DEPARTMENT OF MECHANICAL ENGINEERING

INDUSTRIAL MAINTENANCE

ACADEMIC YEAR 2023-2024

 COURSE SYLLABI

Department/Faculty/School/Institute: Department: Mechanical Engineering

BIT
Title of TU: Industrial Maintenance STAND Code: MAI1402 Credits: 2 THV: 60h
Domaine: Science and Technology Mention: Engineering Specialty: Mechanical
Science Engineering
Level: 2nd year of Bachelor’s degree Semester: S4
Title of Code: 1 MAI1402 Credits: 2 VHG: 60h
Industrial maintenance
TUE Lec: 10h Tuto: 0h PW:30h SPW: 20h
prerequisite: Machine elements: Design and calculation
Overall objective: Acquire skills in the analysis and conduct of adequate tasks to ensure and guarantee
the proper functioning of a system
Specific objectives:
- Know the usual techniques to maintain a system in operation
- Knowledge of methodologies for the determination of the life of components, concepts of
preventive maintenance such as failure analysis, conditional maintenance, or on the other hand on
the reliability of components, the organization of maintenance formulated with methods of logic,
and methodologies of analysis of level of maintenance are completed by case studies.
1. Approach to Industrial Maintenance
Content 2. Maintenance strategies
3. Management of the life cycle of equipment
4. Organization of the maintenance department
5. Documentation in maintenance
6. Failure analysis and diagnostic assistance
7. CMMS (Computerized Maintenance Management System)
Teaching
Presential: lecture course, exercises, Practical works
methods
Evaluation - Evaluation: 01
methods - Final exam: 01
- Project: 01
Bibliography 1. Book PRACTICAL GUIDE TO MAINTENANCE. Daniel BOITEL and Claud HAZARD.
2. Higher Institute of Technological Education of Rosso: Maintenance methods.
BABANA OULD MOHAMED LAMINE. 2008/2009.
Learning tools Whiteboard, Felt, Sponge, Video projector, Audio speaker
 COURSE OUTLINE

1. MAINTENANCE CONCEPTS, OBJECTIVES AND POLICIES

1.1 Introduction ...................................................................................................................... 1
1.2 Definition of maintenance ................................................................................................. 2
1.3 Importance of maintenance in the company ..................................................................... 3
1.4 Objectives of maintenance in the company ...................................................................... 4
1.5 Maintenance policies in the company ............................................................................... 7
1.5.1 Definitions and Strategies ................................................................................................ 7
1.5.2 Policy Management and Groups .................................................................................... 8
1.5.3 Choice of objectives........................................................................................................ 10
1.5.4 Implementation of a maintenance policy ........................................................................ 11

2. DEFINITIONS, METHODS AND OPERATIONS OF MAINTENANCE

2.1 Introduction ...................................................................................................................... 13
2.2 Maintenance methods....................................................................................................... 14
2.2.1 La maintenance corrective .............................................................................................. 14
2.2.2 Preventive maintenance ................................................................................................. 14
2.2.2.1 Systematic preventive maintenance ............................................................................ 15
2.2.2.2 Condition-based preventive maintenance.................................................................... 15
2.3 Maintenance operations .................................................................................................... 17
2.3.1 Corrective maintenance operations ................................................................................. 17
2.3.1.1 Fault localization .......................................................................................................... 17
2.3.1.2 Refurbishment .............................................................................................................. 17
2.3.1.3 Sustainability ................................................................................................................ 19
2.3.2 Preventive maintenance operations ................................................................................ 19
2.3.2.1 Interview ....................................................................................................................... 19
2.3.2.2 Monitoring .................................................................................................................... 19
2.3.2.3 The review .................................................................................................................... 20
2.3.2.4 Preservation ................................................................................................................. 20
2.4 Related maintenance activities .......................................................................................... 20
2.4.1 New works ...................................................................................................................... 20
2.4.2 Security ........................................................................................................................... 21
2.5 Other Forms and Methods of Maintenance ....................................................................... 21
2.5.1 Improvement maintenance .............................................................................................. 21
2.5.2 La total productive maintenance (T.P.M.) ...................................................................... 22
2.5.3 Reliability-based maintenance (MBF) ............................................................................ 22
2.5.3.1 History of the MBF ...................................................................................................... 22
2.5.3.2 Definitions, objectives and means of MBF ................................................................. 23
2.6 Maintenance levels ............................................................................................................ 24
2.7 Technical organization of maintenance work ................................................................... 27
2.7.1 Organization of a corrective maintenance action ........................................................... 27
2.7.1.1 Organizing a troubleshooting service ...........................................................................27
2.7.1.2 Organization of an intervention for the repair .............................................................27
2.7.2 Organization of a preventive maintenance action........................................................... 28
2.7.2.1 Organization for systematic preventive maintenance.................................................. 28
2.7.2.2 Organization for Condition-Based Preventive Maintenance ....................................... 29
2.8 Expert systems ................................................................................................................. 30

ii
3. MAINTENANCE ORGANIZATION
3.1 Introduction ...................................................................................................................... 32
3.2 Maintenance's place in the company's structure ............................................................... 32
3.3 Internal maintenance organization .................................................................................... 35
3.4 Means implemented ......................................................................................................... 38
3.4.1 Material resources ........................................................................................................... 38
3.4.1.1 Equipment ..................................................................................................................... 38
3.4.1.2 Equipements supports................................................................................................... 38
3.4.1.3 Spare parts .................................................................................................................... 38
3.4.2 Management Tools ......................................................................................................... 39
3.4.3 Technical resources.........................................................................................................39
3.4.4 Human resources............................................................................................................. 39
3.5 Responsibilities of Executives ......................................................................................... 41

4. FAILURE MODE, EFFECTS AND CRITICALITY ANALYSES (FMEA)

4.1 General............................................................................................................................... 43
4.2 Definition and different evolutionary forms ..................................................................... 43
4.2.1 Definition .........................................................................................................................43
4.2.2 History and Evolution ..................................................................................................... 43
4.3 Prerequisites for FMEA - means of production ................................................................ 44
4.3.1 FMEA analyses are carried out in a working group ........................................................44
4.3.2 FMEA is the result of a functional analysis .................................................................... 44
4.4 Methodology for conducting an FMEA ............................................................................. 44
4.4.1 Choice of the subsystem to be studied and the objectives to be achieved ...................... 44
4.4.2 Establishment of the Working Group.............................................................................. 45
4.4.3 Finalization of the analysis sheet.....................................................................................45
4.4.4 Functional Analysis ........................................................................................................ 45
4.4.5 Analysis of potential failures.......................................................................................... 45
4.4.6 Analysis of the criticality of each failure mode ............................................................. 46
4.4.7 Prioritization of issues ..................................................................................................... 46
4.4.8 Suggestions for improvement......................................................................................... 46
4.5 Generic Failure Modes ...................................................................................................... 47
4.6 Possible other uses of FMEA ............................................................................................ 48
4.6.1 Detect common causes of failure .................................................................................... 48
4.6.2 Dealing with Common Effects with a Fault Tree ...........................................................48
4.6.3 Implement condition-based maintenance ........................................................................ 48

5. DOSSIERS MACHINES
5.1 But de la documentation................................................................................................... 49
5.2 The technical file .............................................................................................................. 50
5.3 Dossier machine ................................................................................................................ 51
5.3.1 Data sheet........................................................................................................................ 52
5.3.2 Plan and technical drawing ............................................................................................. 52
5.3.3 Spare Parts Bill of Materials ........................................................................................... 52
5.3.4 Maintenance Sheet .......................................................................................................... 53
5.3.5 Equipment history ........................................................................................................... 53
5.4 Current Direction.............................................................................................................. 54

6. MAINTENANCE RATIOS AND COSTS

6.1 Introduction ....................................................................................................................... 71

iii
6.2 Costs related to the maintenance function ........................................................................ 72
6.2.1 Maintenance costs ........................................................................................................... 72
6.2.2 Downtime costs............................................................................................................... 72
6.2.3 Failure costs .................................................................................................................... 73
6.3 Indicators ...........................................................................................................................74
6.3.1 Introduction .................................................................................................................... 74
6.3.2 Dashboard .......................................................................................................................74
6.3.3 Choice of indicators ........................................................................................................ 75
6.3.4 Composition of ratios ...................................................................................................... 76
6.3.5 Classification of indicators .............................................................................................. 76
6.3.6 Examples of Standardized Ratios .................................................................................. 76
6.3.6.1 Economic ratios ............................................................................................................ 76
6.3.6.2 Technical ratios ............................................................................................................ 77
6.3.7 Examples of representative ratios not included in the AFNOR standard x 60 020 ....... 78
6.3.7.1 Economic ratios ............................................................................................................ 78
6.3.7.2 Technical ratios ............................................................................................................ 78
6.4 Current Orientation "MST" .............................................................................................. 79
6.4.1 Indicators ........................................................................................................................ 79
6.4.2 Ratios .............................................................................................................................. 79
6.5 Control of the profitability of maintenance actions .......................................................... 81

7. MAINTENANCE AND SAFETY AT WORK

7.1 General ..............................................................................................................................82
7.2 Ergonomics ........................................................................................................................ 82
7.3 Security Basics .................................................................................................................. 83
7.4 Accidents at work and occupational diseases ................................................................... 84
7.5 Organization of security within the company ................................................................... 84
7.6 Causes of Occupational Accidents and Diseases .............................................................. 85
7.7 Safety in the mechanical workshop ................................................................................... 87
7.8 Safety in the electrical workshop ..................................................................................... 89
7.9 Safety in the welding shop ................................................................................................90
7.10 Conclusion...................................................................................................................... 90

8. COMPUTERIZED MAINTENANCE MANAGEMENT (CMMA)

8.1 The inventory of the equipment fleet, the basic file of the CMMS .................................. 92
8.1.1 Definition and Comments ...............................................................................................92
8.1.2 Functional breakdown of the equipment fleet ................................................................ 92
8.1.3 Codification and its problems .........................................................................................92
8.2 The management function ................................................................................................ 93
8.3 The CMMS tool: "necessary, but not sufficient" assistance .............................................93
8.4 Evolving trends in IT system architectures ....................................................................... 95
8.5 CMMS software packages: the market offer .................................................................... 96
8.6 CMMS software packages: analysis of the different functional modules ......................... 97
8.6.1 Equipment Management Module................................................................................... 97
8.6.2 "Operational monitoring management of equipment" module ...................................... 99
8.6.3 "Intervention management" module ............................................................................... 99
8.6.4 "Preventive management" module ............................................................................... 100
8.6.5 Modules « gestion des stocks ».................................................................................... 100
8.6.6 Procurement and Purchasing Management Module ..................................................... 101
8.6.7 Failure Analysis Module ............................................................................................... 102

iv
8.6.8 "Budget and Expenditure Tracking" module ................................................................102
8.6.9 Human Resources Management Module ...................................................................... 102
8.6.10 Dashboards and statistics module.............................................................................. 103
8.6.11 Useful add-ons or interfacing .....................................................................................103
8.7 Choosing a well-adapted CMMS tool ............................................................................ 103
8.8 Conducting a CMMS project .......................................................................................... 104
8.8.1 Importance of the human aspect in the success of the project ...................................... 104
8.8.2 Project Milestones......................................................................................................... 105
8.9 Some Causes of Failure ................................................................................................... 107

9. FAULT TREES
9.1 Introduction.................................................................................................................... 108
9.2 Principle ......................................................................................................................... 108
9.3 Definition and objectives ...............................................................................................108
9.4 Example ......................................................................................................................... 109
9.5 Defining Events ............................................................................................................. 109
9.5.1 Dreaded Event ........................................................................................................... 109
9.5.2 Intermediate events..................................................................................................... 109
9.5.3 Elementary Events...................................................................................................... 110
9.6 Fault Tree Symbol ......................................................................................................... 110
9.6.1 Summary of the symbolism of the events .................................................................. 110
9.6.2 Logic Gates ................................................................................................................ 111
9.6.3 Sub-tree transfer ......................................................................................................... 111
9.7 Fault Tree Construction ................................................................................................. 112
9.7.1 Steps to follow ............................................................................................................ 112
9.7.2 Methodology ............................................................................................................... 112
9.7.3 Building a Fault Tree.................................................................................................. 113
9.7.4 The rules of construction ........................................................................................... 113
9.7.5 Example of Constructing a Fault Tree ...................................................................... 114
9.8 Reliability diagrams ...................................................................................................... 116
9.8.1 The Probabilized Fault Tree ........................................................................................117
9.8.2 Application example .................................................................................................. 117

Appendix 1: MAINTENANCE LEADERSHIP .................................................................... 120

Appendix 2: DECISION SUPPORT TOOLS ........................................................................ 127

REFERENCES ...................................................................................................................... 142

v
Chapter 1 Maintenance Concepts, Objectives and Policies

1. MAINTENANCE CONCEPTS,
OBJECTIVES AND POLICIES

1.1 INTRODUCTION
Maintenance is one of the constraints encountered by any operator of an industrial facility.
More generally, a production facility requiring a set of material and human resources is only
able to provide the service required of it after overcoming various constraints, including the
maintenance of the production equipment used. Building a factory or workshop is useless in the
absence of significant production, or qualified personnel, or an organizational system that
allows the facilities to be maintained. This observation explains the current trend of the factory
sold "hand-made", whereas the once universally adopted one corresponds to the factory
delivered "turnkey". It is therefore necessary to think, as soon as a new installation is designed,
of the resources that will be necessary for its future operation. There have been countless
economic failures, particularly in developing countries, due to a lack of sufficiently qualified
manpower, both in production and maintenance, and a lack of appropriate resources. Reports
from the United Nations Industrial Development Organization (UNIDO) indicate that about
40% of factories remain idle. Production and maintenance are therefore inseparable.
Installations and equipment tend to deteriorate over time due to multiple causes such as
wear and tear, deformation due to operation or the action of corrosive agents (chemical agents,
atmospheres, etc.). These deteriorations can cause the shutdown of operations, reduce
production capacities, jeopardize the safety of goods and people, cause scraps or decrease
quality, increase operating costs (increase in energy consumption, etc.) or decrease the market
value of these means. Maintenance therefore means carrying out troubleshooting, lubrication,
inspection, repair, improvement, etc., which allow the potential of the equipment to be
preserved to ensure the continuity and quality of production. Maintaining it well also means
ensuring these operations at the optimum overall cost.
But today, controlling the availability of goods, materials and industrial equipment would
allow industry to act on the regularity of its production, on its manufacturing costs, on its
competitiveness and on its commercial success.
To sell more, to sell better, it is now no longer just a question of offering a better way of
operating the installation but of guaranteeing the operator a rapid intervention mode, a set-up
of fault detection and diagnosis, in a word quality maintenance allowing to achieve optimum
production.
The history of maintenance can be broken down into three stages:
▪ First of all, the period when machines were simple and few in number, but the
manufacturing workforce is large, maintenance was very basic and its budget was drowned
in the company's overheads.
▪ In a second period, with the development of machinery, the workforce decreases and,
in relative terms, maintenance becomes more important, it has its own budget. This situation
still exists in many companies.

1
Chapter 1 Maintenance Concepts, Objectives and Policies

▪ A third period opened with the development of automatism. In process industries, the
largest share of the production workforce belongs to maintenance, whose costs and budget
have increased considerably. The ratio of maintenance to manufacturing staff has increased
from 1:50 to 1:5.

1.2 MAINTENANCE DEFINITION

It's not just about repairing or troubleshooting at the lowest cost or repairing in the shortest
possible time. Nor is it about keeping the systems running at all costs or ensuring high
operational safety, at all costs, in order to achieve maximum but not cost-effective availability.
Maintenance begins with the design of the equipment: it must be capable of being maintained
(notion of maintainability), then to produce, its use must be easy and its safety must be
maximum. Throughout its production life, maintenance monitors the equipment, tracks its
deterioration and upgrades it with performance control, cost and availability monitoring by
looking for the simplest solutions. At the end of its life, maintenance first proposes a reduction
in performance compatible with the possibilities of the equipment and finally its renewal.

The ratio that will encompass all these aspects of maintenance will be:

Total cost (purchase and maintenance) + Production Losses

, must be a minimum.
Service Rendered

It is also possible to condense all this in the definition of AFNOR (French Association for
Standardization):

'Maintenance is the set of actions1 which make it possible to maintain2 or restore3 an

asset4 in a specified condition5 or capable of providing a specific service 6 by adding the
optimum cost7.

This definition includes the main concepts of maintenance, which are:

▪ 1st concept; The group of actions (the set of actions) that include:

a) Maintenance design such as maintenance worker training, maintainability, technical

documentation, adequate equipment (tooling) and supplies (spare parts).

b) The execution of the various maintenance operations, whether preventive (probable event)
or corrective (certain event).
c) follow-up on:
- The quality and reliability of the equipment.
- Management of the maintenance tool.
- The durability of the materials (renovation, reuse, etc.).

▪ 2nd concept; Preventive maintenance (maintaining), which includes the various

operations of servicing, monitoring, overhauling or preserving equipment.

▪ 3rd concept; Corrective maintenance (restore) which concerns the location of the failure,
the refurbishment of equipment and the durability of equipment (reconstruction, renovation,
etc.).

2
Chapter 1 Maintenance Concepts, Objectives and Policies

▪ 4th concept; The concept of property, which is distinguished:

a) Durable goods (only concerned by maintenance).
b) Semi-durable goods (at the first breakdown they are irreparable).
c) Ephemeral goods (durability limited to first use).

▪ 5th concept; the specified state: in fact, an asset can have at least three states; new,
degraded and defective, which are spread over the time corresponding to its lifespan.

▪ 6th concept; The service is determined: it is often qualified in terms of availability in a

given state.

▪ 7th concept; Optimal cost: which measures the effectiveness of maintenance through the
analysis of different maintenance costs and ratios.

Remark:

The CEN (European Committee for Standardization) project defines maintenance by:
"all technical, administrative and managerial actions during the life cycle of an asset designed
to maintain or restore it to a state in which it can perform the required function".

The required function is defined as: "a function, or set of functions of a good considered
necessary to provide a particular service". We notice the appearance of a new concept; The
European project adds an interesting idea: maintenance actions relate to the life cycle of
equipment, which implies a medium and long-term vision of the maintenance strategy.

1.3 IMPORTANCE OF MAINTENANCE IN THE COMPANY

No other function in a production facility, with the possible exception of research and
development (design office), involves as wide a range of activities as maintenance. In the
management of this function, problems of planning, procurement, personnel, quality control,
management and technical problems abound. Maintenance embraces all activities, as if it were
a clean industry. In some factories, especially in the chemical industry, the importance of this
function is equal to that of production, and its staff is often greater than the production staff.
This, of course, is not the case in small businesses, but the same problems arise there as well.
Because of the wide range of activities in the maintenance function, it can only be satisfactory
if these activities are as well defined as that of production. There was often a serious disparity
between production and maintenance. However, production problems can only be avoided
through effective maintenance.

For a long time, maintenance was considered an inevitability, however, technological

progress as well as the evolution of the conception of business management have meant that
maintenance has nowadays become an important function of the company whose management
requires the use of precise techniques and whose role in the achievement of the company's
objectives is far from negligible. Thus, the maintenance function has become everyone's
business and must be omnipresent in companies and departments. It has become a considerable
economic challenge for all countries that wish to have available and efficient production tools.
If the interview only resulted in interventions, we would

3
Chapter 1 Maintenance Concepts, Objectives and Policies

We can say that maintenance is something else entirely. It is first of all a state of mind, a way
of thinking, then a new discipline with the means to intervene in better conditions, to apply the
different methods while optimizing the overall cost. The purpose of maintenance is to avoid
breakdowns and the downtime they cause. Maintenance should not be seen as a secondary
function and should be given due attention.

Currently, the modernization of the production tool requires a fundamental evolution in the
field of maintenance. This evolution translates into a profound change for companies
(replacement of the maintenance function by the maintenance function), by a change in
mentality. This change requires new structures, new resources and a "maintenance" mindset for
the staff.

Maintenance has become one of the functions of today's business, but it is not an end in
itself. As such, it is difficult to read and sometimes misunderstood by decision-makers who
underestimate its impact. And yet, it is becoming an increasingly sensitive component of
business performance. It is therefore important to make it better known. Designing, producing,
and marketing are natural functions that are easily identifiable and rarely neglected. On the
other hand, maintenance is only a support for production, its main customer. It is therefore a
hidden function, acting as an internal service provider and, moreover, highly scalable. Well
organized, it is an important factor in quality, safety, respect for deadlines and productivity, and
therefore in the competitiveness of an advanced company.

In addition to what has been said, the term maintenance designates, within the company,
several categories of work, including:
▪ monitoring and simple work (cleaning, lubrication, etc.) generally reserved for the
users of the equipment or installations,
▪ functional control and more complex work than the previous ones, often carried out by
specialists,
▪ troubleshooting and repair in the event of an incident entrusted to specialized workers
or teams,
▪ systematic maintenance involving partial or total overhauls, carried out on site or in a
specialised workshop,
▪ Complete reconstruction of machines or systems, constituting a real new
refurbishment.

1.4 OBJECTIVES OF MAINTENANCE IN THE COMPANY

Troubleshooting, repairing at the lowest cost, stopping the machines for as little time as
possible were the instructions given to the maintenance manager. The integration of the
maintenance department into the company stopped when the machines were running. But you
can't make a valid manufacturing program without taking into account the possibilities of the
materials. Maintenance must be involved in the definition of the programs. Under these
conditions, the objectives to be requested from a maintenance department are:

1.4.1 Ensuring Planned Production

The programs and quantities to be manufactured will be studied jointly by manufacturing

and maintenance, reconciling the producer's tendencies and stoppages as best as possible

4
Chapter 1 Maintenance Concepts, Objectives and Policies

necessary for maintenance. On/off times will be the subject of the same document. We will take
into account the programmed availability, therefore planned, and the operational safety,
therefore unforeseen but evaluated, to quantify all the stops. For running periods, production
must be able to count on running at 100% of the equipment's capacity.

1.4.2 Maintain the quality of the manufactured product

Quality depends on the manufacturer and maintainer; It will therefore be up to each person
to determine who is responsible: operating error or deficiency of the machine, defective raw
material or poor adjustment of the equipment, etc. It is essential to set the minimum necessary
and to gather the means (condition of the machine, quality of the raw material, operating
procedure, etc.). In particular, after any serious maintenance intervention, the acceptance of the
machine will be done by the two managers: maintenance and manufacturing.

1.4.3 Meet deadlines

These include both product manufacturing times and maintenance times. Programs and
schedules have been made collaboratively (manufacturing and maintenance), it is the
responsibility of maintenance to ensure that they are respected. This dual responsibility requires
that maintenance:
a) Knows exactly the condition of each piece of equipment and can guarantee its operation
during the planned periods (except in the event of an accident).
b) Prepares and orders the work to be undertaken with sufficient precision to commit to its
duration.
On the manufacturing side, we will also respect the forecasts, we will refrain from any
last-minute changes without serious reason and we will accept the necessary visits and expertise
requested by the maintenance.

1.4.4 Finding Optimal Costs

The previous three objectives do not only require technical competence. The maintenance
department must be able to draw up precise quotes before execution like an external company.
It must be competitive with the same quality and deadlines. In addition, the optimum sought
will take into account production losses due to poor maintenance. Maintenance cannot have a
different purpose than the company to which it belongs. Good management requires that the
overall cost of the product manufactured be optimal. This cost will include fixed and variable
manufacturing expenses, maintenance expenses, and loss or loss of profits due to unplanned
shutdowns. In some cases, maintenance will have to present several costed solutions to achieve
this optimum.

1.4.5 Human-Facing Goals

Working conditions and safety cannot be ignored. Maintenance must be concerned about
possible accidents to its personnel and those caused to others by its presence. Any work
preparation will begin with the drafting of instructions (electrical work, fire work, risk of falls,
poisoning, contamination, explosion, etc.) and will end with a definitive repair (protection,
instructions, etc.). As a maintenance member is a member of the Health and Safety Committee,
it is up to him to study any modification or protection to be carried out on the equipment to
eliminate the risk of accidents.

5
Chapter 1 Maintenance Concepts, Objectives and Policies

1.4.6 Preserving the environment

The maintenance department is responsible for the fight against nuisances and, to a certain
extent, the working conditions of the manufacturing staff. It is not uncommon to see non-
productive but necessary equipment such as dust collectors, vacuum cleaners and gas exhausts
neglected. Some of this neglect also relates to losses, which is why the problem of energy
savings has been added to the maintenance objectives. All of this must be subject to a
maintenance program with periodic monitoring and timely repair.

It should be added that the maintenance of buildings and all civil engineering is also part
of this objective if we want to put personnel and equipment in the best conditions of production.
In addition to these objectives, it should be added that maintenance:
• Must be an advisor to management for the renewal of equipment. This stems from the
knowledge of the costs and production losses that grow rapidly on worn equipment.
• Must improve equipment with the dual aim of facilitating its future maintenance and
meeting the demands of production.
• Must participate in new developments to be able to ensure their maintenance.

These maintenance objectives can also be summarized as follows:

▪ Operational objectives:
- Maintain equipment in the best condition and in acceptable condition.
- Ensure maximum availability of the production tool at a reasonable price.
- Provide a service that eliminates breakdowns at all times.
- Increasing the lifespan of the production tool to the limit.
- Maintain equipment with maximum economy and replace it at predetermined times.
- Ensure high-quality performance.
- Ensure safe and efficient operation at all times.
- Get maximum returns.
- Keep equipment in absolute cleanliness at all times.
- Preserve the environment.

▪ Cost targets:
- Minimize maintenance expenses and maximize profits.
- Provide maintenance within budget.
- Have maintenance expenses related to the service required by the facilities and
equipment according to its age and utilization rate.
- Make available to the maintenance manager a certain amount of unforeseen expenses
in terms of tools and miscellaneous costs.

6
Chapter 1 Maintenance Concepts, Objectives and Policies

1.5 MAINTENANCE POLICIES IN THE COMPANY

1.5.1 DEFINITIONS AND STRATEGIES

Service or maintenance policies range from no service or maintenance at all to elaborate

definitions. Often the person in charge is left to his own initiative, the instruction being that the
machines run at the lowest cost. The forecast is unknown: we see general overhauls stopped
because the machine is replaced, and machines abandoned when they are going to be very busy.
In other cases, the management sets precise objectives for maintenance and the necessary
resources for a specific period of time. At the end of the term, we take stock and revise the
objectives. The maintenance manager therefore knows the line to follow and retains the
maximum freedom in the action decisions taken at his level. A real maintenance policy or
strategy must combine technical, economic, financial and human resources. It is based on cost-
effectiveness. It takes into account the moments. Sometimes we will look for the minimum cost
in times of austerity, sometimes the maximum availability in times of growth. Reliability
studies make it possible to define the probability of failure and therefore the necessary means.
A management control makes it possible to verify that maintenance is close to the optimum,
and that choices are made according to the expected gains: a large expense can be more
profitable than a smaller one if there is a gain in time, or lifespan, or availability or quality on
the product.

A study has shown that maintenance policies are rarely defined and very rarely exist in
written form. To quote the American Management Association, Controls of Maintenance
Costs: "Maintenance policies are usually based on experience, in a fairly empirical way, rather
than having been designed to achieve specific maintenance objectives. Relatively few
companies have written maintenance policies. Consistency and continuity of these policies tend
to be lacking, as they exist mostly in the minds of maintenance managers. This can be partly
attributed to management's lack of attention to maintenance. An even better explanation can be
found in the difficulties encountered in applying quantitative analysis to the establishment of
maintenance objectives. »

The maintenance policy is the definition, at company level, of the technical and economic
objectives relating to the management of equipment by the maintenance department. It is within
the framework of this policy that the head of the maintenance department implements the means
adapted to the objectives set; This is referred to as a medium-term strategy and a short-term
tactic. Maintenance management essentially takes into account the technical, economic and
financial aspects of the different methods that can be used (corrective, systematic preventive
and conditional preventive) in order to optimize the availability of equipment. It is organized
on the basis of the budget allocated to the service; from the analysis of observations, quantified
or not, calculated, recorded or measured; which implies choices. The definition of objectives
can only be done in consultation with the technical management and the production or
operations departments. The implementation of a maintenance policy is an investment, from
which benefits are expected. The maintenance manager must obtain from the management the
means compatible with the objectives set.

In this policy, attention must be paid to the prediction of random breakdowns for inspection
studies (maintenance following diagnosis), based on methodical and periodic surveys. The life
of the equipment is studied over several years. These reliability studies will

7
Chapter 1 Maintenance Concepts, Objectives and Policies

Used to determine the probability of failure, and therefore to consume spare parts and various
loads. It is only from this data that maintenance forecasts and budgets can be developed. With
a maintenance policy and a good strategy, we no longer suffer breakdowns because it is
expected and budgetary control remains a normal control, because in the strategy, we will have
to calculate the probability of the occurrence of breakdowns and their consequences in order to
avoid them and we will seek to make any maintenance action profitable. Maintenance will
therefore have to take into account the following:

▪ Long-term forecasts: linked to the company's policy allowing the scheduling of loads,
stocks, and equipment investments.

▪ Medium-term forecasts: The desire to maintain the company's business potential leads
to ensuring that equipment is downtime at times that cause as little disruption as possible to
the manufacturing program. Therefore, it is necessary to provide the schedule of
maintenance interventions in good time. This has an influence on the scheduling of
production.

