Maintenance Planning

and Scheduling Handbook

Third Edition

Doc Palmer

Me
Graw
Hill
New York Chicago San Francisco
Lisbon London Madrid Mexico City
Milan New Delhi San Juan
Seoul Singapore Sydney Toronto
 Foreword xxv
Preface xxvii
Preface to First Edition xxix
Acknowledgments xxxiii
Prologue: A Day in the LifeMay 10, 2020 xxxv
Bill, Mechanic at Delta Ray, Inc., No Planning xxxv
Sue, Supervisor at Zebra, Inc., No Planning xxxvii
Juan, Welder at Alpha X, Inc., Has Planning xxxvii
Jack, Planner at Johnson Industries, Inc xxxviii
Charles, Predictive Maintenance Technician
at Beta X, Inc., No Scheduling xxxix

1 The Business Case for the Benefit

of Planning (Why Do Planning?) 1
Company Vision 1
Why Improvement Is Needed in Maintenance 3
What Planning Mainly Is and What It Is Mainly Not
(e.g., Parts and Tools) 4
Increase Your Workforce Without Hiring 7
Case Study: The Practical Result of Planning
Is Freed-Up Technicians 8
"World Class" Wrench Time 8
The Specific Benefit of Planning Calculated
for Labor Only 11
The Specific Benefit of Planning Calculated
beyond Labor: The Ultimate Benefit 12
Plant Staffing Level 14
Why Does This Opportunity Exist? 15
Quality and Productivity: Effectiveness and Efficiency 20
Planning Mission 21
Frustration with Planning 22
W. Edwards Deming 22
Peter F. Drucker 24
Summary 24
Overview of the Chapters and Appendices 24

IX
Contents

2 Planning Principles (What Makes Planning

So Frustrating and What Makes It Work?) 29
The Planning Vision: The Mission 29
Principle 1: Separate Group 31
Illustrations 35
Principle 2: Focus on Future Work 36
Institutionalizing Plant Knowledge 41
Emergencies 42
Case Study: Insist on Using the Job Plan Module 42
Illustrations 43
Principle 3: Component Level Files 44
Illustrations 48
Caution on Computerization 50
Principle 4: Estimates Based on Planner Expertise 51
Illustrations 58
Principle 5: Recognize the Skill of the Crafts 60
Illustrations 67
Principle 6: Measure Performance with Work Sampling 69
Illustrations 72
W. Edwards Deming 73
Peter F. Drucker 76
Planner Liability 77
Summary 79
Case Study: Plant with Only Planning 80

3 Scheduling Principles (Why Do We Have to Do

Scheduling and What Makes It Work?) 83
Why Maintenance Does Not Assign Enough Work 83
Advance Scheduling Is an Allocation 87
Principle 1: Plan for Lowest Required Skill Level 90
Illustrations 93
Principle 2: Schedules and Job Priorities Are Important 94
Illustrations 95
Case Study: New Supervisor 96
Case Study: Honoring the Schedule 97
Principle 3: Schedule from Forecast of Highest Skills Available . . . . 98
Illustrations 101
Principle 4: Schedule for Every Work Hour Available 102
Illustrations 105
Principle 5: Crew Leader Handles Current Day's Work 106
 Contents xi

Peters and Waterman, In Search of Excellence,

"Tight and Loose" 110
Illustrations 110
Principle 6: Measure Performance with Schedule Compliance Ill
Illustrations 116
W. Edwards Deming 117
Peter F. Drucker 118
Summary 119
Case Study: Plant with Planning Plus Scheduling 120

4 Success Only After Dealing with Reactive Maintenance

(What If Something Breaks?) 121
Proactive versus Reactive Maintenance 122
Extensive versus Minimum Maintenance 127
What Kind of Job Plan Is That!?! 128
Case Studies Illustrating Actual Industry Successes 129
Case Study: Electric Utility 129
Case Study: Chemical Plant 132
Case Study: Food Processing : 136
Case Study: Facilities 1 138
Case Study: Facilities 2 139
Case Study: Paper Mill 140
Case Study: Wastewater Treatment Plant 141
W. Edwards Deming 142
Peter F. Drucker 142
Summary 142

