In the late 1980s DuPont commissioned the largest benchmarking study of maintenance and reliability practices ever done.
It included a study of 3500 sites across North America, Europe and Japan. It was so extensive that it is still used today.
A key conclusion from the study was that the top 5% of the companies surveyed the so-called “Best of the Best” do the basics very well.
And those basics include Planning and Scheduling.
it’s as if they’re permanently stuck in traffic
The DuPont study and other benchmarking studies since then have shown that maintenance productivity levels of 20% – 30% are typical across most industries.
That means you get 2 to 3 hours actual maintenance time out of a technician working a 10-hour shift. That’s certainly the equivalent of being stuck in traffic. And it’s a sad reality that most plants around the world have to deal with on a daily basis.
But, it doesn’t have to be like that. You don’t have to settle for low levels of productivity.
Experience shows that implementing an effective planning and scheduling process allows you to improve your productivity to 45%.
It’s been done around the world. Over and over again. It’s not rocket science and you can do it too.
Many implementations of advanced Planning and Scheduling fail. Often because senior management was never on board to begin with.
In this article, I’ll show you how to fix that. I’ll show you how to sell planning and scheduling to your CEO. And in such a way that he actually wants you to implement it successfully.
I’ll talk about your ‘CEO’, but it could also be your Plant Manager that you need to convince.
Planning and Scheduling is one of the 4 Essential Elements on the Road to Reliability™. Planning and scheduling or work management as it’s often called, ensures the right work gets done, at the right time, with the right tools, materials and people.
Without an advanced planning and scheduling process you’ll never achieve high reliability. In this article I’ll explain why that’s the case. I’ll also give an overview of what a work management process should look like.
Most organisations that implement maintenance planning and scheduling do not achieve the long-term results they expected. Often the improvements don’t last, even when the initial implementation seemed successful.
But, it doesn’t have to be like that. This article outlines a structured, proven approach that has worked in many organisations. An approach using basic project management principles. Combined with a strong focus on change management.