Maintenance Planning

Scheduling and
Coordination
GROUP 5
1.TRIYAN INDRAWAN
100 066)
2.FAHRUL F
100 503)
3.F. X. YANSEN D. C.
100 512)

(4206
(4208
(4208

Definitons
Planning

the development of a detailed

program to achieve an end.
Schedulling

determining time for perform job

with use maintenance resources.

Symptoms of ineffective job

planning
Gaining

detailed knowledge of the

required work.
Obtaining permits.
Identifying and obtaining material,
blueprints, tools, & skills required
for completion of assigned work.
Delivering the above inputs to the
job site.
Waiting for required spare parts
that are not in stock.

Organization by work type

The

routine group.
The emergency group.
The planned backlog relief group.

The maintenance supervisor

Proper,

safe, and efficient execution of maintenance work.

Refinement & finalization of labor, parts, priorities, & methods,
which are ultimately the supervisors responsibilty.
Job quality, duration, cost, & thoroughness of the completed job.
Time lost between jobs, at breaks & during shift changes.
Overruns & interruptions.
Having the next job always ready & assigned to a mechanic.
Tactical decisions necessary to remain as close to schedule as
possible.
Assurance of reasonably accurate distribution of time and
materials to specific jobs.
Communication with planner / schedulers, operations, and
maintenance engineering as frequencly as possible.

Backlog
Definition

the net workload, measured in labor hours,

requested but not yet completed.
Backlog

management
- Ready backlog
+ jobs that are ready to go.
+ all tools, parts, material, drawing, &
authorizations are in hand.
- Total backlog
ready backlog + all the other open work orders
for
which something is missing.

Sizing the maintenance

staff

The staff required to preserve an

asset is related to its size,
replacement value, & usage.
Preventive / predictive maintenance
inspections.
Steady state backlog relief.
Urgent response.
Deferred maintenance.
Capital program requirements.

THE PLANNING PROCESS

Essential in steps of the planning process:

WHO (siapa)
WHAT (apa)
HOW (bagaimana)
By WHEN (kapan)
HOW MUCH (berapa)

Benefit for the planner of a well-organized library

are:

The planners job is simplified and accelerated

Job plans are of consistent quality
The library becomes a universal resource for
maintenance
engineering, spec, & problem solving
There is a good foundation for further computer asst

THE PLANNING PROCESS

SCREENING,SCOPING,RESEARCH, &
DETAILED
PLANNING
Six step process
Screening of work request

Assessing and scoping the job to be performance

job research to avoid redundant planer effort

Job breakdown with detailing and sequencing of job step

Material take offs and procurements
Assembling the planned job packed

Screening work requests

planer must comfirms that
The request is not duplicate
The discription is clear and complate with the approximate equipment code
All requestor required field are complated with valid code
Priority and request completion date are realistic and provide pracical lead time,
enale job execution
Authorization has been given
The request work is needed

Assessing and scoping the

job

The process of job assessment and scoping should roughly follow

the flow outline :
Confer with requestor to clarify the desired result
Refine the description accordingly
Clarity the specific job location
List what need to done
Define start ad finis point
Finalize priority
Visualize job execution and outline requite
Record the steps necessary to execution job
Take photos to clarification intend of the work
Take minor measurement
Determine requite condition
Is it necessary for equipment to be down
Devine involve control loop
Check for safety hazards

Job research
During

research planner should

Use labor library and equipment history

to determine If the job has been
previously perform
Consider alternative approaches
Remain conscious of alternate plans for
involve equipment
Consult the procedure file necessary tag
out
Contac other function with involvement
or potential input in the job

Detail job Planning

(determining the breakdown
Within the process planer must
of job steps)
Select and descript the best method for
job performance
Determine and sequence the job by
specific and logical tasks or steps
Identify task dependency
Determine labor resource required
List determinable material, part, special
tools required, and consider how to get
the part
Estimate total cost in terms of labor ,
material, external charge

DETAILED PLANNING PROCESS

MATERIALS, TOOLS, & EQUIPMENT

Planner responsibilities for material management

process include:

Ordering special parts

Suggesting the inclusion of new parts
Reviewing at regular internal
Providing adequate lead-time for purchasing to order non stock
material
Notifying the storeroom of delays to schedules
Providing the storeroom with adequate time
Assuring that unused material
Correcting planned job packages

Material management
requirement in support of
proactive maintenance

Storeroom must

Keep inventory orderly with part identified and locatable

Keep adequate quant quantities of each stock item on hand to meet the day to
day need of maintenance

Promptly reorder materials that are at their reorder point so stocks can be
replenished before they run out

Maintain unique item identification of spare part, materials, supplies and tools

Provide an up to date catalog listing parts and supplies in stock by location

Cross reference the catalog by Stores Reference Number, Vendor Serial

Number, Key Word Description, and where used

Apply storeroom control in relation to item value. High value items should be
controlled most closely. Medium value items should be controlled, and low
value items (such as hardware) warrant the least control.

