1 Wpse Guide PDF

Shell Exploration & Production EP 2006-5445
Work Preparation,
Scheduling and
Execution
Process Guide
Operational Excellence
Delivering Continuous Performance Improvement
Restricted
Restricted EP 2006-5445
Work Preparation, Scheduling and Execution Process Guide
Reviewed by: EPT - Maintenance and Integrity Discipline Leadership Team

Approved by and custodian of: Global Discipline Head Maintenance and Integrity (EPT-O-TFMI)
Date of issue: December 2006
ECCN number: Not subject to EAR - No US content
This Document is classified as Restricted to Shell Personnel Only. ‘Shell Personnel’ includes all staff with a personal contract with a
Shell Group Company, designated Associate Companies and Contractors working on Shell projects who have signed a
confidentiality agreement with a Shell Group Company. Issuance of this document is restricted to staff employed by a Shell Group
Company. Neither the whole nor any part of this document may be disclosed to Non-Shell Personnel without the prior written
consent of the copyright owners.
Copyright 2006 SIEP B.V.
SHELL INTERNATIONAL EXPLORATION AND PRODUCTION B.V., RIJSWIJK
Further electronic copies can be obtained from the Global EP Library, Rijswijk.
EP 2006–5445 Restricted
Contents
The Business Context ...................................................................................................................................................1
Introduction ............................................................................................................................................................1
Structure of this Guide..............................................................................................................................................2
Work Preparation, Scheduling and Execution Process .....................................................................................................3
Overview ..............................................................................................................................................................3
1. Identify and Prioritise...............................................................................................................................................8
Introduction ............................................................................................................................................................8
Best in Class Standard .............................................................................................................................................8
1.1 Identify Need for Work....................................................................................................................................9
1.2 Prioritise ......................................................................................................................................................10
1.3 Assess Suitability for Maintenance Work Process ................................................................................................12
1.4 Approve Work Request ..................................................................................................................................12
2. Work Preparation .................................................................................................................................................13
Introduction ..........................................................................................................................................................13
Best in Class Standard ...........................................................................................................................................15
2.1 Review PM Requirements................................................................................................................................16
2.2 Prepare PM Work Pack..................................................................................................................................16
2.3 Review and Adjust Maintenance Reference Plan .................................................................................................16
2.4 Call Work Orders.........................................................................................................................................17
2.5 Select Work Order........................................................................................................................................17
2.6 Diagnose the Problem....................................................................................................................................17
2.7 Prepare CM Work Pack.................................................................................................................................17
2.8 Identify Resource, Material and Service Requirements for the Job ...........................................................................18
2.9 Identify Shutdown Requirements .......................................................................................................................20
2.10 Determine Earliest Start Dates ..........................................................................................................................20
2.11 Release Work Order .....................................................................................................................................20
i
2.12 Check Scope for Variation in Requirements ......................................................................................................21
2.13 Monitor Target Dates ....................................................................................................................................21
2.14 Confirm Ready for Scheduling ........................................................................................................................21
3. Schedule..............................................................................................................................................................22
Introduction ..........................................................................................................................................................22
3.1 Review and Select Prepared PM and CM Work.................................................................................................24
3.2 Create 14-day Integrated Schedule..................................................................................................................25
3.3 Approve 14-day Schedule and Freeze 7-day Schedule .......................................................................................26
3.4 Communicate the Schedule ............................................................................................................................27
4. Execute................................................................................................................................................................28
Introduction ..........................................................................................................................................................28
4.1 Confirm Job Readiness and Allocate to Team .....................................................................................................30
4.2 Prepare Site and hold Toolbox Talk ..................................................................................................................30
4.3 Execute Work ..............................................................................................................................................30
4.4 Identify Emergent Work..................................................................................................................................31
4.5 Leave Worksite Clean and Report Daily Progress................................................................................................32
4.6 Confirm Completion and Hand Back to Production .............................................................................................32
5. Close Out ............................................................................................................................................................33
Introduction ..........................................................................................................................................................33
5.1 Report Technical History .................................................................................................................................34
5.2 Determine RCA Requirement ...........................................................................................................................35
5.3 Complete Work Pack Feedback ......................................................................................................................35
5.4 Finalise Work Order and Initiate Payment .........................................................................................................35
ii
Contents
6. Analyse ...............................................................................................................................................................36
Introduction ..........................................................................................................................................................36
6.1 Review Measures..........................................................................................................................................37
6.2 Audit WPSE Process ......................................................................................................................................38
6.3 Review Work Preparation Satisfaction Data .......................................................................................................38
6.4 Review Equipment History ..............................................................................................................................38
Appendix 1 - Roles within the WPSE Process................................................................................................................39
Appendix 2 - Detailed Process Steps ...........................................................................................................................45
iii
Business Context
Introduction
This guide covers work preparation, scheduling and execution Many studies have proven that top quartile operations prepare
(WPSE) activities within the EP 72 and EP 71 business over 95% of all their maintenance activities and have less than
processes, from the identification of corrective work or the 2% of emergency work (i.e. schedule breakers). Properly
generation of preventive work, through to the close out of the prepared and scheduled work is three to four times less
job. expensive than unprepared work.
The essence of doing work preparation, scheduling and Not having the correct parts, tools and skills in the right place
execution is to enable: at the right time results in waste in the form of:
Doing a job right the first time and on time • delays, confusion and lost time
i.e., the right work, at the right place and time, with the right • inadequate co-ordination of materials resulting in false starts,
tools, materials and people. delays or makeshift repairs
• poor co-ordination of crafts/disciplines resulting in excessive

The process contained in this guide is based on industry best waiting time and idle personnel
practice. It will provide the information to help to move towards
top quartile performance. Performing this process correctly will • poor timing of equipment isolation and shutdown resulting in
result in: excessive downtime
• high levels of team productivity • poor quality of work, jeopardising future reliability.
• reduced downtime of critical equipment Preparation can improve productivity by eliminating these
problems. Productivity of 25% - 35% is quite typical, but simply
• reduced waste implementing a work preparation and scheduling process
should help improve productivity to about 45%. As records and
• improved safety by performing work in a prepared way. information become mature to allow for the avoidance of
problems in past jobs, productivity should increase to 60%.
In this document, work preparation means the translation of a
brief description of the problem or required work into a
In many areas within the business, work preparation has been
collation of the right instructions and procedures, materials,
an under-rated skill. To assist in its resurrection, this guide
tools, numbers of competent staff and appropriate supporting
includes:
facilities (e.g. scaffolding), which, after scheduling, will arrive at
the location on time.
• job descriptions for work preparers and schedulers
Correct prioritisation of work and proactively preparing • a troubleshooting guide to assist improving work
activities through high quality work preparation, combined with preparation, scheduling and execution
accurate scheduling, will lead to a more stable work
environment. This will reduce deferments and breakdowns, • associated measures to assist in determining the health of the
improve integrity and safety, and provide additional job process.
satisfaction and ownership to technicians and supervisors.
1
The process is described in the summary section independent of Appendix 1 - Roles within the WPSE process
any particular Computerised Maintenance Management System
(CMMS). However, it should be noted that a CMMS is This contains an overview of the roles required within the work
necessary for the efficient execution of this process. preparation, scheduling and execution process.
The Shell EP standard CMMS is SAP Blueprint (SAP BLP). The Appendix 2 - Detailed process steps
use of SAP BLP is, therefore, assumed as the CMMS supporting
this process. It is referred to throughout the detailed steps and This appendix provides process flow diagrams that detail the
the appendices as the tool providing support for the necessary process step-by-step with key decision points.
transactions and generation of the associated measures.
CD Appendices
Structure of this guide The CD appendices contain:
This guide has been divided into six chapters, plus appendices
which are included as a CD-ROM and can be found on the • job aids such as checklists
inside back cover.
• WPSE process forms
Introduction • do’s and don’ts
This contains a general introduction to the guide and the WPSE • a troubleshooting guide
process for all readers.
• detailed work instructions for all steps of the process that
require SAP BLP to be used
Work preparation, scheduling and execution
process • a glossary.
This provides an overview of the process, highlighting the main

requirements and explaining why these are important to the
success of the process and the business. This information will be
useful for managers who require an overview of how the
process should work.
2
Work Preparation, Scheduling and Execution Process
Work Preparation, Scheduling and

Execution Process
Overview
The work preparation, scheduling and execution process is A summary process flow diagram for each activity is shown in
illustrated in Figure 1. A definition of each of the main areas the main chapters and a detailed process flow diagram is
(or zones) follows and are described in more detail in the main shown in appendix 2.
chapters of this guide and in the CD appendices.
Figure 1: Work Preparation, Scheduling and Execution
Identify and Work Preparation Schedule Zone Execute Zone Close Out Zone Analyse Zone
Prioritise Zone Zone
Prepare Long term

preventive scheduling
work of MRP
Create
Monitor
integrated
and Execute Close Out Analyse
maintenance
confirm schedule
Identify and Prepare

prioritise corrective
corrective work
work
3
Identify and Prioritise Schedule
Identification enables sufficient information to be provided so The primary objective of scheduling is having work done in an
that the work can be properly prepared and scheduled. This optimised coordinated sequence and at the right time by the
step describes the activities required to identify, prioritise and right people. This step describes:
approve corrective work requests. The work requests are
screened, prioritised and approved in a daily review meeting. • the need to be aware of resource capacities and staff
competencies so that the schedule can be optimised.
The end product of this stage is an approved work request that
can proceed to the work preparation stage. The requirement for • the activities required to manage the inventory of prepared
and criticality of preventive maintenance work is identified work and create a 14-day schedule. The schedule should
through the reliability management process and is not covered refer back to windows of opportunity from the Integrated
in this guide. Activity Plans. These activities include the 14-day schedule
meeting which subsequently leads to the freezing of the first
7 days schedule and the review of performance against the
Work Preparation
schedule for the previous week. This forms the datum from
Work preparation enables accurate scheduling and efficient which schedule compliance can be measured.
execution and quality of work. This step describes the activities
The scheduling activity involves optimising the efficiency of the
required to diagnose a problem, determine the work scope
resources that the asset has available to execute work. This is
required, create a work order, and ensure each maintenance
achieved within the context of internal and external constraints
work order is properly scoped and estimated. During work
and priorities.
preparation, the required resources, materials and services are
estimated. The skill levels and time estimates are specified in the
work packs, allowing the scheduler to assign an appropriate
job duration to the technicians. These are critical steps in the
overall process and can have a sizeable impact on the overall
maintenance productivity. It also allows for a review of the full
estimated cost on larger jobs to ensure they fall within budget.
The work preparation section ends when a job is fully scoped

and work constraints such as the date that materials and
services will be on site is certain.
4
Execute Analyse
The primary objective of execution is to carry out a safe, quality Analysis of performance is necessary to enable continuous
job, efficiently and as scheduled. This step describes the field improvement. This step describes the activities required to
activities that take place. review the performance of the work preparation, scheduling
and execution process.
It covers the progression of work and resources from daily
scheduling and allocation of the job through to confirmation of It covers the analysis of data at three levels. Firstly, the process
the work being done. This includes distribution of a work order, measures (as highlighted throughout this standard) are analysed
preparation of the work site, doing the job, restoring equipment on a weekly basis to understand where the WPSE process can
to a safe operational condition and the confirmation of the work be improved. Secondly, the measures are reviewed on a
order. It also includes the re-prioritisation for the following day monthly basis by management to ascertain trends. Thirdly, the
should unforeseen approved high priority emergency work have WPSE process should be audited internally by the asset to
to be incorporated. reinforce good performance and identify opportunities for
improvement.
The end product of this stage is a job done effectively and
efficiently and confirmed as physically complete. These three reviews should be carried out on a continual basis
and immediate feedback should be given at the relevant review
Close Out meetings. Additionally, the equipment data registered in the
WPSE process is the basis for reviews in the context of other
Capturing history provides information to improve reliability of business processes such as RCA and ORIP.
equipment and reduce the cost of ownership. This step
describes the activities required to technically close out the work
order and endorse payment.
It covers the history reporting of man-hours spent, details of the

work done and areas for improvement. The history is checked
and the work order closed and, if external services have been
utilised, these are verified and payment approved at this stage.
5
Work Preparation, Scheduling and

