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PAM 201: Planning and Scheduling
INTRODUCTION
Planning and scheduling of maintenance work is central to a well functioning maintenance organisation. In order for maintenance planning and scheduling to work many other systems need to work well. Most importantly equipment inspections, predictive maintenance, technical database including bill of materials, work order history, and standard job plans have to be in place. The maintenance function must also be supported by an efficient spare parts procurement, storage and control function.
Ensuring basics are in place such as good backlog practices, an effective prioritisation system, proficient planning practices, and a functioning scheduling system between operations and maintenance. The effectiveness of planning and scheduling and the often strained relationship between maintenance and operations must improve dramatically. Maintenance must assume its rightful place as a high leverage contributor to business performance. Data recorded in the CMMS must be structured in such a manner that it can feed the decision makers with decision support information. Performance indicators relevant to maintenance must highlight deficiencies and the underlying detail can then be used to pinpoint the causes.
TARGET AUDIENCE
Delegates should represent a wide range of personnel in the organization who are involved in, or dependent on, effective maintenance planning, scheduling and work control. These should include:
- Maintenance Managers
- Maintenance Engineers and Engineers in Training
- Maintenance schedulers
- Maintenance planners
- Planning and Scheduling Support Staff
- Heads of Maintenance and Superintendants
- Senior Operations Supervisors
- CMMS Administrators and Super users
- Other stakeholders in the Work Planning Function
COURSE OBJECTIVES
After completing this workshop learners will better understand:
- How physical assets and physical asset management affects the business
- The eight major losses and where they originate from
- Why maintenance has to maintain the functions and performance standards of assets
- How functions and performance standards are lost or degraded
- The risks associated with failure and degradation
- How degradation occurs in terms of normal and accelerated
- How to apply failure management policies/tactics/strategies to reduce the risk of failure and degradation
- How the defiance and neglect of optimal equipment conditions causes PM programmes to fail
- The role of the operations in the early detection of defects and deterioration
- The role of the maintainer as coach and provider of specialised maintenance services
- The importance of reporting all forms of abnormality and deterioration using a formal system
- The elements of job planning including standards, logistics, documentation, spares, quality, etc
- How to determine scheduling capacity and exploit opportunities for maintenance
- How to develop a weekly maintenance schedule with the commitment of operations and all role players to ensure compliance with the routine maintenance programme and the reduction of risk
- Assign work to the most appropriate level of maintenance
- The importance of maintaining the maintenance backlog at an optimum levels
- How recording structured data enables chronic failures and losses to be identified
- How to develop and implement a set of performance indicators for physical asset management
- The focused improvement process
TRAINING METHOD
Facilitated by an experienced physical asset management specialist, the seminar is conducted as a highly interactive work session, encouraging participants to challenge the concepts and question their paradigms. The learning is supported by real life scenarios; a bit of humor and analogies that enable learners to relate the learning to their practical situation. Each delegate receives a colour printed workbook containing all the presentation material. Learners are also required to complete an assignment within seven days of the conclusion of the programme. The assignment is structured in such a manner that it motivates the learner to review the material and thereby reinforce the learning. Learners that achieve a 50% are awarded a certificate of competency. Learners that do not pass the first time are expected to review the material again and can be given further coaching and the opportunity to complete an assignment. The expectation is that all engineers, planners, planning clerks, maintenance and operations supervisors should achieve competency in this programme.
TOPICS
Day One
- INTRODUCTION
What do organisations generally expect from physical assets?
How physical asset management affects the capability of an organization to make money. What does making money mean?
What happens when organisations defy best practice physical asset management?
Physical asset management facts and fallacies
- FAILURE MANAGEMENT PROCESS
Physical Asset Identification and Classification
Functional Location
Rotables
Bill of Material
Documentation
Criticality Grading
- Functions and Performance Standards
Primary and inherent functions
Protective devices
Performance standards
Design or desired standards?
- Functional Failures
Total failure
Partial failure
Failure Modes and Mechanisms
Practical Exercise: Failure Modes
- Failure Effects and Risk
Effects
Consequence
Probability
Types of risk
Risk grading
Hidden failure risk
- Understand Failure Mechanisms and Their Causes
Normal deterioration
Accelerated deterioration
Age/usage related failure patterns and related mechanisms
Abrasion, erosion, corrosion, fatigue, contamination, additive depletion, etc.
