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`CiM Ex. 1058 Page 3
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`CiM Ex. 1058 Page 3
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`Attachment 1a
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`MAINTENANCE
`
`PLANNING AND
`
`SCHEDULING
`
`
`
`HANDBOOK
`
`Doc Palmer
`
`
`
`MCGRAW—HILL
`New York San Francisco Washington.D.C. Auckland Bogota
`Caracas Lisbon London Madrid Mexico City Milan
`Montreal New Delhi SanJuan Singapore
`Sydney Tokyo Toronto
`
`CiM Ex. 1058 Page 4
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`Attachment 1a
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`CiM Ex. 1058 Page 4
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`Attachment 1a
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`I
`i
`
`
`
`McGraw—Hill
`
`52
`
`A Ilitiisioii iif'l'lit‘Mchw-Hiflf :i'mlfltflm'.‘
`
`Copyright 0 1999 by Richard D. Palmer. All rights reserved. Printed in the
`United States of America. Except as permitted under the United States
`Copyright Act of 1976, no part of this publication may be reproduced or
`distributed in any form or by any means. or stored in a data base or retrieval
`system. without the prior written permission of the publisher
`
`The l’orms included in the forms appendix may be reproduced and used Wllllln
`the reader's organization for maintenance.
`
`The example work sampling studies tAppendix (i and Appendix Hi. the
`example work order manual (Appendix J). and the exact test ol the specific
`planning and scheduling principles are considered in the public domain The
`exact text of the guidelines for classification of work (reactive. proactive.
`minimum. and extensive maintenance) are considered in ilie public domain
`
`Names of individuals and companies included in example Work \lllltllltlns
`throughout this book are fictitious and any resemblance to actual persons or
`companies is entirely coincidental.
`
`12 3 45 6'." 8 9 (l DOC/DOC U U 3 2
`
`l “9
`
`ISBN 0-0104826470
`
`The sponsoring edi'trirjur this book was Linda l.iidr'ii'i'i:, Hir- editing
`.Hqu'ri'ism'
`was Peggy Lurizh. and the
`production supervisor “‘(M'
`'l't'i'm ('imirrmi. It H‘u‘ .\(’I
`in the H8 IA design in Times Roman by Paul .‘i'twimri (if Mt't’iniiivl-fi'H's
`Prrjc’ss'i'onui' Book Group r‘oniposii‘i'ori urii'r, Hiylitsmiivi. New Jersey.
`
`Printed and bound by R. R. Doririeh'cy & Srms‘ C‘rmipmi)‘.
`
`This book is printed on recycled. acid~l'ree
`.
`minimum of 50% recycled. de-inked fiber.
`
`paper containing a
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`McGraw-Hill books are available at special quantity discounts to use
`premiums and sales promotions, or for use
`in corporate training programs. For
`more information. please write to the Direc
`tor of Special Sales. McGraw-l—lill.
`l
`1 West 19th Street. New York. NY 1001 l
`.Or contact your local bookstore
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`as
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`
`
`Information contained in this work has been obtained by The McGraw-Hill
`
`
`Companies. Inc. (“McGraw-Hill) from sources hcl'
`‘
`ieved to be reliable. However nets
`
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`
`
`iaerill nor its authors shall
`hL‘
`.
`
`responsible for any errors. omissions, or damages arising out of use of this informa-
`
`(ion. This work is published with the understanding that McGraw~Hill and its authors
`are supplying information but are not attempting to render engineering or other pros
`
`
`t'essiona] services. If such services are required. the assistance of an appropriate pro-
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`
`
`CiM Ex. 1058 Page 5
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`CiM Ex. 1058 Page 5
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`Attachmml m 1 01016421 4
`
`
`
`
`
`CONTENTS
`
`Foreword
`Preface
`
`xv
`xvii
`
`Acknowledgments
`
`xxi
`
`Prologue: A Day in the Life — May 10, 2000
`
`“,7,-
`
`”I”. Mechanic at Delta Ray. lnL‘.. No Planning I _,i,il'i'l'
`Sue, Supervisor at Zebra. lnc,. No Planning I
`.un-
`Juan, Welller at Alpha X. lllc.. Has Planning I an
`Jack. Planner at Johnson Industries. lnc,
`I Lll'l
`
`a
`(‘olnpany Vision I II
`.
