TABLE OF CONTENTS This appendix covers how to go about setting up a planning group in actual practice. It follows the mechanics of establishing the organization with a minimum amount of philosophical discussion. The appendix begins by making a straight run through starting planning in an existing industrial plant that previously has not had planning. Following sections explore more precisely the location of planning within the overall organization, the selection of persons to be planners, the physical workspace layout for planners, and the management of the process. The appendix concludes by adapting this basic approach for plants that need to modify an existing planning operation and for plants that are under construction or have nontraditional maintenance structures.
Consider a traditional maintenance organization in an industrial wastewater plant. Figure M.1 shows the existing organization with separate crews for each main craft. Under the maintenance superintendent, there are 23 maintenance technicians under the control of crew supervisors. The maintenance manager believes planning is essential to having high maintenance productivity on a routine basis. The maintenance manager decides to implement maintenance planning.
The manager first discusses the concept with the maintenance superintendent and reaches an understanding that planning is desired. Together, they learn about the concepts of planning and gain the support of the plant manager. They decide to select a single mechanical planner because the bulk of the maintenance work is mechanical.
After selecting the planner, the manager and superintendent have two or...
