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1 © Life Cycle Engineering 2011 The Misguided Application of the Planner/Scheduler Tim Kister Senior Planner/Scheduler Life Cycle Engineering Carolinas.

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Presentation on theme: "1 © Life Cycle Engineering 2011 The Misguided Application of the Planner/Scheduler Tim Kister Senior Planner/Scheduler Life Cycle Engineering Carolinas."— Presentation transcript:

1 1 © Life Cycle Engineering 2011 The Misguided Application of the Planner/Scheduler Tim Kister Senior Planner/Scheduler Life Cycle Engineering Carolinas Chapter Annual Meeting August 25th – 26th, 2011 CU ICAR 4 Research Drive Greenville, SC BMW Zentrum 1400 Highway 101 S. Greer, SC :00 am- 4:00 pm EST

2 2 © Life Cycle Engineering 2011 Background Senior Planning/Scheduling SME with Life Cycle Engineering (LCE) –Co-Authored “Maintenance Planning and Scheduling Handbook” with Bruce Hawkins LCE – 12 years Alcoa, Mt Holly, formally Alumax of SC – 20 years E.I. DuPont, Cooper River – 3 years U.S. Navy – 6 years, Nuclear Submarines

3 3 © Life Cycle Engineering 2011 Today’s Objectives Establish the primary goal of the planner/scheduler Identify the factors that prevent the planner/scheduler from attaining their goal.

4 4 © Life Cycle Engineering 2011 Goal of Planning Avoidance of delays during work execution is the primary goal of planning and scheduling Advanced planning has the most profound effect on timely and effective accomplishment of maintenance work For every hour of effective planning, the typical return is three hours in maintenance labor time saved or an equivalent savings in materials and production downtime

5 5 © Life Cycle Engineering 2011 The Planner’s Role Right People Right Place Right Time Information Spec’s Safety Permits MaintenanceWork Follow up Analysis Improvement Right Tools Equipment Materials

6 6 © Life Cycle Engineering 2011 Scheduler’s Role Scheduling is “When to do the Job” The purpose of scheduling is to ensure that resources are available at a specific time when the equipment is available

7 7 © Life Cycle Engineering 2011 Four Week Forecasting 50% Loaded 100% Loaded (100% Loaded) In ProgressNext Week 75% Loaded Second WeekThird Week 30% Loaded, All PM/PdM Fourth Week

8 8 © Life Cycle Engineering 2011 Planner Utilization 1/3 of all companies have a Maintenance Planner position Of that 1/3, less than 10% are used efficiently Why is there such a gap???

9 9 © Life Cycle Engineering 2011 Contributing Factors Gofers Clerks Parts Chasers Parts Expeditors Planner/Schedulers are Not!! Purchasing Agents/Buyers Relief Supervisors Fall back maintenance labor

10 10 © Life Cycle Engineering 2011 Common Causes of Planning Group Failures Over worked planners Unqualified planners Overlapping job responsibilities Careless planners Lack of communication

11 11 © Life Cycle Engineering 2011 Over Worked Planners The most common reason for failure is simply too few planners on staff –It is impossible for a planner to effectively support too many tradespersons –Details are missed that affect efficiency of execution –Plans are incomplete, productivity and planning integrity suffer Proper planner to tradespersons ratio addresses this problem

12 12 © Life Cycle Engineering 2011 Span of Control Planner/Schedulers1:20 –Many factor influence this ratio Defined roles & responsibilities Maturity of processes Area/assets assigned Supervisors1:10 (8 to 15)

13 13 © Life Cycle Engineering 2011 Unqualified Planners Careful planner qualification, selection and training are essential Planners without the proper training hinder planning effectiveness

14 14 © Life Cycle Engineering 2011 Planner Attributes Experienced tradesperson, well respected Understands the “P/S Process” Comfortable with engineering drawings Self motivated, a visionary type person Communicates well at all levels of the organization Good administrative and computer skills A leader

15 15 © Life Cycle Engineering 2011 Overlapping Job Responsibilities Lines of responsibility are not clearly defined –Addressing Breakdown/Emergency Issues –Procurement & Part Expediting –Daily Schedule Adjustments –Filling in for Supervisors –Committees, Safety, Quality

16 16 © Life Cycle Engineering 2011 Lines of Responsibility The planning function should report at least one level above the first line maintenance supervisor If to low, the position will not receive proper management support

17 17 © Life Cycle Engineering 2011 Lines of Responsibilities This is not the proper chain of reporting

18 18 © Life Cycle Engineering 2011 Lines of Responsibilities

19 19 © Life Cycle Engineering 2011 Roles & Responsibilities Clear description of responsibilities documented –be assigned 100% of the function –not fill in for a crew supervisor that is out or on vacation –not be required to return to their tools during breakdowns or major outages The planner/scheduler should:

20 20 © Life Cycle Engineering 2011 Careless Planner/Schedulers Incomplete work packages Not managing the backlog Parts lists lacking or incomplete parts lists on “planned” work orders Little or no coordination of scheduled work

21 21 © Life Cycle Engineering 2011 Lack of Communication Team/partnership between the planner and supervisor/s has not been developed Miscommunication or no communications are taking place Operations and Maintenance scheduling is not coordinated Feedback from the floor non-existent

22 22 © Life Cycle Engineering 2011 Planner Relationships General Management OperationsMaintenance Safety, etc. Operations Manager Maintenance Manager Supervisor Maintenance Planner/Scheduler Maintenance Supervisor

23 23 © Life Cycle Engineering 2011 Transitioning to an Effective Planner/Scheduler Defined roles & responsibilities Defined planner qualifications, selection and training processes in place Proper planner to tradesperson ratios Attention to work order details and completeness Teamwork and communication

24 24 © Life Cycle Engineering 2011 Dedicated & Focused Planner/Schedulers A dedicated planner will allow the supervisor to spend more time directing their team Several jobs can be planned more efficiently by a focused planner rather than one at a time as a supervisor or tradesperson would do The aim of effective planning and scheduling is to optimize the utilization of maintenance resources by reducing delays

25 25 © Life Cycle Engineering 2011 Distribution of a Planner’s Day Job Screening___% Job Requirements/Analysis___% Job Research___% Detailed Job Planning___% Job Package Preparation___% Procurement___% 5% 10% 5% 20% 5% 20%

26 26 © Life Cycle Engineering 2011 Distribution of a Planner’s Day Scheduling___% Daily Schedule Adjustments ___% Job Close Out___% Personal/Miscellaneous ___% 15% 5% 10%

27 27 © Life Cycle Engineering 2011 Planner/Scheduler Focus Remember: –The primary goal of planning and scheduling is the reduction of delays, waits and interruptions Next Week and –The first day of a successful planner/scheduler’s focus is ……

28 28 © Life Cycle Engineering 2011 Questions???

29 29 © Life Cycle Engineering 2011 The principles and concepts in this presentation can be found in our book.

30 30 © Life Cycle Engineering 2011 Contact Information Tim Kister, CMRP Cell:


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