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Calgary Tel 1-403-221-8077 Fax 1-403-221-8072E-mail: info@seal.ab.ca Website: www.seal.ab.ca
Process Reliability and MaintainabilityA Framework for World Class Maintenance
NPC TRAINING PROGRAM
STUDENT HANDOUT
Presented byDerek DaSilva
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Table of Contents
INTRODUCTION............................................................................................................. 1
COURSE OBJECTIVE ......................................................................................................... 1
AGENDA ........................................................................................................................... 1
OVERVIEW...................................................................................................................... 2
WORLD CLASS MAINTENANCE MODEL ............................................................... 3
OVERVIEW ....................................................................................................................... 3
MANAGEMENT SYSTEMS, POLICES AND PROCEDURES................................. 4
DEFINITION...................................................................................................................... 4MISSION STATEMENTSEXAMPLES ................................................................................ 5EXERCISE #1MISSION STATEMENTS............................................................................. 5
MANAGEMENT OF CHANGE (MOC)PROCEDURES ........................................................... 7EXERCISE #2-MANAGEMENT SYSTEMS ........................................................................ 11
MAINTENANCE WORK MANAGEMENT............................................................... 13
INTRODUCTION -THE SIX STEPS OF MAINTENANCE WORK MANAGEMENT................... 13STEP 1:IDENTIFY ........................................................................................................... 14STEP 2:PLAN ................................................................................................................. 15STEP 3:SCHEDULE ......................................................................................................... 16STEP 4:ASSIGN .............................................................................................................. 17STEP 5:EXECUTE ........................................................................................................... 18STEP 6:ANALYZE .......................................................................................................... 20
OTHER CONSIDERATIONS............................................................................................... 21EXERCISE #3-MAINTENANCE WORK MANAGEMENT.................................................... 22EXERCISE #3-MAINTENANCE WORK MANAGEMENT (MWM) ..................................... 23
MAINTENANCE TACTICS......................................................................................... 25
DEFINITION.................................................................................................................... 25TYPES OF MAINTENANCE TACTICS ................................................................................ 26OTHER CONSIDERATIONS............................................................................................... 27EXERCISE #4-MAINTENANCE TACTICS......................................................................... 28
CONTINUAL IMPROVEMENT.................................................................................. 29
DEFINITION.................................................................................................................... 29DEFINITION OF FAILURE LEVELS ................................................................................... 30FAILURE IDENTIFICATION TECHNIQUES ......................................................................... 31THE CONTINUAL IMPROVEMENT MODEL ....................................................................... 32TOTAL PRODUCTIVE MAINTENANCE.............................................................................. 34EXERCISE #5-CONTINUAL IMPROVEMENT .................................................................... 35
RELIABILITY CENTRED MAINTENANCE (RCM) .............................................. 37
DEFINITION.................................................................................................................... 37
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GUIDING PRINCIPLES OF RCM:...................................................................................... 37THE SEVEN FUNDAMENTAL STEPS OF RCM.................................................................. 38RCMDECISION LOGIC .................................................................................................. 38
PROCESS REDESIGN.................................................................................................. 41
DEFINITION.................................................................................................................... 41BASIC STEPS .................................................................................................................. 42SOME TECHNIQUES FOR MAINTENANCE PROCESS ANALYSIS ........................................ 43
WORLD CLASS MAINTENANCE FOR YOUR ORGANIZATION...................... 47
STEP 1:MANAGEMENT SYSTEMS,POLICIES AND PROCEDURES ..................................... 47STEP 2:MAINTENANCE WORK MANAGEMENT .............................................................. 48STEP 3:MAINTENANCE TACTICS.................................................................................... 48STEP 4:CONTINUAL IMPROVEMENT............................................................................... 48STEP 5:RELIABILITY CENTERED MAINTENANCE ........................................................... 49STEP 6:PROCESS REDESIGN........................................................................................... 49THE MAINTENANCE MANUAL........................................................................................ 49EXERCISE #7-WORLD CLASS MAINTENANCE FOR YOUR ORGANIZATION .................... 51
SUMMARY ..................................................................................................................... 53
REFERENCES................................................................................................................ 54
FURTHER INFORMATION ................................................................................................ 54GLOSSARY OF TERMS .................................................................................................... 54RELIABILITY ENGINEERING TOOLS AND FORMULAS...................................................... 55MAINTENANCE KEY PERFORMANCE INDICATORS (KPI'S)OR MEASURES...................... 68
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IINNTTRROODDUUCCTTIIOONN
Course Objective
The objectives for this course are:
This course will suggest a path to improved process reliability and maintainability by
way of the Maintenance Excellence Model.
Continual Improvement techniques will be presented, along with the proposed
integration of Reliability Centered Maintenance.
By the end of this course, the students will have the framework to start a world-class
maintenance program for their own organization.
Process Reliability and Maintainability
The Maintenance Excellence Model is comprised of the following key building blocks in
order to reach World-class maintenance excellence:
1. Management Systems, Policies and Procedures2. Maintenance Work Management
3. Maintenance Tactics
4. Continual Improvement
5. Reliability Centered Maintenance
6. Process Redesign
The key concepts and principles of each building block will be discussed and reinforced
with individual and group exercises.
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AAGGEENNDDAA
World Class Maintenance Model Management Systems
Maintenance Work Management
Maintenance Tactics
The Continual Improvement Model
Reliability Centered Maintenance (RCM)
Process Redesign
World Class Maintenance for Your Organization
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OOVVEERRVVIIEEWW
Achieving World-class performance in maintenance reliability is a long-term
initiative and will require the combined efforts of everyone in your organization.
The path to improved process reliability and maintainability can be viewed as a
pyramid, with each building block providing support for the steps that follow.
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WWOORRLLDDCCLLAASSSSMMAAIINNTTEENNAANNCCEEMMOODDEELL
World Class Maintenance Model
Management Systems, Policies and Procedures
Maintenance Work Management
Maintenance Tactics
Continuous Improvement
Reliability Centered
Maintenance
ProcessRedesign
Overview
For long term and sustainable success, it is important to start with the first step of the
World Class Maintenance Model.
The strength of each step in the model will influence the overall success of process
reliability in your organization.
Do not jump any steps. Many organizations attempt Reliability Centred Maintenance
(RCM) and fail - without first having fundamental maintenance management in
place.
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Definition
The policies and procedures that govern how work is accomplished and how
employees work with each other.
Management Systems guide Operations, Maintenance, and Human Resources.
Management Systems can be:
formal (e.g., a written procedure), or
informal (e.g., Weve always done it this way.)
Formal systems must be communicated and audited regularly.
Informal systems should be minimized with documentation.
