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About This Title

Resource shortages and high staff turnover underscore the importance of a structured, team-based approach to managing our physical assets. This shift in our workforce is an opportunity to rethink the way we manage our maintenance function to make the best use of available skills and experience, maximize team performance, and accelerate the onboarding process.

Maintenance is no longer just a technician's job; it encompasses production, maintenance management, inventory management, purchasing, contract management, engineering, planning, and scheduling.

All these roles and responsibilities must be defined and managed to ensure an efficient maintenance function and maximize profitability.Beyond Planning and Scheduling: Team-Based Work Control Management provides a detailed overview of the work control management process, from work identification to planning, scheduling and execution. It is as much a guide to building a world-class maintenance organization as it is a reference manual to help your team stay focused and adapt to change.


Chapter 1 - Introduction

1.1 The Real Benefits of Maintenance
1.2 Team-Based Work Control Management
1.3 Chapter Overview

Chapter 2 - Work Identification
2.1 Generating a Work Request
2.2 Formal PM/PdM Program Development
2.3 Methodologies Used in Developing Formal PM/PdM Programs
2.4 Work Identification and the P-F Interval
2.5 Implementing, Deploying, and Sustaining a New PM/PdM Program
2.6 Planning a PM/PdM Job

Chapter 3 - Emergency and Break-in Work
3.1 The Emergency and Break-in Work Management Process
3.2 Planning for Emergencies and Break-in Work
3.3 Team-based Approach to Eliminating Emergencies and Break-in Work

Chapter 4 - Work Planning
4.1 Asset Life Cycle Planning
4.2 Pre-Planning Activities
4.3 Prioritizing Work to Plan
4.4 Planning for Human Errors
4.5 Work Types
4.6 Work Classification
4.7 Required Information and Job Scoping
4.8 Separating a Job into Tasks
4.9 Planning Accurately
4.10 Developing a Work Plan

Chapter 5 - Parts Kitting and Staging
5.1 Critical Spares
5.2 Establishing Controls
5.3 The Kitting Process

Chapter 6 - Task Estimating6.1 Estimating Stages
6.2 Estimating for Varying Skill Levels
6.3 Causes and Variances
6.4 Estimating Accurately
6.5 Correction Factors

Chapter 7 - Work Scheduling
7.1 Developing the Schedule
7.2 Applying the Scheduling Process

Chapter 8 - Risk and Job Hazard/Safety Analysis
8.1 Risk Identification
8.2 Risk Assessment
8.3 Job Hazard/Safety Analysis

Chapter 9 - Work Execution
9.1 Selecting Internal versus External Resources
9.2 Skills and Team Strength Development
9.3 The Three Stages of Maintenance Work Execution
9.4 Tradesperson Audit

Chapter 10 - Integrated Asset Care
10.1 Operator Asset Care
10.2 Operator Routes
10.3 Integrated/Team-Based Asset Care

Chapter 11 - Work Follow-Up
11.1 Follow-Up Information
11.2 Managing Found Work
11.3 The Follow-Up Process

Chapter 12 - CMMS/EAM
12.1 The Purpose of a CMMS/EAM System
12.2 Using CMMS/EAM

Chapter 13 - Physical Asset Hierarchy
13.1 Benefits
13.2 Purpose of the Physical Asset Hierarchy
13.3 How to Develop a Physical Asset Hierarchy13.4 Associating Parts and Materials List to the Hierarchy
13.5 The Physical Asset Hierarchy Process

Chapter 14 - Shutdown Coordination
14.1 Shutdown Risks
14.2 The Shutdown Model
14.3 Shutdown Process Map
14.4 Critical Task/Path Method Applied to Shutdowns
14.5 Adjusting Inventory Levels Pre-/Post-Shutdown
14.6 Vendor Agreements for Parts Returns
14.7 Shutdown Management – A Team Effort

Chapter 15 - Roles and Responsibilities
15.1 Maintenance Manager
15.2 Maintenance Supervisor
15.3 Maintenance Planner
15.4 Maintenance Scheduler
15.5 Reliability Specialist
15.6 Shutdown Coordinator

Chapter 16 - Key Performance Indicators
16.1 Standardizing Our Definitions
16.2 KPI Categories
16.3 Assuring Results
16.4 Applying KPIs to Performance Management Plans
16.5 Rules for Defining KPIs
16.6 KPI Hierarchy

Chapter 17 - How to Successfully Improve a Work Control Management Process
17.1 Define
17.2 Prepare
17.3 Execute and Manage
17.4 Sustain