The Devil is in the Details!
I recently facilitated a Planning and Scheduling course for a large group of Planners, Supervisors, and Production personnel. Via the work management process, Planners are typically given lots of problems and expected to provide the right solutions. For each Planner in this group, every day brought 40-50 different problems looking for solutions. While not always exactly the same, you can rest assured that a large portion of the work is repetitive; i.e. same type equipment and problem in a different functional location.
So, how do you deal with the volume of problems? Create standard work libraries, and initially, focus on getting as many done with the basics over completely planning just one or two in great detail. For the basics, identify the crafts, estimate the hours, and determine the materials required which will allow you to schedule the work and drive efficiency improvement. To improve the basics, ask the craftspeople and supervisors to provide the details back to you when the work is complete so you can update the plan for the next time. Click here to learn more with this tutorial.
Tip provided by Jeff Shiver, CMRP, CPMM of People and Processes
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Comments (1)
Your tip may be right when you assume that this is the only thing you can do, but it is merely dealing with the symptom. the symptom is an overload of problems. The cause is bad asset management. If an organisation would properly analyse the functions and performance levels of all their assets to identify all root causes that could result in unacceptable consequences if they resulted in a problem, then identify all required tasks with frequency, standard task instruction, needed resources and duration, it could develop a plan covering the rest of the lives of their assets. I call this 'once and for all' planning. As every eventuality that can result in unacceptable consequences would be covered there would be no failures and new problems. When this is achieved there is no need of planners and schedulers anymore, as the plan may only require some minor adjustments. Any organisation that employs planners. often one planner for each part of a plant, shows that it is not in control.
(I like to stir a bitm but in principle this theory is right).
1) Posted 10:52 pm, 17 May 2010 by Emile Eerens