Uptime 1 - Strategy Final

8/13/2019 Uptime 1 - Strategy Final

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Strategies for Excellence inMaintenance Management

INTRODUCTION


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In most companies, bsiness sffers becase !e "on#t

pa$ enog% attention to maintenance&

'%at "o !e gain b$ maintaining or p%$sical assets !it%

t%e same care as or %man an" financial resorces(

)irst an" foremost, !e gain Uptime* t%e capacit$ to pro"ce an"

pro+i"e goo"s an" ser+ices&

lso, !e expan" or process capabilit$, or t%e abilit$ to pro"ce

goo"s an" ser+ices to t%e cstomer#s satisfaction, consistentl$&

)inall$, more t%an e+er, !e can pre"ictabl$ pro+i"e a safe an"

controlle" !or- or ser+ice en+ironment, !it% a minimm of ris-&

Man$ senior execti+es an" managers are srprise" at t%e

total cost of maintenance& )ig&.

INTRODUCTION 1/6


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)igre .&)igre .& Ratio of Direct maintenance Cost to TotalRatio of Direct maintenance Cost to Total/ale0""e" Costs/ale0""e" Costs

SectorSector

MiningMining

1rimar$ metal1rimar$ metal

ManfactringManfactring

1rocessing1rocessing

)abrication 2 assembl$)abrication 2 assembl$

1ercentage1ercentage

34 to 5434 to 54

.5 to 35.5 to 35

5 to .55 to .56 to .56 to .5

6 to 56 to 5

INTRODUCTION 2/6


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Se+eral -e$ concerns impact t%e cost of assetSe+eral -e$ concerns impact t%e cost of asset

maintenance& Some of t%em are "ifficlt, in"ee", tomaintenance& Some of t%em are "ifficlt, in"ee", to

7antit$87antit$8 9o! "o !e attract an" -eep capable people to maintain9o! "o !e attract an" -eep capable people to maintain

sop%isticate" e7ipment s$stems(sop%isticate" e7ipment s$stems(

'%at is t%e optimm le+el of in+entor$ of maintenance'%at is t%e optimm le+el of in+entor$ of maintenance

parts, materials, an" consmables(parts, materials, an" consmables(

Do !e nee" specialist maintenance engineeringDo !e nee" specialist maintenance engineeringspport(spport(

'%at organi:ation arrangements are appropriate('%at organi:ation arrangements are appropriate(

9o! mc% an" !%at s%ol" !e contract ot(9o! mc% an" !%at s%ol" !e contract ot(

INTRODUCTION 3/6


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IGN ;siness is n"er enormos pressre to be financiall$;siness is n"er enormos pressre to be financiall$

pro"cti+e&pro"cti+e&

E+er$!%ere, t%e "ictm is t%e same * maximi:e otpt ofE+er$!%ere, t%e "ictm is t%e same * maximi:e otpt of

goo"s an" ser+ices an" minimi:e inpt of resorces *goo"s an" ser+ices an" minimi:e inpt of resorces *

financial, %man, an" p%$sical& 1ro+i"e t%e best +ale tofinancial, %man, an" p%$sical& 1ro+i"e t%e best +ale to

bot% t%e cstomer an" t%e s%are%ol"er, bt at t%e samebot% t%e cstomer an" t%e s%are%ol"er, bt at t%e sametime be en+ironmentall$ conscios&time be en+ironmentall$ conscios&

1ro+i"ing +ale clearl$ %as to "o !it% gi+ing t%e best1ro+i"ing +ale clearl$ %as to "o !it% gi+ing t%e best

7alit$, at t%e least price& To satisf$ cstomers, an7alit$, at t%e least price& To satisf$ cstomers, an

enterprise mst respon" 7ic-l$ to ser+ice goo"senterprise mst respon" 7ic-l$ to ser+ice goo"s

t%rog%ot t%eir life c$cle& It follo!s, t%en8t%rog%ot t%eir life c$cle& It follo!s, t%en8

INTRODUCTION 4/6


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/ale to t%e cstomer/ale to t%e cstomer


