Another critical part of the strategy requires fixed start times for all shutdowns and maintenance linestops. This request is a type of subordination and is necessary to allow maintenance planners to use CMMS (Computerized Maintenance Management Systems) tools to generate detailed plans for all work. In turn these plans leverage the individual shutdown schedules of the key mechanics for maximum use of their time, matching priority tasks with the right resources.

The product schedulers are asked to plan a standard high volume product just prior to the shutdown. Then, if the run is cut short, volume can soon be made up in the normal product cycle. If the process is running well, a small portion of the standard product can be moved up to make use of the machine until the shutdown is started.

In this work center, it was important to set the fixed shutdown date about four weeks in advance. The maintenance planners would then verify the manpower shift schedules and assign the tasks appropriately.

Two weeks before the shutdown, the work plan was communicated to all those responsible for coordinating the advance work needed to execute their tasks. A significant amount of shutdown time can be saved by focusing the work that needs to be performed during the shutdown. With fewer task assigned, the amount of space needed to marshal equipment and materials is less than that needed for long shutdowns.

Elevate.

The next step is to look for more resources equivalent to the key mechanic, further leveraging the capabilities of the key constraint. One way to accomplish this is to develop operations workers with skills and knowledge to undertake some of the less complex, repetitive maintenance tasks. This is a form of Total Productive Maintenance (TPM).