Ways to Measure Your
Planning and Scheduling, 1
Maturity Matrix
Elements
Planning Education
Planner Role and
Responsibilities
Standard Work
Procedures
Labor Estimation
PLANNING
Job Site Visits
Identification of Safety
Requirements
Bill of Materials (BOM) Equipment-specific BOMs do
Management
Determination of
Required Materials
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4200 Faber Place Drive
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f. 843.414.5779
LEVEL
LEVEL 11 LEVEL
LEVEL 22
NOT ENGAGED
NOT ENGAGED EXPERIMENTING
EXPERIMENTING
Planners have attended
No formal training provided. a formal planner training
course or workshop.
Role and responsibilities
not clearly defined. Planner
No planner role identified. is involved with reactive
work and parts chasing. No
dedicated planner.
High level work procedures
developed for large jobs and
No effective work procedures
outages. Heavily dependent
or accurate time estimates
on OEM manuals. Standard
developed by planner.
set of expectations for job
plan content not established.
Jobs are grossly
overestimated (1/2 shift or full
Job plans have no estimated shift) and not taken seriously
labor hours assigned. in scheduling process. No
formal estimating techniques
are used.
Job site visits are rare or Planner visits job sites for
non-existent while planning high profile jobs only while
work. planning work.
No identification of Safety/ Planner includes high-level
Tag out/Permit requirements references to site safety
by the planner. policies on work order.
Some BOMs developed,
but only for a small portion
of equipment. Most are
incomplete or inaccurate;
not existent.
almost never formally
reviewed or corrected/
updated.
Technicians identify their own
No predetermination of
materials and the planner
needed materials. Materials
places the order. List is quite technicians along with past
acquisition is entirely up to
often inaccurate. Job delays
technicians on the fly while
from missing material are
executing job.
common.
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LEVEL 3
ENLIGHTENED
Planners have been formally
trained. Affected individuals
have been provided
awareness training but
nothing related to specific
expectations.
Planners develop and
assemble limited job
packages. Dedicated planner
as a full-time resource.
Unclear expectations.
Standardized format for
job plans established;
expectations on quality and
content are subjective. No
clear expectations for which
jobs should have a detailed
plan developed.
Job estimates are generally
more accurate; basic
estimating process applied.
Estimates are usually
accepted as being accurate
but are often overridden.
Planner visits large or
complex job sites during
supervisors and technicians
planning only when no pre-
existing job plan exists.
Planner makes reference to Planner prepares detailed
generic safety procedures list of safety hazards and
or requirements on the references permits required
work order based on the based on job task breakdown
equipment type/environment.
Level II + Some BOMs are
linked to drawings, item
number, and lead time for
delivery.
Planners work with
maintenance supervisors and
Planner expends a significant
amount of time researching
job history to develop list.
materials. Job delays from
Storeroom runs during job
execution still common.
LEVEL
LEVEL 44
GOOD PRACTICE
GOOD PRACTICE
Processes are well
defined, with maintenance
and operations leaders
given specific training on
expectations with additional
on-the-job coaching.
Expectations of full-time
planners well defined. Still
an excessive amount of time
spent on non-core activities.
Formal expectations
developed for job plan format
and content that is generally
followed. Job plans are
developed for work on critical
assets. Moving towards
review and approval process.
quantitative vs. subjective
inspection criteria.
Jobs are broken down into
steps and tasks with a time
estimate rolled up into a total.
Accepted as accurate and
utilized in building the weekly
schedule.
Planner reviews some job
plans with maintenance
at the job site to ensure
completeness.
and site visit.
Level III + Formal plan
in place to address
shortcomings on BOMs.
Focus on equipment
level. Plan is clearly being
executed with results of
efforts evident.
BOMs and job history
utilized, but gaps exist.
to missing materials are a
missing materials only
occasionally occur.
GPAllied EMEA
Guldensporenpark 21-Blok C
B-9820 Merelbeke, Belgium
o. +32(0)9.210.17.20
f. +32(0)9.210.17.28
LEVEL
LEVEL 55
BEST PRACTICE
BEST PRACTICE
All affected individuals have
received specific training
to expectations. Training is
ongoing for new hires. All
personnel modeling expected
behaviors.
Planners strictly focused
on future work. Zero
involvement with
reactive work. Roles and
responsibilities are clearly
adhered to.
Level IV + Evidence of
continuous improvement
system in place.
Craftspersons involved in
Level IV + Job plan includes
estimates for coordination
and other outside resources.
Estimates adjusted based on
history/craft feedback.
Job site visits and significant
interaction with those who
will perform the work is a
standard practice.
Level IV + Methods to
address these hazards
are provided. Permits are
pre-populated as much as
possible and included in the
work packet.
BOMs developed to the
component level with minor
exceptions. Continuous
improvement and corrections
a standard process. BOMs
are standard part of CAPEX
process.
BOMs and past job history
leveraged extensively.
Delays in job execution due
very rare occurrence.
Continued on back...
 Ways to Measure Your
Planning and Scheduling, 1
Maturity Matrix
Elements LEVEL
LEVEL 11
NOT
NOT ENGAGED
ENGAGED
No kitting process in place.
Materials acquired on the
Materials Kitting
fly by technicians and
supervisors.
