General Maintenance Strategy PGS-XXXXX, Rev. 00 13/09/2019
TABLE OF CONTENTS OBJECTIVE ............................................................................................................................................................................... 2
SCOPE ...................................................................................................................................................................................... 2
APPLICATION ........................................................................................................................................................................... 2
REFERENCES ............................................................................................................................................................................ 2
DEFINITION: ............................................................................................................................................................................. 3
1.0 MAINTENANCE STRATEGY OVEVIEW ................................................................................................................................ 4
1.1 Prioritize assets ............................................................................................................................................................. 5
1.2 Decide team members .................................................................................................................................................. 6
1.3 Collect data to prepare maintenance strategy ............................................................................................................. 7
1.4 Build a failure mode library ........................................................................................................................................... 7
1.5 Consolidate and determine maintenance strategies against each failure mode ......................................................... 8
1.6 Determine the frequency of maintenance tasks against each recommendation ...................................................... 11
1.7 Approving the maintenance strategy .......................................................................................................................... 15
1.8 Create the operator activity check list ........................................................................................................................ 16
1.9 Create/modify PM task lists ........................................................................................................................................ 16
1.10 Create/modify PM plans ........................................................................................................................................... 17
1.11 Implement changes in ERP ........................................................................................................................................ 18
2.0 GOVERNANCE .................................................................................................................................................................. 19
2.1 RACI Matrix .................................................................................................................................................................. 19
2.1.1 RACI Matrix to conduct Maintenance strategy .................................................................................................... 19
2.1.2 RACI Matrix to review Maintenance strategy outcomes (already conducted) .................................................... 20
2.1.3 RACI Matrix to review maintenance strategy process & guidelines .................................................................... 20
2.2 Frequency for reviewing the maintenance strategy ................................................................................................... 20
2.3 Escalation matrix ......................................................................................................................................................... 21
3.0 TOOLS & TEMPLATES ...................................................................................................................................................... 21
4.0 KPIS .................................................................................................................................................................................. 22
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Director: Department: Base Metals, Engineering and Planning, Asset Performance Management
OBJECTIVE • To develop the asset maintenance strategy (what, when, how) to sustain established performance levels in a safe and effective
manner (quality and cost) • To define the maintenance approach for each asset to support maintenance goals, ensure asset performance, and the integrity
of facilities, people and environment
SCOPE This document defines the common processes and practices to be adhered by Base Metals to achieve a minimum expected performance level for requirements set out in the VPS, Routine Management business process for setting the maintenance strategy.
APPLICATION Vale Base Metals, Maintenance
REFERENCES References Records
2019 Maintenance Overview for VPS, Clydach refinery PGS-00849 - Maintenance Strategy, Onça Puma, SA
Maintenance strategy document Maintenance strategy process
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DEFINITION: Asset class: asset class is a group of equipment that are used for the same purpose. Maintenance Strategy: the strategy adopted in a maintenance plan in order to meet the business objectives. It results in certain specific maintenance activities for a particular asset. Production Unit: an asset that transforms, transfers, or stores a product or service on its own, and performs a distinct function. Examples include equipment and workplaces. CMMS: Computerized Maintenance Management System. MTBF: Mean time between failures. VPS: Vale Production System. It is our management model that sustains Vale’s organizational culture through engaging people in the pursuit of operational excellence. Overhaul: Process of restoring and maintaining an equipment, machine, or system in a serviceable condition. Overhaul involves (1) partial or complete disassembly of the item, (2) inspection to detect damaged, defective, or worn parts, (3) repair or replacement of such parts, and (4) reassembly, testing, and trial-run prior to returning the item to its full operating level. Maintenance Cycle: The preventive maintenance cycle refers to the sequence of events that make up a maintenance task, from its definition to its completion. Since most preventive maintenance tasks are commonly performed at scheduled intervals, parts of the preventive maintenance cycle repeats, based on those intervals. Planner Group: A group of employees responsible for planning and processing maintenance tasks in a site. Work Center: Group of employees of a discipline which are involved in execution of the maintenance tasks.
