Attachment 1a
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`
`
`CHAPTER 6
`
`BASIC SCHEDULING
`
`This chapter continues the nuts and bolts of making the Planning system work With regard
`to scheduling. The chapter shows exactly how to do the scheduling-
`.
`..
`d I'
`In actual practice.
`it may be helpful to note that persons may con.51der “hf: “dag:
`somewhat vague term. To be more precise. advance or ii‘ceki’y scheduling means a so. 6 -
`uler allocating an amount of work orders for a week without settlng 5P3?1fic days‘or time:
`to begin or complete individual work orders. Likewise._ (lad-‘- 'ul‘lmdllling meant: gal—Cl;
`supervisor assigning specific work orders to SPCClfiC individuals to begin ll“? nest mill-€535
`maintenance group uses both weekly schedules and daily schedules. This Chagterl Escovers
`the activities to accomplish weekly and daily scheduling. In addition. Uiefc 3}? e on rou-
`how maintenance personnel stage material and tools. Although this bool:i ocus‘j‘sSflll out-
`tine maintenance. the book also explains key SChedUImg concepts baht: (13‘ch hwith the
`ages. Finally.
`the chapter compares and contrasts the concepts of sc e a ing
`COncepts of quotas. benchmarks. and standards.
`
`WEEKLY SCHEDULING
`
`.
`-
`'obs
`The scheduler performs most of the tasks of advance scheduling. The SClleqll1:r\f—:$L%::::ciule_
`from the waiting-to-he—scheduled file and any work rammed iron} the Prelim: next week. The
`The scheduler then allocates them into each crew‘s work hour females! t(‘erutealso makes other
`scheduler allocates jobs by work order priOFlfy- then “umber Of Work Ollndulina worksheets for
`considerations per lhe scheduling principles. The scheduler utilizes SC. tile [0 C'Emplete the next
`assistance. The end product is a package ofjobs that the crew should be J wisor The Scheduler
`week. The scheduler then delivers the jobs for each crew to the CIT-w sup; the guppofiin" craft.
`also sends a copy ofeach work order that will need intercraftcoort1;rlflftr10;1n the work 0rdeli a110-
`Each day the crew supervisor makes the daily SChefjme “105E y .0d'vidual crew members
`cated in the weekly schedule. The crew supr‘n‘ViSOr uSSignS work [0 m I
`-
`r attends a (1le
`based on the current day’s activities and progress 0“ work. The SUpingsorepresemame to
`scheduling meeting with other craft supervisors and the operations {:11 erzisor returns to the
`coordinate work for the next day. Near the end of the week. the crexxéhsmpweek The scheduler
`scheduler the jobs that he or she does not EXPCCL the crew to start
`I
`k
`then considers them for inclusion in the advance sc
`kly scheduling. This is the type of
`Here are the step-by-step actual activities for wee
`u
`tar CMMS would mimic.
`PhYs‘ical Process which must be understood and which a comp
`
`Forecasting Work Hours
`
`Each crew supervisor forecasts the crew’s available work hours as the first step in the
`advance scheduling process.
`
`6.1
`
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`Attachment 1a
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`6.2
`
`CHAPTER Six
`
`This activity takes place near the end of the work week. usually at the beginning of the
`last shift for the period already in progress. For example. this would be Friday morning for
`a crew that works Monday through Friday, 8-hour day shifts or Thursday morning for a
`crew that works Monday through Thursday, lO-hour day shifts.
`Near the end of the work week, the scheduler takes a Crew Work Hours Availability
`Forecast worksheet (shown in Fig. 6.1) to each crew supervisor. Taking the availability fore-
`cast worksheet to the supervisors impresses upon the supervisors that next week they will be
`responsible for completing the amount ofwork for which they have labor. They are involved
`in the process. The scheduler is only helping them determine how many and which jobs
`should be selected from the backlog.
`The Crew Work Hours Availability Forecast worksheet has blanks to guide the crew
`supervisor in determining how many hours each craft level has available. This section and
`the following sections illustrate the crew supervisor’s use of this form.
