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MAINTENANCE PLANNING AND MAINTENANCE PLANNING AND SCHEDULINGSCHEDULING
"SIMPLE IDEAS""SIMPLE IDEAS"””
By: Ricky Smith CMRP
February 2012
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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
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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
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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
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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
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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
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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
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WHY DO YOU NEED PLANNING AND SCHEDULING?WHY DO YOU NEED PLANNING AND SCHEDULING?
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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
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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?
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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
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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
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PF Curve
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REQUIREMENTS OF PLANNING AND SCHEDULING REQUIREMENTS OF PLANNING AND SCHEDULING
“A PLANT TEAM EFFORT”“A PLANT TEAM EFFORT”
The TEAM
Critical
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THE PF CURVE – OBJECTIVE: THE PF CURVE – OBJECTIVE: IDENTIFY “P” AS EARLY AS POSSIBLEIDENTIFY “P” AS EARLY AS POSSIBLE
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THE I-PF CURVE – OBJECTIVE:
To Eliminate Causes of Failures at Point “I”
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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
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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
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MAKING IMPROVEMENTS IN MAKING IMPROVEMENTS IN PLANNING AND SCHEDULINGPLANNING AND SCHEDULING
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IDENTIFYING ROLES AND RESPONSIBILITIESIDENTIFYING ROLES AND RESPONSIBILITIES
Critical
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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
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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.
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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
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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
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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
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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
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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
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PLANNINGPLANNING
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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
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A PLACE FOR EVERYTHING? A PLACE FOR EVERYTHING?
EVERYTHING IN ITS PLACE?EVERYTHING IN ITS PLACE?
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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
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WHERE DO YOU START?WHERE DO YOU START?
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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
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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:
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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:
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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:
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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:
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QUESTIONS?QUESTIONS? RSMITH@GPALLIED.COM
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