L6 PRM Student Handout PDF

Process Reliability and Maintainability
A Framework for World Class Maintenance
NPC TRAINING PROGRAM
STUDENT HANDOUT
Presented by Derek DaSilva
Calgary Tel 1-403-221-8077 Fax 1-403-221-8072 E-mail: info@seal.ab.ca Website: www.seal.ab.ca
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 ...................................................................................................................... 4 MISSION STATEMENTS EXAMPLES ................................................................................ 5 EXERCISE #1 MISSION STATEMENTS ............................................................................. 5 MANAGEMENT OF CHANGE (MOC) PROCEDURES ........................................................... 7 EXERCISE #2 - MANAGEMENT SYSTEMS ........................................................................ 11 MAINTENANCE WORK MANAGEMENT............................................................... 13 INTRODUCTION - THE SIX STEPS OF MAINTENANCE WORK MANAGEMENT ................... 13 STEP 1: IDENTIFY ........................................................................................................... 14 STEP 2: PLAN ................................................................................................................. 15 STEP 3: SCHEDULE ......................................................................................................... 16 STEP 4: ASSIGN .............................................................................................................. 17 STEP 5: EXECUTE ........................................................................................................... 18 STEP 6: ANALYZE .......................................................................................................... 20 OTHER CONSIDERATIONS............................................................................................... 21 EXERCISE #3 - MAINTENANCE WORK MANAGEMENT.................................................... 22 EXERCISE #3 - MAINTENANCE WORK MANAGEMENT (MWM) ..................................... 23 MAINTENANCE TACTICS ......................................................................................... 25 DEFINITION .................................................................................................................... 25 TYPES OF MAINTENANCE TACTICS ................................................................................ 26 OTHER CONSIDERATIONS............................................................................................... 27 EXERCISE #4 - MAINTENANCE TACTICS ......................................................................... 28 CONTINUAL IMPROVEMENT.................................................................................. 29 DEFINITION .................................................................................................................... 29 DEFINITION OF FAILURE LEVELS ................................................................................... 30 FAILURE IDENTIFICATION TECHNIQUES ......................................................................... 31 THE CONTINUAL IMPROVEMENT MODEL ....................................................................... 32 TOTAL PRODUCTIVE MAINTENANCE.............................................................................. 34 EXERCISE #5 - CONTINUAL IMPROVEMENT .................................................................... 35 RELIABILITY CENTRED MAINTENANCE (RCM) .............................................. 37 DEFINITION .................................................................................................................... 37
PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International I
GUIDING PRINCIPLES OF RCM:...................................................................................... 37 THE SEVEN FUNDAMENTAL STEPS OF RCM .................................................................. 38 RCM DECISION LOGIC .................................................................................................. 38 PROCESS REDESIGN .................................................................................................. 41 DEFINITION .................................................................................................................... 41 BASIC STEPS .................................................................................................................. 42 SOME TECHNIQUES FOR MAINTENANCE PROCESS ANALYSIS ........................................ 43 WORLD CLASS MAINTENANCE FOR YOUR ORGANIZATION ...................... 47 STEP 1: MANAGEMENT SYSTEMS, POLICIES AND PROCEDURES ..................................... 47 STEP 2: MAINTENANCE WORK MANAGEMENT .............................................................. 48 STEP 3: MAINTENANCE TACTICS.................................................................................... 48 STEP 4: CONTINUAL IMPROVEMENT ............................................................................... 48 STEP 5: RELIABILITY CENTERED MAINTENANCE ........................................................... 49 STEP 6: PROCESS REDESIGN ........................................................................................... 49 THE MAINTENANCE MANUAL ........................................................................................ 49 EXERCISE #7 - WORLD CLASS MAINTENANCE FOR YOUR ORGANIZATION .................... 51 SUMMARY ..................................................................................................................... 53 REFERENCES................................................................................................................ 54 FURTHER INFORMATION ................................................................................................ 54 GLOSSARY OF TERMS .................................................................................................... 54 RELIABILITY ENGINEERING TOOLS AND FORMULAS ...................................................... 55 MAINTENANCE KEY PERFORMANCE INDICATORS (KPI'S) OR MEASURES ...................... 68
PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International
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INTRODUCTION
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 Procedures 2. 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.
AGENDA
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
OVERVIEW
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.
WORLD CLASS MAINTENANCE MODEL
World Class Maintenance Model

