Tasmanian Devil –
Purely reactive; no planning or scheduling process exists; loves reactive; waits for phone to ring; no formal agreements established between O&M departments; a lot of requests requiring immediate attention; seems like any work placed in backlog will never get done; a lot of waiting in the Control Room for the operators to clear equipment; crafts go to job site with no real idea of job scope, materials, tools. hazard awareness, or, permitting requirements; a lot of redirects; parts are sometimes placed on order, and then the crafts-person must track those jobs while managing other on-going work; this entire process sometimes however causes worker frustration.
Mr. McGoo –
Focuses solely on the next day; the role of job planner may exist, but the Maint. Supv is selecting what work to do tomorrow by evaluating recent requests from Operations along with other backlogged work. The Maint Supv makes this “list of work” based upon his gut feel; this list is not necessarily committed to by Operations. Some advance (overnight) clearances may be performed but not consistently. Like Mr. McGoo the staff in charge of scheduling can barely see past the end of their noses.
Wile E. Coyote –
Produces the weekly wish list. This organization has staff in positions of Planners and Schedulers, and, the organization puts a lot of effort into these roles. But, there is still a large percentage of work that doesn’t get started, lacks parts, and, stays in progress. It seems the one week look ahead time period lacks formality and is unable to obtain necessary commitments from all affected departments. Neither maintenance or operations, if asked, has any real faith that “the scheduled work” will get done. Like the egotistical Wile E, Coyote, who refers to himself as a “super-genius”, these organizations can be the hardest to change.
Note: Much of this content was discovered in a Dec. 2000 article by MRG for EPRI, titled Best Practice Guideline for Maintenance Planning & Scheduling
-John Reeve, Author, CRL, CMMS Champion