Maintenance Planning and Scheduling Handbook potx

Maintenance
Planning and
Scheduling
Handbook
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Maintenance
Planning and
Scheduling
Handbook
Doc Palmer
Second Edition
McGraw-Hill
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DOI: 10.1036/0071457666
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To Jesus and Nancy
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Contents
Foreword xix
Preface xxi
Preface to First Edition xxiii
Acknowledgments xxix
Prologue: A Day in the Life—May 10, 2010 xxxi
Chapter 1. The Benefit of Planning 1
Company Vision 1
Why Improvement Is Needed in Maintenance 3
What Planning Mainly Is and What It Is Mainly Not
(e.g., Parts and Tools) 4
How Much Will Planning Help? 9
The practical result of planning: freed-up technicians 9
“World class” wrench time 12
The specific benefit of planning calculated 13
Why does this opportunity exist? 15
Quality and Productivity Effectiveness and Efficiency 19
Planning Mission 20
Frustration with Planning 21
Summary 22
Overview of the Chapters and Appendices 22
Chapter 2. Planning Principles 27
The Planning Vision;The Mission 27
Principle 1: Separate Department 29
Illustrations 32
Principle 2: Focus on Future Work 33
Illustrations 39

Principle 3: Component Level Files 40
Illustrations 44
Caution on computerization 46
Principle 4: Estimates Based on Planner Expertise 47
Illustrations 53
Principle 5: Recognize the Skill of the Crafts 55
Illustrations 63
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Principle 6: Measure Performance with Work Sampling 64
Illustrations 69
Summary 70
Chapter 3. Scheduling Principles 73
Why Maintenance Does Not Assign Enough Work 73
Advance Scheduling Is an Allocation 77
Principle 1: Plan for Lowest Required Skill Level 79
Illustrations 82
Principle 2: Schedules and Job Priorities Are Important 84
Illustrations 85
Principle 3: Schedule from Forecast of Highest Skills Available 88
Illustrations 91
Principle 4: Schedule for Every Work Hour Available 93
Illustrations 96
Principle 5: Crew Leader Handles Current Day’s Work 97
Illustrations 99
Principle 6: Measure Performance with Schedule Compliance 100
Illustrations 102
Summary 104
Chapter 4. What Makes the Difference and Pulls It All Together 107
Proactive versus Reactive Maintenance 108

Extensive versus Minimum Maintenance 112
Communication and Management Support 113
One Plant’s Performance (Example of Actual Success) 115
Desired Level of Effectiveness 117
Summary 119
Chapter 5. Basic Planning 121
A Day in the Life of a Maintenance Planner 121
Work Order System 124
Planning Process 128
Work Order Form 130
Coding Work Orders 133
Using and Making a Component Level File 137
Scoping a Job 138
Troubleshooting 139
Performance testing or engineering 141
Illustrations 142
Engineering Assistance or Reassignment 143
Developing Planned Level of Detail,
Sketching and Drawing 144
Attachments 147
English 101 148
Craft Skill Level 149
Estimating Work Hours and Job Duration 153
Parts 157
viii Contents
Equipment parts list 159
Purchasing 160
Storeroom, reserving, and staging 162
Special Tools 165
Job Safety 167

Confined space 167
Material safety data sheets 167
Estimating Job Cost 168
Contracting Out Work 172
Insulation 172
Other contracted out work 173
Closing and Filing Feedback after Job Execution 174
Summary 179
Chapter 6. Advance Scheduling 183
Weekly Scheduling 183
Forecasting work hours 184
Sorting work orders 191
Allocating work orders 201
Formal Weekly Schedule Meeting 215
Staging Parts and Tools 217
What to stage 219
Where to stage 221
Who should stage 224
The process of staging 224
Outage Scheduling 226
Planning work orders for outages 229
Key concepts in scheduling for outages 229
Quotas, Benchmarks, and Standards Addressed 235
Summary 238
Chapter 7. Daily Scheduling and Supervision 241
A Day in the Life of a Maintenance Supervisor 241
Assigning Names 246
Coordinating with the Operations Group 254
Handing Out Work Orders 256
During Each Day 259

