00-90MN-001 Maintenance Management Manual

Guideline: 00-90MN-001

Maintenance Management Manual Murrin Murrin Operations

Section 5 Maintenance Management Operations

Rev No. Date Reason for Revision Originator Approved

0 01/07/03 INITIAL ISSUE M. Floyd

1 24/08/05 UPDATE FLOW AND RESPONSIBILITIES D. Carr

2 15/02/06 UPDATE KPI DEFINITIONS AND FORMULA D.Carr

3 04/04/06 ADD SECTION 6.10 J Macey

Rev

iew

Per

iod

– P

erio

d fo

r Rev

iew

Document Owner: Mechanical Maintenance & Engineering Manager

Document Owner Signature:

Wayne Ashworth

00-90MN-001 Revision No 1 Issued: 24/08/05 of 72

Compiled by: PJM

Composer Approved by: Signing Authority Name

Uncontrolled Document When Printed



1. PURPOSE ....................................................................................................................................................4

2. SCOPE .........................................................................................................................................................4

3. REFERENCES .............................................................................................................................................4

4. DEFINITIONS ...............................................................................................................................................4

5. INTRODUCTION ..........................................................................................................................................5

5.1 WORK MANAGEMENT WORKFLOW........................................................................................................................................6

6. MAINTENANCE WORK PROCESS ............................................................................................................7

6.1 WORK INITIATION PROCEDURE........................................................................................................................................8

6.2 EMERGENCY WORK PROCEDURE .........................................................................................................................................17

6.3 UNSCHEDULED WORK PROCEDURE.....................................................................................................................................19

6.4 WORK PLANNING PROCEDURE..............................................................................................................................................22

6.5 SCHEDULED WORK PROCEDURE...........................................................................................................................................25

6.6 CENTRAL WORKS SUPPORT PROCEDURE ...........................................................................................................................30

6.7 WORK EXECUTION PROCEDURE ...........................................................................................................................................32

6.8 WORK COMPLETION PROCEDURE.........................................................................................................................................34

6.9 BIENNIAL SHUTDOWN .............................................................................................................................................................38

6.10 MEDIUM IMPACT SHUTDOWNS .............................................................................................................................................42

7. PLANNER – MATERIAL TECHNICIAN / SUPPLY INTERFACE .............................................................44

7.1 PLANNER – MATERIAL TECHNICIAN/SUPPLY INTERFACE .............................................................................................45

8. REPAIRABLE ITEM MANAGEMENT - RIMS ..........................................................................................48

8.1 RIMS FLOW CHART ...................................................................................................................................................................49

8.2 RIMS COSTING TRANSACTIONS.............................................................................................................................................50

9. KEY PERFORMANCE INDICATORS........................................................................................................51

9.1 KEY PERFORMANCE INDICATORS ........................................................................................................................................52

10. MAINTENANCE TERMINOLOGY .............................................................................................................61

of 72



10.1 MAINTENANCE TERMINOLOGY.............................................................................................................................................62

Appendix A – Document Acknowledgment................................................................................................................................................72

of 72



of 72

1. PURPOSE This segment of the manual outlines the operational processes in the performance of

Maintenance at Murrin Murrin Operations.

2. SCOPE The intention of this manual is to provide general guidelines of how the business of

maintenance is to be performed on this site.

3. REFERENCES Equipment Register (CMMS)

Document Control Guidelines 00-75G-002

Engineering Change Proposal ECP Form 00-90F-001

Engineering Change Proposal Procedure 00-90P-003

Risk Assessment Process Form 00-85G-005-001

4. DEFINITIONS MST Maintenance Schedule Task

PM Planned Maintenance

PD Predictive Maintenance

FBD Flow Block Diagram

CMMS Computerised Maintenance

Management System



of 72

5. INTRODUCTION The procedures and flowcharts in this manual are provided to assist all in maintenance and are to be the guiding principles for the various business processes that encompass maintenance within the Murrin Murrin Plant. They will ensure that the relationships between plant performance, equipment integrity, maintenance effectiveness, maintenance efficiency, and maintenance resources are linked and managed. The deliverables from the standardisation of these procedures will include:

A. Procedures for initiation, planning, scheduling and execution of maintenance tasks, and recording of maintenance history in a safe and controlled manner.

B. Identification of the most effective maintenance actions for critical and high maintenance plant.

C. Establish a maintenance budgeting process based on detailed work requirements.

D. Maintenance of work plan costs, forecasting of expenditure and achievement of cost performance objectives.

E. Appropriate maintenance cost management information.

F. Maintenance process performance indicators (maintenance efficiency).

G. Equipment and plant performance indicators (maintenance effectiveness).

The quantifiable benefits of improved maintenance can be a combination of:

A. Safe Work procedures

B. Improved return on capital by:

C. Increased output

D. Improved Profitability

E. Maintaining capacity

F. Optimising equipment operating life

G. Reduced spares inventory/Efficient utilisation of labour

H. Reduced operating costs per unit of production by:

I. Higher production throughput

J. Reduced spares and material usage

K. Reduction in inventory management costs

L. Efficient work practices

These benefits will not be achieved without implementing these procedures and will need the continued support of Line Management and ownership by all involved with maintenance of the Murrin Murrin Plant. These procedures and deliverables will ensure that maintenance of the Murrin Murrin Plant will provide efficient and effective maintenance to optimise plant availability, reliability, and capability at an effective cost.



of 72

5.1 WORK MANAGEMENT WORKFLOW



of 72

6. MAINTENANCE WORK PROCESS



6.1 WORK INITIATION PROCEDURE

6.1.1 SCOPE This standard applies to the initiation and notification of all work.

6.1.2 RELATED DOCUMENTS Emergency Work Procedure – Section 6.2 Work Planning Procedure – Section 6.4 ECP – Engineering Change Procedure Document - 00-90P-003

6.1.3 PROCEDURAL OVERVIEW All work to be done on the plant must be identified in the CMMS with an appropriate priority and required by date. Work is typically identified from a variety of sources:

• Operations personnel through: − Abnormal operational performance of the plant. − Corrective Actions − Requests for improvements to the plant. − Requests to improve the working environment (including safety)

• Maintenance personnel through: − Corrective Actions − Predictive/Preventative maintenance. − Annual maintenance plan (budget).

• Other personnel through: − Requests for plant changes/improvements etc

The majority of the work must be sourced through the established preventive and predictive maintenance programs i.e.: the plant condition and/or performance must be monitored by the maintenance organisation in order to prevent, predict, or circumvent failures. The identification of work via the Work Request facility is for the use of all personnel. Maintenance work on equipment required because of the preventative maintenance program requires that a Work Order be raised. All modifications or enhancements must be processed through the ECP procedure for statutory compliance. The use of the Work Request facility by all personnel provides the opportunity to ensure that:

• Requests for work are not duplicated. (Search CMMS to see if Work Order or Work Request exists.)

• Work is clearly defined. • Appropriate priorities are used. • The work is “approved” by operations in conjunction with maintenance at morning

of 72



Production/Maintenance meetings where priorities are set allowing requests to proceed to the maintenance department for conversion to a Work Order.

Work Orders are a key component in an effective maintenance management process as they define and record the work required on the plant. A Work Order will include the specification of work outcomes and critical procedures, as well as detailing the resources required for the work (Work Pack). Cost estimates for all resources (labour, materials, and equipment) and the total estimated Work Order cost must be included. Work may be initiated through a request from any person within the organisation but cannot be acted upon without the approval (personal or delegated) of the person financially responsible for the maintenance of the plant, which is the subject of the Work Order. A completed Work Order becomes a key part of the historical records used for maintenance planning and budgeting and for monitoring and evaluating plant performance. This standard defines the requirements for a Work Order, how and when they are to be used, and what information is to be recorded on the Work Order.

6.1.4 SPECIFICATION

A. Any employee may identify work.

B. The person initiating the work, the originator, and the Operations Shift Supervisor determine if the work is of an Emergency nature (If yes go to Emergency Work Flow).

C. The Operations Shift Supervisor will approve all non-maintenance ‘Work Request’ recordings (for example; modification work) raised by Operations Personnel. All modification work, regardless of the initiating source, requires approval through the ECP Process. Refer to the ECP Procedure for details.

D. Emergency work is notified directly to maintenance through the Supervisor/shift trades. A Work Request, although desirable for auditing purposes, is not required for Emergency work. Refer to Emergency work procedure. All other maintenance work requires an Work Request to be raised.

E. The originator identifies the equipment and assigns all the required coding to the work (Search CMMS to see if Work Order or Work Request already exists.). The originator provides sufficient information to ensure that the nature and scope of the work is clearly identified. The Work Request must include the originators identity and must identify the Work Group to whom the Work Request will be directed. Additional information can be added through the use of the Maintain Extended Description Action (E) of the Work Request

F. The Maintenance Planner will print off all non actioned Work Request every morning prior to the morning Production / Maintenance meeting for discussion with the group at this meeting.

G. Final decisions to convert or cancel open Work Request to Work Orders will be made at the morning Production/Maintenance meeting.

H. Once the work requirements have been agreed, then the Maintenance Planner must modify the Work Request to reflect the agreed details and then approve the Work Request. The work order will then be raised.

I. If the Work Request is not to progress, then the originator must be notified.

J. The Maintenance Planner releases the Work Request to a Work Order by using an action code on the Work Request screen to turn the request into a work order. Cancelled and rejected Work Request remain in the system for tracking purposes. Once the Work order is created the Work Request status is to be set to Closed.

of 72



K. Work identified by maintenance personnel or work identified that is the responsibility of

another maintenance crew, can be initiated by an Work Request.

L. If additional work is identified during an inspection Work Order, then a separate Work Order is required for any additional work performed, or the Work Order is to include the additional scope.

M. Work Orders must be used for all maintenance activities. Consistent and accurate use of the key Work Order fields will provide an effective minimum history set to allow identification of potential improvement areas, such as:

− Equipment that is most unreliable − High cost equipment − High spares usage − High labour usage etc

N. Pareto analysis of Work Order history in these areas can establish if and when more detailed data collection is required in order to diagnose the causes of poor performance, and to prescribe the appropriate remedies.

6.1.4.1 KEY WORK ORDER FIELDS

The following fields are mandatory when using Work Orders in the CMMS. They provide the essential information requirements for effective planning and work management. Other fields in the Work Order are optional and it is desirable to make appropriate use of them as an aid to work management.

• Equipment Identification

− Each item of plant is identified by a unique plant structure in a hierarchy determined through their process for functional relationships. See appendix for standards.

− An equipment number is to be recorded on every Work Order. − Each Work Order is to be raised against the equipment number, at the lowest

level of the equipment register plant structure, that covers the task detailed on the Work Order.

− Each Work Order must have at least One Task created against it for the recording of Actuals & Estimates.

• Estimates

− All resources (labour, materials, equipment and durations) must be detailed on the Work Order Task to ensure that realistic cost estimates are available for job authorisation and that effective work planning can be performed.

• Work Order and Task Description

− Must indicate what are the required outcomes of the task and any special safety or work procedure requirements.

• Originators Priority

− An appropriate priority must be assigned to the Work Order Header based on the Originators knowledge of what impact a delay in execution will have on safety,

of 72



environmental or operational integrity. Work Order priority codes are described in section 6.1.4.2 of this standard.

• Planners Priority

− An appropriate priority must be assigned to the Work Order Header based on the impact a delay in execution will have on safety, environmental or operational integrity. Work Order priority codes are described in section 6.1.4.2 of this standard.

• User Status

− To indicate the current Status the job is at. Status will be one of “IN PROGRESS”, “READY FOR SCHEDULE” or “TO BE PLANNED”

• Required Date

− Must indicate when the job is realistically and reasonably required to be started. This date must take into account the planning time frame necessary for efficient execution of the work.

• Work Group

− The department with the financial responsibility for carrying out the work. The cost code attached to the Work Order identifies the function that is accountable for all costs associated with the work.

• Action Code

− An appropriate action code is to be assigned. The work classification is used for performance reporting and work history management. Work order classifications are described in section 6.1.4.5 of this standard.

• Component Code

− An appropriate component code is to be assigned. The component code is used for indicating the sub-assembly of the Plant Item.

• Modifier Code

− An appropriate Modifier code is to be assigned. The modifier code is used to indicate which sub-assembly is fitted to this Plant Item, if more than one, or which sub-assembly is fitted to the Component.

6.1.4.2 WORK ORDER PRIORITY The Work Order priority defines the urgency of the work specified in the Work Order. The priority 1 (emergency) Work Order is not processed through the normal procedures for selecting; planning and scheduling work and hence will adversely affect the efficiency of the maintenance function. The priority 2 & 3 (urgent & within the current week) Work Orders, are processed through the normal selection and planning processes, but are not included in the scheduling process. This work can adversely affect the scheduling performance and efficiency of the maintenance function.

of 72



The majority of maintenance work must be carefully planned, scheduled and managed, hence must use the Work Order priority 4 (normal work schedule) or 5 (shutdown).

