Efficient Plant May 2019 - 29

workforce issues

Manage Maintenance
Planning Expectations

Your planners should actually be planning jobs, not performing clerical-type
tasks that could be done by qualified maintenance clerks.

WHAT SHOULD YOU expect from your maintenance planners?
Focused on the right activities, they can make work execution much more
productive at your site. In fact, according to Roger Corley of Life Cycle
Engineering, Charleston, SC (www.LCE.com), every hour spent effectively
planning saves three hours in the field during execution. He offered the
following advice to help manage expectations.
- Jane Alexander, Managing Editor

Roger Corley is a work- and materials-management subject-matter expert
(SME) with Life Cycle Engineering, Charleston, SC, and a certified facilitator
for maintenance planning and scheduling with the Life Cycle Institute. For more
information, email rcorley@LCE.com, or visit www.LCE.com.

MAY 2019

For starters, understand that planning and scheduling should be
separate roles. A look at personality profiles of individuals in these
two roles shows why. While there are exceptions, great planners
tend to be concrete, sequential thinkers; great schedulers tend to be
more abstract, random thinkers.
It's important for planners to actually be planning jobs, not performing clerical duties that could be done by qualified maintenance
clerks. Some organizations dedicate one person to close all work
orders after craftspeople enter the required information. Although
such people may be planners (on paper), they no longer have time
to plan jobs. The ability to pull existing planners off planning duty
to perform this necessary task, however, doesn't mean an extra
full-time planner should be hired. Individuals dedicated to the task
and other clerical activities can be "backfilled" by existing planners,
since work-order closing has been removed from their normal
duties.
So what, exactly, should planners do with their time?
 They should spend between 30% to 40% of each day in the field,
looking at and field-planning corrective tasks. This includes
discussing potential job plans with crafts. As much as possible,
planners should walk down every corrective maintenance job, with
very rare exceptions, i.e., safety considerations.
 They should spend about an hour each day inspecting and verifying
kits in the kitting area.
 They should spend remaining available hours creating detailed job
plans. This includes building plans, researching and ordering parts,
and developing job-plan packages that include detailed scopes,
lists of steps/tasks, parts, and tools, along with any applicable
drawings, diagrams, and permits.
Keep in mind that planners should save details of appropriately
planned work in a job-plan library for future reference. In Oracle,
such documentation is called asset activities; in SAP it's referred
to as task lists. If your CMMS doesn't have a similar capability,
planners can save pre-planned jobs in a document-control library
or other electronic format. This will greatly improve a planner's efficiency and effectiveness, since future work on the assets in question
will only require a field visit to verify scope. Moreover, because the
planning will basically be complete, or nearly so, a copy-and-paste
of pertinent information will finish the planning activity.
Finally, remember that planners don't need to build an asset
activity for each individual asset in a plant: They can build it for an
asset type. This means that one asset activity can be written to cover
multiple assets. EP
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Efficient Plant May 2019

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