Maintenance
Planning,
Scheduling,
and
Coordination
Don Nyman
and
Joel Levitt
Industrial Press Inc.
New York
Library of Congress Cataloging-in-publication Data
Nyman, Don.
Maintenance planning, scheduling, and coordination/ Don Nyman, Joel Levitt.
[Link]
ISBN 0-8311-3143-8
1. Product life cycle. 2. Production management. I. Levitt, Joel, 1952-II. Title.
TS176 .N96 2001
658.5--dc21
2001024460
Industrial Press Inc.
200 Madison Avenue
New York, NY 10016-4078
First Edition, August 2001
Sponsoring Editor: John Carleo
Interior Text and Cover Design: Janet Romano
Copyright © 2001 by Industrial Press Inc., New York. Printed in the United States
of America. All right reserved. This book, or any parts thereof, may not be reproduced,
stored in a retrieval system, or transmitted in any form without the permission of the pub-
lisher.
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
ii
Dedication
T
his book is dedicated to our wives (Barbara
Spender Nyman and Barbara Cavanaugh
Levitt) and our families for all their love,
patience, understanding, support, and sacrifices during the several decades
we have pursued our careers; often away from home a majority of the
weeks in each calendar year.
This book is also dedicated to you maintenance professionals who
labor to keep our factories running, our airports open and our trucks on the
road. You do your magic without visibility, without a lot of status, and
sometimes without even a thank you. We would like to acknowledge your
dedication, your hours, and your sense of duty.
Don Nyman
Joel Levitt
August 2001
iii
OTHER TITLES BY JOEL LEVITT
INTERNET GUIDE FOR MAINTENANCE MANAGEMENT
1998, 160 pages, illus., ISBN 0-8311-3081-4
Similar in purpose to other successful Internet guides, this is a unique
guide to using the Internet for maintenance managers and all managers concerned
about or affected by the maintenance of assets. The material is organized in 11
brief, accessible chapters that have been written in a style and indexed in a way
that makes it easy for readers to quickly locate the information they need.
THE HANDBOOK OF MAINTENANCE MANAGEMENT
1997, 476 pp., ISBN 0-8311-3075-X
This unusually comprehensive book is intended to be used in different
ways by different groups. It was designed as a complete survey of the field for stu-
dents or maintenance professionals, as an introduction to maintenance for non-
maintenance people, as a review of the most advanced thinking in maintenance
management, as a manual for cost reduction, as a primer for the stockroom, and as
an element of a training regime for new supervisors, managers and planners. The
author accordingly presents a customized curriculum--or road map--for many of
these groups of readers.
MANAGING FACTORY MAINTENANCE
1996, 290 pp., ISBN 0-8311-3063-6
Tap into Joel Levitt’s vast array of experience and learn how to improve
almost any aspect of your maintenance organization (including your own abilities).
Beginning with the twenty steps that are necessary to achieve world class mainte-
nance, the book then investigates how to compare your organization to industry
standards. Skills required for effective maintenance management are then studied
including such unusual but critical topics as managing work requests, work orders,
and repair history documents. Both preventive and predictive maintenance are
examined in depth. The chapter on predictive inspection provides examples of
every major technology including oil and vibration analysis and temperature and
ultrasonic inspection. How to improve your system by implementing TPM,
CMMS, RCM, and Maintenance Quality Improvement is full yexplained and
demonstrated. Topics unique to this booke are a self-evaluation clinic that allows
you to compare your personality with over 500 of your peers and a section on time
management that will improve your management skills.
Preface
O
ne intention of this book is to aid organiza-
tions that pursue “Maintenance Excellence.”
Maintenance excellence is that state of main-
tenance management and performance that effectively applies the leading
edge policies, procedures, systems, structures, methods, and technologies
to maintenance. Maintenance Excellence is requisite to the achievement of
World-Class Operations (an organization that is competitive with the best
in the world).
Well-planned, properly scheduled, and effectively communicated
jobs accomplish more work, more efficiently, and at a lower cost. Work
properly prepared in this fashion disturbs operations less frequently, and is
accomplished with higher quality, greater job satisfaction, and higher orga-
nizational morale than jobs performed without proper preparation.
Without proper scheduling, the crucial proactive routines opti-
mized through other vital techniques (RCM, Predictive Maintenance, and
Condition Based Maintenance) most likely will not be performed when
due.
