Wpse Guide

Shell Exploration & Production
Work Preparation,
Scheduling and
Execution
Process Guide
Operational Excellence
Delivering Continuous Performance Improvement
Restricted
EP 2006-5445
Restricted EP 2006-5445
Work Preparation, Scheduling and Execution Process Guide
Reviewed by: EPT - Maintenance and Integrity Discipline Leadership Team
Approved by and custodian of: Global Discipline Head Maintenance and Integrity (EPT-O-TFMI)
Date of issue: December 2006
ECCN number: Not subject to EAR - No US content
This Document is classified as Restricted to Shell Personnel Only. Shell Personnel includes all staff with a personal contract with a
Shell Group Company, designated Associate Companies and Contractors working on Shell projects who have signed a
confidentiality agreement with a Shell Group Company. Issuance of this document is restricted to staff employed by a Shell Group
Company. Neither the whole nor any part of this document may be disclosed to Non-Shell Personnel without the prior written
consent of the copyright owners.
Copyright 2006 SIEP B.V.
SHELL INTERNATIONAL EXPLORATION AND PRODUCTION B.V., RIJSWIJK
Further electronic copies can be obtained from the Global EP Library, Rijswijk.
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Contents
The Business Context ...................................................................................................................................................1

Introduction ............................................................................................................................................................1
Structure of this Guide..............................................................................................................................................2
Work Preparation, Scheduling and Execution Process .....................................................................................................3

Overview ..............................................................................................................................................................3
1. Identify and Prioritise...............................................................................................................................................8

Introduction ............................................................................................................................................................8
Best in Class Standard .............................................................................................................................................8
1.1
Identify Need for Work....................................................................................................................................9
1.2
Prioritise ......................................................................................................................................................10
1.3
Assess Suitability for Maintenance Work Process ................................................................................................12
1.4
Approve Work Request ..................................................................................................................................12
2. Work Preparation .................................................................................................................................................13

Introduction ..........................................................................................................................................................13
Best in Class Standard ...........................................................................................................................................15
2.1
Review PM Requirements................................................................................................................................16
2.2
Prepare PM Work Pack..................................................................................................................................16
2.3
Review and Adjust Maintenance Reference Plan .................................................................................................16
2.4
Call Work Orders.........................................................................................................................................17
2.5
Select Work Order........................................................................................................................................17
2.6
Diagnose the Problem....................................................................................................................................17
2.7
Prepare CM Work Pack.................................................................................................................................17
2.8
Identify Resource, Material and Service Requirements for the Job ...........................................................................18
2.9
Identify Shutdown Requirements .......................................................................................................................20
2.10 Determine Earliest Start Dates ..........................................................................................................................20

2.11 Release Work Order .....................................................................................................................................20
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2.12 Check Scope for Variation in Requirements ......................................................................................................21

2.13 Monitor Target Dates ....................................................................................................................................21
2.14 Confirm Ready for Scheduling ........................................................................................................................21
3. Schedule..............................................................................................................................................................22
Introduction ..........................................................................................................................................................22
3.1
Review and Select Prepared PM and CM Work.................................................................................................24
3.2
Create 14-day Integrated Schedule..................................................................................................................25
3.3
Approve 14-day Schedule and Freeze 7-day Schedule .......................................................................................26
3.4
Communicate the Schedule ............................................................................................................................27
4. Execute................................................................................................................................................................28
Introduction ..........................................................................................................................................................28
4.1
Confirm Job Readiness and Allocate to Team .....................................................................................................30
4.2
Prepare Site and hold Toolbox Talk ..................................................................................................................30
4.3
Execute Work ..............................................................................................................................................30
4.4
Identify Emergent Work..................................................................................................................................31
4.5
Leave Worksite Clean and Report Daily Progress................................................................................................32
4.6
Confirm Completion and Hand Back to Production .............................................................................................32
5. Close Out ............................................................................................................................................................33

Introduction ..........................................................................................................................................................33
ii
5.1
Report Technical History .................................................................................................................................34
5.2
Determine RCA Requirement ...........................................................................................................................35
5.3
Complete Work Pack Feedback ......................................................................................................................35
5.4
Finalise Work Order and Initiate Payment .........................................................................................................35
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Contents
6. Analyse ...............................................................................................................................................................36
Introduction ..........................................................................................................................................................36
6.1
Review Measures..........................................................................................................................................37
6.2
Audit WPSE Process ......................................................................................................................................38
6.3
Review Work Preparation Satisfaction Data .......................................................................................................38
6.4
Review Equipment History ..............................................................................................................................38
Appendix 1 - Roles within the WPSE Process................................................................................................................39
Appendix 2 - Detailed Process Steps ...........................................................................................................................45
iii
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Business Context
Introduction
This guide covers work preparation, scheduling and execution
(WPSE) activities within the EP 72 and EP 71 business
processes, from the identification of corrective work or the
generation of preventive work, through to the close out of the
job.
Many studies have proven that top quartile operations prepare

over 95% of all their maintenance activities and have less than
2% of emergency work (i.e. schedule breakers). Properly
prepared and scheduled work is three to four times less
expensive than unprepared work.
The essence of doing work preparation, scheduling and

execution is to enable:
Not having the correct parts, tools and skills in the right place
at the right time results in waste in the form of:
Doing a job right the first time and on time

i.e., the right work, at the right place and time, with the right
tools, materials and people.
The process contained in this guide is based on industry best
practice. It will provide the information to help to move towards
top quartile performance. Performing this process correctly will
result in:
delays, confusion and lost time

inadequate co-ordination of materials resulting in false starts,
delays or makeshift repairs
poor co-ordination of crafts/disciplines resulting in excessive
waiting time and idle personnel
poor timing of equipment isolation and shutdown resulting in
excessive downtime
high levels of team productivity
poor quality of work, jeopardising future reliability.
reduced downtime of critical equipment
Preparation can improve productivity by eliminating these

problems. Productivity of 25% - 35% is quite typical, but simply
implementing a work preparation and scheduling process
should help improve productivity to about 45%. As records and
information become mature to allow for the avoidance of
problems in past jobs, productivity should increase to 60%.
reduced waste
improved safety by performing work in a prepared way.
In this document, work preparation means the translation of a
brief description of the problem or required work into a
collation of the right instructions and procedures, materials,
tools, numbers of competent staff and appropriate supporting
facilities (e.g. scaffolding), which, after scheduling, will arrive at
the location on time.
Correct prioritisation of work and proactively preparing
activities through high quality work preparation, combined with
accurate scheduling, will lead to a more stable work
environment. This will reduce deferments and breakdowns,
improve integrity and safety, and provide additional job
satisfaction and ownership to technicians and supervisors.
In many areas within the business, work preparation has been

an under-rated skill. To assist in its resurrection, this guide
includes:
job descriptions for work preparers and schedulers
a troubleshooting guide to assist improving work
preparation, scheduling and execution
associated measures to assist in determining the health of the
process.
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The process is described in the summary section independent of

any particular Computerised Maintenance Management System
(CMMS). However, it should be noted that a CMMS is
necessary for the efficient execution of this process.
Appendix 1 - Roles within the WPSE process
The Shell EP standard CMMS is SAP Blueprint (SAP BLP). The

use of SAP BLP is, therefore, assumed as the CMMS supporting
this process. It is referred to throughout the detailed steps and
the appendices as the tool providing support for the necessary
transactions and generation of the associated measures.
Appendix 2 - Detailed process steps
This contains an overview of the roles required within the work

preparation, scheduling and execution process.
This appendix provides process flow diagrams that detail the

process step-by-step with key decision points.
CD Appendices
Structure of this guide
The CD appendices contain:
This guide has been divided into six chapters, plus appendices
which are included as a CD-ROM and can be found on the
inside back cover.
job aids such as checklists
Introduction
dos and donts
This contains a general introduction to the guide and the WPSE

process for all readers.
a troubleshooting guide
Work preparation, scheduling and execution

process
This provides an overview of the process, highlighting the main
requirements and explaining why these are important to the
success of the process and the business. This information will be
useful for managers who require an overview of how the
process should work.
WPSE process forms
detailed work instructions for all steps of the process that

require SAP BLP to be used
a glossary.
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Work Preparation, Scheduling and Execution Process
Work Preparation, Scheduling and

Execution Process
Overview
The work preparation, scheduling and execution process is
illustrated in Figure 1. A definition of each of the main areas
(or zones) follows and are described in more detail in the main
chapters of this guide and in the CD appendices.
A summary process flow diagram for each activity is shown in

the main chapters and a detailed process flow diagram is
shown in appendix 2.
Figure 1: Work Preparation, Scheduling and Execution
Identify and
Prioritise Zone
Work Preparation
Zone
Prepare
preventive
work
Close Out Zone Analyse Zone
Long term
scheduling
of MRP
Monitor
and
confirm
Identify and
prioritise
corrective
work
Schedule Zone Execute Zone
Create
integrated
maintenance
schedule
Execute
Close Out
Analyse
Prepare
corrective
work
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Identify and Prioritise
Schedule
Identification enables sufficient information to be provided so

that the work can be properly prepared and scheduled. This
step describes the activities required to identify, prioritise and
approve corrective work requests. The work requests are
screened, prioritised and approved in a daily review meeting.
The primary objective of scheduling is having work done in an

optimised coordinated sequence and at the right time by the
right people. This step describes:
The end product of this stage is an approved work request that

can proceed to the work preparation stage. The requirement for
and criticality of preventive maintenance work is identified
through the reliability management process and is not covered
in this guide.
Work Preparation
Work preparation enables accurate scheduling and efficient
execution and quality of work. This step describes the activities
required to diagnose a problem, determine the work scope
required, create a work order, and ensure each maintenance
work order is properly scoped and estimated. During work
preparation, the required resources, materials and services are
estimated. The skill levels and time estimates are specified in the
work packs, allowing the scheduler to assign an appropriate
job duration to the technicians. These are critical steps in the
overall process and can have a sizeable impact on the overall
maintenance productivity. It also allows for a review of the full
estimated cost on larger jobs to ensure they fall within budget.
The work preparation section ends when a job is fully scoped
and work constraints such as the date that materials and
services will be on site is certain.
the need to be aware of resource capacities and staff

competencies so that the schedule can be optimised.
the activities required to manage the inventory of prepared
work and create a 14-day schedule. The schedule should
refer back to windows of opportunity from the Integrated
Activity Plans. These activities include the 14-day schedule
meeting which subsequently leads to the freezing of the first
7 days schedule and the review of performance against the
schedule for the previous week. This forms the datum from
which schedule compliance can be measured.
The scheduling activity involves optimising the efficiency of the
resources that the asset has available to execute work. This is
achieved within the context of internal and external constraints
and priorities.
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Execute
Analyse
The primary objective of execution is to carry out a safe, quality

job, efficiently and as scheduled. This step describes the field
activities that take place.
Analysis of performance is necessary to enable continuous

improvement. This step describes the activities required to
review the performance of the work preparation, scheduling
and execution process.
It covers the progression of work and resources from daily

scheduling and allocation of the job through to confirmation of
the work being done. This includes distribution of a work order,
preparation of the work site, doing the job, restoring equipment
to a safe operational condition and the confirmation of the work
order. It also includes the re-prioritisation for the following day
should unforeseen approved high priority emergency work have
to be incorporated.
The end product of this stage is a job done effectively and
efficiently and confirmed as physically complete.
Close Out
Capturing history provides information to improve reliability of
equipment and reduce the cost of ownership. This step
describes the activities required to technically close out the work
order and endorse payment.
It covers the analysis of data at three levels. Firstly, the process

measures (as highlighted throughout this standard) are analysed
on a weekly basis to understand where the WPSE process can
be improved. Secondly, the measures are reviewed on a
monthly basis by management to ascertain trends. Thirdly, the
WPSE process should be audited internally by the asset to
reinforce good performance and identify opportunities for
improvement.
These three reviews should be carried out on a continual basis
and immediate feedback should be given at the relevant review
meetings. Additionally, the equipment data registered in the
WPSE process is the basis for reviews in the context of other
business processes such as RCA and ORIP.
It covers the history reporting of man-hours spent, details of the