▪ Short-term forecasts: in this case, the maintenance department will strive to reduce
equipment downtime and intervention costs. Knowing that cost and downtime reductions
are only possible if the equipment and interventions have been the subject of a preliminary
study, it is therefore necessary to prepare the work and to study the operating conditions,
possible failures and conditions of execution of the interventions. The technical department
related to this function must provide all qualitative and quantitative information likely to
influence the company's particular policies.

1.5.2 MANAGEMENT AND POLICY GROUPS

The management of the previously established maintenance policy must not be based solely
on the financial aspect, otherwise it will aim to reduce maintenance costs to a minimum without
worrying too much about the major interest of maintenance, because the aim is always not to
spend too much in the context of a given exercise, which gives rise to the conception according
to which maintenance costs and does not bring in anything, forgetting that without
maintenance, you can't produce. Policies are guiding principles that help achieve the defined
purpose of a function. They indicate the action to be taken to remedy the situations that arise.
To check the validity of a policy, we can ask, "Does it help us effectively solve an existing
problem?" or "Does it easily remedy a recurring situation?"
Policies related to the operation of maintenance can be subdivided into five groups as
follows:
1. area and limitations of maintenance;
2. type and level of service expected;
3. management responsibilities;
4. staff practices;
5. Budget and Financial Controls.
The advantage of defining and using policies is that management can advise all levels of
its intentions. Policies both extend and limit authority since they guarantee people's action in
the entire field permitted by the definition.

8
 Chapter 1 Maintenance Concepts, Objectives and Policies

In the absence of policy, people tend to exaggerate their limitations, so that they do not
overexert themselves and increase their responsibilities. The functions that are expected of the
maintenance department are not obvious. It is often the case that some functions are only
explicitly specified in part, others are assumed, some are assigned to maintenance in the absence
of other managers, and others seem to come out of nowhere. There's nothing wrong with doing
what needs to be done, but it's important to realize that nothing goes right when maintenance is
carrying too heavy an external load. When this happens, neither maintenance nor management
can see reality in the face. Only policies will allow us to define what we really expect from
maintenance.

I. The first group of policies in the above list determines the proper meaning of the term
maintenance and what is excluded. It is better to outsource certain jobs, such as the
maintenance of scales and scales, the tarring of roofs or the repair of electrical appliances,
taking into account the special skills required. Other work may be outsourced as a result of
seasonal loads, such as overhauling facilities during shutdowns.

II. The second group of policies deals with the amount and intensity of maintenance that is
expected to meet production needs. These policies should reflect the objectives of
maintenance. In the absence of a financial commitment on the part of management, these
policies indicate how this service is expected to be "rendered". The level of service, its
intensity, and its choice depend on the balance between the costs incurred and the
functional objectives of the business. If it is primarily a question of saving money, the level
of service can be lowered. However, there are two aspects to the operational level: the
performance of the installation and its external appearance. The first lends itself to
quantification, i.e. the mechanical state that is manifested in the quantity and quality of the
products and in the percentage of operation without failure. The external appearance is
determined mainly by the company's policy. Businesses that want to improve relationships
with their customers may want a storefront-style presentation. In doing so, it is often
expected that the attitude of staff will also be favourably influenced. Therefore, the policies
will serve to clearly set the standards of the level of maintenance to achieve both good
performance and excellent presentation. The simple act of setting policies and adopting
them will have beneficial effects on both management and maintenance by developing
better cooperation and removing many areas of friction. The greatest number of conflicts
between maintenance and other departments is in the area of priorities. The best way to
avoid this friction is through prioritization.

III. The next group of policies deals with the dependency of the direction in which maintenance
is located. There are often problems of authority to act, to approve a certain job, and to
order spare parts. It is trite to say that maintenance managers and managers must be
motivated, and that they must not be demotivated in any way. By reducing authority,
management refuses to give the maintenance manager the opportunity to prove his
competence to his own staff, and to prove to the company his ability to lead. Nothing is
more disappointing for the maintenance executive than trying to do their job properly with
poor equipment and a shortage of spare parts, while receiving criticism for excessive costs.
This situation occurs when budgets are set arbitrarily or not at all, or when expenditures
require a lengthy approval process.

9
 Chapter 1 Maintenance Concepts, Objectives and Policies

IV. Policies for maintenance personnel should address the following:

a) the number, relative to the scale of operations;
b) methods of selection, training and promotion;
c) professional skills;
d) the number of controllers and control practices;
e) salary scales and incentives;
f) security programs.
As we have seen, the adoption of well-chosen policies provides an operational charter that
will help management, production, and maintenance. Policy-making requires the availability of
appropriate information about the enterprise and the need to coordinate existing needs with
available resources. The detailed study and its incorporation into a "service manual" will be an
important milestone in the work of the maintenance team.

IV. Policies should be established that allow the department to operate within the required
expenditure limits. It should be possible to take into account the actual condition of the
installation and its use, the purchase of spare parts and raw materials and tools for
maintenance. Generally, the budget allocated to the maintenance department (empirical
budget) is annual and based on previous expenditures. It is prepared on the basis of an
observational analysis of the various elements gathered in the past (statistical basis) and in
the course of the previous year and for a specific date. A different economic situation may
call it into question because its objectives are essentially financial. Budget policies should
not determine the amounts to be distributed, which are variable, but rather their limits
through ratios or other benchmarks. It will also be necessary to decide how management
will exercise its control. This group of policies should also cover the nature of reporting
habits. Two goals will be fulfilled: to demand maintenance reports and, at the same time,
to force management to take an interest in them. A by-product of reporting is the exercise
of controls. Policies will answer questions such as, "What activities should these controls
reflect?" or "How precise and how often should the reports be requested?" It should be
noted that if this method is followed, most of the problems raised by management's attitude
towards maintenance can be solved.

1.5.3 CHOICE OF LENSES

Maintenance policy involves decision-making in the form of a compromise between the

four poles: human, economic, financial and technical.
a) Maintenance Policy Examples
The following list can be given as an indication.
1- Increase the availability of production equipment.
2- Reduce maintenance costs of production equipment.
3- Enable high-quality production.
4- Reduce production losses.

10
Chapter 1 Maintenance Concepts, Objectives and Policies

5- Increase the productivity of maintenance personnel.

6- Reduce maintenance-related inventory.
7- Improve scheduling efficiency (less "improvisation").
8- Define a procurement policy.
9- Define the conditions for renewal or investment.
10- Define a policy for the use of external companies.
11- Optimize the distribution between corrective and preventive maintenance.
12- Choose the most suitable maintenance method for a given piece of equipment.

b) Once a clearly defined objective has been defined, and by imitating it in the field of
operational maintenance, we still have to think in terms of choice
▪ Which method should be implemented?
- Preventive or corrective?
- What level of preventive maintenance?
- What form of preventive maintenance?
- How often should I intervene?
▪ When should equipment be replaced?
▪ When should maintenance be stopped?
▪ How to introduce an effective maintenance policy?

1.5.4 IMPLEMENTATION OF A MAINTENANCE POLICY

Knowing that operational managers do not have the authority to set policy, we can say that
it is a matter for senior management decisions. There has been some delay in this area, as too
few departments are aware of the existence of decision-making tools or the development of
doctrines to enable efficient and economical maintenance to be carried out.

A maintenance policy can be articulated and organized around the following concept:

Selection of materials, equipment, sub-

assemblies, etc.

Cost Optimization

Failure prevention

Objectives

Security Quality Durability Availability

11
Chapter 1 Maintenance Concepts, Objectives and Policies

This concept implies means that are defined, understood, accepted and achievable by the
maintenance team. The implementation of a maintenance policy involves:
a- A willingness and a good understanding of the general management
- Clear idea of the maintenance function, its possibilities and limitations;
- participation in the definition of objectives and allocation of the corresponding resources;
- admit the need for an upfront investment;
- express the desire to maintain or restore the material to a specified condition.
b- Structures compatible with the maintenance function
- structural balance of the three technical functions, for a given product it is necessary to
ensure: the design, production and maintenance of the production tool;
- centralisation of heavy equipment in a specialised workshop (4th and 5th maintenance levels, see
paragraph 2.6.);

- on-site decentralization of technically versatile teams;

- Development of the "Maintenance Methods and Scheduling" functions.
c- Provision of human resources
- competence in management of the maintenance of the management;
- Revaluation of the maintenance function and reaction against routine and empiricism:
- staff consensus;
- training of existing staff and introduction of new staff if possible;
- Sufficient staffing.
d- Provision of financial resources
- adequacy of the budget in relation to the objectives sought;
- investment opportunity.
For example: for the implementation of condition-based maintenance, it is necessary to
install a remote monitoring system for the equipment and computerize.
e- Provision of material resources
- equipment of the central workshop;
- standard and specialized tools adapted to the equipment, "scientific" means of
surveillance, detection, testing, self-diagnosis;
- Computerized means
f- Control of communication flows
- information and communication technologies;
- records (technical, historical and breakdowns);
- Exploitation of operational data: reliability, availability, costs.

12
Chapter 2 Maintenance Methods and Techniques

2. DEFINITIONS, METHODS AND

OPERATIONS OF MAINTENANCE

2.1 INTRODUCTION
When the maintenance policy or strategy is defined, the most appropriate method must be
chosen to achieve the set objectives, the choice of this method will also depend on other
parameters, namely:
• Knowledge of the material, its age, condition and the lifespan of these different organs.
• The probability of failures; low or high.
• Ease of intervention.
• Stockpile of spare parts.
• The means available at the time of the intervention.

a- The events that led to the action:

- Reference to a timetable;
- Subordination to a type of predetermined event (self-diagnosis, sensor information,
wear measurement, etc.);
- The onset of a failure.

b- The maintenance methods associated with them:

- La maintenance corrective ;
- Systematic preventive maintenance;
- Condition-based preventive maintenance.

c- The maintenance operations themselves:

Inspection, check, troubleshooting, repair, overhaul, r&renovation, etc.

d- Related activities:
Improvement maintenance, new works, security, etc.
The actual maintenance operations and related maintenance activities are broken down into
five levels of intervention, from simple adjustment (1st level) to heavy maintenance operation
entrusted to a central workshop or an external unit (5th level) (see paragraph 2.6).
This terminological and conceptual reflection represents a serious reference base for:
- the use of a common language for all parties (design, production, service providers, etc.)
- The implementation of computerized maintenance management systems.

13
Chapter 2 Maintenance Methods and Techniques

2.2 MAINTENANCE METHODS

The choice between maintenance methods is made within the framework of the
maintenance policy and must be made in agreement with the company's management.

To choose, it is necessary to be informed of the objectives of the management, of the

political decisions of maintenance, but it is also necessary to know the functioning and
characteristics of the equipment; the behaviour of the equipment in operation; the conditions
under which each method is applied; maintenance costs and lost production costs.

2.2.1 LA MAINTENANCE CORRECTIVE

❑ Definition: "Maintenance performed after failure."

❑ Failure: "Impairment or cessation of the ability of an asset to perform the required

function."

There are two types of failure: partial failure and complete failure.

▪ Partial failure: "Impairment of the ability of an asset to perform the required functions."

▪ Complete Failure: "Cessation of the ability of an asset to perform the required function."

The purpose of corrective maintenance is to restore the lost qualities of the equipment
necessary for its use.

Defects, breakdowns or various damages requiring corrective maintenance result in

immediate or very short availability of the affected equipment and/or a depreciation in the
quantity and/or quality of the services provided.

2.2.2 PREVENTIVE MAINTENANCE

❑ Definition : "Maintenance performed according to predetermined criteria, with the

intention of reducing the probability of failure of an asset or the degradation of a service
rendered."

It must make it possible to avoid failures of the equipment during use. The cost analysis should
show a gain in relation to the failures it avoids.

❑ Purpose of preventive maintenance:

- Increase the lifespan of equipment;
- Decrease the likelihood of in-service failures;
- Reduce downtime in the event of an overhaul or breakdown;
- Prevent and also predict costly corrective maintenance interventions;
- To make it possible to decide on corrective maintenance in good conditions;
- Avoid abnormal consumption of energy, lubricant, etc.;
- Reduce the maintenance budget;
- Eliminate the causes of serious accidents.

14
Chapter 2 Maintenance Methods and Techniques

2.2.2.1 SYSTEMATIC PREVENTIVE MAINTENANCE

❑ Definition: "Preventive maintenance performed according to a schedule based on time or

number of units of use."

This intervention periodicity is determined from the time of commissioning or after a partial or
complete overhaul.

Note: Even though time is the most common unit, other units can be used such as: the quantity
of products manufactured; the length of products manufactured; the distance travelled; the mass
of products manufactured; the number of cycles completed; etc.

❑ Conditions of application

This method requires knowledge of: the behavior of the equipment; wear and tear; modes
of deterioration; Mean Time Between Failures (MTBF).

Note: Increasingly, systematic maintenance interventions are carried out by standard

exchanges.

❑ Use cases
Systematic maintenance can be applied in the following cases:
- Equipment subject to current legislation (regulated safety). For example: lifting device,
fire extinguisher, pressure vessel, conveyors, elevators, freight elevators, etc.
- Equipment whose failure could lead to serious accidents. For example: all equipment
ensuring the public transport of people, planes, trains, etc.
- Equipment with a high cost of failure. For example: elements of an automated chain,
systems that run continuously.
- Equipment whose operating expenses become abnormally high during their service time.
For example: excessive energy consumption, misaligned ignition and carburetion for
vehicles with internal combustion engines.

2.2.2.2 CONDITION-BASED PREVENTIVE MAINTENANCE

❑ Definition: " Preventive maintenance subordinated to a predetermined type of event (self-

diagnosis, sensor information, measurement of wear, etc.), indicative of the state of
deterioration of the asset."

Note: Condition-based maintenance is therefore experience-based maintenance that involves

real-time information. It is sometimes referred to as predictive maintenance.

❑ Conditions of application

Condition-based preventive maintenance is characterized by the identification of weak

points. Depending on the case, it is desirable to put them under surveillance and from there, we
can decide on an intervention when a certain threshold is reached, but the controls remain
systematic and are part of the non-destructive testing means.

15
Chapter 2 Maintenance Methods and Techniques

❑ Use Cases

All equipment is affected. This condition-based preventive maintenance is carried out by

means of relevant measurements on the equipment in operation.

❑ Measured parameters
For example, they may include:
- The level and quality of an oil;
- Temperatures and pressures;
- The voltage and amperage of the electrical equipment;
- Vibrations and mechanical games;
- Etc.
Of all the parameters listed, vibration analysis is by far the richest in terms of the
information collected. Its comprehension allows the decisions that are the basis of condition-
based preventive maintenance to be made in full knowledge of the facts. Monitoring can be
either periodic or continuous.

❑ Benefits

Knowledge of behaviour is real-time as long as you know how to interpret the results. At
this level, information has a very interesting role to play.

For example: a company has introduced a microprocessor-based management system to

improve or install a condition-based maintenance program. This management system includes
a portable electronic data logger, a printer and a data analyzer. Measurements are made with a
simple sensor. The collected data is either transmitted to a printer or offloaded into a data
analyzer for storage on magnetic tape or floppy disk that can provide maintenance reports
automatically.

Note: This equipment will have to be very reliable so as not to lose its raison d'être, it is often
expensive but for well-chosen cases it pays for itself quickly.

❑ Conclusion

To be effective, the proposed maintenance method must in any case be understood and
accepted by the production managers and have the support of all the staff.

As far as possible, these methods should be standardised between the different sectors
(production and peripherals). This does not exclude the essential adaptation of the method to
the equipment (e.g. to a set of machines, a machine or an organ). With the current evolution of
equipment and its tendency to be more reliable, the proportion of accidental breakdowns will
be better controlled. Preventive maintenance will decrease in quantity in a systematic way but
will improve qualitatively through condition-based maintenance. Preventive maintenance,
which used to be experimental and subjective, is now tending to become more scientific.

16
Chapter 2 Maintenance Methods and Techniques

2.3 MAINTENANCE OPERATIONS

2.3.1 OPERATIONS DE MAINTENANCE CORRECTIVE

These transactions can be classified into three groups of actions.
- The first group concerns the location of the failure; It includes testing, detection,
screening, and diagnosis.
- The second group concerns reclamation operations; It includes troubleshooting,
repairing, and modifying either hardware or software.
- The third group is sustainability; It includes the following operations: renovation,
reconstruction and modernization.

2.3.1.1 FAULT LOCALIZATION

It is the action that leads to the search for precisely the element(s) through which the failure
manifests itself.

▪ The test: this is an operation that makes it possible to compare the responses of a system
to an appropriate and defined solicitation, with those of a reference system, or with a
significant physical phenomenon of a correct rate.

▪ Detection: This is the action of detecting, through increased monitoring, continuous or

not, the appearance of a failure or the existence of a faulty element.

▪ Screening: this is an action that aims to discover failures from their onset through a
systematic examination of equipment learning in working order.

▪ Diagnosis: This is the identification of the probable cause of the failure(s) using logical
reasoning based on a set of information from an inspection, control or test. The diagnosis
makes it possible to confirm, complete or modify the hypotheses made about the origin
and cause of the failures and to specify the necessary corrective maintenance operations.

2.3.1.2 REFURBISHMENT
Restoring service can be done in any of the following ways.
❑ TROUBLESHOOTING
a) Definition
It is an action on a broken property, with a view to restoring it to working order; In view
of the objective, a troubleshooting action can be accommodated with provisional results and
conditions of implementation outside the rules of procedure, cost and quality, and in this case
will be followed by repair.
b) Conditions of application
Troubleshooting, a corrective maintenance operation, does not have any particular
application conditions. Knowledge of the behaviour of the equipment and the modes of
degradation is not essential, even if this knowledge often saves time. Often, the repair
interventions are of short duration but can be numerous.

17
Chapter 2 Maintenance Methods and Techniques

As a result, maintenance departments, anxious to reduce their expenses, try to organize

troubleshooting actions. Moreover, some maintenance indicators, to measure its effectiveness,
take into account the problem of troubleshooting.
c) Use cases
Thus, troubleshooting can be applied, for example, on equipment operating continuously
whose production requirements prohibit any visit or intervention during shutdown.
❑ THE REPAIR
a) Definition
It is a definitive and limited corrective maintenance intervention after failure.
b) Conditions of application
The application of the repair, corrective maintenance operation, can be decided, either
immediately following an incident, or a failure, or after troubleshooting, or after a conditional
or systematic preventive maintenance visit.
c) Use Cases
All equipment is affected.
❑ THE AMENDMENT
It is a definitive operation carried out on an asset with a view to improving its functioning,
or changing its use characteristics.

2.3.1.3 SUSTAINABILITY
Durability is the lifespan or potential operating life of an asset for its assigned function
under given conditions of use and maintenance. The maintenance operations that concern the
durability of an asset are as follows.
▪ Renovation: complete inspection of all components, complete dimensional repair or
replacement of deformed parts, verification of characteristics and possibly repair of
defective parts and sub-assemblies, conservation of good parts.
Renovation therefore appears to be one of the possible consequences of a general revision
in the strict sense of its definition.
▪ Reconstruction: restoration to the condition defined by the initial specifications, which
requires the replacement of vital parts with original parts or equivalent new parts. The
reconstruction may be accompanied by modernization or modifications.
In addition to maintenance and durability, changes can be made to production capacity,
efficiency, safety, etc.
▪ Modernization: replacement of equipment, accessories and devices or possibly of
software providing, thanks to technical improvements that do not exist on the original
asset, an improvement in the suitability for use of the asset. This operation can be carried
out in the case of a renovation as well as a reconstruction.
The renovation or reconstruction of a durable asset may give rise, for some of its subsets,
to the practice of a standard exchange.

18
Chapter 2 Maintenance Methods and Techniques

▪ Standard exchange: this is the return of a used part, organ or sub-assembly, and sale to
the same customer of a part, organ or sub-assembly, new or refurbished in accordance
with the manufacturer's specifications, in return for the payment of a balance, the amount
of which is determined according to the cost of repair.
Balance: a sum of money which, in an exchange or partition, compensates for the inequality of
value of the lots or goods exchanged. In order to speed up procedures and reduce costs, the
recovery of the balance can be flat-rated.

2.3.2 PREVENTIVE MAINTENANCE OPERATIONS

These transactions can be classified into four groups of actions.
- The first group is maintenance; It includes the following operations: cleaning,
decontamination and surface retreatment.
- The second group is surveillance; It includes the following operations: inspection,
control and visit.
- The third group concerns revision; It consists of the following operations: partial
revision and general overhaul.
- The fourth group is preservation; It includes the following operations: conservation,
survival and commissioning.

2.3.2.1 THE INTERVIEW

Maintenance includes routine and regular preventive maintenance operations such as

cleaning, decontamination and surface retreatment, whether external or internal. For example,
for exterior cleaning, there are various types of cleaning depending on the structure and
condition of an asset, the products used and the method used (aqueous alkaline solutions,
organic solvents, abrasive blowing, etc.). It should also be noted that surface reprocessing
includes the following lubrication and lubrication operations.

2.3.2.2 MONITORING
The terms defined below are representative of the operations necessary to control the
evolution of the actual condition of the asset, carried out continuously or at predetermined or
non-predetermined intervals, calculated on the basis of time or the number of units of use.
▪ Inspection: this is a surveillance activity carried out within the framework of a defined
mission. It is not necessarily limited to comparison with pre-established data. This activity
can be carried out in particular by means of rounds.
▪ Control: This is a verification of compliance with pre-established data, followed by a
judgment. The control can:
- include an information activity,
- include a decision: acceptance, rejection, adjournment,
- lead to corrective actions.
▪ The visit: this is an operation consisting of a detailed and predetermined examination of
all (general visit) or part (limited visit) of the different elements of the property and may
involve maintenance operations of the 1st level.

19
Chapter 2 Maintenance Methods and Techniques

2.3.2.3 THE REVISION

It is the set of examinations, controls and interventions carried out in order to insure the
property against any major or critical failure for a given time or for a given number of units of
use. It is customary to distinguish between partial and general revisions according to the scope
of this operation. In both cases, this operation involves the removal of different sub-assemblies.
Thus, the term "revision" should in no way be confused with the terms "visits", "controls",
"inspections", etc. The two defined types of operation (partial or general overhaul) fall under
the 4th level of maintenance (see paragraph 2.6).

2.3.2.4 PRESERVATION

It includes the following operations.

▪ Conservation: this is the set of operations that must be carried out to ensure the integrity
of the property during periods of non-use.

▪ Survival: this is the set of operations that must be carried out to ensure the integrity of the
property during periods of environmental aggression at a level higher than that defined by
the reference use.

▪ Commissioning: this is the set of necessary operations, after the installation of the asset
upon its acceptance, including the verification of compliance with contractual performance.

2.4 RELATED MAINTENANCE ACTIVITIES

These activities complement the maintenance actions mentioned above and contribute to a
significant part in the optimization of operating costs.

2.4.1 NEW WORKS

The addition of responsibility for new works to the maintenance function is widespread,
especially in medium-sized companies. It is based on the premise that, when making any
additional investment in replacement or expansion, it makes sense to consult with maintenance
specialists who are familiar with the existing equipment and will be responsible for keeping the
new equipment in working order. From there, the decision is often made to entrust them with
all the responsibilities of setting up the new facilities. A service called "maintenance-new
works" was then created. The scope of responsibilities for new construction varies greatly from
one company to another.

This can be the construction of a dock or a building, the installation of a machine purchased
externally (connection to the energy source, etc.), or even the complete realization of the
machine itself. In some cases, the "new works" will have recourse to the manufacture of the
company that will carry out the orders placed by them. It should be noted that even if the
maintenance function is not joined by the "new works" function, the department will take care
of brief installations such as modifications (refurbishment of an office, etc.).

20
Chapter 2 Maintenance Methods and Techniques

2.4.2 SECURITY
Safety is the set of methods that have as their objective, if not to eliminate, at least to
minimize the consequences of failures or incidents to which a device or installation may be
subject, consequences that have a destructive effect on personnel, equipment or the environment
of both. Bearing in mind that a mechanical incident or a breakdown can cause an accident,
knowing also that maintenance must maintain protective equipment in good condition or even
that certain maintenance operations are themselves dangerous, it appears that the relationship
between maintenance and safety is particularly close. For all these reasons, as well as for his
knowledge of the equipment, the maintenance manager will have to participate in the meetings
of the Health and Safety Committee as a member or as a guest, and develop his collaboration
with the safety engineer when the company has one. In a medium-sized company where security
does not have its own department, it is normal to call on the maintenance department for safety-
related interventions. These are of two kinds:
- On the one hand, there are those that can be classified as "official" security. This is the
keeping of records concerning boilers, visits to pressure vessels, inspection of electrical
installations, etc., keeping records of visit reports of the labour inspector, the social security
inspector, etc. ;
- on the other hand, those which, while inspired by the former, apply in a specific context.

2.5 OTHER FORMS AND METHODS OF MAINTENANCE

2.5.1 LA MAINTENANCE D'AMELIORATION

The improvement of capital goods, which consists of carrying out modifications, changes
and transformations on a piece of equipment, corresponds to the maintenance of improvements.
a) Conditions of application
Much remains to be done in this area. It's a mindset that requires a creative attitude. This
creativity commands criticism. However, for any improvement maintenance, a serious
economic study is required to ensure the profitability of the project. The improvements to be
made may be aimed at increasing the production performance of the equipment; increasing
reliability, i.e. reducing the frequency of interventions; improving maintainability (improving
the accessibility of subsystems and elements at high risk of failure); the standardization of
certain elements to have a more consistent policy and improve maintenance actions, increasing
the safety of personnel.
b) Use Cases
All equipment is concerned as long as the profitability is verified. However, there is a small
restriction for equipment to be renewed whose condition is close to being reformed, due to
widespread wear and tear or technical obsolescence.
c) Conclusion
Even if these activities are outside the direct scope of maintenance, they fit well into the
field of competence of maintenance professionals. In times of economic crisis, some
manufacturers may be cautious about investments and find opportunities for improvement
through these forms of maintenance.

21
Chapter 2 Maintenance Methods and Techniques

2.5.2 LA TOTAL PRODUCTIVE MAINTENANCE (T.P.M.)

The TPM concept dates back to 1971 and is Japanese. S. Nakajima of the Japanese Institute
of Industrial Maintenance is promoting TPM. But the origins of TPM come from the United
States, where productive maintenance dates back to 1954. It was in 1958 that John Smith came
to Japan to teach PM (productive maintenance). The TPM is therefore a Japanese adaptation of
the American MP. The addition of the word total has three major meanings: TPM is a global
and transversal system, it concerns all hierarchical levels, from managers to operators and
includes self-maintenance, i.e. the participation of operators in certain maintenance tasks.
Nakajima defines TPM in five points:
- TPM aims to achieve maximum equipment efficiency;
- TPM is a global system of productive maintenance, for the total life of the equipment;
- TPM involves the participation of all divisions, including engineering, operations and
maintenance;
- TPM involves the participation of all levels of the hierarchy;
- TPM uses circle activities as a motivational tool.
TPM therefore implies a decompartmentalization of these services by involving
production staff in maintenance tasks. It aims to achieve zero breakdowns by following these
steps:
- Operators are responsible for 1st level maintenance tasks (cleaning, lubrication, external
examination, etc.). They are responsible for their machine;
- The maintenance department acts as a specialist for more complex tasks;
- TPM involves small analogue groups in quality circles with the aim of improving
maintenance for the benefit of the company.
The objectives of TPM are:
- Reduced equipment set-up time.
- Increased availability and overall equipment effectiveness (TSR).
- Increased equipment lifespan.
- User participation in maintenance supported by maintenance specialists.
- Practice of systematic and condition-based preventive maintenance.
- Better maintainability of equipment (considered at the design stage, diagnostic
assistance, expert systems).

2.5.3 RELIABILITY-BASED MAINTENANCE (MBF)

2.5.3.1 History of the MBF
The origins of MBF come from RCM (reliability centered maintenance) which was
introduced in aeronautics around I960 in the United States to determine maintenance programs.
The publication of the MSG (maintenance streering group) document laid the groundwork for
the method of developing a maintenance program that is both admissible

22
Chapter 2 Maintenance Methods and Techniques

for aircraft manufacturers, for civil aviation authorities and for airlines. It should be noted that
the airworthiness certification of commercial aircraft is conditional on the implementation of
MSG maintenance (MSG 3 program for the Airbus A320 and the Boeing 757 and 767). The
evolution of successive versions of MSGs has reflected the regression of planned maintenance,
the development of conditional actions, and then economic optimization in compliance with the
priority objective of safety. It was in 1984 that the RCM maintenance method was transposed
to American nuclear power, then imported by EDF to French nuclear power under the name of
"OMF project", optimization of maintenance through reliability.
The OMF can be defined as a maintenance policy whose purpose is "to define a preventive
maintenance program in order to contribute to maintaining or even improving the reliability of
system functions that are important for the safety and availability of nuclear units". In 1991,
EDF took the decision to generalise the application of the OMF to all 900 MW units, then to
1,300 MW from 1995. The objectives of the OMF are to:
:
- maintaining or even improving nuclear safety;
- cost control and economic optimization of maintenance, following the principle of
"exerting effort in the right place";
- the implementation of a structured and rational method, by analysis of each functional
failure mode;
- the use of feedback to readjust maintenance programs and their relevance.
More pragmatic than TPM, the MBF approach is based on the technical analysis of the
equipment, and therefore on a strong involvement of maintenance technicians and sector
management, the result being close to that obtained by the TPM approach: a redistribution of
responsibilities in a new organization.

