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Who really knows how much work order planning is really taking place in the industry. I think it may be very little. If an organization is mostly reactive, and they want to become more proactive, they will need full participation of the Planner/Scheduler position. But what if the Planner/Scheduler has been immersed in reactive maintenance so long that they really have no memory of being proactive whereby they would focus on future work as well as recurring problems (thru analysis). If the Planner/Scheduler position is mostly reactive it would be a struggle for them to find any additional time in the day to do the above.
In addition to above problem there could be some asking, "where's the real value in the EAM software? We are mostly reactive."
Something has to change.
One possible approach is to split out the Planner/Scheduler position. Reactive/unplanned maintenance will always occur and be supported but there should also be staff dedicated to becoming more proactive. By creating two separate job titles you can achieve this result: Reactive Maintenance Specialist and Proactive Maintenance Scheduler. The difference would be in the amount of additional training and focus placed on the later position. This person would only focus on non-emergency work, open backlog, plus all PM-related functions. They would also receive advanced planning/scheduling fundamentals training, advanced SQL training, Maximo database table structure overview training, business analyst training, KPI training, adhoc reporting and perhaps some Excel-pivot table report training. Other roles would include formal work planning inside Maximo, creating a weekly schedule, assisting with failure analysis, facilitating WO feedback reviews, reviews of maintenance backlog, upkeep of the PM registry and job plan library.
The above design could help your organization achieve ROI and prove cost benefit by changing a long-lasting reactive maintenance culture.
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
Hi John,
Does a planner always make sure that stocks/parts available whenever he need?
Or he always just do planning of every wo whitout worry/consern on inventory control?
Thanks.
Warm Regards,
Juniko
-----Original Message-----
From: "John" <planschd@yahoo.com>
Sender: MAXIMO@yahoogroups.com
Date: Sat, 04 Feb 2012 05:26:11
To: <MAXIMO@yahoogroups.com>
Reply-To: MAXIMO@yahoogroups.com
Subject: [MAXIMO List] Tip of the Day #219
Who really knows how much work order planning is really taking place in the industry. I think it may be very little. If an organization is mostly reactive, and they want to become more proactive, they will need full participation of the Planner/Scheduler position. But what if the Planner/Scheduler has been immersed in reactive maintenance so long that they really have no memory of being proactive whereby they would focus on future work as well as recurring problems (thru analysis). If the Planner/Scheduler position is mostly reactive it would be a struggle for them to find any additional time in the day to do the above.
In addition to above problem there could be some asking, "where's the real value in the EAM software? We are mostly reactive."
Something has to change.
One possible approach is to split out the Planner/Scheduler position. Reactive/unplanned maintenance will always occur and be supported but there should also be staff dedicated to becoming more proactive. By creating two separate job titles you can achieve this result: Reactive Maintenance Specialist and Proactive Maintenance Scheduler. The difference would be in the amount of additional training and focus placed on the later position. This person would only focus on non-emergency work, open backlog, plus all PM-related functions. They would also receive advanced planning/scheduling fundamentals training, advanced SQL training, Maximo database table structure overview training, business analyst training, KPI training, adhoc reporting and perhaps some Excel-pivot table report training. Other roles would include formal work planning inside Maximo, creating a weekly schedule, assisting with failure analysis, facilitating WO feedback reviews, reviews of maintenance backlog, upkeep of the PM registry and job plan library.
The above design could help your organization achieve ROI and prove cost benefit by changing a long-lasting reactive maintenance culture.
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
If a (non-emergency) work order is written today, reviewed for feasibility/validity, and planned, this work might not be scheduled for months.
You can check availability at that moment but that quantity can change. However the warehouse staff should be managing demand. They have auto reorder feature, ROPs, EOQs, safety levels, alternate part IDs and should be tracking/trending stock outs. There is (or should be) a level of trust.
You could also reserve the material electronically. Or you could physically pull the parts for staging or issue.
For routine work and materials usage I would trust the materials reorder process. For time-sensitive and high-profile work I would take extra measures to guarantee parts availability. Manage by exception. Use your time wisely as a Planner/Scheduler.
W/br
John Reeve
cell: 423 314 1312
Sent on the Sprint� Now Network from my BlackBerry�
-----Original Message-----
From: "Juniko" <juniko@gmail.com>
Sender: MAXIMO@yahoogroups.com
Date: Sat, 4 Feb 2012 05:50:51
To: <MAXIMO@yahoogroups.com>
Reply-To: MAXIMO@yahoogroups.com
Subject: Re: [MAXIMO List] Tip of the Day #219
Hi John,
Does a planner always make sure that stocks/parts available whenever he need?
