The planner

A eompetent person familiar with the installation and the connected equipment, and their usage, is best plaeed to devise the planned maintenance 

---

The second kind of modeling is focused on the needs of the planner and HVAC engineer, who has to comply with certain criteria for heat delivery or removal for comfort and energy efficiency and from this has to select a certain type of component available on the market. Once the component is selected, only the performance of this component under variable load is of interest. This kind of modeling normally requires much less input, because actually only the change in performance from a given design point to a point for the actual load has to be determined. 

Don t permit product to skip planned inspections and tests without the prior authorization of the planners. 

In another incident a backhoe ruptured a 3-in. polyethylene natural gas pipeline fortunately the gas did not ignite. The drawings were complex and cluttered, and the contractor overlooked the pipeline. A metal detector was not used. This would have detected the pipe as a metal wire was fixed to it, a good practice. In a third incident a worker was hand-digging a trench, as an electric conduit was believed to be present. It was actually an old transfer line for radioactive waste, and he received a small dose of radioactivity. The planner had misread the drawing. 

One alternative to planning in this environment of unknowns is called scenario planning. Utility planners in 2000 continue to estimate resource requirements for five to ten years into the future. These resources could be constructed indigenous to their systems or external to their systems, or purchased from off-system. By considering multiple alternatives for generation sources, the planner can simulate power transfers from within and outside each system. The results of these scenario analyses can be used to estimate where critical transmission might be constructed to be most effective for wide-area power transfer. Similarly, analyzing multiple transfers across a system can provide further justification for a new transmission path. 

Plant and equipment that provides a service or is required to operate for 24 hours a day, 7 days a week presents a different proposition to the maintenance programming requirements. For example, a heating pump with a standby, which is required for a heating installation in an office with a set number of working hours from Monday to Friday. Alternative methods of maintenance programming may require the planner to allow for total replacement on plant failure or have available replacement units, so that when an item of plant or equipment fails, it is removed and a replacement installed. 

A question often asked is, Tf the bar chart is so well suited to maintenance, why change The bar chart is limited in what it can do. If a bar chart is carefully prepared, the planner/scheduler goes through the same thinking process as the CPM planner does. However, the bar chart does not show the interrelationships in the sequence of work nor in the restraints and control the activities have upon each other. 

Request all work requests The outcome of the initial outage management team meeting will generate a complete list of all approved maintenance tasks that are to be included in the outage plan. To complete the process, the planner should request any other tasks that may be included. This request should ... 

Based upon information from the field tour and knowledge of facility piping specifications, the planner will have most of the data to plan this job. He should already know the pipe size, insulation and material requirements (seats, bonnet, gasket, stem seals). However, he does not know the extent of damage, if any, to the ball. 

The breakdown of the job into steps is based upon personal experience of the planner or from history or standard job plans. Depending upon the job and skill level of the craftsman, it may require one activity or one hundred. Highly skilled mechanics may require a higher degree of instruction in the plan or how to complete the job, as well as closer supervision and support during job execution. 

Planner experience Depending upon the background of the planner, experience is usually the best method of estimating a non-repetitive job. Historical actuals are usually better for repetitive jobs. In order to utilize experience, it is desirable that the planner has done the work before or experienced execution of similar work as a craftsperson, supervisor, engineer, or planner. 

The plan is not complete until all data from the outage are collected, evaluated and the outage plan closed. For non-recurring tasks, no further action is required. For each of the tasks included in the scope of work that will be repeated at some point in the future, the planner must... 

A partial check list of operations for an industrial chemical laboratory is shown in Table 1. The format of a formal list will vary considerably from one laboratory to another, but with such an aid, one can easily see which operations are compatible and then group these together. Those that need special treatment will readily stand out. The planner will also be able to estimate the number of rooms required for the total operation. Finally, a complete list of all laboratory functions will facilitate the next step, an estimate of space requirements. 

When all these questions are answered to the planner s satisfaction, all details can be transferred to the master copy of the drawing. Even though the ai chitect or designer will not be di-... 

Unfinished wood kitchen cabinets can sometimes be found at attractive prices. Before making a price comparison, the planner should determine the cost of finishing, which could be considerable. The unfinished cabinets usually come without hardware, which can add a great deal to the price if purchased separately. 