PLANNING
Work orders are not returned
Work Order Closeout
to the planner for closeout.
Scheduling meetings
Scheduling Meeting
not held. Organization
Participation
completely reactive.
and not taken seriously. Next
Backlog is not considered
Operations/ weeks schedule originates
when developing a schedule.
Maintenance Use
Daily reactive coordination
of Backlog for
occurs vs. weekly
Scheduling requests. Many very old (>90
scheduling.
Largely verbal agreements
Schedule and informal lists. Shared
Communication only between small subset of
workforce.
Personnel react entirely
to radio/trouble calls from
Resource Utilization production/maintenance
supervisors. Resource
availability not known.
Measuring Schedule Not measured. No
Compliance accountabilities set.
North America Europe Latin America Middle East Asia-Pacific
World Headquarters
4200 Faber Place Drive
Charleston, SC 29405
o. 888.335.8276
f. 843.414.5779
LEVEL
LEVEL 22
EXPERIMENTING
EXPERIMENTING
Materials kitting and staging
Materials lay down areas
occurs for most outage jobs
exist in storeroom; informal
and only ad hoc for weekly/
process, much confusion and
daily work. Technicians drive
inaccuracy.
Work orders are returned
to planner for closeout,
but contain very little
if any useful feedback
(Fixed, Done, Complete).
Scheduling meeting only
occurs for outages attended
only by maintenance
personnel. Production does
not attend.
Backlog largely inaccurate
from both the backlog and
on-the-spot production
days) jobs on the backlog;
backlog is large.
Schedule is published on a
network drive or emailed.
Rarely viewed/passive
communication/small subset
of organization aware of
existence.
Available resources not
taken into consideration
during scheduling. Personnel
select their jobs from an
assignment box; no names
listed. Resource utilization
low.
Number of work orders
completed is tracked.
Numbers are suspect to
manipulation; methods of
measurement are sporadic
and variable. No system of
accountability.
www.gpallied.com
LEVEL 3
ENLIGHTENED
the process.
Work orders are returned to
planner with hours (actual
almost always matches
estimate) and no indication
of missing materials. Planner
occasionally makes updates.
Scheduling meeting occurs
Level III + Attendees are on
with a standard agenda,
time and actively engaged
date, time, and required
in the scheduling meeting.
attendees. Production
Moderate level of confidence
attends meetings on
occasion, but not actively
engaged when present.
Schedule not taken seriously.
Schedule is developed using
a combination of backlog considered accurate and
and last minute emergency most jobs are only scheduled
lists. Team understands the from backlog, not necessarily
importance of scheduling
from the backlog, but still backlog (total backlog as
struggles with execution.
Schedule is passively
posted and displayed in
maintenance shops/areas
only. Frequency of updates
sporadic and rarely paid
attention to.
Scheduling based
on availability of
resources; significant
portion of schedule
empty to accommodate
emergencies. Resources
not scheduled to 100%
availability.
Only tracking work order
completion rate. Formal
standard in place but not
consistently followed.
Measurement published
regularly; results not used to
drive improvement.
LEVEL
LEVEL 44 LEVEL
LEVEL 55
GOOD
GOOD PRACTICE
PRACTICE BEST
BEST PRACTICE
PRACTICE
Materials kitting and staging
Kitting is standard practice
occurs for all outage jobs
with few errors. Kits are kept
and most weekly/daily work.
in a secure area, verified for
Storeroom personnel receive
accuracy against the work
pick-lists and assemble the
order and easily identified.
kits.
Level III + Improvement
Level IV + Component
suggestions, materials
codes and failure codes.
consumed, and actual
Failure information can be
hours spent. History allows
discerned from work order
management reporting on
history to drive reliability
MTBF and Planned vs.
improvements.
Actual hours.
Scheduling meeting occurs
like clockwork and is efficient
- standard time, place,
agenda. Operations drives
meetings. Formal approval
exists in the developed
process (Maintenance
schedule. Maintenance
and Operations). Senior
driven.
Management sponsorship.
Backlog is generally
Ready backlog is the primary
driver for building the
schedule. Backlog size and
strictly from the ready
age appropriate.
well).
Level IV + Schedule is
Schedule is published
regularly and actively
and displayed in all areas.
reviewed with personnel
Schedule is regularly posted
at set date/time/place;
at set date/time/place;
published at least one
awareness of schedule
week in advance. Minimal
content/importance varies.
coordination delays.
Labor Hours formally
Level IV + Formal process
scheduled to 100%. Front
in place for schedule
line supervisors react to
breakers. Resource
schedule breakers, but
utilization is very high.
no formal process exists.
Personnel assigned to jobs
Resource utilization is
the week before. Schedule
moderate. Jobs assigned to
breakers analyzed for
personnel the day prior to
improvement.
work.
Compliance measured by
dividing the total number of Level IV + Method formalized
labor hours completed by the and consistently followed.
total number of labor hours Organization regularly tracks
scheduled. Measurements and seeks out improvement
formalized and trended, but opportunities.
not always followed.
GPAllied EMEA
Guldensporenpark 21-Blok C
B-9820 Merelbeke, Belgium
o. +32(0)9.210.17.20
f. +32(0)9.210.17.28