Overview

Some persons think that planning work orders consists of handling parts and tools before jobs start. Other persons think that it consists of developing detailed procedures for jobs before they start. Still other persons think that it consists of utilizing a computer or CMMS (computerized maintenance management system). None of these concepts quite reaches the mark. The proceeding chapters have set forth maintenance planning as a process, one that gives maintenance managers an increase in productivity. The process gives technicians a boost on the learning curve from past jobs. The process also gives supervisors job scopes and time estimates allowing them to assign sufficient daily work toward weekly work goals.

Nevertheless, more than a few persons describe their maintenance planning function by how well their CMMS works. Many of these persons profess that everything will be perfect when they fully implement their CMMS. Similarly, many persons wonder why planning does not quite seem to be working even though they have installed an expensive CMMS. Unfortunately, planning is not simply using a computer, and just because a company has a computer does not mean it even has a planning function. The CMMS can be a tremendous resource for planning, but it is not planning itself.

Perhaps unreasonable expectations contribute to disappointment for many purchasers of maintenance computer systems. Larry Beck (1996) relates survey results of manufacturing executives that indicate they typically require minimal cost justification before implementing such systems. Many of these executives expect productivity gains, but may not have...