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

Execution Process
Prepare
Preventive Work
Long Term
Scheduling of MRP
2.1
Review PM
requirements
2.3
Review and
adjust
Maintenance
Reference Plan
Monitor and Confirm
2.2
Prepare PM
work pack
2.4
Call work
orders
2.12
Check scope
for variation in
requirements
2.13
Monitor target
dates
Identify &
Prioritise Corrective
Work
Prepare Corrective
Work
1.1
Identify need
for work
2.5
Select work
order
2.9
Identify
shutdown
requirements
1.2
Prioritise
2.6
Diagnose the
problem
2.10
Determine
earliest
start dates
1.3
Assess
suitability for
maintenance
work process
2.7
Prepare CM
work pack
2.11
Release work
order
1.4
Approve work
request
2.8
Identify resource,
material and
service
requirements
for the job
2.14
Confirm ready
for scheduling
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Create Integrated
Maintenance
Schedule
Execute
Close Out
Analyse
3.1
Review and
select prepared
PM and CM
work
4.1
Confirm job
readiness and
allocate to
team
5.1
Report
technical
history
6.1
Review
measures
3.2
Create 14-day
integrated
schedule
4.2
Prepare site
and hold
toolbox talk
5.2
Determine
RCA
requirement
6.2
Audit WPSE
process
3.3
Approve
14-day
schedule and
freeze 7-day
schedule
4.3
Execute work
5.3
Complete
work pack
feedback
6.3
Review work
preparation
satisfaction
data
3.4
Communicate
the schedule
4.4
Identify
emergent
work
5.4
Finalise work
order and
initiate
payment
6.4
Review
equipment
history
4.5
Leave worksite
clean and
report daily
progress
4.6
Confirm
completion
and hand back
to production
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1. Identify and Prioritise

Introduction
Identification enables sufficient information to be provided so
that the work can be properly prepared and scheduled. This
step describes the activities required to identify and approve
corrective work requests.
The work requests are screened, prioritised and approved in

a daily review meeting.
The end product of this stage is an approved work request.
Metrics Listing
Number
Measure
Industry Average
Top Quartile
Tracking Frequency
8.P.2
Emergency Maintenance Work
10%
2%
Schedule creation frequency
8.S.9
Corrective Maintenance completed within documented

timeframe
90%
>98%
Monthly
11.S.4
Notification approval time
2 days
1 day
Monthly
Process Map
Best in Class Standard

Work Identification
Identify need for work

1.1
Work requests are well written (evidence of coaching).

Minimal duplicate work orders.
Prioritise
1.2
Assess suitability for

maintenance work process
1.3
Approve
work request
1.4
Assessment
Prioritisation for all work types is owned, and
consistently applied, by Production. (Assessment aids
such as a CMPT matrix and requests for cross-functional
feedback are utilised.).
Emergency/urgent work levels are measured and
minimised through frequent review and debate.
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1.1
Identify need for work
Work requests can originate from many sources, including field

activities, breakdowns, failures, root cause analyses and EITs.
Everyone should be able to raise a work request although, in
practice, field personnel usually raise them. Whatever the
source, the work requests should be raised using the same
process and in the same CMMS. No work should be carried
out unless a work request has been raised and approved.
All work requests must be entered into the CMMS so that they
are logged and can be processed effectively and progressed.
Using a paper system is not advisable as it may lead to delays.
Every effort should be made to ensure data is accurate at this
creation stage, with particular focus on the Problem Description,
Functional Location of the equipment that requires repair, Priority,
and the Planner Group and Main Work Centre (to identify who
will carry out the work).
As a minimum, the originator of a work request must include:
a clear title
a short description of the fault or the work required
Functional Location and/or Equipment ID
the estimated priority
the breakdown indicator if known at the time
the originators full name
the ease of access to equipment
Inadequate or inaccurate information leads to wasted time,

effort and possibly unnecessary work or a delay in progressing
work. Imagine yourself picking up the request a week later
consider if it is really clear what the problem is and what work
is being requested and why.
Some work requests are so urgent, with critical safety or
emergency impact, that they will need to be executed within
hours of the breakdown. Approval from field supervision should
be sought for these jobs. The number of jobs in this category
should be severely limited and always investigated using Root
Cause Analysis (see the RCA process guide for more
information).
Quality check of work request
The Daily Review Meeting
This action, along with the following three actions (1.2 1.4),
should take place in the daily review meeting. This meeting
connects the maintenance and production field staff with the
supporting staff who will progress the preparation and
scheduling of the work. All new work requests should be
reviewed with the exception of urgent events.
The representatives at the daily review meeting should confirm
that the requirements of the request are sufficiently clear and that
the notification has all the relevant information required.
Specifically they should:
confirm that the description of the problem provided is as
clear and complete as possible
the Maintenance discipline/trade.

Note: It is essential that the Functional Location/Equipment
ID provided on the work request truly reflects where the
problem is or where the work is to be performed and is input
at the lowest level at which the problem can be identified.
For example, if the fault is on an electric motor then use the
Functional Location at the package level.
indicate the temporary mitigation in place whilst awaiting the

repair if applicable
verify the requesters name
validate the Functional Location and/or Equipment ID
review the description of the required work or service for
clarity and completeness
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check the breakdown indicator if known at the time
help rank work so that the highest priority work is performed

first
check that the correct Work Centre has been assigned

review any Technical Integrity related issues that may need
attention.
If there is not enough information in the work request, it should
be returned to the originator for clarification and completion of
all the necessary information.
1.2
Prioritise
Every request for corrective maintenance must be prioritised

using the Corrective Maintenance Prioritisation Tool (CMPT).
This determines the timeframe in which the repair should be
undertaken.
The process of prioritisation at the daily review meeting aims to:
establish a common understanding of the risk to the business
if repair work is not executed
assist in building effective and stable schedules
allow consistency of quantifying the priority of work

allow a discussion over the suitability of the mitigation.
By assessing each request, it is possible to enable the preparers
and schedulers to focus on the right work at the right time. The
setting of priorities can be emotive as the frames of reference
for different people can be different leading to subjective
decisions. The CMPT provides everyone with a tool to take the
subjectivity out of the prioritisation process.
Without a tool such as the CMPT, it is not unusual for the first
production shift team to rank the importance of a job differently
to the following shift team.
By effectively prioritising work, it is possible to identify true
emergency work and allow non-emergency work to be
addressed at an appropriate time when it has been properly
prepared. Figure 2 shows the effect of emergency work. The
aim is to avoid disruption of schedules as disruption creates a
large burden for the maintenance function and is highly
inefficient.
Figure 2: Effect of emergency work

Incoming
Notifications
Weekly
Schedule
Daily
Schedule
Emergency Work
Incoming Work Unplanned
Prepared Work Ready to Schedule

Outstanding Work
10
CM Low Priority
Easy Break-in
Emergency
CM
CM
PM
PM
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The representatives in the daily review meeting will use the

CMPT to evaluate the risk of newly raised corrective work
request. They should take into account:
the operational state of the installation, such as other related
defects awaiting repair and operational constraints
the mitigating actions that have been or can be taken.
It is essential that the final prioritisation is the result of a team
discussion taking into account all possible related factors.
Figure 3 shows the CMPT. Detailed guidance on how to use it
can be found in the CMPT User Guide.
It is worth noting that many people confuse priority with
scheduled start date. Allocating a low priority does not
automatically mean that a job will not be scheduled for many
months. It merely defines its relative importance and the Latest
Allowed Finish Date (LAFD) for the activity. The job may well be
scheduled much earlier than the LAFD depending on suitable
scheduling opportunities.
The LAFD is the date by which a job must be technically
complete to retain reasonable certainty that any temporary
mitigation remains robust. If the job is not completed by that
Figure 3: CMPT
No Injury
or Health
Effect
No
Effect
No
Impact
Slight
Slight
Slight
Damage
Effect
Impact
Slight
Deferment
Loss <$10K
Minor
Minor
Minor
Minor
Damage
Injury
Effect
Impact
Minor
or Health Deferment
Effect Loss <$100K
Moderate
Major
Moderate Moderate
Damage
Injury or
Effect
Impact
Moderate
Health
Deferment
Effect
Loss <$1M
Permanent
Major
Major
Major
Total
Damage
Effect
Impact
Disability
Major
or up to 3 Deferment
Fatalities Loss <$10M
Extensive
More than Damage
Massive
Massive
3 Fatalities Loss &
Effect
Impact
Deferment
>$10M
Slight
Injury
or Health
Effect
Severity
Personnel
Welfare
Asset
A
No
Damage
No
Deferment
Likelihood of Consequence Occurring

Reputation/
Environmental
Consequences
Damage/
Deferment
(Financial Risk)
In the example of the loose handrail, rather than raise a high

priority job to repair it, the area could be barricaded off and a
lower priority job raised for a suitable repair. This would allow
time for the job to be properly prepared and scheduled.
Based upon the priority, the Latest Allowed Finish Date will be
fixed. LAFD is used to determine compliance measures.
People
For example, an operator may notice that a handrail is loose

and could fall away if leaned on. Because of the safety risk the
work could be raised as an emergency. However, actions can
be taken to temporarily mitigate any immediate consequences
before the CMPT is used.
date, the appropriate authority must check the mitigating

actions.
(Safety Risk)
Taking appropriate mitigating action can reduce the amount of

emergency work. When a failure has occurred there will
generally be immediate consequences.
Likely to 3 Months to
12 Months
Occur
>12 Months Not Likely
Not Likely Within 3
Within 12 Months
Months
A
2 Weeks to
3 Months
Not Likely
Within
2 Weeks
2 Days to
2 Weeks
Not Likely
Within 2
Days
Occurring
NOW or
Likely to
Occur
Within
1-2 Days
E
Review Requirements to Progress Work
Maintenance Schedule Prioritisation

