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Choosing the right maintenance strategies to achieve desiredresults from maintenance systems and objectives               ...
Just a little about me               Bjarni Ellert Ísleifsson, CMRP               Maintenance Specialist Alcoa Fjarðaál Ic...
… a little more about meDMM Solutions ltd, CMMS Software development company     Software analysis     Service manageme...
Iceland, what does it look like ?                          Alcoa                         Fjarðaál
Alcoa Fjarðaál, Iceland
Alcoa Fjarðaál, product range
But we are here to talk about maintenance!Choosing the right maintenance strategies to achieve desired results frommainte...
Choices?Strategies       Systems         Objectives, KPI’s    RCM             SAP              OEE    TPM          ...
With all these choices can there ↓ be only one…Strategies       Systems         Objectives, KPI’s    RCM             ...
Why do we do maintenance?To maintain equipment’s function and productivity!     If an equipment does not work or deliver...
Why do we do maintenance?BUT you need to account for ALL costs and consequences of failures    Usually production losses...
General misunderstanding in maintenanceThrow money, recourses and time into the problem and it will be solved      Howev...
General misunderstanding in maintenance Maintenance cost                        Productivity and availability of equipment...
Efficiency and effect                Bad maintenance                The dream place to be                  Executed well  ...
How do we get what we need for maintenance Always talk money, it is the only thing that matters at the end of the day! T...
And having said all that we are back to choices?Strategies       Systems         Objectives, KPI’s    RCM             ...
StrategiesStrategies       Systems         Objectives, KPI’s    RCM             SAP              OEE    TPM        ...
Methods and tools vs. Strategy      RCM has a great method called FMEA sometimes called FMECA, the 7 steps      process.....
RCM, 7 steps processIt is defined by the technical standard SAE JA1011 [3], Evaluation Criteria forRCM Processes, which s...
RCM, FMECA     Effectiveness analysis                                       Example FMECA Worksheet                       ...
RCM, FMECA – The piramite approach     Effectiveness analysis                                    Example FMECA Worksheet  ...
RCM, FMECA – The 3D piramite approach         Effectiveness analysis                                   Example FMECA Works...
TPM, OEE   The definition of OEE         Availability to Produce in the Quality wanted at the correct delivery timeActua...
TPM, 5 times why ?    The simplest and most effective way to tackle problems is 5x why    It is based on asking 5x why? ...
TPM, 5S - How much does a wrench cost? Your tools that you need for your job are numbers, you need to find your tool…  tr...
TPM, 5S - Practical example Now we have Sorted out all that we do not need in the work station, how  quickly can you find...
TPM, 5S - Practical example                  1     14        4     2     12      26      30                  3     23     ...
TPM, 5S - Practical example                 1      2      3      4      5     6      7                 8      9     10    ...
TPM, 5S - Practical example                 1       2      3      4      5       6      7                 8       9     10...
TPM, 5S - Practical example                 1      2       3      4        5      6     7                 8      9      10...
TPM, 5S - Practical example  A well organized toolboxcan be quick to pay for itself!
StrategiesStrategies, conclusion    Here above we have talked about methods and tools from many strategies and    even t...
So what strategy should we choose ?Strategies       Systems         Objectives, KPI’s    RCM             SAP         ...
Now let’s take a look at systemsStrategies       Systems         Objectives, KPI’s    RCM             SAP            ...
Systems   Before you select a system, define the outcome you want from it, but remember: A system that solves all of mana...
Just like you can modify a car to better suit your needs
What does a system need to do ?Give access to technical datasPlan & ScheduleAsset registryMaintenance proceduresBackl...
What type of system is best for us ?Generally we have BIG systems or small systems that are focused on their corefunction...
Big vs. smallMain benefits of big systems are :    “Everything” is there    Same basic principles throughout the system...
Systems                                                                     Problem :        Company X                Proj...
Systems                                                                     Problem :        Company X                Proj...
The workflow of systems in maintenance            Objectives and                     Work Descripripn                polic...
Systems of work done     Common ratios                                                                        Total number...
Registration of data into Maintenance SystemsThe registration needs to be clear and disciplined    Numerical data (Analy...
What should come out of systems               Data collection to advance maintenance management and maintenance practices ...
What should come out of systemsExamples of reports
And last but not least, lets look at objectives, KPI’s Strategies       Systems           Objectives, KPI’s     RCM   ...
KPI’sThere are literally hundreds of KPI’s that we can use to measure differentelements of maintenance and reliabilityWh...
KPI’sThe one thing to be aware when comparing KPI’s is to be careful not tocompare apples with orangesHere below is a sa...
