Best Practice Guideline for Maintenance
`Planning and Scheduling
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`Technical Report
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`Best Practice Guideline for
`Maintenance Planning and
`Scheduling
`
`1000320
`
`Final Report, December 2000
`
`EPRI Project Manager
`M. DeCoster
`
`EPRI • 3412 Hillview Avenue, Palo Alto, California 94304 • PO Box 10412, Palo Alto, California 94303 • USA
`800.313.3774 • 650.855.2121 • askepri@epri.com • www.epri.com
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`DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES
`THIS DOCUMENT WAS PREPARED BY THE ORGANIZATION(S) NAMED BELOW AS AN
`ACCOUNT OF WORK SPONSORED OR COSPONSORED BY THE ELECTRIC POWER RESEARCH
`INSTITUTE, INC. (EPRI). NEITHER EPRI, ANY MEMBER OF EPRI, ANY COSPONSOR, THE
`ORGANIZATION(S) BELOW, NOR ANY PERSON ACTING ON BEHALF OF ANY OF THEM:
`(A) MAKES ANY WARRANTY OR REPRESENTATION WHATSOEVER, EXPRESS OR IMPLIED, (I)
`WITH RESPECT TO THE USE OF ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR
`SIMILAR ITEM DISCLOSED IN THIS DOCUMENT, INCLUDING MERCHANTABILITY AND FITNESS
`FOR A PARTICULAR PURPOSE, OR (II) THAT SUCH USE DOES NOT INFRINGE ON OR
`INTERFERE WITH PRIVATELY OWNED RIGHTS, INCLUDING ANY PARTY'S INTELLECTUAL
`PROPERTY, OR (III) THAT THIS DOCUMENT IS SUITABLE TO ANY PARTICULAR USER'S
`CIRCUMSTANCE; OR
`(B) ASSUMES RESPONSIBILITY FOR ANY DAMAGES OR OTHER LIABILITY WHATSOEVER
`(INCLUDING ANY CONSEQUENTIAL DAMAGES, EVEN IF EPRI OR ANY EPRI REPRESENTATIVE
`HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES) RESULTING FROM YOUR
`SELECTION OR USE OF THIS DOCUMENT OR ANY INFORMATION, APPARATUS, METHOD,
`PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS DOCUMENT.
`ORGANIZATION(S) THAT PREPARED THIS DOCUMENT
`Reliability Management Group
`CSI
`
`ORDERING INFORMATION
`Requests for copies of this report should be directed to the EPRI Distribution Center, 207 Coggins
`Drive, P.O. Box 23205, Pleasant Hill, CA 94523, (800) 313-3774.
`Electric Power Research Institute and EPRI are registered service marks of the Electric Power
`Research Institute, Inc. EPRI. POWERING PROGRESS is a service mark of the Electric Power
`Research Institute, Inc.
`Copyright © 2000 Electric Power Research Institute, Inc. All rights reserved.
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`CITATIONS
`
`This report was prepared by
`Reliability Management Group
`151 West Burnsville Parkway
`Minneapolis, MN 55337
`Principal Investigators
`C. Morgan
`S. Bradford
`CSI
`440 Baldwin Tower
`Eddystone, PA 19022
`Principal Investigator
`R. Colsher
`This report describes research sponsored by EPRI.
`The report is a corporate document that should be cited in the literature in the following manner:
`Best Practice Guideline for Maintenance Planning and Scheduling, EPRI, Palo Alto, CA: 2000.
`1000320.
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`REPORT SUMMARY
`
`Planning and scheduling of maintenance work is important to the efficient day to day
`maintenance of equipment at fossil power plants. This guideline, based on collective experience
`from several EPRI projects, provides best practice guidelines for maintenance planning and
`scheduling.
`
`Background
`Planning is a process of determining resources required on future maintenance work. This
`includes estimating labor, materials and tools on future jobs. Better planning leads to fewer
`breakdowns. Scheduling is a process of setting the start time and duration for future maintenance
`work that allows an orderly progression of allocating labor, material and tools so that the work
`fits into the plant production schedule. As scheduling improves, jobs are identified many weeks
`before they are executed, and completed predictably. As the planning and scheduling processes
`improve over time, the backlog of maintenance work decreases, and people have the time to do
`preventative and predictive maintenance. Unfortunately, many fossil power plant organizations
`do not have and often do not want effective planning and scheduling processes. Without
`management leadership, maintenance organizations tend to slip into a reactive maintenance state
`where most of their work is fixing equipment that breaks. This creates a downward spiral of
`increasing work backlog, reduced equipment reliability, and higher maintenance costs.