Priority
Priority Setting
Latest Allowed
Finish Date
Routine Priority
12 Months
Routine Priority
6 Months
Routine Priority
8 Weeks
Routine Priority
4 Weeks
Routine Priority
2 Weeks
Urgent Priority
Immediate
Emergency Priority
Immediate
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Work request not justified

If it is decided at the Daily Review Meeting that the work
request is not to be progressed, it should be cancelled and
feedback should always be provided to the originator.
Determine if break into schedule is required
Before reaching the daily review meeting the requester may
have concluded that the corrective work is an urgent emergency
(priority 1 or 2).
In determining whether or not the required work is an
emergency, the requestor will decide if a robust temporary
mitigation is possible to remove the following:
immediate danger to life or safety
an imminent/existing environmental incident
a serious impact on production
danger to capital equipment.
If the answer is no to any one of the above and the priority is
determined to be level 1 or 2, the senior facility leadership
(such as the Offshore Installation Manager) needs to be notified
immediately. The leader should assess whether there are any
further mitigating actions that can be taken.
Key production and maintenance personnel should assess all
breakdown and emergency activities to decide if the activity
justifies breaking into the schedule. If a break into the schedule
is agreed, they should assess the impact on the schedule,
identify any conflicts and inform key production and
maintenance personnel and seek agreement beforehand.
Metrics
8.P.2
Emergency Maintenance Work
Ideally, once work activities are prepared and scheduled

they should take place as scheduled. There will sometimes
be emergencies, but if all maintenance activities have been
carried out properly, they will amount to only 2% for best-inclass companies.
1.3
Assess suitability for maintenance work

process
If the work request covers a requirement that leads to a

modification or a change to the design and is not related to the
restoration of an equipment function via maintenance, the
request should not progress through this process. The local plant
change procedure should be followed starting with a plant
change request.
Work requests may also be raised for jobs that require very little
preparation (including permitry) and, subject to competency,
requesters should consider doing it themselves. Examples could
be:
cleaning
valve gland tightening
rubbish requiring removal.
If this is the case, the requester should be informed that they
should do the job (and what they should do). This step aims to
avoid very low effort tasks filling the process.
1.4
Approve Work Request
It should be verified that the request is valid and supported by

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

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

2.6
2.2
Monitor target dates

2.13
Long Term Scheduling

of MRP
Review and adjust
Maintenance Reference
Plan
2.3
Call work orders

2.4
Prepare CM work pack

2.7
Identify resource, material

& service requirements
for the job
2.8
Identity shutdown
requirements
2.9
Determine earliest
start date
2.10
Release work order

2.11
14
Confirm ready for

scheduling
2.14
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Work preparers are respected by, and have good
relationships with, the technicians and supervisors; the
continuous improvement loop is entrenched in the culture.
As a minimum, work preparers are experienced, top level
technicians who are trained in preparation techniques.
Work preparers are organised into a separate department
from the craft teams that is:
focused on the future
specialising in preparation techniques.
Equipment bill of materials functionality is used.
All PM activities are prepared, not just scheduled.
All goods and material transaction processing occurs
through the work order.
Job bundling occurs to help set scheduling targets.
Work preparer time is measured, targeting this resource
on three specific areas of the business process:
Productivity is the primary measure of workforce efficiency

and of preparing and scheduling effectiveness. It is
understood that the true sources of delay typically come
from the management systems and not the workforce.
The backlog of jobs requiring preparing is measured and
actively managed.
Work preparers focus on the what and the how,
tradesmen focus on the how.
Schedulers focus on the who and the when.
Establishing Target Dates
Weeks to Clear Backlog is based on prepared jobs.
Discipline and/or geographical targets are utilised.
Scheduling prepared jobs into the future is encouraged
and measured (understand longer term manpower
availability).
PM Compliance measures the effectiveness of the
system/process that generates PM occurrence; Schedule
compliance measures the effectiveness of the organisation.
preparation 60%
establishing target dates 20%
feedback and follow-up 20% (includes integration with
other processes and library work pack continuous
improvement).
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2.1
Review PM Requirements
Periodically, the work preparer must review all preventive

maintenance requirements and determine if any new preventive
maintenance change requests have been identified which
require preparation. At this stage the task and frequency has
been determined and approved in the RRM process. These
requirements can come from a number of interfacing processes,
such as RCA or RRM, but should always be initiated by the use
of a change request.
2.2
Prepare PM work pack
For any new preventive maintenance preparation requirement,

the work preparer should determine if there is a library work
pack already available. These work packs (or task lists) should
be coded according to equipment types and be available on
asset specific library/livelink.
If a library work pack is available, and it is appropriate for the
requirement, it should be used or adjusted to make it
appropriate for the new task.
If there is no suitable library work pack then a new plan must
be created. Previous jobs and the CMMS history should be
reviewed to incorporate any appropriate information.
Quality check points (hold points for inspection) and validation
checks for SCE work must also be highlighted in the job steps.
The level of detail required for each work pack should reflect
the competency and complexity required to perform the job.
Materials and Services
Using the activity task list, the work preparer should determine if
any additional materials, services or special tools are required
and these should be assigned as appropriate. More information
about the selection of materials and services is contained in
step 2.8.
16
The maintenance item should be created in the CMMS,

identifying the procedure and all the operations required to
perform the task. The preventive maintenance plan should then
be finalised and the trigger date for the first work order set. Job
Hazard Assessments should be written for the work packs,
setting out the risks anticipated and the mitigations required
when performing the maintenance tasks.
Long Term Scheduling of MRP

2.3
Review and adjust Maintenance Reference

Plan
The 52-week preventive schedule should be reviewed

periodically (typically every three months) to allow for the
addition of any new or modified PM tasks or to delete obsolete
tasks and ensure the continued efficient use of plant and
resource.
The contents of the Asset Reference Plan should be reviewed,
including any new PM tasks, and it should be ascertained
when the shutdown windows will be or when there may be
suitable opportunities for maintenance activities. The 52-week
preventive schedule should then be adjusted to include any new
tasks and ensure efficient resource usage and timing with any
shutdown windows and to utilise periods of reduced production
opportunities.
The PM tasks should also be reviewed to identify if any are no
longer required. This may be due to, for example, equipment
being taken out of service and de-commissioned. If there are
PM tasks that are no longer required, they should be removed
from the schedule and the appropriate change control applied.
A final review of the 52-week schedule should take place once
all new tasks have been added and obsolete tasks taken out to
ensure that the schedule makes optimum use of all resources
and opportunities.
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Review cost and labour capacity requirements
2.6
Once the 52-week schedule is agreed, the estimated costs of

all the preventive tasks must be added together to give an
overall rolling annual cost of the schedule. This should then be
compared to understand where the cost constraints exist.
It is the responsibility of the work preparer to do a first level

diagnosis of the problem. The work preparer will likely need to
visit the site of the problem to determine the failure mode before
scoping the work. If the preparer is unsure about any elements
of a task (either diagnosis or determining the scope) s/he
should seek the advice of specialists.
The estimated labour capacity requirement for the preventive

tasks should also be added together to give an overall labour
requirement for the next 12 months. This will assist with
appropriate resource planning.
The cost of the 52-week schedule and the labour capacity
requirement should be reviewed to ensure that the schedule can
be met. If there is an issue with cost or resource, then consider
if any changes could be made to the schedule or preparation
of the jobs.
Note: The accuracy of the estimates is affected by poorly
prepared PMs in the schedule.
2.4
Call work orders
Work orders should be created for each PM task.
Prepare Corrective Work

2.5
Select work order
Approved corrective work requests are to be reviewed daily

and progressed to a work order. The work preparer should
have no more than one weeks backlog of work orders to
prepare. In particular, they should not defer the preparation of
low priority work orders in case they require long lead-time
items. The work preparer should run a standard CMMS report
daily to monitor the backlog of approved work requests ready
to be turned into work orders.
The creation of the work order gives authority to the work
preparer to begin preparing the work.
Diagnose the problem
Photographs can help enormously if a site visit is not possible.

Photographs of what or where the problem is would be
particularly useful. The work preparer should also make use of
any photographs that have been included in the previous history
of the equipment.
The work preparer should write down the identified problem
and cause, scope of the job and the results of the research to
help the maintenance technician. If there are procedures,
sketches, specifications or drawings deemed necessary, they
should be included in the work pack.
When investigating any requested work, the work preparer may
find that the details on the work request are inaccurate and may
not reflect the true problem. The work preparer should correct
the text. The consequences of mistaking the true cause of the
problem will likely result in rework during execution in the field.
This can be mitigated by ensuring work preparers have a very
high level of technical skill. An experienced discipline
technician will be aware of common failure modes and will
know what to look for during repair.
2.7
Prepare CM work pack
When the scope of the job has been determined, the work
preparer should develop a work pack. This will contain as
much or as little information as is required by the technicians to
complete the job effectively and efficiently. If there is an existing
work pack it should be used and the copied data modified if
necessary to suit the new activity.
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If there is no existing work pack the data will need to be

entered in the work order. In this case, the work preparer will
need to scope the job, i.e. identify all the work required.
The work preparer should determine if there are known
conditions at the job site or actions involved in executing the
task list that will affect personal safety or risk to other
operations. An assessment of the risk and complexity of the
required tasks should be made. For each special safety
concern, the work preparer should:
The work preparer develops the work hours and job duration
estimates from personal judgement and historical information
from similar previous jobs. The work preparer should aim to
estimate the hours reasonably required by experienced
craftsmen without unexpected delay. This means the work
preparer should reflect not just the wrench time, but time to
travel to the job, the time to get materials and include break
times but not time to find unexpected parts or tools that were
not originally identified.
Materials
produce a Job Hazard Assessment

evaluate the work related impact in terms of extra time
required for site preparation, extra facilities or manning
required to support the activity
specify information sheets required by the technician (e.g.
chemical data sheets or specific procedures).
Many work requests involve consumption of material

components. The work preparer can greatly improve
productivity by identifying materials and ensuring their
availability before the job begins.
These materials must be identified in the work pack against a
specific operation. Materials can be selected from:
The Permit to Work standard should be used for guidance on

the required level of planning, detailed procedures and the
approvals needed to execute the job.
Bills of Materials (BOMs a list of spare parts associated

with an equipment type or tag number)
2.8
the material catalogue. This is a list of all stocked and nonstocked materials.
Identify resource, material and service

requirements for the job
Work preparers identify the required craft skills (work centres)

and hours needed on the work order. By preparing each job
to the lowest qualified skill level, the work preparer increases
flexibility for the schedulers and supervisors in selecting or
assigning jobs. The work hours required per craft/discipline
should be captured in the work order and the job duration also
specified.
This information will be useful for a number of reasons:
to enable efficient scheduling of the work
for operators to know how long equipment should remain
cleared and unavailable
for considering what work could be carried out in a short
outage situation.
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Priority should always be given to choosing catalogued