2.5.3.2 Definitions, objectives and means of MBF

The objective of the MBF is to offer companies a structured method to establish a selective
maintenance plan based on the criticality of the equipment, then its identified failures. This is
based on a participatory approach.
▪ MBF Definitions
A few definitions of MBF, taken from recent literature, will give a general idea of the
method.
- RCM is a global maintenance strategy for a technological system using a structured
analysis method to ensure the inherent reliability of that system.
- MBF is a method for establishing a preventive maintenance program to gradually improve
the level of availability of critical equipment.
- MBF is a method based essentially on the precise knowledge of the functional and
dysfunctional behavior of systems
▪ Objectives of the MBF
The main objective is clear: to improve the availability of equipment selected as critical in
terms of its influence on safety, quality and its impact on flows

23
Chapter 2 Maintenance Methods and Techniques

production. Improving availability involves reducing technical failures by implementing a

preventive plan that goes to the essentials, but also reducing production loss times by
redistributing tasks between production and maintenance. Other objectives are sought:
- cost control by optimising the preventive maintenance plan, by focusing the prevention
effort "in the right place at the right time", i.e. by eliminating unproductive preventive
tasks;
- the implementation of a structured approach, through systematic analysis of each failure
mode, which makes it possible to justify the decisions taken;
- the implementation of a participatory approach at the level of MBF working groups or at
the level of tasks divided between production and maintenance;
- the speed of results associated with a low disruption of the organization in place, as
opposed to TPM which is a global management approach with long-term objectives.
▪ Means needed to implement the MBF
The method is based on a FMEA-type approach and criticality matrices to prioritize
equipment and then the causes of failures. The subsequent use of a decision tree can be used to
determine the actions to be taken as part of a preventive maintenance plan.

2.6 MAINTENANCE LEVELS

Depending on the maintenance policy and the human and technical potential of the
company, maintenance operations are broken down into five levels of intervention, from simple
adjustment (1st level) to heavy maintenance operation entrusted to a central workshop or an
external unit (5th level). These levels are given as an indication and their use is conceivable
only between parties who have agreed on their precise definition according to the type of asset
to be maintained (see Table 1.1).

However, it is important to note that the current trend is to reduce to only three levels in a
TPM logic. Good to know:
- I = 1 + 2: this is the front-line maintenance gradually transferred to the production
operators, assisted if necessary by the maintenance technicians.
- II = 3 + 4: the preferred field of action for multi-skilled teams of maintenance technicians.
Diagnostics, technically advanced interventions, implementation of improvements, etc.
- III = 5: specialized work often subcontracted so that maintenance can refocus its resources
on its know-how, i.e. level II.

24
Chapter 2 Maintenance Methods and Techniques

Table 1.1: The five levels of maintenance.

Level Responding staff Nature of the intervention Required resources Interventions and operations

1 The operator of the property Simple adjustments, usually Without tools or light tools and - Engine oil level;
on site. provided by the manufacturer, by with the help of operating and - Water level;
means of components accessible operating instructions. The - Clogging indicator;
without any dismantling or stock of consumable parts - Fuel reserve level;
opening of the equipment, or required in this case is very - Oil reserve level;
exchange of consumable elements low. - Engine speed;
in complete safety such as lights - Cooling water temperature;
or certain fuses, etc. - Exhaust temperature;
- Testing of LEDs and indicators;
- Exhaust system bleeding;
- Cleaning filters;
- Visual inspection of the condition of the
organs;
- Hearing control of walking noises.
2 A medium-skilled licensed* Troubleshooting by standard Standard or special tooling, - Replacement of diesel filters;
technician or a skilled exchange of the components spare parts located in the - Replacement of engine oil filters;
maintenance worker (tow provided for this purpose, or immediate vicinity are of the - Replacement of air filters;
truck) on site. The latter minor preventive maintenance consumable type; filters, seals, - Sampling of oil for analysis;
follows the maintenance operations, e.g. lubrication or oil, coolant. Following - Engine oil change;
instructions that define the proper functioning. maintenance instructions. - Coolant analysis;
tasks, the manner and the - Control of the points indicated for the
special tools. 1st level;
- Lubrication of all points according to
periodicity;
- Battery check.
3 A specialized technician or a Identification and diagnosis of Tooling plus measuring and - Adjustment of valve clearances;
specialized maintenance faults, repair by replacement of adjusting or calibration - Injector settings;
worker on site or in the components or functional elements, apparatus specified in the - Engine safety check;
maintenance shop, with the minor mechanical repairs, and all maintenance instructions, and - Control and adjustment of
help of maintenance common operations of possibly benches electrical protections;
instructions and tools preventive maintenance such as testing and control of equipment - Chiller control;
Specific. and using - Starter Motor Control;

25
Chapter 2 Maintenance Methods and Techniques

General adjustment or all the documentation necessary - Replacement of an injector;

realignment of measuring for the maintenance of the - Power regulation control and
devices. property, as well as the parts adjustment;
supplied by the store. - Pump inspection and overhaul;
- Turbocharger control;
- Replacement of a heating resistor;
- Electrical insulation control;
- Replacement of probes and sensors;
- Replacement of a control coil,
replacement of a circuit
breaker.

4 Technicians with highly All major preventive or corrective Complete general tools and - Cylinder removal (overhaul, rectification);
specialized technical maintenance work with the specific tools (mechanical, - Revision of the cylinder capacity;
support, or a team with exception of reconstruction and wiring and cleaning means). - Engine/alternator alignment
highly specialized technical renovation. This level also includes Possibly, the necessary check;
support, in specialized the adjustment of measuring measurement benches and - Changing the poles of a High Voltage
workshops (grinding, devices used for maintenance and, working standards, with the help circuit breaker.
remanufacturing). possibly, the verification of of all general or specific
working standards by specialized documentation.
bodies. The more
Revision operations.

5 A complete team that can be Renovation, reconstruction or Means close to those of These are major operations to renovate or
used in a specialist major repairs entrusted to manufacture defined by the rebuild equipment.
workshop or by the a specialized workshop or an manufacturer.
manufacturer himself. outdoor maintenance unit

*: A technician is qualified when he has received training allowing him to work safely on a machine presenting certain potential risks, and with knowledge of the
facts.

26
Chapter 2 Maintenance Methods and Techniques

2.7 TECHNICAL ORGANIZATION OF MAINTENANCE WORK

3.7.1 ORGANIZATION OF A CORRECTIVE MAINTENANCE ACTION

In industrial processes, whether the operation is discontinuous or continuous for the

maintenance or refurbishment of the production tool, we will seek to improve the quality of the
intervention, which must result in a better quality of the product manufactured or the service
rendered, and to reduce the "downtime" through an appropriate organization and the
implementation of appropriate means.

2.7.1.1 Organizing a troubleshooting service

The organization is carried out on 3 levels in order to reduce the immobilization of equipment:
- before the breakdown,
- when the fault is triggered,
- after the breakdown.

a) Organization before the outage

We must be able to gather all the necessary resources for rapid intervention.
Knowing the organization and structure of the service, we can quickly recover:

▪ Documentation: i.e. technical and historical files; troubleshooting flowchart; diagnostic

table; information collected from the user.

▪ Emergency equipment: equipment for compliance with safety regulations, control

equipment, measuring equipment, diagnostic equipment, etc.

b) Organization at the time of the onset of the outage

At this level, we have identified 3 important phases.

Phase 1: Call Recording

It can come from an alarm, a phone call, a telex, an oral or written communication (request
for maintenance work).

2nd phase: analysis of the work

▪ As a first step, the instructions must be applied or have applied for immediate
intervention. They can be related to safety, production stoppages, and prior cleaning of
the surroundings.

▪ It is then necessary to organize the workstation, gather the material resources, note any
anomalies that may arise and see the best way to remedy them.

Phase 3: Discussion at the level of analysis

We think that at this stage we must ask ourselves the questions of the interrogative method:
"What? Who? When? Where? How and how much? so as not to make an intervention

27
Chapter 2 Maintenance Methods and Techniques

and choose between troubleshooting (temporary intervention) and repair (permanent intervention).

c) Organization after the outage

After the troubleshooting intervention, the technician has several tasks to perform:
- report on the intervention,
- Possibly trigger a return to service of the equipment for the user personnel,
- update the stock of spare parts,
- Leverage the results of troubleshooting.

2.7.1.2 Organization of an intervention for the repair

As for troubleshooting, the organization is carried out on 3 levels:
- before the procedure,
- at the initiation of the intervention,
- after the procedure.

a) Organization before the intervention

This applies to all activity related to the preparation of the repair.

b) Organization at the time of the initiation of the intervention

Unlike troubleshooting, whenever possible, repair is done in the central workshop rather
than on site. As a result, the work is carried out in better conditions. A methodical repair
necessarily involves the following steps: diagnosing the causes of failure; assess the equipment;
decide whether the intervention should be carried out on site or in the maintenance workshop;
prepare the workstation; follow safety instructions; Gather material and human resources.

c) Post-Procedure Organization

We have the same steps as for troubleshooting, i.e.: reporting of the intervention, handing
over the equipment, updating the stock, correcting the preparation and exploiting the results.

2.7.2 ORGANIZATION OF A PREVENTIVE MAINTENANCE ACTION

2.7.2.1 Organization for systematic preventive maintenance

These operations are perfectly stabilized over time, allowing for a rational organization.
However, they must be used wisely, as the "cost" criterion is a determining factor in the choice
of this method. As interventions are carried out on the basis of a pre-established schedule, the
implementation of personnel and equipment, safety procedures, intervention procedures
(chronology of operations, adjustments) is carried out with a minimum of hazards. The types
of work included in this maintenance allow for rigorous, precise and consistent preparation.
The repetitiveness of these tasks makes it easy to make the method aspect profitable. The
intervention report is very

28
Chapter 2 Maintenance Methods and Techniques

This is particularly important for surveillance operations (inspection and visits) and will allow
for subsequent operation.

2.7.2.2 Organization for Condition-Based Preventive Maintenance

Once the choice of equipment where this method will be applied (strategic material of a
production process), we can highlight the different stages of the monitoring of the equipment
in operation. This method of maintenance involves the implementation of control techniques
during operation. In this respect, two fundamental questions arise:
- What technique(s) were used?
- What implementation modalities should be adopted?

a- Among the in-service control techniques we have: lubricating oil analysis, vibration
analysis, performance evaluation and monitoring, thermography, etc. Vibration technology
is the one that will provide the greatest amount of information, especially in the field of
rotating machines.

b- Implementation modalities for a vibration analysis

1. Be aware of the main causes of vibrations, e.g. imbalances, misalignments, insufficient
lubrication and/or poorly adapted characteristics, ground fixing defects, disturbances due to
fluid circulation, resonance phenomena, improper grounding of rotors and stators for
engines, etc.
2. Identify the most likely cause(s).
3. Get an idea of the nature of vibrations. Knowing that a vibration corresponds to an oscillatory
movement, this movement can be periodic, random, or transient.
4. Choose the most suitable factor to interpret the vibrations. There are three parameters that
can describe a vibration:
- displacement, which is the distance the measurement point travels from its neutral
position. It is proportional to the stress in the material and is measured in millimeters
(mm);
- the speed, which is the speed at which the measuring point moves. It is measured in
millimeters per second (mm/s);
- acceleration, which is the variation in speed over time. It is proportional to the force
applied to the object, and is measured in meters per second squared (m/s 2).
The values of these three parameters are related to each other by a function of frequency f
and time, which makes it possible, by detecting acceleration, to be able to convert this signal
into velocity terms with the help of electronic integrators.
Displacement measurements are carried out for the control of low-frequency vibration
phenomena. Acceleration measurements are used for high-frequency vibration denominations.
However, vibration speed is often considered to be the best parameter that can be used over a
wide frequency range.
5. Choose the accelerometer knowing that the ideal accelerometer should have a very high
sensitivity, a wide frequency range, a very low weight.
Since these conditions are incompatible, an ideal compromise must be found. Some
accelerometers have been designed to withstand extreme environmental conditions.

29
Chapter 2 Maintenance Methods and Techniques

6. Select the location of the accelerometer based on predetermined criteria and indications
from the manufacturer of the vibration control equipment.
7. Define the precautions to be taken when mounting the accelerometer.
8. Choose the most appropriate measure for the case.
There are two ways to make vibration signals usable:
- measurement of the overall vibration level using a simple vibration meter;
- Frequency analysis, which consists of dividing the vibration signal into frequency bands
in each of which the level is measured.
Measuring the level gives an indication of the severity of the vibrations, but when you want
to know the causes of excessive vibration, the possibility of measuring the frequency is of great
help.
Trendline measurements and graphs are recorded:
- on microfilm, or
- or on a computer with output to a printer.
9. Analyze the spectrum.
The most powerful analysis technique is frequency spectral analysis:
- This is because minor variations in certain spectral components will not necessarily affect
the overall vibrational level, but will be detectable in the frequency spectrum, and will
often indicate the onset of a failure
- for an increase in the overall vibrational level indicates that something has changed, but
gives no indication as to the source of the change, whereas this is often indicated by the
frequency with which the change has occurred.
10. Detect future failure.
One approach to the problem of detecting a fault under operating conditions is the
comparison of vibration levels with standard criteria.
11. Diagnose the causes of failure.
The frequency at which a variation in the spectrum occurs provides fundamental information
about the probable source, which is often related, for example, to one of the rotational speeds.
c- Hardware: The devices can be permanently installed or used manually as a mobile sensor.
The rational use of shock wave measurement offers the following advantages: it ensures
objective monitoring of the condition of the bearings, it eliminates the risk of an unexpected
production stoppage, it allows the planning of the corrective maintenance work to be carried
out and provides the means to use each bearing to its maximum potential.

2.8 EXPERT SYSTEMS

An expert system highlights the knowledge and know-how of "technical experts" in a
specific field, so it follows the same intellectual approach as these so-called experts.
"experts".

30
Chapter 2 Maintenance Methods and Techniques

The expert systems used in corrective maintenance make it possible to:

- deal with the various aspects of corrective maintenance for a given family of equipment,
- guide the practitioner step by step along a low-cost path through a judicious integration of
the corresponding know-how and observed facts,
- to easily take into account the adaptations that are necessary,
- to possibly take over and strengthen the "troubleshooting organizational chart" which can
be enhanced by making it more accessible.
If the expert system gathers knowledge and is programmed to use it in a way analogous to
that of specialists, this is not without difficulty. Human-machine dialogue is currently the main
obstacle to the use of expert systems as well as limitations due to the use of systems not
originally designed for microcomputers.
Expert systems can help manufacturers solve problems that require specialists. They do not
replace them entirely, they duplicate their knowledge and thus allow the skills and know-how
of the so-called "experts" to benefit from a greater number. Thus, these systems must contain
all the knowledge of the field and be able to have a method of resolution analogous to human
reasoning.
To improve maintainability, it is necessary to facilitate fault diagnosis and reduce
downtime. With this in mind, the expert system is a valuable helper.
The expert system offers the advantage of relying on the methods of human reasoning and
of being able to enrich itself according to the users' own experience. They must be able to:
- troubleshoot problems (find the cause of the failure);
- explain the results;
- learn from experience;
- restructure their knowledge;
- breaking a rule;
- judge the relevance of a piece of data;
- to judge his competence to solve a problem.

31
Chapter 10 Fault trees

32
Chapter 3 Organization of maintenance

3. MAINTENANCE ORGANIZATION

3.1 INTRODUCTION
Everyone involved must work together to establish an efficient maintenance department.
Every member of the company needs to be receptive to this idea. It is the responsibility of
management to disseminate the necessary guidance and fully support the maintainer. The
efficiency of the system depends on a good combined action of the main departments involved
in it, including: engineering (study, research and development), production, accounting,
warehouse, procurement and personnel. With each of these departments having their own point
of view, management can act as an arbiter and add details to the plan that will lead to the best
results. The flexibility of the service requires that the following aspects be clearly defined and
fully understood:
▪ the position of maintenance in the company,
▪ the internal organisation of the department,
▪ the duties and responsibilities of executives.
The implementation of these definitions will serve as a basis for smooth and effective
collaboration between departments. Obviously, the greater the company, the greater the
company, the greater the importance of defining duties, limits of authority, and responsibilities.
Friction and misunderstandings can only be avoided by the establishment of a satisfactory
structure through the combined efforts of those involved.

3.2 PLACE OF MAINTENANCE IN THE STRUCTURE OF THE COMPANY

The position of maintenance in the overall structure of the company has a significant
influence on the effectiveness of this function. Depending on its position in the overall structure,
maintenance may obtain better cooperation from other functions, better technical assistance or
more interest from management.
The place of maintenance in the general structure of the company (or in the company's
organizational chart), as well as its internal organization, depends mainly on the following
parameters:
▪ the size of the company;
▪ the nature of its activity;
▪ the technology and complexity of the equipment, facilities and materials operated;
▪ the quality and technology of the product manufactured or service rendered.
▪ the policy chosen.
However, in order for equipment to function in full performance, it is necessary to develop
maintenance and give it the scope it deserves. Maintenance must be independent of production,
to avoid the traditional conflicts between these two structures. It has to own and manage its own
budget because, because of its size, it represents very heavy expenses that must be known and
clearly separated from overheads. However, this function must be cost-effective to justify its
raison d'être. In addition to this, it is

32
Chapter 3 Organization of maintenance

It is necessary and imperative to know the actual costs of maintenance by material entity or
service provided in order to be able to act either on budgetary or technological factors in order
to optimize the maintenance efficiency index. The ratios that we will develop later make it
possible to measure its effectiveness. Maintenance must be of high quality. Quality maintenance
requires good management, but also a different approach and recognized skills. This new
approach requires a change of mentality, the good troubleshooter of yesterday must give way
to a confirmed multi-skilled technician whose concern will not only be the immediate but will
deal with problems upstream (why this incident? etc.) and define the policy to be pursued
downstream.
The guiding principles for the organization of the maintenance function are as follows:
a) All activities concerning the installation and maintenance of the machines are placed
under a single authority. This must be the case even in small companies where
maintenance will be carried out either by the manager himself.
b) The primary person responsible for maintenance will report to as high an authority as
possible, preferably the plant manager. It is he who will arbitrate the permanent conflict
of interests that exists between production and maintenance.
c) An organizational chart is useful for establishing the position of maintenance and other
functions. In some cases, some people try to dominate or block relationships. A flowchart
will help solve this problem.
d) An organizational chart should not be considered sacred, as it only presents the official
aspect of the system. Unofficially, relationships will depend on personalities. Discussions
leading to the adoption of an organizational chart are always useful. Above all, it is
important that the final organizational chart is approved by the management that will
support its implementation.
e) Maintenance should not be the responsibility of production. It is a primary function that
cannot be managed as a part-time activity by the production manager. If certain
departments require full-time troubleshooters, these staff can be allocated to them and still
be responsible for maintenance. This is an aspect of decentralization.
f) There is no one-size-fits-all organizational chart that can be adapted to all situations.
Every company has particular and sometimes changing traits. Figure 2.1 assumes that
there are eight basic functions in the enterprise that are subordinate to management. Uses
vary widely, and some functions may not be identified separately in small firms, but
Figure 3.1 can be used as a useful reference organizational chart.
Nowadays, any maintenance intervention, like any manufacturing process, needs to be
thought out before being carried out, for this the maintenance department must imperatively
request an organization of the means to be implemented for the success of its tasks in order to
harmoniously practice the different types of maintenance. There are two trends in the
positioning of maintenance in the company:
▪ Centralization where all maintenance is carried out by one department.
▪ Decentralization, where the entire maintenance department is stripped of certain
responsibilities; It is usually the manufacturing maintenance that comes under the control
of the production and manufacturing departments. The central maintenance department
may, at the request of the above services, lend them its workshop and/or personnel for the
performance of certain works.

33
Chapter 3 Organization of maintenance

Directorate-
General
(management)

Accounting Quality Control Technical Direction Commercial

Personnel Maintenance Finances Security & Social

(administrative function)

Mechanics; -Electric; -Buildings

Spare parts warehouses
Equipment; -Outsourcing; -Etc.

Fig. 3.1. Position of maintenance in the company's organizational chart.

Each case has distinct advantages and disadvantages. The final disposition depends on the
benefits that will be derived from it when all factors are taken into account (see Table 3.1). For
some factors, this may not be possible, even though we are aware of their importance.

Table 3.1. Pros and cons of centralization and decentralization.

Organisation Benefits Disadvantages

▪ Ease of planning.
▪ Ease of monitoring. ▪ Longer travel distance.

Centralized ▪ Well equipped shops. ▪ No specialization possible.

▪ Effective control of the
workforce.
▪ Fast service. ▪ Duplicating tools.
▪ Expertise. ▪ Dual authority.
▪ Constant attention to ▪ Poor reports.
Decentralised
installation. ▪ Poor use of skills.
▪ Less paperwork. ▪ Enforcement of multiple
▪ Identify the actual maintenance potentially conflicting
costs per workstation. maintenance policies.

34
Chapter 3 Organization of maintenance

The purpose of decentralization is to better understand the actual maintenance costs per
workstation. Its disadvantage is that it leads to the application of several potentially
contradictory maintenance policies. In both cases, the maintenance department will report
hierarchically to the company's management or to a technical department. In some cases, some
or all of the maintenance operations are subcontracted to a maintenance company or a
specialized workshop.
Decentralization is particularly interesting when you need both fast service and specialized
knowledge. Immediate service is essential when it comes to expensive hardware or machine
time. The situation should be considered when convenience stores are constantly located away
from the central store and are needed in other locations. An analysis of the calls will indicate
whether decentralization would be worthwhile. In all cases, the decision should be based on an
objective assessment of the facts known, such as the specific requirements of some of them, the
time required to travel to the site, and the frequency of calls.

3.3 INTERNAL ORGANIZATION OF MAINTENANCE

The internal organization of the maintenance department also has an effect on its operation.
If it is divided into small groups, each of which is responsible to a different department, it will
be practically useless to the company. This is the case when various production departments
have their own maintenance staff responsible for a local manager. It is also possible that the
equipment is ordered by the engineering department and the installation is carried out by
external subcontractors, bypassing the entire maintenance department. Such cases still exist,
but are becoming rarer. There was a time when maintenance was classically divided into trades.
In small businesses, even today, all troubleshooting trades are under the authority of a
single foreman. It is sometimes suggested that grouping should be done either by domains, by
trades, or by a combination of both. Yet, with the current growth in the size of factories, and
consequently the introduction of many complications, the department can be properly divided
into more specialized groups. To get the best organization of the team, maintenance functions
can be classified as follows:
a) specialties, including mechanical, electrical, building, instrumentation, etc.,
b) types of service, including lubrication, inspection, repair, overhaul, etc.,
c) Domains or groups of equipment
d) the schedule of services, including emergency repairs, regular service, etc.
The organizational structure will represent a mixture of these functions in any factory, so
that it is rarely possible to prescribe particular solutions. The examples in the following figures
(Figures 3.2, 3.3 and 3.4) illustrate the most common cases. Specialized teams must be set up
in the appropriate setting. The repair of equipment, safety and control devices requires special
solutions that depend on the amount of work involved.

35
Chapter 3 Organization of maintenance

Total maintenance staff: 8 to 25

RESPONSIBLE

Electricians
Team of Carpenters
mechanics
Repairs Maintenanc
e

Repairs & Routine Repairs & Routine

Installations Services Installations

Fig. 3.2. Organization of the maintenance team in a small company.

Total maintenance staff: 20 to 50

MAINTENANCE MANAGER

Stores Planning & Scheduling

Installations Routine Repair Missions fixes

& Services teams
Overhauls Boilers,
Lubrication, Emergencies & Compressors,
Planned inspections, Other Tool Magazines
Revisions adjustments
and

Buildings Mechanics Electricians

Fig. 3.3. Organization of the maintenance section in a medium-

sized manufacturing company.

36
Chapter 3 Organization of maintenance

Total maintenance staff: 50 to 200

MAINTENANCE

Mechanical Manager

Employee

Pool central Lubrifications Local Services Inspection

Machin Repairs & Trades and

e Installations Crafts Tea
worksho
p

Electrical Manager

Employee

Convenien Power Inspection Local Service

ce store station
teams

Building Manager

Employee

Constructions Paint Frame

Planning & Spare parts Formation Tool

Scheduling stores magazin
e

Fig. 3.4. Organization of the maintenance department in a large factory.

37
Chapter 3 Organization of maintenance

3.4 RESOURCES IMPLEMENTED

3.4.1 Material resources
It makes no sense to invest in large facilities without thinking about the very few tools and
materials needed to sustain these facilities. The designer is very often a company that does not
operate the facilities it designs. For the material needs necessary for a maintenance service, we
successively retain the following three essential points: the tools, the support equipment and
the spare part.
3.4.1.1 Equipment
For each maintenance trade, choosing the range of tools for its activity is a very simple and
essential task. Two types of tooling are required:
▪ Ordinary consumable tools that will be the subject of an annual consumption budget.
▪ specific and precision tooling; It is usually quite expensive and therefore it is amortized.
3.4.1.2 Equipements supports
They are essential equipment for the maintenance of production facilities, which themselves
require their own management. They are reflected in all the means of support such as workshop
equipment (machines, tools, test bench, measuring instruments, etc.), handling and transport
equipment, machinery, etc.
3.4.1.3 Spare parts
Spare parts management is an inseparable part of the maintenance function. It is, in fact, the
problem of spare parts that causes the greatest concern to managers of industrial plants. The
variety of brands and types of equipment in a single facility as well as the lack of
standardization, compounded by the use of different standards, only swells spare parts
inventories, resulting in the tying up of large amounts of capital. To this must be added the
supply, which generally poses enormous problems, namely:

• The identification and coding of the pieces is made difficult by language problems or
catalogues and plans that leave much to be desired.
• Lack of control in the expression of the needs as well as the recommendations of the
maintenance user services.
• Lengthy procurement and customs clearance procedures lead to very long delays.
Very often it is the mundane parts that cause the shutdown of an installation and the supply
of such parts is hardly of interest to suppliers. If it is possible to order parts, very strict
regulations that have nothing to do with the industrial reality can slow down imports.
Sometimes, many parts arrive at the ports and are stored in poor weather conditions or in
warehouses that themselves are often designed inadequately. The objective to be assigned to
the inventory management function is to:
• Satisfy maintenance needs.
• Manage the function and streamline it.
• Produce as many organs as possible on site.

38
Chapter 3 Organization of maintenance

3.4.2 Management Tools

These are necessary and indispensable means for the management of all actions. These are
the various forms or documents used to manage the various maintenance operations. These
actions concern all maintenance activities, namely: the planning of the work, the preparation of
the work (studies and methods), the scheduling, the execution of the different types of work
(execution) and the exploitation of the statistics and data recorded. Among these documents we
can mention: the preparation sheet, the work request, the work order, the daily schedule, the
weekly calendar, the history sheet, etc. The procedure for the use and exploitation of these
printouts is based on a previously established algorithm. It is important to point out that due to
the current significant technological advance, the acquisition of computer resources and in
particular computerized maintenance management software (CMMS), has become a necessity.
3.4.3 Technical resources
They consist mainly of all the technical documentation of the equipment and installations
containing the various mechanical and electrical drawings, the various instructions, the lists of
spare parts, etc. In addition, these resources also include maintenance ranges, repair ranges and
checklists.
3.4.4 Human resources
In maintenance, the tasks are very precise, hence the need to have a quantifiable workforce
that is of quality because the standards are difficult to determine. To have adequate human
resources, it is sufficient to:
▪ to have a policy of human needs,
▪ determine the structures (organizational chart, hierarchy, notion of specialist),
▪ determine the level of staffing,
▪ provide the necessary training.
Adopting a policy on human needs means first opting for a given maintenance policy and
then setting the conditions of supply that tend to satisfy the needs of personnel. After choosing
the appropriate maintenance methods to control the function, the human need must be
proportional to the volume of work. It should be noted that the nature of the interventions differs
from one specialty to another (arduousness, time, unhealthiness). The notion of versatility in
specialization takes on a new dimension in maintenance. Sometimes it is very difficult to divide
the interface work between two specialties and even to reduce the number of participants, it is
preferable to use versatility. This will also make it possible to make up for idle time since
maintenance work is not homogeneous over time. Sometimes, for example, the trades of
mechanic and electromechanic or electrician and instrumentalist are combined, if not confused.
It can be deduced that the maintenance policy as well as the way it is organized (need for teams,
versatility) will have a direct influence on human needs, which will represent a significant wage
bill.
While taking into account the conditions described above, the maintenance organizational
chart is imperative to apply the scientific organization of work. Thus the notion of responsibility
and hierarchy is drawn. We are going to have mainly implementers and managers or
intervention teams and technical-administrative staff. To simplify, it is sufficient to describe for
each workstation:

39
Chapter 3 Organization of maintenance

▪ the job title itself,

▪ the conditions required to be able to hold this position (diploma, skills, etc.),
▪ hierarchical relationships,
▪ a list of the specific tasks to be performed or to be carried out.
All maintenance structures must be linked, so all functional relationships with each other
and with the other structures of the company should be determined. The basic principle is an
optimal choice, it is enough to carry out a given task either by a small number of staff and have
a relatively long time or increase the number of staff and reduce the time. Regardless of the
required workstations, the choice is very simple to make on the basis of the following
conditions;
▪ the need to restore the equipment to working order,
▪ the cost allocated.
The number of employees depends on a number of factors, such as the work required, the
level of training and professional ability, the number and condition of the facilities, the
motivation of the number of facilities and the quality of the control. No generalizations are
possible. Attempts have often been made to set benchmarks on the basis of averages in various
branches of industry, but comparisons are valid only to a limited extent. One company can be
compared to another under similar conditions, including the type and quality of machinery, the
production workforce, the products, the expected level of quality, etc. Although a number of
in-depth studies have recently taken place, they show that there are large fluctuations within the
same type of industry. This can be attributed to how the maintenance department was created
and accepted. An unusually large or very small workforce may reflect not only the age and
condition of the facilities, but also management's desire for different classifications. It would
be very difficult to relate these variables to staff efficiency or workload. There are, however,
some guideline values for each given type of industry. They determine the percentage of the
maintenance workforce in relation to the total number of employees. Some examples can be
cited as an indication:
▪ Refining & Petroleum: 33,7 %
▪ Chemicals: 12,5 %
▪ Metallurgy: 11,1 %
▪ Rubber: 7,7 %
▪ Textiles : 5,0 %
▪ Electrical equipment: 3,7 %
▪ Mechanical Industry: 3,6 %
▪ Precision Tooling: 2,7 %
Particular attention should be paid to the training to be provided by the supplier. Emphasis
will be placed on training for both operating and maintenance personnel. Maintenance
personnel will receive extensive, hands-on training, preferably on the job. In this regard, the
manufacturer must send training teams during assembly and commissioning tests. Training may
take different forms, from on-the-job training or full-time courses to training at specialized
institutes. Training should not be

40
 Chapter 3 Organization of maintenance

only technical but must also be of an awareness-raising nature. Staff will be motivated to be clean,
orderly, disciplined and concerned about maintaining equipment. To this end, we will seek to
arouse pride and love for the profession.