Or he always just do planning of every wo whitout worry/consern on inventory control?
Thanks.
Warm Regards,
Juniko
-----Original Message-----
From: "John" <planschd@yahoo.com>
Sender: MAXIMO@yahoogroups.com
Date: Sat, 04 Feb 2012 05:26:11
To: <MAXIMO@yahoogroups.com>
Reply-To: MAXIMO@yahoogroups.com
Subject: [MAXIMO List] Tip of the Day #219
Who really knows how much work order planning is really taking place in the industry. I think it may be very little. If an organization is mostly reactive, and they want to become more proactive, they will need full participation of the Planner/Scheduler position. But what if the Planner/Scheduler has been immersed in reactive maintenance so long that they really have no memory of being proactive whereby they would focus on future work as well as recurring problems (thru analysis). If the Planner/Scheduler position is mostly reactive it would be a struggle for them to find any additional time in the day to do the above.
In addition to above problem there could be some asking, "where's the real value in the EAM software? We are mostly reactive."
Something has to change.
One possible approach is to split out the Planner/Scheduler position. Reactive/unplanned maintenance will always occur and be supported but there should also be staff dedicated to becoming more proactive. By creating two separate job titles you can achieve this result: Reactive Maintenance Specialist and Proactive Maintenance Scheduler. The difference would be in the amount of additional training and focus placed on the later position. This person would only focus on non-emergency work, open backlog, plus all PM-related functions. They would also receive advanced planning/scheduling fundamentals training, advanced SQL training, Maximo database table structure overview training, business analyst training, KPI training, adhoc reporting and perhaps some Excel-pivot table report training. Other roles would include formal work planning inside Maximo, creating a weekly schedule, assisting with failure analysis, facilitating WO feedback reviews, reviews of maintenance backlog, upkeep of the PM registry and job plan library.
The above design could help your organization achieve ROI and prove cost benefit by changing a long-lasting reactive maintenance culture.
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
Thanks John
Warm Regards,
Juniko
-----Original Message-----
From: "john reeve" <planschd@yahoo.com>
Sender: MAXIMO@yahoogroups.com
Date: Sat, 4 Feb 2012 15:03:37
To: MAXIMO@yahoogroups.com<MAXIMO@yahoogroups.com>
Reply-To: MAXIMO@yahoogroups.com
Subject: Re: [MAXIMO List] Tip of the Day #219
If a (non-emergency) work order is written today, reviewed for feasibility/validity, and planned, this work might not be scheduled for months.
You can check availability at that moment but that quantity can change. However the warehouse staff should be managing demand. They have auto reorder feature, ROPs, EOQs, safety levels, alternate part IDs and should be tracking/trending stock outs. There is (or should be) a level of trust.
You could also reserve the material electronically. Or you could physically pull the parts for staging or issue.
For routine work and materials usage I would trust the materials reorder process. For time-sensitive and high-profile work I would take extra measures to guarantee parts availability. Manage by exception. Use your time wisely as a Planner/Scheduler.
W/br
John Reeve
cell: 423 314 1312
Sent on the Sprint® Now Network from my BlackBerry®
-----Original Message-----
From: "Juniko" <juniko@gmail.com>
Sender: MAXIMO@yahoogroups.com
Date: Sat, 4 Feb 2012 05:50:51
To: <MAXIMO@yahoogroups.com>
Reply-To: MAXIMO@yahoogroups.com
Subject: Re: [MAXIMO List] Tip of the Day #219
Hi John,
Does a planner always make sure that stocks/parts available whenever he need?
Or he always just do planning of every wo whitout worry/consern on inventory control?
Thanks.
Warm Regards,
Juniko
-----Original Message-----
From: "John" <planschd@yahoo.com>
Sender: MAXIMO@yahoogroups.com
Date: Sat, 04 Feb 2012 05:26:11
To: <MAXIMO@yahoogroups.com>
Reply-To: MAXIMO@yahoogroups.com
Subject: [MAXIMO List] Tip of the Day #219
Who really knows how much work order planning is really taking place in the industry. I think it may be very little. If an organization is mostly reactive, and they want to become more proactive, they will need full participation of the Planner/Scheduler position. But what if the Planner/Scheduler has been immersed in reactive maintenance so long that they really have no memory of being proactive whereby they would focus on future work as well as recurring problems (thru analysis). If the Planner/Scheduler position is mostly reactive it would be a struggle for them to find any additional time in the day to do the above.