Other considerations:
Your suppliers (e.g., power company) and your customers (e.g., downstream
refineries, pipelines, etc.)
Other external factors such as your immediate industrial community (e.g.,
neighbors) or unplanned events
Consider all potential scenarios and be specific as to how employees are to react
in all situations.
Many companies have a Mission Statement, but seldom do departments within
those companies have their own Mission Statements.
The best Maintenance Organizations have their own Mission Statement.
Mission Statements provide an overall guide for Management Systems and
organizational behavior.
Mission Statements provide a clear sense of direction for employees, particularly in
the face of change. (Good Mission Statements do not change.)
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Mission Statements Examples
Continually improve all aspects of machinery performance to allow Operations to
safely produce product at minimum cost.
Maintain operational facilities in a proactive and cost-effective manner, by focusing
on asset reliability, product quality, employee safety and environmental care.
We will maintain equipment so as to minimize the production impact on
Operations.
Fix it before it breaks.
Equipment reliability starts with equipment design. Maintenance will partner with
the Engineering and Projects to ensure quality assets are installed.
Exercise #1 Mission Statements
Does your Maintenance Organization have a Mission Statement?
If yes, what is it? Is it clear?
List at least three objectives for your Maintenance Organization.
Spend a few moments to draft a Mission Statement:
Good Mission Statements should clarify: Who, What, How, For Whom (customers),
Where and Why.
Complete Exercise #1 on Following Page
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1) Does your organization have a Mission Statement for Maintenance?
Yes No
2) If "Yes", what is the Mission Statement?
3) List at least three objectives for your Maintenance Organization:
1)
2)
3)
4) If your Maintenance Organization does not have a Mission Statement or it is
unclear, write a good Mission Statement by answering the following:
Who are you?
What do you want to accomplish?
How will you accomplish it?
Who are your customers?
Where will you accomplish your objectives?
Why are you doing this? :
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Management of Change (MOC) Procedures
Definition
The purpose of having MOC procedures is to control facility and process changes in asafe, predictable and communicated fashion.
MOC procedures must be fully auditable.
Management of Change is now legislated in the United States by Occupational Safety
and Health Administration (OSHA) process safety standard 29 CFR 1910.119,
Paragraph L.
OSHA: The employer shall establish and implement written procedures to manage
changes (except for replacements in kind) to process chemicals, technology,
equipment, and procedures; and, changes to facilities that affect a covered process.
MOC procedures ensure that future decisions are made with correct facility
information.
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Example of MOC Check Lists
DESIGN CHANGE CHECKLIST
Project/Design Change
Description:
D/C Owner Notification No.
Mandatory Approvals: Review By Signature Date
Operations Approval
Maintenance Approval
Engineering Review
Discipline Review Review By Comments Signature Date
SOC Representative
Process
ApplicationsMachinery
Mechanical
Civil/Structural
Electrical
Instrument
Inspection
Environmental
Industrial Hygiene
Safety
Operations
Maintenance
Documentation Yes Completed by Signature Date
Design Drawings
Maintenance Files/Dwgs
Instrument Files/Dwgs (see checklist)
Inspection Files/Dwgs
Electrical Files/Dwgs (see checklist)
Application Files/Dwgs
Design Calculations
P&ID's (marked up)
Underground Dwgs
Project Files
Item Drawing Number Revision Drawing Title
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DESIGN CHANGE - ELECTRICAL DOCUMENTATION REQUIREMENTS
DESIGN CHANGE - INSTRUMENTATION CHECKLIST
Project/Design Change
Description:
D/C Owner Notification No.
Yes Completed By Signature Date
Data Sheet
Flow Calculation
Valve Calculation
IRKS (Device)
IRKS (Wiring)INtools
SAP Updates
Field Device Configuration
DCS Configuration
PLC Configuration
PLC Proworks
PLC Drawings
Control Schematics
Construction Drawings
Critical Inst. Manuals
Other
Electrical Permit/Inspection
Notes:
Drawing ListItem Drawing Number Revision Drawing Title
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DESIGN CHANGE CLOSURE
Complete the exercise on Management Systems on following page.
Project/Design Change
Description:
D/C Owner Order No.
Documentation Requirements for Closure
Yes Completed by Signature Date
Design Drawings
Maintenance Files/Dwgs
Instrument Files/Dwgs
Inspection Files/Dwgs
Electrical Files/Dwgs
Application Files/DwgsDesign Calculations
P&ID's (marked up)
Operation Manuals
Underground Dwgs
Training
Project Files
Process Engineering Files
Req'ts for Closure Yes Completed by Signature Date
Revise Operation Procedures
Revise Maintenance Procedures
Inform Operations TeamsInform Maintenance Teams
Train Operation Teams
Train Maintenance Teams
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Exercise #2 - Management Systems
Circle all answers that apply.
1) Management Systems are:
a) Computerized maintenance management software (CMMS).
b) Policies and procedures that guide how work is accomplished and how employeesinteract with each other and the external community.
c) Not important to process reliability and maintainability.
2) Management Systems can be:
a) Formal or informal.
b) Written down or accepted as common knowledge.
c) A problem, if they are not reviewed, updated and communicated with employees on aregular basis.
3) Which of the following activities should have policies and procedures and be part ofManagement Systems?
a) Training and Educationb) Vacation and Staff Coveragec) Management of Changed) Maintenance Managemente) Maintenance Practicesf) Operations Practicesg) Maintenance Engineeringh) Project Engineeringi) Purchasingj) Work Planningk) Materials and Spares
l) Emergency Responsem)Environment, Health & Safety
n) Chemical Storageo) Communicationp) Work Schedulingq) Employee Developmentr) Process Engineerings) Work Requestst) Continual Improvementu) Shutdowns, Turnaroundsv) Equipment Preparationw) Maintenance Tacticsx) Vibration Monitoring
y) Oil Sampling and Analysisz) Equipment Start-up
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4) Are there any other activities that should be part of the Management Systems inyour Maintenance Organization? What are they?
5) Which policies and procedures are important for Process Reliability and
Maintainability?
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World Class Maintenance Model
Management Systems, Policies and Procedures
Maintenance Work Management
Maintenance Tactics
Continuous Improvement
RCM
Process
Redesign
Introduction - The Six Steps of Maintenance Work Management
Maintenance Work
Management (MWM)
Identify
Plan
Schedule
Assign
Execute
Analyze
Feedback
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Step 1: Identify
Maintenance Work
Management Step 1: Identify
Identify
Schedule
Assign
Execute
Analyze
Feedback
Plan
The process by which maintenance work is identified, justified and prioritized.Identified work should have one or more of the following goals:
Improved safety
Elimination of unnecessary work
Increased reliability and productivity
Correct equipment operation
Continual improvement / eliminate recurring problems
Work can be identified from sources such as:
Operator or Technician observations
Safety audits and employee concerns
Maintenance Tactics Preventive Maintenance (PM), Predictive Maintenance (PdM) Inspection during PM or PdM tasks
Regulatory requirements
Equipment upgrades
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The identification and documentation process should be the same for all work.