Process Redesign
Reliability Centered Maintenance
Continuous Improvement Maintenance Tactics Maintenance Work Management Management Systems, Policies and Procedures
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.
MANAGEMENT SYSTEMS, POLICES AND PROCEDURES

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.)
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
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? :
Management of Change (MOC) Procedures

Definition
The purpose of having MOC procedures is to control facility and process changes in a safe, 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.
Example of MOC Check Lists

Project/Design Change Description: D/C Owner Mandatory Approvals: Operations Approval Maintenance Approval Engineering Review Discipline Review SOC Representative Process Applications Machinery Mechanical Civil/Structural Electrical Instrument Inspection Environmental Industrial Hygiene Safety Operations Maintenance Review By Review By Notification No. Signature Date
Comments
Signature
Date
Documentation 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
Yes
Completed by
Signature
Date
Revision
Drawing Title
DESIGN CHANGE CHECKLIST

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International 8
DESIGN CHANGE - ELECTRICAL DOCUMENTATION REQUIREMENTS DESIGN CHANGE - INSTRUMENTATION CHECKLIST

Project/Design Change Description: D/C Owner Yes 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 Completed By Notification No. Signature Date
Notes:
Drawing List Item Drawing Number
Revision
Drawing Title
DESIGN CHANGE CLOSURE

Project/Design Change Description: D/C Owner Order No.
Documentation Requirements for Closure Yes Completed by Design Drawings Maintenance Files/Dwgs Instrument Files/Dwgs Inspection Files/Dwgs Electrical Files/Dwgs Application Files/Dwgs Design Calculations P&ID's (marked up) Operation Manuals Underground Dwgs Training Project Files Process Engineering Files Req'ts for Closure Revise Operation Procedures Revise Maintenance Procedures Inform Operations Teams Inform Maintenance Teams Train Operation Teams Train Maintenance Teams Yes Completed by
Signature
Date
Signature
Date
Complete the exercise on Management Systems on following page.
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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 employees interact 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 a regular basis.
3) Which of the following activities should have policies and procedures and be part of Management Systems? a) b) c) d) e) f) g) h) i) j) k) l) m) Training and Education Vacation and Staff Coverage Management of Change Maintenance Management Maintenance Practices Operations Practices Maintenance Engineering Project Engineering Purchasing Work Planning Materials and Spares Emergency Response Environment, Health & Safety n) o) p) q) r) s) t) u) v) w) x) y) z) Chemical Storage Communication Work Scheduling Employee Development Process Engineering Work Requests Continual Improvement Shutdowns, Turnarounds Equipment Preparation Maintenance Tactics Vibration Monitoring Oil Sampling and Analysis Equipment Start-up
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4) Are there any other activities that should be part of the Management Systems in your Maintenance Organization? What are they?
5) Which policies and procedures are important for Process Reliability and Maintainability?
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MAINTENANCE WORK MANAGEMENT

Process Redesign RCM Continuous Improvement Maintenance Tactics
Maintenance Work Management

Management Systems, Policies and Procedures
Introduction - The Six Steps of Maintenance Work Management
Maintenance Work Management (MWM)

Identify
Plan Schedule Assign Execute Analyze
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Step 1: Identify
Maintenance Work Management Step 1: Identify

Identify
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db ac
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
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db ac
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 and Predictive 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) and Maintenance Tactics.
Step 3: Schedule
Maintenance Work Management Step 3: Schedule

