6.3 Work Scheduling & Coordination

This half day workshop will cover the basics of planning and scheduling but with a down to earth approach: Why some organizations fail when they deploy planning and scheduling processes and others have tremendous success? Why do a majority of planners complain they don’t have enough time to plan? We will explain what you typically need to demonstrate in order to sell the benefits of planning and scheduling to your senior management. Examine the various steps of the planning process (work Identification, planning, scheduling, work execution, close out and review) with examples coming from organizations that do perform in planning and scheduling during this workshop. As well we look at the roles and responsibilities of the maintenance planner and what are the realistic expectations for this position.

 Todd and work his team(s) in both Fort McMurray and Whistler have been able to  produce and sustain significantly higher output from the maintenance shop in a transit business through challenges such as extremely staff high-turnover (Fort McMurray) and operating the only Hydrogen Fuel Celled fleet in the world (in Whistler).In his presentation Todd will introduce PWTransit and will focus on particular tools he has applied to improve maintenance efficiency such as:- Improving work instructions (capturing learning)- Improving scheduling by:       - Improving "Reasonable Estimated Time" and "Job Times"       - Scheduling to respond to operational demand- Improving inventory management- Valuing the maintenance staffHe will also discuss how he got buy-in from both the leadership and the participants in the improvement process.

ARTICLE:  A shutdown is a major task that has significant business impact. Shutdowns are expensive because they are labour and material intensive and because they take production capacity off-line. It is imperative in today's highly competitive business environment that they are carried out quickly and effectively to minimize business impacts.