H A N D B D U K5
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`MAINTE/NAN
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`NNNNNINN ANN
`SIIHEIJUHNE
`HAN|]BflflK
`
`DOC PALMER
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`CiM EX. 1001 Page 1
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`CiM Ex. 1001 Page 1
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`

`
`To Jesus and Nancy
`
`.
`"‘
`
`McGraw-Hill
`.-'t Dll‘I5I0:It n_r'Th:McGmw-Hill Compamcs
`
`" I999 by Richard D. Palmer. All rights reserved. Printed in the
`Copyright 1:.-
`United States of Ameri-.n. 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 forms included in the fonns appendix may be reproduced and used within
`the readers organiration for maintenance
`
`g studies (Appendtx G and Appendix H). the
`The example work samplin
`l (Appendix J). and the exact text of the specific
`example work order manna
`inctples are constdered in the public domain. The
`plunmng and scheduling pr
`cation of work (reactive. proactive.
`exact text of the guidelines. for classtli
`) are considered In the public domain.
`minimum. and extensive maintenance
`
`Names of individuals and companies included in example work situations
`tltrou-ghoul this book are fietitiotts and any resemblance to actual persons or
`companies is entirely coincidental.
`
`67890 BKMIBKM
`
`0"~.'_'
`
`ISBN 0-()7-043264-0
`
`The .t'ptm.tort’ttg ea't'tm'for tlttlr hook um‘ Ltttdtt Laden ig. the ctlitittg sttpervisrtr
`trzts Pcggt Imtth. and the prrtdm.tt'mt rttper1't'.mr n'rt_r Tim: Cumermt. It trtts set
`in the HI! IA rlcsign in Tt'tm'.r Rmmtn Lw Pout’ 5m::art' ofMeGrmt Ht'lt"s
`Pmfe.r.m:ttui Bank Group trarttpmititttt unit Htglrtsmtrn. Net: Jersey.
`
`P.-.-tired‘ turd hmtrtd t‘J\' Hmtktaturt.
`
`
`
`M-.'Graw Hill books are available at special quantity discounts to use as
`premiums and sales promotions. or for use In corporate training programs. For
`more information. please write to the Director of Special Sales. McGraw Hill.
`Two Penn Plaza. New York. NY l()l2l-2298. Or contact your local bookstore.
`
`
`
`
`
`
`
`
`
`cd in this work has been obtained by The McGraw-Hill
`Information contain
`ources believed to be reliable. However. nei-
`Companies. Inc. ("McGr.tw-Hill) from s
`ther McGraw-Hill nor its authors guarantee the accuracy or completeness of any
`infortnation published herein. and neither McGraw-Hill nor its authors shall be
`responsible for any errors. omissions. or damages arising out of use of this informa-
`tion. This work is published with the understanding that McGraw-Htll and its authors
`are supplying information but are not attempting to render engineering or other pro-
`
`CiM Ex. 1001 Page 2
`
`

`
`
`
`CONTENTS
`
`xv
`Foreword
`xvii
`Preface
`Acknowledgments
`
`luti
`
`
`
`Prologue: A Day in the Life— May 10, 2000 xJrIt'I
`
`Bill. Mechanic at Delta Ray, Inc.. No Planning I xxiii
`Sue. Supervisor at Zebra. Inc., No Planning I zriv
`Juan. Welder at Alpha X. lnc.. Has Planning I xxv
`Jack. Planner at Johnson Industries, Inc.
`I .r.nrt'
`
`
`
`Introduction I.‘.'
`
`I 1.3
`
`Company Vision I U
`Why improvement is Needed in Maintenance I 1.2
`What Planning Mainly is and What It is Mainly Not (e g.. Parts and Tools)
`How Much will Planning Help‘? I 1.7
`The Practical Result of Planning: Freed up Technicians
`The Specific Benefit of Planning Calculated I L10
`Quality and Productivity. Effectiveness and Efficiency I
`Planning Mission I [J3
`Frustration with Planning I L14
`Summary I
`I. I5
`In the Following Chapters I
`
`I 1.7
`
`I.I2
`
`I. 15
`
`
`
`Chapter 1. Planning is Just One Tool; What Other Tools Are Needed? 1.1
`
`I.6
`Work Orclersystem I
`I.9
`Equipment Data nd History I
`Leadership, Management. Communication. Teamwork (Incentive Programs)
`Qualified Personnel
`I LI6
`Classification I LI?