What should come out of our objectives, KPI’s
Thank you very much for your attentionIf you would like to contact me, you are welcome to do so.        Bjarni Ellert Ísle...
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How To Get Results From Maintenance Systems Montreal2012

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A conference presentation that I delivered at Plant Maintenance Conference in Montreal January 2012

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How To Get Results From Maintenance Systems Montreal2012

  1. 1. Choosing the right maintenance strategies to achieve desiredresults from maintenance systems and objectives Bjarni Ellert Ísleifsson, CMRP Maintenance Specialist Alcoa Fjarðaál, Iceland
  2. 2. Just a little about me Bjarni Ellert Ísleifsson, CMRP Maintenance Specialist Alcoa Fjarðaál Iceland MSc in Maintenance Engineering & Asset Management from Manchester University, EnglandThe short overview of my work so far:Maintenance Specialist at AlcoaChairman of The Icelandic Maintenance AssociationGeneral Manager at Maintenance Management ltd  Consulting with focus on Maintenance Engineering , Reliability & Asset Management  All my work was related to showing companies how to achieve success through good maintenance & reliability practices
  3. 3. … a little more about meDMM Solutions ltd, CMMS Software development company  Software analysis  Service management  Maintenance consulting  Training  Implementation of Maintenance Management softwareSudurnes Geothermal Corporation, Svartsengi Power plant  Engineer  Implementing DMM, Maintenance Management SoftwareEngineer on various ships and production facilities Working in maintenance from 16 years old 
  4. 4. Iceland, what does it look like ? Alcoa Fjarðaál
  5. 5. Alcoa Fjarðaál, Iceland
  6. 6. Alcoa Fjarðaál, product range
  7. 7. But we are here to talk about maintenance!Choosing the right maintenance strategies to achieve desired results frommaintenance systems and objectivesHow can we be sure about what maintenance strategies, systems andobjectives are best to be chosen? We have plenty of strategies to choose from We have plenty of systems to choose from We have plenty of objectives to choose fromIs there only one correct way to go? …of course there is one correct way to go, it is called my way 
  8. 8. Choices?Strategies Systems Objectives, KPI’s RCM SAP OEE TPM Maximo MTBF VDM JD Edwards PMC BCM ORACLE eAM CMH REx DMM BSC Many more… Many more… Many more…
  9. 9. With all these choices can there ↓ be only one…Strategies Systems Objectives, KPI’s RCM SAP OEE TPM Maximo MTBF VDM JD Edwards PMC BCM DMM CMH QBM Many more… SO Many more… Many more…
  10. 10. Why do we do maintenance?To maintain equipment’s function and productivity! If an equipment does not work or deliver the required productivity then it does not return the investment that the owners of that equipment require from itMaintenance should only be done if it is justifiable, financially or otherwise Preventive Maintenance or Condition Based Maintenance or Break Down Maintenance
  11. 11. Why do we do maintenance?BUT you need to account for ALL costs and consequences of failures Usually production losses are what drives maintenance managerial decision making It is sometimes not a simple task to measure maintenance losses and gains, especially gains What is a maintenance gain? For examle a prevention of failure… how do you measure what does NOT happen? Maintenance Management can be a very complicated phenomenonMaintenance is ONLY a necessary evil!!!If we could choose not to do it, we would not do it!!!
