pma

PMA Enrique Rosales (Reviewed).xls

General Information about the projectCompanyProject NameProject ClientProject Manager Project Number:Date Revision Number:

PMA Site Link

28/07/2013José Enrique Rosales M.

Project Management Approach (PMA) for small projects

Holcim Mexico (Cement Plant Apaxco)Optimization of the Planning and Scheduling ProcessMariano Vilchis G.

Please find below some general guidelines for the usage of the PMA templates

Phase I Project Definition

Phase II

Project Planning

Phase III

Project Realization

Project Completion

Phase IV Project Evaluation & Transfer

Phase V

Project Management is not about filling in templates! The PMA templates are intended to be a means for the project managers to keep an up to date project documentation. This allows all team members and project client to know what the current scope of the project is, what is everyone's responsibility, due dates, etc. It is crucial to have an up to date project documentation if we want to report on progress or share lessons learned. If you are working on a small, low complex project which fulfills the following criteria you may find the following templates more appropriate: 1. Are project costs under 20'000 USD? 2. Is the project duration under 3 months? 3. Are there less than 3 people in the project team? 4. Are all team members from the same department? 5. Are there only a few important stakeholders and few severe risks? In case you have any problem while working with the files, please contact us. If you have any suggestion for improvement, please go to our Improvement section in the PMA Website and submit it to us. You can access our PMA Website from here:

https://web.holcim.com/pma/


Company name: Holcim Mexico (Cement Plant Apaxco)

Project client: Mariano Vilchis G.Project manager: José Enrique Rosales M.

Phase I and II: project definition and planning

Root Causes to start the Project

Client's Objectives Related to the Project:

Project Mission (Project team's assignment)

Step 2: Stakeholders analysis (Other than the Client, PM and the project team)Stakeholders Category (C/I/A) Interest in project

Plant Manager I Improve the plant maintenance and its KPI.

Electrical and Mechanical Maintenance Managers

I Fulfill related MAC KPI and SPI. Improve maintenance reliability.

Maintenance supervisors C Fulfill related MAC KPI and SPI. Improve planning and scheduling skills.

Procurement DepartmentManager

A Decrease the inventory value indicator.

Project name: Optimization of the Planning and Scheduling Process

1. Comply KPIs PMR %, PMR efficiency, Scheduling compliance according to MAC and make it long term sustainable.2. Comply SPIs Schedule ratio, PMR not performed, Aging maintenance request, Material reservation usage and Aging work order.3. Improve the material reservation and maintain the deviation of planned cost vs. real cost of the completed work orders of the second semester of 2015.4. Get the scheduling ready for a 4 week basis in advance up to 75%.

Assistance in material reservation reports. Review progress weekly.

Measures to be taken & how to communicate

Review progress monthly.

Close collaboration required. Weekly review, advisory and feedback.

Step 1: Assessment of initial situation

1. Redefine the gatekeeper role to assure the adequate management of notifications and creation of work orders with the proper priority.2. Check the roles and responsibilities and define the suitable strategy to manage the creation, planning and scheduling process.2. Assure the proper utilization of the SAP elements to plan and schedule the work orders and minimize its management (priority usage, 5 user status, task list, bill of materials, etc.).3. Improve backlog management and take it to the adequate limits according to MAC standards. 4. Increase the accuracy of the material reservation usage to help in the reduction inventory.5. Improve the quality of standards and specifications of PMRs and PM01 by including the findings of RCA and Pareto analysis.

Review progress weekly.