`Hiring I I.l7
`Training I [J8
`Shops. Tool Rooms. and Tools I 1.23
`Storeroom and Rotating Spares
`I 1.25
`Reliability Maintenance I 1.28
`PreventiveMaintenance I 1.28
`Predictive Maintenance I 1.30
`Project Maintenance I
`I.32
`Improved Work Processes I I35 ‘I.
`
`I
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`IJO
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`CiM Ex. 1001 Page 3
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`

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`Plmningpmccss I 58
`Work0rclerForrn I 3.9
`Coding Work Orders I 5.10
`Using and Making a Component Level Frle I 5.15
`2,1Chapter 2. Planning Principles Scoping 3 Job 1 545" Engineering Assistance or Reassignment
`
`I 5.19
`The Planning Vision‘. the Mi-rsron I 2.1
`Developing Planned Level of Detail. Sketching and Drawing I 5.20
`Principle I: Separate Department
`I 2 3
`Craft Skill Level
`I 5.22
`Illustrations I 2.5
`Estimating Work Hours and Job Duration I 5.24
`Principle 2: Focus on Future Work I 2 6
`Pans I 5.28
`Equipment Parts List
`I 5.30
`Illustrations I
`2. I1
`Principle 3:Componcnt Level Files
`I 211
`Purchasing I 5.30
`Storeroom. Reserving. and Staging I 5.32
`Illustrations I 2.15
`Caution on Computerization I 2.16
`Special T0015 I 5.34
`Pr1'nciple4:Estimales Based on PlannerExpertise I 2.17
`.lobSafety I 5.34
`Confined Space 1 5.36
`Illustrations
`I 2.21
`Principle 5: Recognize the Skill of the Crafts
`1 2.23
`Material Safety Data Sheets I 5-36
`Estimating Job Cost
`I 5.36
`Illustrations I 3.27
`Principlefiz Measure Performance withworlc Sampling I 2.29
`CODIIBCIIHEOUIWOIR I’ 5.38
`Illustrations I 2.32
`Insulation I 5.38
`Summary I 2.3.?
`0therContracted Out Work I 5.40
`Closing and Filing after Job Execution I 5.40
`Summary I 5.42
`
`
`
`3.1
`
`'
`
`4.1
`
` Chapter 3. Scheduling Principles
`Why Maintenance Does Not Assign Enough Work I 3.1
`Advance scheduling Is an Allocation I 3.5
`Principle l: Plan for Lowest Required Skill Level
`I 3.6
`Illustrations I 3 8
`Pnnciple 2: Schedules and Job Priorities Are Important
`I 3.9
`Illustrations I 3.11
`Principle 3: Schedule from Forecast offlighest Skills Available I 3.12
`Illustrations
`I 3.14
`Principle 4: Schedule for Every Work Hour Available I 3.15
`Illustrations I 3.17
`Principle 5: Crew Leader Handles Current Day's Work I 3.19
`Illustrations I 3.20
`Principle 6: Measure Perfonnance with Schedule Compliance I 3.21
`Illustrations I 3,24
`Summary I 3.25
`
`I
`P
`th D-fi
`ch ml. 4_ wh t M k
`e
`I erenee and ulls It AI Together
`ap
`a
`a as
`Proactive versus Reactive Maintenance I 4.1
`Extensive versus Minimum Maintenance I 4.5
`Communication and Management Support
`I 4.6
`One P|ant's Performance (Example of Actual Success)
`Dashed Level of Effectiveness
`, 4.8
`Summary I 4.10
`
`I 4.7
`
`'
`
`Resources I 7.3
`CornponentLeveI Files—MiniI'r|es I 7.4
`-
`CI“ ta 5‘ Bas-c P‘
` fiutptnent History Files (Including System Files and Minifilcs)
`A Day in the Life ofa Maintenance Planner
`V2133:apliliislcs;
`I7 12“
`I 5.1
`
`I 7.7
`
`Chapter 7. Forms and Resources Overview
`Forms I 7.2
`
`7.1
`:_ —"'*
`
`'
`
`viii
`
`CONTFNTS
`
`CONTENTS
`
`Maintenance Metrics I 1.36
`5"""““’Y I
`’-4”
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`-
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`I
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`_
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`lg
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`ch3Pt9" 6- Basic scheduling
`Weekly Scheduling I 6.1
`Forecasting Work Hours I 6.!
