JJ 616

MAINTENANCE
ENGINEERING &
MANAGEMENT

CHAPTER 4
MAINTENANCE PLANNING
AND SCHEDULING

4.1 Describe
Maintenance Planning
4.1.1 Define the maintenance planning concept
and step.
4.1.2 Determine the types of planning and their
related application in industry, processes
and types of maintenance related.

Introduction

Planning is the process by which the elements

required to perform ance task are determined in
advance of the job start.
Scheduling is the process by which jobs are
matched with resources and sequenced to be
executed at a certain points in time.
In other words, planning comes first then comes
scheduling.
It is possible that the unplanned or partially
planned job will take longer than expected or will
rob resources from other jobs resulting in the
overall schedule being upset.

Objectives of Planning
& Scheduling

Minimizing the idle time of maintenance workers.

Maximizing the efficient use of work time,
material, and equipment.
Maintaining the operating equipment at a
responsive level to the need of production in
terms of delivery schedule and quality.
An essential part of planning and scheduling is to
forecast future work and to balance the workload
between these categories.
The maintenance management system should
aim to have over 90% of the maintenance work
planned and scheduled.

Preparations Towards
Planning
It comprises all the functions related to the
preparation of:
1.The work order
2.Bill of material
3.Purchase requisition
4.Necessary drawings
5.Labor planning sheet including standard times
6.All data needed prior to scheduling and releasing
the work order.

Maintenance planning
concept and step.

Planning is very important in facilitating in making

future decisions and actions necessary to accomplish
intended goals, and targets.

Planning for future actions helps in achieving goals in

the most efficient and effective manner.

It minimizes costs and reduces risks and missing

opportunities. It can also increase the competitive
edge of the organization.

Maintenance planning
concept and step.
Maintenance planning procedures (steps) is as follow:
1.Determine the job content.
2.Develop work plan. This entails the sequence of the activities in
the job and establishing the best methods and procedures to
accomplish the job.
3.Establish crew size for the job.
4.Plan and order parts and material.
5.Check if special tools and equipment are needed and obtain them.
6.Assign workers with appropriate skills.
7.Review safety procedures.
8.Set priorities for all maintenance work.
9.Assign cost accounts.
10.Complete the work order.
11.Review the backlog and develop plans for controlling it.
12.Predict the maintenance load using effective forecasting
technique.

Maintenance planning
concept and step

6 Principles of Planning
1.The planners are organized into a separate
department from the craft maintenance crew to
facilitate in planning technique.
2.The planning department focusing on future work
(work that has not been started) to inform the
maintenance department early. After job is
completed, inform back to planning department (file
the information).
3.The planning department maintain a simple, secure
file system to facilitate future planning program,
especially for repetitive maintenance task.

6 Principles of Planning
4.Planners use personal experience to develop work
plans to avoid anticipated work delays and
quality or safety problem.
5.The planning department recognize the skill of the
maintenance crew. The planner determine the
scope of the work request.
6.Measure performance with work sampling.
Wrench time is the proportion of available-to-work
time during which maintenance crew are not
being kept from productively working on a job site
by delays.

Intermission
Revision on previous lecture.
Introduction to planning.
Definition of planning, definition of scheduling
Objectives of planning
Maintenance planning concept and steps
Preparation towards planning
Planning procedure
Types of planning

Types of Planning
1) Long-range planning
it covers a period of 3 to 5years and sets plans for
future activities and long range improvement.
sets plans for future activities and long-range
improvement.
The example of maintenance program that
requires long range planning is such as if a plant
is planning for future expansion in the future,
then the planning department should make a
long-range planning.

continue.
2) Medium-range planning:
it covers a period of 1 month to 1 year.
specify how the maintenance workers will
operate.
balances the need for staffing over the period
covered.
estimates required spare parts and material
acquisition.
Example of the application in industries is the job
such as major overhauls, construction jobs,
preventive maintenance plans, and plant
shutdowns.

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3) Short-range planning:
it covers a period of 1 day to 1 week. It focuses
on the determination of all the elements required
to perform maintenance tasks in advance.
it focuses on the determination of all the
elements required to perform maintenance tasks
in advance.
Example of applications in industries that requires
short-range of planning is routine maintenance
jobs such as lubricating, greasing, cleaning and
etc.

