Chapter 4 - Maintenance Planning and Scheduling (Full Chapter) New

JJ616 MAINTENANCE MANAGEMENT
CHAPTER 4 : MAINTENANCE PLANNING AND SCHEDULING
MAINTENANCE
PLANNING AND
SCHEDULING
Prepared by: LIANA FAIRUZ BINTI ZAKARIA

COURSE LEARNING OUTCOME (CLO)

2. Apply the principles of maintenance strategies and
elaborate on the significance of a system approach
to maintenance.
3. Organize maintenance management plan and
schedule that integrates the whole management
processes and procedures by group in actual
workplace.

MAINTENANCE PLANNING AND SCHEDULING
An
essential part of planning and scheduling is to

forecast future work and to balance the workload
between these categories.
The maintenance management system should aim to
have over 90% of the maintenance work planned and

scheduled.


Effective planning and scheduling contribute significantly to
the following:
Reduced maintenance cost.
Improved utilization of the maintenance workforce by
reducing delays and interruptions. Consistent and efficient

operations minimizes delay and maximizes utilization and
availability of resources.
Improved quality of maintenance work by adopting the
best methods and procedures and assigning the most
qualified workers for the job.
Focus on Objectives.
Allows for prioritization, and
direction which will increase incentive to achieve targets.
4


Maintenance Planning and Scheduling Objectives :
Minimizing the idle time of maintenance workers.
Maximizing the efficient use of work time, material,
and equipment.
Maintaining the operating equipment at a responsive
level to the need of production in terms of delivery

schedule and quality.

CLASSIFICATION OF MAINTENANCE WORK ACCORDING

TO PLANNING AND SCHEDULING PURPOSES
Routine maintenance: are maintenance operations
of a periodic nature. They are planned and scheduled

and in advance.
Emergency or breakdown maintenance: interrupt
maintenance schedules in order to be performed. They

are planned and scheduled as they happened.

CLASSIFICATION OF MAINTENANCE WORK ACCORDING

TO PLANNING AND SCHEDULING PURPOSES
Design
modifications: are planned and scheduled

and they depend on eliminating the cause of
repeated breakdowns.
Scheduled overhaul and shutdowns of the plant:

planned and scheduled in advanced.
Overhaul,
general repairs, and replacement:

planned and scheduled in advanced.
Preventive maintenance: planned and scheduled in

advanced.

PRIORITY OF MAINTENANCE WORKS

MAINTENANCE PLANNING
Planning is an analytical process which encompasses
an assessment of future, the determination of desired
objectives, the development of a course of action to
achieve such objectives and the selection of a course of
action among alternatives.
Planning is the process by which the elements required
to perform a task are determined in advance of the job
start.

MAINTENANCE PLANNING
It comprises all the functions related to the preparation
of:
1. The work order
2. Bill of material
3. Purchase requisition
4. Necessary drawings
5. Labor planning sheet including standard times
6. All data needed prior to scheduling and
releasing the work order.
10

MAINTENANCE PLANNING PROCEDURES
Determine the job content.

Develop work plan. This entails the sequence of the
activities in the job and establishing the best
methods and procedures to accomplish the job.
Establish crew size for the job.
Plan and order parts and material.
Check if special tools and equipment are needed
and obtain them.
Assign workers with appropriate skills.
11

MAINTENANCE PLANNING PROCEDURES
Review safety procedures.

Set priorities for all maintenance work.
Assign cost accounts.
Complete the work order.
Review the backlog and develop plans for
controlling it.
Predict the maintenance load using effective
forecasting technique.
12

BASIC LEVELS OF PLANNING PROCESS

1.
2.
3.
Long-range planning
Medium-range planning
Short-range planning
13

LONG AND MEDIUM-RANGE PLANNING

Needs to utilize the following:
1.
2.
3.
Forecasting techniques to estimate the

maintenance load.
Reliable job standards times to estimate staffing
requirements.
Aggregate planning tools such as linear
programming to determine resource requirements.
14

LONG-RANGE PLANNING
it covers a period of 3 to 5 years and sets plans for

future activities and long-range improvement.
15

MEDIUM-RANGE PLANNING
It covers a period of 1 month to 1 year.