  12. 12. General misunderstanding in maintenanceThrow money, recourses and time into the problem and it will be solved However it has been proven over and over again that if we use our recourses well with the right methods and tools, we actually save money and increase productivity Maintenance cost Productivity and availability of equipment $$$ Bad methods and toolsBad  Good $ Good methods and tools 
  13. 13. General misunderstanding in maintenance Maintenance cost Productivity and availability of equipment $$$ Bad methods and toolsBad  Good PROFIT$ $ Good methods and tools $$$$$$$  $$$$$$$ Investing in good methods and tools can bring a company great benefits in the form of big gains in productivity and profit
  14. 14. Efficiency and effect Bad maintenance The dream place to be Executed well Efficiency Good maintenance Well executed Improved Maintenance Planning Good maintenance Bad maintenance Executed badly Executed badly Improved maintenance methods Effect
  15. 15. How do we get what we need for maintenance Always talk money, it is the only thing that matters at the end of the day! There is no certain amount of maintenance or methods that is more correctthen another You choose how much maintenance you do The maintenance process is based on finding the correct balance betweenacceptable risk and cost Cost Risk
  16. 16. And having said all that we are back to choices?Strategies Systems Objectives, KPI’s RCM SAP OEE TPM Maximo MTBF VDM JD Edwards PMC BCM ORACLE eAM CMH QBM DMM SO Many more… Many more… Many more…
  17. 17. StrategiesStrategies Systems Objectives, KPI’s RCM SAP OEE TPM Maximo MTBF VDM JD Edwards PMC BCM DMM CMH QBM Many more… SO Many more… Many more…
  18. 18. Methods and tools vs. Strategy RCM has a great method called FMEA sometimes called FMECA, the 7 steps process... TPM has a great method called OEE, Operators care, 5S ... BCM has the maintenance circle... Business objectives Production objectives VDM... Maintenance Adjust as objectives REx... necassary Maintenance management Failure symtoms Safety demands Longevity demands Purchasing demands Life plansEmployee policy Organization Set up of production process PM / PdM Demands of production Stores policy Work planning Resource Budget Set up of production process planning Workload Employees Contractors
  19. 19. RCM, 7 steps processIt is defined by the technical standard SAE JA1011 [3], Evaluation Criteria forRCM Processes, which sets out the minimum criteria that any process shouldmeet before it can be called RCM. This starts with the 7 questions below,worked through in the order that they are listed: 1. What is the item supposed to do and its associated performance standards? 2. In what ways can it fail to provide the required functions? 3. What are the events that cause each failure? 4. What happens when each failure occurs? 5. In what way does each failure matters? 6. What systematic task can be performed proactively to prevent, or to diminish to a satisfactory degree, the consequences of the failure? 7. What must be done if a suitable preventive task cannot be found?
  20. 20. RCM, FMECA Effectiveness analysis Example FMECA Worksheet Responsibility S O D C Failure Current Recommended and targetID Function Effects (severity Cause(s) (occurrence (detection (critical Action taken mode controls actions completion rating) rating) rating) characteristic) date High Filling High High of Liquid Look into Tundish level level tundish Bjarni E. aluminium installing a1 overflo sensor A sensor 5 based 1 4 Ísleifsson spills on direct switch w did not failed on laser 06-Apr-2010 floor to cast abort trip I/O unit level frose sensor Severity A B C D E Use absolutely the best 5 ID = 1 Occurrence methods that are cost justifyable 4 3 Use best known practises 2 ID = 4 1 ID = 2 ID = 3 Maybe even just do nothing
  21. 21. RCM, FMECA – The piramite approach Effectiveness analysis Example FMECA Worksheet Responsibility S O D C Failure Current Recommended and targetID Function Effects (severity Cause(s) (occurrence (detection (critical Action taken mode controls actions completion rating) rating) rating) characteristic) date High Filling High High of Liquid Look into Tundish level level tundish Bjarni E. aluminium installing a1 overflo sensor A sensor 5 based 1 4 Ísleifsson spills on direct switch w did not failed on laser 06-Apr-2010 floor to cast abort trip I/O unit level frose sensor Use absolutely the best methods that are cost justifyable Use best known practises 2 4 Maybe even just do nothing 1 3
  22. 22. RCM, FMECA – The 3D piramite approach Effectiveness analysis Example FMECA Worksheet Responsibility S O D C Failure Current Recommended and target ID Function Effects (severity Cause(s) (occurrence (detection (critical Action taken mode controls actions completion rating) rating) rating) characteristic) date High Filling High High of Liquid Look into Tundish level level tundish Bjarni E. aluminium installing a 1 overflo sensor 1 sensor 5 based 1 3 Ísleifsson spills on direct switch w did not failed on laser 06-Apr-2010 floor to cast abort trip I/O unit level frose sensor Use absolutely the best methods that are costMaybe even just do nothing Use best known practises justifyable1 62 - 64 125
  23. 23. TPM, OEE The definition of OEE  Availability to Produce in the Quality wanted at the correct delivery timeActual Actual Producedproduction production volume intime volume correct quality X X = ?%Planned Planned Actualproduction production producedtime volume volume Availability Production Quality opportunities opportunities opportunities ? ? ?
  24. 24. TPM, 5 times why ?  The simplest and most effective way to tackle problems is 5x why  It is based on asking 5x why? EXAMPLE:1. Why did 2. Why was 5. Why not? 4. Why was there the there 3. Why did it The filter was no lubrication? machine overload? overheat? dirty Pump did not stop? Bearing No lubrication deliver oilOverload overheated  90% of the time it is enough to ask 5x
  25. 25. TPM, 5S - How much does a wrench cost? Your tools that you need for your job are numbers, you need to find your tool… try as quickly as you can to count from 1, 2, etc… up to 30… you get 15 seconds!
