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ME Lecture 4 Rev1

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10 views27 pages

ME Lecture 4 Rev1

Uploaded by

hassanzohaib7823
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MAINTENANCE

ENGINEERING
Lecture IV
Maintenance Planning & Scheduling
Learning Objectives
• After completion of this section, you will be able
to:
• Elaborate the need for maintenance scheduling
• Classify maintenance scheduling
• Explain the planning procedure

3
To Schedule or Not to
Schedule?
• It is generally accepted that, in any maintenance department
where there are more than 10 crafts persons and more than
two or three crafts, some planning, other than day-to-day
allocation of work by supervisor or leadsperson, can result in
improved efficiency.
• As the size of the maintenance organization, for example,
scheduling, increases, the extent to which work planning can
be formalized and the amount of time that should be spent on
this activity are increased.
• There should be only as much planning as necessary for
maximum overall efficiency so long as the system costs less
than the cost of operating without it.
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How Much Scheduling?
• There are practical limitations to any scheduling system.
• A very detailed schedule that because of emergencies
becomes obsolete after the first hour or two of use is of little
value.
• If, however, actual performance indicates from 60 to 80
percent adherence during normal operation, the value of the
schedule is real.
• Justification of any scheduling system requires proof of its
effectiveness in dollars saved.
• Where some form of incentive system or work measurement
exists, such proof is readily available
5
MAINTENANCE PLANNING AND
SCHEDULING
Effective planning and scheduling contribute
significantly to the following:

• Reduced maintenance cost.


• Improved utilization of the maintenance workforce
by reducing delays and interruptions.
• Improved quality of maintenance work by
adopting the best methods and procedures and
assigning the most qualified workers for the job. 6
PLANNING AND SCHEDULING
OBJECTIVES
• Minimizing the idle time of maintenance workers.

• Maximizing the efficient use of work time, material,


and equipment.

• Maintaining the operating equipment at a responsive


level to the need of production in terms of delivery
schedule and quality.
7
CLASSIFICATION OF MAINTENANCE
WORK ACCORDING TO PLANNING
AND SCHEDULING PURPOSES
• Routine maintenance: are maintenance operations
of a periodic nature. They are planned and
scheduled in advance. They are covered by blanket
orders.
• (A blanket order is a purchase order the campus end user makes with its
supplier that contains multiple delivery dates over a period of time,
negotiated to take advantage of predetermined pricing.)
• Emergency or breakdown maintenance: interrupt
maintenance schedules in order to be performed.
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They are planned and scheduled as they happened.
• Design modifications: are planned and scheduled
and they depend on eliminating the cause of
repeated breakdowns.

• Scheduled overhaul and shutdowns of the plant:


planned and scheduled in advanced.

• Overhaul, general repairs, and replacement: planned


and scheduled in advanced.

9
• An essential part of planning and scheduling is to
forecast future work and to balance the workload
between these categories.

• The maintenance management system should aim


to have over 90% of the maintenance work
planned and scheduled.

10
PLANNING !

Planning is the process by which the elements


required to perform a task are determined in
advance of the job start.

11
PLANNING
• It comprises all the functions related to the preparation of:

1. The work order


2. Bill of material
3. Purchase requisition
4. Necessary drawings
5. Labor planning sheet including standard times
6. All data needed prior to scheduling and releasing the
work order.

12
PLANNING PROCEDURES
• Determine the job content.
• Develop work plan. This entails the sequence of
the activities in the job and establishing the best
methods and procedures to accomplish the job.
• Establish crew size for the job.
• Plan and order parts and material.
• Check if special tools and equipment are needed
and obtain them.
• Assign workers with appropriate skills. 13
PLANNING PROCEDURES

• Review safety procedures.


• Set priorities for all maintenance work.
• Complete the work order.
• Review the backlog and develop plans for
controlling it.
• Predict the maintenance load using effective
forecasting technique.

14
BASIC LEVELS OF PLANNING PROCESS

1. Long-range planning: it covers a period of 3 to 5


years and sets plans for future activities and long-
range improvement.
2. Medium-range planning: it covers a period of 1
month to 1 year.
3. Short-range planning: it covers a period of 1 day to
1 week. It focuses on the determination of all the
elements required to perform maintenance tasks in
advance.

15
SCHEDULING

Is the process by which jobs are matched with


resources and sequenced to be executed at a certain
points in time.

16
SCHEDULING

• Scheduling deals with the specific time and phasing


of planned jobs together with the orders to perform
the work, monitoring the work, controlling it, and
reporting on job progress.

• Successful planning needs a feedback from


scheduling.

17
RELIABLE SCHEDULE MUST TAKE
INTO CONSIDERATION

• A job priority ranking reflecting the criticality of


the job.
• The availability of all materials needed for the work
order in the plant.
• The production master schedule.
• Realistic estimates and what is likely to happen.
• Flexibility in the schedule.

18
MAINTENANCE SCHEDULE CAN BE
PREPARED AT THREE LEVELS

1. Long-range (master) schedule

2. Weekly schedule

3. Daily schedule
19
LONG-RANGE (MASTER) SCHEDULE

• Covering a period of 3 months to 1 year.


• Based on existing maintenance work orders
(blanket work order, backlog).
• Balancing long-term demand for maintenance work
with available resources.
• Spare parts and material could be identified and
ordered in advance.
• Subject to revision and updating to reflect changes
in the plans and maintenance work.
20
WEEKLY SCHEDULE
• Covering 1 week.
• Generated from the master schedule.
• Takes into account current operations schedules and
economic considerations.
• Allow 10% to 15% of the workforce to be available for
emergency work.
• The schedule prepared for the current week and the
following one in order to consider the available backlog.
• The work orders scheduled in this week are sequenced based
in priority.
21
DAILY SCHEDULE

• Covering 1 day.
• Generated from weekly schedule.
• Prepared the day before.
• Priorities are used to schedule the jobs.

22
ELEMENTS OF SOUND SCHEDULING

Requirements for effective scheduling:


• Written work orders that are derived from a well-
conceived planning process. (Work to be done,
methods to be followed, crafts needed, spare parts
needed, and priority).
• Time standards.
• Information about craft availability for each shift.
• Stocks of spare parts and information on restocking.
23
ELEMENTS OF SOUND SCHEDULING
Requirements for effective scheduling:
• Information on the availability of special
equipment and tools necessary for maintenance
work.
• Access to the plant production schedule and
knowledge about when the facilities will be
available for service without interrupting
production schedule.
• Well-define priorities for maintenance work.
• Information about jobs already scheduled that are
behind the schedule (backlog). 24
SCHEDULING PROCEDURES (STEPS)
• Sort backlog work orders.
• Arrange orders by priority.
• Compile a list of completed and carry over jobs.
• Consider job duration, location, travel distance,
and the possibility of combining jobs in the same
area.
• Schedule jobs to start at the beginning of every
shift.
• Issue a daily schedule (not for shutdown
maintenance).
• Authorize a supervisor to make work assignments
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(dispatching).
MAINTENANCE JOB PRIORITY
SYSTEM
• Priorities are established to ensure that the most
critical work is scheduled first.
• It is developed under coordination with
operations staff.
• It must be updated periodically to reflect changes
in operation and maintenance strategies.
• It typically includes three to ten levels of priority.

26
SCHEDULING TECHNIQUES

The objective of the scheduling techniques is to


construct a time chart showing:

• The start and finish for each job.


• The interdependencies among jobs.
• The critical jobs that require special attention and
effective monitoring.

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