materials. Materials that are not catalogued (generic materials)
should only be chosen as a last resort as they require supplier
selection and negotiation before they can be ordered. The
procurement personnel will expedite the materials, determine the
delivery date and communicate back to the originator of the
request. A Materials Master Record (MMR) should be created if
it is likely there will be a requirement for the same material in
the future. Finally, the work preparer should review when these
materials will be available at the facility by using standard
reports in the CMMS. S/he should review the proposed dates
for materials that dont meet the Required on Site date to
identify when materials will be available.
It is important to have an accurate and complete materials list
on the work order to draw attention to any material constraints.
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Services
Similar to materials, external services can be procured by
specifying them in the work order. In the normal and preferred
case, the service is procured by calling off an existing contract.
If there is no existing contract, one will have to be tendered
and awarded, adding to the delay in preparing a job.
Metrics
8.S.1
Estimating accuracy on all jobs
This is a measure of the accuracy of the estimated cost and

man-hours to execute preventive and prepared corrective
work orders compared to the actual cost and man-hours
required.
Special Tools
A special tool is any tool that would not normally be carried in
a craft toolbox.
By identifying special tools in the work pack, the technician will
be able to gather all the tools necessary to complete the job
before going to the job site and avoid extra trips later, thus
boosting productivity. The work preparer should ensure these
tools will be made available and remind the technician of their
location (e.g. a specific store room or with a specialist vendor).
There may also be a requirement for specialist equipment in
order to gain access to the equipment, such as scaffolding.
The primary source for special tools is the work preparers
personal experience and information from past jobs. There may
also be lists of special tools recommended by the manufacturers
or vendors in the Production or Maintenance manuals.
Care should also be taken to ensure the correctly rated tools
are supplied e.g. correctly rated EX tools in areas with a
potentially flammable atmosphere.
Estimate Cost
A cost estimate must be generated for each work order. It
should be categorised by manpower, materials and services. It
will give an overall estimate that can be used for comparison
with the actual cost once the work has been completed.
Local operating requirements may require budget thresholds for
high cost corrective work. If this is the case, it will be necessary
to gain approval from the budget holder to progress the work.
Metrics
9.P.1
Materials achieving Required on Site date
The percentage of all non-stock material requests that are

delivered by their Required on Site (RoS) date. This
measure monitors whether non-stock materials are getting to
site in time for the scheduled jobs to be carried out,
therefore avoiding unnecessary delays and rescheduling of
the job.
9.S.11 Generic materials ordered
This is a measure of the number of items ordered via the
Generic Materials Ordering Process compared with the
total number of items ordered.
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2.9
Identify shutdown requirements
2.10 Determine earliest start dates
If an equipment/plant shutdown is required to perform the job,

the preparer must consult with the Production Coordinator to
determine if there will be an impact on production, and liaise
with the Integrated Activity Planner to identify a suitable window
of opportunity.
The work preparer should confirm that the materials and

services are, or will be, available at site prior to the jobs LAFD.
This will include verifying the logistics of getting materials to the
site and, for offshore facilities, that the crane is available to
offload materials. This will provide the earliest start date.
Where possible, the impact on production should be quantified

and noted in the CMMS and on the Opportunity Shutdown List
(OSL). The OSL is a list of jobs against specific equipment,
requiring that piece of equipment to be shutdown for job
execution. It is a helpful aid for schedulers or supervisors in the
event of a breakdown or shutdown.
The work preparer is responsible for checking with the

scheduler, Production and Maintenance to determine an
execution date on the work order. Once the schedule start date
has been updated to reflect materials/services availability, the
work order is ready to be released.
2.11 Release work order
If a shutdown is not scheduled within the time scale to meet the

LAFD, the work preparer should inform both the Integrated
Activity Planner and the Production Coordinator of the
requirement in order to ensure that a suitable opportunity is
created or mitigating action taken.
The scheduler should review the activity and look for
opportunities to group it with similar activities for optimum
efficiency and effectiveness. If it can be grouped, the prepared
work order should be assigned to an appropriate floating
network activity, for example, for campaign or shutdown work.
Floating network data will be owned by the FAP (Functional
Activity Planner).
Floating networks, or the use of less formal Opportunity
Shutdown Lists, should not be limited to Plant Shutdown
activities but also at a lower level to specific equipment
outages, allowing quick reference for schedulers in the event of
a short term window to access the required equipment.
When the work order is fully scoped and has been given an
estimated start date, it is released together with the material
requisition for materials or services. The requisition may require
additional approval for higher value work orders depending on
the Manual of Authorities (MOA). The release needs to occur in
plenty of time for the materials to be ordered and delivered.
Metrics
8.S.5
Total man-hours planned vs. actual
This is a measure of the number of man-hours that are

planned to be spent on executing work compared to the
number of man-hours that are spent on executing work.
8.S.7
Preventive/Corrective work plans prepared vs.

total
This is a measure of how many jobs are fully prepared

compared to the total number of jobs executed.
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Monitor and Confirm
2.14
2.12 Check scope for variation in requirements
Before proceeding to the scheduling phase, a final check

should be carried out to confirm that all materials and personnel
required to execute the activity are, or will be, available at the
job site. The work preparer should be confident that the RoS
dates for all materials, resources, services and equipment will
be met. If there are concerns over the late availability of
resources or the priority of the activity then it may be decided to
expedite materials. To assist reaching this decision, it may be
necessary to consult with the supervisor and customers.
There should be a final check by the work preparer to ensure

the scope of the job is still correct. This is particularly important
for preventive maintenance tasks which may have originally
been scoped a number of months (or even years) previously.
There may have been changes to, for example, the
requirements to access the equipment or there may be new
requirements because of the weather (e.g. a change in season)
or new hazards that are now present.
Confirm ready for scheduling
Any additional resources required due to the change in scope

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

the resources that the asset has available to execute work.
This is achieved within the context of internal and external
constraints and priorities.
The primary objective of scheduling is having work done at

the right time by the right people. This step describes:
The need to be aware of resource capacities and
competencies so that the schedule can be maximised.
The activities required to manage the inventory of
prepared work and create a 14-day schedule. The
schedule should refer back to windows of opportunity from
the Integrated Activity Plans. These activities include the
14-day schedule meeting which subsequently leads to the
freezing of the first 7 days schedule and the review of
performance against the schedule for the previous week.
This forms the datum from which schedule compliance can
be measured.
Metrics Listing
Number
22
Measure
Industry Average
Top Quartile
Tracking Frequency
8.P.1
Schedule compliance
85%
98%
8.P.3
PM compliance
90%
>98%
Monthly
8.P.4
Planned backlog PM (man-weeks)
n/a
Monthly
8.P.4
Planned backlog CM (man-weeks)
n/a
Monthly
8.S.9
Corrective maintenance completed within documented

timeframe
90%
>98%
Monthly
8.S.10
Unscheduled fill-in work
5%
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Process Map
Review and select

prepared PM and
CM work
Schedule compliance is measured both from a task

count as well as a task hours perspective
(Geographical and discipline based perspectives are
readily available).
3.1
Create 14-day
integrated schedule
3.2
Approve 14-day schedule

and freeze 7-day
schedule
3.3
All repetitive activities are scheduled through the same

process/system.
Weekly schedule review meeting creates contract for
next week and beyond, and is:
cross-functional
attendance is consistently good
inputs and expectations are clearly understood
Communicate the
schedule
resource availability is used.

3.4
Schedule for 100% of the workforce availability; not

80% or 120%.
Daily schedule update meetings held in the afternoon,
not in the morning.
A review of the total prepared backlog occurs monthly
while a scheduling review of only the most important
prepared backlog work occurs weekly.
Simple tools/techniques are used to communicate the
scheduling commitments.
People in the organisation consistently do what they say
they are going to do.
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Interface with IAP and 90-day Plan

Many work orders, particularly for preventive maintenance
work, will already have been scheduled in a rolling
52-week schedule Maintenance Annual Plan. It will be
integrated in a more detailed three-month look-ahead
schedule a 90-day plan. The work orders generated from
PM plans are scheduled and combined with the corrective
work for an integrated schedule. This 90-day plan is a
rough schedule (fixed for preventive, flexible for corrective).
See Figure 4.
This 90-day plan will have been integrated with other

functional plans into a single plan (IAP) to achieve the most
efficient use of resources, avoid clashes and ensure
attainment of business objectives. Reference to this 90-day
plan should be made to identify opportunities to associate
work orders with relevant known activities within this wider
time period whilst adhering to each work order's Latest
Allowed Finish Date.
Figure 4: Look ahead plans

Firm Element - 3 Month Plan
Maintenance
Annual Plan
Month 3
Month 2
Month 1
Rolling Element
Q2
W1 W2 W3 W4
SHORT W1 W2 W3 W4 W1 W2 W3 W4
TERM
Work Plans & Programmes
Maintenance
Schedule
D1
D2
D3
D4
D5
SCHEDULE
Create Integrated Maintenance Schedule

3.1
Review and select prepared PM and
D6
D7
Q3
Q4
Preliminary Scheduling
W2 W3 W4
M2
M3
PLANNING HORIZONS
they will need to be ranked so that the most important ones get
executed first. The procedure for ranking work orders should
take into account the following in the order given below:
CM work
All prepared work orders (for which the preparer has
confidence in the RoS and availability dates for the services
and materials) are identified at this stage within the CMMS and
listed against their scheduled start dates for PM tasks and
relative LAFD for CM tasks. Any carry-over work known to
continue into the next 7-day schedule should also be identified
at this stage.
It is likely that there will be more work orders than resources
available to execute them in the following 14 days, therefore,
24
1. Priority 1 and 2 jobs (corrective work)

2. Carry-over work (work that has started but not finished) from
the previous week
3. Due safety critical assurance preventive and predictive work
4. Due preventive and predictive work
5. Priority 3 corrective work, with the soonest Latest Allowed
Finish Date for the job, will be brought in to be scheduled,
followed by the next priority 3 etc. When all priority 3 jobs
are scheduled, if the resource capacity permits, the priority 4
jobs are then scheduled in a similar way and so on.
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The scheduler should group together smaller jobs on the same

equipment, system or location. This is important for a number of
reasons. Productivity increases if technicians can move from one
job to a nearby job on the same system. They do not lose time
familiarising themselves with a different system, travelling and
moving personal toolboxes or setting up again. Combining
same system jobs also helps to improve plant operations. An
operator prefers to clean up a single system once for a number
of jobs rather than have to clean it up on numerous occasions.
Note:
Once a job has started it should always be finished
before starting the next one.
Jobs in the backlog should be regularly reviewed.
Changes to conditions may affect the priority of the jobs
and they may need re-prioritising.
3.2
Sort Work Orders