5 Basic Planning (Let's Plan a Work Order) 145

A Day in the Life of a Maintenance Planner 145
Work Order System '. 148
Planning Process 151
Work Order Form 153
Coding Work Orders 155
Using and Making a Component Level File 158
Scoping a Job -. 160
Troubleshooting 161
Performance Testing or Engineering 162
Illustrations 163
Engineering Assistance or Reassignment 164
Developing Planned Level of Detail, Sketching and Drawing 165
XJj Contents

Job Plan Template 167

Attachments 168
English 101 169
Craft Skill Level 170
Estimating Work Hours and Job Duration 173
Not Placing Time Estimates on Individual Job Plan Steps ... 177
Parts 178
Equipment Parts List 179
Purchasing 180
Storeroom, Reserving, and Staging 181
Special Tools 182
Job Safety 184
Confined Space , 184
Material Safety Data Sheets 185
Estimating Job Cost 186
Contracting Out Work 188
Insulation 189
Other Contracted Out Work 190
Closing and Filing Feedback after Job Execution 191
Three Types of Feedback and Cautions with
"Failure" Codes 191
Six Ways to Encourage Getting Feedback 195
Wastewater Treatment Industry Example 208
W. Edwards Deming 225
Peter F. Drucker 226
Summary 226

6 Advance Scheduling (Let's Create a Schedule) 227

Weekly Scheduling . 227
Forecasting Work Hours 228
Sorting Work Orders 234
Allocating Work Orders 242
Common Sense for Interruptible and Other Work 254
Formal Weekly Schedule Meeting 255
Staging Parts and Tools 257
What to Stage 258
Where to Stage 260
Who Should Stage 263
The Process of Staging 263
 Contents xiii

W. Edwards Deming and Peter F. Drucker on Quotas,

Benchmarks, and Standards 264
Summary 267

Daily Scheduling and Supervision

(What Should the Supervisor Be Doing?) 269
A Day in the Life of a Maintenance Supervisor 269
Assigning Names 273
Coordinating with the Operations Group 280
Handing Out Work Orders 282
During Each Day 284
Avoiding Common Pitfalls That Wreck the Schedule 286
W Edwards Deming and Peter F. Drucker on Supervision 287
Summary 288

Forms and Resources Overview (Tools That Planners Use) 289

Forms 290
Deficiency Tags 291
Resources 300
Component Level FilesMinifiles 300
Equipment History Files
(Including System Files and Minifiles) 304
Technical Files 307
Attachment Files 308
Vendor Files 308
Equipment Parts Lists 309
Standard Plans 309
Lube Oil Manual 312
MSDS 312
Plant Schematics 313
Rotating or Critical Spares Program 313
Security of Files 315
Summary 315

The Computer in Maintenance

(How Computers Can Help and Hinder Planning) 317
A Day in the Life of a Maintenance Planner (Using a CMMS) 318
The Planner Must Use the CMMS Job Plan Module 322
What Type of Computerization 324
Software Already in Use 324
Single User or Larger Network 325
XJV Contents

Creating versus Purchasing a Commercial CMMS 325

Interfacing a CMMS with a Company Financial System .... 326
Benefits with the CMMS 326
Standardizing Work Processes 327
Inventory Control 327
Information for Metrics and Reports 328
Finding Work Orders 328
Linking Information to Equipment 330
Common'Database 330
Scheduling 330
PM Generation 330
Problem Diagnosis and Root Cause Analysis Support 331
Cautions with the CMMS 331
Faulty Processes 331
Reliability and Speed 332
Data Protection 332
Improper Costing 333
Employee Evaluations 333
Goldfish Bowl 333
Unnecessary Metrics 334
Eliminate Paper? 334
Jack of All Trades, Master of None 335
Artificial Intelligence 336
Templates 336
User Friendly 336
Cost and Logistics 337
Selection of a CMMS 338
Team 338
Process 338
Specific Planning Advice to Go Along with a CMMS 340
Advanced Helpful Features for Planning and Scheduling 341
Summary 342

10 How Planning Interacts with Preventive Maintenance,

Predictive Maintenance, and Project Work 343
Preventive Maintenance and Planning 343
Predictive Maintenance and Planning 348
Project Work and Planning 350
Taking Over Contractor Project Work 350
Helping Engineering Without Losing Planning 351
 Contents XV

