Maintenance Management Ali AZZOUZ

MSc Asset Management

Petroleum Economics Engineer Taxiphone Bonne Nouvelle la rue de la poste BP M’chedallah

10100 Bouira, Algeria.

Email : ali_azzouz_iap@yahoo.fr Mobile : +213554550038

1. Reliability Centred Maintenance (RCM)

a- RCM definition:

According to John Moubray, a Reliability Centred Maintenance is a process

used to determine the maintenance requirements of any physical asset in

its operating context (1). This means that RCM is a process used to

identify the most applicable and effective maintenance action(s) to ensure

the performance of a system or component

b- What RCM does?

RCM process (2)

Defining systems functions, performance standards and system

boundary definition

Determining the ways in which the system functions may fail

Determining the significant failure modes

Assessing the effects and consequences of the failures

Identification of maintenance tasks by means of decision-logic

scheme

Identification of maintenance tasks interval

Auditing, implementing and feedback

The RCM achievements (1)

Greater safety and environmental integrity (safety and environment

before the effects on operations)

Improved operating performance (output, product quality, and

customer service)

Greater maintenance cost effectiveness (ensure that everything

spent on maintenance is spent where it will do the most good)

Longer useful life of expensive items

A comprehensive database (RCM ends with comprehensive and fully

documented record of the maintenance requirements)

Greater motivation of individuals and better team work

C. What CMMS programme does? (3)

CMMS allow companies to electronically track orders for work (work

order) within a centralised software package.

CMMS package can assist the users in tracking materials in

storeroom and allows the work order administrators to choose from

a list of materials in the system which items will be needed to do the

work.

CMMS package help manage the whole process of purchasing and

tracking all of the costs associated with it.

Eliminate the nightmare of paperwork.

Helps maintenance departments to move from doing corrective

maintenance to preventive maintenance which not only keeps the

organisation running more smoothly, but impacts safety and quality

of life.

Makes work force more efficient, it helps workers plan their efforts.

d. Highlight the differences between RCM and CMMS and why they are two different yet complementary things and why the company

still needs to do RCM (4), (5), (6)

CMMS is a Computerised method of controlling the planning of all

the tasks involved in maintenance, RCM is a process for identifying

the effective maintenance action(s).

CMMS analysis determines the critical item which needs

maintenance. RCM provide the most applicable approach of

maintenance to deal with this item.

A CMMS contributes critically to RCM analysis by providing

equipment data and history.

Companies still needs RCM, because RCM deal with multiple failures,

even the hidden failures and uses deferent approach of maintenance

(Preventive, productive, condition monitoring…)

e. doing RCM before, during (i.e. simultaneously), or after the

implementation of the CMMS and why?

Before setting out to analyse the maintenance requirements of the assets

in any organisation, we need to know what these asset are and to decide

which of them are subjective to the RCM review process (1). Assets and

their maintenance history are best described in a CMMS package. Thus it

is better for any organisation to have CMMS package before implementing

RCM.

2. Root Cause Analysis (RCA)

a. What RCA is?

Root Cause Analysis is a process designed for use in investigation and

categorising the root causes of events with safety, health, environmental,

quality, reliability and production impact. Is designed to help identify not

only what and how an event occurred, but also why it happened (7). RCA

is the process of finding and eliminating the cause.

b. What RCA does?

RCA process: (7), (8)

determining the problem

Data collection (understanding of the events, the causal factors and

root causes associated with the events)

Causal factor charting (a structure to organise and analyse the

information gathered)

Root causes identification (decision diagram to identify the

underlying reasons)

Recommendation generation and implementation ( to prevent the

occurrence of causal factors)

RCA benefits: (9)

Identify barriers and the causes of problems, so that permanent

solutions can be found.

Develop a logical approach to problem solving; using data that

already exists in most operations.

Identify current and future needs for organizational improvement.

Establish repeatable, step-by-step processes, in which one process

can confirm the results of another.

C. Which of the new problems identified are likely be improved/reduced with RCA?

Understanding why an event occurred is the key to developing effective

recommendations (7). In our case, by using RCA we determine that the

damage is caused by some type of raw materials and enfant failures due

to the inexperienced employees, thus RCA can recommend:

To replace the raw materials with the new ones to prevent failures

caused by these type of materials in the future

More training of the workers to know how to deal with these kinds of

materials

d. Which of the new problems identified are not likely to be

improved with RCA?

The problem of the spares which are not made any more as the OEM

(Original, Equipment, Manufacturers) are no longer in the business will

may not be solved by RCA, it may suggest to change the design or

compressors, but this requires an economic analysis whether we change

the design or it is worth to continue with the old ones.

e. other programme of improvement

There are still some problems that RCM and RCA can not solve, thus we

have to introduce another system which addresses these problems. I want

to introduce TPM which is a structure for managing and continually

improving uptime on production equipment. But the introduction of TPM

should be done step by step to avoid the overloading and demotivation of

staff.

3. Education & corporate development

a. Skills and competencies needed to develop in building an asset

management team

1. Communication skills

Good communication makes everything easier in the music industry. You

need to speak and write clearly, concisely and in an open and friendly way

(10).