`The crew supervisor fills out and returns the availability forecast worksheet as soon as
`possible after receiving it from the scheduler. The supervisor receives the forecast work-
`sheet from the scheduler at 8 AM. The crew supervisor should already have an idea of who
`Will be in training and who has requested vacation for the next week. On the other hand. the
`supervisor may need to check on jobs currently in progress to determine which ones the
`crew will probably not finish this week. Thosejobs will need carryover hours reserved for
`them next week. In addition, the supervisor needs to assess which new jobs the crew will
`start today. Some of thesejobs might be finished or might also run over into next week. One
`thing the supervisor does not plan for is unexpected absences. Scheduling is not based on
`the unexpected. The supervisor may later use unexpected absences that occurred to explain
`why the crew did not meet a schedule. When the crew supervisor finishes these determina-
`tions, he or she gives the scheduler the completed Crew Work Hours Availability Forecast
`worksheet. The crew supervisor also hands over any physical work orders which the crew
`received to do this past week, but will not start. The crew supervisor makes all these deter—
`minations by 10 AM and returns the worksheet. This gives the scheduler time to create the
`weekly schedule by 1 PM after lunch. (The scheduler must finish the weekly schedule by
`early afternoon so that the crew supervisor can make a daily schedule for the first day of
`the coming week. The crew supervisor must attend a late afternoon daily scheduling meet-
`ing to give the operations group information on clearances for the beginning of the follow-
`111g week and initiate coordination with other crafts, if necessary. The supervisor may also
`begin to make individual technician assignments.)
`The maintenance group can easily computer-lee the availability forecast worksheet. Many
`CM'MS' packages contain work calendars for the crew supervisor to update crew member
`anlab‘hty for the coming work days. Then the scheduler can access the data whenever
`needed. Of course, the crew supervisor must keep the data current. Even without a CMMS
`system or CMMS labor calendar module, the company can use a computer network. The
`scheduler can make a form on email or attach a spreadsheet program or word proceSsing
`document with a representation cf Fig. 6.1. By exchanging this form back and forth by
`email, the crew supervisor and scheduler produce the necessary forecast information.
`Without getting current information from the crew supervisor, the scheduler might use
`a standard forecast 0f hOW many work hours were normally available. In other words. the
`scheduler would presume for a given crew that a certain number of labor hours were avail-
`able every week. This standard forecast might presume that for a 10-person crew, one per-
`son would be unavailable for one reason or another. So the scheduler would schedule for
`nine persons each week. The scheduler and the crew supervisor would meet together occa-
`sionally to assess any needs to adjust the standard. The problem with using a standard fore-
`cast is that crew supervisors may not take the resulting schedule seriously. Whether or not
`they finish all their scheduled work. they will get the same amount of new work the next
`period. There is not much attention to carryover work which could be a significant prob-
`lem. This approach figures that carryover work from the previous work remains about the
`
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`Attachment 1a
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`BASIC SCHEDULING
`
`6.3
`
`CREW WORK HOURS AVAILABILITY FORECAST
`
`For week of:
`
`...._._.._..—
`
`For crew:
`
`to
`
`/
`
`/
`
`By:
`
`Date:
`
`finished and will run over into the forecast period-
`
`Craft
`
`#Persons
`
`Carry— Avail
`.
`Paid
`Hrs Leave Train Misc over"
`Hrs
`
`*Carryover work is any work which has been
`physically started in the current period, bl“ “Vi.“ "0t be-
`
`FIGURE 6.l Worksheet to assist crew supervisors forecast how many labor hours are available
`for scheduling work the following week-
`
`same each week. Carryover work would be work that the crew started the previous week
`bUI did not complete. One of the main reasons to base weekly scheduling on a prec1se
`weekly forecast is to facilitate communication about performance. Scheduling to a standard
`forecast hinders achieving this purpose. Nonetheless, this approach may be necessary in sit—
`uations of extreme crew reluctance and minimal management support.
`_
`.
`_
`Figures 6.2 and 6.3 illustrate the use of the Crew Work Hours Availability Forecast
`worksheet for a mechanical maintenance crew working a 10-hour shift. B. Jones. supervi-
`sor of A Crew, has just received the availability forecast worksheet from the scheduler. The
`crew consists of fivo persons: one skilled welder, one apprentice. one painter. and two
`
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`5.4
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`CHAPTER SIX
`
`mechanics. Jones feels that one of the mechanics possesses a very high degree of mechan-
`ical skill. but the other mechanic is significantly less capable at the present time. Jones
`knows that none of the crew will be in training any of next week, but the painter will be off
`2 days for vacation. Jones considers the current jobs in progress. The welder’s currentjob
`will not be finished today and requires about 5 hours next week to finish. The higher skilled
`mechanic has been working a job for the past 2 days and claims it will take 5 hours next
`week as well. The other mechanic will finish one job and start anothcrjob today that will
`also take about 5 hours next week to finish. The other crew members should finish their cur-
`rent work today as well. Jones plans to have them start and finish a new assignment. With
`this information, Jones estimates the total carryover Work to be 5 hours of skilled welding,
`5 hours of highly skilled mechanic work, and 5 hours of lesser skilled mechanic work.
