Download - Assessing Maintenance
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Assessing Maintenance Effectiveness and Efficiency
How is your maintenance dollar used, breakdown, inspection, improvements,demolition, operational support, or capital expense? Do you have a "value added"
assessment process?
Are preventive maintenance activities/critical inspections are at their optimum? The
right frequency, accurate plans, no sacred cows.
What is the typical environment maintenance personnel work in, reactive or proactive.
How do you know? What's the average lead time for planning and scheduling.
How accurate and effective is your maintenance schedule, start and finish time,
equipment readiness, material and tool requirements, coordination, lockout tag out
requirements identified, permit requirements, plan versus actual
What is the average time required to obtain a safe work permit? do you have the
available resources or schedules to optimize.
Time on tools, are you working the most effective schedule, what are your current work
practices, how much time do you actually have to perform maintenance work.
Maintenance effectiveness survey (survey to obtain perspective from operations and
maintenance personnel as to your current maintenance work process)
When was the last time you've managed by wandering around? you get what you
inspect not what you expect.
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Assessing Maintenance Effectiveness and Efficiency
How is your maintenance dollar used, breakdown, inspection,
improvements, demolition, operational support, or capital expense?
Maintenance:
10 Predictive/Preventive Maintenance (P/PM)
Material, labor or equipment used in the prediction or prevention of routine
maintenance or failures. This would include all work associated with the 10 PPM
Elements such as services for lube oil and vibration analyses, regularly
scheduled oil or filter changes, regularly scheduled inspections, root cause
analysis investigations, etc.
20 Repair Maintenance
Normal work performed on equipment. This includes repairs due to failures,
normal wear, process upset that mechanically damages the equipment, and
work performed to correct problems that were identified as a result of using
predictive tools (such as vibration analysis, non-destructive evaluation (NDE), or
routine inspections). It also includes painting or insulation work that is done as
part of a repair.
30 Project Maintenance
Includes any planned shutdowns or "planned projects" that modify, refurbish or
replace facilities which are intended to reduce maintenance cost, or to improve
reliability, and yet do not meet the capitalization rules. These expenditures are
normally not recurring. Projects which install new and improved** equipment or
materials and increase the asset base are not included in maintenance.
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Assessing Maintenance Effectiveness and Efficiency
Non-Maintenance
60 Process Cleaning
Chemical cleaning, hydro blasting, grit blasting, etc., of mechanical
equipment, exchangers, vessels and piping.
70 Environmental
This includes activities such as clean up of process spills, pond
closures and other remediation.80 Engineering
Work that will be recharged to an engineering account.
90 Start-Up
This includes expenses preparatory to, as well as those resulting
from actual start-up of a new or major expanded facility. This work
is always done on a special account assigned by the Accounting
function. The work must meet their pre-determined guidelinesbefore the account will be assigned.
100 Process Reconfiguring
Any work done to reorganize the equipment or piping when two or
more products are routinely produced in the same equipment. This
would not include any cleaning that is involved, as this should be
included with "Process Cleaning".
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Assessing Maintenance Effectiveness and Efficiency
Non-Maintenance
110 Capital
Projects that will be charged to a capital authorization.
120 Project/Improvement
Activity that may modify assets but do not reduce maintenance cost,
or improve reliability. Improvements that do not meet the
capitalization requirement. This would include any modifications forsafety or quality purposes. These expenditures are normally not
recurring.
130 Demolition
Removal of equipment or facilities that are no longer needed and
will not be re-installed or replaced.
140 OtherAll other activities that are not defined as maintenance,
environmental or capital. This includes work such as contract labor
for operations (bagging laborers, etc.), routine clean-up of facilities.
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Assessing Maintenance Effectiveness and Efficiency
Do you have a "value added" assessment process?
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Assessing Maintenance Effectiveness and Efficiency
Are preventive maintenance activities/critical inspections are at their optimum?
The right frequency, accurate plans, no sacred cows.
To Frequent To Infrequent
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Assessing Maintenance Effectiveness and Efficiency
What is the typical environment maintenance personnel work in, reactive
or proactive.
How do you know?
Lead Time Vs Resource Utilization
What is the averagelead time you get for a
job ?
Manage Resources Sharing EnabledReactive
E-Job % High
Utilization
30%-40%
40%-50%
50%-60%
60%- 100%
Days 1234567891011121314
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Assessing Maintenance Effectiveness and Efficiency
What's the average lead time for planning and scheduling.
