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Thursday, 11th May 2017
In today’s manufacturing enterprise the Maintenance Planner and Production Planner often have an adversarial relationship. This is most often caused because they compete for the availability of the same equipment. They don’t share common definitions for equipment profiles and resources they are competing for which further strains their ability to communicate. As an example, both roles in the manufacturing organisation use the term “job” to mean completely different things.
The Production Planner sees a “job” as the method of scheduling a piece of equipment or group of resources to build a quantity of product in accord with sales orders or inventory requirements that drive the company’s revenue. The Maintenance Planner sees a “job”, or “work order” as it is sometimes referred to, as a critical set of tasks necessary to maintain equipment performance at optimal levels.
Without the execution of these maintenance tasks the company would be producing goods at higher costs or in the event of an equipment failure not producing goods at all.
The silver lining here is that in both cases they are trying to do the right thing for the company to meet the demands of their manufacturing organisation and deliver product in accordance with sales and inventory demands. If this can be accomplished while maintaining optimal equipment performance companies can realize maximum revenue from the products they produce.
Here at TouchstoneEnergy we assist such organisations in integrating these two roles and allow the organisation to clearly see the resource impact those maintenance activities can have on the ability to execute their daily activities. We have the expertise to drive organising the planning information so that each planning department can understand the impact they have over the equipment and resources that generate revenue for their company.
By James Solomon – TouchstoneEnergy