3.5 RESPONSIBILITIES OF MANAGERS

It is essential to define the responsibilities of managers in order to make their work effective.
The examples in Figures 3.5 and 3.6 describe the work of the foreman and maintainer. These
examples are not exhaustive and can be adapted to any situation. Everything will need to be
reviewed periodically to prevent job descriptions from becoming outdated. Job descriptions like
these allow a person to act confidently within well-defined boundaries. These descriptions
should be properly prepared and care should be taken to ensure that there are no gaps in
procedures or overlaps in tasks between related functions; All of this should also be reviewed
periodically.

1. Position and title: ▪ Maintenance Foreman.

2. Department: ▪ Maintenance section.
3. Responsibility to: ▪ Director or manager responsible for maintenance.
4. Immediate Reports: ▪ Skilled tradespeople and apprentices.
5. Basic Function: ▪ Monitor repair and service teams.

6. Spots: ▪ Attach jobs to trades, track progress, and inspect

finished jobs.
▪ Assist workers and train them in the performance of
their work.
▪ Forecast daily work for all workers and plan for the
future.
▪ Balance teams according to workload
▪ Determine priorities.
▪ Maintain workshops, tools and stores in good condition.
▪ Perform prescribed registration procedures.

7. Responsibilities: ▪ Report on workers' time usage, attendance, and

overtime.
▪ Use tools and materials efficiently.
▪ Ensure safe working conditions.
▪ Execute management instructions and policies.
▪ Follow standard practices and methods.

8. Authority: ▪ Remove necessary materials from stores.

▪ Accept or refuse work.
▪ Provide advice on training and promotion needs.
▪ Handle complaints.
▪ Approve overtime.

Figure 3.5. Description of the Maintenance Foreman's Duties.

41
Chapter 3 Organization of maintenance

When the failure of maintenance operations spreads, it is recommended to give such job
descriptions to other managers in the department. Because some people may take on other
positions or leave the company, job descriptions are extremely useful when newcomers are
hired. It also gives a clear structure for people who are looking for a promotion. The title
coupled with broader responsibilities often serves as a stimulus for ambitious workers. It will
eventually be discovered that the evaluation of work and a sound wage structure have become
necessary. It is therefore wise to anticipate these situations by laying the foundations early on.

1. Position and title: ▪ Executive responsible for maintenance.

2. Department: ▪ Maintenance section.
3. Responsibility to: ▪ Director of Maintenance.
4. Immediate Reports: ▪ Foremen, mechanics, electricians and construction.
5. Fundamental Function: ▪ Maintenance Services Branch.

6. Spots: ▪ Supervise the installation, maintenance and overhaul of

all electrical and mechanical equipment in the shops.
▪ Organize maintenance procedures.
▪ Coordinate the work of his/her section with production.
▪ Use information about the entire facility for the best
benefit of the company.
▪ Report regularly to management.
▪ Assist production in the development of special
tools.
▪ Ensure good discipline in the store.
▪ Supervise foremen and their training.

7. Responsibilities: ▪ Make production equipment available as much as

possible.
▪ Ensure safe working conditions and provide safety
devices.
▪ Ensure correct deliveries of tools and materials.

8. Authority: ▪ Directs the work of subordinates.

▪ Allow repairs and overhauls.
▪ Outsource the work.
▪ Order the necessary spare parts, tools and
materials, in accordance with the allocated budget.
▪ Advise on the replacement of machinery.
▪ Advise on the allocation of the annual budget.
▪ Authorize overtime, training and promotion within its
section.
▪ Advise on the employment of maintenance personnel.

Figure 3.6. Description of the duties of the Maintenance Service Executive.

42
Chapter 4 FMEA

4. FAILURE MODE, EFFECTS AND CRITICALITY

ANALYSES (FMEA)
4.1 GENERAL
Failure Mode and Effects Analysis (FMEA) and Failure Mode Effects and Criticality
Analysis (FMEA) are reliability analysis methods that identify failures that affect the operation
of the system in a given application.
Typically, any failure or failure mode of a component impairs the operation of the system.
The study of the reliability, safety and availability of a system involves two complementary
types of analysis: qualitative analysis and quantitative analysis. Quantitative analysis is used to
calculate or predict the performance indices of the system while it is performing a specific task
or when it needs to operate over a long period of time under particular conditions. Typical
indices characterize reliability, safety, availability, failure rates, mean time to failure (MTTF),
etc.
FMEA starts at the component or sub-assembly level for which basic failure information
(primary failure modes) is available. Based on the basic characteristics of component failures
and the functional structure of the system, FMEA identifies the relationship between component
failures and failures, malfunctions, operational stresses, and degradation of system operation or
integrity. In order to be able to study secondary or higher-level failures of a system or
subsystem, it is sometimes necessary to also examine the chronological sequence of events.
FMEA in the strict sense is limited to a qualitative analysis of equipment failure. It does not
deal with human error or software error, although in fact, in today's systems, these two types of
errors can occur. But taken in a broader sense, it could encompass both of these factors. The
concept of criticality is used to define the severity of the consequences of a failure. There are
several categories or levels of criticality that depend on the hazard and the greater or lesser
inability of the system to function, and sometimes, the probability of failures. It is best to
proceed with the analysis of this probability separately. The study of the criticality and
probability of failure modes is a logical continuation of FMEA. This updated failure mode
criticality analysis is well known as FMEA.

4.2 DEFINITION AND DIFFERENT EVOLUTIONARY FORMS

4.2.1 Definition
FMEA is a qualitative and inductive method (which defines a rule or law based on
experience: inductive reasoning aimed at identifying the risks of potential failures contained in
a preliminary design of a product or system, whatever the technologies, in order to eliminate or
control them (AFNOR X 60-510 standard of December 1986).
4.2.2 History and Evolution
FME(C)A (failure mode effect critically analysis) was developed around 1960 in the
American aviation industry. Originally dedicated to product development, the automotive
industry extended its use to process development and then systems development

43
Chapter 4 FMEA

circa 1980. While its initial purpose was predictive, the tool has been used operationally to
improve existing systems.
FMEAs or FMEAs can be performed, with or without the ability to estimate the criticality
of failure modes. Currently, FMEAs (C) are being implemented:
- regulatory: safety of high-risk industries (nuclear, chemical, aerospace, transport, etc.);
- on a contractual basis: mainly automotive suppliers;
- Voluntarily: building good availability at the outset or improving availability during the
operational phase.
In what follows, we will study the "FMEA - means of production" type analyses, which also
concern maintenance technicians.

4.3 FMEA PREREQUISITES - MEANS OF PRODUCTION

4.3.1 FMEA analyses are carried out in a working group
The principle is to set up a working group comprising:
- the designers who have drawn up the preliminary design of the equipment (operational
part and/or control part) and who master the operating modes;
- user or maintenance technicians in charge of enriching the project with their knowledge
of the field and the pathologies likely to occur.
Remark
When it comes to FMEA - product, the salespeople in charge of selling that product
have their rightful place in the group.
The effectiveness of the FMEA working group, as of any group, depends on the more or
less successful application of group dynamics and meeting conduct, employing for example the
principle: "Freedom of expression of the participants, Equality in proposals and decisions,
Fraternity to succeed together in our project".
4.3.2 FMEA is the result of a functional analysis
The system to be analysed must be fully defined: environment, regulation, functions and
minimum performance requirements. The first two columns of an FMEA sheet show the end
of the functional analysis of the system to be corrected: the association of the components of a
subsystem with their required functions.

4.4 METHODOLOGY FOR CONDUCTING AN FMEA

4.4.1 Choice of the subsystem to be studied and the objectives to be achieved
Initially, it is a question of choosing and delimiting the study to be conducted, according to
the objectives set (to achieve a given availability value, or only to "unlock" the biggest potential
problems) and the time allowed. It should be noted that FMEA lends itself to
Successive "zooms": of all the functions of a mechanical excavator, we can limit ourselves to
the study of hydraulic function losses, then to that of a given subsystem, then to that of a simple
cylinder.

44
Chapter 4 FMEA

4.4.2 Establishment of the Working Group

Its composition will depend on the expertise required according to the technologies present.
It will also be necessary to define the mode of operation of the group, in particular the
frequency, duration of meetings and deadline.
4.4.3 Finalization of the analysis sheet
On a spreadsheet, you need to define the necessary "rows" (components) and "columns"
(FMEA or FMEA) divided into four main families: functional analysis, potential failure
analysis, criticality estimation and measures to be applied. Let's look at a standard example of
a FMEA sheet (Table 1).
Table 4.1. Example of FMEA sheet – means of production

Functional Failure Analysis Criticality Estimation Measure

Analysis ments

Component Funct Failur Loca Syste Occur- Non Criticali Measure

ion e Causes l m Gravity rence - ty s
Name Rep Mode effec Effect dete (index) envisag
t ction ed
1 1 2 3 4 5 6 7 8 9 10 11

4.4.4 Functional Analysis

• Columns 1 and 2
Columns 1 and 2 are derived from the preliminary functional analysis required for the
design of the system. They list the sub-assemblies or components of the system studied, with
their associated functions.
4.4.5 Analysis of potential failures
• Column 3: Failure Modes
It can be deduced from column 2 by identifying the possible deterioration and loss of
function. 33 generic failure modes are proposed in the AFNOR X60-510 standard (see Table
3).
• Column 4: Causes of Failure
It can be deduced from column 3; There can be several causes associated with a failure
mode.
• Columns 5 and 6: Effects of Failure
They can be deduced from column 3, the effects being considered locally at the level of the
subsystem studied (column 5), and globally as possible consequences on the mission of the
system and its security (column 6).

45
Chapter 4 FMEA

4.4.6 Analysis of the criticality of each failure mode

• Columns 7, 8 and 9
- G is the severity index. It is assessed on the basis of the effects (column 6) by an estimated
score of 1 (minor) to 5 (catastrophic). Depending on the system, the "relative" severity can
be estimated on the basis of several criteria: safety of people and property, quality defects,
loss of availability, penalization of production, etc.
- O is the occurrence index. It is assessed from the probabilities of the causes (column 4) by
an estimated score of 1 (unlikely) to 5 (common). It is sometimes possible to match these
indices to numerical values. For example, estimate O based on the failure rate λ expressed
in failure/hour according to Table 2.
- D is the non-detectability index. It is evaluated from the failure mode (column 3) by an
estimated score ranging from 1 (degradation "that prevents") to 4 (sudden failure).

Tableau 4.2. Indices d'occurrence

Failure Rate Value

λ Failed/Hour λ <10-6 10-6
< λ < 10-5 10-5
< λ < 10-4 10-4
< λ < 10-3 > 10-3

Estimated
Occurrence Index 1 2 3 4 5
O
Qualitative Improbable Very rare Quite rare Infrequent Frequent
assessment

4.4.7 Prioritization of issues

• Column 10: Estimation of Ic criticality index
Each identified failure mode will be characterized by its criticality index:
Ic = G x O x D
In our example, Ic will be between 1 x 1 x 1 = 1 and 5 x 5 x 4 = 100. The criticality index
is used to prioritize the corrective actions to be taken.
It is obvious that for failures that appear to be critical (Ic > 75) a review of the design is
necessary. On the other hand, it is possible to overlook certain failures that have been envisaged
but are neither probable nor serious (IC < 20). In between, corrective measures must be
proposed.
4.4.8 Suggestions for improvement
• Column 11: Proposed Actions
It is often broken down into possible headings:
- design changes,
- means of detection or monitoring instructions or periodic inspections,
- replacement, reconfiguration, reversion,
- observations, recommendations.

46
Chapter 4 FMEA

It is up to the working group to make the most of the recommendations from the long and
tedious work, but rich in lessons that is a FMEA - means of production.

4.5 GENERIC FAILURE MODES

The AFNOR X 60510 standard provides a list of 33 failure modes relating to the "control"
parts, as shown in Table 3.

Table 4.3. Generic Failure Modes

1 Structural failure (failure) 19 Doesn't stop

2 Physical blockage or entrapment 20 Won't start

3 Vibrations 21 Doesn't switch

4 Doesn't stay in position 22 Premature operation

5 Won't open 23 Operating on time (delay)

6 Won't close 24 Erroneous Entry (Increase)

7 Failure in open position 25 Erroneous Entry (Decrease)

8 Failure in closed position 26 Erroneous Output (Increase)

9 Domestic futes 27 Erroneous Output (Decrease)

10 External leakage 28 Loss of Input

11 Exceeds the upper limit tolerated 29 Loss of Output

12 Exceeds the lower permissible limit 30 Short circuit (electrical)

13 Undesired (untimely) operation 31 Short-open (electric)

14 Intermittent (discontinuous) operation 32 Leakage (electrical)

15 Irregular operation 33 Other exceptional failure conditions

depending on system characteristics,
16 Misrepresentation operating conditions and operational
constraints
17 Reduced flow

18 Incorrect start-up

Figure 4.1 illustrates the most common generic failure modes in predictive automation
analysis.

47
 Chapter 4 FMEA

Planned operation

Observed operation

Loss of Unintentio Refusal Refusin Degrade

function nal start-up to stop g to start d
function

Figure 4.1. Generic Failure Modes

4.6 OTHER POSSIBLE USES OF FMEA

4.6.1 Detect common causes of failure
When we see a repetitive cause appear in column 4, in front of several components, it is
often clever to deal with it collectively, and not line by line (frequent examples: frost, humidity,
vibrations). In addition, these common causes can render redundancy efforts to make a system
more reliable. It is therefore interesting to identify them early enough to avoid "pseudo-
redundancies".
4.6.2 Dealing with Common Effects with a Fault Tree
When we see a repetitive effect in column 6 when faced with several components, it is
advisable to construct the fault tree relative to this effect. Let's take the example of a lifting
system: if the analyses of the cable, brake, clutch, pulley shaft, etc., show a risk of "falling
load", then we must move on to the shaft of the causes of this failure.
4.6.3 Implement condition-based maintenance
When a criticality index is of the form Ic = G x O x D = 5 x 5 x 1, then we are faced with
a serious and probable, but detectable, failure: so many conditions met to prevent it by condition
monitoring.

48
Chapter 5 Dossiers machines

5. DOSSIERS MACHINES

5.1 BUT DE LA DOCUMENTATION

The maintenance person must have a perfect knowledge of his equipment in nature and
over time. As a result, he is obliged to create a documentary system and/or organize it. This
system must address two concerns:
▪ querying according to the profile of the information sought,
▪ archiving the past.
Particular attention must be paid to the management of technical documentation, because
it is all too often the case that technical documentation that is quite expensive, at the cost of
10% of the investment, is lost or scattered in several places in the company and therefore
inaccessible at the right time.
A document system must contain the following basic documents:
▪ general description manuals to familiarize and identify the material;
▪ operations manuals;
▪ Principles of Operation Manuals;
▪ recommended maintenance manuals;
▪ plans as built or "as built".
In addition, maintenance documents must include, for each type of equipment:
▪ an accurate description of the dismantling and reassembling of the equipment;
▪ the different adjustment procedures;
▪ data and games concerning its restart;
▪ standardized, scaled technical drawings;
▪ the bill of materials of the spare parts constituting the equipment with all the manufacturer's
references as well as the grades of the manufacturing materials and the markings of the
parts on the plans and sketches;
▪ requisitions and instructions for factory and on-site testing of the equipment in question;
▪ All originals must be placed on microfiche.

The primary supplier should be required to have the same internal coding system consistent
with the structure of the plant, whether they are manufacturers, suppliers or their subcontractors.

Any changes made to the facilities, no matter how minor, will be reflected immediately on
the copies of the original documents that allow for the update.

Generally, the acquisition of technical documentation made by means of non-precise

specifications, which do not correspond to a planned system of organization, remains
incomplete and disorderly. As a result, it does not take into account all needs and there will
often be difficulties in finding and exploiting information.

49
Chapter 5 Dossiers machines

5.2 THE TECHNICAL FILE

This file should provide the necessary information for the preparation of interventions. The
information must be carefully sorted and particularly adapted to the needs of technicians and
maintenance workers. Too much information is detrimental to the effectiveness of the case. A
lack of information renders the file unusable.
The technical file is based on the documents provided by the manufacturer. These
documents include the following:
a- The Material Safety Data Sheet specifying:
▪ Builder (name, address).
▪ Type, serial number.
▪ Date of manufacture.
b- Installation instructions including:
▪ Information needed for handling and installation (drawings).
▪ Weight.
▪ Clutter.
▪ Maximum capacities (speed, load, production, etc.). c- The
terms and conditions of purchase, including:
▪ The conditions of reception.
▪ Warranty conditions.
▪ Technical specifications. d-
Plans:
▪ of assemblies, nomenclature.
▪ details.
▪ Drivetrains.
▪ Schematics (electrical, electronic, regulatory, etc.). e-
Leaflets:
▪ lubrication,
▪ adjustment with indications of wear limits,
▪ cleaning,
▪ maintenance,
▪ security,
▪ start-up and shutdown. f- The list of
spare parts specifying:
▪ References.
▪ Quantities.
▪ Specific indications for replacement.

50
 Chapter 5 Dossiers machines

5.3 DOSSIER MACHINE

Technical documentation (plans, manuals, operating and maintenance instructions, etc.),

the basic basis for any maintenance act, both corrective and preventive, is very often lacking.
Otherwise, it is either incomplete or difficult to use. It may be written in a language that is
foreign to the middle, and therefore not chosen and required, or according to a poor translation.
It can also have significant gaps in graphical representations such as exploded views or
perspectives, and especially in standardization or standardization.

A deficiency in technical documentation always has harmful consequences on several

levels. It causes a huge loss of time for fault finding and repairs, jeopardizes the safety of
installations and hinders the supply or manufacture of spare parts.

However, in order to overcome the defects listed and to ensure efficiency in the search and
use of technical documentation in real time, maintenance departments must develop and
maintain machine records.

In addition to the technical file, the machine file includes the history sheet of the equipment
in question. Each file must reflect the real life of the equipment from its birth to its total
obsolescence. This is why it is imperative that a machine folder includes:
▪ The data sheet.
▪ The big picture.
▪ The maintenance sheet.
▪ The lubrication plug.
▪ Leaflets (leaflets distributed for advertising purposes).
▪ Foundations and installation.
▪ Transport and handling instructions.
▪ Assembly instructions.
▪ Operation, start-up or commissioning.
▪ Plans with their nomenclature.
▪ Electrical diagrams with their nomenclature.
▪ Hydraulic diagrams with their nomenclature.
▪ Pneumatic diagrams with their nomenclature.
▪ Diagrams of other fluids with their nomenclature.
▪ The list of recommended spare parts.
▪ Inspection reports and certificates.
▪ The historical file.
▪ Miscellaneous (technical drawings, perspectives, exploded views, disassembly and
reassembly procedures, troubleshooting diagrams, fault tables and probable causes, etc.).

51
Chapter 5 Dossiers machines

5.3.1 DATA SHEET

In order to be able to identify the equipment that we have the task of operating and
maintaining at the lowest possible cost while keeping it reliable and efficient, we must inventory
it in such a way that any crucial information likely to be used should appear on a sheet called a
technical sheet. This is why the technical data sheet for information purposes should provide
information on:
▪ The identity of the equipment by its full designation.
▪ The main features: Type, Model, Serial Number, by an equipment code system.
▪ The date of its manufacture.
▪ The date of its commissioning.
▪ Localization in relation to the installations, the equipment blocks, the machine itself and
the construction drawings. A code can translate its location.
▪ Technical design and operating characteristics.
▪ References in the technical documentation for this equipment.
▪ The manufacturer(s) and supplier(s) by commercial information (addresses, telephones
and faxes or telex).
▪ The number of similar or similar equipment of the same type located on all the
installations to be managed with individual location.
The same data sheet applies to sub-equipment. Depending on the variety of equipment or its
quantities, the most appropriate classification method is chosen.

5.3.2 PLAN AND TECHNICAL DRAWING

A technical drawing of a cross-sectional sub-assembly is used to understand both its

constitution and its mechanism; i.e. its operating principle. This will make it easier to identify
parts subject to wear and tear and more easily define the mode of operation and consequently
its maintenance method (assembly, dismantling, wear parts, intervention deadlines if necessary,
etc.).

We will also be able to know the configuration of each component of the assembly and
define its role in the mechanism so that we can judge the method of its manufacture (geometry,
material, surface finish, adjustment, tolerances, etc.).

5.3.3 SPARE PARTS BILL OF MATERIALS

The listing of spare parts constituting a given piece of equipment will facilitate an essential
task that is also essential if not inseparable from the maintenance function, namely the
recommendation and management of stocks, especially in a non-industrial environment.
Indeed, this listing will contain:
▪ the designations of all components of the equipment piece by piece,
▪ the manufacturer's reference of each part,
▪ the identification of each part on the drawing,
▪ the existing quantity of identical parts on this assembly,
▪ the material or grade of manufacture of each part,

52
Chapter 5 Dossiers machines

▪ the management criteria for the parts to be stored, in particular the average annual
consumption to define the maximum stocks and those for alerts,
▪ the internal codification of each piece, which could well be that of the whole company
and why not even national,
▪ the unit purchase price of each part.

5.3.4 CARE SHEET

To preserve equipment, to produce better, it is necessary to develop a detailed

organizational chart of all the maintenance operations required for each piece of equipment for
a given policy, even if it means modifying it over time according to experience.

This sheet will serve as a guide, an imperative basis for saving in the sense of preserving
equipment. Fundamental maintenance at the first or second level certainly incurs costs, but
avoids the frequency of unforeseen breakdowns and thus results in an increase in reliability,
operation and safety.
The individual maintenance sheet must therefore record:
▪ The inventory of the planned actions and operations to be undertaken for each assembly
(oil change, lubrication, calibration, control, adjustment, repair, change of organ, etc.).
▪ Useful information and specifications (nature, quantities, data, etc.) for each type of
intervention by means of a maintenance code
▪ Possibly the periodicity or schedule between two identical maintenance operations (daily,
weekly, monthly or in number of hours of operation).

5.3.5 EQUIPMENT HISTORY

The history sheet or maintenance work follow-up sheet must reflect the life of the
equipment by integrating all anomalies, breakdowns and interventions that this equipment has
undergone. The financial history must be in tandem and included in it because all services are
valued.

The history sheet contributes to the monitoring over time of all the inventoried and codified
materials and makes it easy to find the chronology of the interventions. More and more
information is stored and the file becomes computerized. Historical documentation is part of
the much broader framework of technical documentation, it is an important element for the
maintenance technician in charge of the "methods" function.

The maintenance proposed by the manufacturer, even if it is well studied, is based on

assumptions: nature, intensity and frequency of the stresses supported by the equipment in use;
Intrinsic reliability of the components (assemblies or parts) used to make the material. The
adjustment of maintenance, to maintain at the given level of availability, takes into account the
actual constraints supported by the equipment and the real reliability of its components, requires
information on the behavior of the equipment, and is carried out through historical
documentation.

Thus, the historical documentation corresponds to the health record of the equipment. It
allows you to track the equipment from commissioning to disposal and to know its service life.
This documentation must be consulted before each preparation of maintenance operations in
order to take into account previous hazards, breakdowns, failures of all kinds, work already
carried out (nature and periodicity), parts replaced, etc.

53
Chapter 5 Dossiers machines

The history sheet must therefore mainly indicate:

▪ Identification and Features of the equipment by the equipment code.
▪ References to the work request, the work order and the intervention report.
▪ The description of the work performed.
▪ The start date of the work.
▪ The date of completion of the work and possibly the cumulative hours.
▪ Remarks, Causes, and Remedies.
▪ The costs of operations (labour, transport, handling, specifics, spare parts, ingredients,
loss of earnings).
▪ All useful observations specific to the qualitative management of this equipment in order
to take into account during future interventions.

5.4 CURRENT DIRECTION

The documents provided by the manufacturer at the same time as the machine are not
always sufficient (drawings not provided, incomplete maintenance instructions, spare parts to
be provided incorrectly).

Currently, when purchasing a new machine, customers request that a suspensive clause of
5% of the regulation relating to the supply of all plans be established in the purchase contract.

If we consider that it is essential to compile a complete file, which can be used by the
maintenance department, we can contact specialized organizations for the preparation of
technical files. The technical file costs between 0.05 and 4% of the machine investment and is
profitable over a very short period of time by the savings on interventions (savings in time and
quality).

54
Chapter 7 Maintenance ratios and costs

6. MAINTENANCE RATIOS AND COSTS

6.3 INTRODUCTION
The company has capital in the form of equity and borrowed funds, which it transforms into
fixed assets (premises, production equipment, miscellaneous equipment). These goods make it
possible to manufacture products from the total cost of production, plus sales expenses,
miscellaneous expenses and profit.
The cost of production consists of the cost of raw materials, the cost of manufacturing, and
the cost of maintenance. The maintenance cost consists of the cost of labor, the cost of spare
parts, and the cost of subcontracted work. The following synoptic table below (Table 6.1)
provides a better understanding of the cost structure in general.
Table 6.1 Synoptic table of costs.

Turnover

Purchase of
Materials,
Goods, Services
Cost of production Indirect Expenses Benefits

Value added
Maintena Manufacturing Cost Cost of raw
nce Cost materials

Labor Cost Cost of Materials

Cost of Logistics Cost of subcontracting

❑ Turnover

Turnover is the sum of all sales made by the company during a period that usually
corresponds to one year of activity (it is the value of the overall annual sales).
❑ Value added
Value added is a value transaction or the increase in value that the company brings to goods
and services from third parties in the course of its current business activities. It represents the
value of transforming a material into a finished product, it is an economic characteristic.
It is measured by the difference between the production of the period and the consumption
of goods and services provided by third parties for that production. It is calculated as follows:

Value Added = Selling Price - (value of total supplies, materials and services)

55
Chapter 7 Maintenance ratios and costs

▪ Note: Service expenses consist of salaries, payroll taxes, retained earnings, and indirect
expenses.

6.4 COSTS RELATED TO THE MAINTENANCE FUNCTION

6.4.1 Maintenance costs
Maintenance costs are the costs that are directly attributable to maintenance.
❑ Maintenance cost analysis
Maintenance costs can be analysed by nature and destination in the accounting sense of the
terms. They can be allocated either to operations or to investments. Some items may include
financial expenses (e.g. maintenance stock immobilization).
▪ By nature: person, tools and maintenance equipment, products and materials consumed
(spare parts, oil, grease, etc.), subcontracting, others (to be specified).
▪ By destination: preparation (studies, methods, scheduling), technical documents,
interventions, monitoring and management, warehousing and storage, training, others (to
be specified).
▪ By type of intervention: systematic or condition-based preventive maintenance; corrective
maintenance; overhaul, modernization, renovation or reconstruction; new works.
❑ The cost of tooling and maintenance equipment
It includes depreciation and amortization for the tools invested.
❑ It is interesting to isolate the cost of intervention personnel: it is, by convention, the cost
of internal invoicing.
If the rate of subcontracting is high and the subcontracting staff makes significant use of the
company's heavy equipment, it may be a good idea to include the cost of the corresponding
subcontracting personnel in the denominator. However, it should be noted in this case that the
bases of valuation (the indirect costs included in the respective internal and external labour
costs) will not be identical. This could make it difficult to make comparisons based on a ratio
constructed in this way.
❑ The costs due to technical documents correspond to the creation and updating of
homogeneous and operational documentation (technical file by type of asset: established
according to operation and maintenance needs).
Maintenance inventory management costs are the costs of maintaining inventory ownership
and acquisition costs.
6.4.2 Downtime costs
In particular, downtime costs will take into account:
▪ Costs of lost production, including non-production costs (uncovered fixed expenses and
variable expenses not reincorporated), and non-quality of production caused by the failure
of production equipment (costs of scrap and rework).
▪ The additional cost of production (personnel, cost of replacement means used, additional
stock of parts on standby in case of failures).
▪ Loss of production (poor sales and drop in turnover).
▪ Trade penalties.
▪ The consequences on the company's brand image (not directly quantifiable).

