A short definition of maintenance planning and scheduling:
Planning decides what, how and time estimate for a job. Scheduling decides when and who will do the job. Planning of a job should be done before Scheduling a job.
Work Identification - Work Identification systematically identifies the Right Work to be performed at the Right Time. Without proper Work Identification, maintenance resources may be wasted. Unnecessary or incorrect work will be planned.
Work Identification The function of work identification is to identify the ‘right work at the right time.
Planning - Planning develops procedures and work orders for these work activities. The procedures identify resource requirements, safety precautions and special work instructions required to execute the work.
Scheduling - Scheduling evaluates the availability of all resources(Manpower,material) required for work "due" in a specified time frame. Often this work requires the equipment to be shut down. A review of production schedules is required. Resources are attached to a specific work schedule. The use of resources is balanced out.
Execution - In the Execution process, trained, competent personnel carry out the required work.
Follow -up - The Follow-up process responds to information collected in the execution process. Work order completion comments outline what was done and what was found. Actual time and manpower, to complete the job, is documented. Job status is updated as complete or incomplete. Corrective work requests, resulting from the analysis of inspection data, are created. Requests are made for changes to drawings and procedures.
Within the Planned Maintenance Process two internal loops exist. Planning, Scheduling, Execution and Follow Up make up the first loop. Once maintenance activities are initially identified, an asset maintenance program, based on current knowledge and requirements, is initiated. The selected maintenance activities will be enacted upon at the designed frequency and maintenance tolerance limits. The process is self-sustaining. The second loop consists of the Work Identification and Performance Analysis elements. This is the continuous improvement loop. Actual asset performance is monitored relative to the required performance (driven by business needs). Performance gaps are identified. The ‘cause’ of these gaps is established and corrective action recommended.
1. Work Requests Initiating a work request is one method of identifying work. Once a work request is submitted it must be reviewed, validated and approved before it becomes an actual work order ready to be planned.
2. Proactive Work The ‘Asset Maintenance Program’ is designed to identify potential failure conditions, changes in state of hidden functions and known age related failure causes. The development of the Asset Maintenance Program defines the routine maintenance tasks that must be executed to achieve the performance levels required to meet business requirements. If the ‘Asset Maintenance Program’ is effective, it will successfully identify and address most maintenance preventable causes of failure.
If the ‘Work Identification’ function is working well, the majority of work performed by maintenance would consist of executing the Asset Maintenance Program (AMP) tasks and the corrective work originating from it. The key performance indicator for the work identification element is: ♦ The percentage of available man-hours used for proactive work (AMP + AMP initiated corrective work) over a specified time period. The world class maintenance target for proactive work is 75 to 80%. Recognizing that 5 -10% of available manhours should be attributed to improvement work (non-maintenance) this would leave approximately 10% - 15% reactive work.
Work Scheduling Good planning is a prerequisite to scheduling. The primary function of scheduling is to coordinate the availability of
the asset(s) to be maintained with all the required resources; labor, material and services creating a schedule to execute ‘the right work at the right time’. The schedule is a contract between operations and maintenance. The ‘right work at the right time’ implies that this work must be executed within the specified time period to achieve the desired level of performance. Failure to execute within the schedule period will increase the risk of failure. With good work identification, planning and scheduling in place, the weekly maintenance schedule should be produced several days in advance of the beginning of the schedule period. There should be confidence that this schedule reflects the work that will be completed through the schedule period.
6. Quality of Scheduling A key performance indicator for the scheduling function is: ♦ The percentage of work orders, over the specified time period, that have a scheduled date earlier or equal to the ‘late finish or required by date’. A world class maintenance target of >95% should be expected in order to ensure the majority of the work orders are completed before their 'late finish or required-by date.' A second measure of the quality of scheduling is: ♦ The percentage of work orders assigned “Delay” status due to unavailability of manpower, equipment, space or services over the specified time period.
Volume of Scheduled Work The scheduling of properly planned work is also important to maximize maintenance efficiency. We would anticipate that a high percentage of the available maintenance man-hours would be committed to a schedule. A second scheduling key performance indicator measures:
The percentage of scheduled available man-hours to total available man-hours over the specified time period. A world class target of >80% of man-hours should be applied to scheduled work. It is not desirable to schedule 100% of available man-hours within a schedule period, because we recognize that additional work will arise after the schedule has been cast. This includes both emergency work and other schedule write-ins that must be accommodated during the schedule period.
Work Execution Work execution begins with the assignment of work to the people responsible for executing it and ends when the individuals charged with responsibility for execution provide feedback on the completed work.
7. Schedule Compliance With a high quality of work identification, planning and scheduling, maintenance resources should execute according to the plan and schedule. Therefore, a key performance indicator of execution is schedule compliance. Schedule compliance is defined as:
The percentage of work orders completed during the schedule period before the late finish or required by date. World class maintenance should achieve >90% schedule compliance during execution.
