Planning and Scheduling in the Process Industry

All of the work of backlog management, planning and priority targeted capacity scheduling are focussed on efficient execution. To ensure that the tasks that need to be done, as per the true requirements of the plant, are done in a timely manner with as little waste of human and material resources as is possible.

Planners are oftentimes very talented and great at multitasking; the danger is that they get pulled into duties that take them away from their primary function! This video featuring Terry Taylor, Senior Consultant, discusses what a planner's role should not be.

"Listen: I’m a mechanic, not a clerk. Do you want me to do the work OR fill out these work orders? If I wasted all that time filling in those silly blanks on your paperwork I’d never get caught up! Besides, I don’t know why we need ‘em anyway. Let’s just do the work like we’ve always done.” Sound familiar? Maintenance work orders are often seen as an extra burden to the maintainers as well as those who are requesting the work to start with. “Paperwork. Needless paperwork. That’s all it really is anyway. I just want to call the mechanic and get this work done fast!” But without work order history, the maintenance organization is at risk and equipment problems will likely worsen.

Too many organisations neglect the benefits of a clearly defined prioritisation system. Even when they realise the importance the focus is invariably at a department or functional level. I have seen organisations where there are up to three or more prioritisation systems. None of which are inter-related. Along with work order classification, failure coding and integration with business processes, this is one of the key determinants of a maintenance systems future operation.

The technical database plays a critical role as an enabler to the planning and scheduling process. The results of a poor technical database are often hidden but can be substantial. To function well, all eight components of the technical database need to be accurate, accessible, and applied during the planning and scheduling process. Benefits of complete bills of material, well labeled equipment in the field, and easy access to original equipment manufacturer procedures will lead to high quality standard job plans that are produced quickly and reliably.

World-class organizations would not—could not—succeed without implementing an efficient and effective planning and scheduling process. It’s one of those cornerstone processes that can transform your organization into “Best-in-Class.” Here are some of the pitfalls regarding the deployment of Planners/Schedulers (Planners) that can keep you from getting where you want to be.

Standard Job Plans (SJPs) are the product of the planning process. Work crews that have access to well documented SJPs perform higher quality and more consistent work. Using SJPs, effort isn’t wasted on searching for needed information while in the field. SJPs streamline the planning process by allowing planners to refine past plans instead of starting from scratch for each job. SJPs also support a positive plant culture by providing a mechanism for continuous improvement.