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20170820 maintenance work management
The document discusses physical asset management, emphasizing the importance of systematic maintenance work management to optimize performance, reduce risks, and control costs throughout the asset lifecycle. It outlines planning and scheduling processes, highlighting the roles of planners, supervisors, and technicians in executing maintenance tasks efficiently and effectively. Additionally, it stresses the need for proactive maintenance strategies and proper organizational structures to enhance reliability and productivity in maintenance operations.
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20170820 maintenance work management
- 1. MAINTENANCE WORK MANAGEMENT [email protected] Cilegon,20 August 2017
- 2. Physical Asset Management Thesystematic and coordinated activities and practices through which an organization optimally manage its physical assets, and their associated (1) performance, (2) risks and (3) expenditures over their lifecycle for the purpose of achieving its organizational strategic plan PAS 55-1: 2008; Asset Management; Part 1: Specification for the Optimized Management of Physical Assets
- 3. Planning Costs Acquisition Costs Operation &Maintenance Costs Disposal Costs Asset Life Cycle (Years) Mid-Life Refurbishment Costs Not to Scale AssetCosts(Rpor$) Designing R.A.M Attributes Maintaining (or Improving) R.A.M Attributes Distribution of Asset’s Life Cycle Costs Ramesh Gulati: Maintenance & Reliability Best Practice; 2nd Edition, Industrial Press, NY, 2013
- 4. [email protected] (c) 2016 P.A.M’sGoals and Objectives COSTS PRODUCTION AVAILABILITY REGULATION COMPLIANCE P.A.M 1. EAF 2. EFOR 3. SdOF 4. Nett Plan Heat Rate 5. OEE 1. Labor Utilization 2. Overtime 3. Schedule Compliances 4. Backlogs 5. Inventory Turn Over 6. Inactive Materials 1. Environmental 2. Health 3. Safety 4. Security 5. Property Rights
- 5. Maintenance as CoreBusiness John S. Mitchel: Physical Asset Management Handbook; 4th Edition; New York; 2006 Physical Asset Management (Asset optimization) requires that Maintenance is a vital part of production, partner of operations and managed as a core business activity to gain maximum asset effectiveness and return Physical Asset Management (Asset optimization) is business oriented; profit centered and directed to attaining greatest lifetime effectiveness and value from physical production assets. The process begins at design and continues through procurement, installation and operation. It includes Maintenance and finally ends at removal from service and disposal.
- 6. RISK RANK RCM/FMEA RCFA PredictivePreventive Proactive Life Extension RELIABILITY IMPROVEMENT PROCESS Vibration Lubrication Performance Motor Elect. Thermography Allignment ROUTINE EMERGENCY. – BREAK-IN Predictive Preventive Corrective WORK ORIGINATION PROCESS SCHEDULING PLANNING BACKLOG PLANNING & SCHEDULING PROCESS WORK EXECUTION WORK EFFICIENCY MAINTENANCE CREW WORK FULFILLMENT PROCESS MAINTENANCE EXPENDITURES PRODUCTION AVAILABILITY ISSUE ORDER INVENTORY MATERIALS, MRO PROCESS EQUIPMENT HISTORY EQUIPMENT PRODUCTION SCHEDULED UNSCHEDULED BACKLOG MAINTENANCE EXPENDITURES PRODUCTION AVAILABILITY PHYSICAL ASSETS Operation Process Reliability Improvement Process MRO Material Process Work Planning & Control Maint. Crews Equipment History Risks Ranking John S. Mitchel: Physical Asset Management Handbook; 4th Edition; New York; 2006 Maintaining R.A.M Attributes Improving R.A.M Attributes
- 7. Maintenance as CoreBusiness Proactive Maintenance through: 1. Effectively utilizing maintenance resources 2. Efficiently executing maintenance tasks Ramesh Gulati: Maintenance & Reliability Best Practice; 2nd Edition, Industrial Press, NY, 2013
- 8. Maintenance as CoreBusiness http://www.machinerylubrication.com http://maintenancephoenix.com
- 9. Maintenance Tasks PLANNED UNPLANNED 1.PM- Time Based Maintenance 2. PM- Run Based Maintenance 3. PM- Condition Based Maintenance 4. PM- Operator Based Maintenance 5. CM- Resulted from PM Tasks 6. CM- Major Repairs, Projects, Overhauls 1. CM- Reactive, Equipment Breakdown 2. Other unplanned sponsored tasks
- 10. Maintenance Work Management Willovercomes these situations……
- 11. Maintenance Work Management WORK IDENTIFICATION VALIDATION& CODING PLANNING WEEKLY SCHEDULING DAILY ALLOCATION EXECUTIONFEEDBACKEVALUATION CLOSING & FILING ROUTINES & PLANNED BACKLOGS UNPLANNED/ EMERGENCY BREAKDOWN URGENT Maintenance Work Orders Life Cycle
- 12. Maintenance Work Management Atleast 80% of Maintenance Works should be planned on a WEEKLY basis. Compliance to that work schedule should be at least 90%
- 13. Work Identification Work Originatorwill: Requests work to be performed Indicate the location of the work needing to be performed and the authorization for having the work performed Place priority on the work Provide brief description of the work being requested Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 14.
