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Maintenace

Maintenance Execution

AGENDA
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y
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y

Introduction
The Importance of Maintenance Execution
Maintenance Execution process steps
Maintenance Workflow
Maintenance Events
Shutdowns Process
Worked Example (Risk Analysis)
Questions

THE IMPORTANCE OF
MAINTENANCE EXECUTION

GOOD MAINTENANCE IS GOOD


SAFETY
y
y
y
y
y

New legislative requirements


Increased stakeholder scrutiny of safety performance
Risk Management strategies
ZERO HARM
Good Safety is Good Business

MAINTENANCE EXECUTION
What is Maintenance Execution?
y Integrated process covering:
y

Job Screening (including Risk & Priority)


Scoping (what to do)
Planning (how to do it)
Scheduling (when to do it)
Execution (doing it)
Close-out

JOB SCREENING
y

Identify the work required


CMMS system (SAP Notifications)
Can be raised by anybody

Review the Notifications


Done by somebody who understands business risk
Determine the business risk
x Consequence & Probability
x People, Assets, Environment, & Reputation

Convert Business Risk to Priority


Determine required End Date for work & drive Maintenance
Execution to achieve this end date
y

Assign to personnel to Scope & Plan work

SCOPING
y

What are you going to do?

y
y
y
y

Replace
Repair
Patch up
Defer work
Do nothing

Identify duplicate jobs (or similar work)


Developed by Subject Matter Experts
Cost considerations must be accounted for
Operational Constraints (production requirements,
statutory requirements, resource availability, etc)

PLANNING
How are you going to do the work?
y Basic requirements:
y

Job Tasks, Steps, Duration, & Sequence


Resources
x
x
x
x

People
Materials
Tools
Equipment

Cost Estimate
Risk Assessment
Safety Requirements

SCHEDULING
y
y

When you are going to do the work?


Scheduling involves several key plant stakeholders

y
y
y

Supervisors (own the labour & equipment resources)


Operations (own the plant)
Scheduler (builds the schedule)
Warehouse (owns the materials)

Someone must own the Schedule (senior role)


Cyclic process (usually weekly)
Separate roles for Planning & Scheduling

EXECUTION
y

Do the work
Do the work you say you are going to do
Do it when you say you are going to do it
Like taking your car in for a service

Measure performance by KPIs


Schedule Attainment
PM Compliance
Orders completed by required end date

Ownership of KPIs is at the appropriate stakeholder

NOT the Planner (or Scheduler)


Schedule Attainment Supervisor
PM Compliance Maintenance Engineer
Orders by End Date Maintenance Engineer

CLOSE-OUT
Often forgotten part of process
y Record completion of each step
y Collect hours worked
y Collect history (damage, cause, activities)
y Determine costs
y Continuous learning
y

WORKFLOW
Putting it all together

MAINTENANCE WORKFLOW
Routine Work
Flow
Non Routine Work
Flow

Review and
Approve
Requests

Plan
Jobs

Authorize
Costs

Prioritize
Work

Schedule
Allocate
Jobs
and Do the
for the
Work
Next Period

Unplanned Jobs

Collect
Costs &
=
Job
Feedback

Accommodate
Interrupt
Schedule

Continuous
Improvement

Types of Work

PMs (Preventive Maintenance)


Corrective Work
Breakdowns
Refurbishment

Each will have a work-flow process

INITIATION
Different Work Types
SAP Notification
PM Schedule
Injected Work (E&SB)
SAP Notification
For a Corrective job
Acceptance required
before work proceeds
Approval by
Maintenance Manager,
etc.
PM Schedule
Automatically
generated
Pre-Approved
Injected Work
Emergency &
Schedule Breakers
For Breakdowns
Immediate approval

PLANNING
Planned Job
Planned Jobs will
require an Estimate
Can then go off to
be Approved
Before detail
planning job, get
approval to proceed
(avoids spending
time on job that may
not go ahead)
PM Schedule
Job already planned
Breakdowns
This process shows
no planning step for
breakdowns
Best practice is to
have some
templates available
for breakdowns

SCHEDULING
WORK LOG
Planned Jobs & PM
Schedules go into
common backlog of
work
Jobs that can be
deferred are
identified
SCHEDULE
Jobs are scheduled
according to
business
requirements
Schedule for all
available hours
BREAKDOWNS
Breakdowns are not
scheduled
They get injected
during Execution
phase

EXECUTION
Daily & Weekly Schedule
Jobs are executed
according to priority
and business
requirements
Deviations from
schedule managed by
Operational Personal
Breakdowns
Breakdowns are
injected into daily
schedule
Pre-identified
backlog jobs are
deferred
Breakdown work
orders should have a
sunset clause on them
(suggest 48 hours)

HISTORY
All Jobs
Failure data added to
CMMS
Hours recorded
Update library plans
(or create new ones)
Breakdowns
Reliability analysis
Is a library plan
required?
Is a PM required?
PMs
PM data updated
Recommend that PMs
do not get
rescheduled based on
Completion Date