`
`Objectives
`•
`To optimize the utilization of power plant resources by establishing and improving
`planning and scheduling work processes
`
`•
`
`•
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`•
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`To describe the best planning and scheduling practices in the industry and the spectrum of
`actual planning and scheduling practices observed at fossil power plants, including a
`description of the process steps performed, people's roles and responsibilities, and the
`technologies that support those processes
`
`To outline the process for establishing and improving planning and scheduling practices in
`fossil power plants, including consideration of typical organization resistance issues,
`getting management buy-in, changing people's behavior, keeping the process running, and
`improving the processes over time
`
`To list the metrics that measure how well planning and scheduling are done and how they
`are improving over time, including typical performance levels of actual organizations and
`goals for achieving best practices.
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`Approach
`Drawing on experienced gained during earlier EPRI work on maintenance practices, the project
`team developed guidelines on best practices in maintenance planning and scheduling.
`
`Results
`Planning and scheduling are established and improved by following a proven process that
`includes determining business goals, assessing current conditions, addressing work culture
`issues, implementing changes, and reinforcing changes over time. Some business goals that can
`be achieved through adequate planning and scheduling are lower maintenance cost, improved
`reliability and commercial availability, lower staff levels, and increased production levels.
`Improvements are needed if an assessment of current conditions indicates there is a large
`growing backlog or if most maintenance resources are spent fixing problems. Some work culture
`issues that may need to be addressed are communication, accountability, or resistance to change.
`
`EPRI Perspective
`Establishing and improving planning and scheduling requires a change in people's behavior and
`the work culture. This improvement requires substantial internal effort, time, and money.
`Experience has shown that management commitment as well as coaching from an outside expert
`is keys to a successful effort. Internal programs and programs without strong management
`support take longer and do not achieve the same level of success.
`This report is part of EPRI's development efforts under the Plant Maintenance Optimization
`(PMO) Target, number 62 in 2000. The PMO mission is to lead the industry by developing and
`demonstrating products and services that will improve use of power plant maintenance resources
`and increase profitability for generation businesses.
`Some case study reports that describe EPRI projects where planning and scheduling were
`improved include Maintenance Work Management Improvement: Improving Culture and Work
`Process, 1998 (TR-109734) and Maintenance Optimization Project at Merom, 1999 (TR-
`111897, V1 & V2). Other related EPRI reports are Maintenance Work Management Best
`Practices Guidelines: Maintenance Assessment and Improvement, 1998 (TR-109968);
`Maintenance Work Management Practices Assessment, 1997 (TR-106430); Plant Maintenance
`Optimization, 1997 (TB-108949-R1); and Value-Based Maintenance Grid for Assessing Work
`Management, 1999 (TR-108937).
`Keywords
`Maintenance
`Maintenance planning
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`EXECUTIVE SUMMARY
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`With the resources at power plants streamlined to the essential, utilization of those resources
`must be efficient and effective in getting work accomplished. Inefficient utilization of the limited
`resources will lead to higher costs of getting work done, growing backlogs, and inability to care
`for all the critical equipment of the plant. There exists at plants where resources are streamlined
`that the organization may find itself at the precipice of a downward collapsing spiral where
`failures on equipment may start occurring faster than they can be prevented or faster than the
`equipment can be repaired. The resources provided by management to maintain the assets of the
`plant must be efficiently and effectively used in a disciplined program of planned and scheduled
`activities. By eliminating inefficient activities and providing all external needs of the worker,
`huge increases in workforce productivity can be realized. Not only is providing for all of the
`external needs imperative, the sequencing of work activities necessary to assure all priority
`activities are accomplished at the optimum times. The failure defense strategy of a Preventive
`Maintenance (PM) program cannot be compromised. The investment made in the plant resources
`must pay off and provide a return on investment according to the efficient completion of
`sequenced priority work.
`
`Figure 1
`Increase Labor Utilization by Planning More Work
`
`This Figure 1 contains data collected from interviews with maintenance managers of
`organizations who implemented improved planning and scheduling processes. The chart simply
`shows that when more work is planned, the equivalent utilization of plant resources increases
`significantly. For example, if the work process achieves a 40% increase in work planned, an
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`increase of 20-40% on utilization should occur. If the organization has 40 maintenance workers,
`a 20% increase in utilization yields an equivalent worker increase of 8 persons.