Use a standardized Work Request form.
Establish minimum information required.
All Work Requests to be reviewed by Operations, Engineering and Maintenance.
All Work Requests to be prioritized.
Assign priority according to equipment criticality.
Step 2: Plan
Maintenance Work
Management Step 2: Plan
Identify
Plan
Schedule
Assign
Execute
Analyze
Feedback
The process by which maintenance work is planned determines What needs to be done,including:
amount of work, detailed to task-level, including time requirements
preparation work by Operations
required resources (skills, tools, materials)
required safety procedures
established or new work procedures
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Planners assign highest priorities to Health and Safety items.
Each job should be planned only once (such as Preventive Maintenance andPredictive Maintenance work) and then saved for future use.
A good maintenance plan will be fully documented and will communicate with
Scheduling. Unplanned work costs 3 to 4 times more than planned work.
Planning must be integrated with Materials Management (e.g., Spare Parts) andMaintenance Tactics.
Step 3: Schedule
Maintenance WorkManagement Step 3: Schedule
Identify
Schedule
Assign
Execute
Analyze
Feedback
PlanPlan
The process by which maintenance work is scheduled for execution.
Each element of the Maintenance Plan is scheduled in detail. This includesresources, the shutdown and preparation of equipment, and the delivery of toolsand materials to the job site.
Requires a backlog of planned work, about 2 - 4 weeks per maintenance crew.
About 50% of available manpower should be scheduled for Preventive
Maintenance (PM) and Predictive Maintenance (PdM) work.
Start with a Daily Schedule, but eventual goal should be a Weekly Schedule.
Worlds best maintenance organizations are scheduling work 2 weeks in advance!
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Daily Schedule:
Created from Work Orders identified on Weekly Schedule.
Created by first-line supervisors.
Schedule 100% of available manpower.
Daily Schedule Meeting to review status of current days work and work scheduledfor next day.
10 minutes long (maximum) and held in afternoon.
Solve any problems outside the meeting.
Weekly Schedule:
Created from Work Order Backlog.
Created by Scheduler with input from Operations, Engineering and Maintenance.
Schedule 80% of available manpower.
Weekly Meeting to review status of current weeks work and work scheduled forfollowing week.
Step 4: Assign
Maintenance Work
Management Step 4: Assign
Identify
Schedule
Assign
Execute
Analyze
Feedback
Plan
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The process that determines who will execute the scheduled work.
Those assigned to a job must match the scheduled work, with consideration of:
Experience
Training and Skills
Availability
Personal limitations (physical, phobias, etc.)
Possible conflicts with other personnel
Traditionally, the crew supervisor assigns work.
Assigned work should be communicated to the technician as far in advance aspossible.
Once assigned, the completion of the work is the responsibility of the technician.
Step 5: Execute
Maintenance Work
Management Step 5: Execute
Identify
Plan
Schedule
Assign
Execute
Analyze
Feedback
Plan
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The process by which planned maintenance work is completed in accordance with the
schedule.
Execution involves three groups of people:
The Planner
The Crew Leader
The Technician
Before the work begins:
Planner issues a prioritized schedule and corresponding job plans.
Crew leader confirms safety requirements.
Technician prepares for the job and confirms safety precautions (e.g., isolations, hot
permits, etc.).
During the work:
Planner will record and report progress and additional work discovered to
management.
Crew Leader will report progress at Daily and Weekly Schedule Meetings, and will
also monitor safety of working environment.
Technician will perform work, maintain a safe working environment, report
additional work required, and record equipment information.
At completion of the work:
Technician documents work performed, cause of failure, parts and tools used, and
equipment measurements.
Planner reviews Technician work documentation, compares with original plan and
makes corrections for future work.
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Step 6: Analyze
Maintenance WorkManagement Step 6: Analyze
Identify
Plan
Schedule
Assign
Execute
Analyze
Feedback
Plan
The process by which the Maintenance Work Management process is evaluated and
adjusted:
To close the gap between actual performance and required performance of equipment
and assets
To improve the MWM process itself (Identify, Plan, Schedule, Assign, Execute,
Analyze)
You cant improve what you dont measure.
Maintenance Performance is measured in three categories:
InputMeasures
ProcessMeasures
OutputMeasures
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Input Measures
Costs, man-hours
Process Measures
Labour distribution, backlog, schedule compliance
Output Measures
Equipment availability, reliability, effectiveness
Measurements to be understood by all and communicated on a monthly basis.
Key Performance Indicators (KPIs) are the important measures that should be trendedover time and displayed.
Each month determine which assets had the top ten costs, the top ten downtime hours,and top ten occurrences of outages. Assets that appear on all three lists need to beaddressed immediately!
The best Performance Measures:
Track important and relevant information
Produce reports regularly and consistently
Compare against benchmarks or history
Analyze significant trends or changes (good or bad) and determine causes
Taking immediate action to correct undesirable trends
Other Considerations
A Computerized Maintenance Management System (CMMS) is NOT necessary for
MWM. A properly designed and utilized CMMS, however, can assist MWM a great
deal.
A good CMMS program will facilitate all Six Steps of MWM.
Your MWM process must be working properly before a CMMS program is
implemented (otherwise, your problems will multiply!)
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Exercise #3 - Maintenance Work Management (MWM)
1) Label each step of the MWM process in the correct order (1 to 6):
Schedule
Analyze
Identify
Assign
Execute
Plan
2) Maintenance should schedule work around production requirements and then plan thetasks, parts, tools and resources to complete the jobs.
True False
3) Draw an arrow to match each step of MWM to it's key activities:
Schedule Recognized work is recorded, justified
and prioritized
Analyze Tasks, tools, parts and resources to complete
a job are detailed and recorded.
Identify Planned work is placed in the department
timetable for execution.
Assign Designating which maintenance
technician(s) will carryout scheduled work.
Execute Planned work is completed in accordance
with the schedule.
Plan The MWM process is evaluated and adjusted.
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4) Which steps of the MWM process does your Maintenance Organization currentlyfollow?
5) Which steps could be done better?
6) Unplanned work costs times as much as planned work.
What do you think is the most important step of MWM?
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World Class Maintenance Model
Management Systems, Policies and Procedures
Maintenance Work Management
Maintenance Tactics
Continuous Improvement
RCM
Process
Redesign
Definition
Maintenance Tactics are the techniques that guide how maintenance activities are
implemented.
