Who helped you obtain these needed parts? _____________________________
10. What corrections need to be made in the BOM or stored plan?
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| 11. Was the work order maintenance activity on the repair type (REP, PRV, PRD) marked properly? | (Y/N) |
| 12. Did you mark the breakdown flag when an equipment component was replaced or modified to get the equipment to perform properly? | (Y/N/NA) |
13. If yes, identify the failed component that was the primary cause of the breakdown: ___________________. Complete the technical report.
14. Document solutions to prevent future failures:_____________________________________________________
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| 15. Did you provide job status to your team manager by 2 p.m. if the work required overtime to complete or had to be carried over? | (Y/N/NA) |
| 16. Did you enter your time for this work order? | (Y/N) |
General Feedback: Please let us know of any problems or suggested improvements that are needed to make the planning and scheduling process work better.
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Our experience in moving from reactive to proactive with effective planning, scheduling, and execution has shown increased productivity by about 32% compared with the reactive mode of operation (typical breakdown is 2% tools/travel, 7% waiting for permits and operations, 4% obtaining job lineup, 3% obtaining materials, 3% obtaining drawings/ procedures, 3% inefficiency, and 10% unassigned).
Work requests are evaluated by the criteria shown in Figure 5.1 to determine the level of planning required for each job. All jobs are not equal. Apply the appropriate time and attention to get the most from your limited resources by doing the right level of planning for each job.
The following list contains the essential elements that will maximize the success for any planning and scheduling process:
1. Notifications are to be written as soon as the need is identified to allow as much lead time as possible to plan the work. The lead time concept must be understood and implemented to change from our reactive mind-set. Challenge the comfort zone by setting a level of risk that we are willing to accept.
2. Work notifications are to be separated into types (emergency, routine, shutdown).
3. Operate with centralized scheduling for defined units of business (site, division, etc.).
FIGURE 5.1 Planning decision tree: selecting the level of planning
4. Planners have to focus on “tomorrow” and be isolated from “today” activities.
5. Dedicated shutdown planners are required for defined outage sizes (set a labor-hour or cost limit)
6. An operational function (maintenance coordinator, production assistant, etc.) is required to serve as a funnel and filter for work requests. A productivity coordinator role performs the same function for the execution forces.
7. Limit the number of work notification creators to the critical few.
8. The P&S process has to be an equal partnership described by the threelegged stool model.
a. Operations input for when the equipment is available to do the work
b. Supervisor/scheduler input for who is available to do the work
c. Planner/stores input for what materials and resources are available to do the work
9. Roles and responsibilities for required functions are to be defined and enforced with known accountability.
10. A set number of mechanics can be reserved to handle emergency work. This could be achieved in a variety of forms (ops mechanics, emergency crew, etc.). This would remove the emergency job burden and create a manageable planned work backlog.
11. The planning and scheduling functions are to be separated (even if they have to be done by the same person in small sites).
12. The use of standing orders for planned work must be minimized or eliminated. For nonplanned work, this is an acceptable method.
13. To truly understand our level of performance and to identify improvement opportunities, we should schedule for 100% of available resources with a buffer portion of fill-in work to allow for flexibility.
14. Implement consequences for requesting emergency work, especially if you exceed the dedicated resources assigned to handle E-jobs. Have a special form required with an accountability process to follow up the next morning to verify that this was an actual emergency according to a set definition.
15. Workers and other resources must be shared across boundaries (crews, groups, departments, divisions, etc.).
16. Establish a site prioritization system with specified criteria and basis (criticality of equipment, production demands, HSES issues, etc.).
17. Evaluate work order historical data to flag and follow up on abuses of “not urgent and not important” requests.
18. Create a toolbox of IT systems available for P&S implementation (SAP, Access, Excel, etc.) and provide training support as areas implement the best-fit tool for their needs.
19. Define “work to be planned” to demonstrate the value that will be added by this activity. By default, recognize the “no plan needed work.”
20. Define the standard performance measures (select a few) to be used to drive P&S.
21. Enforce a feedback loop to continually improve job plans and the overall P&S process.
22. Create the guidelines for a standard backlog management strategy and implement.
23. Implement and enforce a schedule break process with follow-up accountability to justify actions. Give this the same emphasis as safety and cost control efforts.
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