Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.

1. Eight Steps to
Success in
Maintenance
Planning and
Scheduling

2. Workshop Objectives
• Provide each attendee with an understanding
of the proactive maintenance planning and
scheduling approach
• Provide a training program that is educational,
exciting, and informative
• Provide a training environment that is
conducive for training
• Give you knowledge to take back and apply

3. Expectations?
Why are you here?
What are your expectations from this class?

4. Rewards
• For contributions that add value to the class,
you will receive one of my books “Planning
and Scheduling Made Simple” 3rd Edition
• I have 10 of these books with me and will not
leave this class without all 10 being given out
• In addition, the group who adds the most
value to this session will receive a book for
each person

5. Questions
Ask your questions, do not hold back

6. Poll
1. How many people have effective Maintenance Planning?
2. How many people kit or stage parts before Scheduling?
Utilization Survey – Crane Crew

7. Break Into Groups
• 3-5 people each
• If you know each other great, if not that’s ok

8. Each Group – 1st Tasking
1. Identify where work comes from for a
Maintenance Planner to use
2. Does a Planner become involved in
emergency work?
3. Does a Planner assist with maintenance
work?

9. Maintenance Planning
• Identifying the parts, tools, procedures, and standards/
specifications required for effective maintenance work,
increasing wrench time.
• Planning is key to the success of Precision Maintenance

10. Planning and Scheduling
These are two different functions that are
dependent on each other.

11. 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.
• Performing the right work
at the right time.

12. Maintenance Issues
• Most maintenance staff only perform 2-4 hours of
actual maintenance a day
– 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

13. Personal Exercise
• Identify which of the previous issues best
describes the current state of your
organization

14. A Few Known Facts
• 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

15. Without proper PM/PdM, Proactive Work is not achievable.

16. Need a Volunteer
Please describe the process I just described to
the class

17. 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

18. How would you define a failure?
As a group

19. P-F Curve

20. Proactive Planning and Scheduling

21. Need One Group to Volunteer
Define the process that was described in the last
slide using PM vs. PdM – 10 minutes and then
let’s have it.

22. Where Do You Start?

23. Step 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
• CULTURE CHANGE

24. Group Exercise
• What distractors do you, as a group, see in
your organizations?

25. Step 2: Educate the Team
“Coaching is not just for Planners Anymore”
• Plant/Operations Leadership
• Frontline Operations Leadership
• Maintenance and Reliability Leadership (all
levels)
• Planners
• Maintenance Personnel
• Operators

26. Tool Box Talk - Education

27. Group Exercise
• Develop a short training plan for your
Leadership and then let’s use your plan in a
simulation.
Only 2 groups will be selected

28. Step 3: Develop RACI Chart for
Maintenance Planning

29. Step 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
• We will maintain a stable/non-fluid Criticality Index
• We will improve wrench time through cooperation with
everyone

30. Wrench Time?
• What is wrench time?
• How will it increase my maintenance effectiveness?
• How do you conduct a Wrench Time Study?
(Indirect Time)

31. Step 5: Define the Planning Process

32. Group Exercise
• Develop a Process Map for Work Identification
that is used for Maintenance Planning Only

33. Step 6: Prioritize Work to Be Planned
Intercept Ranking

34. Step 7: Develop Effective/Repeatable
Procedures
• Repeatable Process
• Capture Knowledge
• Train New Employees
• Reduce Human-Induced Failures

35. Group Exercise
• Develop a procedure using the techniques
shown in this workshop for a PM on a 20 HP
AC Induction Motor

36. Knowing Where You Are

37. Would You Like to Know
Where You Are?
You cannot improve something you do not measure.

38. Step 8: Measure Effectiveness
• % of Work Orders Planned (Trending Up)
• % 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%)

39. Individual Exercise
• What 4 metrics would you use to measure
effectiveness of Maintenance Planning and
Scheduling?

40. Overview

41. Lay out your plan for when you return
- Keep it short and to the point
- Make it obtainable
- Make it measurable
- Ensure alignment is transparent

42. Questions?
Ricky Smith, CMRP
rsmith@gpallied.com