Related applications in industries and

processes

The maintenance job priority system has a tremendous

impact on maintenance scheduling. Priorities are
established to ensure that the most critical and needed
work is scheduled first.
The development of a priority system should be well
coordinated with operations staffs who commonly assign a
higher priority to maintenance work than warranted.
This tendency puts stress on the maintenance resources
and might lead to less than optimal utilization of resources.
Also, the priority system should be dynamic and must be
updated periodically to reflect changes in operation or
maintenance strategies.
Priority systems typically include three to ten levels of
priority. Most organizations adopt four or three level
priorities as shown in Figure 4.1.

Priority of Maintenance
Work

continue
(

i)Routine maintenance:
Are maintenance operations of a periodic nature. They
are planned and scheduled and in advance. They are
covered by blanket orders.

(ii)Emergency or breakdown maintenance:

Interrupt maintenance schedules in order to be
performed. They are planned and scheduled as they
happened.
(iii)Design modifications:
Planned and scheduled and they depend on eliminating
the cause of repeated breakdowns.
(iv)Scheduled overhaul and shutdowns of the plant:
Planned and scheduled in advanced.

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(v)Overhaul, general repairs, and replacement:
Planned and scheduled in advanced.
(vi)Preventive maintenance:
Planned and scheduled in advanced.

4.2 Analyze
Maintenance
Scheduling

Identify the requirement for scheduler

Classify the schedule types and

techniques based on functions, process
and types of maintenance

Requirements for
scheduler

A job priority ranking reflecting the criticality of

the job.
The availability of all materials needed for the
work order in the plant.
The production master schedule.
Realistic estimates and what is likely to happen.
Flexibility in the schedule

Types and techniques

i.
ii.
iii.

Long-Range (master) Schedule

Weekly Schedule
Daily Schedule

Long-Range (master)
Schedule

Covering a period of 3 months to 1 year.

Based on existing maintenance work orders
(blanket work order, backlog, PM, anticipated
EM).
Balancing long-term demand for maintenance
work with available resources.
Spare parts and material could be identified and
ordered in advance.
Subject to revision and updating to reflect
changes in the plans and maintenance work.

Weekly Schedule

Covering 1 week.
Generated from the master schedule.
Takes into account current operations schedules and
economic considerations.
Allow 10% to 15% of the workforce to be available
for emergency work.
The schedule prepared for the current week and the
following one in order to consider the available
backlog.
The work orders scheduled in this week are
sequenced based in priority.
CPM and integer programming techniques can be
used to generate a schedule.

Daily Schedule

Covering 1 day.
Generated from weekly schedule.
Prepared the day before.
Interrupted to perform EM.
Priorities are used to schedule the jobs.

Scheduling Techniques

Modified Gantt chart

Critical Path Method (CPM)
Program Evaluation Review Techniques (PERT)
Integer and stochastic programming.

Modified Gantt chart

The Gantt Chart allows a manager to quickly

determine what events in a project are occurring
at a specific point in time. The Gantt Chart is
good for managing projects having
concurrent activities. Good for detecting
unplanned project growth, called scope creep by
the text.

Modified Gantt chart

Critical Path Method

(CPM)

The number above each box refers to the amount

of a critical resource used (usually time). All
events in the Critical Path Chart must be
completed before the project is considered
complete. The Critical Path is the path that
uses the most resources (like time). If an
event along the critical path consumes more than
the scheduled amount of resources, the whole
delivery date of the project is delayed. The
Critical Path Chart helps a project manager focus
attention and resources on the path that
consumes the largest amount of resources to
complete a project.

Critical Path Method

(CPM)

Program Evaluation
Review Techniques (PERT)

A PERT chart presents a graphic

illustration of a project as a network
diagram consisting of numbered nodes
(either circles or rectangles)
representing events, or milestones in
the project linked by labelled vectors
(directional lines) representing tasks in
the project. The direction of the arrows
on the lines indicates the sequence of
tasks. In the diagram, for example, the
tasks between nodes 1, 2, 4, 8, and 10

(PERT)

These are called dependent or serial tasks. The

tasks between nodes 1 and 2, and nodes 1 and 3
are not dependent on the completion of one to
start the other and can be undertaken
simultaneously. These tasks are called parallel or
concurrent tasks. Tasks that must be completed
in sequence but that don't require resources or
completion time are considered to have event
dependency. These are represented by dotted
lines with arrows and are called dummy
activities..