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1.0 MAINTENANCE STRATEGY OVEVIEW Maintenance performance is required to safely meet the needs of production processes with optimal utilization of available resources and technologies. The maintenance strategy helps in achieving optimal maintenance cost, increased asset availability, and the preservation of assets across their life cycles. The development of a maintenance strategy will result in following outcomes:
• Equipment maintenance task lists with frequency of each tasks • Equipment maintenance items • Equipment maintenance plans • Equipment field inspection check lists • Equipment condition monitoring recommendations
The deployment of maintenance strategy helps to • Optimize life cycle costs • Better manage asset related risk • Generate high levels of predictability • Reduce energy use • Improve safety and environment • Improve labor productivity • Provide greater shareholder value
To get the most from a maintenance strategy review, the reliability team members must engage with multidisciplinary teams with technical expertise. They will have to work in an agile fashion and evaluate all the failure modes. Once a proper maintenance process is established, the plant will continue to improve by adopting more proactive maintenance approaches in a staged and measured environment. The key to success is knowing all the factors involved and institutionalizing changes before proceeding with additional stages of development. A detailed process flow map is shown below (Figure 1) to identify and prioritize assests as well as identify and implement a maintenance strategy. The process flow depicts a sequence of steps to be followed for an effective preparation of a maintenance strategy. Also, each step is mapped against a defined role to clearly show the responsibilities.
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Figure 1 Maintenance strategy process flow
1.1 Prioritize assets Asset management is a complex process and an important function of engineering, procurement, maintenance, operation, and reliability departments. Asset management involves identification of all the risks and mitigation measures in order to meet and safely achieve the needs of the production process, as well as the most efficient application of available resources. In order to effectively manage assets, optimize maintenance costs, and preserve asset availability, it becomes important to prioritize maintenance and reliability efforts on the most important assets. The preparation of the maintenance strategy is one of the core maintenance and reliability risk mitigation measures. In order to initiate a maintenance strategy, the selection of top priority assets is of utmost importance. The prioritization of assets can be carried out based on the identification of equipment that have the maximum impact on production, safety or environment. This should have already been done during the equipment criticality assessment (ECA). Hence, the ECA enables maintenance and reliability personnel to quickly identify the highly critical assets and prioritize their maintenance strategy preparation. For example In an underground mine, assets are divided into different criticality levels such as A, B, C, D, E level. Maintenance strategy should be developed starting with assets having highest criticality
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Figure 2: Sample asset criticality in underground mine
1.2 Decide team members After identifying assets, the reliability team should decide which team members will perform the maintenance strategy review. The reliability team will also ensure that the requests have been adequately raised to the maintenance and operation superintendent/ manager for the release of team members. If these team members are unavailable, then alternative members are to be nominated by the operations and maintenance superintendent/ manager to ensure timely completion of the maintenance strategy. The team will then collect data (from multiple sources) to identify the maintenance strategies tasks frequencies in scope for the assets. The team must meet regularly to identify best maintenance strategy to manage the assets and ensure the identified tasks are translated into the ERP maintenance plans/task lists. Maintenance strategizing is a time-based activity. Hence, it is important to determine the duration allowed for identifying and implementing the maintenance strategy into the ERP. This duration can be determined based on:
• the complexity of the system being reviewed • the diversity of equipment types being reviewed
The maintenance strategy team must
• have knowledge about the asset • know the organizational history of the processes • have quality improvement knowledge and skills • have sufficient members from cross-functional departments to allow broad perspective
It is important to maintain a balanced team for maintenance strategy work as too few members will not provide a comprehensive perspective. It has been found that a team of four to eight members works for most situations.
