2. Introduction

3. It is expected your completed plan will require you to refer to applicable specifications, refer to reference documents and follow established procedures. It will include quality requirements and timelines to be achieved and require you to use planning techniques covered in this unit.

4. Job Instructions May be obtained from:

5. Project scheduling and time management

6. Gantt Chart Gantt Chart eg:

7. It shows the relationship of each activity to other activities and to the whole project. It identifies the precedence relationships among activities. (What goes before what!) It encourages the setting of realistic time and cost estimates for each activity.

8. Brainstorming Brainstorming is a group technique for generating new, useful ideas and promoting creative thinking. It can be used to help: ddddefine what project or problem to work on, tttto diagnose problems, rrrremedy a problem by coming up with possible solutions and to identify possible resistance to proposed solutions.

9. Within the group select a leader and a recorder (they may be the same person). Define the problem or idea to be brainstormed. Make sure everyone is clear on the topic being explored. Set up the rules for the session 

10. Should include: Letting the leader have control. Allowing everyone to contribute. Ensuring that no one will insult, demean, or evaluate another participant or his/her response. Stating that no answer is wrong. Recording each answer unless it is a repeat. Setting a time limit and stopping when that time is up.

11. Start the session - Go  Have the leader select members of the group to share their answers.  The recorder should write down all responses, if possible so everyone can see them, like on a board or butchers paper on the wall, etc.  Make sure not to evaluate or criticize any answers until done brainstorming.

12. Once you have finished brainstorming (everyone has run out of new or linking ideas), go through the results and begin evaluating the responses.

13. Setting Goals and Outcomes Choose your most important goal! Intensify your desire to achieve this goal! Develop a strong belief that you can achieve this goal! Set a deadline for your goal to be reached! Write your goal down! Now, break your goal down into steps! Define your tasks for every step or mini-goal!

15. Review and Evaluation When we evaluate something it is usually after we have done it and we are reviewing to see if we should have done it differently or will set out to do it differently next time – all in the spirit of improvement and best practice. A review may look at efficiency, effectiveness and appropriateness of outcomes in relation to what was required.

16. Planning procedures To plan is to think ahead. To decide on what you want to do, when, where, how and who will do what - before the work starts.

18. 1.Cut material to length plus allowance for machining; 2.Turn diameters leaving grinding allowance on critical diameters; 3.Mill key-ways; 4.Drill and tap; 5.Heat treat; 6.Cylindrical grinding.

19. Fitting - New Assembly The fitter should study the assembly drawings of the machine to gain an understanding of its function and the position occupied by the individual parts. A logical sequence of assembly is worked out, the tools and equipment required for the assembly are obtained and arrangements are made for assistance - where necessary.

20. The fitter must take care during assembly to prevent: accidents occurring that could result in injury to personnel and damage to components, inclusion of foreign matter and dirt in assembly, damage being done to bearings and seals by incorrect installation technique, damage being done to shafts and threads by slinging without protection of surfaces.

21. and to ensure that: bearings are adjusted to specified clearances, gaskets are fitted where specified, belts, chains, gears, clutches and brakes are adjusted to specifications, correct running clearances can be maintained, all locking devices are placed correctly, all gearboxes and bearing housings are filled to the correct level with the specified lubricant before running, all moving parts are lightly lubricated and function correctly.

22. A check should be made after assembly to ensure that: all fitting work has been carried out, lubrication systems are functioning and filled with the correct lubricant, moving parts can be operated manually (where possible) before using power, run the machine under power and examine for; excessive noise from gears or bearings, excessive heat from bearings or components, smell from overheated motors, vibration from loose parts and leaks, the necessary adjustments are carried out and the machine run under load and checked again.

23. People don’t plan to fail! They fail to plan!

24. Fabrication Example: Drawing interpretation dimensions material type weld preparations tolerances standards Job Planning availability of resources timeframes Marking-off layout calculations pattern development production instructions Cutting mechanical thermal Forming rolling pressing Assembly layout jigs Checking progressive final Fabrication activities involve many procedures that need careful planning in an orderly sequence. These procedures include:

25. A Fabrication Example of Planning Determining the work sequence Preparation and collection of material Marking out and cutting of material Forming of material Positioning and location of components Accessibility of parts to be installed later Accessibility for next operation Available floor space and height Prefabrication

26. Welding Procedures Pre-weld material preparation Machine settings and welding process/technique Pre-heat and distortion control Work holding and access Clean-up and post treatments

27. Reviewing the plan This phase allows us a final check on our plan before we put it into operation. We can check for possible errors and anticipate any problems that may occur. If we find any mistakes or potential problems we can adjust our plan and recheck it before making any costly errors. Once the task has been completed we can also review our plan against the finished task. If we find any errors we have an opportunity to learn. A good employee will not ignore the mistakes that have occurred. They will investigate the causes and learn how to ensure it does not occur again.

28. Modifying the plan Plans are guides and are not set in concrete. Remember ‘Best Practice’! You need to be willing to adapt a plan to suit any changed situation. This is referred to as ‘contingency planning’!

29. To develop a contingency plan you simply need to ask the following questions: 1.What could go wrong or change the plan? 2.Is this likely or significant? 3.What could I do to prevent this happening? (Preventative Action) 4.What will I do if it happens anyway? (Contingency Action)

30. Summary Job Instructions Project scheduling and time management Brainstorming Setting Goals and Outcomes Prioritising Review and Evaluation Modifying the plan

31. And remember - People don’t plan to fail! They fail to plan!