Execution Process
Prepare Long Term
Preventive Work Scheduling of MRP
2.3 Monitor and Confirm

2.1 Review and
Review PM adjust
requirements Maintenance
Reference Plan
2.2 2.4 2.12

Prepare PM Call work Check scope
work pack orders for variation in
requirements
2.13
Monitor target
dates
Identify & Prepare Corrective

Prioritise Corrective Work
Work
2.14
2.9 Confirm ready
1.1 2.5
Identify for scheduling
Identify need Select work
shutdown
for work order
requirements
2.10
1.2 2.6
Determine
Prioritise Diagnose the
earliest
problem
start dates
1.3
Assess 2.7 2.11
suitability for Prepare CM Release work
maintenance work pack order
work process
2.8
1.4 Identify resource,
material and
Approve work
service
request requirements
for the job
6
Create Integrated Execute Close Out Analyse

Maintenance
Schedule
3.1 4.1 5.1

Review and Confirm job 6.1
Report
select prepared readiness and Review
technical
PM and CM allocate to measures
history
work team
3.2 4.2 5.2

Create 14-day 6.2
Prepare site Determine
integrated Audit WPSE
and hold RCA
schedule process
toolbox talk requirement
3.3
Approve 5.3 6.3
14-day 4.3 Complete Review work
schedule and Execute work work pack preparation
freeze 7-day feedback satisfaction
schedule data
5.4
3.4 4.4 Finalise work 6.4
Communicate Identify order and Review
the schedule emergent initiate equipment
work payment history
4.5
Leave worksite
clean and
report daily
progress
4.6
Confirm
completion
and hand back
to production
7
1. Identify and Prioritise
Introduction
Identification enables sufficient information to be provided so The work requests are screened, prioritised and approved in
that the work can be properly prepared and scheduled. This a daily review meeting.
step describes the activities required to identify and approve
corrective work requests. The end product of this stage is an approved work request.
Metrics Listing
Number Measure Industry Average Top Quartile Tracking Frequency
8.P.2 Emergency Maintenance Work 10% 2% Schedule creation frequency
8.S.9 Corrective Maintenance completed within documented 90% >98% Monthly
timeframe
11.S.4 Notification approval time 2 days 1 day Monthly
Process Map Best in Class Standard
Work Identification
Identify need for work
• Work requests are well written (evidence of coaching).
1.1
• Minimal duplicate work orders.

Prioritise
1.2 Assessment
• Prioritisation for all work types is owned, and

Assess suitability for consistently applied, by Production. (Assessment aids
maintenance work process
such as a CMPT matrix and requests for cross-functional
1.3
feedback are utilised.).
Approve • Emergency/urgent work levels are measured and

work request minimised through frequent review and debate.
1.4
8
1.1 Identify need for work

Work requests can originate from many sources, including field Inadequate or inaccurate information leads to wasted time,
activities, breakdowns, failures, root cause analyses and EITs. effort and possibly unnecessary work or a delay in progressing
Everyone should be able to raise a work request although, in work. Imagine yourself picking up the request a week later –
practice, field personnel usually raise them. Whatever the consider if it is really clear what the problem is and what work
source, the work requests should be raised using the same is being requested and why.
process and in the same CMMS. No work should be carried
out unless a work request has been raised and approved. Some work requests are so urgent, with critical safety or
emergency impact, that they will need to be executed within
All work requests must be entered into the CMMS so that they hours of the breakdown. Approval from field supervision should
are logged and can be processed effectively and progressed. be sought for these jobs. The number of jobs in this category
Using a paper system is not advisable as it may lead to delays. should be severely limited and always investigated using Root
Cause Analysis (see the RCA process guide for more
Every effort should be made to ensure data is accurate at this information).
creation stage, with particular focus on the Problem Description,
Functional Location of the equipment that requires repair, Priority, Quality check of work request
and the Planner Group and Main Work Centre (to identify who
will carry out the work). The Daily Review Meeting
As a minimum, the originator of a work request must include: This action, along with the following three actions (1.2 – 1.4),
should take place in the daily review meeting. This meeting
• a clear title connects the maintenance and production field staff with the
supporting staff who will progress the preparation and
• a short description of the fault or the work required scheduling of the work. All new work requests should be
reviewed with the exception of urgent events.
• Functional Location and/or Equipment ID
• the estimated priority The representatives at the daily review meeting should confirm
that the requirements of the request are sufficiently clear and that
• the breakdown indicator if known at the time the notification has all the relevant information required.
Specifically they should:
• the originator’s full name
• the ease of access to equipment • confirm that the description of the problem provided is as
clear and complete as possible
• the Maintenance discipline/trade.
• indicate the temporary mitigation in place whilst awaiting the
Note: It is essential that the Functional Location/Equipment repair if applicable
ID provided on the work request truly reflects where the
• verify the requester’s name
problem is or where the work is to be performed and is input
at the lowest level at which the problem can be identified. • validate the Functional Location and/or Equipment ID
For example, if the fault is on an electric motor then use the • review the description of the required work or service for
Functional Location at the package level. clarity and completeness
9
• check the breakdown indicator if known at the time • help rank work so that the highest priority work is performed
first
• check that the correct Work Centre has been assigned
• allow consistency of quantifying the priority of work
• review any Technical Integrity related issues that may need
attention. • allow a discussion over the suitability of the mitigation.
If there is not enough information in the work request, it should By assessing each request, it is possible to enable the preparers
be returned to the originator for clarification and completion of and schedulers to focus on the right work at the right time. The
all the necessary information. setting of priorities can be emotive as the frames of reference
for different people can be different leading to subjective
1.2 Prioritise decisions. The CMPT provides everyone with a tool to take the
subjectivity out of the prioritisation process.
Every request for corrective maintenance must be ‘prioritised’
using the Corrective Maintenance Prioritisation Tool (CMPT). Without a tool such as the CMPT, it is not unusual for the first
This determines the timeframe in which the repair should be production shift team to rank the importance of a job differently
undertaken. to the following shift team.
The process of prioritisation at the daily review meeting aims to: By effectively prioritising work, it is possible to identify true
emergency work and allow non-emergency work to be
• establish a common understanding of the risk to the business addressed at an appropriate time when it has been properly
if repair work is not executed prepared. Figure 2 shows the effect of emergency work. The
aim is to avoid disruption of schedules as disruption creates a
• assist in building effective and stable schedules
large burden for the maintenance function and is highly
inefficient.
Figure 2: Effect of emergency work
Incoming Weekly Daily

Notifications Schedule Schedule
Emergency Work
CM Low Priority Emergency

Incoming Work - Easy Break-in
Unplanned
CM CM
Prepared Work -
Ready to Schedule PM PM
Outstanding Work
10
Taking appropriate mitigating action can reduce the amount of date, the appropriate authority must check the mitigating
emergency work. When a failure has occurred there will actions.
generally be immediate consequences.
Based upon the priority, the Latest Allowed Finish Date will be
For example, an operator may notice that a handrail is loose fixed. LAFD is used to determine compliance measures.
and could fall away if leaned on. Because of the safety risk the
work could be raised as an emergency. However, actions can
be taken to temporarily mitigate any immediate consequences
Figure 3: CMPT
before the CMPT is used.
In the example of the loose handrail, rather than raise a high

priority job to repair it, the area could be barricaded off and a Consequences Likelihood of Consequence Occurring
lower priority job raised for a suitable repair. This would allow
Environmental
Likely to 3 Months to 2 Weeks to 2 Days to Occurring

Severity
(Financial Risk)
Reputation/
(Safety Risk)
Occur 12 Months 3 Months 2 Weeks NOW or

People
Deferment
Damage/
Personnel
Welfare
time for the job to be properly prepared and scheduled.

Asset
>12 Months Not Likely Not Likely Not Likely Likely to

Not Likely Within 3 Within Within 2 Occur
Within 12 Months 2 Weeks Days Within
Months 1-2 Days
The representatives in the daily review meeting will use the P A E R A B C D E
No No No
No Injury
CMPT to evaluate the risk of newly raised corrective work or Health
Damage
No
Effect Impact 0 Review Requirements to Progress Work
Effect
request. They should take into account: Deferment
Slight Slight
Damage
Slight Slight
Injury Effect Impact 7 6 5 4 3
or Health
Slight 1
Deferment
• the operational state of the installation, such as other related Effect
Loss <$10K
Minor
Minor Minor
defects awaiting repair and operational constraints Injury
Damage
Minor
Effect
Minor
Impact 2 6 5 4 3 2
or Health Deferment
Effect Loss <$100K
• the mitigating actions that have been or can be taken. Major Moderate
Damage
Moderate Moderate
Injury or
Health
Moderate Effect Impact 3 5 4 3 2 1
Deferment
Effect
It is essential that the final prioritisation is the result of a team Permanent
Loss <$1M
Major
Total Damage Major Major
discussion taking into account all possible related factors. Disability Major Effect Impact 4 4 3 2 1 1
or up to 3 Deferment
Fatalities Loss <$10M
Extensive
More than Damage Massive Massive
Figure 3 shows the CMPT. Detailed guidance on how to use it 3 Fatalities Loss & Effect Impact 5 3 2 1 1 1
Deferment
can be found in the CMPT User Guide. >$10M
It is worth noting that many people confuse priority with Maintenance Schedule Prioritisation
Priority Priority Setting Latest Allowed
scheduled start date. Allocating a low priority does not Finish Date
automatically mean that a job will not be scheduled for many 7 Routine Priority 12 Months
months. It merely defines its relative importance and the Latest 6 Routine Priority 6 Months
Allowed Finish Date (LAFD) for the activity. The job may well be 5 Routine Priority 8 Weeks
scheduled much earlier than the LAFD depending on suitable 4 Routine Priority 4 Weeks
scheduling opportunities. 3 Routine Priority 2 Weeks
2 Urgent Priority Immediate
The LAFD is the date by which a job must be technically 1 Emergency Priority Immediate
complete to retain reasonable certainty that any temporary

mitigation remains robust. If the job is not completed by that
11
Work request not justified

Metrics
If it is decided at the Daily Review Meeting that the work
request is not to be progressed, it should be cancelled and 8.P.2 Emergency Maintenance Work
feedback should always be provided to the originator.
Ideally, once work activities are prepared and scheduled
they should take place as scheduled. There will sometimes
Determine if break into schedule is required
be emergencies, but if all maintenance activities have been
Before reaching the daily review meeting the requester may carried out properly, they will amount to only 2% for best-in-
have concluded that the corrective work is an urgent emergency class companies.
(priority 1 or 2).
1.3 Assess suitability for maintenance work