Five Day Schedule
Work
Request
Work
Order Plan
M T W T F S S M T W T F
Execute The ScheduleNon - Work
Create
Schedule
Communicate
Schedule
Coordinate
Resources
Define
Needs
Net
Capacity
6 8 9 11 121 2 3 4 105 7
Lead Time
Current Week Next Week
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Assessing Maintenance Effectiveness and Efficiency
How accurate and effective is your maintenance schedule, start and finish time,
equipment readiness, material and tool requirements, coordination, lockout tag outrequirements identified, permit requirements, plan versus actual.
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Assessing Maintenance Effectiveness and Efficiency
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Assessing Maintenance Effectiveness and Efficiency
What is the average time required to obtain a safe work permit? do you have the
available resources or schedules to optimize.
What is the average time to acquire an typical safe work permit?
Do you require a safe work permit for all maintenance work?
How many permits are required per day?
How many permit writers are available?
Do you stager maintenance start times to accommodate issuing safe permit?
Have you completed risk assessments for levels of safe permit requirements?
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Assessing Maintenance Effectiveness and Efficiency
Time on tools, are you working the most effective schedule, what are your current
work practices, how much time do you actually have to perform maintenance work.
Eight Hour Day
7:30 8:30 9:30 10:30 11:30 12:00 1:00 2:00 3:00 4:00
Legend
Wrench Time
Safety Meeting
Job Line Up
Travel
Break
Lunch
Wash Up
Wrench Time28 Hours 45 Minutes per week
Wrench Time31 Hours per week
Ten Hour Day
7:00 8:00 9:00 10:00 11:00 12:00 12:30 1:30 2:30 3:30 4:30 5:30
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Assessing Maintenance Effectiveness and Efficiency
Maintenance effectiveness survey (survey to obtain perspective from operationsand maintenance personnel as to your current maintenance work process)
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Assessing Maintenance Effectiveness and Efficiency
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Assessing Maintenance Effectiveness and Efficiency
When was the last time you've managed by wandering around?
You get what you inspect not w hat you expect .
When did you last attend a morning tail gate and job lineup?
Have you observed the control room at the start of the work day?
When was the last time you reviewed a routine job plan with your planner?
When was the last time you randomly picked a job from the daily schedule and
observed with the maintenance supervisor if the activates were occurring as
scheduled?
Have you made radium observations to asses time on tools?
Have you meet with the planner and maintenance supervisor to review plan Vs
actual on routine schedules?
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HEART OF THE MA INTENANCE WORK PROCESS
Fix it when you can mentality
Operators trained in troubleshooting techniques, certain minor maintenance activities, and defined OperatorAssisted Maintenance duties.
Operators are identified as the primary equipment owners.
Value Added work requests.All personnel are trained to correctly write a work request / notification and evaluate each work request /
notification as to whether or not it adds value to the unit/business.
Operations/Maintenance Coordinator ConceptPerson performing the OMC Role must have an in depth knowledge of Unit Operations, Maintenance Procedures
and Business plans.
The individual must be capable of making difficult decisions and challenging Sacred Cows. This person must
also have the full support of the Operations Leadership.
Value Added Focus
Business rules are established
Projects and improvements are reviewed to insure value creation.
Inspections and Predictive/Preventive task are optimized.All jobs approved meet business needs.
A culture must be created where personnel recognize the need to be realistic in setting priorities for work. The
system will drive out unnecessary schedule interruptions.
Reliance on retrieval of previous planned and critiqued jobs.
Archived planned jobs are available.
Planners use common planning practices to improve quality and reduce variability in the planning process
The ability of the computerized maintenance management system to retrieve developed job plans.
Job Packages include cost estimatePlanners focus their effort on future work. Interruptions are planned and executed by the execution supervisor.
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HEART OF THE MAINTENANCE WORK PROCESS
Resource Management and Scheduling.Planned work is scheduled on a weekly basisStandard planning process for Daily Planning and Turnaround PlanningScheduler Focused on meeting Operations needs while optimizing Maintenance resources.Schedule provides site integration.
Final Approval and Cost Control is the responsibility of Operations Gatekeeper
Work will be completed safely without environmental insults and will comply with regulatoryrequirements.Procedures exist.Employees must be trained to use proper proceduresThere should be an understanding of the interrelationships of all of the work processes in order forseamless handoffs to occur.
Completed work is analyzed for improvement opportunities.A culture exists that encourages continuous improvement.
Accurate and complete data must be recorded in CMMS such that the Improvement Process can besuccessful.Each job should be evaluated for areas of improvements i.e. equipment reliability using RCFA, jobplans, etc.
Key performance indicators are used to manage Work ProcessKey performance indicators are identified, measured, monitored and communicated.Every one in the organization owns some part of the work process. Each person is responsible andaccountable for their role. They measure the outcome of the activities that they control.