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Ebook details:
عنوان: Maintenance Planning and Scheduling Handbook 3/E
نویسنده: Richard (Doc) D. Palmer
ناشر: McGraw-Hill Education; 3 edition (September 4, 2012)
زبان: English
شابک: 007178411X, 978-0071784115
حجم: 95 Mb
فرمت: Epub + Converted Pdf

Contents Foreword Preface Preface to First Edition Acknowledgments Prologue: A Day in the Life—May 10, 2020 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 The Business Case for the Benefit of Planning (Why Do Planning?) 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 Case Study: The Practical Result of Planning Is Freed-Up Technicians “World Class” Wrench Time The Specific Benefit of Planning Calculated for Labor Only The Specific Benefit of Planning Calculated beyond Labor: The Ultimate Benefit Plant Staffing Level Why Does This Opportunity Exist? Quality and Productivity: Effectiveness and Efficiency Planning Mission Frustration with Planning 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 Illustrations Principle 2: Focus on Future Work Institutionalizing Plant Knowledge Emergencies Case Study: Insist on Using the Job Plan Module Illustrations Principle 3: Component Level Files Illustrations Caution on Computerization Principle 4: Estimates Based on Planner Expertise Illustrations Principle 5: Recognize the Skill of the Crafts Illustrations Principle 6: Measure Performance with Work Sampling Illustrations 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 Illustrations Principle 2: Schedules and Job Priorities Are Important Illustrations Case Study: New Supervisor Case Study: Honoring the Schedule Principle 3: Schedule from Forecast of Highest Skills Available Illustrations Principle 4: Schedule for Every Work Hour Available Illustrations Principle 5: Crew Leader Handles Current Day’s Work Peters and Waterman, In Search of Excellence, “Tight and Loose” Illustrations Principle 6: Measure Performance with Schedule Compliance Illustrations W. Edwards Deming Peter F. Drucker Summary Case Study: Plant with Planning Plus Scheduling 4 Success Only After Dealing with Reactive Maintenance (What If Something Breaks?) Proactive versus Reactive Maintenance Extensive versus Minimum Maintenance What Kind of Job Plan Is That!?! Case Studies Illustrating Actual Industry Successes Case Study: Electric Utility Case Study: Chemical Plant Case Study: Food Processing Case Study: Facilities 1 Case Study: Facilities 2 Case Study: Paper Mill Case Study: Wastewater Treatment Plant 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 Troubleshooting Performance Testing or Engineering Illustrations Engineering Assistance or Reassignment Developing Planned Level of Detail, Sketching and Drawing Job Plan Template Attachments English 101 Craft Skill Level Estimating Work Hours and Job Duration Not Placing Time Estimates on Individual Job Plan Steps Parts Equipment Parts List Purchasing Storeroom, Reserving, and Staging Special Tools Job Safety Confined Space Material Safety Data Sheets Estimating Job Cost Contracting Out Work Insulation Other Contracted Out Work Closing and Filing Feedback after Job Execution Three Types of Feedback and Cautions with “Failure” Codes Six Ways to Encourage Getting Feedback Wastewater Treatment Industry Example W. Edwards Deming Peter F. Drucker Summary 6 Advance Scheduling (Let’s Create a Schedule) Weekly Scheduling Forecasting Work Hours Sorting Work Orders Allocating Work Orders Common Sense for Interruptible and Other Work Formal Weekly Schedule Meeting Staging Parts and Tools What to Stage Where to Stage Who Should Stage The Process of Staging 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 Forms and Resources Overview (Tools That Planners Use) Forms Deficiency Tags Resources Component Level Files—Minifiles Equipment History Files (Including System Files and Minifiles) Technical Files Attachment Files Vendor Files Equipment Parts Lists Standard Plans Lube Oil Manual MSDS Plant Schematics Rotating or Critical Spares Program Security of Files Summary 9 The Computer in Maintenance (How Computers Can Help and Hinder 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 Software Already in Use Single User or Larger Network Creating versus Purchasing a Commercial CMMS Interfacing a CMMS with a Company Financial System Benefits with the CMMS Standardizing Work Processes Inventory Control Information for Metrics and Reports Finding Work Orders Linking Information to Equipment Common Database Scheduling PM Generation Problem Diagnosis and Root Cause Analysis Support