In determining whether or not the required work is an
emergency, the requestor will decide if a robust temporary process
mitigation is possible to remove the following: If the work request covers a requirement that leads to a
modification or a change to the design and is not related to the
• immediate danger to life or safety restoration of an equipment function via maintenance, the
request should not progress through this process. The local plant
• an imminent/existing environmental incident
change procedure should be followed starting with a plant
• a serious impact on production change request.
• danger to capital equipment. Work requests may also be raised for jobs that require very little
preparation (including permitry) and, subject to competency,
If the answer is ‘no’ to any one of the above and the priority is
requesters should consider doing it themselves. Examples could
determined to be level 1 or 2, the senior facility leadership
be:
(such as the Offshore Installation Manager) needs to be notified
immediately. The leader should assess whether there are any
• cleaning
further mitigating actions that can be taken.
• valve gland tightening
Key production and maintenance personnel should assess all
breakdown and emergency activities to decide if the activity • rubbish requiring removal.
justifies breaking into the schedule. If a break into the schedule
is agreed, they should assess the impact on the schedule, If this is the case, the requester should be informed that they
identify any conflicts and inform key production and should do the job (and what they should do). This step aims to
maintenance personnel and seek agreement beforehand. avoid very low effort tasks filling the process.
1.4 Approve Work Request
It should be verified that the request is valid and supported by

both Production and Maintenance. All parties should approve
the work request and, if it is to be progressed, the status should
be set to approved.
12
2. Work Preparation
Introduction
Work preparation enables efficient execution and quality of These are critical steps in the overall process and can have a
work. This step describes the activities required to create a sizeable impact on the overall maintenance productivity. It
work order, diagnose the failure and ensure each also allows for a review of the full estimated cost on larger
maintenance work order is properly scoped and estimated. jobs to ensure they fall within budget.
The required resources, materials and services are estimated.
The skill levels and time estimates are included in the work The work preparation section ends when a job is fully scoped
packs, allowing the scheduler to assign an appropriate job and the date that materials and services will be on site is
duration to the technicians. certain.
Metrics Listing
8.S.1 Estimating accuracy on all jobs +/-15% +/-5% Monthly
8.S.5 Total man-hours planned vs. actual 80% 95% Monthly
8.S.7 Preventive/Corrective work plans prepared vs. total 80% >90% Monthly
9.P.1 Materials achieving Required on Site (RoS) date 80% 95% Monthly
9.S.11 Generic materials ordered 20% <10% Monthly
13
Process Map
Prepare Preventive Work Prepare Corrective Work Monitor and Confirm
Review PM requirements Select work order Check scope for

2.1 2.5 variation in requirements
2.12
Prepare PM work pack Diagnose the problem

2.2 2.6
Monitor target dates
2.13
Prepare CM work pack
Long Term Scheduling 2.7
of MRP
Confirm ready for
Review and adjust Identify resource, material scheduling
2.14
Maintenance Reference & service requirements
Plan for the job
2.3 2.8
Call work orders Identity shutdown

2.4 requirements
2.9
Determine earliest
start date 2.10
Release work order

2.11
14
Best in Class Standard
• Work preparers are respected by, and have good • Productivity is the primary measure of workforce efficiency
relationships with, the technicians and supervisors; the and of preparing and scheduling effectiveness. It is
continuous improvement loop is entrenched in the culture. understood that the true sources of delay typically come
from the management systems and not the workforce.
• As a minimum, work preparers are experienced, top level
technicians who are trained in preparation techniques. • The backlog of jobs requiring preparing is measured and
actively managed.
• Work preparers are organised into a separate department
from the craft teams that is: • Work preparers focus on the ‘what’ and the ‘how’,
tradesmen focus on the ‘how’.
• focused on the future
• Schedulers focus on the ‘who’ and the ‘when’.
• specialising in preparation techniques.
Establishing Target Dates
• Equipment ‘bill of materials’ functionality is used.
• ‘Weeks to Clear Backlog’ is based on prepared jobs.
• All PM activities are prepared, not just scheduled.
Discipline and/or geographical targets are utilised.
• All goods and material transaction processing occurs
• Scheduling prepared jobs into the future is encouraged
through the work order.
and measured (understand longer term manpower
• Job bundling occurs to help set scheduling targets. availability).
• Work preparer time is measured, targeting this resource • PM Compliance measures the effectiveness of the
on three specific areas of the business process: system/process that generates PM occurrence; Schedule
compliance measures the effectiveness of the organisation.
• preparation 60%
• establishing target dates 20%
• feedback and follow-up 20% (includes integration with

other processes and library work pack continuous
improvement).
15
Prepare Preventive Work The maintenance item should be created in the CMMS,
identifying the procedure and all the operations required to
2.1 Review PM Requirements perform the task. The preventive maintenance plan should then
be finalised and the trigger date for the first work order set. Job
Periodically, the work preparer must review all preventive
Hazard Assessments should be written for the work packs,
maintenance requirements and determine if any new preventive
setting out the risks anticipated and the mitigations required
maintenance change requests have been identified which
when performing the maintenance tasks.
require preparation. At this stage the task and frequency has
been determined and approved in the RRM process. These
Long Term Scheduling of MRP
requirements can come from a number of interfacing processes,
such as RCA or RRM, but should always be initiated by the use
2.3 Review and adjust Maintenance Reference
of a change request.
Plan
2.2 Prepare PM work pack The 52-week preventive schedule should be reviewed
periodically (typically every three months) to allow for the
For any new preventive maintenance preparation requirement,
addition of any new or modified PM tasks or to delete obsolete
the work preparer should determine if there is a library work
tasks and ensure the continued efficient use of plant and
pack already available. These work packs (or task lists) should
resource.
be coded according to equipment types and be available on
asset specific library/livelink.
The contents of the Asset Reference Plan should be reviewed,
including any new PM tasks, and it should be ascertained
If a library work pack is available, and it is appropriate for the
when the shutdown windows will be or when there may be
requirement, it should be used or adjusted to make it
suitable opportunities for maintenance activities. The 52-week
appropriate for the new task.
preventive schedule should then be adjusted to include any new
tasks and ensure efficient resource usage and timing with any
If there is no suitable library work pack then a new plan must
shutdown windows and to utilise periods of reduced production
be created. Previous jobs and the CMMS history should be
opportunities.
reviewed to incorporate any appropriate information.
The PM tasks should also be reviewed to identify if any are no

Quality check points (hold points for inspection) and validation
longer required. This may be due to, for example, equipment
checks for SCE work must also be highlighted in the job steps.
being taken out of service and de-commissioned. If there are
PM tasks that are no longer required, they should be removed
The level of detail required for each work pack should reflect
from the schedule and the appropriate change control applied.
the competency and complexity required to perform the job.
A final review of the 52-week schedule should take place once
Materials and Services all new tasks have been added and obsolete tasks taken out to
ensure that the schedule makes optimum use of all resources
Using the activity task list, the work preparer should determine if
and opportunities.
any additional materials, services or special tools are required
and these should be assigned as appropriate. More information
about the selection of materials and services is contained in
step 2.8.
16
Review cost and labour capacity requirements 2.6 Diagnose the problem
Once the 52-week schedule is agreed, the estimated costs of It is the responsibility of the work preparer to do a first level
all the preventive tasks must be added together to give an diagnosis of the problem. The work preparer will likely need to
overall rolling annual cost of the schedule. This should then be visit the site of the problem to determine the failure mode before
compared to understand where the cost constraints exist. scoping the work. If the preparer is unsure about any elements
of a task (either diagnosis or determining the scope) s/he
The estimated labour capacity requirement for the preventive should seek the advice of specialists.
tasks should also be added together to give an overall labour
requirement for the next 12 months. This will assist with Photographs can help enormously if a site visit is not possible.
appropriate resource planning. Photographs of what or where the problem is would be
particularly useful. The work preparer should also make use of
The cost of the 52-week schedule and the labour capacity any photographs that have been included in the previous history
requirement should be reviewed to ensure that the schedule can of the equipment.
be met. If there is an issue with cost or resource, then consider
if any changes could be made to the schedule or preparation The work preparer should write down the identified problem
of the jobs. and cause, scope of the job and the results of the research to
help the maintenance technician. If there are procedures,
Note: The accuracy of the estimates is affected by poorly sketches, specifications or drawings deemed necessary, they
prepared PMs in the schedule. should be included in the work pack.
2.4 Call work orders When investigating any requested work, the work preparer may
find that the details on the work request are inaccurate and may
Work orders should be created for each PM task. not reflect the true problem. The work preparer should correct
the text. The consequences of mistaking the true cause of the
Prepare Corrective Work problem will likely result in rework during execution in the field.
This can be mitigated by ensuring work preparers have a very
2.5 Select work order high level of technical skill. An experienced discipline
technician will be aware of common failure modes and will
Approved corrective work requests are to be reviewed daily know what to look for during repair.
and progressed to a work order. The work preparer should
have no more than one week’s backlog of work orders to
2.7 Prepare CM work pack
prepare. In particular, they should not defer the preparation of
low priority work orders in case they require long lead-time When the scope of the job has been determined, the work
items. The work preparer should run a standard CMMS report preparer should develop a ‘work pack’. This will contain as
daily to monitor the backlog of approved work requests ready much or as little information as is required by the technicians to
to be turned into work orders. complete the job effectively and efficiently. If there is an existing
’work pack’ it should be used and the copied data modified if
The creation of the work order gives authority to the work necessary to suit the new activity.
preparer to begin preparing the work.
17
If there is no existing ‘work pack’ the data will need to be The work preparer develops the work hours and job duration
entered in the work order. In this case, the work preparer will estimates from personal judgement and historical information
need to scope the job, i.e. identify all the work required. from similar previous jobs. The work preparer should aim to
estimate the hours reasonably required by experienced
The work preparer should determine if there are known craftsmen without unexpected delay. This means the work
conditions at the job site or actions involved in executing the preparer should reflect not just the wrench time, but time to
task list that will affect personal safety or risk to other travel to the job, the time to get materials and include break
operations. An assessment of the risk and complexity of the times but not time to find unexpected parts or tools that were
required tasks should be made. For each special safety not originally identified.
concern, the work preparer should:
Materials
• produce a Job Hazard Assessment
Many work requests involve consumption of material
• evaluate the work related impact in terms of extra time components. The work preparer can greatly improve
required for site preparation, extra facilities or manning productivity by identifying materials and ensuring their
required to support the activity availability before the job begins.
• specify information sheets required by the technician (e.g.