8. Quality of Work Execution Work execution quality is measured by:
The percentage of rework. World class levels of maintenance rework are less than 3%.
9. Work Order Completion The purpose of identifying maintenance process key performance indicators is to help manage the maintenance process. The ability to successfully monitor and manage the process and measure the results of the process is highly dependent on gathering
correct information during work execution. The vehicle for collecting this information is the work order. Work orders should account for ‘all’ work performed on assets. This is necessary to gather accurate maintenance cost and history data, enabling the management of the physical asset through its life cycle. A returned work order should indicate the status of the job (complete, incomplete), the actual labor and material consumed, an indication of what was done and/or what was found and recommendations for additional work. In addition, information about process and equipment downtime and an indication of whether the maintenance conducted was in response to a failure should be provided. The idea that the job is not done until the work order is completed and returned is a significant challenge to many organizations. For this reason it is also important to have a key performance indicator on work order completion. This metric should look at: ♦ The percentage of work orders turned in with all the data fields completed. World class maintenance organizations achieve 95% compliance.
Follow-up In the Follow-up element of the maintenance process, actions are initiated to address the information identified during execution. Some key follow-up tasks include reviewing work order comments and closing out completed work orders, initiating corrective work and initiating part and procedural updates as required.
10. Work Order Closure Timely follow-up and closure of completed work orders is essential to maintenance success. A key performance indicator for follow-up is: ♦ The percentage of work orders closed within a maximum of 3 days, over the specified time period. The expectation is that >95% of all completed work orders should be reviewed and closed within 3 days.
Performance Analysis The performance analysis element of the maintenance process evaluates maintenance effectiveness by focusing on key performance indicators of maintenance results. Gaps between the actual and required performance of the maintained asset are identified. Significant performance gaps are addressed by initiating work identification improvement actions to close the performance gap.
Presence of Performance Analysis One indication that performance analysis is being executed is the existence of the maintenance result metrics described under the next section of this paper entitled key performance indicators of maintenance effectiveness (result measures).
12. Quality of Performance Analysis From a maintenance process perspective it is important that these results are driving action. Therefore, a key performance indicator for performance analysis is a measure of: ♦ The number of reliability improvement actions initiated through performance analysis during the specified period. No absolute number is correct but no number suggests inaction. ♦ A second measure is the number of asset reliability actions resolved over the last month. In other words, a measure of how successful the organization is in performance gap closure.
Key Performance Indicators of Maintenance Effectiveness (Result Measures) The product of maintenance is reliability. A reliable asset is an asset that functions at the level of performance that satisfies the needs of the user. Reliability is assessed by measuring failure.
Failures The primary function of maintenance is to reduce or eliminate the consequences of physical asset failures. The definition of functional failure is anytime that asset performance falls below its required performance. Therefore a key performance indicator for maintenance effectiveness is some measurement of failure on the asset(s). If the maintenance function is effective, failures on critical assets and thus their consequences should be reduced or eliminated. Failure consequence impacts manufacturing level key performance indicators. Failure classification by consequence identifies the contribution of maintenance function to manufacturing level performance. Failure consequences are classified into the following categories: 1. Hidden Consequence – there is no direct consequence of a single point failure other than exposure to the increased risk of a multiple failure (a second failure has to occur to experience a consequence). 2. Safety Consequence – a single point failure results in a loss of function or other damage which could injure or kill someone. 3. Environmental Consequence –a single point failure results in a loss of function or other damage which breaches any known environmental standard or regulation; 4. Operational Consequence – a single point failure has a direct adverse effect on operational capability (output, product quality, customer service or operating costs in addition to the direct cost of repair). 5. Non-Operational Consequence – a single point failure involving only the cost of repair. Therefore, it is important to track:
Maintenance Costs Maintenance costs are another direct measure of maintenance performance. Maintenance costs are impacted by both maintenance effectiveness and the efficiency with which maintenance is performed. Maintenance maximizes its effectiveness by ensuring that it performs “The Right Work at the Right Time”. Proactive maintenance means intervening before the failure event occurs. The impact of proactive maintenance is not only to minimize the safety, environmental and operational consequences of failure but also to reduce the cost of maintenance by reducing secondary damage. For example, if the potential failure of a pump bearing was detected proactively, the catastrophic failure of the bearing could be prevented. The catastrophic failure of the pump bearing would likely result in damage to the casing, wear rings, impeller, mechanical seals, etc. The corrective repair would require an extensive pump rebuild. Utilizing a proactive task such as vibration monitoring to detect the bearing deterioration permits the scheduled replacement of the bearing prior to the occurrence of secondary damage. Less secondary damage means that it takes less time to repair (labor savings) and consumes fewer parts (material savings). The overall effect is the repair costs much less.