1. Priority 1

Criteria for Use:

− A safety or environmental hazard exists and it cannot be isolated or guarded. − Production or a key process has stopped or is operating with reduced capacity or

quality.

Action:

The activities specified in the Work Order will be completed immediately.

2. Priority 2

Criteria for Use:

There is an imminent threat of equipment malfunction within twenty-four hours, which will lead to:

− A safety or environmental hazard, which cannot be isolated or guarded. − Reduced production capacity or quality in a key process.

Action:

The work specified in the Work Order will be completed within 24 hours or as soon as possible

3. Priority 3

Criteria for Use:

Normal Work Orders are to be used for all work not involving an immediate or imminent threat to personnel safety, the environment, or plant integrity.

Action:

The Work specified in the Work Order will be completed as soon as possible within the current scheduling week and are primarily handled by the Maintenance Supervisor.

4. Priority 4

Criteria for Use:

To be used for all work not involving an immediate or imminent threat to personnel safety, and the environment or plant integrity. All work with this priority code will be planned and scheduled; they will usually have a maintenance type of ‘PM’ Planned Maintenance

Action:

The Work Order will be planned, scheduled, and completed as determined by the plant

of 72



maintenance programme. These Work Orders shall not be deferred or cancelled

5. Priority 5

Criteria for Use:

To be used for all work not involving an immediate or imminent threat to personnel safety, the environment or plant integrity. All work with this priority code will be planned and scheduled; they will usually have a maintenance type of ‘PM’ Planned Maintenance and require a plant shutdown to enable the maintenance tasks.

Action:

The Work Order will be planned, scheduled, and completed as determined by the plant shutdown programme. These Work Orders must not be deferred or cancelled during a plant outage.

6.1.4.3 USE OF WORK ORDERS Work orders are to be used to record all maintenance activities and cost transactions. In general there are three categories of maintenance activity for which Work Orders are used.

Repair and Change out

The purpose is to record the nature, timing, resources, materials/spares usage and cost of the work carried out to repair or change out an item of equipment. The Work Order must be raised at the lowest level of the equipment register plant structure, which covers the repair. Separate Work Orders must be raised for each repair or change out activity.

Predictive/Preventive Maintenance The purpose is to record the nature, timing, resources, materials/spares usage, and cost of regular work carried out in order to prevent or predict equipment deterioration or failure. Includes lubrication, adjustment, inspection, and condition monitoring. Work Orders are generated from the preventive maintenance database in the CMMS. The Work Order must be raised at the lowest level of the equipment register plant structure that covers all times within the scope of the Work Order, unless the Work Order is raised as a general area related service or inspection. General area related Work Orders must be structured in two ways:

− Area Service Routines – These embrace the routine and minor tasks of a common

nature on a diversity of equipment within an area. These tasks are grouped for efficient execution, eg:

− Lubrication of equipment. − Daily operating checks. − Vibration data recording for equipment in an area of plant.

of 72



− Equipment Service Routines – These embrace routine but significant tasks for

completion on an item of plant, eg periodic dismantling for inspection/measurement of major equipment and specialised condition monitoring.

Overhead Charges

The purpose is to record the consumption of resources in specific areas of work group overhead charges, i.e. attendance at safety meetings or technical training, consumable stores (minor nuts, bolts, oils etc), safety equipment and minor tools. This classification of work must be carefully controlled to ensure that the Work Orders are not used for plant and equipment. All overhead Work Orders must be closed at the end of each 3-month period and replaced with a new one for the next period.

6.1.4.4 REQUIREMENTS FOR SEPARATE WORK ORDERS Generally, each job requires a separate Work Order. Separate Work Orders must be raised for each separable task completed on an item of plant identified within the equipment register plant structure. An example would be a shutdown on a Conveyor, which may require separate Work Orders to change the belt, change the gearbox, repair the lubrication system, etc. Separate Tasks within the Work Orders can be used to outline each activity required to complete the job. On multi-tasking jobs, involving an electrical and mechanical crew for example, one work order will be raised, with separate tasks. One to cover each crew, i.e. a direct coupled motor is to be changed, Task 1 requires an electrician to disconnect and remove the motor, Task 2 requires a fitter to reinstall and align the new motor and Task 3 requires an electrician to reconnect and test run the pump. Each Task is assigned to the Work Group responsible for carrying out the work. The Work Order Header is assigned to the Work Group responsible for the entire job. In the case above the Work Group would be that of the Electricians. It is the responsibility of the person in charge of this Work Group to ensure that all other Work Groups are made aware of their requirements with in the Work Order.

Each Task must be planned correctly identifying the Resources, Duration, Start Date and Materials required to carry out the job. Separate Work Orders must be raised for the repair of changed out equipment, i.e. a Work Order for the removal and replacement and a separate Work Order for the repair of the old item of plant or equipment. These two Work Orders are quite different in nature and consequently require different sets of information (tasks, materials, costing, history, etc.) and may have different responsible departments. Actual Labour Hour recording through Timesheets must be done at the Task Level to allow for the analysis of individual Work Order or Standard Job activities.

of 72



6.1.4.5 ACTION CODES Following is the standard and definitions to be adopted. Maintenance Type

CA Corrective Action

Generally breakdown type work is identified with this option but can be Planned.

IN Inspection Routine preventive or predictive maintenance such as area inspection, safety inspections etc

IR Internal Repair Internal Repair work usually initiated from a RIMS item.

MO Modification Work

Usually identified with Work Type CP Capital.

NA Not Applicable Relates to Non Maintenance functions such as operational work.

PD Predictive Maintenance

Usually associated with scheduled and planned condition monitoring tasks

PM Planned Maintenance

All planned and Scheduled Maintenance

SE Safety & Environment

All Safety or Environmental work will be identified with this indicator.

ST Statutory Inspections

All Statutory work will be identified with this indicator.

of 72



of 72

6.1.5 WORK INITIATION WORKFLOW AND RESPONSIBILITIES

Responsible for completion of job step

Must be informed of outcome

Must be informed of outcome if involved

Must provide input to the job step

Must provide input to the job step if involved

Responsible for the last task that closes out the Process

Responsible for making a decision

Approval of output must be sought

Approval of output must be sought if involved

1. Work Identified

2. Has work already been identified

3. Is work URGENT or EMERGENCY

4. Does Work Require Modification

5. Raise Work Request

6. Review Work Request

7. Raise Work Order

8. Place Work Order into Backlog. Either Immediate or Scheduled

Prod

uctio

n Su

perv

isor

Mai

nten

ance

Sup

ervi

sor

Are

a Pl

anne

r

Ope

ratin

g &

Mai

nten

ance

Per

sonn

el

Are

a E

ngin

eer

Prod

uctio

n Su

peri

nten

dent

Mai

nten

ance

Sup

erin

tend

ent

Legend

Planner to ensure correct Priority and check/reassign resources. MSO62Q, MSO620, MSQ620

Comments / InformationAre

a M

anag

erFollow decision agreed on at morning meeting

Task DescriptionSearch CMMS to see if Work Order or Work Request exists.

If yes, do nothing

If Yes, Go to EMERGENCY or WORK PLANNING work procedure

If yes, Go to Engineering Change Procedure (ECP). Do not raise a Maintenance Work Order

Operations MSQ541 Work Request. Maintenance MSO62Q Short Form Work Order

Review outstanding Work Request at the Morning Meeting

Rel

iabi

lity

Gro

up

I

I

C

C

?

End

A

A

C C C C C C C

C C C C C C C

C C C C C C

C C C

C C

C

? ?

??

End



6.2 EMERGENCY WORK PROCEDURE

6.2.1 SCOPE This standard applies to the initiation, planning, and execution of all work of an Emergency nature (unscheduled).

6.2.2 RELATED DOCUMENTS Work Initiation Procedure – Section 6.1 Work Execution Procedure – Section 6.7 Work Completion Procedure – Section 6.8 ECP – Engineering Change Procedure Document - 00-90P-003

6.2.3 PROCEDURAL OVERVIEW There will inevitably be situations in which work will have to be completed outside of the scheduled preventive/predictive environment. In order to attend promptly to this work, without disturbing the execution of scheduled work, it is necessary to define the resources to be used for emergency work (and to separate these from the resources employed on scheduled work), to control the allocation of unplanned work and to provide defined methods of escalating the response to unscheduled work.

6.2.4 SPECIFICATION A. Emergency (priority 1) work is notified directly to maintenance through the

Supervisor/shift trades. The maintenance crew inspects the site to determine the extent of the fault and clarify details if necessary, with either the originator and/or operations personnel. If the task is a substantial one, the CMMS must be interrogated for an existing pre-planned procedure (standard job) that may reduce the immediate planning effort. The shift trades need to determine whether support is required to perform the works.

B. A Work Request must be raised using the specific emergency code, for a Work Order to be created automatically. This will ensure the Work Order number is immediately available for the Permit application.

C. Where substantial outages occur, the Supervisor and/or Planner must be notified immediately if appropriate, to action “opportunity work.”

D. All necessary work permits and Isolation procedures are obtained and timing of the stoppage (if not already stopped) are determined with operations personnel.

E. The job details are recorded on the Work Order as per the requirements of the Work Order standard.

of 72



of 72

6.2.5 EMERGENCY WORK FLOW AND RESPONSIBILITY










1. Emergency Work

2. Does Work Require Modification

3. Do a Site Inspection

4. Raise Maintenance Work Order when time permits.

5. Organise Job

6. Are all Resources Available.

7. Determine Materials required

8. Mobilise Additional Resources

9. Execute Work

10. Complete Work.

Task DescriptionNOTIFY MAINTENANCE SUPERVISOR OR HIS REPRESENTATIVE

If yes, Go to Engineering Change Procedure (ECP) work procedure. Do not raise Maintenance Work Order.

Site inspection required to investigate full scope of work, hazards etc.

MSO62Q Work Order.

Do immediate on the spot plan so that a schedule of responsibilities and timing etc. are agreed on

If NO, Mobilise additional resources - GO TO STEP 8. If YES EXECUTE WORK go to EXECUTE WORK Procedure

Rel

iabi

lity

Gro

up

Are

a E

ngin

eer

Prod

uctio

n Su

peri

nten

dent

SEE WORK EXECUTION PROCEDURE

Contact Central Support Dept or RE-allocate resources from Scheduled Work


a M

anag

er

Ope

ratin

g &

Mai

nten

ance

Per

sonn

el

Legend

Follow WORK COMPLETION PROCEDURE

Mai

nten

ance

Sup

erin

tend

ent

Prod

uctio

n Su

perv

isor

Mai

nten

ance

Sup

ervi

sor

Are

a Pl

anne

r

Check if APL exists and process or order Materials as required.

Mat

eria

l Tec

hnic

ians

I

I

C

C

?

End

A

A

I

C

C

?

?

I

C

I I I I II

I

I

I II I

I I

I I I I I II

I I II

I

I

I I II I I

C



of 72

6.3 UNSCHEDULED WORK PROCEDURE

6.3.1 SCOPE This standard applies to the process of carrying out urgent unscheduled work.

6.3.2 RELATED DOCUMENTS Work Initiation Procedure – Section 6.1 Planner – Material Technician - Supply Interface – Section 7 ECP – Engineering Change Procedure Document - 00-90P-003

6.3.3 PROCEDURAL OVERVIEW Urgent Work Orders that cannot wait to be scheduled into a future Weekly Schedule will require planning by the Maintenance Supervisor and then be placed in a backlog of unscheduled work. A correctly planned ‘Work Order’ will clearly identify the required task to be undertaken, the labour classification, the timing expected for the task, the materials, equipment and tooling required to efficiently perform the task effectively. This standard defines the requirements for planning unscheduled work.

6.3.4 SPECIFICATION

A. All priority 2 and 3 Work Orders must be directed to the Maintenance Supervisor to carry out the planning required to complete the work, this may be with the assistance of the Maintenance Planner.

B. The following is the minimum requirement for the planning of an Unscheduled Work

Order.

− Check for duplications − Complete all Work Order management details − Check that the priority is applicable − Reallocate the required date (and Priority) if required − Check that correct Equipment has been allocated − Use a Standard Job procedure. (If one is available, this will reduce the amount

of effort required to plan a job) − Allocate required resources − Allocate labour requirement and estimated hours and duration − Determine if parts are available and allocate materials to the job

C. The Work Order is now released and available for executing.

D. All Work Orders with priority 2 or 3 must be planned if time allows. These Work

Orders will be unscheduled work and the resources must not be obtained from weekly scheduled work unless it is the only option available.

Work Orders completed on each day must be returned that day to the Maintenance Supervisor for review then forwarded to the Area Planner for entry of the Completion Comments/History and completion within the CMMS.



of 72

6.3.5 UNSCHEDULED WORK FLOW AND RESPONSIBILITY










1. Select Work Order from Planning Backlog. (Priority 2 & 3)

2. Inspect job site

3. Determine Resources and Equipment required.


5. Review Work Order Details and Work Pack

6. Check Resource Availability

7. Check Material availability and Requisition if required.

8. Check that the Work Pack is complete and attached to the Work Order

9. Execute Work

10. Complete Work.

Task Description

Inspect the work site for familiarisation with job or to identify special circumstances.

