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Would anyone like to share their top tips for effective Planning using the PM Module? Let's discuss and exchange best practices for maximizing efficiency and results.
Ensure adherence to schedules by conducting audits and monitoring compliance, utilizing IW39 to create a comprehensive report layout.
What are the key elements of effective planning strategies?
Josh, Best Practices refer to proven methodologies followed by top-performing companies in various industries. In the United States, around 50 facilities are known to implement advanced Planning and Scheduling Best Practices. I am reaching out to see if they are willing to collaborate and share these insights.
Hey Ricky, I recommend starting with this link: http://help.sap.com/bestpractices/BBLibrary/bblibrary_start.htm. I've discovered that companies utilizing capacity evaluation and leveling alongside the Planning table are truly top performers. Jso
Have you heard of the 7Ps rule for effective planning strategies? Curious to know what it stands for? Let's explore this essential framework together.
Absolutely! My top tip for using the PM Module effectively would be to leverage the GANTT charts for visualizing project timelines. It helps to establish realistic timelines, highlighting dependencies and overlaps which often gets missed in more standard task lists. Plus, it's a great way to keep your teams informed about the project flow and deadlines. Assigning clear roles and responsibilities within the module also streamlines communication, reducing any potential confusion or mix ups and increasing overall efficiency.
Absolutely, I'd love to contribute. One tip I've found particularly useful while using the PM module for planning is adopting the SMART goals methodology. Making sure each task is Specific, Measurable, Achievable, Relevant and Time-bound truly optimizes one's planning process. This serves not only as a guide during the initial planning phase but also as a constant reference during project implementations, enabling you to readily make adjustments where necessary. Being clear and precise from the start will certainly boost your efficiency and overall results.
Absolutely! One of my top tips for effective planning with the PM Module is to leverage the dependency and milestone features to create a clear timeline and ensure all team members understand their roles and deadlines. Additionally, setting up regular check-ins can really help to keep everyone aligned and address any issues before they escalate. What about you? Do you find any particular visualization tools within the module especially helpful?
In a previous discussion, you mentioned the importance of the 4Ps - Plant, Procedures, People, and Parts. Could a fifth P be Priorities? And what about a sixth P? Perhaps Plan could be the sixth, after all others are covered. Or should we consider a 6th Plan followed by 7th Perform?
In my Production Planning course at university, I was taught to always consider the four essential elements: Man (People), Materials (Parts), Machine (Plant, Equipment), and Methods (Procedures). These components are crucial in optimizing production processes and achieving operational efficiency.
In order to create a successful marketing strategy, it is crucial to integrate all seven essential elements known as the "7 Ps" into a cohesive sentence.
I recently learned a valuable lesson during a plant turnaround: the 7 Ps rule, which stands for Prior Proper Planning Prevents Poor Plant Performance. This essential rule emphasizes the importance of thorough planning in order to prevent issues and maximize plant efficiency.
When is a work order considered planned? A work order is considered planned when the Planner can address the 5 M's - Manpower, Material, Machines, Methods, and Management. Not all work orders require planning; for example, work orders involving troubleshooting mechanical, electrical, and instrument issues may only need a detailed problem description and a contact name. However, having a current P&ID, motor elementary, or a list of previous work orders related to the location/equipment can help complete the work order. It is essential to estimate the required crafts, personnel, and time for scheduling purposes. When planning a work order, consider the following: - Manpower: Determine the staffing needed for the job and whether multiple crafts, contractors, or vendor representatives are involved. - Material: Identify the required materials and check if they are stocked or need to be purchased. Explore alternative sources like free stores, warehouses, or salvage yards for materials. Coordinate with the storeroom for excess materials. - Machines: List the necessary equipment such as welders, cutting torches, jackhammers, and cranes needed for the repair. Ensure this information is included in the work order operation. - Methods: Determine if printed materials like manuals, pictures, drawings, and repair procedures are necessary for the job. Attach this information to the work order as shop papers. - Management: Apart from scheduling, manage tasks like parts delivery, material staging, vessel fire watches, contractor coordination, and vendor management. Ensure proper closure of work orders and document updates. Remember, planning a work order requires field observation with copies of work orders, a tape measure, and a digital camera. Consider what is needed for the repair and how it should be carried out.