`5011598 W071‘ D|‘d¢"5 I 6-7
`Allocating Work Orders
`I 6.12
`Staging Parts and Tools I 6-27
`What to Stage I 6.51
`Wm?‘ 10 SWSP I
`'5-32
`Who Should Stage I 6.34
`The Proeessofstaeine I 6.35
`Daily Scheduling I 6.36
`ASSIBNIIIS NEWS I 5-37
`Coordinating with the Operations Group I 6.44
`Handing Out Work Orders I 6.45
`During Each Day I 6.48
`Outage Scheduling I 6.49
`Planning Work Orders for Outages I 6.51
`Kw Compuin Scheduling for outages I an
`' Bel:.ch6m;;k5' and standards Addmsscd I 6'55
`an
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`CiM Ex. 1001 Page 4
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`

`
`1:
`
`CONTENTS
`
`LIONTENTS
`
`xi
`
`
`
`Organization Theory l0l:the Restaurant Story I 10.1
`Selection and Training of Planners I 10.3
`Indicators
`I 10.5
`Planned Coverage I 10.5
`Reactive versus Proactive I 10.6
`Reactive Work Hours I 10.7
`Work Type I 10.8
`Schedule Forecast
`I 10.8
`Schedule Compliance I 10.8
`Wrt:nchTin1e I 10.10
`Minil'tlesMade 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
`
`Appendix D: Sample Work Orders
`
`App-D.1
`
`Appendix E: Step-by-Step Overview of Planner Duties
`
`App-E.1
`
`New Work Orders I App-12.1
`Before Job Scheduling I App-15.2
`Afterlob Scheduling I App-E5
`Afterlob Execution I App-£15
`Other Duties I App-15.5
`
`
`
`Appendix F: Step-by-Step Overviews of Others’ Duties App- .1
`
`
`
`Chapter 11. Conclusion: Start Planning 11.1
`
`Epilogue: An Alternative Day in the Life—May 10, 2000#
`
`I App-1-‘.1
`Maintenance Scheduler
`Maintenance Planning Clerk I App-1-‘.2
`New Work Order I App-1-‘.2
`Afterlob Execution I App-I-‘.2
`Other Duties I App-F.2
`Operations Coordinator
`I App-1-‘.2
`
`Standard Plans I 7.12
`LubeOilManual
`I 7.15
`MSDS I 7.15
`I 7.15
`Plant Schematics
`Rotating or Critical Spares Program I 7.17
`Security of Files
`I 7.17
`Summary I 7.18
`
`Chpter 8. The Computer in Maintenance
`
`8.1
`
`Type of Computerization I 8.2
`Benel'1tswiththeCMMS I 8.4
`Cautions with the CMMS I 8.7
`Lesser Impact with the CMMS I 8.8
`Templtes I 8.8
`Logistics
`I 8.9
`Specific Helpful Features for Planning and Scheduling I 8.12
`Summary I 8.13
`
`Chapter 9. Consideration of Preventive Maintenance, Predictive
`Maintenance, and Project Work
`
`9.1
`
`Preventive Maintenance and Planning I 9.1
`Predictive Maintenance and Planning 1 9.5
`Pmjccl Work and Planning 1 9.6
`
`Chapter 10. Control
`
`10.1 0
`
`I E._i
`Juan. Welder at Alpha X. Inc.
`.lack.PlanneraI.Johnsonlndustries.lnc.
