YMI Service Group
Maintenance Planner/Scheduler- Garland, TX
Overview
The Maintenance Planner is an individual contributor with very strong organization, time management, and communication skills, as well as strong technical knowledge in maintenance crafts, equipment design/function, and maintenance processes. The Maintenance Planner is accountable for improving the reliability of the system through ownership in Maintenance Planning and Scheduling sub-system of the PM Pillar and CMMS data integrity. The Maintenance Planner is responsible for building a well‑structured maintenance plan and ensuring that plan is regularly communicated to all stakeholders. Planners contribute to the Preventive Maintenance sub‑system of achieving optimal equipment and process conditions in an efficient and cost‑effective manner. This position leverages the process discipline of continuous improvement tools.
Compensation Target Compensation Target- $36-42/hr. Depending on experience
Shift Mon‑Fri. 5AM‑2PM Target
Required SAP & CMMS Skills
Strong SAP knowledge is required
SAP and CMMS Development working with Parts/Procurement desired
SAP and CMMS Development with Work Order process and Kitting desired
Responsibilities
Work Order Process:
a. Daily process work requests, putting into process, to include an investigation work order or declining with communication to requestor as appropriate.
b. Initial screening of incoming work requests to ensure assigned to an asset, identification of scope, and analysis of required level of planning.
c. Estimate required hours on work order tasks, total work order duration, and skills required to perform the task to incorporate into Work Order Backlog.
d. Enter work order priority setting based on plant aligned to Work Order Prioritization Process.
e. Manage the Work Order backlog to a target of at least 6 weeks of prioritized work that will be used to populate the Weekly Maintenance Schedule based on priority.
Work Order Planning for actions >72 hours ahead:
a. Identify specific safety hazards that will be encountered in the performance of the proposed work.
b. Ensure that all aspects of the existing company safety policy are incorporated into the job plan, including: lock‑out/tag‑out, confined space, fall protection, etc.
c. Determine and include QA/QC requirements on jobs.
d. Ensure work orders are assigned to the asset the work will be performed on.
e. Conduct field walk‑downs to identify and document job requirements to include: labor hours, number of technicians, parts required, special tools required, scheduling information, any special instructions, etc.
f. Ensure job plans are written clearly and concisely with appropriate level of detail for the given skilled trades workforce to ensure work order objective is met.
g. Reserve planned parts to work orders (kitting process) to increase "wrench time" and maximize efficiency on the BU Weekly Maintenance Schedule.
h. Requisition the storeroom for any non‑stocked parts to be reserved to the work order, which may require coordinating with vendors to ensure the proper parts are requisitioned.
Weekly Maintenance Planning & Scheduling Meeting Leader:
a. Draft Weekly Schedule for the next 2 weeks (not to include the week you are currently in).
b. Ensure all necessary parts, labor, tools, technical documentation, specifications, and/or drawings are compiled into a job package that is ready for skilled trades with clear communication regarding critical steps to perform the planned work.
c. Align with Operations on work to be performed and the priority of work. Agreement on (hard down) time frame required work.
d. Attain 80% Labor Utilization on Weekly Maintenance Schedule.
e. Finalize the Weekly Maintenance Schedule based on feedback.
f. Post finalized BU Weekly Maintenance Schedule in appropriate locations for visual communication.
g. Monitor Weekly Schedule execution during the week and follow up as needed to ensure completion of the committed schedule.
h. Upon completion of week, re‑schedule any missed work for timely completion as appropriate and accelerate related actions to Reliability Leader to root cause schedule misses.
Vendor Service Visits for PMs that cannot be completed in house:
a. Ensure the PM is clear on the scope of work the vendor is to perform.
b. Obtain quote for service and provide to procurement with work order information so costs can be assigned to the appropriate asset.
c. Develop the PBEDs (Plan‑Brief‑Execute‑Debrief) for the vendor service visits to ensure clear understanding and validation that the deliverables of the visit have been met.
d. Ensure point of contact is included in the Weekly Maintenance Schedule.
e. Ensure work is completed per PM and PO, while capturing information on any next steps or improvement opportunities.
f. Partner with the Maintenance Supervisor on opportunities to bring the service work in house where appropriate to reduce maintenance costs while maintaining or improving reliability.