For new equipment, follow recommendations of the Original Equipment
Manufacturer (OEM).
Once equipment history and experience is available, use RCM Decision Logic to
help select the appropriate maintenance tactic. (RCM Decision Logic will be
discussed shortly.)
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Types of Maintenance Tactics
Run-to-Failure
Make repairs when equipment stops working
The cooling water pump failed. Enter a Work Request to have it fixed
Redundancy
Install stand-by equipment
The cooling water pump failed. Switch to the standby and enter a Work Request
to have the primary pump fixed
Scheduled Component Replacement
Replace parts based on time
Replace gear-tooth coupling every 18 months
Scheduled Overhaul
Rebuild equipment based on time (e.g. annual shutdown)
Rebuild compressor every 4 years
Ad Hoc / Opportunity Window
Make repairs whenever production or resources allow
Operations ran out of feed. Lets fix that bad pump
Preventive Maintenance (PM)
Adjustments, lubrication, cleaning, etc. based on time
Lubricate motor bearings every 2 weeks
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Condition-Based / Predictive Maintenance (PdM)
Schedule repairs based on performance measurements and observations
Vibration analysis indicates bad alignment between the pump and gear box.
Plan then schedule a repair for the installation
Redesign
Alter equipment design when condition cannot be observed or failures are difficult to
predict
Install an inspection door on the ID Fan duct to allow examination of the brick
insulation...
Other Considerations
Maintenance Tactics are selected for each:
Equipment class (pumps, motors)
Equipment location (P101, M101...)
Equipment component (impeller, bearings)
The criticality of the equipment should influence to what level maintenance tactics are
applied.
Maintenance Tactics heavily influence Materials Management (Spare Parts
Optimization), Staffing Levels, Technician Skills and Training.
Complete Exercise #4 on Following Page
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Exercise #4 - Maintenance Tactics
1) Indicate if the following activities are Maintenance Tactics or MaintenanceStrategies:
Reliability Centered Maintenance: Tactic Strategy
Preventive Maintenance: Tactic Strategy
Run-to-Failure: Tactic Strategy
Continual Improvement: Tactic Strategy
Vibration Monitoring: Tactic Strategy
Total Productive Maintenance: Tactic Strategy
Predictive Maintenance: Tactic Strategy
2) To determine Maintenance Tactics for new equipment, you should first consult:a. Original Equipment Manufacturer (OEM) Recommendationsb. Similar equipment at your facilityc. The tactics used on your most reliable equipment
3) If your facility does not have comprehensive Maintenance Tactics, the best place tostart is by selecting tactics for each equipment.
4) If the equipment is critical to Operations and production, to what level shouldMaintenance Tactics be applied:
Specific Equipment Location Equipment Components
5) Your choice of Maintenance Tactics will influence:
a. Spare Partsb. Technician Staffingc. Technician Skills and Trainingd. All of the above
6) Which of the following will influence your choice of Maintenance Tactic?
MTTR Spare Parts Availability Production Cost
MTBF Spare Parts Cost Cost of Labour
7) Which Maintenance Tactic do you think is the most expensive?
8) Which Maintenance Tactic do you think is the least expensive?
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World Class Maintenance Model
Management Systems, Policies and Procedures
Maintenance Work Management
Maintenance Tactics
Continuous Improvement
RCM
Process
Redesign
Definition
Continual Improvement is a process by which unwantedfailures are identified
and eliminated.
It is a collaboration between Management, Operations and Maintenance.
Continual Improvement will improve maintenance efficiency, equipment
performance, production value and profits.
Recognizing potential problems before they occur can save as much as 80% of the
cost of fixing the problem reactively.
Unwanted failures can be eliminated:
Reactively (after the failure occurs)
Proactively (before the failure occurs)
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Definition of Failure Levels
All physical failures have three cause levels:
Level 1: Component Failures
The physical component that fails
Level 2: Human Factors
The human decision or indecision that resulted in the physical component failure
Level 3: Management Systems
The policies or procedures (or lack of them) that allowed the human decision to take
place
Physical
Component
Human Factors
Management Systems
Easy to Find
(dont stop here)
Root Cause
Dont Blame
People
Root Cause
A good failure identification technique will describe all three cause levels.
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Failure Identification Techniques
Reactive Methods
Root Cause Failure Analysis (RCFA)
KT Problem Solving (Kepner-Tregoe)
Five Whys
Fault Logic Tree
Fish Bone / Cause and Effects Diagram
Event Tree
Proactive Methods:
FMEA / FMECA HAZOP
KT Potential Problem Analysis
What If
Where to Apply the Failure Identification Techniques
Technique Proactive Reactive Focus UtilizationFMEA / FMECA Process functions Group session
HAZOP
Process systems,design changes Group session
KT PotentialProblem Analysis
Projects, equipmentinstallations, designchanges
Job site, group session
What If Projects, equipmentinstallations, designchanges
Self-conducted, job site
RCFA Major failures Task forceKT ProblemSolving
Failures, repeatfailures
Group session
Five Whys Failures Self-conducted, job site, groupsession
Fault Logic Tree Failures Group session
Fish Bone / Causeand Effects
Failures Self-conducted, group session
Event Tree Failures Self-conducted, group session
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The Continual Improvement Model
*The Continual Improvement Model
Select
Asset
Proactive
Identification
**Apply Tactics
Feedback
Reactive
Identification
*Refer to Expanded Flow Chart
**Use RCM Decision Logic
when the organization is ready.
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Continual Improvement Flow Chart
Continuous
Improvement
Has the failurealready
occurred?
Work Order Process
(Dont close W.O.)
Reactive Failure IdentificationRCFA, Fault Tree, KTPS, Five
Whys, Fishbone...
Proactive Failure
IdentificationFMEA, HAZOP,
KT PA, What If
Select Focus AreaPareto Chart, Highest Cost,
Lowest MTBF, HighestMTTR, Unplanned Work
Order
Failure ModesIdentified
RCM Decision LogicInputs to MaintenancePlan or Engineering
Change
Failure Mode
Level?
Yes
No
Process Check
Summary Report, Close WO
Management SystemsEliminate latent root
causes in ManagementS stems
Level 3
Level 1
Audit Process
Every 3 months
Stewardship Process
Update KPIs, metrics, etc
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Total Productive Maintenance
TPM is a Maintenance Strategy, which, at its basic level, comprises the principles
of Maintenance Engineering, Total Quality Management (TQM), and Just-in-
Time operation.
One of the key benefits of TPM is the front-line involvement of Operations
Technicians.
Operations Technicians are often the first to Proactively Identify potential
problems and take corrective action.
Complete Exercise #5 on Following Page
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Exercise #5 - Continual Improvement
1) Recognizing and preventing a potential problem before it happens can save% of the cost of fixing the problem reactively.