11 Control (How Do We Control Planning Itself

and What Are Associated KPIs for Planning
and Overall Maintenance?) 353
Organization Theory 101: The Restaurant Story 353
Selection and Training of Planners 356
Key Process Indicators (KPIs) 358
Overall Plant Performance 358
Proactive versus Reactive 360
Reactive Work Hours 361
Work Type 362
Six Sigma Application of "Function Reasoning" 363
KPIs for Scheduling (Is Scheduling Working?) 364
Schedule Compliance (or Success) and Labor Forecast 365
Wrench Time 369
Work Orders Completed 370
Backlog Management 370
Backlog Work Hours 371
Case Study: Backlog Management 372
KPIs for Planning (Is Planning Working?) 374
Planned Coverage 374
Minifiles Made 375
Defect Work Orders That Wreck Planning 376
Helpful Feedback 377
Summary 378

12 Shutdown, Turnaround, Overhaul, and Outage Management .... 379

Different Types of Outages 380
The Changing Nature of Outages over Time
as Reliability Improves 381
Planning Individual Work Orders for Outages 382
Moving from Weekly Maintenance to Outage Maintenance 382
Accuracy of Task Estimates 383
Cycle of Improvement: The Outage Report 385
Good Libraries 386
Notebooks and Checklists .'. 386
Meetings and Critiques 387
Project Closeout Reports 387
Controlling the Scope of Outages 388
Knowing Purpose 388
Outage Strategies 389
XVi Contents

When to Start Planning Outages 390

Handling Discovery Work 391
Beware Routine Rebuilds 392
Preventive Maintenance Tips 393
Tool: Work Breakdown Structure 393
Elements of the Outage Organization 394
Essentials of the Shutdown Manager Role 394
Processes Needing Identification and Mistakes to Avoid ... 394
Contractors 395
_ J \ Computerized Maintenance for Outages 396
< /
" Maintenance Crew Supervisors 397
Planners 397
Operations 398
Defining Outage Success 398

13 Conclusion: Start Planning 401

What Is Maintenance Planning? 401
Why Do Companies Need Maintenance Planning? 401
WIIFM (What's in It for Me?) 403
What's in It for Me if I'm a Technician? 403
What's in It for Me if I'm a Supervisor over a Crew? 404
What's in It for Me if I'm a Maintenance Manager? 404
What's in It for the Company? 405

Epilogue: An Alternative Day in the LifeMay 10,2020 407

Bill, Mechanic at Delta Ray, Inc 407
Sue, Supervisor at Zebra, Inc 408
Juan, Welder at Alpha X, Inc 409
Jack, Planner at Johnson Industries, Inc 410
Charles, Predictive Maintenance Technician at Beta X, Inc 411

A Planning Is Just One Tool; What Are the Other Tools Needed? .. 413
Work Order System 416
Equipment Data and History 420
Leadership, Management, Communication, Teamwork
(Incentive Programs) 422
Qualified Personnel 428
Classification 429
Hiring 430
Training 430
 Contents xvii

Shops, Tool Rooms, and Tools 436

Storeroom and Rotating Spares 438
Reliability Maintenance 441
Preventive Maintenance 441
Predictive Maintenance 444
Project Maintenance 446
Improved Work Processes 449
Maintenance Metrics 449
Summary 454

B The People Side of Planning 455

The People Rules of Planning 456
Rule 1: The Planning Program Is Not Trying to
Give Away the Plant's Work to Contractors 456
Rule 2: Planners Cannot Plan the Perfect Job 456
Rule 3: Planning Is Not Designed to Take the Brains
Out of the Technicians 457
Rule 4: The Technicians Own the Job after the Supervisor
Assigns It to Them 457
Rule 5: Planners Cannot Make the Perfect Time Estimate .. . 458
Rule 6: Management Cannot Hold Technicians Accountable
to Time Estimates for Single Jobs 458
Rule 7: Showing What Is Not Correct Is Often as Important
as Showing What Is Correct 459
Rule 8: Planners Do Not Add Value if They Help
Jobs-in-Progress 459
Rule 9: Everyone Is an Adult 459
Rule 10: Everyone Should Enjoy Their Work 460
Rule 11: Everyone Should Go Home at the End of
Each Day Knowing if They Have Won or Lost 461
Rule 12: Wrench Time Is Not Strictly under the Control
of the Technicians 462
Rule 13: Schedule Compliance Is Not Strictly under
the Control of the Crew Supervisors 462
Rule 14: It Is Better to Train Employees and Lose Them
Than to Not Train Them and Keep Them 463
Rule 15: Modern Maintenance Needs to Do Less with Less . 463
Summary 464