In addition, can you salvage necessary parts from another out-of-service equipment to expedite this urgent job and avoid delays caused by waiting for parts delivery?
When exactly is a work order considered planned? Just moments before hitting the Release button.
When considering the duties of a planner, known as the 5 M's, they should be compensated at the level of a manager. This includes handling all administrative tasks and overseeing the coordination of projects. This raises the question: what exactly are the supervisors and foremen being compensated for?
Are you looking to supervise technicians and lead a team effectively?
Supervisors play a crucial role in addressing unexpected emergencies that arise in the workplace. In such situations, the supervisor will promptly instruct their team to administer first aid to manage the crisis before initiating a corrective maintenance request. This request will be scheduled by the Maintenance Planner to prevent future incidents. Additionally, supervisors are responsible for overseeing various tasks including attendance management, training, performance evaluations, and disciplinary actions.
Supervisors are essential for responding to unexpected emergencies that may arise. However, in the absence of emergencies, what constitutes an emergency? Emergencies, in this context, refer to imminent dangers, explosions, uncontrolled plant shutdowns, and loss of production. Apart from natural disasters like tornadoes and tsunamis, most emergencies can be anticipated and prepared for.
Once their actions are completed, they are required to fill out HR paperwork, prepare a monthly report for their manager, engage in a discussion with the new receptionist, and conduct a walkthrough to ensure that their team is executing the plans outlined by the Maintenance Planner. The Maintenance Planner focuses on future maintenance activities, planning for the upcoming weeks, months, and plant shutdowns, while the supervisor focuses on current tasks and daily orders that need to be completed. This division of responsibilities allows for effective planning and execution in the maintenance department.
"I like to check in on my crew and make sure they're working efficiently. Do you experience similar challenges with your team?"
Across various industries, maintenance philosophies, techniques, equipment failures, problems, and opportunities are inevitable. The only variable that changes is the environment in which they occur.
"The Maintenance Planner's role centers around planning for the future. You captured it succinctly."
Maintenance Planners should only reference the past when compiling KPI reports or searching for a previous plan that aligns with their current project. It is not ideal for a Planner to be responsible for managing work permits for a job that is about to commence; this task should be handled by the supervisor or crew leader.
When it comes to work permits, it's crucial to make sure that the equipment is safe for maintenance work. A work permit is a formal agreement between the equipment owner and maintainer, ensuring that all necessary Lockout-Tagout (LoTo) procedures have been followed and the equipment is properly isolated, de-energized, and gas-free. The safety of the crew leader, operations supervisor, craft workers, and other operators is at stake if anything goes wrong, so it's best not to delegate this responsibility to a planner who may not be familiar with the work site.
It is a valuable aspect to note that permits are managed by the planner. In this process, the planner is responsible for completing the header information on permits such as fire, vessel entry, or other necessary documentation and attaching it to the work order. This proactive approach ensures that when the craftsman brings the work order and permits to the control room or repair location for operational coordination, the permit is readily available. This not only saves time that would have been spent searching for the correct form and filling out the header, but also streamlines the overall process. I appreciate your input and will be updating my 5M's of planning to incorporate your suggestions. Thank you!
Has your organization utilized a CMMS system for managing work permits? With this system, all scheduled work orders are easily accessible to Operations for permit approval. For smaller cold work tasks, expedite the permit process by utilizing job cards issued by Operations once the jobs are logged in their record book. These job cards can also be used by planners during plant walkarounds to ensure safety measures are being followed.
