Reliability Through Maintenance

Planning and Scheduling

Brad SimpkinsMillerCoors

Maintenance Process Manager

MBAA-Rocky Mountain District MeetingMarch 11, 2009

INTRODUCTION

MAINT. COSTS x100

$0

$500

$1,000

$1,500

$2,000

2000 2001 2002 2003

MAINT. COSTS

RISING MAINTENANCE COSTS

MAXIMIZE RELIABILITY LEVERAGE

RESOURCES TO ACHIEVE MAXIMUM “WRENCH TIME”

FUNDAMENTAL COMPONENTS

PLANNER/ SCHEDULER

FIXED INTERVAL MAINTENANCE WINDOWS

COMPUTERIZED MAINTENANCE SYSTEM

ACCURATE JOB SCOPE AND ESTIMATING

METRICS FOR MAINTENANCE

SPECIFIC PLANNING TASKS

LIMIT RESPONSIBILITY TO TASKS THAT PERTAIN TO RELIABILITY OF DEFINED AREA

THE PLANNER IS NOT : AN ADMINISTRATIVE ASSISTANT (SECRETARY) A SUPERVISOR AN ENGINEER

LIMIT NUMBER OF MEETINGS

DEDICATED RESOURCES

ONE GROUP FOR EMERGENCY AND REACTIVE WORK

BE CERTAIN THAT ROLES ARE CLEARLY DEFINED AND UNDERSTOOD

DEDICATED RESOURCES

ONE GROUP FOR PREVENTIVE AND PREDICTIVE WORK

INSPECTIONS AND PRE PLANS BEFORE THE EMERGENCY OCCURS

NO EMERGENCY TOOLS OR EQUIPMENT

ROLE DEFINITION AND UNDERSTANDING

RESOURCE TEAMWORK

BOTH TEAMS HAVE RESPECTFUL WORKING RELATIONSHIP

MUTUAL UNDERSTANDING OF ULTIMATE GOAL

DEDICATED MAINTENANCE WINDOWS

CONSISTENT AND CLEARLY DEFINED

MUTUALLY AGREED UPON WITH MAINTENANCE AND OPERATIONS

SAME TIME, SAME DAY EACH WEEK WHEN POSSIBLE

MAINT. WINDOWS CONT’D

VITAL TO ADHERE TO MAINTENANCE WINDOW

RISK OF UNSCHEDULED DOWNTIME LATER

STRANDED MAINTENANCE LABOR

RESCHEDULE TOOLING, EQUIPMENT AND CONTRACTORS

MOVING STAGED MATERIALS AND EQUIPMENT

ADDED CO$T$

COMPUTERIZED MAINTENANCE SYSTEM

NEEDS TO BE CONCISE AND DETAILED

CAPABLE OF PRODUCING CLEARLY UNDERSTOOD WORK ORDERS

PRODUCE AND MAINTAIN DETAILED PM INSPECTIONS

COMPUTERIZED MAINTENANCE SYSTEM CONT’D

PARTS / MATERIALS INVENTORY PURCHASING EQUIPMENT DATA & HISTORY COSTS TIME CARDS FRIENDLY FOR DATA ANALYSIS REPORTING

RCM ( RELIABILITY CENTERED MAINTENANCE)

CRITICAL EQUIPMENT LIST WITH FAILURE MODES AND EFFECTS ANALYSIS

PREVENTIVE AND PREDICTIVE TASKS BUILT AND ISSUED AT PROPER FREQUENCY

PvM AND PdM TASKS REVIEWED PERIODICALLY FOR MAXIMUM EFFICIENCY

WHY RCM?

