PLANNING & SCHEDULINGPLANNING & SCHEDULINGPLANNING & SCHEDULINGPLANNING & SCHEDULING

Dr. Talal MandourahDr. Talal Mandourah

Key Element of Planning and Scheduling

Identification of Jobs to Be Planned

When the maintenance receives a work order,

it should time stamp and log the request.

It is impossible to plan and schedule 100

percent of all jobs requested However, the

intent should be to plan and schedule at least

80 percent of jobs.

THE PLANNING PROCESS

Estimating Labor Hours

Ensure that necessary parts and materials are

available

Scheduling Work

Planning Sheet for Larger Jobs

Measuring Effectiveness

Records Upkeep

Estimating Labor Hours An estimate of time to complete each job is essential before the

scheduling step can be taken. This estimate can be done via

any of the following methods:

A historical estimate for routine or similar jobs

An engineering estimate by which the job is broken into its

logical components

A so-called slotting technique, which involves the broad

classification of jobs into one of several slots, such as "2 to 4

hours.“

Engineered time standards, or standard data. Although

accurate, this method is difficult and expensive because so

much of it cannot be defined before it is done.

Providing Information

The planner is also responsible for or providing

information needed to accomplish the assigned task

as quickly and safely as possible.

Information may involve sketches, drawings,

instruction books, special safety instructions, and

special tools

Then approved equipment shutdown and tag-out

procedures should be provided with the work order,

and required special safety locks should be listed.

Parts and Materials Needed

One way to increase the effectiveness of the

maintenance organization is to pre-kit the

necessary parts, supplies, special tools, drawings,

and other items.

This involves gathering in the maintenance

storeroom all necessary items for doing the job

before it is released.

Scheduling Sheet

Basic Pigeon Hole Design

Sample Schedule – Gantt Chart

Critical Path MethodThe critical path is indicated by the dotted line.

The beginning of each arrow represents the time when work begins on that element, and the arrow's point represents the time when this element is completed.

The number located above the arrow represents the number of days or hours needed to complete this element.

The arrow points to a circle, or node, inside of which is a number that identifies the

next element. Below each node are two numbers. For example, below node No. 9 are the numbers 4 and 10. The left-hand number, 4, indicates the earliest starting day for this element. The right-hand number, 10, means that this element must be completed by the tenth day. The number 20 is above the arrow. These three numbers taken together mean that this particular element of the job can be started as early as the fourth day, must be completed by the tenth day, and will require 20 hours of work. Elements outside the critical path depend on elements within the path, but there is much more flexibility in scheduling them. Probably, this particular job would not be placed on a critical path, but it serves as a way of illustrating the CPM technique.

Critical Path Method

REVIEW OF WORK Measuring Effectiveness: Comparison with what had been

planned and scheduled reveals how effective ongoing

activities are.

Records Upkeep: Not only should routine accounting

information be collected, but also important information

regarding job times, methods, parts, materials, skill needs,

estimating and scheduling, standards for job planning and

estimating, equipment histories, new technology files,

energy planning factors, training profiles, and other data

relating to the unique needs of the organization.

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SELECTING THE PLANNER AND SCHEDULER

Ideally, the planner should be:

Good craft skills, meaning the individual merits the

respect of workers who must perform the work.

• Good verbal, computer, and written communication

skills.

• Good administrative skills, meaning the person is

able to handle paperwork with ease.

• Good design comprehension and sketching ability.

• Good understanding of priorities, work orders, and

schedules.

SELECTING THE PLANNER AND SCHEDULER

Some of the factors that help identify good

schedulers include:

• Ability to solve abstract problems.

• Ability to integrate maintenance schedules with

production and operations requirements.

• Good verbal, computer, and communication

skills.

• Understanding the relationships between the

crafts.