1. Work Planning and Scheduling
Striving for Efficiency and Cost-Effectiveness

2. What is the Importance of Planning and Scheduling?
Establish Roles and Responsibilities
Minimize Cost
Focus on Objectives
Achieve Goals
Offset Uncertainty and Change: Ensures that each part of the organization will know when, how and what to contribute toward maintaining the whole highway system.
Minimize Cost: Consistent and efficient operations minimizes delay and maximizes utilization and availability of resources.
Focus on Objectives: Allows for prioritization, and direction which will increase incentive to achieve targets
Achieve Directed Goals: Once you’ve accomplished all of the above, your results should reach the goals set in the Long Range Surface Improvement and Bridge Maintenance Program, business plan, and annual work plan.

3. Overview Flow Chart Responsibilities Policies and Procedures Tools
Flow Chart: Identify the various steps involved
Responsibilities: Who does what steps
Policies and Procedures: Locations of fiscal and general maintenance guidelines
Tools: Identify the specific resources and programs available to make the process easier
Best Practices: Provide useful strategies of enforcing the plan

4. Maintenance Planning and Scheduling Flowchart

5. Long Range Planning Long-Range Revenue Projections Business Plan
District/Central Fiscal
District Executive
3. County Maintenance Manager and/or District maintenance Office.
Long-Range Surface Improvement Program (Optional)

6. Directed Goals Future Surface Improvement Program Business Plan
Compiled By District and / or County
Provides a Guideline of What Routes Will Need Prep Work
Business Plan
The Districts Goals Need To Be Considered

7. Management Considerations
Performance Standards & Work Schedule Calendar
Total Required Personnel Equipment Material (Resource Balancing)
Road Information M-681
(RI Screen)
Fiscal Guidelines/Budget
Policy
& Procedures
STAMPP/ Video Logging
Additions may include IRI data, District/County based cycle requirements.
County Management Team
ACM’s and Foremen, with additional input from CMM and District Office
District and Central Fiscal offices
BOMO and other Central Office organizations.
RMS coordinator, IRI data is also passed through RMS
Cycles from Central, District or County policy
Initial Resource Assessment

8. How Do We Know What Needs to Be Done?
A Combination of the Future Surface Improvement Program, STAMPP/Video Log Data and Physical Observations Should Be Used to Develop the RI Data Base
The RI Screen in MORIS Contains Roadway Conditions Requiring Attention
®See the MORIS Highway Manual for User Information (Pub. 230)
Please switch the order of the two major bullet points on this page

9. What Do We Need to Complete These Projects?
The Performance Standards Estimate the Manpower, Equipment and Materials Needed to Complete Specific Activities
They Are Located in the MORIS HIGHWAY FOREMANS MANUAL (PUB 113)
Use Available Productivity Reports (Such as ‘Detailed Performance Report’) as Well as the Pub 113 Standard to Get a Good Idea of What Productivity Measures to Strive for
The Work Schedule Calendar Provides the Months in Which the Specific Activities May Be Performed
This Calendar Can Be Located in Chapter 3 of the Maintenance Manual (PUB 23)
We should have the instructor discuss available productivity reports on this slide including MMB, MORIS Flash Screens and RMDS MORIS Reports.

10. Reference Materials That Describe Policies and Procedures
Maintenance Manual – PUB 23
MORIS Highway Foreman and Payroll Manual – PUB 113
Procurement Manuals
MORIS Manuals
MORIS Highway Users Manual
MORIS Materials Manual
MORIS Equipment Manual
Equipment Managers Manual (Pub. 177)
Construction Specifications – PUB 408
RC Standards (Pub. 72)
Work Zone Traffic Control – Pub 203

11. Appropriation 187 Program Establishment
Initial Resource Assessment/Funding
Maintenance Program including 213 program
Betterment Program
Reimbursable & Non- Reimbursable Programs
Winter Program
Should Facility Work be included? Yes, as well as Equipment Procurement (Purchases and Rentals). Not including central office facilities and equipment purchases.
Or, should the instructor note that the Maintenance Program includes:
711, 712, 713, 714, 719, 822, 813, 844?
The other alternative would be to keep the slide as is and say this:
The instructor should mention that this is the basic outline for the county’s operational budget and greater detail can be gotten from the individual county management team. DF MC DF MC

12. Maintenance Program 711: General Maintenance 713: Traffic Services
Roadway, Shoulder, Drainage and Bridge Activities
713: Traffic Services
Signs, Guide Rail, Line Painting, Sweeping, Etc.
714: Roadside Maintenance
Mowing, Herbicides, Brushing, Litter,
Rest Area
Any important ones I’m missing?
General maintenance work, 213 work

13. Betterment Program Programs 381 and 383
100% State Funds
State and Federal Funds
Projects Include Significant Feature
and Safety Improvements

14. Reimbursable and Non-reimbursable
Special Projects That May or May Not
Be Reimbursed by Others
611: Non-reimbursable, Such as Maintenance of Historical Signs
612: Reimbursable, Such as Accident Damage

15. Winter Services (712) All Costs Associated with Snow and Ice Removal
Manpower, Equipment and Materials
Rented Equipment
Municipal Agreements

16. Intermediate Planning
Maintenance Program Including 213 program
Reimbursable & Non- reimbursable Programs
Betterment Program
Winter Program
Intermediate Resource Balancing (Including Monitoring the Budget)

17. Resource Balancing
This Step is to Check the Balance Between Resources Required and Resources Available to Accomplish
the Planned Activities
MORIS and/or Substitute Software Calculates the Manpower (RB Screen) and Major Equipment (EH Screen) Required to Complete the Annual Work Plan
The “CS” screen must be up to date for the RB and EH screens to be useful. The CS screen establishes standard productivity.

