Ricky Smith, CMRPGPAllied

rsmith@gpallied.com

Using System Tools to Identify and Overcome Planning and

Scheduling Constraints

Maintenance Planning and Scheduling

“The Misunderstood Pair”

What are your expectations of Maintenance Planning

and Scheduling?

Expectations

• Higher wrench time?• Higher equipment reliability?• Reduction of rework?• Lower cost?• Less stress?

It isn’t what you know that will kill you; it is what you don’t know that will.

Maintenance Planning

The act of maintenance job work plan development, preparation, and parts kitting leading

to optimized wrench time and work execution

Looking for Parts - 25%

Waiting on Others - 14%Looking for Tools - 36%

Waiting on Equipment - 11%

Looking for Specifications - 5%

Waiting on Permits - 3%Waiting on Supervisor - 6% Looking for Parts - 25%

Waiting on Others - 14%

Looking for Tools - 36%

Waiting on Equipment - 11%

Looking for Specifications - 5%

Waiting on Permits - 3%

Waiting on Supervisor - 6%

Wrench Time Study Results

Maintenance Scheduling

The act of scheduling proactive maintenance work by hour, by day

Planning and Scheduling Constraints/Impediments

• Perception vs. Desired Effect

Causes of Human-Induced Failure

• No repeatable/effective procedure• No specifications or standards• No true understanding of “effective work”

Actual Effective Work – Where does it come from?

• PM = 15%• PdM (CBM) = 35%

(PM Execution = 15%, PdM Execution = 15%, Unscheduled Work = 20%)

Actual Effective Work – How it works

Actual Effective Work – Where does it come from?

• Human-Induced Failure – Failure induced by a human by not installing a part or component for an asset, also known as “self-induced failure”

Actual Effective Work – Where does it come from?

• Objective of a Planned Job – To minimize the risk of a failure induced at the time of “Actual Effective Work” thus optimizing asset life

Perception vs. Desired

Gap in Effective Work

What is the Gap between Desired Effective Maintenance Work and Perceived Effective Work?

Desired Work Perceived Work Metric UsedEffective PMs No Breakdowns PM vs. EM

Labor HoursEffective Work No Breakdowns ReworkEffective Use

of LaborNo Waste of Time Scheduled

Compliance

Keeping Planning and Scheduling Simple

• Ensure your planning follows the definition• Ensure your scheduling follows the definition• Ensure metrics are the correct metrics and are

measured correctly • Ensure you have a process map for identification

of work, maintenance planning, scheduling, and work execution

• Ensure FRACAS is used effectively

Tools to Use for Effective Planning and Scheduling

• 100% Utilization of the CMMS/ EAM System

The Correct KPIs PME / PMO

RCM, FMEA, Failure Modes Identification

Questions?

www.maintenancephoenix.comwww.gpallied.com

rsmith@gpallied.com