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

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