In order to allocate work orders into the resource availability
forecast, the scheduler must sort the facilitys work orders (the
backlog) in order to preferentially select them to fulfil the
forecast hours.
The aim is to produce a refined two-week schedule with the
first week being a hard schedule and the second week being
a soft schedule where further changes can be made the
following week. This is done on a weekly basis, so the
previous week's soft schedule will need to be validated against
any higher priority work that may need to be included.
Once the scheduler has a rough order, s/he should sort the
orders with the jobs requiring the most amount of hours first.
When the scheduler later allocates the work orders, the jobs
with more total work hours are put into the schedule first so that
smaller jobs can be fitted into the gaps between the larger jobs.
Create 14-day integrated schedule

Allocate Work Orders to 14-Day Schedule
Forecasting Work Hours and Resource Availability

Each Maintenance Field Supervisor should provide the
technician's available work hours taking into consideration the
knowledge of individual technicians, leave/vacation and
training commitments. The preparer should confirm if external
resource availability is known and accurate, e.g. the availability
of vendor representatives or special tooling. This is forwarded to
the scheduler. Using the numbers of technicians within each craft
type, the scheduler then establishes a forecast of work hour and
resource availability.
Note: Maintenance resource capacity levels should reflect
true capacity for performing maintenance activities, having
subtracted hours for non-maintenance tasks (e.g. supporting
the drilling team).
With the work hour forecasts in place and the work orders
ranked, the scheduler must now prepare a draft 14-day
schedule matching baseline man-hour capacity and external
resource availability to the work orders identified for execution
in the next 14 days.
It is important that the scheduler assigns work for every
available work hour and that there is no under-assignment of
work to allow for emergencies. Assigning work for only 80% of
the forecasted work hours may seem like a good way to allow
for emergencies and other high priority work, however, the
focus of maintenance is to eliminate emergencies altogether.
A 100% scheduling strategy encourages originators to
understand that for every emergency, work is delayed.
After making the initial allocation grouping, the scheduler
should consider whether or not any more preventive work
should be put into the schedule to replace low priority
corrective work. There will never be a reduction in corrective
work if there is no preventive work carried out!
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Communication
Maintenance Field Supervisor:
The scheduler cannot carry out the above tasks in isolation, but
must work closely with a number of people, as shown in Figure
5, to ensure that the schedule is accurate and practical.
Late resource capacity issues.
Finally, the draft schedule should be issued to the attendees of

the weekly schedule review meeting so that they have time to
review it prior to the meeting. This draft should be baselined.
Work believed to be carrying over into the next week.

Production:
Any jobs on equipment that may be difficult to release.
Preferences for a particular day for equipment access.
3.3
Approve 14-day schedule and freeze 7-day

schedule
Where common resources are shared, other participants may

include:
Weekly schedule review meeting
Well Engineering
There should be a formal weekly Integrated Maintenance

Schedule review meeting.
Drilling
Projects Engineering.
The objective of the meeting is to approve and freeze the

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

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

should finalise and agree the schedule e.g. Offshore Installation
Manager (OIM) or Location Production Co-ordinator.
3.4
Communicate the schedule
The scheduler must communicate the schedule to maintenance

field supervisors, so that they can allocate technicians, and to
production supervisors so that they can ensure equipment is
available as agreed.
Metrics
There are a number of metrics used to indicate the success
and health of the scheduling process.
0.P.1
Critical PM Compliance
Compliance to performing maintenance PM tasks on safety

critical elements when they are due is critical to assisting
technical integrity assurance. PMs on SCEs must therefore
be scheduled before they become overdue.
8.P.1
Schedule Compliance
Once work activities are prepared and scheduled they

should take place as scheduled. There will sometimes be
emergencies, but if all maintenance activities have been
carried out properly, they will amount to only 2% for
best-in-class companies.
This measure calculates the percentage of activities that
appear in the schedule for the period and are subsequently
confirmed to have started and/or finished in the period.
Metrics
8.P.3
PM Compliance
Overall PM Compliance is a measure of the percentage of

preventive maintenance work completed within its Latest
Allowed Finish Date (LAFD).
8.P.4
Planned Backlog
PM - This measure is the volume of work that remains

outstanding for preventive maintenance activities that has
exceeded its original Latest Allowed Finish Date i.e. the
work has either not started, or is in progress and the
original Latest Allowed Finish Date is in the past.
CM - this measure is the volume of corrective maintenance
work that is not completed.
8.S.9
Corrective maintenance completed within

documented timeframe
This measures the percentage of corrective maintenance

work that has been completed by the Latest Allowed Finish
Date (as determined from the Corrective Maintenance
Prioritisation Tool).
8.S.10 Unscheduled Fill-in Work
This measure identifies the percentage of maintenance work
that is carried out that was not originally scheduled to be
executed within the frozen 7-day schedule.
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4. Execute
Introduction
The primary objective of execution is to carry out a safe,
quality job, efficiently and as scheduled. This step describes
the field activities that take place.
The end product of this stage is a job done effectively and

efficiently and confirmed as physically complete.
It covers the progression of work and resources from daily

scheduling and allocation of the job through to confirmation
of the work being done. This includes distribution of a work
order, preparation of the work site, doing the job, restoring
equipment to a safe operational condition and the
confirmation of the work order. It also includes the
re-prioritisation for the following day should unforeseen
approved high priority emergency work have to be
incorporated.
Metrics Listing
28
Number
Measure
Industry Average
Top Quartile
Tracking Frequency
11.P.1
Maintenance staff productivity level
35%
>52%
Annually
11.S.1
Total man-hours charged to work orders as % of

maintenance execution staff
80%
>95%
Annually
11.S.2
Rework
>10%
<3%
Annually
20.S.4
Mean Time To Repair (MTTR) failure data
Equipment specific
Equipment specific
As required
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Process Map
Confirm job readiness

and allocate to team
4.1
Prepare site and

hold toolbox talk
4.2
Execute work
4.3
Identify emergent work

4.4
Leave worksite clean and

report daily progress
The workforce promptly goes to work each morning on

activities that were agreed at the previous days daily
afternoon scheduling meeting. The only activity that will
be allowed to impact the workforce on that day is a
true emergency. Schedule breakers will not be allowed
to impact that days scheduled activities.
Response time between work order creation and work
order completion, is measured and improvement
realised through analysis and action.
The work preparers are not drawn into the execution of
the work. They are an investment for the future. The
supervisor is accountable for the quality of work
execution; not the preparer. Feedback is constructively
delivered to the preparer and incorporated into future
iterations.
4.5
Confirm completion and

hand back to production
4.6
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4.1
Confirm job readiness and allocate to team
The Maintenance Field Supervisor should check if all the

materials (and services) are present on site, correct, staged and
located appropriately for the job. S/he should also check with
the relevant Production personnel if it is still possible to carry out
the work as scheduled.
The Maintenance Field Supervisor will then allocate named
individuals to meet the work orders in the 7-day schedule.
The supervisor should select jobs from the weekly schedule and
distribute them amongst the technicians based on their
competencies, until all technicians hours are used up. The same
process should be used for support service staff.
The Maintenance Field Supervisor should review the daily
schedules on a daily basis to take into account any carry-over
work from the preceding day and any urgent work that has
arisen and that will not wait until the following weeks schedule.
When the daily schedule has been completed, the supervisor
discusses the schedule with Production to co-ordinate work for
the next day. S/he should request that the necessary equipment
is cleared and confirm if any testing will be required prior to the
equipment being returned to service (if this has not already
been determined in the scope of the job). When Maintenance
and Production agree, the following days schedule is fixed and
published. It could be posted on an area bulletin board
outside the supervisors office or handed directly to the
technicians.
This allows technicians to consider their assignments for the next
day and make preparations, such as reviewing work packs or
technical manuals.
The shop papers, which contain the work instructions and all
related information for execution, should be printed at least the
day before the work is due to start.
Permits should also be submitted for approval at least the day
before the work is due to start.
30
Finalise Preparations and Communicate

The night before the work is due to start, the supervisor should
hand out the work orders to the lead technician for each job.
All the work orders for that day should be handed out so that
technicians understand whats required and plan ahead.
However, there may still be a revision to the daily schedule if
there is approved emergent work.
Town hall meeting

In the morning, a whole facility team meeting (which should
be no longer than 10-15 minutes) should be held to ensure
that everyone is aware of what everyone else is doing. This
is particularly useful when technicians will be working in close
proximity to each other (e.g. on offshore installations) and
should cover the major activities of the day and any
associated hazards.
4.2
Prepare site and hold toolbox talk
Production should prepare safe access to the work site in line

with the local permit to work system.
The Maintenance Field Supervisor should ensure a toolbox talk
is held, where possible at the work site, before work
commences. This talk will vary in length and detail depending
on the complexity of the job. It should cover the details of the
job to be done and any associated hazards, in accordance
with the permit to work system. Special attention should be
given to human hazards e.g. use of tools and chemicals, as
well as process risks. It is essential the technicians understand
the risks involved and discuss any problems with the supervisor.
4.3
Execute work
As far as possible, all aspects of performing maintenance tasks

and recording data are specified in work orders, inspection
work packs and campaign work instructions. Where work is
required, which is not covered by these documents, it should be
carried out according to general standards of practice for the
type of work and equipment. If there is any doubt about the
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suitability of a course of action or work method, the technician

should refer it to the Maintenance Field Supervisor who may
subsequently confer with the appropriate Technical Authority
and/or work preparer.
Where appropriate, photographs of the equipment, when it is
dismantled, rebuilt or in an as-found condition, should be taken.
These will be of use to work preparation teams for future similar
jobs or failure reviews. This would be especially important if it is
the first time a piece of equipment has been dismantled, or an
unusual condition has been found.
Metrics
11.S.2 Rework
Rework is work that has to be carried out again due to
poor quality of the previous work. This is measured by
tracking interventions that have occurred less than 3
months after an initial work order or 1 standard deviation
of the MTBF (OREDA quoted) for similar failure modes.
4.4
It is important that, once a job has been started, it must be
finished before the next one is started.
Quality check
It is essential that work is of the required quality. One way of
ensuring this is to have close supervisory monitoring and control
as the work progresses to check that work is performed with the
right attitude to reliability. Confirmation at the end of the task
may not be enough as defects are not always apparent,
perhaps due to re-assembly. Another possibility is to have
appropriately skilled and motivated tradesmen who are
capable of monitoring and judging their own work or the work
of others. Whichever method is used, there must be an effective
quality assurance system and any necessary checks must be
specified on the shop papers.
Identify Emergent Work
Emergent work can be identified during any day-to-day work

activity, not just as a result of executing a specific work order. If,
during the execution of the work, work not detailed in the
original job is discovered it is termed emergent. If the emergent
work is relatively small and inexpensive, and does not impact
on any SCE, it should be incorporated into the current job.
Otherwise, a separate work request should be raised. If in any
doubt, the technician should check with their supervisor.
Any changes in scope will be part of the feedback to the work
preparer to ensure standard tasks are updated. Variances to the
schedule should be recorded in the CMMS during job
confirmation.
Metrics
The supervisor is responsible for the competency of his/her

team and allocating jobs that reflect their competency.
11.P.1
The results of poor quality is likely to result in rework.
A key measure for this process is Maintenance Staff