`Figure 6.2 shows that the supervisor begins completing the availability forecast work-
`sheet by starting with a craft skill level listing for this specific crew. First. note that the
`worksheet considers apprentices simply as helpers. This plant does not regard apprentices
`as strictly in training for their craft and may utilize them where the high priorities of the
`plant lie. It is expedient to follow this philosophy in the forecasting phase of the schedul-
`ing, but to use the daily scheduling assignments to try to keep apprentices within their craft
`Specialties. Second, note that the scheduler and the supervisor use the term mechanic to des-
`ignate a fairly well-skilled mechanic technician. They use the term technician to designate
`a less skilled technician in the primary craft of the crew, in this case mechanical. This use
`of the terms allows planners, schedulers, and supervisors to communicate regarding skill
`level even within a standard classification. Although the plant does not have a certification
`program, Significant differences between the skill levels of the mechanics exist. The plant
`needs to ensure not to allocate too manyjobs requiring highly skilled mechanics at the same
`time. Normally a company could distingUish overall skill level through some certification
`process or a progression of rank such as third, second, and first class mechanics to identify
`the better mechanics. However, the subject plant has only mechanic, apprentice, and trainee
`formal designations. Therefore. the planners and schedulers informally address the needs
`forjobs by using the terms technician and mechanic on thejob plans. When a planner uses
`the term technician, the job plan does not require a more capable mechanic.
`Figure 6.3 shows the availability forecast worksheet after the supervisor enters all the
`quantities for persons and hours. Jones only forecasts for the 2 days of vacation approved
`for the painter. Supervisors do not presume there will be unexpected absences due to per-
`sonal illnesses or sudden vacation day requests. The advance schedule sets a goal based
`on current knowledge and encourages everyone to meet the schedule. Typically. man-
`agement above the supervisor directs training and special meetings. Management decides
`and sends various persons to different training claSSes or schools as well as coordinates
`special meetings such as safety or outage planning. Management does the crafts a great
`favor by SChEdUhng these types of special events at least a week ahead of time. Once
`maintenance has set a weekly advance schedule, management assists maintenance in
`building the plant’s confidence in the schedule by not encouraging deviation. Jones‘s
`management has not scheduled training or meetings for anyone. Jones‘ 5 estimate of car—
`ryover hours 18 important because the scheduler must allow the crew time to finish jobs
`already in progress. The scheduler must not allocate new work for these labor hours. The
`supervisor’s estimate of the amount of time required to finish carryover work is adequate.
`Finally, the supervisor completes the total’s line for each type of work hour. The total’s
`line helps in several ways. First, it helps to check the entries for accuracy of addition and
`subtraction. It also draws attention to how many hours exist in the various categories. The
`total magnitude of paid hours available to the crew and the effect of lost hours due to
`training or carryover work often are unappreciated. In this case, 200 labor hours repre-
`sent a significant company expense. Out of this 200 paid hours, the supervisor forecasts
`165 available for work next week in the shown crafts and skill levels. Finally, the totals
`lend themselves to tracking areas for improvement.
`
`CiM Ex. 1060 Page 4
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`CiM Ex. 1060 Page 4
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`Attachment 1a
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`BASIC SCHEDULING
`
`5.5
`
`CREW WORK HOURS AVAILABILITY FORECAST
`
`For week of:
`
`to
`
`/
`
`I
`
`For crew:
`
`By:
`
`Date:
`
`Craft
`
`#Persons
`
`Carry- Avail
`Paid
`Hrs Leave Train Misc over" Hrs
`
`Mech
`
`:40:
`
`.—
`
`——.—_._—-
`'
`'
`
`'
`
`Heidi——
`
`finished and will run over into the forecast pBI‘IOd-
`
`*Carryover work is any work which has been ‘
`physically started in the current period, bllt WI.“ “M be
`
`FIGURE 6.2
`
`Input of normal craft and skill level designations.
