Ahmad Khalil’s Post

What the maintenance planning department have to do when the concerned person submits a work request? After a person writes a work order for the maintenance department, maintenance planning takes action. A maintenance planning group helps coordinate many of the specialized activities of maintenance. A maintenance planner takes the work order and does preparatory planning for the crew supervisor and craftpersons who will ultimately execute the work. 1- The planner considers the proper scope of work for the job. The work requester may have identified a noisy valve. 2- The planner judges whether the valve should be patched or replaced. 3- The planner also identifies appropriate materials for the specified job and whether they are available or must be specially ordered. 4- Th planner specifies the appropriate craft skills for the job. Having these determination made before the crew supervisor assigns a job for avoid problems such as delays stemming from assigning a person with insufficient craft skills or from not having required materials or tools available. Having time estimates also allows crew supervisors to judge how much work to assign. #planning #scheduling #maintenance #terminal #port #assetmanagement #asset #engineering #mechanicalengineering #spareparts #parts #workorder #planningdepartment

Is your Planning and Scheduling done by your Maintenance team in isolation? I think of Maintenance as a service function...we are here to meet our customers needs. At any time these customers could be (not limited to) Engineering, Projects, Operations, and follow up work from Inspections or Preventative Maintenance. With that many stakeholders wanting things executed onsite, often in small windows of opportunity, not involving them in the process is not taking full ownership and responsibility of the outcome. This can result in poor performance and in those stakeholders finding other ways to circumvent the process, further destabilising the system. Involve all stakeholders, help them understand and agree on the priorities, and set your Maintenance team up for success! #maintenance #planning #scheduling

A key to maximizing reliability through improved maintenance performance is to ensure that all work is of high quality. When a job has been planned, the necessary details to complete the job are defined, the right materials and parts are available, and the right resources are identified. Another benefit of true maintenance planning is safety, a planned job is a safe job 📣 . https://lnkd.in/eHWrJqKQ #safejob #maintenance #reliability

Today in this post we will talk about the importance and benefits of planning in maintenance:- A planning mission statement might read: "The Planning Department increases the Maintenance Department’s ability to complete work orders. Work plans avoid anticipated delays, improve on past jobs, and allow scheduling. Advance scheduling allows supervisors to assign and control the proper amount of work. A work crew is ready to go immediately to work upon receiving a planned and scheduled assignment because all instructions, parts, tools, clearances, and other arrangements are ready. The right jobs are “READY TO GO”. And this slogan what every planner have to reach it and look forward to. #planning #scheduling #maintenance #terminal #port #assetmanagement #asset #engineering #mechanicalengineering #spareparts #parts #workorder #planningdepartment

Difference Between Maintenance Planning and Scheduling: Maintenance Planning defines WHAT and HOW maintenance work should be done. It involves identifying the parts, tools, materials, technical information, safety requirements, and trades needed for a job. A planned maintenance job is one that has everything required to complete the task efficiently and safely. The planning process ensures that all necessary resources are available before scheduling the job. On the other hand, Maintenance Scheduling determines WHEN and WHO will perform the maintenance work. It involves assigning specific start and finish times for jobs, coordinating resources like tradespeople, equipment, tools, and services, and ensuring that activities are scheduled to minimize costs. Scheduling ensures that the work is completed within a specified timeframe by the appropriate personnel.

The next Palmer Maintenance Planning & Scheduling workshop will be in Niagara on November 13 & 14. This is your chance to join literally hundreds of maintenance professionals who have learned the advantage of proper planning & scheduling. Many companies "plan" because they are "supposed to." They hire planners and declare victory. The planners are supposed to prepare plans identifying parts, tools, and instructions before crafts-persons work jobs. The plans should eliminate delays and increase productivity. But delays are not eliminated and productivity does not increase. The planning group is the first to go in a reduction in force. Forever after, planning is rejected as “We tried that and it did not work.” But did you know that a group of 30 maintenance technicians should be performing the work of 47 persons when aided by a single planner? Visit https://lnkd.in/evRSqCk for more information on the workshop and registration. Early bird and group discounts available. See you there!!

