Work 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.typically on Saturday to schedule planning from (Monday to Sunday) for Next Week
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.
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.
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