The responsibility for an effective Maintenance Planning process falls on the Operator however the delivery of an effective Production Planning function sits firmly with the Part 145 Organization.
Being a scaleable activity Production Planning is typically a unique element within the Part 145 organisation reference to Part 145.113.
The challenge for any maintenance organization is to be able to use the Production Department, to deliver added value to the business process rather than just be considered as a service provider.
Organisations who are able to derive real benefits if they are able to recognize the true value of production planning and develop strategies to improve and optimize the processes.
Primary duties include:
a) General oversight of the facilities
b) General work preparation
c) Responsive to environmental conditions
d) Inventory control
e) Subcontract Co-ordination
f) Planning of safety-critical tasks
g) Managing hangar availability
h) Man-hours estimation and availability and
i) Control of approved data
k) Ensuring the operability of maintenance support equipment.
Formal Production Planning Roles and Responsibilities
Understand that the Production Planning Function belongs ultimately to the Maintenance Post Holder (nominated person).
OTAR Part 113.1 Structure and Responsibilities – Depending on the amount and complexity of work generally performed by the maintenance organisation, the planning system/function may range from a very simple procedure to a complex organisational set-up including dedicated planning personnel in support of the production function.
The production planning function includes two principal stages:
(a) the scheduling of maintenance; and
(b) during maintenance activities
OTAR Part 113.2 Scheduling
Scheduling the maintenance work ahead ensures that it will not adversely interfere with other work as regards the availability of all necessary personnel, tools, equipment, material, maintenance data and facilities.
It follows that a detailed knowledge of the operator’s maintenance program is essential to undertake this task.
Note: In some cases, A work package issued by the Maintenance Planning Organisation may be the only source of the required work to be performed so would form the basis of the production planning activity
Direct liaison with the operator’s technical representative should be undertaken at all relevant stages of this planning function.
OTAR Part 113.3 During Maintenance
Specific obligations to be managed During maintenance work, include organising maintenance teams and shifts and provide all necessary support to ensure the completion of maintenance without undue time pressure specifically on individuals.
Note: This is a HF consideration – how is it managed, and measured for effectiveness?
Personnel should be aware of when planning work and shifts. Planning personnel should have an awareness of human performance issues. This can often be enhanced through a close working relationship with maintenance personnel.
Additionally, it is most important that safety-related tasks are identified in the maintenance program and that these tasks are readily identifiable throughout the planning and maintenance functions. (how achieved and evidenced)
When establishing the production planning procedure, consideration should be given to the following:
(a) logistics;
(b) inventory control;
(c) size of accommodation;
(d) man-hours estimation;
(e) man-hours availability;
(f) preparation of work;
(g) hangar availability;
(h) environmental conditions (access, lighting standards and cleanliness);
(i) co-ordination with internal and external suppliers, etc;
(j) scheduling of safety-critical tasks during periods when staff are likely to be most alert.
OTAR Part 113.5 Shift – Personnel Handovers
There should be planned shift overlaps sufficiently to allow for a process of exchanging information between outgoing and incoming persons and a place for such exchanges to take place.
The primary objective of the changeover information is to ensure effective communication at the point of handing over the continuation or completion of maintenance actions.
Effective task and shift handover depend on three basic elements:
a) The outgoing person’s ability to understand and communicate the important elements of the job or task being passed over to the incoming person.
b) The incoming person’s ability to understand and assimilate the information being provided by the outgoing person.
(c) The planning of task orientations and document control for tasks that are likely to overlap shifts should take into consideration the need for effective handovers.
Next Steps
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