Cautions with the CMMS Faulty Processes Reliability and Speed Data Protection Improper Costing Employee Evaluations Goldfish Bowl Unnecessary Metrics Eliminate Paper? Jack of All Trades, Master of None Artificial Intelligence Templates User Friendly Cost and Logistics Selection of a CMMS Team Process Specific Planning Advice to Go Along with a CMMS Advanced Helpful Features for Planning and Scheduling Summary 10 How Planning Interacts with Preventive Maintenance, Predictive Maintenance, and Project Work Preventive Maintenance and Planning Predictive Maintenance and Planning Project Work and Planning Taking Over Contractor Project Work Helping Engineering Without Losing Planning 11 Control (How Do We Control Planning Itself and What Are Associated KPIs for Planning and Overall Organization Theory 101: The Restaurant Story Selection and Training of Planners Key Process Indicators (KPIs) Overall Plant Performance Proactive versus Reactive Reactive Work Hours Work Type Six Sigma Application of “Function Reasoning” KPIs for Scheduling (Is Scheduling Working?) Schedule Compliance (or Success) and Labor Forecast Wrench Time Work Orders Completed Backlog Management Backlog Work Hours Case Study: Backlog Management KPIs for Planning (Is Planning Working?) Planned Coverage Minifiles Made Defect Work Orders That Wreck Planning Helpful Feedback Summary 12 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 Moving from Weekly Maintenance to Outage Maintenance Accuracy of Task Estimates Cycle of Improvement: The Outage Report Good Libraries Notebooks and Checklists Meetings and Critiques Project Closeout Reports Controlling the Scope of Outages Knowing Purpose Outage Strategies When to Start Planning Outages Handling Discovery Work Beware Routine Rebuilds Preventive Maintenance Tips Tool: Work Breakdown Structure Elements of the Outage Organization Essentials of the Shutdown Manager Role Processes Needing Identification and Mistakes to Avoid Contractors Computerized Maintenance for Outages Maintenance Crew Supervisors Planners Operations Defining Outage Success 13 Conclusion: Start Planning What Is Maintenance Planning? Why Do Companies Need Maintenance Planning? WIIFM (What’s in It for Me?) What’s in It for Me if I’m a Technician? What’s in It for Me if I’m a Supervisor over a Crew? What’s in It for Me if I’m a Maintenance Manager? What’s in It for the Company? Epilogue: An Alternative Day in the Life—May 10, 2020 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. A: Planning Is Just One Tool; What Are the Other Tools Needed? Work Order System Equipment Data and History Leadership, Management, Communication, Teamwork (Incentive Programs) Qualified Personnel Classification Hiring Training Shops, Tool Rooms, and Tools Storeroom and Rotating Spares Reliability Maintenance Preventive Maintenance Predictive Maintenance Project Maintenance Improved Work Processes Maintenance Metrics Summary B: The People Side of Planning The People Rules of Planning Rule 1: The Planning Program Is Not Trying to Give Away the Plant’s Work to Contractors Rule 2: Planners Cannot Plan the Perfect Job Rule 3: Planning Is Not Designed to Take the Brains Out of the Technicians Rule 4: The Technicians Own the Job after the Supervisor Assigns It to Them Rule 5: Planners Cannot Make the Perfect Time Estimate Rule 6: Management Cannot Hold Technicians Accountable to Time Estimates for Single Jobs Rule 7: Showing What Is Not Correct Is Often as Important as Showing What Is Correct Rule 8: Planners Do Not Add Value if They Help Jobs-in-Progress Rule 9: Everyone Is an Adult Rule 10: Everyone Should Enjoy Their Work Rule 11: Everyone Should Go Home at the End of Each Day Knowing if They Have Won or Lost Rule 12: Wrench Time Is Not Strictly under the Control of the Technicians Rule 13: Schedule Compliance Is Not Strictly under the Control of the Crew Supervisors Rule 14: It Is Better to Train Employees and Lose Them Than to Not Train Them and Keep Them Rule 15: Modern Maintenance Needs to Do Less with Less Summary C: What to Buy and Where Minifile Folders Minifile Labels Miscellaneous Office Supplies Equipment Tags Recommended Tag Sizes and Colors Wire to Hang Tags on Equipment Deficiency Tags Shop Ticket Holders Open Shelf Files CMMS D: Sample Forms and Work Orders E: Overview of Duties for Planners and Others Maintenance Planner New Work Orders Before Job Scheduling 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 F: DIY (Do It Yourself) 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 Organizing Data Collection Example Observations 