These materials must be identified in the work pack against a
chemical data sheets or specific procedures).
specific operation. Materials can be selected from:
The Permit to Work standard should be used for guidance on
the required level of planning, detailed procedures and the • Bills of Materials (BOMs – a list of spare parts associated
approvals needed to execute the job. with an equipment type or tag number)
• the material catalogue. This is a list of all stocked and non-

2.8 Identify resource, material and service stocked materials.
requirements for the job
Priority should always be given to choosing catalogued
Work preparers identify the required craft skills (work centres) materials. Materials that are not catalogued (generic materials)
and hours needed on the work order. By preparing each job should only be chosen as a last resort as they require supplier
to the lowest qualified skill level, the work preparer increases selection and negotiation before they can be ordered. The
flexibility for the schedulers and supervisors in selecting or procurement personnel will expedite the materials, determine the
assigning jobs. The work hours required per craft/discipline delivery date and communicate back to the originator of the
should be captured in the work order and the job duration also request. A Materials Master Record (MMR) should be created if
specified. it is likely there will be a requirement for the same material in
the future. Finally, the work preparer should review when these
This information will be useful for a number of reasons: materials will be available at the facility by using standard
reports in the CMMS. S/he should review the proposed dates
• to enable efficient scheduling of the work for materials that don’t meet the Required on Site date to
identify when materials will be available.
• for operators to know how long equipment should remain
cleared and unavailable
It is important to have an accurate and complete materials list
• for considering what work could be carried out in a short on the work order to draw attention to any material constraints.
outage situation.
18
Services
Metrics
Similar to materials, external services can be procured by 8.S.1 Estimating accuracy on all jobs
specifying them in the work order. In the normal and preferred
case, the service is procured by calling off an existing contract.
This is a measure of the accuracy of the estimated cost and
If there is no existing contract, one will have to be tendered
man-hours to execute preventive and prepared corrective
and awarded, adding to the delay in preparing a job.
work orders compared to the actual cost and man-hours
required.
Special Tools
A special tool is any tool that would not normally be carried in Estimate Cost
a craft toolbox.
A cost estimate must be generated for each work order. It
By identifying special tools in the work pack, the technician will should be categorised by manpower, materials and services. It
be able to gather all the tools necessary to complete the job will give an overall estimate that can be used for comparison
before going to the job site and avoid extra trips later, thus with the actual cost once the work has been completed.
boosting productivity. The work preparer should ensure these
tools will be made available and remind the technician of their Local operating requirements may require budget thresholds for
location (e.g. a specific store room or with a specialist vendor). high cost corrective work. If this is the case, it will be necessary
to gain approval from the budget holder to progress the work.
There may also be a requirement for specialist equipment in
order to gain access to the equipment, such as scaffolding.
Metrics
The primary source for special tools is the work preparer’s
9.P.1 Materials achieving Required on Site date
personal experience and information from past jobs. There may
also be lists of special tools recommended by the manufacturers
The percentage of all non-stock material requests that are
or vendors in the Production or Maintenance manuals.
delivered by their Required on Site (RoS) date. This
measure monitors whether non-stock materials are getting to
Care should also be taken to ensure the correctly rated tools
site in time for the scheduled jobs to be carried out,
are supplied e.g. correctly rated EX tools in areas with a
therefore avoiding unnecessary delays and rescheduling of
potentially flammable atmosphere.
the job.
9.S.11 Generic materials ordered
This is a measure of the number of items ordered via the

Generic Materials Ordering Process compared with the
total number of items ordered.
19
2.9 Identify shutdown requirements 2.10 Determine earliest start dates
If an equipment/plant shutdown is required to perform the job, The work preparer should confirm that the materials and
the preparer must consult with the Production Coordinator to services are, or will be, available at site prior to the job’s LAFD.
determine if there will be an impact on production, and liaise This will include verifying the logistics of getting materials to the
with the Integrated Activity Planner to identify a suitable window site and, for offshore facilities, that the crane is available to
of opportunity. offload materials. This will provide the earliest start date.
Where possible, the impact on production should be quantified The work preparer is responsible for checking with the
and noted in the CMMS and on the Opportunity Shutdown List scheduler, Production and Maintenance to determine an
(OSL). The OSL is a list of jobs against specific equipment, execution date on the work order. Once the schedule start date
requiring that piece of equipment to be shutdown for job has been updated to reflect materials/services availability, the
execution. It is a helpful aid for schedulers or supervisors in the work order is ready to be released.
event of a breakdown or shutdown.
2.11 Release work order
If a shutdown is not scheduled within the time scale to meet the
LAFD, the work preparer should inform both the Integrated When the work order is fully scoped and has been given an
Activity Planner and the Production Coordinator of the estimated start date, it is released together with the material
requirement in order to ensure that a suitable opportunity is requisition for materials or services. The requisition may require
created or mitigating action taken. additional approval for higher value work orders depending on
the Manual of Authorities (MOA). The release needs to occur in
The scheduler should review the activity and look for plenty of time for the materials to be ordered and delivered.
opportunities to group it with similar activities for optimum
efficiency and effectiveness. If it can be grouped, the prepared
work order should be assigned to an appropriate floating Metrics
network activity, for example, for campaign or shutdown work.
Floating network data will be owned by the FAP (Functional 8.S.5 Total man-hours planned vs. actual
Activity Planner).
This is a measure of the number of man-hours that are
Floating networks, or the use of less formal Opportunity planned to be spent on executing work compared to the
Shutdown Lists, should not be limited to Plant Shutdown number of man-hours that are spent on executing work.
activities but also at a lower level to specific equipment
outages, allowing quick reference for schedulers in the event of 8.S.7 Preventive/Corrective work plans prepared vs.
a short term window to access the required equipment. total
This is a measure of how many jobs are fully prepared

compared to the total number of jobs executed.
20
Monitor and Confirm 2.14 Confirm ready for scheduling
2.12 Check scope for variation in requirements Before proceeding to the scheduling phase, a final check
should be carried out to confirm that all materials and personnel
There should be a final check by the work preparer to ensure required to execute the activity are, or will be, available at the
the scope of the job is still correct. This is particularly important job site. The work preparer should be confident that the RoS
for preventive maintenance tasks which may have originally dates for all materials, resources, services and equipment will
been scoped a number of months (or even years) previously. be met. If there are concerns over the late availability of
There may have been changes to, for example, the resources or the priority of the activity then it may be decided to
requirements to access the equipment or there may be new expedite materials. To assist reaching this decision, it may be
requirements because of the weather (e.g. a change in season) necessary to consult with the supervisor and customers.
or new hazards that are now present.
Any additional resources required due to the change in scope

should be ordered.
2.13 Monitor target dates
The work preparer should continually monitor that all materials,

services and resources will be available and ready for the job.
This is a proactive step to ensure there are no surprises when
the time comes to schedule and execute the work. The work
preparer must receive confirmation from the appropriate
suppliers that everything will be available.
If all resources are not going to meet the RoS date, then the
work preparer should ascertain if they are going to be
available before the LAFD for the job. If this is not the case then
mitigating actions should be taken and/or resources should be
expedited.
21
3. Schedule
Introduction The scheduling activity involves optimising the efficiency of

the resources that the asset has available to execute work.
The primary objective of scheduling is having work done at This is achieved within the context of internal and external
the right time by the right people. This step describes: constraints and priorities.
• The need to be aware of resource capacities and

competencies so that the schedule can be maximised.
• The activities required to manage the inventory of

prepared work and create a 14-day schedule. The
schedule should refer back to windows of opportunity from
the Integrated Activity Plans. These activities include the
14-day schedule meeting which subsequently leads to the
freezing of the first 7 days schedule and the review of
performance against the schedule for the previous week.
This forms the datum from which schedule compliance can
be measured.
Metrics Listing
8.P.1 Schedule compliance 85% 98% Schedule creation frequency
8.P.3 PM compliance 90% >98% Monthly
8.P.4 Planned backlog PM (man-weeks) n/a 0 Monthly
8.P.4 Planned backlog CM (man-weeks) n/a 6 Monthly
8.S.9 Corrective maintenance completed within documented 90% >98% Monthly
timeframe
8.S.10 Unscheduled fill-in work 0 5% Schedule creation frequency
22
• Schedule compliance is measured both from a task

count as well as a task hours perspective
Review and select (Geographical and discipline based perspectives are
prepared PM and readily available).
CM work
3.1
• All repetitive activities are scheduled through the same
process/system.
Create 14-day
integrated schedule • Weekly schedule review meeting creates contract for
3.2
next week and beyond, and is:
Approve 14-day schedule • cross-functional

and freeze 7-day
schedule • attendance is consistently good
3.3
• inputs and expectations are clearly understood
Communicate the
• resource availability is used.
schedule
3.4
• Schedule for 100% of the workforce availability; not
80% or 120%.
• Daily schedule update meetings held in the afternoon,

not in the morning.
• A review of the total prepared backlog occurs monthly

while a scheduling review of only the most important
prepared backlog work occurs weekly.
• Simple tools/techniques are used to communicate the

scheduling commitments.
• People in the organisation consistently do what they say

they are going to do.
23
Interface with IAP and 90-day Plan
Many work orders, particularly for preventive maintenance This 90-day plan will have been integrated with other
work, will already have been scheduled in a rolling functional plans into a single plan (IAP) to achieve the most
52-week schedule – ‘Maintenance Annual Plan’. It will be efficient use of resources, avoid clashes and ensure
integrated in a more detailed three-month look-ahead attainment of business objectives. Reference to this 90-day
schedule – a 90-day plan. The work orders generated from plan should be made to identify opportunities to associate
PM plans are scheduled and combined with the corrective work orders with relevant known activities within this wider
work for an integrated schedule. This 90-day plan is a time period whilst adhering to each work order's Latest
rough schedule (fixed for preventive, flexible for corrective). Allowed Finish Date.
See Figure 4.
Figure 4: Look ahead plans
Firm Element - 3 Month Plan Rolling Element

Maintenance Month 1 Month 2 Month 3 Q2 Q4
Q3
Annual Plan
W1 W2 W3 W4
SHORT W1 W2 W3 W4 W1 W2 W3 W4
TERM
Work Plans & Programmes Preliminary Scheduling
Maintenance D3 D4 D5 D7 W2 W3 W4 M2 M3
D1 D2 D6
Schedule
SCHEDULE PLANNING HORIZONS
Create Integrated Maintenance Schedule they will need to be ranked so that the most important ones get
executed first. The procedure for ranking work orders should
3.1 Review and select prepared PM and take into account the following in the order given below:
CM work
1. Priority 1 and 2 jobs (corrective work)
All prepared work orders (for which the preparer has 2. Carry-over work (work that has started but not finished) from
confidence in the RoS and availability dates for the services the previous week
and materials) are identified at this stage within the CMMS and 3. Due safety critical assurance preventive and predictive work
listed against their scheduled start dates for PM tasks and 4. Due preventive and predictive work
relative LAFD for CM tasks. Any carry-over work known to 5. Priority 3 corrective work, with the soonest Latest Allowed
continue into the next 7-day schedule should also be identified Finish Date for the job, will be brought in to be scheduled,
at this stage. followed by the next priority 3 etc. When all priority 3 jobs
are scheduled, if the resource capacity permits, the priority 4
It is likely that there will be more work orders than resources jobs are then scheduled in a similar way and so on.
available to execute them in the following 14 days, therefore,
24
The scheduler should group together smaller jobs on the same Sort Work Orders
equipment, system or location. This is important for a number of
reasons. Productivity increases if technicians can move from one In order to allocate work orders into the resource availability
job to a nearby job on the same system. They do not lose time forecast, the scheduler must sort the facility’s work orders (the
familiarising themselves with a different system, travelling and backlog) in order to preferentially select them to fulfil the
moving personal toolboxes or setting up again. Combining forecast hours.
same system jobs also helps to improve plant operations. An
operator prefers to clean up a single system once for a number The aim is to produce a refined two-week schedule with the
of jobs rather than have to clean it up on numerous occasions. first week being a hard schedule and the second week being
a soft schedule where further changes can be made the
Note: following week. This is done on a weekly basis, so the
• Once a job has started it should always be finished previous week's soft schedule will need to be validated against
before starting the next one. any higher priority work that may need to be included.
• Jobs in the backlog should be regularly reviewed. Once the scheduler has a rough order, s/he should sort the
Changes to conditions may affect the priority of the jobs orders with the jobs requiring the most amount of hours first.
and they may need re-prioritising. When the scheduler later allocates the work orders, the jobs
with more total work hours are put into the schedule first so that
smaller jobs can be fitted into the gaps between the larger jobs.
3.2 Create 14-day integrated schedule
Allocate Work Orders to 14-Day Schedule
Forecasting Work Hours and Resource Availability
With the work hour forecasts in place and the work orders
Each Maintenance Field Supervisor should provide the ranked, the scheduler must now prepare a draft 14-day
technician's available work hours taking into consideration the schedule matching baseline man-hour capacity and external
knowledge of individual technicians, leave/vacation and resource availability to the work orders identified for execution
training commitments. The preparer should confirm if external in the next 14 days.
resource availability is known and accurate, e.g. the availability
of vendor representatives or special tooling. This is forwarded to It is important that the scheduler assigns work for every
the scheduler. Using the numbers of technicians within each craft available work hour and that there is no under-assignment of
type, the scheduler then establishes a forecast of work hour and work to allow for emergencies. Assigning work for only 80% of
resource availability. the forecasted work hours may seem like a good way to allow
for emergencies and other high priority work, however, the
Note: Maintenance resource capacity levels should reflect focus of maintenance is to eliminate emergencies altogether.
true capacity for performing maintenance activities, having A 100% scheduling strategy encourages originators to
subtracted hours for non-maintenance tasks (e.g. supporting understand that for every emergency, work is delayed.
the drilling team).
After making the initial allocation grouping, the scheduler
should consider whether or not any more preventive work
should be put into the schedule to replace low priority
corrective work. There will never be a reduction in corrective
work if there is no preventive work carried out!
25
Communication Maintenance Field Supervisor:
The scheduler cannot carry out the above tasks in isolation, but • Late resource capacity issues.
must work closely with a number of people, as shown in Figure
5, to ensure that the schedule is accurate and practical. • Work believed to be carrying over into the next week.
Production:
Finally, the draft schedule should be issued to the attendees of
the weekly schedule review meeting so that they have time to • Any jobs on equipment that may be difficult to release.
review it prior to the meeting. This draft should be baselined.
• Preferences for a particular day for equipment access.
3.3 Approve 14-day schedule and freeze 7-day
Where common resources are shared, other participants may
schedule include:
Weekly schedule review meeting • Well Engineering

