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JAMES KOVACEVIC; MMP, CMRP, CAMAPRINCIPAL CONSULTANT
HIGH PERFORMANCE RELIABILITY
Work Management, Track 5The 5 Levels of Effective Maintenance Scheduling
James Kovacevic• James Kovacevic; CMRP, MMP, CAMA• Host of the Rooted In Reliability Podcast• Principal Consultant at High Performance Reliability• High Performance Reliability Is Education & Consultancy Firm• SMRP Approved Provider Of Continuing Education and
Training
Look Familiar?
Do You Plan & Schedule?• Who has a planning & scheduling program?• Who has realized the value expected from the program?
==
What’s Not Working?• The Planners are not actually planning• The technicians are not following the job plans• The scheduling process is not scheduling the right work when
it is needed
Time vs Benefit
What is Complicated?• There is more work than man-hours available• Inability to reduce maintenance work into planned outages• Poor communication between the various groups involved• Improper prioritization based on the philosophy of “the
squeak wheel gets the grease”• No defined scheduling process
5 Levels of Scheduling
John D - Tuesday – Work Order #64784
52 Week Schedule• Foundation of the 5 levels of scheduling• Lays out the strategic plan for the year• High-level forecasted view of re-occurring work– Includes PMs, PdMs, overhauls, and inspections
• Includes any known shutdowns, turnarounds or outages• Does not have specific work order identified
Random Levels of Work
Consistent Levels of Work
0
100
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300
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500
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700
Wee
k #1
Wee
k #3
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k #5
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k #7
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k #9
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k #1
1W
eek
#13
Wee
k #1
5
Wee
k #1
7W
eek
#19
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k #2
1
Wee
k #2
3W
eek
#25
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k #2
7
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k #2
9W
eek
#31
Wee
k #3
3W
eek
#35
Wee
k #3
7W
eek
#39
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1W
eek
#43
Wee
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5
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#49
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1
52 Week Schedule
Available Capacity
Required Capacity
16 Week Schedule• Short term strategic plan• Built as work is prioritized during the daily prioritization
meeting• All planned re-occurring work is identified with specific work
orders• Begins to align the maintenance schedule with the
operational schedule• Shutdown, turnaround and outage dates finalized• Week 5-16 has approximately 60% of capacity planned
4 Week Schedule• Tactical schedule • Exact dates and times of planned outages • Is where the alignment between maintenance & operations
becomes apparent• Schedule is refined based on material and manpower• Parts are kitted for the work• 80% of capacity is filled with work
Weekly Schedule• Precise tactical schedule• Is a snip of the 4 week schedule• Last horizon that the Planner / Scheduler will touch the work• Handed over to the Maintenance Supervisor to execute• All work has materials on site and kitted• 100% of capacity is filled with planned work
Scheduling for 100%• Based on Parkinson’s law, we schedule for 100% of time• Scheduling is goal setting for the week• We prioritize all work, knowing which work will be dropped in
the event A breakdown occurs• This allows us to accomplish as much work as possible
100% = Maximum Value100% = Maximum Value
Daily Schedule• Is managed by the Maintenance Supervisor(s)• Not prepared any earlier than 48 hours ahead of time.• Maintenance Supervisor(s) balance the need to complete
planned work, with production demands, and breakdowns.• Balance enables lowest cost with highest uptime.
It All Starts With PrioritizationUrgent Not UrgentIm
port
ant
Not
Impo
rtan
t
The Daily Maintenance Meeting• Attended by the Maintenance Planner / Scheduler and the
Maintenance Supervisor(s)• Evaluate all new work requests and follow up work into
various horizons of time• Not to exceed 30 minutes
The Daily Maintenance MeetingRole BenefitMaintenance Supervisor Identifies any emergency work that
needs to be addressedMaintenance Planner Guides which work needs to be
planned first, and which work will not be planned
Maintenance Scheduler Builds the 16 week schedule
How Do You Prioritize Work?• Rule Based System• Ranking Index of Maintenance Expenditures• Squeaky wheel• Arguments ( aka discussions)
Prioritization Decision Tree
Where Does Prioritization Fail?• The process is not followed• The daily maintenance meeting is not had• It is left only to the planner to prioritize• Ad-hoc prioritization process• Prioritization is not implemented on a consistent basis
Partnerships is Paramount• Daily Meeting is not enough to sustain the 5 levels of
maintenance scheduling• The maintenance schedule needs to be integrated with
operations• The maintenance schedule needs to be managed• Communication is critical
Involving Operations• Weekly Scheduling Meeting• Held early in the week (Tuesdays)• Involves operation’s stakeholders• Preview of 80% of the upcoming week’s work• Stakeholders help build the remaining 20%• Specific times for outages are identified
Final Schedule Review• Held a day or two before the schedule starts• Quick review of the upcoming schedule• Confirms outages• Allows for any last minute emergency work to be added• Maintenance schedule locked in and performance measured
based on the schedule
Reinforcing the Partnership• Use the 52 Week Schedule to align expectations around
planned downtime• Use the weekly scheduling meeting to address operations
concerns• Use the schedule lock-in meeting to finalize an integrated
schedule with operations• Manage the Backlog. Don’t allow work to age in the backlog.
Follow up and provide feedback to the requestor• If maintenance is responsible for overrunning a maintenance
outage, accept responsibility and determine what could be done in the future to prevent it.
Common Issues• Lack of alignment around prioritization• Lack of adherence to maintenance outages• Poor start-up after an outage• Lack of leveled re-occurring work• Not following the process• Scheduling work before it is ready
Value of the 5 Levels• Increase of 10% in Schedule Adherence to > 80%• PM Compliance to > 95%• Maintain a consistent level of backlog• Improved the communication between Operations &
Maintenance• Improved the trust between Operations & Maintenance
Why Not the 5 Levels?• If you didn’t want to improve the benefits of planning &
scheduling• If you didn’t want to achieve a high level of PM Compliance• If you want operations to be frustrated with the work you do
(or don’t)• If you want to continue running from fire to fire
So What is Stopping You?• Implementing the 5 levels of maintenance scheduling is not
easy, but the benefits are dramatic• So what is stopping you from the implementing the 5 levels?• You are leaving money and performance on the table
Questions?
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