1. PLANNING & SCHEDULING Dr. Talal Mandourah

2. Key Element of Planning and Scheduling

3. Identification of Jobs to Be Planned  When the maintenance receives a work order, it should time stamp and log the request.  It is impossible to plan and schedule 100 percent of all jobs requested However, the intent should be to plan and schedule at least 80 percent of jobs.

4. THE PLANNING PROCESS  Estimating Labor Hours  Ensure that necessary parts and materials are available  Scheduling Work  Planning Sheet for Larger Jobs  Measuring Effectiveness  Records Upkeep

5. Estimating Labor Hours  An estimate of time to complete each job is essential before the scheduling step can be taken. This estimate can be done via any of the following methods:  A historical estimate for routine or similar jobs  An engineering estimate by which the job is broken into its logical components  A so-called slotting technique, which involves the broad classification of jobs into one of several slots, such as "2 to 4 hours.“  Engineered time standards, or standard data. Although accurate, this method is difficult and expensive because so much of it cannot be defined before it is done.

6. Providing Information  The planner is also responsible for or providing information needed to accomplish the assigned task as quickly and safely as possible.  Information may involve sketches, drawings,  instruction books, special safety instructions, and special tools  Then approved equipment shutdown and tag-out procedures should be provided with the work order, and required special safety locks should be listed.

7. Parts and Materials Needed  One way to increase the effectiveness of the maintenance organization is to pre-kit the necessary parts, supplies, special tools, drawings, and other items.  This involves gathering in the maintenance storeroom all necessary items for doing the job before it is released.

8. Scheduling Sheet

9. Basic Pigeon Hole Design

10. Sample Schedule – Gantt Chart

11. Critical Path Method The critical path is indicated by the dotted line. The beginning of each arrow represents the time when work begins on that element, and the arrow's point represents the time when this element is completed. The number located above the arrow represents the number of days or hours needed to complete this element. The arrow points to a circle, or node, inside of which is a number that identifies the next element. Below each node are two numbers. For example, below node No. 9 are the numbers 4 and 10. The left-hand number, 4, indicates the earliest starting day for this element. The right-hand number, 10, means that this element must be completed by the tenth day. The number 20 is above the arrow. These three numbers taken together mean that this particular element of the job can be started as early as the fourth day, must be completed by the tenth day, and will require 20 hours of work. Elements outside the critical path depend on elements within the path, but there is much more flexibility in scheduling them. Probably, this particular job would not be placed on a critical path, but it serves as a way of illustrating the CPM technique.

12. Critical Path Method

13. REVIEW OF WORK  Measuring Effectiveness: Comparison with what had been planned and scheduled reveals how effective ongoing activities are.  Records Upkeep: Not only should routine accounting information be collected, but also important information regarding job times, methods, parts, materials, skill needs, estimating and scheduling, standards for job planning and estimating, equipment histories, new technology files, energy planning factors, training profiles, and other data relating to the unique needs of the organization. 13

14. SELECTING THE PLANNER AND SCHEDULER Ideally, the planner should be:  Good craft skills, meaning the individual merits the respect of workers who must perform the work. Good verbal, computer, and written communication skills. Good administrative skills, meaning the person is able to handle paperwork with ease. Good design comprehension and sketching ability. Good understanding of priorities, work orders, and schedules.

15. SELECTING THE PLANNER AND SCHEDULER Some of the factors that help identify good schedulers include: Ability to solve abstract problems. Ability to integrate maintenance schedules with production and operations requirements. Good verbal, computer, and communication skills. Understanding the relationships between the crafts.