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 Definitions and Details Empowered to Do What? Proper Empowered Responsibility between Planning and Crew Supervision The Result of Proper Empowerment Schedule Compliance Major Causes Overloaded Schedule Crew Not Making It Schedule Breakers Low Producing Crews Priority Systems Major Causes Choice No Priority System in Reality Gaming the Priority System Summary J: Work Order System and Codes Introduction Work Flow Work Order Form and Required Fields General Information CMMS Instructions for Plant-Wide Use Codes Priority Status Department and Crew Work Type How Found Plan Type Outage Plant and Unit Equipment Group and System Equipment Type Problem Class, Problem Mode, Problem Cause, Action Taken Work Order Numbering System Current Numbering System Previous Numbering Systems Notes Manual Distribution K: Equipment Schematics and Tagging Equipment Tag Numbers Equipment Tag Creation and Placement Summary L: Computerized Maintenance Management Systems and Scheduling with Excel Spreadsheets Planning Principles versus Using a CMMS Helpful Features for Planning and Scheduling User Friendly Speed Is Everything Reliability Is Second Inventory Help Is This a Modification? Rework? Call Out? Deficiency Tag Outage and Clearance versus Status Priority How Found Attachment or Link Equipment Module Types of Projects Patches Upgrades Changing Systems New Systems Big Glitches in Real Systems Death March Projects What They Are Why They Happen Key Points to Survival Planning a CMMS Project Work Request for a CMMS Planning for a CMMS Staffing Scope Project Plan Parts Special Tools Work Order Module Test Script Procedure Signoff Train How to Order a Storeroom Part Estimated Job Cost Ongoing Support Scheduling with Computer Spreadsheets The MPSH Scheduler Excel Spreadsheet Perspective M: Establishing and Supporting a Planning Group (Barriers and Aids to Success) Setting Up a Planning Group in a Traditional Maintenance Organization for the First Time Organization and Interfaces Planners Workspace Layout Management and Control Redirecting or Fine-Tuning an Existing Planning Group Considerations Older Facilities versus Newer Facilities Facilities under Construction Centralized versus Area Maintenance Considerations Traditional versus Self-Directed Work Teams Aids and Barriers Overview Major Areas of Planning Management Organize—Establish a Planning Group Plan—Plan Enough Jobs for One Week Schedule—Schedule Enough Jobs for One Week Execute—Execute Scheduled Jobs and Give Feedback Ongoing—Keep Planning and Scheduling Ongoing Key Aids and Barriers Management Support—Sponsor a P&S System Supervisor Support—Follow a P&S System Technician Support—Follow a P&S System Right Planner—Create Positions and Select the Right Planners Planner Training—Have Trained Planners Urgent Breakdowns—Utilizing P&S in a Reactive Environment Technician Interruptions—Deal with Planner Distractions Equipment Tags—Have Tags on Equipment Files—Have Effective Files Purchasing—Buy Timely Nonstock Parts Work Order System—Have an Effective Foundation CMMS—Have a Helpful Computer System Special Circumstances Improve Existing Planning—Turn Around an Existing Group New Plants or Units—Establish Effective Planning Self-Directed Teams—Use Planning and Scheduling Summary N: Example Formal Job Description for Planners Maintenance Planner Duties Minimum Qualifications O: Example Training Tests Maintenance Planning Test Number 1 Maintenance Planning Test Number 2 Maintenance Planning Test Number 3 Answers to Tests Test 1 Test 2 Test 3 P: Questions for Managers to Ask to Improve Maintenance Planning Q: Contracting Out Work Why Contract Out Work? Why Contract Out Maintenance? Problems with Contracting Out Work Problems with Contracting Out Maintenance Alternative Forms of Contracting Out Work Contracting Out All of Maintenance and Operations Contracting Out All of Maintenance Contracting Out All the Labor within Maintenance Contracting Out Lower Skills Contracting Out Unusual Tasks or Other Tasks Requiring Special Expertise Contracting Out to Supplement Labor Increasing In-House Maintenance Management Expertise Arbitration Considerations for Contracting Out Work Impact on Employees Work Type and Equipment Reasonableness and Extent Justified by Employer Good Faith Summary References R: Concise Text of Missions, 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 A B C D E F G I J K M O P R S V Bibliography Index A B C D E F G H I J K L M N O P Q R S T U V W Y

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