In a case where a fiune hood was to be placed on a portion of counter faced with plastic laminate, the planner found an economical solution. Since the plastic laminate was not suitable for use with a fume hood, he ordered a sheet of monolithic material Va inch thick and had it cut to the exact dimensions of the hood. The cost was just a fraction of that of a full thickness top. The sheet was put in place and the edges were treated with a silicone compound. This treatment stood up against highly corrosive materials as weU as heat for many years. 

The installer engaged by the furniture supplier did a truly professional job. It was finished sooner than expected. There was some fear that the monolithic countertop slabs, which were pre-fabri-cated at the factory, might have size discrepancies. They did not, due to very careful measurements taken when the order was placed. The plumbing contractor chosen by the engineering firm did excellent work. The electrical contractor was pleased with the way circuits had been planned, and the planner in turn was highly satisfied with his installation. At the laboratory operator s request, all information regarding installation and maintenance was saved and later filed. The contractors admitted that this was not their common practice, but they were all in favor of it. 

Place the intermediate operating state between the initial and goal states and constrain the planner to achieve the goals in the intermediate state before opening the valves in the initial state, which were earlier identified as being open in the goal state (viz., worst-case scenario). 

Thus, if the planner fails to come up with a feasible plan, and the reason for failure is that no ASVS was found, the preceding algorithm may be used to propose flowsheet modifications (in the form of extra valves) to create an appropriate ASVS. 

The Stanford Research Institute is one of the proponents of long-range planning and has performed comprehensive studies for a number of clients. The planners make proposals to the board of directors, which sets the general philosophy and... 

CPM is an important scheduling aid, but from it alone a schedule cannot be devised. To schedule a project, after a CPM or PERT diagram has been constructed the planner must evaluate the work force and special equipment needed for each activity. Then he must devise a scheduling plan that will maintain a fairly even level of labor and assure the most efficient use of specialty items. 

From the cost information, cost engineers can update their estimates so that future estimates will be more reliable. The planners can similarly update their time estimates. Even though this costs money, it is the best way a company can improve its predictive ability for future projects, as well as maintaining control over the current job. 

After calculating all the early completions, a time is chosen in which it is hoped the project will be completed. Assuming the time will be met, the planner now goes backward through the table in a similar way to obtain the latest time (TL) at which each activity can be completed to allow the project to be finished at the desired time. Assume it is desired to complete the project in 135 days. For this to occur, activities... 

The planner (here the regulator who must take decisions using the PA) is not primarily an expert, but a midwife of problem solving, a teacher more than a doctor. Moderate optimism and careful, seasoned disrespect allows doubt to be raised, and is a virtue, not a disadvantage of an action plan manager. 

If a simulation model is used as part of a MES to evaluate production schedules and support daily operation the presentation of simulation results quite often is integrated in the MES environment. The planner might not even see or know the simulation model itself. There might be a feature such as assess order schedule within the MES, which starts a simulation experiment. Details on this and on the other ways of application will be illustrated by the examples in the next section. 

The planner can indude the stock costs in addition to the other costs, but as a consequence delay costs are balanced with stock costs. Here this effect is not wanted at first high demand satisfaction is required. Keeping this to the maximum level, stock costs are lowered around this optimum. The trade off between production for future demands and inventory costs can be maximized by the so called shift operator. 

Planned orders and other information are sent from the ERP system to a scheduling system via an interface. The scheduling system has its own database and a number of different automatic and interactive scheduling functions. Scheduling results are sent back to the superior system via an interface at the end of the scheduling process. This loose integration respects the hierarchical concept and the autonomy of the planners. 

The consequence is that data has to be maintained and consolidated in two systems. Because also some planning and production execution functions will stay in the ERP system, there is quite often the need for the planner to work with both systems and to gather information from both systems (e.g., customer order details, confirmations from production execution, which is handled in the ERP system) to make planning decisions. 

Input and control data given input data and control data defined by the planner and/or given by the value chain strategy bounding the optimization model e.g. demand forecast as input data and sales control boundaries as control data... 

Decision variables decision variables representing the planning decisions of the planner and being decided in the optimization model e.g. production volumes... 

Periods l e T are discrete planning buckets as defined in the planning framework. Default bucket is one month. The planner defines a starting period tj e T and an ending period tTeT. The number of period days and period hours ht, /te T is defined according to the calendar. 

Value input data are given parameters to be entered by the planner in the model provide by controlling or finance functions in the company and often determined by financial markets. 

---