`
`Figure 2
`Data from Two Midwest Utilities Who Improved Planning and Scheduling
`
`This Figure 2 indicates other types of improvements achieved by plants at two Midwest utilities
`that improved planning and scheduling in an EPRI project. These improvements, as well as
`others such as reduced overtime and contractor usage, led to several million dollars in
`bottom-line savings for each plant.
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`CONTENTS
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`1 INTRODUCTION.................................................................................................................. 1-1
`
`2 DEFINITIONS ...................................................................................................................... 2-1
`Planning ............................................................................................................................. 2-1
`Scheduling.......................................................................................................................... 2-2
`Backlog............................................................................................................................... 2-3
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`3 SPECTRUM OF PLANNING AND SCHEDULING PRACTICES ......................................... 3-1
`Reactive Maintenance, or the Tasmanian Devil.................................................................. 3-1
`Day-Ahead Planning and Scheduling, or Mr. McGoo.......................................................... 3-2
`The Weekly Wish List, or Wile E. Coyote............................................................................ 3-2
`Best Practices Planning and Scheduling............................................................................. 3-2
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`4 DEVELOPING THE ORGANIZATION ................................................................................. 4-1
`Value of Developing Your Organization .............................................................................. 4-1
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`5 BEST PRACTICE ................................................................................................................ 5-1
`Planning ............................................................................................................................. 5-1
`Work Planning Procedure................................................................................................... 5-1
`Minimum Requirements for a Planned Job..................................................................... 5-1
`More In-Depth Planning ................................................................................................. 5-2
`Field Job Scoping .......................................................................................................... 5-2
`Other Elements that can be Included in the Job Package .............................................. 5-2
`Responsibilities.............................................................................................................. 5-3
`Sample Planner Responsibilities ............................................................................... 5-3
`Scheduling Process - Multi-Week Management.................................................................. 5-4
`Multi-Week Scheduling Process..................................................................................... 5-5
`Work Week Process.................................................................................................. 5-6
`Joint Prioritization ................................................................................................. 5-6
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`Weekly Scheduling Meeting.................................................................................. 5-6
`Standard Planning and Scheduling Form.............................................................. 5-6
`Activity by Week........................................................................................................ 5-7
`Week T4 - Work to be Performed 4 Weeks Away ................................................. 5-7
`Week T3 - Work to be Performed 3 Weeks Away ................................................. 5-7
`Week T2 - Work to be Performed 2 Weeks Away ................................................. 5-7
`Week T1 - Work to be Performed Next Week ....................................................... 5-8
`Week T0 Work Execution Week ........................................................................... 5-9
`Week T-1 Last Week in Review............................................................................ 5-9
`Unplanned Outage Process................................................................................................ 5-9
`Definitions...................................................................................................................... 5-9
`Emergency Work (Only Priority 1 Work) .................................................................... 5-9
`Sponsored Work........................................................................................................ 5-9
`Work Backlog .......................................................................................................... 5-10
`Responsibilities to the Workweek Schedules and Scheduling Meeting......................... 5-10
`Operations Superintendent...................................................................................... 5-10
`Preparation......................................................................................................... 5-10
`During Meeting ................................................................................................... 5-11
`Post Meeting....................................................................................................... 5-11
`Maintenance Superintendent................................................................................... 5-11
`Preparation......................................................................................................... 5-11
`During Meeting ................................................................................................... 5-12
`Post Meeting....................................................................................................... 5-12
`Supervisor of Planning and Scheduling ................................................................... 5-12
`Preparation......................................................................................................... 5-12
`During Meeting ................................................................................................... 5-12
`Post Meeting....................................................................................................... 5-13
`Planner/Analysts ..................................................................................................... 5-13
`Preparation......................................................................................................... 5-13
`During Meeting ................................................................................................... 5-14
`Post Meeting....................................................................................................... 5-14
`1st Line Supervisors of groups performing maintenance ......................................... 5-14
`Preparation......................................................................................................... 5-14
`During Meeting ................................................................................................... 5-14
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`Post Meeting....................................................................................................... 5-14
`Plant Supervising Engineer ..................................................................................... 5-15
`Preparation......................................................................................................... 5-15
`During Meeting ................................................................................................... 5-15
`Post Meeting....................................................................................................... 5-15
`Inventory Warehouse Supervisor............................................................................. 5-15
`Preparation......................................................................................................... 5-15
`Post Meeting....................................................................................................... 5-15
`All Participants......................................................................................................... 5-15
`Standing Agenda for Weekly Scheduling Meeting........................................................ 5-16
