l6 prm student handout.pdf

8/14/2019 L6 PRM student handout.pdf

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Calgary Tel 1-403-221-8077 Fax 1-403-221-8072E-mail: [email protected] Website: www.seal.ab.ca

Process Reliability and MaintainabilityA Framework for World Class Maintenance

NPC TRAINING PROGRAM

STUDENT HANDOUT

Presented byDerek DaSilva


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PROCESS RELIABILITY & MAINTAINABILITYS.E.A.L. International

I

Table of Contents

INTRODUCTION............................................................................................................. 1

COURSE OBJECTIVE ......................................................................................................... 1

AGENDA ........................................................................................................................... 1

OVERVIEW...................................................................................................................... 2

WORLD CLASS MAINTENANCE MODEL ............................................................... 3

OVERVIEW ....................................................................................................................... 3

MANAGEMENT SYSTEMS, POLICES AND PROCEDURES................................. 4

DEFINITION...................................................................................................................... 4MISSION STATEMENTSEXAMPLES ................................................................................ 5EXERCISE #1MISSION STATEMENTS............................................................................. 5

MANAGEMENT OF CHANGE (MOC)PROCEDURES ........................................................... 7EXERCISE #2-MANAGEMENT SYSTEMS ........................................................................ 11

MAINTENANCE WORK MANAGEMENT............................................................... 13

INTRODUCTION -THE SIX STEPS OF MAINTENANCE WORK MANAGEMENT................... 13STEP 1:IDENTIFY ........................................................................................................... 14STEP 2:PLAN ................................................................................................................. 15STEP 3:SCHEDULE ......................................................................................................... 16STEP 4:ASSIGN .............................................................................................................. 17STEP 5:EXECUTE ........................................................................................................... 18STEP 6:ANALYZE .......................................................................................................... 20

OTHER CONSIDERATIONS............................................................................................... 21EXERCISE #3-MAINTENANCE WORK MANAGEMENT.................................................... 22EXERCISE #3-MAINTENANCE WORK MANAGEMENT (MWM) ..................................... 23

MAINTENANCE TACTICS......................................................................................... 25

DEFINITION.................................................................................................................... 25TYPES OF MAINTENANCE TACTICS ................................................................................ 26OTHER CONSIDERATIONS............................................................................................... 27EXERCISE #4-MAINTENANCE TACTICS......................................................................... 28

CONTINUAL IMPROVEMENT.................................................................................. 29

DEFINITION.................................................................................................................... 29DEFINITION OF FAILURE LEVELS ................................................................................... 30FAILURE IDENTIFICATION TECHNIQUES ......................................................................... 31THE CONTINUAL IMPROVEMENT MODEL ....................................................................... 32TOTAL PRODUCTIVE MAINTENANCE.............................................................................. 34EXERCISE #5-CONTINUAL IMPROVEMENT .................................................................... 35

RELIABILITY CENTRED MAINTENANCE (RCM) .............................................. 37

DEFINITION.................................................................................................................... 37


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II

GUIDING PRINCIPLES OF RCM:...................................................................................... 37THE SEVEN FUNDAMENTAL STEPS OF RCM.................................................................. 38RCMDECISION LOGIC .................................................................................................. 38

PROCESS REDESIGN.................................................................................................. 41

DEFINITION.................................................................................................................... 41BASIC STEPS .................................................................................................................. 42SOME TECHNIQUES FOR MAINTENANCE PROCESS ANALYSIS ........................................ 43

WORLD CLASS MAINTENANCE FOR YOUR ORGANIZATION...................... 47

STEP 1:MANAGEMENT SYSTEMS,POLICIES AND PROCEDURES ..................................... 47STEP 2:MAINTENANCE WORK MANAGEMENT .............................................................. 48STEP 3:MAINTENANCE TACTICS.................................................................................... 48STEP 4:CONTINUAL IMPROVEMENT............................................................................... 48STEP 5:RELIABILITY CENTERED MAINTENANCE ........................................................... 49STEP 6:PROCESS REDESIGN........................................................................................... 49THE MAINTENANCE MANUAL........................................................................................ 49EXERCISE #7-WORLD CLASS MAINTENANCE FOR YOUR ORGANIZATION .................... 51

SUMMARY ..................................................................................................................... 53

REFERENCES................................................................................................................ 54

FURTHER INFORMATION ................................................................................................ 54GLOSSARY OF TERMS .................................................................................................... 54RELIABILITY ENGINEERING TOOLS AND FORMULAS...................................................... 55MAINTENANCE KEY PERFORMANCE INDICATORS (KPI'S)OR MEASURES...................... 68


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1

IINNTTRROODDUUCCTTIIOONN

Course Objective

The objectives for this course are:

This course will suggest a path to improved process reliability and maintainability by

way of the Maintenance Excellence Model.

Continual Improvement techniques will be presented, along with the proposed

integration of Reliability Centered Maintenance.

By the end of this course, the students will have the framework to start a world-class

maintenance program for their own organization.

Process Reliability and Maintainability

The Maintenance Excellence Model is comprised of the following key building blocks in

order to reach World-class maintenance excellence:

1. Management Systems, Policies and Procedures2. Maintenance Work Management

3. Maintenance Tactics

4. Continual Improvement

5. Reliability Centered Maintenance

6. Process Redesign

The key concepts and principles of each building block will be discussed and reinforced

with individual and group exercises.


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1

AAGGEENNDDAA

World Class Maintenance Model Management Systems

Maintenance Work Management

Maintenance Tactics

The Continual Improvement Model

Reliability Centered Maintenance (RCM)

Process Redesign

World Class Maintenance for Your Organization


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2

OOVVEERRVVIIEEWW

Achieving World-class performance in maintenance reliability is a long-term

initiative and will require the combined efforts of everyone in your organization.

The path to improved process reliability and maintainability can be viewed as a

pyramid, with each building block providing support for the steps that follow.


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3

WWOORRLLDDCCLLAASSSSMMAAIINNTTEENNAANNCCEEMMOODDEELL

World Class Maintenance Model

Management Systems, Policies and Procedures


Maintenance Tactics

Continuous Improvement

Reliability Centered

Maintenance

ProcessRedesign

Overview

For long term and sustainable success, it is important to start with the first step of the

World Class Maintenance Model.

The strength of each step in the model will influence the overall success of process

reliability in your organization.

Do not jump any steps. Many organizations attempt Reliability Centred Maintenance

(RCM) and fail - without first having fundamental maintenance management in

place.


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Definition

The policies and procedures that govern how work is accomplished and how

employees work with each other.

Management Systems guide Operations, Maintenance, and Human Resources.