Attach Resources and Equipment types using MSO62Q and review using MSQ740.


Ensure timing of Work Order is suitable to Production

Check if internal Resources have been exhausted. Request additional Resources fro Central Works if required.

Rel

iabi

lity

Gro

up

Are

a Pl

anne

r


a M

anag

er

Are

a E

ngin

eer

Prod

uctio

n Su

peri

nten

dent

Check that all sections have been completed and attach either to the standard job or work order using MSO580 and MSO585. Or for stand alone (once off) work order attach hard copy.

Determine if all the Materials required are available. Expedite as required.

Cen

tral

Sup

port

Pla

nner

SEE WORK EXECUTION PROCEDURE


Ope

ratin

g &

Mai

nten

ance

Per

sonn

el

Legend

Mai

nten

ance

Sup

erin

tend

ent

Prod

uctio

n Su

perv

isor

Mai

nten

ance

Sup

ervi

sor

Mat

eria

l Tec

hnic

ians

I

I

C

C

?

End

A

A

I

I

I

I

I I

C

?

I

II

I

I

I

I

C

C



of 72

6.4 WORK PLANNING PROCEDURE

6.4.1 SCOPE This standard applies to the process of planning Works Orders in preparation for the scheduling and execution steps.

6.4.2 RELATED DOCUMENTS Work Initiation Procedure – Section 6.1 Scheduled Work Procedure – Section 6.5 Supply Interface – Section 7

6.4.3 PROCEDURAL OVERVIEW Work Planning is a critical component to an efficient and effective maintenance management process. The Priority 2, 3, 4 & 5 Work Orders, generated from Work Request are added to the Work Orders that have previously been created, but have not been finalised with all the details required for scheduling or execution. These Work Orders along with Preventive/Predictive tasks from the CMMS maintenance strategy make up a planning backlog. All Work Orders To Be Planned, require full details of:

• Safe Operating Procedure steps including Isolations, Permits and JSEA • Task steps in the appropriate sequence with estimated durations • Resource estimates by skill and man hours • Material requirements and availability • Support documentation (drawings etc) • Realistic required-by dates

Before they may be classified as Ready to Schedule or In Progress.

The ability of CMMS systems to store the above details as a standard job (pre-planned), if utilised, will greatly reduce the planning effort and ensure a quality plan is produced every time.

6.4.4 SPECIFICATION

A. The Work Orders in the backlog are to be prioritised for action according to the “required-by date” allocated.

B. Each Work Order is to be assessed for prior history, and a search undertaken to ensure a standard job has not previously been generated. If so, it may with minimal modification, be able to be utilised. If not, consider creating a standard job now, if there is a likelihood of re-occurrence in the future

C. Planner to visit the job site to identify the location and check what utilities (power, lighting, compressed air, communications, etc) is available to utilise.

D. Detail the task steps to be undertaken and sort them into the appropriate sequence

E. In collaboration with the Supervisor, fine-tune procedures, durations and labour estimates by skill type for each job step.

F. Ascertain material requirements from the history, standard job or details given at the work identification process. Check if the material is listed on the appropriate APL to confirm suitability.

G. Check if materials are listed in the Supply Catalogue, and the availability fits within the required by date for the Work Order. (Material Technician may have to ask Supply personnel to expedite the item). If the item is not on the inventory, initiate



of 72

purchasing action and consider if it is appropriate to have the item added to the catalogue as a demand item. (See Planner – Material Technician/Supply Interface – section 7)

H. Ensure copies (not originals) of all relevant drawings, sketches or photos are provided to assist the maintainers execute the task.

I. Collect all details from above, including copies of the relevant screens from the CMMS, if appropriate, and suitably package with a cover sheet that clearly identifies the Work Order.

J. Change the Work Order User Status to ‘ready for scheduling’.



of 72

6.4.5 WORK PLANNING WORK FLOW AND RESPONSIBILITIES










1. Select Work Order from Planning Backlog.

2. Inspect job site







9. Change the Work Order User Status

10. Change the Scheduled Start Date


Ope

ratin

g &

Mai

nten

ance

Per

sonn

el

Legend

Mai

nten

ance

Sup

erin

tend

ent

Prod

uctio

n Su

perv

isor

Mai

nten

ance

Sup

ervi

sor

Are

a Pl

anne

r

Comments / InformationTask Description

Inspect the work site for familiarisation with job or to identify special circumstances.


Rel

iabi

lity

Gro

up

Are

a E

ngin

eer

Prod

uctio

n Su

peri

nten

dent

Are

a M

anag

er

Mat

eria

l Tec

hnic

ians

Change the Work Order User Status to Ready For Schedule.

Change The Scheduled Start Date to when it is required.

Cen

tral

Sup

port

Pla

nner





I

I

C

C

?

End

A

A

I

I

I

I

I I

C C

?

End

I

II

I

I

I

I

C C

C C



of 72

6.5 SCHEDULED WORK PROCEDURE

6.5.1 SCOPE This standard applies to the process of constructing a forward maintenance plan consisting of a firm and committed schedule of work for the next calendar week and preliminary schedule for the following 3, 6 & 12 weeks.

6.5.2 RELATED DOCUMENTS Work Initiation Procedure – Section 6.1 Work Planning Procedure – Section 6.4 Supply Interface – Section 7

6.5.3 PROCEDURAL OVERVIEW The forward work schedule will be developed together by the Area Maintenance Supervisor, Area Production Supervisor and the Area Maintenance Planner. This schedule will take into account any production requirements and priorities. The schedule will be developed through identifying:

• All overdue and incomplete Work Orders. • All predictive/preventive maintenance work due within the next four weeks. • All planned work in the backlog (priority 2,3 4 & 5 work). • Budgeted major work. • All planned work with materials on back order (see 7.1)

This work list will be reviewed and a decision made to:

• Schedule the task next week (firm commitment). • Schedule the work in a subsequent week (reschedule the Work Order). • Defer the work to be reconsidered at a later date. • Delete the work.

Through this process there will be developed a firm work schedule for the next calendar week, and preliminary schedules for the following twelve (12) weeks. The weekly schedule will be divided into a notional daily work schedule comprising a mixture of work with defined access and timing requirements, and tasks with some flexibility for timing changes within the week. The Maintenance and Production Supervisors will be responsible for determining changes to the notional daily schedules and for completing the work scheduled for the week. Work Orders completed on each day must be returned that day to the Maintenance Supervisor for review and for completion within the CMMS then forwarding on to the Area Planner to enter the Completion Comments/History into the system.



of 72

6.5.4 SPECIFICATION

A. DAY 1 (First Day of the current week - Saturday)

• All completed Work Orders are recorded in the CMMS by 5:00pm. This will ensure that the CMMS provides accurate information on incomplete work prior to running a backlog schedule report of all work outstanding or due.

• A four week look ahead report will be generated by the Planner following his releasing the 4th week’s PM’s.

• The report of outstanding and due work is run for each department and distributed to the Maintenance Supervisors. Each Supervisor is to select the work from these reports that they consider must be actioned in the upcoming schedule week and alter the schedule date of all work to be deferred.

• The materials availability report from the Supply Department must be reviewed and all Work Orders that do not have materials available must be highlighted for discussion at the scheduling meeting. The material will need to be expedited or Work Order deferred.

B. DAY 2 (Sunday)

• The available maintenance labour hours (for each skill type) for the next week (the scheduled week) is determined by each supervisor and supplied to the planner. The available time per man per day must be based on hours, which are available for scheduling after deductions for training, lunch, morning tea, and shift start/finish activities are made.

• The Planner enters the scheduled date for each Work Order. Where a difference occurs from the nominated required date for a particular task the planner would highlight the earlier required date to the Supervisor. This will require review at the scheduling meeting.

C. DAY 3 (Monday)

• Unscheduled work undertaken by work groups using the same resources will multiple the total time per trade (in hours) by the agreed schedule-loading target. This target takes into account that there will be a proportion of unscheduled maintenance work per ratio to scheduled work.

• The Planner then prepares a draft schedule for each of the four weeks. • The Maintenance Supervisors must review the current week’s work schedule to

identify any work that may not be completed, as scheduled. This work will be discussed at the scheduling meeting where it can be allocated to the next week’s schedule or to the backlog, where it can be reviewed with all other work for inclusion in subsequent scheduling periods.

• The work nominated by the Maintenance Supervisors must be forwarded to the Planner who can then do the initial job of allocating the nominated work against the available hours provided. All nominated work is to be included in the draft schedule and the hours per skill type totalled. The Planner generates a resource-balancing file weekly and the loadings for each craft type are agreed with the Supervisor. The resulting table detailing resources scheduled will be available at the weekly scheduling meeting with operations.



of 72

D. DAY 4 (Tuesday)

• At the Day 4 scheduling meeting with operations, a firm work schedule for the next week will be confirmed. Decisions will need to be made to ensure that all statutory work is completed at an appropriate time. It may be necessary to balance the workload against the available resources by adding to or removing work from the draft weekly schedule or to supplement the available resources to suit the workload.

• The schedule will be developed by reviewing all tasks on the work list provided and deciding to:

• Agree to firm commitments in the coming week. • Schedule jobs where time frame is flexible for the coming week. • Additional work raised in the days preceding this meeting must also be

considered for inclusion in the weekly schedule. Additional work identified after the schedule has been finalised, i.e. after the Day 4 scheduling meeting, must be excluded from the schedule, but may be classed as Unscheduled and completed using the portion of the maintenance labour which does not have work specifically scheduled.

• Each supervisor must assess the status of current work and include any work in next week’s schedule (or leave the work to backlog) that he considers may not be completed by the end of the current week.

E. DAY 5 (Wednesday)

• The planner generates and distributes the final Work Schedule, which will consist of the scheduled work for the next week, plus a listing of currently approved and outstanding planned work within the supervisor’s area of responsibility. The schedule of work is not altered at this stage.

• The new copy of the approved and outstanding planned work report provides the supervisor with a listing of work from which he can choose jobs, as required, to utilise his available labour if there are no Emergency or Unscheduled Work Orders arising during the scheduled week.

• The final schedule report is distributed to all key personnel and the Supervisor allocates people to the scheduled jobs on a daily or weekly basis.

F. DURING THE SCHEDULED WEEK

• Each morning the supervisor determines from the notional daily schedule and the operational status of the plant, the work to be completed on that day. This work is allocated to the appropriate personnel.

• Each morning, the Area Planner reviews the Work Request for their area identifying possible Emergency Work and notifying the Area Maintenance and Production Supervisors to make the required decision, according to the Priority.

• At the end of each day the supervisor reviews the work accomplished, confirms the work details, duration and actual hours worked on each job, sending the hard copy to the Area Planner who completes the Work Order and enters the Completion Comments/History into the System.



of 72

6.5.5 SCHEDULED WORKFLOW AND RESPONSIBILITIES










1. Close all Completed Work Orders

2. Run Pre-Schedule Report

3. Review Work to be Scheduled

4. Re-Schedule and MST's not required

5. Run Pre-Schedule Report

6. Run Scheduling Report

7. Review Scheduled Work Backlog

8. Select Work Order from Planning Backlog

9. Inspect job site if required




13. Download to MS Project (MSQ740). Schedule/Sequence work and Resource Level.




17. Change the Work Order User Status

18. Publish Schedule and Distribute

Include in current Schedule

Are

a M

anag

er

Run a Backlog report via Corvu or WMS on Priority 4 Work and Review

Rel

iabi

lity

Gro

up

Legend

Prod

uctio

n Su

perv

isor

Mai

nten

ance

Sup

ervi

sor

Are

a Pl

anne

r

Ope

ratin

g &

Mai

nten

ance

Per

sonn

el

Comments / Information

Review using MSQ740.

Reschedule using MSQ740

After Re-Scheduling run MSB700 again

Run MSB740

Task DescriptionFollow WORK COMPLETION PROCEDURE

Run MSB700 report to align Scheduled Work

Cen

tral

Sup

port

Pla

nner

Prod

uctio

n Su

peri

nten

dent

Mai

nten

ance

Sup

erin

tend

ent

Are

a E

ngin

eer

Mat

eria

l Tec

hnic

ians



Only inspect the work site if unfamiliar with job or special circumstances exist.


Change the Work Order User Status to In Progress.

Publish using MS Project format.

Use MSQ740. Level and make any changes required the Import back to Ellipse and review.




I

I

C

C

?

End

A

A

I

I

I

I

I I

C

?

I

II

I

I

I

I

II

C

End

C

C



of 72

6.5.6 MAINTENANCE SCHEDULING ACTIVITY LIST

Ref. No.

