Discover the tools you need to master the art of effective planning and scheduling


Level 1 – Fundamentals of Work Management

Level 1 (Fundamentals of Work Management) is an introductory level, suitable for planning practitioners who are starting out or for those wanting to brush up on the basics.

Curriculum topics include:

  • Case Studies & Exercises

    • Most major sections have specific exercises associated with them - you’ll have time to discuss the material with your peers, share experiences and think about the gap between what you have and what the course represents as good practice
    • All slides and training materials are based on proven experience over 30 years of maintenance improvement across most industries - many slides have case study examples covering real-life situations, screen shots of EAM systems and true data from actual operations
    • The two-day course finishes with a real life exercise - this case study actually happened and represents one of the greatest challenges in modern maintenance: how to keep an aged manufacturing plant with a long-term work force in business and reliably producing
    • Be on your mettle - there is only one winning team in the final exercise: you have to apply what you have learned in order to be the best
  • Reporting & KPIs

    • Developing KPIs for your organisation - essential requirements to specify a KPI, inputs and calculations and what makes KPIs effective
    • Lead vs. lag KPIs - getting the balance right and knowing what you want to achieve
    • Sample KPIs - graphical reports from case studies with discussion on what they tell us about the maintenance teams’ performance
    • Monthly reporting - advising on budget control, plant reliability and continuous improvement
    • Reliability department support - how can reliability engineers help the maintenance team, what is their role and what data do they need?
  • Spares Management

    • Overview of spares management - essential information and processes
    • Parts information - catalogue and inventory, refurbishment strategies, item descriptions and BOMs
    • Stock management - stock levels, risks of stock out, min/max and other strategies, bin management, stock taking, stores organisation and turnover analysis
    • Procurement - purchase orders, receipting and financial management - balance sheet management vs. expense as you go
    • Consumption - goods issues and returns, picking stores from the warehouse including barcodes
  • Transition from Breakdown Maintenance

    • Overview of the improvement process - don’t start a project until it is planned and able to be supported, what are the milestones and what are the deliverables?
    • Equipment lists in the maintenance system - what does a good hierarchy look like and why is it necessary, how will the hierarchy and equipment codes be used?
    • Asset criticality - the process of determining what is important and how much investment in maintenance is appropriate
    • Preventive maintenance job plans - use of standards, what do good job plans look like, necessary estimation, condition monitoring and assessment inclusions
    • Delivering the improved PM schedule - how the schedule is the driver of good maintenance, design considerations to be made, comparing poor and good implementations
    • Measuring progress and bringing the people with you - essential relationships with operations, effective feedback and managing risk in the project
  • Maintenance Work Execution

    • Engagement with the team - communication and dispatching the right work to the right person
    • Minimum standard of workmanship - examples of what goes wrong
    • Coping with breakdowns - what is a true emergency and what can be scheduled in the future plus coping with the break in the schedule
    • Safety and work - how safety can be planned into a job and obligations to ensure work is undertaken safely
    • Returning plant to service - ensuring plant is fit and safe to operate
    • Cancelling work - why it is necessary sometimes
    • Parts and time management - how to get the costs of the job fed back accurately and with minimum effort
    • Closing out the work order - what information is needed, problem codes and their purpose, examples of simple codes that work and what is an appropriate degree of feedback?
    • Feedback - how the information supplied back from the team will be used
  • Maintenance Scheduling

    • What does scheduling mean, how to schedule a job and what are the benefits for the team with all work in the schedule?
    • Budget management and cost control - what is driving the money - plant breakdowns or the team in control
    • Standard meetings - getting everyone on board with the same schedule and set of priorities by improved communication and confidence in the decisions made
    • Purpose of the forward log - changing from a reactive culture to one in control where workloads match what the teams can do
    • Greater insight into priorities and using systems to organise work in accordance with them
  • Identifying Work & Maintenance Planning

    • Identifying and prioritising work - communicating and acting on risk, different views from operators and maintainers and how to bridge the gap
    • Defining work priorities in terms of risk - examples to take back and apply
    • Planning lead-time and managing the backlog - which jobs to plan first and major culture change with better management of the total workload
    • How to select and then plan jobs - examples of task lists, estimation and linked documents
    • Role of the supervisor/team leader in scoping work and the role of the planner in planning the job - who does what and why?
    • Materials management in planning - ensuring parts will be available when required
    • Aligning with modern Enterprise Asset Management (EAM) systems
  • The End-to-End Work Management Process

    • Work flow - what does good work management look like, balance of work types and proactive maintenance, work orders and their status, safety and maintenance
    • Reactive maintenance compared to the preferred state of mixed preventive/predictive maintenance plus proactive continuous improvement
    • The integrated maintenance team - roles of planners, supervisors, team leaders and others plus how they support each other

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