Management Systems can be:

formal (e.g., a written procedure), or

informal (e.g., Weve always done it this way.)

Formal systems must be communicated and audited regularly.

Informal systems should be minimized with documentation.

Other considerations:

Your suppliers (e.g., power company) and your customers (e.g., downstream

refineries, pipelines, etc.)

Other external factors such as your immediate industrial community (e.g.,

neighbors) or unplanned events

Consider all potential scenarios and be specific as to how employees are to react

in all situations.

Many companies have a Mission Statement, but seldom do departments within

those companies have their own Mission Statements.

The best Maintenance Organizations have their own Mission Statement.

Mission Statements provide an overall guide for Management Systems and

organizational behavior.

Mission Statements provide a clear sense of direction for employees, particularly in

the face of change. (Good Mission Statements do not change.)

MMAANNAAGGEEMMEENNTTSSYYSSTTEEMMSS,,PPOOLLIICCEESSAANNDDPPRROOCCEEDDUURREESS


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Mission Statements Examples

Continually improve all aspects of machinery performance to allow Operations to

safely produce product at minimum cost.

Maintain operational facilities in a proactive and cost-effective manner, by focusing

on asset reliability, product quality, employee safety and environmental care.

We will maintain equipment so as to minimize the production impact on

Operations.

Fix it before it breaks.

Equipment reliability starts with equipment design. Maintenance will partner with

the Engineering and Projects to ensure quality assets are installed.

Exercise #1 Mission Statements

Does your Maintenance Organization have a Mission Statement?

If yes, what is it? Is it clear?

List at least three objectives for your Maintenance Organization.

Spend a few moments to draft a Mission Statement:

Good Mission Statements should clarify: Who, What, How, For Whom (customers),

Where and Why.

Complete Exercise #1 on Following Page


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1) Does your organization have a Mission Statement for Maintenance?

Yes No

2) If "Yes", what is the Mission Statement?

3) List at least three objectives for your Maintenance Organization:

1)

2)

3)

4) If your Maintenance Organization does not have a Mission Statement or it is

unclear, write a good Mission Statement by answering the following:

Who are you?

What do you want to accomplish?

How will you accomplish it?

Who are your customers?

Where will you accomplish your objectives?

Why are you doing this? :


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Management of Change (MOC) Procedures

Definition

The purpose of having MOC procedures is to control facility and process changes in asafe, predictable and communicated fashion.

MOC procedures must be fully auditable.

Management of Change is now legislated in the United States by Occupational Safety

and Health Administration (OSHA) process safety standard 29 CFR 1910.119,

Paragraph L.

OSHA: The employer shall establish and implement written procedures to manage

changes (except for replacements in kind) to process chemicals, technology,

equipment, and procedures; and, changes to facilities that affect a covered process.

MOC procedures ensure that future decisions are made with correct facility

information.


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Example of MOC Check Lists

DESIGN CHANGE CHECKLIST

Project/Design Change

Description:

D/C Owner Notification No.

Mandatory Approvals: Review By Signature Date

Operations Approval

Maintenance Approval

Engineering Review

Discipline Review Review By Comments Signature Date

SOC Representative

Process

ApplicationsMachinery

Mechanical

Civil/Structural

Electrical

Instrument

Inspection

Environmental

Industrial Hygiene

Safety

Operations

Maintenance

Documentation Yes Completed by Signature Date

Design Drawings

Maintenance Files/Dwgs

Instrument Files/Dwgs (see checklist)

Inspection Files/Dwgs

Electrical Files/Dwgs (see checklist)

Application Files/Dwgs

Design Calculations

P&ID's (marked up)

Underground Dwgs

Project Files

Item Drawing Number Revision Drawing Title


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DESIGN CHANGE - ELECTRICAL DOCUMENTATION REQUIREMENTS

DESIGN CHANGE - INSTRUMENTATION CHECKLIST


Description:

D/C Owner Notification No.

Yes Completed By Signature Date

Data Sheet

Flow Calculation

Valve Calculation

IRKS (Device)

IRKS (Wiring)INtools

SAP Updates

Field Device Configuration

DCS Configuration

PLC Configuration

PLC Proworks

PLC Drawings

Control Schematics

Construction Drawings

Critical Inst. Manuals

Other

Electrical Permit/Inspection

Notes:

Drawing ListItem Drawing Number Revision Drawing Title


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DESIGN CHANGE CLOSURE

Complete the exercise on Management Systems on following page.


Description:

D/C Owner Order No.

Documentation Requirements for Closure

Yes Completed by Signature Date

Design Drawings

Maintenance Files/Dwgs

Instrument Files/Dwgs

Inspection Files/Dwgs

Electrical Files/Dwgs

Application Files/DwgsDesign Calculations

P&ID's (marked up)

Operation Manuals

Underground Dwgs

Training

Project Files

Process Engineering Files

Req'ts for Closure Yes Completed by Signature Date

Revise Operation Procedures

Revise Maintenance Procedures

Inform Operations TeamsInform Maintenance Teams

Train Operation Teams

Train Maintenance Teams


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Exercise #2 - Management Systems

Circle all answers that apply.

1) Management Systems are:

a) Computerized maintenance management software (CMMS).

b) Policies and procedures that guide how work is accomplished and how employeesinteract with each other and the external community.

c) Not important to process reliability and maintainability.

2) Management Systems can be:

a) Formal or informal.

b) Written down or accepted as common knowledge.

c) A problem, if they are not reviewed, updated and communicated with employees on aregular basis.

3) Which of the following activities should have policies and procedures and be part ofManagement Systems?

a) Training and Educationb) Vacation and Staff Coveragec) Management of Changed) Maintenance Managemente) Maintenance Practicesf) Operations Practicesg) Maintenance Engineeringh) Project Engineeringi) Purchasingj) Work Planningk) Materials and Spares

l) Emergency Responsem)Environment, Health & Safety

n) Chemical Storageo) Communicationp) Work Schedulingq) Employee Developmentr) Process Engineerings) Work Requestst) Continual Improvementu) Shutdowns, Turnaroundsv) Equipment Preparationw) Maintenance Tacticsx) Vibration Monitoring

y) Oil Sampling and Analysisz) Equipment Start-up


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4) Are there any other activities that should be part of the Management Systems inyour Maintenance Organization? What are they?

5) Which policies and procedures are important for Process Reliability and

Maintainability?


