Suzane Greeman, president and principal asset management advisor of Greeman Asset Management, discussed in a recent webinar 6 steps to establish an effective maintenance planning and scheduling process. During the webinar, several attendees submitted questions, and Part 3 of Greeman’s answers focus on forming properly sculpted roles. Click here for Part 1 and Part 2.
Should the planner be the one to create work orders, or would it be best to have an administrative assistant do this?
Greeman: This is a good question and one that speaks to role sculpting. In defining the roles, each group should have certain documents that are owned by that group. The work order is one that should be owned by the planner. Here are some reasons why:
I would like some general tips on separating planners from reactive work. Some tips are always appreciated. I walked into a reactive environment where planners occasionally act as backup supervisors. We’re trying to move away from that, but the location, a non-user-friendly CMMS, and a lack of available manpower make this difficult to break away from.
Greeman: The real problem with reactive work is that there is a higher cost associated with it, hence the drive to plan as much work as possible [not to be confused with PM as non-break-in corrective work can (should) also be planned]. Many organizations are reactive in nature largely due to the culture, and this is something that top management needs to be convinced to change as culture is created and reinforced by them either by rewarding or resourcing the reactive behavior.
Some organizations are too small to have separate roles, and now we are in generally difficult economic times, which puts constraints on budgets to resolve manpower issues. Sometimes though, the maintenance team can be reorganized to achieve more efficiency. Bearing the context of the organization in mind, what I have seen work exceptionally well is that no executing staff reports to the planner. There are a few reasons for this:
Usually, I recommend that only planners/schedulers report to planners/schedulers. Some companies have a work planning department headed by a planning engineer, senior planner or a planning manager. Oftentimes, this department will also include plant inspectors, and that combination works well too.