Bjarni Ellert Ísleifsson discusses the many choices that must be made in developing effective maintenance strategies, systems, and objectives. He notes there are many options for strategies like RCM and TPM, systems like SAP and Maximo, and objectives like OEE and MTBF. However, there is no single correct approach - the right choices depend on balancing costs, risks, and business needs. Effective maintenance requires using good methods and tools to maximize productivity while minimizing costs.

1. Choosing the right maintenance strategies to achieve desired
results from maintenance systems and objectives
Bjarni Ellert Ísleifsson, CMRP
Maintenance Specialist
Alcoa Fjarðaál, Iceland

2. Just a little about me
Bjarni Ellert Ísleifsson, CMRP
Maintenance Specialist Alcoa Fjarðaál Iceland
MSc in Maintenance Engineering & Asset Management from
Manchester University, England
The 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. … 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. Iceland, what does it look like ?
Alcoa
Fjarðaál

5. Alcoa Fjarðaál, Iceland

6. Alcoa Fjarðaál, product range

7. But we are here to talk about maintenance!
Choosing the right maintenance strategies to achieve desired results from
maintenance systems and objectives
How can we be sure about what maintenance strategies, systems and
objectives 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. 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. 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. 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. 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. 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 tools
Bad  Good
$ Good methods and tools


13. General misunderstanding in maintenance
Maintenance cost Productivity and availability of equipment
$$$ Bad methods and tools
Bad  Good
PROFIT$
$ Good methods and tools $$$$$$$

$$$$$$$
Investing in good methods and tools can
bring a company great benefits in the form
of big gains in productivity and profit

14. 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. 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 correct
then another
 You choose how much maintenance you do
 The maintenance process is based on finding the correct balance between
acceptable risk and cost
Cost Risk

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. 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. 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 plans
Employee 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. RCM, 7 steps process
It is defined by the technical standard SAE JA1011 [3], Evaluation Criteria for
RCM Processes, which sets out the minimum criteria that any process should
meet 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. RCM, FMECA
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 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. RCM, FMECA – The 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 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. 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 cost
Maybe even just do nothing Use best known practises justifyable
1 62 - 64 125

23. TPM, OEE
The definition of OEE
 Availability to Produce in the Quality wanted at the correct delivery time
Actual Actual Produced
production production volume in
time volume correct quality
X X = ?%
Planned Planned Actual
production production produced
time volume volume
Availability Production Quality
opportunities opportunities opportunities
? ? ?

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 oil
Overload overheated
 90% of the time it is enough to ask 5x

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. 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. 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. 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. 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. 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. TPM, 5S - Practical example
A well organized toolbox
can be quick to pay for itself!

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. 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. 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. 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. Just like you can modify a car to better suit your needs

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. What type of system is best for us ?
Generally we have BIG systems or small systems that are focused on their core
function
Example SAP is a big system with most functionalities that anyone could think
of ever needing, however there are concerns that it could be too big in some
cases...
There are many small CMMS solutions out there to choose from, however
there 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 should
choose, 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. 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. Systems
Problem :
Company X Project registration Production is not stable
Registered by: Project due date: Next review: 24. June2008
John Doe 15. July2008
The 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. Methods
Current condition Project plan
1. Machines What Who With who Date Comment
2. Resources ... ... ... ... ...
3. People ... ... ... ... ...
4. Methods ... ... ... ... ...
... ... ... ... ...
... ... ... ... ...

41. Systems
Problem :
Company X Project registration Production is not stable
Registered by: Project due date: Next review: 24. June2008
John 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. Methods
Current condition Project plan
1. Machines What Who With who Date Comment
2. Resources ... ... ... ... ...
3. People ... ... ... ... ...
4. Methods ... ... ... ... ...
... ... ... ... ...
... ... ... ... ...

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. Systems of work done
Common ratios Total number
Amount of
Type of work of work %
work orders
orders
Condition 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. 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. 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 category
Objective = 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. What should come out of systems
Examples of reports

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. KPI’s
There are literally hundreds of KPI’s that we can use to measure different
elements of maintenance and reliability
When we choose which ones we use, we should always focus on the ones that
make 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’s
are described and compared
The EN 15341 standard is published and if companies want to compare
between each other, this is a good starting point
SMRP has also published many KPI’s that can be used as well

49. KPI’s
The one thing to be aware when comparing KPI’s is to be careful not to
compare apples with oranges
Here below is a sample of the Harmonized KPI’s published by EFNMS and
SMRP

50. What should come out of our objectives, KPI’s

51. Thank you very much for your attention
If 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
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