`‘
`Wh)’ Illll‘rm‘ulncm ls Needed in Maintenance I L-
`What Plalnline Mainli- Is and What It ls Mainly Not le.g.. Parts and Tools)
`How Much will Planning llelp'.‘
`I
`I. 7
`.
`_
`I 1.7
`The Practical Result of Planning: Freed un’l'cclnnc1ans
`7
`The Specific Benclit ot‘ Planning Calculate-Li
`.1
`I. It)
`Quality and Prodllclivily. [Effectiveness and Elhclcncy I II.
`Planning Mission I
`I. IJ’
`Frustration with Planning I
`Summary I
`I. I5
`[n the Following Chapters
`
`I
`
`III?
`
`‘
`I L1
`
`I, I4
`
`Chapter 1, Planning Is Just One Tool; What Other Tools Are Needed?
`
`1.1
`
`work (Incentive Programs)
`
`I
`
`I.IO
`
`If)
`Work OrderSyslem I
`’
`I.‘)
`Equipment Dalaand History I
`Leadership. Management. Coltnnuniezltlon. Team
`Qualified Personnel
`I
`I16
`Classification I
`I.17
`Hiring I
`I.I7
`Training I
`I.I8
`Shops, Too! Rooms. and Tools
`Storeroom and Rotating Spares
`Reliability Maintenance I
`I.2l‘l’
`1.28
`Preventive Maintenance I
`I._?()
`Predictive Maintenance I
`Project Maintenance I L32
`lmprovcd Work Processes
`I
`1.35
`
`I23
`I.25
`
`I
`I
`
`vii
`
`CiM Ex. 1058 Page 6
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`CiM Ex. 1058 Page 6
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`

`———-—————"—'—
`
`Attachment 1a
`
`VIII
`...
`
`(‘UN'l'ltN'lh
`
`Maintenance Metrics
`
`I
`
`1.3!}
`
`Summary I
`
`1.41)
`
`Chapter 2. Planning Principles
`
`The Planning Vision: the Mission 1 2.1
`Principle I: Separate Department
`I 2.}
`Illustrations
`I 2.5
`
`Principle 2: Focus on Future Work I 2.6
`Illustrations
`I 2.11
`
`Principle 3: Component Level Files
`Illustrations
`I 2.15
`
`I 2.1I
`
`Caution on Computerization I 2.16
`Principle 4: Estimates Based on Planner Expertise I ll?
`Illustrations
`I 2.21
`
`Principle 5: Recognize the Skill of the Crafts
`Illustrations
`I 2.27
`
`1
`
`3.2.1
`
`Principle 6: Measure Performance with Work Sampling I
`Illustrations
`I 2.32
`Summary 1 2.3.1
`
`7 7!)
`
`2.1
`
`Chapter 3. Scheduling Principles
`
`3.1
`
`Why Maintenance Does Not Assign Enough Work I 3.1
`Advance scheduling:r Is an Allocation I 3.5
`Principle l: Plan for Lowest Required Skill chel
`Illustrations
`I 3.8
`Principle 2: Schedules and Job Priorities Arc Important
`Illustrations
`I 3.1]
`Principle 3: Schedule from Forecast oI‘IIigltest Skills Availahlc I 3.12
`Illustrations
`1 3.14
`Principle 4: Schedule for livery Work How Available I 3.15
`Illustrations
`1 3.17
`
`1
`
`if)
`
`I 5.9
`
`I 3.20
`Illustrations
`Principle 6: Measure Perfor
`Illustrations
`I
`.124
`Summary I 3.25
`
`mance with Schedule Compliance I
`
`13.21
`
`Chapter 4. What Makes th
`
`e Difference and Pulls It All Together
`Proactive versus Reactive Maintenance I 4.1
`Extensive versus Minimum Maintenance I 4.5
`Communication and Management Support
`I 4.6
`One Plant’s Performance (Example of Actual Success)
`Desired Level of Effectiveness
`I 4.8
`Summary I 4.10
`
`I 4.7
`
`Chapter 5. Basic Planning
`
`A Day in the Life ofa Main
`Work Order System I 5.5
`
`tenance Planner
`
`I 5.1
`
`5.1
`
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`Attachment 1a
`
`I 5.8
`Planning Process
`Work ()rderl-‘ortn I 5."
