Как и обещал, начинаю тестировать новую фичу канала (автопреревод иноязычных постов) - спасибо тем, кто забустил канал!!!

Первым идет статья Erik Hupje про причины неудач внедорения системы планирования. Она большая, поэтому будет 3 или 4 части.

Пишите в комменты, как эта фича работает (если работает)

Why Do Implementation Efforts Fail?

First, let’s look at the overall implementation.

Even if you implement a proven and tested maintenance planning & scheduling process, there are 2 key reasons why you would still fail during implementation.

Reason #1: Underestimating the Challenge of Changing the Way People Work
Implementing a new planning & scheduling process isn’t just about improving your team’s efficiency—it’s also about changing the way your entire organisation works.

You’re not just changing the roles of planners and schedulers—you’re impacting everyone involved: managers, supervisors, technicians, operators, and more. It’s a ripple effect that requires buy-in at every level.

Yet many organisations fail to approach MPS as a change management project. Instead, they treat it like a process update and expect people to adapt automatically.

They don’t.

If you don’t actively manage resistance to change, communicate the “why” behind the new process, and provide the right support—your efforts will simply fall flat.

Reason #2: Lack of Discipline and Maturity to Stick to the Process
Many organisations know what they should do—but they don’t actually do it.

A plant manager in the US once told me, “I wish we did what you taught us to do in your course.”

They had invested in our online training program. They knew the right process. But they didn’t stick with it.

This happens all the time. Companies start strong, but as soon as resistance builds or daily operations get in the way, they fall back into old habits.

If leadership doesn’t hold the team accountable, and if your team doesn’t own the process, you will often default to reactive firefighting—no matter how good the training or the process.

The reality is, MPS isn’t just about knowledge or process. It’s also about discipline and commitment over time. That’s why it is so important to have the right coaching and accountability in place, which I’ll talk more about later in this article.

Док Палмер об использовании компьютеров в планировании:

1. Если вы не знаете, как делать что-то без компьютера, то его использование не особо вам поможет.
2. Делать что-то неправильно гораздо быстрее с компьютером.

Asset Management Press - ваш проводник в мир лучших практик ТОиР и надежности)

по мотивам вчерашнего обсуждения в чатике

Asset Management Press - ваш проводник в мир лучших практик ТОиР и надежности)

Что общего у конференций с докладами о цифровизации в промышленности ТОиР и похоронами?

О проектах и результатах, как и об усопших - либо хорошо, либо никак.

The 13 Maintenance Planning Mistakes
Beyond poor implementation, many organisations make critical mistakes in the maintenance planning & scheduling process itself. Here are 13 common mistakes you need to avoid during maintenance planning:

Mistake 1: Picking the Wrong Person as Your Planner
Many organisations fail before they even start by choosing the wrong person for the planner role.

The maintenance planner is one of the most critical roles in a maintenance organisation. A good planner increases workforce productivity, makes sure jobs are properly prepared, and reduces waste. A bad planner leads to poor job plans, inefficiencies, and frustration.

Among other things, planners must have:

The right attitude – They must be proactive, detail-oriented, and committed to improvement.
Strong technical knowledge – While they don’t need to be the best technician, they must understand maintenance processes.
Organisational skills – Planners must coordinate materials, tools, and resources efficiently.
Get this wrong and you’ll end up with poorly prepared work and an ineffective maintenance planning process. As a result, the productivity of your crew won’t go up or not by much. In fact, it could even go down.

Mistake 2: Not Training Your Planners Properly
Even if you hire the right person, they won’t be effective if you don’t train them properly.

Planners need to understand:

How to use the CMMS
How to develop detailed job plans and work packs
How to source materials and parts
How to collaborate with schedulers and supervisors
Without proper training, planners will lack consistency and create low-quality job plans. This will negatively impact the work of your technicians and ultimately affect your team’s productivity.

Mistake 3: Using Your Planner as a Relief Supervisor, Expeditor, or Troubleshooter
One of the biggest, and most common mistakes when it comes to maintenance planning is that, in many plants around the world, maintenance planners aren’t actually planning.

Instead, planners often end up being a combination of a planner, a relief supervisor, an expediter, an administrator, and an all-around troubleshooter. And guess what? When you ask a planner to do all that, he or she won’t be spending much time planning.

That means you’re not going to get the productivity gains that you’re looking for.

So remember, a maintenance planner must never work for the current week. A maintenance planner must always be working for future weeks.

Mistake 4: Using Planners for Emergency Work
Planners should never be involved in emergency work. That’s the supervisor’s responsibility.

Because planners know where everything is, it’s tempting to ask them to jump in during a crisis. But every time they do, they’re pulled away from planning future work, which keeps the team stuck in reactive maintenance.

Make your maintenance supervisor accountable for emergency work. And just to repeat myself because it’s that important: remember that your planner should always be working for future weeks, never for the current week.

Mistake 5: Planning from Behind a Desk
Once your maintenance planner has been in the role for quite some time, a sense of “knowing-it-all” can slip in. It’s common for a planner to think:

“I know this job. I used to work on that machine myself. I know exactly what it will take to get this repair done. I can plan this job right here from my desk.”

Let me tell you right now: Always visit the job site.

There will always be things going on in the plant that might have changed the situation. And consequently, planner might miss some things that need to go into plan. That could be a safety issue or an access issue. Things change, and people sometimes forget. When you plan from behind a desk and you miss these things, you lose efficiency, you introduce waste.

So remember, planning is not a desk job.

Выше - вторая часть статьи Erik Hupje про причины неудач внедрения планирования. Все по классике. (инструкция по переводу в телеге есть под первой частью). А на картинке - слайд с моего курса по планированию.

Осталось совсем немного времени, но возможность поучавствовать все еще есть!
пишите на info@reliablebook.ru

Очень красивая игра слов в очень крутой книге Joel Levitt и Donald Nyman "Maintenance Planning, Scheduling And Coordination"


Вот:

Most maintenance departments do not plan to fail, they simply fail to plan and therefore do indeed fail.

Так красиво на языке оригинала, что даже переводить не хочется.
Ну и, конечно, очень точное высказывание.

Как и вся книга.

У многих компаний формирование графика (в т.ч. сменного), включая назначение исполнителей полностью переложено на планировщиков, а кто-то даже отдает это дело бездушным машинам.

Это зачастую приводит к тому, что мастера, будучи изолированными от этого процесса, попросту не знают, чем конкретно заняты их люди и че там с планом. В связи с чем вопрос:

Между тем, пятнишный Чак напоминает, что 20-22 августа в Санкт-Петербурге Надежная Книга и я проводим 3-х дневное обучение по методам поиска коренных причин проблем.

Для участия пишите на info@reliablebook.ru
детали тут: https://reliability.agency/rca-course
программа мероприятий до конца года тут: https://reliability.agency/


Asset Management Press - ваш проводник в мир лучших практик ТОиР и надежности

Друзья,
12 сентября в Москве на конференции SMART Oil & GAS я веду сессию ТОиР с достаточно необычным фокусом.

"Цифровизация ТОиР с человеческим лицом"

Еще есть места в пуле докладчиков.
Доклады по 10 минут, раскрывающие кейсы внедрения цифровых решений в работу ремонтных служб, которые упростили их ежедневные задачи, снизили нагрузку или минимизировали ошибки и сделали жизнь людей проще, понятнее, легче и т.д.
В конце сессии, само собой, небольшая панельная дискуссия.

Подробнее о конфе тут.
(заодно можно и зарегаться)

А если вам есть, чем поделиться и сделать доклад - то welcome!
почта организаторов: io@comnews.ru

Скажите, что от меня!