In addition to above problem there could be some asking, "where's the real value in the EAM software? We are mostly reactive."
Something has to change.
One possible approach is to split out the Planner/Scheduler position. Reactive/unplanned maintenance will always occur and be supported but there should also be staff dedicated to becoming more proactive. By creating two separate job titles you can achieve this result: Reactive Maintenance Specialist and Proactive Maintenance Scheduler. The difference would be in the amount of additional training and focus placed on the later position. This person would only focus on non-emergency work, open backlog, plus all PM-related functions. They would also receive advanced planning/scheduling fundamentals training, advanced SQL training, Maximo database table structure overview training, business analyst training, KPI training, adhoc reporting and perhaps some Excel-pivot table report training. Other roles would include formal work planning inside Maximo, creating a weekly schedule, assisting with failure analysis, facilitating WO feedback reviews, reviews of maintenance backlog, upkeep of the PM registry and job plan library.
The above design could help your organization achieve ROI and prove cost benefit by changing a long-lasting reactive maintenance culture.
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
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Hi,
We are moving to have all of our maintenance planners handle just planned work. We have done this at most facilities. Operations plans the reactive work. They have maintenance techs assigned to each shift and operations determines if the line must stop for the work and when that will happen. Our reactive maintenance is usally done with 24 hours of discovery.
The maintenance planner makes sure that all of the parts and skills are available for the planned work. Sometimes the planner makes sure the parts are actually on hand. But most of the time the planner just reserves the items and the store room techs put the items on the work order reservation shelves. These are put in a box or boxes marked with a work order number and date.
We actually try to order most parts directly for the work and put the work order on the PO line. We do that quite a lot but not near the level we would like. In these cases the planner uses the vendor delivery date as the date the parts will be availble. The store room techs make changes to that date if for some reason the vendor is not able to supply the item on time. If the item is for a work order then they coordinate directly with the planner to see if the new delivery date is acceptable.
Dave Bone
--- In MAXIMO@yahoogroups.com, "john reeve" <planschd@...> wrote:
>
> If a (non-emergency) work order is written today, reviewed for feasibility/validity, and planned, this work might not be scheduled for months.
> You can check availability at that moment but that quantity can change. However the warehouse staff should be managing demand. They have auto reorder feature, ROPs, EOQs, safety levels, alternate part IDs and should be tracking/trending stock outs. There is (or should be) a level of trust.
> You could also reserve the material electronically. Or you could physically pull the parts for staging or issue.
>
> For routine work and materials usage I would trust the materials reorder process. For time-sensitive and high-profile work I would take extra measures to guarantee parts availability. Manage by exception. Use your time wisely as a Planner/Scheduler.
>
> W/br
> John Reeve
> cell: 423 314 1312
> Sent on the Sprint® Now Network from my BlackBerry®
>
> -----Original Message-----
> From: "Juniko" <juniko@...>
> Sender: MAXIMO@yahoogroups.com
> Date: Sat, 4 Feb 2012 05:50:51
> To: <MAXIMO@yahoogroups.com>
> Reply-To: MAXIMO@yahoogroups.com
> Subject: Re: [MAXIMO List] Tip of the Day #219
>
> Hi John,
>
> Does a planner always make sure that stocks/parts available whenever he need?
> Or he always just do planning of every wo whitout worry/consern on inventory control?
>
> Thanks.
> Warm Regards,
> Juniko
>
> -----Original Message-----
> From: "John" <planschd@...>
> Sender: MAXIMO@yahoogroups.com
> Date: Sat, 04 Feb 2012 05:26:11
> To: <MAXIMO@yahoogroups.com>
> Reply-To: MAXIMO@yahoogroups.com
> Subject: [MAXIMO List] Tip of the Day #219
>
> Who really knows how much work order planning is really taking place in the industry. I think it may be very little. If an organization is mostly reactive, and they want to become more proactive, they will need full participation of the Planner/Scheduler position. But what if the Planner/Scheduler has been immersed in reactive maintenance so long that they really have no memory of being proactive whereby they would focus on future work as well as recurring problems (thru analysis). If the Planner/Scheduler position is mostly reactive it would be a struggle for them to find any additional time in the day to do the above.
