The Complete Course on Maintenance Planning and Scheduling

Day 1

The Business Case for the Benefit of Planning (Why Do Planning?)

• Company Vision.
• Why Developing Is Needed in Maintenance?
• The concept of planning (e.g., Parts and Tools).
• Increase Your Workforce Without Hiring
• Case Study: The Practical Result of Planning.
• Is Freed-Up Technicians.
• “World Class” Wrench Time.
• The Specific Benefit of Planning Calculated for Labour Only.
• The Specific Benefit of Planning Calculated beyond Labour: The Ultimate Benefit.
• Plant Staffing Level.
• Why Does This Opportunity Exist?
• Quality and Productivity: Effectiveness and Efficiency.
• Planning Mission.
• Frustration with Planning.

Day 2

Planning Principles (What Makes Planning So Frustrating and What Makes It Work?)

• The Planning Vision: The Mission.
• Principle 1: Separate Group.
• Principle 2: Focus on Future Work.
• Principle 3: Component Level Files Illustrations.
• Principle 4: Estimates Based on Planner Expertise.
• Principle 5: Recognize the Skill of the Crafts.
• Principle 6: Measure Performance with Work Sampling.

Scheduling Principles (Why Do We Have to Do Scheduling and What Makes It Work?)

• Why Maintenance Does Not Assign Enough Work?
• Advance Scheduling Is an Allocation.
• Principle 1: Plan for Lowest Required Skill Level Illustrations.
• Principle 2: Schedules and Job Priorities Are Important Illustrations.
• Case Study: New Supervisor.
• Case Study: Honouring the Schedule.
• Principle 3: Schedule from Forecast of Highest Skills Available.
• Principle 4: Schedule for Every Work Hour Available.
• Principle 5: Crew Leader Handles Current Day’s Work.
• Principle 6: Measure Performance with Schedule Compliance.

Day 3

Success Only After Dealing with Reactive Maintenance

• Proactive versus Reactive Maintenance.
• Extensive versus Minimum Maintenance.
• What Kind of Job Plan Is That!?
• Case Studies Illustrating Actual Industry Successes.
• Case Study: Electric Utility.
• Case Study: Chemical Plant.
• Case Study: Food Processing.
• Case Study: Facilities 1.
• Case Study: Facilities 2.
• Case Study: Paper Mill.
• Case Study: Wastewater Treatment Plant.

Day 4

Basic Planning

• A Day in the Life of a Maintenance Planner Work Order System.
• Planning Process.
• Work Order Form.
• Coding Work Orders.
• Using and Making a Component Level File Scoping a Job.
• Troubleshooting.
• Performance Testing or Engineering.
• Engineering Assistance or Reassignment.
• Developing Planned Level of Detail, Sketching and Drawing.
• Job Plan Template.
• Estimating Work Hours and Job Duration.
• Job Safety.
• Estimating Job Cost.
• Contracting Out Work.
• Wastewater Treatment Industry Example.

Day 5

Advance Scheduling

• Weekly Scheduling.
• Forecasting Work Hours.
• Sorting Work Orders.
• Allocating Work Orders.
• Common Sense for Interruptible and Other Work.
• Formal Weekly Schedule Meeting.
• Staging Parts and Tools.
• What to Stage?
• Where to Stage?
• Who Should Stage?
• The Process of Staging.

Daily Scheduling and Supervision

• A Day in the Life of a Maintenance Supervisor.
• Assigning Names 273 Coordinating with the Operations Group.
• Handing Out Work Orders.
• During Each Day.
• Avoiding Common Pitfalls That Wreck the Schedule.

Day 6

Forms and Resources Overview

• Forms.
• Resources.
• Component Level Files—Mini files.
• Equipment History Files (Including System Files and Mini files)
• Technical Files.
• Attachment Files 308 Vendor Files.
• Equipment Parts Lists.
• Standard Plans.
• Lube Oil Manual.
• MSDS.
• Plant Schematics.
• Rotating or Critical Spares Programme.
• Security of Files.

Day 7

The Computer in Maintenance

• A Day in the Life of a Maintenance Planner (Using a CMMS).
• The Planner Must Use the CMMS Job Plan Module.
• What Type of Computerization.
• Software Already in Use.
• Single User or Larger Network.
• Creating versus Purchasing a Commercial CMMS.
• Interfacing a CMMS with a Company Financial System.
• Benefits with the CMMS.
• Standardizing Work Processes Inventory Control.
• Information for Metrics and Reports.
• Finding Work Orders.
• Linking Information to Equipment.
• Common Database Scheduling.
• PM Generation.
• Problem Diagnosis and Root Cause Analysis Support.
• Cautions with the CMMS.
• Selection of a CMMS.

How Planning Interacts with Preventive Maintenance, Predictive Maintenance, and Project Work

• Preventive Maintenance and Planning.
• Project Work and Planning.

Day 8

Control (How Do We Control Planning Itself and What Are Associated KPIs for Planning and Overall Maintenance?)

• Key Process Indicators (KPIs).
• KPIs for Scheduling.
• KPIs for Planning.

Shutdown, Turnaround, Overhaul, and Outage Management

• Different Types of Outages.
• Accuracy of Task Estimates.
• Cycle of Improvement: The Outage Report.
• Controlling the Scope of Outages.
• Elements of the Outage Organization.
• Defining Outage Success.

Start Planning

• What Is Maintenance Planning?
• Why Do Companies Need Maintenance Planning?
• WIIFM (What’s in It for Me?)

Planning Is Just One Tool; What Are the Other Tools Needed?

• Work Order System.
• Leadership, Management, Communication, Teamwork.
• Qualified Personnel.
• Reliability Maintenance.
• Improved Work Processes.

Day 9

What to Buy and Where

• Mini file Folders.
• Mini file Labels.
• Miscellaneous Office Supplies.
• Equipment Tags.
• Recommended Tag Sizes and Colours.
• Wire to Hang Tags on Equipment Deficiency Tags.
• Shop Ticket Holders.
• Open Shelf Files.
• CMMS.

Overview of Duties for Planners and Others

• Maintenance Planner.
• Maintenance Scheduler.
• Maintenance Planning Clerk.
• Operations Coordinator or Gatekeeper.
• Maintenance Purchaser or Expediter.
• Crew Supervisor.
• Planning Supervisor.
• Maintenance Manager.
• Maintenance Planning.
• Project Manager.
• Maintenance Analyst.

Day 10

Computerized Maintenance Management Systems and Scheduling with Excel Spreadsheets

• Planning Principles versus Using a CMMS.
• Helpful Features for Planning and Scheduling.
• Types of Projects.
• Planning for a CMMS.
• Ongoing Support.
• Scheduling with Computer Spreadsheets.
• The MPSH Scheduler Excel Spreadsheet.

Establishing and Supporting a Planning Group

• Setting Up a Planning Group in a Traditional.
• Redirecting or Fine-Tuning an Existing Planning Group.
• Aids and Barriers Overview.
• Major Areas of Planning Management.
• Key Aids and Barriers.
• – Examples.

Contracting Out Work

• Why Contract Out Work?
• Problems with Contracting Out Work.
• Alternative Forms of Contracting Out Work.
• Arbitration Considerations for Contracting Out Work.
• Concise Text of Missions, Principles, and Guideline.