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Maintenance Tactics


RCM

Process

Redesign

Introduction - The Six Steps of Maintenance Work Management

Maintenance Work

Management (MWM)

Identify

Plan

Schedule

Assign

Execute

Analyze

Feedback

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Step 1: Identify

Maintenance Work

Management Step 1: Identify

Identify

Schedule

Assign

Execute

Analyze

Feedback

Plan

The process by which maintenance work is identified, justified and prioritized.Identified work should have one or more of the following goals:

Improved safety

Elimination of unnecessary work

Increased reliability and productivity

Correct equipment operation

Continual improvement / eliminate recurring problems

Work can be identified from sources such as:

Operator or Technician observations

Safety audits and employee concerns

Maintenance Tactics Preventive Maintenance (PM), Predictive Maintenance (PdM) Inspection during PM or PdM tasks

Regulatory requirements

Equipment upgrades


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The identification and documentation process should be the same for all work.

Use a standardized Work Request form.

Establish minimum information required.

All Work Requests to be reviewed by Operations, Engineering and Maintenance.

All Work Requests to be prioritized.

Assign priority according to equipment criticality.

Step 2: Plan

Maintenance Work

Management Step 2: Plan

Identify

Plan

Schedule

Assign

Execute

Analyze

Feedback

The process by which maintenance work is planned determines What needs to be done,including:

amount of work, detailed to task-level, including time requirements

preparation work by Operations

required resources (skills, tools, materials)

required safety procedures

established or new work procedures


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Planners assign highest priorities to Health and Safety items.

Each job should be planned only once (such as Preventive Maintenance andPredictive Maintenance work) and then saved for future use.

A good maintenance plan will be fully documented and will communicate with

Scheduling. Unplanned work costs 3 to 4 times more than planned work.

Planning must be integrated with Materials Management (e.g., Spare Parts) andMaintenance Tactics.

Step 3: Schedule

Maintenance WorkManagement Step 3: Schedule

Identify

Schedule

Assign

Execute

Analyze

Feedback

PlanPlan

The process by which maintenance work is scheduled for execution.

Each element of the Maintenance Plan is scheduled in detail. This includesresources, the shutdown and preparation of equipment, and the delivery of toolsand materials to the job site.

Requires a backlog of planned work, about 2 - 4 weeks per maintenance crew.

About 50% of available manpower should be scheduled for Preventive

Maintenance (PM) and Predictive Maintenance (PdM) work.

Start with a Daily Schedule, but eventual goal should be a Weekly Schedule.

Worlds best maintenance organizations are scheduling work 2 weeks in advance!


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Daily Schedule:

Created from Work Orders identified on Weekly Schedule.

Created by first-line supervisors.

Schedule 100% of available manpower.

Daily Schedule Meeting to review status of current days work and work scheduledfor next day.

10 minutes long (maximum) and held in afternoon.

Solve any problems outside the meeting.

Weekly Schedule:

Created from Work Order Backlog.

Created by Scheduler with input from Operations, Engineering and Maintenance.

Schedule 80% of available manpower.

Weekly Meeting to review status of current weeks work and work scheduled forfollowing week.

Step 4: Assign

Maintenance Work

Management Step 4: Assign

Identify

Schedule

Assign

Execute

Analyze

Feedback

Plan


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The process that determines who will execute the scheduled work.

Those assigned to a job must match the scheduled work, with consideration of:

Experience

Training and Skills

Availability

Personal limitations (physical, phobias, etc.)

Possible conflicts with other personnel

Traditionally, the crew supervisor assigns work.

Assigned work should be communicated to the technician as far in advance aspossible.

Once assigned, the completion of the work is the responsibility of the technician.

Step 5: Execute

Maintenance Work

Management Step 5: Execute

Identify

Plan

Schedule

Assign

Execute

Analyze

Feedback

Plan


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The process by which planned maintenance work is completed in accordance with the

schedule.

Execution involves three groups of people:

The Planner

The Crew Leader

The Technician

Before the work begins:

Planner issues a prioritized schedule and corresponding job plans.

Crew leader confirms safety requirements.

Technician prepares for the job and confirms safety precautions (e.g., isolations, hot

permits, etc.).

During the work:

Planner will record and report progress and additional work discovered to

management.

Crew Leader will report progress at Daily and Weekly Schedule Meetings, and will

also monitor safety of working environment.

Technician will perform work, maintain a safe working environment, report

additional work required, and record equipment information.

At completion of the work:

Technician documents work performed, cause of failure, parts and tools used, and

equipment measurements.

Planner reviews Technician work documentation, compares with original plan and

makes corrections for future work.


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Step 6: Analyze

Maintenance WorkManagement Step 6: Analyze

Identify

Plan

Schedule

Assign

Execute

Analyze

Feedback

Plan

The process by which the Maintenance Work Management process is evaluated and

adjusted:

To close the gap between actual performance and required performance of equipment

and assets

To improve the MWM process itself (Identify, Plan, Schedule, Assign, Execute,

Analyze)

You cant improve what you dont measure.

Maintenance Performance is measured in three categories:

InputMeasures

ProcessMeasures

OutputMeasures


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Input Measures

Costs, man-hours

Process Measures

Labour distribution, backlog, schedule compliance

Output Measures

Equipment availability, reliability, effectiveness

Measurements to be understood by all and communicated on a monthly basis.

Key Performance Indicators (KPIs) are the important measures that should be trendedover time and displayed.

Each month determine which assets had the top ten costs, the top ten downtime hours,and top ten occurrences of outages. Assets that appear on all three lists need to beaddressed immediately!

The best Performance Measures:

Track important and relevant information

Produce reports regularly and consistently

Compare against benchmarks or history

Analyze significant trends or changes (good or bad) and determine causes

Taking immediate action to correct undesirable trends

Other Considerations

A Computerized Maintenance Management System (CMMS) is NOT necessary for

MWM. A properly designed and utilized CMMS, however, can assist MWM a great

deal.

A good CMMS program will facilitate all Six Steps of MWM.

Your MWM process must be working properly before a CMMS program is

implemented (otherwise, your problems will multiply!)


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Exercise #3 - Maintenance Work Management (MWM)

1) Label each step of the MWM process in the correct order (1 to 6):

Schedule

Analyze

Identify

Assign

Execute

Plan

2) Maintenance should schedule work around production requirements and then plan thetasks, parts, tools and resources to complete the jobs.

True False

3) Draw an arrow to match each step of MWM to it's key activities:

Schedule Recognized work is recorded, justified

and prioritized

Analyze Tasks, tools, parts and resources to complete

a job are detailed and recorded.

Identify Planned work is placed in the department

timetable for execution.

Assign Designating which maintenance

technician(s) will carryout scheduled work.

Execute Planned work is completed in accordance

with the schedule.

Plan The MWM process is evaluated and adjusted.


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4) Which steps of the MWM process does your Maintenance Organization currentlyfollow?

5) Which steps could be done better?

6) Unplanned work costs times as much as planned work.