Generate required KPIs and communicate to key stakeholders.
Management and data integrity of the Preventive Maintenance:
a. 52‑Week Maintenance Plan is in place and required labor hours are "leveled" based on available labor hours across the year to minimize overtime and is maintained as PMs are added/changed.
b. The PMs in the CMMS accurately reflect the 52‑Week Maintenance Plan. Annual review required.
c. PMs include safety & quality requirements, labor hours; number of crafts people; detailed task description with pass/fail criteria; parts required & may be needed; special tools, technical information; etc.
d. PMs task description developed using FMEA (Failure Mode Effect Analysis) concepts with specifics on objective of task to verify pass/fail and next steps.
e. Ensure PMs are scheduled in the Weekly Maintenance Schedule to ensure completion as close to the due date as possible without becoming delinquent.
f. Validate technicians have closed PM work orders upon completion of work to ensure PMs continue to generate on proper frequency.
g. Update PM information based on feedback from Maintenance Technicians, results from RCA activities, BDA Sub‑System feedback, normal continuous improvement of the PM system.
Data integrity and reporting of the CMMS for assigned area:
a. Ensure all maintainable assets are in the CMMS and include: location, manufacturer, model #, serial #, date acquired, asset criticality, asset type, etc.
b. Update CMMS as equipment is added or removed.
c. Maintain bills of materials for maintainable assets.
d. Maintain Preventive Maintenance information.
e. Generate reports necessary for the execution of maintenance work to ensure health of process.
f. Provide initial and refresher training to maintenance technicians on proper utilization of the CMMS system to achieve the objectives of the PM Pillar.
Technical Library for assigned area:
a. Organization of the documentation (hardcopy & digital) to ensure it is easy to find.
b. Train maintenance personnel on the library, how to use, and housekeeping expectations.
c. Provide oversight to ensure the organization and housekeeping of the library is maintained.
d. Gather missing technical information and integrate into Technical Library (hardcopy & digital).
e. As equipment is added or changed, ensure old documentation is purged and updated documentation is added.
Participates in outage planning activities to ensure the Maintenance Planning & Scheduling process is executed for shutdown work. Participates with all Department personnel on improvement projects as that impact the MP and PM processes to maintain/improve integrity of these processes.
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Compensation Target Compensation Target- $36-42/hr. Depending on experience
Shift Mon‑Fri. 5AM‑2PM Target
Required SAP & CMMS Skills
Strong SAP knowledge is required
SAP and CMMS Development working with Parts/Procurement desired
SAP and CMMS Development with Work Order process and Kitting desired
Responsibilities
Work Order Process:
a. Daily process work requests, putting into process, to include an investigation work order or declining with communication to requestor as appropriate.
b. Initial screening of incoming work requests to ensure assigned to an asset, identification of scope, and analysis of required level of planning.
c. Estimate required hours on work order tasks, total work order duration, and skills required to perform the task to incorporate into Work Order Backlog.
d. Enter work order priority setting based on plant aligned to Work Order Prioritization Process.
e. Manage the Work Order backlog to a target of at least 6 weeks of prioritized work that will be used to populate the Weekly Maintenance Schedule based on priority.
Work Order Planning for actions >72 hours ahead:
a. Identify specific safety hazards that will be encountered in the performance of the proposed work.
b. Ensure that all aspects of the existing company safety policy are incorporated into the job plan, including: lock‑out/tag‑out, confined space, fall protection, etc.
c. Determine and include QA/QC requirements on jobs.
d. Ensure work orders are assigned to the asset the work will be performed on.
e. Conduct field walk‑downs to identify and document job requirements to include: labor hours, number of technicians, parts required, special tools required, scheduling information, any special instructions, etc.
f. Ensure job plans are written clearly and concisely with appropriate level of detail for the given skilled trades workforce to ensure work order objective is met.
g. Reserve planned parts to work orders (kitting process) to increase "wrench time" and maximize efficiency on the BU Weekly Maintenance Schedule.
h. Requisition the storeroom for any non‑stocked parts to be reserved to the work order, which may require coordinating with vendors to ensure the proper parts are requisitioned.
