Maintenance Planner

Description

The Maintenance Planner owns work order planning and scheduling for Fervo's fleet of geothermal generating facilities. This position reports to the Director, Maintenance & Reliability, and is the single point of ownership for turning an identified maintenance need into a fully planned, resourced, and scheduled work order. That need can originate as PM or CbM work generated by the maintenance strategy, or as a Work Request raised by Operations, Maintenance, Commissioning, or Reliability Technicians in the field.

At Fervo, we follow the Palmer methodology for Maintenance Planning and Scheduling; with clear distinctions between the Planning function and the Maintenance Execution function. Therefore, this role will not be involved in hands on maintenance work, but is expected to spend meaningful time in the field with Operations and Maintenance teams . This field time allows the Planner to understand the facilities, identify opportunities, and use that field experience to create and improve maintenance plans.

This position is responsible for both Planning and Scheduling. Planning determines what a job requires: parts, labor hours, discipline, procedure, permits, and outage or access windows, before it is scheduled. Scheduling determines when the job runs and which crew executes it, sequenced against competing priorities across every active site. The expected time allocations for these functions is approximately 80/20, planning to scheduling.

• Convert preventive, predictive, and corrective maintenance Work Requests into fully planned work orders in the CMMS system. Each plan includes scope of work, procedure reference, required parts, estimated labor hours, and discipline requirements.
• Process Work Requests from the fleet: PM/CbM work generated by the maintenance strategy, and Work Requests raised by Operations, Maintenance, Commissioning, Engineering, and Reliability. Work procedures will be built according to priority, asset criticality, and repeatability of the activity.
• Work procedures shall be built by equipment type, not by site, so job plans are reusable between power generating facilities on similar equipment.
• Provide labor and time estimates on every plan, even when imperfect. Iterate upon each plan through feedback received from the technicians to improve plans over time.
• Verify job plans before release: parts on hand or on order, permits identified, and any outage or equipment-access window confirmed with Operations.
• Maintain a 4 to 6 week rolling backlog of planned, ready-to-schedule work across all sites, sorted by priority and readiness. A plan is not complete until it is schedulable without further work by planning.
• Serve as the fleet's plant historian: maintain the searchable record of work performed, parts consumed, and findings identified on each asset, so future job plans are built from actual maintenance history rather than reconstructed from memory.

• Build and maintain the weekly maintenance schedule for the fleet: a prioritized list of work derived from the Ready Backlog (Planning) broken down by labor types, and covering 100% of available work hours.
• Coordinate week ahead crew hours and schedule commitments directly with site maintenance supervisors; the supervisor owns execution and day-of crew direction, the Planner creates the list of work derived from the craft availability and the contents of the ready backlog.
• Bundle jobs on common equipment or in the same area/facility when scheduling, to reduce mobilization and production overhead rather than dispatching a crew separately for each work order.
• Support Maintenance when unplanned/unscheduled opportunities arise to execute work from the Planned backlog. These tasks will break the current schedule but may alsi provide operational or maintenance opportunities that make them more worthwhile.
• Recognize that Site Execution has final authority to break the published schedule for any reason deemed necessary. When that happens, rework the affected plan and future schedule rather than treating the break as a compliance failure.

• Own the CMMS as the system of…