TABLE OF CONTENTS This chapter covers the specific interfaces of these important areas with planning for the overall success of maintenance. Chapter 1 describes the concepts and importance of preventive maintenance, predictive maintenance, and project work along with their general relationship to maintenance planning. Now, after the development of the planning principles and practices, Chap. 9 considers in practice how a planning and scheduling system ties into PM, PdM, and project work. Companies strive to do more preventive maintenance, predictive maintenance, and project work to lessen the incidence of reactive maintenance work and increase plant reliability. Planning can facilitate the use and effectiveness of each of these preferred types of maintenance.
Starting with a basic system, visualize a planning clerk who each week types up work orders with preventive maintenance tasks due the following week. The clerk looks at a spreadsheet or notebook that tells which PM s to create each week. Some PM s have frequencies of every week, while others may have frequencies of only once every 2 years. Many other PM s fall due in between such extremes. The clerk s listing of PM s organizes the various PM s to allow easy determination of which PM s to issue at what time.
A PM listing probably gives only a very brief description of each PM task. A planner should plan each of the PM s with a plan that the clerk can reissue each time the PM is due. The plan should have a clear scope and craft requirements including numbers of persons,...