`Standard Planning and Scheduling Form.......................................................................... 5-17
`Purpose ....................................................................................................................... 5-17
`Responsibilities............................................................................................................ 5-17
`Frequency.................................................................................................................... 5-18
`Daily Scheduling...............................................................................................................5-18
`Daily Scheduling Meeting............................................................................................. 5-18
`Purpose................................................................................................................... 5-18
`Responsibilities ....................................................................................................... 5-18
`Preparation Prior to the Meeting ......................................................................... 5-18
`During the Meeting ............................................................................................. 5-19
`After the Meeting ................................................................................................ 5-19
`Standing Agenda ......................................................................................................... 5-19
`Weekly Planning and Scheduling Form........................................................................ 5-20
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`6 METRICS............................................................................................................................. 6-1
`Most Important Metrics ....................................................................................................... 6-1
`Planning ............................................................................................................................. 6-5
`Planner Productivity ....................................................................................................... 6-5
`Plan Quality ...................................................................................................................6-6
`Customer Satisfaction.................................................................................................... 6-6
`Results........................................................................................................................... 6-6
`Other.............................................................................................................................. 6-6
`Scheduling.......................................................................................................................... 6-6
`Daily Scheduling ............................................................................................................ 6-7
`Long-Range Scheduling................................................................................................. 6-7
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`Other Measures that Support Planning and Scheduling...................................................... 6-7
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`7 HOW TO GET THERE ......................................................................................................... 7-1
`Steps 1 and 2. Management Sponsorship .......................................................................... 7-1
`Step 3. Assessment............................................................................................................ 7-2
`Assessment Includes ..................................................................................................... 7-3
`Step 4. Organization Alignment to Support Change............................................................ 7-4
`The Steps of Organization Alignment can Include.......................................................... 7-5
`Step 5. Define Implementation Plan.................................................................................... 7-6
`Step 6. Implement ..............................................................................................................7-6
`The Challenges of Implementation are........................................................................... 7-7
`The Steps for Implementation Include................................................................................. 7-8
`Reinforce and Continuous Improvement............................................................................. 7-9
`The Challenges of Reinforcement are............................................................................ 7-9
`The Steps for Reinforcement are ................................................................................. 7-10
`Resistive Elements ........................................................................................................... 7-10
`Reactive - the Natural State.............................................................................................. 7-11
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`8 THE BIG PICTURE.............................................................................................................. 8-1
`Strategies ........................................................................................................................... 8-3
`Maintenance Basis ............................................................................................................. 8-4
`Predictive Maintenance (PDM) ........................................................................................... 8-4
`Work Process ..................................................................................................................... 8-4
`Continuous Improvement.................................................................................................... 8-5
`People: Skills, Work Culture and Management................................................................... 8-6
`Tools/Technologies............................................................................................................. 8-6
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`A APPENDIX A.......................................................................................................................A-1
`Acronyms ...........................................................................................................................A-1
`Definition of Terms..............................................................................................................A-1
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`LIST OF FIGURES
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`Figure 4-1 Improvement Model................................................................................................ 4-3
`Figure 5-1 Example: Scheduling Work Process....................................................................... 5-5
`Figure 5-2 First Figure Caption.............................................................................................. 5-20
`Figure 7-1 Managing the Change............................................................................................ 7-2
`Figure 8-1 The Maintenance Process...................................................................................... 8-2
`Figure 8-2 The Improvement Process ..................................................................................... 8-2
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`LIST OF TABLES
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`Table 6-1 Metric Values for Different Organizations ................................................................ 6-2
`Table 6-2 Metric Definitions..................................................................................................... 6-3
`Table 6-3 Typical Compliance Codes...................................................................................... 6-4
`Table A-1 Acronym Descriptions .............................................................................................A-1
`Table A-2 Backlog Values .......................................................................................................A-2
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`1
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`INTRODUCTION
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`Planning and Scheduling is a critical part of the big picture of Plant Maintenance Optimization
`(PMO). In simple terms PMO is moving the maintenance program from a “reactive” philosophy
`were maintenance is performed as a result of unexpected failures, to a “planned” approach were
`maintenance is performed at the most optimum time and often times before equipment failure.