(PERT)

For example, the dashed arrow linking nodes 6

and 9 indicates that the system files must be
converted before the user test can take place, but
that the resources and time required to prepare
for the user test (writing the user manual and
user training) are on another path. Numbers on
the opposite sides of the vectors indicate the time
allotted for the task.

Program Evaluation
Review Techniques (PERT)

Integer and stochastic

programming

Stochastic programming is a framework for

modeling optimization problems that involve
uncertainty. Whereas deterministic optimization
problems are formulated with known parameters,
real world problems almost invariably include
some unknown parameters. When the
parameters are known only within certain bounds,
one approach to tackling such problems is called
robust optimization. Here the goal is to find a
solution which is feasible for all such data and
optimal in some sense.

Integer and stochastic

programming

Stochastic programming models are similar in

style but take advantage of the fact that
probability distributions governing the data are
known or can be estimated. The goal here is to
find some policy that is feasible for all (or almost
all) the possible data instances and maximizes
the expectation of some function of the decisions
and the random variables. More generally, such
models are formulated, solved analytically or
numerically, and analyzed in order to provide
useful information to a decision-maker

4.3 Analyze the

Maintenance Inventory

4.3.1 Identify the advantages and concept

of maintenance inventory.

4.3.2 Determine the types of maintenance

inventories based on functions, process and
maintenance types.

4.4 Maintenance
Inventory

The parts inventory system provides control over the

second key element in an effective maintenance system
(the first key element being what has to be done, i.e., work
orders).
The primary functions of the inventory system are:
i.
To identify and locate spare parts in the storeroom
ii. To determine the availability, status, and levels of
inventory
iii. To maintain purchase order status and vendor
information
iv. To provide cost and usage history on parts issued from
and returned to inventory
v. To record cost and usage data against work orders
written and equipment repaired

Advantages of
Maintenance Inventory

Clear and frequent communication among

maintenance, inventory management, and
purchasing departments
A customer service orientation by inventory
management and purchasing departments
Active material planning by maintenance,
inventory management, and purchasing
departments
Efficient material flow from the storehouse to the
customer site
Effective physical control of parts
Enhanced item accuracy

Types of Inventory

Raw material Inventory: Items are purchased from

suppliers for use in production processes
Finished Goods Inventory :It is concerned with
finished product items not yet delivered to customers
Supplies Inventory: It is concerned with
parts/materials used to support the production process.
WIP Inventory:It is concerned with partly-finished
items (i.e., components, parts, subassemblies, etc.) that
have been started in the production process but must
be processed further.
Transportation Inventory:It is concerned with items
being shipped from suppliers or to customers through
the distribution channel.
Replacement Parts Inventory:It is concerned with
maintaining items for the replacement of other items in
the company or its customer equipment/systems as
they wear out.

Responsibility of
Maintenance Personnel
Maintenance management personnel make decisions on basic areas
such as those listed below with respect to inventory.
(i) Items/materials to be stored : Decisions require consideration
of factors such as ability of the vendor to supply at the moment of
need, cost, and the degree of deterioration in storage.
(ii) Amount of items/materials to be stored :Decisions are made
by considering factors such as degree of usage and delivery lead
time.
(iii)Item/material suppliers:Decisions on suppliers of
items/materials are made by considering factors such as price,
delivery, quality, and service.
(iv)Lowest supply levels:Decisions on lowest levels of supplies, in
particular the major store items, are made by considering factors
such as purchasings historical records and projected needs.
(v)Highest supply levels: As time-to-time supply usage rate
drops, the decisions on the highest supply levels are made by
keeping in mind factors such as past ordering experience and peak
vacation period.

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(vi)Time to buy and pay: Decisions on these two items
are often interlocked. Such decisions are made by
considering factors such as vendor announcements
about special discounts, past purchasing records, and
store withdrawals and equipment repair histories.
(vii)Place to keep items/materials:As location control
is crucial to a productive. Maintenance department,
decisions concerning storage of items/materials are
made by keeping in mind that they can be effectively
retrieved. Past experience indicates that a single
physical location for each item is the best.
(viii)Appropriate price to pay:Pricing is of continuous
concern, and decisions concerning it are primarily
governed by perceived, not actual, supply and demand.