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Subject: P&S Definitions are Important
Creating work orders is a basic task in Maximo. Storing job plans is routine. Reporting actual man-hours is straight forward. Planning/estimating is somewhat more skillful.
But weekly scheduling is an advanced process.
What is an advanced process?
Advanced processes are those actions which support industry best practices and help optimize O&M costs. They are also enablers to productivity and reliability. And -- they have many prerequisites.
Anyone can insert a work order. All you need is an input screen and a Save button. And even the screens can tell you which fields are necessary to be filled out. But when it comes to the subject of planning & scheduling, confusion runs rampant.
The adjective is very important. Are we talking project scheduling, daily scheduling, or weekly maintenance scheduling?
Should we make a Daily schedule, or a Weekly Schedule first?
Should we schedule to 100% availability or allow for (anticipated) reactive maintenance?
Should compliance be to the day - or the week? Can a weekly schedule be altered once it is set?
Does scheduling mean assigning the worker name even though weeks in advance?
At what level should the backlog be "fully planned"?
What work order status equates to fully planned? (Note: out of the box Maximo doesn't really address this)
There are schedule add-ons to Maximo. Vendors sell schedule integration tools. Service partners sell scheduling tools. But mostly
.. they are only selling software. It is up to you to figure out how to use it. And that is the rub.
As an advanced process (weekly scheduling) this requires a combination of software, process and organization.
The software may perform scheduling but what type of scheduling is this?
Is the resource pool stored within Maximo? Do you need a calendar for each worker? (this is not exactly true)
Is this schedule process automated or manual? (What is the definition of "automatic"?)
Software may be graphical in nature whereby you can drag-and-drop the work order onto a start date and link to a worker.
By manual, we mean "selecting one work order at a time" and giving it a start date. But that is a lot of clicking.
The manual process requires the user to balance resources as he goes whereas an automatic process performs balancing automatically.
Does the maintenance supervisor have time to do this for an entire weekly schedule?
Automatic means letting the program read the backlog selecting prioritized work ( using an "order of fire").
The automated process allows a "thin organization" to quickly generate a weekly schedule with minimal click-count.
An advanced process requires clear goals and objectives. Roles need to be clear. And the backlog needs to be accurate.
By performing standardizing process, equalized measurements can be extracted across all work groups (- called normalized KPIs).
Does upper management understand the importance of advanced processes?
Does first line supervision understand their role in updating the EAM system?
Do they trades understand the purpose of work scheduling?
What is the expectation for weekly scheduling? Is it acceptable for only some of the work groups to utilize this strategy?
There should be a vision and mission statement which describes the organizational objectives and provide focus.
All three software, process and organization make the system. Upper management should help define this roadmap.
Any attempt to implement an advanced process without a comprehensive review typically leads to failure.
Hope is not a strategy.
w/br
John Reeve
Manager, Practice Leader Maintenance and Reliability Solutions
Cell: 423 314 1312
http://www.linkedin.com/pub/john-reeve/11/644/9b2