I successfully streamlined the Permit To Work process for time-based preventive maintenance tasks by collaborating with Safety to include specific Operations/SubOperations checks in the PM Order. This means that if certain personal protective equipment (PPE) such as X, Y, and Z, are consistently required for a particular job, along with lockout/tagouts on points A and B, I include clear instructions in the task list. These instructions now prioritize the steps of "Donning X, Y, and Z PPE" as the first task and "Applying lockout devices on points A and B in accordance with LOTO procedure 12-345" as the second task.
Eugene, I am a bit confused by your previous post. Could you please explain the process you used to decrease the quantity of work permits? In our preventive maintenance system, we have streamlined our operations for applying and closing work permits, isolating and deisolating equipment, and closing work orders. We now assign one permit for each work order, along with a detailed list of equipment to be serviced.
In a meeting with the Safety department, we discussed the following process: Our PM task list is performed on a regular basis on specific equipment in this area. Each time it is carried out, our technician and the area supervisor complete a Permit to Work (PTW) form, ensuring necessary safety precautions such as wearing specific PPE and implementing LOTO. We suggested to Safety that by updating the PM task list to include instructions for the technician to follow the same safety measures outlined in the PTW forms, the need for a separate PTW form each time could potentially be eliminated. Safety agreed, stating that the revised PM task list meets the requirements of the PTW. As a result, we modified the PM task lists and included a note indicating that the analysis by Maintenance & Safety determined a PTW is not needed for this particular task. This led to a collaborative effort with Safety to review and revise PM task lists, resulting in a significant reduction of 60 to 70% in required PTW forms. The remaining PTW forms are reserved for situations with additional risks that may not be present during every execution of the PM, making the PTW analysis still necessary. For those task lists where a PTW is deemed necessary, a statement was added instructing the technician to complete the PTW form.
Are there certain instances in which work permits are not required for PM tasks because employees are already instructed to wear PPE and use LOTO according to the PM work orders? This could be considered preauthorized work permits. How does the Central Control Room (CCR) stay informed about personnel performing PM tasks on specific equipment in the plant? Do PM workers notify the CCR before starting their tasks and accessing the equipment, either verbally or by recording it in the job card record book? Can you provide examples of tasks that do not require work permits and those that do? By the way, what is LOTO?
In the context of an oil refinery, the Lock-out Tag-Out (LoTo) procedure is crucial for safety protocols. In this specific scenario, the Permit To Work (PTW) cannot be issued by Safety personnel due to the absence of dedicated safety technicians onsite. Instead, accountability lies with the "Authorized Safety Certified Officers" (ASCOs), who are mainly operations supervisors. While maintenance may have some ASCOs, they are not authorized to issue PTWs for their own tasks to avoid conflicts of interest. ASCOs are responsible for signing off on hot work, LOTO, and confined space certificates after conducting necessary measurements. Only after all certificates have been approved can the PTW be issued by the Equipment Owner, typically the Operations Supervisor who also holds the ASCO designation. In case of any mishaps, the ultimate responsibility falls on the ASCO and Operations Supervisor who authorized the work. To enhance safety measures, incorporating detailed instructions in the PM task list for technicians to adhere to specific PPE requirements and LOTO procedures for each job is vital. However, even with strict regulations in place, compliance cannot be guaranteed. It is essential to ensure that accountability is placed on individuals to verify the safety of their work environment.
I believe that receiving a work permit should not exempt the individual requesting or owning the permit, who is also the work supervisor, from their duty to prioritize safety in the workplace. The issuer of the permit merely serves as a third party to verify that proper safety measures are being followed on site. Work permit holders must still uphold their responsibility to maintain a safe work environment.
In my opinion, the permit issuer should not be a third party. I once heard a rather simplistic explanation of Permit to Work Systems from experienced individuals, suggesting that if enough people sign the papers, someone will eventually notice if something is amiss. In the past, the PTW system in this organization was overly bureaucratic, though it is unclear if improvements have been made. I believe that the person who signs the PTW should be physically present, so they are aware of any potential risks and can be held accountable. This level of accountability is crucial for ensuring safety in the workplace.
