Increase Your Workforce Without Hiring
Maintenance planning and scheduling should dramatically improve the productivity of maintenance. For example, a group of 30 maintenance technicians should be performing the work of 47 persons when aided by a single planner. Yet most maintenance organizations do not have a planning function and most that do are frustrated.
The workshop reviews the fundamentals and then provides class exercises to illustrate the principles and techniques to achieve success. This 2-day workshop not only covers the theory and vision, but the nuts and bolts of how planning and scheduling work. Throughout the event, the course encourages the thoughtful development of planning and scheduling activities within your own facility by your team. This course allows class participants to take specific practices home to their own organizations to implement a new planning organization or dramatically improve an existing one.
Consider the following actual successes of companies that have implemented strategies and techniques from the Maintenance Planning and Scheduling Handbook:
- A water and wastewater utility increased its completion rate from 35,000 to 59,000 work orders per year with a 10% smaller workforce.
- Another wastewater utility completed more CM and PM work while saving $300,000 in overtime, in the first year.
- An energy plant increased its completion rate from 135 to 203 work orders per week.
- A pulp mill increased its completion rate from 170 to 225 work orders per week.
Recognizing that most plants already cover their reactive maintenance, almost all of any extra work order completion is purely proactive work. So planning and scheduling answers the question: “How can I do extra proactive work when I have my hands full with reactive work?” Discover and take home these practices to your own company!
- Improve Work Process Flow effectiveness
- Distinguish the role of planner versus scheduler
- Develop an impactful PM/PdM Program
- Explore the importance of scheduling and how it affects work execution
- Understand how Close Out and Analysis are the keystones for continuous improvement
- Identify KPIs for continuous improvement
This course will be held in a highly interactive workshop format with case studies and real-world examples. The material has been designed using Adult Learning Methodology that believes the ideal ratio for optimum learning and retention is 60%/40%:
60% – blended combination of discussion, practical exercises, simulations, and case studies
40% – material/slides
Participants will engage in interactive exercises and discussions throughout the course to ensure the material is not only taught, but can also be applied. Limited class size (15-20 participants) is strictly enforced to enhance individual learning experiences and interaction with the instructor and other participants.
- The Business Case for Planning and Scheduling
- Principles and Concepts of Effective Planning
- Principles and Concepts of Effective Scheduling
- Handling Reactive Maintenance
- Computerized Maintenance Management System
- Integrating Proactive Maintenance Activities: Preventive, Predictive, Projects
- Integration of Planning within other Aspects of Plant Operation
- The Work Order System and Effective Workflow
- Planning and Scheduling Exercises
- Materials Management Interaction including Staging or Kitting
- Measuring Work and Performance – Metrics and Key Performance Indicators
- Establishing and Mining Equipment History
- Shutdown Planning
- Barriers and Aids Analysis to Establish and Maintain Effective Planning and Scheduling
Pre & Post Course Assessments
Each attendee will complete a pre-course assessment to gauge their current levels of knowledge and experience. At the conclusion of the course, attendee’s will then complete a post-course assessment to ensure the material was presented effectively.
- Prioritization Tool
- Certificate of Attendance
- Training Manual
- Contact Information of Instructor for Support
Who Should Attend
Planning & Scheduling was designed specifically for individuals participating in or aspiring to enter the Maintenance or Shutdown Planning fields.
By Job Title:
- PM/Maintenance Preparers
- Turnaround Preparers
- New & Potential Preparers/Schedulers
- Maintenance Leads/Supervisors
- Lead Technicians & Operators
- Operation Supervisors
- Improvement Leaders
- Material Coordinators