The key to achieving maintenance excellence is nothing new. It
has always been and still remains: get the basics right and make mainte-
nance excellence a goal of the entire organization. Foremost among the
basics commonly contained within world-class programs are planning,
parts acquisition, work measurement, coordination and scheduling.
Together these basics constitute the preparation required for effective exe-
cution of maintenance work. Throughout this book we will use the term
“Job Preparation” when speaking of these distinct tasks in their totality.
Our book focuses on and deals specifically with these preparatory
tasks that lead to effective utilization and application of maintenance
resources. Other aspects addressed include maintenance management, per-
formance and control are discussed as necessary to clarify scope, responsi-
bilities and contributions of the Planner/Scheduler function, and other
v
Preface
functions impacted by or supportive of Job Preparation, Execution, and
Completion.
The larger the maintenance organization, the more likely there are
planners to be trained. But, regardless of size, every maintenance organi-
zation needs to plan for the effective execution of its workload. Thus, the
book is a vital training document for planners as well as an educational
document for those to whom planners are responsible. The book is also
important for those who interface with the planning and scheduling func-
tion and are dependent upon the many contributions of planning and sched-
uling for operational excellence.
Because we are chronicling maintenance management basics, this
book is not an original work, but a compilation of knowledge that is already
in the public domain. We are therefore indebted to many associates,
clients, and others who have worked the field of maintenance throughout
the decades.
This book has been designed to be used in two ways. Primarily it
has been written to be read by maintenance professionals and others from
the beginning to the end. Both authors teach these topics extensively, so the
book is a course in planning and is to be used as such. It was written to tell
the whole story of maintenance planning from the beginning to the end.
For experienced practitioners of planning, the book can be used as
a reference tool to clarify one of the planning steps or to provide ideas
about forms or control structures.
vi
Table of
Contents
Preface v
Introduction ix
Chapter 1 Selling Planning & Scheduling to Management 1
and Operations
Chapter 2 Understanding the Nature of Maintenance Activities 11
Chapter 3 Where Planning Fits Into Good Maintenance Practices 17
Chapter 4 Managing the Planning & Scheduling Function 33
Chapter 5 Backlog Management 35
Chapter 6 Sizing the Maintenance Staff 45
Chapter 7 The planning process (Micro) 55
Chapter 8 Detailed Planning Process – Scope, Research, 65
Job steps,Access, Permissions
Chapter 9 Detailed Planning Process- Materials, Tools 79
and Equipment
Chapter 10 Work Measurement 93
Chapter 11 Analytical Estimation and slotting 105
Chapter 12 Coordination with Operations 121
Chapter 13 Scheduling Maintenance Work 127
Chapter 14 Job Execution and Feedback 147
Chapter 15 Job Close Out and Follow Up 153
Chapter 16 Planner and Scheduler Metrics 159
Chapter 17 Using CMMS to Aid Planning and Scheduling 163
Chapter 18 Planning and Management of Major Maintenance 169
Shutdowns and Management of Projects
Appendix 179
Glossary 224
Index 227
vii
Introduction
B
ecause maintenance is an increasing portion of
operational costs, it is seen as the last oppor-
tunity for major operational improvement.
Most organizations continually search for any means (program, process,
concept, or approach) by which to improve their maintenance function.
They strive to assure that each maintenance dollar is well spent (labor pro-
ductivity) while achieving equipment reliability (asset productivity).
Organizations must be successful in this quest, if they are to survive and
thrive.
Maintenance organizations everywhere have the responsibility to
assure optimum use of the capacity of the enterprise. The entire organiza-
tion becomes maintenance conscious whenever the maintenance job is not
properly or efficiently performed; unsafe operations, production downtime,
quality problems and the loss of heat, light, and other utilities do not go
unnoticed.
It may help if reactive maintenance is visualized as falling into a
deep, dark, dank, slimy pit of deferred maintenance. The fall doesn’t end
before hitting rock bottom, which equates to bankruptcy, outsourcing, or
possibly privatization. Before positive progress can be made, one must
first climb out of the pit. Preventive/Predictive Maintenance (PPM) is not
conceived to put equipment in proper condition, but to maintain it in that
condition from the time of acquisition or restoration.
