Effective Maintenance Planning and Scheduling

Most maintenance organisations schedule without planning. Work orders go into a week with a trade and an estimate, and the crew discovers on arrival that the part is not there, the permit is not raised, or the machine cannot be released. Wrench time collapses and the backlog grows, which produces pressure to schedule harder, which makes it worse. Planning is the step in between, and it is a distinct discipline: scoping the job, specifying parts and labour, and only then letting it be scheduled. This week separates the two and builds both.

It runs 7 times over the published calendar, in 6 cities and live online. Every date is the same programme with the same content and the same certificate.

• Separate planning from scheduling, and establish what each has to deliver.
• Scope and plan a job so a crew can execute it without stopping.
• Manage a backlog by readiness rather than by age.
• Build a weekly schedule the operation has actually committed to.
• Measure the planning function on something other than orders closed.

Maintenance planners and schedulers, maintenance supervisors and superintendents, storekeepers and materials coordinators, and engineers accountable for maintenance performance.

Short input, then work. Across 5 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A job plan for one real work order, complete to parts and permits.
• A backlog review process segmented by readiness.
• A weekly scheduling routine with the operational commitment built in.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.