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IGN 'orl" class enterprises are respon"ing to t%is +ale'orl" class enterprises are respon"ing to t%is +ale

e7ation&e7ation&

Maintenance management is important to all bsinessMaintenance management is important to all bsiness

sectors * an" critical to t%ose t%at are capital intensi+e&sectors * an" critical to t%ose t%at are capital intensi+e&

UptimeUptimeis a "iscssion of some of t%e latest t%in-ing an"is a "iscssion of some of t%e latest t%in-ing an"practices for maintenance management&practices for maintenance management&

UptimeUptimeis strctre" in for parts8 beginning !it% effecti+eis strctre" in for parts8 beginning !it% effecti+e

lea"ers%ip, t%en gaining control of t%e maintenance fnctiolea"ers%ip, t%en gaining control of t%e maintenance fnctio

a"+ancing to continos impro+ement acti+ities, !%ic% seta"+ancing to continos impro+ement acti+ities, !%ic% sett%e stage for 7antm leaps in asset pro"cti+it$& )ig&3t%e stage for 7antm leaps in asset pro"cti+it$& )ig&3

INTRODUCTION 6/6


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1lan an"

Sc%e"leTacticsMeasres

Data

Management

T1MRCM

Strateg$ Management

1rocessReengineering

Continos

Impro+ement

=antm

Leaps

Control

Lea"ers%ip

Figure 2. World Class Maintenance


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Building a Maintenance

Strategy

Section 1


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INTRODUCTION 1/2

In larger enterprises, sc% as manfactring an"

processing plants, most emplo$ees an" specialist

managers "o not -no! t%eir cstomers or n"erstan"

t%eir real nee"s&

T%is crcial information is lift to t%e sales staff or

mar-eting "epartment&

T%e$, in trn, pass along !%at t%e$ learn to t%e corporate

"e+elopment "epartment&

>eep in min" t%at !%at !or-s for maintenance is not

mc% "ifferent t%an for t%e bsiness generall$&

?o %a+e to -no! !%ere $o are, %o! !ell $o are "oing,

an" !%ere $o are going&

/


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t$pical bsiness strateg$ %as t%e follo!ing elements8

"escription of t%e crrent pro"cts an" ser+ices, an" of

t%e -e$ cstomers an" t%eir "egree of satisfaction&

n anal$sis of t%e financial performance

re+ie! of t%e competiti+e en+ironment an" state of t%e

mar-et place&

T%e strengt%s, !ea-nesses, an" -e$ competiti+e

"imensions of t%e bsiness

"escription of t%e bsiness +ision in, sa$, fi+e $ears

statement of t%e mission, gi"ing principles, an" ma@or

ob@ecti+es to be accomplis%e" an" t%e bsiness plan to

ac%ie+e t%em&

Once t%e$ compan$ "efines an" commnicate its

bsiness strateg$, t%e same approac% can be applie" to

maintenance&

INTRODUCTION 2/2


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MAINTENANCE MANAGEMENT IN CONTEXT 1/3

Simpl$ state", maintenance -eeps an asset performing to

t%e stan"ar" t%at is re7ire"&

Maintenance management "eals !it% t%e planning,

organi:ing, an" controlling it ta-es to accomplis% t%at&

;t man$ 7estions remain nans!ere"&

Can !e "esign for better maintainabilit$(

Can operating proce"res affect asset performance(

9o! "oes maintenance impact asset life0c$cle costs(

Clearl$, maintenance is onl$ part of t%e asset life c$cle&

Maintenance is one step in a nine0step asset management

process, "escribe" in )ig& .&.&


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Dispose Asset

Strategy

Plan

EvaluateDesign

Operate

MaintainModiy

!reate"Pro#ure

Figure 1-1. Optimizing Life-C!"e In#e$tment %&"ue

MAINTENANCE MANAGEMENT IN CONTEXT 2/3


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IGN 'e are also programme" to t%inan" act in fnctional