56
Chapter 7 Maintenance ratios and costs

6.4.3 Failure costs

Failure costs include corrective maintenance costs and downtime costs resulting from the
failure of capital equipment.
The cost of failure is very difficult to determine precisely, and all specialists are unanimous
on this subject. Some parameters are subjective (drop in quality, work climate), others are a
matter of discussion. Do we have to take into account production losses when products exist in
stock (available stock)? In any case, even a significant error on this cost of failure does not
result in an analysis error.
On the other hand, it would be interesting to follow its evolution: a decrease is an indicator
of maintenance efficiency, an increase requires the search for remedies adapted to the situation.
Its evolution is followed by periods. If possible, fairly short periods of tidal oil to act in case of
drift.
Trying to eliminate breakdowns would imply the implementation of very significant
resources, thus making maintenance costs exorbitant. From this analysis, we can clearly see
that production losses and maintenance expenses evolve in opposite directions: when one
decreases, the other increases. Bearing in mind that the objective is to minimize the cost of
failure, the best compromise will have to be sought (see Figure 7.1).

Costs

Cost of Failure

Cost of Failure
Cost of downtime
minimum

Maintenance Cost

t Downtime
over a period T

Figure 7.1 Graphical Representation of the Minimum Cost of Failure

We have noted a few indicators that allow us to track the evolution of the cost of failure:
▪ number of shutdowns and total hours lost for a given period,
▪ number of scrap due to failure for a given period of time,
▪ monitoring of the average downtime per failure,
▪ estimation of the quality of unmanufactured product,
▪ Follow-up of penalties for late delivery...
▪ etc.

57
Chapter 7 Maintenance ratios and costs

6.5 INDICATORS
6.5.1 INTRODUCTION
The importance of quantifying maintenance in the same way as other major items in the
company (such as production) must lead maintenance managers to choose and use significant
and characteristic indicators that are based on explicit data (clear, complete, without
implications), recognized by all (reference to standardized terminology) and entered on
identical bases. Their use should make it possible to set objectives at both the economic and
technical levels, monitor the results in order to assess the gaps and analyse them. They are
essential tools for the effective management of the production tool and the maintenance
function: improving productivity, meeting and justifying objectives, highlighting weak points,
helping to make decisions when purchasing or renewing a piece of equipment, etc. They induce
or reinforce maintenance policy choices and facilitate dialogue with senior management. On
the other hand, they must be used by company managers to situate themselves and compare
their costs and performance between companies in the same sector of activity or different
sectors of activity, they must also allow them to make quick decisions.
The principle of maintenance management is based on the monitoring of a certain number
of indicator figures obtained by the composition of ratios and gathered in a dashboard. These
ratios are relative measures obtained by a ratio between two values that have a logical link and
are chosen according to their relevance to give a measure of maintenance performance. The
effectiveness of this can be calculated by comparing the results obtained with the expected
results. The definitions of the latter are the responsibility of the maintenance manager. Of
course, the interest of ratios lies more in the study of their evolution over time than in their
absolute value.

6.5.2 DASHBOARD
Creating your own "Maintenance - Availability" dashboard means choosing all the essential
variables whose evolution is interesting to follow in the pursuit of the objectives set, including
in particular the indicators that are the subject of budget forecasts. Often, indicators are
presented in the form of ratios. In order to provide a management tool, the various ratios are
compiled in a dashboard, the form of which can be presented as follows (Table 6.2).
The dashboard should be used by the maintenance manager to:
- as flashing, in case anomalies occur,
- as a comparison with previous results in order to see the evolution of the parameters
and to deduce the trend,
- as control and follow-up of maintenance services.
Based on the available data, the maintenance manager will be able to:
- take immediate action to remedy an emergency,
- request detailed analysis or study reports, plan high-energy interventions and provide
the necessary resources,
- define a renewal policy,
- introduce corrective measures in terms of maintenance policy,
- prepare your budget in detail and in a justified manner,
- provide accurate information to the other structures of the unit as well as to its own
departments.

58
Chapter 7 Maintenance ratios and costs

A well-maintained dashboard not only provides a clear picture of the maintenance

performance in a unit, but also makes strategic decisions that directly influence its profitability.

Table 7.2. Dashboard.

UNIT:............... DASHBOARD Period:...................

Ratios Previous result Actual Result Objective Observations

R1
R2
R3
R4
R5
R6
R7
R8
R9
R10
Etc.

6.5.3 CHOICE OF INDICATORS

A ratio is a relationship between two pieces of data. It serves:
▪ to measure a reality with clarity,
▪ to control objectives,
▪ compare themselves between separate units, companies or sectors of activity,
▪ to make appropriate decisions (investment policy, maintenance policy, personnel
management, etc.).
❑ Note : The quality of a ratio lies mainly in the judicious choice of the denominator.
❑ Factors to consider before choosing
The study of indicators can be understood at different levels:
▪ at the level of a sector of activity (or even a country),
▪ at the level of the company in relation to its sector of activity,
▪ the evolution of the company in relation to itself,
▪ at the level of the maintenance function vis-à-vis the company,
▪ the evolution of the maintenance function in the face of itself.
To choose a certain number of indicators, the following remarks must first be taken into
consideration:
▪ The choice and number of indicators chosen must take into account the structure of the
company (size, type of production, type of products, average age of equipment), the
objectives to be achieved and the resources made available to the maintenance function
(personnel and technical management resources);

59
Chapter 7 Maintenance ratios and costs

▪ The indicators selected are not exhaustive: from the evaluation databases given next to the
lists of indicators, each company can make its own indicators adapted to its needs;
▪ They may be complementary and in this case cannot be interpreted in isolation.
Circumstances that prompt the use of indicators may be:
▪ Either cyclical: establishment of a provisional budget, monitoring of the budget, monitoring
of the availability of assets, evolution of technical aspects (equipment, failures, spares, etc.);
▪ Or chosen, for example, in the context of audits (internal or external) or specific studies:
unavailability for maintenance, unavailability for production or operation, control of the
service provided, etc.
Three stages of investigation were chosen to introduce the indicators:
▪ The importance of maintenance costs in relation to the overall performance of the company,
▪ The chosen policy for maintenance and asset management seen from a budgetary (cost
analysis) and technical (time analysis through asset tracking and maintenance activities)
perspective,
▪ The management of maintenance personnel in terms of organization, qualification,
specialization and training to meet the needs of the company.

6.5.4 COMPOSITION OF RATIOS

When composing ratios, experience has shown that the following principles should be
observed:
▪ Limit the number of ratios you want to track in a dashboard.
▪ Base the ratios on data that is readily available in the unit.
▪ Continuously update the data in the ratios.
▪ Interpret the ratios obtained in order to make them comparable to previous results.

6.5.5 CLASSIFICATION OF INDICATORS

Indicators can be classified into two categories: economic indicators and technical
indicators. The indicators selected will make it possible to monitor equipment management on
the one hand and maintenance management on the other hand in order to find the areas of
improvement best suited to the case in question.

6.5.6 EXAMPLES OF STANDARDIZED RATIOS

6.5.6.1 ECONOMIC RATIOS
Maintenance Cost
r1 =
Added value produced
This first ratio r1 is useful for making comparisons between units and enterprises in
identical sectors, it can be supplemented by the ratio r 2.

Maintenance Costs + Downtime Costs Production-

r2 =
related revenue

60
Chapter 7 Maintenance ratios and costs

This r2 ratio makes it possible to monitor the evolution of the economic efficiency of
maintenance.
Value of Assets to Be Maintained + Maintenance Costs
r3 =
Production Quantity
This r3 ratio makes it possible to monitor the evolution of the operating cost per unit
produced (the element of decision to replace or modernize the goods in question).
Costs of subcontracting work
r4 =
Maintenance Costs
Technical Document Costs
r5 =
Maintenance Costs

ri = etc.
6.5.6.2 TECHNICAL RATIOS
Time Required
r1 =
Maintenance time

It corresponds to the expression of the commitment rate of the assets.

Effective Uptime
r2 =
Effective downtime

This ratio is used to assess the operational readiness of assets.

Downtime for maintenance Effective downtime

r3 =

This ratio makes it easier to highlight the causes of downtime due to maintenance
compared to those inherent to external causes (energy, power, manpower, etc.) or those
independent of the maintenance actions themselves (failure non-detection time, maintenance
call time, return to service time).

Number of Failures Uptime

r4 =

This ratio corresponds to the definition of the failure rate (inverse of the M.T.B.F.: average
of the good operating times).
Preparation time for work
r5 =
Active maintenance time

It shows the importance of the work preparation activities in relation to the interventions
carried out on the property.

Active Corrective Maintenance Time

r6 =
61
Chapter 7 Maintenance ratios and costs

A
c
t
i
v
e
M
a
i
n
t
e
n
a
n
c
e
T
i
m
e

62
Chapter 7 Maintenance ratios and costs

This ratio shows the importance of corrective maintenance in active maintenance

interventions.

Corrective maintenance ancillary time

r7 =
Corrective maintenance time

He watch The Importance of All the time from Implementation of corrective

maintenance operations (administrative, logistical, technical, preparation time).

6.5.7 Examples of representative ratios not included in the AFNOR X 60 020 standard

6.5.7.1 Economic ratios

Maintenance Costs + Downtime Costs Cost of Failure
r1 = =
Value added Value Added

It is necessary to try to make this ratio r1 minimum, by acting as a priority on the cost of
lost production. This is because this cost is usually significantly higher than the cost of
maintenance.

Total Maintenance Cost

r2 =
Value of fixed assets to be maintained

▪ Note: The r2 ratio should be handled with great care. To be representative, the values of
fixed assets must be discounted.
We also have an economic ratio that is of interest to production managers (users) and
maintenance department managers, which is r3.

Cumulative maintenance costs since commissioning

r3 =
Number of hours of operation since commissioning

6.5.7.2 Technical ratios

These ratios are very numerous and vary according to the activity, the size of the company but
also with its internal organization.

Maintenance time
r1 =
Uptime

This ratio makes it possible to check the evolution of the condition of the property.

Active Time for Corrective Maintenance

r2 =
Active Time for Preventive Maintenance

This ratio is used to monitor the effectiveness of the maintenance policy.

Time spent on maintenance
r3 =
63
 Chapter 7 Maintenance ratios and costs

Expected time for

maintenance

64
Chapter 7 Maintenance ratios and costs

This ratio makes it possible to control the discrepancies between the times spent and the
planned times. It is mainly used for systematic preventive maintenance and any repetitive
maintenance action.
▪ Conclusion: Other ratios can be imagined, but the interpretation of the results requires a
certain degree of caution.
For better follow-up and to act more easily and quickly in the event of a negative
development, it is desirable to:
▪ minimize the number of ratios,
▪ choose numerator and denominator correctly,
▪ to have a perfect knowledge of the elements retained,
▪ to clearly define the framework and conditions of the follow-up.

6.6 CURRENT ORIENTATION "T.P.M."

The main objective of total productive maintenance (Japanese origin) is to improve the
availability of equipment by making all actors responsible for the maintenance of their
equipment.
This approach involves the participation, motivation and widest possible buy-in of staff.
This can be done through the circles of progress, quality, etc. In concrete terms, the first measure
to be taken will be to relieve the maintenance department of elementary tasks (routine
maintenance) and enrich the operator's task with first-level maintenance (cleaning the machine,
checking its proper functioning, lubrication, changing elementary parts, establishing a pre-
diagnosis in the event of a serious failure).

6.6.1 INDICATORS
Indicators are identified from productive and non-productive times. Actual downtime is
obviously non-productive. The same is true for a fraction of the actual uptime. The causes of
these non-productivity periods are varied, as shown in the synoptic table below (Table 6.3).
This table highlights the following indicators:
▪ Time Required or Open Time.
▪ Gross uptime = time required - downtime due to failures or tool adjustments.
▪ Net Uptime = Gross Uptime – performance deviations.
▪ Useful time = net uptime - non-quality, scrap, rework, waste and scraps at start-up.
6.5.1 RATIOS
The indicators cited above have led to what is known as the "Overall Rate of Return" (SAR).
The T.R.S. is based on 3 ratios likely to assess functioning, performance and quality and is
written as follows:

Crude Performance Quality

T.R.S. = Operating Rate x Rate x Rating

65
Chapter 7 Maintenance ratios and costs

Table 7.3 Synoptic table of times.

Update point
Effective
downtime
(machine Change Serial
stopped) Mainten Preventive Measures

Careful maintenance corrective

Time Required
(Open Time) Time
interven Corrective maintenance No
productiv
tion e

In the case of the United States of

Effective uptime
(machine running) Non-quar performances

Ecart on

Good parts production s Uptime

With:

▪ Gross operating rate = Gross uptime

Opening time

or

Time Standby Strength

=
Time Required

Time Gross operating net

▪ Gross rate of return =
Time

Number of Parts Produced - Defective or Retouched Parts

▪ Quality Rate =
Total Number of Parts Produced

▪ Conclusion: The T.R.S. is the indicator that makes it possible to value the "time losses" of
production.
These losses can be prioritized and categorized by:
▪ nature (shutdown, performance, quality),
▪ sector of activity,
▪ origin (design, users, maintenance, products).
The T.R.S. also serves as a tool for tracking changes and progress, thanks to its very nature
as a costing element that is part of a piece of equipment's "dashboard".
66
Chapter 7 Maintenance ratios and costs

6.7 CONTROL OF THE PROFITABILITY OF MAINTENANCE ACTIONS

If we think in terms of the choice for a new policy or a change in maintenance method, we
think it is desirable to argue the proposed changes, this is the method of imposing and
conducting a policy. In order to make an argument, it is necessary to highlight the technical and
economic aspects of the problem.
❑ The technical aspect
A change in policy or modification to improve a material always positively influences one
or more of the following parameters:
▪ improvement of working conditions,
▪ search for better productivity,
▪ Improved workstation security
▪ improved reliability and maintainability,
▪ search for better quality.
▪ etc.
❑ The economic aspect
To justify the profitability of the modification, it is necessary to know the cost of the
modification and to calculate the industrial break-even point.
▪ Note: The industrial break-even point is the period after which we recoup the value of the
investment (see Figure 7.2).

Investment Gain
Break-even point =
per unit of time

Costs
Cost of the current method
Profit at the end
of period T

Cost of the new

Investment method

Break-even point T Period

Figure 6.2 Graphical representation of break-even point

67
Chapter 8 Maintenance and safety at work

7. MAINTENANCE & SAFETY

OF WORK

7.3 GENERAL

The safety, hygiene and health conservation of workers is an important task for company
managers because work has a direct impact on workers' health as well as working conditions
which play an important role. They must be conducive to the health and productivity of each
worker.

The main task of health and safety in the enterprise is to protect the physical capacity of
the worker from the risks of accidents and occupational diseases by providing them with
material, financial and human resources. Improper or negligent use of tools, machinery and
equipment poses a danger to their users. It is therefore essential to respect the safe working
methods. These methods, are usually appropriate plans that are much more effective.

Too many accidents are attributable to a lack of care at work and non-compliance with
safety rules in general. The consequences of a workplace accident amply justify the effort
required to develop safe work habits or familiarity with the safe work environment.

Accident prevention associations, safety councils, government agencies and industry

establish health and safety programs to reduce the number of accidents. Unfortunately,
accidents occur every year that result in wasted time and money, in addition to the temporary
or permanent suffering and disability they cause.

Nowadays, machines are equipped with safety devices, but their use is the responsibility of
the operator. As safety is everyone's responsibility, the operator has their safety in their hands
because it is enough to exercise caution and good judgment. Poor attention to compliance with
the safety and operation rules of the machines leads to accidents. Sometimes one person's
mistake leads to people's fatal accidents. Accidents at work have a great influence on the
financial, productive and, above all, human aspects because man is the happiness of the family,
he is also the constituent element of society.

Business managers should not underestimate work safety and should take measures to
reduce the frequency and severity of accidents in the company. To this end, there are a number
of devices, instructions and so-called safety regulations. Prevention cannot be the sole
responsibility of the company's managers. It is absolutely necessary to provide all staff with a
true sense of security that will enable them to anticipate and act effectively in all circumstances.

7.4 ERGONOMICS

Ergonomics is the adaptation of work to man and not the other way around. The desired
results are directed towards a deliberate change in the work environment and not towards
psychological and physiological changes in the individual.

68
Chapter 8 Maintenance and safety at work

Ergonomics is part of a movement that goes against that of the beginnings of industrial
research (Taylor's work). Instead of perfecting the machine and working times to improve
efficiency, without worrying about the human repercussions, man is taken as the ergonomic
reference center and the machine is modified according to him.

Ergonomics is a multidisciplinary approach. Its applications must be resolved in the light

of certain fundamental principles of the biological, anatomical, anthropological, physiological
and psychological sciences.
The essential data of ergonomics, which can intervene on the physiological and nervous
balance of man in the workplace, are:
• The physical environment: lighting, noise and vibration, thermal environment;
• Work postures and physical exertion;
• Industrial fatigue;
• Energy expenditure.

7.5 BASIC RULES OF SECURITY

Every workplace accident is the result of someone's negligence. Accidents can be avoided
by the contribution and involvement of safety managers, engineers and technicians, who must
ensure that:

▪ The best possible conditions for occupational safety.

▪ Continuous training of workers in safety methods.

To do this, there are instructions to organize for workers such as:

a- General Instructions

These instructions are intended for all workers without exception and they include
knowledge of the company, with the work order (work order and safety go hand in hand), the
most dangerous and harmful places and places.

b- Workstation instructions

These instructions are intended for new workers or those in charge of workstations or
workshops. They are told the dangerous parts of the equipment, the appropriate safety rules to
be followed with regard to the equipment and the workshop. It is also necessary to organize
regular periodic seminars to review and recall work safety instructions in general and specific
to workstations.
c- Personal Protective Instructions
To these two instructions quoted above, we do not fail to remind you of personal protection,
even if it proves to be a little troublesome, it is absolutely necessary and can save the worker
from serious infirmities.
▪ The helmet protects the skull from impact and is mandatory in the workplace.
▪ The glasses insulate the eyes from dust, particles from grinding, acids, electric arc rays,
etc. The type of glasses to be worn should be suitable for the type of work to be done.

69
Chapter 8 Maintenance and safety at work

▪ Masks prevent the suction of dust or gases, the consequences of which are sometimes
disastrous for health.
▪ Gloves protect the hands from abrasions and diseases such as dermatoses.
▪ Reinforced shoes are a safety against falling materials, impacts, penetration of spikes, etc.
▪ The apron is used when there is a risk of burns from hot or corrosive substances.
▪ Eardrum protectors or noise arresters are used in workshops where the noise is intense,
exceeding the standards. Its use prevents deafness.
▪ The welders' filter glass screens protect the eyes from radiation.

7.6 ACCIDENTS AT WORK AND OCCUPATIONAL DISEASES

Occupational accidents and diseases are those that occur during the execution of work.
Depending on their severity, a distinction is made between:

a- Minor accidents

This is a mild trauma without time off work and the injured person can return to work
immediately after emergency first aid.

b- Serious accidents

In this case, the injured person cannot return to work. He will be granted a leave of absence
from work for several days or weeks. In this case, the injured person is normally covered by
social security.

c- Fatal accidents

d- Collective accidents or occupational diseases

Occupational diseases refer to all diseases that occur during the performance of work.
Generally, they are caused by the atmosphere (toxic gas, dust, radiation, harsh working
conditions, etc.).

7.7 ORGANIZATION OF SECURITY WITHIN THE COMPANY

a- The management of the company
It must have a great influence on the strict application of safety rules within the company.
It must appoint the person in charge of security.
b- The Security Officer
He examines the various safety problems with the staff, but most often with the foremen,
making the necessary recommendations. Generally, they must:
▪ Formulate the company's general policy on accident prevention and monitor its
application.
▪ Report regularly to the hierarchy and advise them on any measures to be taken with
regard to occupational safety.
▪ Provide direction to staff.

70
Chapter 8 Maintenance and safety at work

▪ Conduct workplace accident investigations.

▪ Maintain an up-to-date Statistical Accident Records Register.
▪ Attend staff safety training.
▪ Study facilities, operations and work methods.
▪ Inspect firefighting and protection equipment and equipment and means and conduct alert
and evacuation drills.
The safety officer has special authority when it comes to performing work that requires
special precautions. If he discovers a danger of accident, he may order the work stoppage until
the necessary precautions are taken into account.
c- The Foreman
At the workshop level, the foreman represents the management, so he must ensure that the
safety rules are strictly applied. He must be able to solve the security problems that arise in a
given situation.
d- The occupational physician
The occupational physician must:
▪ Regularly review staff.
▪ Follow up on medical records.
▪ Perform a follow-up medical examination after each work stoppage.
▪ Provide emergency first aid in the event of workplace accidents.
▪ Know the working conditions in the different workshops and equipment.
e- The Safety Committee
It is essentially composed of a representative of the company's management, who is usually
the safety officer and the members representing the workers. The task of the safety committee
is to improve working conditions and safety while ensuring collaboration between management
and workers. It must examine the accidents that have occurred, their causes and plan the
necessary measures to prevent their recurrence.

7.8 CAUSES OF OCCUPATIONAL ACCIDENTS AND DISEASES

The essential conditions for the fight against occupational accidents and diseases consist in
carrying out an analysis of accidents in order to study and develop control and prevention
measures.
In statistical methods, each occupational accident is analysed according to occupation, the
nature of the work, the nature of the accident, etc. In technical methods, each accident is studied
and analysed to determine preventive measures. (Calculation of accident frequency rate and
severity).
The causes can be technical, organizational, sanitary and hygienic.
a- Causes techniques
▪ Poor state of construction.
▪ Traffic congestion.
▪ Non-compliance of the technological process with safety regulations.
▪ Failure to comply with safety regulations.

71
Chapter 8 Maintenance and safety at work

b- Organizational Reasons
▪ Lack of technical oversight of the safety organization.
▪ Absence of safety instruction.
▪ Absence or poor condition of personal protective equipment.
c- Sanitary and hygienic causes
▪ Insufficient ventilation.
▪ Insufficient lighting.
Other causes leading to occupational diseases can be cited in this context such as:
❑ The temperature of the workshops

It depends mainly on the heat sources, the volume of the workshop and the air circulation.
In the human body, reactions take place accompanied by the release of heat. At rest it is rated
at 1.5 Kcal/min and at active at 8 to 10 Kcal/min, 30% of the heat is returned by conduction
and convection, 45% by heat emission and 5% by respiration. But, with the rise in temperature,
the maintenance of thermal equilibrium with the atmosphere is achieved only by intense
evaporation from the body. The latter leads to cardiovascular diseases.

The cooling of the human body depends on the temperature, velocity and humidity of the
air. As humidity increases, cooling decreases.

Workshops in general must be equipped with a ventilation system for the evacuation not
only of heat but also of gases, dust, etc. Ventilation can be natural or artificial.
❑ Absorption of toxic substances

Toxic substances can be absorbed through the respiratory tract, the digestive tract or
through the skin. They can be in the form of steam, gas or liquid. The danger of poisoning
depends on the type of substance, the time of action and the concentration.

Various types of toxic substances can accumulate in workshops in the form of nitrogen
oxides, sulphur gases, carbon monoxide, etc. Even dust is harmful to health even though it is
not toxic.

For levels above 0.1% CO, there is poisoning. The hygienic CO standard is set at 0.0024%.
For H2S, it is 0.00066%. Nitrogen oxides N0, N20, N203, N205 cause mucosal irritation of the
eyes, nose, throat, bronchi and lungs; their permissible content being 0.0002%.
Some preventive measures can be considered, such as:
▪ Ventilation and extraction of dust and vapours.
▪ Cleaning and removal of unsanitary premises.
▪ Personal protection with dry suit and breathing mask.
▪ Personal hygiene after work.
▪ Avoid eating and drinking in the workplace.
▪ Change clothes as soon as you finish the job.

72
Chapter 8 Maintenance and safety at work

7.9 SAFETY IN THE MECHANICAL WORKSHOP

In the mechanical workshop, safety is the subject of measures that can be found in one of the
following categories:
▪ personal precautions,
▪ cleanliness
▪ fixing of parts and machine tools,
▪ machining of parts.
It would be difficult to list here all the safety rules for all dangerous practices, but we still try
to present the general rules.

a- Personal Precautions
▪ Loose-fitting clothing with loose parts that can be caught by a machine should never be
worn.
▪ You have to take off your tie and scarf.
▪ You have to roll up your sleeves up to your elbows.
▪ Remove watch, bracelet and ring.
▪ A net or helmet should hold back long hair.
▪ Protective lenses or visors must be worn when working on machine tools.
▪ Storing tools prevents accidental contact with sharp or pointed parts.
▪ A tool in poor condition is a source of accidents, so keep them in good condition.
▪ Use the tool that best suits the job you need to perform.
▪ Never put sharp or sharp tools in your pockets.
▪ The shank of the tools as well as their condition will always be checked before use.
▪ A tool that falls while working at height can cause an accident.
▪ Never lift a load heavier than that indicated on the lifting device.
▪ The transport of personnel is strictly prohibited on mechanical handling equipment.
▪ Wire ropes, chains, ropes and slings must be in good condition before use.
▪ Never park under loads.
b- Cleanliness
The cleanliness order contributes a lot to improving safety in the workshops.
▪ Do not leave objects lying around that may obstruct the passageways.
▪ Walkways in the workshops must not be used as warehouses.
▪ Cleaning the machine requires that it be stopped.
▪ The machine must always be kept clean without oil or chips.
▪ The floor should be free of grease and oil.
▪ Tools or materials should not be placed on the machine tool table.

73
Chapter 8 Maintenance and safety at work

▪ The floor should be swept often to remove chips.

▪ Avoid leaving tools or materials near machine tools.
c- Fastening of parts and machine tools
▪ You must know the machine and protect yourself from its hazards by using safety devices
and materials every time.
▪ Never grease a gear while walking or reassemble a belt while running.
▪ Chips should never be removed with your bare hand and without a hook and brush.
▪ Adjustments or modifications to mechanical or electrical equipment should never be
made without special instructions.
▪ The rotational speeds indicated on the machines must always be observed.
▪ Before working on a part, it should be removed from burrs and sharp edges with a file.
▪ Someone should be asked to help you lift an object that is too heavy or of a particular
shape.
▪ You should use the leg muscles to lift heavy objects and not the back muscles, i.e. work
the thighs and arms and not the kidneys.
▪ Make sure that the workpiece is securely fastened in the vise or to the machine table.
▪ If clamping devices are used to secure a workpiece, the bolts should be as close to the
workpiece as possible.
▪ All parts must be properly installed before restarting a machine.
▪ Worn parts and tools should be replaced.
▪ Use appropriate wrenches to tighten or loosen a nut or bolt.
▪ Pulling on a key offers more security than pushing it.
▪ Remove the chuck wrench before starting.
d- Machining of parts
▪ You should never operate a machine until you understand how its mechanism works.
▪ It is also important to know how to stop it quickly in the event of an emergency.
▪ Keep your hands away from any moving parts.
▪ The machine must always be stopped to clean it, adjust it or measure the workpiece.
▪ It is important that all safety features are in place before operating a machine.
▪ Do not attempt to stop the chuck with your hands.
▪ It is very dangerous to use a cloth near the moving parts of a machine.
▪ The operation of a machine should only be carried out by one person at a time.

74
Chapter 8 Maintenance and safety at work

7.10 SAFETY IN THE ELECTRICAL WORKSHOP

The safety rules set out for the mechanical workshop also apply to the electrical workshop,
with the addition of the following special points:
▪ First of all, be aware that a voltage higher than 25 Volts DC and 50 Volts AC is a danger
to human beings.
▪ Electrical rooms should never be entered without permission.
▪ Check yourself that the bare lines you have to work on are grounded.
▪ If the system is to remain powered, work with only one hand at a time.
▪ Repairs and interventions on electrical installations must be carried out by a qualified
person.
▪ It is absolutely necessary to avoid tinkering and to use isolated tools.
▪ If you have to work at height, use a suitable scaffolding, preferably a stepladder, because
in the event of an electric shock it is unlikely that a stepladder will fall.
▪ Do not confuse "neutral" with "grounding".
▪ Never start or start equipment that you don't know how to use.
▪ Familiarize yourself with the functions of an electrical control panel before touching any
of its components.
▪ Before starting work on a system, locate the point where the power supply is interrupted.
▪ In the event of a fire on an electrical installation, fight the fire with a dry ice extinguisher,
if not a powder extinguisher, but never use foam or spray water extinguishers.
▪ It is dangerous and illegal to remove the third terminal or pin from a polarized plug.
▪ Seemingly harmless electrical equipment can retain a lethal charge, sometimes several
hours after it is unplugged. Therefore, every technician should learn how to use a grounding
bar.
▪ To use a pole, first connect the grounding and then, holding the pole in isolated portions,
touch the point of the circuit to be discharged. Leave the pole hanging at this point until
the job is done.
▪ Capacitors and transformers with high capacitance or inductance are particularly
dangerous. When the equipment is taken out of service, it is prudent to discharge these
items and any components or parts of the circuit that may hold a charge.
▪ If it is not possible to keep the grounding bar in place until repairs are completed, discharge
the capacitors three times separately. Don't always rely on discharge resistors as they are
not always effective.

