• Richard Smith CPE– BS Mechanical Engineering Technology 1984– Certified Plant Engineer 1990– Experience

• Industrial Plants Facility Engineering - 12 years– Machining/Assembly, Chemical, Baking– Instructor - automotive, millwright, HVAC

• Health Care – 11Years– Facility and Construction Management

• Education – 6 Years– Facility and Construction Management– Engineering Services

» Deferred Maintenance and Energy surveys» Training – safety and maintenance

MAINTAIN“Webster”

• KEEP IN EXISTANCE OR CONTINUANCE, PRESERVE, RETAIN.

• TO KEEP IN DUE CONDITON, OPERATION, OR FORCE.

MAINTENANCE

• The Act of Maintaining

• The State of Being Maintained

• The Means of Subsistence

What You Don’t See

Cost Center or

Profit Center

The Maintenance Organization

• Goals for the Maintenance Organization

• Obstacles To Getting the Job Done

• The CMMS

• Planning

• Deferred Maintenance

• The Audit

• Q & A

Goals for a Maintenance Organization

• Maximize the Utilization of Assets.

• Safety and Quality.

• Improve Efficiencies.

• Maintaining Good Accurate Records. • Minimize Financial Impact.

• Be Customer Focused.

Maximize Utilization of Assets

• Maintaining assets equipment and facilities (What

we do, the so called necessary evil). Make facilities and equipment last as long as

possible; or economically feasible.

• New assets. Alteration, modification, renovation of existing assets. (whether contracted or in-house staff needs to be

involved)

• Equipment and facilities inspections and services (PM Preventive/Predictive. Maintenance optimizes life)

PMOptimize Life Cycle.

• Preventive vs. Predictive Maintenance.

• An Inventory all facilities and equipment.

• Schedules/Frequency based on risk.– real schedules

• Spare Parts.

Safety and Quality Job One

• Ensure the safety of all personnel.

– Provide safety training to personnel.

– Provide proper PPE.

– Inspect job sites for proper use of equipment and techniques.

Improve Efficiencies1

• Training• A trained employee is a more productive employee, is every job OJT

• Right tool for the job• Hammer, pliers, wrench, pry-bar, flash light, screw driver, etc.

• Work procedures. • Policies and Procedures in writing

• Planning• Thinking ahead • Timing (adjust schedule)• People (proper man power)• Parts available (Storeroom or PO)• Tools available.• Communication (involve affected personnel and depts.)

Improve Efficiencies2

• Energy Conservation: Use energy efficiently by Minimizing Energy use and Reduce Energy Costs

Energy

Maintain Good Accurate Records (Collect and Record Historical Information)

• Hours (daily activity log)

• Labor cost (Hourly rate for techs or average + benefits (20-35%))

• Material cost (misc, inventory, direct purchases)

• Tools and equipment (rent/purchase) (house tools, personal or personal issue)

• Contractor costs (issue work orders)

• Available work time (breaks, tool breakage, smoke, travel)*

• Down Time (asset is not available when or if needed)

• Number of calls and repeat calls

Minimize Financial Impact By maximizing productivity of the Maintenance Organization

• Location• Centralized• Area• Combination

– Space– Shops– Tools and Materials store room – cost effective,– Hording-insurance inventory – not cost effective

• Staff• Managing and Planning• Technical/Maintenance Multi-craft, Specialized, General

– In-house– Contracted– Do not blend (benefits, p & p)

• Operators (minor maintenance and lube)

Staff / Managing and Planning

• Management/Supervision• Depends on size of organization• Depends of number of facilities (buildings)• Depends on staff size

• Who does work/project planning• Dedicated Planner• Coordinator• Administrative Assistant• Technician• Supervisor• Manager

Staffing• In-House.

• In-House + Contract• Contract could be for specific service or full time or a combination.

• Contract/Contract Management.• Contracted techs, supervised by in-house management.• Contracted management, supervising in-house technicians.*

• Full Service• Contracted management and technicians.

• Advisory Service• Smaller organization lacking resources.• Less expensive than architect or engineering firm.• Provided by

– maintenance management firms.– Individual with credentials and experience.

Maintenance Organization and Financial Impact

• Training/Education• Management, Technicians, Office• Specialists (limit number)

– Approved (is there a need)

• Cross Training/Multi-craft (pay for knowledge) • Career Ladder.

Training / Career Ladder

• Level 1: Entry/Apprentice (Little or no Training)

• Level 2: Generalist (2 to 5 years experience, not journeyman)

• Level 3: Journeyman 1 (ex. journeyman one trade)

• Level 4: Journeyman 2 (ex. journeyman two trades)

• Level 5: Journeyman 3 (ex. three trades, millwright, supervisory)

Note: Levels are the different pay grades.