silos AI "esign, $o operate, an" someone else fixesB *

t%at !e often miss t%e o+erall bsiness process&

sset management begins b$ as-ing !%$ t%e asset is

re7ire" an" %o! it relates to t%e bsiness plan&

fter t%at a closer loo- sets t%e prposes, fnction, an"

stan"ar"s or performance&

Reaping t%e cost0benefits of an assets rests on all nine

steps&

I"eall$, maintenance, operations, engineering, materials,

acconting, an" an$ ot%er rele+ant "epartment !ill be

in+ol+e" eac% step of t%e !a$&

MAINTENANCE MANAGEMENT IN CONTEXT3/3


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)RME'OR> )OR T9E STRTEG? .

;il"ing a maintenance strateg$ follo!s t%e mo"el

"escribe" in )ig&.&3&

)oremost in an$ bsiness plan are t%e nee"s an" !ants

of t%e cstomers, s%are%ol"ers, an" ot%er sta-e%ol"ers&

T%e -e$ ob@ecti+es for eac% fnction an" element in t%e

bsiness strateg$ are "rafte" !it% t%em in min"&

Maintenance is li-el$ to %a+e t%e follo!ing targets8

Maximi:e t%e pro"ction rate of a particlar pro"ct&

1%ase ot t%e operation of a plant or pro"ct line&

"" pro"cti+e capabilit$ assetsF for anot%er plant&

Eliminate store in+entories t%rog% +en"or partering&

FAMEWO! FO T"E #TATEG$ 2/%


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sset

En+ironment

1erformance Gap

Global Ob@ecti+es for 1lant

engineering 2 Maintenance

1erformance Dri+ers

/isionCrrent Stats

Concepts

Mission, Man"ate

Gi"ing 1rinciples

;siness

Strateg$

Tactics

Organi:ationrrangements

E"cation,

Training

S$stems,1roce"res

Met%o"s

Tools

Figure $%&' Maintenan#e Strategy Model



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IGN maintenance strateg$ is li-e an$ ot%er tool of bsiness

0it is not meant to %ammer a!a$ in onl$ one "irection&

If t%e compan$#s sitation c%anges, so mst t%e

maintenance mo"el&

One organi:ation restrctre" so ra"icall$ t%at e+er$ @ob

!as altere"& )ormer emplo$ees col" appl$ for t%e fe!er

positions t%at reslte"&



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T%e ne! maintenance engineering manager set -e$ t%ree0

$ear ob@ecti+es&

.& To0re0engineer t%e entire maintenance managementprocess, !it% particlar emp%asis on pre+enti+e an"

planne" correcti+e !or-&

3& To set t%e terms for, select, an" implement a

compteri:e" maintenance an" in+entor$ management

s$stem&

6& To intro"ce a mlti0s-illing pilot pro@ect in con@nction

!it% t%e nion local&

& To agment t%e s%ort * me"im 0, an" long0range

maintenance planning capabilities&

T%ese for ob@ecti+es !ere t%e fon"ation of t%e

maintenance +ision&

To implement t%em, t%ere is a nee" to e+alate t%e crrent

FAMEWO! FO T"E #TATEG$ %/%


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T"E MAINTENANCE &IAGNO#TIC 1/'

Maintenance impro+ement fails !%en t%ere#s little

n"erstan"ing of t%e sitation at %an"&

;efore embar-ing on an impro+ement program, assess

t%orog%l$ t%e strengt%s an" !ea-nesses of t%e present

s$stem an" !%ic% areas s%ol" %ea" t%e list foren%ancements&

It s%ol" be compre%ensi+e an" co+er strategic,

proce"ral, tec%nical, a"ministrati+e, an" cltral isses


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ppen"ix is t%e table of contents of a maintenance

management "iagnostic re+ie!& Ma@or areas of t%is re+ie!