Productivity Level, and is measured as:
Monitoring execution efficiency ensures the work execution

process runs efficiently and effectively from the start of the job to
close out.
Maintenance Productivity
Time spent on maintenance activity

Available maintenance resource capacity
It includes ensuring that the specific instructions in the work

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

progress
At the end of the shift or upon job completion, the job site
should be left safe, clean and tidy. Any excess materials should
be returned to the stores and tools should be cleaned and
returned to the workshop or put away in the correct storage
locations. Man-hours against each job should also be reported
daily.
Technicians should report progress against each job to the
Maintenance Field Supervisor daily allowing any carry over to
be incorporated into the following days schedule.
4.6
Confirm completion and hand back to

production
When the job has been completed, the technician should

formally hand the equipment back to Production and the permits
should be returned. A technician may be required to assist
Production with the start-up of the equipment if this has been
approved and the hours incorporated into the schedule.
Upon job completion, the job should be confirmed as complete
in the CMMS. This enables the CMMS to operate in real time.
This step is critical as it will determine compliance. The
completed jobs will be noted in the following days morning
meeting.
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Metrics
11.S.1 Total man-hours charged to work orders as % of
maintenance execution staff
This metric looks at how many man-hours are recorded
against work orders compared to the total number of
available man-hours.
20.S.4 Mean Time To Repair (MTTR) failure data
This information is collected to ascertain how long it is
taking to repair specific types of equipment.
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5. Close Out
Introduction
Capturing history provides information to improve reliability of
equipment and reduce the cost of ownership. This step
describes the activities required to technically close out the
work order and endorse payment.
It covers the history reporting of man-hours spent, details of

the work done and areas for improvement. The history is
checked and the work order closed and, if applicable,
submitted for payment.
Metrics Listing
Number
Measure
Industry Average
11.S.3
History recorded against required fields
<80%
Top Quartile
>95%
Tracking Frequency
Monthly
Process Map
Report Technical History
Statistical analysis of the repair history is enhanced

through the use of workforce job aids (i.e. repair history
template functionality at the equipment type level).
5.1
Repair history is used to improve the associated

management systems; the workforce sees, understands
and appreciates the use of this information.
Determine RCA
requirement
5.2
Complete work
pack feedback
5.3
Finalise work order

and initiate payment
5.4
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5.1
Report technical history
The purpose of this step is to record sufficient information to

assist in the identification and rectification of recurring problems
and bad actors. This may lead to the initiation of Root Cause
Analysis for failures and the analysis and improvement of PM
routines.
It is not necessary to record a detailed technical history for all
jobs. For some condition monitoring tasks, the result of the test
may be recorded (e.g. for wall thickness).
Detailed technical history should be recorded for:
corrective work carried out on production and safety critical
elements
PM jobs by exception (if something is observed that deviates
from the expected situation).
If a detailed technical history is warranted then, as a minimum,
information must be recorded about:
what was found
a simple 5 whys assessment
what was done to rectify the problem
what, if anything, was changed
how it was left
test information
start up problems.
34
All this information must be recorded accurately at source within

24 hours of the work being completed. This will help to ensure
that relevant accurate information is obtained and enable timely
analysis.
Note: It should be remembered that technicians will be much
more likely to enter this type of information if they see what it
is being used for and that it is valued.
The history must be quality checked by the Maintenance Field
Supervisor as part of the daily processing. On agreement that
the work has been done and the history is sufficient and
accurate, the work order is closed out and the work request
should be closed. If the history is not adequate or complete, it
should be returned to the original author of the equipment
history.
The accurate entry of man-hours and a meaningful history can
be seen as an administrative task. However, they are key to the
effectiveness of the overall work preparation, scheduling and
execution process. Therefore, all completed work orders should
be reviewed on the day the job is completed. The review
should be completed before the technician(s) has gone off shift,
otherwise crucial information may be lost or forgotten.
Metrics
11.S.3 History recorded against required fields
This measure is a data completeness measure, expressed
as a percentage of notification items with the object part,
damage and cause codes populated compared to the total
number of notifications. It helps assure that failure history
and the resolution of the root cause(s) of the failure get
captured accurately and completely.
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5.2
Determine RCA requirement
If the malfunction meets the criteria for an RCA then this process
should be initiated. The RCA process guide provides more
information about how to make this assessment and initiate the
process.
5.3
5.4
Finalise work order and initiate payment
If a service has to be paid for, the payment process must be

initiated. A bill from the service company is submitted and this
must be quality checked before being approved for payment.
Complete work pack feedback
A work pack satisfaction feedback report should be completed

by the technician to raise any quality, scope or estimation issues
identified with the work preparation. This will be used to
improve the quality of future preventive and corrective work
packs.
The technician should also determine if any changes are
required to the PM library work pack (task lists) such as:
correct services in place e.g. scaffolding, lifting apparatus
adequate and correct materials available
appropriate hours allocated to job
right crafts allocated
possible improvements to task list
test procedure
Job Hazard Assessment.
If changes are required, a change request for PM routine
(master data) should be raised for all preventive and predictive
maintenance.
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6. Analyse
Introduction
Analysis of performance is necessary to enable continuous
improvement. This step describes the activities required to
review the performance of the work preparation, scheduling
and execution process.
It covers the analysis of data at three levels. Firstly, the
process measures, as highlighted throughout this standard,
are analysed on a weekly basis to understand where the
WPSE process can be improved. Secondly, the measures are
reviewed on a monthly basis by management to ascertain
trends.
Process Map
All of these reviews should be carried out on a continual

basis and immediate feedback should be given at the
relevant review meetings. Additionally, the equipment data
registered in the WPSE process is the basis for reviews in the
context of other business processes such as RCA and ORIP.

Relationships between the WPSE and the RRM/RCA
processes are understood and supportive of one
another.
Review measures
6.1
Audit WPSE
process
6.2
Review work preparation

satisfaction data
6.3
Review equipment
history
6.4
36
Thirdly, the WPSE process should be audited internally by the

asset to reinforce good performance and identify
opportunities for improvement.
The work packs are improved over time, the perfect

work pack is not chased.
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6.1
Review measures
Note: Measures should not be reviewed in isolation, but

alongside a number of other indicators to understand where
problems might be arising. Poorly performing measures must
be investigated and seen as opportunities for improvement.
Continuous improvement efforts must concentrate on these
areas.
The measures discussed in this guide should be reviewed on a

weekly and/or monthly basis as shown in Figure 6.
The weekly review of measures should be carried out at the
weekly schedule review meeting by the Maintenance and
Production supervisors. The purpose is to review performance
over the past few weeks and ascertain if any short-term
improvements need to be made. Actions should be decided at
the meeting and carried out immediately.
In all cases, each measure gives an indication of the

effectiveness of the WPSE process. The results should be
compared to the status indicators listed in the MIMS Metrics
definitions to assess the performance. These measures are also
available on the SAP Blueprint Dashboard.
Maintenance and Production management, in association with

the process owner, should carry out the monthly review of
measures. The purpose is to look for trends over the previous
few months and identify trends in performance. Management
should provide support for improvement activities to take place.
A guide on what a low-level measure figure might indicate or

what to check can be found in the appendix on the CD-ROM.
As well as the MIMS measures, there may be a number of
leading indicators that can be measured locally as required.
Figure 6: Review of Measures

Measure
Weekly review
Monthly review
8.P.1 Schedule Compliance
8.P.2 Emergency Maintenance Work
8.P.3 PM Compliance
8.P.4 Planned backlog
8.S.1 Estimating accuracy on all jobs
8.S.7 Preventive/Corrective work plans

prepared vs. total
8.S.9 Corrective Maintenance completed
within documented timeframe
8.S.10 Unscheduled fill-in work
9.P.1 Materials achieving ROS date
9.S.11 Generic materials ordered
11.S.2 Rework
11.S.3 History recorded against required
fields
11.P.1 Maintenance staff productivity level

11.S.1 Total man-hours charged to work
orders
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6.2
Audit WPSE Process
To ensure that all sites achieve world-class performance, it is

crucial that the WPSE process is audited on a regular basis to
reinforce good performance and identify opportunities for
improvement.
Ideally, the audit cycle should start when the implementation
plan and training has been completed. There will be an initial
post-implementation audit after three months of operation, which
should be conducted by a member from the asset council,
change agents forum, tactical team or local implementation
team. Thereafter, audits should be carried out every 12 months
or more frequently if there is evidence of under-performance.
These should be conducted by a person from one of the Total
Reliability teams or a member of the Maintenance leadership
team who is not directly associated with the site. Consideration
should also be given to involving schedulers or other key
personnel.
The process checklist (available on the CD-ROM) should be
used for each audit. All key personnel involved in the process
should be interviewed. Each question on the checklist should be
scored against the evidence produced to support the response.
Comments or observations should be added to each question
to support or clarify the given score.
6.3
Review Work Preparation Satisfaction Data
A dedicated co-ordinator (preferably a work preparer) should

review all work preparation satisfaction forms and take
appropriate action to make any improvements that have been
highlighted. They should also record the data and present this
on a monthly basis to Maintenance and Production
management.
The work preparer should also run a materials supply
performance report on a monthly basis and discuss deviations
with a stock analyst. Areas for improvement should be agreed
and suitable actions identified.
6.4
Review Equipment History
Much of the data that is required to be recorded in the closeout section of this process is used to improve equipment
performance. This is not dealt with in this guide but Figure 7
gives an indication of the processes that different types of data
are used in.
Figure 7: Use of data

Type of Data
User
Process(es)
Equipment history
Reliability
engineer/technician
ORIP, RCA,
RRM, EIT
Throughout the audit, all key personnel should be encouraged