Weekly Maintenance Planning & Scheduling Meeting Leader:
a. Draft Weekly Schedule for the next 2 weeks (not to include the week you are currently in).
b. Ensure all necessary parts, labor, tools, technical documentation, specifications, and/or drawings are compiled into a job package that is ready for skilled trades with clear communication regarding critical steps to perform the planned work.
c. Align with Operations on work to be performed and the priority of work. Agreement on (hard down) time frame required work.
d. Attain 80% Labor Utilization on Weekly Maintenance Schedule.
e. Finalize the Weekly Maintenance Schedule based on feedback.
f. Post finalized BU Weekly Maintenance Schedule in appropriate locations for visual communication.
g. Monitor Weekly Schedule execution during the week and follow up as needed to ensure completion of the committed schedule.
h. Upon completion of week, re‑schedule any missed work for timely completion as appropriate and accelerate related actions to Reliability Leader to root cause schedule misses.
Vendor Service Visits for PMs that cannot be completed in house:
a. Ensure the PM is clear on the scope of work the vendor is to perform.
b. Obtain quote for service and provide to procurement with work order information so costs can be assigned to the appropriate asset.
c. Develop the PBEDs (Plan‑Brief‑Execute‑Debrief) for the vendor service visits to ensure clear understanding and validation that the deliverables of the visit have been met.
d. Ensure point of contact is included in the Weekly Maintenance Schedule.
e. Ensure work is completed per PM and PO, while capturing information on any next steps or improvement opportunities.
f. Partner with the Maintenance Supervisor on opportunities to bring the service work in house where appropriate to reduce maintenance costs while maintaining or improving reliability.
Generate required KPIs and communicate to key stakeholders.
Management and data integrity of the Preventive Maintenance:
a. 52‑Week Maintenance Plan is in place and required labor hours are "leveled" based on available labor hours across the year to minimize overtime and is maintained as PMs are added/changed.
b. The PMs in the CMMS accurately reflect the 52‑Week Maintenance Plan. Annual review required.
c. PMs include safety & quality requirements, labor hours; number of crafts people; detailed task description with pass/fail criteria; parts required & may be needed; special tools, technical information; etc.
d. PMs task description developed using FMEA (Failure Mode Effect Analysis) concepts with specifics on objective of task to verify pass/fail and next steps.
e. Ensure PMs are scheduled in the Weekly Maintenance Schedule to ensure completion as close to the due date as possible without becoming delinquent.
f. Validate technicians have closed PM work orders upon completion of work to ensure PMs continue to generate on proper frequency.
g. Update PM information based on feedback from Maintenance Technicians, results from RCA activities, BDA Sub‑System feedback, normal continuous improvement of the PM system.
Data integrity and reporting of the CMMS for assigned area:
a. Ensure all maintainable assets are in the CMMS and include: location, manufacturer, model #, serial #, date acquired, asset criticality, asset type, etc.
b. Update CMMS as equipment is added or removed.
c. Maintain bills of materials for maintainable assets.
d. Maintain Preventive Maintenance information.
e. Generate reports necessary for the execution of maintenance work to ensure health of process.
f. Provide initial and refresher training to maintenance technicians on proper utilization of the CMMS system to achieve the objectives of the PM Pillar.
Technical Library for assigned area:
a. Organization of the documentation (hardcopy & digital) to ensure it is easy to find.
b. Train maintenance personnel on the library, how to use, and housekeeping expectations.
c. Provide oversight to ensure the organization and housekeeping of the library is maintained.
d. Gather missing technical information and integrate into Technical Library (hardcopy & digital).
e. As equipment is added or changed, ensure old documentation is purged and updated documentation is added.
Participates in outage planning activities to ensure the Maintenance Planning & Scheduling process is executed for shutdown work. Participates with all Department personnel on improvement projects as that impact the MP and PM processes to maintain/improve integrity of these processes.
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