- 15. Work Identification WORK PRIORITYAsset Criticality Work Impact 5 Critical safety-related items & protective devices 4 Critical to continued production of primary product 3 Ancillary (support) system to main production process 2 Standby unit in a critical system 1 Other ancillary assets 5 Immediate threat to safety of people and/or plant 4 Limiting operations ability to meet its primary goals 3 Creating hazardous situations for people or machinery, although not an immediate threat 2 Will affect operations after some time, not immediately 1 Improve the efficiency of the operation process Ramesh Gulati: Maintenance & Reliability Best Practice; 2nd Edition, Industrial Press, NY, 2013
- 16. Planning: WHAT &HOW Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013 Job scope Timing Priority Cost Approval Make or buy Labor Materials Fabrication Tool Equipment Rigging Contractor Requirements Safe Work Planning Job Instructions Job Control Progress Reports Work Orders Planning Decisions
- 17. Planning: Symptoms ofIneffectiveness Maintenance people standing around, waiting for parts Maintenance personnel arriving at the job site and waiting for the asset/system to be shut down (wait is over 15 minutes) Frequent trips to storeroom by maintenance personnel Planners being used to expedite parts High rework Poor work performance Production downtime always more than estimated High stockout in the storeroom Ramesh Gulati: Maintenance & Reliability Best Practice; 2nd Edition, Industrial Press, NY, 2013
- 18. Benefit of EffectivePlanning Fewer job interruptions Clearer job instructions Materials are order in advance Tools are prearranged and available Special equipment prearranged Prioritization meaningful Supervisor better prepared Improved personnel utilization Improved material coordination Improved contractor utilization Increased equipment reliability Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 19. Productivity Savings: TypicalExample Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013 Reactive Planned x2000 hours/year; 100 Technicians 100 Technicians; x2000 hours/year 200,000 hours paid for x 30% Productivity 200,000 hours paid for x 60% Productivity 60,000 hours - 120,000 hours - Difference of 60,000 additional hours Difference in dollars: 60,000 x $20.00= Potential of $1.2 Million
- 20. Scheduling: WHO &WHEN SCHEDULE CONSENSUS Operator agree to release the asset/system in certain conditions and time Maintenance agree to make resources available and execute the work within agreed duration Are all available ON SITE, ON HAND !!!
