Maximo Scheduler Overview

The Graphical Scheduling application is used from short to long term scheduling, anything greater than 2 or 3 weeks. It has a Gantt view of the work orders with a histogram of load and availability below this, for craft or crew types required by the selected work. The work view is based on queries of work orders, locations or assets. The queries are always made against work orders, but it may be work orders that reference the selected locations or assets. A rolling schedule may be used for scheduling the next 4-6 weeks, each week a new set of work orders is added to the schedule. 

For scheduling beyond 5 weeks, frequency based preventive maintenance records can be forecasted into the future without generating the work orders and this forecast can be pulled into the schedule and mixed with other work orders to see whether there are sufficient resource to undertake all work. Project schedules, normally for shutdowns or outages can be created. Network precedence dependencies can be added between work orders and Critical Path Method (CPM) scheduling used on both forward and backward passes to calculate total float and hence identify the critical path. A snapshot can be saved as a baseline or a copy scenario created for what-if analysis. When a feasible plan has been created the schedule dates are committed back to the Maximo work orders. Once the project is underway progress can be entered or calculated. 

Drag and drop is used to position the work bars in time, change their durations or to add/modify the network dependencies. Start No Earlier than (SNE) and Finish No Later than (FNL) constraints create a time window when the work order should be scheduled, as you drag the work order beyond the constraints the work order bar changes colour. Once a feasible plan has been created costs can be calculated by week, month and year, or resource load calculated by day, week or month, this data can then be downloaded to a spreadsheet.

A compliance window is created around the short-term plan, a window of 1, 2 or 4 weeks. Planned and actual hours and the number of work orders are monitored along with the total number of work orders that break-in or break-out of the schedule during the compliance period. These scheduling KPIs can then be compared over time to identify the improvements made.

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