  26. 26. TPM, 5S - Practical example Now we have Sorted out all that we do not need in the work station, how quickly can you find 1, 2, 3… etc. you get 15 seconds!
  27. 27. TPM, 5S - Practical example 1 14 4 2 12 26 30 3 23 9 16 5 6 19 15 22 8 18 11 7 28 20 10 17 24 21 29 25 13 27 Now we have Set in order all of what we need in the work station, how quickly can you find 1, 2, 3… etc. you get 15 seconds!
  28. 28. TPM, 5S - Practical example 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Now we have Shined and Standardized all of what we need in the work station, how quickly can you find 1, 2, 3… etc. you get 15 seconds!
  29. 29. TPM, 5S - Practical example 1 2 3 4 5 6 7 8 9 10 11 12 14 15 16 18 19 20 21 22 23 24 25 26 28 29 30 Now we “just” need to Sustain all of what we need in the work station, it is amazing how convenient it is to get what you need and not return it! Old habits die hard 
  30. 30. TPM, 5S - Practical example 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Lets not forget that there is always room for improvements.
  31. 31. TPM, 5S - Practical example A well organized toolboxcan be quick to pay for itself!
  32. 32. StrategiesStrategies, conclusion Here above we have talked about methods and tools from many strategies and even the strategies we did not talk about (VDM, REx) also have some great tools that can be used in an effective way Maintenance management is not a simple process to control effectively However by focusing on the right methods and tools you can achieve great results in a manufacturing facility and set up the right strategy that can work for your process
  33. 33. So what strategy should we choose ?Strategies Systems Objectives, KPI’s RCM SAP OEE TPM Maximo MTBF VDM JD Edwards PMC BCM DMM CMH QBM Many more… SO Many more… Many more…
  34. 34. Now let’s take a look at systemsStrategies Systems Objectives, KPI’s RCM SAP OEE TPM Maximo MTBF VDM JD Edwards PMC BCM ORACLE eAM CMH QBM DMM SO Many more… Many more… Many more…
  35. 35. Systems Before you select a system, define the outcome you want from it, but remember: A system that solves all of managers problems ...  ... does not exist but in the advertisement brochures A bad manager without a system, will be ...  ... a bad manager with a system A good manager without a system, will be ...  ... a better manager with a system Define your processes first and then choose the system ...  ... but be aware of the extreme and specific solutions; how much do you think a specificly designed car for you would cost? However you can modify some systems to fit better your specific needs…
  36. 36. Just like you can modify a car to better suit your needs
  37. 37. What does a system need to do ?Give access to technical datasPlan & ScheduleAsset registryMaintenance proceduresBacklog of work needed to doControl calibrationAccountingProject managementInventoryCondition monitoring & analysis resultsProcess parametersAnalysisE-mail, Internet, Report generation ... The list is almost endless ...
  38. 38. What type of system is best for us ?Generally we have BIG systems or small systems that are focused on their corefunctionExample SAP is a big system with most functionalities that anyone could thinkof ever needing, however there are concerns that it could be too big in somecases...There are many small CMMS solutions out there to choose from, howeverthere are concerns that these systems might be too small in some cases...There are also examples that we do not have to worry about; what we shouldchoose, the corporate has already made a decision In these cases we should just do whatever we can to make it work, whatever the system 
  39. 39. Big vs. smallMain benefits of big systems are : “Everything” is there Same basic principles throughout the system When updating the system, you seldomly get conflicts between functionsMain negatives of big systems are : Designed for many purposes so they can be not very user friendly in many functionsMain benefits of small systems are : Most of the time they are user friendly Specifically designed for the functionMain negatives of small systems are : When one system is upgraded it can cause conflicts with other systems
  40. 40. Systems Problem : Company X Project registration Production is not stableRegistered by: Project due date: Next review: 24. June2008John Doe 15. July2008The foundation of the project The goals To make money $$$ 1. Machines Who is responsible 2. Resources Who is backing it up 3. People Who are participating 4. MethodsCurrent condition Project plan 1. Machines What Who With who Date Comment 2. Resources ... ... ... ... ... 3. People ... ... ... ... ... 4. Methods ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