2) What are the three cause levels of all physical failures?
Level 1:
Level 2:
Level 3:
3) In which level does the root cause normally exist?
4) What are the two types of failure identification techniques?
5) What failure identification techniques are currently used in your maintenanceorganization?
6) Which of the following failure identification techniques can be used after the failureoccurs?
RCFA Five Whys FMEA HAZOP
7) Which of the following techniques can be used to predict potential failures beforethey occur?
KT - Potential Problem Analysis Five Whys HAZOP
Cause and Effects Diagram Event Tree FMEA
8) Should a failure investigation stop at Cause Level 1, Level 2 or Level 3?
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9) What happens if an investigation stops at Cause Level 2?
10)Are some failures acceptable?
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World Class Maintenance Model
Management Systems, Policies and Procedures
Maintenance Work Management
Maintenance Tactics
Continuous Improvement
RCM
Process
Redesign
Definition
RCM is a maintenance strategy that gained popularity in the aircraft industry.
It is a systematic approach to increasing equipment reliability by using the most
efficient maintenance tactics.
RCM streamlines maintenance activities and adds value. Wasteful tactics are
eliminated and more effort is focused on actions that improve equipment
reliability.
Guiding Principles of RCM:
Equipment redundancy should be minimized.
Condition-Based / Predictive Maintenance are favored over Time-
Based/Preventive methods.
Run-to-Failure is acceptable if warranted.
RREELLIIAABBIILLIITTYYCCEENNTTRREEDDMMAAIINNTTEENNAANNCCEE((RRCCMM))
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The Seven Fundamental Steps of RCM
RCM Decision Logic
Select AssetDetermine
Functions
Determine
Functional
Failures
Determine
Failure
Modes
*Select
Maintenance
Tactics
Implement
Tactics
Optimize
Tactics &
Program
*Use RCM Decision Logic to help select Maintenance Tactics
Select AssetDetermine
Functions
Determine
Functional
Failures
Determine
Failure
Modes
*Select
Maintenance
Tactics
Implement
Tactics
Optimize
Tactics &
Program
*Use RCM Decision Logic to help select Maintenance Tactics
Level 1
Failure Mode
Maintenance
Plan Inputs
Feedback
Engineering
Change InputsRun-to-Failure
*Decision Logic
*Refer to expanded flowchart
Level 1
Failure Mode
Maintenance
Plan Inputs
Feedback
Engineering
Change InputsRun-to-Failure
*Decision Logic
*Refer to expanded flowchart
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RCM Decision Logic
Level 1 Failure Mode
Failure modedetectable through
monitoring?
Sufficient warningtime to take
planned action?
Frequency offailure predictable
with confidence?
Performance restoredwith repairs or
adjustments?
Performancerestored with
replacement?
Failure mode
hidden?
Failure moderevealed withinspection or
performance test?
Risk to safety,environment, or
assets?
Does redesign
provide a payback?
Yes
No
Yes
Yes Yes
No
Yes
No
Yes Yes
No
Yes
No
Examineeconomics of
failure vs. redesign
Yes
No
Describe monitoring and
assign frequency (PdM)
Describe repair or adjustment
action and assign frequency (PM)
Describe replacement task
and assign frequency
Describe inspection or test
and assign frequency (PM)
Redesign to reveal or
eliminate failure mode
Redesign to eliminatefailure mode or mitigate
conse uences
Redesign
Run to failure
Maintenance Plan Inputs
Engineering Change Inputs
No
No
No
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Exercise #6 - Reliability Centered Maintenance (RCM)
1) Is RCM a maintenance tactic or a maintenance strategy?
2) A guiding principle of RCM is (choose one):
All failures must be prevented.
All spare parts must be kept on site.
Condition-based / Predictive tactics are favored overTime-based/Preventive tactics.
3) What are the 7 basic steps of RCM?
1.
2.
3.
4.
5.
6.
7.
4) RCM Decision Logic will help determine (choose all that apply):
Maintenance Tactics
Engineering Changes
If Run-to-Failure is acceptable
Required Technician Skills and Training
Spare Parts Requirements
5) Should every Maintenance Organization implement an RCM strategy?
Yes No
6) Before implementing an RCM strategy, a Maintenance Organization should have
the following elements in place and working properly(check all that apply):
Management Systems Maintenance Work Management
Maintenance Tactics Continual Improvement
Process Redesign Vibration Monitoring
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World Class Maintenance Model
Management Systems, Policies and Procedures
Maintenance Work Management
Maintenance Tactics
Continuous Improvement
RCM
Process
Redesign
Definition
Process Redesign (or Reengineering) is the analysis and reconstruction of key
business processes (such as Maintenance), with the goal of dramatically
improving key areas such as cost, quality, service and speed.
Process Redesign supports a large step-increase in performance, and so requires
PPRROOCCEESSSSRREEDDEESSIIGGNN
Process
Improvement
Time
Continuous
Improvement
Process
Redesign
Process
Improvement
Time
Continuous
Improvement
Process
Redesign
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more effort than Continual Improvement.
Basic Steps
Form Multidiscipline Team
Management, Operations, Maintenance, Engineering, Purchasing, Finance,
Human Resources, Info. Tech.
Analyze Maintenance Process Flow
Process Mapping, Process Analysis, Org Chart Flow
Vision
Clean-Slate Thinking: What do you want to achieve?
Develop Action Plan to Reconfigure and Improve Performance
Implement Action Plan and Make Adjustments
Recognize Barriers and Plan Solutions
Stick to overall goals
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Some Techniques for Maintenance Process Analysis
Process Mapping
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Process Mapping Example
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Process Analysis Example
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Org Chart Flow Example
1
2
3
4
5
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World Class Maintenance Model
Management Systems, Policies and Procedures
Maintenance Work Management
Maintenance Tactics
Continuous Improvement
RCM
Process
Redesign
You want to get your organization on the path to World Class Maintenance.
Where do you start?
The best approach is to start at the foundation of the pyramid model, and work
upwards to excellence.
If you recognize some areas are in bad shape, you can start there (e.g.
Maintenance Work Management, or Continual Improvement).
Step 1: Management Systems, Policies and Procedures
Assemble a list of all systems, policies and procedures.
Construct the organization chart for your department, plant and company.
List each management system, policy or procedure next to the person who owns
it.
Do any systems, policies or procedures not have an owner?
WWOORRLLDDCCLLAASSSSMMAAIINNTTEENNAANNCCEEFFOORRYYOOUURR
OORRGGAANNIIZZAATTIIOONN
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If any systems, policies or procedures are missing, assign an owner
for development.