What do you think is the most important step of MWM?


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Maintenance Tactics


RCM

Process

Redesign

Definition

Maintenance Tactics are the techniques that guide how maintenance activities are

implemented.

For new equipment, follow recommendations of the Original Equipment

Manufacturer (OEM).

Once equipment history and experience is available, use RCM Decision Logic to

help select the appropriate maintenance tactic. (RCM Decision Logic will be

discussed shortly.)

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Types of Maintenance Tactics

Run-to-Failure

Make repairs when equipment stops working

The cooling water pump failed. Enter a Work Request to have it fixed

Redundancy

Install stand-by equipment

The cooling water pump failed. Switch to the standby and enter a Work Request

to have the primary pump fixed

Scheduled Component Replacement

Replace parts based on time

Replace gear-tooth coupling every 18 months

Scheduled Overhaul

Rebuild equipment based on time (e.g. annual shutdown)

Rebuild compressor every 4 years

Ad Hoc / Opportunity Window

Make repairs whenever production or resources allow

Operations ran out of feed. Lets fix that bad pump

Preventive Maintenance (PM)

Adjustments, lubrication, cleaning, etc. based on time

Lubricate motor bearings every 2 weeks


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Condition-Based / Predictive Maintenance (PdM)

Schedule repairs based on performance measurements and observations

Vibration analysis indicates bad alignment between the pump and gear box.

Plan then schedule a repair for the installation

Redesign

Alter equipment design when condition cannot be observed or failures are difficult to

predict

Install an inspection door on the ID Fan duct to allow examination of the brick

insulation...

Other Considerations

Maintenance Tactics are selected for each:

Equipment class (pumps, motors)

Equipment location (P101, M101...)

Equipment component (impeller, bearings)

The criticality of the equipment should influence to what level maintenance tactics are

applied.

Maintenance Tactics heavily influence Materials Management (Spare Parts

Optimization), Staffing Levels, Technician Skills and Training.



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Exercise #4 - Maintenance Tactics

1) Indicate if the following activities are Maintenance Tactics or MaintenanceStrategies:

Reliability Centered Maintenance: Tactic Strategy

Preventive Maintenance: Tactic Strategy

Run-to-Failure: Tactic Strategy

Continual Improvement: Tactic Strategy

Vibration Monitoring: Tactic Strategy

Total Productive Maintenance: Tactic Strategy

Predictive Maintenance: Tactic Strategy

2) To determine Maintenance Tactics for new equipment, you should first consult:a. Original Equipment Manufacturer (OEM) Recommendationsb. Similar equipment at your facilityc. The tactics used on your most reliable equipment

3) If your facility does not have comprehensive Maintenance Tactics, the best place tostart is by selecting tactics for each equipment.

4) If the equipment is critical to Operations and production, to what level shouldMaintenance Tactics be applied:

Specific Equipment Location Equipment Components

5) Your choice of Maintenance Tactics will influence:

a. Spare Partsb. Technician Staffingc. Technician Skills and Trainingd. All of the above

6) Which of the following will influence your choice of Maintenance Tactic?

MTTR Spare Parts Availability Production Cost

MTBF Spare Parts Cost Cost of Labour

7) Which Maintenance Tactic do you think is the most expensive?

8) Which Maintenance Tactic do you think is the least expensive?


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Maintenance Tactics


RCM

Process

Redesign

Definition

Continual Improvement is a process by which unwantedfailures are identified

and eliminated.

It is a collaboration between Management, Operations and Maintenance.

Continual Improvement will improve maintenance efficiency, equipment

performance, production value and profits.

Recognizing potential problems before they occur can save as much as 80% of the

cost of fixing the problem reactively.

Unwanted failures can be eliminated:

Reactively (after the failure occurs)

Proactively (before the failure occurs)

CCOONNTTIINNUUAALLIIMMPPRROOVVEEMMEENNTT


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Definition of Failure Levels

All physical failures have three cause levels:

Level 1: Component Failures

The physical component that fails

Level 2: Human Factors

The human decision or indecision that resulted in the physical component failure

Level 3: Management Systems

The policies or procedures (or lack of them) that allowed the human decision to take

place

Physical

Component

Human Factors

Management Systems

Easy to Find

(dont stop here)

Root Cause

Dont Blame

People

Root Cause

A good failure identification technique will describe all three cause levels.


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PROCESS RELIABILITY & MAINTAINABILITY

S.E.A.L. International31

Failure Identification Techniques

Reactive Methods

Root Cause Failure Analysis (RCFA)

KT Problem Solving (Kepner-Tregoe)

Five Whys

Fault Logic Tree

Fish Bone / Cause and Effects Diagram

Event Tree

Proactive Methods:

FMEA / FMECA HAZOP

KT Potential Problem Analysis

What If

Where to Apply the Failure Identification Techniques

Technique Proactive Reactive Focus UtilizationFMEA / FMECA Process functions Group session

HAZOP

Process systems,design changes Group session

KT PotentialProblem Analysis

Projects, equipmentinstallations, designchanges

Job site, group session

What If Projects, equipmentinstallations, designchanges

Self-conducted, job site

RCFA Major failures Task forceKT ProblemSolving

Failures, repeatfailures

Group session

Five Whys Failures Self-conducted, job site, groupsession

Fault Logic Tree Failures Group session

Fish Bone / Causeand Effects

Failures Self-conducted, group session

Event Tree Failures Self-conducted, group session


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The Continual Improvement Model

*The Continual Improvement Model

Select

Asset

Proactive

Identification

**Apply Tactics

Feedback

Reactive

Identification

*Refer to Expanded Flow Chart

**Use RCM Decision Logic

when the organization is ready.


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Continual Improvement Flow Chart

Continuous

Improvement

Has the failurealready

occurred?

Work Order Process

(Dont close W.O.)

Reactive Failure IdentificationRCFA, Fault Tree, KTPS, Five

Whys, Fishbone...

Proactive Failure

IdentificationFMEA, HAZOP,

KT PA, What If

Select Focus AreaPareto Chart, Highest Cost,

Lowest MTBF, HighestMTTR, Unplanned Work

Order

Failure ModesIdentified

RCM Decision LogicInputs to MaintenancePlan or Engineering

Change

Failure Mode

Level?

Yes

No

Process Check

Summary Report, Close WO

Management SystemsEliminate latent root

causes in ManagementS stems

Level 3

Level 1

Audit Process

Every 3 months

Stewardship Process

Update KPIs, metrics, etc


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Total Productive Maintenance

TPM is a Maintenance Strategy, which, at its basic level, comprises the principles

of Maintenance Engineering, Total Quality Management (TQM), and Just-in-

Time operation.