Activity Description Deadline Responsibility

Day Time Mech Elec Ops Plan

1 Clear system of completed work (change Work Order status to “C”) 1 1700 X X X

2 Run Backlog and future 4 Week PM’s 1 1200 X

3 Distribute reports to all departments, including supply 1 1200 X

4 Materials Availability Report received from Supply 1 1600 X

5 Forward completed “Weekly Labour Availability Sheet” to Planner 2 1000 X X

6 Update required dates on all selected Work Orders 2 1400 X

7 Review current weeks schedule 3 1000 X X X

8 Review reports, select jobs for the next four weeks and forward to Planner. 3 1000 X X

9 Compile draft schedule for next week from selected jobs 3 1600 X

10 Schedule next weeks work (Scheduling Meeting) 0800 X X X X

11 Produce final schedule for next week 1200 X s work

12 Distribute Final Schedule to all key per Supervisor)

5 1200 X sonnel (include modified Backlog for

Day 2 Day 3 Day 4 Day Day 6 Day 1

End of previous schedule week 1, 2, 3, 4

Day 1 is always a Saturday

Commencement of week to be scheduled 5, 6 7 8 9 10 11,12

5

4

5



of 72

6.6 CENTRAL WORKS SUPPORT PROCEDURE

6.6.1 SCOPE This standard applies to the process of detail planning and scheduling, inline with the Scheduling Work Procedure – Section 6.5, of Works Orders for Central Works Resources, cranes and rigging work undertaken by the Central Workshop area, and work for outside contractors arranged through COSS.

6.6.2 RELATED DOCUMENTS Work Identification Procedure – Section 6.1 Emergency Work Procedure – Section 6.2 Unscheduled Work Procedure – Section 6.3 Work Planning Procedure – Section 6.4 Scheduled Work Procedure – Section 6.5 Work Execution Procedure – Section 6.7 Work Completion Procedure – Section 6.8 Supply Interface – Section 7

6.6.3 PROCEDURAL OVERVIEW Work Planning is a critical component to an efficient and effective maintenance management process. The Work Orders directed to Central Works are added to the Work Orders that have previously been created, but have not been finalised with all the details required for scheduling. These Work Orders or tasks that are sent to the Central Support Department, by Area Planners, via the CMMS, make up a planning backlog. All Work Orders will require:

• Support documentation (drawings, P&ID’s etc), where applicable • Work Order or Tasks details • Realistic required-by dates

It is expected that these details be provided to Central Works with the Work Order or Task. Options are to return the Work Order or Task to the originator to prepare the work pack or to prepare it in-house, when time permits, and charge for the service. Central Works Planners will add the following details:

• Safe Operating Procedure steps including Isolations and Permits • Task steps in the appropriate sequence • Resource estimates by skill and man-hours • Material requirements and availability

When Work Orders or Tasks are planned to the above minimum requirements, they will be scheduled in conjunction with the current work priorities and the customers expected “required by date”. In many cases, compromise will be negotiated here to the mutual satisfaction of both parties.



of 72

6.6.4 SPECIFICATION A. Work Orders and Tasks will be checked for completion of suitable Work packs and

the decision will be made to either progress them or return them to the originators for additional information

B. The Work Orders or Tasks in the backlog are to be prioritized for action according to the “required-by date” allocated.

C. If the work involves site work, Planner to visit the job site to and check what utilities (power, lighting, compressed air, communications, etc) is available to utilise.

D. Check the task steps to be undertaken and sort them into the appropriate sequence. Remember that a Safe Operating Procedure or Job Safety Analysis is mandatory.

E. In collaboration with the relevant Supervisor or Area Planner, fine tune procedures and labour estimates by skill type and duration for each job step.

F. Ascertain material requirements from the history, standard job or details given at the work identification process. Check if the material is listed on the appropriate APL to confirm suitability

G. Check if materials are listed in the Supply catalogue, and the availability fits within the required by date for the Work Order. (You may have to ask Supply personnel to expedite the item). If the item is not on the inventory, initiate purchasing action and consider if it is appropriate to have the item added to the catalogue as a demand item via an ANSI. (See Supply interface)

H. Ensure copies (not originals) of all relevant drawings, sketches or photos are provided to assist the maintainers execute the task.

I. Collect all details from above, including copies of the relevant screens from the CMMS, if appropriate, and suitably package with a cover sheet that clearly identifies the Work Order.

J. For single task Work Orders, change the Work Order status to ‘ready for scheduling’. For Multi task Work Orders where Central Works Resources are only required to perform a section of the work, notify the Work Order owner of the Status.

K. Schedule the work within the capabilities of material and physical resources.

L. Monitor progress of the work and advise customer of progress at a minimum of weekly.

M. On completion, follow up with customer to the level of satisfaction, and complete the Work Order following the Work Completion Procedure - Section 6.8.



of 72

6.7 WORK EXECUTION PROCEDURE

6.7.1 SCOPE Applies to all work on plant and equipment and the procedures to be followed to ensure that correct actions are taken for the safe execution of maintenance work.

6.7.2 RELATED DOCUMENTS Scheduled Work Procedure – Section 6.5 Work Completion Procedure – Section 6.8

6.7.3 PROCEDURAL OVERVIEW Effective Planning will ensure that all maintenance work runs smoothly. The role of the Planner interacts with the Supervisor in liaison work through the execution phase of the job. The Planners detailed knowledge of the CMMS and other support systems may be called on to solve unforseen problems on the job. The responsibility for managing and completing the work rests with the Maintenance Supervisor. Proper preparation with planning support will ensure success.

6.7.4 SPECIFICATION A. Supervisor or delegate to visit the job site to ascertain that all required utilities

(power, lighting, compressed air, communications, etc) is operable.

B. Secure lay down area is nominated and demarcated by the Supervisor or delegate for any spare parts or equipment to be utilised that cannot be supplied at the job start.

C. Work Pack reviewed by the Supervisor to ensure that arrangements have been put in place to have the appropriate permits organised in time for the maintenance crew’s start.

D. Emergency work – The weekly schedule is interrupted, if necessary, to provide the required resources.

E. Scheduled work – Supervisor checks labour availability and actions work from the weekly schedule. Resources are allocated within the weekly schedule.

F. Unscheduled work – supervisor checks labour availability (20% unscheduled percentage of resources) and selects work from the backlog of planned Urgent jobs. If the job is unplanned and still needs to be done then the supervisor is to plan the Work Order. Resources are allocated within the weekly schedule.

G. Supervisor liaises with operations/other trades to ensure that the Plant/equipment is still available to commence work on, and that trade interaction occurs when required.

H. Supervisor distributes Work Pack and manages the job completion.

I. JSEA are to be reviewed by tradespeople to ensure that Safe Work Procedures are read and understood. Supervisor liaises with any Contract labour supplier for extra labour resources if required and arranges for additional material and/or equipment requirements.

J. Work orders started and not completed in the current week are not to be re-scheduled but are to remain open until completed.

K. In the event that a Contractor has undertaken the work, the Contractor’s Supervisor will return the Work Order (with all relevant information detailed) and a completed ‘Day Work Sheet’ for the Supervisor to approve.



of 72

6.7.5 WORK EXECUTION WORKFLOW AND RESPONSIBILITIES










1. Work Order has been Raised.

2. Materials have been issued.

3. Work Pack has been issued

4. Permits Issued

5. Manage the Work

6. Order any extra Materials

7. Test Equipment

8. All Tags and Permits removed

9. Equipment Hand Over

10. Complete Work Order

Equipment is handed back to Production.


Mat

eria

l Tec

hnic

ians

Rel

iabi

lity

Gro

up

Legend

After acceptance of the work completion all tags and permits are to be removed.

Order any extra materials as required.

Supervisor to issue Job Card, assign and instruct resources.

Equipment should be tested prior to handover where possible.

Task DescriptionWork Order has been raised and Planned.

Materials identified in the Planning Process have been delivered to site.

Cen

tral

Sup

port

Pla

nner

Prod

uctio

n Su

peri

nten

dent

Mai

nten

ance

Sup

erin

tend

ent

Are

a M

anag

er

Are

a Pl

anne

r

Ope

ratin

g &

Mai

nten

ance

Per

sonn

el

Prod

uctio

n Su

perv

isor

Mai

nten

ance

Sup

ervi

sor

Work Pack is available and complete. Trades to complete JSEA prior to requesting Permit.

Production to Isolate and issue Permit.


a E

ngin

eer

I

I

C

C

?

End

A

A

I

I I I

I

I

I

C

C

C

I

I I

I

II

C

I

I

I

I

I

I

I

I

I

I

I

I

I I

I

I

I

C



of 72

6.8 WORK COMPLETION PROCEDURE

6.8.1 SCOPE Applies to all work on plant and equipment and the procedures to be followed to ensure that correct actions are taken for the completion of work

6.8.2 RELATED DOCUMENTS Work Initiation – Section 6.1 Work Execution Procedure – Section 6.7

6.8.3 PROCEDURAL OVERVIEW Repair and preventive maintenance Work Orders must have a new Work Order raised for each occasion a task is undertaken. These Work Orders must be closed within 24 hours of the task being completed. Additional actions required on closure of the Work Order include:

• The job description must be a true reflection of the work done and include the specifics of any adjustments, repair or component change. It is important not to overwrite the original Work Order Job Description, but to append any history details to it. Asset notes may supplement this data if appropriate.

• Check if additional work has been identified • The completion date must be entered. • Total Task durations must be entered at Work Order Level. • All Lost Time durations must be entered at Work Order Level. • All hours worked on a Work Order Task must be recorded on time sheets and

entered at Task Level. • Failure report must be generated if work was initiated by equipment failure

causing production loss. There are four levels of closure. The first level of closure is to be made by the person responsible for completing the work i.e. the Tradesperson. This closure ensures that the Work Order document is completed with all the relevant information attached. This includes circling the Fault Codes, noting history comments, Duration and date etc. The second level of closure is to be made by the person responsible for ensuring the Work Order document is filled in correctly i.e. the Supervisor. This closure ensures all tasks have been completed; the relevant information is documented and identifies any non-conformances and extra work that may be required. The third level of closure is to be made by the person responsible for ensuring the Work Order document is filled in correctly and the information entered into the CMMS i.e. the Area Planner. This closure ensures all the relevant information is noted in the CMMS and identifies any further work requirements that have been identified. The status is change to “AC” All Complete. The final level of closure changes the status to “Closed”. This level of closure must only occur after a period of time to ensure that all costing transactions are recorded against the Work Order. The Maintenance Planner will perform the “Closed” status change. Overhead Work Orders must have a new Work Order raised at the commencement of every three (3) month period and closed at the end of each period. Work orders can be established as PM’s and generated on a routine basis.



of 72

Adherence to these requirements will ensure that the maintenance department has the information necessary to efficiently manage their maintenance activities and record these activities for future analysis.

6.8.4 SPECIFICATION

A. On completion of work by tradesmen, ensure;

• Equipment is reinstated, test run and operations notified via a Hand Back Permit

(HBP). • Provide the following information on the Work Order and return to Maintenance

Supervisor − Details of work performed − Total Duration − Lost Time − Fault Code − Root Cause Code − Corrective Action Code − Preventative Action Code − Additional materials used − Additional resources used − History details − Change in Asset Numbers (including technical details or equipment) − Additional work required in future.

B. All work that was initiated by equipment failure, causing production loss, will require

a Failure Report to be generated. This will start the continuous improvement process whereby failures are investigated and modifications made to preventive/predictive procedures to lessen the effects of failure.

C. All tools are returned to the store, and action initiated to repair/replace them for future use, by using Out of Service tags.

D. All unused materials are returned to Supply, ensuring that they are credited to the correct Work Order

E. Equipment/components requiring overhaul, to be suitably tagged with date removed, faults identified, and contact details. Items are to be moved to workshop for dispatch. See Supply interface for more details.

F. Supervisor to raise further Work Orders if there are any additional urgent requirements. These are to be prioritised at the morning meetings.

G. Planner to record relevant details, history and status change, from the information provided by Supervisor/tradespeople. If insufficient information is available, discuss with Supervisor and/or tradesperson responsible.

H. Planner to initiate new Works Orders (ad hoc) for additional planned work identified. These are to be prioritised at the morning meetings.

I. Planner to review Work Pack provided to ascertain if it could be improved, and ensure correct filing for future use.

J. Planner to review maintenance strategy for improvements highlighted, and recommends changes to Superintendent.



of 72

K. System to closeout 'Work Orders' after 90 days from execution date. This time lag is to accommodate late time sheets and other delayed costs being applied.



of 72

6.8.5 WORK COMPLETION WORKFLOW AND RESPONSIBILITIES










1. Return tools to Store

2. Return Un-used Materials

3. Is any additional Work required?

4. Is Failure Report/Reliability Engineering required?

5. Update Work Order Information.

6. Record History and Close Work Order

7. Update Standard Job.

8. Update APL.

9. Update Work Pack.

10. Review Strategy.

Rel

iabi

lity

Gro

up

Legend

Prod

uctio

n Su

perv

isor

Mai

nten

ance

Sup

ervi

sor

Are

a Pl

anne

r

Ope

ratin

g &

Mai

nten

ance

Per

sonn

elComments / InformationM

ater

ial T

echn

icia

ns

Are

a E

ngin

eer

Prod

uctio

n Su

peri

nten

dent

Mai

nten

ance

Sup

erin

tend

ent

Update the Standard Job if required.