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

Process
Maintenance Work Preparer (Corrective)
Summary Description
Competency Requirements
The Maintenance Work Preparer (corrective) role is critical to

the effective productivity of the maintenance delivery team.
The Maintenance Work Preparer role will likely be discipline

specific, i.e. with a core competency in mechanical, electrical
or instruments. As the person who diagnoses the problem and
determines the scope of the solution, this person is expected to
be highly respected and competent in their discipline. An
effective scope and work pack assists with mitigating the impact
of lower competency in the execution of the work.
This essential role:

diagnoses the cause of the problem
determines the scope of activity required to return the
equipment back into service
packages the work with the tasks, disciplines, materials and
services to effectively complete the work
maintains an overview of the date constraints continually to
ensure work is scheduled when there are resources and
access available.
Duties
Make field inspections to determine appropriate scope of
work.
Develop work pack for maintenance jobs with necessary
information to allow efficient scheduling, assignment and
execution of maintenance work.
Create, use and maintain technical files to include
information in current work pack and to anticipate and avoid
job delays.
Evaluate work pack feedback to improve future work.
Keep up to date with safety rules and regulations.
Utilise SAP BLP and other computer applications to support
the maintenance function.
Provide technical assistance as required for maintenance
personnel.
The maintenance work preparer should have:

knowledge of methods, materials, tools and equipment in the
maintenance of oil and gas exploration equipment
knowledge of the modes of failure applicable to large
industrial equipment such as fans, pumps and compressors
and their associated components
knowledge of safety hazards and appropriate precautions
applicable to work assignments
high skill in applying technical knowledge to determine
equipment problems (including knowledge of RCA
techniques and their applicability) and identifying
appropriate solutions in order to swiftly develop work packs
skill in reading, interpreting and applying information from
files, drawings, catalogues, reports and manuals
skill in communicating clearly and concisely in verbal and
written form
skill in using SAP BLP to prepare work packages and monitor
materials availability
the ability to maintain effective working relationships with
other personnel including operators, vendors, contractors,
subordinates, peers and superiors.
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Considerations for the role

The maintenance work preparer is focused upon work that is
required in the future. When allocating the role consider
how to avoid the individual from being distracted from the
urgent topics of the day.
This role is hugely beneficial to maintenance success. This
position should be considered prestigious and be occupied
by a senior technician, perhaps as part of a career path.
A preparers time should be 60% preparing plans, 20%
chasing materials and services and 20% updating plans
from job feedback forms.
Maintenance Scheduler
Make suggestions on changes to trade mix to fit estimated

work.
Keep track of periods for specialist services.
Keep track of work order priorities.
Keep appraised of 90-day plans, particularly in relation to
equipment stops, outages and shutdowns.
Prepare draft schedule on basis of task contents, operational
constraints and corrective work order priorities.
Obtain approval of schedule.
Communicate the schedule.
Coordinate all schedule cycle meetings.
Summary Description
The Maintenance Scheduler role is essential to ensuring that
maintenance activities are scheduled for completion by their
due date. It requires prioritising the work for the maintenance
execution schedule, and matching the capacities of resources
and services to the work. The maintenance scheduler is
particularly accountable for managing the backlog.
The integrated maintenance schedules reflect the integration of
both Preventive (PM) and Corrective (CM) maintenance, and
consider the 90, 28 & 14 day schedules.
Duties
Maintain a clear overview of the volume of prepared
corrective maintenance backlog and prioritise when to bring
the work into the schedule for execution.
Keep contact with work preparation team and responsible
personnel for job execution.
Keep appraised of work execution constraints.
Keep informed of available work centre capacities and
campaign periods, highlighting upcoming constraints in time
to mitigate them.
40
The Maintenance Scheduler should be skilled in producing an

integrated schedule of operational and maintenance activities.
An industry background and experience of working in a trade
discipline is essential. The maintenance scheduler should also
have:
a minimum of five years experience in maintenance work
and projects
knowledge of preventive and predictive maintenance
practices and principles
skill in the use of scheduling tools such as Gantt charts, PERT
networks, CMMS scheduling module and resource
histograms
skill in assessing and prioritising work based on critical
systems and equipment requirements, project commitments,
age of work orders, resource availability, and customer
satisfaction
skill in working with supervisors to communicate priorities
and assign resources required
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skill in using a maintenance scheduling system

skill in using SAP BLP.
Production Coordinator
Summary Description
The Production Coordinator role requires a clear focus on the
needs of the business, and has ownership for:
confirming the importance of the jobs and therefore the jobs
to be performed
ensuring that temporary mitigation is robust enough to allow
the Work Preparer time to prepare and procure materials
and services
approving and owning the stability of the schedule
the budget for maintenance execution
the health of the local maintenance work preparation,
scheduling and execution process.
Instruct the scheduler to change the work order priority where

conditions have affected the temporary mitigation such that
the priority and subsequent LAFD need to be changed.
Maintain strong communications between the Production and
Maintenance teams so that they remain informed of any
changes that affect the work activity.
Manage the daily review meeting.
Own and maintain the budget and expenditure for the local
facility.
Maintenance Field Supervisor

Summary Description
The Maintenance Field Supervisor role is predominantly
concerned with quality and safety assurance. The supervisor
ensures that all aspects of a maintenance task are performed
correctly, assisting with overcoming any barriers technicians
may face while performing a task.
The production coordinator role is a single bridging position

between Production and Maintenance ensuring the
effectiveness, efficiency and safety of activities on the facility.
The supervisor will maintain an overview of all the work being

performed, communicating with the production coordinator
during the daily meeting. S/he will allocate new work to
technicians as appropriate to the schedule.
Duties
Duties
Approve the job prioritisation (CMPT) assessment for each

work order.
Allocate competent technicians to perform the scheduled

tasks.
Approve the robustness of the temporary mitigation

implemented prior to maintenance performing the full
restoration of functionality. This can include the seeking of
additional approval from the appropriate Technical Authority
where the risk dictates it.
Inform the scheduler promptly if there are any changes to

maintenance labour capacity.
Approve the integrated maintenance schedule, aiming to

protect the schedule compliance by only allowing valid
schedule breakers to be introduced after the schedule is
frozen.
Implement long term capacity changes to meet

increasing/decreasing labour demands.
Ensure work is allocated and performed in a way that
maximises the efficiency of the technicians.
Perform toolbox talks and gain continual assurance that the
work being performed by technicians is safe.
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Investigate the quality of work being performed to confirm

repair/restoration standards are being maintained.
Lead and encourage a positive reliability and integrity culture
in Production and Maintenance.
The Maintenance Field Supervisor role will likely be crossdiscipline, i.e. with knowledge competencies in mechanical,
electrical and instruments. As the person who confirms quality
assurance, this person is expected to be highly respected and
competent in the various disciplines, recognising the strengths of
individuals in his team. The Maintenance Field Supervisor
should also have:
ability to maintain effective working relationships with other

personnel including operators, vendors, contractors,
subordinates, peers and superiors.
Maintenance Work Preparer

(Preventive Maintenance)
Summary Description
The Maintenance Work Preparer (PM) role is critical to the
effective productivity of the maintenance delivery team. The aim
is to effectively prepare any work that requires materials or
resources to be ordered, in advance of the PM work order
being issued, such that the scheduler can immediately bring the
work order into the schedule without any intervention.
Duties

skill in identification of safety hazards and appropriate
precautions applicable to work assignments
Determine the scope of the activities required to execute the

preventive and predictive tasks identified from maintenance
strategy reviews (such as RRM).
Package the work with the tasks, the disciplines, materials
and services to effectively complete the work.

Update PM packages based upon completed job feedback

forms to ensure the tasks involved are accurate and that the
estimates of resources are correct.

Liaise with Production to understand the complexity of

performing the tasks.

written form
Provide a sound hazard assessment plan to perform the job.
the ability to lead a cohesive team, developing skills and

maintaining sufficient man behind the man back up
coverage of skills
skill in using SAP BLP to review work packages and work
order technical history
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Considerations for the role
The Maintenance Work Preparer (PM) role will likely be

discipline specific, i.e. with a core competency in either
mechanical, electrical or instruments. As the person who
determines the scope of the solution, this person is expected to
be highly respected and competent in their discipline. An
effective scope and work pack will help to mitigate the impact
of lower competency in the execution of the work. The
maintenance work preparer (PM) should also have:
The maintenance work preparer is focused upon work that is

required in the future. When allocating the role consider
how to avoid the individual from being distracted from the
urgent topic of the day.

knowledge of safety hazards and appropriate precautions
applicable to work assignments
written form
skill in using SAP BLP to prepare work packages and monitor
materials availability
the ability to maintain effective working relationships with
other personnel including operators, vendors, contractors,
subordinates, peers and superiors
knowledge of maintenance tactics and the use of Risk and
Reliability Management to determine the need for
maintenance tasks
A PM preparer role can be hugely important in overcoming

a large volume of PM hollow work orders. A ratio of 1:6
preparers to technicians may be required until the number of
job feedback forms falls, eventually becoming a ratio of
1:10.
PM Maintenance Scheduler
Summary Description
The PM Maintenance Scheduler role for the work preparation,
scheduling and execution process involves the:
appropriate alignment of the PM schedule to equipment
availability
sufficient labour availability to perform the work at its due
date
referencing the 52-week PM schedule back to the budget.
Duties
Maintain the 52-week PM schedule of work, reviewing it
every three months.
Confirm and manage PM budget limitations, determining
what action to take.
Liaise with the IAP process with regard to shutdowns, and
the Asset Reference Plan.
Protect the PM schedule from periods of high and low
workloads, maintaining a more consistent flow.
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The PM Maintenance Scheduler should be skilled in the core
capabilities of scheduling operational and maintenance
activities. They should also have:
a minimum of five years experience in maintenance work
and projects
skill in preventive and predictive maintenance practices and
principles
skill in the use of scheduling tools such as Gantt charts, PERT
networks, CMMS scheduling module and resource
histograms
skill in assessing and prioritising work based on critical
systems and equipment requirements, project commitments,
age of work orders, resource availability, and customer
satisfaction
skill in working with supervisors to communicate priorities
and assign resources
knowledge of the IAP process
skill in using a maintenance scheduling system
skill in using SAP BLP
skill in risk based maintenance practices.
44
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Appendix 2 - Detailed Process Steps
This appendix provides process flow diagrams that detail the

process step-by-step with key decision points.
45
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Work Preparation, Scheduling & Execution Process
Prepare
Preventive Work
Long Term
Scheduling of MRP
2.1
Review PM
requirements
2.3
Review and
adjust
Maintenance
Reference Plan
2.2
Prepare PM
work pack
2.4
Call work
orders
Monitor and Confirm
2.12
Check scope
for variation in
requirements
2.13
Monitor target
dates
Identify &
Prioritise Corrective
Work
Prepare Corrective
Work
1.1
Identify need
for work
2.5
Select work
order
2.9
Identify
shutdown
requirements
1.2
Prioritise
2.6
Diagnose the
problem
2.10
Determine
earliest
start dates
1.3
Assess
suitability for
maintenance
work process
2.7
Prepare CM
work pack
2.11
Release work
order
1.4
Approve work
request
2.8
Identify resource,
material and
service
requirements
for the job
2.14
Confirm ready
for scheduling
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Create Integrated
Maintenance
Schedule
Execute
Close Out
Analyse
3.1
Review and
select prepared
PM and
CM work
4.1
Confirm job
readiness and
allocate to
team
5.1
Report
technical
history
6.1
Review
measures
3.2
Create 14-day
integrated
schedule
4.2
Prepare site
and hold
toolbox talk
5.2
Determine
RCA
requirement
6.2
Audit WPSE
process
3.3
Approve
14-day
schedule and
freeze 7-day
schedule
4.3
Execute work
5.3
Complete
work pack
feedback
6.3
Review work
preparation
satisfaction
data
3.4
Communicate
the schedule
4.4
Identify
emergent
work
5.4
Finalise work
order and
initiate
payment
6.4
Review
equipment
history
4.5
Leave worksite
clean and
report daily
progress
4.6
Confirm
completion
and hand back
to production
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Identify & Prioritise Corrective Work