C What to Buy and Where 465

Minifile Folders 465
XVJii Contents

Minifile Labels 465

Miscellaneous Office Supplies 466
Equipment Tags 466
Recommended Tag Sizes and Colors 467
Wire to Hang Tags on Equipment 468
Deficiency Tags 468
Shop Ticket Holders 468
Open Shelf Files 469
CMMS 469

D Sample Forms and Work Orders 471

E Overview of Duties for Planners and Others 499

Maintenance Planner 499
New Work Orders 499
Before Job Scheduling 500
Maintenance Scheduler : 504
Maintenance Planning Clerk 505
Operations Coordinator or Gatekeeper 505
Maintenance Purchaser or Expediter 506
Crew Supervisor 506
Planning Supervisor 507
Maintenance Manager 508
Maintenance Planning Project Manager 508
Maintenance Analyst 508

F DIY (Do It Yourself) Wrench Time Study,

Quick and Easy In-House 509
How Not to Measure Wrench Time 512
Setting Up the In-House Study 513
Determining a Representative Period with Enough Observations .. 514
Making Observations and Respecting the Workforce 515
Organizing Data Collection 516
Example Observations 516
Interpreting the Results I 516
Summary 519

G Sample Work Sampling (Wrench Time) Study: "Ministudy" 521

Executive Summary 522
Introduction 523
 Contents xJX

Category Definitions 523

Collection of Observation Data 526
Analysis 527
Conclusions 535
Recommendations 536
Attachment A: Procedure for Measuring Workforce
Productivity by Work Sampling 536
Attachment B: Work Sampling Calculations 541

H Sample Work Sampling (Wrench Time) Study: Full-Blown Study . 543

Executive Summary 544
Introduction 545
Category Definitions 546
Collection of Observation Data 549
Analysis ..- 549
Conclusions 604
Recommendations 609
Attachment A: Procedure for Measuring Workforce
Productivity by Work Sampling 609
Attachment B: Work Sampling Calculations 613

I Special Factors Affecting Productivity 615

Wrench Time in Exceptional Crafts and Plants 615
Blanket Work Orders 616
Empowering versus Scheduling 617
Definitions and Details 618
Empowered to Do What? 618
Proper Empowered Responsibility between
Planning and Crew Supervision 620
The Result of Proper Empowerment 621
Schedule Compliance 623
Major Causes 624
Overloaded Schedule 625
Crew Not Making It 627
Schedule Breakers .. .->.._ 627
Low Producing Crews 631
Priority Systems 635
Major Causes 635
Choice 638
No Priority System in Reality 639
XX Contents

Gaming the Priority System 640

Summary 644

J Work Order System and Codes 645

Introduction 646
Work Flow 646
Work Order Form and Required Fields 649
General Information 649
CMMS Instructions for Plant-Wide Use 652
Codes 652
Priority , , 652
Status 653
Department and Crew 654
Work Type 656
How Found 657
Plan Type 658
Outage 659
Plant and Unit 660
Equipment Group and System 661
Equipment Type 681
Problem Class, Problem Mode, Problem Cause, Action Taken .. 684
Work Order Numbering System 688
Current Numbering System 688
Previous Numbering Systems 688
Notes 689
Manual Distribution 689

K Equipment Schematics and Tagging 691

Equipment Tag Numbers 691
Equipment Tag Creation and Placement 696
Summary 697

L Computerized Maintenance Management Systems

and Scheduling with Excel Spreadsheets 699
Planning Principles versus Using a CMMS 699
Helpful Features for Planning and Scheduling 700
User Friendly 700
Speed Is Everything 701
Reliability Is Second 702
Inventory Help 702
 Contents xxi