Are

a M

anag

er

Review and update the APL as required.

Review and Update the Work Pack as required.

Review the Maintenance Strategy for the Equipment and update as required.

Task DescriptionReturn any equipment/tools to the relevant locations. Direct any machinery to the providing Dept.

Complete the Materials to be returned book and return any materials to the warehouse for credit.

Is there any work not completed or additional urgent requirements. Raise a further Work Order to be prioritised at the morning meetings. Is the Equipment in need of specialised resourcing to make it more reliable. Raise an ECP for your area Engineer to follow through.Close the Work Order, MSO62Q. Action "C", add date and completion code of "AC".

Is there any additional planned work requirements. Raise a further Work Order to be prioritised at the morning meetings. Update the History/Completion comments on the Work Order. MSO62Q, Action "C" then Action "F".

Cen

tral

Sup

port

Pla

nner

I

I

C

C

?

End

A

A

I

I I I I

I I

I I I I

C

C

C

C

I

I

I

I

I

I I

I

I

II

II

I

End

I

I



6.9 BIENNIAL SHUTDOWN

6.9.1 SHUTDOWN PLANNING

6.9.1.1 SCOPE

This section covers ‘Biennial planning and scheduling’ of shutdowns.

6.9.1.2 RELATED DOCUMENTS 6.8 WORK COMPLETION PROCEDURE

6.9.1.3 PROCEDURAL OVERVIEW

A. Shutdown Review

• Tentative date of next Shut Down is set no later than 4 Weeks after last Shutdown (Action Maintenance Manager)

• Shutdown planning begins with Area Planners: • Analysis of last shutdown (Area Planners responsible for outcome). • Work-packs reviewed and up-dated (Area Planners responsible for outcome).

B. 18 Months before Tentative Shutdown date.

• Known Workload + Critical Path Duration Established: • All known workloads have been identified and scheduled to determine the critical

path duration (Area Superintendents are responsible for this outcome). • Shutdown date is reviewed and the tentative date is confirmed in Principle

(Maintenance Manager and General Manager to agree). • Known workload and critical path is Published (Maintenance Manager responsible

for outcome). C. 12 Months before the agreed tentative date of Shutdown.

• Projects will submit their project schedule forecast that will run over the shutdown schedule. (Projects Manager responsible) So the schedule can be checked for conflicts in resources, area space, and the potential impact these projects could have on the critical path. (Area Maintenance Superintendents responsible for outcome, Area Planners to action)

• Review all known workload + critical path duration to date (Area Superintendent responsible for outcome and Area Planner responsible to action).

• All stakeholders to agree on newly identified major tasks, or have to do jobs that need to be added to the Shutdown Schedule (Area Maintenance Superintendents and Area Process Superintendents to concur).

• Review new schedule for critical path (Area Superintendent responsible for outcome and Area Planner responsible for action). Publish the agreed Schedule (Maintenance Manager responsible)

of 72



• Review tentative date for Shutdown (Area Maintenance/Process Superintendents

and Maintenance Manager to concur). Plus: Up-Date Current Published Schedule: Known workload and critical path (Area Maintenance Superintendents responsible for outcome)

• Estimation of manning hours (skill sets) and resources are forecast (Area Superintendents responsible for outcome and Area Planners responsible for action).

• Begin sourcing long-term resources plus long lead-time item parts. (Area Planners Material Technicians responsible for action and outcome.)

• Give Preliminary Budget Costs plus/minus 30%(Area Maintenance Superintendents to Action).

D. 9 Months before Tentative Shutdown date.

• Review a prediction of ad-hoc work to come-in. (Planner to action) • Review the Preliminary Budget: • Forecast the Shutdown Budget to be within 90% accuracy and submit to

Maintenance Manager. (Area Superintendents responsible for outcome) • Estimation of manning hours (skill sets) and resources forecasted earlier need to be

‘Up-Dated’ by the following. • The estimation of manning hours (skill sets) and resources (Area Superintendents

responsible for outcome and Area Planners responsible for action) are to be 90% accurate.

• Resources/Contracts – All prepared – Begin Formalizing • Scheduled Work will have 90% of their Work-packs completed.

Plus:

• Review all known workload + critical path duration to date (Area Superintendent responsible for outcome and Area Planner responsible to action).

• All stakeholders to agree on newly identified major tasks, or have to do jobs that need to be added to the Shutdown Schedule (Area Maintenance Superintendents and Area Process Superintendents to concur).

• Review new- schedule for critical path (Area Superintendent responsible for outcome and Area Planner responsible for action). Publish the agreed Schedule (Maintenance Manager responsible)

• Review tentative date for Shutdown (Area Maintenance/Process Superintendents and Maintenance Manager to concur). Plus: Up-Date Current Published Schedule: Known workload and critical path (Area Maintenance Superintendents responsible for outcome).

• Continue sourcing long-term resources plus long lead-time item parts. (Area Planners Material Technicians responsible for action and outcome.)

of 72



E. 6 Months before Tentative Shutdown date.

• The Area Maintenance Superintendents will have signed off the completed work-packs for Scheduled Shutdown work. The Area Planners are responsible for ensuring that 90% of the work-packs have been completed for signing off against Scheduled Shutdown work.

• The Shutdown Date is reviewed against all long lead-time items to confirm that the shutdown will have no impact on critical path schedule.

• The shutdown date is now locked-in and published by the Maintenance Manager. • Final ‘Shutdown Budget Forecast’ is submitted to the Maintenance Manager for

Approval. • Process Operations will start planning their run-down schedule for the shutdown, in

conjunction with their Area Maintenance Superintendents. (Area Process Superintendents are responsible.)

• Maintenance Manager to publish extended shutdown team hierarchy and responsibilities. (Action Maintenance Manager.)

Plus: • Include prediction of ad-hoc work to come-in. (Planner to action) • Estimation of manning hours (skill sets) and resources forecast and published

results sent to shutdown Manager to start to source requirements for shutdown. • The estimation of manning hours (skill sets) and resources, such as cranes, riggers,

and specialized machinery, (Area Superintendents responsible for outcome and Area Planners responsible for action) are to be 90% accurate.

• Resources/Contracts – All prepared –Continue Formulizing • Review all known workload + critical path duration to date (Area Superintendent

responsible for outcome and Area Planner responsible to action). • All stakeholders to agree on newly identified major tasks, or have to do jobs that

need to be added to the Shutdown Schedule (Area Maintenance Superintendents and Area Process Superintendents to concur)).

• Review schedule for critical path (Area Superintendent responsible for outcome and Area Planner responsible for action). Publish the agreed Schedule (Maintenance Manager responsible)

• Continue sourcing long-term resources plus long lead-time item parts. (Area Planners Material Technicians responsible for action and outcome.)

F. 3 Months before Confirmed Shutdown date.

• Last jobs agreed and added to schedule. • Area Safety Plans submitted to Maintenance Manager for approval (Area

Maintenance Superintendents responsible for outcome) • The schedule is confirmed ‘closed-off’ by the Area Maintenance/Process

Superintendents and Maintenance Manager. • Work-packs completed and signed off. • Final manning requirements and the skill sets are final. • Itemised list of all ‘heavy or specialized’ equipment are final. • Shutdown Managers weekly site communication shutdown meetings begin.

(Responsibility – Maintenance Manager) • The Shutdown Date has been locked-in by the Maintenance Manager. • Final ‘Shutdown Budget Forecast’ is reviewed.

of 72



• Resources/Contracts – All prepared –Continue Formalizing and report on any

outstanding issues. • The Stakeholders will review emergent tasks that need to add to the Shutdown

Schedule. (Area Maintenance Superintendents and Area Process Superintendents to concur on schedule changes).

• Continue sourcing long-term resources plus long lead-time item parts. (Area Planners Material Technicians responsible for action and outcome.) Report by exception.

G. 2 Months before Confirmed Shutdown date.

• Emergent work discussed – Can only be added to schedule in consultation with Shutdown Manager.

• Discuss impact on critical path + budget, resources, equipment, work-packs and spare parts.

• The Area Process Superintendent will publish their Area run down to the shutdown. (Area Process Superintendents are responsible)

Plus: • Work-packs completed and signed off. • Final manning requirements and the skill sets are final (Review). • Itemised list of all ‘heavy or specialized’ equipment are final (Review). • Resources/Contracts –Review progress • Continue sourcing long-term resources plus long lead-time item parts. (Area

Planners Material Technicians responsible for action and outcome.) Report progress. • Two Months before the shutdown the Area Maintenance Superintendents, Area

Supervisors, Planners and Process Superintendents shall meet weekly to discuss: • Emergent work – Can only be added to schedule in consultation with Shutdown

Manager. • Discuss impact on critical path + budget, resources, equipment, work-packs and

spare parts. • Review the Area run down schedule. (Area Process Superintendents are

responsible) • Work-packs completed and signed off. • Final manning requirements and the skill sets are final (Review). • Itemised list of all ‘heavy or specialized’ equipment are final (Review). • Resources/Contracts –Review progress • Continue sourcing long-term resources plus long lead-time item parts. (Area

Planners Material Technicians responsible for action and outcome.) Report progress. • Area Maintenance Superintendents attend Weekly shutdown communication

meeting and give update on Areas’ progress and any outstanding issues • Review any issues that may affect the outcome of the Shutdown.

of 72



6.10 MEDIUM IMPACT SHUTDOWNS

6.10.1 SHUTDOWN PLANNING

6.10.1.1 SCOPE This section covers the planning and scheduling of medium business impact shutdowns inclusive of 3200 Train Shuts, 3500 Precipitation Train Changes and 3700 Furnace Shuts.

6.10.1.2 RELATED DOCUMENTS

6.8 WORK COMPLETION PROCEDURE

6.10.1.3 PROCEDURAL OVERVIEW

A. ANNUAL SHUTDOWN SCHEDULE

• The annual shutdown schedule with tentative shutdown dates is to be completed no later than the 1st November of the previous calendar year.

• The annual shutdown schedule, showing planned shutdowns for the calendar year is the responsibility of the Maintenance Manager with agreement from the Area Managers impacted, the Electrical Manager, the Planning Manager and the General Manager

B. DEVELOPMENT AND APPROVAL OF THE SCOPE

• The scope is to be developed as per “Scope Development and Review Procedure” and is the responsibility of the Area Manager with the assistance of Area Maintenance and Production Superintendents.

• The scope is to be closed for additional work no later than 10 weeks prior to the target shutdown date.

• Any additional work scope proposed after the scope is closed is to be approved under the emergent work process (as per “Emergent Work Process”).

• Approval of the scope is to be as per “Scope Development and Review Procedure”. This is the responsibility of the Area Maintenance Superintendent with agreement from the Area Production Superintendent and Approval from the Area Manager, the Maintenance Manager, the Planning Manager and the General Manager.

• Final approval of the Scope is to be completed as “Scope Development and Review” no later than 8 weeks prior to the scheduled shutdown date.

C. PRE-SHUTDOWN PLANNING OF TASKS IN THE SCOPE • All tasks in the scope are to have work order numbers assigned them with these

work orders linked to the shutdown code no later than 7 weeks prior to the scheduled shutdown date. This is the responsibility of the Area Maintenance Planner.

• The first pass of the pre-planning task audit (as per “Pre-planning Preparedness Task Audit”) of the scope is to be completed by the Area Planner/Material Technicians no later than 5 weeks prior to the scheduled shutdown date to ensure sufficient time for the ordering of additional parts and specialist tools/labour.

• The “Pre-planning task audit” is to be completed no later than two weeks prior to the shutdown. This is the responsibility of the Area Planner and Material Technicians as per “Pre-planning Task Audit”.

of 72



• Any tasks in the scope that are not prepared (as per the Audit process) 2 weeks

prior to the shutdown date are to be removed from the scope as per the Emergent Work Process. This is the responsibility of the Shutdown Planner to manage.

• The scheduling of the tasks is the responsibility of the Shutdown Planner with technical planning assistance from the Area Planner. The schedule is to be completed and proposed to the Area Manager and Maintenance manager no later than 4 weeks prior to the shutdown for Approval.

• Approval of the schedule is to be completed no later than 2 weeks prior to the shutdown date. Gaining approval for the schedule is the responsibility of the designated Shutdown Planner.

of 72



7. PLANNER – MATERIAL TECHNICIAN / SUPPLY INTERFACE

of 72



7.1 PLANNER – MATERIAL TECHNICIAN/SUPPLY INTERFACE

7.1.1 SCOPE This standard applies to the communication between the maintenance and supply departments for material (including spares) requirements and availability for all scheduled maintenance work.

7.1.2 RELATED DOCUMENTS Work Planning Procedure – Section 6.4 Scheduled Work Procedure – Section 6.5 Work Completion Procedure – Section 6.8

7.1.3 OVERVIEW The effective scheduling and execution of maintenance work requires:

• Identification of the materials required • Confirmation of the material availability (in stock or confirmed delivery date) • Assembly and delivery of the materials to the collection point or work site.

