Work planning and scheduling
Jobs ready before the crew arrives. Schedules that survive contact with production.
A technician who spends the first two hours of a job finding parts, permits and drawings is a planning problem, not a people problem. Poor planning shows up as low wrench time, jobs carried over week after week and a backlog nobody trusts. We help operators set up planning and scheduling that prepares every job properly and fits it around production. More planned work gets done, on time, by the right people.
How we
do it.
Separate planning from scheduling
Planning decides how a job is done. Scheduling decides when. Sites that mix the two end up doing neither well. We define the roles, the process and the hand-off between them.
Build job packs that work
A job is ready when parts, tools, permits, isolations and procedures are in place before it is scheduled. We set up job pack standards and templates, and pull task steps and parts lists from manuals and past work orders to speed up preparation.
Clean up the backlog
A backlog full of duplicates and dead jobs hides the work that matters. We review it, close what is no longer needed and prioritise what is left by criticality.
Schedule against real capacity
We set up a weekly scheduling routine that matches available hours to prioritised, ready work, agreed with operations. Schedule compliance becomes something you can measure and improve.
What you get.
- Planning and scheduling process with defined roles
- Job pack standard and templates
- Cleansed, prioritised backlog
- Weekly scheduling routine and meeting format
- KPIs: schedule compliance, backlog weeks, planned versus reactive ratio
Common
questions.
What is the difference between maintenance planning and scheduling?
Planning prepares the job: scope, parts, tools, permits. Scheduling fixes the date and the crew.
What is a healthy maintenance backlog?
Typically two to four weeks of ready work per crew. Much more and work is being lost. Much less and crews will be idle.
What is wrench time?
The share of a shift spent actually working on equipment. Planning is the biggest lever on it.
Where this
connects.
Talk to an engineer
about planning and scheduling.
Tell us what you run and what keeps going wrong. We'll tell you straight how we'd approach it.
Start the conversation