18. ??? What do you do if… ???
Man-Hours Required are Less Than Man-Hours Available? – Increase Plan of Man-Hour Intensive Activities
Man-Hours Required are Greater Than Man-Hours Available? – Reduce Plan of Man-Hour Intensive Activities and/or Contract Work
Equipment-Hours Required are Less Than Equipment-Hours Available? – Transfer Equipment, Increase Plan
Equipment-Hours Required are Greater Than Equipment-Hours Available? – Reduce Plan, Transfer Equipment, Rentals
Additional planned production units and/or additional activities
Reschedule some production units and/or activities in another month, or additional contract work
Some pieces of equipment will not be fully utilized. Make known to other counties and districts
Reschedule production units and/or activities in another month, or rent equipment in order to accomplish all of the work. Before renting equipment, check availability of other organizations.
Note: The instructor should refer the students to Section 3.3 in the Maintenance Manual, page 3-3 of the July 2002 revision.

19. Resource Balancing What to Consider:
Department Force Work in Allotments 611, 612, 618, 711,712,713,714,719,813,822 Etc. (AW screen)
Ensure Standards Are Current in the County Standard (CS) Screen
Temporary Employees and / or Approved Overtime (LF Screen)
Sick, Annual and Personal Leave Taken Per Month (LF Screen)
Holidays and Sporting Seasons
Training Projections
Work Scheduling Calendar
Inclement Weather and Alternate Work Activities
Corrective Work in Response to Complaints
Specialized Equipment Needs

20. Annual Plan
Intermediate Resource Balancing (Which Includes Monitoring the Budget)
Manpower Balancing
(Work Scheduling Calendar, RB and EH Screens)
Annual Work Plan (AW Screen)

21. Do We Have Enough Money??
The ‘BP’ Budget Preparation Transaction in MORIS and/or Substitute Software Program Develops a Fiscal Plan to Achieve Each Individual County’s Requirements and Goals. The Budget Process is a Repetitive
One in Which Projected Numbers Are Manipulated Until a Satisfactory Result is Achieved.
See the MORIS Highway Manual (Pub 230)
for Directions
Essential Elements of a Standard Budget
Will Help Develop Budget (Refer to Maintenance Manual, Pub 23, Chapter 3)
Essential elements of a standard budget will be included in the Chapter 3 revisions.

22. The Annual Work Plan
The AWP Presents the County’s Maintenance Plan for the Fiscal Year by Activity and Month Including Both Department Force and Contract Planned Production Units for Each Activity
The AWP Should be Developed Based on Needs Identified in the RI Screen as well as Other Factors
Such as:
Historical Figures
Cycles
Customer Concerns
Annual Work Plan Compliance Shall be Monitored on a Monthly Basis. The Annual Work Plan Should Only be Changed When Unforeseen Circumstances Prevent Completion of the Plan. All Changes to the Annual Work Plan Should be Pro-Active or Simultaneous with Event

23. Intermediate Scheduling
Annual Work Plan (AW Screen)
Period Plan (RI & PP Screen)

24. Intermediate Scheduling Period Plan
The Purpose of Intermediate Scheduling is to Identify All the Department Force Activities Which will be Performed During the Scheduling Period, Identify the Foremen Who Will be Performing Those Activities.
Completion of the Period Plan Screen is Required
Intermediate Scheduling may Include Critical Path Method or Other Scheduling Tools

25. Scheduling Periods
For Planning Purposes the Year is Divided Into Three Seasonally Planned Production Periods:
Period 1 – July, August, September, and October
Period 2 – November, December, January, February, and March
Period 3 – April, May, and June
See section 3.2 for explanation of Period 2 parameters.

26. Assigning Foreman
When Practical, Assign Foremen to Activities Applying the Concept of Crew Specialization
Whenever Possible, Crews Should Perform Activities Having Similar Skill Requirements. By Performing Activities Requiring Similar Skills, Crews will Become Familiar with the Tasks. This Familiarity will Lead to More Efficient and Effective Operations, Uniform Results and Encourage Crew Members to Take Pride in the Quality of Their Work.

27. Creating Period 2 Plans
All Snow and Ice Control will Take Precedence of Any Planned Projects
To Optimize Department Force Time During Period 2, Consider the Needs of the Annual Work Plan and Other Requirements Which May Include:
Low Cost Safety Projects
RAR’s
Stockpile Maintenance
Dark Hour Training
Customer Concerns
Emphasize performing general maintenance work
Stress geographical restrictions:
Southeastern PA may be planning more work than Northwestern PA

28. Period 3 Plans
Analyze Progress of Planned Versus Actual Work Completed in Periods 1 and 2
Check the Status of the Budget
Review Prep Work for Next Year’s Surface Improvement Program
Note: Surface improvement program includes both DF and contract.