Critical equipment is priority for maintenance strategy development
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Role Responsibilities
Reliability team members
• Define the scope of maintenance strategy • Monitor status of open maintenance strategy • Determine duration to execute maintenance strategy • Decide team members to execute maintenance • Request release of team members from respective departments • Monitor and ensure timely approval of maintenance strategy • Monitor and ensure timely completion of maintenance strategy preparation • Monitor the effectiveness of maintenance strategy
Operation & Maintenance members
• Collect and provide process related documents such as diagrams • Collect and provide RCA recommendations • Collect and provide equipment historical data from ERP
Maintenance strategy cross functional team members
(reliability, operation & maintenance)
• Attend maintenance startegy meetings regulary • Timely execute assigned actions • Build failure modes library and identify maintenance strategy • Identify frequency of maintenance task
Operation & Maintenance Manager / Superintedent
• Review recommendation of maintenance stratgey • Approve (or not) recommended maintenance strategy
Master data specialist • Implement recommendations in ERP such as creation/modification of maintenance task
lists, items & plans
1.3 Collect data to prepare maintenance strategy After concluding the initial tasks of establishing a scope and selecting a team, the team members should collect all the necessary information required. This information takes the forms of process diagrams, recommendations from root causes analyses, work history from ERP, system schematics, previously performed system/subsystem analyses, maintenance strategy and operational philosophy documents. Data may also be collected by taking inputs from operations and maintenance personnel in order to gather as much information as possible.
1.4 Build a failure mode library Maintenance strategy preparation involves collecting failure modes from all the available sources to mitigate existing and envisaged failure modes. The following sources must be referenced for building a failure mode library in order to prepare the maintenance strategy for asset classes:
• From Failure mode & Effects analysis (FMEA) • Recommendations from root cause analysis (RCA) • Recommendations from Original equipment manufacturer (OEM) • Existing failure modes captured in ERP
The failure mode library will contain list of failure modes, failure effects, failure causes and identified mitigation tasks types to mitigate the failure. Following maintenance tasks types are the outcome of FMEA:
1. Scheduled restoration 2. Scheduled replacement tasks 3. On-condition tasks
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4. Scheduled fault-finding tasks 5. Re-design 6. Run to Fail
1.5 Consolidate and determine maintenance strategies against each failure mode Once all the failure modes and recommendations are identified, the recommended tasks will be consolidated/grouped into following different maintenance types:
a.) Operator Activities (OA) b.) Predictive Maintenance (PdM) c.) Preventive Maintenance (PM) d.) Run-To-Failure (RTF)
a.) Operator Activities (OA): Operator activities aims to identify equipment potential failure conditions by systematic recording of observations through visual inspection, listening noise, identifying process control deviations and monitoring alarms. Operators rounds are critical for the business continuity to improve plant performance and achieve business goals without unplanned interruption. During consolidation of FMEA recommended tasks, on-condition tasks and failure finding tasks that can be done during operator round are mapped under operator activities.
b.) Predictive maintenance (PdM) Predictive maintenance (PdM) aims to predict failures before they happen so maintenance can occur at just the right time. PdM uses data from machine sensors and smart technology to alert the maintenance team when a piece of equipment is at risk of failing. The advantage of PdM over PM is the potential for cost savings from reduced man-hours spent on maintenance and more insight as to the performance and potential issues arising with the machine. Additionally, a reliance on data and sensor information means maintenance is determined by the actual condition of equipment, rather than a best-guess schedule or gut feel. During consolidation of FMEA recommended tasks, following on-condition tasks mentioned on P-F curve (fig 3) can be mapped under predictive maintenance
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Figure 3 potential to failure curve
Fig (3) is potential to failure (P-F) curve, where a potential failures (P) is shown progressing toward functional failures (F). At a point in time before P, a defect enters the system (i.e. dirt ingress, misalignment, a change in operating conditions) and the condition of the asset (y axis) starts to deteriorate over time (x axis). P is considered to be the point of first detection where the defect can be detected through condition monitoring or another means. The only way to prevent equipment failure is to do something prior to P to prevent the defect from entering into the system. Just checking and tracking it, does nothing to prevent it. For equipment, activities in the P-F region include asset condition management efforts, such as vibration analysis, lube oil analysis (i.e., wear particle analysis and contamination), infrared thermal imaging, ultrasound testing and a few other reliability elements. The purpose of these activities is to detect the defect, or degradation of the asset’s condition, and carry out a corrective action in a planned fashion before it results in a functional failure (F). It is for this reason that the interval in which the condition monitoring tasks should be carried out either ¼ or ½ the timeframe between the P and F timeline (refer to section 1.6 for further detail). Some examples of condition monitoring activities include:
• Ultrasound This technique can be used to predict leaks, problems in valves & steam traps, problems in electrical and mechanical equipment. Ultrasounds are generated in equipment as result of friction, sudden pressure difference, electrical arching. This is one the proactive to detect early signature of failures.