> In addition to above problem there could be some asking, "where's the real value in the EAM software? We are mostly reactive."
> Something has to change.
>
> One possible approach is to split out the Planner/Scheduler position. Reactive/unplanned maintenance will always occur and be supported but there should also be staff dedicated to becoming more proactive. By creating two separate job titles you can achieve this result: Reactive Maintenance Specialist and Proactive Maintenance Scheduler. The difference would be in the amount of additional training and focus placed on the later position. This person would only focus on non-emergency work, open backlog, plus all PM-related functions. They would also receive advanced planning/scheduling fundamentals training, advanced SQL training, Maximo database table structure overview training, business analyst training, KPI training, adhoc reporting and perhaps some Excel-pivot table report training. Other roles would include formal work planning inside Maximo, creating a weekly schedule, assisting with failure analysis, facilitating WO feedback reviews, reviews of maintenance backlog, upkeep of the PM registry and job plan library.
>
> The above design could help your organization achieve ROI and prove cost benefit by changing a long-lasting reactive maintenance culture.
>
>
> 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
>
>
>
>
>
>
>
>
>
>
>
>
Wow Dave.
Impressive strategy.
This is absolutely a best practice.
It seems the whole industry has been at a roadblock as to how to move forward.
The software vendors sell software.
The book authors define planning & KPIs.
But no one has really connected the dots.
w/br
j.r.
Sent on the Sprint� Now Network from my BlackBerry�
-----Original Message-----
From: "in2data" <in2data@yahoo.com>
Sender: MAXIMO@yahoogroups.com
Date: Mon, 06 Feb 2012 17:15:16
To: <MAXIMO@yahoogroups.com>
Reply-To: MAXIMO@yahoogroups.com
Subject: Re: [MAXIMO List] Tip of the Day #219
Hi,
We are moving to have all of our maintenance planners handle just planned work. We have done this at most facilities. Operations plans the reactive work. They have maintenance techs assigned to each shift and operations determines if the line must stop for the work and when that will happen. Our reactive maintenance is usally done with 24 hours of discovery.
The maintenance planner makes sure that all of the parts and skills are available for the planned work. Sometimes the planner makes sure the parts are actually on hand. But most of the time the planner just reserves the items and the store room techs put the items on the work order reservation shelves. These are put in a box or boxes marked with a work order number and date.
We actually try to order most parts directly for the work and put the work order on the PO line. We do that quite a lot but not near the level we would like. In these cases the planner uses the vendor delivery date as the date the parts will be availble. The store room techs make changes to that date if for some reason the vendor is not able to supply the item on time. If the item is for a work order then they coordinate directly with the planner to see if the new delivery date is acceptable.
Dave Bone
--- In MAXIMO@yahoogroups.com, "john reeve" <planschd@...> wrote:
>
> If a (non-emergency) work order is written today, reviewed for feasibility/validity, and planned, this work might not be scheduled for months.
> You can check availability at that moment but that quantity can change. However the warehouse staff should be managing demand. They have auto reorder feature, ROPs, EOQs, safety levels, alternate part IDs and should be tracking/trending stock outs. There is (or should be) a level of trust.
> You could also reserve the material electronically. Or you could physically pull the parts for staging or issue.
>
> For routine work and materials usage I would trust the materials reorder process. For time-sensitive and high-profile work I would take extra measures to guarantee parts availability. Manage by exception. Use your time wisely as a Planner/Scheduler.
>
> W/br
> John Reeve
> cell: 423 314 1312
> Sent on the Sprint� Now Network from my BlackBerry�
>
> -----Original Message-----
> From: "Juniko" <juniko@...>
> Sender: MAXIMO@yahoogroups.com
> Date: Sat, 4 Feb 2012 05:50:51
> To: <MAXIMO@yahoogroups.com>
> Reply-To: MAXIMO@yahoogroups.com
> Subject: Re: [MAXIMO List] Tip of the Day #219
>
> Hi John,
>
> Does a planner always make sure that stocks/parts available whenever he need?
> Or he always just do planning of every wo whitout worry/consern on inventory control?
>
> Thanks.