Major opportunity areas have been identified regarding the work order system and the planning and scheduling process:1. So far of 2014, despite the percentage of the scheduling compliance is high (94%), failures related to maintenance issues still occur. The MTBF of most of the equipment is beneath the target.2. The maintenance plan is scheduled only a week in advance and interference of activities between specialties is not foreseen.3. Lack of control of the work order system, 3.1 There are 30 different users that create work orders. Only 60% created more than 10 PM01 in the last 12 months. 3.2 At the time there were still 164 active work orders created in 2012 and 2013.4. Although last MAC assessment did not focus in calculating the current status of all the KPI and SPI, it showed important deviations. The most significant were, 4.1 Workforce capacity is underutilized. At the time, it was planned by 60%. The rest is managed "outside" the system because some maintenance activities are carried out independently. 4.2 There is not a planning and scheduling dedicated team. It is carried out by each supervisor. Work orders are created after notifications on time but prioritization is not done. 4.3 The material reservation usage needs improvement due to the actual high cost of warehouse inventory.

Phase I Project Definition

Phase II Project Planning

Phase III Project Realization

Project Completion

Phase IV

Evaluation & Transfer

Phase V





Project name: Optimization of the Planning and Scheduling ProcessPhase I Project Definition



Project Completion

Phase IV


Phase V

Project name

Lesson Learned No.Topic

What happened?Why did it happen?What is the Lesson Learned?

Source

Project nameLesson Learned No.TopicWhat happened?

Why did it happen?What is the Lesson Learned?

Source

Project nameLesson Learned No.Topic

What happened?

Why did it happen?What is the Lesson Learned?

Source

Product 1

Product 2

Product 3

Product 4

Product 5

Product 6

CHF

Improvement of the maintenance index based on increased effectiveness of PMRs1PMRs effectiveness. Characteristics that PMRs must comply with and the best way to be sure those characteristics are met in order to increase effectiveness.MTBFs of main equipment and indicators of mills (ball and vertical roller) behave cyclically with up and down periods.Administrative overload of maintenance supervisors. Roles and responsibilities needed a change.Mindset switch. Top priority flag that people are assigning to preventive over corrective, it is well understood that is it important to finish inspections instead of interrupt them in order to perform corrective.

Specification product 5Overdue debugged and backlog within to MAC standards. Check the status of the long age work orders. Close all of the unnecessary activities and

cancel the material reservation and purchase orders if possible.

Specification product 6Optimization of standards and specifications of PMRs regarding critical failures.

Assure that all the activities and modifications required, product of RCA's and Pareto's of 2014 are included in the PMRs.

Identify the most important and repetitive activities to create the task list.

Evaluation of PMR's quality and implementation including planning and scheduling process at AfriSam (South Africa) (Pty) Ltd.2

The performance of milling at Roodepoort plant had a diving trend of Key Performance Indicators.Planning and scheduling process deviations. Poor quality of PMRs.

Development and implementation of the PMRs for the critical A equipment of the Mill 8 line and the Implementation of a Planning and Scheduling system for the maintenance team.

A good system and quality of PMR's is needed to prevent failures from occurring. This also would be more appreciated if the planning and scheduling is also in place and functioning efficiently.

Review the PMR's and its frequencies.Apply the load balancing tool according to the current MMS. Avoid interference of activities between specialties.

Specification product 3

ABC criticality classification update.

HTEC


Roles and responsibilities regarding work order system and planning and scheduling management redefinition.

Time constraints: 6 months Cost constraints:

Task list creation.


Holcim Portal

Improvement starts with people. Information contained in a work order are a key for a safe and efficient work execution. Work planning and scheduling plays also a significant role in the cost reduction of TPSM.

Step 3: Search for Lessons learned

Step 4: Definition of product or service


Optimized PMRs program and work load balance.

Assure that all code A equipment have its PMR. Verify that "new" equipment have its PMR and are included in the classification.

Improvement Maintenance performance by better Planning and Scheduling1Redefine the R&R and strategy of planning and scheduling.Bad results for the MAC element 7 after an assessment. The planning and scheduling process was not in order.

Administrative overload of maintenance supervisors. Roles and responsibilities needed a change.

It is required to define the strategy for the work order system and planning and scheduling process success. And its related indicators compliance.Reduce the number of users that can create work orders to what it is really necessary.