`
`I 13.4
`
`
`
`Appendix A: Concise Text o1Missions, Principles, and Guidelines App-A.1
`
`I App-A.1
`Maintenance Planning Mission Statement
`Maintenance Planning Principles I App-A. 1
`Maintenance Scheduling Principles 1 App-/4.2
`Guidelines for Deciding it‘ Work ls Proactive or Reactive I App-A.2
`Guidelines for Deciding if Work ls Extensive or Minimum Maintenance I App-A3
`Guidelines for Deciding whether to Stage Pans or Tools I App-A.3
`Guidelines for Craft Technicians to Provide Adequate Job Feedback I App-A.4
`
`Appendix B: Forms
`
`Appendix C: What to Buy and Where
`
`App-8.1
`
`App-0.1
`
`Minifile Folders 1 App-C.1
`Minifilelabels I App-C.1
`Miscellaneous Office Supplies
`Equipment Tags I App-C.3
`Wire to Hang Tags on Equipment
`Deficiency Tags
`I App-C.4
`Shep'l'tcltet Holders
`I App-C4
`Open Shelf Files
`I App-C5
`Work Sampling Studies I App-C.5
`CMMS I App-C.5
`
`I App-C2
`
`1 App-C.4
`
`CiM Ex. 1001 Page 5
`
`

`
`Iii
`
`CONTENTS
`
`I App-FJ
`Crew Supervisor
`Before.lol:i Execution I App-F.3
`During Job Execution I App-F.4
`After Job Execution I App-F.-1
`Other Duties
`I App-F.4
`Planning Supervisor
`I App-I-‘.4
`Maintenance Manager
`I App-F.-I
`Maintenance Plannin-Pro'ectMana er
`Maintenance Anulysf ,«
`,i,,,,_,c_5
`E’
`
`-I’-‘.5
`
`I A
`
`W
`
`Appendix G: Sample Work Sampling lWreneh Timel Study:
`"Ministudy"
`App-G.1‘
`
`Work Sampling Study of I&C Maintenance. October-December I993.
`Final Report. March 25. I994 I App-G.I
`Table of Contents I App-G.l'
`Executive Summary I App-G.2
`Introduction I App-G.3
`Category Definitions I App-G.-3
`Study Results
`I App-G.6
`Conclusions I App-G.I2
`Recommendations I App-GJ3
`Attachment A: Procedure for Measuring Work Force Productivity
`by Work Sampling I App-G.I4
`Attachment B: Work Sampling Calculations
`
`I App-G. I6
`
`-il
`
`CONTENTS
`
`xiii
`
`.-’tpp—.I.2
`Work Order Form and Required Fields I
`C MMS Instructions for Plant-Wide Use I App-J.5
`Codes I App-J.8
`Work Order Numbering System I App-J.35
`Manual Distribution I App-J 36
`
`Appendix K: Equipment Schematics and Tagging App-K.t
`
`
`.
`,
`_
`_
`Equipment Tag Numbers I App-K.l'
`Eq”'P"'""‘ Tag C"“"'°“ am] P1a°°'"°"'
`
`I
`
`’1'"”"""t
`
`
`APP9“di" I-3 c°ml'-“-'t9"iz9d Maintenance Managemant 5V‘-“em-5
`'? T T
`Sample Streamlined CMMS Users’ Guide I App-L.I
`Basic Steps and Guidelines for Using CMMS I App-Ll‘
`To Query the Status of the Work Orders
`-' App-L2
`To Query Equipment Data
`App-L-I
`I App L.-I
`To Print :1 Copy of Any Screen. Listing. or Work Order
`Sample Streamlined CMMS Planners‘ Guide I App-L.-I
`CMMS Instructions for Planners
`I
`-lpp-L5
`Sample Plant-Wide Training Outline for CMMS I App-L8
`Sample Milestone Schedule for Implementing a CMMS in Phases
`
`I App-L8
`
`API-3"--7
`
`Appendix M: Setting up a Planning Group
`
`App-M.1
`
`Appendix H: Sample Work Sampling lWrench 1'ime) Study:
`
`App-H.1Full Blnwn stud‘! Setting up a Planning Group in a Traditional Maintenance Organization_
`
`9
`forthe FirstTime I App M.I
`Organization and Interfaces
`I
`.-lpp-M..i‘
`Planners I App-M.5
`Workspace Layout
`I App-M.8
`Management and Control
`I App-M.9
`Redirecting or Fine-Tuning an Existing Planning Group I App-M10
`Considerations
`I App~M.II
`Older Facilities versus Newer Facilities
`I App-M II
`Facilities under Construction I App-M.I2
`Centralized versus Area Maintenance CDIlSldCl'dll0Ih I App-MJ2
`Traditional versus Se|f—Dirccted Work Teams I App M. I2
`
`Work Sampling Study of Mechanical Maintenance. January-March 1993.