Identify
Plan Plan Schedule Assign Execute Analyze
Fe e
db ac
The process by which maintenance work is scheduled for execution. Each element of the Maintenance Plan is scheduled in detail. This includes resources, the shutdown and preparation of equipment, and the delivery of tools and 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 scheduled for 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 for following week.
Step 4: Assign
Maintenance Work Management Step 4: Assign

Identify
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ed
ba
ck
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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 as possible. Once assigned, the completion of the work is the responsibility of the technician.
Step 5: Execute
Maintenance Work Management Step 5: Execute

Identify
Fe e
db ac
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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 Work Management Step 6: Analyze

Identify
Fe e
db ac
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:
Input Measures
Process Measures
Output Measures
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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 trended over 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 be addressed 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
Maintenance Work Management - Summary

Identify
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db ac
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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 the tasks, 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 Tasks, tools, parts and resources to complete a job are detailed and recorded. Planned work is placed in the department timetable for execution. Designating which maintenance technician(s) will carryout scheduled work. Planned work is completed in accordance with the schedule. The MWM process is evaluated and adjusted.
Analyze
Identify
Assign
Execute
Plan
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4) Which steps of the MWM process does your Maintenance Organization currently follow? 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
Process Redesign RCM Continuous Improvement
Maintenance Tactics
Maintenance Work Management Management Systems, Policies and Procedures
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 Maintenance Strategies: Reliability Centered Maintenance: Preventive Maintenance: Run-to-Failure: Continual Improvement: Vibration Monitoring: Total Productive Maintenance: Predictive Maintenance: Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Strategy Strategy Strategy Strategy Strategy Strategy
2) To determine Maintenance Tactics for new equipment, you should first consult: a. Original Equipment Manufacturer (OEM) Recommendations b. Similar equipment at your facility c. The tactics used on your most reliable equipment 3) If your facility does not have comprehensive Maintenance Tactics, the best place to start is by selecting tactics for each equipment. 4) If the equipment is critical to Operations and production, to what level should Maintenance Tactics be applied: Specific Equipment Location Equipment Components
5) Your choice of Maintenance Tactics will influence: a. b. c. d. Spare Parts Technician Staffing Technician Skills and Training All of the above
6) Which of the following will influence your choice of Maintenance Tactic? MTTR MTBF Spare Parts Availability Spare Parts Cost Production 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?

CONTINUAL IMPROVEMENT
Process Redesign RCM
Continuous Improvement
Maintenance Tactics Maintenance Work Management Management Systems, Policies and Procedures
Definition
Continual Improvement is a process by which unwanted failures 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)
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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
Root Cause
Easy to Find (dont stop here) Dont Blame People Root Cause Physical Component
Human Factors
Management Systems
A good failure identification technique will describe all three cause levels.
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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
FMEA / FMECA HAZOP KT Potential Problem Analysis What If RCFA KT Problem Solving Five Whys Fault Logic Tree Fish Bone / Cause and Effects Event Tree
Proactive

Reactive
Focus
Process functions Process systems, design changes Projects, equipment installations, design changes Projects, equipment installations, design changes Major failures Failures, repeat failures Failures Failures Failures Failures
Utilization
Group session Group session Job site, group session Self-conducted, job site Task force Group session Self-conducted, job site, group session Group session Self-conducted, group session Self-conducted, group session

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The Continual Improvement Model
*The Continual Improvement Model

Select Asset Proactive Identification Reactive Identification
**Apply Tactics
*Refer to Expanded Flow Chart **Use RCM Decision Logic when the organization is ready.
Feedback
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Continual Improvement Flow Chart