There should be a formal weekly Integrated Maintenance • Drilling
Schedule review meeting.
• Projects Engineering.
The objective of the meeting is to approve and freeze the
schedule for work that should be completed in the following The majority of the time should be spent with the Production and
week. At the end of the meeting, a successfully prepared Maintenance field supervisors combing through the schedule to
schedule will result in little or no change occurring to the finally agree the proposed work is acceptable.
baseline draft schedule. Any deviation from the baseline should
be evaluated by the team to improve the preparation next time. The meeting should review the previous week’s performance
against the 7-day schedule which will also be reviewed
Roles of attendees should be clearly stated and understood. together with the associated metrics and should look ahead at
the next 1 or 2 weeks for highlights/threats.
Figure 5: Required communications with scheduler
Production Coordinator Work Preparer

• Requirements • Requirements of the job
• Priority • Materials and services
• Availability of equipment availability
Scheduler
Maintenance Field IAP Planner
Supervisor • Overlap with other
• Resource capacity functions work
• Carry over work
26
Key accountable personnel from Production and Maintenance

should finalise and agree the schedule e.g. Offshore Installation Metrics
Manager (OIM) or Location Production Co-ordinator.
8.P.3 PM Compliance
3.4 Communicate the schedule

Overall PM Compliance is a measure of the percentage of
The scheduler must communicate the schedule to maintenance preventive maintenance work completed within its Latest
field supervisors, so that they can allocate technicians, and to Allowed Finish Date (LAFD).
production supervisors so that they can ensure equipment is
available as agreed. 8.P.4 Planned Backlog
PM - This measure is the volume of work that remains

outstanding for preventive maintenance activities that has
Metrics
exceeded its original Latest Allowed Finish Date i.e. the
There are a number of metrics used to indicate the success work has either not started, or is in progress and the
and health of the scheduling process. original Latest Allowed Finish Date is in the past.
0.P.1 Critical PM Compliance CM - this measure is the volume of corrective maintenance

work that is not completed.
Compliance to performing maintenance PM tasks on safety
critical elements when they are due is critical to assisting 8.S.9 Corrective maintenance completed within
technical integrity assurance. PMs on SCEs must therefore documented timeframe
be scheduled before they become overdue.
This measures the percentage of corrective maintenance
8.P.1 Schedule Compliance work that has been completed by the Latest Allowed Finish
Date (as determined from the Corrective Maintenance
Prioritisation Tool).
Once work activities are prepared and scheduled they
should take place as scheduled. There will sometimes be
emergencies, but if all maintenance activities have been 8.S.10 Unscheduled Fill-in Work
carried out properly, they will amount to only 2% for
best-in-class companies. This measure identifies the percentage of maintenance work
that is carried out that was not originally scheduled to be
This measure calculates the percentage of activities that executed within the frozen 7-day schedule.
appear in the schedule for the period and are subsequently
confirmed to have started and/or finished in the period.
27
4. Execute
Introduction
The primary objective of execution is to carry out a safe, The end product of this stage is a job done effectively and
quality job, efficiently and as scheduled. This step describes efficiently and confirmed as physically complete.
the field activities that take place.
It covers the progression of work and resources from daily

scheduling and allocation of the job through to confirmation
of the work being done. This includes distribution of a work
order, preparation of the work site, doing the job, restoring
equipment to a safe operational condition and the
confirmation of the work order. It also includes the
re-prioritisation for the following day should unforeseen
approved high priority emergency work have to be
incorporated.
Metrics Listing
11.P.1 Maintenance staff productivity level 35% >52% Annually
11.S.1 Total man-hours charged to work orders as % of 80% >95% Annually
maintenance execution staff
11.S.2 Rework >10% <3% Annually
20.S.4 Mean Time To Repair (MTTR) failure data Equipment specific Equipment specific As required
28
• The workforce promptly goes to work each morning on

activities that were agreed at the previous day’s daily
Confirm job readiness afternoon scheduling meeting. The only activity that will
and allocate to team be allowed to impact the workforce on that day is a
4.1
true emergency. Schedule breakers will not be allowed
to impact that day’s scheduled activities.
Prepare site and
hold toolbox talk • Response time between work order creation and work
4.2 order completion, is measured and improvement
realised through analysis and action.
Execute work
4.3 • The work preparers are not drawn into the execution of
the work. They are an investment for the future. The
Identify emergent work
supervisor is accountable for the quality of work
4.4
execution; not the preparer. Feedback is constructively
delivered to the preparer and incorporated into future
iterations.
Leave worksite clean and
report daily progress
4.5
Confirm completion and

hand back to production
4.6
29
4.1 Confirm job readiness and allocate to team Finalise Preparations and Communicate
The Maintenance Field Supervisor should check if all the The night before the work is due to start, the supervisor should
materials (and services) are present on site, correct, staged and hand out the work orders to the lead technician for each job.
located appropriately for the job. S/he should also check with All the work orders for that day should be handed out so that
the relevant Production personnel if it is still possible to carry out technicians understand what’s required and plan ahead.
the work as scheduled. However, there may still be a revision to the daily schedule if
there is approved emergent work.
The Maintenance Field Supervisor will then allocate named
individuals to meet the work orders in the 7-day schedule. Town hall meeting
The supervisor should select jobs from the weekly schedule and In the morning, a whole facility team meeting (which should
distribute them amongst the technicians based on their be no longer than 10-15 minutes) should be held to ensure
competencies, until all technicians’ hours are used up. The same that everyone is aware of what everyone else is doing. This
process should be used for support service staff. is particularly useful when technicians will be working in close
proximity to each other (e.g. on offshore installations) and
The Maintenance Field Supervisor should review the daily should cover the major activities of the day and any
schedules on a daily basis to take into account any carry-over associated hazards.
work from the preceding day and any urgent work that has
arisen and that will not wait until the following week’s schedule. 4.2 Prepare site and hold toolbox talk
When the daily schedule has been completed, the supervisor Production should prepare safe access to the work site in line
discusses the schedule with Production to co-ordinate work for with the local permit to work system.
the next day. S/he should request that the necessary equipment
is cleared and confirm if any testing will be required prior to the The Maintenance Field Supervisor should ensure a toolbox talk
equipment being returned to service (if this has not already is held, where possible at the work site, before work
been determined in the scope of the job). When Maintenance commences. This talk will vary in length and detail depending
and Production agree, the following day’s schedule is fixed and on the complexity of the job. It should cover the details of the
published. It could be posted on an area bulletin board job to be done and any associated hazards, in accordance
outside the supervisor’s office or handed directly to the with the permit to work system. Special attention should be
technicians. given to human hazards e.g. use of tools and chemicals, as
well as process risks. It is essential the technicians understand
This allows technicians to consider their assignments for the next the risks involved and discuss any problems with the supervisor.
day and make preparations, such as reviewing work packs or
technical manuals. 4.3 Execute work
As far as possible, all aspects of performing maintenance tasks

The shop papers, which contain the work instructions and all
and recording data are specified in work orders, inspection
related information for execution, should be printed at least the
work packs and campaign work instructions. Where work is
day before the work is due to start.
required, which is not covered by these documents, it should be
carried out according to general standards of practice for the
Permits should also be submitted for approval at least the day
type of work and equipment. If there is any doubt about the
before the work is due to start.
30
suitability of a course of action or work method, the technician

Metrics
should refer it to the Maintenance Field Supervisor who may
subsequently confer with the appropriate Technical Authority
11.S.2 Rework
and/or work preparer.
Rework is work that has to be carried out again due to
Where appropriate, photographs of the equipment, when it is
poor quality of the previous work. This is measured by
dismantled, rebuilt or in an as-found condition, should be taken.
tracking interventions that have occurred less than 3
These will be of use to work preparation teams for future similar
months after an initial work order or 1 standard deviation
jobs or failure reviews. This would be especially important if it is
of the MTBF (OREDA quoted) for similar failure modes.
the first time a piece of equipment has been dismantled, or an
unusual condition has been found.
4.4 Identify Emergent Work
It is important that, once a job has been started, it must be
finished before the next one is started. Emergent work can be identified during any day-to-day work
activity, not just as a result of executing a specific work order. If,
Quality check during the execution of the work, work not detailed in the
original job is discovered it is termed emergent. If the emergent
It is essential that work is of the required quality. One way of work is relatively small and inexpensive, and does not impact
ensuring this is to have close supervisory monitoring and control on any SCE, it should be incorporated into the current job.
as the work progresses to check that work is performed with the Otherwise, a separate work request should be raised. If in any
right attitude to reliability. Confirmation at the end of the task doubt, the technician should check with their supervisor.
may not be enough as defects are not always apparent,
perhaps due to re-assembly. Another possibility is to have Any changes in scope will be part of the feedback to the work
appropriately skilled and motivated tradesmen who are preparer to ensure standard tasks are updated. Variances to the
capable of monitoring and judging their own work or the work schedule should be recorded in the CMMS during job
of others. Whichever method is used, there must be an effective confirmation.
quality assurance system and any necessary checks must be
specified on the shop papers. Metrics
The supervisor is responsible for the competency of his/her 11.P.1 Maintenance Productivity
team and allocating jobs that reflect their competency.
A key measure for this process is Maintenance Staff
The results of poor quality is likely to result in rework. Productivity Level, and is measured as:
Monitoring execution efficiency ensures the work execution Time spent on maintenance activity
process runs efficiently and effectively from the start of the job to Available maintenance resource capacity
close out.
It includes ensuring that the specific instructions in the work

order are followed. No amount of careful preparation and
scheduling is of any use if execution of the work is not done
precisely as specified.
31
4.5 Leave worksite clean and report daily

Metrics
progress
11.S.1 Total man-hours charged to work orders as % of
At the end of the shift or upon job completion, the job site
maintenance execution staff
should be left safe, clean and tidy. Any excess materials should
be returned to the stores and tools should be cleaned and
This metric looks at how many man-hours are recorded
returned to the workshop or put away in the correct storage
against work orders compared to the total number of
locations. Man-hours against each job should also be reported
available man-hours.
daily.
20.S.4 Mean Time To Repair (MTTR) failure data