Reliabi lity Solutions 16

RCM CONT’D

BOM (BILL OF MATERIAL) IS BUILT AND INSTALLED IN CMMS

MATERIAL MANAGEMENT IS KEY TO HAVING ACCURATE AND COMPLETE BOM

MIN/MAX MATERIAL QUANTITIES SHOULD BE REVIEWED REGULARLY TO MAINTAIN PROPER INVENTORY

WORK ORDER INTEGRITY EACH WORK ORDER MUST CAPTURE INFORMATION REGARDING ALL

ASPECTS OF THE OPERATION PERFORMED. WORK HISTORY FOR EACH PIECE OF EQUIPMENT CAN BE ANALYZED

FOR:

QUICK REFERENCE TO PAST WORK PLANS/ SOLUTIONS

EQUIPMENT BAD ACTORS & REPETITIVE FAILURES

MTTR, MTBF, WOTT, RCFA

COST ANALYSIS FOR VARIOUS PURPOSES

PARTS, LABOR, EQUIP., AND OTHER RESOURCE USAGE

WORK ORDER INTEGRITY CONT’D

DETAILED DESCRIPTION OF WORK NEEDED

CORRECT EQUIPMENT CODE OR DESCRIPTION

DETAILED LOCATION ACCURATE PRIORITY TIME OF FAILURE RESOURCE / SKILLS NEEDS PARTS/MATERIAL NEEDS

WORK ORDER MUST CAPTURE: DETAILS OF ACTUAL WORK

PERFORMED FAILURE CODES AND RCFA TIME EQUIPMENT RESTORED ACTUAL LABOR TIME AND COST MATERIALS AND COST CONTRACT SERVICE

YOU CANNOT PUT TOO MUCH INFO ON A WORK ORDER!

PLANNING & ESTIMATING

WITH DETAILED HISTORY, ACCURATE MAINTENANCE PLANS CAN BE DEVELOPED BY THE PLANNER THAT WILL ACCURATELY ALLOCATE RESOURCES FOR REPETITIVE TASKS

THIS PLAN SHOULD INCLUDE A DETAILED SAFETY PLAN AND ANY NECESSARY PERMITS

ESTIMATING CONT’D

MAINTENANCE PLANS SHOULD BE KEPT ON A DISC OR SEPARATE DRIVE IN THE EVENT OF ELECTRONIC FAILURE

PLANS SHOULD ALSO BE INDEXED AND KEPT ON A SHARED SOURCE FOR ALL ACCESS

METRICS FOR MAINTENANCE

METRICS

IMPORTANT TO CHOOSE THE KEY METRICS THAT WILL ENABLE THE BUSINESS TO MOVE FORWARD

THEY PROVIDE A VISION OF WHAT IS HAPPENING

YOU CANNOT EFFECTIVELY MANAGE WHAT YOU CANNOT MEASURE

EXAMPLES OF METRICS

PM/PdM COMPLIANCE ON-TIME COMPLETION WORK ORDER TURN AROUND TIME (WOTT) EQUIPMENT BAD ACTORS PRODUCTION DOWNTIME DUE TO

EQUIPMENT FAILURE WORK ORDER BACKLOG

EXAMPLES OF METRICS CONT’D

MAINTENANCE COSTS

MAINTENANCE COSTS PER UNIT OF PRODUCTION

% PLANNED WORK (PROACTIVE)

PLANNED VS REACTIVE WORK 2008

Total Hours Worked Per Order Type And Rolling Average of Planned Work vs. Reactive Work

Process Operations

0

250

500

750

1000

1250

1500

1750

2000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

Week

Hours

Worke

d

(Bar G

raph)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

(YTD %

) Plan

ned

Work/T

otal W

ork

(Line

Graph

)

AT OT BT Total Planned Work Total ZCOR's unplanned Total ZBRK's YTD plan YTD react WCO % planned for the w eek

The red (BT), green (OT) & blue (AT) areas represent our target ranges for Planned

Work. Our Goal is to have 60-70% of all work completed to be scheduled before the

week begins.

WCO standards:

80% Planned Work

SUMMARY

DEDICATED RESOURCES

STRUCTURED MAINTENANCE WINDOWS

MAINTENANCE ORGANIZATION CAN ASSURE ITSELF OF INCREASED CRAFT PRODUCTIVITY

INCREASE IN EQUIPMENT RELIABILITY

SUMMARY CONT’D

USING WORK ORDER DETAIL AND HISTORY, THE PLANNER CAN ANALYZE DATA TO DETERMINE MAINTENANCE OPPORTUNITIES AND DEVELOP PROACTIVE STRATEGIES

MEANINGFUL AND ACCURATE METRICS WILL PROVIDE ACCOUNTABILITY AND A GAUGE OF MAINTENANCE PERFORMANCE

Reliability Through Maintenance Planning and

Scheduling