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Ims Maint Mgmt Best Practice


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Ims Maint Mgmt Best Practice

  1. 1. Information Management Solutions. Maintenance Management Best Practices The Journey to Maintenance Excellence and Advanced Asset Management
  2. 2. Maintenance Excellence A journey……not a destination
  3. 3. The History of Maintenance Beginning of Time 1950`s 1980`s 2000`s Run to Failure, Repair as Needed, Basic Maintenance Basic CMMS Programs Planning and Scheduling Preventive Maintenance PM/PdM and Condition Based Monitoring Advanced CMMS Programs/EAMs RCM/FMECA Intelligent Devices/ Web-based Condition Monitoring Life Cycle Asset Management Strategies Best Practices – Maintenance Excellence
  4. 4. “Even if you are on the right track, you will get run over if you just sit there.” Will Rogers
  5. 5. Where are you in the journey? • Is your CMMS/EAM operational ? • Have the integrations been tested and verified ? • Are your business practices and systems synchronized ? • Are your personnel trained and gaining expertise ? • Or are you just getting started selecting a CMMS/EAM ? Where would you like to go?
  6. 6. Maintenance Management Best Practices Utilizing your CMMS/EAM to drive Continuous Improvement toward Maintenance Excellence
  7. 7. “What doesn’t get measured, doesn’t get better….” • Identifying Maintenance Management Best Practices that align with your business vision and mission statements • Selecting metrics and Key Performance Indicators (KPIs) to baseline and track improvement • Utilizing a CMMS/EAM to generate those metrics and KPIs
  8. 8. Where you are in the evolutionary stage of Maintenance Excellence can be evaluated with a formal assessment process CMMS Business Assessment Results 0 10 20 30 40 50 60 70 80 90 100 Organization Planning and Scheduling Maintenance Workflow MRO Preventive MaintenanceCondition Monitoring Unscheduled Maintenance RCM Utilities Customer Average Maximum Score Where you are …….Where you are …….
  9. 9. Where you are going ……. Your goals are ideally based on the vision and mission statements of your organization: • Is your focus on maintenance cost? • Are your business drivers asset uptime and Reliability? • Do you have regulatory requirements that define your level of maintenance performance? • What are your gaps, and how do you address them? • What “Maintenance Management Best Practices” do you need to instill, or improve on, in your organization to reach your goals? Where you are going…..Where you are going…..
  10. 10. Where you are going ……. Example: “The mission of the Water and Sewerage Department is to exceed our customer’s expectations through the reliable, cost-effective and innovative treatment and transmission of water and wastewater.” Your Mission Statement…..Your Mission Statement…..
  11. 11. Which “Maintenance Management Best Practices” in the following Body of Knowledge categories can support that mission statement? 1. Preventive Maintenance 2. Inventory & Purchasing 3. Organization 4. CMMS Usage 5. Predictive Maintenance 6. Reliability Engineering 7. Total Productive Maintenance 8. Asset Care Work Flow 9. Financial Optimization 10. Continuous Improvement Maintenance Management Best Practice
  12. 12. There are many references from which to obtain standards of maintenance performance. These references are available for a wide variety of industry verticals. • The Environmental Protection Agency (C-MOM) • The Code of Federal Regulations (CFR 211) • OSHA • The Nuclear Energy Institute (AP-913) • The Electrical Power Research Institute (EPRI-TR-112500) • The Society of Automotive Engineers (SAE-1011,1012) • The Society of Maintenance and Reliability Professionals • The Marshall Institute • Management Resources Group • Solomon Associates • Maintenance Management Best Practice
  13. 13. “A best practice is a technique or methodology that, through experience and research, has proven to reliably lead to a desired result.” Example: One Maintenance Management Best Practice would be to have a well trained and highly skilled maintenance workforce. This practice may involve developing and administering training to the workforce through Job Requirement Analysis. Training documentation and review or assessment at regular intervals would be required. The desired result would be that repairs would be facilitated quickly, safely, efficiently and would be successful. The result would be verified through the calculation of one or more maintenance metrics, for example “% Maintenance Rework” Maintenance Management Best Practice
  14. 14. There are two types of “Maintenance Best Practices” Work Standards Example: The proper installation and alignment of a centrifugal pump can be defined in an organization’s Standard Operating Procedure. Processes Maintenance Management Best Practice Example: Ninety-five percent of all maintenance work in an organization is captured on a maintenance work order. Maintenance Management Best Practice
  15. 15. Typical Best Practice examples: • Asset criticality has been determined for 100 percent of the asset base. • Predictive maintenance tasks have been applied to the top 30th percentile of applicable critical assets. • 95 percent of a maintenance person’s labor hours is documented on maintenance work orders. • Documented maintenance job plans exist for critical assets and are reviewed on an annual basis. • Parts are pre-kitted for all planned corrective maintenance work orders that require them. • Planned and scheduled work is completed on time 90 percent of the time. • Overtime is less than 2 percent of total maintenance time. Maintenance Management Best Practice