Step 2: Maintenance Work Management
Does each of the Six Steps of MWM exist in your organization? Identify, Plan,
Schedule, Assign, Execute, Analyze.
Conduct a Process Analysis for each of the Six Steps of MWM. Identify any gaps
and correct them. Assign an owner for each step.
Step 3: Maintenance Tactics
List all the Maintenance Tactics that are currently used at your facility. Are any
missing?
Determine what resources, tools and skills are required to implement each
maintenance tactic.
Provide resources and training to Maintenance Technicians and Engineering.
Apply appropriate maintenance tactics first to each equipment type, then location,then component. Use Original Equipment Manufacturers (OEM) guidelines.
Step 4: Continual Improvement
Provide training on the C.I. Process to all departments, including Management,
Operations, Maintenance and Engineering.
Implement systems and procedures to ensure that the C.I. Process is utilized for
all unwanted equipment failures.
The C.I. Process should be integrated and supported by MWM, especially the
Identify and Analyze steps.
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Step 5: Reliability Centered Maintenance
Provide training on the RCM Process to all departments, including Management,Operations, Maintenance and Engineering.
Implement systems and procedures to ensure that the RCM Process is utilized for
all critical plant systems and assets. Focus on most important assets first.
The RCM Process should be integrated and supported by MWM, especially the
Identify and Analyze steps.
Use RCM to optimize Maintenance Tactics.
Step 6: Process Redesign
Process Redesign or Reengineering is a major undertaking and investment for the
entire organization.
It is advisable that initial focus and effort be placed on the first five levels of
World Class Maintenance.
Once the first five levels are implemented and working, then Process Redesign
may be considered to make large performance improvements.
A professional consulting service should be considered.
The Maintenance Manual
The Maintenance Manual Table of Contents
1. Maintenance Mission Statement
2. Management Systems
3. Maintenance Work Management
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4. Maintenance Tactics
5. Continual Improvement
6. Reliability Centered Maintenance
Appendices (Assets / Equipment Lists, RCM Worksheets, Organization Charts,
References, etc)
Each section of the Maintenance Manual must have:
An Owner
A Revision Record
An Audit Record
The Master Maintenance Manual should be kept by the Maintenance Manager and
should contain a Distribution Record.
Maintenance Engineers and Maintenance Planners should keep copies of the Manual.
Copies of the Manual should also be available to Operations and Maintenance
Technicians.
Complete Exercise #7 on Following Page
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Exercise #7 - World Class Maintenance for Your Organization
Part A:
Gather into groups 4 to 5 people and complete the following exercise.
Write an action plan to start developing world-class maintenance at your organization.
The action plan should include some or all of the levels of the World Class Maintenance
Model as major tasks. This will depend on the current status of maintenance at your
organization.
The action plan should describe the following:
A description of the action to be taken
The estimated start date, duration and end date of the task
Resources to complete the task (leaders and support roles)
Potential problems, risks or hurdles for each task
A contingency plan or corrective action for each potential problem
Remember that achieving World Class Maintenance is a long-term initiative and may
take several years to develop!
When completed, make a brief presentation of your draft action plan to the rest of the
class.
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Part B:
Complete the following exercise on your own.
Review the Mission Statement from Exercise #1. Would you make any changes? How
would you change the Mission Statement?
Share any changes with the rest of the class.
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Improve process reliability and maintainability by following the Maintenance
Excellence Model.
Reliability Centered Maintenance strategy can be integrated into your Continual
Improvement Program.
You should now have a framework to start developing a world-class maintenance
program for your own organization.
Refer to the Action Plan you developed in Exercise #7 and improve upon it
over time.
SSUUMMMMAARRYY
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Further Information
Uptime Strategies for Excellence in Maintenance Management. John D. Campbell,1995, Productivity Press, Portland, Oregon, USA.
Maintenance, Replacement and Reliability. A.K. S. Jardine, 1998, Preney Print andLitho, Windsor, Ontario, Canada.
The Reliability Handbook, Plant Engineering and Maintenance, John D. Campbelleditor, Vol 23 Issue 6
The Machinery Pro Network www.MachineryPro.Net
The Society for Maintenance & Reliability Professionals www.SMRP.org
Glossary of Terms
CI - 1) Continual Improvement, 2) Criticality Index
CMMS - Computerized Maintenance Management System
KPI - Key Performance Indicator
MEM - Maintenance Excellence Model
MWM - Maintenance Work Management
OEM - Original Equipment Manufacturer
RCM - Reliability Centered Maintenance
TPM - Total Productive Maintenance
TQM - Total Quality Management
PM Preventive Maintenance
PdM Predictive Maintenance
RREEFFEERREENNCCEESS
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Reliability Engineering Tools and Formulas
MACHINE FACTORS
A vital component to any successful maintenance program is the use of historical data to
predict future performance. More importantly, this data can be used to predict the
likelihood of incurring certain costs associated with processes, equipment or components
that fail within a given period. This is the type of information that can assist
development of an overall asset management plan.
Formulas
Operating Factor = Operating Hours / Time Period
Availability Factor = (Time Period - Planned Maintenance Hours - ForcedMaintenance Hours) / Time Period
Utilization Factor = Operating Factor / Availability Factor
Service Factor = (Time Period - Forced Maintenance Hours) / Time Period
MTBF = Time Period / # Forced Outages
Overall Equipment EffectivenessOEE = Operating Factor x Product Quality x Process Efficiency
Reliability = e-t / MTBF, where t = duration of forecast (hours) (WeibullDistribution, Beta = 1.0)
Failure Probability = 1 - Reliability
Reliability Cost = Failure Probability x Average Outage Cost
The characteristics and importance of each of these Machine Factors will be illustrated by
way of the following example data set:
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Example Data Set
Consider the following raw data of a centrifugal barrel compressor over a 5-Year period:
Time Period: 5 Years
Total Failures: 5 Failures
Total Forced Maintenance Hours: 306.5 Hours
Total Planned Maintenance Hours: 300.0 Hours
Total Hours Down but Available: 1105.8 Hours
Total Hours Down: 1712.3 Hours
Product Quality: 95% On-Spec
Process Efficiency: 90% Efficiency
Production Rate: 103% Design CapacityProduction Capacity: 77 Tonnes / Hour
Unit Revenue: $33.61 / Tonne
Characteristics & Sample Calculations
Operating Factor provides an overall indication of an assets chronological use. A
machine that runs all year at half capacity will have a 100% Operating Factor, but the
overall effectiveness of the asset would be much less.
Operating Factor = (Total Time - Total Down Time) / Total Time
= (5 x 8760 - 1712.3) / (5 x 8760) = 96.1%
Availability Factor indicates the effectiveness of the Maintenance Function (or
program, department, division, etc.). The quality of Maintenance Work Management
(Identify, Plan, Schedule, Assign, Execute, Analyze) - which includes repairs, PM and
PdM tasks - will determine to what degree the asset is available to Operations.