It is important to clarify that Operations is accountable for equipment isolation, cleaning, gas testing, and ensuring proper PPE before work commences. However, Operations cannot be held responsible for hazards resulting from work performed by permit requestors, primarily maintenance personnel. It is crucial for them to take self-regulatory measures to ensure the safety of their own work practices.
In a refinery setting, the Permit to Work (PTW) system is crucial for preventing potentially dangerous situations caused by incompatible activities occurring simultaneously. For example, if one group is breaking a flanged connection on the first floor while another group is performing hot work (welding and cutting) above on the second floor, it highlights the importance of the PTW system. It is essential for Operations to ensure that hazards resulting from work done by permit requestors are addressed to maintain a safe working environment.
It is essential for individuals to be self-regulatory when handling multiple concurrent projects. Permit requestors should take responsibility for ensuring their work does not cause harm to others, instead of relying solely on external oversight. This proactive approach is crucial for maintaining safety and efficiency on job sites.
To effectively oversee operations, someone must maintain a strategic "helicopter view" because the craft and operators are occupied with hands-on work.
In a forum post, Josh raised a question about whether work permits are required for certain PM tasks if instructions for wearing PPE and applying LOTO are already provided in the work orders. Darth responded by suggesting that these tasks could be considered as preauthorized work permits. He also mentioned that regardless of whether a permit is required, technicians must still obtain authorization from the Area Supervisor or an authorized designee before starting work. Darth further discussed the importance of following Lockout/Tagout (LOTO) procedures to prevent accidents during maintenance activities. LOTO refers to specific practices and procedures aimed at protecting employees from unexpected machinery energization or hazardous energy release. Examples of tasks that may or may not require work permits were also discussed in the conversation.
In the process of Permit to Work (PTW), the Permit Issuer must be either the Area Supervisor or an authorized designee of the equipment owner, not a third party. The Permit Acceptor, typically a Maintenance Technician, is responsible for carrying out the job specified in the PTW. If the job involves a team of technicians, the Permit Acceptor takes on the main responsibility. In the case of outside contractors being part of the team, their supervisor must also sign as the permit acceptor, along with a representative from the Maintenance Department. Our Maintenance Department ensures that all technicians undergo training and are authorized by Safety to issue/accept PTWs. To avoid delays, any member of the technician crew can grab the PTW form and complete it with the Utilities Operator instead of waiting for the designated Permit Acceptor to arrive at the pump station. This streamlines the process and ensures efficient workflow.
After reading your response, it seems like the technicians were expecting you at the pump station, leading us to the current discussion on Permit to Work (PTW).
quote: However, Operations cannot be held accountable for hazards arising from work performed by the permit requestors. In this process, Equipment Owners are the ones issuing the Permit to Work (PTW), while Maintenance personnel are the ones accepting it. Both parties are tasked with identifying any risks or hazards present at the job site or work area, as well as determining possible ways to eliminate, control, or minimize them. Additionally, they must decide on the necessary measures and precautions to be implemented throughout the duration of the job. It is also important to establish who will be responsible for monitoring the job on a regular basis to ensure that PTW conditions are maintained and to address any new risks or hazards that may arise. For instance, if weather conditions change after the PTW has been issued, a reassessment of the job's safety may be required. This could involve taking additional precautions or even temporarily halting the job until further notice.
In response to a post by svanels, it seems that the mechanics were anticipating Eugene's arrival at the pump station, leading to a discussion about Permit to Work (PTW) procedures. In reality, the mechanics usually wait for a Production Supervisor, as the plant is extensive. However, the Utilities department has taken a proactive approach by training all their staff (excluding the secretary) to manage PTWs efficiently. This ensures that there are enough qualified individuals to issue PTWs in a timely manner.
