Planning and Scheduling: Planners Should Not

There are three best practices that will allow equipment drawings, manuals, and pictures to enable high quality planning and scheduling. Focus on keeping the documents accurate, accessible, and applied.

ONCE UPON A TIME in a maintenance department, a work order woke up in the morning, feeling very lazy, unable to open his eyes or get up to walk. It's been a long time for him in the same room, nobody knocks on the door to say hello, how are you, or to release him so he can show his presence. He looks in the mirror and finds he has changed a lot since being created and kept in the backlog. Looking at gray hair covering his head, he tries to remember his lifecycle since that day when he became a pending order waiting for spare parts to arrive. This spurred his friends to give him the nickname, "Nomat."

There is only one reason to support a planned maintenance program. Planned maintenance increases profits!  The primary objective for any business is to produce profits for the owner.  Profit oriented goals apply to an elderly couple operating a corner grocery store, as well as to large corporations.  Even maintenance consulting firms have to operate at a profit.

Companies often ask if maintenance planning and scheduling will work if they have a decentralized maintenance organization. Yes, it will. In fact, they need planning and scheduling just as much as a centralized shop. Let's review why.

Planners struggle too much over developing an accurate estimate for each job. Many managers expect planners to develop perfect time estimates. They may even grade technicians and planners on actual field performance vs. the estimates. As a result, planners agonize over the estimates to the point where they don’t get all the jobs planned; even the ones planned still aren’t “accurate.”

Planning should be done before work is scheduled. You can say that all work is always planned before you do the work. That is a fact. The question is how efficient can this be done?

Historically, maintenance textbooks have defined a shutdown as "an unplanned equipment failure event that causes an operational production line, process, area or section of a plant to be temporarily turned off or closed for emergency repair, and resumed to operational status immediately following the repair of the failed equipment." Turnarounds are defined as "a planned event that required the closure of an entired operational plant or facility to perform one or many pre-planned technology or system upgrades, equipment upgrades, and maintenance restorations, within a defined time period."