Specify how the maintenance workers will operate.
Provide details of major overhauls, construction
jobs, preventive maintenance plans, and plant
shutdowns.
Balances the need for staffing over the period
covered.
Estimates required spare parts and material
acquisition.
16

SHORT-RANGE PLANNING
It covers a period of 1 day to 1 week. It focuses on

the determination of all the elements required to
perform maintenance tasks in advance.
It focuses on the determination of all the elements
required to perform maintenance tasks in advance.
17

MAINTENANCE SCHEDULING
Is the process by which jobs are matched with
resources and sequenced to be executed at a
certain points in time.
Scheduling deals with the specific time and phasing
of planned jobs together with the orders to perform
the work, monitoring the work, controlling it, and
reporting on job progress.
Successful planning
scheduling.
needs
feedback
from
18

Reliable Schedule Must Take Into Consideration :
A job priority ranking reflecting the criticality of the
job.
The availability of all materials needed for the work
order in the plant.
The production master schedule.
Realistic estimates and what is likely to happen.
Flexibility in the schedule.
19

Maintenance Schedule Can be Prepared at Three
Levels
1.
Long-range (master) schedule
2.
Weekly schedule
3.
Daily schedule
20

LONG-RANGE (MASTER) SCHEDULE
Covering a period of 3 months to 1 year.

Based on existing maintenance work orders (work
order, backlog, PM).
Balancing long-term demand for maintenance work
with available resources.
Spare parts and material could be identified and
ordered in advance.
Subject to revision and updating to reflect changes
in the plans and maintenance work.
21

WEEKLY SCHEDULE
Covering 1 week.
Generated from the master schedule.
Takes into account current operations schedules and
economic considerations.
Allow 10% to 15% of the workforce to be available for
emergency work.
The schedule prepared for the current week and the
following one in order to consider the available
backlog.
The work orders scheduled in this week are
sequenced based in priority.
CPM and integer programming techniques can be
used to generate a schedule.
22

DAILY SCHEDULE
Covering 1 day.
Generated from weekly schedule.
Prepared the day before.
Priorities are used to schedule the jobs.
23

REQUIREMENTS FOR EFFECTIVE SCHEDULING
Written work orders that are derived from a wellconceived planning process. (Work to be done,
methods to be followed, crafts needed, spare parts
needed, and priority).
Time standards.
Information about craft availability for each shift.
Stocks of spare parts and information on restocking.
24

REQUIREMENTS FOR EFFECTIVE SCHEDULING
Information on the availability of special equipment

and tools necessary for maintenance work.
Access to the plant production schedule and
knowledge about when the facilities will be available for
service without interrupting production schedule.
Well-define priorities for maintenance work.
Information about jobs already scheduled that are
behind the schedule (backlog).
25

SCHEDULING TECHNIQUES
The objective of the scheduling techniques is to
construct a time chart showing:
The start and finish for each job.
The interdependencies among jobs.
The critical jobs that require special attention and
effective monitoring.
26

Such techniques are:
Modified Gantt chart
CPM (Critical Path Method)
PERT (Program Evaluation and Review Technique)
Integer and stochastic programming.
27

The Gantt Chart allows a manager to quickly determine
what events in a project are occurring at a specific point in
time.
The Gantt Chart is good for managing projects having
concurrent activities. Good for detecting unplanned project
growth, called scope creep by the text.
28

29

The number above each box in Figure refers to the
amount of a critical resource used (usually time).
All events in the Critical Path Chart must be completed
before the project is considered complete.
The Critical Path is the path that uses the most resources
(like time).
If an event along the critical path consumes more than the
scheduled amount of resources, the whole delivery date of
the project is delayed.
The Critical Path Chart helps a project manager focus
attention and resources on the path that consumes the
largest amount of resources to complete a project.
30