Eugene, could you provide examples of maintenance work that can be conducted with preauthorized permits to work (PTW) or without any PTW at all, along with the corresponding statements in the work orders? Additionally, please specify which maintenance tasks require the proper application for a PTW.
I have a good understanding of equipment isolation and deisolation, also known as Lockout/Tagout (LOTO).
Who holds the primary accountability for Permit to Work (PTW) - Operations, Maintenance, or HSE?
Who is ultimately responsible for Permit to Work (PTW) incidents resulting in death? It is important to consider the legal implications - if a fatal accident occurs at work, who will be held accountable for it?
Based on your post, it seems to be focused on operations rather than maintenance. Operations play a critical role in ensuring the efficiency and success of any business.
The authorized individual who approved access to the high voltage line, the tank filled with toxic gases, or the vessel under pressure will be documented on the permit. This information will be crucial in any legal proceedings related to the safety of the work being carried out.
Accidents can often be prevented by being aware of potential hazards, such as incomplete cleaning, trapped gases or substances, and unintentional contact with high voltage power lines. It is important to thoroughly check these conditions before and during work, even if a PTW has been issued. Wearing a gas detector is a good safety practice that puts the responsibility for safety in our own hands. In the event of an accident, it may indicate a failure of the HSE or PTW system. Remember, safety should always be a top priority in any workplace.
Many accidents occur due to people cutting corners, with blame often placed on Health, Safety, and Environment (HSE) as a convenient excuse. Josh, I've made it clear before my thoughts on systems that may seem impressive on paper for auditors, but provide little actual protection or safety for those on the front lines.
In my view, simply having a rule written down does not ensure that everyone will follow it. The prison system is a clear example of how even "law-abiding citizens" can become victims of a flawed system. So, what is the difference between making a check mark on a PTW form to show that a safety rule will be followed on the job, versus marking a check on a Maintenance Order to confirm that instruction 0010 (which states the same rule) was carried out? Is it necessary to document it twice to guarantee rule compliance?
Inquiring about the single point of responsibility for a Permit to Work (PTW) process is a common query in workplaces. In this scenario, HSE (Health, Safety, and Environment), often referred to as SHE, holds the overarching responsibility for the PTW system. This entails establishing policies, conducting training sessions for key personnel such as PTW Issuers and Acceptors, as well as monitoring and auditing to ensure policy compliance. Operations and Maintenance also play crucial roles as PTW Issuers and Acceptors, sharing responsibilities in the process. In the unfortunate event of a major accident at the plant, it is essential to promptly report it to company headquarters. The Operations Director is typically the point of contact for such incidents, even though Safety and Maintenance departments report to the Engineering Director. This chain of command is crucial in ensuring swift and effective responses to emergencies.
When it comes to working in high voltage areas, the PTW (Permit to Work) system is crucial for ensuring safety and compliance. In our plant, besides the main PTW, there is a second permit required specifically for jobs in high voltage locations. Approval for this permit must be given by the Maintenance Engineer, who oversees all electricians, or in his absence, by the Maintenance Manager who is also an Electrical Engineer. No other individuals are permitted to authorize entry into these areas. This protocol is in place to mitigate risks and ensure that only qualified personnel are allowed access to high voltage lines.
Josh and Eugene, there are numerous potential pitfalls in this process, despite our best efforts to prevent them. Given the intricate nature of this task, I struggle with concepts such as self-regulation. Ultimately, it seems that no one is held responsible or accountable for any mishaps that may occur.
Eugene, can you tell me which PM tasks can be completed without including specific statements in the work orders? Additionally, which PM tasks require the use of work permits? I am interested in understanding the distinction between the two.