`Final Report. April 29. I993 I App-I-LI
`Table of Contents I App-H.I
`Executive Summary I App-H.2
`Introduction I App-H.3
`Category Definitions
`I App-I-[.3
`Study Results I App-HA5
`Time I App-H128
`Conclusions
`I App-H.49
`Recommendations I App-I-L64
`Attachment A: Procedure for Measuring Work Force Productivity
`by Work Sampling I App-I-L64
`I°“'“¢h1‘"=“1 31 W071‘ SWIPIIHE Cfllwlaliflns I -APP-H456
`
`Appendix N: Example Formal Job Description for Planners
`Maintenance Planner
`I App-N.I
`Duties
`I App-NJ
`
` Minimum Qualifications I App-N.2
`App-I. 1
`Appendix I: The Actual Dynamics of Scheduling
`
`App-N. 1
`
`
`
`
`
`Appendix J: Work Order System and Codes
`App-J.1
`.m..
`
`Company Work Order Order System Manual Table of Contents I App-JJ.
`Introduction I App-J.2
`Work Flow I App-1.2
`
`Appendix 0; Exampte Training Tests
`Maintenance Planning Test Number I
`." App-0.1
`Maintenance Planning Test Number 2
`I App-0.3.
`Maintenance Planning Test Number 3
`I App-0 -I
`1.
`
`App-O. 1
`
`CiM Ex. 1001 Page 6
`
`

`
`
`
`We are witnessing a major change in maintenance. It is moving from an equipment repair
`service to a business process for increasing equipment reliability and ensuring plant capac-
`tive cost center mentality for a proactive equipment
`ity. lts practitioners are trading their reac
`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. l 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 plantproductivity and profitability.
`One of my favoritejobs as an editor is the reporting of best practices to the maintenance
`community. 1 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 of the practices leading to maintenance excellence.
`One belief that the leading organizations hold in common is that maintenance is a busi-
`ness process and that fonnal planning and scheduling is key to its success. Yet. there is a
`'
`1 references on the subject. Most articles and conference papers on plan-
`‘
`tegic importance. but they do not delve into the practi-
`cal details because of 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.
`n maintenance operations and then proceeds logically to
`The book positions planning i
`ing and explain how to make planning
`introduce the principles of planning and schedul
`anning preventive maintenance, predic-
`work. Additional sections cover the nuances of pl
`ludes with helpful infonnation on how
`tive maintenance. and project work. The book conc
`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.
`
`Glossary
`
`Bibliography
`
`Index
`—' *' " " —' —‘ —‘ —' “ "
`
`"
`
`“
`
`E
`
`xiv
`
`CONTENTS
`
`FOREWORD
`W-'
`Appendix F: Questions for Managers to Ask to Improve
`Maintenance Planning
`
`.'
`I
`
`6.1
`
`3. 1'
`
`1'. ‘l
`‘
`
`I
`
`I
`
`I
`
`Robert C. Baldwin
`Editor, Maintenance Technology Magazine
`Barrington. IL
`
`CiM Ex. 1001 Page 7
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`

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`______._____..___:.______.
`PREFACE
`
`The Maintenance Planning and Scheduling Handbook shows how to improve dramatically
`theproductivity ofmaintenance. Forexample. agroupof25 maintenance technicians should
`be performing the work of 39 persons when aided by a single maintenance planner. This
`book clearly and simply sets forth the vision, principles. and techniques of maintenance
`planning to allow achievement of this type of improvement in any maintenance program.
`When 1 began writing articles and publishing papers describing the success we had
`achieved in maintenance through maintenance planning. 1 was not surprised by the requests
`for help l received. We had revamped our existing planning organization and the result was
`a total clearance of a large backlog of work that had some work orders in it as old as 2 years.
`The clearing took less than 3 months thus freeing up in-house labor and allowing a sched-
`uled major overhaul to commence without costly contractor assistance. We had been
`through a learningjoumey in the course of our success. Before we got planning “working“
`we had to unleam about as many false notions about planning as we had to learn principles
`to support what it really was. Most of the requests for help I received primarily centered on
`a needjust to get a handle on exactly what maintenance planning was. Eventually McGraw-
`Hill asked that I write this book.
