PLANNING & SCHEDULING LEADER

• Job Location: Augusta Plant – Augusta, GA
• Position Type: Full-Time
• Education Level: Associates
• Travel Percentage: Negligible
• Job Shift: Monday – Friday
• Job Category: Installation – Maint – Repair

Description

The Planning and Scheduling Leader is responsible for the origination, revising, and finalizing of all maintenance schedules at the site.  This includes maintenance turnaround scheduling, weekly maintenance scheduling for all production areas and utilities maintenance scheduling on site.  Planners for both mechanical and electrical work at the Prayon site with report to the Planning and Scheduling Leader.

Essential Responsibilities & Functions include the following, others may be assigned.

• The Planning and Scheduling Leader will define a long-term asset schedule, at least one year in advance, with all scheduled planned preventive activities. The preventive actions with expected corrective maintenance, modifications, and projects will form the basis for the annual Maintenance and Engineering budgets.
• The PSL (Planning and Scheduling Leader) will ensure the planning team captures, reviews, and prioritizes work requests in a structured manner, and makes certain that work requests are settled on time and correspond with their estimated priority.
• The PSL will be responsible for scheduling and coordinating long-term planned   production shutdown outages. The PSL will develop a daily detailed schedule using the planned job packages for the period of the outage. This schedule will be aligned with the current production plan. The available capacity of the internal departments will be supplemented with outside resources as required. Peak shaving is applied based on capacity, lead time and / or costs. The schedule will be updated daily based on job completion and unplanned findings.
• Communicate the updated capacity planning and basic maintenance schedule to stakeholders, such as production departments.
• The PSL will ensure the required resources are in alignment with the long-term workload. In case of insufficient resources, they discuss with the maintenance manager to justifying the following measures:

1. Shift holiday and weekly hours of internal workforce.
2. Adapt the use of contractors.
3. Shift the workload again.

• The PSL will closely monitor the following:
  • The quality of the job packages must meet the standard prior to scheduling.
  • highlight bottle necks and suggest improvements.
  • location as far as a work area as in a safe space to work.
  • provide feedback to the planners, contractors, and Maintenance Manager.

• Monitor schedule compliance weekly & monthly so that the maintenance and production managers can perform additional action when KPI% deviations occur.
• Work with all departments when work on assets is required, discuss, and communicate the possible outcomes of not getting the asset to the organization.

SHEQ Responsibilities include the following.

• Implement any changes in legislation, including internal regulations, for all assets in the asset maintenance organization with management approval.
• Report all SHEQ-related performances and processes, including definition, implementation, and monitoring of all improvement efforts on deviations. All to ensure compliance with regulation and legislation.
• Track changes, additions, and/or enhancements. To the current comprehensiveness of the mandatory inspections and inspection frequency of any PM plan.
• Make any adjustments of maintenance plans, working method and/or asset configuration regarding SHEQ legislation with management approval. To ensure compliance.

Cost Control Responsibilities include the following.

• Compose, adjust, and obtain approval on the maintenance budget. The maintenance budget contains both asset and non-asset costs related to any type of maintenance. Doing this aligns agreed maintenance cost with the winning M&AM strategy.
• Identify and evaluate losses or potential deviations to the schedule, help control deviations to the scheduled activities through schedule updates.
• Collect all asset and non-asset-related (annual) budgets to be aware of the total maintenance budget. Compare the total budget with scheduled guidelines and framework. Identify deviations between total maintenance frameworks.
• The leader will determine, if required, which parts of the total scheduled work can be adjusted and identify involved risks of certain reductions. These risks are related to incomplete or non-execution of agreed activities, or reduction of non-asset related budget. If the risks can result in breaching earlier agreed performance targets, an amendment should be proposed.

Quarterly and year end schedule forecast will be composed by using VDM in the process. A snapshot is taken from the actuals to this moment making the forecast. This is done to see whether the schedule has changed and revisions.

Personal Responsibilities include the following.

The adjusting of internal and outsourced technician capacities on the foreseeable amount of work in the long term. This is done to determine which skills and capabilities should be further developed.

The establishment and/or development of which skill profiles the organization should have to meet the established capacity planning. This is done to effectively develop the organization.

Decide whether the long-term planning is complete and up to date. Add or shut down any additional project work to the planning. Determine if all work is provided with an estimate of work in hours, and not just only in terms of costs. Validate the completed planning by addressing it to the relevant functions.

Determine for those disciplines where a discrepancy between required and current capacity exists, how this should ideally be resolved. In case of shortage; training, long-term or temporary hiring may be options. In case of surplus; early retirement, retraining or termination of leases may be options.

For new job plans review planner selected safe work permits, certificates or risk analysis (SHEQ) that are required for the (full or partial) execution of the work order. A risk analysis requires approval before taking any further steps. Ensure all state and local inspection requirements are applied and documented.

Determine if a skill development need exists for profiles and employees within these profiles. Also determine to which extent the individual employees have growth potential and if the need can be fulfilled.  Set up a training plan per employee with growth needs and potential.