`Reactive maintenance is more costly and has a negative impact on plant availability, while PMO
`is more economical and significantly improves plant availability. PMO also optimizes the
`existing planned maintenance activities at a plant. PMO answers four basic questions. What will
`a plant do differently in its maintenance program? How will a plant carry out the specific
`maintenance tasks? Who will do the work? What advance tools are available to do the
`maintenance work?
`For a successful PMO program the following needs to be addresses:
`• Advanced Maintenance Strategies: These strategies address what maintenance approaches
`will be taken to move the maintenance program from reactive to planned. Such approaches
`include, optimizing the maintenance basis, implementing predictive maintenance program
`and developing a living proactive maintenance program.
`• Work Process: This part of the PMO process addresses the how maintenance is
`accomplished. It examines the work process from work initiation, to planning and
`scheduling, to work execution, to work completion and finally to continuos improvement.
`Note the Planning and Scheduling elements fit into PMO at this Work Process level.
`• People: Skills, Work Culture, Management: For maintenance optimization to be successful it
`requires a well-trained work force, good management and an organizational structure. A
`work culture that is respective to new ideas. This aspect of the PMO approach focuses on
`who does the work.
`• Tools/Technologies: This category of PMO focuses on the tools required to support the staff.
`The technology level covers all technical advances such as: automation, condition
`monitoring, computerized maintenance management systems, and distributed control
`systems. There have been significant advancements in technologies, which can help an
`organization meet its availability and budget goal.
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`2
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`DEFINITIONS
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`Planning
`So what is planning? Simply put, it is the “What” and “How” of getting work done. What is the
`problem and how are we going to fix it? The primary concept behind planning is to remove as
`many obstacles to smooth job accomplishment as possible, prior to starting the job. The payoff to
`this approach is significant in terms of reduced maintenance expenses and increased uptime for
`the production equipment. It has been proven that the labor invested in planning maintenance
`jobs pays for itself several times over in terms of increased productivity by the craftspeople. The
`bottom line impact of planning and scheduling is less overtime pay, a reduction in contractor use
`and allowing attrition to occur without having to replace craftspeople.
`There are several elements to the maintenance planning process. It is preceded of course with the
`identification of a work need that is then communicated and given a priority. Planning then starts
`with a clarification of the job’s priority through the joint prioritization process. This serves to
`give the planner direction on which order to plan the work. Operations may be exerting more
`influence on what gets planned at this point in the work management process because they
`understand how the problem is affecting production output. Maintenance, on the other hand, has
`the responsibility to communicate back the logistics of getting the problem repaired, but since
`the planning is not yet complete, maintenance can only respond with the knowledge gained from
`past experience.
`With the planning process off and running, the planner must first evaluate the depth of planning
`required for each job. This should involve an inspection of the job site in person for all but the
`simplest of jobs. A checklist of items to consider is useful when performing field scoping so that
`nothing gets overlooked. The list of things to consider includes: tools, materials, safety concerns,
`permitting, maintenance equipment and crafts required. While in the field, the planner can begin
`roughing out the job steps that will be required to complete the repair. This serves as a valuable
`mental exercise to help ensure nothing has been overlooked. Remember that the name of the
`game is to anticipate obstacles and remove them through preparation.
`Now that the planner has a thorough understanding of the problem and how to make the repair,
`he/she has to capture this knowledge in writing so that it can be used to keep the backlog
`accurate and more importantly, inform the craftspeople what they need to do. A job package
`should be assembled that is consistent from one job to another. Craftspeople can rely on getting
`similar information presented in the same format from job to job. This breeds familiarity and
`improves efficiency. The job package should contain job steps, material list, labor estimates, cost
`estimates, drawings and other equipment documents.
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`Definitions
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`A big part of planning is coordination with other departments. The planner will have to work
`with operations, purchasing, the warehouse, engineering, inspection, safety, contractors and other
`craft planners to achieve the objective of removing obstacles for the craftspeople. Much of this
`coordination is best described as investigative planning. Without a definitive start date for the job
`the planner may only be able to obtain estimates for the many elements of the job plan. Planning
`coordination is definitely a recursive activity, requiring several iterations of inquiries to other
`departments. This helps to define the primary role of the planner, to act as the focal point in
`getting a job ready to be worked.
`Does this sound like a lot of work? It can be, and initially there is a learning curve to overcome,
`but with experience and some indispensable planning tools such as standard job plans, bills of
`materials (BOMs) and labor estimating standards, the planning process will pay big dividends.
`Besides the real results from industry, commo