TABLE OF CONTENTS This chapter covers the specific interfaces of these important areas with planning for the overall success of maintenance. Appendix A describes the concepts and importance of preventive maintenance, predictive maintenance, and project work along with their general relationship to maintenance planning. This chapter, after the development of the planning principles and practices, 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.
The planning department issues schedules and PMs even if an engineering group with a living RCM program creates and reviews them.
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 PMs to create each week. Some PMs have frequencies of every week, while others may have frequencies of only once every 2 years. Many other PMs fall due in between such extremes. The clerk's listing of PMs organizes the various PMs to allow easy determination of which PMs 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 PMs with a plan that the clerk can...
