1. SE429
Maintenance Planning and Control

2. PLANNING
Planning is an analytical process which encompasses an assessment of future, the determination of desired objectives, the development of a course of action to achieve such objectives and the selection of a course of action among alternatives.

3. Chapter 2 Slides
Maintenance Operations and Control

4. Maintenance Control
An effective maintenance operation and control system is the backbone for sound maintenance management.
Controlling maintenance means the coordination of demand for maintenance and available resources to achieve a desired level of effectiveness and efficiency. .

5. Characteristic of an Effective Operation and Control System(OCS)
The following four items must have clear methods and procedures of handling in any effective OCS .
1. Maintenance Demand ( What work to be done and when)
2. Maintenance resources ( who will do the work and what material and tools needed)

6. Characteristic of an Effective Operation and Control System(OCS)
3. Procedures means for coordinating, scheduling and executing the work.
4. Performance and quality standards
( how long it takes to do a job and acceptable specification.
5. Feedback monitoring and control

7. Vehicles for Planning and control
The work order system : is the vehicle for planning and controlling maintenance work. It also provides the needed information for monitoring and reporting maintenance work. A clear goal and effective procedures are essential for the implementation of the work order system and control of maintenance activities

10. PURPOSE OF MAINTENANCE WORK ORDER SYSTEM
1. Requesting in writing the work to be performed.
2. Assigning the Best Method and Safety to Perform work in an estimated amount of time.
3. Reducing Cost through Man-Hours and Material Control.

11. PURPOSE OF MAINTENANCE WORK ORDER SYSTEM
4. Performing Predictive and Preventive Maintenance.
5. Improving Planning & Scheduling of Maintenance work.
6. A source of Data Collection for Reporting Time Standard Development and Control.

12. INFORMATION CARRIED BY A WORK ORDER
Planning Information
Inventory Number Unit Description
Person Requesting Job
Job Description
Time Standards
Job Specification and Code Number

13. INFORMATION CARRIED BY A WORK ORDER
Information for planning
6 Date Required and Priority
7 Trades Required and Co-ordinating Foreman
8 Special Tools
9 Safety Procedures
10 Drawing and Manual Number

14. INFORMATION CARRIED BY A WORK ORDER
Control Information
Cost Code for Work Type
Actual Time Taken
Cause and Consequence of Failure
Action Taken

18. TIME REPORTING
In order to control costs and provide information leading to method improvement, it is essential that an accurate reporting of time be included in the maintenance control system. Figure 2.6 illustrates a job that can be issued

20. Work Order Flow
The following are the sequential steps for the work order processing:
1. Upon receipt of the work request by the planner (it can be initiated via telephone, computer terminal, or in hard written form) it is screened and a work order is planned and completed, showing the needed information for planning, execution and control (see chapter 6). Usually 3 to 4 copies are filled and routed in the system.

21. Work Order Flow
2. The work order is registered in a register that lists pertinent data for each work order.

22. Work Order Flow
3. One copy (usually copy 1) is filed by work order number in the maintenance control department. Two copies (copy 2 and 3) are given to the concerned foreman and one copy (copy 4) is sent to the work originator.

23. Work Order Flow
4. The foreman assigns work to the appropriate craft and gives him one copy (it could be either copy 2 or 3). Let us assume it is copy 3. The craft performs the needed work and fills the necessary information about actual work done (such as actual time, actual material used, etc.) and hands the copy over to the foreman.

24. Work Order Flow
5. The foreman verifies information and checks the quality of work and puts this verified

25. Work Order Flow
6. The planner puts the information on copy 1 and sends copy 3 to the originator.
7. The planner sends copy 2 to accounting to fill in information about costs. After that, the copy is sent to the department where the maintenance information system is maintained (it could be a unit by itself or within planning and

26. Work Order Flow
scheduling, depending on the situation). The information in the work order is entered in an equipment history file.
8. Copy 1 is filed in a closed work order file and kept for some time (usually for 3 to 6 months), and then ultimately destroyed.

30. Equipment History File
It is necessary to record the following:
1. Equipment specifications and location.
2. Inspections, repairs, servicing and adjustments carried out, and break downs and failures and their causes and the corrective action u undertaken.

31. Equipment History File
3. Work done on the equipment, component repaired or replaced, condition of wear and tear, erosion, corrosion, etc.
4. Measurements or readings taken, clearance, results of tests and inspections.
5. Failure time and the time lost to carry out repairs.

32. Date Maintenance performed Downtime Labor Lost Production HRS cost
Spare parts and
materials
Labor
Lost Production HRS
cost
Spare
parts and materials

33. Structure of Maintenance Control
Maintenance control comprises the following three important functions:
1. Work order coordination and planning.
2. Work order processing.
3. Information feedback and corrective action.

