8 Steps for Successful Implementation of Maintenance Planning and Scheduling

This article about the successful maintenance planning and scheduling will help understand the proactive maintenance planning and scheduling approach.

Document will also help in providing a training program for maintenance teams that is educational, exciting, and informative.

The guidelines shall ensure the provision of a training environment that is conducive for training the maintenance workers.

Maintenance planning is the process of identifying the parts, tools, procedures, standards and specifications required for effective maintenance work, increasing wrench time.

In fact planning is key to the success of precision maintenance.

Planning and scheduling 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.

Proper scheduling helps in performing the right maintenance work at the right time.

Common Maintenance Issues

Most maintenance staff only perform 2-4 hours of actual maintenance a day which:

– 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

Some Known Facts about Maintenance Planning & Scheduling

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

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

The summary of 8 Steps for Planning

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

2. Educate the Team

Coaching is not just for Planners but also:

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

3. Develop RACI Chart for Maintenance Planning

Develop RACI Chart for Maintenance Planning

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

Maintain a stable/non-fluid Criticality Index

Improve wrench time through cooperation with everyone

5. Define the Planning Process

Define the Planning Process

6. Prioritize Work to Be Planned Intercept Ranking

Prioritize Work to Be Planned Intercept Ranking

7. Develop Effective/Repeatable Procedures

Repeatable Process

Capture Knowledge

Train New Employees

Reduce Human-Induced Failures

8. Measure Effectiveness

% of Work Orders Planned (Trending Up)

percent 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%)


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