75
Chapter 8 Maintenance and safety at work

7.11 SAFETY IN THE WELDING SHOP

In the case of autogenous or torch welding, be aware that acetylene is a very combustible gas
and forms an explosive mixture with air.
▪ Handle cylinders with care, avoiding shocks, corrosion and temperature rise.
▪ If you must use the bottles standing up, they will always need to be secured with a collar.
▪ The fittings of these appliances should never be greased.
▪ Bottles should never be transported without their protective caps.
▪ To detect a leak, do not use a flame, but rather soapy water.
▪ Cylinders should never be stored near a heat source.
▪ Before cutting or welding a container that has contained a fuel or explosive, it must first
be cleaned or degassed.
In the case of electric arc welding, it is important to know that the arc emits dangerous
ultraviolet radiation. Welders and their neighbours will have to protect themselves with masks
in very good condition because the "arc stroke" causes conjunctivitis, which is very painful and
very serious.

7.12 CONCLUSION
The improvement of the human factor requires the study and realization of good physical
working conditions. The state of the atmosphere affects the physical capacity of the worker
through the products absorbed (gases, dust, bacteria) and through the exchange of heat between
the body and the environment (air conditioning of the premises). The lighting conditions can
be chosen rationally thanks to a highly developed technique (incandescence, fluorescence) and
according to standards that ensure visual comfort and the pleasant atmosphere of the colours.
The fight against noise is more difficult, but a certain amount of auditory comfort can be
achieved by soundproofing and anti-vibration techniques.
The safety function focuses on the prevention of accidents and occupational diseases
through the design of workplaces and individual and collective protection measures.
Propaganda aimed at fostering the spirit of security is effective when it is well understood at all
levels.
The main focus of property security is on preventing and combating the risk of fire. All the
safety measures are associated with the action of the company's social service, which provides
additional material and moral assistance to the staff involved in the joint work.

76
Chapter 9 The
G.M.A.O.

8. COMPUTERIZED MAINTENANCE
MANAGEMENT (CMMA)

8.3 INVENTORY OF THE EQUIPMENT FLEET, BASIC FILE OF THE CMMS

8.3.1 DEFINITION AND COMMENTS
The inventory of durable goods on an industrial site is a codified nomenclature of all the
equipment to be maintained. It is established according to a tree-like division of the park,
according to the classification chosen. The inventory and its codification are the first file to be
filled in when taking charge of maintenance management by means of a CMMS. As the basic
file of a CMMS, it will condition all its functionalities: for example, a corrective intervention
will be charged in time and cost to a given piece of equipment by its codification.
❑ Remark

It's a document (or entry) that takes a long time to establish, but is easy to keep up to date:
there's no equipment to integrate or decommission every day.

8.3.2 FUNCTIONAL BREAKDOWN OF THE EQUIPMENT FLEET

Family settings should be adapted to the context. The breakdown in Figure 8.1 is
therefore an example of an inventory.

ENSEMBLE CLASSIFICATION LOCALIZATION FAMILY EQUIPMENT Type Mark

Sector 1 NC Shear P1
Development

Productio Sector 2
Production Presses P2 ............. Stamping X
n Unit (Shoeing
Peripherals )

92
Chapter 9 The
G.M.A.O.
Sector 3 Welding P3

Figure 8.1 Example of Slicing

When we have to identify equipment within integrated and complex systems, we will have
to identify sometimes artificial "boundaries" between equipment. Thus, a "production line" will
be broken down into "sections", then each section into "machines", each machine being
identified as equipment taken into responsibility for maintenance; first in a documentary way,
then in action.

8.3.3 CODIFICATION AND ITS PROBLEMS

A distinction must be made between the "ideological" codification, which is useful for
manual processing, and the "blind" codification, which is useful for computer processing. In
the first case, alpha-numeric coding is used. In the second, CMMS offer a capacity of n numeric
ranks. A good codification should make it possible to:
▪ the identification of a given piece of equipment within the park, its family and its location;
▪ the nomenclature of the related CMMS files (components, spare parts, suppliers and stock
status, documentary files, history, etc.);
▪ the imputation to the equipment of all the types of interventions related to it;
▪ grouping with all similar equipment located elsewhere. For example, it is essential to be
able to "call" the 1200 centrifugal pumps scattered over the three dimensions of a paper mill
from their code;
▪ the identification of "maintenance lines" made up of equipment with common operating
times (simultaneous start-ups and shutdowns) that are easy to manage in systematic
maintenance.
❑ Remarks

▪ This "internal" maintenance codification will overlap with other codifications relating to
equipment: cost accounting references, investment inventory references, manufacturer and
distributor references. Duplication must be reduced and confusion must be avoided. For
example, in aeronautical maintenance, the same electronic component can have an Airbus
reference, a Boeing reference and a reference from each of the three manufacturers: if we
do not want to multiply the "drawers" containing identical parts, under what heading do we
classify this component?
▪ In a CMMS, the initial definition of codification is irreversible, as it forms the basis for
"backbone" of the system.

8.4 THE MANAGEMENT FUNCTION

❑ "Managing is about making informed decisions "
If we accept this definition, we see that each individual is naturally called upon to manage,
at a minimum, his or her own budget and schedule. In the company, management is no longer
the prerogative of the "boss": it is highly decentralized and spread over several hierarchical
levels as well as each of the functions. In addition, management can be an individual
responsibility or collective decision-making. Each function has its own specific management
techniques: inventory is not managed with the same tools as staff or budget.
❑ The Iterative Management Model
The iterative "Observe, Reflect and Act" model, which is always repeated, is a "natural"
management model, since it is modelled on the human model of functioning. It is important to
93
Chapter 9 The
G.M.A.O.
note that it contains a potential for progress, based on the observation of the results of the action.
❑ Application to maintenance service management
Figure 8.2 illustrates the omnipresent place of the "database" that is a CMMS, which should
not make us forget that the "productive" phases are action, knowledge and decision-making.
The structures for analyzing information and then making decisions are divided between the
methods office, the scheduling and logistics office and the department management, depending
on the organization in place.
8.5 THE CMMS TOOL: assistance "necessary, but not sufficient"
❑ What is a CMMS software package?
"A maintenance management computer system is a software package organized around a
database that allows you to program and monitor all the activities of a maintenance department
and the objects of this activity (services, workshop lines, machines, equipment, sub-assemblies,
parts, etc.) from the three technical, budgetary and organizational aspects of this activity. from
terminals scattered throughout technical offices, workshops, warehouses and supply offices. »

94
Chapter 9 The
G.M.A.O.

Action Guidelines
Domains to manage
Decision-making Seizure
G Equipment fleet, equipment monitoring
structure s
Preventive and corrective activities

Situation Analysis Dashboard

M Outsourced activities
Operational Information
Human resources
A
Logistics (purchasing, stocks, tools)
O Budget follow-up, financial analysis

Figure 9.2 Iterative maintenance management (with CMMS support)

Putting the management of a maintenance department under IT seems unavoidable: but in

what form and for what? The answers are in the maintenance department, and nowhere else.
With the approval of the management (integration into the company's IT and its future
developments) and with the possible help of a "council" which has the advantage of being able
to take an objective look (by auditing the department) at the initial situation.
❑ There will be no computer-assisted miracle!
The primary cause of failure in the operation of CMMS is contained in the expectation of a
miracle investment. There will be a failure:
▪ where the needs to be met have not been identified or explored,
▪ where there was no efficient service methods or scheduling,
▪ where there was no rational organization of maintenance,
▪ where people are not motivated, or not competent, or put in front of the screen
unprepared,
▪ where there is no consensual approach to introducing the tool.
Failure will most often come from the rejection of the tool on the part of the actors. And if
there wasn't a good organization before, it will be worse after. The "computer consumer"
approach, because the competitor has bought a CMMS, or because it is offered in magazines
and trade shows, or because it is "fashionable", is doomed to failure. It is important to
distinguish:
▪ GM (maintenance management): which is first and foremost the competence of the
purchaser-user.
▪ The AO (IT support): which is the competence of the salesperson (who does not ignore
maintenance, but does not know the company.)
An invested CMMS is a "suitcase full of IT and empty of maintenance": it is a question of
filling it, then bringing it to life within a previously proven organization.
❑A must-have tool
We have seen that there are prerequisites for the acquisition of a CMMS. But as soon as a
maintenance department is structured and has proven the efficiency of its organization, the
CMMS tool is essential because of its storage capacity, its information processing possibilities,
its interfaces and its responsiveness.

95
Chapter 9 The
G.M.A.O.
Even in a small company, the database grows to an impressive size in
"paper equivalent". You only have to think of the inventory file, the supplier file, the broken
down equipment fleet and the number of interventions and transactions carried out every day
to be convinced of this. Other factors make the operation of CMMS essential in the long term:
▪ the "user-friendliness" of the actors in the coherence of the system: the whole department
speaks the same language, information is shared;
▪ the potential for improvement and optimization: CMMS is a vector of change;
▪ traceability of procedures and actions required in quality (ISO 9000 certifications);
▪ the need for cost tracking and economic control;
▪ the interest of its interfaces with accounting, purchasing, BMS systems, CAPM software,
etc. ;
▪ the safe operation of the system, subject to certain precautions.
A few remarks on security: the degree of security of CMMS is a criterion of cost difference
between products. It concerns:
▪ Preserving the system from failure, viruses, hacks and other malicious acts.
▪ Preserving the integrity of the database in the face of handling errors, malicious intent,
and "system failures";
▪ access protection.
In the event of an executive's departure from the company, what precautions should be taken
to avoid a data leak? This danger linked to the decentralization of IT leads us to the strategic
choice of the system architecture.

8.6 EVOLVING TRENDS IN IT SYSTEM ARCHITECTURES

❑ Client-server architecture
We can contrast two architectures of computer systems:
▪ centralized architecture, corresponding to a desire to control all decisions and information
in a highly hierarchical management mode (and not compatible with effective
maintenance);
▪ the anarchic proliferation of individual IT tools where each generates its own database and
software.
The "client-server" architecture reconciles these needs, allowing the centralization of certain
data, the sectorization of others and individualization through microcomputing.
Let's describe the structure of a "client-server" system. A central system, the server
distributes data through a supervised network that is processed remotely by client
microcomputers. The CMMS software package is managed by the server. Client PCs manage
executable programs (individual computer tools). What are the benefits:
▪ The total power is increased by the number of client workstations, each adding its own
processing power to the whole;
▪ The power of collective software is put at the service of each customer;
▪ the possibility for each user-customer to use his or her own application software.

96
Chapter 9 The
G.M.A.O.
There are disadvantages: the low processing speed for large files, the vulnerability to
externally brought viruses, and the difficulty of maintaining heterogeneous and dispersed
technologies.
❑ Database Management Systems (DBMS)
Early CMMS systems did not include a DBMS. The data is then spread over several files.
Today's databases are complex systems whose function is to store, manage, and protect data
entered into a computer, mainframe, or microcomputer. For mainframes, the most widely used
database (in 1999) is Oracle. We can also mention IBM, Ingres, Informix. For microcomputers,
let's mention Access, SQL Server, Foxpro.
For the operator, at the company level, the choice of the DBMS is difficult to reverse
because the application software in accounting, finance, CAPM and CMMS only communicates
if they share the same database. Hence the importance of the "ability to evolve" and the
"sustainability" criteria of the publisher when choosing a DBMS.

8.7 CMMS SOFTWARE PACKAGES: the market offer

CMMS software packages do not date from the 1980s: as soon as management information
technology appeared, the pioneering maintenance sectors, petrochemicals and aeronautics in
particular, developed their own software. But it was from 1980 that a software offer dedicated
to SMEs appeared on the market.
❑ Situation of the CMMS offer at the dawn of the year 2000
The proliferation of CMMS products in recent years has led to a grouping of companies,
this aspect being taken into account by buyers (criterion of sustainability of the product and the
company).
It is not a question here of detailing the offer, but of giving food for thought to the fact that
14 suppliers share 80% of the market, distributing 5 products which total 60% of the references
(AFIM 1999 panorama). This factor is interesting to consider from the perspective of the
sustainability of suppliers and products. We currently distinguish the following IT products.
▪ The "Industry" CMMS, the most numerous: about 1,500 are used, with the price range of
software ranging from less than 8,500 euros to more than 120,000 euros.
▪ "Fleet" CMMS, intended for the management of a "fleet" of vehicles or machinery (about
150).
▪ "After-sales service" CMMS, intended for the management of after-sales services (about 500).
▪ "Tertiary" CMMS (about 300), a sub-family of which is specifically dedicated to hospital
maintenance.
In addition to these CMMS, specialized related software products called TMAO
(Computerized Maintenance Techniques) software are offered, including:
▪ supervision, in particular GTG (centralised technical management) type. Some CMMS
modules allow interfacing with technical supervision in order to integrate signals and
measurements;
▪ project management software, some of which is specifically dedicated to the management
of major maintenance shutdowns;
▪ expert diagnostic and troubleshooting support systems;
▪ functional analysis and FMEA generators;
▪ products for vibration analysis of rotating machinery or thermal images;
▪ barcode capture systems.

97
Chapter 9 The
G.M.A.O.
❑ Remarks

Faced with the proliferation of IT tools to help with maintenance, it is useful to distinguish
between CMMS and TMAO, an overview of which is listed above. This leads us to think about
the interest of being able to exploit certain TMAO/CMMS interfaces.
We have just talked about marketed software: let's not forget CMMS software developed
with the help of the internal IT department (in the case of large companies) or with the use of
an external IT service company. In 1998, these developments accounted for 40% of the CMMS
in operation.

8.8 CMMS SOFTWARE PACKAGES: analysis of the different functional modules

All CMMS software packages have in common the same modular structure offering the
same functions. But, depending on the software, the functions performed are variously named,
variously distributed, and variously organized. Let's take as an example Sirlog, the first CMMS
for SMEs developed in France, represented in the figure
9.3. It is in the technical offices (methods, scheduling, logistics and new works) that the 10
modules analysed will be mainly managed by operation. The "specifications" proposed for each
module are not intended to be exhaustive (each maintenance department has its own criteria),
but to draw attention to certain points that are often overlooked. The modules analysed are as
follows:
1. equipment management;
2. management of the operational monitoring of equipment;
3. management of internal and external interventions;
4. preventive management;
5. inventory management;
6. procurement and procurement management;
7. failure analyses;
8. budget management and expenditure tracking;
9. human resources management;
10. dashboards and statistics;
11. Other modules and interfaces are possible.

8.8.1 "EQUIPMENT MANAGEMENT" MODULE

The aim is to describe and code the structure of the breakdown ranging from the entire fleet
to be maintained to the equipment identified and characterized by its DTE (equipment technical
file) and its history, then to its own functional breakdown. Based on the equipment's own code,
the module must be able to:
▪ Be able to locate and identify a subset in the tree view.
▪ know the functional criticality index of the equipment, its service life recorded by meter;
▪ Quickly access the "maintenance plan" of the equipment.
▪ be able to find its technical, historical and commercial characteristics from the DTE;
▪ be able to locate a mobile unit, find its DTE and its history (multi-site management);
▪ Know your energy consumption, lubricants, etc. ;

98
Chapter 9 The
G.M.A.O.
▪ know the list of spare parts consumed;
▪ know the code of those responsible for the operation and maintenance of the equipment;
▪ Access drawings and schematics relating to the equipment contained in document
management software (excluding DTE).

FACTO WORKSHO
RY X PY Measurements:
vibrations,
Temperature, etc.
Store Office
technique
Store Office Machine
technique

SITE N°1

BOM MANAGEMENT STATISTICS

Files DASHBOARD
RATIOS

INVENTORY TECHNICAL
Computer
MANAGEMENT PERSONNEL
Centralized Equipe
MANAGEMENT
Locale Agents

AUTOMATIC MANAGEMENT OF
REPLENISHMENT IMPROVEMENT FILES AND
Store Office NEW WORKS
technique
BROKEN DOWN AND
ORDER CONSOLIDATED BUDGET
MANAGEMENT Cost of parts, labor hours,
MANAGEMENT
AND SUPPLIES analyses, history

Printer PLANNING MAINTENANCE

MANAGEMENT
EXTERIOR REPAIRS Preparation, scheduling,
launch, execution
Chef service
Procurement maintenance
Office
CONTROL PREVENTIVE, SYSTEMIC
MANUFACTURING AND CONDITION-
BASED MAINTENANCE

MACHINE TRACKING SUB-

SECTOR & LINE ASSEMBLY
TRACKING Characteristics, incidents, Repairs, Aging
TRACKING
DE PRODUCTION units of use,
measurements

Figure 9.3 Example of a modular structure of a CMMS

99
Chapter 9 The
G.M.A.O.
8.8.2 "MANAGEMENT OF OPERATIONAL MONITORING OF EQUIPMENT"
MODULE
Through the equipment performance monitoring module, it is a question of finding the
indicators of reliability, maintainability, availability and the overall OEE efficiency rate if the
TPM is envisaged or effective. The choice of indicators predetermines the nature of the entries
required. These must be able to be done "at the foot of the machine" and in real time, both in
terms of requests and reports.
❑ As part of a technical follow-up by the Availability indicator
The module must be able to provide management by displaying:
▪ graphs of the evolution of Di by monitoring periods;
▪ Pareto graphs related to equipment by nature of stops;
▪ the reminder of the values of the MTA (average downtime) or MTTR (mean time to repair)
indicators for the last periods.
❑ As part of a follow-up by the TRS
The module must be capable, based on operational data related to losses; to calculate the
three rates and their product (the OEE) by period, to show their evolution, to present the
analytical display of the values after selection, for diagnosis. More generally, the methods
officer must be able to find through this module all the quantitative elements allowing him to
deepen an analysis of logistics, reliability, maintainability or availability.

8.8.3 "INTERVENTION MANAGEMENT" MODULE

We have seen in sequencing the existence of several procedures adapted to the nature of the
work. For the many small jobs, there is no DT request (work request) or number assignment,
but a quick retrospective recording of their duration, location and nature. It is necessary to create
a library of the various useful codes relating to clients, stakeholders, and the different statuses
of the intervention. On the other hand, each piece of equipment must have a corresponding
library of standard codes, relating to the division of the equipment, the triggering effect (often
mistakenly called the "cause" of the shutdown) and the identified cause.
❑ For TDs, work requests
The module must allow you to:
▪ the creation of a DT, OT number, which will serve as a reference for all related operations,
specific security procedures, preparation and DA (supply request) or BSM (warehouse exit
order) for example;
▪ the timestamp of the request, with identification of the requester and the sector (customer
code) and the urgency or deadline assigned;
▪ the possible follow-up of the status of the application by the applicant (code of the different
statuses).
❑ At the level of preparation of the EO
The module must allow you to:
▪ the insertion of pre-established maintenance schedules;
▪ Reservations of tools, special equipment, spare parts, etc. ;
▪ resource allocation;

100
Chapter 9 The
G.M.A.O.
▪ the grouping of the maintenance range with plans, pictograms and diagrams extracted
from a document management software;
▪ the automatic insertion of safety procedures related to certain sectors or equipment;
▪ Integration of a workgroup with a project manager, with Gantt and PERT graphics.
❑ For intervention reports
The module must allow you to:
▪ the "easy and fast" entry (a very important criterion) of the parameters and
characterization of the intervention, even and especially if it is a micro-failure correction;
▪ the use by convenience stores of a self-service terminal, located in the immediate vicinity
of the intervention site, thus reducing distances and intervention entry times;
▪ characterize the intervention by the codes of the equipment library (location, cause, etc.);
▪ Applying work to cost accounts
▪ Distinguish between intervention times and downtime periods.
▪ Chronologically enrich the history of the equipment as soon as the EO closes;
▪ to know the consumption of the parts used, possibly their values;
▪ the drafting of a free text containing the comments and suggestions of the speaker.
On the other hand, it should not give the impression of an "inquisition", but of a need to know
in order to better understand and improve with the help of the intervention technician.
❑ For the management of outsourced work
The module should allow for management similar to internal preparation and scheduling
procedures:
▪ issuance of DTEs (request for outsourced work) for one-off services;
▪ Creation of standard contracts (technical, economic and technical clauses, safety plan) that
simply need to be adapted to each order.

8.8.4 "PREVENTIVE MANAGEMENT" MODULE

The module will make it possible to manage systematic maintenance through a calendar
schedule per piece of equipment, the dates being predetermined or determined from a meter
reading (or a measurement in the case of condition-based maintenance). The trigger will be
automatic, by weekly listing of the operations planned for the week. Each operation will be
defined by its preventive range. The module will also have to allow for a "manual activation of
opportunity", for example in anticipation of a preventive operation following an accidental
shutdown.

8.8.5 MODULES « GESTION DES STOCKS »

The system is based on the "item file" in the warehouse consisting of the "maintenance
packages" by equipment and the in/out movements of the warehouse. An item master record
must include:
▪ the material code defined by the internal organization, its wording and its technical designation;
▪ The item code of the vendor(s) and the vendor (and possibly manufacturer) code

101
Chapter 9 The
G.M.A.O.
▪ the code of the deposit in the store;
▪ codes for substitute items, in case of breakage;
▪ Attachment to equipment that owns this item
▪ the unit price and the automatically calculated weighted average price;
▪ Quantities in stock, ordered in reserve;
▪ the replenishment method and its parameters (safety stock, maxi stock, etc.);
▪ the dates of the last movements;
▪ Consumption history.
The tools for analyzing stock in kind and values are:
▪ Classify store items by value and turnover rate
▪ the value of stocks by type and by period (month by month);
▪ the list of "dormant" items;
▪ the list of cases of stock-outs (unfulfilled requests). It is
important to check some of the module's potentialities:
▪ whether or not it is possible to automatically update the parameters according to
consumption;
▪ the possibility of having the consumption profile and the plot of the ABC curve in values;
▪ Possibilities relating to the store's transactions: provisional or final receipts, returns to the
supplier in the event of non-conformity, etc. ;
▪ Issuing reserved documents on a preparation (WO number for account assignment)
▪ the presence of an inventory screen including the various item criteria;
▪ the ability to perform multi-criteria research and analysis.

8.8.6 "SUPPLY AND PURCHASING MANAGEMENT" MODULE

Characteristics of the maintenance function: many references and suppliers for low
quantities and short lead times. This module should allow, in interface with the software of the
"purchasing" department, to master and manage with ease:
▪ the file of suppliers and manufacturers with their quantities-related prices;
▪ issuing calls for tenders to suppliers;
▪ Editing standard or custom purchase orders, and tracking expense authorizations
▪ invoice control;
▪ automatic editing of internal and supplier codifications (transcoding);
▪ tracking order status;
▪ follow-up of full and partial receipts and refusals;
▪ estimating the quality of suppliers through acceptance checks and monitoring deadlines;
▪ Automatic issuance of reminder letters for delays.

102
Chapter 9 The
G.M.A.O.
8.8.7 "FAILURE ANALYSIS" MODULE
The basis of this module is made up of the histories automatically fed by each entry of BPT
(small work order) and OV (work order) put in the family by its imputation codes. Based on a
given piece of equipment, it must make it possible to:
▪ the establishment of quantitative analyses using Pareto graphs, with several criteria (MTTR,
TA ; downtime) and several families (by cause, by location, by nature of failure, etc.) and
over several analysis periods (yesterday, last week, the last three months, the year, etc.);
▪ then the qualitative analysis of the failures selected as priorities, possibly in FMEA form.
The productivity of failure analysis as a tool for progress makes this CMMS function
strategic: it is essential to know by whom, when, and how these analyses will be organized to
test the adequacy of the software to the module's specifications. This module is the basis for
MBF (Reliability Based Maintenance).

8.8.8 "BUDGET AND EXPENDITURE TRACKING" MODULE

Analytical management only allows for "macro-analyses" of accounts. A more detailed
breakdown of the maintenance function must therefore be able to allow detailed analyses thanks
to the CMMS, the objective being to monitor the evolution of expenses by activity in a given
budget. Some elements of the specifications to be specified, i.e. does the module allow:
▪ the creation of a new budget by modifying chapters of the old one?
▪ The comparison between several exercises?
▪ Consideration of the department's overheads?
▪ Is it broken down into direct and indirect costs (loss of quality, production, etc.)?
▪ the breakdown of costs by equipment, by "customer", by type of maintenance activity, by
cause of failure, by "fragile" sub-assembly common to several pieces of equipment, etc. ?
▪ The comparison between forecasting and realization?
▪ Management in several currencies: francs, euros, dollars, etc. ?
▪ The ability to export accounting results to accounting software?
▪ the structural breakdown of the budget into consolidable sub-budgets?
▪ cost tracking to establish the LCC (life cycle cost) of a piece of equipment?

8.8.9 HUMAN RESOURCES MANAGEMENT MODULE

Specifically adapted to the maintenance department, this module will mainly be a
scheduling aid. It will be built around a "technician file" that can include, for each person:
▪ qualifications, accreditations, diplomas, seniority in the current step, different assignments,
current assignment, etc. ;
▪ the training courses taken, requested and the skills assessment;
▪ leave taken, requested and recovery (data necessary for the scheduling of work);
▪ attendance and absence times (history of work stoppages);

103
Chapter 9 The
G.M.A.O.
▪ The hourly costs for each qualification (for the allocation of intervention costs).
It should be noted that it is important for each technician to be able to access their own
information on the balance of leave to be taken or general information about the company via
the CMMS from the workshop terminal. This is a factor in the acceptance of the computer
system.

8.8.10 "DASHBOARDS AND STATISTICS" MODULE

The dashboards concern the formatting of all the technical, economic and social indicators
selected to ensure the management and management of the maintenance department. Some
come "standard" with the software. You have to check if they can be customized quickly
(curves, graphs and other visuals), or developed with a state generator outside the software.
Also check that data extraction is done simply.
In the case of a TPM project, it is necessary to check the possibility of forming the OEE
indicator and visualizing its variations by periods.

8.8.11 USEFUL ADD-ONS OR INTERFACING

The review of the internal and external needs of the service can lead to the search for
extensions by interfacing, by acquiring additional modules or by developing specific
application software. Interfacing or not required with:
▪ accounting and payroll software,
▪ human resources management software,
▪ purchasing and supply management software,
▪ CAPM, BMS, technical networks,
▪ document management software (DMS),
▪ multimedia tools,
▪ Supervision: automatic entry of "machine" data by portable collector, barcode, PLC or
sensors.
Other possible features:
▪ Liaison with the project management software,
▪ badge reader,
▪ Image capture: scanner, hypertext, etc.,
▪ fault analysis, FMEA generation, etc.
As all these potentialities are very scalable, it is important not to fall behind at the start of a
CMMS project, which must lead to a significant operating period to be economically justified,
without going beyond the superfluous.

8.9 CHOOSING A WELL-ADAPTED CMMS TOOL

It is up to each maintenance department to determine its internal needs in terms of
computerization, but also its external communication needs, present and future. This reflection
must be done in the coherence of the company's computerization program, over the next 5 to 8
years, thinking that if only 35% of the potential of a CMMS is exploited (overestimation of
needs), the operation of certain CMMS must be

104
Chapter 9 The
G.M.A.O.
abandoned, due to underestimation of needs, often because they are not compatible with the
company's new organizations. The choice of a CMMS tool depends on its suitability:
▪ the overall strategy of the company's IT system: the problem of integration;
▪ the expressed needs of the maintenance department: problem of specifications and
problem of configuration (customization).
❑ Integration of the CMMS into the company's information system
Reducing the heterogeneity of hardware, languages, and operating systems. The elimination
of redundancies and double entries requires the integration of the CMMS into the coherence of
a global IT system. Two types of integration are possible:
▪ from a "company" database, around which the accounting, personnel, sales, production and
maintenance functions exchange and communicate;
▪ from a global operating system, site architecture (production monitoring ensured from all
operational data in the field) to a production management dashboard. This type of
integration lends itself well to the TPM strategy by monitoring first-level maintenance and
analyzing defects, speed losses and micro-failures measured by the OEE. At other levels,
CAPMs and CMMS are regaining their specificities.
❑ Importance of parameterization: the "flexibility" of a CMMS
The CMMS tool must offer module properties and configuration to be able to adapt to the
company, its organization, its foreseeable evolution and its vocabulary. And not the other way
around. The parameterization aspect of CMMS products is essential, allowing the user to model
his interfaces to the software according to his own needs. Configuration management should
allow for field additions or deletions, field calculations, and label changes. The CMMS must
allow for rapid data extraction to customize indicators.
❑ Importance of the specifications
In 1998, CMMS suppliers estimated that an average of only 35% of the potential of the
CMMS sold was exploited: this can raise the problem of matching supply and demand, but
more certainly the problem of precisely defining needs by means of good specifications. The
previous presentation may allow
"A review of criteria" in support of the internal process of drafting specifications, an essential
prerequisite for the acquisition of a CMMS and its acceptance by the actors of its operation. It
appears that the current acquisition of "small software" is in fact a waiting solution, "for fear of
making a mistake", due to a lack of sufficient clarity of the future of the company and the
service, the evolution of the market and products, the lack of sufficient specifications and the
lack of preparation of the players.

8.10 MANAGING A CMMS PROJECT

8.10.1 IMPORTANCE OF THE HUMAN ASPECT IN THE SUCCESS OF THE
PROJECT
For the maintenance department, the CMMS project is a "structuring" project that
challenges work habits, and is therefore likely to profoundly change the state of mind and
motivation of the actors. It is an opportunity to reorganize a sector, to optimize procedures, to
raise the level of sensitivity to management of all the players, to promote some of them. The
importance of training in the cost of the project should not be neglected or underestimated:
acceptance of the tool is the essential condition for the success of the project, while its refusal
is the main cause of failure. However, there can be no acceptance without a training strategy
adapted to the initial level of the technicians.