Availability Factor = (Total Time - Total Unavailable Hours) / Total Time
= (5 x 8760 - 300.0 - 306.5) / (5 x 8760) = 98.6%
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Utilization Factorindicates the effectiveness of the Operations Function(or program,
department, division, etc.). This factor is improved by increasing the operation time of an
asset in proportion to the time it is available to produce.
Utilization Factor = Operating Factor / Availability Factor
= 96.1% / 98.6% = 97.4%
Or
Utilization Factor = Operating Hours / Available Hours
= (5 x 8760 - 1712.3) / (5 x 8760 - 300.0 - 306.5) = 97.4%
Service Factorindicates the overall quality of how an asset is maintained and operated,
as well as the quality of the asset itself. As the quality of these elements decline, the
probability of an unplanned forced outage will increase.
Service Factor = (Total Hours - Forced Maintenance Hours) / Total Hours
Service Factor = (5 x 8760 - 306.5) / (5 x 8760) = 99.3%
MTBF is the Mean Time Between Failure and is commonly expressed in hours. Asset
behavior is better represented as the amount of historical data increases, because MTBF
is a key parameter in reliability calculations.
MTBF = Total Operating Hours / # Failures
= (5 x 8760) / 5 = 8760 Hours
MTBF is often used as a simple measure or Reliability.
MTTR is the Mean Time to Repair, representing the average duration of a forcedmaintenance outage. MTTR is sometimes referred to as the Maintainability measure ofan asset.
MTTR = Total Forced Maintenance Hours / # Failures
= 306.5 / 5 = 61.3 Hours
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OEEis the Overall Equipment Effectiveness, and accounts for not only Operating Factor,
but also Product Quality and Process Efficiency. Many people claim that OEE is the best
single measure of a production facility.
OEE = Operating Factor x Product Quality x Process Efficiency
= 99.3 % x 95% x 90% = 84.9%
Note: Sometimes Production Rate is substituted for Process Efficiency, depending on thenature of the facility, the process or the product. For example
OEE = Operating Factor x Product Quality x Production Rate
= 99.3% x 95% x 103% = 97.2%
Either measure is acceptable, so long as the chosen method is consistently used.
Reliabilityis a prediction of the chance that an asset will operate without failure for a specified
time period. Consider two machines: Machine A fails one time in a given year and is down for
48 hours, while Machine B fails four times in the same year and is down for a total time of also
48 hours. Which machine is more reliable? By using the Weibull Distribution, the number of
failures can be accounted for by way each machine's MTBF. The Reliability (i.e., chance that
Machine A would run another year without failure) is 36.8%, while for Machine B the
Reliability would only be 1.8%. Put another way, Machine B would have a 98.2% chance of
failing at least one time the following year.
Reliability (t = 1 Year) = e-t / MTBF
= 2.7183-8760/8760
= 0.3679 or 36.8% (WeibullDistribution, Beta = 1.0)
Failure Probabilityis the chance that an asset will fail in a specified time period and isbased on the predicted reliability of the asset for that time period.
Failure Probability (t = 1 Year) = 1 - Reliability (t = 1 Year)
= 1 - 0.3679 = 0.6321 or 63.2%
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Reliability Costis a prediction of the net loss in production revenue due to the failure of
a particular asset. This cost is based on the likelihood of failure multiplied by the
historical average of lost production (e.g., tonnes) multiplied by the forecasted unit
revenue of the product. In other words, Reliability Cost is a good predictor of future lost
revenue based on the historical performance of the asset. This number can serve as the
starting point for different economic analyses. For example, when deciding to make an
investment that will improve asset reliability, Reliability Cost can be used as the likely
penalty of the Do Nothing scenario. Or, supposing that an investment will reduce the
average outage time for an asset, the consequent reduction in Reliability Cost can be
justified depending on the calculated rate of return.
There are methods to combine failure probabilities for components, equipment andproduction processes. If historical results are not available, the different parameters can
be estimated from industry data or benchmarking studies. By applying the net reliability
data and costs against various strategies to address root causes, the optimal management
strategy for each asset may be determined
What is the predicted loss of production revenue if the compressor were fail once within
the next year?
Reliability Cost = Failure Probability x Cost of Lost Product= Failure Probability x (Average Forced Down Hours x Production
Rate x Unit Revenue)
= 63.2 % x (61.3 Hours x 77 Tonnes/Hour x $33.61/Tonne)
= 63.2 % x $158,643
Reliability Cost = $100,262
This methodology can also be extended to predict reliability costs in future years. For
instance, by estimating the future reliability cost of a group or plant of assets, one may
determine the optimum point in time to conduct a Plant Maintenance Shutdown for
equipment repairs, overhauls, upgrades or replacements.
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Maintenance Best Practices
The following is a listing of recognized best practices by companies that are striving
towards World Class Maintenance.
Maintenance Work Management A consistent maintenance process model exists and is utilized throughout the site
for all maintenance work activities.
Roles and responsibilities for all positions interfacing with the maintenance
process model have been determined and documented and are understood by all
individuals. These individuals should participate in developing the roles and
responsibilities.
Identify
All site personnel can request maintenance work.
All employees and contractors are expected to identify and report potential
failures.
All work requested is documented by the same process.
All work orders are prioritized.
The priority system for all work is linked to equipment criticality.
Minimum of 45% of available personnel are scheduled for planned and proactive
maintenance (PM and PdM) activities.
Selection of PM tasks is based on failure mode (condition vs. time).
Compliance with PM schedule is 95% or better.
Rapid follow-up of problems detected during predictive or preventive
maintenance activities with corrective maintenance.
More than 90% of all work is managed through work orders.
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Plan
All maintenance work requested is addressed within the Maintenance Work
Planning function.
Within priority groupings, Planners assign the highest priority to Health and
Safety items when establishing estimates, building work plans and scheduling
activities at the site.
All work is planned with a work package that includes
Scope
List of required materials
Work force requirements
Required permits and safety procedures
Equipment preparation by Operations
Equipment needs and service
Necessary schedules
Any other pertinent information as appropriate
All resources required for the effective completion of work are included in work
plans.
All requested work is estimated with an accuracy level of + / - 10%.
Planners consider asset reliability throughout the planning process.
Unplanned Work is less than 15%.
Planning is carried out at least 24 hours prior to being scheduled for execution
(except emergencies).
Planners provide:
Technical assistance
Work planning
Materials / services procurement
Support for the daily and weekly scheduling process
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Work plans are used as a reference for similar work in the future.