`
`CON't'l-INTS
`
`ix
`
`5.111
`I
`(‘odtng \Vork Order.
`l'stne and Making a Component Level l:llt:
`Scoping a Job I 5.16
`I 5.19
`Engineering Assistance or Reassigrunent
`Dm‘eloptng Planned Level of Detail. Sketching and Drawing / 5.20
`(‘ral't Skill Level
`I 5.2.?
`Estimating Work Hours and 1011 Duration I 5.24
`Parts
`1 525'
`
`5.1.‘3
`
`I
`
`I 5.30
`
`Equipment l’;lfl.\l.lHl
`Purchasing I Fit)
`Storeroont. Rescn‘ing. and Staging I 5.33
`Special Tools
`I 5.54
`Joh Safety I
`5. .1‘-I
`I SJ‘I)
`(‘onlined Space
`Material Safety Data Sheets
`listitnattng Joh(‘ost
`I 5.56
`(‘ontracungUut Work I 5..“
`Insulation I 5.18
`()therContraeted()ut Work I 5.40
`Closing and Filing after Job Execution I 5.40
`Summary I 5.43
`
`I 5.35
`
`(11'
`
`Weekly Scheduling I 6.1
`I
`Forecasting Work Hours
`Sorting Work Orders
`I 6.7
`(1.12
`Allocating Work Orders
`I
`Staging Pans and Tools
`I 6.27
`What to Stage I 6.31
`Where to Stage I 6.32
`Who Should Stage I
`{1.34
`The Process of Staging I 6.35
`Daily Scheduling I 6.36
`Assigning Names
`I 6.37
`Ctmrdinating with the Operations Gr
`Handing Out Work Orders
`I 0.45
`During Each Day I 6.48
`Outage Scheduling I 6.49
`I 6.51
`Planning Work Orders for Outages
`Key Concepts in Scheduling for Outages
`I 6.5!
`QuOtas. Benchmarks. and Standards Addressed I 6.55
`Summary I
`(1.57
`
`oup I 6.44
`
`chapter 7. Forms and Resources Overview
`
`11
`
`7.2
`I
`Forms
`7.3
`I
`Resources
`Component Level FilesHMinill
`Equipment History Files (luclud
`TeehnicalFilcs
`I
`7.11
`Vendor Files
`I 7.12
`Equipment Parts Lists
`
`7.12
`
`I
`
`.
`7.4
`I
`tea
`ing System Files and Mimfiles)
`
`I 7.7
`
`¥. fi
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`CiM Ex. 1058 Page 8
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`Attachment 1a
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`X
`
`CUN'i'l-LN'I‘S
`
`I 7.12
`Standard Plans
`Lube Oil Manual
`I 7.15
`MSDS I 7.15
`Plant Schematics
`
`I 7.15
`
`Rotating or Critical Spares Program I 7.17
`Security of Files
`I 7.17
`Summary I 7.18
`
`
`
` Chapter 8. The Computer in Maintenance
`
`_3'i
`
`TypeofComputerization I 8.2
`Benefits with the CMMS I 8.4
`Cautions with the CMMS I
`11.7
`Lesser Impact with the CMMS I 8.8
`Templates
`I 8.8
`Logistics
`I 8.9
`Specific Helpful Features for Planning and Scheduling /
`Summary I 8.13
`
`""7 1'3
`
`Chapter 9. Consideration of Preventive Maintenance, Predictive
`______._ _
`Maintenance, and Project Work
`
`9 1
`
`Preventive Maintenance and Planning I 9.1
`Predictive Maintenance and Planning I 9.5
`Project Work and Planning I 9.6
`
`Chapter 1 0. Control
`
`101
`
`10-1
`
`Organization Theory 10]: the Restaurant Story I
`Selection and Training of Planners
`I 10.3
`Indicators
`I 10.5
`I05
`Planned Coverage I
`10-0
`Reactive versus Proactive I
`Reactive Work Hours
`I 10.7
`WorkType I 10.8
`I 10.8
`Schedule Forecast
`Schedule Compliance I 10.8
`WrenchTime I 10.10
`Minifiles Made I 10.13
`Backlog Work Orders
`I 10.13
`Work Orders Completed I 10.13
`Backlog Work Hours
`I 10.13
`Summary I 10.14
`
`
`
`Chapter 11. Conclusion: Start Planning "'1RH
`
`Epilogue: An Alternative Day in the Life— May 10. 2000
`_~_______________fi_
`
`I E]
`Bill‘ Mechanic at Delta Ray, Inc.
