Assessing Maintenance Effectiveness and Efficiency
•
How is your maintenance dollar used, breakdown, inspection, improvements,
demolition, operational support, or capital expense? Do you have a "value added"
assessment process?
•
Are preventive maintenance activities/critical inspections are at their optimum? The
right frequency, accurate plans, no sacred cows.
•
What is the typical environment maintenance personnel work in, reactive or proactive.
How do you know? What's the average lead time for planning and scheduling.
•
How accurate and effective is your maintenance schedule, start and finish time,
equipment readiness, material and tool requirements, coordination, lockout tag out
requirements identified, permit requirements, plan versus actual
•
What is the average time required to obtain a safe work permit? do you have the
available resources or schedules to optimize.
•
Time on tools, are you working the most effective schedule, what are your current work
practices, how much time do you actually have to perform maintenance work.
•
Maintenance effectiveness survey (survey to obtain perspective from operations and
maintenance personnel as to your current maintenance work process)
•
When was the last time you've managed by wandering around? you get what you
inspect not what you expect.
Assessing Maintenance Effectiveness and Efficiency
How is your maintenance dollar used, breakdown, inspection,
improvements, demolition, operational support, or capital expense?
Maintenance:
10
Predictive/Preventive Maintenance (P/PM)
Material, labor or equipment used in the prediction or prevention of routine
maintenance or failures. This would include all work associated with the 10 PPM
Elements such as services for lube oil and vibration analyses, regularly
scheduled oil or filter changes, regularly scheduled inspections, root cause
analysis investigations, etc.
20
Repair Maintenance
Normal work performed on equipment. This includes repairs due to failures,
normal wear, process upset that mechanically damages the equipment, and
work performed to correct problems that were identified as a result of using
predictive tools (such as vibration analysis, non-destructive evaluation (NDE), or
routine inspections). It also includes painting or insulation work that is done as
part of a repair.
30
Project Maintenance
Includes any planned shutdowns or "planned projects" that modify, refurbish or
replace facilities which are intended to reduce maintenance cost, or to improve
reliability, and yet do not meet the capitalization rules. These expenditures are
normally not recurring. Projects which install new and improved** equipment or
materials and increase the asset base are not included in maintenance.
Assessing Maintenance Effectiveness and Efficiency
Non-Maintenance
60
Process Cleaning
Chemical cleaning, hydro blasting, grit blasting, etc., of mechanical
equipment, exchangers, vessels and piping.
70
Environmental
This includes activities such as clean up of process spills, pond
closures and other remediation.
80
Engineering
Work that will be recharged to an engineering account.
90
Start-Up
This includes expenses preparatory to, as well as those resulting
from actual start-up of a new or major expanded facility. This work
is always done on a special account assigned by the Accounting
function. The work must meet their pre-determined guidelines
before the account will be assigned.
100
Process Reconfiguring
Any work done to reorganize the equipment or piping when two or
more products are routinely produced in the same equipment. This
would not include any cleaning that is involved, as this should be
included with "Process Cleaning".
Assessing Maintenance Effectiveness and Efficiency
Non-Maintenance
110
Capital
Projects that will be charged to a capital authorization.
120
Project/Improvement
Activity that may modify assets but do not reduce maintenance cost,
or improve reliability. Improvements that do not meet the
capitalization requirement. This would include any modifications for
safety or quality purposes. These expenditures are normally not
recurring.
130
Demolition
Removal of equipment or facilities that are no longer needed and
will not be re-installed or replaced.
140
Other
All other activities that are not defined as maintenance,
environmental or capital. This includes work such as contract labor
for operations (bagging laborers, etc.), routine clean-up of facilities.
Assessing Maintenance Effectiveness and Efficiency
Do you have a "value added" assessment process?
Assessing Maintenance Effectiveness and Efficiency
Are preventive maintenance activities/critical inspections are at their optimum?
The right frequency, accurate plans, no sacred cows.
To Frequent
To Infrequent
Assessing Maintenance Effectiveness and Efficiency
What is the typical environment maintenance personnel work in, reactive
or proactive.
How do you know?
Lead Time Vs Resource Utilization
Utilization
What is the average
lead time you get for a
job ?
60%- 100%
50%-60%
40%-50%
30%-40%
Days
14
13
12
Manage Resources
11
10
9
8
7
6
5
Sharing Enabled
4
3
2
1
Reactive
E-Job % High
Assessing Maintenance Effectiveness and Efficiency
What's the average lead time for planning and scheduling.