Proactive maintenance requires a cultural transition from a reactive
to a proactive environment. Successful change demands an “integrated
maintenance management partnership”. This concept is illustrated in the
Maintenance Arch shown in Figure 1. Of the many maintenance activities
and functions here depicted, planning, coordination, and scheduling make
the most profound contribution to this cultural change and have the great-
est impact on timely and effective accomplishment of maintenance work.
ix
Introduction
Planning must be at the core of the maintenance effort because it
provides for reliable delivery of all the other proactive programs.
Combined with PM/PdM engineered through RCM, these programs pro-
duce quantum benefits that accrue to the enterprise’s bottom line.
TOTAL
ASSET
RELIABILITY
*The Marketing Arm of a Successful Installation
Figure 1 Maintenance Arch (Gateway to Integrated Maintenance Excellence)
Introduction
THE MAINTENANCE ARCH
The components that make up the maintenance arch represent the
integration of twenty-one building blocks that are essential to the achieve-
ment of maintenance excellence in support of world-class operations
through asset/capacity reliability. The concept is built upon a bedrock of
sustained management commitment, support, and involvement, and it is
laid upon a footer of an operations/maintenance partnership. Maintenance
cannot achieve the objective alone. Realization requires the commitment
of the entire organization.
Maintenance is a resource that contributes to the achievement of
profit objectives. The several banners that fly from the top of the arch con-
vey this concept. These acronyms and words represent some of the many
management initiatives that are maintenance dependent; Just In Time, Loss
Prevention, Employee Safety, Avoidance of Property Damage,
Certification, Quality Assurance, Avoidance of Business Interruption,
Customer Service, among others.
The building blocks in the arch are interdependent, which means
that they are linked. It is therefore difficult to undertake improvement of
one without the addressing needs associated with the others.
♦ As in many arenas, successful maintenance processes begin with
shared beliefs (Governing Principles and Concepts). Status
Assessment measures the current state relative to those beliefs. The
Master Plan sets forth the actions, responsibilities, and time lines,
and essential resources to close the gap between the current state
and established Objectives, Goals, and Targets. Budgetary
refinement is required to support the Master Plan. Management
Reporting is the feedback vehicle by which sustained management
commitment is earned.
♦ Preventive/Predictive Maintenance is the keystone of the Arch and
is the vehicle by which reliability is assured. It requires a strong
Maintenance Engineering function using Equipment History and
Reliability Centered Maintenance to optimize the PM/PdM process.
♦ The Organization must be structured for proactive rather than
reactive response. Skills Training and Facilities, Tools and
xi
Introduction
Equipment in which the organization can take Pride are essential if
Supervision is to achieve functional Quality Assurance and
adherence to policies and procedures.
♦ The preparatory trio achieves effective utilization of maintenance
resources. Planning, Coordination, and Scheduling supported by a
strong Computerized Work Order System with reliable Cost
Distribution and Work Measurement are needed to fulfill
challenging expectations.
DEFINITIONS
There is often confusion between the functions of planning, coor-
dination and scheduling. These three parts (planning, coordination, and
scheduling) are closely related and are usually performed by the same indi-
vidual(s), but they are distinct activities. Part of the problem is that these
three functions are compressed together, particularly on smaller jobs.
Planning (how to do the job – Chapters 7 through 11): Planning
is the development of a detailed program to achieve an end (i.e., a mainte-
nance repair or rebuild). It is the advanced preparation of a specific job so
it can be performed in an efficient and effective manner.
Figure 2 The Planner’s Role
Right Right Right
People Right
Materials Tools
Information
Right
The Maintenance Job Timing
Right
Follow-up
Permission
Analysis Improvements
xii
Introduction
Planning insures all that necessary logistics have been coordinated
for the job execution phase to take place at a future date. Planning is a
process of detailed analysis that determines and describes the work to be
performed, the sequence of associated tasks, methods to be used for their
performance, and the required resources – including skills, crew size, man-
hours, parts, materials, special tools, and equipment, and an estimate of
total cost. It also includes identification of safety precautions, required per-
mits, communication requirements, and reference documents such as draw-
ings and wiring diagrams. It addresses essential preparation, execution and
start-up efforts. Work Measurement (the setting of job duration and labor
estimates) and activation of required procurements, are part of the planning
process.
Coordination (Chapter 12): Encompasses the logistical efforts
of assembling all necessary resources so the job is ready to be scheduled.
It is accomplished in harmony with Purchasing, Receiving, and Stores.
Operations, Engineering, and Maintenance then review all jobs ready to be
executed and agree upon which are the most important jobs to be per-
formed during the coming week – given the limitation of available
resources and feasibility of releasing involved assets to Maintenance.