Role
Trigger/
Input
Integrated
Process
Work
Requester
Work request
or
malfunction
Execute
G
1.1.1
Identify need for work.
Enter initial priority
on notification (Z1)
1.2.2
Cancel notification.
Feedback to
requester
1.1.3
Obtain adequate
information
from requester
Production
Co-ordinator
No
1.1.2
Notification
clear &
complete?
Maintenance
Field
Supervisor
Work
Preparer
Trigger
1.2.4
Break into
schedule
(priority 1 & 2)
No
Yes
1.2.1
Notification
justified?
No
Yes
1.2.3
Priority
3-7?
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End process/
Output
Identify and Prioritse Zone
MOC or plant
change process
Execute
A
1.3.5
Requester
carries
out work
1.3.2
Notify MOC
process
1.3.4
Inform
requester
Yes
Yes
Yes
1.3.1
MOC required
(plant change)?
Close out
B
No
1.3.3
Can requester
do it?
No
1.4.1
Approve
notification
Approved work
request
Daily review
meeting
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Role
Integrated
Process
Trigger/
Input
Other process
initiatives
RRM or other
reliability
processes
Regulations
Work
Requester
Production
Co-ordinator
Preventive
Maintenance
Preparer
2.1.1
Review PM
requirements
2.1.2
New PM
requirements?
No
Maintenance
Field
Supervisor
Long Term
scheduling
of MRP
D
Trigger
- New equipment
- RCM, RBI, IPF
or REM analysis
- New statute
- Periodic review
Yes
2.2.1
Library PM
work pack
available?
No
2.2.4
Create or update
PM work pack
frequency, task
list with work, logic,
dates & permits
Yes
Yes
2.2.2
Use/copy work
pack tasks &
components
2.2.3
Adjustment
required?
Ad
ma
re
No
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End process/
Output
Work Preparation Zone
Contract and
Procurement
process
2.2.5
dditional
aterial or
service
equired?
No
Yes
2.2.6
Add materials
and services
2.2.7
New maintenance
item required?
Yes
2.2.8
Create PM
maintenance
item
2.2.9
Create PM plan
& schedule
initially calling
a work order
Long Term
scheduling
of MRP
C
No
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Long Term Scheduling of MRP

Role
Integrated
Process
Trigger/
Input
Annual OP
plan
IAP
Process
IAP
Process
Shutdown Plan
Work
Requester
Production
Co-ordinator
Prepare
Preventive
Work
C
2.3.1
Review preventive
maintenance 52-wk
schedule
2.3.2
Any obsolete
PMs?
No
2.3.4
Review asset
reference plan
and shutdown
windows
Yes
PM
Maintenance
Scheduler
Trigger
2.3.6
Schedule ok?
No
2.3.3
Delete
obsolete
PMs
Periodic review
2.3.5
Adjust trigger
dates for
preventive
maintenance
plans
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End process/
Output
Budget build
process
2.3.10
Cost and resource
loading ok?
Yes
No
Yes
2.3.7
Cost current
schedule
2.3.8
Review
current
schedule
cost vs budget
No
2.3.9
Review
preventive
labour
capacity
2.3.12
Does issue require
review of
preparation?
Yes
2.4.1
Create work
orders
No
2.3.11
Can the constraint
be removed?
Approved
PM work order
backlog
Yes
Prepare
Preventive
Work
D
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Prepare Corrective Work (1)

Role
Trigger/
Input
Integrated
Process
Work
Requester
Production
Co-ordinator
Approved work
request
2.5.1
Call approved
notifications
2.5.3
Create work
order
2.6.1
Visit site to
diagnose
problem
2.6.2
Scope
the job
2.7.1
Is a work
pack required?
No
Work
Preparer
Maintenance
Field
Supervisor
Trigger
2.5.2
Select
notification in
accordance
with date raised
Periodic
review
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End process/
Output
Contract and
Procurement
process
No
Yes
2.7.2
Does a
standard work
pack exist?
Yes
2.7.3
Use existing
work pack
and estimate
2.8.1
Allocate crafts
and hours to
job
2.8.2
Materials or
services
required?
Yes
2.7.4
Create new
work pack
Yes
2.8.3
Assign materials,
services, tools
and equipment
to work order
Yes
No
No
2.8.6
Approved by
budget holder?
2.8.4
Create cost
estimate
2.8.5
Is job cost
estimate above
asset threshold?
No
Prepare
Corrective
Work (2)
E
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Prepare Corrective Work (2)

Role
Trigger/
Input
Integrated
Process
Shutdown
process
Work
Requester
Production
Co-ordinator
Prepare
Corrective
Work (1)
E
Work
Preparer
2.9.1
Is a module/
facility shutdown
required?
Yes
No
2.9.2
Is there a
shutdown planned
in line with the
scheduled
LAFD?
No
Maintenance
Field
Supervisor
Trigger
2.9.3
Assign to
appropriate
planned
shutdown
network
Yes
2.9.4
Assign to
opportunity
shutdown
list
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End process/
Output
IAP
process
2.10.1
Determine
earliest start
dates
2.11.1
Release work
order and
requisition
Monitor
and
confirm
F
2.9.5
Discuss with
IAP planner
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Monitor and Confirm

Role
Trigger/
Input
Integrated
Process
Work
Requester
Production
Co-ordinator
Prepare
Corrective
Work (2)
F
Work
Preparer
Maintenance
Field
Supervisor
Trigger
2.12.1
Review list
of work
orders
2.12.2
Monitor
requirement for
scope change
2.12.3
Additional services
and materials
required?
No
Yes
Approved
PM
work order
backlog
2.12.4
Assign
materials
and
resources
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End process/
Output
Contract and
Procurement
process
Yes
2.13.4
Possible to
mitigate and gain
deviation
approval?
No
Yes
2.13.1
Monitor
delivery
dates
2.13.2
Are all resources
still going to make
RoS dates?
No
2.13.3
Will LAFD
be met?
No
2.13.5
Expedite as
necessary
2.13.6
Re-plan to
available dates
Yes
2.14.1
Full confidence
in delivery dates?
Yes
2.14.2
Code work
order ready
to schedule
Approved
schedulers
work order
backlog
No
Periodic
review
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Create Integrated Maintenance Schedule

Role
Trigger/
Input
Integrated
Process
Work
Requester
Production
Co-ordinator
Approved
schedulers
work order
backlog
3.1.2
List all work
ready to be
scheduled
(status EXEC)
Scheduler
3.1.1
Identify
carryover of
existing work
Maintenance
Field
Supervisor
Trigger
3.2.1
Provide
resource
capacity
Weekly capacity
review
3.2.2
Rank work
orders for
scheduling
3.2.3
Allocate work
orders and
resources
to the
schedule
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End process/
Output
Schedule Zone
No
3.3.1
Is the
schedule
OK?
Yes
3.3.2
Freeze
7 day
work
schedule
3.4.1
Communicate
the schedule
Frozen
7 day
schedule
14 day
schedule
Weekly schedule
review meeting
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Execute
Role
Trigger/
Input
Integrated
Process
Work
Requester
Production
Co-ordinator
Maintenance
Field
Supervisor
Identify
and
Prioritse
A
4.1.2
Review approved
emergency
work
7 Day
Schedule
4.1.1
Materials and
services at
site?
4.2.1
Site safe to
start work?
4.1.4
Submit permit
and JHA
requests to
production
Yes
Qu
No
Yes
4.2.2
Conduct
toolbox
talk
4.1.3
Allocate jobs to
technicians - hand
out shop papers
No
Technician
Iden
Scheduler
Trigger
Daily Review
Meeting
Whole Facility
Team Meeting
Daily R
Mee
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End process/
Output
Execute Zone
4.6.2
Production
accept work
is technically
complete
4.5.5
Review next
days work
schedule
4.3.2
uality check
work
4.5.4
Report daily
progress
4.3.1
Execute
work
4.4.1
ntify emergent
work
No
4.5.1
Leave worksite
clean and tidy
at end of day
4.5.2
Enter daily
hours into
CMMS
4.5.3
Work
complete?
Yes
4.6.1
Hand back to
Production
and assist in
start-up if
required
4.6.3
Confirm work
is complete in
CMMS
Close
Out
H
Identify
and
Prioritise
G
Review
eting
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Close Out
Role
Trigger/
Input
Integrated
Process
RCA Process
Work
Requester
Identify
and
Prioritise
B
Production
Co-ordinator
5.2.2
Initiate
RCA
Yes
Maintenance
Field
Supervisor
5.1.2
Technical history
adequate?
No
Technician
Execute
H
Yes
5.2.1
Does malfunction
require
investigation?
No
5.3.1
Complete
work pack
feedback
form
Ch
rout
5.1.1
Complete
technical
history
ch
Scheduler
Trigger
Daily
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End process/
Output
Close Out Zone
Contract and
Procurement
Process
5.4.5
Approve
bill for
payment
Yes
5.4.4
Approve details
on bill?
Closed work
orders
No
5.3.2
hange to PM
tine required?
Yes
No
5.4.1
Technically
close work
order
5.4.2
Services requiring
processing?
Yes
5.4.3
Initiate
payment
process
- create bill
No
5.3.3
Raise PM
hange request
65
Shell Exploration & Production

EP Global Discipline for Maintenance and Integrity
EPT Technical and Operational Excellence (T&OE)
Shell International Exploration & Production B.V.
Kesslerpark, Rijswijk (ZH),
2288 GS Rijswijk
The Netherlands.
The copyright in this document is vested in Shell International Exploration and

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

Work Preparation, Scheduling and Execution Process Guide

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Work Preparation, Scheduling and Execution Process Guide

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Appendix 2 - Detailed Process Steps ...........................................................................................................................45

Work Preparation, Scheduling and Execution Process Guide

Many studies have proven that top quartile operations prepare

The essence of doing work preparation, scheduling and

Doing a job right the first time and on time

delays, confusion and lost time

high levels of team productivity

poor quality of work, jeopardising future reliability.

reduced downtime of critical equipment

Preparation can improve productivity by eliminating these

In many areas within the business, work preparation has been

Work Preparation, Scheduling and Execution Process Guide

The process is described in the summary section independent of

Appendix 1 - Roles within the WPSE process

The Shell EP standard CMMS is SAP Blueprint (SAP BLP). The

Appendix 2 - Detailed process steps

This contains an overview of the roles required within the work

This appendix provides process flow diagrams that detail the

Structure of this guide

The CD appendices contain:

job aids such as checklists

dos and donts

This contains a general introduction to the guide and the WPSE

Work preparation, scheduling and execution

WPSE process forms