Summary 260
Chapter 8. Forms and Resources Overview 261
Forms 262
Resources 266
Component level files—minifiles 266
Equipment History Files (Including system files and minifiles) 269
Technical Files 272
Attachment files 273
Vendor Files 274
Equipment parts lists 274
Standard plans 274
Contents ix
Lube oil manual 278
MSDS 278
Plant schematics 278
Rotating or critical spares program 280
Security of Files 280
Summary 281
Chapter 9. The Computer in Maintenance 283
A Day in the Life of a Maintenance Planner
(Using a CMMS) 284
What Type of Computerization 290
Software already in use 290
Single user or larger network 291
Creating versus purchasing a commercial CMMS 291
Benefits with the CMMS 292
Standardizing work processes 293
Inventory control 293
Information for metrics and reports 294
Finding work orders 295

Linking information to equipment 296
Common database 296
Scheduling 297
PM generation 297
Problem diagnosis and root cause
analysis support 298
Cautions with the CMMS 298
Faulty processes 298
Reliability and speed 299
Backup system 300
Cost assignment 300
Employee evaluations 300
Goldfish bowl 301
Unnecessary metrics 301
Eliminate paper? 301
Jack of all trades, master of none 302
Artificial intelligence 303
Templates 303
User friendly 304
Cost and logistics 304
Selection of a CMMS 305
Team 305
Process 306
Specific Planning Advice to Go Along with a CMMS 308
Advanced Helpful Features for Planning and Scheduling 310
Summary 311
Chapter 10. Consideration of Preventive Maintenance, Predictive
Maintenance, and Project Work 313
Preventive Maintenance and Planning 313
Predictive Maintenance and Planning 319

Project Work and Planning 320
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Chapter 11. Control 323
Organization Theory 101: The Restaurant Story 323
Selection and Training of Planners 326
Indicators 329
Planned coverage 330
Proactive versus reactive 330
Reactive work hours 331
Work type 331
Schedule forecast 332
Schedule compliance 333
Wrench time 335
Minifiles made 336
Backlog work orders 336
Work orders completed 337
Backlog work hours 338
Summary 338
Chapter 12. Conclusion: Start Planning 341
Epilogue: An Alternative Day in the Life—May 10, 2010 345
Bill, Mechanic at Delta Ray, Inc. 345
Sue, Supervisor at Zebra, Inc. 347
Juan, Welder at Alpha X, Inc. 348
Jack, Planner at Johnson Industries, Inc. 349
Appendix A. Planning Is Just One Tool; What Are the Other
Tools Needed? 351
Work Order System 355
Equipment Data and History 360
Leadership, Management, Communication,Teamwork
(Incentive Programs) 362

Qualified Personnel 369
Classification 371
Hiring 372
Training 372
Shops, Tool Rooms, and Tools 380
Storeroom and Rotating Spares 382
Reliability Maintenance 386
Preventive maintenance 387
Predictive maintenance 390
Project maintenance 393
Improved Work Processes 396
Maintenance Metrics 397
Summary 403
Appendix B. The People Side of Planning 405
The People Rules of Planning 406
Rule 1: The planning program is not trying to give away the plant's
work to contractors 406
Contents xi
Rule 2: Planners cannot plan the perfect job 407
Rule 3: Planning is not designed to take the brains out of
the technicians 408
Rule 4: The technicians own the job after the supervisor
assigns it to them 408
Rule 5: Planners cannot make the perfect time estimate 408
Rule 6: Management cannot hold technicians accountable to time
estimates for single jobs 409
Rule 7: Showing what is not correct is often as important as
showing what is correct 410
Rule 8: Planners do not add value if they help jobs-in-progress 410
Rule 9: Everyone is an adult 411