`Sue. Supervisor at Zebra, Inc.
`I 5.2
`
`CiM Ex. 1058 Page 9
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`CiM Ex. 1058 Page 9
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`Attachment 1a
`
`(‘( JN'i'liN'l‘S
`
`KI
`
`[5.3
`/
`Juan. Welder .1[ Alpha X. lnc.
`Jack. l‘lanncr at Johnson Industries. Inc.
`
`1'
`
`{:24
`
`Appendix A: Concise Ten of Missions, Principles, and Guidelines
`
`App-A.1
`
`/ App-:11
`Maintenance Planning Mission Statement
`Maintenance l’lanning Principle / snip-xii
`{\‘laintenancc Scheduling Principles
`/ App-:13
`.-lpp-.-i.2
`(itndellnes i'or Deciding it Work ls Proactive or Reactive /
`(illulClillC\ for Deciding If Work ls Extensive or Minimum Maintenance /
`(itntlclines for Deciding whether to Stage Putts or Tools
`/
`.-\pp-.-l__i
`Guidelines for Craft 'I‘echnicians to Prm-ide Adequate Joli Feedback /
`
`.‘ijlp-KL‘I‘
`
`.vipp-AJ
`
`Appendix B: Forms
`
`App-8.1
`
`
`
`Appendix C: What to Buy and Where App-0.1
`
`/ App-CI
`Miliililc Folders
`f App-(ii
`Minililelinhels
`Miscellaiteotis Office Supplies
`qutiiptncnt'l'ags
`/ App-(i3
`Wire to llang 'l‘ags on Equipment
`Deficiency Tags
`/ App-CA
`Shop Ticket Holders
`/ App-C4
`Open Sliell‘Files
`/ App-(‘5
`Work Sampling Studies
`/ App-(".5
`(‘MMS / App-(‘5
`
`I App-C?
`
`1 App-("4
`
`
`
`Appendix D: Sample Work Orders APP-DJ
`
`
`
`Appendix E: Step-by-Step Overview of Planner Duties App-E. 1
`
`/ App~12‘.f
`New Work Orders
`Before Job Scheduling / App-E2
`After Job Scheduling / App-I55
`After Job Execution / App-E5
`Other Duties
`/ App-[5.5
`
`
`
`Appendix F: Step-by-Step Overviews of Others' Duties App-F. 1
`
`/ App-H]
`Maintenance Scheduler
`Maintenance Planning Clerk I App-F2
`New Work Order
`f Apva.2
`After Job Execution / App-['22
`Other Duties
`/ AppnFQ
`Operations Coordinator
`/ App-F2
`Maintenance Purchaser or Expediter
`
`/ App-F3
`
`CiM Ex. 1058 Page 10
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`Attachment 1a
`
`xii
`
`t‘oN't'I-Nl's
`
`I App-Ii}
`Crew Supervisor
`Before Job Execution I z‘lpva’J
`During Job Execution I App-Fm}
`After Job Execution I Applid
`Other Duties
`I App-FA
`Planning Supervisor
`I App-1".4
`Maintenance Manager
`I
`.-‘tpp—I-'.-I
`Maintenance Planning Project Manager
`Maintenance Analyst
`I zlpp-I".5
`
`.
`I App-I25
`
`Appendix G: Sample Work Sampling [Wrench Time) Study:
`"Ministudv"
`
`Work Sampling Study of Ref Maintenance, October December I‘J‘I‘
`Final Report. March 25. [994 I App-(Ll
`Table of Contents
`I Apptil
`Executive Summary I App-(1'2
`introduction I App-6.3
`Category Definitions
`I App-t}.-.i
`Study Results
`I App-(If)
`Conclusions
`I App-012
`Recommendations
`I App-(LU
`Attachment A: Procedure for Measuring Work Force Prodncovny
`by Work Sampling I ApplLILI
`Attachment B: Work Sampling Calculations
`
`I Ame“ I“
`
`',...:_
`
`Appendix H: Sample Work Sampling (Wrench Time) StUdVi
`Full Blown Study
`App—H?