Is This a Modification? Rework? Call Out? 702

Deficiency Tag 703
Outage and Clearance versus Status 703
Priority 704
How Found 704
Attachment or Link 704
Equipment Module 704
Types of Projects 704
Patches 705
Upgrades 705
Changing Systems 705
New Systems 705
Big Glitches in Real Systems 706
Death March Projects 707
What They Are 707
Why They Happen 708
Key Points to Survival 709
Planning a CMMS Project 710
Work Request for a CMMS 710
Planning for a CMMS 710
Staffing 712
Scope 712
Project Plan 714
Parts 714
Special Tools 715
Work Order Module Test Script 717
Procedure 718
Signoff 721
Train 721
How to Order a Storeroom Part 722
Estimated Job Cost 723
Ongoing Support 723
Scheduling with Computer Spreadsheets 724
The MPSH Scheduler Excel Spreadsheet 725
Perspective 725

M Establishing and Supporting a Planning Group

(Barriers and Aids to Success) 727
Setting Up a Planning Group in a Traditional
Maintenance Organization for the First Time 727
1 n . .
XXII Contents

Organization and Interfaces 730

Planners 732
Workspace Layout 736
Management and Control 737
Redirecting or Fine-Tuning an Existing Planning Group 737
Considerations 739
Older Facilities versus Newer Facilities 739
Facilities under Construction 739
Centralized versus Area Maintenance Considerations 739
Traditional versus Self-Directed Work Teams 740
Aids and Barriers Overview 740
Major Areas of Planning Management 743
OrganizeEstablish a Planning Group 743
PlanPlan Enough Jobs for One Week 746
ScheduleSchedule Enough Jobs for One Week 750
ExecuteExecute Scheduled Jobs and Give Feedback 752
OngoingKeep Planning and Scheduling Ongoing 754
Key Aids and Barriers 757
Management SupportSponsor a P&S System 757
Supervisor SupportFollow a P&S System 759
Technician SupportFollow a P&S System 761
Right PlannerCreate Positions and Select
the Right Planners 763
Planner TrainingHave Trained Planners 765
Urgent BreakdownsUtilizing P&S in
a Reactive Environment 767
Technician InterruptionsDeal with
Planner Distractions 768
Equipment TagsHave Tags on Equipment 770
FilesHave Effective Files 772
PurchasingBuy Timely Nonstock Parts 774
Work Order SystemHave an Effective Foundation 775
CMMSHave a Helpful Computer System 777
Special Circumstances 779
Improve Existing PlanningTurn Around
an Existing Group 779
New Plants or UnitsEstablish Effective Planning 781
Self-Directed TeamsUse Planning and Scheduling 783
Summary 784
 Contents XXiii

N Example Formal Job Description for Planners 785

Maintenance Planner 785
Duties 785
Minimum Qualifications 786

O Example Training Tests 787

Maintenance Planning Test Number 1 787
Maintenance Planning Test Number 2 789
Maintenance Planning Test Number 3 791
Answers to Tests 794
Test 1 794
Test 2 795
Test 3 796

P Questions for Managers to Ask to Improve

Maintenance Planning 797

Q Contracting Out Work 801

Why Contract Out Work? 802
Why Contract Out Maintenance? 803
Problems with Contracting Out Work 805
Problems with Contracting Out Maintenance 805
Alternative Forms of Contracting Out Work 807
Contracting Out All of Maintenance and Operations 807
Contracting Out All of Maintenance 808
Contracting Out All the Labor within Maintenance 808
Contracting Out Lower Skills 809
Contracting Out Unusual Tasks or Other Tasks
Requiring Special Expertise 809
Contracting Out to Supplement Labor 809
Increasing In-House Maintenance Management
Expertise 810
Arbitration Considerations for Contracting Out Work 811
Impact on Employees 812
Work Type and Equipment 817
Reasonableness and Extent Justified by Employer 820
Good Faith 824~
Summary 826
References 826
XXJV Contents

R Concise Text of Missions, Principles, and Guidelines 829

Maintenance Planning Mission Statement 829
Maintenance Planning Principles 829
Maintenance Scheduling Principles 830
Guidelines for Deciding if Work Is Proactive or Reactive 831
Guidelines for Deciding if Work Is Extensive
or Minimum Maintenance 831
Guidelines for Deciding Whether to Stage Parts or Tools 832
Guidelines for Craft Technicians to Provide

Adequate Job Feedback 833

Glossary 835

Bibliography 839

Index 843