Maintenance Planning and Scheduling Maturity Matrix #1
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The document outlines a maturity matrix for measuring planning and scheduling processes across five levels. The matrix includes elements such as planning training, standard work procedures, labor estimation methods, schedule compliance tracking, and resource utilization. Achieving higher levels involves more formalized, standardized, and data-driven processes that are consistently implemented across relevant roles.
Maintenance Planning and Scheduling Maturity Matrix #1
- 1. Ways to Measure Your Planning and Scheduling RE Maturity Matrix Elements LEVEL1 LEVEL 1 LEVEL2 LEVEL 2 LEVEL 3 LEVEL4 LEVEL 4 LEVEL5 LEVEL 5 NOT ENGAGED NOT ENGAGED EXPERIMENTING EXPERIMENTING ENLIGHTENED GOOD PRACTICE GOOD PRACTICE BEST PRACTICE BEST PRACTICE Maintenance front All individuals Planners have attended line supervisors have Maintenance and involved in the work No formal training a formal planner attended formal planner operations leaders have management process Planning Training provided training course or training or workshop attended formal planner and leadership workshop in addition to planning training or workshop. positions have received staff formal group training. Planners strictly Planners focused on Roles and Planners develop and focused on planning meeting best practice responsibilities not assemble limited job future work. Zero standards for Outages; Planner Role and No planner role clearly defined. Planner packages. Planner involvement with day to day planning Responsibility identified is involved with daily responsibilities reactive work. Roles is still limited. Limited emergency/reactive overlap heavily with and responsibilities responsibility, overlap work and parts chasing. maintenance supervisor clearly defined and with other positions adhered to. Formal expectations High level work Standardized format for developed for job plan procedures developed job plans established; format and content Level IV + Long term for large jobs and expectations on No effective work which is generally plan in place. All outages. Heavily quality and content Standard Work procedures or accurate followed. Job plans are criteria are objective. dependent on OEM are subjective. No Procedures time estimates developed for work on Evidence of continuous manuals. Standard clear expectations developed by planner. critical assets. Moving improvement system in set of expectations for for which jobs should towards qualitative vs. place. job plan content not have a detailed plan subjective inspection established. developed. criteria. Jobs are broken down Job estimates are Jobs are grossly into individual steps Level IV + Job plan generally more overestimated (1/2 and tasks. All tasks include estimates for accurate; basic Job plans have no shift or full shift) and have a time estimate; coordination and other estimating process Labor Estimation estimated labor hours not taken seriously in rolling up into total job outside resources. applied. Estimates are assigned. scheduling process. estimate. Considered to Estimates adjusted usually accepted as No formal estimating be accurate and greatly based on historical PLANNING being accurate but are techniques are used. impacts the building of performance. often overridden. the weekly schedule. Planner reviews Planner visits large or some job plans Job site visits and Planner visits job sites Job site visits are rare/ complex job sites during with maintenance significant interaction for “high profile” jobs Job Site Visits non existent while planning only when no supervisors and witn those that will only while planning "planning" work. pre-existing job plan technicians at the perform the work is a work. exists. job site to ensure standard practice. completeness. Planner makes Level IV + methods to Planner prepares reference to generic address these hazards No identification of Planner includes high detailed list of safety safety procedures or are provided. Permits Identification of Safety Safety/Tag out/Permit level references to site hazards and references requirements on the are pre-populated as Requirements requirements by the safety policies on work permits required based work order based on much as possible and planner. order. on job task breakdown the equipment type/ included in the work and site visit. environment. packet. BOM and job history Planners work Technicians identify utilized but gaps exist. Bill of materials No predetermination with maintenance their own materials and Planner expends a and past job history of needed materials. supervisors and the planner places the significant amount leveraged extensively. Determination of Materials acquisition technicians along with order. List is quite often of time researching Delays in job execution Required Materials is entirely up to past job history to inaccurate. Job delays materials. Job delays due to missing technicians “on the fly” develop list. Storeroom from missing material from missing materials materials a very rare while executing job. runs during job common. only occasionally occurrence. execution still common. occurs. Materials kitting and Kitting a standard Materials lay down Materials kitting and No kitting process staging occurs for all practice with few areas exist in storeroom staging occurs for most in place, materials outage jobs and most errors. Kits are kept in - informal process - outage jobs and only Materials Kitting acquired "on the fly" weekly/daily work. a secure area, verified much confusion and ad hoc for weekly/daily by technicians and Storeroom personnel for accuracy against the inaccuracy - does not work. Technicians drive supervisors receive pick-lists and work order and easily help much the process. assemble the kits. identified. Continued on back... 