Category Books

Audel Managing Maintenance Planning and Scheduling »

Authors: Michael V. Brown
ISBN-13: 9780764557651, ISBN-10: 0764557653
Format: Paperback
Publisher: Wiley, John & Sons, Incorporated
Date Published: June 2004
Edition: (Non-applicable)

Author Biography: Michael V. Brown

Michael V. Brown is an electrical and maintenance engineer with 30 years of experience in industry, and has held positions at both the plant and corporate levels of Fortune 500 companies. As founding partner and president of New Standard Institute, he has designed and implemented maintenance management improvement programs for numerous industrial clients. New Standard Institute provides seminars, consultations, and computer-based training programs specific to maintenance-related subjects. For more than a decade, he has written articles that have been published in many U.S. and Canadian magazines, as well as on the Internet. Other books he has written and published by Wiley include Audel Managing Maintenance Storerooms and Audel Managing Shutdowns, Turnarounds, and Outages.

Book Synopsis

Brown (a principal of New Standard Institute, Inc.) offers a primer on the management of industrial maintenance planning and scheduling. Chapters discuss defining the level of maintenance; job estimation methods; planning and estimating electrical work; understanding preventive and predictive maintenance; scheduling methods; planning for shutdowns, turnarounds, and outages; gathering data for maintenance performance indices; using indices to measure performance; and using multiskill training. Annotation © 2004 Book News, Inc., Portland, OR