Planning decides what, how and time estimate for a job. Scheduling decides when and who will do the job. Planning of a job should be done before Scheduling a job.
Work Identification - Work Identification systematically identifies the Right Work to be performed at the Right Time. Without proper Work Identification, maintenance resources may be wasted. Unnecessary or incorrect work will be planned.
Work Identification The function of work identification is to identify the ‘right work at the right time.
Planning - Planning develops procedures and work orders for these work activities. The procedures identify resource requirements, safety precautions and special work instructions required to execute the work.
Scheduling - Scheduling evaluates the availability of all resources(Manpower,material) required for work "due" in a specified time frame. Often this work requires the equipment to be shut down. A review of production schedules is required. Resources are attached to a specific work schedule. The use of resources is balanced out.
Execution - In the Execution process, trained, competent personnel carry out the required work.
Follow -up - The Follow-up process responds to information collected in the execution process. Work order completion comments outline what was done and what was found. Actual time and manpower, to complete the job, is documented. Job status is updated as complete or incomplete. Corrective work requests, resulting from the analysis of inspection data, are created. Requests are made for changes to drawings and procedures.
Within the Planned Maintenance Process two internal loops exist. Planning, Scheduling, Execution and Follow Up make up the first loop. Once maintenance activities are initially identified, an asset maintenance program, based on current knowledge and requirements, is initiated. The selected maintenance activities will be enacted upon at the designed frequency and maintenance tolerance limits. The process is self-sustaining. The second loop consists of the Work Identification and Performance Analysis elements. This is the continuous improvement loop. Actual asset performance is monitored relative to the required performance (driven by business needs). Performance gaps are identified. The ‘cause’ of these gaps is established and corrective action recommended.
1. Work Requests Initiating a work request is one method of identifying work. Once a work request is submitted it must be reviewed, validated and approved before it becomes an actual work order ready to be planned.
2. Proactive Work The ‘Asset Maintenance Program’ is designed to identify potential failure conditions, changes in state of hidden functions and known age related failure causes. The development of the Asset Maintenance Program defines the routine maintenance tasks that must be executed to achieve the performance levels required to meet business requirements. If the ‘Asset Maintenance Program’ is effective, it will successfully identify and address most maintenance preventable causes of failure.
If the ‘Work Identification’ function is working well, the majority of work performed by maintenance would consist of executing the Asset Maintenance Program (AMP) tasks and the corrective work originating from it. The key performance indicator for the work identification element is: ♦ The percentage of available man-hours used for proactive work (AMP + AMP initiated corrective work) over a specified time period. The world class maintenance target for proactive work is 75 to 80%. Recognizing that 5 -10% of available manhours should be attributed to improvement work (non-maintenance) this would leave approximately 10% - 15% reactive work.
Work Scheduling Good planning is a prerequisite to scheduling. The primary function of scheduling is to coordinate the availability of
the asset(s) to be maintained with all the required resources; labor, material and services creating a schedule to execute ‘the right work at the right time’. The schedule is a contract between operations and maintenance. The ‘right work at the right time’ implies that this work must be executed within the specified time period to achieve the desired level of performance. Failure to execute within the schedule period will increase the risk of failure. With good work identification, planning and scheduling in place, the weekly maintenance schedule should be produced several days in advance of the beginning of the schedule period. There should be confidence that this schedule reflects the work that will be completed through the schedule period.
6. Quality of Scheduling A key performance indicator for the scheduling function is: ♦ The percentage of work orders, over the specified time period, that have a scheduled date earlier or equal to the ‘late finish or required by date’. A world class maintenance target of >95% should be expected in order to ensure the majority of the work orders are completed before their 'late finish or required-by date.' A second measure of the quality of scheduling is: ♦ The percentage of work orders assigned “Delay” status due to unavailability of manpower, equipment, space or services over the specified time period.
Volume of Scheduled Work The scheduling of properly planned work is also important to maximize maintenance efficiency. We would anticipate that a high percentage of the available maintenance man-hours would be committed to a schedule. A second scheduling key performance indicator measures:
The percentage of scheduled available man-hours to total available man-hours over the specified time period. A world class target of >80% of man-hours should be applied to scheduled work. It is not desirable to schedule 100% of available man-hours within a schedule period, because we recognize that additional work will arise after the schedule has been cast. This includes both emergency work and other schedule write-ins that must be accommodated during the schedule period.
Work Execution Work execution begins with the assignment of work to the people responsible for executing it and ends when the individuals charged with responsibility for execution provide feedback on the completed work.
7. Schedule Compliance With a high quality of work identification, planning and scheduling, maintenance resources should execute according to the plan and schedule. Therefore, a key performance indicator of execution is schedule compliance. Schedule compliance is defined as:
The percentage of work orders completed during the schedule period before the late finish or required by date. World class maintenance should achieve >90% schedule compliance during execution.