• Vibration Analysis This technique can be used to predict failures in rotating equipment such as pumps, compressors and motors and on static assets such as structure as well. Vibration is generated in equipment as result of component looseness, wear, unbalance etc. This technique is used frequently in industries to detect failures and improve reliability. Vibration readings are taken at different locations of rotating parts and the frequency of the same is analyzed along with the harmonics. Peaks at different frequencies signify a certain failure mode which can be identified through the vibration analysis and necessary action can be taken proactively to prevent the failure.
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• Oil Sampling This technique can be used to predict lubrication related failures in rotating equipment such as gearboxes, pumps, compressors and motors and on electrical assets such as transformers as well. The techniques involve collection and analysis of sample lube oil to determine oil parameters such as viscosity, moisture ingress, dirt, abrasives, solid particles. The analysis helps to plan lube oil replacement/partial addition to improve oil condition and avoid related failures.
• Motor Testing This technique can be used to predict failures in induction motors, AC generators and transformers to identify faults in power circuit, insulation, stator, rotor by measuring current and resistance inside motor winding.
• Thermography This technique uses an infrared thermal imaging system to detect, display, and record thermal patterns and temperature values across a given surface. This involves baseline inspections, where a thermographer captures an overall “thermal map” of an equipment type. This technique can be used to predict overheating failure in heat exchangers, burners, piping, rotating equipment (bearing). This technique involves comparison of base line pictures with current pictures.
The P-F curve philosophy helps to identify the proactive approach in the form of predictive maintenance which helps to identify the failure modes way before the functional failure and helps to take necessary actions to avert the failure. Since P-F curves helps to identify the problem in an early stage, very less cost is associated and all the wear and tear in the parts or equipment can be prevented. Cost of carrying out preventive maintenance is high as it involves regular maintenance activities on an equipment without any focus area. But predictive maintenance techniques identify the exact parts or area in the equipment where abnormality is faced and helps to normalize those with minimum cost and best utilization of resources.
c.) Preventive maintenance (PM) Preventive maintenance (PM), also known as schedule maintenance, involves periodically taking assets offline and inspecting or repairing them at predetermined intervals (usually calendar time, run time or event-based triggers). The goal of this approach is to extend the useful life of an asset and prevent breakdowns from occurring. During consolidation of FMEA recommended tasks, schedule failure finding tasks, schedule restoration and schedule replacement tasks are mapped under preventive maintenance
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Figure 4 Elements of preventive maintenance
d.) Run-To-Fail In this strategy, assets are deliberately allowed to operate until they break down, at which point maintenance is performed. This strategy is useful for assets that, on breakdown, pose no safety risks and have minimal effect on production.
Figure 5 Elements of run to fail
1.6 Determine the frequency of maintenance tasks against each recommendation Development of maintenance strategies should be by a competent person/team. Input to the development of a maintenance strategy should be obtained from the personnel involved in the operation and maintenance of the asset. The development of asset maintenance strategies should consider plant shutdowns and work stoppages.
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Stratgey A Critical B Critical C Critical D Critical E Critical
Objective
Approach: Maximum Reliability and Availability for
systems / equipment Objective:
Minimum existence of unscheduled or
emergency interventions,
ensuring equipment performance in the
longest possible time.
Approach: Maximum Reliability
for systems / equipment Objective:
Minimum existence of unscheduled or
emergency interventions,
ensuring equipment performance in the
longest possible time.
Approach: Maximum
maintainability for systems and equipment.
Objective: To guarantee the
shortest average time for equipment
repair
Approach: Maximum
maintainability for systems and
equipment. Objective: To guarantee the
shortest average time for
equipment repair.
Approach: Minimum input of
maintenance resources on
personnel, materials and equipment.