31

A PERT chart (as in Figure) presents a graphic illustration
of a project as a network diagram consisting of numbered
nodes (either circles or rectangles) representing events, or
milestones in the project linked by labelled vectors
(directional lines) representing tasks in the project.
The direction of the arrows on the lines indicates the
sequence of tasks. In the diagram, for example, the tasks
between nodes 1, 2, 4, 8, and 10 must be completed in
sequence. These are called dependent or serial tasks.
The tasks between nodes 1 and 2, and nodes 1 and 3 are
not dependent on the completion of one to start the other
and can be undertaken simultaneously.
32

33

34

Stochastic programming is a framework for modeling

optimization problems that involve uncertainty. Whereas
deterministic optimization problems are formulated with
known parameters, real world problems almost invariably
include some unknown parameters.
When the parameters are known only within certain
bounds, one approach to tackling such problems is called
robust optimization. Here the goal is to find a solution
which is feasible for all such data and optimal in some
sense.
35

MAINTENANCE INVENTORY
The inventory is a list of physical features (area,
material, etc.) of capital assets that require
maintenance.
Many maintenance organizations, materials account for
one-third to one-half of the operating budget, and more
in some capital-intensive industrial sectors.
36

MAINTENANCE INVENTORY
Advantages of Maintenance Inventory:
Clear and frequent communication among maintenance,
inventory management, and purchasing departments
A customer service orientation by inventory management
and purchasing departments
Active material planning by maintenance, inventory
management, and purchasing departments
Efficient material flow from the storehouse to the customer
site
Effective physical control of parts
Enhanced item accuracy
37

TYPES OF INVENTORY
(i) raw materials inventory
- items are purchased from suppliers for use in
production processes.
(ii) finished goods inventory
- concerned with finished product items not yet delivered
to customers.
(iii) supplies inventory
- concerned with parts/materials used to support the
production process.
38

TYPES OF INVENTORY
(iv) work-in-process (WIP) inventory
- concerned with partly-finished items (i.e., components,
parts, subassemblies, etc.) that have been started in
the production process but must be processed further.
(v) transportation inventory
- concerned with items being shipped from suppliers or to
customers through the distribution channel.
(vi) replacement parts inventory
- concerned with maintaining items for the replacement
of other items in the company or its customer
equipment/systems as they wear out.
39

BASIC AREAS WITH RESPECT TO INVENTORY

(i) Items/materials to be stored
Decisions require consideration of factors such as ability
of the vendor to supply at the moment of need, cost, and
the degree of deterioration in storage.
(ii) Amount of items/materials to be stored
Decisions are made by considering factors such as
degree of usage and delivery lead time.
(iii) Item/material suppliers
Decisions on suppliers of items/materials are made by
considering factors such as price, delivery, quality, and
service.
40


(iv) Lowest supply levels
Decisions on lowest levels of supplies, in particular the
major store items, are made by considering factors such
as purchasings historical records and projected needs.
(v) Highest supply levels
As time-to-time supply usage rate drops, the decisions on
the highest supply levels are made by keeping in mind
factors such as past ordering experience and peak
vacation period.
41


(vi) Time to buy and pay
Decisions on these two items are often interlocked. Such
decisions are made by considering factors such as
vendor announcements about special discounts, past
purchasing records, and store withdrawals and
equipment repair histories.
(vii) Place to keep items/materials
As location control is crucial to a productive.
Maintenance department, decisions concerning storage
of items/materials are made by keeping in mind that
they can be effectively retrieved. Past experience
indicates that a single physical location for each item is
the best.
42


(viii) Appropriate price to pay
Pricing is of continuous concern, and decisions
concerning it are primarily governed by perceived, not
actual, supply and demand.
43

CHAPTER 3 : SYSTEM APPROACH TO MAINTENANCE
END OF THIS SECTION
NEXT LESSON:
CHAPTER 5 :
COMPUTERIZED
MAINTENANCE
MANAGEMENT SYSTEM
44

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JJ616 MAINTENANCE MANAGEMENT