| Description |
1 online resource (962 pages) : illustrations |
| Contents |
Title Page -- Copyright Page -- Dedication -- Contents -- Foreword -- Preface -- Preface to First Edition -- Acknowledgments -- Prologue: A Day in the Life Before Implementing a Proper Planning and Scheduling Program -- Bill, Mechanic at Delta Ray, Inc., No Planning -- Sue, Supervisor at Zebra, Inc., No Planning -- Juan, Welder at Alpha X, Inc., Has Planning -- Jack, Planner at Johnson Industries, Inc. -- Charles, Predictive Maintenance Technician at Beta X, Inc., No Scheduling -- 1 Why Do Planning (The Business Case and Real Success Stories) -- Company Vision -- Why Improvement Is Needed in Maintenance -- What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools) -- Increase Your Workforce Without Hiring -- Quality and Productivity: Effectiveness and Efficiency -- Planning Mission -- Frustration with Planning -- Case Studies Illustrating Actual Industry Successes -- W. Edwards Deming -- Peter F. Drucker -- Summary -- Overview of the Chapters and Appendices -- 2 Planning Principles (What Makes Planning So Frustrating and What Makes It Work?) -- The Planning Vision: The Mission -- Principle 1: Separate Group -- Principle 2: Focus on Future Work -- Principle 3: Component Level Files -- Principle 4: Estimates Based on Planner Expertise -- Principle 5: Recognize the Skill of the Crafts -- Principle 6: Measure Performance with Work Sampling -- W. Edwards Deming -- Peter F. Drucker -- Planner Liability -- Summary -- Case Study: Plant with Only Planning -- 3 Scheduling Principles (Why Do We Have to Do Scheduling and What Makes It Work?) -- Why Maintenance Does Not Assign Enough Work -- Advance Scheduling Is an Allocation -- Principle 1: Plan for Lowest Required Skill Level -- Principle 2: Schedules and Job Priorities Are Important -- Principle 3: Schedule from Forecast of Highest Skills Available -- Principle 4: Schedule for Every Work Hour Available -- Principle 5: Crew Leader Handles Current Day?s Work -- Principle 6: Measure Performance with Schedule Compliance -- W. Edwards Deming -- Peter F. Drucker -- Summary -- Case Study: Plant with Planning Plus Scheduling -- 4 Handling Reactive Work in a Planning Environment -- Proactive Versus Reactive Maintenance -- Extensive Versus Minimum Maintenance -- What Kind of Job Plan Is That!?! -- W. Edwards Deming -- Peter F. Drucker -- Summary -- 5 Basic Planning (Let?s Plan a Work Order) -- A Day in the Life of a Maintenance Planner -- Work Order System -- Planning Process -- Work Order Form -- Coding Work Orders -- Using and Making a Component Level File -- Scoping a Job -- Engineering Assistance or Reassignment -- Developing Planned Level of Detail, Sketching, and Drawing -- Craft Skill Level -- Estimating Work Hours and Job Duration -- Parts -- Special Tools -- Job Safety -- Estimating Job Cost -- Contracting Out Work -- Closing and Filing Feedback after Job Execution -- Wastewater Treatment Industry Example -- Forms -- Resources -- Security of Files -- W. Edwards Deming -- Peter F. Drucker -- Summary -- 6 Advance Scheduling (Let?s Create a Schedule) -- Weekly Scheduling -- Formal Weekly Schedule Meeting -- W. Edwards Deming and Peter F. Drucker on Quotas, Benchmarks, and Standards -- Summary -- 7 Daily Scheduling and Supervision (What Should the Supervisor Be Doing?) -- A Day in the Life of a Maintenance Supervisor -- Assigning Names -- Coordinating with the Operations Group -- Handing Out Work Orders -- During Each Day -- Avoiding Common Pitfalls That Wreck the Schedule -- W. Edwards Deming and Peter F. Drucker on Supervision -- Summary -- 8 Parts and Planners (Getting Better Storeroom Support and Guidelines for Kitting Parts) -- Getting Better Storeroom Support -- Storeroom -- 9 Computer Basics for Planning -- A Day in the Life of a Maintenance Planner (Using a CMMS) -- The Planner Must Use the CMMS Job Plan Module -- What Type of Computerization -- Benefits with the CMMS -- Cautions with the CMMS -- Selection of a CMMS -- Specific Planning Advice to Go Along with a CMMS -- Advanced Helpful Features for Planning and Scheduling -- Summary -- 10 How Planning Works with Preventive Maintenance, Predictive Maintenance, and Project Work -- Preventive Maintenance and Planning -- Predictive Maintenance and Planning -- Project Work and Planning -- Summary -- 11 Controlling Planning (Best KPIs for Planning and Scheduling Performance) -- The Objectives of Planning and Scheduling -- Planning and Scheduling Are Ultimately Controlled by Staffing -- All KPIs Are Not the Same, Leading and Lagging, y = f(x) -- KPIs for Controlling Scheduling (Is Scheduling Working?) -- KPIs for Controlling Planning (Is Planning Working?) -- Problematic KPIs -- Summary -- 12 Best Practices for Shutdown, Turnaround, Overhaul, and Outage Management -- Different Types of Outages -- The Changing Nature of Outages over Time as Reliability Improves -- Planning Individual Work Orders for Outages -- Applying Weekly Maintenance to Outage Maintenance -- Accuracy of Task Estimates -- Cycle of Improvement: The Outage Report -- Controlling the Scope of Outages -- Elements of the Outage Organization -- Defining Outage Success -- 13 Conclusion and Selling Planning (Gaining the Support of Management and Staff) -- Conclusion -- Selling Planning -- Epilogue: An Alternative Day in the Life?After Implementing a Proper Planning and Scheduling Program -- Bill, Mechanic at Delta Ray, Inc. -- Sue, Supervisor at Zebra, Inc. -- Juan, Welder at Alpha X, Inc. -- Jack, Planner at Johnson Industries, Inc. -- Charles, Predictive Maintenance Technician at Beta X, Inc |
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-- A Planning Is Just One Tool (What Other Tools Does Best Maintenance Need?) -- Work Order System -- Equipment Data and History -- Leadership, Management, Communication, Teamwork (Incentive Programs) -- Qualified Personnel -- Shops, Tool Rooms, and Tools -- Storeroom -- Reliability Maintenance -- Improved Work Processes -- Maintenance Metrics -- Summary -- B The People Side of Planning -- The People Rules of Planning -- Summary -- C What to Buy and Where to Buy It to Set Up a Planning Function Office-Wise -- Minifile Folders -- Minifile Labels -- Miscellaneous Office Supplies -- Equipment Tags -- Wire to Hang Tags on Equipment -- Deficiency Tags -- Shop Ticket Holders -- Open Shelf Files -- CMMS -- D Example Forms, Work Orders, and Plans for Planners -- E Step-by-Step Duties of Planners and Others -- Maintenance Planner -- Maintenance Scheduler -- Maintenance Planning Clerk -- Operations Coordinator or Gatekeeper -- Maintenance Purchaser or Expediter -- Crew Supervisor -- Planning Supervisor -- Maintenance Manager -- Maintenance Planning Project Manager -- Maintenance Analyst -- CMMS Administrator -- F DIY Wrench Time Study, Quick and Easy In-House -- How Not to Measure Wrench Time -- Setting Up the In-House Study -- Determining a Representative Period with Enough Observations -- Making Observations and Respecting the Workforce -- Interpreting the Results -- Summary -- G Sample Work Sampling (Wrench Time) Study: "Ministudy" -- Executive Summary -- Introduction -- Category Definitions -- Collection of Observation Data -- Analysis -- Conclusions -- Recommendations -- Attachment A: Procedure for Measuring Workforce Productivity by Work Sampling -- Attachment B: Work Sampling Calculations -- H Sample Work Sampling (Wrench Time) Study: Full-Blown Study -- Executive Summary -- Introduction -- Category Definitions -- Collection of Observation Data -- Analysis -- Conclusions -- Recommendations -- Attachment A: Procedure for Measuring Workforce Productivity by Work Sampling -- Attachment B: Work Sampling Calculations -- I Special Factors Affecting Productivity -- Wrench Time in Exceptional Crafts and Plants -- Blanket Work Orders -- Empowering Versus Scheduling -- Schedule Compliance -- Priority Systems -- Summary -- J Example Work Order System and Codes Manual -- Introduction -- Work Flow -- Work Order Form and Required Fields -- CMMS Instructions for Plant-Wide Use -- Codes -- Work Order Numbering System -- Manual Distribution -- K Equipment Schematics and Tagging -- Equipment Tag Numbers -- Equipment Tag Creation and Placement -- Summary -- L Advanced CMMS Topics -- Planning Principles Versus Using a CMMS -- Helpful Features for Planning and Scheduling -- Types of Projects -- Big Glitches in Real Systems -- Death March Projects -- Planning a CMMS Project -- Work Request for a CMMS -- Planning for a CMMS -- Ongoing Support -- Scheduling with Computer Spreadsheets -- Perspective -- M Starting and Organizing a Planning Group (Plus Barriers and Aids to Success) -- Setting