To enable this process to occur, Maintenance must:

• Prepare a forward work schedule. • Identify the materials required for each job. • Identify the collection or delivery point for materials for each job.

Supply must:

• Receive the forward work schedule and associated materials requirements. • Reserve and/or order materials. • Assemble and label appropriately the materials for each job. • Deliver materials to the nominated delivery point.

7.1.4 SPECIFICATION

A. The planner will generate a 4 week preliminary Work Schedule, each week. The material technician will produce a forward work program report for the Supply Department, on a weekly basis. This is a report comprising all work orders which have been allocated a scheduled date, sorted by crew, equipment number, purchase or issue requisition number and work order number, with all the material requirements identified.

B. The forward work program is transmitted by e-mail to the Supply Department.

C. The Supply Department is to review the material required by dates, determine the availability of the material and advise the relevant planner of options, including urgent expediting or rescheduling the work order.

D. The Supply Department prepare picking slips and a delivery schedule for the weekly work schedule which is to commence on the following Monday.

E. Both the Material Technician and Supply Department will separately identify items required for shutdown work and all items are marked accordingly.

of 72



F. All shutdown items are stored in a special locked compound or container.

G. The Supply Department prepare a material availability report for each of the future

weeks on the forward work program. The materials availability report will identify the status of all materials for each work order on the forward work plan.

H. The materials status will be reported as either:

− In stock and reserved or unreserved. − Out of stock and ordered (plus due date) or unordered.

I. The materials availability report will also contain the following information

− Required date − Work Order number − Crew/Planner − Stock number or PR number/description − Quantities − Supply comments

J. The materials availability report is to be emailed to the Material technician and the Maintenance Planner. The report will be transmitted weekly or until all material delivery dates are satisfied.

K. At the weekly scheduling meeting the Planner and Material Technician will use the

materials availability report to assist in the preparation of the future work plans.

7.1.5 DURING THE SCHEDULE WEEK The supply department deliver the materials for each of the scheduled work orders to the nominated drop point, at the nominated time, with picking slips securely attached.

of 72



7.1.6 SUPPLY INTERFACE WORK FLOW

Start

Requisition For Parts/Materials

Are Parts/Materials

Available?

Liaise With Planners

Procurement Source Suppliers For

Parts/Materials

Selection & Order For Parts/Materials

Expedite Supplies & Delivery Timings

Parts Received At Site

Finish

Yes No

of 72



8. REPAIRABLE ITEM MANAGEMENT - RIMS FAQ’s (Frequently Asked Questions)

QUESTION ANSWER

What is RIMS? • An Ellipse Maintenance module.

• Used to manage the repairs to all the identified Repairable parts on site.

What is a “Repairable Item”? • A part that you exchange with the Warehouse for a new/repaired replacement’.

• Examples include valves, mechanical seals, pumps, gaskets etc.

Why are we using it? • Easier to identify repairable parts.

• Easier to tracking the repair of a part.

• Easier to manage the financial side of the repair.

• Makes sure we only get charged for the repair and not the cost of the new item as well!

• Easier to manage stock returns.

What Part Do We Play In RIMS? • Make sure the part is booked out through the Work Order Number.

• Make sure there is a repair tag on the part.

• Make sure you write in the Work Order Number on the repair tag.

• Make sure the part is thoroughly cleaned and free from hazardous substances.

• Make sure you return the part for repair to either the Warehouse or Score lay down areas.

When Don’t We Use RIMS? • When a part normally gets taken out, repaired and put straight back in place (eg A major gearbox overhaul).

• On parts worth less than $500.

• On non-stock items.

What if we want to scrap a part? • Make sure the repair tag is on the part.

• Tick the “SCRAP” tick box and write down the reason why on the tag.

• Put the part in the repair lay down areas.

What do we have to do in Ellipse? • Just raise a normal Warehouse request against the Work Order for the job.

• The Planners and Purchasing Officers manage the rest. of 72



of 72

8.1 RIMS FLOW CHART Raise a Work Order for the required

work

Book out the new part through a Warehouse requisition

Does the new part have a Repair tag on

it?

Ask the Storeperson for one. Write the Stock Code on the Tag. Securely attach tag.

Check that the Stock Code is written on the tag.

Write the W/Order number on the tag

Tick the "SCRAP" tick box on the tag. Take part to the lay down area.

Remove Repair tag from new part and securely attach to part to be repaired. Check the W/Order number is on the

Take part to be repaired to Warehouse lay down areas

Is the part to be scrapped?

Ensure the part is cleaned and free of hazardous substances.

Y

N

Y

N



8.2 RIMS COSTING TRANSACTIONS

4) Repair Order receipted

Debited with the cost of repair from the Repair Order

Credited with standard price of

new item

Debited with standard price of

new item

3) Repair Order created

Credited with standard price of

new item

2) Part booked out via Warehouse

Req.

Debited with standard price of

new itemNo costing

No costing No costing1) W/Order raised for job

Repairable Control Account

Field Process Actions WO Costing

of 72



9. KEY PERFORMANCE INDICATORS

of 72



9.1 KEY PERFORMANCE INDICATORS

9.1.1 INTRODUCTION

The following table lists the recommended minimum suite of KPIs and the relevant level in the Organisation that each of the KPIs are reportable too. There are three (3) mandatory 'Corporate' reporting requirements and twelve (12) that are maintenance specific. For each of these KPIs there will be a subset that will be developed to allow gap analysis to be performed and variances to targets explained. These subsets could include Pareto charts, pie charts, trends, etc

KPI Gen

Manager Manager Sup’tendent Supervisor

Planner

Mandatory Safety X X X X X Environment X X X X X Costs X X X X X Maintenance Specific Utilisation X X X X X Availability X X X X Reliability X X X X Capability Loss X X X X Service Completion X X X Statutory Compliance X X X X X Scheduled Workload X X X X Schedule Completion X X X X Schedule Loading X X X Workload profile X X X Estimating Performance X X Estimating Index X X

Some of these KPIs are already in place, though there are some that have varying definitions and formulas in different areas of the Operations. These will need to be standardised and the project group believe the definitions in Section 3.0 are those that should be used. As part of the review there may be other KPIs that some think are more appropriate. These will need to be considered but it is also important that the list developed is not of a size that becomes an issue to manage. If a KPI is not associated with a key performance driver, or is not going to drive improvement, then it should not be used. As the maintenance and plant performance matures, the KPIs will need to be changed to identify further areas of improvement.

of 72



9.1.2 DEFINITIONS AND FORMULA

9.1.2.1 SAFETY It is proposed that the standard Safety KPIs currently in use will be retained.

9.1.2.2 ENVIRONMENT It is proposed that the standard Environmental KPIs currently in use will be retained.

9.1.2.3 COSTS It is proposed that the standard Cost KPIs currently in use will be retained. However, once the site Planning and Scheduling processes have been successfully implemented it is proposed that a set of Maintenance Cost KPIs and reports be developed utilising the CMMS as the source of data. These KPIs and reports will allow Maintenance and Reliability personnel to drill down through cost data available at the following levels within the CMMS. This will assist in explaining cost variance by Equipment rather than from the General Ledger.

• Plant Area. • Equipment. • Work Order. • Labour. • Material.

9.1.3 AVAILABILITY / UTILISATION

Availability is a measure of the percentage of time in which plant could be operated.

Calendar Time - Maintenance Downtime x 100 Calendar Time

Maintenance Downtime shall be the time that equipment is not capable of operation due to it being assessed, serviced, repaired or tested by maintenance, and the time equipment is out of service awaiting availability of maintenance personnel or facilities, but shall exclude time awaiting return to operation after maintenance. Maintenance Downtime shall include both unplanned and planned maintenance and shall accrue whether the equipment is needed for operation or not. That is, if maintenance is carried out during meal breaks, shift changes or non-operating shifts, etc. and the maintenance activity would otherwise take the plant or process out of service, then the plant shall be logged as unavailable for that period. Utilisation is a measure of the percentage of time in which plant is actually operated.

= Operating Time x 100

Calendar Time

Periods when plant is not operated due to meal breaks, shift changes, non-working shifts, etc. shall be recorded as non-utilised time.

of 72



9.1.4 RELIABILITY

Reliability is a measure of the frequency of equipment failure or malfunction. = Number failures per Month

The cumulative impact of numerous malfunctions (even those of short duration) can exceed the impact of one significant shutdown. Hence, all instances of the failure or malfunction of equipment shall be recorded. To enable areas of recurring unreliability to be identified and corrected, records shall also detail the specifics of each failure. To achieve this, each instance of unreliability shall be recorded along with the equipment identify and description of the failure. Single-number indicating site reliability is in most cases meaningless. Conversely, a separate measure for each item of equipment is too detailed for an effective site report. An appropriate point of compromise is to report the reliability of the major production processes for the site.

9.1.5 CAPABILITY LOSS

Capability Loss is the measure of the extent of limitations to process throughput. = Throughput Restriction x Duration

Capability Loss can occur due to many causes, including both maintenance and operation influences. To enable areas of recurring capability loss to be identified and corrected, records shall also detail the specific cause and duration of each instance where plant capability is restricted. To achieve this, each instance of capability loss shall be recorded along with the:

• Equipment Identity • Reason for Restriction • Size of the capacity restriction • Duration of restriction

A single number indicating site capability loss is in most cases meaningless. Conversely, a separate measure for each item of equipment is too detailed for an effective site report. An appropriate point of compromise is to report the capability loss of the major production processes for the site.

9.1.6 SERVICE COMPLETION

9.1.6.1 Calculation Service Completion is a measure of the percentage of the routine preventive and predictive maintenance, which is completed within an acceptable period of it falling due.

= Scheduled Services Completed x100

Scheduled Services Due

Scheduled work is "completed when due" if all of the tasks within the Maintenance Order are completed within the calendar week in which they fall due.

of 72



9.1.6.2 Presentation

Service Completion shall be reported on a weekly basis in the form of a line graph of the performance for the twelve weeks up to and including the current reporting week.

9.1.7 STATUTORY COMPLIANCE

9.1.7.1 Calculation Statutory Compliance is a measure of the percentage of the statutory maintenance inspections that is completed within an acceptable period of it falling due. = Statutory Inspections Completed x 100

Statutory Inspections Due Statutory inspection is "completed when due" if all of the tasks within the Maintenance Work Order are completed within the calendar month in which they fall due.

9.1.7.2 Presentation Statutory Compliance shall be reported on a weekly basis in the form of a line graph of the performance for the twelve weeks up to and including the current reporting week.

9.1.8 SCHEDULED WORK

9.1.8.1 Calculation Scheduled Work is a measure of the amount of work Planned and Scheduled V’s Reactive

= Number Scheduled Orders x100

Number Orders

9.1.8.2 Presentation Scheduled Work shall be reported on a weekly and monthly basis on a single run chart

1. Maintenance Planning - % of Work Scheduled (Vs Reactive)

4056

44 504862

46 4538

7141

22

57 6347

838

62

253

59 50 47

12

75 75 75 75

020406080

100

Ore Leach Refinery Utilities Central Works

%

12 MONTHS 3 MONTHS WEEK 4 WEEK 3 WEEK 2 WEEK 1 TARGET

9.1.9 SCHEDULE COMPLETION

9.1.9.1 Calculation Schedule completion is a measure of the success of the maintenance department in completing the work which is included in each schedule period.

= Number of Scheduled Maintenance Orders Completed x 100

Number of Maintenance Orders Scheduled

A Scheduled Maintenance Order shall be one for which the date of execution is set at least one

of 72



schedule period prior to its being executed.

9.1.9.2 Presentation Schedule Completion shall be reported on a weekly basis in the form of a line graph of the performance trend for the twelve weeks up to and including the current reporting week.

9.1.10 SCHEDULE LOADING

9.1.10.1 Calculation Schedule Loading is a measure of the extent to which work is preplanned and scheduled for maintenance labour resources.

= Hours of Work Scheduled x 100

Hours of Labour Available

A Scheduled Maintenance Order shall be one for which the date of execution is set at least one schedule period prior to its being executed.

9.1.10.2 Presentation Schedule Loading shall be reported on a weekly basis in the form of a line graph of the performance for the twelve weeks up to and including the current reporting week.

9.1.11 FORWARD LOAD

9.1.11.1 Calculation Forward Load is a measure of the extent to which maintenance work is being planned and organised ahead of its required execution.

− Number of Maintenance Orders allocated to future schedule periods. − Planned Labour Hours for Maintenance Orders allocated to future schedule

periods.

9.1.11.2 Presentation A combined chart consisting of a histogram and a line graph. The height of the histogram bars shall equal the number of Maintenance Orders which have a scheduled or required start date in the current or a future schedule period. The line graph shall indicate the sum of the Planned Labour Hours for Maintenance Orders which have a scheduled or required start date in the current or a future schedule period. The chart shall report figures for four schedule periods:

− Current schedule period. − Current schedule period plus 1. − Current schedule period plus 2. − Current schedule period plus 3. − All work from current schedule period plus 4, and further in the future.

