A Maintenance Planning and Scheduling Case Study
R.D. (Doc) Palmer, PE, MBA

In this session, the author of McGraw-Hill's Maintenance Planning and Scheduling Handbook, Doc Palmer, steps you through a case study of turning around a mechanical maintenance planning department. The resulting organization had crews working down their entire backlogs. This freed up the work force for other work including replacing contract labor and assisting other stations. Planning obviously involves more than computer data collection and research. In this session, you'll learn how planning leverages maintenance productivity and how to quantify its effect.

How to Get the Most Out of Your Equipment with Effective Maintenance Planning
Tim Davison and Brad Simpkins, Coors Brewing Company

With the rising cost of maintaining and installing equipment in industry, it is crucial that maintenance organizations get the maximum efficiency and life cycle out of each and every piece of equipment that they are responsible for. The job of a planner is to maximize the reliability of the production equipment and maximize the resources used for maintenance while minimizing the cost. This means maximum 'wrench time' for the craft, reducing the need for maintenance parts and materials and getting the most out of production downtime. In this session you'll learn the fundamental components of implementing a structured and defined planning and scheduling program that will yield a return on investment within the first 6 months.

Planning and Scheduling - The Basic Keys
Arne Oas, Computerized Facility Integration

The key to any successful planning and scheduling program is the proper deployment of basic strategies that don't change regardless of the size, complexity, or nature of the organization: management support, work control, work estimation, and work coordination. For management to support the program they need to understand that a problem exists and what proper planning can do to solve it. Work control or the management of how work gets done procedures must exist and be followed. Identification of work and material requirements needs to be done, but to what level? And that basic work coordination of material, job, and schedules requires everyone to understand and perform their role.

This session provides participants with an understanding of why a planning initiative makes sense for their business, what elements are essential for their success, what they can control, and how to start. Organizations that already have a planning initiative in place will learn how to pinpoint and solve problems with planning.

Procedure-based Maintenance
Jack Nicholas and Drew Troyer, Noria Corporation

How does a maintenance manager master the maintenance process with so many options available? Go back to the basics like: What maintenance to do. How to do maintenance. How and what to change to make it happen. How to measure results. How to present the results and your requests for assets in terms that business managers will understand and act upon.

In this session you'll learn how to transform your company to Procedure Based Organization (PBO). A Procedure Based Organization produces and complies with detailed written instructions for conducting not only maintenance, but operations and routine checks. This seems so basic that it is overlooked in most organizations and for all the wrong reasons!

Planning a Schedule and Sticking to It
Jimmy Coltrain, Weyerhaeuser

Maintenance organizations everywhere are struggling with the challenges of equipment reliability and improving uptime. The best way to accomplish these efforts is through planning and scheduling. This session will cover the importance of work identification, plan job functions, scheduling jobs, receiving parts, completing tasks, recording job actions, benchmarking, how to respond to repetitive failures and attention to detail. Jimmy Coltrain is in the trenches teaching the benefits of planning and scheduling and the importance to working with in that schedule. The scheduling process created for Weyerhaeuser will propel your company from average to excellence by eliminating the defects in the process.  

The Alcoa Mt. Holly plant is an example of how a vision of maintenance excellence has turned into reality. Through discipline and perseverance, the plant has implemented a new CMMS system and is functioning with a leaner workforce. The maintenance organization is applying new approaches and technologies and thinking outside the box without reinventing the wheel in the process.  Planning and scheduling continues to be the hub of the maintenance process to insure effective and efficient utilization of the workforce as they strive for Reliability Excellence.  Learn how it all happened in this intriguing case study session.