The document outlines the six main steps of a maintenance management process: 1) work identification, 2) work planning, 3) work scheduling, 4) work execution, 5) recording history, and 6) analyzing key performance indicators (KPIs). Each step is described in detail, including substeps and considerations. The overall process aims to efficiently and effectively plan, execute, record, and assess maintenance work to maximize equipment reliability and minimize production disruptions.

1. Don't say reliability in your company if you don't care about the changes that occur in the equipment.

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BUILD A PERSONAL PLAN

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Maintenance Processes – A Framework for World Class Maintenance
In general term, the maintenance management process can be considered as having six phases, as
illustrated below.
• STEP 1 : WORK IDENTIFICATION
1. Getting maintenance job request from department production, from department asset, and etc.
2. Make sure the work order already exists. Is it emergency/urgent work order or not ? If it is an
emergency/urgent and HES can be tamed, then directly to the work step execution.
3. Is this work included in the process leading or result lagging?
4. Then, let's determine what the strategy work is proactive maintenance, predictive
maintenance, preventive maintenance, condition based inspection, corrective maintenance,
and breakdown.
5. Determine what is work mechanism ? Is that a mechanical problem, instrument problem,
electrical problem, and etc ?
6. Determine what the job description is clearly ?
7. Determine what is the value of RPN (Risk Priority Number) ? Starting from occurrence
probability (o), severity of failure (s), probability of detection (d). This is certainly an
agreement from the company, which can benefit in terms of production results, reliability,
quality, budget, and process.
8. Input the entire data above into the database.
Flow Chart Work Identification :
• STEP 2 : PLAN WORK
Second and the most important section is work plan which tells the technicians how to do the job. Do
they just need to inspect something, replace parts or make adjustments as needed? It will have all the
technical information for them to perform the task without any failure keeping all the procedural
Maintenance Job Request
Work Order
Process Leading or Result Lagging
Strategy Work
Work Mechanism
Job Description
Risk Priority
Number (RPN)
Execute
Work
If Emergency/Urgent
All Data Into
Database

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instructions in mind. It can also include some tips and tricks from the experienced technicians in the
field. Planning consists of four key functions, defining the-
1. What- defines what work needs to be done, what materials, tools, equipment, and documentation
will be required. Most of the issues the craft face are related to the lack of the above items. Clearly
defining what the work is allows the planner to identify what specific materials will be and may
be required to do the work. It also allows the planner to identify if the task can be completed with
basic hand tools or if specialty tools may be required. Lastly, the planner is able to identify and
provide any drawings, specifications or other documentation that may be helpful to the craft.
2. Why- defines the reason we chose a particular approach. This may be why we are replacing a
valve instead of a seat. It provides context to the individual doing the work, so they understand
why they are doing that particular task. This does not have to be long and can be a simple sentence
or two. Without this, the mechanic may choose to replace the seat, when in fact we have damaged
3 seats in the past month in the same valve.
3. How- defines how the work should be completed. This is often a foggy area in Maintenance
Planning, but ensuring that the work is repeatable is critical to the long-term reliability of the
plant. We have skilled individuals doing the work, but if each one does it differently, we will not
be able to address any startup failures. It also serves as a tool to pass knowledge along to the
newer generation of craft.
4. PDCA- Plan-Do-Check-Act is the process of completing a task and updating the plan to further
improve the job in the future. This ensures that we arrive at the safest, most effective and efficient
way to complete the work.
Continuing from the step 1 work identification above, then for plan work that is
1. After getting the value of the RPN, then investigation regarding HES (Health Environment
Safety). If HES is not good and does not meet standards, then cancel the Work Order that.
Because HES is number one in doing any work.
2. Working in good HES condition, then take work decision based on priority value from RPN.
3. Determine the number of available crew member and who will do the job execution.
4. Ensuring Job Safety Analysis (JSA) on every crew, work permit and others.
5. Make sure the vehicle to go to the location, plant, field in good condition and in the
standardization of HES.
Planning
WHAT
WHY
HOW
PDCA