One important modification made to the PM of an Air Handling Unit was the addition of specific safety guidelines for the execution of scheduled maintenance tasks. It is essential to adhere to all pre-evaluated SHE instructions when carrying out the PM. If any tasks are to be outsourced to external contractors, a PTW form must be completed. Additionally, it is mandatory to wear Personal Protective Equipment such as safety glasses and safety shoes, along with using a type A ladder for tasks above 4 ft. Following the LOTO procedure as outlined in the equipment manual is crucial, especially when working in confined spaces. The PM also includes conducting vibration analysis for bearings (fan and motor), inspecting insulation conditions, changing prefilters and filters, checking pulleys alignment, cleaning the cooling coil, and verifying VFD functionality.
Eugene, I am curious about your effective approach of not requiring work permits for specific project management tasks. Could you please explain the criteria that determine when work permits are necessary? Could you also provide examples of project management tasks that do not require work permits, as well as ones that do require them? If your approach can be adapted and replicated in other settings, it could be deemed a best practice.
Quote from svanels: Josh, Eugene, there are numerous potential risks that can arise despite all precautions taken in our maintenance activities. Given the complexity of the task, terms like "self-regulating" can be problematic as it may lead to a lack of accountability. It is unrealistic to have safety personnel monitoring a maintenance crew of over 60 employees spread across a large facility with exterior utilities. Additionally, Utility and Operations jobs come with their own set of risks. Safety cannot be viewed as simply having someone watch over everyone; rather, each individual must take responsibility for their own safety and the safety of those around them. Safety should transition to a role of training, advising, and empowering others to perform their tasks safely. This approach is proactive rather than reactive. While high-risk tasks like confined space entry and fire system impairments require specific permits and safety reviews, routine jobs should be handled by the Maintenance Technician and Operations Supervisor or their designee.
What is another instance?
The inception of the project stemmed from a discussion between Safety and Maintenance regarding the necessity of Permit to Work (PTW) for routine operations in Production areas. Safety provided insights on the comprehensive safety measures already in place, such as conducting HAZOP studies, identifying and mitigating risks, and developing written operational procedures with safety precautions. These procedures are diligently followed by operators who are trained and supervised, effectively fulfilling the purpose of PTW. Maintenance highlighted the similarities between routine operations and Preventive Maintenance (PM) tasks, which also have written instructions and trained technicians under supervision. With comparable conditions, Maintenance proposed exempting PM tasks from PTW requirements. Safety agreed to assess PM tasks using a HAZOP approach and exempted certain tasks that only involved visual inspections or documentation. However, PTW is still necessary for jobs involving outside contractors or tasks with varying conditions, such as working on fans at different heights. This tailored approach ensures that safety protocols are rigorously followed while optimizing efficiency in day-to-day operations.
Quoted: In the beginning, any PM that only involves visual checks, gauge readings, and documentation without the need for equipment disassembly is not required to go through a Permit to Work (PTW) process, as long as instructions for the necessary PPE are provided for accessing the equipment. It appears that these tasks could mainly be the responsibility of operators. If maintenance personnel perform the same tasks, do they still need to notify the Control Room before entering the plant area?
Although the PM instructions may only involve a visual inspection, the PM Standard Operating Procedure (SOP) mandates that the area supervisor or their designee must sign the PM order to give authorization for the job to commence. Additionally, a second signature from the area supervisor or their designee is necessary after the job has been completed to acknowledge the work done. This protocol ensures proper documentation and accountability throughout the maintenance process.
✅ Work Order Management
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✅ Preventive Maintenance
✅ Inspection Report
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Answer: 1. What are some key tips for effective Planning using the PM Module? - Answer: Some key tips for effective Planning using the PM Module include setting clear objectives, breaking down tasks into manageable steps, defining dependencies, and regularly tracking progress.
Answer: - Answer: To maximize efficiency, it is important to streamline workflows, utilize automation features, collaborate with team members effectively, and prioritize tasks based on importance and deadlines.
Answer: - Answer: Best practices for achieving results include setting realistic goals, maintaining open communication with team members, adapting to changes or setbacks, and continuously evaluating and improving the planning process.
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