PROGRAM'S BACKGROUND

Work Planning is one of the Six Basic Functions of Maintenance Work Management. The chart shows how Work Planning fits into the Work Management Process. There is a wide spectrum amongst Maintenance organizations in how the Function of Work Planning is performed. This spectrum ranges from decentralized planning by the individual craftsperson to highly centralized planning departments using integrated information systems and CMMS. This training program in Maintenance Planning and Work Control will include a comprehensive scope focused on the Planning needs and goals of the delegates. The wide variety in planning approaches is driven by several factors. These factors include:

›       The degree of reactivity in the work management system

›       Management’s philosophy of the importance of planning

›       The skills of the personnel and the knowledge of the equipment systems

›       How effectively information is transferred between personnel

PROGRAM'S OBJECTIVES

This Program’s Attendees Will Be More Able To:

›       Identify Planning best practices and key elements for taking action on them

›       Understand how world-class organizations solve common planning problems

›       Evaluate your practices compared to those of others

›       Improve the use of your information and communication tools

›       Improve productivity through use of better, more timely information

›       Create and preserve lead-time in work management and use it for planning and scheduling resources

›       Improve consistency and reliability of asset information

›       Achieve more productive turnarounds

›       Improve consistency and reliability of asset information

PROGRAM'S ATTENDEES

›       Maintenance Managers

›       Maintenance Supervisors

›       Personnel designated as planners, or identified to become planners

›       Key leaders from each Maintenance craft

›       Key Operations Supervisors

›       Materials Management Managers/Supervisors

›       CMMS Administrator or key users

›       Key Maintenance support assistants

›       Other stakeholders in the Work Planning Function

PROGRAM'S OUTLINE

INTRODUCTION TO MAINTENANCE PLANNING WORLDWIDE & AT HOME

›       Program objectives and expectations

›       Four stages of maintenance organizations

›       Assessment exercise and discussion relating to the following questions

›       How does the Work Planning Function fit into the overall flow of work?

›       What percent of the work activities are planned ahead (one to two weeks)? What is the status of the Preventive and Predictive Maintenance programs in regard to planning?

›       What is the percent of reactive or unscheduled jobs?

›       Who does the planning? Are there assigned planner positions? How do planners spend their time?

›       What is the output of planning? What do the planned work order packages look like? Is there a standard for planned work order packages?

›       How is planned work and the planning function viewed by crafts persons and supervisors?

›       What fields of information are included in the work order? How consistent is their use?

›       Priority, Due Date, Duration, Equipment information, Authorizations, Parts and Materials, Job Description, etc.

›       What is the nature of the work backlog? Do planners have access to and control of the work backlog?

›       How do planners interface with Materials Management, requisitioning, bills of materials, critical spare parts and suppliers?

›       What Key Performance Indicators (KPI) are in place to measure planning effectiveness? How is the planning function adding value to the organization?

›       How accessible are the equipment history files? Who uses them?

›       How is other essential planning information handled? (drawings, operating history, design parameters, costs, contractors, permits, etc.)

THE ROLE OF PLANNING IN THE ORGANIZATION

›       Establishing the Work Planning Function in the Work Management Process

›       Constructing your Work Management Flow Diagram

›       Identifying where work comes from

›       Work dispatch

›       Capturing work history

›       Clarifying the roles of Supervisors, Operators, Planners, and Crafts

›       Identifying who does what

›       Quality improvement

›       Job descriptions and responsibilities

›       Personal time management

›       Analyzing your own time usage

›       How to plan work

›       Steps in planning work

›       Parts and materials requisitioning

›       Estimating man-hours

WORK PLANS, WORK ORDERS & POLICIES

›       Making the work order packages more consistent

›       Field by field analysis of work orders

›       Involving key personnel in the redevelopment of maintenance planning thereby ensuring their buy-in to the changes

›       Asset teams

›       Operator involvement

›       Establishing planning standards and policies

›       Maintenance policy manual

›       Setting up job plans to be re-used as appropriate

›       Critical equipment jobs

›       Common repeat jobs

›       Rounds and checklists

›       Optimizing Preventive and Predictive Maintenance work orders

›       Evaluating existing PM and PdM activities

›       Optimization through planning

DAILY PLANNING ACTIVITIES

›       Creating and managing an effective backlog

›       What does a backlog report look like?

›       Backlog cleanup

›       Involving contractors in planning.

›       Contractor partnerships

›       Developing and using Key Performance Indicators

›       What do you measure?

›       Who gets what KPI reports

›       Developing accurate, timely and easy-to-read reports

ACTION PLANS & WRAP-UP

›       Delegates present and discuss their Action Plans

›       Review highlights and issues from the week

ADDITIONAL DETAILS