Rule 10: Everyone should enjoy their work 412
Rule 11: Everyone should go home at the end of each day knowing if
they have won or lost 413
Rule 12: Wrench time is not strictly under the control
of the technicians 413
Rule 13: Schedule compliance is not strictly under the control
of the crew supervisors 414
Rule 14: It is better to train employees and lose them than to not
train them and keep them 415
Rule 15: Modern maintenance needs to do less with less 416
Summary 417
Appendix C. What to Buy and Where 419
Minifile Folders 419
Minifile Labels 420
Miscellaneous Office Supplies 420
Equipment Tags 421
Wire to Hang Tags on Equipment 422
Deficiency Tags 423
Shop Ticket Holders 423
Open Shelf Files 423
CMMS 424
Appendix D. Sample Forms and Work Orders 425
Appendix E. Step-by-Step Overview of Planner Duties 453
Appendix F. Step-by-Step Overviews of Others’ Duties 459
Maintenance Scheduler 459
Maintenance Planning Clerk 460
New work orders 460
After job execution 460
Other duties 460
Operations Coordinator 461

Maintenance Purchaser or Expediter 461
Crew Supervisor 462
Before job execution 462
During job execution 462
xii Contents
After job execution 462
Other duties 463
Planning Supervisor 463
Maintenance Manager 463
Maintenance Planning Project Manager 463
Maintenance Analyst 464
Appendix G. Sample Work Sampling (Wrench Time) Study: “Ministudy” 465
Work Sampling Study of I&C Maintenance, October–December 1993.
Final Report, March 25, 1994. 465
Table of Contents 465
Executive Summary 466
Introduction 467
Category Definitions 468
Working 468
Waiting 469
Other 470
Unaccountable 471
Study Results 471
Collection of observation data 472
Analysis 473
Conclusions 480
Recommendations 481
Attachment A: Procedure for Measuring Work Force Productivity by
Work Sampling 481
Attachment B: Work Sampling Calculations 485

Appendix H. Sample Work Sampling (Wrench Time) Study:
Full-Blown Study 487
Work Sampling Study of Mechanical Maintenance, January–March 1993.
Final Report, April 29, 1993 487
Table of Contents 488
Executive Summary 488
Introduction 489
Category Definitions 490
Study Results 494
Collection of Observation Data 494
Analysis 495
Time 517
Conclusions 553
Recommendations 554
Attachment A: Procedure for measuring workforce productivity by
work sampling 555
Attachment B: Work sampling calculations 557
Appendix I. Special Factors Affecting Productivity 561
Wrench Time in Exceptional Crafts and Plants 561
Blanket Work Orders 562
Empowering versus Scheduling 563
Definitions and details 564
Contents xiii
Empowered to do what? 565
Proper empowered responsibility between planning and crew supervision 567
The result of proper empowerment 568
Schedule Compliance 569
Major causes 572
Overloaded schedule 573
Crew not making it 574

Schedule breakers 575
Low producing crews 579
Priority Systems 584
Major causes 585
Choice 587
No priority system in reality 588
Gaming the priority system 589
Summary 594
Appendix J. Work Order System and Codes 595
Company Work Order System Manual 595
Table of Contents 595
Introduction 596
Work Flow 597
Work Order Form and Required Fields 597
CMMS Instructions for Plant-Wide Use 602
Codes 602
Priority 602
Status 604
Department and crew 605
Work type 606
How found 608
Plan type 609
Outage 610
Plant and unit 611
Equipment group and system 612
Equipment type 632
Problem class, problem mode, problem cause, action taken 635
Work Order Numbering System 639
Current numbering system 639
Previous numbering systems 640

Notes 640
Manual Distribution 641
Appendix K. Equipment Schematics and Tagging 643
Equipment Tag Numbers 644
Equipment Tag Creation and Placement 648
Summary 650
Appendix L. Computerized Maintenance Management Systems 651
Planning Principles versus Using a CMMS 651
Helpful Features for Planning and Scheduling 652
User friendly 652
Speed is everything 654
xiv Contents
Reliability is second 655
Inventory help 655
Is this a modification? Rework? Call out? 655
Deficiency tag 656
Outage and clearance versus status 656
Priority 657
How found 657
Attachment or link 657
Equipment module 657
Types of Projects 658
Patches 658
Upgrades 658
Changing systems 659
New systems 659
Big Glitches in Real Systems 659
Death March Projects 661
What they are 661
Why they happen 662

