Maintenance Planning Maintenance Planning Scheduling and Scheduling and Coordination Coordination GROUP 5

1.TRIYAN INDRAWAN (4206 100 066)2.FAHRUL F (4208 100 503)3.F. X. YANSEN D. C. (4208 100 512)

DefinitonsDefinitonsPlanning

the development of a detailed program to achieve an end.

Schedullingdetermining time for perform job with use maintenance resources.

Symptoms of ineffective job Symptoms of ineffective job planningplanningGaining detailed knowledge of the

required work.Obtaining permits.Identifying and obtaining material,

blueprints, tools, & skills required for completion of assigned work.

Delivering the above inputs to the job site.

Waiting for required spare parts that are not in stock.

Organization by work typeOrganization by work typeThe routine group.The emergency group.The planned backlog relief group.

The maintenance supervisor The maintenance supervisor Proper, safe, and efficient execution of maintenance work. Refinement & finalization of labor, parts, priorities, & methods,

which are ultimately the supervisor’s responsibilty. Job quality, duration, cost, & thoroughness of the completed

job. Time lost between jobs, at breaks & during shift changes. Overruns & interruptions. Having the next job always ready & assigned to a mechanic. Tactical decisions necessary to remain as close to schedule as

possible. Assurance of reasonably accurate distribution of time and

materials to specific jobs. Communication with planner / schedulers, operations, and

maintenance engineering as frequencly as possible.

BacklogBacklogDefinition

the net workload, measured in labor hours, requested but not yet completed.

Backlog management- Ready backlog + jobs that are ready to go. + all tools, parts, material, drawing, & authorizations are in hand.- Total backlog ready backlog + all the other open work orders for which something is missing.

Sizing the maintenance Sizing the maintenance staffstaff

The staff required to preserve an asset is related to its size, replacement value, & usage.

Preventive / predictive maintenance inspections.

Steady state backlog relief.Urgent response.Deferred maintenance.Capital program requirements.

THE PLANNING PROCESS

• Essential in steps of the planning process:– WHO (siapa)– WHAT (apa)– HOW (bagaimana)– By WHEN (kapan)– HOW MUCH (berapa)

• Benefit for the planner of a well-organized library are:

– The planner’s job is simplified and accelerated– Job plans are of consistent quality–The library becomes a universal resource for maintenance engineering, spec, & problem solving–There is a good foundation for further computer asst

THE PLANNING PROCESS THE PLANNING PROCESS SCREENING,SCOPING,RESEARCH, & SCREENING,SCOPING,RESEARCH, & DETAILED PLANNINGDETAILED PLANNING

Six step process◦ Screening of work request◦ Assessing and scoping the job to be performance◦ job research to avoid redundant planer effort◦ Job breakdown with detailing and sequencing of job step◦ Material take offs and procurements◦ Assembling the planned job packed

Screening work requests

planer must comfirms that◦ The request is not duplicate◦ The discription is clear and complate with the approximate equipment code ◦ All requestor required field are complated with valid code◦ Priority and request completion date are realistic and provide pracical lead

time, enale job execution◦ Authorization has been given◦ The request work is needed

Assessing and scoping the Assessing and scoping the jobjob The process of job assessment and scoping should roughly follow

the flow outline :◦ Confer with requestor to clarify the desired result◦ Refine the description accordingly◦ Clarity the specific job location◦ List what need to done◦ Define start ad finis point◦ Finalize priority◦ Visualize job execution and outline requite◦ Record the steps necessary to execution job◦ Take photos to clarification intend of the work◦ Take minor measurement◦ Determine requite condition◦ Is it necessary for equipment to be down◦ Devine involve control loop◦ Check for safety hazards

Job research Job research During research planner should

◦Use labor library and equipment history to determine If the job has been previously perform

◦Consider alternative approaches◦Remain conscious of alternate plans for

involve equipment◦Consult the procedure file necessary tag

out◦Contac other function with involvement

or potential input in the job

Detail job Planning Detail job Planning (determining the breakdown (determining the breakdown of job steps) of job steps) Within the process planer must

◦Select and descript the best method for job performance

◦Determine and sequence the job by specific and logical tasks or steps

◦Identify task dependency◦Determine labor resource required◦List determinable material, part, special

tools required, and consider how to get the part

◦Estimate total cost in terms of labor , material, external charge

DETAILED PLANNING PROCESS DETAILED PLANNING PROCESS MATERIALS, TOOLS, & EQUIPMENTMATERIALS, TOOLS, & EQUIPMENT

• Planner responsibilities for material management process include:– Ordering special parts

– Suggesting the inclusion of new parts

– Reviewing at regular internal

– Providing adequate lead-time for purchasing to order non stock material

– Notifying the storeroom of delays to schedules

– Providing the storeroom with adequate time

– Assuring that unused material

– Correcting planned job packages

Material management Material management requirement in support of requirement in support of proactive maintenanceproactive maintenance Storeroom must

◦ Keep inventory orderly with part identified and locatable◦ Keep adequate quant quantities of each stock item on hand to meet the day to

day need of maintenance◦ Promptly reorder materials that are at their reorder point so stocks can be

replenished before they run out◦ Maintain unique item identification of spare part, materials, supplies and tools◦ Provide an up to date catalog listing parts and supplies in stock by location◦ Cross reference the catalog by Stores Reference Number, Vendor Serial

Number, Key Word Description, and where used◦ Apply storeroom control in relation to item value. High value items should be

controlled most closely. Medium value items should be controlled, and low value items (such as hardware) warrant the least control.