One of the key benefits of TPM is the front-line involvement of Operations

Technicians.

Operations Technicians are often the first to Proactively Identify potential

problems and take corrective action.



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Exercise #5 - Continual Improvement

1) Recognizing and preventing a potential problem before it happens can save% of the cost of fixing the problem reactively.

2) What are the three cause levels of all physical failures?

Level 1:

Level 2:

Level 3:

3) In which level does the root cause normally exist?

4) What are the two types of failure identification techniques?

5) What failure identification techniques are currently used in your maintenanceorganization?

6) Which of the following failure identification techniques can be used after the failureoccurs?

RCFA Five Whys FMEA HAZOP

7) Which of the following techniques can be used to predict potential failures beforethey occur?

KT - Potential Problem Analysis Five Whys HAZOP

Cause and Effects Diagram Event Tree FMEA

8) Should a failure investigation stop at Cause Level 1, Level 2 or Level 3?


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9) What happens if an investigation stops at Cause Level 2?

10)Are some failures acceptable?


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Maintenance Tactics


RCM

Process

Redesign

Definition

RCM is a maintenance strategy that gained popularity in the aircraft industry.

It is a systematic approach to increasing equipment reliability by using the most

efficient maintenance tactics.

RCM streamlines maintenance activities and adds value. Wasteful tactics are

eliminated and more effort is focused on actions that improve equipment

reliability.

Guiding Principles of RCM:

Equipment redundancy should be minimized.

Condition-Based / Predictive Maintenance are favored over Time-

Based/Preventive methods.

Run-to-Failure is acceptable if warranted.

RREELLIIAABBIILLIITTYYCCEENNTTRREEDDMMAAIINNTTEENNAANNCCEE((RRCCMM))


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The Seven Fundamental Steps of RCM

RCM Decision Logic

Select AssetDetermine

Functions

Determine

Functional

Failures

Determine

Failure

Modes

*Select

Maintenance

Tactics

Implement

Tactics

Optimize

Tactics &

Program

*Use RCM Decision Logic to help select Maintenance Tactics

Select AssetDetermine

Functions

Determine

Functional

Failures

Determine

Failure

Modes

*Select

Maintenance

Tactics

Implement

Tactics

Optimize

Tactics &

Program

*Use RCM Decision Logic to help select Maintenance Tactics

Level 1

Failure Mode

Maintenance

Plan Inputs

Feedback

Engineering

Change InputsRun-to-Failure

*Decision Logic

*Refer to expanded flowchart

Level 1

Failure Mode

Maintenance

Plan Inputs

Feedback

Engineering

Change InputsRun-to-Failure

*Decision Logic

*Refer to expanded flowchart


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RCM Decision Logic

Level 1 Failure Mode

Failure modedetectable through

monitoring?

Sufficient warningtime to take

planned action?

Frequency offailure predictable

with confidence?

Performance restoredwith repairs or

adjustments?

Performancerestored with

replacement?

Failure mode

hidden?

Failure moderevealed withinspection or

performance test?

Risk to safety,environment, or

assets?

Does redesign

provide a payback?

Yes

No

Yes

Yes Yes

No

Yes

No

Yes Yes

No

Yes

No

Examineeconomics of

failure vs. redesign

Yes

No

Describe monitoring and

assign frequency (PdM)

Describe repair or adjustment

action and assign frequency (PM)

Describe replacement task

and assign frequency

Describe inspection or test

and assign frequency (PM)

Redesign to reveal or

eliminate failure mode

Redesign to eliminatefailure mode or mitigate

conse uences

Redesign

Run to failure

Maintenance Plan Inputs

Engineering Change Inputs

No

No

No


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Exercise #6 - Reliability Centered Maintenance (RCM)

1) Is RCM a maintenance tactic or a maintenance strategy?

2) A guiding principle of RCM is (choose one):

All failures must be prevented.

All spare parts must be kept on site.

Condition-based / Predictive tactics are favored overTime-based/Preventive tactics.

3) What are the 7 basic steps of RCM?

1.

2.

3.

4.

5.

6.

7.

4) RCM Decision Logic will help determine (choose all that apply):

Maintenance Tactics

Engineering Changes

If Run-to-Failure is acceptable

Required Technician Skills and Training

Spare Parts Requirements

5) Should every Maintenance Organization implement an RCM strategy?

Yes No

6) Before implementing an RCM strategy, a Maintenance Organization should have

the following elements in place and working properly(check all that apply):

Management Systems Maintenance Work Management

Maintenance Tactics Continual Improvement

Process Redesign Vibration Monitoring


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Maintenance Tactics


RCM

Process

Redesign

Definition

Process Redesign (or Reengineering) is the analysis and reconstruction of key

business processes (such as Maintenance), with the goal of dramatically

improving key areas such as cost, quality, service and speed.

Process Redesign supports a large step-increase in performance, and so requires

PPRROOCCEESSSSRREEDDEESSIIGGNN

Process

Improvement

Time

Continuous

Improvement

Process

Redesign

Process

Improvement

Time

Continuous

Improvement

Process

Redesign


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more effort than Continual Improvement.

Basic Steps

Form Multidiscipline Team

Management, Operations, Maintenance, Engineering, Purchasing, Finance,

Human Resources, Info. Tech.

Analyze Maintenance Process Flow

Process Mapping, Process Analysis, Org Chart Flow

Vision

Clean-Slate Thinking: What do you want to achieve?

Develop Action Plan to Reconfigure and Improve Performance

Implement Action Plan and Make Adjustments

Recognize Barriers and Plan Solutions

Stick to overall goals


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Some Techniques for Maintenance Process Analysis

Process Mapping


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Process Mapping Example


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Process Analysis Example


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Org Chart Flow Example

1

2

3

4

5


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Maintenance Tactics


RCM

Process

Redesign

You want to get your organization on the path to World Class Maintenance.

Where do you start?

The best approach is to start at the foundation of the pyramid model, and work

upwards to excellence.

If you recognize some areas are in bad shape, you can start there (e.g.

Maintenance Work Management, or Continual Improvement).

Step 1: Management Systems, Policies and Procedures

Assemble a list of all systems, policies and procedures.

Construct the organization chart for your department, plant and company.

List each management system, policy or procedure next to the person who owns

it.

Do any systems, policies or procedures not have an owner?

WWOORRLLDDCCLLAASSSSMMAAIINNTTEENNAANNCCEEFFOORRYYOOUURR

OORRGGAANNIIZZAATTIIOONN


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If any systems, policies or procedures are missing, assign an owner

for development.

Step 2: Maintenance Work Management

Does each of the Six Steps of MWM exist in your organization? Identify, Plan,

Schedule, Assign, Execute, Analyze.