Key points to survival 663
Planning a CMMS Project 664
Work Request for a CMMS 665
Planning for a CMMS 665
Staffing 667
Scope 667
Project plan 669
Parts 670
Special tools 671
Procedure 675
Estimated job cost 680
Ongoing Support 681
Perspective 681
Meeting to Review Screen Design 681
Appendix M. Setting Up and Supporting a Planning Group 683
Setting Up a Planning Group in a Traditional Maintenance
Organization for the First Time 683
Organization and interfaces 686
Planners 688
Workspace layout 694
Management and control 695
Redirecting or Fine-Tuning an Existing Planning Group 696
Considerations 697
Older facilities versus newer facilities 698
Facilities under construction 698
Centralized versus area maintenance considerations 698
Traditional versus self-directed work teams 699
Aids and Barriers Overview 700
Major Areas of Planning Management 703
Organize—establish a planning group 703

Plan—plan enough jobs for one week 706
Schedule—schedule enough jobs for one week 710
Execute—execute scheduled jobs and give feedback 712
Ongoing—keep planning and scheduling ongoing 714
Contents xv
Key Aids and Barriers 717
Management support—sponsor a P&S system 717
Supervisor support—follow a P&S system 719
Technician support—follow a P&S system 721
Right planner—create positions and select the right planners 723
Planner training—have trained planners 725
Urgent breakdowns—utilizing P&S in a reactive environment 727
Technician interruptions—deal with planner distractions 728
Equipment tags—have tags on equipment 730
Files—have effective files 732
Purchasing—buy timely nonstock parts 733
Work order system—have an effective foundation 735
CMMS—have a helpful computer system 736
Special Circumstances 739
Improve existing planning—turn around an existing group 739
New plants or units—establish effective planning 741
Self-directed teams—use planning and scheduling 743
Summary 744
Appendix N. Example Formal Job Description for Planners 745
Maintenance Planner 745
Duties 745
Minimum qualifications 746
Appendix O. Example Training Tests 747
Maintenance Planning Test Number 1 747
Maintenance Planning Test Number 2 749

Maintenance Planning Test Number 3 751
Appendix P. Questions for Managers to Ask to Improve
Maintenance Planning 755
Appendix Q. Contracting Out Work 759
Why Contract Out Work? 760
Problems with Contracting Out Work 764
Alternative Forms of Contracting Out Work 767
Contracting out all of maintenance and operations 767
Contracting out all of maintenance 768
Contracting out all the labor within maintenance 768
Contracting out lower skills 769
Contracting out unusual tasks or other tasks requiring
special expertise 769
Contracting out to supplement labor 770
Increasing in-house maintenance management expertise 771
Arbitration Considerations for Contracting Out Work 771
Impact on employees 773
Work type and equipment 779
Reasonableness and extent justified by employer 783
Good faith 787
Summary 790
xvi Contents
Appendix R. Concise Text of Missions, Principles, and Guidelines 793
Maintenance Planning Mission Statement 793
Maintenance Planning Principles 793
Maintenance Scheduling Principles 794
Guidelines for Deciding if Work is Proactive or Reactive 795
Guidelines for Deciding if Work is Extensive or Minimum Maintenance 795
Guidelines for Deciding Whether to Stage Parts or Tools 796
Guidelines for Craft Technicians to Provide Adequate Job Feedback 797

Glossary 799
Bibliography 803
Index 805
Contents xvii
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Foreword
We are witnessing a major change in maintenance. It is moving from an
equipment repair service to a business process for increasing equipment
reliability and ensuring plant capacity. Its practitioners are trading their
reactive cost center mentality for a proactive equipment asset manage-
ment philosophy.
As editor of a technical business magazine covering the maintenance
and reliability field, I have had an opportunity to track maintenance
during its move from craft to profession. I have had the pleasure of
writing about its leaders, the people, and organizations who are con-
tinually extending the benchmark for maintenance excellence. Many are
well on their way to establishing themselves at a level where mainte-
nance performance is measured not by simple efficiency, but by contri-
butions to plant productivity and profitability.
One of my favorite jobs as an editor is the reporting of best practices
to the maintenance community. I first met Doc Palmer during such an
assignment—a magazine cover story on a plant maintenance improve-
ment program. Since then, I have published some of his articles and
heard his conference presentations, and found that he has a superb
understanding of the practices leading to maintenance excellence.
One belief that the leading organizations hold in common is that
maintenance is a business process and that formal planning and sched-
uling is key to its success. Yet, there is a dearth of practical references
on the subject. Most articles and conference papers on planning and
scheduling stress its strategic importance, but they do not delve into