Objective: Minimum cost required to
maintain equipment operating conditions
and health, safety and environmental
conditions. Maintenance
Methods • Predictive
Maintenance –On condition tasks in short intervals
1.Vibration analysis 2.Lube oil analysis 3.Infrared thermography 4.Motor current signature analysis
• Preventive Maintenance
1.Schedule restoration 2.Schedule
replacement 3. Fault finding
• Operator activities
in short intervals
• Predictive Maintenance – On-condition tasks in medium intervals
1.Vibration analysis 2.Lube oil analysis 3.Infrared thermography
• Preventive
Maintenance- 1.Schedule restoration 2. Fault Finding
• Operator activities
in medium intervals
• Predictive Maintenance – on condition tasks long interval
1.Vibration analysis 2.Infrared thermography • Preventive
Maintenance – 1.Schedule restoration
• Operator
activities in long intervals
• Operator activities in long intervals
• Run to fail
Setting the frequency of preventive maintenance Preventive maintenance tasks are performed for averting failures that cannot be predicted. Hence, maintenance intervention is required just prior to the end of the component’s useful life. In preventive maintenance, equipment is removed, rebuilt, or repaired just before the probability of failure reaches an unacceptable level. Constructing a failure profile for the equipment involves collecting life data (times to failure) for the failure mode in question, calculating the probability of failure for potential replacement frequencies, and plotting the probabilities versus time. Preventive maintenance tasks are only applicable to failure modes that result in an increasing failure profile at the end of the equipment’s life. Selection of the task frequency will depend on the shape of the hazard profile and at what point the curve begins to rise. Picking a point that is directly before the rise in slope will result in the most useful life. In contrast, picking a point far away from the rising point of the curve will result in fewer unplanned failures, but will shorten the useful life of the
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equipment. It is preferred to pick a point that is close to the rising point of the curve, but how close will depend on your confidence in the consistency of the curve. Failure rates are a function of time, typically exhibiting a “bathtub” curve characteristic of many types of electrical and mechanical equipment.
Figure 6 Typical bath tub curve
Phase 1 is called the burn-in phase. In this phase the failure rate is initially high but reduces rapidly over a short time. Failures that occur in this phase can be attributed to manufacturing faults or flaws within the design of a component. Phase 2 is called the useful life of the component or system. The failure rate within this phase is characterized by a constant and low failure rate. Phase 3 is called the wear-out phase. Here, the failure rate increases rapidly again due to ageing, wear, erosion, corrosion, etc. of the component. The rate of increase in failure rate depends largely on the component. Since, not all failure modes are not age-related failures, due care must be taken before deciding the frequency of failure. Various other failure mode patterns are shown below for reference.
Figure 7 Failure patterns
Pattern A: Infant mortality & wear out failures This pattern is a well-known bath-tub curve. It begins with high incident of failures followed by a constant or gradually increasing condition probability of failure, then by a wear-out zone.
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Pattern B: Wear out failures This pattern shows constant or slowly increasing conditional probability of failures, ending in a wear out zone. Pattern C: Increasing failure with no wear out age This pattern shows slowly increasing conditional probability of failures, but there is no identifiable wear-out age. Pattern D: Low failure probability to begin with then a rapid increase to a constant level This pattern shows low conditional probability of failure when the equipment is new, then a rapid increase to a constant level. Pattern E: Random failures This pattern shows a constant conditional probability of failures at all ages. Pattern F: High infant mortality and drops eventually to a constant level This pattern starts with high infant mortality, which drops eventually to a constant or very slowly increasing conditional probability of failures In above mentioned patterns, Pattern A, B & C are related to age related failures. Whereas Pattern D, E & F does not show any relationship between reliability and operating age. In fact, schedule restoration activities for averting such failure mode can increase failures in assets. Hence, failure pattern must be used while deciding on preventive maintenance tasks and their frequencies. Advanced techniques such as Weibull analysis can also be used to determine failure patterns and decide maintenance frequency using existing failure data.
Setting the frequency of predictive maintenance A P-F curve is a graph that shows the health of equipment over time to identify the interval between potential failure and functional failure. There are two main points of the P-F curve that need to be identified.
1. Potential failure indicates the point at which we notice that equipment is starting to deteriorate and fail. 2. Functional failure is the point at which equipment has reached its useful limit and is no longer operational.