Conduct a Process Analysis for each of the Six Steps of MWM. Identify any gaps

and correct them. Assign an owner for each step.

Step 3: Maintenance Tactics

List all the Maintenance Tactics that are currently used at your facility. Are any

missing?

Determine what resources, tools and skills are required to implement each

maintenance tactic.

Provide resources and training to Maintenance Technicians and Engineering.

Apply appropriate maintenance tactics first to each equipment type, then location,then component. Use Original Equipment Manufacturers (OEM) guidelines.

Step 4: Continual Improvement

Provide training on the C.I. Process to all departments, including Management,

Operations, Maintenance and Engineering.

Implement systems and procedures to ensure that the C.I. Process is utilized for

all unwanted equipment failures.

The C.I. Process should be integrated and supported by MWM, especially the

Identify and Analyze steps.


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Step 5: Reliability Centered Maintenance

Provide training on the RCM Process to all departments, including Management,Operations, Maintenance and Engineering.

Implement systems and procedures to ensure that the RCM Process is utilized for

all critical plant systems and assets. Focus on most important assets first.

The RCM Process should be integrated and supported by MWM, especially the

Identify and Analyze steps.

Use RCM to optimize Maintenance Tactics.

Step 6: Process Redesign

Process Redesign or Reengineering is a major undertaking and investment for the

entire organization.

It is advisable that initial focus and effort be placed on the first five levels of

World Class Maintenance.

Once the first five levels are implemented and working, then Process Redesign

may be considered to make large performance improvements.

A professional consulting service should be considered.

The Maintenance Manual

The Maintenance Manual Table of Contents

1. Maintenance Mission Statement

2. Management Systems

3. Maintenance Work Management


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4. Maintenance Tactics

5. Continual Improvement

6. Reliability Centered Maintenance

Appendices (Assets / Equipment Lists, RCM Worksheets, Organization Charts,

References, etc)

Each section of the Maintenance Manual must have:

An Owner

A Revision Record

An Audit Record

The Master Maintenance Manual should be kept by the Maintenance Manager and

should contain a Distribution Record.

Maintenance Engineers and Maintenance Planners should keep copies of the Manual.

Copies of the Manual should also be available to Operations and Maintenance

Technicians.



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Exercise #7 - World Class Maintenance for Your Organization

Part A:

Gather into groups 4 to 5 people and complete the following exercise.

Write an action plan to start developing world-class maintenance at your organization.

The action plan should include some or all of the levels of the World Class Maintenance

Model as major tasks. This will depend on the current status of maintenance at your

organization.

The action plan should describe the following:

A description of the action to be taken

The estimated start date, duration and end date of the task

Resources to complete the task (leaders and support roles)

Potential problems, risks or hurdles for each task

A contingency plan or corrective action for each potential problem

Remember that achieving World Class Maintenance is a long-term initiative and may

take several years to develop!

When completed, make a brief presentation of your draft action plan to the rest of the

class.


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Part B:

Complete the following exercise on your own.

Review the Mission Statement from Exercise #1. Would you make any changes? How

would you change the Mission Statement?

Share any changes with the rest of the class.


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Improve process reliability and maintainability by following the Maintenance

Excellence Model.

Reliability Centered Maintenance strategy can be integrated into your Continual

Improvement Program.

You should now have a framework to start developing a world-class maintenance

program for your own organization.

Refer to the Action Plan you developed in Exercise #7 and improve upon it

over time.

SSUUMMMMAARRYY


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Further Information

Uptime Strategies for Excellence in Maintenance Management. John D. Campbell,1995, Productivity Press, Portland, Oregon, USA.

Maintenance, Replacement and Reliability. A.K. S. Jardine, 1998, Preney Print andLitho, Windsor, Ontario, Canada.

The Reliability Handbook, Plant Engineering and Maintenance, John D. Campbelleditor, Vol 23 Issue 6

The Machinery Pro Network www.MachineryPro.Net

The Society for Maintenance & Reliability Professionals www.SMRP.org

Glossary of Terms

CI - 1) Continual Improvement, 2) Criticality Index

CMMS - Computerized Maintenance Management System

KPI - Key Performance Indicator

MEM - Maintenance Excellence Model

MWM - Maintenance Work Management

OEM - Original Equipment Manufacturer

RCM - Reliability Centered Maintenance

TPM - Total Productive Maintenance

TQM - Total Quality Management

PM Preventive Maintenance

PdM Predictive Maintenance

RREEFFEERREENNCCEESS


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Reliability Engineering Tools and Formulas

MACHINE FACTORS

A vital component to any successful maintenance program is the use of historical data to

predict future performance. More importantly, this data can be used to predict the

likelihood of incurring certain costs associated with processes, equipment or components

that fail within a given period. This is the type of information that can assist

development of an overall asset management plan.

Formulas

Operating Factor = Operating Hours / Time Period

Availability Factor = (Time Period - Planned Maintenance Hours - ForcedMaintenance Hours) / Time Period

Utilization Factor = Operating Factor / Availability Factor

Service Factor = (Time Period - Forced Maintenance Hours) / Time Period

MTBF = Time Period / # Forced Outages

Overall Equipment EffectivenessOEE = Operating Factor x Product Quality x Process Efficiency

Reliability = e-t / MTBF, where t = duration of forecast (hours) (WeibullDistribution, Beta = 1.0)

Failure Probability = 1 - Reliability

Reliability Cost = Failure Probability x Average Outage Cost

The characteristics and importance of each of these Machine Factors will be illustrated by

way of the following example data set:


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Example Data Set

Consider the following raw data of a centrifugal barrel compressor over a 5-Year period:

Time Period: 5 Years

Total Failures: 5 Failures

Total Forced Maintenance Hours: 306.5 Hours

Total Planned Maintenance Hours: 300.0 Hours

Total Hours Down but Available: 1105.8 Hours

Total Hours Down: 1712.3 Hours

Product Quality: 95% On-Spec

Process Efficiency: 90% Efficiency

Production Rate: 103% Design CapacityProduction Capacity: 77 Tonnes / Hour

Unit Revenue: $33.61 / Tonne

Characteristics & Sample Calculations

Operating Factor provides an overall indication of an assets chronological use. A

machine that runs all year at half capacity will have a 100% Operating Factor, but the

overall effectiveness of the asset would be much less.

Operating Factor = (Total Time - Total Down Time) / Total Time

= (5 x 8760 - 1712.3) / (5 x 8760) = 96.1%

Availability Factor indicates the effectiveness of the Maintenance Function (or

program, department, division, etc.). The quality of Maintenance Work Management

(Identify, Plan, Schedule, Assign, Execute, Analyze) - which includes repairs, PM and

PdM tasks - will determine to what degree the asset is available to Operations.