Customer Focused• Concern

– Be interested not interesting

• Understanding– Take time to know the people– Know the operation

• Communication– Telephone– E-mail– Face to Face– Never enough

Obstacles to Work Completion

• Fire Fighting (reactive no time for PM being proactive)• < 20% Goal

• Yanking/Pulling Off (start and stop jobs)DIN (do it now)

Obstacles to Work Completion

• Labor Control• Insufficient Personnel (for one or all crafts)• Insufficient supervision (can’t expect if you don’t inspect)

– Planning– Scheduling– Skills– I/O (was the request recorded correctly)

• Untrained Personnel (learned wrong, OJT, not current).• Lack of Accountability (do over, incorrect, non-professional,

poor quality, housekeeping, reporting/DTS/DAL)

– Note:» DTS-Daily Time Sheet» DAL-Daily Activity Log

Obstacles to Work CompletionContinued

• Materials• Not Available (parts obsolete)• Not Good (old/used)• Wrong Parts (ordering process)• Storeroom (non existent or not controlled)

Obstacles to Work CompletionContinued

• Tools (community (large tools), personal issue (hand))

• Not Enough (does each tech have own hand tools)

• Not Maintained (applies to personnel and community)

• Ownership (company or personal purchase accountability)

• Security (secure storage for community and personal)

CMMS Computerized Maintenance Management System

• Maintenance Levels• Work Orders

• PM Scheduled• Routine/Daily Service Requests• Emergency• Blanket• Planned outages

• Inventory/Materials/Storeroom

• Reporting/Managing

Maintenance Levels• Fire Fighter (Reactive) Cost $$$$$

– Breakdown Maintenance

– Minor Lube Maintenance

• CMMS (Proactive) Saves $$$$$– Preventive Maintenance

– Predictive Maintenance

– Condition Based Maintenance

PM Saves$$$$

Money

PM Saves• Money

– Reduces Surplus Inventories

– Utilizes Labor More Effectively

– Increases Uptime

– Reduces Energy Consumption

– Produces Higher Quality

– Improves Attitudes

Work Order Record

• Asset (identify the equipment or area)• Type (specific type of equip or area)• Account (department or account charge)• Requester (person making the request)• Request Initiation (by person, inspection, failure, etc.)• Materials (what and quantity)• Labor (who and associated hours)• Cause (routine or failure)• Down Time (not available for use when needed)

Inventory• JIT (just in time)

• Secure Area (authorized personnel only)

• Attendant (dedicated or as needed, could have an other function)

• Monitored (camera, swipe card, bar code)

• Mill Supplies (less secure)

• Critical Equipment (spare parts)

• Organized• Location• Part numbers and descriptions• Max/Min• Allocated for other work• On Hand and On Order• Value

To Manage• Reporting

– Need Controls (to mange you need controls)

– Measurement (to have controls you need measurement)

– Information (to have measurement you need information)

– Collect Data (to get information you need to collect data)

– CMMS (collected date organized in a CMMS data base)

– Reports (with a CMMS you can retrieve your information data for

measurement analysis to develop controls for managing)

Control

Measure

InformationCollect Data

CMMS

Report

Reports

• Activity Report (daily, Information concerning completed, in progress, parts used, problems encountered, emergency work)

• Progress Report (weekly/monthly, monitors progress against planned Includes routine and PM)

• Work Status (weekly/monthly)• Backlog• Overdue• Available Personnel• Down Time

• Budget Variance

A-Team“I love it when a plan comes together”.

George Peppard

Planning

• Saves Time (materials and personnel available when needed)

• Saves Money (purchase only materials needed, and limit labor and OT)

• Aggravation (minimizes yanking – pulling)

• Customer Satisfaction

Deferred Maintenance• What is it ?

– Ans. – What should be done and is not.– Why

• Not enough time• Not felt to be critical• Not enough money

• Deferred Maintenance Study– Financial Document

• Measures Facility Condition Index (FCI)– Deferred Maintenance Cost / Current Facility Replacement

Value• Creates projects to lower FCI• Information provided allows informed decisions on future

investment into facility / building infrastructure• Essential for capital planning• Not a detailed engineering study

Deferred Maintenance

• See: A Deferred Maint. Sample.xls Slide

Maintenance Management Audit

orFacility Operations Audit

What You Don’t See

What You Don’t See

Cost Center or

Profit Center*