Maintenance Planning and Scheduling Best Demonstrated Practices

Maintenance Planning and Scheduling Best Demonstrated Practices

 

Maintenance Planning and Scheduling enables proactive maintenance through increased wrench-time” resulting in optimal production process reliability at optimal cost.

 

            World Class Wrenchtime is 55-65% (wrenchtime - "hands on tool time

Maintenance Planning Process:

Identifying the parts, tools, procedures, and standards and specifications required for effective maintenance work, increasing wrench time. On the I-PF Curve a critical element of Precision Maintenance is Maintenance Planning. 

Maintenance Scheduling Process:

Scheduling of maintenance, operations, contractors, engineering, and safety personnel to be in the right place at the right time for the right work synchronized intended to minimize interruption to operations/production resulting in performing the “right work at the right time.

Maintenance Planning and Scheduling Issues:

> CMMS/EAM not set up to effectively manage Asset Reliability   

> ISO 14224 standard was not applied to optimize how Maintenance and Reliability should be disseminated   

> Most maintenance staff actually work 2-4 hours a day resulting in effective Direct work is low   

> Lack of effective Planning   > Lack of effective Scheduling  

> 70-80 % of equipment failures are Human-INDUCED   

> Maintenance Personnel 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

Measuring Maintenance Planning and Scheduling with "Leading and Lagging" KPIs is critical to any and all organizations who expect results from this process which is "increased wrenchtime and a reduction in production maintenance interruptions".  Leading KPIs lead to the results and Lagging KPIs are the results.

 Objective of Maintenance Planning and Scheduling:  

“To ensure the right work is executed at the right time to specifications” resulting in optimal wrench-time” Maintenance Planning and Scheduling Processes are dependent on each other.

Planning and Scheduling Guiding Principles

Maintenance Planners focus on Future Work only, todays issues are handled by Maintenance Supervisor or Lead Person,All work “Scheduled” which require parts / material are kitted in a secure area

All Planned and Scheduled work is tracked through status codes, see “Status Codes” below:

 > RTS – Ready to Schedule (parts kitted and staged/secure)    

> AP – Awaiting Parts    

> AWP – Awaiting Production

All Work Scheduled one week in advance, typically scheduling meeting is held on Thursday for the following week with Production, Maintenance, and others as required (ie. Contractors, Safety)

 

Leading and Lagging KPIs are used to manage the Planning, Scheduling, and Work Execution Process.

The Author: Ricky Smith CMRP, CMRT, CRL Ricky Smith CMRP, CMRT, CRL

About:

To all my friends, The Maintenance Community on Slack is an incredible free space where over 1,500 maintenance and reliability professionals like myself share real life experiences with each other  

To join us, sign up here: https://upkeep.typeform.com/to/icC8EKPT