`
`Figure 6.4 illustrates the use of the Crew Work Hours Availability Forecast worksheet
`for another mechanical maintenance crew. J. Field, supervisor of B Crew._has Just
`received the availability forecast worksheet from the scheduler. The crew consrsts of 15
`persons. The crew has tWo welders, two machinists, and six mechanics. Field consrders
`three of the mechanics to be significantly more capable than the others. Two trainees and
`three apprentices make up the remaining five employees. Field w11| forecast the crew
`available work hours from the following information. One of the welders requested 2
`days of vacation next week. All B Crew apprentices must attend an entire day of class-
`room training. B Crew will have a 1-hour safety meeting on Wednesday. After checking
`on jobs in progress, Field makes an estimate for carryover work. Carryover work will
`
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`Attachment 1a
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`6.6
`
`Cl—lAP’TER SIX
`
`CREW WORK HOURS AVAILABILITY FORECAST
`
`
` For week of: 5/10/99 to 5/13/99
`
`For crew: A Crew
`By: B. Jones Date: 5/ 6/ 99
`
`
`
`
`Paid
`Carry- Avail
` Craft
`# Persons
`Hrs Leave Train Misc over"
`Hrs
`
`
`
`
`
`Mech
`35
`
`‘
`35
`
`
`
`—_._——-—-————
`
`
`
`*Carryover work is any work which has been
`physrcally started in the current period, but will not be
`finished and will run over into the forecast period.
`
`
`
`FIGURE 6.3 Completed forecast for the A Crew.
`
`con51lstof2 days of welding needing a welder and a helper. l day of machine work, 1 day
`of skilled mechanlc work, and another day of less demanding mechanic work.
`As before. the supervisor classifies the mechanics according to skill describing them as
`three mechanics and three technicians. The supervisor forecasts five helpers including the
`three apprentices and both trainees. The classroom training makes only 30 hours unavailable
`since out of the five helpers, only the apprentices must attend. The safety meeting on
`Wednesday makes 1 hour for each person unavailable for scheduling in the Miscellaneous
`column. The specific day of the week is irrelevant to both the forecast and the weekly allo-
`cation. Only the available hours for the entire week matter. The daily scheduling routine later
`will take this into account. Finally, out of the 600 paid hours. 455 are available for new work.
`
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`Attachment 1a
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`BASIC SCHEDULING
`
`6.7
`
`Sorting Work Orders
`
`In preparation of allocating work orders into the crew availability forecast. the scheduler
`Sorts the plant‘s backlog. If the crew is responsible for only a certain area of the plant. the
`scheduler will only sort those work orders. Later after all the scheduler allocates work for
`every crew. the scheduler might be able to recommend that certain crews assist other crews.
`The scheduler sorts the hacklogged work orders in order to preferentially select work orders
`to allocate If there are more job hours in the backlog than the forecast. obviously the sched-
`uler cannot expect the crew to complete all the work. Ifthe backlog has 1000 hours ofjobs.
`then a crew expecting to have 455 labor hours cannot do all the work in a single week. The
`
`CREW WORK HOURS AVAILABILITY FORECAST
`
`For week of: 5/11/99 to 5/14/99
`For crew: B Crew
`By: J. Field Date: 5/ 7/ 99
`
`Craft
`
`. Carry- Ava“
`Paid
`#Persons Hrs Leave Train Misc over” Hrs
`
`Mech
`LIL/elder
`
`..
`
`3 x40:
`2 K40:
`
`=
`
`finished and will run over into the forecast period.
`
`=_1L}1_
`=
`38
`
`68
`
`2'“
`
`*CE'TYOver work is any work which has been .
`physically started in the current period, but Will not be
`
`FIGURE 6.4 Completed forecast for the B Crew.
`
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`Attachment 1a
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`6.8
`
`CHAPTER SIX
`
`scheduler must select 455 hours worth of work to allocate for the Week. The scheduler sorts
`the backlog of work orders into an overall order that will help determine which panicular
`work orders are appropriate. Note that this presumes Scheduling Principle 4. proceeding
`with a preference to schedule 100% of the forecasted crew work hours. not more ( 120%)
`or less (80%). The procedure for allocating the work hours into the backlog proceeds with
`assigning the higher priorities before the lower priority work. The procedure also makes
`allowance forjobs on the same system and proactive work. In addition. the process shows
`how to select among jobs of equal priority and Work type.
