How To Get Results From Maintenance Systems
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Bjarni Ellert Ísleifsson Maintenance SpecialistAlcoa Fjarðaál, Iceland
Choosing the right maintenance strategies to achieve desired results from maintenance systems and objectives
Just a little about me
Bjarni Ellert Ísleifsson
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 & Asset Management
All my work was related to showing companies how to achieve success through
good maintenance practices
… a little more about me
DMM Solutions ltd, CMMS Software development company
Software analysis
Service management
Maintenance consulting
Training
Setup of software
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
Iceland, where is that ?
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 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
Choices?
Strategies
RCM
TPM
VDM
BCM
REx
Many more…
Systems
SAP
Maximo
JD Edwards
ORACLE eAM
DMM
Many more…
Objectives, KPI’s
OEE
MTBF
PMC
CMH
SO
Many more…
With all these choices can there be only one…
Strategies
RCM
TPM
VDM
BCM
QBM
Many more…
Systems
SAP
Maximo
JD Edwards
DMM
Many more…
Objectives, KPI’s
OEE
MTBF
PMC
CMH
SO
Many more…
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
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!!!
Bad Good
Bad methods and tools$$$
Maintenance cost Productivity and availability of equipment
$ Good methods and tools
General misunderstanding in maintenance
Throw money 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
Bad maintenance
Executed well
Efficiency and effect
Good maintenanceWell executed
Bad maintenance
Executed badly
Good maintenance
Executed badly
Efficiency
Effect
ImprovedMaintenance
Planning
Improved maintenance methods
The dream place to be
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
How do we get what we need for maintenance
And having said all that we are back to choices?
Strategies
RCM
TPM
VDM
BCM
QBM
Many more…
Systems
SAP
Maximo
JD Edwards
ORACLE eAM
DMM
Many more…
Objectives, KPI’s
OEE
MTBF
PMC
CMH
SO
Many more…
Strategies
Strategies
RCM
TPM
VDM
BCM
QBM
Many more…
Systems
SAP
Maximo
JD Edwards
DMM
Many more…
Objectives, KPI’s
OEE
MTBF
PMC
CMH
SO
Many more…
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...
BCM has the maintenance circle...
VDM...
REx...
Maintenance objectives
Life plans
PM / PdM
WorkloadResource planning
Work planning
Organization
Maintenance management
Business objectives
Production objectives
Adjust as necassary
Failure symtomsSafety demands
Longevity demandsPurchasing demands
Set up of production process
Demands of production
Budget
Set up of production process
EmployeesContractors
Stores policy
Employee policy
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?
Effectiveness analysis
1
2
3
4
5
Occ
urr
ence
EDCBA
Severity
ID = 1
ID = 2
ID = 4
ID = 3
Use absolutely the best methods that are cost justifyable
Use best known practises
Maybe even just do nothing
RCM, FMECA
Example FMECA Worksheet
ID FunctionFailure mode
EffectsS
(severity rating)
Cause(s)O
(occurrence rating)
Current controls
D (detection
rating)
C(critical
characteristic)
Recommended actions
Responsibility and target completion
date
Action taken
1Tundish overflo
w
High level
sensor did not
trip
Liquid aluminium
spills on floor
A
High High level
sensor failed
I/O unit frose
5
Filling of
tundish based
on laser level
sensor
1 4
Look into installing a
direct switch to cast abort
Bjarni E. Ísleifsson
06-Apr-2010
Effectiveness analysis
Use absolutely the best methods that are cost justifyable
Use best known practises
Maybe even just do nothing
RCM, FMECA
Example FMECA Worksheet
ID FunctionFailure mode
EffectsS
(severity rating)
Cause(s)O
(occurrence rating)
Current controls
D (detection
rating)
C(critical
characteristic)
Recommended actions
Responsibility and target completion
date
Action taken
1Tundish overflo
w
High level
sensor did not
trip
Liquid aluminium
spills on floor
A
High High level
sensor failed
I/O unit frose
5
Filling of
tundish based
on laser level
sensor
1 4
Look into installing a
direct switch to cast abort
Bjarni E. Ísleifsson
06-Apr-2010
1
2
3
4
TPM, OEE
The definition of OEE
Availability to Produce in the Quality wanted at the correct delivery time
Actual production time
Planned production time
Actual production volume
Planned production volume
Produced volume in correct quality
Actual produced volume
X X = ?%
Availability opportunities
?