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6. Make sure the crew member in case of a fit and healthy body.
7. Are the material & spare part that needed in the work already available?
8. If not available, then do the purchase process quickly, optimal budget, and efficiently. Do
collaboration with department material and spare part purchasing team.
9. Make sure every crew member that the tools used in work are in good condition, in calibration
condition, and complete.
10. Make a backup for any part, material, tools in the workshop.
11. All related to the above data, entered into the database.
Flow Chart Plan Work :
• STEP 3 : SCHEDULE WORK
This covers such areas as how work is allocated to the workforce, and how expectations are generated
regarding a "reasonable" time for job completion. It also includes how daily priorities are set, and
Investigated HES
Priority
Value
RPN
Crew Member
Job Safety Analysis, Work Permit, etc
Fit and Healthy Body
Vehicle
Material and Spare Part
Collaboration Planner & Purchasing
Tools Good Condition, Calibration Condition, & Complete
Backup Any Part, Material, & Tools in Workshop
All Data Into
Database

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decisions made regarding the deferral or cancellation of planned work in order to incorporate daily
breakdowns. The purpose of scheduling Maintenance is
- Make sure maintenance is done so failure is prevented
- Least production disruption
- Right resources and people to the job on-time
Scheduling is not planning. It is the setting of order and time for planned events. Scheduling
involves taking decisions regarding the allocation of available capacity or resources (equipment,
labour and space) to jobs, activities and tasks over time. Scheduling thus results in a time-phased
plan, or schedule of activities. The schedule indicates what is to be done, when, by whom and
with what equipment. Scheduling seeks to achieve several conflicting objectives: high efficiency,
low inventories and good customer service.
As for step 3 in the schedule work is
1. Checked the priority of the job, and the due by date.
2. Only schedule planned jobs or those jobs that require labour only.
3. Coordinate with Production for the right time and methods to access plant, field and equipment.
4. Ensure repairs and maintenance are done safely and correctly in the time provided to return
components and equipment to design reliability and proper operating condition, with the least
production disruption.
5. Noticing that the job is ‘awaiting parts’, monitors the job until the parts were safely delivered
on site. Then the scheduler updates the Work Order code to ‘Parts Available’.
6. Ensuring all the work and the data scheduler has been input into the database.
Flow Chart Schedule Work :
Priority Job and Due by Date
Only Schedule Planned Job
Right Time & Method
Done Safely & Correctly
Awaiting Part & Part Available
All Data Into Database

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• STEP 4 : EXECUTE WORK
Skilled workers and operators execute work and can do so much safer and more efficiently than if work
were not planned and scheduled before the work were executed. Trained, competent personnel carry
out the work. It begins with the assignment of work to the people responsible for executing it. It ends
when the individuals charged with responsibility for execution provide feedback on the completed
work.
The supervisor is responsible for job execution
The progress of each job relative to the schedule is continually reviewed to determine if the situation
basis changed in any material way. This requires timely information to determine when projects and
other jobs are progressing unfavorably. An accurate schedule helps supervisors to judge when
exceptions fall outside of reasonable boundaries and intervention is in order. Effective supervisors also
assure that team members reference their planned job packages to minimize exceptions before they
occur. When a time-line is included within the planned job package, the supervisor can make a well
informed judgment. If the amount of work completed is within reasonable boundaries, no intervention
is needed. Intervention while the job is still in process can make a real difference in downtime and
equipment availability.
When jobs go awry, materials, parts, and tools are the most common culprits. Obviously, there were
shortfalls in the planned job package, provide feedback to the planner. Feedback after job completion
enables the planner to improve the planned job package, thereby precluding such delays in the future.
The above scenario reflects true management. Explanation of variances after the fact (horse out of the
ban) does not.
Three important functions
• During the schedule week, the supervisor checks preparedness for each day’s work.
• Supervisors make the actual job assignments to specific team members.
1. Daily schedule adjustment.
The schedule requires adjustment after each day, to provide a recasting for the balance of the week.
During daily schedule adjustment, the supervisor:
• Follows schedule progress and coordinates schedule adjustments as dictated by “real” operating needs
and changing resource constraints. Urgent interruptions will occur regardless of how well schedules are
constructed and coordinated, and will change the framework of work for the week.
• Supervisors should always strive to optimize schedule compliance, despite essential “schedule
breaks.”
• Adjustments to schedules should always be made in such a way that the most important jobs are
completed by end of the week. Extended or delayed jobs must be carried over to the next day ...
particularly if they are already started. Schedule adherence or protection is usually a cost effective use
of overtime. Selected scheduled jobs should sometimes be sacrificed to take advantage of downtime
windows of opportunity to perform planned jobs listed on the contingency schedule.
• Team members must always be kept fully aware of alterations in assignments and their timing, and
Production Supervisors also must be kept abreast of revisions.
2. Planner support of job execution.
• Support of Job Execution - ensures that the responsible supervisor receives and understands the
planned job package for each scheduled job.
• Follow-up coordination ensures that all agreed-up actions of others are performed as planned.
• Schedule Follow-up - determines the level of schedule compliance and reasons for noncompletion.
This “constructive” responsibility works toward future improvement. At the end of the schedule week,
Superintendents should review schedule compliance with all supervisors for whom they are responsible.
3. The morning meeting.