Technicians should report progress against each job to the
Maintenance Field Supervisor daily allowing any carry over to
This information is collected to ascertain how long it is
be incorporated into the following day’s schedule.
taking to repair specific types of equipment.
4.6 Confirm completion and hand back to

production
When the job has been completed, the technician should

formally hand the equipment back to Production and the permits
should be returned. A technician may be required to assist
Production with the start-up of the equipment if this has been
approved and the hours incorporated into the schedule.
Upon job completion, the job should be confirmed as complete

in the CMMS. This enables the CMMS to operate in real time.
This step is critical as it will determine compliance. The
completed jobs will be noted in the following day’s morning
meeting.
32
5. Close Out
Introduction
Capturing history provides information to improve reliability of It covers the history reporting of man-hours spent, details of
equipment and reduce the cost of ownership. This step the work done and areas for improvement. The history is
describes the activities required to technically close out the checked and the work order closed and, if applicable,
work order and endorse payment. submitted for payment.
Metrics Listing
11.S.3 History recorded against required fields <80% >95% Monthly
• Statistical analysis of the repair history is enhanced

through the use of workforce job aids (i.e. repair history
Report Technical History template functionality at the equipment type level).
5.1
• Repair history is used to improve the associated
management systems; the workforce sees, understands
Determine RCA and appreciates the use of this information.
requirement
5.2
Complete work
pack feedback
5.3
Finalise work order

and initiate payment
5.4
33
5.1 Report technical history All this information must be recorded accurately at source within
24 hours of the work being completed. This will help to ensure
The purpose of this step is to record sufficient information to that relevant accurate information is obtained and enable timely
assist in the identification and rectification of recurring problems analysis.
and bad actors. This may lead to the initiation of Root Cause
Analysis for failures and the analysis and improvement of PM Note: It should be remembered that technicians will be much
routines. more likely to enter this type of information if they see what it
is being used for and that it is valued.
It is not necessary to record a detailed technical history for all
jobs. For some condition monitoring tasks, the result of the test The history must be quality checked by the Maintenance Field
may be recorded (e.g. for wall thickness). Supervisor as part of the daily processing. On agreement that
the work has been done and the history is sufficient and
Detailed technical history should be recorded for: accurate, the work order is closed out and the work request
should be closed. If the history is not adequate or complete, it
• corrective work carried out on production and safety critical should be returned to the original author of the equipment
elements history.
• PM jobs by exception (if something is observed that deviates
The accurate entry of man-hours and a meaningful history can
from the expected situation).
be seen as an administrative task. However, they are key to the
If a detailed technical history is warranted then, as a minimum, effectiveness of the overall work preparation, scheduling and
information must be recorded about: execution process. Therefore, all completed work orders should
be reviewed on the day the job is completed. The review
• what was found should be completed before the technician(s) has gone off shift,
otherwise crucial information may be lost or forgotten.
• a simple ‘5 why’s assessment’
• what was done to rectify the problem Metrics

• what, if anything, was changed
11.S.3 History recorded against required fields
• how it was left
This measure is a data completeness measure, expressed
• test information as a percentage of notification items with the object part,
damage and cause codes populated compared to the total
• start up problems.
number of notifications. It helps assure that failure history
and the resolution of the root cause(s) of the failure get
captured accurately and completely.
34
5.2 Determine RCA requirement 5.4 Finalise work order and initiate payment
If the malfunction meets the criteria for an RCA then this process If a service has to be paid for, the payment process must be
should be initiated. The RCA process guide provides more initiated. A bill from the service company is submitted and this
information about how to make this assessment and initiate the must be quality checked before being approved for payment.
process.
5.3 Complete work pack feedback
A work pack satisfaction feedback report should be completed

by the technician to raise any quality, scope or estimation issues
identified with the work preparation. This will be used to
improve the quality of future preventive and corrective work
packs.
The technician should also determine if any changes are

required to the PM library work pack (task lists) such as:
• correct services in place e.g. scaffolding, lifting apparatus
• adequate and correct materials available
• appropriate hours allocated to job
• right crafts allocated
• possible improvements to task list
• test procedure
• Job Hazard Assessment.
If changes are required, a change request for PM routine

(master data) should be raised for all preventive and predictive
maintenance.
35
6. Analyse
Introduction Thirdly, the WPSE process should be audited internally by the

asset to reinforce good performance and identify
Analysis of performance is necessary to enable continuous opportunities for improvement.
improvement. This step describes the activities required to
review the performance of the work preparation, scheduling All of these reviews should be carried out on a continual
and execution process. basis and immediate feedback should be given at the
relevant review meetings. Additionally, the equipment data
It covers the analysis of data at three levels. Firstly, the registered in the WPSE process is the basis for reviews in the
process measures, as highlighted throughout this standard, context of other business processes such as RCA and ORIP.
are analysed on a weekly basis to understand where the
WPSE process can be improved. Secondly, the measures are
reviewed on a monthly basis by management to ascertain
trends.
• Relationships between the WPSE and the RRM/RCA

processes are understood and supportive of one
Review measures another.
6.1
• The work packs are improved over time, the perfect
work pack is not chased.
Audit WPSE
process
6.2
Review work preparation

satisfaction data
6.3
Review equipment
history
6.4
36
6.1 Review measures Note: Measures should not be reviewed in isolation, but
alongside a number of other indicators to understand where
The measures discussed in this guide should be reviewed on a problems might be arising. Poorly performing measures must
weekly and/or monthly basis as shown in Figure 6. be investigated and seen as opportunities for improvement.
Continuous improvement efforts must concentrate on these
The weekly review of measures should be carried out at the areas.
weekly schedule review meeting by the Maintenance and
Production supervisors. The purpose is to review performance In all cases, each measure gives an indication of the
over the past few weeks and ascertain if any short-term effectiveness of the WPSE process. The results should be
improvements need to be made. Actions should be decided at compared to the status indicators listed in the MIMS Metrics
the meeting and carried out immediately. definitions to assess the performance. These measures are also
available on the SAP Blueprint Dashboard.
Maintenance and Production management, in association with
the process owner, should carry out the monthly review of A guide on what a low-level measure figure might indicate or
measures. The purpose is to look for trends over the previous what to check can be found in the appendix on the CD-ROM.
few months and identify trends in performance. Management
should provide support for improvement activities to take place. As well as the MIMS measures, there may be a number of
leading indicators that can be measured locally as required.
Figure 6: Review of Measures
Measure Weekly review Monthly review
8.P.1 Schedule Compliance ü ü

8.P.2 Emergency Maintenance Work ü ü
8.P.3 PM Compliance ü
8.P.4 Planned backlog ü
8.S.1 Estimating accuracy on all jobs ü ü
8.S.7 Preventive/Corrective work plans
prepared vs. total ü
8.S.9 Corrective Maintenance completed
within documented timeframe
ü
8.S.10 Unscheduled fill-in work ü ü
9.P.1 Materials achieving ROS date ü ü
9.S.11 Generic materials ordered ü
11.P.1 Maintenance staff productivity level ü
11.S.1 Total man-hours charged to work ü ü
orders
11.S.2 Rework ü
11.S.3 History recorded against required ü ü
fields
37
6.2 Audit WPSE Process 6.3 Review Work Preparation Satisfaction Data
To ensure that all sites achieve world-class performance, it is A dedicated co-ordinator (preferably a work preparer) should
crucial that the WPSE process is audited on a regular basis to review all work preparation satisfaction forms and take
reinforce good performance and identify opportunities for appropriate action to make any improvements that have been
improvement. highlighted. They should also record the data and present this
on a monthly basis to Maintenance and Production
Ideally, the audit cycle should start when the implementation management.
plan and training has been completed. There will be an initial
post-implementation audit after three months of operation, which The work preparer should also run a materials supply
should be conducted by a member from the asset council, performance report on a monthly basis and discuss deviations
change agents forum, tactical team or local implementation with a stock analyst. Areas for improvement should be agreed
team. Thereafter, audits should be carried out every 12 months and suitable actions identified.
or more frequently if there is evidence of under-performance.
These should be conducted by a person from one of the Total 6.4 Review Equipment History
Reliability teams or a member of the Maintenance leadership
team who is not directly associated with the site. Consideration Much of the data that is required to be recorded in the close-
should also be given to involving schedulers or other key out section of this process is used to improve equipment
personnel. performance. This is not dealt with in this guide but Figure 7
gives an indication of the processes that different types of data
The process checklist (available on the CD-ROM) should be are used in.
used for each audit. All key personnel involved in the process
should be interviewed. Each question on the checklist should be Figure 7: Use of data
scored against the evidence produced to support the response.
Comments or observations should be added to each question
to support or clarify the given score. Type of Data User Process(es)
Throughout the audit, all key personnel should be encouraged

to identify opportunities for improvement. Reliability ORIP, RCA,
Equipment history
engineer/technician RRM, EIT
After the checklist is complete, the findings should be
summarised on the close-out report.
Maintenance Field
Change to RRM, adjusting
Supervisor, Work
standard task list data on PM job
Preparer (PM) or
technical authority
Reliability engineer
Rework Maintenance Field ORIP
Supervisor
38
Appendix 1 - Roles within the WPSE Process
Appendix 1 - Roles within the WPSE

Process
Maintenance Work Preparer (Corrective)
Summary Description Competency Requirements
The Maintenance Work Preparer (corrective) role is critical to The Maintenance Work Preparer role will likely be discipline
the effective productivity of the maintenance delivery team. specific, i.e. with a core competency in mechanical, electrical
or instruments. As the person who diagnoses the problem and
This essential role: determines the scope of the solution, this person is expected to
be highly respected and competent in their discipline. An
• diagnoses the cause of the problem effective scope and work pack assists with mitigating the impact
of lower competency in the execution of the work.
• determines the scope of activity required to return the
equipment back into service The maintenance work preparer should have:
• packages the work with the tasks, disciplines, materials and
• knowledge of methods, materials, tools and equipment in the
services to effectively complete the work
maintenance of oil and gas exploration equipment
• maintains an overview of the date constraints continually to
• knowledge of the modes of failure applicable to large
ensure work is scheduled when there are resources and
industrial equipment such as fans, pumps and compressors
access available.
and their associated components
Duties
• knowledge of safety hazards and appropriate precautions
• Make field inspections to determine appropriate scope of applicable to work assignments
work.
• high skill in applying technical knowledge to determine
• Develop work pack for maintenance jobs with necessary equipment problems (including knowledge of RCA
information to allow efficient scheduling, assignment and techniques and their applicability) and identifying
execution of maintenance work. appropriate solutions in order to swiftly develop work packs
• Create, use and maintain technical files to include • skill in reading, interpreting and applying information from
information in current work pack and to anticipate and avoid files, drawings, catalogues, reports and manuals
job delays.
• skill in communicating clearly and concisely in verbal and
• Evaluate work pack feedback to improve future work. written form
• Keep up to date with safety rules and regulations. • skill in using SAP BLP to prepare work packages and monitor
materials availability
• Utilise SAP BLP and other computer applications to support
the maintenance function. • the ability to maintain effective working relationships with
other personnel including operators, vendors, contractors,
• Provide technical assistance as required for maintenance subordinates, peers and superiors.
personnel.
39
Considerations for the role • Make suggestions on changes to trade mix to fit estimated
work.
• The maintenance work preparer is focused upon work that is
required in the future. When allocating the role consider • Keep track of periods for specialist services.
how to avoid the individual from being distracted from the
urgent topics of the day. • Keep track of work order priorities.
• This role is hugely beneficial to maintenance success. This • Keep appraised of 90-day plans, particularly in relation to
position should be considered prestigious and be occupied equipment stops, outages and shutdowns.
by a senior technician, perhaps as part of a career path.
• Prepare draft schedule on basis of task contents, operational
• A preparers time should be 60% preparing plans, 20% constraints and corrective work order priorities.
chasing materials and services and 20% updating plans
• Obtain approval of schedule.
from job feedback forms.
• Communicate the schedule.
Maintenance Scheduler
• Coordinate all schedule cycle meetings.
Summary Description
Competency Requirements
The Maintenance Scheduler role is essential to ensuring that
maintenance activities are scheduled for completion by their The Maintenance Scheduler should be skilled in producing an
due date. It requires prioritising the work for the maintenance integrated schedule of operational and maintenance activities.
execution schedule, and matching the capacities of resources An industry background and experience of working in a trade
and services to the work. The maintenance scheduler is discipline is essential. The maintenance scheduler should also
particularly accountable for ‘managing the backlog’. have:
The integrated maintenance schedules reflect the integration of • a minimum of five year’s experience in maintenance work
both Preventive (PM) and Corrective (CM) maintenance, and and projects
consider the 90, 28 & 14 day schedules.
• knowledge of preventive and predictive maintenance
practices and principles
Duties
• skill in the use of scheduling tools such as Gantt charts, PERT
• Maintain a clear overview of the volume of prepared networks, CMMS scheduling module and resource
corrective maintenance backlog and prioritise when to bring histograms
the work into the schedule for execution.
• skill in assessing and prioritising work based on critical
• Keep contact with work preparation team and responsible systems and equipment requirements, project commitments,
personnel for job execution. age of work orders, resource availability, and customer
satisfaction
• Keep appraised of work execution constraints.
• skill in working with supervisors to communicate priorities
• Keep informed of available work centre capacities and
and assign resources required
campaign periods, highlighting upcoming constraints in time
to mitigate them.
40
• skill in using a maintenance scheduling system • Instruct the scheduler to change the work order priority where
conditions have affected the temporary mitigation such that
• skill in using SAP BLP. the priority and subsequent LAFD need to be changed.
Production Coordinator • Maintain strong communications between the Production and

