The Misguided Application of the Planner/Scheduler

Carolinas Chapter Annual Meeting August 25th – 26th, 2011 CU ICAR 4 Research Drive Greenville, SC 29607 BMW Zentrum 1400 Highway 101 S. Greer, SC 29651 9:00 am- 4:00 pm EST The Misguided Application of the Planner/Scheduler Tim Kister Senior Planner/Scheduler Life Cycle Engineering

Background • Senior Planning/Scheduling SME with Life Cycle Engineering (LCE) • Co-Authored “Maintenance Planning and Scheduling Handbook” with Bruce Hawkins • LCE – 12 years • Alcoa, Mt Holly, formally Alumax of SC – 20 years • E.I. DuPont, Cooper River – 3 years • U.S. Navy – 6 years, Nuclear Submarines

Today’s Objectives • Establish the primary goal of the planner/scheduler • Identify the factors that prevent the planner/scheduler from attaining their goal.

Goal of Planning Avoidance of delays during work execution is the primary goal of planning and scheduling Advanced planning has the most profound effect on timely and effective accomplishment of maintenance work For every hour of effective planning, the typical return is three hours in maintenance labor time saved or an equivalent savings in materials and production downtime

Right Tools Equipment Materials Right Place Right Time Information Spec’s Safety Permits Right People The Planner’s Role Maintenance Work Follow up Analysis Improvement

Scheduler’s Role Scheduling is “When to do the Job” The purpose of scheduling is to ensure that resources are available at a specific time when the equipment is available

Four Week Forecasting Fourth Week In Progress Next Week Second Week Third Week 30% Loaded, All PM/PdM (100% Loaded) 100% Loaded 75% Loaded 50% Loaded

Planner Utilization • 1/3 of all companies have a Maintenance Planner position • Of that 1/3, less than 10% are used efficiently • Why is there such a gap???

Contributing Factors • Gofers Planner/Schedulers are Not!! • Clerks • Parts Chasers • Parts Expeditors • Purchasing Agents/Buyers • Relief Supervisors • Fall back maintenance labor

Common Causes of Planning Group Failures • Over worked planners • Unqualified planners • Overlapping job responsibilities • Careless planners • Lack of communication

Over Worked Planners • The most common reason for failure is simply too few planners on staff • It is impossible for a planner to effectively support too many tradespersons • Details are missed that affect efficiency of execution • Plans are incomplete, productivity and planning integrity suffer • Proper planner to tradespersons ratio addresses this problem

Span of Control • Planner/Schedulers 1:20 • Many factor influence this ratio • Defined roles & responsibilities • Maturity of processes • Area/assets assigned • Supervisors 1:10 (8 to 15)

Unqualified Planners • Careful planner qualification, selection and training are essential • Planners without the proper training hinder planning effectiveness

Planner Attributes • Experienced tradesperson, well respected • Understands the “P/S Process” • Comfortable with engineering drawings • Self motivated, a visionary type person • Communicates well at all levels of the organization • Good administrative and computer skills • A leader

Overlapping Job Responsibilities • Lines of responsibility are not clearly defined • Addressing Breakdown/Emergency Issues • Procurement & Part Expediting • Daily Schedule Adjustments • Filling in for Supervisors • Committees, Safety, Quality

Lines of Responsibility • The planning function should report at least one level above the first line maintenance supervisor • If to low, the position will not receive proper management support

Lines of Responsibilities This is not the proper chain of reporting

Lines of Responsibilities

Roles & Responsibilities • Clear description of responsibilities documented • The planner/scheduler should: • be assigned 100% of the function • not fill in for a crew supervisor that is out or on vacation • not be required to return to their tools during breakdowns or major outages

Careless Planner/Schedulers • Incomplete work packages • Not managing the backlog • Parts lists lacking or incomplete parts lists on “planned” work orders • Little or no coordination of scheduled work

Lack of Communication • Team/partnership between the planner and supervisor/s has not been developed • Miscommunication or no communications are taking place • Operations and Maintenance scheduling is not coordinated • Feedback from the floor non-existent

Planner Relationships General Management Operations Maintenance Safety, etc. Operations Manager Maintenance Manager Maintenance Planner/Scheduler Maintenance Supervisor Supervisor

Transitioning to an Effective Planner/Scheduler • Defined roles & responsibilities • Defined planner qualifications, selection and training processes in place • Proper planner to tradesperson ratios • Attention to work order details and completeness • Teamwork and communication

Dedicated & Focused Planner/Schedulers • A dedicated planner will allow the supervisor to spend more time directing their team • Several jobs can be planned more efficiently by a focused planner rather than one at a time as a supervisor or tradesperson would do • The aim of effective planning and scheduling is to optimize the utilization of maintenance resources by reducing delays

Distribution of a Planner’s Day 5% • Job Screening ___% • Job Requirements/Analysis ___% • Job Research ___% • Detailed Job Planning ___% • Job Package Preparation ___% • Procurement ___% 10% 5% 20% 5% 20%

Distribution of a Planner’s Day • Scheduling ___% • Daily Schedule Adjustments ___% • Job Close Out ___% • Personal/Miscellaneous ___% 15% 5% 5% 10%

Planner/Scheduler Focus • Remember: • The primary goal of planning and scheduling is the reduction of delays, waits and interruptions • and • The first day of a successful planner/scheduler’s focus is …… Next Week

Questions???

The principles and concepts in this presentation can be found in our book.

Contact Information Tim Kister, CMRP tkister@LCE.com www.LCE.com Cell: 843-810-5815

The Misguided Application of the Planner/Scheduler