Scheduling (when to do the job – Chapter 13): Scheduling is the
written process whereby labor resources and support equipment are allo-
cated/appointed to specific jobs at a fixed time when Operations can make
the associated equipment or job site accessible.
As part of job execution (Chapter 14), the responsible maintenance
supervisor assigns the specific job to the appointed individual.
The resulting schedule represents what the organization expects to
accomplish with the maintenance resources that will be available and paid
for during the coming week. “We all accomplish more when working to
achieve a published expectation.” Scheduling is the marketing arm of a
successful maintenance management installation because it yields the ear-
liest benefits visible to internal customers.
Considered together, these three activities constitute “Job
Preparation.” They are supportive functions distinct from line supervision
(which is responsible for oversight of job execution) and are best per-
formed by para-professional, management personnel. They are predicated
on the principle that; “Maintenance management will achieve its best
results when each mechanic is given specific tasks to be completed in a def-
inite time period (scheduling) in a specific manner (planning).” Mechanics
xiii
Introduction
do not plan for their own efficiency. “The productivity of work is not the
responsibility of the worker but of the manager” (Peter Drucker). The
supervisor, the worker, and their colleagues should each know what is
expected – including the goal and target for completion of each job.
WHY PLAN, COORDINATE AND
SCHEDULE MAINTENANCE JOBS?
Most maintenance departments do not plan to fail; they simply fail
to plan and therefore do indeed fail. The major reason behind failure to plan
is that putting out today’s fires is given priority over planning for tomorrow
– thereby ensuring that future equipment failures will require reactive
response (ample supply of kindling to be consumed in future reactive fires).
Secondary things are constantly put first by default. This may not be bad—
but when we get down to putting the twelfth job first, we are in trouble.
Reactive maintenance is simply a vicious circle, a continuous downward
spiral.
We plan because planned maintenance reduces waiting and delay
times that mechanics inevitably encounter when performing work that has
not been properly prepared for. Poor utilization of a mechanic’s time is usu-
ally not his or her fault. Nothing is more detrimental to maintenance per-
formance and morale than unplanned or poorly planned jobs. All enthusi-
asm is lost when a crew arrives at a job site to find that the work can nei-
ther be started nor completed due to lack of proper preparation.
Mismanagement is highly visible to the workers on the front lines.
Conversely, with effective preparation, maintenance crews can take pride
in their work and organizational performance is improved.
Most of us think we work best under pressure. Unconsciously we
procrastinate until pressure forces us into reaction. But, do we really work
best under pressure, or do we simply work faster and less effectively due to
lack of preparation and hasty judgments?
Although urgency can engulf managers, urgent tasks are not
always the most important tasks to be performed. The tyranny of urgency
lies in distortion of priorities (subtle cloaking of minor projects with major
status under the guise of crisis). But, the measure of true management is the
ability to distinguish important from urgent, refusal to be tyrannized by the
urgent, refusal to manage by crisis. Time must not be simply consumed but
must be well utilized.
xiv
Introduction
Granted, urgent tasks (repair of breakdowns) call for instant action,
whereas important tasks (PM/PdM’s and planned backlog relief) rarely
must be done today, or even this week. The momentary appeal of urgent
tasks and instant action is irresistible and so they devour our resources and
energy. But in time, their deceptive prominence fades. With a sense of loss,
we recall the important tasks that were pushed aside and realize that we are
slaves to urgency. A major obstacle to organizational success is allowing
urgency alone to determine how resources will be consumed … without
considering the importance of the activity relative to the broad objectives
of the enterprise. To climb out or the “reactive pit” adequate resources must
remain to perform the important work of reliable routine services
(PM/PdM) and timely backlog relief. For they make us better in the future,
thereby reducing future failures requiring emergency response.
Advanced planning, coordination, scheduling, and the pursuit
thereof are proactive skills. Planners must be allowed to focus on “tomor-
row” rather than being caught up in “today.” Well-planned, properly sched-
uled and effectively coordinated jobs can be accomplished more efficient-
ly, at lower cost, with fewer disturbances of operations, higher quality
(reduced variability of processes), improved morale with greater job satis-
faction, increased longevity of equipment, and reduced parts usage. More
work is completed more promptly with fewer resources, thereby increasing
customer service and profit. Studies show that 3-5 hours of execution time
can be saved for every hour of advanced preparation. Planned jobs require
only half as much time to execute, as that needed for unplanned jobs.
