Maintenance Planning and Scheduling Handbook, Fourth Edition /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Palmer, Doc (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York, N.Y. : McGraw-Hill Education, [2019].
Edición:4th edition.
Temas:
Product life cycle.
Production management.
TECHNOLOGY & ENGINEERING / Mechanical.
Electronic books.
Acceso en línea:Texto completo

MARC

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020 |a 9781260135299 (e-ISBN) 
020 |a 1260135292 (e-ISBN) 
020 |a 9781260135282 (print-ISBN) 
020 |a 1260135284 (print-ISBN) 
035 |a (OCoLC)1085222686 (print ed.) 
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041 0 |a eng 
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100 1 |a Palmer, Doc,   |e author. 
245 1 0 |a Maintenance Planning and Scheduling Handbook, Fourth Edition /  |c Doc Palmer. 
250 |a 4th edition. 
264 1 |a New York, N.Y. :   |b McGraw-Hill Education,   |c [2019]. 
264 4 |c ?2019. 
300 |a 1 online resource (962 pages) :   |b illustrations. 
336 |a text  |2 rdacontent 
337 |a computer  |2 rdamedia 
338 |a online resource  |2 rdacarrier 
504 |a Includes bibliographical references and index. 
505 0 |a Cover --   |t Title Page --   |t Copyright Page --   |t Dedication --   |t Contents --   |t Foreword --   |t Preface --   |t Preface to First Edition --   |t Acknowledgments --   |t Prologue: A Day in the Life?Before Implementing a Proper Planning and Scheduling Program --   |t Bill, Mechanic at Delta Ray, Inc., No Planning --   |t Sue, Supervisor at Zebra, Inc., No Planning --   |t Juan, Welder at Alpha X, Inc., Has Planning --   |t Jack, Planner at Johnson Industries, Inc. --   |t Charles, Predictive Maintenance Technician at Beta X, Inc., No Scheduling --   |t 1 Why Do Planning (The Business Case and Real Success Stories) --   |t Company Vision --   |t Why Improvement Is Needed in Maintenance --   |t What Planning Mainly Is and What It Is Mainly Not (e.g., Parts and Tools) --   |t Increase Your Workforce Without Hiring --   |t Quality and Productivity: Effectiveness and Efficiency --   |t Planning Mission --   |t Frustration with Planning --   |t Case Studies Illustrating Actual Industry Successes --   |t W. Edwards Deming --   |t Peter F. Drucker --   |t Summary --   |t Overview of the Chapters and Appendices --   |t 2 Planning Principles (What Makes Planning So Frustrating and What Makes It Work?) --   |t The Planning Vision: The Mission --   |t Principle 1: Separate Group --   |t Principle 2: Focus on Future Work --   |t Principle 3: Component Level Files --   |t Principle 4: Estimates Based on Planner Expertise --   |t Principle 5: Recognize the Skill of the Crafts --   |t Principle 6: Measure Performance with Work Sampling --   |t W. Edwards Deming --   |t Peter F. Drucker --   |t Planner Liability --   |t Summary --   |t Case Study: Plant with Only Planning --   |t 3 Scheduling Principles (Why Do We Have to Do Scheduling and What Makes It Work?) --   |t Why Maintenance Does Not Assign Enough Work --   |t Advance Scheduling Is an Allocation --   |t Principle 1: Plan for Lowest Required Skill Level --   |t Principle 2: Schedules and Job Priorities Are Important --   |t Principle 3: Schedule from Forecast of Highest Skills Available --   |t Principle 4: Schedule for Every Work Hour Available --   |t Principle 5: Crew Leader Handles Current Day?s Work --   |t Principle 6: Measure Performance with Schedule Compliance --   |t W. Edwards Deming --   |t Peter F. Drucker --   |t Summary --   |t Case Study: Plant with Planning Plus Scheduling --   |t 4 Handling Reactive Work in a Planning Environment --   |t Proactive Versus Reactive Maintenance --   |t Extensive Versus Minimum Maintenance --   |t What Kind of Job Plan Is That!?! --   |t W. Edwards Deming --   |t Peter F. Drucker --   |t Summary --   |t 5 Basic Planning (Let?s Plan a Work Order) --   |t A Day in the Life of a Maintenance Planner --   |t Work Order System --   |t Planning Process --   |t Work Order Form --   |t Coding Work Orders --   |t Using and Making a Component Level File --   |t Scoping a Job --   |t Engineering Assistance or Reassignment --   |t Developing Planned Level of Detail, Sketching, and Drawing --   |t Craft Skill Level --   |t Estimating Work Hours and Job Duration --   |t Parts --   |t Special Tools --   |t Job Safety --   |t Estimating Job Cost --   |t Contracting Out Work --   |t Closing and Filing Feedback after Job Execution --   |t Wastewater Treatment Industry Example --   |t Forms --   |t Resources --   |t Security of Files --   |t W. Edwards