`
`Work Sampling Study of Mechanical Maintenance, .lanuar)‘ ’M‘Wh WU}
`Final Report, April 29‘ 1993 I App-”I
`Table of Contents
`I App-III
`Executive Summary I App—I12
`introduction I App-Hui
`Category Definitions
`I App-”.3
`Study Resuits
`I App-HI)
`Time I App-H28
`Conclusions
`I App-H.453
`Recommendations
`I App—[1.64
`Attachment A: Free
`cdurc for Measuring Work Force Productivity
`by Work Samplin
`g
`I App-[1,64
`Attachment B: We
`rk Sampling Calculations
`
`I App—11.60
`
`Appendix 1: The Actual Dynamics of Scheduling
`_________——_+____4__fi__4#—_
`
`Appendix J: Work Order System and Codes
`App-J 1
`—_____________—*—‘_____
`
`Company Work Order Order System Manual Table of Contents
`Introduction I App—J2
`Work Flow I App-J_2
`
`I App-J. I.
`
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`Attachment 1a
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`(‘th’l‘liN'I'S
`
`xiii
`
`/ App-1.2
`Work Order Form and Required Fields
`('MMS Instructions for l’lanlvl-‘s'ide Use 1 App-.15
`('ndex /
`.-‘lpp-J’,.\‘
`“’ork ()rtler Numbering System /
`Manual Distribution /
`snip-1.36
`
`:‘lpp-Juifi'
`
`Apfpendix K: Equipment Schematics and Tagging
`
`App-K1
`
`I App-Kl
`liquipmcnl'l‘ag Numbers
`litttttpment Tag Creation and Placement
`
`I
`
`:lpp-KJ
`
`
`
`Appendix L: Computerized Maintenance Management Systems App-L1
`
`Sample Streamlined (‘MMS Users' Guide / App-Ll
`Basic Steps and Guidelines for Using CMMS /
`.-lpp-L.l
`TU QUL'F)‘ llle Status of the Work Orders
`/ App-1...?
`To Query liquipment Data / zlpva-J
`I App-L4
`To Print a Copy of Any Screen. Listing. or Work Order
`Sample Streamlined (.‘MMS Planners' Guide
`/ App-LA
`(‘l'l-‘ll'v‘lS lnstnictions for Planners
`/ App-L5
`Sample Plant-Wide Training Outline for CMMS f App—LS
`Sample Milestone Schedule for Implementing a CMMS in Phases
`
`/ App-LS
`
`
`
`Appendix M: Setting up a Planning Group App-M.1
`
`/ App-AL?
`
`Setting up a Planning Group in a Traditional l\-‘laintcnancc Organization
`for the First Time I App-Ml
`()rganimtion and Interfaces
`Planners
`/ App-114.5
`Workspace Layout
`/ App-MAS
`Management and Control
`/ App-[liq
`Redirecting or Fine-Tuning an Existing Planning Group I App-M. It)
`Considerations
`/ App-M. [1
`/ Aperitif
`Older Facilities versus Newer Faciiities
`Facilities under Construction / App-M. 12
`/ App-MJZ
`Centralized versus Area Maintenance Considerations
`Traditional versus Self-Directed Work Teams
`/ ApvaJ2
`
`
`
`Appendix N: Example Formal Job Description for Planners App-N. 1
`
`
`
`Maintenance Planner
`Duties
`I App-NJ
`Minimum Qualifications
`
`I App-NJ
`
`1 App-NZ
`
`
`
`Appendix 0: Example Training Tests App-O. 1
`
`Maintenance Planning Test Number 1
`Maintenance Planning Test Number 2
`Maintenance Planning Test Number 3
`
`/ App-0.]
`/ App-0.2
`/ App-0.4
`
`CiM Ex. 1058 Page 12
`
`Attachment 1a
`
`CiM Ex. 1058 Page 12
`
`

`

`Attachment 1a
`
`xiv
`
`CON'l‘l-LN'J'S
`
`Appendix P: Questions for Managers to Ask to Improve
`Maintenance Planning
`
`App-P. 1
`
`Glossary
`
`Bibliography
`
`Index
`
`8.1
`
`8.1
`
`L1
`
`CiM Ex. 1058 Page 13
`
`Attachment 1a
`
`CiM Ex. 1058 Page 13
`
`

`

`Attachment 1a
`
`
`
`FOREWORD
`
`
`
`We are witnessing a major change in maintenance. [I is moving from an equipment repair
`service to a business process for increasing equipment reliability and ensuring plant capac—
`ity. lts practitioners are trading their reactive cost center mentality for a proactive equipment
`asset management philosophy.