The best way of achieving clear communication is to follow the age-old

advice that – it is best to engage the brain, before opening the mouth.

(11)

Thus you must: (11)

Think about how you communicate

Make your message clear, descriptive

Do double check that your communications have been understood

Give people sufficient detail and tell them why as well as what then

your communication should be well received.

The ability to express an idea is almost as important as the idea itself. (Bernard Baruch)

2. Leadership skills

The leader must have these important qualities: - integrity and be

trustworthy. - fair in dealings and must not create a sense of insecurity

among team members through misinformation - recognise the strengths

and weaknesses of team members and allocate work accordingly - Stress

on the importance of team work must be emphasised through words and

action. (12)

Leader’s abilities:

Ability to see opportunities, Adaptability, Analysis, Communication,

Decision-making, Dependability, Enthusiasm, Imagination, Integrity,

Open-mindedness, Positive thinking

Reliability, Sincerity, Single-mindedness, Understanding, Willingness… (13)

3. Business skills (14), (15)

Understand the financial climate in which your organisation is

operating. You also need to know what the financial goals of your

organisation are.

You must be able to justify your budget

The ability to think strategically and understand what the

organisation’s future goals are, as well as the current ones

Understand what the political landscape is like within your

organisation.

Apply business standards, practices, principles, theories, and

concepts to creative development

Apply knowledge of information technology, human resources,

organizational development and culture, sales, marketing, finance,

international commerce, regulatory processes, economics, and

education.

a. Technical understanding

Besides the engineering skills (understanding machines, dealing with

software, calculations …) for better communications, you need to

understand:

Functions and failure concepts

Criticality and systems performance

Reliability and risk concepts

Maintenance and resource management

Life cycle analysis and modelling

Information systems/ modelling

Information systems usage/integration (16)

b. The difference between these requirements and traditional engineering or management education programme

The difference between these requirements and traditional engineering or

management education programme is that these skills help to deal more

with people; they must understand the technical side as well as the

management and economic side to be able to plan, organise, control, and

manage the work, whereas the traditional engineering or management

requirements focus only on the technical side which lead them to

understand the techniques for achieving the work.

4. Cost/risk/performance optimisation

Many people use a domestic heating boiler, which needs care to keep it as

longer as possible. But the question is, do these people know how to

optimise the maintenance strategy of this material? The main part in a

domestic heating boiler is a burner which needs cleaning as it becomes

dirty. So in this case we have to consider the cost of cleaning and the loss

of efficiency (extra fuel cost for example as a sign of performance loss).

As an example of how to optimise the maintenance (cleaning) strategy of

this burner, we assume that the deterioration is linear and this material

loses 10% of performance after 5000 hours of operation which costs

DA10/hour extra fuel and the total cost of cleaning is DA2000.

The results are shown is this graph

By combination between cleaning cost and performance loss cost we

found that the optimum time for cleaning the boiler is after 1500 hours of

operation.

In a more complex maintenance strategy the deterioration will not be

linear and in addition to direct cost which is the maintenance cost, and the

performance loss we have to consider other factors such as penalty,

operating loss, the impact of maintenance …etc

In more complex optimisation decision which leads to an increase in

reliability/performance/safety, we have to consider:

Reliability & Risk

Operational Efficiency

Lifespan

Compliance

Shine …. (17)

To estimate the significance of each one, a checklist of questions is

needed to be asked

Optimum

If we consider the risk, performance loss and cost of cleaning for the

heating boiler the Optimum time to check the boiler is shown in the graph

bellow:

NB: the values of risk are based on the assumption (Y = aX² + b).

Y: Cost, X: Time (a and b are constants)

Optimum

References:

(1) John Moubray, RCM II second edition

(2) Fredrik Backlund, Doctoral Thesis: Managing the Introduction of Reliability-Centred

Maintenance, RCM 2003

(3) CMMS Technology concepts Group, Inc (www.gotcg.net)

(4) http://www.pemms.co.uk/pemmsfaqs.html

(5) Alanna Harris RCM engineer, ppt presentation NAVAIR Depot April 22, 2004

(6) RCM success start with CMMS (www.CMMSdatagroup.com)

(7) Root Cause Analysis for Beginners

(8) https://www.spider.hpc.navy.mil/index.cfm?RID=TTE_OT_1000064

(9) http://www.ciras.iastate.edu/quality/rootcauseanalysis.asp

(10) OneMusic Industry Jobs - Tour Manager Skills (page 9).htm (www.bbc.co.uk)

(11) Patrick Forsyth; Building the Team

(12) How to Build a Great Team - Total Leadership - CIO Magazine Apr 15,2004.htm

(13) You’re in Charge Now! The first-time manager’s survival kit JULIE-ANN AMOS

3rd edition

(14) REMARCNEWSLETTER IT Manager - Skills and Qualities.htm

(http://www.remarc.co.uk/remarcnews/Default.aspx)

(15) Matrix of skills Michael Heavener Matrix of Skills.htm

(16) Education and training in asset management, PPT presentation John Woodhouse, The

Woodhouse Partnership Ltd

(17) Finding the right mix of costs, risks & performance 2001, John Woodhouse, The

Woodhouse Partnership Ltd