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A well-thought-out schedule provides a framework for achievement of weekly targets, but problems do
occur and changes need to be made on a daily basis. All parties must be involved in discussions related
to course corrections. The morning meeting is such a forum and is often effective, especially when the
maintenance function is still operating in a reactive environment. The meeting focuses on immediate
problems while protecting as much of the weekly schedule as possible. Tactics are therefore discussed
and resources realigned as necessary. Once the cultural transition from a reactive to a proactive
environment has been achieved, emphasis is switched to the weekly coordination meeting between
maintenance and operations. The daily meeting then has less prominence and superintendent approval
becomes a requirement prior to any change of the weekly schedule.
Following below are the steps for the job execute :
1. After the schedule is complete, then enter with job execution. Before starting work, technician or
mechanic must have complete equipment documents such as Assembly & Detail Drawings,
Design Duty, Engineering Specification, Bill of Materials, Parts & Material Specifications,
Manufacturer Details & Contact, Installation Manual, Maintenance Manual, & Operating
Manual.
2. Technician or mechanic must prepare a report sheet FRACAS (Failure Report Analysis &
Corrective Action System) and it is filled after the work is completed.
3. If the work is overhauled, the technician or mechanic must prepare a DIFA (Dismantle Inspection
& Failure Analysis) report and ITPM (Inspection Test Plan Machine) report, then fill it in after
the work is completed.
4. Every technician or mechanic must prepare an FMEA (Failure Mode & Effect Analysis)
template. The FMEA as described in this chapter is a qualitative reliability engineering method
for systematically analyzing the possible failure mode of each equipment component, and
identifying the possible failure cause, how such a cause can be detected, as well as the resulting
consequence of the effect on safety, health, the environment, and assets.
5. In repairing and maintenance use 5 words why. To make it easier for us to act.
6. Use the FTA (Fault Tree Analysis) method in failure analysis.
7. Use Ishikawa diagrams in determining Cause and Effect Analysis.
8. Every technician or mechanic must be improve the quality of equipment repair and
maintenance, so that problems do not occur early and recurred after repairs or maintenance
(Don’t infant mortality).