When long-range objectives become obscured it is easy to replace
them with much shorter-range and even hopelessly misplaced goals, such
as speed of repair. This argument does not decry being efficient in the right
things at the right time, but speed, as an end in itself, is futile.
Therefore, avoid overstressing efficiency while neglecting the
careful selection of areas in which efficiency is to be sought.
Efficiency’s myth lies in the assumption that “fast” is, ipso facto,
effective; and the harder one works, the more he accomplishes. The allure
of speed seems irresistible; who could be against it? Rapid performance of
the wrong task is not effective at all. Therefore, the “hazard” of emphasiz-
ing speed without regard to effectiveness must be avoided at all costs.
Action that puts speed ahead of results but disregards organiza-
tional objectives, in the long run, will be totally ineffective and likely will
need to be done over. Doing the job right the first time requires proper
xv
Introduction
preparation. If you don’t have time to do it right, when will you have time
to do it over?
LEARN TO SAY “NO”
Every job or project has an advocate of priority somewhere.
Because people do not like to say no, everybody’s urgency takes priority
and nothing of importance is accomplished. The problem is not usually
with priorities one through three, but with “posteriorities” four through
infinity. One simply cannot achieve excellence of performance without
concentrating effort in the critical areas.
One has to say about a suggested, but secondary project “this
should be done, but it’s not our first priority. If it must be done we’ll have
to let somebody else do it. Do not be timid about using the greatest time-
saving word in the English language, that little two-letter word “No.”
Decide what not to do. Bill Cosby has been heard to say “I don’t know the
key to success but the key to failure is trying to please everybody.”
Keeping overall objectives in the forefront allows us to schedule
time based on long-term objectives rather than on immediate crises.
In contrast to the benefits of proactive maintenance, the following
sonnet effectively conveys the curse associated with reactive maintenance.
Figure 3 The Rush Job
I am a rush job.
I belong to no age, for man has always hurried.
I prod all human endeavors.
Men believe me necessary—but falsely.
I rush today because I was not planned yesterday.
I demand excessive energy and concentration.
I override obstacles, but at great expense.
I illustrate the old saying “Haste makes waste.”
My path is strewn with the evils of overtime,
mistakes, and disappointment.
Accuracy and quality give way to speed.
Ruthlessly I rush on …I am a rush job.
Anonymous
xvi
Introduction
OBJECTIVES OF WORK PREPARATION
Work Preparation has several primary objectives. It:
q Forms the communication center from which all maintenance activity is
communicated and coordinated.
q Optimally supports the operations by improving maintenance in the broadest
sense, considering both the technical aspects and the service provided to the
internal customer. Do not neglect customer relations. Loss of production
capacity is minimized, and maintenance work is completed, when needed, in
a safe, environmentally conscious environment, at optimal cost.
q Is requisite to effective performance of the maintenance function.
q Establishes equitable allocation of resources based on varying business
needs, demands of customer service (internal as well as external), and other
criteria.
q Coordinates use of the various input resources (material, manpower, and
equipment), as required, to complete each job in an orderly manner and at
least overall cost.
q Achieves optimal, effective, utilization and application of all maintenance
resources with minimal manpower delay and idleness.
q Reflects the foresight to anticipate and thereby forestall delays that
commonly plague maintenance work performed reactively. Labor, materials,
and equipment needs are identified on paper and provided for before `
resources are committed to the field.
q Allows a maintenance craftsman to prepare for, safely perform, and
economically complete, each job to the satisfaction of the requestor with
minimal interruption of operations.
q Establishes expectancy against which utilization of maintenance resources
can be evaluated. Individuals know what is expected of them and output and
productivity of maintenance workers is favorably impacted.
q Relieves supervisors of much indirect activity, enabling them to spend more
time at the job site leading job execution efforts.
Without proper planning and scheduling, maintenance is haphaz-
ard, costly, and ineffective, and maintenance will consistently fail to meet
promised dates. These failures will cause constant problems for
Operations. When Maintenance consistently fails to put equipment back
into service as promised, Operations will become increasingly reluctant to
release equipment in the future.
xvii
Introduction
PREREQUISITES
Realization of maintenance objectives requires adherence to
proven prerequisites, principles, and procedures. The following must be in
place:
q Lead-time is essential. Without it, there is no time for the planning process.