`As editor of a technical business magazine covering the maintenance and reliability
`field. I have had an opportunity to track maintenance during its move from craft to profes-
`sion. I have had the pleasure of writing about its leaders. the people and organizations who
`are continually extending the benchmark for maintenance excellence. Many are well on
`their way to establishing themselves at a level where maintenance performance is measured
`not by simple efficiency. but by contributions to plant productivity and profitability.
`One of my favorite jobs as an editor is the reporting of best practices to the maintenance
`community. I first met Doc Palmer during such an assignment—a magazine cover story
`on a plant maintenance improvement program. Since then. I have published some of his
`articles and heard his conference presentations. and found that he has a superb understand—
`ing 0f lite practices leading to maintenance excellence.
`One belief that the leading organizations hold in common is that maintenance is a busi-
`ness process and that formal planning and scheduling is key to its success. Yet. there is a
`dearth of practical references on the subject. Most articles and conference papers on plan-
`ning and scheduling stress its strategic importance. but they do not delve into the practi-
`cal details because ol‘ limitations imposed by article length or conference programming.
`Doc has leaped over this hurdle with his Maintenance Planning and Scheduling Hand-
`book. There is now a ready reference to take the action oriented maintenance practitioner
`to the level of understanding needed to install a planning and scheduling function and
`make it work.
`
`The book positions planning in maintenance operations and then proceeds logically to
`introduce the principles of planning and scheduling and explain how to make planning
`work. Additional sections cover the nuances of planning preventive maintenance. predic—
`tive maintenance. and project work. The book concludes with helpful information on how
`to get started.
`Maintenance Planning and Scheduling Handbook is a welcome addition to the body of
`knowledge of maintenance excellence and how to achieve it.
`
`Robert C. Baldwin
`
`Editor. Maintenance Technology Magazine
`Harrington. IL
`
`CiM Ex. 1058 Page 14
`
`Attachment 1a
`
`CiM Ex. 1058 Page 14
`
`

`

` W
`
`This chapter rcmpfi ”u. vision and mission of planning and then presents the principles
`of effective planning. Each prittCiPlt‘ identifies an importantcrossroad. At each cross—
`mad. the eontpanv has to [nuke a decision regarding alternative ways to conduct plan-
`ning. The decision the company makes regarding each situation determines the ultimate
`Success of planning. Iiach principle presents the recommended solution to the cross-
`1'01!
`5_
`gix principles greatly cottlril‘lllc to the overall success of planning. First. the com-
`pany organizes planners into n separate department. Second. planners concentrate on
`futon; Work. Third. planners base their tllgs- on the cotnponent level of systems. Fourth.
`Planner expertise dictates job estimates. l‘iltlt- planners FCCULlnl'lft‘ the SKI“ Ol the crafts.
`And sixth. work sampling for direct \vork tune provides the primary measure of plan-
`ning effectiveness. Figure 2.1 shows the entire text Oi these prtnctples.
`
`W A
`
`5 presented in the Introduction. the mission of planning revolves around making the
`right jOhs “ready to go.“ Maintenance management uses planning as a tool to reduce
`unnecessary job delays through advance preparation. To prepare a job in advance. a
`planner develops a work plan after receiving a work request. The work plan ts nothing
`more than the assembled information that the planner makes ready for the techntcran
`who will later execute the work. Some organizations call the work plan a work package
`or it planned package. At a minimum. the work plan includes a job scope. identification
`of craft skill required. and schedule time estimates. The planner may also include a pro-
`cedure for accomplishing the task and identify any parts and special tools required. The
`Scheduling information produces the tnost help for the maintenance effort because it
`facilitates allocation of the personnel resources each week. The parts information and
`[00] information follow in helpfulness. With the proper planning or preparation for each
`job, this effort sets the stage to increase the productivity of the maintenance force.