MAINTENANCE EVENTS - PMs


y
y
y
y

If you do a job, then there is a 80% chance that you will do


it again in the next two years
What jobs can be converted to a schedule?
Store in CMMS System
Two major improvements
Increased reliability
Increased planning efficiency

y
y
y

Identify Resources in advance


Automate & consolidate resource procurement processes
Less wastage

BREAKDOWNS
y
y
y

If you do a job, then there is a 80% chance that


you will do it again in the next two years
This applies to breakdowns as well
Some initiatives that can be put in place
APLs (Application Parts Lists) Lists of parts that
could be required for a job
BOMS (Bills of Material) Lists of parts that make up
a piece of equipment
Library Plans If a breakdown occurs, then you
already have a template available

CORRECTIVE WORK
y
y

ONE LIST Have your list in a CMMS System


Should include the following:
Project Work
Major Maintenance
Re-Engineering

y
y

Consolidated list of work to be done


Can have major conflicts between Project
Work & Maintenance Work

FOUR PHASES OF SHUTDOWN


MANAGEMENT (1)
Initiation

SHUTDOWN STEERING
GROUP
y
y
y
y
y

Manage upwards as well as downwards


Managing a large Program requires input
from various stakeholders
Shutdown Steering Group to set strategic
direction
Cross-section of senior management
Must have a Charter (avoid micromanaging)

FOUR PHASES OF SHUTDOWN


MANAGEMENT (2)
Planning & Preparation

SHUTDOWN CRITERIA
y

Must Justify why a job is being done in


Shutdown
CRIT

Shutdown criteria

DUR

SYN

Duration
Can only be done while equipment is
disassembled for other shutdown work
Synergies with doing work in conjunction
with other shutdown work

UTIL

Utility equipment that is only available during


shutdown period

HAZ

Work of a hazardous nature that must be


done while plant is isolated

OTH

Other (please advise)

DIS

JOB LIST REVIEW


Jobs to be
reviewed for
their operational
impact if not
done
y Risk Matrix
Likelihood &
Consequence
y

LIKELIHOOD

Extreme
High

Almost Certain
(Over 30%)
$0

$0

$0

4
Likely
(10% to 30%)

18

27

Moderate
12

$0

$0

36
34

26

$105

$96
13

21

29

33

$512

2
30

22

35

$0

37

39

$271
23

38

$0

32
10

Possible
(3% to 10%)

6
14

24
7

31

$0

28

25

20

15

$443

$539

$0

$0

$0

17

2
Unlikely
(1% to 3%)

$0

$28

$97

Moderate

High

Rare

Low

(up to 1%)

$0

$0

$0

$0

Low

Minor

Moderate

Major

Critical

<$25k

$25k - $250k

$250k - $2.5m

$2.5m - $25m

>$25m

Probability of
Event Occuring in
2005/06 Financial
Year

Safety Impact

CONSEQUENCE (BUSINESS IMPACT)


Environmental Impact
Operational Impact

$0

$000's

GANTT CHART
DEVELOPMENT
y
y
y
y
y

A Gantt Chart is required


Develop a Critical path
Duration to be prime-to-prime
Have ONE schedule
Duration of each step to be such as to be
easily tracked
Less than reporting period (target for <12 hours)
Larger jobs to have milestones or other metric to
track progress

Create a Baseline & track progress against the


baseline

RISK ANALYSIS
y
y
y

Use a Risk Management Process


Kepner Tregoe PPA (Potential Problem Analysis)
PPA Criteria

Quality Critical Work


Reliability Critical Work
Safety
Critical Path
Tasks with prior problems
New &/or Unusual Tasks
Work Group Involvements
Review job again if criteria changes

FOUR PHASES OF SHUTDOWN


MANAGEMENT (3)
Execution

MEETING STRUCTURE
y

Consistent meeting
times
10:00 AM Morning
Area Meeting
3:00 PM Managers
Meeting

Schedule Updates

7:00 AM Update for


Morning Meeting
3:00 PM Update for Night
Shift

EARNED VALUE
y

Tool for
tracking
progress
against
schedule
Quickly shows
if you are falling
behind
schedule
Forecast costs
to complete
work

SHUTDOWN
COMMUNICATIONS
y

Email is a problem
Reply All
Mass Distribution lists
Not everyone has email access

y
y
y
y
y
y
y
y
y

Noticeboards not very effective


Tool-Box talks are very effective
Meetings work well
Large mass meetings do not work well
Signs work well for operators
Flashing signs work extremely well
Jury is still out on Intranet
Your audience is not homogenous
People will generally not spread rumours that they believe are not
true

FOUR PHASES OF SHUTDOWN


MANAGEMENT (4)
Close-out

POST SHUTDOWN REVIEW


y

Carry out SWOT Analysis


Consolidate issues
Feed-Back into Management Plan for future shutdowns

Some issues that came out of manufacturing site


shutdown

Need two night shift managers


Need to update schedule twice per day
Supply Department was very happy
No IT issues
Site Security not up to scratch
Steering Group worked well
Site Wide Coordination worked well (forum of regular
Meeting)
Communication needs a lot of work
Fix the phones

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