Work
Request
Define
Needs
Work
Order
Plan
Net
Capacity
Communicate
Schedule
Create
Coordinate
Schedule Resources
Execute The Schedule
Non - Work
Current Week
Next Week
1
2
3
4
5
6
7
M
T
W
T
F
S
S
8
M
9
T
Lead Time
Five Day Schedule
10
11
12
W
T
F
Assessing Maintenance Effectiveness and Efficiency
How accurate and effective is your maintenance schedule, start and finish time,
equipment readiness, material and tool requirements, coordination, lockout tag out
requirements identified, permit requirements, plan versus actual.
Assessing Maintenance Effectiveness and Efficiency
Assessing Maintenance Effectiveness and Efficiency
Assessing Maintenance Effectiveness and Efficiency
What is the average time required to obtain a safe work permit? do you have the
available resources or schedules to optimize.
What is the average time to acquire an typical safe work permit?
Do you require a safe work permit for all maintenance work?
How many permits are required per day?
How many permit writers are available?
Do you stager maintenance start times to accommodate issuing safe permit?
Have you completed risk assessments for levels of safe permit requirements?
Assessing Maintenance Effectiveness and Efficiency
Time on tools, are you working the most effective schedule, what are your current
work practices, how much time do you actually have to perform maintenance work.
Eight Hour Day
7:30
8:30
9:30
10:30
11:3012:00
1:00
2:00
3:00
4:00
2:30
3:30
4:30
Legend
Wrench Time
Safety Meeting
Wrench Time
Job Line Up
28 Hours 45 Minutes per week
Break
Lunch
Ten Hour Day
Wash Up
Travel
7:00
8:00
9:00
10:00
11:00
12:0012:30
1:30
Wrench Time
31 Hours per week
5:30
Assessing Maintenance Effectiveness and Efficiency
Maintenance effectiveness survey (survey to obtain perspective from operations
and maintenance personnel as to your current maintenance work process)
Assessing Maintenance Effectiveness and Efficiency
Assessing Maintenance Effectiveness and Efficiency
When was the last time you've managed by wandering around?
When did you last attend a morning tail gate and job lineup?
Have you observed the control room at the start of the work day?
When was the last time you reviewed a routine job plan with your planner?
When was the last time you randomly picked a job from the daily schedule and
observed with the maintenance supervisor if the activates were occurring as
scheduled?
Have you made radium observations to asses time on tools?
Have you meet with the planner and maintenance supervisor to review plan Vs
actual on routine schedules?
You get what you inspect not what you expect.
HEART OF THE MAINTENANCE WORK PROCESS
‘Fix it when you can’ mentality
Operators trained in troubleshooting techniques, certain minor maintenance activities, and defined Operator
Assisted Maintenance duties.
Operators are identified as the primary equipment owners.
Value Added work requests.
All personnel are trained to correctly write a work request / notification and evaluate each work request /
notification as to whether or not it adds value to the unit/business.
Operations/Maintenance Coordinator Concept
Person performing the OMC Role must have an in depth knowledge of Unit Operations, Maintenance Procedures
and Business plans.
The individual must be capable of making difficult decisions and challenging “Sacred Cows”. This person must
also have the full support of the Operations Leadership.
Value Added Focus
Business rules are established
Projects and improvements are reviewed to insure value creation.
Inspections and Predictive/Preventive task are optimized.
All jobs approved meet business needs.
A culture must be created where personnel recognize the need to be realistic in setting priorities for work. The
system will drive out unnecessary schedule interruptions.
Reliance on retrieval of previous planned and critiqued jobs.
Archived planned jobs are available.
Planners use common planning practices to improve quality and reduce variability in the planning process
The ability of the computerized maintenance management system to retrieve developed job plans.
Job Packages include cost estimate
Planners focus their effort on future work. Interruptions are planned and executed by the execution supervisor.
HEART OF THE MAINTENANCE WORK PROCESS
Resource Management and Scheduling.
Planned work is scheduled on a weekly basis
Standard planning process for Daily Planning and Turnaround Planning
Scheduler Focused on meeting Operations needs while optimizing Maintenance resources.
Schedule provides site integration.
Final Approval and Cost Control is the responsibility of Operations Gatekeeper
Work will be completed safely without environmental insults and will comply with regulatory
requirements.
Procedures exist.
Employees must be trained to use proper procedures
There should be an understanding of the interrelationships of all of the work processes in order for
seamless “handoffs” to occur.
Completed work is analyzed for improvement opportunities.
A culture exists that encourages continuous improvement.
Accurate and complete data must be recorded in CMMS such that the Improvement Process can be
successful.
Each job should be evaluated for areas of improvements i.e. equipment reliability using RCFA, job
plans, etc.
Key performance indicators are used to manage Work Process
Key performance indicators are identified, measured, monitored and communicated.
Every one in the organization owns some part of the work process. Each person is responsible and
accountable for their role. They measure the outcome of the activities that they control.