34. Structure of maintenance control
Work order coordination is concerned with satisfying maintenance demand while requirements for production (service), and necessary capacities of maintenance resources and constraints are met. Work order processing is concerned with work order release, scheduling, and work dispatch. The feedback and control function essentially deals with information gathering and decision tasks for achieving set goals and objectives.

35. Relationships
Next Slide Shows the relationships between these functions

37. Work Order Coordination
This function, according to Gits consists of four decision functions (Figure 2.9).
1. Preventive maintenance planning.
2. Corrective maintenance classification.
3. Adaptive maintenance acceptance.
4. Maintenance capacity adjustment

39. Work Order Processing 1. Work order release,
It consists of the following three control functions:
1. Work order release,
2. Work order scheduling, and
3 Work order dispatching.

41. Information Feedback and Corrective Action
Feedback information and corrective action is concerned with the collection of data about the status of the work execution, system availability, work backlog, quality of work performed. Then this information is analyzed and an appropriate course of action is formulated.

42. Course of Actions
This course of actions and decisions is aimed at improving the following:
1. Work control
2. Cost control
3. Quality control
4. Plant condition control.

43. Work Control
This type of control monitors the work status and the accomplished work to investigate if the work is done according to standards (quality and time). A set of reports are generated in this category of control. These include a report showing performance according to standard by the crafts utilized for the job and their productivity. In this report, it is a good practice to indicate what proportion of maintenance work is performed using overtime.

44. Work Control
Other reports that are useful for work control are backlog, percentage of emergency maintenance to planned maintenance, and percentage of repair jobs originated as a result of PM inspection. All these reports reflect some sort of efficiency measures.

45. Backlog Management 1. Reduce contract maintenance
An excessive or too little backlog necessitates a corrective action. In case a down trend in the backlog is identified, one of the following actions may be necessary:
1. Reduce contract maintenance
2. Consider transfer between departments or crafts
3. Down size the maintenance force.

46. Backlog Management 1. Increase contract maintenance
If the backlog is increasing and a clear trend is identified a corrective action is needed which may include one of the following:
1. Increase contract maintenance
2. Transfer between departments or crafts
3. Schedule cost effective overtime
4. Increase maintenance work force.

47. Cost Control
Actions to control cost include:
1. Considering the use of alternatives maintenance materials
2. Modifying inspection procedures
3. Revising Maintenance procedures, particularly making adjustments in size of crew and methods.
4. Rdesigning material handling system or workshop layout

48. Quality Control
The action may entail a modification in the current maintenance policy and training of crafts. (For more details see Chapter 8.)

49. Plant Condition Control
If downtime is excessive or the equipment availability and readiness is low, a corrective action must be taken to minimize the occurrence of failure. The corrective action may require establishment of a reliability improvement program or a planned maintenance program, or both.

50. Effective Engineered Maintenance Program
1. Planned maintenance
2. Emergency maintenance
3. Reliability improvement .

51. Effective Engineered Maintenance Program
4. Cost reduction
5. Training and employee motivation
6. Equipment management program

52. Planned Maintenance
In planned maintenance all activities are pre-planned. This include material planning and stocking. Material planning permits more reliable scheduling in addition to cost savings in material delivery and ordering. Also, the jobs will be scheduled at times that do not disrupt deliveries or production schedules.

53. Handling Emergency Maintenance
1. Introduce the emergency maintenance into the regular schedule and then pick up the backlog with either overtime, temporary workers or contract maintenance. It is an accepted practice in industry to allow 10-15% of load capacity for emergency work.
2. Estimate the amount of emergency maintenance and assign skilled dedicated crafts for the emergency work order

54. Reliability Improvement
1. Report reliability measures for major equipment
2. Implement Reliability centered maintenance

55. Equipment Management Program
1. Implement elements of TPM
2. What is TPM

56. Cost Reduction
. In the effort aiming at reducing costs, the following should be considered.
1. Alternative material and spare parts.
2. Alternative method for inspection and overhaul.
3. Alternative equipment and tools.
4. Alternative procedures for planning and scheduling.
5. Alternative job time standards

57. Training and Motivation
1. Incentive programs tied to productivity
2. Effective training

58. Important Topics Maintenance Management Information Systems
Maintenance Quality Control
Measuring Maintenance Performance
Auditing and Continuous Improvement

59. SUPPORTING SYSTEM / SERVICES
1. Inventory Control & Stores / Purchasing
2. Engineering / Modification
3. Reliability / Technical Services
4. Safety and Environmental (Sometimes)
5. Information Systems