Select Focus Area Pareto Chart, Highest Cost, Lowest MTBF, Highest MTTR, Unplanned Work Order
Has the failure already occurred? No Proactive Failure Identification FMEA, HAZOP, KT PA, What If
Yes
Work Order Process (Dont close W.O.)
Reactive Failure Identification RCFA, Fault Tree, KTPS, Five Whys, Fishbone...
Failure Modes Identified
Failure Mode Level?
Level 3
Management Systems Eliminate latent root causes in Management Systems
Level 1 RCM Decision Logic Inputs to Maintenance Plan or Engineering Change
Process Check Summary Report, Close WO
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-inTime 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 maintenance organization?
6) Which of the following failure identification techniques can be used after the failure occurs? RCFA Five Whys FMEA HAZOP
7) Which of the following techniques can be used to predict potential failures before they occur? KT - Potential Problem Analysis Five Whys Cause and Effects Diagram HAZOP 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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RELIABILITY CENTRED MAINTENANCE (RCM)

Process Redesign
RCM
Continuous Improvement Maintenance Tactics Maintenance Work Management Management Systems, Policies and Procedures
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 TimeBased/Preventive methods. Run-to-Failure is acceptable if warranted.
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The Seven Fundamental Steps of RCM

Select Asset Determine Functions Determine Functional Failures Determine Failure Modes
Optimize Tactics & Program
Implement Tactics
*Select Maintenance Tactics
*Use RCM Decision Logic to help select Maintenance Tactics
RCM Decision Logic
Level 1 Failure Mode *Decision Logic Maintenance Plan Inputs Engineering Change Inputs
Run-to-Failure
Feedback *Refer to expanded flowchart
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RCM Decision Logic

Level 1 Failure Mode
Maintenance Plan Inputs
Failure mode detectable through monitoring? No
Yes
Sufficient warning time to take planned action? No
Yes
Describe monitoring and assign frequency (PdM)
Frequency of failure predictable with confidence? No
Yes
Performance restored with repairs or adjustments? No
Yes
Describe repair or adjustment action and assign frequency (PM)
Performance restored with replacement? No
Yes
Describe replacement task and assign frequency
Failure mode hidden?
Yes
Failure mode revealed with inspection or performance test?
Yes
Describe inspection or test and assign frequency (PM)
No
Engineering Change Inputs

No Redesign to reveal or eliminate failure mode
Risk to safety, environment, or assets? No Examine economics of failure vs. redesign
Yes
Redesign to eliminate failure mode or mitigate consequences
Does redesign provide a payback?
Yes
Redesign
No
Run to failure
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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 over Time-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 Tactics Process Redesign Maintenance Work Management Continual Improvement Vibration Monitoring
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PROCESS REDESIGN

Process Redesign
RCM Continuous Improvement Maintenance Tactics Maintenance Work Management Management Systems, Policies and Procedures
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
Process Improvement Process Redesign
Time
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
3 4 5 1 2
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WORLD CLASS MAINTENANCE FOR YOUR ORGANIZATION World Class Maintenance Model
Process Redesign RCM Continuous Improvement Maintenance Tactics Maintenance Work Management Management Systems, Policies and Procedures
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?
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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
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. Complete Exercise #7 on Following Page
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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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SUMMARY
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.
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REFERENCES
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 and Litho, Windsor, Ontario, Canada. The Reliability Handbook, Plant Engineering and Maintenance, John D. Campbell editor, 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
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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 Availability Factor Utilization Factor = Operating Hours / Time Period = (Time Period - Planned Maintenance Hours - Forced Maintenance Hours) / Time Period = Operating Factor / Availability Factor
Service Factor = (Time Period - Forced Maintenance Hours) / Time Period MTBF = Time Period / # Forced Outages
Overall Equipment Effectiveness OEE = Operating Factor x Product Quality x Process Efficiency Reliability Failure Probability Reliability Cost = e-t / MTBF, where t = duration of forecast (hours) (Weibull Distribution, Beta = 1.0) = 1 - Reliability = 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: Total Failures: Total Forced Maintenance Hours: Total Planned Maintenance Hours: Total Hours Down but Available: Total Hours Down: Product Quality: Process Efficiency: Production Rate: Production Capacity: Unit Revenue: 5 Years 5 Failures 306.5 Hours 300.0 Hours 1105.8 Hours 1712.3 Hours 95% On-Spec 90% Efficiency 103% Design Capacity 77 Tonnes / Hour $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 Factor indicates 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 Factor indicates 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 Service Factor = (Total Hours - Forced Maintenance Hours) / Total Hours = (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 forced maintenance outage. MTTR is sometimes referred to as the Maintainability measure of an asset. MTTR = Total Forced Maintenance Hours / # Failures = 306.5 / 5 = 61.3 Hours
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OEE is 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 the nature 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. Reliability is 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% (Weibull Distribution, Beta = 1.0)
Failure Probability is the chance that an asset will fail in a specified time period and is based 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 Cost is 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 and production 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.
Maintenance Best Practices The following is a listing of recognized best practices by companies that are striving towards World Class Maintenance.