Availability Factor = (Total Time - Total Unavailable Hours) / Total Time

= (5 x 8760 - 300.0 - 306.5) / (5 x 8760) = 98.6%


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Utilization Factorindicates the effectiveness of the Operations Function(or program,

department, division, etc.). This factor is improved by increasing the operation time of an

asset in proportion to the time it is available to produce.

Utilization Factor = Operating Factor / Availability Factor

= 96.1% / 98.6% = 97.4%

Or

Utilization Factor = Operating Hours / Available Hours

= (5 x 8760 - 1712.3) / (5 x 8760 - 300.0 - 306.5) = 97.4%

Service Factorindicates the overall quality of how an asset is maintained and operated,

as well as the quality of the asset itself. As the quality of these elements decline, the

probability of an unplanned forced outage will increase.

Service Factor = (Total Hours - Forced Maintenance Hours) / Total Hours

Service Factor = (5 x 8760 - 306.5) / (5 x 8760) = 99.3%

MTBF is the Mean Time Between Failure and is commonly expressed in hours. Asset

behavior is better represented as the amount of historical data increases, because MTBF

is a key parameter in reliability calculations.

MTBF = Total Operating Hours / # Failures

= (5 x 8760) / 5 = 8760 Hours

MTBF is often used as a simple measure or Reliability.

MTTR is the Mean Time to Repair, representing the average duration of a forcedmaintenance outage. MTTR is sometimes referred to as the Maintainability measure ofan asset.

MTTR = Total Forced Maintenance Hours / # Failures

= 306.5 / 5 = 61.3 Hours


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OEEis the Overall Equipment Effectiveness, and accounts for not only Operating Factor,

but also Product Quality and Process Efficiency. Many people claim that OEE is the best

single measure of a production facility.

OEE = Operating Factor x Product Quality x Process Efficiency

= 99.3 % x 95% x 90% = 84.9%

Note: Sometimes Production Rate is substituted for Process Efficiency, depending on thenature of the facility, the process or the product. For example

OEE = Operating Factor x Product Quality x Production Rate

= 99.3% x 95% x 103% = 97.2%

Either measure is acceptable, so long as the chosen method is consistently used.

Reliabilityis a prediction of the chance that an asset will operate without failure for a specified

time period. Consider two machines: Machine A fails one time in a given year and is down for

48 hours, while Machine B fails four times in the same year and is down for a total time of also

48 hours. Which machine is more reliable? By using the Weibull Distribution, the number of

failures can be accounted for by way each machine's MTBF. The Reliability (i.e., chance that

Machine A would run another year without failure) is 36.8%, while for Machine B the

Reliability would only be 1.8%. Put another way, Machine B would have a 98.2% chance of

failing at least one time the following year.

Reliability (t = 1 Year) = e-t / MTBF

= 2.7183-8760/8760

= 0.3679 or 36.8% (WeibullDistribution, Beta = 1.0)

Failure Probabilityis the chance that an asset will fail in a specified time period and isbased on the predicted reliability of the asset for that time period.

Failure Probability (t = 1 Year) = 1 - Reliability (t = 1 Year)

= 1 - 0.3679 = 0.6321 or 63.2%


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Reliability Costis a prediction of the net loss in production revenue due to the failure of

a particular asset. This cost is based on the likelihood of failure multiplied by the

historical average of lost production (e.g., tonnes) multiplied by the forecasted unit

revenue of the product. In other words, Reliability Cost is a good predictor of future lost

revenue based on the historical performance of the asset. This number can serve as the

starting point for different economic analyses. For example, when deciding to make an

investment that will improve asset reliability, Reliability Cost can be used as the likely

penalty of the Do Nothing scenario. Or, supposing that an investment will reduce the

average outage time for an asset, the consequent reduction in Reliability Cost can be

justified depending on the calculated rate of return.

There are methods to combine failure probabilities for components, equipment andproduction processes. If historical results are not available, the different parameters can

be estimated from industry data or benchmarking studies. By applying the net reliability

data and costs against various strategies to address root causes, the optimal management

strategy for each asset may be determined

What is the predicted loss of production revenue if the compressor were fail once within

the next year?

Reliability Cost = Failure Probability x Cost of Lost Product= Failure Probability x (Average Forced Down Hours x Production

Rate x Unit Revenue)

= 63.2 % x (61.3 Hours x 77 Tonnes/Hour x $33.61/Tonne)

= 63.2 % x $158,643

Reliability Cost = $100,262

This methodology can also be extended to predict reliability costs in future years. For

instance, by estimating the future reliability cost of a group or plant of assets, one may

determine the optimum point in time to conduct a Plant Maintenance Shutdown for

equipment repairs, overhauls, upgrades or replacements.


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Maintenance Best Practices

The following is a listing of recognized best practices by companies that are striving

towards World Class Maintenance.

Maintenance Work Management A consistent maintenance process model exists and is utilized throughout the site

for all maintenance work activities.

Roles and responsibilities for all positions interfacing with the maintenance

process model have been determined and documented and are understood by all

individuals. These individuals should participate in developing the roles and

responsibilities.

Identify

All site personnel can request maintenance work.

All employees and contractors are expected to identify and report potential

failures.

All work requested is documented by the same process.

All work orders are prioritized.

The priority system for all work is linked to equipment criticality.

Minimum of 45% of available personnel are scheduled for planned and proactive

maintenance (PM and PdM) activities.

Selection of PM tasks is based on failure mode (condition vs. time).

Compliance with PM schedule is 95% or better.

Rapid follow-up of problems detected during predictive or preventive

maintenance activities with corrective maintenance.

More than 90% of all work is managed through work orders.


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Plan

All maintenance work requested is addressed within the Maintenance Work

Planning function.

Within priority groupings, Planners assign the highest priority to Health and

Safety items when establishing estimates, building work plans and scheduling

activities at the site.

All work is planned with a work package that includes

Scope

List of required materials

Work force requirements

Required permits and safety procedures

Equipment preparation by Operations

Equipment needs and service

Necessary schedules

Any other pertinent information as appropriate

All resources required for the effective completion of work are included in work

plans.

All requested work is estimated with an accuracy level of + / - 10%.

Planners consider asset reliability throughout the planning process.

Unplanned Work is less than 15%.

Planning is carried out at least 24 hours prior to being scheduled for execution

(except emergencies).

Planners provide:

Technical assistance

Work planning

Materials / services procurement

Support for the daily and weekly scheduling process


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Work plans are used as a reference for similar work in the future.