Maintenance Planning is the WHAT and the HOW. It’s all about preparing jobs so that they can be executed efficiently and safely. It’s all about eliminating waste during jobs so that the jobs proceed efficiently, and our overall crew efficiency and wrench time goes up. And really, it's simply all about work preparation, i.e., getting work ready to be executed effectively and efficiently. But what does good maintenance planning look like? According to Richard ‘Doc’ Palmer in his book “The Maintenance Planning & Scheduling Handbook“, good maintenance planning adheres to the six principles! Principle 1 – Focus on Future Work. Principle 2 – Have your Planners in a Separate Organisational Group. Principle 3 – Make sure your planners maintain a library of equipment data and job history. Principle 4 – Develop job duration estimates based on experience. Principle 5 – Plan whilst recognising the skill of your crew. Principle 6 – Act on Feedback and realise that planning is a cycle of continuous improvement. These principles outline what your organization must ensure happens in order to achieve an effective maintenance planning process. Fail to implement these principles, and your planning process will not deliver the results you need. #maintenance #reliability

Preventive Maintenance (PM) and Corrective Maintenance (CM) are pivotal in equipment and facility maintenance. PM involves regular, scheduled maintenance to prevent unexpected breakdowns, extend equipment lifespan, improve reliability, and minimize costly downtime through actions like routine inspections, lubrication, and parts replacement at set intervals. Advantages of PM include reducing unexpected breakdowns, enhancing equipment efficiency and lifespan, and facilitating maintenance planning around production schedules. However, it can be costly and time-consuming, requiring detailed schedules and resource planning. In contrast, CM involves maintenance post-failure, focusing on restoring equipment to operational condition after a breakdown. While CM offers the advantage of no maintenance unless needed, potentially saving costs and easier to manage without a complex schedule, it can lead to unexpected downtime, higher repair costs, and increased equipment wear and tear. The key differences between PM and CM lie in timing, approach, and costs. PM is proactive, scheduled regularly, reducing long-term expenses, while CM is reactive, post-failure, potentially resulting in unexpected higher costs. Understanding these nuances is essential for efficient equipment upkeep and cost management in various industries. #Openforwork #mechanical #engineering #technician #rotatingequipment #safetyfirst #Maintenance #Equipment #FacilityManagement #CostManagement #PreventiveMaintenance #CorrectiveMaintenance

How do you prioritize work requests as a maintenance planner? According to IDCON INC: The priority of the work is based on the consequence of not doing the job and the condition of the component as measured during a component inspection. In a good organization, up to 90% of all maintenance work is a result of condition monitoring, including basic inspection routes and interviews with operators. With real priorities, more work can be planned, and after that it can be scheduled and executed in an efficient way.

Performance Measures of Maintenance Planning & Scheduling: 1. Percentage of planned work: This measure is the percentage of all scheduled jobs that have been planned. It assumes that all parts, procedures, specifications; tools, drawings, etc., have been identified before the job is scheduled. The benchmark is 90%. 2. Percentage of schedule compliance: This measure is the per centage of work accomplished that is agreed upon or on the weekly schedule. 3. Percentage of time that kits (materials and parts) are delivered on time: This measure is calculated as the number of times the kits (material and parts) were delivered on time divided by the total number of kits delivered. This percentage affects the planner’s ability to plan jobs properly. Expediting parts adds unnecessary and wasteful cost to the P&S process. 4. Percentage of time the right part (s) is delivered: As part of the planning process, planners and schedulers should have the confidence that a specific vendor will deliver the right part when required. Otherwise this problem could create a delay in performing the work. The benchmark is 99.0% or higher. 5. Percentage of work from a formal work PM/CBM: Most work should come from identifying the degradation of a component or asset far enough in advance of any PM/CBM tasks that the job can be planned and scheduled properly, thus minimizing unexpected delays and production loss. 6. Percent Rework: This measure is the percent of work orders requiring rework. Each organization needs to define what rework means to them. It may differ from one to another organization. Examples of rework include revisiting an asset to fix something within 7, 15, or 30 days of PM or a major repair work performed. The benchmark number is less than 2%. #Maintenance #Planning #Scheduling #Mechanical #Reliability #CMRP