`The scheduler returns to the planning office after delivering the Crew Work Hours
`Availability Forecast worksheet for the crew supervisor to complete. The scheduler collects
`all the planned work orders for a particular crew from the waiting-to-be-scheduled file and
`organizes them on a conference room table. The scheduler sorts them into separate piles.
`one pile for each priority. The waiting—to-be-scheduled file might already have separate
`{elders for each priority to facilitate this step. Appendix J describes the priority codes for
`the work order system. Then. the scheduler sorts each pile into a particular order.
`The scheduler first sorts the highest priority pile. priority 1 (urgent). Note there are
`no priority-0 (emergency) jobs in the backlog. Emergencyjobs would already be under
`way and so are neither planned nor scheduled. By definition. all priority—l work is Clas-
`sified as reactive work. Why is this reactive work sorted ahead of any proactive work?
`The ideal situation would be to have only proactive work in a plant. The plant prefers
`doing lower priority. proactive work to head off emergencies and urgent work.
`However, priority-l work is urgent. It must be addressed. usually to restore lost capac-
`ity or remedy an immediate threat to production. The purpOse of proactive work is to
`head off any reactive work, but when proactive action has failed to prevent a reactive
`situation, the situation must be addressed. Maintenance must first schedule urgent work
`to restore the plant. However. lower priority. reactive work should wait until after equal
`priority proactive work. In giving general preference to proactive work in this manner.
`the incidence of reactive situations diminishes. Therefore. the scheduler considers pri-
`ority-l work. which is all reactive and urgent, first.
`The scheduler sorts the priority-l jobs into order with jobs requiring the highest total of
`work hours on top. When the scheduler later allocates the work orders. jobs with more total
`work hours are put in the schedule first. This will allow fitting smaller jobs of equal priority
`into gaps of time remaining during the allocation process. This gap fitting would be more
`difficult if the scheduler allocated smallerjobs first. The scheduler would have to allocate
`only portions of largerjobs unnecessarily. The scheduler makes an exception to this sorting
`for smaller jobs encountered if they belong to the same system as larger jobs already higher
`in the group. In that case, the scheduler physically removes the smaller work order from its
`natural order and staples it to the work order for the larger job in the same system.
`reasons.
`Scheduling work together for the same system is important
`for several
`Productivity increases if technicians can move from one job to a nearby job on the same
`system. They do not need to lose time familiarizing themselves with a different system at
`the start of each job. They avoid having to demobilize, travel. and move personal tool boxes
`to a different site to set up again. Sometimes they can use the same scaffolding or insula-
`tion clearing to get to the work. There is also a psychological boost to remaining on the
`same system. Frequently the time between jobs is taken advantage of as being a logical time
`to take breaks or “rest a moment" even when the jobs only last an hour or less. When jobs
`are scheduled on the same system. there is a tendency to look at the entire system as a sin-
`gle job through which to proceed with minimal delay. On the operations or production side,
`combining same system jobs also helps improve plant operations. An operator prefers to
`clear up a single system a single time for several jobs. A less organized scheduling effort
`might have the operator clear up the demineralizer on Monday and Wednesday for two jobs
`that could have both been done on Monday. Then on Friday. when the maintenance group
`
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`Attachment 1a
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`BASIC SCHEDULING
`
`6.9
`
`requests the operator to clear up the deinineralizer a third time. the operator must refuse.
`The operator must explain that the plant is in jeopardy of not having enough water in its
`storage tanks. This scenario frequently occurs when no advance scheduling exists. The
`supervisor then assigns work by picking. through the entire plant backlog for each nextjob.
`The scenario also can occur if the scheduler does not place thejobs together in an advance
`allocation. Unnecessarily clearing tip a system multiple times wastes time and frustrates the
`operators.
`Then the scheduler similarly sorts the priority—2 (serious) work orders by work order
`size. biggestjobs on top. with three exceptions. The first exception is that the scheduler puts
`all PM. preventive maintenance. jobs at the top of the pile. PM jobs are always prioritized
`33 I’l'ic’l’itY-i2 jobs. They are considered serious and not simply routine maintenance With a
`lower priority. The scheduler sorts PM jobs by job size within themselves. larger-ones first.
`The second exception is similar as for priority-i work orders. If a work order is encoun—
`tered that belongs in a system for which a larger or higher priority work order has already
`been sorted, the work order is moved up and attached to the previously sorted work order.