Maintenance teams so that they remain informed of any
Summary Description changes that affect the work activity.
The Production Coordinator role requires a clear focus on the • Manage the daily review meeting.
needs of the business, and has ownership for:
• Own and maintain the budget and expenditure for the local
• confirming the importance of the jobs and therefore the jobs facility.
to be performed
Maintenance Field Supervisor
• ensuring that temporary mitigation is robust enough to allow
the Work Preparer time to prepare and procure materials Summary Description
and services
The Maintenance Field Supervisor role is predominantly
• approving and owning the stability of the schedule concerned with quality and safety assurance. The supervisor
ensures that all aspects of a maintenance task are performed
• the budget for maintenance execution correctly, assisting with overcoming any barriers technicians
may face while performing a task.
• the health of the local maintenance work preparation,
scheduling and execution process.
The supervisor will maintain an overview of all the work being
The production coordinator role is a single bridging position performed, communicating with the production coordinator
between Production and Maintenance ensuring the during the daily meeting. S/he will allocate new work to
effectiveness, efficiency and safety of activities on the facility. technicians as appropriate to the schedule.
Duties Duties
• Approve the job prioritisation (CMPT) assessment for each • Allocate competent technicians to perform the scheduled
work order. tasks.
• Approve the robustness of the temporary mitigation • Inform the scheduler promptly if there are any changes to
implemented prior to maintenance performing the full maintenance labour capacity.
restoration of functionality. This can include the seeking of
• Implement long term capacity changes to meet
additional approval from the appropriate Technical Authority
increasing/decreasing labour demands.
where the risk dictates it.
• Ensure work is allocated and performed in a way that
• Approve the integrated maintenance schedule, aiming to
maximises the efficiency of the technicians.
protect the schedule compliance by only allowing valid
schedule breakers to be introduced after the schedule is • Perform toolbox talks and gain continual assurance that the
frozen. work being performed by technicians is safe.
41
• Investigate the quality of work being performed to confirm • ability to maintain effective working relationships with other
repair/restoration standards are being maintained. personnel including operators, vendors, contractors,
subordinates, peers and superiors.
• Lead and encourage a positive reliability and integrity culture
in Production and Maintenance.
Maintenance Work Preparer
(Preventive Maintenance)
The Maintenance Field Supervisor role will likely be cross-
discipline, i.e. with knowledge competencies in mechanical, Summary Description
electrical and instruments. As the person who confirms quality
The Maintenance Work Preparer (PM) role is critical to the
assurance, this person is expected to be highly respected and
effective productivity of the maintenance delivery team. The aim
competent in the various disciplines, recognising the strengths of
is to effectively prepare any work that requires materials or
individuals in his team. The Maintenance Field Supervisor
resources to be ordered, in advance of the PM work order
should also have:
being issued, such that the scheduler can immediately bring the
work order into the schedule without any intervention.
• knowledge of methods, materials, tools and equipment in the
Duties
industrial equipment such as fans, pumps and compressors • Determine the scope of the activities required to execute the
and their associated components preventive and predictive tasks identified from maintenance
strategy reviews (such as RRM).
• skill in identification of safety hazards and appropriate
precautions applicable to work assignments • Package the work with the tasks, the disciplines, materials
and services to effectively complete the work.
• high skill in applying technical knowledge to determine
equipment problems (including knowledge of RCA • Update PM packages based upon completed job feedback
techniques and their applicability) and identifying forms to ensure the tasks involved are accurate and that the
appropriate solutions in order to swiftly develop work packs estimates of resources are correct.
• skill in reading, interpreting and applying information from • Liaise with Production to understand the complexity of
files, drawings, catalogues, reports and manuals performing the tasks.
• skill in communicating clearly and concisely in verbal and • Provide a sound hazard assessment plan to perform the job.
written form
• the ability to lead a cohesive team, developing skills and

maintaining sufficient ‘man behind the man’ back up
coverage of skills
• skill in using SAP BLP to review work packages and work

order technical history
42
Competency Requirements Considerations for the role
The Maintenance Work Preparer (PM) role will likely be • The maintenance work preparer is focused upon work that is
discipline specific, i.e. with a core competency in either required in the future. When allocating the role consider
mechanical, electrical or instruments. As the person who how to avoid the individual from being distracted from the
determines the scope of the solution, this person is expected to urgent topic of the day.
be highly respected and competent in their discipline. An
effective scope and work pack will help to mitigate the impact • A PM preparer role can be hugely important in overcoming
of lower competency in the execution of the work. The a large volume of PM ‘hollow work orders’. A ratio of 1:6
maintenance work preparer (PM) should also have: preparers to technicians may be required until the number of
job feedback forms falls, eventually becoming a ratio of
• knowledge of methods, materials, tools and equipment in the 1:10.
PM Maintenance Scheduler
industrial equipment such as fans, pumps and compressors Summary Description
and their associated components
The PM Maintenance Scheduler role for the work preparation,
• knowledge of safety hazards and appropriate precautions scheduling and execution process involves the:
applicable to work assignments
• appropriate alignment of the PM schedule to equipment
• high skill in applying technical knowledge to determine availability
equipment problems (including knowledge of RCA
techniques and their applicability) and identifying • sufficient labour availability to perform the work at its due
appropriate solutions in order to swiftly develop work packs date
• skill in reading, interpreting and applying information from • referencing the 52-week PM schedule back to the budget.
files, drawings, catalogues, reports and manuals
Duties
• skill in communicating clearly and concisely in verbal and
written form • Maintain the 52-week PM schedule of work, reviewing it
every three months.
• skill in using SAP BLP to prepare work packages and monitor
materials availability • Confirm and manage PM budget limitations, determining
what action to take.
• the ability to maintain effective working relationships with
other personnel including operators, vendors, contractors, • Liaise with the IAP process with regard to shutdowns, and
subordinates, peers and superiors the Asset Reference Plan.
• knowledge of maintenance tactics and the use of Risk and • Protect the PM schedule from periods of high and low
Reliability Management to determine the need for workloads, maintaining a more consistent flow.
maintenance tasks
43
The PM Maintenance Scheduler should be skilled in the core

capabilities of scheduling operational and maintenance
activities. They should also have:
• a minimum of five year’s experience in maintenance work

and projects
• skill in preventive and predictive maintenance practices and

principles
• skill in the use of scheduling tools such as Gantt charts, PERT

networks, CMMS scheduling module and resource
histograms
• skill in assessing and prioritising work based on critical

systems and equipment requirements, project commitments,
age of work orders, resource availability, and customer
satisfaction
• skill in working with supervisors to communicate priorities

and assign resources
• knowledge of the IAP process
• skill in using a maintenance scheduling system
• skill in using SAP BLP
• skill in risk based maintenance practices.
44
Appendix 2 - Detailed Process Steps
This appendix provides process flow diagrams that detail the

process step-by-step with key decision points.
45
Work Preparation, Scheduling & Execution Process
Prepare Long Term

Preventive Work Scheduling of MRP
2.3
2.1 Review and
Review PM adjust
requirements Maintenance Monitor and Confirm
Reference Plan
2.2 2.4
Prepare PM Call work
work pack orders
2.12
Check scope
for variation in
requirements
2.13
Monitor target
dates
Identify & Prepare Corrective
Prioritise Corrective Work
Work
2.9 2.14
1.1 2.5 Confirm ready
Identify
Identify need Select work for scheduling
shutdown
for work order
requirements
2.10
1.2 2.6
Determine
Prioritise Diagnose the
earliest
problem
start dates
1.3
Assess 2.7 2.11
suitability for Prepare CM Release work
maintenance work pack order
work process
2.8
1.4 Identify resource,
Approve work material and
service
request
requirements
for the job
Create Integrated Execute Close Out Analyse

Maintenance
Schedule
3.1 4.1
5.1
Review and Confirm job 6.1
Report
select prepared readiness and Review
technical
PM and allocate to measures
history
CM work team
3.2 4.2 5.2

6.2
Create 14-day Prepare site Determine
Audit WPSE
integrated and hold RCA
process
schedule toolbox talk requirement
3.3
6.3
Approve 5.3
4.3 Review work
14-day Complete
Execute work preparation
schedule and work pack
satisfaction
freeze 7-day feedback
data
schedule
5.4
3.4 4.4 6.4
Finalise work
Communicate Identify Review
order and
the schedule emergent equipment
initiate
work history
payment
4.5
Leave worksite
clean and
report daily
progress
4.6
Confirm
completion
and hand back
to production
47
Identify & Prioritise Corrective Work
Role Trigger/
Input
Integrated
Process
Work request
or
Work malfunction 1.1.1
Requester Identify need for work.
Enter initial priority
on notification (Z1)
Execute
G
1.2.2
Cancel notification.
Feedback to
1.1.3 requester 1.2.4
Obtain adequate Break into
information schedule
from requester (priority 1 & 2)
Production
Co-ordinator No No No
1.1.2 1.2.3
1.2.1
Notification Priority
Yes Notification Yes
clear & 3-7?
justified?
complete?
Maintenance
Field
Supervisor
Work
Preparer
Trigger
End process/
Output
Identify and Prioritse Zone

MOC or plant
change process
Execute
A
1.3.5
Requester
carries
out work Close out
B
1.3.2
Notify MOC 1.3.4
process Inform
requester
Yes Yes
1.3.1 1.3.3 1.4.1