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9. By improving repair quality there will be a significant good reliability growth.
10. Work performed must be compliance 100%
11. Input all work execution data above into the database.
Flow Chart Execute Work :
Complete Equipment Document
FRACAS
DIFA & ITPM
FMEA
5 Words Why
FTA
Ishikawa Diagram
Quality Repair
Significant Good
Reliability Growth
Work Execution Compliance 100%
All Data Into
Database

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• STEP 5 : RECORD HISTORY
The maintenance technician is trained in CMMS data entry and does the job close-up and job history,
as they are the people who actually executed the job. In leau of the maintenance technician should be
the Leading Hand but usually defaults to the Maintenance Planner. Essential that the maintenance
technician writes on the CMMS maintenance job history sheet what was found and what was done.
Equipment Records are documents that contain measurements and evidence of historic facts applying
to a piece of plant. You will want to keep them as proof that work was done to the required standard,
as reference for future work, and for identification of changes over time. This necessitates setting up a
system and procedures to collect, collate, catalogue and retrieve the records. Remember, that without
written procedures to explain the system you don’t have a usable system.
Job Records are the history of previous work done on an item of plant. In time the vast majority of
maintenance work repeats. In the worst businesses they repeat many times. Once a job has been done
keep the records, as you can retrieve them and use the information they contain to speed-up the planning
process. Use the information reported back to help you from jobs to understand what more to do to
improve the odds that future work will be done better, e.g. updates to job procedures to further ensure
your crew does good work, right-first-time.
A Planner will be asked to explain and justify how jobs were prepared and were conducted. Details
need to be available from the CMMS and quickly converted into reports and KPI’s.

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In terms of record history, it is very dependent on the KPI assessor, that is
A Key Performance Indicator (KPI) is a number that provides a measure of a situation. Typically a KPI
applies to a particular level of an organisation. Any time that you want to measure changes in a process,
be it a business process or an industrial process or another type of process, it is appropriate to track it
with a key performance indicator, or even a number of KPI’s.
Focus
A KPI can be used to closely monitor the results of actions.
When it is not certain that a result is due to a specific set of plans and actions it is useful to introduce
KPI’s to detect and track what is happening. KPI measures that are thought to be appropriate can be
trended over a period of time, and in different situations, to see if they in-fact highlight the relevant
factors that are truly important to the successful outcomes from the actions.
Change
A KPI can track the effect of making a change.
If a change is made to a process how is one to know it has been a useful change. This is when an
appropriate KPI, or a series of KPI’s, can be used to prove that a change has been beneficial. If in fact
the change has made matters worse, then the KPI’s will prove it and things can either be changed back
to what they were or further changes are introduced and tested.
Score
A KPI can act as a means to measure progress toward achievement.
Often the organisation’s aim is simply to gradually improve what is being done. In such cases the current
performance becomes the base line for improvement and all future performances aim at being be better
than the last result.
Track
A KPI is also ideal to use when set targets are to be met.
When a target is set it becomes critical to track the efforts used to meet the target. Suitable KPI’s are
put into place to monitor the effects of the organisation’s processes on meeting the targets.
Detect
A KPI can proactively warn of future performance.
In every organisation there are people who are aware of the ‘danger signs’ that forewarn of future
problems. These indicators can be made into KPI’s and purposefully tracked and monitored to prevent
and reduce the risk of future failures.
Improve
A KPI can drive continuous improvement.
Where organisations have several similar operations it is valuable to introduce identical KPI’s into each
workplace. This allows comparisons between groups. One group will always outperform the rest. Once
that group is identified, investigate why it outperforms the rest and introduce its methods into the other
operations. In this way the KPI system is used to continually improve the organisation as a whole.

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In this case we also need to review the agreed maintenance strategy.
After the execution of the work is complete, then here are the steps to record history
1. Record history work execution namely FRACAS, DIFA, ITPM, FMEA, RCA, Effect analysis,
and etc then must be entered into the system, sharepoint, and database.
2. Use this record history execution to assess equipment performance.
3. Record history execution the can help in analysis of equipment failures.
4. Record job history can be a measure of the relationship in the Curve of P-F.
5. Record history can indicate success or failure in the description of KPIs.
6. Record history can be a measure of the success of the maintenance strategy that has been
made. Is that success in terms of time, reliability, quality, and efficiency.