the practical details because of limitations imposed by article length or
conference programming. Doc has leaped over this hurdle with his
Maintenance Planning and Scheduling Handbook. There is now a ready
reference to take the action oriented maintenance practitioner to the
level of understanding needed to install a planning and scheduling
function and make it work.
The book positions planning in maintenance operations and then pro-
ceeds logically to introduce the principles of planning and scheduling and
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explain how to make planning work. Additional sections cover the
nuances of planning preventive maintenance, predictive maintenance,
and project work. The book concludes with helpful information on how
to get started.
Maintenance Planning and Scheduling Handbook is a welcome addi-
tion to the body of knowledge of maintenance excellence and how to
achieve it.
ROBERT C. BALDWIN
Senior Editor
EDTRON.com
Technical Business Communications
Palatine, Illinois
xx Foreword
Preface
The welcome demand for the Maintenance Planning and Scheduling
Handbook around the world and repeated printings have encouraged
this second edition. The author is profoundly grateful that maintenance
practitioners across a wide spectrum of industries have found the hand-
book and its principles universally applicable.
The second edition has revised most pages throughout the entire

handbook to clarify and amplify discussions based on the author’s expe-
rience of the last seven years and practitioner feedback since the first
edition. Perhaps the most fundamental of these revisions is moving
the planning strategy from simply relying on craft skills to more of a
procedures-based organization in terms of job plan detail. The second
edition also adds a definitive aids and barriers analysis to virtually
every key aspect of planning. Furthermore, it adds cause maps to inves-
tigate low schedule compliance and priority system problems. Two new
appendices add much discussion on the soft side of maintenance plan-
ning (dealing with people) and the controversial issue of subcontracting
maintenance. In addition, the second edition delves much deeper into
implementing and using a CMMS. Finally, readers should welcome
improvements in overall text format (larger font) and chapter organi-
zation that make the handbook easier to use. All of these changes make
the handbook even more comprehensive and helpful. These changes
should enhance the handbook's usefulness and unique contribution to
this key segment of maintenance.
DOC PALMER
Neptune Beach, Florida

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Preface to First Edition
The Maintenance Planning and Scheduling Handbook shows how to
improve dramatically the productivity of maintenance. For example, a
group of 25 maintenance technicians should be performing the work of
39 persons when aided by a single maintenance planner. This book
clearly and simply sets forth the vision, principles, and techniques of
maintenance planning to allow achievement of this type of improvement

in any maintenance program.
When I began writing articles and publishing papers describing the
success we had achieved in maintenance through maintenance planning,
I was not surprised by the requests for information I received. We had
revamped our existing planning organization and the result was a total
clearance of a large backlog of work that had some work orders in it as
old as 2 years. The clearing took less than 3 months thus freeing up
in-house labor and allowing a scheduled major overhaul to commence
without costly contractor assistance. We had been through a learning
journey in the course of our success. Before we got planning “working”
we had to unlearn about as many false notions about planning as we had
to learn principles to support what it really was. Most of the requests for
information I received primarily centered on a need just to get a handle
on exactly what maintenance planning was. Eventually McGraw-Hill
asked that I write this book.
I believe that maintenance planning has remained an undeveloped
area of tremendous leverage for maintenance productivity for several rea-
sons. The planning function is positioned down in the maintenance group
and does not command the plant manager’s attention, so it is “beneath
the plant manager.” The techniques require an increased degree of organ-
ization, coordination, and accountability as well as a loss of some control
(which some maintenance supervisors might not find appealing), so it is
“unnecessary to the maintenance manager.” Finally, the principles of
planning are not technical in nature, so it is “uninteresting to the plant
engineer.” Nevertheless, a company seeking to be more competitive would
do well to exploit such an area of leverage. A common saying states that
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