MPM0003 PlanningAndScheduling

Section:
Maintenance Procedure Manual
Doc. No.:
MPM0003
Subject:
PLANNING AND SCHEDULING
Rev. No.:
Originator:
Fluor Daniel
Origination Date:
Approvals:
8/29/94
Rev.
Date:
5/25/06
Maintenance Managers
3.1 Planning Objectives

The planning activity is oriented toward preparing the maintenance and/or project job so the
supervisor and craft personnel can do the work with less interruptions and more efficiently.
3.2 Scheduling Scope and Objectives
The scheduling system will encompass all jobs that require maintenance labor. Lead-time for
planning properly approved planned maintenance work orders will vary based on scope.
Work orders submitted after 12 noon will be considered as being received the next day.
The scheduling function is responsible for coordination of labor, materials, tools, and
equipment for the orderly execution of the planned maintenance and project work.
It is also designed to:
(a) Provide prompt shutdown schedules, including planned deferred jobs that are related to a
production unit that is to be scheduled down. Area shutdown lists will be maintained to
facilitate this objective.
(b) Provide balanced daily schedules thoroughly coordinated with labor, material, equipment,
and work area availability.
(c) Provide balanced 10 - 12 day tentative schedules coordinated to labor, material,
equipment, and work area availability.
(d) Maintain a long-range master schedule of any projects and/or critical maintenance jobs
that must be coordinated with the reliability program.
(e) Schedule planned work so that the most important jobs are performed first as indicated by
the priority system.
3.3 Planning Phase

The planning phase encompasses:
Page 1 of 3
Section:
Doc. No.:
MPM0003
Subject:
Rev. No.:
a. Investigation - is the information gathering phase. Routine data should be gathered in the
most appropriate manner. However, since the planner/scheduler is acting as liaison
between maintenance and production, an on-site investigation is most appropriate.
Considering the validity of the request, as well as "make, repair, or buy" decision, should
be a part of the investigation.
b. Developing a job plan - may require only a clearly written descriptive work order. It will
generally require cooperation between the planner/scheduler and maintenance supervisor
with the work order plan reflecting the best of their combined efforts. Considerations to be
included during job plan development:
-
Clarity of job requirements for the total scope of work

Sketches necessary to clearly describe those requirements
Tool, material, and equipment requirements defined and availability determined
Labor estimates, skills, and the optimum sequencing and timing
Identify restrictive parameters imposed by production or safety requirements
Detailed safety procedures, maintenance procedures, and/or specifications to perform
the work
3.4 Scheduling Phase

The scheduling phase - can be no better than the planning effort devoted to each job and how
well these requirements are balanced against the resource capacity to perform the work. The
practices encompass getting the right personnel to the right place at the right time. This must
be preceded by:
-
knowing what work is required

when it must be performed
are proper skills, tools, materials, and equipment available
how much working time is available
how much planned work can each crew perform daily
If the crew is under-scheduled, there will be an increase in "idle time"; over-scheduling causes
discouragement and "slow-down" in effort and further disruption of schedules.
-
Tentative schedules - contain those items which lend themselves to this type of
scheduling, i.e. larger and long-range jobs and jobs being supported are executed by
central maintenance groups.
The tentative schedule should encompass:
-
all sub-work orders to scheduled work orders
All related work orders being held because they are not sufficiently important
individually to justify "shut-down" of a particular piece of equipment, yet to accomplish
Page 2 of 3
Section:
Doc. No.:
MPM0003
Subject:
Rev. No.:
the scope of work a "shut-down" is required and is scheduled that week.

-
Fill-in jobs, short duration-low priority for the maintenance supervisor to use on a nonscheduled basis to fill-in gaps, with the planner/scheduler having knowledge of their
status.
Daily schedules - are developed by reviewing status of current work, backlog, and jobs
received since yesterday's schedule cut-off. It is important to know how much planned
work can be performed by a crew or how many labor hours are available for scheduling.
The objective of the scheduling procedure is to have tomorrow's work schedule and job
plans in the hands of the maintenance supervisor one hour before the end of the shift.
Change Log
Date
Revision
6/30/03
5/25/06
Description
Modified approval signatures and titles, revision number and revision date. No
content changes. Added change log.
Revise from CMMS+ to Tabware.
Page 3 of 3

MPM0003 PlanningAndScheduling

Uploaded by

Copyright:

Available Formats

MPM0003 PlanningAndScheduling

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

MPM0003 PlanningAndScheduling

Uploaded by

Copyright:

Available Formats

Section:

Maintenance Procedure Manual

PLANNING AND SCHEDULING

3.1 Planning Objectives

3.3 Planning Phase

Maintenance Procedure Manual

PLANNING AND SCHEDULING

Clarity of job requirements for the total scope of work

3.4 Scheduling Phase

knowing what work is required

all sub-work orders to scheduled work orders

Maintenance Procedure Manual

PLANNING AND SCHEDULING

the scope of work a "shut-down" is required and is scheduled that week.

You might also like