slides contain concepts on maintenance work management, depicted from well known authors on maintenance and physical asset management topics

1. MAINTENANCE WORK MANAGEMENT
afebriyanto21@yahoo.com
Cilegon, 20 August 2017

2. Physical Asset Management
The systematic 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. andri.f@indonesiapower.co.id (c) 2016
P.A.M’s Goals 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 Core Business
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
Predictive Preventive 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 Core Business
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 Core Business
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
Will overcomes 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
At least 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 Originator will:
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. Work Identification
PM/PdM Programs:
HIGHEST
Priority to Execute

15. Work Identification
WORK PRIORITY Asset 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 of Ineffectiveness
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 Effective Planning
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: Typical Example
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 order shifts 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: Maintenance Work 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: Maintenance Work 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 for Successful 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 from Plant Leaders

28. Plant Organizational Structure
PLANT
MANAGER
OPERATION
MANAGER
ENGINEERING
MANAGER
MAINTENANCE
MANAGER
MAINTENANCE
ENGINEERS
MAINTENANCE
PLANNERS
MAINTENANCE
SUPERVISORS
TECHNICIANS
Planners Structure:
- Within Maintenance Department
- Independent structure, roles and responsibilities
- Equal position with maintenance engineers and supervisors

29. Planner Qualifications
 Excellent craft 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 of Thumb:
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
Craft Technicians: 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
Operations Personnel: 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
Terry Wireman: 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 is only 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
Good Preventive 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 is successful 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. andri.f@indonesiapower.co.id (c) 2016
Infrastructure Supports: Workshop Locations

40. Infrastructure Supports
 Excellence computer 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 planned and 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 to Win, just keep trying to Grow
Eri Prabowo- The Sunday Email (Sunday, 13th November 2016)

43. THANK YOU