2012 pamtl conference slides on planning and scheduling
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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
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