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An integrated information system is the communications network for the total mine. Maintenance is one user along with Warehousing, Purchasing and Operations. Information is used for internal actions and shared between departments and with management. Thus, system use appears in many parts of program documentation: scheduling PM, reporting labor use or ordering parts. The accounting system is the counterpart to the information system in converting field data like labor use into costs and job status. It is impor- tant that the program depict an accu- rate picture of its use: especially how the work order and accounting systems work together (Figure 4). Before assembling the separate elements of the program such as PM or planning, sketch a diagram of the expected work control elements that will be included in the program. This will serve as a checklist of how the program elements will fit together and how key personnel must interact (Figure 5). Assemble program elements—Assemble the elements that will make up the maintenance program by examining the current organizational chart. This step is taken to ensure that all necessary main- tenance personnel are accounted for and included in the preliminary pro- gram. Once program details are agreed upon, the current organization can be confirmed or altered to fit the circum- stances of the program. Expect Some Changes Keep in mind that the new program may signal changes required in the organi- zation or the duties of key personnel. To illustrate: In an existing maintenance practice, planners devised a weekly schedule to present to Operations. This practice had netted an unsatisfactory schedule compliance of only 33%. Upon discussing the new program with operations, they required Maintenance to present a plan of required work, already planned and ready. Both parties then negotiated the schedule times to interfere least with operations and make the best use of maintenance resources. Within six weeks schedule compliance doubled and the new pro- cedure was incorporated along with revised planner duties. Include craftsmen in program dis- cussions as they are the ones who must carry out the actual work, and will have a practical view of what should be done and how. Their participation allows realistic input and a sense of ownership of the program as opposed to wondering about the mysterious process being concocted behind closed doors and soon to be inflicted on them. Finally, when the maintenance and operations managers meet with the mine manager and jointly announce, "This is our maintenance program," the mine manager will have confirmed that his production strategy is going to be carried out effectively. In summary, keep in mind that the most important aspect of program development is the participation of per- sonnel in the process. Personnel from all departments become familiar with the activities of other departments. They will see how their own actions impact interdepartmental cooperation. Participation encourages input of ideas and generates a sense of ownership in the new program. In turn, this owner- ship suggests a commitment to make the program work. Next month: Step 4—How to select the best information system to control the maintenance program and how to use it effectively. Paul D. Tomlingson (pdtmtc@msn.com) is a Denver-based maintenance man- agement consultant. His latest book, Maintenance in Transition—The Journey to World-class Maintenance , includes a detailed two-page diagram of an actual program accompanied by a coordin- ated step-by-step legend. Copies of the book (ISBN 978-1-4675-9069-3, 395 pp.) can be purchased from the author. He welcomes inquiries concern- ing these articles . JANUARY 2016 • E&MJ; 33 www.e-mj.com M A I N T E N A N C E Figure 5—The work control process overview begins with: (1) New work identified by PM services, requested by Operations, developed by analyzing costs or repair history, or required by operating circumstances. (2) All incom- ing work is classified to determine the best reaction: Is it an emergency? Does it need to be planned? Is it not main- tenance? (3) Some work must be done right away as with emergency repairs. (4) Other work may meet the criteria for planning and be forwarded to the planner. (5) Some work is may be held or deferred pending the availability of the equipment to do the work, receipt of repair materials etc. (6) Work that is ready to go or due (as in static PM services) is included in a proposed plan for negotiation with operations where, upon their concurrence, it is con- verted into an approved schedule. Some of the deferred work may be added to the schedule, if resources are avail- able. Upon joint operations and maintenance schedule approval, the schedule is forwarded to field supervisors to carry out the work. (7) As the supervisors assign jobs to their crew members, they could add and other smaller jobs to their daily work plans to take advantage of available downtime on equipment. (8) As the work is carried out, it is controlled by direct supervision or guidelines given to crew members. (9) Upon completion, crew members advise their supervisors and record job details. (10) Verbal or written reports are rendered to advise of work status. (11) Individual jobs or schedules are measured to help determine how effectively work was carried out. (12) Feedback is provided to work originators or managers to allow assessment of the total work control process. "The most important aspect of program development is the participation of personnel in the process."