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Figure 8 Potential to failure curve
The P-F interval is the time period from when it is possible to detect a failure until we have a breakdown on a potential to failure curve. A predictive maintenance is performed when a system or equipment is operating correctly within given parameters but started to show signs of problems. The P-F interval is the time period from when it is possible to detect a failure until we have a breakdown on a potential to failure curve. A predictive maintenance is performed when a system or equipment is operating correctly within given parameters but started to show signs of problems. The task interval period should roughly be between (P-F interval/4) i.e. short interval and (P-F interval/2) i.e. long interval depending upon the criticality of equipment. If the task interval period is higher than the Failure Developing Period (FDP), then it will be difficult to avert both the failure and breakdown . When evaluating a P-F interval, we also must consider the inspection tools. If the same failure can be detected earlier due to the implementation of a new technology, then this should lead to change in the FDP.
1.7 Approving the maintenance strategy Once a maintenance strategy for an asset or asset class is formulated, the maintenance strategy document is submitted for approval. The operation or maintenance superintendent/ manager will review recommendations and evaluate the overall effectiveness of the maintenance strategy. The following factors can be investigated for reviewing the maintenance strategy recommendations:
• Where will the work get done? • What specifically is to be done? • When should the actions be done?
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• Who will be responsible person? After review, the approver may accept the maintenance strategy document for implementation in the ERP system or send it back for review in case of any inadequacy or missing information.
1.8 Create the operator activity check list A small equipment fault that is not corrected can develop into a major breakdown over a span of a single shift. Early detection allows for proactive monitoring, proper planning, scheduling, and ultimately cost-effective maintenance that maximizes uptime. With increasingly complex equipment, assessing the operator inspections and machine generated data is paramount to the early detection of problems for corrective maintenance prior to catastrophic failures. After approval of the maintenance strategies, all the recommendations related to checking performance parameters in the field are to be converted into an operator activity check list. The check list will help operations and maintenance to perform performance checks to identify deviations and perform corrective maintenance. For example Sample operator checklist for a dump truck:
Figure 9 sample operator inspection checklist of a dump truck (non-exhaustive)
1.9 Create/modify PM task lists
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PM tasks lists contain actions that need to be performed to preserve the function of equipment as part of preventive maintenance program. The tasks lists contain details such as task list type, sequence of work, duration of work, frequency of work, and responsible work center. Before creating a new task list, it is recommended to check the existing task list in the system and review the same for further updates. For a new maintenance strategy, the creation or modification of task list will be required for assets with a similar asset class but different criticality. For example Sample 250 hours maintenance task list for dump truck:
Figure 10 Sample PM task list (non-exhaustive)
1.10 Create/modify PM plans PM plans contain complete details of a technical object, tasks lists, and scheduling parameters. Before creating new a PM plan, it is recommended to check the existing task list in the system and review the same for further updates. By
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scheduling maintenance plans, the system automatically creates the work orders. A maintenance plan can contain multiple maintenance items. The following information is mandatory for creating a maintenance item:
• Functional location/equipment ID • Maintenance item description • Planning plant • Planner group • Order type • Work center • Activity type
The following systematic maintenance work order can be leveraged to create maintenance plans:
Code Work order description Purpose YPM
Preventive Maintenance Maintenance which is carried out to prevent or to predict the failure from
occurring, based on time intervals or counters, executed on a periodic basis and controlled by maintenance plans
YCM Calibration Calibration of an asset or its components
The following information is mandatory for updating or creating a maintenance plan: • Maintenance plan description • Maintenance cycle • Activity type • Call horizon, scheduling factor & factor calendar • Work center
1.11 Implement changes in ERP Master data specialists will be responsible for reviewing and updating maintenance tasks lists and plans in the ERP. The master data specialists will review the templates and identify the impact of updating data in the ERP. Equipment registered in the ERP system is not always in operation. An equipment’s status may change when required. Therefore, before updating the strategy for such equipment, the equipment status must be checked thoroughly in order to save resources. Once the impact analysis is carried out, the data templates are to be uploaded into the ERP system and a final review must be carried out. This ensures complete and correct data is uploaded in the ERP.
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2.0 GOVERNANCE
2.1 RACI Matrix A responsibility assignment matrix, also known as RACI matrix, describes the participation by various roles in completing tasks or deliverables for a project or business process. Responsible (R): The person who does the work to achieve the task. They have responsibility for getting the work done or decision made. Accountable(A): The person who is accountable for the correct and thorough completion of the task. This is the role that responsible is accountable to and approves their work. Consulted (C): The people who provide information for the project and with whom there is two-way communication. This is usually several people, often subject matter experts. Informed (I): The people kept informed of progress and with whom there is one-way communication. These are people that are affected by the outcome of the tasks, so need to be kept up-to-date.