  16. 16. Some widely held Maintenance Metrics (process): • Maintenance Cost as percent of Asset Replacement Value World Class = 1-3% (Typical = 3-6%) • Preventive Maintenance Work Order Compliance World Class = >90% (Typical = 30-60%) • Planned Maintenance World Class = >90% (Typical = 50-70%) • Reactive Maintenance World Class = <10% (Typical = 45-55%) • % Maintenance Rework World Class = <1% (Typical = 10-20%) • Inventory Value as a % of Asset Replacement Value World Class = <0.5% (Typical = 1-1.5%) High Level Indicator High Level Indicator Maintenance Management Best Practice
  17. 17. Calculating A Maintenance Management Best Practice Metric EXAMPLE: Metric: “% Maintenance Rework” Objective: To insure that the maintenance workforce has the necessary skills and training to execute repairs safely and correctly the first time. Formula: (Total maintenance work order hours for rework/ Total maintenance work order hours)*100 Component Definitions: Rework = Corrective work as being the result of maintenance issues on previous corrective or preventive work. Maintenance Management Best Practice
  18. 18. Calculating A Maintenance Management Best Practice Metric – The CMMS/EAM Connection Component Definitions: Rework = Corrective work as being the result of maintenance issues on previous corrective or preventive work. Count of the number of work orders where: Work Order Type= ‘Corrective’, ‘Emergency’ Work Order Status is ‘ALL’ (WAPPR,APPR,INPROG, etc.) The Work Order ‘Reported Date’ is within user defined period The Work Order Custom Field ‘REWORK’ box is checked, indicating that the ‘Originator’ has determined that a recent maintenance activity has caused additional damage or that the initial repair was not successful. Maintenance Management Best Practice
  19. 19. Calculating A Maintenance Management Best Practice Metric – The CMMS/EAM Connection Many CMMS/EAMs have pre-configured reports for many of the common metrics for Maintenance Management Best Practices • PM Work Order Compliance • Actual vs. Estimated Hours • Maintenance Related Downtime • % Preventive Maintenance • Inventory Turns Maintenance Management Best Practice
  20. 20. Calculating A Maintenance Management Best Practice Metric – The CMMS/EAM Connection Maintenance Management Best Practice
  21. 21. Metric Do’s and Don’ts • DO measure complimentary metrics; maintenance costs AND equipment downtime or performance • DO choose metrics that reflect where the organization is in the evolutionary stage and the Best Practices that need improvement • DO limit your initial metrics to 5 or 6 key focus areas • DO make the results public and available to all • Don’t make the metric so complicated you suffer “Analysis Paralysis” • DO take the opportunity to adjust your business processes to take advantage of the functionality of modern CMMS/EAMs • DON`T manipulate data to drive the metrics in a positive direction The purpose of the metric is to drive improvements in the key areas identified in the Business Analysis – Let the data drive the improvements toward MAINTENANCE EXCELLENCE Maintenance Management Best Practice
  22. 22. The Maintenance Excellence Process: • Evaluate the necessary maintenance management practices that will enable your organization’s mission and vision. • Benchmark your organization against a similar entity or world class values by a formal assessment (ideal) or an informal review process. • Evaluate your organization’s required level of maintenance excellence. • Set your goal and determine the gap (the goal can be as high as world class or any level in between). • Formulate an improvement plan to address the gaps. • Determine the necessary metrics, KPIs and frequency of measurement that will track and verify the results of your improvement plan. • MEASURE, MEASURE, MEASURE • Modify your improvement plan as required to reach and maintain your desired level of excellence. Maintenance Management Best Practice
  23. 23. Drivers for Maintenance Excellence in the Water/Wastewater Sector • Regulatory Pressures - Environmental Protection Agency, State Departments of Conservation, etc. • Economic Pressures – Increasing maintenance costs and asset replacement requirements for aging infrastructure; limits on rate increases. • Business Pressures - Increasing demand for services, especially in high growth areas. • Resource Pressures – Difficulty in hiring and retaining qualified maintenance personnel.
  24. 24. Benefits and Return on Investment for Maintenance Excellence in the Water/Wastewater Sector • Reduce or eliminate regulatory fines associated with equipment failure • Control maintenance costs • Reduce total asset lifecycle costs • Hold or minimize rate increases • Do more work with less maintenance personnel and fewer assets • Reduce inventory level of spare parts • Improve overall water quality
  25. 25. Risk of Maintaining Status Quo A recent survey by revealed the following: 57% of the 600 respondents failed to generate the anticipated ROI of a CMMS/EAM implementation due to: 1. Lack of clear goals and planned outcomes 2. Lack of Integration 3. Lack of a Comprehensive Maintenance Strategy 4. Garbage Data 5. Lack of Accountability
  26. 26. Conclusions CMMS/EAMs fully support Maintenance Excellence initiatives. Return on Investment for a CMMS/EAM can only come from improvements to processes. Maintenance Excellence, through the development of Maintenance Management Best Practices, can be the single greatest source for Return on Investment of your CMMS/EAM. Maintenance Excellence is a continuous improvement process, a journey which can begin prior to, during or after a CMMS/EAM implementation.