HTEC








Project Completion

Phase IV


Phase V

Due date15.01.2015

31.01.2015

First day of each month, starting on 31/01/201513.02.2015

13.02.2015

28.02.2015

28.02.2015 Enrique Rosales

28.02.2015

Every 15th of each month, starting on15/03/2015

Enrique Rosales

15.03.2015

31.03.2015

30.04.2015

30.04.2015

31.05.2015

15.06.2015

Client responsibilities:

PM responsibilities:

Team responsibilities:

PMRs optimized and workload balance applied to plant section 500.

Enrique Rosales, Gabriel Medrano

PMRs optimized and workload balance applied to plant section 400.


Undertake an opening meeting with client, team members and stakeholders to start up the project and communicate the main objectives.

Mariano Vilchis, Enrique RosalesMilestone Responsible

Update the forecast of material reservation withdrawal. Enrique Rosales, Aldo García, Genaro Moreno



Enrique Rosales, Gabriel Medrano, Agustín HernándezPerform a gap analysis of MAC KPIs and SPIs related to planning and scheduling.

ABC criticality classification updated and frequencies of PMRs adjusted according to MMS.

Overdue and backlog on proper values.

Work orders management roles and responsibilities defined of the team involved.

Enrique Rosales, Gabriel Medrano, Agustín Hernández, Mariano Vilchis

Step 5: Milestone schedule (or project schedule)

Step 6: Project organization

1. Lead the implementation of the project.2. Coordinate the tasks to be done in order to achieve the products and main objectives.3. Prepare and submit the advances to client and stakeholders according the established schedule.

1. Provide the necessary resources to fulfill the project.2. Sensitize people involved about the importance of it and the collaboration required.3. Review and feedback the progress of the project and its milestones monthly. 4. Timely inform about possible changes or important issues to be included within the scope.

1. Prepare the information required and execute the tasks assigned on time.2. Contribute and display a proactive approach during the performance of tasks and the overall project.

PMRs optimized and workload balance applied to plant section 200 and 300.


MR notifications and PM01 work orders debugged. Work center analysis performed.


PMR standards and specifications updated from the results of the RCA and Pareto's of 2014.

PMR standards and specifications updated from the results of the current RCA and Pareto's of 2015.

Carry out corrective measures to eliminate deviations. Enrique Rosales, Gabriel Medrano, Agustín Hernández, Mariano Vilchis

Perform a MAC assessment for the related indicators and analyze the results.

Enrique Rosales, Gabriel Medrano, Agustín Hernández

Enrique Rosales, Gabriel MedranoTask list created for all the equipment with criticality A.

Project Client Mariano Vilchis

Project Manager J. Enrique Rosales

Team Member Gabriel Medrano

Team Member Aldo García

Team Member Genaro Moreno

Team Member Agustin

Hernández








Project Completion

Phase IV


Phase V

Cost item Cost (CHF) Accuracy Benefits (CHF):Personnel 8'500.00 +-10%Material, equipment 500.00 +-10%Expenses 1'000.00 +-10%Third party 200.00 +-10% Benefits (Text):Other items 2'000.00 +-10%Total 12'200.00

Risk description Risk (High-medium-low)

Countermeasure Responsible Due date

Lack of involving of stakeholders. High Sensitization of people involved about the importance of the project and their participation.

Mariano Vilchis As needed

Full compliance with all indicators. Planning and scheduling accuracy compromised by changing the availability of equipment though based on MMS.

Medium Immediate adequacy of the weekly plan schedule according to the extraordinary changes established in managerial meetings.

Agustin Hernández Weekly

Date: Date: Date:Signature: Signature: Signature:

Name: Mariano Vilchis G. Name: José Enrique Rosales M. Name: Serge MontaniProject client Project manager Plant manager

Project schedule (if the milestone schedule is not sufficient)Project budget (if the estimation of cost is not sufficient)

Attachments: Make sure to attach the following to this definition

1

Step 8: Risk identification and evaluation

Step 9: Agreement with the client

Benefits will be obtained by the impact in MTBFs, maintenance cost, warehouse inventory value.

Not appraisable yet.

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