8. Quality of Work Execution Work execution quality is measured by:
The percentage of rework. World class levels of maintenance rework are less than 3%.
9. Work Order Completion The purpose of identifying maintenance process key performance indicators is to help manage the maintenance process. The ability to successfully monitor and manage the process and measure the results of the process is highly dependent on gathering
correct information during work execution. The vehicle for collecting this information is the work order. Work orders should account for ‘all’ work performed on assets. This is necessary to gather accurate maintenance cost and history data, enabling the management of the physical asset through its life cycle. A returned work order should indicate the status of the job (complete, incomplete), the actual labor and material consumed, an indication of what was done and/or what was found and recommendations for additional work. In addition, information about process and equipment downtime and an indication of whether the maintenance conducted was in response to a failure should be provided. The idea that the job is not done until the work order is completed and returned is a significant challenge to many organizations. For this reason it is also important to have a key performance indicator on work order completion. This metric should look at: ♦ The percentage of work orders turned in with all the data fields completed. World class maintenance organizations achieve 95% compliance.
Follow-up In the Follow-up element of the maintenance process, actions are initiated to address the information identified during execution. Some key follow-up tasks include reviewing work order comments and closing out completed work orders, initiating corrective work and initiating part and procedural updates as required.
10. Work Order Closure Timely follow-up and closure of completed work orders is essential to maintenance success. A key performance indicator for follow-up is: ♦ The percentage of work orders closed within a maximum of 3 days, over the specified time period. The expectation is that >95% of all completed work orders should be reviewed and closed within 3 days.
Performance Analysis The performance analysis element of the maintenance process evaluates maintenance effectiveness by focusing on key performance indicators of maintenance results. Gaps between the actual and required performance of the maintained asset are identified. Significant performance gaps are addressed by initiating work identification improvement actions to close the performance gap.
Presence of Performance Analysis One indication that performance analysis is being executed is the existence of the maintenance result metrics described under the next section of this paper entitled key performance indicators of maintenance effectiveness (result measures).
12. Quality of Performance Analysis From a maintenance process perspective it is important that these results are driving action. Therefore, a key performance indicator for performance analysis is a measure of: ♦ The number of reliability improvement actions initiated through performance analysis during the specified period. No absolute number is correct but no number suggests inaction. ♦ A second measure is the number of asset reliability actions resolved over the last month. In other words, a measure of how successful the organization is in performance gap closure.
Key Performance Indicators of Maintenance Effectiveness (Result Measures) The product of maintenance is reliability. A reliable asset is an asset that functions at the level of performance that satisfies the needs of the user. Reliability is assessed by measuring failure.
Failures The primary function of maintenance is to reduce or eliminate the consequences of physical asset failures. The definition of functional failure is anytime that asset performance falls below its required performance. Therefore a key performance indicator for maintenance effectiveness is some measurement of failure on the asset(s). If the maintenance function is effective, failures on critical assets and thus their consequences should be reduced or eliminated. Failure consequence impacts manufacturing level key performance indicators. Failure classification by consequence identifies the contribution of maintenance function to manufacturing level performance. Failure consequences are classified into the following categories: 1. Hidden Consequence – there is no direct consequence of a single point failure other than exposure to the increased risk of a multiple failure (a second failure has to occur to experience a consequence). 2. Safety Consequence – a single point failure results in a loss of function or other damage which could injure or kill someone. 3. Environmental Consequence –a single point failure results in a loss of function or other damage which breaches any known environmental standard or regulation; 4. Operational Consequence – a single point failure has a direct adverse effect on operational capability (output, product quality, customer service or operating costs in addition to the direct cost of repair). 5. Non-Operational Consequence – a single point failure involving only the cost of repair. Therefore, it is important to track:
Maintenance Costs Maintenance costs are another direct measure of maintenance performance. Maintenance costs are impacted by both maintenance effectiveness and the efficiency with which maintenance is performed. Maintenance maximizes its effectiveness by ensuring that it performs “The Right Work at the Right Time”. Proactive maintenance means intervening before the failure event occurs. The impact of proactive maintenance is not only to minimize the safety, environmental and operational consequences of failure but also to reduce the cost of maintenance by reducing secondary damage. For example, if the potential failure of a pump bearing was detected proactively, the catastrophic failure of the bearing could be prevented. The catastrophic failure of the pump bearing would likely result in damage to the casing, wear rings, impeller, mechanical seals, etc. The corrective repair would require an extensive pump rebuild. Utilizing a proactive task such as vibration monitoring to detect the bearing deterioration permits the scheduled replacement of the bearing prior to the occurrence of secondary damage. Less secondary damage means that it takes less time to repair (labor savings) and consumes fewer parts (material savings). The overall effect is the repair costs much less.
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