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.
Stock-outs represent less than 3% of orders; parts are readily available when needed. Purchasing / Stores is able to source and acquire rush emergency parts, that are not stocked, quickly and with sufficient time to avoid plant downtime. Inventory is reviewed on a regular basis to identify and delete very infrequently used or obsolete items. An ABC Analysis of the inventory is performed monthly. Annual stock rotation exceeds 1.5 times inventory value. A central tool crib is used to store and manage special tools, with tools being repaired and/or replaced as required. The Storeroom provides "kitting" of parts and materials for scheduled work orders. A process for the delivery of parts (or "kits") 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. The number of vendors utilized is managed to take advantage of volume discounts and reduce overall cost wherever possible.
Information Technology / CMMS (Computerized Maintenance Management Systems)

The maintenance management system is utilized to support and enhance the site's maintenance activities. The maintenance system is fully integrated with the materials management and plant financial systems. The system requires that data only be entered once in order to be available to all individuals and functions that require it.
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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 Maintenance Work Management Materials Management 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
Materials Management
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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Process Reliability and Maintainability

A Framework for World Class Maintenance

NPC TRAINING PROGRAM

Presented by Derek DaSilva

Calgary Tel 1-403-221-8077 Fax 1-403-221-8072 E-mail: info@seal.ab.ca Website: www.seal.ab.ca

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

WORLD CLASS MAINTENANCE MODEL

World Class Maintenance Model

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

MANAGEMENT SYSTEMS, POLICES AND PROCEDURES

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Mission Statements Examples

Exercise #1 Mission Statements

Complete Exercise #1 on Following Page

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

1) Does your organization have a Mission Statement for Maintenance? Yes No

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

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Management of Change (MOC) Procedures

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Example of MOC Check Lists

DESIGN CHANGE CHECKLIST

DESIGN CHANGE - ELECTRICAL DOCUMENTATION REQUIREMENTS DESIGN CHANGE - INSTRUMENTATION CHECKLIST

Drawing List Item Drawing Number

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

DESIGN CHANGE CLOSURE

Complete the exercise on Management Systems on following page.

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Exercise #2 - Management Systems

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

MAINTENANCE WORK MANAGEMENT

World Class Maintenance Model

Maintenance Work Management

Introduction - The Six Steps of Maintenance Work Management

Maintenance Work Management (MWM)

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Maintenance Work Management Step 1: Identify

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Maintenance Work Management Step 2: Plan

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Maintenance Work Management Step 3: Schedule

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Maintenance Work Management Step 4: Assign

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Maintenance Work Management Step 5: Execute

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Maintenance Work Management Step 6: Analyze

Maintenance Performance is measured in three categories:

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Input Measures Costs, man-hours

Process Measures Labour distribution, backlog, schedule compliance

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Exercise #3 - Maintenance Work Management

Maintenance Work Management - Summary

Complete Exercise #3 on Following Page

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International

Exercise #3 - Maintenance Work Management (MWM)

PROCESS RELIABILITY & MAINTAINABILITY S.E.A.L. International