MOC required Approved work
Yes No Can requester No Approve
(plant change)? request
do it? notification
Daily review
meeting
49
Prepare Preventive Work
Role Trigger/
Input
Other process
initiatives
Integrated
Process RRM or other
reliability
processes
Regulations
Work
Requester
Production
Co-ordinator
2.2.4
Create or update
Preventive 2.1.2 2.2.1
2.1.1 PM work pack Ad
New PM Library PM
Maintenance Review PM Yes work pack
No frequency, task ma
requirements? list with work, logic,
Preparer requirements available?
dates & permits re
No Yes Yes
2.2.2 2.2.3
Use/copy work Adjustment No
pack tasks & required?
components
Maintenance
Field
Supervisor
Long Term
scheduling
of MRP
D
- New equipment
- RCM, RBI, IPF
Trigger or REM analysis
- New statute
- Periodic review
End process/
Output
Work Preparation Zone
Contract and
Procurement
process
2.2.5 2.2.9
dditional 2.2.8
2.2.6 2.2.7 Create PM plan Long Term
aterial or Create PM
Yes Add materials New maintenance Yes & schedule scheduling
service maintenance
and services item required? initially calling of MRP
equired? item
a work order C
No No
51
Long Term Scheduling of MRP
Role Trigger/
Input
Annual OP
plan
Integrated
Process IAP IAP
Process Process
Shutdown Plan
Work
Requester
Production
Co-ordinator
2.3.5
2.3.4
Prepare 2.3.1 Adjust trigger
2.3.2 Review asset
Preventive Review preventive dates for 2.3.6
Any obsolete No reference plan
Work maintenance 52-wk preventive Schedule ok?
PMs? and shutdown
C schedule maintenance
windows
plans
Yes No
PM
Maintenance
Scheduler 2.3.3
Delete
obsolete
PMs
Trigger Periodic review

End process/
Output
Budget build
process
2.3.10
Cost and resource Yes
loading ok?
No
2.3.8 2.3.9
2.3.7 Review Review 2.4.1 Approved
Yes Cost current current preventive Create work PM work order
schedule schedule labour orders backlog
cost vs budget capacity
2.3.12
Does issue require 2.3.11
No review of No Can the constraint Yes
preparation? be removed?
Prepare
Yes
Preventive
Work
D
53
Prepare Corrective Work (1)
Role Trigger/
Input
Integrated
Process
Work
Requester
Production
Co-ordinator
2.5.2
2.5.1 2.6.1 2.7.1
Select 2.5.3 2.6.2
Approved work Call approved Visit site to Is a work
notification in Create work Scope
request notifications diagnose pack required?
accordance order the job
problem
with date raised
Work No
Preparer
Maintenance
Field
Supervisor
Periodic
Trigger review
End process/
Output
Contract and
Procurement
process
2.8.6
No Approved by Yes
budget holder?
2.7.2 2.8.3
2.7.3 2.8.1 2.8.2
Does a Assign materials,
Use existing Allocate crafts Materials or
Yes standard work Yes Yes services, tools
work pack and hours to services
pack exist? and equipment
and estimate job required?
to work order
No No Yes
2.8.5
2.7.4 2.8.4 Is job cost Prepare
Create new Create cost estimate above No Corrective
work pack estimate asset threshold? Work (2)
E
55
Prepare Corrective Work (2)
Role Trigger/
Input
Integrated
Process Shutdown
process
Work
Requester
Production
Co-ordinator
Prepare 2.9.1
Corrective Is a module/
facility shutdown No
Work (1)
E required?
2.9.3
Assign to
Yes 2.9.2 appropriate
Work Is there a planned
Yes
Preparer shutdown planned shutdown
in line with the network
scheduled
LAFD?
2.9.4
No Assign to
opportunity
shutdown
list
Maintenance
Field
Supervisor
Trigger
End process/
Output
IAP
process
2.10.1 2.11.1 Monitor

Determine Release work and
earliest start order and confirm
dates requisition F
2.9.5
Discuss with
IAP planner
57
Monitor and Confirm
Role Trigger/
Input
Integrated
Process
Work
Requester
Production
Co-ordinator
2.12.1 2.12.2 2.12.3

Prepare
Review list Monitor Additional services
Corrective No
of work requirement for and materials
Work (2)
orders scope change required?
F
Yes
Work
Preparer Approved 2.12.4
PM Assign
work order materials
backlog and
resources
Maintenance
Field
Supervisor
Trigger
End process/
Output
Contract and
Procurement
process
2.13.4
Possible to
Yes mitigate and gain
deviation
No
approval?
Yes
2.13.1 2.13.2
2.13.3
Monitor Are all resources
No Will LAFD No
delivery still going to make 2.13.5 2.13.6
be met?
dates RoS dates? Expedite as Re-plan to
necessary available dates
Yes
2.14.2
2.14.1 Approved
Code work
Full confidence Yes schedulers
order ready
in delivery dates? work order
to schedule
backlog
No
Periodic
review
59
Create Integrated Maintenance Schedule
Role Trigger/
Input
Integrated
Process
Work
Requester
Production
Co-ordinator
3.2.3
Approved 3.1.2
3.2.2 Allocate work
schedulers List all work
Rank work orders and
work order ready to be
orders for resources
backlog scheduled
scheduling to the
(status EXEC)
schedule
Scheduler
3.1.1
Identify
carryover of
existing work
Maintenance 3.2.1
Field Provide
resource
Supervisor capacity
Weekly capacity
Trigger review
End process/
Output
Schedule Zone
No
3.3.1
Is the
schedule
OK? Yes
3.3.2
Freeze 3.4.1 Frozen
7 day Communicate 7 day
work the schedule schedule
schedule
14 day
schedule
Weekly schedule
review meeting
61
Execute
Role Trigger/
Input
Integrated
Process
Work
Requester
Identify 4.1.2
Production and Review approved 4.2.1
Prioritse emergency Site safe to
Co-ordinator work start work?
A
4.1.1 4.1.4
7 Day Materials and Submit permit
Schedule services at and JHA
site? requests to Yes
production
Maintenance Qu
Field No
Supervisor
Yes
4.2.2
4.1.3 Conduct
Allocate jobs to toolbox
technicians - hand talk
out shop papers
No
Technician
Iden
Scheduler
Daily Review Whole Facility Daily R

Trigger Meeting Team Meeting Mee
End process/
Output
Execute Zone
4.6.2
Production
accept work
is technically
complete
4.5.5
Review next
day’s work
4.3.2 schedule
uality check
work
4.5.4
Report daily
progress
4.3.1
No 4.6.3
Execute
Confirm work Close
work
4.6.1 is complete in Out
Hand back to CMMS H
4.5.1 4.5.2
4.5.3 Production
Leave worksite Enter daily
Work Yes and assist in
4.4.1 clean and tidy hours into
complete? start-up if
ntify emergent at end of day CMMS
required
work
Identify
and
Prioritise
G
Review
eting
63
Close Out
Role Trigger/
Input
Integrated
Process
RCA Process
Identify
Work and
Requester Prioritise
B
Production
Co-ordinator
5.2.2
Initiate
RCA
Yes
Maintenance
Field 5.1.2
5.2.1
Supervisor Does malfunction
Technical history Yes
require
adequate?
investigation?
No No 5.3.1
Complete
work pack Ch
feedback rout
form
Technician
5.1.1
Execute Complete
H technical
history
ch
Scheduler
Daily
Trigger
End process/
Output
Close Out Zone
Contract and
Procurement
Process
5.4.5
Approve
bill for
payment
Yes
5.4.4
Approve details Closed work
on bill? orders
No
5.4.1 5.4.3
5.3.2 5.4.2 Initiate
Technically
hange to PM Services requiring Yes payment
No close work
tine required? processing? process
order
- create bill
Yes
No
5.3.3
Raise PM
hange request
65
Shell Exploration & Production
EP Global Discipline for Maintenance and Integrity
EPT Technical and Operational Excellence (T&OE)
Shell International Exploration & Production B.V.
Kesslerpark, Rijswijk (ZH),
2288 GS Rijswijk
The Netherlands.
The copyright in this document is vested in Shell International Exploration and

Production B.V., The Hague, The Netherlands. All rights reserved. Neither the
whole or any part of this document may be reproduced, stored in any retrievable
system or transmitted in any forms by any means (electronic, mechanical, reprographic,
recording or otherwise) without the prior written consent of the copyright owner.
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What is the purpose of this document?

What is the purpose of this document?

What steps are involved in the work preparation, scheduling and execution process?

What steps are involved in the work preparation, scheduling and execution process?

Shell Exploration & Production EP 2006-5445

Work Preparation, Scheduling and Execution Process Guide

Reviewed by: EPT - Maintenance and Integrity Discipline Leadership Team

Copyright 2006 SIEP B.V.

SHELL INTERNATIONAL EXPLORATION AND PRODUCTION B.V., RIJSWIJK

Work Preparation, Scheduling and Execution Process Guide

The Business Context ...................................................................................................................................................1

Structure of this Guide..............................................................................................................................................2

Work Preparation, Scheduling and Execution Process .....................................................................................................3

1. Identify and Prioritise...............................................................................................................................................8

Best in Class Standard .............................................................................................................................................8

1.1 Identify Need for Work....................................................................................................................................9

1.2 Prioritise ......................................................................................................................................................10

1.3 Assess Suitability for Maintenance Work Process ................................................................................................12

1.4 Approve Work Request ..................................................................................................................................12

2. Work Preparation .................................................................................................................................................13

Best in Class Standard ...........................................................................................................................................15

2.1 Review PM Requirements................................................................................................................................16

2.2 Prepare PM Work Pack..................................................................................................................................16

2.3 Review and Adjust Maintenance Reference Plan .................................................................................................16

2.4 Call Work Orders.........................................................................................................................................17

2.5 Select Work Order........................................................................................................................................17

2.6 Diagnose the Problem....................................................................................................................................17

2.7 Prepare CM Work Pack.................................................................................................................................17

2.9 Identify Shutdown Requirements .......................................................................................................................20

2.10 Determine Earliest Start Dates ..........................................................................................................................20

2.11 Release Work Order .....................................................................................................................................20

Work Preparation, Scheduling and Execution Process Guide

2.12 Check Scope for Variation in Requirements ......................................................................................................21

2.13 Monitor Target Dates ....................................................................................................................................21

2.14 Confirm Ready for Scheduling ........................................................................................................................21

Best in Class Standard ...........................................................................................................................................23

3.1 Review and Select Prepared PM and CM Work.................................................................................................24

3.2 Create 14-day Integrated Schedule..................................................................................................................25

3.3 Approve 14-day Schedule and Freeze 7-day Schedule .......................................................................................26

3.4 Communicate the Schedule ............................................................................................................................27

Best in Class Standard ...........................................................................................................................................29

4.1 Confirm Job Readiness and Allocate to Team .....................................................................................................30

4.2 Prepare Site and hold Toolbox Talk ..................................................................................................................30

4.3 Execute Work ..............................................................................................................................................30

4.4 Identify Emergent Work..................................................................................................................................31

4.5 Leave Worksite Clean and Report Daily Progress................................................................................................32

4.6 Confirm Completion and Hand Back to Production .............................................................................................32

5. Close Out ............................................................................................................................................................33

Best in Class Standard ...........................................................................................................................................33

5.1 Report Technical History .................................................................................................................................34

5.2 Determine RCA Requirement ...........................................................................................................................35

5.3 Complete Work Pack Feedback ......................................................................................................................35

5.4 Finalise Work Order and Initiate Payment .........................................................................................................35

Best in Class Standard ...........................................................................................................................................36

6.1 Review Measures..........................................................................................................................................37

6.2 Audit WPSE Process ......................................................................................................................................38

6.3 Review Work Preparation Satisfaction Data .......................................................................................................38

6.4 Review Equipment History ..............................................................................................................................38

Appendix 1 - Roles within the WPSE Process................................................................................................................39