Why do so many manufacturing industries struggle to achieve success in the fundamentals of Maintenance Planning?
A few weeks ago, I conducted a maintenance planning seminar at a tradeshow in Chicago. The attendees represented various manufacturing industries from all over the United States and, a cross section of roles associated with the maintenance planning function. To my surprise, there were as many Plant Managers as there was maintenance Craft Planners in attendance. Understanding the current state of the economy, it was evident that many manufacturing companies have become experts in reactive, emergency and just-in-time maintenance.
As I watched the attendees take notes on the maintenance planning information, I was repeatedly asked, “How can my plant become less reactive?” One of the Plant Managers confessed of being overwhelmed with the increasing costs of rework, overtime, contractor usage and parts expediting. Having a full agenda to accomplish in a short time, I stopped to ask my audience, “What do you really want to take away from this seminar?” There were several comments – “What are the roles of a planner? Should planners be ordering parts and materials? What makes a good planner? Can a planner plan part- time?”
I took a deep breath and decided to take this group “back to the basics” of planning work. Moving from a reactive maintenance organization to a manageable, profitable and competitive manufacturing enterprise is not an easy task, but the climb is worth the view. World class organizations have realized that they could not succeed without implementing an efficient and effect planning process. Planning is the WHAT and HOW of accomplishing work. One of the most important fundamental of planning work is assuring that qualified planners are assigned to the planning role.
In my 10 years of maintenance management consulting and implementation, I’ve seen this reoccurring problem in many enterprises. Typically, what I experience in the field is that planners are accomplishing and doing everything but planning work. They are expediting parts and materials, involved in the coordination and oversight of emergency work, used as relief personnel, coordinating contractors and running reports for management. I’ve met several planners who were unable to write work requests and they were expected to plan work for large mechanical crews. The planner position is one of the most critical roles in the entire maintenance organization. This is not a position that should be given too someone that is on “light duty,” or retiring soon. It is paramount that these individuals have proficient Computerized Maintenance Management System (CMMS) skills. They need to know how to move work requests through the work order system. The best planners are well organized and can multi-task. Also, they should have specific trade and plant knowledge. Plant management cannot expect a pipefitter to plan work for instrumentation and electrical trades.
Lastly, planners cannot plan from their desks. They need to get out into the plant and walk jobs to identify potential hazards, access requirements, special equipment or tool requirements, proper PPE and resource requirements. Everyday, conditions in the plant change. The most successful planners spend the necessary time in the plant and ask for input from crafts, production and engineering when needed.
Are you planners qualified to transform your maintenance organization into “World Class?”