`The vision of planning is simply to increase labor productivity. The mission of plan-
`ning is simply to prepare the jobs to increase labor productivity. As simple as this
`sounds, when management implements planning, it becomes apparent that the planning
`SYSLem abounds with many subtleties. The inability of many companies to recognize or
`deal with these subtleties prevents their planning organizations from yielding produc-
`tivity improvements. The following principles guide planning through these particular
`difficulties to be effective.
`
`2.1
`
`CiM Ex. 1058 Page 15
`
`Attachment 1a
`
`CiM Ex. 1058 Page 15
`
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`CiM Ex. 1058 Page 16
`
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` I F
`
`Attachment 1a
`
`CiM Ex. 1058 Page 16
`
`
`
`
`
`
`
`
`
`

`

`
`
`‘l
`
`\NNINLH‘RINFIPHZS
`
`2.3
`
`PRINCIPLE 1: swung—5%
`
`
`Planning Principle l
`
`tl-‘ig.
`
`._...
`
`Tilt' plurmr‘rt un- urgurug‘d Ht
`(‘rs'nzt rnjm'tltttm- \pt't'mlt.‘me I” phtnmn}.
`
`.
`m a separate departure"! from the craft maintenance
`‘
`.
`-
`“TM“IW‘ ”-" “"‘H ”A“ jucitstttj: ortjtttttre work.
`
`The first principle dictates that planners arc'ttol members of the craft crew for which
`they plan. Planners report to a different supcmsor than that ol the craft crew. The com-
`Pony places planners into a separate crew 01 their own. '1 hey have their own Supcr\’l§0r_
`Willi a small number ol~ planners. lllt' planner? ”"31“ “1le to the same manager Who
`hnlds aulhm'itv over the em“- supervisors.
`Ihere- may be a lead planner with some
`responsibility to provide direction and ensure-consistency within the planning group.
`The problem with giving the crew supervtsors illllhtlfll)‘ 0\'cr_thetr respective plan-
`ners is that the crew focuses almost exclusively on executing assigned work. The crew
`members execute work: the planners do not. The planners "“1?“ be engaged in preparing
`work that has not vet begun. In actual practice. the crew supervisor receives too much
`pressure for the supervisor not to use the planner to assist work that has-already begun.
`The crew supervisor must have repairs cotnl‘lC‘Cd- ll '3 lemming 1“ T935512“ 11 planner to
`a toolbox and say. “The planner is a qualified welder who can come help us." Even in a
`plant with few reactive jobs. the sulmrvisor should sttll have significant motivation to
`keep actively completing an assigned backlog ot work to keep the plant out of a reac-
`tive maintenance mode. The supervisor has an obligation to complete the assigned work
`iinimum of interruptions or delays. Once any job
`in an expeditious manner with a n
`Is pressure to minimize them. With direct access to
`encounters delays. the supervisor l'cc
`the superior grim skillg 01' a maintenance planner. the supervisor would always have sig-
`nificant motivation to take a planner away from planning duties. To the crew supervi-
`sor. the present is always more urgent than the future. The work in progress is always
`more important than the job not yet begun.
`Management may contribute to this problem when planners report to crew supervi-
`sors. The pressure is especially intense it‘ the maintenance manager has given a specific
`direction to the crew supervisor. such as "Put that pump hack on line today!" How does
`the supervisor balance this instruction against the manager's admonition last year. “Try
`
`+Principle 1
`
`Separate Department
`
`+Planners not on craft crews
`
`+Planners not pulling wrenehs
`FIGURE 2.2
`Separation reduces temptation.
`
`
`
`CiM Ex. 1058 Page 17
`
`
`
`
`
`i
`
`Attachment 1a
`
`CiM Ex. 1058 Page 17
`
`

`

`. ti.“fia‘fin-A-wag-awmwwm
`., _“,__m..
`I Attachment 1a
`
`2.4
`
`(.‘l lAl’I'liR TWO
`
`t
`
`not to use the planner on field work unless necessary"‘.’ There will alv. ays hc ““Pfirlan
`work to complete today and the temptation to delay preparing for lUllltJI'l'tnl. ‘\ \s'urk.
`Not only does the crew supervisor favor assigning craft work to the planner. the m.S
`of the crew members as well place more relative importance on the work m ngrL-él.
