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Improving Cm Programs (Melbourne, 2008)

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  • 1. Improving Condition Monitoring Programs Chad Moffiet and Jamie Willis Australian SIRF Roundtable Conference, Melbourne 2008
  • 2. Presentation Outline ► CM programs sometimes do not work as well as they should ► CM programs are complex ► Simple solutions for complex problems ► A practical application: cases study examples CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 2
  • 3. CM Programs sometimes don’t work as well as they should “The site’s condition monitoring program is not assisting us to avoid unscheduled production stoppages… the condition-based maintenance recommendations we receive are often either inaccurate or are provided with too little warning to be of much use.” Anonymous Maintenance planner CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 3
  • 4. Where to begin when ‘fixing’ a CM Program? Numerous factors influence the operation of CM programs. •Inspection strategies •Inspection techniques •Inspection equipment •Team leadership •maintenance recommendations •Communication processes •Organisational structure •Prognoses •Inspection schedule •CMMS configuration •Diagnoses •Shutdown •Resource availability management •Condition / integrity reports •Inspection strategies •Compliance reports •Commissioning procedures •Equipment access •Procurement •Production targets •Skills and competencies policies •Lubrication regimes •Cost-benefit analysis / •Metallurgical investigations performance monitoring •Improvement initiatives •Prevailing site culture •Quality control •Spares management •Equipment •Position •Engineering mods design •Resource levels •Reporting descriptions •Engineering design •Repair procedures •Inspection equipment •RAM Modelling •Design review •Database •RCM / FMECA •Plant criticality audits •Root Cause Analysis configuration Machine information and •Document •Performance drawings •Planning cycles management systems measures CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 4
  • 5. Further complexity is added due to the involvement of people and groups of people ► “ An organisation is a web of interconnections; a change in one area can throw a different part of the organisation off balance. Managing these ripple effects and the unexpected outcomes is the challenge of change..” Harvard Business Review, 1998 CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 5
  • 6. Organisational problems can be addressed in three types of ways ► Resolve them (appropriate for simple familiar problems)  Just “fix it” approach  Select a hunch that yields a “good enough” outcome ► Solve them (appropriate for individual independent problems)  Select quantitative approaches based on research and rational-logical methods of analysis.  Assumes a single correct answer ► Dissolve them (appropriate for complex interdependent problems)  Seek to understand the bigger picture  Change the nature of the system involved so as to remove the problem  Conceptual models are used to reduce the complexity of the system CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 6
  • 7. Models are useful in addressing complex problems ► A model is a basic conceptual structure used to solve or address complex issues.  Reducing the complexity of actual real-world problems to a manageable level  Raising awareness and challenging assumptions  Suggesting potential areas of focus  Highlighting important interdependencies ► Models help to transform unknown unknowns into known unknowns CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 7
  • 8. Models help to transform unknown unknowns into known unknowns “There are known knowns. These are things that we know that we know. There are known unknowns. These are things that we know that we don’t know. But there are also unknown unknowns. These are things that we don’t know that we don’t know.” Donald Rumsfeld, U.S. Secretary of Defence “All models are wrong, but some are useful” George Box, Quality and Statistics Engineer CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 8
  • 9. What to fix – Useful organisational models McKinsey 7-S Model The MARS model Cultural Web System model CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 9
  • 10. How to fix it – Useful process improvement models. Lewin’s ice block model Process Improvement Methods (Six Sigma) OD Model Business Process Management Present state Future state Future state Present state (1a) (1a) (1b) (1b) Diagnose current Diagnose current Develop aavision for Develop vision for state state change change (2) (2) (5) (5) Gain commitment Assess and Gain commitment Assess and to the vision reinforce change to the vision reinforce change (4) (4) (3) (3) Implement change Implement change Develop an action Develop an action plan plan CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 10
  • 11. The systematic approach used by BV Asset Management Consulting can be characterised by three major phases Identify Implement Sustain ► Identify and prioritise ► Establish ► Identify and prioritise opportunities for improvement projects opportunities for improvement and teams improvement • Strategy ► Employ appropriate ► Control improved • Processes process improvement processes tools and techniques. • People ► Quantify improvement ► Determine root- achieved • Technology causes and develop appropriate solutions. ► Coach and mentor ► Establish a required sense of urgency ► Communicate progress and ► Promote the change celebrate initiative and obtain achievements sufficient support CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 11