`I believe that maintenance planning has remained an undeveloped area of tremendous
`leverage for maintenance productivity for several reasons. The planning function is posi-
`tioned down in the maintenance group and does not command the plant manager's atten-
`tion. so it is “beneath the plant manager." The techniques require an increased degree of
`organization. coordination. and accountability as well as a loss of some control (which
`somemaintenancesupervisorsmightnotfindappealing).soitis“unnecessarytothemain-
`tenance manager." Finally. the principles of planning are not technical in nature. so it is
`“uninteresting to the plant engineer." Nevertheless, a company seeking to be more com-
`petitive would do well to exploit such an area of leverage. A common saying states that for
`any endeavor. l hour of planning will save 3 hours of work. Maintenance planning saves
`more. After a work order system. planning is the biggest improvement one can make to a
`maintenance program.
`This book considers "planning" as the preparatory work given to individual mainte-
`nance work orders before assigning them to specific craft persons for work execution. This
`preparatory work. when properly done. greatly increases maintenance productivity. There
`exist few actual books in print for maintenance planning and most do not actually address
`planning the way the Maintenance Planning and Scheduling Handbook does. Each of these
`other books is excellent. but they portray maintenance planning as overall maintenance
`strategy or preventive maintenance instead of as preparatory work before work order exe-
`cution. For example. one book focuses on planning maintenance management rather than
`planning work orders. That book emphasizes having detailed work plans for routine pre-
`ventive maintenance. but the actual planning described in detail primarily shows how to
`schedule outage time for working on the equipment. Another book defines and presents
`planning as preventive maintenance or other work decided upon well in advance of execu-
`tion. In other words, there exist two types of maintenance. planned versus reactive. so
`
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`CHAPTER 3
`SCHEDULING PRINCIPLES
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`Effective scheduling is inherent in effective planning. This chapter explains the reason
`why routine maintenance needs scheduling and then presents the principles of effective
`scheduling. Together. these principles create a framework for successful scheduling of
`planned maintenance work. Each principle sets guidelines on how maintenance should
`handle a different portion of the scheduling process.
`Just as for planning. six principles greatly contribute to the overall success of schedul-
`ing. First. planners plan jobs for the lowest required skill levels. Second. the entire plant
`must respect the importance of schedules and job priorities. Third. crew supervisors fore-
`cast available work hours one week ahead by the highest skills available. Fourth, the sched-
`ule assigns planned work for every forecasted work hour available. And sixth, schedule
`compliance joins wrench time to provide the measure of scheduling effectiveness. Figure
`3.1 shows the entire text of these principles.
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`_'
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`Aids such as planning good job scopes and having parts identified and ready make it
`easier to complete maintenance jobs but do not ensure that more work will be done.
`Adopting all six planning principles from Chap. 2 does not ensure that more work will
`be done. The reason why is because these aids and principles make it easier to complete
`individual jobs. That is, each job assigned should be easier to complete than it would
`have been without such help. If a particular job that used to take about six hours now
`takes four hours, that does not mean more work was done. Why‘? The simple reason is
`that still only a single job was done. Figure 3.2 explains that productivity cannot
`increase if supervisors do not assign additional work.
`Supervisors are typically responsible for assigning individual work orders to techni-
`clans. and there are a number of reasons why supervisors might usually assign an insuf-
`ficient amount of work. In concert. these factors perpetuate a powerful culture to
`maintain the status quo. This is not a problem of the personalities of the supervisors. It
`is a system problem encouraged by how plant management has arranged the processes
`of maintenance.
`‘ First, crew supervisors develop a feel for how much work persons should complete
`in a day. During the past years that seasoned supervisors. no planning function
`existed. The plant also may not have had an adequate storeroom, tools, or other
`resources now becoming available. It used to take all day for a few technicians to
`Eomplete one or two work assignments. The technicians had to work hard and stay
`busy rounding up parts and tools. Frequently they had to clarify instructions and job
`-"°°P¢S during job execution. They persevered and completed their one or two jobs.
`
`WHY MAINTENANCE DOES NOT ASSIGN
`ENOUGH WORKm.n.
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`"
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`BASIC PLANNING
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`5.3
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`Atthe close oftheday.Terry walkedto the parkinglot. Hethought abouttheparthe played
`in the high availability that Steam Unit I enjoyed. The backlog ofplanned work allowed the
`scheduling of planned work to match the foiecasted available craft hours for the next week.