105
Chapter 9 The
G.M.A.O.
8.10.2 PROJECT MILESTONES
They will differ depending on whether the project is "integrated" into a computer program
conducted at the company level, or whether it is "autonomous" because it is conducted at the
level of the maintenance department alone. In this case, maintenance will have more freedom,
but also the weight of project control. We will place ourselves in this case, which involves the
appointment of an internal project manager, seconded full-time for a period of around one year
depending on the ambition of the project. The steps will also be different depending on whether
it is a question of
"starting" a first CMMS or renewing an old CMMS, which in this case poses the problem of
retrieving data and "failover" from the old one to the new one.
❑ Prior

In any case, as with any project, a strong involvement of management is essential. It will
take the form of an internal communication plan, the drafting of guidelines governing the
project, including the sharing of internal and external resources allocated. The appointment of
the project manager with a part-time steering group and the allocation of resources (work room
equipped with computers) are essential. On the other hand, let's remember that the computer-
assisted miracle will not take place: a CMMS is only a tool, certainly structuring, but incapable
of organizing a service. Implementation can only be successful if an organization has previously
proven its effectiveness. It is on the basis of this existing organization that the elements of the
specifications will be studied.
❑ Feasibility study
It involves the sizing of the project in terms of material, human and financial resources,
carried out if necessary with the help of an experienced CMMS consultant.
The feasibility study should be based above all on an audit of the type proposed in Figure
9.4, aimed at establishing a snapshot of the maintenance function "at the beginning", identifying
its weak points and deducing whether the computerization project is relevant. The audit can
take the form of a "radar graph" giving the image of the initial organization, and the areas on
which the CMMS must provide "pluses", following the example below.
In the profile of the case presented, a reorganization prior to the IT takeover of inventory
management and work planning is essential. The CMMS will have to be a vector of progress
for the other axes, which will be verifiable by redoing the self-diagnosis during the project, and
then at the end.
❑ Drafting of the consultation specifications
It is not enough to establish a technical and managerial specifications for the function (see
the list of modules and their properties), but to take into account criteria:
▪ immediate and medium-term integration into the company's IT system;
▪ quality of advice, customer service and support;
▪ the sustainability of the supplier and the product;
▪ Skills transfers: from the seller to the customer, from the installer to the user, for rapid
autonomy;
▪ training: quantitative and qualitative training plan;
▪ evolution, interfacing and parameterization;
▪ user-friendliness and ergonomics;
▪ (example of a self-service touchscreen kiosk near convenience stores).

106
Chapter 9 The
G.M.A.O.
The idea of "just what is necessary" must avoid investing in unnecessary, inadequate,
superfluous and expensive functions. Experience shows that it is better to seek to deflate the
budget envelope by seeking what is just necessary than by training and assistance.

Equipment Management

Planning 1st Level Maintenance

"Ideal" polygon

Database Inventory Management

Cost Analysis Work Management

FMDS Analysis

Figure 9.4 Image of the maintenance function

❑ Choice of the CMMS tool and the necessary modules

Starting from a well-posed problem, the answer is supposed to be easy. All that remains is
to issue a detailed call for tenders (sizing, technologies, number of terminals, functional
specifications, etc.), and then to carry out tests on the two or three pre-selected products. After
demonstrations, tests and test sets of each module, it will be possible to evaluate each software
based on relevant and rigorous selection criteria. Once the final choice has been made, a
negotiation is always advisable before placing the order.
❑ Implementation, training plan and start-up
The timing of the implementation must be well chosen, outside of a period of high activity,
and must be preceded by a high level of information, as the "a priori" fear of IT is always strong.
This information should cover the general objectives of computerization, the characteristics of
the tool selected and the role of each actor.
The training can then begin, with a maximum of two people per position, in the form of
tutorials on a model. Homogeneous professional groups will be formed by site (methods agents,
supervisors, technicians and troubleshooters, warehouse workers and procurement managers)
in order to customize the settings of the various modules according to the desired internal
organization. Each group will have a specific training module. For each group, it is necessary
to create codes, accesses and security (passwords), define authorized options, access to the
database, etc.
The topological division of the site and the functional division of the equipment will be
carried out by the methods officers, assisted by the supplier consultant for the codification.

107
Chapter 10 Fault trees

Advice is also desirable for the order in which bills of materials and data entries are carried
out, which varies depending on the software. Depending on the quality of the preparation of the
actors and the ambition of the project, the first positive results will be manifested in a few
weeks, the entire project lasting from six months to two years for software with a high degree
of integration requiring heavy configuration.

8.11 SOME CAUSES OF FAILURE

All the recent data from both suppliers and CMMS users converge: the total or partial failure
rate of the implementation of a CMMS is high, since 30% of projects are aborted.
Some do not perform the intended functions, others result in significant budget overruns.
This failure rate should give food for thought, concerning a strategic and essential tool in the
long run. Let's list a few causes that are best identified in order to better circumvent them.
❑ Insufficient consideration of human factors
Let's have no illusions: the implementation of a CMMS will have its detractors a priori. And
there will be more of them as the project is imposed. Hence the need for a communication plan
preceding a training plan to avoid a rejection dynamic.
❑ Inadequacy of the initial organization

We have already seen that the objective of implementing a CMMS is not to bring order: it
is important to know that where the technicality is insufficient, where the organization is
inefficient and where the social climate is degraded, the implementation is doomed to failure
and that the CMMS remedy will be worse than the initial disease. An external perspective and
an audit of the function must be able to dissuade people from embarking on the adventure.
❑ The project is poorly managed, there is confusion and there is a lack of clear objectives

The objectives of the project must be clearly identified by all. If the operation is poorly
prepared, if, in the name of consensus, everyone wants to develop their idea, then coherence
will be lost. It should be remembered that this project is never an end in itself, but only a tool
in the service of a global project to improve maintenance efficiency.
❑ The project is seen from its technical point of view only

When stakeholders, and especially management, are not sufficiently aware of economic
management, the use of the tool may drift towards the sole technical control of events, which
will not allow a good return on investment, the reduction of maintenance costs being one of the
key elements of the project.
❑ Start-up and training difficulties are underestimated

CMMS vendors, for commercial reasons, sometimes tend to underestimate the difficulties,
time and costs of start-up and training.
❑ The "just necessary" is overvalued

When the conditions for a sympathetic collective dynamic are created, the expression of
everyone's needs naturally leads to an overabundance of demands that will have to be tempered
by arbitration within the allocated budget.
❑ The use of CMMS is insufficient.

When the management system is operational, it is made available to the "people of the art".
However, they must know how to make the tool available to optimize the maintenance function.
To conclude, let's not forget that the only justification for CMMS investment is the relevant
analysis of data for the purpose of proposals for continuous improvement of maintenance.
9. FAULT TREES

108
Chapter 10 Fault trees

9.1 INTRODUCTION
Unlike failure mode analysis, the fault tree is a deductive method (deductive: proceeding
from rigorous logical reasoning). It allows you to know how a system may be unavailable. It is
a question of representing the different events and their links by logic gates (AND function or
OR function depending on whether the hardware failure occurs when the events occur together
or separately).

9.2 PRINCIPLE
The purpose of this deductive method (from the effect to its causes) is to search for all the
combinations of elementary failures that can lead to a feared event, sometimes identified by an
FMEA. From this "summit event", a tree structure (graphic diagram in the form of an inverted
tree) is built representing the logical sequence of "intermediate events" up to the questioning of
the "elementary events" (failure of a component). This is done by using the logical symbolism
of Boole algebra. It is thus possible to identify all the elementary failures that could lead to the
feared event, and then to quantify it by its failure rate Z obtained from the failure rates Zi of
each component involved.
This type of analysis allows, in the field of maintenance:
- improve design;
- make a quick diagnosis;
- plan for better logistics.
To establish this tree, it is desirable to use the analysis of failure and failure modes described
previously in FMEA.

9.3 DEFINITION AND OBJECTIVES

The fault tree is a graphical representation of the family tree type (the parentage of a
family). It represents an event analysis approach. The fault tree is constructed by looking for
the set of elementary events, or combinations of events, that lead to a feared event (E.R.). The
objective is to follow a deductive logic starting from a dreaded event in order to determine
exhaustively (exhaustive: subject treated in depth) all its causes down to the most elementary
ones.
The objectives are summarized in four points:
• The search for elemental events, or their combinations that lead to an E.R.
• The graphical representation of the links between events. Note that there is a representation
of the system failure logic for each R.E. This implies that there will be as many fault trees to
be built as there are R.E. selected.
• Qualitative analysis: This analysis helps to identify weaknesses in the system. It is done in
order to propose modifications to improve the reliability of the system. The

109
Chapter 10 Fault trees

The search for the most critical elements is done by determining the paths that lead to an R.E.
These critical paths represent scenarios that are analyzed based on the various changes that
can be made to the system. The analysis of the scenarios that lead to an R.E. is done from
fault trees, it is then possible to have "safety barriers" to avoid incidents.
• Finally, it is possible to assess the probability of occurrence of the R.E. knowing the
probability of elementary events. It is the quantitative analysis that makes it possible to
quantitatively determine the reliability characteristics of the system studied. In particular, the
objective is to define the probability of occurrence of the various events analyzed. The
calculations are based on: logical equations derived from the structure of the fault tree and the
probabilities of occurrence of elementary events.

9.4 EXAMPLE (figure 10.1)

Figure 10.1. Example of a fault tree

9.5 EVENT DEFINITION

9.5.1 Dreaded Event
The dreaded event is the adverse event for which we study all the causes leading to it.
This event is unique to a fault tree and is located at the "top" of the tree. Before beginning the
decomposition that allows us to explore all the combinations of events leading to the feared
event, it is necessary to precisely define this event as well as the context of its occurrence. The
dreaded event is represented by a rectangle at the top of the tree, such as the explosion of a
vehicle's fuel tank.
9.5.2 Intermediate events
Intermediate events are events that should be defined as the feared event. The difference
with the dreaded event is that they are causes for others

110
Chapter 10 Fault trees

Events. For example, it is the combination of intermediate events that leads to the feared event.
An intermediate event is represented by a rectangle like the feared event. In our example, it is
the combination of a fuel leak with other events that is likely to cause the tank to explode
(Figure 10.2).

Figure 10.2. Example of an intermediate event.

9.5.3 Elementary Events

Elementary events are events that correspond to the most detailed level of system
analysis. In a fault tree, they represent the failures of the components that make up the system
under study. To determine the level of detail of our study, we generally consider that
elementary events coincide with the failure of components that are repairable or
interchangeable. Elementary events are represented by circles. In our example, it is the
combination of the Seal Drilled and Valve Locked Open failure that causes a fuel leak (Figure
10.3).

Figure 10.3. Example of an elementary event.

9.6 FAULT TREE SYMBOL

9.6.1 Summary of the symbolism of the events
There are other types of events defined by the standard, their symbols and meanings are
listed in the following table (Table 10.1).

Table 10.1. Event symbols.

Symbol Name Signification

Rectangle Feared event or intermediate event
Circle Intermediate event
Lozenge Undeveloped Elemental Event
Elementary event whose development needs to be done
Double Diamond
later on
Basic event that normally occurs for the operation of the
House
system

111
Chapter 10 Fault trees

9.6.2 Logic Gates

Logic gates are used to represent the logical combination of intermediate events that give
rise to the decomposed event (Table 10.2).

Table 10.2. Logic gates.

AND Gate :
Event G1 occurs only if elementary events d1, d2, and d3 exist
simultaneously.

Door OR :
Event G1 occurs independently if either of the elementary
events d1, d2, or d3 exists.

Porte R/N :
If R=2 and N=3 then it is sufficient for two of the
elementary events d1, d2, d3 to be present for the G1 event
to occur.

9.6.3 Sub-tree transfer

There is a standardized symbolization for fault trees that allows you to refer to parts of
the tree that repeat identically* or similarly+ to avoid redefining them. The goal is to reduce
the size of the chart. The following table shows the symbols and meanings that are used (Table
10.3).
* Identical: Same structure, same events.
+
Similar: Same structure but with different events.

Table 10.3. Transfer of sub-trees.

Symbol Name Signification

The part of the tree that follows the first symbol is
Triangle identical, but not repeated, at the location indicated by
the second symbol.
The part of the tree that follows the first symbol is similar
Inverted
but not identical to the place indicated by the second
Triangle
symbol.

112
Chapter 10 Fault trees

9.7 FAULT TREE CONSTRUCTION

9.7.1 Procedure (Figure 10.4)

Define the system to be studied

State the failure to be analyzed

Study the system

Yes
Recognize Possible Probable Causes
Qualitative analysis

Gate "OR"
Consider Primary
Is there a and Secondary
component Causes
failure?

No
Wears "ET"
Define the system to be studied

Building the Tree Non-Probability

Quantitative analysis

Establishing Boolean Equations Tree Reduction

Use databases for damage rate values λ

Probability Tree

Figure 10.4. How to build a fault tree.

9.7.2 Methodology
It is a deductive analysis that requires a great deal of knowledge of the various modes of
system degradation. We start with the presumed failure of the systems and look for all the causes
or arrangements (combinations) of causes that can lead to this failure. A number of symbols are
used to construct the tree; They are described above.

113
Chapter 10 Fault trees

9.7.3 Building a Fault Tree

The construction of the fault tree is based on the study of the events leading to a feared
event. The next two steps are carried out successively, starting from the R.E. and going towards
the elementary events.
a- First, define the feared event (the intermediate event, or the elementary event) analysed
by specifying precisely what it represents and in what context it can appear.
b- Then, in a second step, graph the cause-and-effect relationships by logical gates (AND,
OR) that allow to specify the type of combination between the intermediate events that
lead to the analyzed event.
To be able to apply this method, it is necessary to:
• Verify that the system is operating consistently.
• Know the functional decomposition of the system.
• Define the limits of the system (the degree of finesse of our study depends on the objectives).
• Know the mission of the system and its environment to determine the feared event(s)
that is needed to be investigated.
• Knowing the failure modes of the components It is, for example, by relying on an
FMEA-type analysis that the branches of the tree can be built.

9.7.4 The rules of construction

• Explain the facts and note how and when they occur:
- For the dreaded event,
- for intermediate events.
• Perform an event ranking:
- Elementary event representing the failure of a component:
▪ primary failure,
▪ Control failure.
- intermediate events resulting from component failure,
- Events Intermediate From of the system
independently of the component.
• Research the " Causes immediate" fromThe Appearance from each
Intermediate event to prevent a branch from being forgotten.
• Avoid direct connections between doors as they are usually due to a poor understanding
of the system or an overly superficial analysis.
• Remove inconsistencies such as an event that is both a cause and a consequence of
another event.

114
Chapter 10 Fault trees

9.7.5 Example of Constructing a Fault Tree

 The dreaded event: "The user system is not powered" which we will name
E.R (figure 10.5).

Figure 10.5. Dreaded event.

 this happens if: "Zero flow downstream of V1" AND "Zero flow downstream of V2"
(Figure 10.6).

Figure 10.6.

115
Chapter 10 Fault trees

 The associated tree is: (Figure 10.7)

Figure 10.7.

 The complete fault tree is: (Figure 10.8).

Figure 10.8. Fault tree.

116
Chapter 10 Fault trees

 Primary failure : Blocking of the valve in the closed position (aging).

- Elementary event "V1 Blocked Closed"
 Control failure: Since the valve is manual, this failure would be due to the operator
not opening or incorrectly opening V1.
- Undeveloped Elementary Event "Operator Failing"

 Development of the failed P1 event (Figure 10.9):

• First failure : no rotation of the pump.
- Elementary Event "P1 - No Rotation"
• Secondary failure : Failure due to an external cause or a particular use. In this case, a
foreign body is obstructing the pump.
- Undeveloped Elementary Event "P1 Secondary Failure"
• Control failure : Since the pump is electric, this failure would be due to the loss of
the power source
- Elemental Event "Loss of Power Source"

Figure 10.9. P1 failures.

9.8 RELIABILITY DIAGRAMS

They make it possible to determine the probability of success of a mission, highlighting
the elements whose proper functioning is sufficient to ensure this success. Example: (Figure
10.10).
L1
Switch
L2
Fuse

Transformer

Figure 10.10. Example.

117
Chapter 10 Fault trees

The corresponding reliability diagram is shown in Figure 10.11. This diagram shows that
all elements must work in order for the L1 and L2 lamps to turn on.

L1

F T I
1 2
L2

Figure 10.11. Reliability diagram.

9.8.1 The Probabilistic Fault Tree

It corresponds to quantitative analysis. The use of a fault cause tree to evaluate the
probability of occurrence of the undesired event is based on the classical rules for calculating
compound probabilities with independent events.
• "ET" gate: probability of "A" and "B" = Pr(A) × Pr(B).
• "OR" gate: probability of "A" or "B" = Pr(A) + Pr(B) – [Pr(A) × Pr(B)].

9.8.2 Application example

We will build the fault tree from the previous example following the process set up
previously.
1) System to be studied: 2 lamps providing illumination for a machine tool.
2) Fault to be analysed (undesirable event): the darkness of the workstation.
3) Possible probable causes: transformer out of service, mains failure, circuit cut, switch
stuck in open position, fuse out of order, 2 lamps out of order.
4) Test: Was the failure caused by a component failure? Yes → so we have an
"OR" door
The lamps are H.S. or the lamps are not powered.
- If the lamps are H.S., it is the state of the "lamps" system that is at issue: L1 lamp
H.S. and L2 H.S. lamp
- The lamps are not powered we have: the H.S. transformer, a mains failure, the circuit
cut, the H.S. fuse or the switch stuck in the open position.
5) This gives us the fault tree below (Figure 10.12).
When the qualitative analysis is complete, we can quantify this fault tree.
The Boolean equation can be written, step by step, as follows:
B=F+G+H+I+J
C=D×E
A=B+C

118
Chapter 10 Fault trees

A = F + G + H + I + J + (D × E)
Knowing the probabilities of occurrence of each element, we can determine the probability of
occurrence of event A (Table 10.4).

Table 10.4. Failure rate

Elements Failure Modes Failure rate

F Transformer Out of order 10-4

G sector Failure 10-4

H circuit Cut 10-4

I Interior Blocked open 10-4

J fuse Out of order 10-4

D lamp L1 Out of order 10-3

E lamp L2 Out of order 10-3

Pr(A) = Pr(F) + Pr(G) + Pr(H) + Pr(I) + Pr(J) - [Pr(F) × Pr(G) × Pr(H) × Pr(I) × Pr(J)] +
[Pr(D) × Pr(E)]
= 10-4 + 10-4 + 10-4 + 10-4 + 10-4 – [10-4 × 10-4 × 10-4 × 10-4 × 10-4] + [10-3 × 10-3]
Pr(A) = 5×10-4 – 10-20 + 10-6 = 5.01×10-4, because: 10-20 can be overlooked.
This result (system failure rate λ = 5.01×10-4) corresponds to the reliability clause
(condition) for our system.
 Remark:
In the case of the "OR" gates, which gives us the probability of A or B = Pr(A) + Pr(B)
– [Pr(A) × Pr(B)], we can neglect the product [ Pr(A) × Pr(B)], if Pr(A) and Pr(B) are small.
In this case, we can make the following approximation:
Pr(A ou B) = Pr(A) + Pr(B).
In our example, we would have:
Pr(A) = Pr(F) + Pr(G) + Pr(H) + Pr(I) + Pr(J) + [ Pr(D) × Pr(E)] = 5.01×10-4
This also allows us, by applying probability algebra, to determine the failure rate of the
system, using the following expressions:
n

- AND gate: λ = λ1 × λ2 × λ3× .............. λ n; therefore: λ = 

i =

119
Chapter 10 Fault trees

- OR gate: λ = λ1 + λ2 + λ3 + .............. λ n; therefore: λ = 

i =

Darkness of the Ha
workstation s

The lamps are not Lamps are out of

powered B C
order

+ ×

Lamp L2
D E
L1 H.S. H.S.
Lamp

F G H I J

Switch
Transfo. Power Circuit Transfo.
locked in
H.S. outage Cut H.S.
open
position

Figure 10.12. Fault tree.

120
 References

REFERENCES

1- Monchy F., Maintenance. Méthodes et Organisations, Edition DUNOD, 2000.

2- Arquès P., Diagnostic prédictif de l'état des machines, Edition Masson, Paris, 1996.

3- Bigret R., Féron J. L., Diagnostic – Maintenance – Availability of rotating machines,

Edition Masson, Paris, 1994.

4- Boitele D., Guide de la maintenance, Edition Elisabeth Pinard, 1990.

5- AFNOR, La maintenance industrielle, Edition AFNOR, Paris, (1988).

6- Lyonnet P., Maintenance. Mathematics and Methods, Tec Edition. and Doc., 1986.

7- Boyer L., Poirée M., Salin E., Précis de l'organisation et de la gestion de la production,
Edition d'Organisation Paris, 1981.

8- Priel V., La maintenance, Techniques modernes de gestion, Edition Entreprise moderne

d'édition, Paris. (1974).

9- The Engineer's Techniques, volumes A 8540, E 1420, E 1421, E 1430 and E 1431.

10- Bensaada S., Feliachi D., Industrial Maintenance, OPU handout, 2002.

11- Héng J., Pratique de la maintenance préventive, Edition DUNOD, 2002.

142
Appendix Maintenance Leadership
1

Appendix 1: MAINTENANCE LEADERSHIP

In this day and age, a (responsible) maintenance leadership must be at the same time an
energy leader, a judicious and efficient organizer, a source of technical know-how and a
diplomatic mediator between the management setting policies on the one hand and the
workforce on the other.
On-the-job supervisory staff is practically the most important asset of any production
organization. This staff continues a management tradition that dates back to antiquity. Due to
the division of labour created by the Industrial Revolution, and then the extensive
mechanization of production techniques, the role of supervisor has become disconcertingly
complex and often frustrating.
The success or failure of a company depends on good or bad supervision. Supervision is
the cornerstone of any business. Nothing could replace it. Never before has there been such an
awareness of the value and crucial role of maintenance manager qualities. Modern business
management texts define the function of the maintenance manager as follows: "to work within
the limits of his responsibilities and the established policies and procedures, i.e. to direct
employees in their use of equipment and materials in accordance with established methods in
order to carry out his own responsibilities and that of the company in terms of quality, quantity
and costs, and in order to fulfil its obligations within the time limits imposed by the persons to
be satisfied".
The sophisticated requirements of modern industry make the maintenance manager as
professional as a doctor, lawyer or teacher. Given the multiplicity of duties required of the
supervisor and the important role of the responsibilities associated with them, continuous effort
and development are necessary in order to truly succeed in this profession, even for the most
capable leader.
A supervisor should be selected because of the qualities that he or she has that others do
not have. These qualities must go beyond the purely technical and mechanical realms, although
these are important. The only quality that makes the difference between a leader or manager
and a skilled worker is the ability to direct people, and to manage machines and materials.
There is no easy way to succeed. Since everyone's intelligence, talents, and ambition are
unique, some are able to perform jobs with apparent ease, while others have to study, plan, and
put in a lot of effort to achieve the same goals. However, successful leaders are those who
realize that a leader "never leaves school" and that he must continually call upon every resource
in his environment in order to improve himself.
In today's world, the foreman must command respect through his competence and
demonstrate superiority to the people he manages and to his colleagues in other departments.
He must be fair to his employees, fellow foremen and the company. He should not let his
personal sympathies and antipathies influence his evaluation of employees and their work. He
must never show any bias; He must not give interesting work to his favourite workmen and the
least enviable tasks to those he likes least. He must generously give his time to help and instruct
his team.

120
Appendix Maintenance Leadership
1

The boss must make it clear to each employee that promotion opportunities depend
entirely on the employee's skills and value to the company. The supervisor must give full credit
to his employees for the ideas and suggestions that come from them. He should not take his
staff's ideas for himself when he uses them. A maintenance manager must be honest and
dignified in his dealings with his staff: be careful not to make promises that are impossible to
keep and be aware that he does not lose his temper or make verbal scenes that only serve to
humiliate those who are victims in the presence of others. He must be open-minded and willing
to listen to a complaint or suggestion from anyone, and he must always be looking for ways to
improve his service by making intelligent use of his workers' ideas or his own. Supervision
means taking a genuine interest in people; Be humane and available whenever employees have
difficulties and act as a wise friend and advisor in case of solicitation.
The supervisor must be loyal to his employees as he expects their loyalty to each other.
He or she must make a sincere effort to understand their views on corporate regulatory issues
that affect them. When the boss thinks the employees are wrong, he needs to show them why
they are wrong. When they think they are right, he must support them and explain their point
of view to his superiors. If the boss is convinced that an injustice has been done to one of his
employees, he must be prepared to defend him. This does not mean that the boss should try to
override a superior's final decision, but it does mean that he should not be just a "yes-man" who
is afraid to defend his employees for fear of hurting the consideration his superiors have for
him.
The boss must accept the responsibility of improving the competence and efficiency of
his workers by acting as a conscientious guide and instructor, especially when a new employee
arrives in his department. They must take charge of the new employee, make sure they get off
to a good start, understand what is expected of them, learn the company's policies and
regulations, and quickly get to know their co-workers. A supervisor must assign each new
employee to tasks that he or she will be able to perform for the best benefit of the company as
well as for his or her own. The leader must train the employee until he or she reaches the
maximum efficiency of which he or she is capable. The supervisor must make positive
decisions. This does not mean thoughtless judgments. He must give himself time to make a
decision in order to be sure that he is right, but once the decision has been made, he must be
precise and must not "spare the goat and the cabbage".
Scheduling one is an aspect of supervision that is now increasingly becoming the
responsibility of the modern maintenance control centre or the technical maintenance office.
However, the daily schedule at least is a required task and skill of the maintenance supervisor.
It must maintain a balanced distribution and an equal flow of work. He must constantly work
for the development of the spirit of safety in his workers. The employees of the department are
inclined to adjust to the foreman if the foreman takes the regulations and safety equipment
seriously, the workers will do the same.

❑ Duties of the Maintenance Manager

The manager carries out his duties in quality, quantity and cost by means of the
management of employees and the control of other essential elements of production such as
equipment, materials, methods and time. The ideas may be well conceived and

121
Appendix Maintenance Leadership
1

Once the methods and procedures are developed, the results can only be satisfactory if
management ensures that the work has been done properly. For this reason, appropriate
management at the supervisory level must make a significant contribution to fulfilling the
obligations of the Directorate-General in terms of quality, quantity and cost.
Few professions include such a large number of important responsibilities; The basic
duties of the Maintenance Manager include:
▪ planning and organization,
▪ direction and coordination,
▪ control and motivation.
A good leader must know how to handle his particular task. This is why he will have to
master the skills and techniques of his new profession, if he wants to succeed.

❑ Essential techniques for proper supervision

If the maintenance manager wants to perform his task to the satisfaction of the company
and his own, he will need to master a number of techniques. Although this list is not complete,
the following skills and techniques will need to be properly practiced if the maintenance
manager is to achieve his or her goals:
▪ communication,
▪ direction,
▪ relationships with others,
▪ resolve conflicts,
▪ distribution d’instructions.

❑ Communication

Communication means: the process of circulating information and understanding between

two people. As a supervisory responsibility, it is often referred to as communication with the
employee, although the process of communication has equal importance between foremen and
between the foreman and his manager.
Effective dissemination of the company's views and goals by the leader can help solve
many of today's problems. This can help employees understand the relationships between
productivity, costs, prices, and sales. It is obvious that one of the purposes of communication
is to broaden the information and understanding necessary for the group effort. When we can
communicate, we can work together.
However, when it comes to communication, the chef's responsibility is twofold. Just like
everyone else, he is responsible for communicating with others, but he is also responsible for
communication among his staff. A strong chain of communication depends on the strength of
each mesh, which places the responsibility on each leader to maintain good communication in
his or her department.
A good listener saves time because they learn more in a given period of time. He gets to
know the person who speaks as well as what he says.
• Listening helps the communicator determine how well their message has been
understood.

122
Appendix Maintenance Leadership
1

• A good listener helps others express themselves better.

• Good listening increases comprehension.
• Everyone likes to feel useful. Employees work best when they know that their
judgments and suggestions are being taken into consideration.
• Paying attention to small annoyances often prevents them from flourishing into big
problems.
• To do a good job of listening, you need to set aside a place for it in your schedule.
Listening consumes a lot of a manager's or leader's time because it's the primary way to
learn the data of a situation. One study concludes that managers spend 45% of their
communication time listening and 30% speaking, resulting in a total of 75% oral
communication. There was 16% reading and 9% writing, giving a total of 25% written
communication.