> Warm Regards,
> Juniko
>
> -----Original Message-----
> From: "John" <planschd@...>
> Sender: MAXIMO@yahoogroups.com
> Date: Sat, 04 Feb 2012 05:26:11
> To: <MAXIMO@yahoogroups.com>
> Reply-To: MAXIMO@yahoogroups.com
> Subject: [MAXIMO List] Tip of the Day #219
>
> Who really knows how much work order planning is really taking place in the industry. I think it may be very little. If an organization is mostly reactive, and they want to become more proactive, they will need full participation of the Planner/Scheduler position. But what if the Planner/Scheduler has been immersed in reactive maintenance so long that they really have no memory of being proactive whereby they would focus on future work as well as recurring problems (thru analysis). If the Planner/Scheduler position is mostly reactive it would be a struggle for them to find any additional time in the day to do the above.
> In addition to above problem there could be some asking, "where's the real value in the EAM software? We are mostly reactive."
> Something has to change.
>
> One possible approach is to split out the Planner/Scheduler position. Reactive/unplanned maintenance will always occur and be supported but there should also be staff dedicated to becoming more proactive. By creating two separate job titles you can achieve this result: Reactive Maintenance Specialist and Proactive Maintenance Scheduler. The difference would be in the amount of additional training and focus placed on the later position. This person would only focus on non-emergency work, open backlog, plus all PM-related functions. They would also receive advanced planning/scheduling fundamentals training, advanced SQL training, Maximo database table structure overview training, business analyst training, KPI training, adhoc reporting and perhaps some Excel-pivot table report training. Other roles would include formal work planning inside Maximo, creating a weekly schedule, assisting with failure analysis, facilitating WO feedback reviews, reviews of maintenance backlog, upkeep of the PM registry and job plan library.
>
> The above design could help your organization achieve ROI and prove cost benefit by changing a long-lasting reactive maintenance culture.
>
>
> 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
>
>
>
>
>
>
>
>
>
>
>
>
Dave,
I agree with John, that is the way planning should be accomplished.
Hi,
Most of our plants only average 16 to 20 maintenance techs. There is one with just 8 and one with 32.
We have maintenance techs assigned to each shift. For work that can be done during sanitation or line changes the planner can use those techs. The planner also has available techs that work flexible schedules. These are the more experienced and higher skilled techs. They also usually have all three qualifications mechanical/electrical/controls. These flex techs are used to supplement the shift techs and also do the more complex work along with the shift techs.
So the planner really plans and schedules the work. For instance we have periodic plant shutdowns to complete work that requires more downtime. The planner puts that work plan together along with the maintenance manager and schedules the techs to do the work.
The planner only plans about 80% of the time a tech has available. I think they may have dropped that to 75%. That way the tech has time if the work takes longer or if they need to look at an open work order for the planner. Usually the planner sends one of the flex techs out to determine what work needs to be done and what parts need to ordered. The planner is not an expert tech. He's a planner that relies on the expert tech assessment.
If we had a large maintenance staff we would probably find a way to use the schedule in Maximo. But for now the maintenance managers and planners have pushed back on doing that. They see it returning little benefit for now.
You have to pick your battles. Just about every improvement we've made has been resisted at first. But once it was implemented they soon realized they were doing more actual work and had more control over the process.
Dave Bone
--- In MAXIMO@yahoogroups.com, Grant Utter <grant_utter@...> wrote:
>
> Dave,
> I agree with John, that is the way planning should be accomplished.
>
> From one of your comments it appears that the planners are also doing the scheduling "planner makes sure that all of the parts and skills are available for the planned work". If the work is not going to be done until some time in the future, how does the planner know that the required skills will not be scheduled on other work? Do you also have a maintenance "scheduler" position that resolves these issues?
>
> Grant Utter
>
> ________________________________
> From: john reeve <planschd@...>
> To: "MAXIMO@yahoogroups.com" <MAXIMO@yahoogroups.com>
> Sent: Monday, February 6, 2012 12:22:09 PM
> Subject: Re: [MAXIMO List] Tip of the Day #219
>
> Wow Dave.
> Impressive strategy.
>
> This is absolutely a best practice.
> It seems the whole industry has been at a roadblock as to how to move forward.
> The software vendors sell software.
> The book authors define planning & KPIs.
> But no one has really connected the dots.
>
> w/br
> j.r.
>
> Sent on the Sprint® Now Network from my BlackBerry®
>
> -----Original Message-----
> From: "in2data" <in2data@...>
> Sender: MAXIMO@yahoogroups.com
> Date: Mon, 06 Feb 2012 17:15:16
> To: <MAXIMO@yahoogroups.com>
> Reply-To: MAXIMO@yahoogroups.com
> Subject: Re: [MAXIMO List] Tip of the Day #219
>
> Hi,
>
> We are moving to have all of our maintenance planners handle just planned work. We have done this at most facilities. Operations plans the reactive work. They have maintenance techs assigned to each shift and operations determines if the line must stop for the work and when that will happen. Our reactive maintenance is usally done with 24 hours of discovery.