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7. Record history can be a measure of the success of a work plan that has been made with many
considerations.
8. And most importantly, we can monitor the budget for equipment maintenance, repairing,
and overhaul.
9. All data records made history database, and then create a visualized dashboard.
Flow Chart Record History :
• STEP 6 : ANALYSE FOR IMPROVEMENT
Because of the extensive data and mature maintenance system needed as a basis for developing this
model, it was decided to conduct the research among maintenance organizations dealing with complex
systems which require high reliability (it is expected that those organizations have mature maintenance
management systems). An aircraft is a perfect example of a complex system which requires high
reliability. Aircraft maintenance programs are laid down by the manufacturer. Strict regulations for
obtaining aircraft maintenance permission, as well as numerous requirements of international aviation
authorities, mainly from the EU and the United States (EASA - European Aviation Safety Agency and
FAA - Federal Aviation Administration), set very strict criteria for organizations which maintain
aircrafts and their components.
field of maintenance, it has been noticed that there is a gap in the area of maintenance function analysis
within the Aviation Maintenance Organizations – AMO (maintenance within maintenance). Various
FRACAS, DIFA, ITPM, FMEA, RCA,
EFFECT ANALYSIS Entered Into
System, Share Point, & Data Base
Assess Equipment Performance
Analysis Equipment Failure
Measure Relationship P-F Curve
Success or Failure in KPIs
Success Maintenance Strategy
Success Work Plan
Monitor Budget Maintenance
Create Visualization
Dashboard

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authors dealt or are dealing with problems of the aircraft maintenance organization, the problem of
maintenance planning optimization, planning, scheduling, staff training, and the impact of human error
in aircraft maintenance, needs for spare parts and maintenance of aircraft, Additionally, there are no
papers that analyse the performance of maintenance functions within these organizations.
The operation of this function is vital to the work of these organizations, and therefore, the improvement
of this function and the work quality is in line with the aircraft maintenance improvement. By improving
the efficiency of their maintenance function, AMO provide better quality service in less time and with
less expense.
The dream is the Improving Maintenance Processes with Data Science, As an example of the paper
below :
Abstract : In this presentation we briefly describe potential benefits of using data analysis methods to
improve maintenance processes. After a short introduction to an automated, multi-step maintenance
process and a survey of the state of data in industry, we explain, how selected data analysis methods
can be used to improve maintenance demand detection.
The steps of the analyse for Improvement Is
1. Assessment from the Mean Time To Repair (MTTR) must be the ideal time span. This can
improve by carrying out quality improvements reliably and efficiently.
2. Assessment from the Mean Time Between Failure (MTBF), Is the amount of time gained small
or large? The hope is that the time span for failure to occur requires a long time. This can be
improved by optimizing proactive work, PM (Preventive Maintenance), PDM (Predictive
Maintenance), Inspection, online monitoring, & ORDC.
3. Data-driven decision-making for equipment maintenance. This can be done by collecting all
data about the equipment.
4. Decrease downtime due to unscheduled maintenance or plan.
5. To improve equipment reliability, do an analysis of the FRACAS & DIFA report.
6. The most important is the value of reliability, it must be high. With a minimum of 96%
reliability.
7. The improvement in the identification work. This is because we have a complete database,
valid, and measurable. And can be used as a dashboard of data quality analysis.
8. All data be made into the database.
In these steps we can maintain the performance of the assets we have. Have a longer equipment life,
even beat the target than allowed OEM (Original Equipment Manufactured). So that any problems that
occur, both on the equipment, plant, and others can be resolved well and efficiently.

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Flow Chart Analyse For Improvement :
Finally finished at step 6. In this case it certainly serves to protect the overall assets of the company.
With good reliability, with smooth and improved production. So that it can growth, developed, &
compete in the world. With a valid database, complete data, data that can be clarified, measured data,
beautiful data, the company will easily get benefit and profit. The core of the work we do is quality,
data and reports. Therefore, make data as a liaison in maintaining integrity assets.
A major improvement will be made to manage the system and database that we have
designed into one data integrity in accordance with the Framework for World Class
Maintenance. And can be published.
The best way to track if your actions have a positive impact on your maintenance operations is to
accurately track metrics that can show you if you are going in the right direction.
Improvements based on your “feeling” can never be as good as relying on hard data.
MTTR
MTBF
Data-Driven Decision-
Making Equipment
Maintenance
Decreased Downtime
Due To Unscheduled
Maintenance or Plan
Improve Equipment Reliability Do
Analysis FRACAS & DIFA Report
Value of Reliability,
it Must Be High
Improvement Work Identification with
Dashboard Data Quality Analysis
All Data Into
Database