are8 ;siness c%aracteristics

Maintenance en+ironment an" strateg$

Organi:ation arrangements an" %man resorcemanagem6ent

Maintenance a"ministration

1lanning, sc%e"ling, an" !or- or"er management

1re+enti+e an" pre"icti+e maintenance tacticsF

E7ipment recor"s an" %istories

1rc%asing, storage, an" parts in+entor$ control

1erformance measrement an" cstomer satisfaction&

tomation an" information tec%nolog$



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IGN not%er !a$ to perform assessment is to "istribte a self0

a"ministere" 7estionnaire& 1articipants are as-e" to rate

+arios aspects of plant engineering an" maintenance&

Eac% response is score" an" plotte" eit%er on a

%istogram )igre .&6F or on a ;ell0Mason t$pe spi"er

"iagram )igre .&F&

In )igre .&6, t%is example %as ten categories& T%e areas

re7iring t%e greatest attention are performance

monitoring an" reporting, an" t%e !or- or"er s$stem&



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(

$(

&(

)(

*(

+(

,(

-(

Satisfactio

I II III IV V VI VII VIII I. .

Categor$

I.I. MaintenanceMaintenance

II.II. Organization & AdministrationOrganization & Administration

III.III. Work Order SystemWork Order System

IV.IV. M & !ailure AnalysisM & !ailure Analysis

V.V. er"ormance Monitoring and #eportinger"ormance Monitoring and #eporting

VI.VI. Stores and urc$asingStores and urc$asing

VII.VII. %ost control%ost control

VIII.VIII. Sa"ety and ousekeepingSa"ety and ousekeeping

I'.I'. Maintenance (ngineeringMaintenance (ngineering

'.'. )raining)raining

(

Figure 1)3. #el*)E+aluation o* Maintenance Manage,ent #u,,ar- esults

T"E MAINTENANCE &IAGNO#TIC %/'


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MaterialsMaterials

Manage/entManage/ent

Inor/ationInor/ation

Te#0nologyTe#0nology

Peror/an#ePeror/an#eMeasuresMeasures

Relia1ilityRelia1ilityAnalysisAnalysis

Maintenan#eMaintenan#e

Ta#ti#sTa#ti#s

E/ployeeE/ployee

E/po2er/entE/po2er/ent

3u/an Resour#es3u/an Resour#es

StrategyStrategyMaintenan#e Pro#essMaintenan#e Pro#ess

ReengineeringReengineering

Planning andPlanning andS#0edulingS#0eduling

&(&($(($(( $(($((4(4(4(4( ,(,(,(,( *(*(*(*( &(&(

)igre .0&)igre .0& Maintenance Self0ssessment ResltsMaintenance Self0ssessment Reslts

T"E MAINTENANCE &IAGNO#TIC /'


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IGN )inall$, maintenance management is percei+e" "ifferentl$

t%rog%ot an organi:ation& 1ro"ction, engineering, senior management, an area or

tra"es groping * all %a+e t%eir o!n nee"s& simple gri",

measring nine broa" areas against t%e crrent stats, can

gi+e a 7alitati+e score, from Innocence to Excellence&

)igre .&5 pro+i"es an example&




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MAINTENANCE EXCE00ENCE GI&

Strateg$Strateg$ 9man9manresorcesresorces

ManagementManagement

1lanning 21lanning 2Sc%e"lingSc%e"ling

MaintenanceMaintenanceTacticsTactics

ECELLENCEECELLENCE

Set #orporateSet #orporate/aintenan#e/aintenan#estrategy"assetstrategy"assetstrategystrategy

Multi%s5illedMulti%s5illedindependent tradesindependent trades

Long%ter/ and /a6orLong%ter/ and /a6orpro6e#t planning 7pro6e#t planning 7engineeringengineering

All ta#ti#s e/ployee%All ta#ti#s e/ployee%1ased on analysis1ased on analysis

COM1ETENCECOM1ETENCE

Long%ter/Long%ter/I/prove/ent planI/prove/ent plan

So/e /ulti%s5illedSo/e /ulti%s5illed Good 6o1 planningGood 6o1 plannings#0eduling8 engineerings#0eduling8 engineeringsupportsupport

