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Every facility that I’ve been involved
with has had a long-range plan. These plans often include unit
turnarounds or outages, major modifications, or planned shutdowns of
major equipment. These plans are usually developed well in advance.
They also include funding, assigned resource responsibility de-tailed
plans, schedules, advanced parts ordering and all those things that
lend themselves to successful execution. Most importantly, they are
subject to little or no calendar movement.
When you think of preventive
maintenance, consider those repetitive tasks that have a frequency
greater than a month. Weekly or daily preventive maintenance tasks
usually have no need for formal scheduling. In addition, you should
only consider those tasks that are intrusive or require special
coordination or support from other resources.
Regulatory requirements are usually
well know, at least by somebody in the organization. If regulatory
requirements aren’t tracked as preventive maintenance tasks in the
CMMS (Computerized Maintenance Management System), then the
organization runs the risk of missing a commitment that can lead to
financial penalties. Most regulatory requirements run on a cyclical or
calendar schedule and readily lend themselves to long range
scheduling.
Lastly, every organization has periods
during the year when resources are scarce, reduced or unavailable. The
best examples I can think of are hunting season, the opening of
fishing, major holiday sea-sons, or known vacation periods. In Europe,
August is not a good month to plan major resource loaded activities.
At on plant I worked at, the opening week of deer season almost lead
to a plant closing each year. Again, these resource-limiting times are
usually well known by the organization.
Now, why would you need to know this
information? The reason is quite simple; having this information
available will allow you to view your year’s activities at a glance.
You can quite easily set up a spread-sheet with all this information
laid out in calendar sequence. Look at the spreadsheet, move tasks
that fall into a period of low resource availability to one of high
availability. Adjust regulatory requirements a few weeks, either way,
if they fall within a major equipment outage. Then use the spreadsheet
like a Day Planner. Always look to the future to foresee what is
coming up.
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