`than the paperwork of the planner. Such peer pressure encourages tltc planner to 35“.:
`on jobs already begun or to take assignments directly for craft wnt'k willingly
`“
`The natural
`inclination of the crew supervisor to place highest
`importanuc
`(in
`assigned work. the unconscious pressure from management to encourage *“l‘cl‘vm,
`rs [0
`give craft work to planners, and the peer pressure from fellow creu. members all “no
`tribute to taking planners away from planning duties. In actual practice pl‘m'lcn ”I.
`maintenance crews frequently work craft jobs and devote inadequate time to P'émnint:
`activities. As a result, chWs have insufficient work to execute on a planned basis mere]:
`because planners do not have time to plan tntich work. This situation may also lead [£5
`another problem that manifests itself in an insidious fashion. Because planning t—‘Un.
`tributes to scheduling. the lack of planning effort may decrease the numhL-r ot' Work
`assignments to crews. The amount of work the company expects from each We“
`decreases. The work assigned becomes more reactive in nature because the plant CXL‘.
`cutes less proactive work to head off problems. Gradually. the plant returns to a gnu-‘1‘
`tion in which crews routinely repair equipment under urgent conditions and with lime
`time remaining for maintenance to prevent equipment problems.
`A self-fulfilling prophecy occurs for the manager who assigns planners to ficld
`crews. Supervisors frequently put planners on their tools to pull wrenches instead or
`plan. Planners plan less work. Less work is assigned. Work that is assigned ts more rcae-
`tive in nature. needing more on the job assistance. An apparent. but false. talidation
`results showing that planners need to be on crews to help.
`The problem is not managers. supervisors. or crew members with inadequate ()rua_
`nizationa] discipline or inadequate understanding of the nature of planning. The mil)-
`lem is poor alignment of the company organization with the company vision. Silllply
`removing the planners out from under the crew supervisors allows the planners to per.
`form planning duties. The problem is not having persons who can resist the temptation
`to use a planner's craft skills. The problem is creating a situation where the lL'I'Ilplzuion
`exists. The company avoids this situation by removing the planners from direct control
`0f the maintenance crew. Then when the supervisor presumes it necessary to Lise a
`planner as a technician on an emergency job. the maintenance manager makes- the
`call,
`not the supervisor.
`If problems do arise where extra craft help is necessary. the supervisor has several
`options besides using a maintenance planner. The supervisor may assign more capable
`technicians to difficult jobs. The supervisor may decide overtime work is appropriate.
`The supervisor may decide to extend the job duration and not complete the job on sched-
`ule. The supervisor may decide to take advantage of an existing contract to provide con-
`tract labor assistance. The supervisor may decide to contract the job altogether. Perhaps
`the supervisor could increase productivity by personally supervising the work. The
`supervisor might request help from another crew. The labor contract alight allow the
`supervisor to use another craft as a helper. For example, an electrician might be an ade-
`quate helper for a machinist on a particular task. Supervisors might also contribute their
`own hands to the execution of the work. Many options besides using the planner exist
`to expedite pressing field assignments.
`Only after considering other avenues of help might the supervisor request using a
`planner as a technician through the maintenance manager who applied the job pressure
`in the first place. it is one thing for a manager to say “Fix that pump today!" and another
`thing for the maintenance manager consciously to redirect other resources to the task.
`Because a single planner helps leverage 3U technicians into 47, the planner in effect is
`
`__ .
`
`CiM Ex. 1058 Page 18
`_—__#
`
`
`
`Attachment 1a
`
`CiM Ex. 1058 Page 18
`
`

`

` PLANNING PRINCIPLES
`
`The planner is the last person the manager would want to pull away
`Worth 17‘ persons.
`for a field assignment. ('ompare the cost of tune and a halt overtime paid to a mechanic
`versus 17 times straight time opportunity lost to the company for using a planner on a
`field assignment. liven triple overttmcdoes not compare to_thc economic waste of using
`a p1;111nth'tir execution or work. Pulling a planner for a tteld assignment must be the
`absolute last rcstit't for the manager who understands and believes in the leverage of
`planning. Making the manager involved in each case tor such a decision helps prevent
`such reassiunments.
`The mahagcr "Hill“ “PC“ ”‘0 CW“ 51'P9F\'i-\‘Ul’ 10 complain that management took
`some of mu tit-st technicians from the work force to create tlte planner positions. The
`manager must understand that for each technician transformed into a planner. the work
`forcc}cgci\‘cx the equivalent of 17' technicians in return. It is in cveryo