>
> The maintenance planner makes sure that all of the parts and skills are available for the planned work. Sometimes the planner makes sure the parts are actually on hand. But most of the time the planner just reserves the items and the store room techs put the items on the work order reservation shelves. These are put in a box or boxes marked with a work order number and date.
>
> We actually try to order most parts directly for the work and put the work order on the PO line. We do that quite a lot but not near the level we would like. In these cases the planner uses the vendor delivery date as the date the parts will be availble. The store room techs make changes to that date if for some reason the vendor is not able to supply the item on time. If the item is for a work order then they coordinate directly with the planner to see if the new delivery date is acceptable.
>
> Dave Bone
>
> --- In MAXIMO@yahoogroups.com, "john reeve" <planschd@> wrote:
> >
> > If a (non-emergency) work order is written today, reviewed for feasibility/validity, and planned, this work might not be scheduled for months.
> > You can check availability at that moment but that quantity can change. However the warehouse staff should be managing demand. They have auto reorder feature, ROPs, EOQs, safety levels, alternate part IDs and should be tracking/trending stock outs. There is (or should be) a level of trust.
> > You could also reserve the material electronically. Or you could physically pull the parts for staging or issue.
> >
> > For routine work and materials usage I would trust the materials reorder process. For time-sensitive and high-profile work I would take extra measures to guarantee parts availability. Manage by exception. Use your time wisely as a Planner/Scheduler.
> >
> > W/br
> > John Reeve
> > cell: 423 314 1312
> > Sent on the Sprint® Now Network from my BlackBerry®
> >
> > -----Original Message-----
> > From: "Juniko" <juniko@>
> > Sender: MAXIMO@yahoogroups.com
> > Date: Sat, 4 Feb 2012 05:50:51
> > To: <MAXIMO@yahoogroups.com>
> > Reply-To: MAXIMO@yahoogroups.com
> > Subject: Re: [MAXIMO List] Tip of the Day #219
> >
> > Hi John,
> >
> > Does a planner always make sure that stocks/parts available whenever he need?
> > Or he always just do planning of every wo whitout worry/consern on inventory control?
> >
> > Thanks.
> > Warm Regards,
> > Juniko
> >
> > -----Original Message-----
> > From: "John" <planschd@>
> > Sender: MAXIMO@yahoogroups.com
> > Date: Sat, 04 Feb 2012 05:26:11
> > To: <MAXIMO@yahoogroups.com>
> > Reply-To: MAXIMO@yahoogroups.com
> > Subject: [MAXIMO List] Tip of the Day #219
> >
> > Who really knows how much work order planning is really taking place in the industry. I think it may be very little. If an organization is mostly reactive, and they want to become more proactive, they will need full participation of the Planner/Scheduler position. But what if the Planner/Scheduler has been immersed in reactive maintenance so long that they really have no memory of being proactive whereby they would focus on future work as well as recurring problems (thru analysis). If the Planner/Scheduler position is mostly reactive it would be a struggle for them to find any additional time in the day to do the above.
> > In addition to above problem there could be some asking, "where's the real value in the EAM software? We are mostly reactive."
> > Something has to change.
> >
> > One possible approach is to split out the Planner/Scheduler position. Reactive/unplanned maintenance will always occur and be supported but there should also be staff dedicated to becoming more proactive. By creating two separate job titles you can achieve this result: Reactive Maintenance Specialist and Proactive Maintenance Scheduler. The difference would be in the amount of additional training and focus placed on the later position. This person would only focus on non-emergency work, open backlog, plus all PM-related functions. They would also receive advanced planning/scheduling fundamentals training, advanced SQL training, Maximo database table structure overview training, business analyst training, KPI training, adhoc reporting and perhaps some Excel-pivot table report training. Other roles would include formal work planning inside Maximo, creating a weekly schedule, assisting with failure analysis, facilitating WO feedback reviews,
> reviews of maintenance backlog, upkeep of the PM registry and job plan library.
> >
> > The above design could help your organization achieve ROI and prove cost benefit by changing a long-lasting reactive maintenance culture.
> >
> >
> > 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
> >
> >
> >
> >
> >
> >
> >
> >
> >
> >
> >
> >
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