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Planning and Scheduling

  • 1.  Planning and Scheduling

    Posted 04-16-2020 05:51 PM
    ​​If I remember, I have seen references to a Dow study that had data on the ROI of proactive maintenance strategies, particularly planning and scheduling.  I am building a business case and need to reference studies that show potential savings on efficiency gains from planned work, PMs vs. PdMs/Precision, RCM vs Rebuild, etc. 

    Does anyone have access to case studies or access to data from either the Dow study, the Airline Industry, etc.  Alternatively, books or articles by influencers that have referenced data would be helpful.

    Big thanks.

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    Darrell Walker
    Manager of Maintenance and Reliability
    Amalgamated Sugar Company
    Boise ID
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  • 2.  RE: Planning and Scheduling

    Posted 04-16-2020 07:52 PM
    Hello Darrell,

    I don't have the Dow study, but here is an idea.  

    1.  Add up all current maintenance hours per year (Own + OT + Contract).  If you can't get contractor hours, use 30% of spend... it seems to be accepted.  Let's say you use 200,000 mtce hrs per year.

    2. Assumption.  1. You are currently Plan and schedule 25 % of the work (or whatever # u choose, will be depending on definition of what a planned and scheduled job is).  This means you have 75 unplanned Unscheduled work​.  Assumption 2... conservative.  When you have an unplanned & unschedule job you waste 50% of the time.  I think it is more like 75%, but most would buy 50%  (Compare NASCARE tire change with your own).

    3.  How much mtce hours are u wasting today?  200,000 x 75% x 50%=  75,000 hrs 

    4.  Assumption:  We can go to 60% planned an schedule in 2 years.  Then we would "only" have 40% unpl. & Unsch.

    5.  In the future we would waste:  200,000 x 40% x 50% = 40,000 hrs

    Business case... $50/ hr x (75k-40k)= 1,750,000/ year.

    U may not like my assumptions, but u see the business case logic?

    Note!  The biggest financial gain is from increased production while keeping fixed cost the same, it is true for your industry as long as you can sell all you make.

    ------------------------------
    Torbjorn Idhammar
    President & CEO
    IDCON, Inc.
    http://www.idcon.com
    Raleigh NC
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  • 3.  RE: Planning and Scheduling

    Posted 04-17-2020 10:21 AM
    ​Thanks, Torbjorn.  This is good info.  Now, I just need some scholarly references to base my assumptions upon.

    ------------------------------
    Darrell Walker
    Manager of Maintenance and Reliability
    Amalgamated Sugar Company
    Boise ID
    ------------------------------



  • 4.  RE: Planning and Scheduling

    Posted 04-17-2020 07:26 AM
    Edited by Michael Guns 04-17-2020 08:57 AM
    I haven't seen the Dow industries numbers, however I would highly recommend Doc Palmer's, Maintenance Planning and Scheduling Handbook.  He has numerous case studies on how Planning and Scheduling increase productivity with a similar workforce.  He also shows calculations as to how having Planners/Schedulers can prove a business case of completing 47 technicians worth of work with 30.  Its a good read for development of a process and also gives some insight on the affects of RCM. Hope it helps.

    ------------------------------
    Michael Guns, Jr., CRL
    Associate Director, Maintenance Strategy and Planning
    Facilities - Buildings Maintenance & Operations
    200 Academy Street - Newark, DE 19716
    Maintenance Center - Room 113
    Office: 302.831.4055 Cell: 302.358.9381
    ------------------------------



  • 5.  RE: Planning and Scheduling

    Posted 04-17-2020 10:19 AM
    ​Thanks, Michael.

    ------------------------------
    Darrell Walker
    Manager of Maintenance and Reliability
    Amalgamated Sugar Company
    Boise ID
    ------------------------------



  • 6.  RE: Planning and Scheduling

    Posted 04-17-2020 08:53 AM
    Edited by John Cray 04-17-2020 08:53 AM


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    John Cray
    Life Cycle Engineering
    N. Charleston SC
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  • 7.  RE: Planning and Scheduling

    Posted 04-17-2020 10:23 AM
    ​Thanks, John.  Do you know if the book has data or case studies that I can back up my assumptions?

