintenance
storeroom all necessary items for doing the job
before it is released.
Scheduling Sheet
Basic Pigeon Hole Design
Sample Schedule – Gantt Chart
Critical Path MethodThe critical path is indicated by the dotted line.
The beginning of each arrow represents the time when work begins on that element, and the arrow's point represents the time when this element is completed.
The number located above the arrow represents the number of days or hours needed to complete this element.
The arrow points to a circle, or node, inside of which is a number that identifies the
next element. Below each node are two numbers. For example, below node No. 9 are the numbers 4 and 10. The left-hand number, 4, indicates the earliest starting day for this element. The right-hand number, 10, means that this element must be completed by the tenth day. The number 20 is above the arrow. These three numbers taken together mean that this particular element of the job can be started as early as the fourth day, must be completed by the tenth day, and will require 20 hours of work. Elements outside the critical path depend on elements within the path, but there is much more flexibility in scheduling them. Probably, this particular job would not be placed on a critical path, but it serves as a way of illustrating the CPM technique.
Critical Path Method
REVIEW OF WORK Measuring Effectiveness: Comparison with what had been
planned and scheduled reveals how effective ongoing
activities are.
Records Upkeep: Not only should routine accounting
information be collected, but also important information
regarding job times, methods, parts, materials, skill needs,
estimating and scheduling, standards for job planning and
estimating, equipment histories, new technology files,
energy planning factors, training profiles, and other data
relating to the unique needs of the organization.
13
SELECTING THE PLANNER AND SCHEDULER
Ideally, the planner should be:
Good craft skills, meaning the individual merits the
respect of workers who must perform the work.
• Good verbal, computer, and written communication
skills.
• Good administrative skills, meaning the person is
able to handle paperwork with ease.
• Good design comprehension and sketching ability.
• Good understanding of priorities, work orders, and
schedules.
SELECTING THE PLANNER AND SCHEDULER
Some of the factors that help identify good
schedulers include:
• Ability to solve abstract problems.
• Ability to integrate maintenance schedules with
production and operations requirements.
• Good verbal, computer, and communication
skills.
• Understanding the relationships between the
crafts.