So/e !9M: so/eSo/e !9M: so/ePM: e2 surprisesPM: e2 surprises

UNDERSTNDINGUNDERSTNDING

Annual i/prove/entAnnual i/prove/entplanplan

De#entrali;ed /i


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1erformance1erformance

measresmeasres

InformationInformation

Tec%nolog$Tec%nolog$

Emplo$eeEmplo$ee

In+ol+ementIn+ol+ement

Reliabilit$Reliabilit$

nal$sisnal$sis

1rocess1rocess

nal$sisnal$sis

ECELLENCEECELLENCE

E=uip/entE=uip/entee#tiveness:ee#tiveness:1en#0/ar5ing: ull1en#0/ar5ing: ull#ost data1ase#ost data1ase

Fully integrated:Fully integrated:#o//on data1ase#o//on data1ase

Autono/ousAutono/ous2or5 tea/s2or5 tea/s

Full value%ris5Full value%ris5progra/progra/

Regular revie2Regular revie2 pro#ess #ost8pro#ess #ost8ti/e8 =ualityti/e8 =uality

COM1ETENCECOM1ETENCE

MT9F"MTTRMT9F"MTTRavaila1ility: separateavaila1ility: separate/aintenan#e #osts/aintenan#e #osts

Fully un#tional:Fully un#tional:lin5ed tolin5ed toinan#ials"inan#ials"

/aterials/aterials

!ontinuous!ontinuousi/prove/enti/prove/enttea/stea/s

So/eSo/eFME!AFME!Aappliedapplied

So/e revie2 oSo/e revie2 oad/inistration8ad/inistration8engineering 7engineering 7

trades pro#esstrades pro#ess

UNDERSTNDINGUNDERSTNDING

Do2nti/e 1y #ause:Do2nti/e 1y #ause:/aintenan#e #ost/aintenan#e #ostavaila1leavaila1le

Fully un#tional: noFully un#tional: nolin5 to ot0erlin5 to ot0ersyste/ssyste/s

For/alFor/al2or5pla#e2or5pla#ei/prove/enti/prove/ent#o//ittees#o//ittees

Good ailureGood ailuredata1ase: selldata1ase: sellusedused

So/e revie2s oSo/e revie2s otradestradespro#esses8pro#esses8ta#ti#sta#ti#s

'RENESS'RENESS

So/e do2nti/eSo/e do2nti/ere#ords8re#ords8/aintenan#e #osts/aintenan#e #ostsnot segregatednot segregated

9asi#9asi#/aintenan#e/aintenan#es#0eduling: so/es#0eduling: so/eparts re#ordsparts re#ords

So/eSo/ei/prove/ent8i/prove/ent8saety /eetingssaety /eetings

!olle#t t0e!olle#t t0edata: littledata: littleusedused

A one%ti/eA one%ti/erevie2 orevie2 o/aintenan#e/aintenan#epro#esspro#ess

INNOCENCEINNOCENCE

No syste/ati#No syste/ati#approa#0:approa#0:/aintenan#e #osts/aintenan#e #ostsnot availa1lenot availa1le

Manual or ad 0o#Manual or ad 0o#spe#ialty syste/sspe#ialty syste/s

Only union%staOnly union%sta/andated/andated/eetings/eetings

No ailureNo ailurere#ordsre#ords

Never revie2edNever revie2ed

MAINTENANCE EXCE00ENCE GI& 'CONTINU(D)

T"E MAINTENANCE &IAGNO#TIC '/'


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&EE0OING T"E I#ION 1/3

Once $o n"erstan" !%ere maintenance managementstan"s, a s%are" +ision mst be "e+elope"&

)$e di""erence *et+een t$e current reality and t$e ,ision

is- in essence- your maintenance impro,ement plan.