❑ Instructions must communicate

Another skill that the leader needs is that of giving instructions. Consider the importance
of it. Employees need to be led. A few may need to be introduced to technical jargon. The
worker who does not use his safety equipment may be the innocent victim of distorted and
misleading instructions.
Most chefs can avoid 95% of the misunderstandings that reek of their department by
mastering the basic principles needed to give instructions.
These are simple. The few minutes it takes to learn them are amply rewarded with the
elimination of costly backtracking, elaborate explanations, and wasted time.
Here's what you only need to do to give effective instructions:
• Start with what is known:
Try to imagine a new shape, different from anything you've seen before. Difficult?
Impossible! You may find a strange-looking circle, or an eccentric combination of squares and
triangles, but you won't be able to invent a totally new shape. What for? Because we are
perpetual prisoners of what we already know.
• Start with the simple:
Just as the known prepares the way for the unknown, so the simple prepares the way for
the complex. If you have to give complicated or very numerous instructions, remember that
they should be introduced gradually, starting with the most understandable and working your
way up to the most difficult. This method works for two reasons:
▪ If you start with the hardest part of your instructions, you risk alienating the worker
from the start. Convinced that he will never understand everything you are about to say,
he will very quickly be "in the moon", even if he seems to be listening;
▪ Since learning is based on memory, instructions presented in a memorable way have the
best chance of being learned. To make these instructions memorable, there is an easy
way to give them some logic. And, going from simple to complicated is a type of logic.

123
Appendix Maintenance Leadership
1

• Giving Positive Instructions

The human brain is a delicate and complicated mechanism. He doesn't always listen the
way we want him to. And it is far from infallible.
• Demonstrate and dramatize
By showing something to your listener or giving a demonstration, you can often clarify a
point that would otherwise require hours of speech. By adding a demonstration to your spoken
instructions, you help your worker learn faster because you are using much more than just his
hearing.
That's why, whenever you can, disassemble and dramatize your instructions. Do
something that illustrates or clarifies what you are saying.
• Encourage questions
One of the most serious mistakes that frequent instructers make is that they interpret the
absence of questions as perfect understanding. Not at all! There may be no questions because
the listener isn't interested in what you're saying, or they're bored by your presentation, or they're
shy or dreaming. So you need to encourage questions. And if there are still no questions, turn
the tables on you. Ask your worker a few questions, the answers to which will prove that he has
understood your instructions.
• Check Progress
Check your worker's progress until you feel that no further instructions are needed.

❑ Management Demands Objectivity

The direction of the department involves the following ideas: guide, lead, move forward,
and show the way. A leader must not only have the practical knowledge necessary to carry out
his service, but he must also understand the psychological aspects of his work and their
applications in human relations. This is especially true of the modern industry's leader in
maintenance situations. To be a good leader, you need to have a sense of organization and put
it into practice with employees, machines, equipment, materials, and methods. A good leader
requires setting a good example. This is not the kind of work that an indifferent, incompetent,
inefficient, or incapable person can undertake. In many cases, being a leader can require
personal sacrifices. It takes a lot of patience and perseverance. The leader must adopt a happy
medium of conduct. A good leader cannot be limited by regulations, decrees, or the clock clock.
This is an ongoing effort. Being a good chef is a challenge that deserves the best in any man.
In laying the foundations for the competence of the maintenance manager, the following
qualities must be recognized as fundamental: honesty, sincerity, respect for the golden rule ("Do
not do unto others as you would not have them do unto you"), loyalty, consideration of the
rights and privileges of others, benevolent gestures, observance of laws and regulations and the
moral code in force, respect for lawful authority, courtesy, esteem for fellow workers, frankness
and temperance. These foundation stones must be solid, otherwise the superstructure will not
be able to stand upright. Once the foundation is firmly laid, good planning, good materials,
good trade knowledge, honest work and sweat will achieve almost all the reasonable goal.

124
Appendix Maintenance Leadership
1

❑ Qualities of the maintenance manager

True leaders, regardless of industry, have one thing in common: the ability to create in
others the desire to be like them, and to help them achieve their goals. By pushing employees
to voluntarily strive for common goals, the leader must radiate confidence and give an instant
impression of competence. This can be more powerful than any other quality. No one can be a
leader if they don't want to fully discharge their responsibilities when it comes to major
decisions.
Finally, the leadership competency involves the following skills:
• organize and plan,
• solicit and obtain cooperation;
• maintain standards of leadership and performance,
• make fair decisions,
• select and perfect its workers.
To conclude: persevere in your decisions. Once a decision has been agreed, promptly
follow up with corrective action. Failure to implement agreements in a timely manner leads to
mistrust and doubt.
If you don't keep a commitment once, it will be harder for you to get unanimous support
the next time.

❑ Don't wait for problems

The surest way to decrease the number of complaints in your department is to monitor
situations that need attention and correct them before they escalate into complaints. Always try
to predict and eliminate the origins of complaints. It may be helpful to review your grievance
file at least once a month. Classify them according to reasons such as wages, discipline,
overtime, hygienic conditions, etc.
If you find that a high percentage of cases are attributed to the same general cause, look
into the case. Discuss the issue with your manager. Try to get to the root of the problem and
eliminate the cause once and for all.
If you adopt this attitude, it will be noticed very quickly by your employees and they will
probably take a constructive approach of trying to anticipate problems and eliminate their
causes before they occur.

❑ The "Good Chef"

At this point, you must be thinking that the chef's job is quite difficult! Indeed, it is!
But, to get an idea of what makes a "good chef", perhaps the best way is to think about
the qualities you would like to find in your own boss. Make a list of these features. Check them
against the following points compiled by numerous surveys of employees in different
industries. Then, compare yourself honestly to the final list.

125
Appendix Maintenance Leadership
1

❑ Good Leader Checklist

• Knows his job inside and out. Is a good worker as well as a foreman and understands all
the tasks he supervises.
• Has leadership skills rather than dirigisme. Explains not only how to do a also why.
• Give clear and friendly orders. Don't yell or get angry. Ensures that his/her instructions
are understood.
• Has foresight to plan and delegate work in advance. Keeps employees busy without
ordering. Assigns work in a fair manner.
• Maintains consistent standards of conduct, performance and quality.
• Keeps up to date with each employee's work. Evaluate it honestly and solely on its merits.
Informs everyone of where they stand.
• Appreciates and recognizes sincere efforts and above-average work. In case of bad work
or rejection, look for the cause and avoid blaming the innocent.
• Maintains discipline in an even and consistent manner. Do not reprimand a worker in the
presence of others. Personalize his reprimands as little as possible. Investigates the causes
and gives the worker an opportunity to explain his or her side of the story. Don't get angry
by reprimanding.
• Believes in safety principles and puts them into practice. Provides complete and correct
safety instructions.
• Ensures that new or transferred employees know how to do their jobs properly. Make sure
they have all the necessary tools and materials. Helps them feel comfortable.
• Is liberal but consistent in its interpretation of company conventions, regulations, and
policies. Does not seek to silence the complainant or mitigate justified complaints. Listen
sympathetically to any complaint.
• Takes a personal interest in employees. Is loyal to superiors and subordinates. Don't shy
away from taking responsibility. Don't shy away. Is ready to fully defend its workers if
needed.
• Delivers on its promises. He doesn't make false promises and honors as quickly as possible
all the promises he makes.
• Is open-minded. Welcomes suggestions and willingly discusses them.
• Loves his job. Is the apostle of change. Encourages his employees to become chefs
themselves.

126
Appendix Decision-making tools
2

Appendix 2: DECISION SUPPORT TOOLS

1. PARETO'S LAW (ABC METHOD)

b) Introduction
Without structure, any organizational action can be time-consuming and tedious. Through
this method, we can highlight the most important elements of a problem in order to guide our
action. As a result, unimportant details will be eliminated.
c) Definition
The ABC method is used to define priorities for action. It is a decision-making tool
d) Method
The elements will be ranked in order of importance by indicating the percentages for a
given criterion. This study requires a three-step approach:
❑ Define the nature of the items to be classified
These items to be classified depend on the trait being studied.
These elements can be: equipment, causes of breakdowns, types of breakdowns, work
orders, items in stock, etc.
❑ Choosing the Ranking Criterion
The most common criteria are costs and time, depending on the nature studied, other
criteria may be used such as:
▪ The number of accidents, the number of incidents;
▪ The number of scraps, the number of hours of use;
▪ The number of kilometres travelled;
▪ The value consumed annually, often necessary for inventory management; etc.
❑ Define the boundaries of the study and classify the items
e) Graphical representation
Generally; 20% of the number of elements represents 80% of the criterion studied: this is
class A, the next 30% of the number of elements represents 15% of the criterion studied: it is
class B and the remaining 50% of the number of elements represents only 5% of the criterion
studied: this is class C.
By adding up the decreasing values of the criterion studied, the ABC curve reveals three
areas, hence the name "ABC curve" (see Figure 1).
f) Application example
Consider the following list of maintenance hours for a mechanical fabrication shop (Table
1).
a) Establish the ABC curve of cumulative maintenance hours
b) What conclusions can be drawn from the examination of this curve?

127
Appendix Decision-making tools
2

Criteri

on

100%
95 %

80 %

A B C

0 20 % 50 % 100 % Figure 1

Elements. ABC Curve

Tableau 1. Listing.
Center of Designation of work centers Hours of
charge maintenance
10 Assembly line n°1. 2 338
20 Robot painting. 4 283
30 Drill. 415
40 Electricity. 82
50 Linear transfer n°2. 5 683
60 Manufacturing control. 183
70 Heat treatment furnaces. 555
80 Milling machine to be reproduced (item n°13). 362
90 Towers to be reproduced (position n°12). 294
100 Presses. 2 609
110 Welding robot. 1 832
120 Assembly line n°2. 2 416
130 Internal transport equipment. 2 113
140 Circular transfer n°2. 1 114
150 Extruders (item 5). 808
160 Linear transfer n°1. 1 545
170 Control equipment. 154
180 Fire Fighting Equipment. 107
190 Compressed air supply. 889
200 Circular transfer n°1. 1 205
210 CNC milling machines (item n°17). 1 623
220 Water supply. 13
230 Steam supply. 438
240 Tours to C.N. (post n°11). 1 585

128
Appendix Decision-making tools
2
250 Building maintenance. 722

129
Appendix Decision-making tools
2

▪ The following summary table of the ABC curve is given (Table 2).
Table 2. Recapitulation.
Work Mce Rang Class. Work Cumulative Mce Cumul H. Cumulative
Center Hours. Decrease Center % Hours. Mce. %
s.
10 2 338 1 5 50 4 5 683 5 683 17,03
20 4 283 2 2 20 8 4 283 9 966 29,86
30 415 3 18 100 12 2 609 12 575 37,68
40 82 4 24 120 16 2 416 14 991 44,91
50 5 683 5 1 10 20 2 338 17 329 51,92
60 183 6 21 130 24 2 113 19 442 58,25
70 555 7 16 110 28 1 832 21 274 63,74
80 362 8 19 210 32 1 623 22 897 68,60
90 294 9 20 240 36 1 585 24 482 73,35
100 2 609 10 3 160 40 1 545 26 027 77,98
110 1 832 11 7 200 44 1 215 27 242 81,62
120 2 416 12 4 140 48 1 114 28 356 84,95
130 2 113 13 6 190 52 889 29 245 87,62
140 1 114 14 2 150 56 808 30 053 90,04
150 808 15 12 250 60 722 30 775 92,20
160 1 545 16 14 70 64 555 31 330 93,86
170 154 17 10 230 68 438 31 768 95,18
180 107 18 22 30 72 415 32 183 96,42
190 889 19 13 80 76 362 32 545 97,50
200 1 205 20 11 90 80 294 32 839 98,38
210 1 623 21 8 60 84 183 33 022 98,93
220 13 22 25 170 88 154 33 178 99,39
230 438 23 17 180 92 107 33 283 99,71
240 1 585 24 9 40 96 82 33 365 99,96
250 722 25 15 220 100 13 33 378 100%
33 378

▪ Plot of the ABC curve (see Figure 2).

cumulative % of H. of Mce.
100.00

90.00

80.00

70.00

60.00

50.00

40.00

30.00

20.00

10.00

0.00 Rang
0.00 5.00 10.00 15.00 20.00 25.00
Figure 2. Drawing the ABC curve.

130
Appendix Decision-making tools
2

We find that 5 work centers (50, 20, 100, 120 and 10) representing 20% of the elements
corresponds to 52% of the maintenance hours (criterion studied). Acting on these 5 work centers
first will solve 52% of our problem.
g) Conclusion
The results obtained are used to make maintenance decisions:
❑ Category A elements are more preoccupied, and it is for these that a systematic or
conditional preventive maintenance policy is organized with permanent monitoring of
key points;
❑ The reliability of these machines is improved;
❑ Stocks of spare parts are planned with greater care.
For category B items, we will be less demanding on prevention methods.
Finally, those in category C will require little or no preventive maintenance.
h) Remark
The ABC analysis can also be used in inventory management or in any organization that
requires a choice.

2. 500-POINT TABLE OR METHOD (SEE TABLE 3)

❑ Presentation
Another similar approach can be done with a table with weighted points; This method is
used to determine the need for preventive maintenance by applying points with a coefficient
based on company-specific and hardware-specific criteria.
It can be seen that the determining factors are related to the company's criteria: commitment
and deadlines. The other criteria, specific to the equipment, are not preponderant.
❑ Interpretation of the result
We considered the total points to fall into three areas:
- the first zone below 500 points: no need to carry out preventive measures;
- the second zone between 500 and 540 points; Possibility of carrying out preventive measures (to
be refined);
- The third zone above 540 points: preventive is necessary.
If the reasoning of this approach seems valid, given the subjectivity of certain parameters, we
will have to be very careful about the interpretation of the solution.

131
Appendix Decision-making tools
2

Table 3. Preventive maintenance on machines and systems

DESIGNATION No. Coef DESIGNATION No. Coef

CRITERIA Pts CRITERIA Pts

WORKING CONDITIONS MATERIAL COST

- Production continue 3 x 8 50 5 - Single-unit hardware or

- Daytime production 2 x 8 35 5 very special 3000000 DA 55 1
- Production in 1 shift 1 x 8 15 5 - Hardware expensive Got it
between 1000000 and 3000000 DA 25 1
TURNAROUND TIME - Inexpensive hardware included
between 200000 and 1000000 15 1
DA
- Imperative delay with loss of - Inexpensive hardware cost
clients 45 5 less than 200000 DA 5 1
- Mandatory deadline with
payment
indemnity 30 5 ORIGIN OF THE MATERIAL
- Tight deadlines 20 5
- Non-existent delivery times, - Unserviced foreign equipment
delivery on
stock 5 5 technique 45 2
- Foreign Equipment with
Service
THE AGE OF THE EQUIPMENT technique 25 2
- Hardware Algerian small
- New equipment (- 1 year) 45 2 diffusion 20 2
- Youth equipment (1 to 5 years) 30 2 - Hardware Algerian grande
- Aged equipment (5 to 10 years) 20 2 diffusion 10 2
- Old-fashioned hardware (10 5 2
years)
HARDWARE ROBUSTNESS
INTERDEPENDENCE OF
HARDWARE - High-precision equipment
and delicate handling 30 1
- Hardware infrastructure at - Hardware working in
Continuous Brands 35 2 surcharge 30 1
- Hardware infrastructure at - Weak hardware 25 1
Discontinuous brands 25 2 - Rugged precision hardware 10 1
- Upstream buffer material or - Rugged hardware 5 1
downstream 25 2
- Independent Hardware 10 2 PRODUCT LOSS
- Dual Hardware 5 2
- Produce Lost Not
HARDWARE COMPLEXITY marketable (scrap) 55 1
- Parts to be taken back 35 1
- Highly complex and 45 1 - Parts that can be marketed
inaccessible without
- Uncomplicated and inaccessible 25 1 recovery 10 1
- Very complex and accessible 25 1
- Uncomplex and accessible 5 1

132
Appendix Decision-making tools
2

3. THE AUDIT QUESTIONNAIRE OF THE MAINTENANCE FUNCTION

The audit questionnaire below consists of 12 sections and 120 questions to assess the
functioning of maintenance (energy-safety and environment are not included here). Answer
each question in order. To do this, circle the most appropriate score for your unit in the right-
hand columns (e.g. to question C1, answer in the 50% column by circling 15 if about half of
the equipment is listed in your inventory). Enter your score in the corresponding column.
Calculate the subtotals for each heading, then carry them over to page 140, and draw your
profile on page 141.

TOPICS Not 25 50 75 100 your

0% % % % % score

A- GENERAL ORGANIZATION
1- Have you defined in writing and had the organization of the
maintenance function approved? 0 - - - 30

2- Are the responsibilities and tasks defined in the organization checked

periodically for adaptation? 0 - - - 10

3- Are the responsibilities and tasks of foremen or supervisors clearly

defined? 0 - - - 20

4- Is the ratio of staff to supervisors appropriate?

100% = 10 to 13
75% = 9 to 7 or 14 to 16
50% = less than 17 to 20
25% = more than 20
0 5 10 20 30
5- Is the activity of each supervisor (foreman or section manager)
governed by an operating budget?
0 - 5 - 10
6- Is there someone designated to coordinate procurement, work,
installation studies and training?

7- Are there function files (area of responsibility and area of initiative) for 0 5 10 15 20
each of the executor positions?

8- Do the agents operating the equipment have written instructions for 0 - 10 - 20

carrying out first-level maintenance tasks (monitoring, functional
checks, etc.)?

9- Do you meet periodically with the operator to review the work to be 0 5 10 15 30

done?

10- Are the objectives of the service written down and the control carried 0 - 5 - 20
out weekly?

11- Are you consulted by the operator or the engineering departments when 0 5 10 20 30
designing or installing new equipment?

0 10 15 20 30

A – 250 possible points – Subtotal

133
Appendix Decision-making tools
2

TOPICS Not 25 50 75 100 Your

0% % % % % score

B- WORKING METHODS
1- For interventions that are large in terms of the volume of hours and/or
repetitive, is the preparation of the work preferred? 0 5 10 15 30

2- Do you use printed materials to prepare work or draw up quotations

(preparation sheet or quotation sheet)? 0 - 10 - 20

3- Do you have written operating procedures for complex or delicate

work? 0 - 10 - 20

4- Do you have a written (and applied) procedure defining work

authorizations (consignment, deconsignment) for high-risk work?
0 - - - 30
5- Do you keep and file preparation files in a particular way?

6- Are there any actions aimed at standardizing organs and parts? 0 2 5 8 10

7- Do you have any methods of estimating times other than the global 0 8 15 22 30
estimate? (typical work, block of time, etc.)

8- Do you use the PERT method (or a similar approach) for the preparation 0 - 5 - 10
of long, large, and highly coordinated jobs?

9- Do you use formalized troubleshooting methodologies?

0 5 10 15 20
10- Do you reserve parts in store, do you have kits (parts, tools) prepared
before your interventions? 0 10 15 20 30

11- Is all documentation properly filed and easily accessible?

0 8 15 22 30

0 - 10 15 20

B – 250 possible points – Subtotal

134
Appendix Decision-making tools
2

TOPICS Not 25 50 75 100 Your

0% % % % % score

C- TECHNICAL FOLLOW-UP OF THE EQUIPMENT

1- Do you have a summary list (inventory) by location of your unit's
equipment? 0 8 12 22 30

2- Does each piece of equipment have a unique identification number

other than the fixed asset staging number? 0 5 10 15 20

3- On the site, everything Does the equipment have its

identification number clearly marked? 0 4 8 12 15

4- The modifications, news installations or Are

equipment deletions recorded systematically? 0 4 8 12 15

5- Is a technical file open for each piece of equipment or installation?

0 8 15 22 30
6- Do you have a job history for each piece of equipment?
0 8 15 22 30
7- Do you have information about hours spent, parts consumed, and costs
on a device-by-device basis?
0 10 20 30 40
8- Is there one (or more) responsible for keeping the work history?

9- Do you formally follow up on information related to reports of visits 0 5 10 15 20

or preventive inspections?

10- Are the histories analysed once a year? 0 - 15 - 30

0 5 10 15 20
C – 250 possible points – Subtotal

D- MANAGEMENT OF WORKS PORTFOLIO

1- Do you have an established preventative maintenance program? 0 10 20 30 40

2- Do you have written preventive maintenance sheets (or checklists)?

0 5 10 15 20
3- Is there a person responsible for all preventive maintenance actions (in
terms of monitoring and adaptation)?
0 - - - 10
4- Do the users (or operators) of the equipment have any responsibilities
in terms of setting up and maintaining the ' routine ' ?
0 5 10 15 20
5- Do you have a system for recording work requests?
0 10 20 30 40
6- And He one No one particularly responsible
the scheduling of the work?
0 5 10 15 20
7- Have you defined rules for assigning work according to priorities?

8- Are you constantly aware of the workload in your portfolio? 0 8 15 22 30

9- Is there a work voucher (or request) document that can be used 0 5 10 15 30

systematically to inform and monitor any intervention?

135
Appendix Decision-making tools
2

for any job? 0 5 10 15 30

10- Do supervisors meet periodically to discuss priorities, scheduling

problems, personnel, etc.? ? 0 8 15 22 30

11- Do you have a weekly schedule for the start of the work? 0 - 15 - 30

D – 300 points possible – Subtotal

E- MAINTENANCE OF SPARE PARTS STOCK

1- Do you have a closed warehouse to store spare parts? 0 - - - 20

2- Do you have self-service for everyday items?

0 - 5 - 10
3- Do you keep stock cards (manual or computerized) up to date?
0 8 15 22 30
4- Do you systematically dispose of obsolete parts?
0 - 5 - 10
5- Do you track the consumption of items by equipment?
0 - 5 - 10
6- Is the value and number of items in stock readily available?
0 - - - 20
7- Are the rooms tidy and identified?
0 - - - 20
8- Have the trigger threshold and the quantities to be replenished for each
stock item been clearly defined?
0 5 10 15 20
9- Are interchangeable parts identified?
0 8 15 22 30
10- Are the procurement procedures (internal administrative delay) flexible
enough to store as much as possible at the supplier's premises?

0 10 15 20 30

E – 200 possible points – Subtotal

F- PURCHASE AND SUPPLY OF PARTS AND

MATERIALS
1- Is there a formalized and adapted procedure for issuing purchase
requests and placing orders? 0 - 10 - 20

2- Is there a person in the department specifically responsible for

following up on purchase requests? 0 5 10 15 20

3- Does any request for a high-cost part require the approval of the
service manager? 0 - 15 - 30

4- In your opinion, are the time it takes to issue an order relatively short?
0 - 15 - 30
5- Are there negotiated contracts for standard items or consumables?

0 8 15 22 30

136
Appendix Decision-making tools
2

6- For specific items, do you usually go through suppliers other than the
equipment manufacturer? 0 - 15 - 30

7- Do you have a vendor certification process? 0 5 10 15 20

8- During the various negotiations with suppliers, is there a great deal of

cohesion between the purchasing and maintenance departments? 0 5 10 15 20

F – 200 points possible – Subtotal

G- MATERIAL ORGANIZATION AND

MAINTENANCE WORKSHOP
1- Is there enough workshop and maintenance space for the work you are
asked to do? 0 - 15 - 30

2- Could your workshop be better located in relation to the equipment

you have to maintain? 40 30 20 10 0

3- Are the offices of the supervisory master on the ground floor?

0 - 10 - 20
4- Does your workshop have heating and air conditioning?
0 2 5 8 10
5- Is the tool and spare parts store in the vicinity of your workshop?

6- Is there a store manager? 0 5 10 15 20

7- Is the tools and parts store used exclusively for maintenance and new 0 2 5 8 10
work?

8- Does each performer have a clearly identified workstation? 0 - 10 - 20

9- Are the workshop handling equipment suitable? 0 - 10 - 20

0 5 10 20 30

G – 200 points possible – Subtotal

H- TOOLING
1- Do you have an inventory of the tools and test equipment in your
possession? 0 5 10 12 20

2- Is this inventory updated regularly? 0 4 8 12 15

3- Do you have all the special tooling and test equipment you need?
0 8 15 22 30
4- Do you carry out your preventive maintenance using the test
equipment you have?
0 7 13 18 25
5- Are test tools and equipment readily available and in sufficient
quantity?
0 7 13 18 25
6- Are the calibrations of the measuring devices well defined (checks and
tolerances) and carried out?
0 - 8 - 15
7- Have you defined in writing the process for making available and

137
Appendix Decision-making tools
2

use of tools? 0 - - - 10

8- Does each performer have a personal toolkit? 0 - 15 - 30

9- Do you have enough handling equipment on site (hoists, winch, cherry

picker, ladder, etc.)? 0 10 15 20 30

H – 200 possible points – Subtotal

I- DOCUMENTATION TECHNIQUE
1- Do you have sufficient general technical documentation: (construction
mechanics, electricity, environmental code and nuisances, regulations,
etc.)? 0 5 10 20 20

2- Do you have the necessary drawings and drawings for any equipment
(or installation)? 0 10 20 30 40

3- Are technical operating and maintenance instructions and spare parts

lists available for major equipment?
0 8 15 22 30
4- Are the floor plans easily accessible and usable?

5- Are plans and schematics updated as changes are made? 0 8 15 22 30

6- Are the equipment modification works recorded and the corresponding

preparation files (preparation and updating of documentation) filed? 0 8 15 22 30

7- Are maintenance contracts (manufacturers or subcontractors) easily

accessible?
0 5 10 15 20
8- Are the means of reprography, classification and archiving sufficient?

0 5 10 15 20

0 - 5 - 10

I – 200 possible points – Subtotal

138
Appendix Decision-making tools
2

TOPICS Not 25 50 75 100 Your

0% % % % % score
J- PERSONNEL AND TRAINING
1- Is the working climate generally positive?
0 10 20 30 40
2- Do supervisors properly supervise the work carried out by the personnel
under their responsibility?
0 8 15 22 30
3- Are problems often discussed in groups involving the implementers
(quality circle, progress groups, etc.)?
0 8 15 22 30
4- Are there annual appraisal interviews for management and executive
staff?
0 5 10 15 20
5- Are the supervisors and performers sufficiently available? (overtime to
complete a job, working on Thursdays,...) 0 8 15 22 30

6- Overall, do you consider the technical competence of your staff to be

satisfactory?
0 15 25 35 50
7- In your day-to-day work, do you feel that the staff has the necessary
initiative?
0 8 15 22 30
8- Do supervisors regularly train their staff in technical areas?

9- Do your supervisors receive training in new technologies through 0 - 15 - 30

internships, visits to manufacturers, exhibitions?

10- Does your staff receive regular safety training?

15
11- Is staff training programmed and controlled by the maintenance 0 - - 30
department? 15
0 8 22 30
12- Are staff qualifications and accreditation rigorously monitored?
10
13- Do you have significant losses of productive time due to tardiness, 0 5 15 20
absences, etc.?
10
14- Are your staff's relationships with customer services good? 0 5 15 20

15
30 22 8 0

5
0 - - 10
J – 400 points possible – Subtotal

K- SUBCONTRACTING
1- Do you have a formal evaluation process for subcontractors? 0 - - - 10

2- Are the work descriptions and specifications carefully drawn up?

0 10 20 30 40
3- Is the selection of subcontractors based on technical and competent
criteria?
0 5 10 15 20
4- Do you have the option of using multiples locally?

139
Appendix Decision-making tools
2

Are you a subcontractor for the areas that concern you? 0 5 10 15 20

5- Do you outsource tasks for which you feel you do not have sufficient
technical expertise? 0 8 15 22 30

6- Do your contracts with subcontractors include result clauses? 0 5 10 15 20

7- Are you developing quality assurance and partnership with your

subcontractors? 0 8 15 22 30

8- Do you create and update one case per case according to a

predetermined constitution procedure? 0 5 10 15 20

9- Is the follow-up of the subcontractor's work and the acceptance of this

work carried out by a named person in your department and according
to rigorous procedures? 0 8 15 22 30

10- Do you have documentation to facilitate the maintenance of your

equipment by external companies? 0 8 15 22 30

K – 250 points possible – Subtotal

L- CONTROL OF THE ACTIVITY

1- Do you have a dashboard that allows you to decide what corrective
actions to take? 0 10 20 30 40

2- Are there regular reports to track hours and costs of labor and parts?
0 10 20 30 40
3- Is the performance of the service monitored (loss of revenue,
operational safety, equipment availability and response time)?

4- Is the effectiveness of the maintenance potential controlled? 0 10 20 30 40

5- Are you in control of your workload? 0 8 15 22 30

6- Do you have the maintenance costs on a device-by-equipment basis? 0 8 15 22 30

7- Does the maintenance department have a computerized activity 30

management tool (other than just spare parts management)? 0 8 15 22

8- Do you have the summary information in a sufficiently short time?

0 - 15 - 30
9- Do you issue a regular (monthly and annual) activity report?

0 8 15 22 30

0 8 15 22 30

L – 300 points possible – Subtotal

140
Appendix Decision-making tools
2

❑ DETERMINE YOUR SCORE (Table 4)

Table 4. Recording scores.

Topics Your Score Max. possible Percentage

A- General organization 250

B- Working method 250

C- Technical monitoring of equipment 250

D- Management of the work portfolio 300

E- Spare parts stock 200

F- Purchasing and supply of parts 200

I- Material organization 200

G- Tooling 200

H- Documentation technique 200

I- Personnel and training 400

J- Subcontracting 250

K- Activity Control 300

SCORE TOTAL 3 000

To identify weak spots, look for those that are lower than the average percentage. It is a
question of examining and eliminating deficiencies in these areas as a first step.

❑ DRAW YOUR PROFILE

- Transfer the points corresponding to each of the calculated percentages to the relevant
radius (see Figure 3).
- Connect these points with line segments: you get your operating profile.
- To identify the areas where improvement action should be taken, draw a circle with a
radius equal to the average percentage calculated above. All points within this circle are
points where progress can and should be made.

141
Appendix Decision-making tools
2

L B

Towards C

J D

I And

F
H
G

Figure 3. Maintenance audit profile.

142