October - Library - Central Queensland University

Kelly (1999b, p. 3 to 9) suggests that the key to managing the additional workload, identified from the maintenance plans, is by being
both:
• Effective in prioritising the list of outstanding work. Put another way, this is about how effective the maintenance department
is in terms of deliverables of the maintenance strategy and providing plant reliability.
• Pre-planning and executing the work in the most cost effective way. Again, put another way, this is about the maintenance
department’s organisational efficiency.
Going back to the above example of replacing the leaking seal within the gearbox or as another example replacing a bearing or oil
as a result of the condition monitoring programs, Wireman (1990) suggests that these jobs can only be completed in the most cost
effective and efficient manner by completing the steps depicted in the work flow diagram of Figure 6 (Kelly 1999b, p. 1-6).
From the above is becomes obvious that the work flow system encompasses a number of steps and is not just about planning and
scheduling.
WORK PLANNING AND RESOURCE STRUCTURE
As stated earlier, the overall objective in the pre-planning and execution of all work is to ensure that all work is handled in the most
cost effective and efficient manner. To realise this objective the design of both the work planning system and resource structure
should be aligned so as to match the different levels of work. Kelly and Riddell (2000, pp. 1-16 to 1-17) categorises all work into the
following three levels:
1. First line - usually follows the production operating pattern and its characteristics are that it is typically reactive and
maintenance is required to (and should) respond quickly. This work should be resourced accordingly in terms of numbers,
locations and shifts. For example, utilising shift trades as opposed to relying on call-ins (Kelly and Riddell 2000, p. 2-22).
Similarly the work planning system’s centre of gravity should be aligned to this resource structure - i.e. the shift tradespeople
/ shift supervisor should organise all necessary materials and information to enable a quick response to this work (Kelly
1999b, pp. 1-7 to 1-11).
2. Second line - work that has a longer lead time and can usually be held over to weekday shuts, weekends, etc. The work
planning system’s centre of gravity should be aligned to a dedicated planner/s (Kelly 1999b, pp. 1-11 to 1-12). One reason for
having dedicated planners is simply that it will increase the productivity (spanner time) of the trades by having the work
planned and ready prior to execution. Peters (2003b, pp. 21 to 22) claims that the typical spanner time of trades in a reactive /
unplanned environment is in the order of 30% to 40% (of an 8 hour day). Similarly the resource structure should be aligned so
that the dedicated trades group only execute the second line work (Kelly and Riddell 2000, pp. 2-22 to 2-23). One of the pit falls
of not being disciplined in relation to alignment of the different levels of work is that resources, both planners and trades, will
naturally want to gravitate back toward executing the reactive work and the organisation will continue in the downward spiral
of reacting as opposed to preventing the reactive work.
3. Third line - work that is required to be carried out during major and/or full plant shuts such an annual Christmas campaigns,
etc. The third line work planning system’s centre of gravity, like the second line work, should be aligned to a dedicated
planner/s (Kelly 1999b, pp. 2-5 to 2-6). In saying this, the duration of shuts, size and type of work, etc will determine the need
for a dedicated planner/s as opposed to the second line planner/s planning the third line work. The resource structure for the
third line work would again depend on several factors such as timing (total plant shutdown as opposed to sections of the
plant), duration of shuts, resources required (numbers, skills requirements), etc but in the main both the first and second line
resources should be utilised and (if applicable) topped up via the use of contractors (Kelly and Riddell 2000, p. 2-23).
INFORMATION DATA BASE / CMMS
The information data base is the plant asset hierarchical library where all information should reside. Kelly (1999b, pp. 6-6 to 6-9)
nominates that this information is inclusive of the following:
• Manufacturers details (through Bills of Materials (BOM’s)).
• History of all work performed.
• Failure analysis data.
• Cost to maintain.
• Maintenance plan / schedule.
• Spares.
• Documentation - i.e. isolation plans, work instructions, drawings, etc.
• Maintenance measures (MM’s) / Key Performance Indicators (KPI’s).
A complete and accurate information data base increases the efficiency of planning and scheduling all work. The information data
base exists whether or not organisations choose to invest in a computerised maintenance management system (CMMS). The
objective of a CMMS is, put simply, the tool in which to transport each of the above functions so as to increase both the org a n i s a t i o n a l
effectiveness and efficiency (Kelly 1999b, p. 8 -15).
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