Goals mst be base" on t%e o+erall bsiness plan, an"t%e ma@or "ifferences bet!een Abest practiceB an" crrent

realit$ mst be n"erstoo"& T!o steps remain8

Ensring Abest practiceB is a realistic +ision for $or

in"str$ sector an" $or particlar operation&

Setting priorities for t%e +arios factors assesse"&


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IGN ;enc%mar-ing is an excellent !a$ to start& T%is tec%ni7e

in+ol+es loo-ing at %o! t%e lea"ers in t%e fiel" ac%ie+e$or o!n performance targets&

pblis%e" re+ie! of maintenance engineering ma$ be

t%e best option& Tec%nolog$ an" management perio"icals

an" ne!sletters often pblis% featres on inno+ation an"

best practice&

Un"erstan" $or o!n strengt%s an" !ea-ness before

st"$ing %o! ot%ers manage maintenance&

T%ere is a significant "ifference bet!een stating a +ision

an" %a+ing all concerne" accept&

T%ose !%o !ill be responsible for ac%ie+ing t%e +ision

s%ol" be in+ol+e" in t%e maintenance plan&




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Gi+ing t%em t%e c%ance to %elp create t%e plan !illencorage t%e participants to pll toget%er& T%e$#ll feel

responsible for ma-ing it !or-&

Someone to facilitate t%is grop session s%ol" %a+e no

"irect sta-e in t%e otcome&

T%at !a$, $o#ll get ob@ecti+e lea"ers%ip an" more

in"i+i"al in+ol+ement&



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'it% t%e maintenance re+ie! an" +ision "etermine", $o

mst "e+ise a plan for ac%ie+ing t%e +ision& Consi"er

H T%e tas- an" its -e$ acti+ities& )or example,

1lanning an" Sc%e"ling incl"es i"entification,

prioriti:ation, materials, labors-ills, !or-steps,

safet$ consi"erations, @stification, etc&

H T%e priorit$ of t%e initiati+e& H Estimate" resorces an" le+el of effort re7ire"&

H T%e AC%ampion,B or person responsible for ensring

sccessfl completion, an" t%e Asponsor4 to5ro+ide t6e resources.

C0O#ING T"E GA)0ANNING IM0EMENTION 1/3


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H T%e start "ate, completion "ate, an" milestones along

t%e !a$&

H T%e goal to be ac%ie+e" on sccessfl completion,

an" !%at $o#re going to measre to "etermine if

$o#re on t%e rig%t trac-&

Example8 One bsiness !it% a soli" %istor$ of reliabilit$an" profitabilit$ "e+elope" an o+erall p%$sical asset

management strateg$, !%ic% "ealt !it% most of t%e asset

management process "escribe" in )igre .03&



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OFENVIRONMENTALDESIGN

OFENVIRONMENTALDES

IGN

T%e mission * ATo maintain asset to meet cstomers#

nee"s cost effecti+el$ to continosl$ impro+e s-ills an"

process to optimi:e asset life, sing best0fit met%o"s an"tec%nologies to !or- safel$ an" be en+ironmentall$

responsible&

O*ecti,es* )i+e long0term ob@ecti+es !ere selecte" to fill

t%e gaps bet!een t%e realit$ an" +ision& T%e focs !as on

%a+ing %ig%er e7ipment effecti+eness t%an t%e in"str$a+erage at a lo!er maintenance cost base" on t%e

replacement +ale of assets emplo$e"&

Action* Eac% ob@ecti+e !as Ao!ne"B b$ a c%ampion, !%o

committe" resorces, "e+elope" a timetable, an"

strctre" a "etaile" implementation plan&


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OFENVIRONMENTALDESIGN Contracting maintenance acti+ities is strategicall$ important&

Most bsiness contract ot some form of maintenance&

In Nort% merica, abot .5 percent of maintenance is

sbcontracte" to a t%ir" part$ in Japan an" Erope, it is

abot "oble t%at&

Somet%ing t%at allo!s $o to compete an" !in in t%e

mar-etplace&

Ensre t%at performance stan"ar"s are set an" monitore"

closel$& T%ere s%ol" be clear lines "ra!n bet!een in0%ose

an" contract in+ol+ement&

Despite a clear strateg$, t%e best0lai" plans can go astra$&?o %a+e to -no! $or cstomers, t%en "e"icate $orself to

satisf$ing t%eir nee"s&

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THANK YOU

Documents

Uptime 1 - Strategy Final