Maintenance Planning and

Scheduling Made Simple

Jeff Shiver CMRP, CPMM

Managing Principal
People and Processes, Inc
JShiver@PeopleandProcesses.com

1
Learning Objectives
1. Tips to apply on Maintenance Planning and Scheduling
2. Understand the ways the organization’s behaviors can limit
the effectiveness of maintenance planning and scheduling.
3. Review how the planner scheduler should be focused
strategically on the future, working from a foundation of
continuous improvement .
4. Comprehend that the majority of maintenance work should
be based on business priorities, not uncontrollably
emotional ones

Copyright ©2015 People and Processes, Inc. All Rights Reserved 2

 Survey
A few simple questions
Please remain standing until the
answer to a question requires
you to sit down
Most importantly, be as
honest as you can …
1. If your site does not have a formal
Maintenance Planner Scheduler position,

Please sit down

2. If your site has the same person as the
Maintenance Planner Scheduler and
Supervisor or Team Lead position,

Please sit down

3. If your site Maintenance Planner Scheduler is managing
contractors, handling emergency work, or finding parts for
either emergency or planned jobs in progress (current week)

Please sit down

4. If your site is doing 50% or more reactive
work over planned work

Please sit down

5. If your site Maintenance Planner Scheduler
does NOT have metrics specific to Planning
and Scheduling performance

Please sit down

6. If you do NOT have an audit process
where you audit at least 3 work orders
per month

Please sit down

 Where is your
organization today? 4th Gen. ?

• 3rd Gen items

3rd Generation • Risk mgmt.
• Hi Rel. Org.
• Higher • Precision
availability, Maintenance
reliability, & • Standards
throughput based
2nd Generation • Greater cost • Failure cause
effectiveness elimination
1st Generation • Higher • Greater safety • RCM, RCA
availability • Better product • Zero based
• Fix it when it quality budgeting
• Lower costs • No damage to • ERP systems
breaks • Longer asset Life environment • Asset reliability
• Longer asset life modeling
1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
Reactive Preventive CBM/ PdM Proactive 11
Benefits of Planning and Scheduling
• More efficiently performed jobs
• Lower cost
• Less customer/ tenant disturbance
• Higher quality (reduced variability)
• Improved morale and job satisfaction
• Increased equipment life
• Reduced parts usage
• More work with fewer resources

3 – 5 hours of execution time saved for 1 hour

of advanced preparation
Provides the service of generating Labor Hours

Currently World Class

20 to 35% 55%
Direct Becomes Direct
57%
Wrench Time
Work Work Improvement

* Direct Work = Not hunting for parts, information, or waiting for equipment to become available

Currently World Class Proven via work

sampling at
Equivalent Jacksonville
Work of 30 Yields of 47 (Florida) Electric
Technicians
57% Technicians Authority
Improvement
Source: Maintenance Planning and Scheduling Handbook, Palmer

Avoidable Delays
Work Management Identification
of Work Initial
Process job screening

Reactive Unplanned
Work Request/

Proactive Planned Work

Work Order Job
Supervision research
evaluates

Detailed
Y Emerg./ job planning
Urgent?
Is it N
Feedback
real? necessary
Prepare job
N AWAPPR
package
Y Approval
process INPL
Marshall
resources
AWMAT

Execute N Y Parts Y
work Approved? req’d?

Feedback AWPL
necessary N
 Y
Order Work
Materials Execution
Materials Management/ Storeroom

Receive Materials Technician

Completes WO/
Plan Feedback

Transact Materials
Supervisor
Reviews

Stage and Kit

Materials Planner
Closes/ Archives

Draft Schedule
N
(Priority based)
Note the Feedback
Loop
Scheduler

Weekly Schedule
Meeting
(Metrics Review)
Tips for Success
a) Align the organization
a) The big three
b) Spans of control
c) Combined roles

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Tips (continued)
b) Staff the position(s)
a) Best craftsperson
b) Educate and coach
a) Train
b) Coach monthly for 6 months
c) Educate the organization

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Tips (continued)
c) Focus
a) Strategic
b) Tactical

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Tips (continued)
d) Must haves
a) Next week’s schedule
b) Corrective job plans

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Tips (continued)
e) Measure and share the wins
a) PM Compliance
b) Schedule Compliance
c) Schedule Break-ins
d) More …

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21
Tips (continued)
f) Priorities
Priority Label Description
1 Emergency Unplanned - Drop everything – Pay Overtime –
Current Week focus
2 Urgent Unplanned – Cannot wait for formal planning –
No overtime – Current week focus
3 PMs Planned - Condition & time based Preventive
Maintenance – should be <20-30% of planned
work
4 Essential Planned – Highest planned priority behind PM
Planned work – 60% of remaining planned hours
5 Desirable Planned – Medium planned priority work – 25%
Planned of planned hours
6 Least Planned – Lowest planned priority work – 15%
Consequence of the planned hours – ideal for reactive
Planned troubleshooters
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Tips (continued)
g) Barriers to success
a) Training/ coaching
b) Accountability w/ roles
c) Lack of partnerships
d) Reactivity

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Copyright ©2015 People and Processes, Inc. All Rights Reserved 24
 Questions?

Copyright ©2015 People and Processes, Inc. All Rights Reserved 25