9.1.12 OVERDUE WORK

9.1.12.1 Calculation Overdue work is a measure of the amount of work which was not completed within the calendar week in which it was scheduled for execution. To provide a complete picture of the overdue work (the tasks overdue on plant and the labour required to catch up) it is necessary to measure both the number of overdue Maintenance

of 72



Orders and the number of overdue hours of work.

− Maintenance Orders with a scheduled week number prior to the current week number.

− Sum of planned labour hours for Overdue Maintenance Orders.

9.1.12.2 Presentation Overdue Work shall be reported on a monthly basis in two formats:

9.1.13 Overdue Work Volume A single run chart with two line graphs for:

− The number of Maintenance Orders overdue. − The number of planned Labour hours on overdue Maintenance Orders.

Two vertical scales shall be used. The left hand scale for the number of overdue orders and the right hand scale for the planned labour hours on overdue orders. In order to reveal trends in the volume of overdue work, these graphs shall present the performance figures for each of the twelve months up to and including the current reporting month.

9.1.14 Overdue Work Age The Backlog measures open work order tasks that have a Planned Start Date that is in the past (Over 2 Weeks Old). If the work order task has no Planned Start Date, then the calculation uses the work order Created Date. The 12month measure is all WO tasks. The 3 month measure is all work order tasks overdue for the last 3months. The weekly measures are overdue work order tasks for that week.

4. Backlog #

353142

533419

21485 194 204

8 8 18 2811 3 18 1931 2 18 15

300 300 300 300

0200400600800

Ore Leach Refinery Utilities Central Works

#

12 MONTHS (+) TOTAL 3 MONTHS TOTAL WEEK 4 WEEK 3 WEEK 2 TARGET

9.1.15 CANCELLED WORK

9.1.15.1 Calculation Growth in overdue work may be curtailed by either completing outstanding work or by cancelling (deleting) it. To ensure that overdue work is not cancelled to excess it is important to measure the extent of Cancelled Work. Cancelled Work is a measure of the amount of work that is deleted rather than rescheduled.

− Number of Maintenance Orders cancelled. − Sum of Planned Labour Hours for cancelled Maintenance Orders.

9.1.15.2 Presentation A single run chart with two line graphs for:

− The number of cancelled Maintenance Orders. − The sum of the Planned Labour Hours for cancelled Maintenance Orders.

Two vertical scales shall be used. The left hand scale for the number of cancelled Maintenance

of 72



Orders and the right hand scale for the Planned Labour Hours on cancelled Maintenance Orders. In order to reveal trends in cancelled Maintenance Orders, these graphs shall present the performance figures for each of the twelve months up to and including the current reporting month.

9.1.16 MAINTENANCE ORDER QUALITY

9.1.16.1 Effective Creation

9.1.16.1.1 Calculation Maintenance Order Effective Creation is a measure of the extent to which appropriate detail is identified and included in the orders during the creation and planning process.

= No. Orders with all reporting fields filled in correctly x 100

No. Maint Orders Completed

A correctly established work order is defined as having the following information: Work Order Header Work Order Task/s Work Order Description Work Group Equipment Number Safety Instruction Code Work Group Job Description Code Originators Priority Planned Start Date Planners Priority Estimated Duration Maintenance Type Estimated Resource Qty Work Order Type Estimated Resource Hrs Component Code At least one line of Job Instructions and/or User Status A work pack document attached At least one Task Planned Start Date

9.1.16.1.2 Presentation Maintenance Order Effective Creation shall be reported on a weekly basis in the form of two column graphs showing Scheduled and Unscheduled for the last four weeks, the three month total and the twelve month total.

of 72



9.1.16.2 Completion Correctness

9.1.16.2.1 Calculation Maintenance Order Completion Correctness is a measure of the extent to which appropriate detail is identified and included in the orders during the Completion process.

= No. Orders with all reporting fields filled in correctly x 100

No. Maint Orders Completed

A correctly Completed Work Order is defined as a work order header (not task) that has a Completion Code, Completed By, Completion Date, History Comments, Fault Code, Root Cause Code, Corrective Action Code, Preventative Action Code and an Actual Job Duration. Note that if the History Comments are recorded against the task, rather than the work order header, the work order will still be counted as compliant.

9.1.16.2.2 Presentation Maintenance Order Completion Correctness shall be reported on a weekly basis in the form of a column graph showing the last four weeks, the three month total and the twelve month total.

9.1.17 ESTIMATING PERFORMANCE

9.1.17.1 Calculation Estimating performance is a measure of the accuracy of the Planned Costs, compared to the actual Maintenance Order costs.

= Maintenance Order Planned cost

Maintenance Order Actual cost The Estimating Performance is a ratio. The ideal value (ie. actual value equal to estimate) is 1.

9.1.17.2 Presentation Estimating Performance shall be reported on a monthly basis in the form of a mean and range chart comprising three lines:

− The highest overestimation ratio for the month. − The average of the estimation ratios for the month. − The lowest underestimation ratio for the month.

The presentation shall provide a trend for the twelve months up to and including the current reporting month.

of 72



9.1.18 REWORK

9.1.18.1 Calculation Rework is a measure of the quality of maintenance work execution. To provide a complete view it is necessary to measure both the frequency of rework (defect rate) and the significance of the rework (defect severity). The responsible Maintenance Supervisor shall identify when work is undertaken to correct a defect arising from the earlier execution of work. In this case the Maintenance Order raised to carry out the corrective work shall be given an Order Type of Rework. The Cost of Rework shall be taken from the costs reported to the “rework” Maintenance Orders.

9.1.18.2 Defect Rate

= Number of Rework Maintenance Orders x 100

Number of Maintenance Orders Completed

9.1.18.3 Defect Severity

= Cost of Rework

9.1.18.4 Presentation A single run chart with two line graphs for:

− Defect Rate. − Defect Severity.

Two vertical scales shall be used. The left hand scale for defect rate and the right hand scale for the defect severity. In order to reveal trends in performance, these graphs shall present the performance figures for each of the twelve months up to and including the current reporting month.

of 72



10. MAINTENANCE TERMINOLOGY

of 72



10.1 MAINTENANCE TERMINOLOGY

Applications Parts List (APL) A list of all parts required performing a specific maintenance activity. Typically set up as a standard list attached to a Standard Job for Routine Tasks. Not to be confused with a Bill of Materials. Asset Unlike in the accounting definition, in maintenance this is commonly taken to be any item of physical plant or equipment. Asset Management A physical resources planning and control shall be systematic throughout its life. This may include the specification, design and construction of the asset, its operation, maintenance and modification while in use, and its disposal when no longer required. Asset Register An 'Asset Register' is a list of all the assets in a particular workplace. It contains information about those assets such as manufacturer, vendor, make, model, specifications, etc. Availability The proportion of total time that an item of equipment is capable of performing its specified functions, normally expressed as a percentage. It can be calculated by dividing the equipment available hours by the total number of hours in any given period. Available Hours Equipment availability is the total number of hours that an item of equipment is capable of performing its specified functions. It is equal to the total hours in any given period, less the downtime hours for maintenance activities. Backlog Work that has not been completed by the nominated ‘required by date’. The period for which each Work Order is overdue is defined as the difference between the current date and the ‘required by date’. All work for which no ‘required by date’ has been specified is generally included in the backlog. Benchmarking The process of comparing performance with other organisations, identifying comparatively high performance organisations, and learning what it is they do that allows them to achieve that high level of performance Bill of Materials A 'Bill of Materials' is a list of all the parts and components that make up a particular asset. Not to be confused with an Applications Parts List. Breakdown A 'breakdown' is a specific type of failure, where an item of plant or equipment is completely unable to function. Computerised Maintenance Management System (CMMS) CMMS is a computerised system to assist with the effective and efficient management of maintenance activities through the application of computer technology. It generally includes elements such as a computerised Work Order, as well as facilities for scheduling Routine Maintenance Tasks, and recording and storing Standard Jobs, Bills of Materials and Applications Parts Lists, as well as numerous other features. Condition Monitoring Condition monitoring uses specialist equipment to measure the condition of equipment. Vibration Analysis, Tribology and Thermograph are all examples of Condition Monitoring techniques.

of 72



Corrective Maintenance Corrective is maintenance an activity required to correct a failure that has occurred, or is in the process of occurring. This activity may consist of repair, restoration or replacement of components. Criticality The priority ranking of a failure mode based on some assessment criteria. Defect A defect is typically a potential failure or other condition that will require maintenance attention at some time in the future, but which is not currently preventing the equipment from fulfilling its functions. Discard Task The 'Discard Task' is the removal or disposal of items or parts. Economic Life The total length of time that an asset is expected to remain actively in service before it is expected that it would be cheaper to replace the equipment rather than continuing to maintain it. In practice, equipment is more often replaced for other reasons, including: because it no longer meets operational requirements for efficiency, product, quality, comfort etc., or because newer equipment can provide the same quality and quantity of output more efficiently. Emergency Maintenance Task A maintenance task carried out in order to avert an immediate safety or environmental hazard, or to correct a failure with significant economic impact. Engineering Change Procedure (ECP) See Engineering Work Order Engineering Work Order The prime document used to initiate an engineering investigation, engineering design activity or engineering modifications to an item of equipment. Environmental Consequences A failure has environmental consequences if it could cause a breach of any known environmental standard or regulation. Equipment Life This term often isn’t very useful, in a practical sense. It makes more sense to talk about Component Life. Also see Economic Life, Useful Life and Average Life for some more practical definitions. Equipment Maintenance Strategies The choice of routine maintenance tasks and the timing of those tasks, designed to ensure that an item of equipment continues to fulfill its intended functions. Estimated Plant Replacement Value The estimated cost of capital works required replacing all the existing assets with new assets capable of producing the same quantity and quality of output. Estimating Index The ratio of Estimated Labour Hours required to complete the work specified on Work Orders to the Actual Labour Hours required to complete the work specified on those Work Orders, commonly expressed as a percentage.

of 72



Failure An item of equipment has suffered a failure when it is no longer capable of fulfilling one or more of its intended functions. Note that an item does not need to be completely unable to function to have suffered a failure. Failure Cause Failure Cause is an event that causes a failure. Failure Code A code typically entered against a Work Order in a CMMS that indicates the cause of failure (egg. Lack of lubrication, metal fatigue etc.) Failure Consequences A term used in 'Reliability Centred Maintenance' (RCM). The consequences of all failures can be classified as being, Hidden, Safety, Environmental, Operational or Non-Operational. Failure Effect A description of the events that occur after a failure has occurred as a result of a specific Failure Mode. Used in 'Reliability Centred Maintenance' (RCM), FMEA and FMECA analyses. Failure Finding Interval The 'failure finding interval' is the frequency with which a Failure Finding Task is performed. Is determined by the frequency of the failure of the Protective Device, and the desired availability required of that Protective Device. Failure Finding Task Used in Reliability Centred Maintenance (RCM) terminology. A routine maintenance task, normally an inspection or a testing task, designed to determine, for Hidden Failures, whether an item or component has failed. A Failure Finding Task should not be confused with an On-Condition Task, which is intended to determine whether an item is about to fail. Failure Finding Tasks are sometimes referred to as Functional Tests. Failure Mode A 'Failure Mode' is an event that causes a failure. Failure Modes and Effects Analysis (FMEA) FMEA is a structured method of determining equipment functions, functional failures, assessing the causes of failures and their effects. The first part of a Reliability Centred Maintenance (RCM) analysis is a Failure Modes and Effects Analysis (FMEA). Failure Modes, Effects and Criticality Analysis (FMECA) FMEAC is a structured method of assessing the causes of failures and their effect on production, safety, environment, costs, quality, etc. First aid injury A work related injury or illness that requires first aid treatment only. Forward Workload All known backlog work and work which is due or predicted to become backlog work within a pre-specified future time period. Function The definition of what we want an item of equipment to do, and the level of performance that the users of the equipment require when it does it. Note that an item of equipment can have many functions, commonly split into Primary and Secondary Functions. Note also that the level of performance specified is that required by the users of the equipment, which may be quite different to the original design, or maximum performance capability for the equipment.

