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Planning and Scheduling (MPS) Tips

Tip #19  There are 3 key partnerships that must be formed in order to make the Planning & Scheduling improvement efforts more effective. These partnerships are leveraged by good working relations and communication between Operations, Parts, and Maintenance. These three departments are the cornerstones of a successful planning and scheduling process.One effective tactic to build better relationships and communication is to include your production partner in the weekly maintenance scheduling meetings. They can provide assistance in work prioritization and scheduling machine downtime so maintenance work can be performed.Build relationships, ask for people's professional opinion, and communicate openly about what you want to achieve. If you make people feel valuable, more often than not, they will help offer more support than you asked for. - (Tracy Strawn, Marshall Institute Inc.)
Tip #18  Planning and scheduling is one component of a total maintenance program that can yield tremendous improvements in the productivity of maintenance personnel. Once the preliminary requirements for planning and scheduling are in place, the program can be implemented without any increase in head count.
Tip #17  When planners are performing jobsite visits to review upcoming work, in addition to PPE, they should always carry the following: - Multi-tool - Flashlight (Small Maglite) - Rag for cleaning off equipment so you can see the problem. (Keeps your hands cleaner to prevent your planning checklist from getting so dirty)
Tip #16  Ensure that the area you are staging your kitted parts in is secure! Otherwise your kits may be tampered with and parts removed without your knowledge, then the kit will not be as effective when it is taken to be used on the job site.
Tip #15  Can your DIN (Do It Now Squad) be contacted easily? Remember, machinery is down, so insure this squad has a 2 way radio, cell phone, etc. so they can be reached as quickly as possible. If they are traveling long distances, transportation may be needed such as a bicycle or motorized scooter to get to the machine quickly and minimize downtime. - (Alan Warmack, Marshall Institute Inc.)
Tip #14  Is Upper Management committed to the process? Your plant should have a steering committee consisting of the plant manager, the production manager, and the maintenance manager, (at minimum) that meets at least quarterly to review the maintenance improvement processes that you are trying to sustain. These meetings should provide maintenance and their production partners the opportunity to show their progress from the previous quarter, plans for the coming quarter, and a forum to present obstacles that the steering committee might help remove or resolve. This process insures that Upper Management continues to show commitment and drive the process forward.
Tip #13  Is your PM/PdM system dynamic? It is critical that you review your system on a regular basis, reviewing needed changes to tasks, frequency, etc. To help in the review process, start by reviewing your equipment histories, looking for repairs and breakdowns that repeat often. Then look at your PM and determine if there is a task that should find and prevent this problem. You may need to add or edit the tasks, or change your frequency, to identify the problem sooner to enable you to plan and schedule the repair.
Tip #12  Is your planner properly skilled to facilitate the scheduling meetings? Do they know the preparations that should be taken to be ready for the scheduling meeting? Planner training is critical if they are to be expected to perform in an effective manner.
Tip #11  Establish good Bill Of Materials for your standard jobs and PMs.
Tip #10  Balance your workloads for PM’s, PdM’s, and corrective repairs from the backlog. Establish realistic work levels in your weekly scheduling meetings so that emergency work does not impact this work.
Tip #9  Review your database looking for repetitive events. Find the frequency of the events and the cause, to drive out the problem with permanent fixes through Root Cause Failure Analysis.
Tip #8  Insure that your planners are building standard job packages for repetitive work. This will free up their time so they are not rebuilding these jobs each time they repeat.
Tip #7  Include your Production partner in the weekly maintenance scheduling meetings. They can provide assistance in prioritization of the work, and the scheduling of the machinery to be down for the work to be performed.
Tip #6  There are 3 key Partnerships that must be formed in order to make the Planning & Scheduling improvement efforts more effective. These partnerships include good working relations and communications with Operations, Parts, and Maintenance cornerstones of a successful Planning Implementation process.
Tip #5  Under NO circumstances should PM/ PdM crews be pulled off to work on unplanned work! They are the key to identifying problems so they can be corrected before they break, driving down your unplanned work. If resources are needed, pull them from the routine work being performed or some other source
Tip #4  “Rebuild Boxes” provide an excellent way of providing “Point of Service” parts to a Planned work crew when rebuilding a piece of equipment. This box should contain all the parts required to rebuild that equipment, reducing the travel time in search of parts. These parts boxes can be placed in stock when not being used, with a set quantity of parts. When they are pulled to be used, the parts should be replenished against the rebuild work order before entering being placed back in the parts system, insuring that the quantities used on the rebuild are charged to that specific equipment.
Tip #3  Does your CMMS system have the capability of adding “Functional Groups”? This function can be very helpful in grouping multiple pieces of equipment for the sake of pulling costs, by line, as an example to compare one line of equipment’s maintenance costs, breakdowns, etc., against another. It should also allow you to pull all active work orders against that list. This enables you to quickly pull all work on a line that went down and see if there are other opportunities for equipment repairs while the line is down.
Tip #2  Are you utilizing your DIN (Do It Now) squads effectively? Are they sitting in the break rooms when not on a breakdown? They can handle many of the small, non-critical jobs around the plant. Give them these jobs such as picture hanging, changing lights bulbs, and others they can stop easily and return to later with no adverse effects. This will free up your Planned work crews to handle the more detailed and complex jobs.
Tip #1  Prioritize your work request as they enter the system. Set up a matrix using categories from 10-1 for each equipment category and each work classification. For example, Utilities would be a 10 in the equipment category and Breakdown would be a 10 in the work class. Multiplied, they would equal 100, meaning a breakdown to this equipment takes top priority due to taking the entire plant down. If this type matrix is used, it provides an effective decision making tool on which worked takes place first, second, etc.

Updated November 1, 2010

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