2.1.1 RACI Matrix to conduct Maintenance strategy
S. No. Process Reliability Manager
Reliability team
Cross Functional Team
Operation & Maintenance Master Data
Specialist Members Superintendent/ Managers
a. Supervise maintenance
strategy review process
A R - C I -
b. Carry out maintenance
strategy review
- A R C I -
c. Train the team to perform
maintenance strategy
A R - C I -
d. Document maintenance
strategy outcomes
A R C - I -
e. Populate maintenance
strategy outcomes in sap
- A C I - R
f. Collect and provide equipment related
data
- I - R A -
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2.1.2 RACI Matrix to review Maintenance strategy outcomes (already conducted)
S. No. Process Reliability Manager
Reliability team
Cross Functional Team
Operation & Maintenance Master Data
Specialist Members Superintendent/ Manager
a. Track effectiveness of maintenance
strategy outcomes
A R - C I -
b. Track addition or removal of equipment
I C, I - R A -
c. Track modification/changes in process systems
I C - R A -
d. Track changes in operating conditions
I C - R A -
e. Record breakdown, failure causes, repair codes in work orders
I C - R A -
2.1.3 RACI Matrix to review maintenance strategy process & guidelines
S. No. Process Reliability Manager
Reliability team
Cross Functional Team
Operation & Maintenance Master Data
Specialist Members Superintendent/ Manager
a. Track changes in equipment criticality A R - C, I - -
b. Track change in
safety regulation and risks
A R - C, I C, I -
c.
Track change in environment
regulation and related risks
A R - C, I C, I -
d. Track changes in
financial impact and related risks
A R - C, I C, I -
2.2 Frequency for reviewing the maintenance strategy The reliability team members will be responsible for identifying the frequency for reviewing maintenance strategy documents based on:
• A change in process conditions • Addition or removal of equipment • Change in equipment function • Development of new maintenance techniques • Changes in VPS Maintenance Guidelines
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• Change of manufacturer or component technology • Modifications implemented in the vicinity of subjected asset • Coming from new supplier or manufacturer recommendations • Recommendations of reliability studies • Through failure history analysis
2.3 Escalation matrix
Process Responsibility Level 1 Level 2 Delay in collection of data by
operation & maintenance Reliability Team
member Reliability Manager Operation & Maintenance Superintendent/ Manager
Delay in completion of maintenance strategy
Reliability Team member Reliability Manager Operation & Maintenance
Superintendent/ Manager
Delay in implementation of maintenance strategy in ERP
Reliability Team member Reliability Manager Operation & Maintenance
Superintendent/ Manager
Unavailability of member in meeting
Reliability Team member Reliability Manager Operation & Maintenance
Superintendent/ Manager
Requirement of special training Reliability Team
member Reliability Manager Operation & Maintenance Superintendent/ Manager
3.0 TOOLS & TEMPLATES Maintenance strategy preparation is an exhaustive process to initiate strategy review, capture data, identify maintenance strategy, and determine recommendations. During the preparation of a maintenance strategy, multiple stakeholders are involved, and multiple strategy documents are prepared. Since, maintenance strategy is derived from FMEA, a maintenance strategy sheet is also included in FMEA template to easily correlate outcomes of FMEA to prepare maintenance strategy. FMEA Template (Excel): ZBM- Reliability-FMEA Template A Maintenance Strategy Word template is also created exclusively for Maintenance Strategy to properly document maintenance strategy outcomes. Maintenance Strategy Template (Word): ZBM-Reliability-Maintenance Strategy Template
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4.0 KPIS A Key Performance Indicator (KPI) determines how well a company meets the operational and strategic goals. The KPIs are performance measurement tools playing a key role in assessing system efficiency from point of cost or quality. Following KPIs should be monitored for measuring maintenance strategy coverage & effectiveness Type KPI UOM Description Parameters Formulae Data Source
Leading Maintenance
strategy coverage
% Creation of maintenance strategy is very important to ensure that maintenance tasks and their
frequencies are well defined for all asset classes. Hence, it is important to measure maintenance strategy
coverage for all the asset classes in ERP.