Planners involve Maintenance, Operations and Engineering as required
throughout the planning process.
Schedule
There is a well-defined, comprehensive schedule of maintenance activities for all
areas of the facility.
There are excellent communications throughout the planning process.
Planned work backlog averages between 2 and 4 weeks per crew.
Priority is given to proactive work activities, such as preventive and predictive
(PM and PdM) maintenance tasks.
Minimum of 45% of available personnel are scheduled for planned proactive
maintenance activities, such as preventive and predictive (PM and PdM)
maintenance tasks.
Manpower is assigned to work that has the highest priority and criticality.
80% of available manpower is scheduled on a weekly basis.
Weekly meetings are held to create upcoming week's work schedule.
100% of available manpower is scheduled on a daily basis.
Daily schedule review meetings are held to confirm upcoming day's work.
Plant area representatives for Maintenance, Operations and Engineering
departments attend all scheduling meetings.
Overall schedule compliance is greater than 90%.
Compliance to PM schedule is greater than 95%.
Monthly meetings are held to review any major / minor plant shutdown work.
Good organizations are scheduling planned activities one week in advance.
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Excellent organizations are looking at what work will be done two weeks in
advance.
Assign
100% of available manpower is scheduled to specific activities on a daily basis.
Individual job assignments are based on technicians competence, experience,
skills and training.
Individual training and development requirements are considerations in the
assignment of work activities.
Individual job assignments are communicated to the crafts personnel as far in
advance as possible.
Execute
All work is executed in accordance with good maintenance practices to:
Enhance reliability
Eliminate rework
Greater than 90% of all work is managed through work orders.
The Storeroom provides "kitting" of parts and materials for scheduled work
orders.
A process for the delivery of parts to the work site is in place and appropriately
utilized.
A process for the return of unused parts to stock is in place and consistently
utilized.
Work history is documented for all work including emergency work.
A data collection process is in place to allow tracking of breakdowns and repairs.
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At the completion of the job, talk to the people who did the work to identify
improvements to the job plan.
Analyze
Conduct formal review of job plans issued versus actual work executed.
A process is in place to collect information and track measures (costs, %PM
compliance, etc.).
Data is collected for breakdowns and repairs to allow fine-tuning of PM's / PdM's
(frequency and the activities carried out).
Maintenance history is used to identify inadequacies in:
Asset design
Maintenance procedures
Operating procedures
Continual use of measures (costs, materials, performance) for data analysis and
trending.
Measurements are well communicated and well understood throughout the plant.
Materials Management
Inventory is controlled using a computerized system that is fully integrated with
the maintenance management and work planning system.
Parts and materials are restocked automatically before the inventory on-hand runs
out and without prompting by the maintenance crews.
Order points and quantities are based on lead-time, safety stock and economic
order quantities.
Distributed (satellite) stores are used throughout the plant for commonly used
items (e.g. fasteners, fittings and common electrical parts).
Repairable spares are managed as an inventoried item.
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Site Planners use the maintenance management system to plan jobs and are able
to select and reserve required spare parts and materials.
Parts information is linked to equipment records. Finding parts for specific
equipment is easy to do and the stock records are usually accurate.
There is extensive and effective use of various information technology tools such
as vibration analysis technology, project management software, etc.
Automated programs for data analysis and forecasting are used to support the
conditioned-based maintenance techniques (PdM tools) that are utilized at the
site.
The maintenance department personnel, especially supervisors and trades, have
been adequately trained on the appropriate functionality of all the systems they
need to use.
Maintenance history (failure type, failure cause, labour, parts and other materials,
etc.) is recorded for all jobs and is used regularly to identify opportunities for
improvement in equipment operation and reliability.
Scheduling for major shutdowns is done using a project management system that
determines critical path and required levels of resources.
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Key Performance Measures and Benchmarking
The maintenance department has a set of performance indicators that are routinely
measured and tracked to monitor results relative to the maintenance strategy and
improvement process.
Performance measures are published or posted regularly and kept available /
visible for all department staff and trades to see and read.
Maintenance performance of "best in class" organizations has been benchmarked
and used to set specific targets for performance indicators.
All maintenance staff has been trained in or taught the significance of the
measures that are in use and can determine whether the overall performance is
improving or not.
All maintenance trades / areas can see and understand the relationship between
their work and results of the department overall. If a particular trade / area is
weak they can see it and work to correct it.
Downtime records including cause are kept on key equipment and systems.
Internal comparisons of best practices by area or plant are done via discussion
group.
External best practice benchmarking is conducted periodically and used for
continual improvement.
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Maintenance Key Performance Indicators (KPI's) or Measures
The following is a listing of recognized maintenance Key Performance Indicators by
companies striving towards World Class Maintenance.
KPI Categories
Safety
Cost
Organization
Maintenance Work Management
Materials Management
Reliability
Safety
Safety
OSHA Recordable Injury Frequency Rate
Injuries vs. Goals
Injuries vs. History
Identifies safety items requiring action
Safety inspection or audit items
Employee reported items
Cost
Actual maintenance costs vs. budget
Capitol expenditures vs. maintenance repair
Maintenance repair labour vs. maintenance repair materials
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Maintenance costs per production unit
Contract labour costs
Organization
Organization
Maintenance headcount - actual vs. budget
# Hourly to # first level supervisors
Number of trainees (apprentices) to journeymen
Contractor headcount vs. plant maintenance headcount
# Hourly to # Planners
Maintenance Work Management
Input Factors
Labour Costs
Material Costs
Resources
Process Factors
Backlog
by Craft
by Area
by Priority
by Age
% Schedule compliance
% Variation Planned Hours vs. Actual Hours
% PM Compliance
% Overdue PM's
% PdM Compliance
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% Overdue PdM's
Safety
% Planned Work vs. Total Work
% Scheduled Work vs. Total Work
% Emergency Work vs. Total Work
Rework (Corrective Work)
Output Factors
Reliability
MTBF (Mean Time Between Failures)
Availability
Effectiveness
Utilization
Materials Management
Stock outs vs. total stores issues
# Work orders awaiting parts
Stores withdrawals vs. direct purchases
Inventory turnover
Inventory Investment ($)
Inventory Investment as % of RAV
Materials issues vs. materials deliveries
Reliability
Equipment Uptime
MTBF: Mean Time Between Failure (by equipment type)
Repeat work vs. total work
Preventive maintenance vs. total work
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Preventive maintenance compliance
Predictive maintenance vs. total work
Predictive maintenance by operators
Others
Predictive maintenance by operators
MTTR: Mean Time To Repair (maintainability)
Unscheduled overtime hours
Hours charged to Work Orders vs. total hours
Hours charged to blanket Work Orders vs. total hours
Overall equipment effectiveness (OEE)