Table of Contents
Foreword
Preface
Preface to First Edition
Acknowledgments
Prologue – A Day in the Life—May 10, 2010
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.
Chapter 1 – The Benefit of Planning
Company Vision
Why Improvement Is Needed in Maintenance
What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools)
How Much Will Planning Help?
Quality and Productivity Effectiveness and Efficiency
Planning Mission
Frustration with Planning
Summary
Overview of the Chapters and Appendices
Chapter 2 – Planning Principles
The Planning Vision; The Mission
Principle 1: Separate Department
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
Chapter 3 – Scheduling Principles
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
Summary
Chapter 4 – What Makes the Difference and Pulls It All Together
Proactive versus Reactive Maintenance
Extensive versus Minimum Maintenance
Communication and Management Support
One Plant’s Performance (Example of Actual Success)
Desired Level of Effectiveness
Summary
Chapter 5 – Basic Planning
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
Contracting Out Work
Closing and Filing Feedback after Job Execution
Summary
Chapter 6 – Advance Scheduling
Weekly Scheduling
Formal Weekly Schedule Meeting
Staging Parts and Tools
Outage Scheduling
Quotas, Benchmarks, and Standards Addressed
Summary
Chapter 7 – Daily Scheduling and Supervision
A Day in the Life of a Maintenance Supervisor
Assigning Names
Coordinating with the Operations Group
Handing Out Work Orders
During Each Day
Summary
Chapter 8 – Forms and Resources Overview
Overview
Forms
Resources
Attachment files
Vendor Files
Equipment parts lists
Standard plans
Security of Files
Summary
Chapter 9 – The Computer in Maintenance
Overview
A Day in the Life of a Maintenance Planner(Using a CMMS)
What Type of Computerization
Selection of a CMMS
Specific Planning Advice to Go Along with a CMMS
Advanced Helpful Features for Planning and Scheduling
Summary
Chapter 10 – Consideration of Preventive Maintenance, Predictive Maintenance, and Project Work
Preventive Maintenance and Planning
Predictive Maintenance and Planning
Project Work and Planning
Chapter 11 – Control
Organization Theory 101: The Restaurant Story
Selection and Training of Planners
Indicators
Summary
Chapter 12 – Conclusion: Start Planning
Epilogue – An Alternative Day in the Life-May 10, 2010
Bill, Mechanic at Delta Ray, Inc.
Sue, Supervisor at Zebra, Inc.
Juan, Welder at Alpha X, Inc.
Jack, Planner at Johnson Industries, Inc.
Appendix A – Planning Is Just One Tool; What Are the Other Tools Needed?
Overview
Work Order System
Equipment Data and History
Leadership, Management, Communication, Teamwork (Incentive Programs)
Qualified Personnel
Shops, Tool Rooms, and Tools
Storeroom and Rotating Spares
Reliability Maintenance
Improved Work Processes
Maintenance Metrics
Summary
Appendix B – The People Side of Planning
Overview
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
Appendix C – What to Buy and Where
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