- 21. Execution The work ordershifts from the planner to the supervisor Supervisor assigns the work order to specific craft technician Supervisor will be out in the field supervising the work activities of their assigned employees Supervisors are ultimately responsible for assuring the quality and safety of the work Supervisors review the work to insure work quality Supervisors collaborate with the requester to fulfills the requirements Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 23. Feedback Terry Wireman: MaintenanceWork Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013 Feedback for Reliability Analysis Feedback on Actual Resources Actual manhours Actual materials used Actual spare parts Actual tools etc Failure mode Failure cause Short repair/corrective actions Replaced parts/components
- 24. Evaluation Terry Wireman: MaintenanceWork Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013 Manager analyzes the performance of the planning and scheduling Manager will identifies areas for potential improvements Manager develops a plan for improvement of the planning and scheduling Manager monitors the improvement initiatives
- 25. Evaluation John S. Mitchel:Physical Asset Management Handbook; 4th Edition; New York; 2006 Planning & Scheduling Performance Indicators
- 26. Essential Elements forSuccessful P&S Clear direction and sponsorship from Plant Leaders Plant organizational structure Clear roles and responsibilities (including personnel awareness, competency, commitment and coordination) Infrastructure supports
- 27. Clear Direction fromPlant Leaders
- 28. Plant Organizational Structure PLANT MANAGER OPERATION MANAGER ENGINEERING MANAGER MAINTENANCE MANAGER MAINTENANCE ENGINEERS MAINTENANCE PLANNERS MAINTENANCE SUPERVISORS TECHNICIANS PlannersStructure: - Within Maintenance Department - Independent structure, roles and responsibilities - Equal position with maintenance engineers and supervisors
- 29. Planner Qualifications Excellentcraft knowledge Good equipment and plant knowledge Logistically-organized individuals Good organizational skills Good communication skills Good computer skills Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 30. Planner Staffing Rule ofThumb: 1 Planner 2 Supervisors 15 to 20 Technicians Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013 Factors that impacts the ratios: Type of maintenance works Physical layout of a plant Type of technicians
- 31. Roles & Responsibility Planners:Organizing Work Receive the work requests Estimate work required to complete the requested work Plans the labor resources required Plan the materials (spare parts) required Maintain the backlog of all approved requested work Build a weekly schedule from the work backlog Monitor the weekly scheduled work progress Complete and file all completed work orders Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 32. Roles & Responsibility Supervisors:Oversee Execution of The Work ● Review weekly schedule (with the planners) ● Assign daily work to the technicians from weekly schedule ● Assign all reactive work for immediate execution ● Forward non-emergency work to be planned to the planners ● Audit finished work orders for completion information ● Oversee all assigned work activities for crew technicians Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 33. Roles & Responsibility CraftTechnicians: Perform The Work Review job plan prior to starting the work Review equipment lockout to insure work can be performed safely Obtain planned tools and materials from location where planners have them staged Perform equipment repairs per work order instructions Enters completion information on work order, i.e. hours worked, any unplanned material used, etc. Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 34. Roles & Responsibility OperationsPersonnel: Request the Work and Coordinate Production and Maintenance Activities Make out any necessary maintenance work requests Review daily maintenance schedule Communicate with maintenance supervisor if problems develop during the shift Communicate with maintenance technicians if there are questions or if coordination of activities are required Check and lockout equipment and obtain safety permits if operations is required to perform equipment or process shut downs Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 35. Mistakes to Avoid TerryWireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013 Allowing Planners to be involved in unscheduled and emergency work activities Allowing Planners to fill in for maintenance supervisors who are on another assignment temporarily or on vacation
- 36. Planning Reminders Planning isonly valuable when the returns exceed the cost Planning must always be flexible Planning depends on development of good job plans by technically skillful Planners Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 37. 9 Planning Enablers GoodPreventive Maintenance Programs Complete equipment repair histories Complete failure analysis Timely reporting of potential problems by operations personnel Effective planned component replacement policy World-class overhaul and rebuild capabilities Having maintenance foremen, supervisors or coaches aware of impending problems Pride of workmanship by the craft technicians Good use of repair technology Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 38. Scheduling Reminders Scheduling issuccessful only if the plant organization has good understanding on maintenance schedule No one individual, particularly shift supervisors for maintenance or production, should have authority to arbitrarily change the schedule without approval of the maintenance and operation manager Scheduling is successful only if there is good coordinated use of the engineering, maintenance and operations departments to accomplish the work in the most efficient and effective manner possible, at the lowest practical costs Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013
- 39. [email protected] (c) 2016 InfrastructureSupports: Workshop Locations
- 40. Infrastructure Supports Excellencecomputer and network access Maintenance data base Nice, quiet and convenient working room for Planners Easy access for discussion with costumers and stakeholders Joel Levitt: Maintenance Planning and Scheduling
- 41. Final Comments A plannedand scheduled job will be completed at 25% to 50% the cost of the job performed in a breakdown or emergency mode Terry Wireman: Maintenance Work Management Process; Maintenance Strategy Series Vol. 3; Reliabilityweb.com; 2013 Without good scheduling, the benefit of planning is lost. Without good planning, maintenance costs will always be higher than they should be
- 42. Stop trying toWin, just keep trying to Grow Eri Prabowo- The Sunday Email (Sunday, 13th November 2016)
- 43.
Editor's Notes
- #10 Sources of Requested Work: Maintenance PM PdM CM Maint. Modification Operation Operating Condition of Equipment Equipment Performance Quality Performance Other EHS Issues Engineering Project Support Equipment Improvements