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and job status. It is important that the program depict an accurate picture of its use: especially how the work order and a c c o u n t i n g s y s t e m s w o r k t o g e t h e r (Figure 4). B e f o r e a s s e m b l i n g t h e s e p a r a t e e l e m e n t s o f t h e p r o g r a m s u c h a s P M o r p l a n n i n g , s k e t c h a d i a g r a m o f t h e expected work control elements that will b e i n c l u d e d i n t h e p r o g r a m . T h i s w i l l s e r v e a s a c h e c k l i s t o f h o w t h e p r o g r a m e l e m e n t s w i l l f i t t o g e t h e r a n d h o w k e y p e r s o n n e l m u s t i n t e r a c t (Figure 5). Assemble program elements — Assemble the elements that will make up the main- tenance program by examining the cur- rent organizational chart. This step is taken to ensure that all necessary mainte- nance personnel are accounted for and included in the preliminary program. Once program details are agreed upon, the current organization can be con- firmed or altered to fit the circumstances of the program. Expect Some Changes Keep in mind that the new program may signal changes required in the organiza- tion or the duties of key personnel. To illustrate: In an existing maintenance p r a c t i c e , p l a n n e r s d e v i s e d a w e e k l y schedule to present to operations. This p r a c t i c e h a d n e t t e d a n u n s a t i s f a c t o r y schedule compliance of only 33%. Upon discussing the new program with opera- tions, they required maintenance to pre- s e n t a p l a n o f r e q u i r e d w o r k , a l r e a d y p l a n n e d a n d r e a d y . B o t h p a r t i e s t h e n negotiated the schedule times to inter- fere least with operations and make the b e s t u s e o f m a i n t e n a n c e r e s o u r c e s . Within six weeks schedule compliance d o u b l e d a n d t h e n e w p r o c e d u r e w a s incorporated along with revised planner duties. Include craftsmen in program discus- sions as they are the ones who must car- ry out the actual work, and will have a practical view of what should be done and how. Their participation allows real- istic input and a sense of ownership of the program as opposed to wondering about the mysterious process being con- cocted behind closed doors and soon to be inflicted on them. Finally, when the maintenance and operations managers meet with the mine manager and jointly announce, "this is o u r m a i n t e n a n c e p r o g r a m , " t h e m i n e m a n a g e r w i l l h a v e c o n f i r m e d t h a t h i s production strategy is going to be carried out effectively. In summary, keep in mind that the m o s t i m p o r t a n t a s p e c t o f p r o g r a m development is the participation of per- sonnel in the process. Personnel from all departments become familiar with the a c t i v i t i e s o f o t h e r d e p a r t m e n t s . T h e y will see how their own actions impact interdepartmental cooperation. Partici- p a t i o n e n c o u r a g e s i n p u t o f i d e a s a n d generates a sense of ownership in the new program. In turn, this ownership suggests a commitment to make the pro- gram work. Next month: Step 4 — How to select the best information system to control the maintenance program and how to use it effectively. About the Author Paul D. Tomlingson (pdtmtc@msn.com) is a Denver-based maintenance manage- m e n t c o n s u l t a n t . H i s l a t e s t b o o k , M a i n t e n a n c e i n T r a n s i t i o n — T h e J o u r n e y t o W o r l d - c l a s s M a i n t e n a n c e , includes a detailed two-page diagram of a n a c t u a l p r o g r a m a c c o m p a n i e d b y a coordinated step-by-step legend. Copies o f t h e b o o k ( I S B N 9 7 8 - 1 - 4 6 7 5 - 9 0 6 9 - 3 , 3 9 5 p p . ) c a n b e p u r c h a s e d f r o m t h e author. He welcomes inquiries concern- ing these articles. February 2016 www.coalage.com 39 m a i n t e n a n c e c o n t i n u e d Figure 5 — The work control process overview begins with: (1) New work identified by PM services, requested by operations, developed by analyzing costs or repair history, or required by operating circumstances. (2) All incoming work is classified to determine the best reaction: Is it an emergency? Does it need to be planned? Is it not maintenance? (3) Some work must be done right away as with emergency repairs. (4) Other work may meet the criteria for planning and be forwarded to the planner. (5) Some work is may be held or deferred pending the availability of the equipment to do the work, receipt of repair materials etc. (6) Work that is ready to go or due (as in static PM services) is included in a proposed plan for negotiation with operations where, upon their con- currence, it is converted into an approved schedule. Some of the deferred work may be added to the schedule, if resources are available. Upon joint operations and maintenance schedule approval, the schedule is forwarded to field supervisors to carry out the work. (7) As the supervisors assign jobs to their crew members, they could add and other smaller jobs to their daily work plans to take advantage of available downtime on equipment. (8) As the work is carried out, it is controlled by direct supervision or guidelines given to crew members. (9) Upon completion, crew members advise their supervisors and record job details. (10) Verbal or written reports are rendered to advise of work status. (11) Individual jobs or schedules are measured to help determine how effec- tively work was carried out. (12) Feedback is provided to work originators or managers to allow assessment of the total work control process. The most important aspect of program development is the participation of personnel in the process. " "