Miller Magazine Issue: 151 July 2022

71 COVER STORY MILLER / JULY 2022 1) WORKFORCE PLANNING It is important to select the right number of personnel for the planned maintenance work, and the right talent and ca- pacity to make the right interventions at the right time. As can be expected, the probability of a maintenance planning to be successful with an inappropriate number of personnel who do not have the appropriate training and skills is very low. Today, some companies do not have experienced main- tenance personnel, which they see as an additional cost, by planning a part of their maintenance with external profes- sional maintenance teams. This is entirely up to the prefer- ence of the companies. 2) SPARE PARTS PLANNING In order for the maintenance activities to be carried out un- interrupted, the maintenance materials that will be required before starting the maintenance should be ready in the facil- ity inventory. Planned maintenance with missing equipment will certainly not achieve its purpose. Spare material inventory in a flour factory should be creat- ed in line with certain criteria. These criteria are directly re- lated to access to spare parts and how critical the part is for the facility. For example, if a certain type of bearing or motor is very common in that country, keeping these materials in a large inventory and increasing the spare parts inventory load creates unnecessary costs. However, if the import or supply of this type of equipment involves difficult and time-consum- ing customs procedures, etc., this equipment should be kept as spares in the inventory appropriate to the need so that the operation of the facility is not disrupted. In addition, spares defined as critical spare parts in the facility should be determined and these should be in the facility inventory at a certain level. Critical spare parts were the parts that stopped the operation of the plant or seriously affected the production. These parts may be unique to the manufacturer of the equipment that cannot be found else- where, or they may be very easy to find or even simple parts that can stop production in case of failure. In preventive maintenance management, parts and equip- ment that have a certain working life and that are planned to be replaced in advance should be kept ready before starting the maintenance process and the maintenance should be started in a ready manner. 3) PLANNING OF PRODUCTION Another important pillar of preventive maintenance man- agement planning is production planning. Although they seem to be independent principles, both are studies that should be considered together when planning. During maintenance, the plant capacity is temporarily reduced. Maintenance works have a cost to the enterprise in terms