The best way of understanding a product is to use it. That’s why we give you a free trail of Weavecentrix Desktop before you buy it. If you can see a product start to deliver benefits to you even before you have purchased it, then you can be sure that you are getting a good return on your investment.
To help you see how Weavecentrix Desktop can help you to deliver those benefits, this product tour walks you through a typical scenario for a maintenance planner setting up a weekly schedule and then working through it.
Bill Thompson normally started his weekly schedule in his head whilst on the way to work. As a planner and scheduler for four work crews with 20 technicians, he usually has a good feel for the bigger jobs that fall due in the following week as well as an idea of how much carry-over is likely from the current week’s schedule. That gives him a starting point for the next weekly schedule. With around 150 hours of available time to schedule each day, the problem is getting the average 50 hours of preventative maintenance scheduled, fit in the bigger jobs and then progressively allocate jobs to each work crew to fill the schedule whilst making sure that any delays from tooling up, parts availability and travel time are kept to a minimum. All of this has to be done whilst maximising the operational availability of the plant.
By the time Bill has found a place to park his car in the car park, he knows that a good deal of his work will come from the outage due to the condenser line repair job. Bringing down the condenser means the acid scrubber and vacuum pump will have to be brought down. That gives an opportunity to look at bringing forward some maintenance work on those areas as well.
After clearing his email, Bill starts up SAP and reviews the maintenance tasks lists that cover those functional locations. There are three maintenance jobs which have not been released yet: one monthly and two six-monthly jobs. Bill fires off a quick email to the maintenance engineer Fiona Cosgrove, asking her if he should call off these jobs early. Knowing that there is a line shut scheduled for early next year, Bill reckons that Fiona will get him to call off the monthly for this week and then delay the two six-monthly jobs until the shut next year.
Bill opens his notebook and jots down the priority for the weekly schedule. At Bill’s plant, the SAP work order types have been set up as follows: PM01 -Reactive maintenance work orders; PM02 - Proactive maintenance work orders; PM03 - Preventative work orders; PM04 - Capital works ; PM05 - Repair work orders.
The priority system is Urgent, High, Medium and Low. Only reactive work orders are given Urgent or High priority.
Bill knows that he has to work through the high priority reactive jobs first. The urgent jobs are not put into the schedule as they get done immediately when they are raised. He makes a note to include any medium jobs for the same system as the high priority job, especially for the condenser line.
After that, he can go through the medium proactive maintenance jobs. Bill remembers that there is an outstanding capital works order for upgrading the bund barrier at the acid scrubbers. The existing barrier kept getting damaged by containers being offloaded so someone came up with the idea of replacing it with 18" casing. He ever remembered the work order number for that one.
After going through the medium work orders, Bill will continue with the low priority work orders until he runs out of available hours on his work crews.