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The next steps to fill some missing some basic ingredient by answering the following questions:
1. What is the current situation in my plant?
2. Based on no.1, what are the challenges we are facing?
3. Based on no.2, How can I resolve these challenges?
Answer :
1. The currently situation in my plant is of course still many deficiency in terms of achieving
world class maintenance license. If you want to get an assessment for world class maintenance,
then do and make the system as steps 1-6 above.
2. The challenges faced are people, work culture, human error, HSE (Health, Safety,
Environment) & Human factor in reliability.
3. The thing that must be done in overcoming this challenge is
People, work culture, human error, HSE (Health, Safety, Environment) is
- Frequently do the socialization to all employees, related to commitment, HSE in terms of
work.
- Perform Maintenance Personnel Questionnaire. Improving event classification and
understanding the role of HF in accident and incident causation enables a better understanding
of events once they have occurred. This is a reactive approach but administering questionnaires
can proactively identify issues before they lead to events. Within the guidance package a
Maintenance Personnel Questionnaire is provided. Its aim is to seek maintainers’ views on the
issues that might be impacting on their performance and also how their work might be
improved. This enables potential problems to be identified early and then addressed potentially
before they manifest as an accident. The following table provides some example questions.
Communication
1. Management are good at keeping me
informed about changes to the workplace.
2. There is enough time for important
communication at team briefings and shift
handover.
3. I am regularly consulted about how my
workplace might be improved.
4. It is easy to report to management about
problems or issues that I encounter when
carrying out work.
5. Management are quick to act on
suggestions for improving how work is
carried out (e.g. maintenance tasks,
processes and procedures).
- Provide training and case studies on reliable personal character.
- Make Workshop templates. The guidance package not only provides advice on conducting
workshops; also detailed are two example workshop templates. These provide two different
types of agenda to explore issues concerning a specific task (engine overhaul) or a more general
issue (communication). Each agenda outlines a series of steps beginning with how to introduce
the workshop and the topic under discussion through to how to conclude the workshop and how
to follow through on the outputs that have emerged from the workshop. The benefit of the
workshop approach is that it involves a cross section of maintenance personnel (managers and
supervisors/team leaders and maintainers) deciding upon issues together and if appropriate

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discussing possible solutions. Creating a facilitated forum, where maintainers have the freedom
to discuss issues in a blame free environment, helps managers to understand why procedures
are not always adhered to. It also provides both managers and maintainers with a chance to put
across their side of the story. For example, managers could clarify why they expected work to
be carried out in a certain way and the rationale behind this expectation. Maintainers conversely
could explain why adherence to working in this way was made difficult by factors not
previously realised by management.
- The last 6 steps above described quantitative and qualitative reliability tools for assessing
equipment failures and system performance based on historical data (failure and repair), test
results data, or even professional opinion. Such methodology did not directly take into account
human factors, but many equipment failures or repair delays are caused by human error. When
such failures impact system performance, root causes are discussed, and if human error
influenced the failure, recommendations such as training, improved workplace ergonomics, or
procedures are proposed to avoid such human error. There are a number of social issues that
influence employees’ behavior that are beyond a company’s control. However, technological
issues can be controlled and better conditions lead to better employee performance. Shows
below the human reliability analysis factors that influence human error.
Human Factor in Reliability is
- Reliability MTBF (Mean Time Between Failure) it must be with high scores. This should be
done with online monitoring of MTBF for all equipment.
- Category equipment bad actor the must have special treatment by improving the quality of ITP
(Inspection Test Plan).

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