    ------------------------------
    Darrell Walker
    Manager of Maintenance and Reliability
    Amalgamated Sugar Company
    Boise ID
    ------------------------------



  • 8.  RE: Planning and Scheduling

    Posted 04-20-2020 09:01 PM
    HI Darrell:
    Here's a couple papers that were presented at the 2008 SMRP Annual Conference on ROI for reliability improvement strategies.  Making Common Sense Common Practise by Ron Moore is a good reference as well.   The data from the DOW Chemical example you mentioned was interesting to me, although i never got my hands on the actual report i did find that the breakdown that Winston Ledet used in his Manufacturing Game (which references the Dow improvements) was close to my own experience.  e.g.   Dow had around an 18% improvement in plant availability with their global project for reliability improvement .  around 10% of it was due to RCA and problem elimination.  the other 8% was split equally between planning and scheduling and PM improvements.  Eliminating recurring downtime is the biggest payback as it increases throughput (if you have the demand) and spreads fixed costs.   
    all the best
    Rob Probst CMRP

    ------------------------------
    Rob Probst
    Skills4Work Limited
    Ohope
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  • 9.  RE: Planning and Scheduling

    Posted 04-23-2020 01:47 PM
    ​Thanks, Rob.

    ------------------------------
    Darrell Walker
    Manager of Maintenance and Reliability
    Amalgamated Sugar Company
    Boise ID
    ------------------------------



  • 10.  RE: Planning and Scheduling

    Posted 04-22-2020 10:22 AM
      |   view attached
    Hi Darryl,

    A number of years ago, Ron Moore presented at the annual SMRP conference.​ The attached file may have what you are looking for or close to it. Also, I would recommend reading Maintenance Work Management Process by Terry Wireman, particularly Chapter 4.

    Enjoy,

    ------------------------------
    Ed Espinosa, CMRP, CRL
    Sr. Performance Analyst
    Puget Sound Energy
    Bellingham WA
    ------------------------------

    Attachment(s)



  • 11.  RE: Planning and Scheduling

    Posted 04-22-2020 11:44 AM
    Ed,
    I would caution against hanging our hat on the charts of injuries to maintenance types in the slides. The correlation and regression coefficients indicate that the relationship between corrective-reactive to injuries is much more complex than can be seen in the chart. Other variables play such that simple correlation does not tell the story. What needs to be tested is the unique correlation after removing shared correlation to injuries. Maybe what we are seeing is that corrective maintenance is the ultimate outcome of all maintenance strategies, whereas, the proportion of scheduled maintenance is a decision. Recall that all scheduled proactive maintenance at some time reveals a need for corrective maintenance. Only PM--as scheduled work over or disposal--has its own "corrective" task.

    Chapter 3 of the book, "Data Driven Asset Management," ( download at https://analytics4strategy.com/ddassetmgt) to teach the software R used a set of data with the same characteristics--two predictive variables associated with a third outcome variable.  With what is shown anyone can substitute the data points of slides 7 and 8 to text for unique correlation and significant regression coefficients. Furthermore, the chapter as a tool can be used for many investigations.

    Richard Lamb


    ------------------------------
    Richard Lamb
    Analytics4strategy.com
    rchrd.lamb@gmail.com Houston TX
    http://analytics4strategy.com
    ------------------------------



  • 12.  RE: Planning and Scheduling

    Posted 04-23-2020 01:43 PM
    ​Big thanks, Ed.

    ------------------------------
    Darrell Walker
    Manager of Maintenance and Reliability
    Amalgamated Sugar Company
    Boise ID
    ------------------------------



  • 13.  RE: Planning and Scheduling

    Posted 04-23-2020 01:48 PM
    Huge thanks.​

    ------------------------------
    Darrell Walker
    Manager of Maintenance and Reliability
    Amalgamated Sugar Company
    Boise ID
    ------------------------------