Needed work must be identified as far in advance as possible so that the
backlog of work is known and jobs can be effectively planned prior to
scheduling their execution.
q A strong Work Order System must be instituted because control of
maintenance work is instituted through the work order system.
q An Organizational Structure that fosters Proaction rather than Reaction is
needed with provision within the Operating Plan for proaction (Chapter 3).
q Reasonable span of control scope for supervisors, planners, and maintenance
engineers staffed by qualified personnel … not castoffs.
q Understanding of the department’s mission in relation to company
objectives and certainty that each project undertaken fits within and
contributes to the fulfillment of “The Mission.”Each job request must be
evaluated as to its importance in respect to the operation as a whole.
Keeping overall objectives in the forefront allows resources to be scheduled
based on long-term objectives rather than immediate crisis. When long-
range objectives become obscured, short-range and even hopelessly mis
placed goals easily replace them.
q Assistance for Operations in establishing a practical level of maintenance
whereby long as well as short-term operating plans are met while main-
tenance needs are accomplished through anticipation, planning, and schedul-
ing. The facilities must then be maintained at specified levels of operating
efficiency, at the lowest possible cost consistent with the goals of producing
quality product as economically as possible.
q Regard for operations as an internal customer, with no neglect of customer
service, within the framework of the Production/Maintenance/Quality
Partnership. The partnership emphasis forestalls excessive use of “the
customer is always right” argument.
Maintenance customers deserve to have their work performed on a
timely basis. Therefore, backlogs must be kept within a reasonable limit.
Backlogs below minimum do not provide sufficient volume of work to
accommodate smooth scheduling. Backlogs above maximum turn so slow-
ly that it is impossible to meet customer needs on a timely basis.
xviii
Introduction
Special or heavy demands cannot be met unless excessive backlog
is addressed by providing additional resources or by relaxing priorities.
Emergency work is performed at the expense of scheduled jobs. The sched-
uled jobs displaced result in work being carried over to the next schedule
period unless addressed by a temporary increase in resources, such as over-
time.
q Effective planning, coordination, and scheduling of maintenance work must
be completed far enough in advance to permit Operations to plan for equip-
ment to be out -of-service so as to minimize nonproductive time and pro
duction shortfalls.
Prior to execution, all shutdown work must be reviewed with key production
personnel so that their intimate and expert knowledge can be fully utilized.
Based on authorized requests, required work must be defined and executed
on time and with quality workmanship (knowing what is to be done, when,
and how best to do it and then doing it right the first time). Regular feed
back regarding status of work requests and completion promises must be
provided.
q Effective management of materials (parts and supplies) is essential to
support efficient and effective job execution.
q Supervisors must be in attendance at job sites to provide effective leader-
ship during execution, follow-up, and feed back, assuring that crews make
full use of preparatory efforts and perform proper work correctly.
q Constant efforts are needed to improve maintenance work methods,
completeness, neatness, quality, and efficiency.
q Engineering support of maintenance efforts is vital to address the root
causes of repetitive failures.
q Accountability for the level of cost incurred in the performance of requested
maintenance is essential.
Each hour of effective planning typically returns three to five hours
in mechanic time or equivalent savings (measured in cost of material and
production downtime). With more work done more promptly and with
greater effectiveness, customer service and asset reliability improve dra-
matically.
Continuation of a reactive culture would require worldwide adop-
tion of a new weekly calendar as depicted in figure 4.
xix
Introduction
Figure 4 The Rush Job Calendar
NEG FRI FRI THU WED TUE MON
8 7 6 5 4 3 2
16 15 14 13 12 11 9
23 22 21 20 19 18 17
31 30 29 28 27 26 24
38 37 36 35 34 33 32
1. Every job is in a rush. Everyone wants his or her job yesterday.
With this calendar, a customer can order the job on the 7th and
have it delivered on the 3rd.
2. All customers want their jobs on Fridays so there are two
Fridays in each week.
3. There are seven extra days at the end of the month for those
end-of-the-month jobs.
4. There will be no first-of-the-month bills to be paid, as there
isn’t any first. The tenth and the twenty-fifth have been
omitted—in case you have been asked to pay on one of those
days.
5. There are no bothersome and non-productive Saturdays and
Sundays. No time-and-a-half or double-time to pay.
6. There is a new day each week called Negotiation Day.
xx