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- 2. Elements LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 NOT ENGAGED EXPERIMENTING ENLIGHTENED GOOD PRACTICE BEST PRACTICE Some Bill of Material BOMS developed for all developed but only Level III + formal plan equipment with minor Level II + Some Bill of for a small portion in place to address exceptions. Continuous Equipment Specific Materials are linked to Bill of Material of equipment - most shortcomings on BOMs. improvement and Bill of Materials non drawings, item number Management are incomplete or Plan is clearly being corrections a standard existent. and lead time for inaccurate; almost executed with results of process. BOMs delivery. never formally reviewed efforts evident. standard part of CAPEX or corrected/updated. process. PLANNING Work orders are Level III + job returned to planner with plan improvement Work orders are Level IV + component hours charged (usually suggestions, materials returned to planner codes, and failure matches estimate) and consumed, and Work orders are not for closeout but codes. Failure notation of missing actual hours spent vs. Work Order Closeout returned to the planner contain very little if information can be materials. Planner estimated hours. History for closeout any useful feedback discerned from work reviews information and allows management (“Fixed, Done, order history to drive occasionally makes reporting on MTBF and Complete”) reliability improvements. updates to job plan and Emergency vs. Planned BOM. hours spent. Scheduling meeting occurs with a standard Level III + Attendees Scheduling meeting Scheduling meeting agenda, date, time and are on time and Scheduling is occurs like clockwork. only occurs for required attendees. actively engaged in the a pipedream. Standard time, place, Scheduling Meeting outages attended Production attends scheduling meeting. Organization completely agenda. Operations Participation only by maintenance meetings on occasion Moderate level of reactive. What drives meetings personnell. Production and when present confidence exists in the meeting? and actively sets doesn't attend not actively engaged. developed schedule. maintenance schedule. Schedule not taken Maint driven. seriously. Schedule is developed Backlog is generally using a combination Backlog largely considered as being Backlog is the primary Backlog is not of ready backlog and inaccurate and not accurate and most driver for building the Operations/ considered when last minute emergency taken seriously. Next jobs only scheduled schedule. Jobs are not Maintenance Use developing a schedule. lists. Team understands week’s schedule from backlog. Backlog placed on the weekly of Backlog for Daily reactive the importance of originates from both the still not well prioritized. schedule until all Scheduling coordination occurs vs. scheduling from backlog and on the spot Last minute lists still materials and resources weekly scheduling the backlog but production requests. occasionally make it scheduled and verified. still struggles with into the schedule. execution. Schedule is published Schedule is published Schedule is passively and displayed in all Level IV + Schedule is Largely verbal on a network drive or posted and displayed areas. Schedule is regularly and actively agreements/pocket emailed. Rarely viewed/ in maintenance shops/ regularly posted at reviewed with personnel Schedule Publishing book schedules. Shared passive communication/ areas only. Frequency set date/time/place; at set date/time/place; only between small small subset of of updates sporadic and awareness of schedule minimal coordination subset of workforce. organization aware of rarely paid attention to. content/importance delays. existence. varies. 100% labor hours Scheduling based Labor Hours formally scheduled; formal Available resources not on availability of scheduled to 100% process in place for taken into consideration resources; significant front line supervisors “schedule breakers”. Personnel react during scheduling. portion of schedule react to schedule Resource utilization is entirely to radio/ Resource Personnel select empty to accommodate breakers but no very high. Personnel trouble calls from Assignments their jobs from an “emergencies”. Time set formal process exists. assigned to jobs production/maintenance assignment box – no aside for emergencies Resource utilization the week before. supervisors names listed. Resource - resources not is moderate. Jobs Schedule breakers utilization low. scheduled to 100% assigned to personal analyzed for continuous availabilty. the day prior to work. improvement opportunities. Number of work orders Only tracking Measured by dividing Level IV + Method completed is tracked. completion rate. Formal the total number of formalized and Numbers are suspect to standard in place labor hours completed consistently followed. Measuring Schedule Not measured. No manipulation; methods but not consistently by the total number of Organization regularly Compliance accountabilities set. of measurement followed. Measurement labor hours scheduled. tracks and seeks are sporadic and published regularly; Measurements out improvement variable. No system results not used to drive formalized and trended opportunities. accountability. improvement. but not always followed. North America • Latin • America • Middle East • Asia-Pacific GPAllied Asia-Pac World Headquarters GPAllied EMEA Level 18, 333 Ann Street 4200 Faber Place Drive Guldensporenpark 21-Blok C Brisbane QLD 4000 Charleston, SC 29405 B-9820 Merelbeke, Belgium o. +61(0)7.3232.1265 o. 888.335.8276 o. +32(0)9.210.17.20 f. +61(0)7.3232.1200 f. 843.414.5779 f. +32(0)9.210.17.28 www.alliedreliability.com