  41. 41. Systems Problem : Company X Project registration Production is not stableRegistered by: Project due date: Next review: 24. June2008John Doe 15. July2008 To make money $$$ Who is responsible Systems can help here!!!The foundation of the project The goals 1. 2. Machines Resources Who is backing it up 3. People Who are participating 4. MethodsCurrent condition Project plan 1. Machines What Who With who Date Comment 2. Resources ... ... ... ... ... 3. People ... ... ... ... ... 4. Methods ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
  42. 42. The workflow of systems in maintenance Objectives and Work Descripripn policy Check lists Deviation corrected Time controlled Analyze Work Deviation Condition Warnings controlled Work Reports Filled out data Information to Information other systems from other systems
  43. 43. Systems of work done Common ratios Total number Amount of Type of work of work % work orders ordersCondition monitoring 31 193 16%Redesign and improvement 2 193 1%Condition based maintenance 41 193 21%Failures 107 193 55%New setup of equipment 5 193 3%Work orders that are generated from Condition monitoring 1 193 1%Human mistakes 6 193 3% 100%General guidelines: This example: Today in many places:•Condition monitoring 75% •Condition monitoring 17% •Condition monitoring 5%•Preventive 13% •Preventive 21% •Preventive 25%•Redesign and improvement 2% •Redesign and improvement 4% •Redesign and improvement 0%•Failures 5% •Failures 59% •Failures 65%•Laws 5% •Laws 0% •Laws 5%
  44. 44. Registration of data into Maintenance SystemsThe registration needs to be clear and disciplined Numerical data (Analytical analysis) Time registry Register spare parts Measurements Types of Work Orders Failure type registration Etc.Reports Information in text format (Objective analysis) Reports need to answer at least three questions What failed? How did it fail? How was it fixed to prevent it from happening again?
  45. 45. What should come out of systems Data collection to advance maintenance management and maintenance practices to support business objectives Objective = 100% -- Success =87% The cost category The efficiency category The quality category The equipment health categoryObjective = 1.024.442$ Objective = 1.3 Objective = 1.0 Objective = 1.4 Reality = 1.527.762$ Reality = 1.1 Reality = 1.1 Reality = 1.0 Success = 67% Success = 118% Success = 91% Success = 71% Loss of production due to unplanned maintenance (breakdowns) Objective = 244.442$ Reality = 611.105$ Success = 40% Amount of lost production due to unplanned inspections Spare parts cost Objective = 70.000$ Objective =300.000$ Reality =122.221$ Reality =305.552$ Success = 57% Success = 98% Amount of lost production due to unknown failure Labor cost causes Objective = 350.000$ Objective =160.000$ Reality =458.329$ Reality =244.442$ Success = 76% Success = 65% Etc Amount of lost production due to known failure Objective = 130.000$ causes Reality = 152.776$ Objective = 10.442$ Success = 85% Reality =183.332$ Success = 6% Etc. Objective = 4.000$ Bad maintenance Reality =61.110$ Objective = 1.442$ Inefficient maintenance Success = 7% Objective =1.000$ Reality =100.000$ Reality =66.666$ Success = 1% Success = 2% Too little lubrication Too much lubrication Reality =20.000$ Reality =30.000$ Inspection failure Etc. Wrong assembly Reality =40.000$ Objective = 8.000$ Reality =60.000$ Reality =16.666$ Etc. Success = 48% Etc. Reality =6.667$ Reality =10.000$ LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 6
  46. 46. What should come out of systemsExamples of reports
  47. 47. And last but not least, lets look at objectives, KPI’s Strategies Systems Objectives, KPI’s RCM SAP OEE TPM Maximo MTBF VDM JD Edwards PMC BCM ORACLE eAM CMH QBM DMM SO Many more… Many more… Many more…
  48. 48. KPI’sThere are literally hundreds of KPI’s that we can use to measure differentelements of maintenance and reliabilityWhen we choose which ones we use, we should always focus on the ones thatmake us better at the moment we are inWe should be careful not to focus on too many at each given momentSMRP and EFNMS have developed a harmonized document where these KPI’sare described and comparedThe EN 15341 standard is published and if companies want to comparebetween each other, this is a good starting pointSMRP has also published many KPI’s that can be used as well
  49. 49. KPI’sThe one thing to be aware when comparing KPI’s is to be careful not tocompare apples with orangesHere below is a sample of the Harmonized KPI’s published by EFNMS andSMRP
  50. 50. What should come out of our objectives, KPI’s
  51. 51. Thank you very much for your attentionIf you would like to contact me, you are welcome to do so. Bjarni Ellert Ísleifsson, CMRP Maintenance Specialist Alcoa Fjarðaál Iceland bjarni.isleifsson@alcoa.com / bjarniis@gmail.com http://www.linkedin.com/profile/view?id=8579177&trk=tab_pro http://bjarniis.wordpress.com

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