| Scheduling
Scheduling is the function of
coordinating all of the logistical issues around the issues
regarding the execution phase of the work. This can also
uncover some areas of planning deficiency, which needs to be
captured.
Scheduling is best performed in
a capacity-scheduling manner, whereby the following takes
place. Most modern systems have the capacity to output data to
spreadsheets or similar. This is where the majority of
scheduling work needs to occur.
- Overhead labor hours
such as safety and toolbox meetings, break times
and training times are to be gathered, along with
holidays and scheduled as standing works orders
for future analysis of these.
- Hours for PM
completion to be deduced form data in the CMMS.
This focuses on ensuring the equipment is
maintained to its best levels.
- Addition of
corrective and approved improvement actions as
dictated by the prioritization system and
operations plan. These are to be Planned works
orders only. A guide could be: Age of works orders
against priority (As a measure of the priority
systems effectiveness)
- The combination of
corrective, preventative and improvement work
needs to total the levels set for planned /
scheduled work. Although this does constitute the
most effective use of labor and resources, there
are advantages to planned/unscheduled works. A
workable level is 70%- 80% in the initial stages.
- For example a
planned works order may be used during opportune
maintenance periods due to major failure or
operations reasons. In this instance the benefits
of pre-planning become clear. However there does
not need to be a rush to repair equipment in an
opportune manner simply because it has become
available. If there have been higher priority work
planned then this needs to retain that focus.
|
Review of this by week needs to
focus on executed works. In this manner re-scheduled works,
while important though difficult to fully quantify, can be
captured in hour’s terms by omission. By setting a level of
70%, for example, you know that the schedule was forecast to
that level. Planned / Scheduled work orders are to equal this.
Unplanned and unscheduled work
makes up the majority of breakdown works orders generally.
However modern systems do contain template work orders.
Focusing of these on corrective actions can produce a
“planned” breakdown work order.
Works order templates
containing all planned information including parts and
resources requirements. These can take a lot of the work out
of the planning function so that it can be focused more on
improvement. Estimation variances, additional tips or
instructions, improving the safe working practices and
reviewing the stores re-credits can offer areas of improving
work order templates. All delivering a more efficient and
accurate tool for scheduling and execution.
Templates can also be used to
store trouble shooting guides for specific symptoms / fault
modes. OEM data and strategy review information is best for
providing the detail for these.
Like all changes to maintenance
processes this needs to be embedded via a range of
initiatives. These include role-specific training, targeted
reports for functional purposes and integration of KPI
measurement with daily routines. This can happen as part of
meeting structures, signs and symbols as well as integration
with the salary expectations. (Usually via bonus schemes)
Although effective, the behaviors being driven need to be
carefully considered.
This is by no means a total
explanation of the planning and scheduling function, reporting
tools and or processes. It seeks to highlight areas most
neglected where immediate improvements, through application,
can be easily implemented.
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