  • 12. Services offered by BV Asset Reliability Consulting Improved Performance. Sustained Performance. Identify Implement Sustain ► Project management ► Audit and Review ► Audit and Review • Strategy ► Change management ► Outsourced management • Reliability Engineers • Processes ► Process improvement • CM Practitioners • People • Process mapping • Technology • Criticality analysis ► Coaching and mentoring • Statistical analysis ► Expert advice and technical • Root Cause Analysis assistance (RCA) • ShaftTest • Failure modes and Effects • StressVision Analysis (FMEA) • ARMour • Reliability Centred Maintenance (RCM) • NDT & CM specialists ™ 12
  • 13. Stage 1 - Identify Identify Implement Sustain ► Perform onsite review  Conduct survey in facilitated workshops  Map as-is processes ► Identify potential problems and opportunities for improvement ► Estimate potential return-on-investment and prioritise improvement opportunities CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 13
  • 14. Stage 2 - Implement Identify Implement Sustain ► Define improvement projects and establish improvement teams ► Determine relevant output measures and collect baseline measurements ► Analyse specific issues & identify problem root-causes  As-Is Process mapping, Criticality analysis, Pareto analysis, Ishikawa diagrams, cause- and-effect diagrams ► Determine appropriate solutions  To-Be Process mapping, FMEA, RCM, selection criteria ► Develop implementation and management plans  Procedures and policies, position descriptions, training, system configuration, cultural artefacts ► Communicate progress and celebrate achievements CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 14
  • 15. Stage 3 - Sustain Identify Implement Sustain ► Continually monitor the performance of the improved processes. ► Ensure corrective actions are performed as required ► Set-up a program to coach and mentor on-site personnel ► Provide expert advice and additional resources as required ► Prepare an audit plan and conduct regular audits CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 15
  • 16. Stage 1 - Identify Identify Implement Sustain ► CM program survey tools ► As-Is process mapping CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 16
  • 17. Identify Implement Sustain CM program survey Some of the industry standards that are referenced when designing the site specific CM survey tool:  PAS 55-1:2003 - Asset management. Specification for the optimised management of physical infrastructure assets  ISO17359 - Condition monitoring programs general guidelines  ISO13379 - Data interpretation and diagnostics techniques  ISO13381-1 - Condition monitoring prognostics  ISO18436-2:2003(E) - Condition monitoring and diagnostics of machines - requirements for training and certification of personnel  AS IEC 60812-2008 - Analysis techniques for system reliability-Procedure for failure mode and effect analysis (FMEA)  AS IEC 60300.3.11-2004 - Dependability management Part:3.11: Application guide - Reliability centred maintenance  NORSOK Z-008 Rev.2, Nov.2001 - Criticality Analysis for maintenance purpose CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 17
  • 18. Identify Implement Sustain CM program survey The CM Review is a systematic approach to assessing the four main elements that make up the sites CM program. CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 18
  • 19. As-Is process mapping Identify Implement Sustain Site’s “As -Is” Condition Monitoring Process N Review Origin of issues listed in issue tracking Co-ordinator Determine Urgent / Raise SAP Co-ordinator 2 notifications matrix are indicated in this process map by urgency breakdown ? notification (daily ) corresponding Issues Id Number Y N Approved ? 1 Notification priority , maintenance rec’s Automated rejection notice sent in SAP Y 1 Trades Trades Start Perform job Ed n 8 7 Email , verbal Clarify Planner Planner Expedite spares Plan job Adjust priority Schedule job (missing info ) Email , verbal Load required Y N Receive request machine into Offline analysis Breakdown Spares See Co -ordinaor 2 for ad -hoc Check spares Alert planner enapc & perform (break -in work ) Likely ? available ? inspection inspection N 6 Y CM inspection are Make note & CM Tech CM Tech currently not 4 increase N Create notification 1 prioritised . No CM 9 monitoring watchlist in place frequency Y Review list of Load required Urgent rec’s ? 3 routes stored in route & perform Download data enapac inspection Arrange to lubricate 5 N Perform job All inspections When new equipment is Y (recommendation ) performed commissioned onsite the CM Tech will ask offsite support Download Review TES Compile report & monthly (V , A 3 Can I do it ? O , Thermo ) L I to include it in the inspection when route report / alert list distribute by email 2 complete (2 schedule stored in database list to 5 day ) s 7 Offsite support Offsite support 6 Review data Email report / alert Analyse data (monthly ) list to site CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 19
  • 20. Stage 2 - Implement Identify Implement Sustain ► Project definition ► Project team ► Implementation plan ► Improvement actions  Strategy - Strategy development  Processes - To-Be process mapping  People - Role descriptions and training requirements  Technology – Equipment assessment and system configuration CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 20