`This is done even if it means moving a work order from the priority-2 pile to the pnonty—l
`pile to attach it to the other work order. The third exception is that for work orders of
`approximately the same size with the same priority. the scheduler places a proactive work
`order ahead of a reactive one.
`Then the scheduler sorts the pile for priority-3 work orders with larger work orders on
`[UP and PTt)3€1ive work getting preference for work orders ofapproxnmately the same Size:i
`The scheduler physically moves any work order for a system already encountered an
`attaches it to the other work order. even if it is in a higher priority pile.
`Finally. there is 25
`‘
`Similarly, the scheduler sorts each pile of same—priority work orders.
`finished group for each priority arranged from top to bottom by size. There are esceptlonfi
`_
`for same-system work orders stapled together, exceptions for similar-Sized proactiv: 331:4 K
`ahead of reactive work. and PM work orders at the top of the priority-2 stack (unles
`‘ Th
`was moved to the priority-i stack to be with a same system work order)-
`Note that the advance scheduling process does not consider aging of work orders.
`1t:
`concept 0f aging is that an older work order should get higher attention than a Similar “50hr
`order only recently written. That is. a low priority work order written 9 months ago mtgl
`justify more attention than a serious work order written only yesterday. Aging might 2ch
`a Work force that does not have weekly scheduling. If a crew‘is only compltfllng the to
`priority work With low productivity. increasing the relative prionty of an Older-#3:” PU?“
`ity job might encourage the crew to include it as well. Aging 15 not as helpful i
`ekrnainl;
`tenance group allocates and expects a crew to complete a proper amount of wor eac
`week. A properly sized maintenance crew is capable of handling all the work that comes
`“Pa ”OtJUSt the high priority tasks. That means that the crewcan complete all the woak so
`aging is not necessary to bring olderjobs to the top. Scheduling keeps the crew from ow—
`ering its productivity to handle only the high priority work. Scheduling Pnncrple 2 states
`the importance of correct priorities. Working lower priority JObS ahead of Clearly more
`important jobs leads a crew to doubt its leadership. Doing the mostimportant work first
`gives the plant more benefit by definition. So aging is really a tool to increase a crew 5 low
`productivity. Aging would interfere with an already highly productive crew. Aging figures
`that a crew is less productive than it should be. Aging figures that a crew is only deing'the
`high priority work by choice. So aging simply raises the priority of some of the work into
`the higher priority work to which the crew will give attention. On the other hand, a crew
`already getting as much work done as it should can only give attention to another Job by
`not doing a job already intended. So aging for the highly productive crew has Just made the
`crew complete a lower priority job instead of a higher priority Job to the plant’s detriment.
`Claiming that less important work should not be done ahead of more important work
`does not say work should never be reprioritized. If an older, low priority work order for
`
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`Attachment 1a
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`6.10
`
`CHAPTER SIX
`
`some reason merits more importance recently, then the priority should be increased. With
`the same reasoning, perhaps a higher priority work order is now less important than previ-
`ously thought. The planning system should allow for changing the priority of each of these
`type work orders. One of the helpful additions to a planning group in this respect is an oper-
`ations coordinator. This person or any knowledgeable operator can benefit a planning
`group by a monthly review of an extensive backlog. The operations coordinator can deter-
`mine if some work orders should be reprion'tized. This person has the authority to change
`the priority of any work order on the spot.
`The scheduler receives two things from the crew supervisor a few hours after the last
`shift starts. The scheduler receives the completed Crew Work Hours Availability Forecast
`worksheet and any work orders which had been scheduled, but are now not going to be
`started this week. The supervisor has had time to assess the crew projected attendance for
`the next week as well as the status of current jobs-in-progress. In the case of an entirely
`paper-driven system, the crew supervisor physically hands over the work orders that the
`crew will not start. (In the case of an entirely computer driven system. the maintenance
`group might only print out the physical work orders when assigning them to the field tech-
`nicians, if at all. The supervisor updates the computer changing each job to "in—progress“
`at the beginning of the shift or the end of the previous shift for the coming day. Therefore,
`the scheduler may consult the CMMS each week to determine which allocatcdjobs will not
`be started.) The scheduler takes the jobs not to be started and places them into the priority
`piles of work orders if they have already been arranged. The scheduler places these new
`work orders into the piles where they would belong if they had already been in the back-
`log. The actual allocation sequence can now take place.