Up a Planning Group in a Traditional Maintenance Organization for the First Time -- Redirecting or Fine-Tuning an Existing Planning Group -- Considerations -- Aids and Barriers Overview -- Major Areas of Planning Management -- Key Aids and Barriers -- Special Circumstances -- Summary -- N Selecting a Great Planner -- Picking the Perfect Planner and Why It Matters So Much -- Real Stories of Hiring Planners and the Lessons They Teach -- Training Needed for Planners -- Grading or Evaluating Planner Performance -- Example Formal Job Description for Maintenance Planners -- Organization Theory 101: The Restaurant Story -- Summary -- O Example Training Tests for Planners and Change Agents -- Maintenance Planning Test Number 1 -- Maintenance Planning Test Number 2 -- Maintenance Planning Test Number 3 -- Answers to Tests -- P Auditing Maintenance Planning -- Philosophical Understanding -- Quick Audit Scoring for Planning Success -- Detailed Audit Scoring for Planning Success -- Q Contracting Out Work -- Why Contract Out Work? -- Problems with Contracting Out Work -- Alternative Forms of Contracting Out Work -- Arbitration Considerations for Contracting Out Work -- Summary -- References -- R Concise Text of Objectives, Principles, and Guidelines -- Maintenance Planning Mission Statement -- Maintenance Planning Principles -- Maintenance Scheduling Principles -- Guidelines for Deciding if Work Is Proactive or Reactive -- Guidelines for Deciding if Work Is Extensive or Minimum Maintenance -- Guidelines for Deciding Whether to Stage Parts or Tools -- Guidelines for Craft Technicians to Provide Adequate Job Feedback -- Glossary -- Bibliography -- Index |
| Summary |
The industry-standard resource for maintenance planning and scheduling--thoroughly revised for the latest advances. Written by a Certified Maintenance and Reliability Professional (CMRP) with more than three decades of experience, this book provides proven planning and scheduling strategies that will take any maintenance organization to the next level of performance. The book resolves common industry frustration with planning and reduces the complexity of scheduling, in addition to dealing with reactive maintenance. This book covers estimating labor hours, setting the level of plan detail, creating practical weekly and daily schedules, kitting parts, and more, all designed to increase your workforce without hiring. Much of the book applies the timeless management principles of Dr. W. Edwards Deming and Dr. Peter F. Drucker. This book shows how you can do more proactive work when your hands are full of reactive work. Maintenance Planning and Scheduling Handbook, Fourth Edition, features new case studies showing real-world successes, a new chapter on getting better storeroom support, major revisions that describe the best KPIs for planning, major additions to the issue of "selling" planning to gain support, revisions to make work order codes more useful, a new appendix on numerically auditing planning success, and a new appendix devoted entirely to selecting a great maintenance planner. This handbook covers: • The business case for the benefit of planning • Planning principles • Scheduling principles • Handling reactive maintenance • Planning a work order • Creating a weekly schedule • Daily scheduling and supervision • Parts and planners • The computer in maintenance (CMMS) • How planning works with PM, PdM, and projects • Controlling planning: the best KPIs for planning and overall maintenance • Shutdown, turnaround, overhaul, and outage management • Selling, organizing, analyzing -- Provided by publisher |
| Bibliography |
Includes bibliographical references and index |
| Notes |
E-Publication PDF |
| Subject |
Product life cycle.
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Production management.
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TECHNOLOGY & ENGINEERING / Mechanical.
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Product life cycle
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Production management
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| Form |
Electronic book
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| ISBN |
9781260135299 |
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1260135292 |
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