Work Planning is a fundamental component of Maintenance Work Management, which encompasses six basic functions. The chart provides an overview of the Work Management Process and illustrates the role of Work Planning within it.

Course Objectives:

Leading industrial organizations are evolving away from reactive ("fix-it-when-it-breaks") management into predictive, productive management ("anticipating, planning, and fix-it-before-it-breaks"). This evolution requires well-planned and executed action on several fronts.

In this course you will learn to:

· Identify Planning best practices and key elements for taking action on them,

· Understand how world-class organizations solve common planning problems,

· Evaluate your practices compared to those of others,

· Improve the use of your information and communication tools,

· Improve productivity through use of better, more timely information,

· Create and preserve lead-time in work management and use it for planning and scheduling resources

· Improve consistency and reliability of asset information,

· Achieve more productive turnarounds,

· Improve consistency and reliability of asset information

Who Should Attend?

Delegates should represent a wide range of personnel in the organization who are related to the Work Planning Function.

These should include:

Maintenance Managers,
Maintenance Supervisors,
Personnel designated as planners, or identified to become planners,
Key leaders from each Maintenance craft,
Key Operations Supervisors,
Materials Management Managers/Supervisors,
CMMS Administrator or key users,
Key Maintenance support assistants,
Other stakeholders in the Work Planning Function.

Course Outlines:

Introduction to Maintenance planning worldwide and At home

Introduction of Instructor and Delegates
Course objectives and expectations
Four stages of maintenance organizations
Assessment exercise and discussion relating to the following questions:
How does the Work Planning Function fit into the overall flow of work?
What percent of the work activities are planned ahead (one to two weeks)? What is the status of the Preventive and Predictive Maintenance programs in regard to Planning?
What is the percent of reactive or unscheduled jobs?
Who does the planning? Are there assigned planner positions? How do planners spend their time?
What is the output of planning? What do the planned work order packages look like? Is there a standard for planned work order packages?
How is planned work and the planning function viewed by crafts persons and supervisors?
What fields of information are included in the work order? How consistent is their use? (i.e. Priority, Due Date, Duration, Equipment information, Authorizations, Parts and Materials, Job Description, etc.
What is the nature of the work backlog? Do planners have access to and control of the work backlog?
How do planners interface with Materials Management, requisitioning, bills of materials, critical spare parts and suppliers?
What Key Performance Indicators (KPI) are in place to measure planning effectiveness? How is the planning function adding value to the organization?
How accessible are the equipment history files? Who uses them?
How is other essential planning information handled? (i.e. drawings, operating history, design parameters, costs, contractors, permits, etc.).

The Role of Planning in the Organization

Establishing the Work Planning Function in the Work Management Process.
Constructing your Work Management Flow Diagram
Identifying where work comes from
Work dispatch
Capturing work history
Clarifying the roles of Supervisors, Operators, Planners, and Crafts.
Identifying who does what
Quality improvement
Job descriptions and responsibilities
Personal time management.
Analyzing your own time usage
How to plan work.
Steps in planning work
Parts and materials requisitioning
Estimating man-hours

Work Plans, Work Orders and Policies

Making the work order packages more consistent.
Field by field analysis of work orders
Involving key personnel in the redevelopment of maintenance planning thereby ensuring their buy-in to the changes. (This results in more reliable information and more efficient communication of the work information).
Asset teams
Operator involvement
Establishing planning standards and policies.
Maintenance policy manual
Setting up job plans to be re-used as appropriate.
Critical equipment jobs
Common repeat jobs
Rounds and checklists
Optimizing

Filters