`Tables 6.1 through 6.3 illustrate sorting a plant backlog. The backlog belongs to
`mechanical maintenance A Crew. An earlier illustration used this crew as an example for
`forecasting. Table 6.1 shows the backlog arranged by work order number. The backlog
`consists of 243 total estimated work hours as planned. Because A Crew has only 165 work
`hours forecasted available, the scheduler must select the proper 165 hours to allocate for
`the next week. A plant also generally prefers to have 2 to 3 weeks of backlog available. This
`plant has less than 2 weeks of backlog. If this shortage is the normal case. the plant might
`not be identifying enough corrective maintenance situations to head off later breakdowns.
`The plant might also not be creating enough PM tasks. On the other hand, the maintenance
`crew might be overstaffed for the work area. 0f the work orders in the backlog. work order
`codes as defined in App. J define certain information necessary for scheduling. First. the
`unit code N01 shows that most of the work orders are for North Unit 1. which is A Crew's
`primary responsibility. Second, within Unit 1. the system codes show that a variety of dif-
`ferent systems need work. Third, work type codes indicate the nature of the work. Code 5
`is breakdown and failure. Code 7 is preventive maintenance. Code 8 is work recommended
`by predictive maintenance. Code 9 is corrective maintenance that can head off failure and
`breakdown. Fourth, outage code 0 illustrates that the scheduler considers only work not
`requiring an outage of the entire unit for the normal work week.
`Table 6.2 shows the backlog after the scheduler has physically grouped the work orders
`into different priorities. In addition, the largest work orders have been placed ahead of
`smallerjobs within each priority group. Note the scheduler places W0 (work order) no. 012
`requiring 16 total labor hours ahead of WO no. 004 requiring only 14 hours. Similarly. W0
`no. 004 is ahead of W0 no. 002, which requires only 10 labor hours. Each priority group is
`similarly arranged with the only exception being for the priority-2 work orders. The sched—
`uler must place PM work orders first within the priority-2 work orders. Work type code '7
`defines the work as preventive maintenance. Therefore. the scheduler places W0 no. 005
`at the head of the priority—2 group even though it has the fewest hours.
`Table 6.3 shows the backlog after the scheduler has adjusted the groups considering
`same-system work and other proactiVe work. First. the scheduler takes W0 no. 006 from the
`
`CiM Ex. 1060 Page 10
`
`Attachment 1a
`
`CiM Ex. 1060 Page 10
`
`

`

`Attachment 1a
`
`BASIC SCHEDULING
`
`6.11
`
`
`
`TABLE 6.! Plant Backlog for the A Crew Listed by Work Order NumberW
`No. of
`
`Est.
`Est.
`persons
`W0 NO. duration Unit System Priority Work type Outage and craft hours
`
`
`
`
`
`
`
`
`
`
`
`
`
`001
`002
`003
`004
`
`005
`
`006
`
`007
`
`008
`009
`
`010
`
`0‘1
`
`012
`
`NH”
`N0]
`NH]
`N0]
`
`NM
`
`N0!
`
`Ntll
`
`N0]
`N0]
`
`NO]
`
`NOI
`
`N01
`
`XE
`CP
`CV
`FC
`
`CP
`
`FC
`
`JC‘
`
`JX
`CP
`
`IF
`
`CD
`
`BV
`
`4
`1
`t
`1
`
`2
`
`3
`
`2
`
`3
`4
`
`3
`
`2
`
`1
`
`5
`5
`9
`5
`
`7
`
`5
`
`5
`
`9
`S
`
`9
`
`3
`
`5
`
`O
`0
`0
`0
`
`U
`
`0
`
`0
`
`0
`0
`
`0
`
`0
`
`0
`
`l welder
`1 tech
`l painter
`] tech.
`l helper
`1 tech.
`2 helpers
`I tech.
`I helper
`l mech.
`l helper
`] painter
`I niech.
`1 helper
`1 tech.
`l helper
`l tnech.
`l helper
`l welder.
`l helper
`
`35
`10
`40
`7. 7
`
`6. l2
`
`IS. IS
`
`20. 20
`
`4
`2. 2
`
`3. 3
`
`10. 10
`
`S. 8
`
`35
`10
`40
`7
`
`6
`
`IS
`
`20
`
`4
`2
`
`3
`
`10
`
`3
`
`priority-3 stack and attaches it behind WO no. 004 in the priority-l group. These work orders
`are both in the same system. FC. Second. the scheduler takes W0 no. 005 from the priority-
`2 stack a