Establish a personal development plan, as necessary, per employee. This should include other means for achieving desired growth, such as coaching, identifying growth opportunities for other functions, demotion, or relocation. These developments can be linked to personal targets.

If an employee is not eligible for any recertifications, the maintenance manager will inform the employee.

Validate and register the hours worked by the direct technicians. These are the direct hours booked on productive work orders and the indirect hours for training, consultation, leave, illness, etc.

Suggest improvement actions if current productivity is behind the set standards. The improvement actions may include operational aspects, such as adaptation of procedures for execution and planning of work. In addition, organizational improvement actions can be worked out with different impacts (customizing schedule, break rules, etc.).

Storeroom Responsibilities include the following.

Ensure that stores validate whether the new or alternative part complies with the required technical specifications. If an item is no longer available, an alternative should be sought out. Initially, the Original Equipment Manufacturer is asked for an alternative and the market will need to be searched.

Approve purchase order requests for inventory parts. If price agreements have been made based on a framework contract, an order will be placed immediately. In other cases, price agreements and delivery terms first need to be agreed upon with the supplier.

Outsourcing Responsibilities include the following.

Determine if services and activities must be outsourced. If so, decide on the contract types. This step is taken to ensure the most productive strategy for both the outsourcer and contractor.

Compose a technical tender for outsourcing services and activities, including delivery terms and quality requirements. This process ensures the desired technical outcome of the (commercial) outsourcing strategy.

Supervisory Responsibilities & Functions

Interviews, selects, hires, promotes, demotes, transfers, and recommends termination of employment to management; reviews the performance of staff to encourage growth and development; provides ongoing feedback with frequent contacts with employees.

Performs timely employee reviews in accordance with Prayon policies/procedures; applies appraisal process accurately and impartially; corrects performance deviations.

Develops and/or assists in the development of annual work plans, programs, staffing requirements, equipment requirements, and related budgets; assists in the development of objectives/long range plans; assures all goals are met.

Advises/assists the immediate supervisor and appropriate staff in carrying out the functions/responsibilities within the department; delegates authority to appropriate line and staff employees with full recognition that delegation of authority does not relieve overall responsibility.

Arranges for and/or provides direct relief coverage for Line Supervisors as necessary.

Maintains staff by participating in the recruitment and selection process; orienting and training new employees.

Maintains staff job results by coaching, counseling, and disciplining employees; planning, monitoring and appraising job results.

Direct Report Job Titles:
Maintenance Planner; Storeroom Leader, Facilities Maintenance Technician

Indirect: Individual will work with the operations supervisors and leaders, Engineering & Construction Manager and the Maintenance and Reliability Manager to provide and schedule work priorities.

Qualifications

Minimum

• Education:      Associate degree or trade certificate in Civil, Electrical and Mechanical engineering; Strong Knowledge of CMMS.
• Experience:     Five (5) or more years of maintenance experience in a chemical plant or similar manufacturing setting with demonstrated skills and results in the areas of maintenance leadership, troubleshooting, problem-solving and system/process improvement.

Preferred

• Education:      Minimum
• Experience:     Minimum
• Certificates, Licenses, Registrations: Master Electrician, Master Mechanic, Level II Vibration, Lubrication and / or inspection.

Language Skills

Reading/comprehension, speaking and writing at required education equivalency level.  Ability to read, analyze and interpret general business correspondence, technical/product information, policies/procedures or government regulations.  Ability to complete written forms and write routine to complex procedures, reports and correspondence.  Ability to effectively present information and respond to questions in a group or individual setting.  Good interpersonal and communication skills are crucial to success in position.

Mathematical Skills

Ability to add, subtract, multiply and divide in all units of measure, using whole numbers, common fractions and decimals.  Ability to compute rate, ratio and percent.

Computer Skills

Proficient in Microsoft Office applications, including Outlook, Word, Excel, and PowerPoint and other Office 365 applications.

Proficiency in relevant SAP modules preferred.  Familiarity with AutoCAD is considered a plus.

Complexity

Decisions include areas of uncertainty in approach, methodology, interpretation, or evaluation resulting from such elements as continuing improvement, technical developments, unknown phenomena, or conflicting requirements. The work requires a strong results orientation and outstanding ability to establish priorities, communicate needs, negotiate collaboration among stakeholders and execute project plans to timeline.

Physical Demands

The work requires both sedentary and limited physical exertion to include sitting; walking; standing; bending; traversing of stairs, carrying of light items such as papers, books or small parts; driving an automobile, forklift, etc. Work routinely requires speaking and hearing (expression or exchanging ideas by means of spoken words and perceiving sounds by ear).

Work Environment

The work environment requires normal safety precautions typical of such places as offices, meeting and training rooms, personal or commercial transportation methods.  Requires use of safe work practices with office equipment, avoidance of trips and falls, observance of fire regulations and traffic signals, etc.  Generally, the work area is well lighted, heated and ventilated.  Also includes work that requires special safety precautions such as working around moving parts, carts or machines or with irritant chemicals.  Employee may be required to use protective clothing or gear such as masks, gowns, coats, safety shoes, boots, goggles, gloves, safety glasses or shields.