◦ Provide quick issues service at the storeroom window◦ Process non stock receipts and back order receipts as quickly as possible and

notify users of their arrival.◦ Proved timely delivery of materials to secured locations, either at the job site or

at specified drop points at maintenance shops and other area of the facility.

application of maintenance application of maintenance work measurementwork measurementmatch manpower to workloadestablish meaningful maintenance

scheduleforward load preventive predictive and

other programmed maintenance routine in balanced manner to avoid peaks and valley in demand upon labor resources

in interest of customer service, promise must be realistic, particularly when jobs require the equipment be taken out of service

realistic expectancies by which supervisory and crew performance can be evaluated and employees can be motivated

Analytical estimationAnalytical estimationAnalyzing and estimating

maintenance work seem hard at first because there are nearly always element that are unpredictable

Recommended approach to maintenance work measurement◦ For persons who have had practical experience

performing maintenance jobs◦ Doing estimation with broken down into

separate steps◦ Pinpoint is not justifying cause all variables

can’t known until after job is completed.

Coordination with Coordination with OperationOperationCooperative effort between maintenance, operation and other involved function

The objective is to agree on the most important maintenance jobs to completed with the available resource during the coming week

Planner preparation for the Planner preparation for the weekly coordination meetingweekly coordination meeting

Upkeep of backlogIssuance of backlog reportResolution of conflict.Available resourcesGroup for optimizationReady to Go

Scheduling Maintenance Scheduling Maintenance WorkWork

Target

Action

Feed back

Measurement

4 abilities, are necessary for maintenance 4 abilities, are necessary for maintenance schedules to meet the challenge :schedules to meet the challenge :1. Determine priorities mutual to the

involved parties2. Focus on target reflective of those

priorities3. Concentrate on execution to

schedule4. Persevere to achieve “proactive

maintenance excellence” supportive of world class operation

Job ExecutionJob ExecutionThe supervisor is responsible for job

execution. The supervisor has to be in several places at once. The supervisor has to keep ahead of jobs that are about to start and periodically check in on jobs that are already in process.

Three important functionThree important functionThe supervisor check preparedness for

each day’s workSupervisor make the actual job assigmentSupervisor follows the labour deployment

scheme provided

Planner support of Job ExecutionPlanner support of Job Execution

Support of Job ExecutionFollow-up coordinationSchedule follow-up

Job close out, follow up, and Job close out, follow up, and schedule complianceschedule compliance

Job close out begins with feedback from craftsmen and supervisor. The job is not complete without comprehensive feedback regarding the work performed.

The most basic feedback is labour hours.The second basic is any materials and partsFeedback on the work order would be expanded

or corrected description and job steps; additional special tools required, and interupptions encountered, etc

Planner and Scheduler MetricsPlanner and Scheduler Metrics

Planning and scheduling impacts a majority of these metrics and planners are responsible for administering many of them, including information assembly, calculation, trending, and posting.

Direct Measure of Planning EffectivenessDirect Measure of Planning Effectiveness

Percent of work orders covered with planned job packagesPercent of work orders covered with an estimate of

required labor-hoursReliability of backlogMean time from work orderMean time between job completion and job close out

CMMIS in support of planning, scheduling, CMMIS in support of planning, scheduling, and coordinationand coordination

CMMIS is preferred because current systems by design and by use are not, for the most part used to manage maintenance but rather to inform about maintenance

I is only an information and is only one building block of an integrated maintenance excellence process.

Good backlog management featuresGood backlog management features

Job statusAssigned teamAsset/equipmentRequestorPlannerCondition required

Planning Major Maintenance ProjectsPlanning Major Maintenance Projects

Maintenance is also responsible for major efforts comprising many tasks.

The major tasks include capital projects as weel as major maintenance shutdown.

The process requires the following inputs:Identification of the individual jobs or

activities comprising the overall projectSkills and crew sizes required for each

activityDuration required for each activityPredecessor and successor activities for each

event

“Float” is the CPM term for slack. This is the duration of delay within each activity that can be absorbed before it becomes critical and extends overall project duration. Three forms of float :

Total floatFree floatIndependent float