1. Reliability and Maintenance Engineering
Lecture 8

2.  Introduction
 Job Planning
 Steps of Job Planning
 Job Manual
 Steps in preparing Job Manual
 Uses of Job Manual
 Short Term Planning
 Long Term Planning
 References

3. Effective planning and scheduling
contribute significantly to the following:
 Reduced maintenance cost.
 Improved utilization of maintenance workforce
by reducing delays and interruptions.
 Improved quality of maintenance work by
adopting best methods and procedures and
assigning the most qualified worker for the jobs.

4.  Planning of maintenance jobs basically deals with
answering two questions, “what ” and “How” of the job;
i.e., “what jobs/activities are to be done” and “how those
jobs and activities are to be done.
 The job planning forms the basic foundation, over which
the efficiency and cost of further actions (e.g.
scheduling, execution and control etc) will be decided.
 Person responsible for job planning should have
adequate qualities/capabilities, such as knowledge about
jobs and available techniques facilities and resources.

6.  Knowledge Base: It includes knowledge about
equipment, job, available techniques, material and
facilities etc.
 Job Investigation at Site: It gives a clear perception of
the total job and also helps in ascertaining the physical
access and space limitation.
 Lifting & handling facilities
 Disposal of oil/gases/hazardous material facility
 Safety enclosures for m/c under repair
 Identify and document the work: knowing earlier two
steps and knowing the needs of preventive, predictive and
other maintenance jobs, a complete job/work list is made.

7. 4. Development of Repair Plan: Preparation of step-step
procedures which would accomplish the work with the
most economical use of time, manpower and material.
(see fig(a)).
5. Preparation of Tools, Tackles & Facilities Lists:
Job Plan sheet
6.Estimation of Time Required to do the Job: For
smaller jobs, it is easier, but for bigger jobs it may need
knowledge of “Work simplification”, “Work
measurement” and Critical Path analysis.

8. Planning sheet for Changing V belt of Blower-X
Equipment Name: Blower W.O Number Planner Date Seq
X ---- Mr, --- ----- -----
Equipment Code----
Job Title- Change V belt (Cracked & worm)
Job scope Material, Tools & Equipments
Job Steps Cre
w
Est.
hours
Description Qty Stock as
on
Co
st
1. Look out, disconnect & 0.25
Tag Motor starter,
2. Remove belt guard, loosen
& jack motor, remove 0.75 Sheave guage(tool kit)
bolts
3. Check both sheaves for Mag. base dial Indicator 1set 4, SH-1
side wall wear & radial 1.0 •Big sheave (Part No.) 1 set 4 ,SH-1
run-out (should not be •Bushing (Part No.) 1 set 3, SH-1
more the +1mm for big & •Small Sheave(Part No.) 1 set 3, SH-1
+0.25 for small end), •Bushing (Part No.)
Replace Worn-out sheaves
if needed
Drawing No:- Total time:- Total cost:-

9. Open repair file
ok Check
planning spares
waiting time &matl
Postpon
e repair
no
Discuss with
Plant
Engineer
maintenance
no
I/c and
others for Finalization of
alternative repair plan
Print Repair plans/work-orders

10.  Job manuals includes methodologies, tools
tackles and facilities for all maintenance jobs
which may have to be done in future.
 This also involves saving the different plans and
modifying and expanding those plans for other
similar machines.

11. 1. Make a list of all major and medium jobs of the plant
and codify for proper identification,
3. For each coded job, a separate job manual is to be
made in the form of job plan, indicating job steps,
tools, tackles, spares, consumables and facilities
needed and also indicating safety and statutory
clearance.
5. Each job manual, thus prepared, should and cross
checked and cleared by maintenance in-charge.

12. 4. Different job manuals should be bunched and sent
to respective potential users.
5. Necessary updating of job manuals, as needed, in
consultation with respective users.

13.  For actual planning and scheduling of any job, the
job manuals provide ready information for use as it
is or for further micro-planning.
 The executing agencies refer to the job manual
before starting the job, to avoid frequent visits to
stores and thus save time.
 Material department may also use job manual for
better material procurement strategy.

15.  Short term plans are generally short term schedule and
its duration may be hours, day weeks or months and it
is tactical(particular goal) planning.
 It covers 10% to 15% of the schedule of total job.
 These jobs are normally derived from master schedule
of total job and carried out on day-to-day basis or at
shorter notice.

16. 1. Lubrication plans and schedules,
2. Small defect rectification
3. Vibrating monitoring of few critical equipments,
4. Lubricant monitoring, thermography and other
monitoring as per need,
5. Small predictive maintenance and preventive
maintenance jobs etc.,
6. Occasionally, small shutdowns, for some urgent
repairs, may also be included in short term planning.

17.  Long term plans are generally for future purpose
and the duration may be months or years.
 It includes the jobs/actions which are helpful in
maintaining original level of performance in
terms of output, efficiency and reliability.
 These jobs call for more resources, coordination
with many agencies and planning much in
advance.

18.  Major Repairs: It includes jobs required to restore
a seriously deteriorated or broken-down equipment
. The frequency of such repair is normally once or
twice a year.
 Capital Repairs: It includes major dismantling
and nearly rebuilding of the equipment /plant,
needing lot of resources. Frequency of such
repairs is once in two years or even later.

19.  Annual overhauls :- These apparently appears like
major repairs/overhauls and may include job of
similar nature but it is generally taken on yearly basis
and mainly taken for following reasons –
1. Annual maintenance cleaning, painting and corrosion
prevention of equipments, machines, tanks,
reservoirs, filters and heat exchangers etc.,
2. Annual operational cleaning and painting jobs, like
removal of mill-scales, dust & debris, cobbles and
crop- pieces and reconditioning of deflectors,
diverters etc.,

20.  Renovation & Revamping: After the equipment has
deteriorated to such an extent that the amount of major/
capital repairs, PM,PdM and other maintenance repairs
do not yield desired result and maintenance becomes
uneconomical.
 These includes almost total rebuilding of the
equipment, using either similar type of technology with
some redesign or improved technology and equipment.
 Up-gradation of equipment availability and reliability
are definitely the aim for such plans.

21.  Modernization: It is planned when the
operation and profitability of the plant or
section uneconomical and no
improvement can be made.
 Five year Rolling Plan(3 to 10)
 Turn around Planning(for total
maintenance jobs)
 Corporate Maintenance Plans(like 5-yr
or 10-yr rolling plan)

22.  Sushil Kumar Srivastava, Industrial maintenance
management, s.chand & co.
 www.maintenanceworld.com/articles/rushton/effective
 www.bin95.com