`The weekly schedule set a work goal and made the advance coordination ofother crafts and
`pans staging possible.These basicswouldnormally boostworkforcewrench timebeyond the
`35% typical ofindustry to about45%. Keeping the planton a constantlearning curve by using
`infonnation gathered in the niiiiifiles actually increased wrench time to 50%. Technical data
`was available and previous job delays were avoided. As the computer system became more
`developed. wrench time was slowly creeping up to 55%. At 55% the productivity of the 25
`people for which Terry planned would be the same as for 39 people working at only a 35%
`wrench time. The benefitsofplanning actually involvedproductivity andquality savings.The
`productivity savings came fromreducingdelaysduringandbetween assignments._Thequality
`savings came from correctly identifying work scopes and providing for proper instructions.
`mots, and parts to be used. The productivity improvementalso freed up craft. supervision, and
`management time. This allowed them to focus on uoublesomejobs requiring more attention
`and an opportunity to do more proactive work. This proactive work included root cause
`analyses on repair jobs. project work to improve less reliable equipment, and attention. to
`preventive maintenanceandpredictive maintenance. Terry feltgood thathis work in planning
`contributed to a cycle of continuous improvement.
`_
`The following narrative repeats this case with planning principles and concepts affecting
`planning identified.
`_
`_
`Maintenance PlannerTeny Smith came in to work on Wednesday morning looking for-
`ward to another routine day of helping the maintenance department boost its effectiveness
`and efficiency (mission of planning).
`_
`_
`After checking his electronic mail for important bulletins. he went to the waiting-
`to-be-planned file to select work orders (work order system) to plan for Steam Unit 1.
`There were not any reactive-type work orders (reactive versus proactive), so Terry
`returned to his desk to close work orders already completed by maintenance. Teny filed
`information (Principle 2. feedback) on repairs made (history). delays encountered (path
`to improve productivity). and parts (parts lists) and tools (special tools) used for eachJob.
`The closing included totaling the cost for each work order to help guide future repair or
`replace decisions (Principle 5, overall strategy ofjob). On one job it was not clear what
`extra part had been used by the technicians. He made a note to ask them later after the
`break so the plans for future jobs could have the part number available (Principle 2. feed-
`back and future work).
`_
`I
`Now it was about 9:30 and the new work orders had come from the supervisors‘ moming
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`5.2
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`CHAPTER FIVE
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`information recorded by the originator. Terry started with the reactive work orders. Teny
`made a copy of each for note taking and placed the originals in the planner active file by
`his desk. The first job was obviously a simple welding job and required only minimum
`maintenance attention. The other two jobs needed extensive maintenance consideration.
`All of the equipment involved in the jobs had component tag numbers identified on the
`work orders. Only one piece of equipment did not have a corresponding minifile. so Terry
`quickly made a minifile for it. He then entered the work order number and problem descrip-
`tion in each minifile. The entry would also later enable any duplicate work orders to be
`caught by a planner before planning. Terry also checked the computerized maintenance
`management system for each extensive maintenance work order to see a total job history
`for the equipment. For all of the work orders. Teny then made a field inspection.
`Afterward. from his personal experience and the minifile information. he made a planned
`package for the work order. He did this by explaining the work needed on the original work
`order fonns and attaching available technical infonnation from the minifiles. As in the case
`of most plans. he was careful to plan the general strategy of the job and not spend time
`including "how to" details unnecessary for a competent technician. Terry was pleased that
`for one work order he was able to identify a special tool that had slowed down the last job
`when it was not available. He then finished the planning for each job by putting the planned
`package in the "waiting-to-be-scheduled" file and updating the work order status on the
`computer. As was nonnal. all the reactive work was planned before lunch.
`After lunch, Teny concentrated on the proactive work orders in the waiting-to-be-planned
`file. Twojobs required extensive maintenance planning and twojobs required only minimum
`maintenance planning. On the first extensive job. a thennography route had shown a slight
`leak for a valve. A check of the minifile showed that this valve had a history of leaking. The
`second extensive job. for a pump, had no identified component tag number because
`schematics and coded tags were still being developed for that section of the plant. There
`were no minifiles for the pump and the equipment for the minimum maintenance jobs. A
`computer check for each job showed no additional information.