of 72



Functional Failure Used in Reliability Centred Maintenance (RCM) terminology. Function Failure is the inability of an item of equipment to fulfil one or more of its functions. Gantt Chart A 'Gantt Chart' is a bar chart format of scheduled activities showing the duration and sequencing of activities. HAZOP A structured process, originally developed by ICI following the Flixborough disaster, intended to proactively identify equipment modifications and/or safety devices required in order to avoid any significant safety or environmental incident as a result of equipment failure. Similar, in some respects to the Reliability Centred Maintenance (RCM) in identifying underlying causes of failure, and does not consider, in any depth, the possibility of avoiding such incidents through applying appropriate Proactive Maintenance tasks. Hidden Failure A 'Hidden Failure' is a failure, which on its own does not become evident to the operating crew under normal circumstances. Typically, protective devices which are not fail-safe (examples could include standby plant and equipment, emergency systems etc.) Incident A work related injury or illness that requires no treatment or a near miss report. Work Request Term used in current CMMS to describe an Work Request. Infant Mortality The relatively high conditional probability of failure during the period immediately after an item returns to service. Inspection Any task undertaken to determine the condition of equipment, and/or to determine the tools, labour, materials, and equipment required to repair the item. Key Performance Indicators A select number of key measures that enable performance against targets to be monitored. Life Cycle Costing Life Cycle Costing is a process of estimating and assessing the total costs of ownership, operation and maintenance of an item of equipment during its projected equipment life. Typically used in comparing alternative equipment design or purchase options in order to select the most appropriate option. Lost Time Injury (LTI) A work related injury or illness that prevents return to work on any future shift. Maintainability Maintainability is the ease and speed with which any maintenance activity can be carried out on an item of equipment. May be measured by Mean Time to Repair (MTTR). Is a function of equipment design, and maintenance task design (including use of appropriate tools, jigs work platforms etc.)? Maintenance Any activity carried out on an asset in order to ensure that the asset continues to perform its intended function, or to repair the equipment. Note that modifications are not maintenance, even though maintenance personnel may carry them out.

of 72



Maintenance Downtime Maintenance Downtime shall be the time that equipment is not capable of operation due to it being assessed, serviced, repaired or tested by maintenance, and the time equipment is out of service awaiting availability of maintenance personnel or facilities, but shall exclude time awaiting return to operation after maintenance. Maintenance Policy A statement of principle used to guide Maintenance Management decision-making. Maintenance Process All actions associated with the management and execution of the maintenance function. Maintenance Schedule A list of planned maintenance tasks to be performed during a given time period, together with the expected start times and durations of each of these tasks. Schedules can apply to different time periods (e.g. Daily schedule, Weekly schedule, Shutdown schedule, etc.) Maintenance Strategy A long-term plan, covering all aspects of maintenance management that sets the direction for maintenance management, and contains firm action plans for achieving a desired future state for the maintenance function. Materials Management Processes used to ensure the provision of appropriate materials for maintenance tasks in a timely and efficient manner. Mean Time Between Failures (MTBF) MTBF is the measure of equipment reliability. This is equal to the total equipment operating hours in a given time period, divided by the number of failures in that period. Medically treated injury (MTI) A work related injury or illness that requires treatment by a medical practitioner (includes LTI’s and MTI’s) Mean Time To Repair (MTTR) MTTR is the measure of maintainability. This is equal to the total equipment downtime in a given time period, divided by the number of failures in that period. Modification Any activity carried out on an asset, which increases the capability of that asset to perform its required functions. No Scheduled Maintenance (Run-to-failure) An Equipment Maintenance Strategy, where no routine maintenance tasks are performed on the equipment. The only maintenance performed on the equipment is Corrective Maintenance, and then only after the equipment has suffered a failure. Non-Destructive Testing Testing of equipment, which does not destroy the equipment, to detect abnormalities in physical, chemical or electrical characteristics. Techniques which are considered to be NDT techniques are ultrasonic thickness testing, dye penetrant testing, x-raying, and electrical resistance testing. Non-Operational Consequences A failure has non-operational consequences if the only impact of the failure is the direct cost of the repair (plus any secondary damage caused to the equipment as a result of the failure.)

of 72



Non-routine Maintenance Non-routine-Maintenance is any maintenance task, which is not performed at a regular, pre-determined frequency. Oil Analysis (Tribology) Tribology is the process of monitoring the condition of equipment through the analysis of properties of its lubricating and other oils. Typically conducted through the measurement of particulates in the oil, ore the measurement of the chemical composition of the oil (Spectrographic Oil Analysis). Commonly used for monitoring the condition of large gearboxes, engines and transformers, amongst other applications.

Operating Context Operating Context is the operational situation within which an asset operates. The operating context has enormous influence over the choice of appropriate equipment maintenance strategies for any asset. Operating Hours Operating Hours is the length of time that an item of equipment is actually operating. Operational Consequences A failure has operational consequences if it has direct adverse impact on operational capability (lost production, increased production costs, loss of product quality, or reduced customer service). Operational Downtime TBA Operational Efficiency Used in the calculation of Overall Equipment Effectiveness (OEE). The actual output produced from an asset in a given time period divided by the output that would have been produced from that asset in that period, had it produced at its rated capacity. Normally expressed as a percentage. Overdue Work Overdue Work is work that has not been completed or started by the agreed "required by date". The period for which each Work Order is overdue is defined as the difference between the current date and the "required by date". Overall Equipment effectiveness (OEE) OOE is a measure of overall asset productivity. Is generally expressed as a percentage, and can be calculated by multiplying Utilization by Operational Efficiency by Quality Rate. Overhaul A comprehensive examination and restoration of an asset to an acceptable condition. P-F Interval The time from when a Potential Failure can be detected on an asset or component using a selected Predictive Maintenance task, until the asset or component has failed. Reliability Centred Maintenance (RCM) principles state that the frequency with which a Predictive Maintenance task should be performed is determined solely by the P-F Interval. Percent Planned Work The percentage of total work (in labour hours) performed in a given time period which has been planned in advance. Planned Maintenance Any maintenance activity for which a pre-determined job procedure has been documented, for which all labour, materials, tools, and equipment required to carry out the task have been estimated, and their availability assured before commencement of the task.

of 72



Predictive Maintenance An equipment maintenance strategy based on measuring the condition of equipment in order to assess whether it will fail during some future period, and then taking appropriate action to avoid the consequences of that failure. The condition of equipment could be monitored using Condition Monitoring, Statistical Process Control techniques, by monitoring equipment performance or through the use of the human senses. Preventive Maintenance Preventive Maintenance is a maintenance strategy based on replacing, overhauling or remanufacturing an item at a fixed interval, regardless of its condition at the time. Priority Priority is the relative importance of a task in relation to other tasks. Used in scheduling Work Orders. Proactive Maintenance Any tasks used to predict or prevent equipment failures. Protective Device Devices and assets intended to eliminate or reduce the consequences of equipment failure. Primary Function The primary functionality required of an asset - the reason the asset was acquired. For example it is likely that the primary function of a pump is to pump a specified liquid at a specified rate against a specified head of pressure. Purchase Requisition The prime document raised by user departments authorising the purchase of specific materials, parts, supplies, equipment or services from external suppliers.

Purchase Order The prime document rose by an organisation, and issued to an external supplier, ordering specific material, parts, supplies, equipment or services. Quality Rate Used in the calculation of Overall Equipment Effectiveness. The proportion of the output from a machine or process that meets required product quality standards. Normally specified as a percentage. Redesign A term which, in Reliability Centred Maintenance (RCM), means any one-off intervention to enhance the capability of a piece of equipment, a job procedure, a management system or peoples skills. Reliability Reliability is the probability that an item or system will fulfil its function when required under given conditions. Reliability Centred Maintenance (RCM) A structured process to determine the equipment maintenance strategies required for any physical asset to ensure that it continues to fulfil its intended functions in its present operating context. Reliability Engineering A function whose prime responsibility is to ensure that maintenance techniques are effective, that equipment is designed and modified to improve maintainability, that ongoing maintenance technical problems are investigated, and appropriate corrective and improvement actions are taken. Repair Any activity, which returns the capability of an asset that has failed to a level of performance equal to, or greater than, that specified by its Functions, but not greater than its original maximum capability. An activity, which increases the maximum capability of an asset, is a modification.

of 72



Restoration Any activity that returns the capability of an asset that has not failed to a level of performance equal to, or greater than, that specified by its Functions, but not greater than its original maximum capability. Not to be confused with a modification or a repair. Risk Risk is the combined effect of the probability of occurrence of an undesirable event and the magnitude of the event, or is the product of conditional probability of an event, and the event outcomes. Rotable A rotable component is one which, when it has failed, or is about to fail, is removed from the asset and a replacement component is installed in its place. The component that has been removed is then repaired or restored, and placed back in the maintenance store or warehouse, ready for issue. Has a unique serial number that is recorded for rotable tracking. Routine Maintenance Task Routine Maintenance is any maintenance task that is performed at a regular predefined interval. Run-to-Failure See No Schedule Maintenance Safety Consequences

A failure has safety consequences if it causes a loss of function or other damage that could hurt of kill someone. Schedule Compliance Is defined as the number of scheduled Work Orders completed in a given time period (normally one week), divided by the total number of scheduled Work Orders that should have been completed during that period, according to the approved Maintenance Schedule for that period. It is usually expressed as a percentage. Scheduled Operating Time The time, during which an asset is scheduled to be operating, according to a long-term production schedule. Scheduled Maintenance Scheduled Maintenance is maintenance work that has been planned and included in an approved Maintenance Schedule. Scheduled Discard Task Schedule Discarded Task is a maintenance task to replace a component with a new component at a specified pre-determined frequency, regardless of the condition of the component at the time of its replacement. The frequency with which a scheduled discard task should be performed is determined by the useful life of the component. Scheduled Restoration Task Scheduled Restoration Task is a maintenance task to restore a component at a specified pre-determined frequency, regardless of the condition of the component at the time of its replacement. The frequency with which a scheduled discard task should be performed is determined by the useful life of the component. Scheduled Work Scheduled Work is work that has been planned and allocated to a day in the period covered by the schedule. This work has all materials and resources available for its execution. Scheduled Work Order A Work Order that has been planned and included on an approved Maintenance Schedule.

of 72



Shutdown That period of time when equipment is out of service. Shutdown Maintenance Maintenance that can only be performed while equipment is shutdown.

Shift Crew Persons working on a shift roster system to provide a prompt response to Emergency work requirements whenever plant is operating. Standard Job A Work Order stored in the CMMS that contains all the necessary information required performing a maintenance task. Standing Work Orders A Work Order that is left open either indefinitely or for a pre-determined period of time for the purpose of collecting labour hours, costs and or history for tasks which it has been decided that individual Work Orders should not be raised. Stores Issue Store Issue is the issue and/or delivery of parts and materials from the store or warehouse.

Stores Requisition The prime document rose by user departments authorising the issue of specific materials, parts, supplies or equipment form the store or warehouse.

Terotechnology Terotechnology is the application of managerial, financial, engineering and other skills to extend the operation life of, and increase the efficiency of, equipment and machinery. Thermography Thermograph is the process of monitoring the condition of equipment through the measurement and analysis of heat. Typically conducted through the use of infrared cameras and associated software. Commonly used for monitoring the condition of high voltage insulators and electrical connections, as well as for monitoring the condition of refractory in furnaces and boilers, amongst other applications. Tradesperson A tradesperson is a skilled maintenance worker who has typically been formally trained through an apprenticeship programme. Urgent Maintenance Task A maintenance task carried out in order to avert an imminent safety or environmental hazard, or to correct a failure with significant economic impact. Unplanned Maintenance Work Any maintenance activity for which a pre-determined job procedure has not been documented, or for which all labour, materials, tools, and equipment required to carry out the task have not been estimated, and their availability assured before commencement of the task. Unscheduled Maintenance Work Unscheduled Maintenance Work is maintenance work that has not been included on an approved Maintenance Schedule prior to its commencement. Useful Life The maximum length of time that a component can be left in service before it will start to experience a rapidly increasing probability of failure.

of 72



Utilisation Utilisation is the proportion of total time that an item of equipment is operating. It is generally expressed as a percentage. Vibration Analysis Vibration Analysis is the process of monitoring the condition of equipment, and the diagnosis of faults in equipment through the measurement and analysis of vibration within that equipment. Typically conducted through hand-held or permanently positioned accelerometers placed on key measurement points on the equipment. Commonly used on most large items of rotating equipment, such as turbines, centrifugal pumps, motors, gearboxes etc.

Workload The amount of labour hours required carrying out specified maintenance tasks, within a timeframe. Work Order The prime document used by the maintenance function to manage maintenance tasks. It may include such information as a description of the work required, the task priority, the job procedure to be followed, the parts, materials, tools, and equipment required to complete the job, costs and materials consumed in completing the task, as well as key information on failure causes, what work was performed, etc

Work Request The prime document raised by user departments requesting the initiation of a maintenance task. This is usually converted to a Work Order after the Work Request has been authorised for completion.

of 72



Appendix A – Document Acknowledgment

Document Acknowledgment

Ore Leach Superintendents Name:________________________ Signature:_____________________ Name:________________________ Signature:_____________________

Refinery Superintendents Name:________________________ Signature:_____________________ Name:________________________ Signature:_____________________

Utilities Superintendents Name:________________________ Signature:_____________________ Name:________________________ Signature:_____________________

Central Works Superintendents

Name:________________________ Signature:_____________________ Name:________________________ Signature:_____________________

Maintenance Support Superintendent

Name:________________________ Signature:_____________________

of 72

00-90MN-001 Maintenance Management Manual

Documents

Transcript of 00-90MN-001 Maintenance Management Manual