  • 21. Project definition Identify Implement Sustain ► Problem “The maintenance recommendations produced by the site’s condition monitoring program are often either inaccurate or are provided with too little warning to be useful in avoiding unscheduled production stoppages.” ► Purpose “To eliminate unscheduled stoppages that could have been avoided through better predictive maintenance practices.” CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 21
  • 22. Project definition Identify Implement Sustain Objective Customer Customer Critical To Measurement Target Need Quality (CTQ) Eliminated Equipment Minimise the Number of Number of avoidable 0 avoidable Owner impact of unscheduled unscheduled stoppages unscheduled unscheduled stoppages equipment equipment stoppages stoppages Cost of Value of lost production $0 unscheduled equipment stoppages HSE risk / consequences $0 Consequential equipment $0 damage Cost of unnecessary remedial $0 maintenance activities CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 22
  • 23. Project team Identify Implement Sustain ► Sponsor (Maintenance Manager)  Authorises project  Allocates resources to project  Ensure project objectives and scope align with business goals ► Project Leader (Site Reliability Engineer / CM Supervisor)  Responsible for project execution  Co-ordinates resources ► Facilitator (Bureau Veritas Asset Reliability Consultant)  Assists in the application of process improvement methods  Keeps team focused on the path required to achieve their goal ► Team Members (appropriate resources will be nominated as required)  Subject Matter Experts (SMEs)  Responsible for development of project deliverables CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 23
  • 24. Implementation plan Identify Implement Sustain Strategies Develop CM inspection Develop tonnage Enter strategies into strategy & load into based maintenance temp spreadsheet SAP plans Processes Develop improved Validate improved Compile CM Train staff in Monitor “to-be” CM process CM process Process Manual improved processes effectiveness People CM org structure & Train staff in use of Training register role descriptions equipment Technology Site CM strategy Data warehouse KPI tracking system FMSA system plant status report Configure SAP (M1 Database Order inspection approval, display modifications equipment WO variants, etc) CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 24
  • 25. Identify Implement Sustain Strategy development Seven Steps used for determining CM Strategy 1. Develop equipment list 2. Identify failure modes and symptoms 3. Determine potential failure (P-F) intervals 4. Determine inspection intervals 5. Determine feasibility and potential return-on-investment 6. Compile inspection routes 7. Document and Implement CM strategy CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 25
  • 26. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine DS M Determine CM Strategy A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Strategy Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O ► Receive request measurement points , confidence levels SP A ► Compare request against A2.0 documented CM strategy Items requiring additional monitoring M 01 & M 02 W s P P O Plant availability Schedule Inspections ► Determine whether technically feasible and financially beneficial Weekly Schedule ► Specify appropriate CM strategy CM Watch -list A3.0 (failure modes, symptoms, Perform Route techniques, frequencies) RBMWare Inspections Measurements , Plant availability Observations ► Submit change to change Production management Information Plant operating context A4.0 Alarms , Baselines , Measurements , observations , ► Enter maintenance plans into SAP Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 26
  • 27. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine DS M Schedule Inspections A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Strategy Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O ► Compile Weekly CM schedule from measurement points , confidence levels outstanding PM01 and PM02 WOs SP A A2.0 ► Delegate work to CM Technicians Items requiring additional monitoring M 01 & M 02 W s P P O Plant availability Schedule Inspections ► Modify Weekly CM schedule and communicate changes as need Weekly Schedule arises CM Watch -list A3.0 Route Perform RBMWare Inspections Measurements , Observations Plant availability Production Information A4.0 Alarms , Baselines , Plant operating context Measurements , observations , Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 27
  • 28. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine DS M Perform Inspections A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Strategy Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O ► Prepare for day’s inspections measurement points , confidence levels SP A ► Perform risk assessments and A2.0 obtain permits Items requiring additional monitoring M 01 & M 02 W s P P O Plant availability Schedule Inspections ► Perform inspections and record data Weekly Schedule ► Communicate any urgent issues CM Watch -list A3.0 found to CM supervisor Route Perform Inspections Measurements , RBMWare ► Download data into appropriate Plant availability Observations repository Production Information ► Dispatch samples to lab A4.0 Alarms , Baselines , Plant operating context Measurements , observations , Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 28