Provide quick issues service at the storeroom window

Process non stock receipts and back order receipts as quickly as possible and
notify users of their arrival.

Proved timely delivery of materials to secured locations, either at the job site
or at specified drop points at maintenance shops and other area of the facility.

application of maintenance
work measurement
match manpower to workload
establish meaningful maintenance

schedule
forward load preventive predictive and
other programmed maintenance routine in
balanced manner to avoid peaks and
valley in demand upon labor resources
in interest of customer service, promise
must be realistic, particularly when jobs
require the equipment be taken out of
service
realistic expectancies by which supervisory
and crew performance can be evaluated
and employees can be motivated

Analytical estimation
Analyzing

and estimating
maintenance work seem hard at first
because there are nearly always
element that are unpredictable

Recommended

approach to maintenance work

measurement
For persons who have had practical experience
performing maintenance jobs
Doing estimation with broken down into
separate steps
Pinpoint is not justifying cause all variables
cant known until after job is completed.

Coordination with
Operation
Cooperative effort between maintenance,
operation and other involved function
The objective is to agree on the most important
maintenance jobs to completed with the available
resource during the coming week

Planner preparation for the

weekly coordination meeting
Upkeep

of backlog
Issuance of backlog report
Resolution of conflict.
Available resources
Group for optimization
Ready to Go

Scheduling Maintenance
Work
Target

Feed
back

Action

Measurem
ent

4 abilities, are necessary for maintenance

schedules to meet the challenge :
1.
2.
3.
4.

Determine priorities mutual to the

involved parties
Focus on target reflective of those
priorities
Concentrate on execution to
schedule
Persevere to achieve proactive
maintenance excellence supportive
of world class operation

Job Execution
The

supervisor is responsible for job

execution. The supervisor has to be in
several places at once. The supervisor has
to keep ahead of jobs that are about to start
and periodically check in on jobs that are
already in process.

Three important function

The

supervisor check preparedness for

each days work
Supervisor make the actual job assigment
Supervisor follows the labour deployment
scheme provided

Planner support of Job Execution

Support

of Job Execution
Follow-up coordination
Schedule follow-up

Job close out, follow up, and

schedule compliance
Job

close out begins with feedback from

craftsmen and supervisor. The job is not
complete without comprehensive feedback
regarding the work performed.
The most basic feedback is labour hours.
The second basic is any materials and parts
Feedback on the work order would be expanded
or corrected description and job steps; additional
special tools required, and interupptions
encountered, etc

Planner and Scheduler Metrics

Planning

and scheduling impacts a majority

of these metrics and planners are
responsible for administering many of
them, including information assembly,
calculation, trending, and posting.

Direct Measure of Planning Effectiveness

Percent

of work orders covered with planned job packages

Percent of work orders covered with an estimate of
required labor-hours
Reliability of backlog
Mean time from work order
Mean time between job completion and job close out

CMMIS in support of planning, scheduling,

and coordination
CMMIS

is preferred because current systems by

design and by use are not, for the most part used
to manage maintenance but rather to inform
about maintenance
I is only an information and is only one building
block of an integrated maintenance excellence
process.

Good backlog management features

Job

status
Assigned team
Asset/equipment
Requestor
Planner
Condition required

Planning Major Maintenance Projects

Maintenance

is also responsible for major

efforts comprising many tasks.
The major tasks include capital projects as
weel as major maintenance shutdown.

The process requires the following inputs:

Identification

of the individual jobs or

activities comprising the overall project
Skills and crew sizes required for each
activity
Duration required for each activity
Predecessor and successor activities for
each event

Float is the CPM term for slack. This is

the duration of delay within each activity
that can be absorbed before it becomes
critical and extends overall project duration.
Three forms of float :
Total float
Free float
Independent float