`Terry put on his hard hat and safety glasses. then went out for a field check to scope the
`proactive work orders. He noted that although the valve was in high pressure service. it had
`flange connections and would not require a certified welder. Teny decided to include
`scaffolding in the plan. Since the pump job had no component tag number. Terry attached
`ti temporary tag directly on the pump by the nameplate. One of the minimum maintenance
`jobs was as expected. but he had to clarify the other one with the originator. Teny then
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`WORK ORDER
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`Unit 2 Cntrl Vlv B Strainer (N02~FC-003) high
`differential, needs attention. Def. Tag #037114. No outage.
`Mech crew. Clearance Required. No Confined Space.
`F‘ Bald” 9/11/93 2”“ APPROVAL: S. Brown 9/11/93
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`PLANNING SECTION
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`REQUESTER SECTION
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`WORK ORDER
`REQUESTER SECTION
`#gg§ty11927
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`Unit 2 Cntrl Vlv B Strainer (N02-FC-003) high
`
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`differential, needs attention. Def. Tag #037114. No outage.
`
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`Mech crew. Clearance Required. No Confined Space.
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`F- Bade‘ 9/1”” 23"‘ APPROVAL: S. Brown 9/ll/98
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`5-44
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`CHARTER FIVE
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`BASIC PLANNING
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`5.45
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`PLANNING SECTION
`Clean strainer positioned in front of the control valve.
`Remove strainer element, clean, and replace.
`Replace gasket if needed.
`Labor: 1 Mech 5hr Total labor 10hr
`
`I Helper Shr
`Job duration Shir
`Parts: Strainer lid gasket GSK-RR-130* Qty 1 Cost $l0ea
`Tools: Rags, Can of degreaser, Plastic garbage bags,
`2” combination, 2" impact socket, and impact
`wrench.
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`Planner D. Lee 9/11/98 Job estimate: $260
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`CRAFT FEEDBACK
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`*R.ESERVED
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`{I
`-1
`m.
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`CODING PlanT e RE Group/Syst FC
`Work ype 5
`quip ype18
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`FIGURE 5.1? New work order after the planner improves thejob plan with feedback from previous
`work on equipment.
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`Crew 1-2
`3
`Outage
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`CRAFT FEEDBACK
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`
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`Ii”
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`CODING PlanT e
`Grou/Syst FC Cr
`1-2
`
`Work ype 5
`Equip Type 18
`Ouetavge 0
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`F
`-
`.
`.
`inlgglnlsignirlfi New work order Inter on same equipment after the onginntor completes the
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`‘
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`I
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`|
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`‘
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`l
`'
`l
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`I
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`I
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`I
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`I
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`6.14
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`CHAPTER SIX
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`TABLE 6.4 Plant Backlog for the B Crew Listed by Work Order Number
`
`BASIC SCHEDULING
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`6.15
`
`024
`
`N00
`
`HA
`
`$31
`
`2
`333
`
`HD
`:3?) HP
`
`N00
`N00
`
`2
`
`FW
`HD
`
`DA
`
`2
`
`i
`2
`1
`
`4
`1
`
`3
`
`-,
`
`g
`7
`5
`
`9
`5
`
`3
`
`0
`
`3
`0
`o
`
`0
`0
`
`O
`
`20. 2o
`
`'7
`
`3
`2
`B. 8
`12
`1. 1
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`20. 10
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`17
`
`3
`2
`8
`6
`1
`
`29
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`TABLE 6.5
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`-
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`;
`
`W0 No
`1135
`036
`
`Unit
`N00
`N00
`
`System
`KD
`FW
`
`Priority
`1
`1
`
`1
`1
`1
`1
`1
`
`5
`5
`5
`5
`5
`
`Outage
`0
`0
`
`o
`0
`0
`0
`0
`
`3. 3
`4 4
`'
`8
`5
`1.1
`
`8
`4
`4
`3
`1
`
`
`
`l
`
`I
`l_,i
`
`,
`I
`...
`"II
`.
`!
`I!
`;,
`
`I
`
`1 tech
`N00
`035
`; afptg
`N00
`036
`1 '“°°“'
`N00
`031
`”‘°'P°’
`1 iccii.
`1 helper
`MI
`038
`2
`2, 2
`1 .,,,1dc,_
`0
`8
`2
`Nm F0
`039
`I helper
`I
`
`10
`10.10
`1 welder.
`o
`3
`3
`N02
`FD
`040
`
`
`1 helper
`
`
`4
`4' 4
`I tech.
`0
`5
`I
`N00
`F0
`041
`
`
`I h I
`
`
`4