  • 29. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Perform Analysis Request to monitor machine DS M A1.0 M1 notifications to CM Site CM Strategy (FMSA document ) Determine CM Strategy ► Identify potential fault (review Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O machine inspection data against measurement points , confidence levels alarms, trigger points, baselines, etc) SP A A2.0 ► Diagnose machine fault (diagnosis Items requiring additional monitoring Plant availability Schedule M 01 & M 02 W s P P O process described in ISO13379 – Inspections Guidelines on data interpretation and diagnostic techniques) Weekly Schedule CM Watch -list ► Prognose machine fault (prognosis A3.0 Route process described in ISO13381 – Perform Inspections RBMWare Prognostics) Measurements , Observations Plant availability ► Diagnosis and prognosis confidence Production Information estimations to be calculated. A4.0 Alarms , Baselines , Plant operating context Measurements , observations , ► If confidence low, seek expert advice Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info ► Add equipment to CM Watch-list where correlation techniques , confidence levels Machine data repository required A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 29
  • 30. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine Report Results DS M A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Machines , faliure modes , Strategy ► Develop condition based Maint plans , M 02 W s P O symptoms , techniques , measurement points , maintenance recommendations confidence levels SP A ► Raise M1 work request A2.0 Items requiring additional monitoring notification Schedule M 01 & M 02 W s P P O Plant availability Inspections ► Close corresponding CM inspection work order Weekly Schedule CM Watch -list ► CM Engineer to review CM A3.0 Route maintenance recommendations Perform Inspections Measurements , RBMWare and release notifications to area Plant availability Observations planners Production Information ► CM supervisor to follow up Plant operating context A4.0 Alarms , Baselines , Measurements , observations , progress of maintenance Perform Analysis recommendations at meetings and through CM Plant Status M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data Report repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 30
  • 31. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine Review and Improve DS M A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Machines , faliure modes , Strategy ► Regularly review completed PM02 Maint plans , M 02 W s P O symptoms , techniques , measurement points , work orders and PM03 breakdown confidence levels SP A work orders. A2.0 ► Determine improvement Items requiring additional monitoring Plant availability Schedule Inspections M 01 & M 02 W s P P O opportunities and calculate CM KPIs: Weekly Schedule  CM value added CM Watch -list A3.0 Route  CM not’n lead time Perform RBMWare Inspections Measurements , Plant availability Observations  CM not’n accuracy Production Information  No of undetected failures, A4.0 Alarms , Baselines , Plant operating context Measurements , observations ,  RCA’s completed Perform Analysis Improvement actions M1 notifications to maintenance  Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data implemented repository A5.0 ► Perform investigations Diagnoses , prognoses , recommendations Report Results M1 notifications to maintenance ► Implement improvements and track RBMView Diagnoses , prognoses , progress recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 31
  • 32. To-Be Processes Identify Implement Sustain Determine Strategy Schedule Inspections Perform Inspections Determine Strategy Schedule inspections Perform inspections Planners Maintenance plans to be Develop SAP Planners Planners Planners Raise PM 01 work To scheduling Print WO’s Planners 1 developed against SMR - maintenance Planners order process Review Finalise Weekly corresponding to con work centre plans From Determine Compile weekly To Perform incomplete CM CM schedule in following week’s strategy CM schedule inspections inspection WO’s SP A CM schedule and deliver to CM Tech Plant or equipment engineers to be installed or engineers engineers engineers Plant modified Request that CM Consider Plant engineers Filter CM WO’s by Plant strategy be Ed n Scheduled CM To be held on Provide WO’s corresponding to engineers Plant alternatives developed work centre Thursday following week’s CM schedule to CM Plant work load not to Plant corresponding to CM tech by 1 pm on the prior Friday 2 exceed 7 % of 0 team and appropriate available hours basic start date CM Tech CM Tech Start Attendees : Perform Y CM Tech OEM information Raise PM 01 work Confirm hours , CM Tech CM Tech 2 emergency Ed n Reliability Engineer CM Tech order close work order From Schedule Prepare for days Perform Perform initial Urgent issues Download data / To perform inspection CM Tech Contact coordinator inspections inspections inspections analysis identified ? send off samples analysis Area planners Involve CM Tech in Review Schedule the development of at weekly planning N N meetings CM strategies Ensure required Reliability Y engineer To scheduling Reliability engineer mod’s have been Review OEM Compile process Coordinator Reliability engineer Feasible & performed technical Coordinator Reliability engineer manuals and Perform FMEA appropriate CM Reliability engineer worth doing ? Set -up routes and PMs so that Reliability engineer information strategy Reliability engineer is Bearing info , gear mesh collection occurs over between 1 to coordinate change frequencies , etc in CBC and 3 days followed immediately management request linkone