29. Weekly Planning Period Plan (RI, PP)
Traffic Work Orders and Bridge Work Orders
Customer Concern Forms M-206
Weekly Planning Meeting
Do we still get traffic work orders? Yes. Also, add bridge work orders.

30. An Effective Planning Meeting
Who:
County Management Team
County Manager
Assistant County Managers
Roadway Programs Coordinator
County Equipment Manager
Other Key Players as Needed
Foremen
Key Operators
Union Officials
See Maintenance Manual, Pub 23, Chapter 3

31. What: Develop Weekly Plan
Monitor Annual Work Plan, Period Plan and Budget
Review Material, Manpower, and Equipment Needs
Review Crew Size Requirements, Leave Schedules, Outside Events
Review Agility Work
Review Flashing Lights
Review RAR’s
Review Detours
Review Equipment Utilization Goals
Address Quality and Safety

32. An Effective Planning Meeting
Where:
County Office
When:
Weekly
Before Thursday Afternoon
Why:
Ensure Activities are Selected from the
Period Plan or Customer Concerns
Ensure Needed Resources are Available

33. An Effective Planning Meeting
How:
Agenda
Minutes
Agendas and minutes are not required but are effective.

34. Weekly Planning Meeting Foreman’s Weekly Schedule (WP Screen)
Weekly Scheduling
Weekly Planning Meeting
Foreman’s Weekly Schedule (WP Screen)

35. Weekly Plan
The Select Weekly Screen Can Be Used to Select Work Activities From the Period Plan and Assign Them to the Week (or Weeks) and Days of the Week in Which They Will Be Performed
During Periods 1 and 3 the Weekly Plan Will Be Prepared Weekly
During Period 2, Alternative Work Activities Should Be Reviewed Weekly, Refer to the Maintenance Manual, Pub 23, Chapter 3 for Detailed Instructions
A Weekly Plan Will Be Completed Either By The Assistant or Foreman.
Does everyone agree with point #4? This is what the Maintenance Manual says.

36. IMPORTANT!!!
The Weekly Plan is a Collaborative Effort Between the Foreman and the Assistant Manager

37. Foreman’s Weekly Schedule (WP Screen)
Production
Foreman’s Weekly Schedule (WP Screen)
Any details? No.
Actual Production

38. Work Reporting (Daily Payrolls)
Actual Production
How much detail do you want to go into here?
None. We’re teaching planning, not payrolls.
Work Reporting (Daily Payrolls)

39. Roles and Responsibilities
County Management Team
County Maintenance Manager
Assistant County Managers
County Equipment Manager
Roadway Programs Coordinator
Highway Foremen
Reference Maintenance Manual, Pub 23, Chapter 3 for More Detail
Stress that this is a “Team” effort

40. County Maintenance Manager
Directs/LeadsTeam
Responsible for Ensuring Budget, Annual Work Plan and Period Plans Are Balanced
Arbitrator
Responsible for County Business Plan
Determines Priorities

41. Assistant County Managers
Develop and Monitor Period Plans
Identify Needs on Every Road in Geographical Section and Ensure their entry Into the RI Screen
Ensure Work Performed By Crews is in Compliance With Department Policies and Specifications
Mentor Foremen and Crews
Recommend Specialization of Crews, Contracts, Equipment and Material
Review and Sign Payrolls
Review Plans With Foremen

42. County Equipment Manager
Maintain Fleet
Schedule PM’s and Repairs
Purchase Equipment
Coordinate Equipment Sharing
Procure Rented Equipment
Ensure Safe Operation of Equipment / Coordinate Training on Equipment
Manage Facilities

43. Roadway Programs Coordinator
Monitor Budget, Annual Work Plan and Period Plans
Oversee Purchasing
Manage Administrative Staff
Utilize MORIS and Other Systems
Assist With Developing Plans and Balancing Resources
Ensure Planning Compliance
Ensure Payrolls Are Input Timely

44. Foremen Execute Plans Document Work and Submit Payrolls Daily
Communicate Progress and Concerns With Assistant Manager
Supervise Crews
Coordinate Work With Other Crews
Coordinate Deliveries With Vendors
Coordinate Equipment With Garage and Other Crews
Follow Standards and Procedures to Ensure Quality and Safety
Communicate With Customers
Mentor and Train Crew Members

45. Work Reporting (Daily Payrolls) MORIS Flash (Monitor Budget Status)
Feedback
Work Reporting (Daily Payrolls)
MORIS Flash (Monitor Budget Status)

46. REMEMBER!
Maintenance Efficiency and Operational Effectiveness is Not Limited to Preparation of a Schedule. The Dynamics of the Maintenance Environment Demands that the Management Team Maintains a Hands- On Posture to Ensure Adjustments Are Made in a Timely and Effective Manner.
KEEP? As changed

47. QUESTIONS or FEEDBACK
What else?