| Daily
Scheduling
Once the weekly schedule has
been passed to the supervisor it needs to be constantly
updated to reflect changes to the operating environment. As
most facilities or plants are still fighting with reactive
style maintenance regimes, the probability of breakdowns and
other unplanned events interrupting the daily flow of works is
high.
The setting of levels for
capacity scheduling needs to allow for these factors by
leaving a percentage of man-hours for the rise of possible
reactive works.
Daily scheduling needs to focus
on:
- Unfinished works for
the current day
- Planned/Scheduled
works for the following days
- Changes to
operations windows and accommodating these in a
manner focused on priority.
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Responsibility for this can sit
either with the Schedulers or with the Supervisor. With the
schedulers focusing on the following weeks work it is
advisable for the supervisor to assume this role. However
strict guides need to be set in place to facilitate this
process.
For example breakdowns do not
necessarily require attention, if there is redundancy built
into the plant or if there is ability for operations to
re-organize there works then a balance between the scheduled
priorities and breakdown priority needs to be found.
Without either higher priority
tasks arising, unexpected changes in labor availability or
changes to operations plans there should be no reason at all
to re-schedule works. Any changes need to be justified along
these lines and reports put in place to measure and control
this function.
The most common problem
associated with execution is the Supervisor believing they are
able to schedule works at their own discretion. Although they
are the closest to the action and, in some cases, they may do
this very well. It is not a sustainable manner for the
maintenance departments to operate, neither is it focused on
the systems of prioritization and capacity scheduling that are
used for delivery of the correct tasks at the correct time.
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