database by analysis Set -up fault screening Reject request / Create notification in entek hand -held SAP notification , notification if one hasn’t been 1 analyser Coordinator verbal request raised Coordinator Coordinator N Y Coordinator Y Determine priority N Receive Is request of inspection Approved Contact CM Tech 2 inspection request deferrable ? request assistance assistance assistance technical assistance technical technical technical Offsite Offsite assistance Offsite Offsite assistance Configure technical Offsite Offsite database Perform Analysis Report Results Review and Improve Perform analysis Report results Review and Improve Planners engineers Planners engineers Planners Plant Planners Planners Planners Plant Maintenance 1 planning & execution process Bearing types , machine engineers engineers configuration , gear ratios , Plant normal running temps , e c t Plant * SP A engineers * Babelfisch engineers * RCAs Plant Plant * Part examinations Y N * Interviews Diagnose & Tech From Perform Confident in Urgent action CM Tech prognose To Reporting CM inspections recomm’s required ? exceptions CM Tech N Y CM Tech Y Create PM 01 Wos Update Onecare To Perform Inspection/ Review completed Identify Delegate for extra Calculate and To Determine (CM Watch -list ) Schedule inspection inspections From Reporting M 0 s and P 1 improvement investigation and Contact reliability record KPIs strategy CM Tech Reliability engineer Contact breakdown WOs opportunities improvement work CM Tech Reliability engineer engineer for Is extra coordinator advice Urgent is defined monitoring as requiring Enter required ? action within 7 maintenance days or before From Analysis WO’s and notifications Review recommendations N next shut to be reviewed weekly notifications into SAP 1 * CM T eam entered by CM * OpE /TS x E Ta em * Project manager Lubricate Reliability * Plant engineers engineer Reliability engineer Reliability Replace Assist in engineer * Strategy * Trades Reliability engineer Align developing * Database configuration * Coordinator Balance maintenance * Equipment design Clean recommendation * Review quality and utility of * Training register Tighten maintenance recommendations * Test equipment calibration Redesign * Expedite CM maintenance Coordinator Order spares recommendations that are Coordinator technical Coordinator technical Coordinator 1 progressing slowly Coordinator SAP Fun Loc (lowest level in Coordinator SAP hierarchy ) Diagnosis (clearly identify Y problem ) N Contact CM Tech Enter feedback Prognosis (indicate estimated Review to discuss reasons describing reasons To Review and time required to address ) Approved ? notifications for rejecting for rejecting Improve assistance assistance Maintenance recommendations Assist in notification notification Offsite (what can maint do to address ) Offsite developing maintenance recommendation CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 32
  • 33. Role descriptions Identify Implement Sustain Example - CM Specialist Role Description ► Determine appropriate CM strategies ► Determine whether CM inspections are feasible & worth doing ► Communicate appropriate CM strategies to CM supervisor ► Provide technical assistance to CM group as required ► Review & approve CM Maintenance recommendations ► Contact planner to inform them of notifications raised ► Review completed work orders corresponding to CM maintenance notifications ► Determine accuracy of CM diagnoses, prognoses and maintenance recommendations ► Update and maintain CM KPI’s ► Identify possible CM improvements ► Submit CM improvements to change management process (A6.6) CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 33
  • 34. Training requirements Identify Implement Sustain Example of a CM Skills Matrix CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 34
  • 35. Inspection equipment Identify Implement Sustain Example of Technology Assessment Matrix CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 35
  • 36. Stage 3 - Sustain Identify Implement Sustain ► KPI tracking tool ► Coaching and mentoring ► Documentation CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 36
  • 37. KPI tracking tool Identify Implement Sustain CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 37
  • 38. KPI tracking tool Identify Implement Sustain Appropriate Recommendation Yes No Breakdown Value = - Lost production - Health & safety loss - Environmental cost - Consequential Damage cost - Maintenance Costs Maintenance Type Unplanned Value = - Lost production + Health & safty Win + Environmental Win + Consequential Damage Win - Value = - Lost production - Maintenance Costs Maintenance Costs Planned Value = Production Win + Health & safety Win + Environmental Win + Consequential Damage Win - Value = - Maintenance Costs Maintenance Costs CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 38
  • 39. Coaching and mentoring Identify Implement Sustain ► Onsite support  Mentoring  Technical reviews  Programmed audits ► Remote support  Remote access into sites server network  Phone support CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 39
  • 40. Documentation Identify Implement Sustain CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 40
  • 41. Presentation Summary ► CM programs sometimes do not work as well as they should ► CM Programs are complex ► Several useful models exist for improving CM programs ► What to fix - organisational models  Strategy  Processes  People  Technology ► How to fix it – process improvement models  Identify  Implement  Sustain 41