• No. of asset classes with documented maintenance strategy = A
• Total no. of asset classes in ERP = B
A/B • For A – Reliability function’s FMEA completion/status records
• For B – SAP (T-code Ih06)
Leading PM plan coverage
of A-critical assets
% PM plan creation for A critical asset in ERP is very important to
maintain critical assets and avert failure scenarios
• No. of A-critical assets with PM plan in ERP = A
• No. of A-critical assets in ERP = B
A/B • For A – SAP (T-code IP16)
• For B – SAP (T-code Ih06)
Leading PM plan quality of A-critical
assets
% PM plan & task list creation in ERP based on maintenance strategy
document for critical asset is very important to cover risk of
unplanned failure of critical assets, that have potential to cause huge production loss or safety incident
• No. of maintenance plans for A-critical assets with task list = A
• No. of maintenance plans for A-critical assets = B
A/B • For A – 1.SAP (T-code IP16) 2. Reliability function’s FMEA completion/status records
• For B – SAP (T-code Ih06, IP16)
Leading PM active
index (%)
%
Evaluates percentage of preventive maintenance plan assigned to assets that are active. Ensure
maintenance plans assigned are active in ERP and are being used to
drive equipment reliability and availability
• No. of active preventive maintenance plans assigned to assets = A
• No. of preventive maintenance plans assigned to assets = B
A/B • For A – 1.SAP (T-code IP16) 2. Reliability function’s FMEA completion/status records
• For B – SAP (T-code Ih06, IP16)
Leading PM active
index for A-critical
assets (%)
% Evaluates percentage of preventive maintenance plan assigned to A-
critical assets that are active. Ensure maintenance plans
assigned for A-critical assets are active in ERP and are being used to
drive equipment reliability and availability
• No. of active preventive maintenance plans assigned to A-critical assets = A
• No. of preventive maintenance plans assigned to A-critical assets = B
A/B • For A – 1.SAP (T-code IP16) 2. Reliability function’s FMEA completion/status records
• For B – SAP (T-code Ih06, IP16)
Leading PM schedulin
g index (%)
% Evaluates percentage of active maintenance plans that are
scheduled. Objective is to increase scheduling of active preventive
maintenance plans
• No. of scheduled active preventive maintenance plans = A No. of active maintenance plans = B
A/B • For A – 1.SAP (T-code IP16) 2. Reliability function’s FMEA completion/status records
• For B – SAP (T-code Ih06, IP16)
General Maintenance Strategy PGS-XXXXX, Rev. 00 13/09/2019
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Type KPI UOM Description Parameters Formulae Data Source Leading PM
scheduling index for A-critical assets
(%)
% Evaluates percentage of active maintenance plans assigned to A-critical assets that are scheduled.
Objective is to increase scheduling of active preventive maintenance
plans for A-critical assets
• No. of scheduled active preventive maintenance plans assigned to A-critical assets = A
• No. of active maintenance plans assigned to A-critical assets = B
A/B • For A – 1.SAP (T-code IP16) 2. Reliability function’s FMEA completion/status records
• For B – SAP (T-code Ih06, IP16)
Lagging MTTR – Mean
Time to Repair
Unit of time
MTTR is the time to bring equipment back on-line when it fails. If MTTR is increasing, then
maintenance services are incorrect, not being done, or are treating the
symptoms, not the root cause.
• Total Unavailable time (Corrective actions or Repairs) =A
• Number of Repairs or Work Orders = B
A/B • For A – 1. SAP (T-code IW38) 2. Reliability function’s FMEA completion/status records
• For B – SAP (T-code IW38)
Lagging % of Planned
Maintenance
Events
% This indicates the proportion of planned work orders to total work
orders for a time period. High proportion of planned WO
indicates a well laid out maintenance strategy.
• Number of Planned Work Orders = A
• Total Number of Work Orders = B
A/B • For A – 1. SAP (T-code IW38) 2. Reliability function’s FMEA completion/status records
• For B – SAP (T-code IW38)
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