Random failure patterns and related mechanisms
Infant mortality pattern and related mechanisms
Human error
- Failure Management Policies/Strategies/Tactics
Routine Maintenance
Operate to failure
Once-off changes
- Failure Management Policies Selection Diagram
Practical application of the diagram
- Types of Routine Maintenance
Preventive maintenance
Condition based (Predictive)
Function testing / failure finding
Day Two
- Preventive Maintenance
Feasibility criteria
Advantages/disadvantages
Practical
- Condition Based Maintenance
Condition Monitoring
Performance Monitoring
Product Monitoring
Inspection using human senses
Degradation analysis
Feasibility criteria
Practical application
The role of the operator and user
- Function Testing/Failure Finding
Fail-to-safe devices
Feasibility of function testing
Feasibility of failure finding
Practical application
- Once-off Changes
Improve capability of maintainer or operator
Improve procedures (Operating, maintaining, procurement, etc)
Improve design (configuration change)
Maintainability improvements
- Operate to Failure
Feasibility
Physical and financial risks
- Role Clarification
Operations
Maintenance
- Review PAM Facts and Fallacies
Why Failure Management Policies Fail
Legacy conditions render policies ineffective
Correcting the sins of the past
- Audit checklists to support the auditing process
Practical Exercise Lowest Risk Policy Selection
Day Three
- WORK PLANNING AND CONTROL
Obtain the Resources to Implement Failure Management Policies Effectively
Develop RASCI matrix for all PAM activities including levels or repair
Determine skill requirements, assess current skills and design training to bridge gap
Determine facilities, specialised tools, support equipment requirements, procure and deploy as required
- Implement Systems to Ensure that Resources are Managed Efficiently
CMMS master data for physical assets, BOM and documentation
CMMS master data for resources
CMMS master data for spares and materials
CMMS master data for routine maintenance
CMMS master data for work status progression
- Notifications, Work Requesting and Defect Reporting
Identify work by means off notifications or corrective action requests (CARs)
Notification process, roles and principles
Problems with notifications
Work priority policy guideline
- Notification/Corrective Action Request System Characteristics
Why a standard system for the whole organization?
Accessible 24/7 to all people that interface with physical assets
Only means of raising work, reporting deviations, failures, abnormalities
- Planning
Reasons and benefits of planning
The three critical outcomes of a maintenance job
Planning for quality
Job scoping
Standards
Condition found, condition left criteria
Job templating
Planning checklist
- Schedule Work
Reason and benefits of scheduling
Scheduling success factors
Role of operations, planning and supervisor in scheduling
Capacity planning
Exploiting windows of opportunity
Develop Draft Master Schedule
Conduct Master Schedule Review Meeting
Final Master Schedule and Implementation
Backlog Management
Spares reservations and procurement
Schedule Work Practical Exercise
- Allocate Work
Options for allocation, allocation and scheduling boards
Resources per section
Resource pooling versus resources dedicated to sections
- Work Execution and Feedback
Organise the daily workload and logistics
Dealing with breakdowns and unplanned work
Fault finding and cause identification
Work quality control measures
Recommission and sign over
Job card feedback and analysis
Day Four
- PERFORMANCE MANAGEMENT AND FOCUSED IMPROVEMENT
Information and Control
Sources of PAM information
- Management Levels and Information
RASCI specific information
- Audits
The role of auditing
Types of audits
Advantages of auditing
Disadvantages of auditing
Types of audits
- Performance Indicators
Performance indicator criteria
Setting Targets
Setting Ranges
- PAM Balanced Scorecard
Workload Performance Indicators
Planning Performance Indicators
Effectiveness Performance Indicators
Cost Performance Indicators
- Performance Indicator Practical Exercise
- Focused Improvement
Identify improvement topic
Understand situation
Expose and eliminate abnormalities
Analyse causes
Plan improvement
Implement improvement
Evaluate results
Consolidate gains
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