Deming --   |t Peter F. Drucker --   |t Summary --   |t 6 Advance Scheduling (Let?s Create a Schedule) --   |t Weekly Scheduling --   |t Formal Weekly Schedule Meeting --   |t W. Edwards Deming and Peter F. Drucker on Quotas, Benchmarks, and Standards --   |t Summary --   |t 7 Daily Scheduling and Supervision (What Should the Supervisor Be Doing?) --   |t A Day in the Life of a Maintenance Supervisor --   |t Assigning Names --   |t Coordinating with the Operations Group --   |t Handing Out Work Orders --   |t During Each Day --   |t Avoiding Common Pitfalls That Wreck the Schedule --   |t W. Edwards Deming and Peter F. Drucker on Supervision --   |t Summary --   |t 8 Parts and Planners (Getting Better Storeroom Support and Guidelines for Kitting Parts) --   |t Getting Better Storeroom Support --   |t Storeroom --   |t 9 Computer Basics for Planning --   |t A Day in the Life of a Maintenance Planner (Using a CMMS) --   |t The Planner Must Use the CMMS Job Plan Module --   |t What Type of Computerization --   |t Benefits with the CMMS --   |t Cautions with the CMMS --   |t Selection of a CMMS --   |t Specific Planning Advice to Go Along with a CMMS --   |t Advanced Helpful Features for Planning and Scheduling --   |t Summary --   |t 10 How Planning Works with Preventive Maintenance, Predictive Maintenance, and Project Work --   |t Preventive Maintenance and Planning --   |t Predictive Maintenance and Planning --   |t Project Work and Planning --   |t Summary --   |t 11 Controlling Planning (Best KPIs for Planning and Scheduling Performance) --   |t The Objectives of Planning and Scheduling --   |t Planning and Scheduling Are Ultimately Controlled by Staffing --   |t All KPIs Are Not the Same, Leading and Lagging, y = f(x) --   |t KPIs for Controlling Scheduling (Is Scheduling Working?) --   |t KPIs for Controlling Planning (Is Planning Working?) --   |t Problematic KPIs --   |t Summary --   |t 12 Best Practices for Shutdown, Turnaround, Overhaul, and Outage Management --   |t Different Types of Outages --   |t The Changing Nature of Outages over Time as Reliability Improves --   |t Planning Individual Work Orders for Outages --   |t Applying Weekly Maintenance to Outage Maintenance --   |t Accuracy of Task Estimates --   |t Cycle of Improvement: The Outage Report --   |t Controlling the Scope of Outages --   |t Elements of the Outage Organization --   |t Defining Outage Success --   |t 13 Conclusion and Selling Planning (Gaining the Support of Management and Staff) --   |t Conclusion --   |t Selling Planning --   |t Epilogue: An Alternative Day in the Life?After Implementing a Proper Planning and Scheduling Program --   |t Bill, Mechanic at Delta Ray, Inc. --   |t Sue, Supervisor at Zebra, Inc. --   |t Juan, Welder at Alpha X, Inc. --   |t Jack, Planner at Johnson Industries, Inc. --   |t Charles, Predictive Maintenance Technician at Beta X, Inc.  
505 0 |t --   |t A Planning Is Just One Tool (What Other Tools Does Best Maintenance Need?) --   |t Work Order System --   |t Equipment Data and History --   |t Leadership, Management, Communication, Teamwork (Incentive Programs) --   |t Qualified Personnel --   |t Shops, Tool Rooms, and Tools --   |t Storeroom --   |t Reliability Maintenance --   |t Improved Work Processes --   |t Maintenance Metrics --   |t Summary --   |t B The People Side of Planning --   |t The People Rules of Planning --   |t Summary --   |t C What to Buy and Where to Buy It to Set Up a Planning Function Office-Wise --   |t Minifile Folders --   |t Minifile Labels --   |t Miscellaneous Office Supplies --   |t Equipment Tags --   |t Wire to Hang Tags on Equipment --   |t Deficiency Tags --   |t Shop Ticket Holders --   |t Open Shelf Files --   |t CMMS --   |t D Example Forms, Work Orders, and Plans for Planners --   |t E Step-by-Step Duties of Planners and Others --   |t Maintenance Planner --   |t Maintenance Scheduler --   |t Maintenance Planning Clerk --   |t Operations Coordinator or Gatekeeper --   |t Maintenance Purchaser or Expediter --   |t Crew Supervisor --   |t Planning Supervisor --   |t Maintenance Manager --   |t Maintenance Planning Project Manager --   |t Maintenance Analyst --   |t CMMS Administrator --   |t F DIY Wrench Time Study, Quick and Easy In-House --   |t How Not to Measure Wrench Time --   |t Setting Up the In-House Study --   |t Determining a Representative Period with Enough Observations --   |t Making Observations and Respecting the Workforce --   |t Interpreting the Results --   |t Summary --   |t G Sample Work Sampling (Wrench Time) Study: "Ministudy" --   |t Executive Summary --   |t Introduction --   |t Category Definitions --   |t Collection of Observation Data --   |t Analysis --   |t Conclusions --   |t Recommendations --   |t Attachment A: Procedure for Measuring Workforce Productivity by Work Sampling --   |t Attachment B: Work Sampling Calculations --   |t H Sample Work Sampling (Wrench Time) Study: Full-Blown Study --   |t Executive Summary --   |t Introduction --   |t Category Definitions --   |t Collection of Observation Data --   |t Analysis --   |t Conclusions --   |t Recommendations --   |t Attachment A: Procedure for Measuring Workforce Productivity by Work Sampling --   |t Attachment B: Work Sampling Calculations --   |t I Special Factors Affecting Productivity --   |t Wrench Time in Exceptional Crafts and Plants --   |t Blanket Work Orders --   |t Empowering Versus Scheduling --   |t Schedule Compliance --   |t Priority Systems --   |t Summary --   |t J Example Work Order System and Codes Manual --   |t Introduction --   |t Work Flow --   |t Work Order Form and Required Fields --   |t CMMS Instructions for Plant-Wide Use --   |t Codes --   |t Work Order Numbering System --   |t Manual Distribution --   |t K Equipment Schematics and Tagging --   |t Equipment Tag Numbers --   |t Equipment Tag Creation and Placement --   |t Summary --   |t L Advanced CMMS Topics --   |t Planning Principles Versus Using a CMMS --   |t Helpful Features for Planning and Scheduling --   |t Types of Projects --   |t Big Glitches in Real Systems --   |t Death March Projects --   |t Planning a CMMS Project --   |t Work Request for a CMMS --   |t Planning for a CMMS --   |t Ongoing Support --   |t Scheduling with Computer Spreadsheets --   |t Perspective --   |t M Starting and Organizing a Planning Group (Plus Barriers and Aids to Success) --   |t Setting Up a Planning Group in a Traditional Maintenance Organization for the First Time --   |t Redirecting or Fine-Tuning an Existing Planning Group --   |t Considerations --   |t Aids and Barriers Overview --   |t Major Areas of Planning Management --   |t Key Aids and Barriers --   |t Special Circumstances --   |t Summary --   |t N Selecting a Great Planner --   |t Picking the Perfect Planner and Why It Matters So Much --   |t Real Stories of Hiring Planners and the Lessons They Teach --   |t Training Needed for Planners --   |t Grading or Evaluating Planner Performance --   |t Example Formal Job Description for Maintenance Planners --   |t Organization Theory 101: The Restaurant Story --   |t Summary --   |t O Example Training Tests for Planners and Change Agents --   |t Maintenance Planning Test Number 1 --   |t Maintenance Planning Test Number 2 --   |t Maintenance Planning Test Number 3 --   |t Answers to Tests --   |t P Auditing Maintenance Planning --   |t Philosophical Understanding --   |t Quick Audit Scoring for Planning Success --   |t Detailed Audit Scoring for Planning Success --   |t Q Contracting Out Work --   |t Why Contract Out Work? --   |t Problems with Contracting Out Work --   |t Alternative Forms of Contracting Out Work --   |t Arbitration Considerations for Contracting Out Work --   |t Summary --   |t References --   |t R Concise Text of Objectives, Principles, and Guidelines --   |t Maintenance Planning Mission Statement --   |t Maintenance Planning Principles --   |t Maintenance Scheduling Principles --   |t Guidelines for Deciding if Work Is Proactive or Reactive --   |t Guidelines for Deciding if Work Is Extensive or Minimum Maintenance --   |t Guidelines for Deciding Whether to Stage Parts or Tools --   |t Guidelines for Craft Technicians to Provide Adequate Job Feedback --   |t Glossary --   |t Bibliography --   |t Index. 
530 |a Also available in print edition. 
533 |a Electronic reproduction.   |b New York, N.Y. :   |c McGraw Hill,   |d 2019.   |n Mode of access: World Wide Web.   |n System requirements: Web browser.   |n Access may be restricted to users at subscribing institutions. 
538 |a Mode of access: Internet via World Wide Web. 
546 |a In English. 
588 |a Description based on e-Publication PDF. 
650 0 |a Product life cycle. 
650 0 |a Production management. 
650 7 |a TECHNOLOGY & ENGINEERING / Mechanical.  |2 bisacsh 
655 0 |a Electronic books. 
776 1 8 |i Print version:   |t Maintenance Planning and Scheduling Handbook,   |b Fourth Edition,   |d New York, N.Y. : McGraw Hill,   |c [2019],   |z 9781260135282 
856 4 0 |u https://accessengineeringlibrary.uam.elogim.com/content/book/9781260135282  |z Texto completo 

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