Advanced Maintenance Planning and Scheduling

In the ever-increasing competitive industries such as Manufacturing, Mining, Power & Utilities, and Oil & Gas, the maintenance division is typically required by management to increase asset and equipment uptime with minor breakdowns and lower cost. For this type of situation, the maintenance departments feel the lack of resources. Work orders keeps coming in, but not many get done.

A study from SMRP shows that the average “wrench time” of an available maintenance personnel is only 35%. It means that on an average day, an organization’s maintenance force only spends about 3 ½ hours on completing maintenance work. The remaining hours are wasted on gathering parts, travelling, meetings, breaks, and other “non-productive” activities that have nothing to do with working on asset and equipment maintenance.

Without proper planning and scheduling, maintenance is uncoordinated, costly and ineffective, leaving the team to fail in meeting deadlines. These failures will cause constant problems for the operations department, who will become increasingly reluctant to release equipment in the future. This can directly contribute to higher maintenance cost, inadequate maintenance execution and rapidly deteriorating plant integrity.

They key to any reliability improvement program lies in recognizing impending failures and working on it at the optimum time to mitigate breakdowns. Maintenance planning and scheduling using structured and systematic approaches are critical for every successful plant. They are the fastest and most effective investments that an organization can make to improve plant productivity and equipment availability.

Salvo Global’s course is designed to build advanced competency in planning and scheduling of maintenance resources. It provides a step-by-step practical guide for implementing, measuring results and successfully applying today’s best practices for maintenance planning and scheduling. In addition, delegates will be introduced to modern techniques that will enhance their fundamentals that will essentially reduce maintenance costs, improve work order management, increase tool time and deliver maximum business benefits.

Top Learning Objectives

  • Identify the key driving factors for how Turnaround event will be managed; the more tactical issues of how to plan, prepare and execute STO events
  • Minimize the impact of the Turnaround on business performance
  • Provide senior management with decision metrics to Plan and prepare the objectives, set policies, appoint necessary personnel, set preparation team, gather basic data
  • Develop a culture of Turnaround long-term in business strategy with clear elements
  • Form a steering group with required authority and resources
  • Define and hire local resources, contractors, specialists, internal resources, supervise and perform effective team-building
  • Establish good and clean channels of communication, with efficient timing
  • Integrate different knowledge, and experience for planning, preparing, and executing Turnaround
  • Develop, assess and validate a Turnaround work list
  • Using the validated Work list, Perform a bulk estimate of time and duration of the Turnaround
  • Develop or improve metrics, and checklist to keep Turnaround, cost, safety, quality, inventory and resource under control
  • Understand and operate single point responsibility during shutting down the plant, the execution, and starting up the plant during the Turnaround
  • Learn how to Audit a Turnaround program

Who Should Attend?

This course is relevant to industries that see leadership skills and physical asset management as a factor to business success such as facilities management and operations.

  • Maintenance Planners
  • Maintenance Schedulers
  • Maintenance Superintendents
  • Maintenance Managers
  • Preventive Maintenance Supervisors
  • Preventive Maintenance Engineers
  • Predictive Maintenance Supervisors
  • Predictive maintenance Engineers
  • Maintenance Supervisors
  • Maintenance Engineers
  • Maintenance Foreman
  • Physical Asset Managers
  • Reliability Managers
  • Reliability Engineers
  • Engineering Managers
  • Operations Managers
  • Plant Managers
  • Plant Engineers

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