Now that you understand the guiding principles of maintenance planning and scheduling, let's take a look at how to implement them. Start-to-finish implementation can be viewed in six phases:. Ask questions, such as: How are work orders initiated? How do you prioritize work? Where do you access documents like technical drawings and equipment manuals?
How are materials acquired? Do you run a weekly schedule? How are planners getting feedback on their job plans? If you currently use planning and scheduling software, ask questions like: Is your CMMS set up to meet your needs? Can you tag work orders by their priority level? Can you track performance metrics like schedule compliance? The purpose of mapping your current processes is to highlight all the inefficiencies, making them the subject for discussion on how to improve them.
Many people consider planning to be a maintenance tool. While not solving all maintenance issues by itself, planning integrates with other elements and helps synchronize all aspects of maintenance. Let's take a look at some other tools that work together with maintenance planning and scheduling. Effective maintenance planning and scheduling revolves around prioritizing and organizing tasks so they are completed as efficiently as possible.
To do this, consider the following:. Can you provide a snapshot of Simmons' current maintenance planning and scheduling process from start to finish? We have a daily YTT yesterday, today, tomorrow meeting with the same group of people, except we add the shift production manager and the director. At the beginning of the week, we have meetings with operations to make sure our schedule is on point or if a production need has changed. However, the team is not allowed to let work orders go more than four months.
What is the best practice for developing your own maintenance planning schedule? For us, it is simple using the priority code generated by our CMMS. It tells us the assets at the most risk for failure, and we make those a priority. Then we take fill-in work from the backlog and fill in the other hours. For those looking to start maintenance planning and scheduling, what tips do you have?
Get them highly involved in the process, because you cannot plan properly without their help. It takes a while to get written job plans for everything. Get your planner extra help until he has a good library of job plans. Additionally, the techs' morale has been higher, and they are striving to meet all the schedules. It helps for them to know what they are doing each day without any surprises. We encourage you to read our updated Privacy Policy Hide.
Toggle navigation Toggle search. Subscribe Today Reliable Plant Newsletters. Maintenance planning also includes tasks related to parts like: Handling reserve parts Ordering nonstock parts Staging parts Illustrating parts Managing breakdowns and vendor lists Quality assurance QA and quality control QC Maintenance planning should define the "what," "why" and "how.
These can include: Help with budgeting by controlling resources associated with maintenance A reduction in equipment downtime A reduction in spare parts Improved workflow Improved efficiency by minimizing the movement of resources between areas Maintenance Planning and Scheduling Principles As discussed earlier, the purpose of maintenance planning is to determine the correct maintenance jobs and get them ready for scheduling.
Maintenance Planning Principles Protect the planner: Planners are removed from the maintenance crews and put into separate groups to facilitate specialized planning techniques and focus on future work. By removing planners from the maintenance crew for which they plan and having them report to a different supervisor, the planning function is protected.
As difficult as it may be at times, planners should never be used as field technicians to help complete work, so they can focus solely on planning for future work. Focus on future work: This principle states that the planning group should only focus on future work — work that hasn't been started yet — so it can give the maintenance department at least one week of backlogged work that is already planned and ready to go.
Having this backlog allows for the creation of a weekly schedule. With the exception of emergencies, job supervisors or the technicians themselves — not the planner — should resolve any problems that come up during the job. Component-level files: The planning group should maintain a simple, secure file system based on equipment tag numbers.
In other words, planners should not file on a system level but rather on an individual component level. This helps planners use the equipment data obtained from previous jobs to prepare and improve future work plans.
This especially holds true with repetitive tasks, since most maintenance tasks are repetitive over an extended period of time. Use planner judgment for time estimates: Planners should use their experience and skills in addition to file information to determine time estimates for work orders. Time estimates should be reasonable with what a technician might require to complete a job without any issues.
This means planners should have technical, communication and organizational data skills to make a reasonable estimate. This principle requires planners to be chosen from the organization's best technicians, possibly ones with the most seniority.
Recognize the skill of the techs: Planners need to be aware of and recognize the skills of their craft technicians when determining job plans. Planners should determine the scope of the work request and plan the general strategy of the work, including a preliminary procedure if there isn't one, around skill level.
The technicians then complete the task and work together with the planner on repetitive jobs to improve procedures and checklists. A common issue with this principle is making a choice between producing highly detailed job plans for technicians with minimal skills or creating minimally detailed job plans for technicians with highly skilled technicians. Measure performance with work sampling: This principle states that wrench time is the primary measure of workforce efficiency and of planning and scheduling effectiveness.
Wrench time is defined as the time in which technicians are available to work and are not being kept from working on a job site by delays such as waiting for an assignment or parts and tools, obtaining clearance, travel time, etc. Planned work decreases unnecessary delays during jobs, while scheduling work reduces delays in between jobs. Maintenance Scheduling Principles You can have a great planning department working hard to outline planning procedures and work plans, but that doesn't mean more work will get done.
Scheduling helps increase productivity based around six principles: Job plans are needed for scheduling: Job plans should include the number of technicians required, the minimum skill level, work hours per skill level and information on job duration.
Maintenance needs this information to schedule work, and job plans provide it in an efficient way. Does the job require welding? How many welders are needed? How many assistants does the engineer require? Asking questions like these during the creation of job plans helps determine scheduling requirements.
The person you hire should be a highly skilled, qualified, and experienced maintenance technician with sound knowledge of maintenance planning principles and practices.
Properly train the maintenance planner. Maintenance planners must know how to use computerized maintenance management systems CMMS software properly. They also need to be able to extract data from the software and generate reports. Know the difference between planning and scheduling. Ensure that maintenance planners are only planners. Provide poor instructions for maintenance jobs. Maintenance planners should provide detailed job instructions so that maintenance personnel can complete tasks without having to stop and search for additional information.
Job instructions should include information like the estimated amount of time a job takes and the special tools and materials required. Instructions need to be simple enough for the least capable members of the maintenance crew to understand. A new maintenance technician should have the same chance of success when performing a job as a seasoned mechanic. Read the full work order academy series, including toolkits for better work orders, defeating backlog, using work order data, and more What happens when work order plans go wrong The maintenance team at Century Aluminum was fighting an uphill battle from day one.
How to get really good at maintenance planning There are two ingredients you need to be really good at planning work orders: Clear goals for maintenance that align with the goals of the organization A way to prioritize maintenance activities based on your goals All your work processes, schedules, training, and SOPs flow from your goals and priorities.
Your business may be looking to accomplish something really specific, like decreasing the cost-per-item. Or the goal might be a little less tangible, like entering new markets. Link maintenance KPIs to business goals. If reducing the cost-per-item is the big goal, maintenance could focus on reducing downtime and maintenance costs. If entering new markets is the target, you might want to standardize maintenance processes so they can be repeated at other sites. Choose your maintenance metrics.
Set up metrics and benchmarks so you can track progress and measure success. For example, if you want to prevent unplanned downtime, you might track faults found and fixed through PMs on critical equipment. Plan maintenance activities to hit your targets. In this scenario, you have to figure out what your critical equipment is , how often it should be inspected, and what needs to be included in work orders for those assets. How to optimize preventive maintenance frequencies The PDCA model Plan, Do, Check, Act is a framework for finding the right PM schedule over time: Plan: Create a baseline for PM frequencies by looking at recommended guidelines, repair history, criticality, and usage patterns for an asset.
Do : Follow your plan consistently for accurate results. Check: Look at failure metrics for each asset to determine if your plan is working. Act: Fine-tune your PM frequencies based on your findings. Increase the frequency if an asset is breaking down between PMs.
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