Planners involve Maintenance, Operations and Engineering as required

throughout the planning process.

Schedule

There is a well-defined, comprehensive schedule of maintenance activities for all

areas of the facility.

There are excellent communications throughout the planning process.

Planned work backlog averages between 2 and 4 weeks per crew.

Priority is given to proactive work activities, such as preventive and predictive

(PM and PdM) maintenance tasks.

Minimum of 45% of available personnel are scheduled for planned proactive

maintenance activities, such as preventive and predictive (PM and PdM)

maintenance tasks.

Manpower is assigned to work that has the highest priority and criticality.

80% of available manpower is scheduled on a weekly basis.

Weekly meetings are held to create upcoming week's work schedule.

100% of available manpower is scheduled on a daily basis.

Daily schedule review meetings are held to confirm upcoming day's work.

Plant area representatives for Maintenance, Operations and Engineering

departments attend all scheduling meetings.

Overall schedule compliance is greater than 90%.

Compliance to PM schedule is greater than 95%.

Monthly meetings are held to review any major / minor plant shutdown work.

Good organizations are scheduling planned activities one week in advance.


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Excellent organizations are looking at what work will be done two weeks in

advance.

Assign

100% of available manpower is scheduled to specific activities on a daily basis.

Individual job assignments are based on technicians competence, experience,

skills and training.

Individual training and development requirements are considerations in the

assignment of work activities.

Individual job assignments are communicated to the crafts personnel as far in

advance as possible.

Execute

All work is executed in accordance with good maintenance practices to:

Enhance reliability

Eliminate rework

Greater than 90% of all work is managed through work orders.

The Storeroom provides "kitting" of parts and materials for scheduled work

orders.

A process for the delivery of parts to the work site is in place and appropriately

utilized.

A process for the return of unused parts to stock is in place and consistently

utilized.

Work history is documented for all work including emergency work.

A data collection process is in place to allow tracking of breakdowns and repairs.


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At the completion of the job, talk to the people who did the work to identify

improvements to the job plan.

Analyze

Conduct formal review of job plans issued versus actual work executed.

A process is in place to collect information and track measures (costs, %PM

compliance, etc.).

Data is collected for breakdowns and repairs to allow fine-tuning of PM's / PdM's

(frequency and the activities carried out).

Maintenance history is used to identify inadequacies in:

Asset design

Maintenance procedures

Operating procedures

Continual use of measures (costs, materials, performance) for data analysis and

trending.

Measurements are well communicated and well understood throughout the plant.

Materials Management

Inventory is controlled using a computerized system that is fully integrated with

the maintenance management and work planning system.

Parts and materials are restocked automatically before the inventory on-hand runs

out and without prompting by the maintenance crews.

Order points and quantities are based on lead-time, safety stock and economic

order quantities.

Distributed (satellite) stores are used throughout the plant for commonly used

items (e.g. fasteners, fittings and common electrical parts).

Repairable spares are managed as an inventoried item.


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Site Planners use the maintenance management system to plan jobs and are able

to select and reserve required spare parts and materials.

Parts information is linked to equipment records. Finding parts for specific

equipment is easy to do and the stock records are usually accurate.

There is extensive and effective use of various information technology tools such

as vibration analysis technology, project management software, etc.

Automated programs for data analysis and forecasting are used to support the

conditioned-based maintenance techniques (PdM tools) that are utilized at the

site.

The maintenance department personnel, especially supervisors and trades, have

been adequately trained on the appropriate functionality of all the systems they

need to use.

Maintenance history (failure type, failure cause, labour, parts and other materials,

etc.) is recorded for all jobs and is used regularly to identify opportunities for

improvement in equipment operation and reliability.

Scheduling for major shutdowns is done using a project management system that

determines critical path and required levels of resources.


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Key Performance Measures and Benchmarking

The maintenance department has a set of performance indicators that are routinely

measured and tracked to monitor results relative to the maintenance strategy and

improvement process.

Performance measures are published or posted regularly and kept available /

visible for all department staff and trades to see and read.

Maintenance performance of "best in class" organizations has been benchmarked

and used to set specific targets for performance indicators.

All maintenance staff has been trained in or taught the significance of the

measures that are in use and can determine whether the overall performance is

improving or not.

All maintenance trades / areas can see and understand the relationship between

their work and results of the department overall. If a particular trade / area is

weak they can see it and work to correct it.

Downtime records including cause are kept on key equipment and systems.

Internal comparisons of best practices by area or plant are done via discussion

group.

External best practice benchmarking is conducted periodically and used for

continual improvement.


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Maintenance Key Performance Indicators (KPI's) or Measures

The following is a listing of recognized maintenance Key Performance Indicators by

companies striving towards World Class Maintenance.

KPI Categories

Safety

Cost

Organization



Reliability

Safety

Safety

OSHA Recordable Injury Frequency Rate

Injuries vs. Goals

Injuries vs. History

Identifies safety items requiring action

Safety inspection or audit items

Employee reported items

Cost

Actual maintenance costs vs. budget

Capitol expenditures vs. maintenance repair

Maintenance repair labour vs. maintenance repair materials


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Maintenance costs per production unit

Contract labour costs

Organization

Organization

Maintenance headcount - actual vs. budget

# Hourly to # first level supervisors

Number of trainees (apprentices) to journeymen

Contractor headcount vs. plant maintenance headcount

# Hourly to # Planners


Input Factors

Labour Costs

Material Costs

Resources

Process Factors

Backlog

by Craft

by Area

by Priority

by Age

% Schedule compliance

% Variation Planned Hours vs. Actual Hours

% PM Compliance

% Overdue PM's

% PdM Compliance


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% Overdue PdM's

Safety

% Planned Work vs. Total Work

% Scheduled Work vs. Total Work

% Emergency Work vs. Total Work

Rework (Corrective Work)

Output Factors

Reliability

MTBF (Mean Time Between Failures)

Availability

Effectiveness

Utilization


Stock outs vs. total stores issues

# Work orders awaiting parts

Stores withdrawals vs. direct purchases

Inventory turnover

Inventory Investment ($)

Inventory Investment as % of RAV

Materials issues vs. materials deliveries

Reliability

Equipment Uptime

MTBF: Mean Time Between Failure (by equipment type)

Repeat work vs. total work

Preventive maintenance vs. total work


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Preventive maintenance compliance

Predictive maintenance vs. total work

Predictive maintenance by operators

Others

Predictive maintenance by operators

MTTR: Mean Time To Repair (maintainability)

Unscheduled overtime hours

Hours charged to Work Orders vs. total hours

Hours charged to blanket Work Orders vs. total hours

Overall equipment effectiveness (OEE)

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