	About the Author	x
	Introduction	xi
Chapter 1	Defining the Level of Maintenance	1
	Era of Business Management Theories	1
	The Movement to Reliability and Availability	3
	Planned Maintenance under Attack	5
	Maintenance Work Performed during Maintenance Custody (Shutdowns)	7
	Maintenance Performed during Production Custody	8
	The Maintenance Budget	9
	Setting Goals Based on the Budget	9
	The Purpose of a Work Order System	11
	Objections to a Formal Work Order System	12
	Work Order Categories	12
	Generating a Work Order	15
	Cost Data	17
	Planning and Scheduling	21
	The Planning and Scheduling Profession	21
	Planning Defined	23
	Resources	23
	Scheduling Defined	25
	Resource Constraints	26
	Summary	27
Chapter 2	Estimating Methods	31
	Judgment versus Guessing	31
	How Job Estimates Are Used in Maintenance	32
	Planning and Estimating Methods	34
	Construction Planning and Estimating	35
	Methods Time Management (MTM)	44
	The Planning Thought Process	50
	Estimating Using Past Performance	65
	The Estimating Learning Curve	71
	Work Packages	73
	Factors Affecting the Accuracy of an Estimate	74
	Planning Conditions	74
	Direct Planner Problems	76
	Insufficient Time	77
	Assigning the Crew Size to a Job	77
	Parts and Material Requirements	77
	Kits	78
	Tagging Parts	78
	Saving Space	79
	Ordering Parts	80
	Special Orders	80
	Job Site Deliveries	80
	Handling Delays in an Estimate	80
	Summary	84
Chapter 3	Planning and Estimating Electrical Work	87
	Background	87
	Understanding the Single-Line Diagram	88
	Branch Circuit Checklist	92
	Feeder Checklist	93
	Conduit Installation Time	94
	Pulling Cables in Conduit	94
	Mounting Lighting Panels	95
	Motor and Motor Control Checklist	95
	Time Estimates for Mounting a Motor	96
	Estimating Time to Connect a Motor	96
	Medium Voltage (601 to 35,000 Volts) Feeder Checklist	97
	Estimating Troubleshooting and Repair Jobs	97
	Identifying and Estimating Maintenance Work During an Electrical Shutdown	99
	Summary	99
Chapter 4	Understanding Preventive and Predictive Maintenance	101
	Examining Preventive Maintenance (PM)	102
	Writing a PM Procedure	104
	Procedure Elements	106
	PM Development Worksheet	107
	Sources of PM Procedures	109
	Evaluating PM Procedures	112
	Evaluating PM Programs	112
	Unrecognized Benefits of PM	113
	Other Options and Pitfalls to Avoid	114
	PM Development Teams	114
	Computerized PM Systems	115
	Understanding Predictive Maintenance (PDM)	115
	Spectrum of Predictive Maintenance	116
	Vibration PDM Programs	118
	Defining Vibration Velocity Limits	119
	Lubrication Analysis	121
	Stress Crack Detection (Acoustic Emission)	124
	PDM Success Stories and Failures	124
	Correcting Common Problems	126
	The Four Ts of Correction	127
	Summary	128
Chapter 5	Scheduling Methods	131
	Prioritizing Maintenance Work	131
	Classification	132
	Requested Completion Date	132
	Schedule Priority	133
	Using a Maintenance Backlog	135
	Controlling Backlog	135
	Invalid Backlogs	136
	Calendars	136
	Scheduling with a Plotted Backlog	137
	Allocation Scheduling Method	140
	Weekly Schedules	146
	Daily Schedules	148
	Auditing a Completed Daily Schedule	150
	Sample Maintenance Daily Scheduling Procedure	151
	Scheduling in Computerized Maintenance Management Systems (CMMS)	151
	Key Work Order Scheduling	153
	Limitations to CMMS Scheduling	153
	Priority Numbering Systems	154
	Equipment List	154
	Equipment Priority	155
	Condition Priority	155
	Safety or Environmental Modifier	156
	Overall Priority	156
	Modifications to Priority Numbering Systems	158
	Summary	158
Chapter 6	Planning for Shutdowns, Turnarounds, and Outages	161
	Preparing for a Shutdown	161
	Job Input	162
	Shutdown Organization	164
	Execution Reporting	164
	Turnaround Checklist	165
	Critical Path Method (CPM)	169
	Logic Network Conventions	170
	Precedent Logic	171
	Salami Sandwich Project	172
	Finding the Critical Path	173
	Earliest Completion Time, Latest Completion Time, and Float	173
	Piping System Replacement Project	174
	Time Domain Logic Network	178
	Reducing Project Time	178
	Project Duration versus Project Cost	179
	Load Leveling and Project Constraints	180
	Computerized CPM Programs	182
	Shutdown Tips	183
	Summary	183
Chapter 7	Gathering Data for Maintenance Performance Indices	187
	Completed Work Data	188
	Total Completed Labor Hours	189
	Emergency Work Orders and Labor Hours	189
	PM Labor Hours Completed	189
	Overtime	190
	Backlog Data	190
	Backlog Hours	190
	Planner's Backlog	191
	Crew Week	191
	Schedule Data	191
	Scheduled Hours	191
	Actual Hours of Scheduled Work Completed	192
	Number of Days on the Schedule	192
	Base Cost Data	192
	Cost of the Maintenance Hour	192
	Total Maintenance Costs	194
	Cost by Equipment	195
	Total Contract Costs	195
	Cost of Production	195
	Book Value of Facility	195
	Other Data	196
	Downtime Hours	196
	Equipment Availability	197
	Inadequate Repairs	197
	Corrective Action Work Derived from the PM Effort	198
	Equipment Reliability Data	198
	Summary	198
Chapter 8	Using Indices to Measure Performance	201
	The Need for More Than One Index	201
	Backlog Indices	204
	Backlog Age	207
	Schedule Compliance	209
	Estimating Accuracy	210
	Evaluating Actual versus Estimate	212
	Possible Overstaffing	212
	Bad Labor Estimates	213
	Lack of Parts	213
	Equipment Still Running	213
	Poor Work Performance	213
	PM and Emergency Indices	214
	Other PM Indicators	216
	Overtime	216
	Productivity Indicators	217
	Ratio of Maintenance Labor Costs to Maintenance Material Costs	218
	Maintenance Cost per Unit of Production	218
	Actual Maintenance Cost Compared to Budget Costs	218
	A Discredited Index	219
	Managing with Indices	219
	Case Study: What's the Problem Here?	220
	Basic Maintenance Reporting	220
	Balance Sheet	223
	Performance Indices	223
	Graphical Presentation	224
	Summary	225
Chapter 9	Using Multiskill Training	227
	Understanding Multiskilling	228
	Multiskilling Pitfalls	229
	Successful Multiskilling Programs	230
	Identifying Friction Areas and Multiskill Opportunities	231
	Potential Friction Areas	231
	Identifying Potential Gains	233
	Defining the Training	233
	Negotiating the Multiskilling Program	234
	Implementing the Skills	234
	Multiskilling--A Win-Win Effort	234
	Summary	236
Appendix A	Identifying Electrical Work to Be Performed During a Shutdown	237
	Electrical Shutdown Checklist	240
	Months and Weeks Prior to the Shutdown	241
	During the Shutdown	247
	Glossary	255
	Index	267

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Management & Leadership

Facility Management
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Management & Leadership

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Author Biography: Michael V. Brown

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