Production opportunities
?
Quality opportunities
?
The simplest and most effective way to tackle problems is 5x why
It is based on asking 5x why? EXAMPLE:
90% of the time it is enough to ask 5x
1. Why did the machine stop?
Overload
2. Why was there overload?
Bearing overheated
3. Why did it overheat?
No lubrication
4. Why was there no lubrication?
Pump did not deliver oil
5. Why not?The filter was dirty
TPM, 5 times why ?
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
So what strategy should we choose ?
Strategies
RCM
TPM
VDM
BCM
QBM
Many more…
Systems
SAP
Maximo
JD Edwards
DMM
Many more…
Objectives, KPI’s
OEE
MTBF
PMC
CMH
SO
Many more…
Now let’s take a look at systems
Systems
SAP
Maximo
JD Edwards
ORACLE eAM
DMM
Many more…
Strategies
RCM
TPM
VDM
BCM
QBM
Many more…
Objectives, KPI’s
OEE
MTBF
PMC
CMH
SO
Many more…
Systems
Before you select a system, define the outcome you want from it
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!
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
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 ...
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
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
The foundation of the projectTo make money $$$Who is responsibleWho is backing it upWho are participating
The goals1. Machines2. Resources3. People4. Methods
Current condition1. Machines2. Resources3. People4. Methods
Project plan
Company X Project registrationProblem :Production is not stable
Registered by: John Doe
Project due date: 15. July2008
Next review: 24. June2008
What Who With who Date Comment... ... ... ... ...... ... ... ... ...... ... ... ... ...... ... ... ... ...... ... ... ... ...
Systems
The foundation of the projectTo make money $$$Who is responsibleWho is backing it upWho are participating
The goals1. Machines2. Resources3. People4. Methods
Current condition1. Machines2. Resources3. People4. Methods
Project plan
Company X Project registrationProblem :Production is not stable
Registered by: John Doe
Project due date: 15. July2008
Next review: 24. June2008
What Who With who Date Comment... ... ... ... ...... ... ... ... ...... ... ... ... ...... ... ... ... ...... ... ... ... ...
Systems can help here!!!
Systems
Work DescripripnCheck lists
Time controlled Work
Filled out dataReports
Information from other systems
Information to other systems
Objectives and policy
Deviation corrected
Deviation
Warnings
Analyze
The workflow of systems in maintenance
Condition controlled Work
Common ratios
Type of workAmount of
work orders
Total number of work 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%
Guidelines:•Condition monitoring 75%•Preventive 13%•Redesign and improvement 2%•Failures 5%•Laws 5%
Today in many places:•Condition monitoring 5%•Preventive 25%•Redesign and improvement 0%•Failures 65%•Laws 5%
This example:•Condition monitoring 17%•Preventive 21%•Redesign and improvement 4%•Failures 59%•Laws 0%
Systems of work done
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 did you fix it to prevent it from happening again?
Loss of production due to unplanned maintenance (breakdowns)
Objective = 244.442$
Reality = 611.105$
Success = 40% Amount of lost production due to unplanned
inspections
Objective = 70.000$
Reality =122.221$
Success = 57%
Spare parts cost
Objective =300.000$
Reality =305.552$
Success = 98%
Labor cost
Objective = 350.000$
Reality =458.329$
Success = 76%
Etc
Objective = 130.000$
Reality = 152.776$
Success = 85%
The cost category
Objective = 1.024.442$
Reality = 1.527.762$
Success = 67%
The efficiency category
Objective = 1.3
Reality = 1.1
Success = 118%
The quality category
Objective = 1.0
Reality = 1.1
Success = 91%
The equipment health category
Objective = 1.4
Reality = 1.0
Success = 71%
Data collection to advance maintenance management and maintenance practices to support business
objectives
Objective = 100% -- Success =87%
Amount of lost production due to unknown failure
causes
Objective =160.000$
Reality =244.442$
Success = 65%
Amount of lost production due to known failure
causes
Objective = 10.442$
Reality =183.332$
Success = 6%
Bad maintenance
Objective = 1.442$
Reality =100.000$
Success = 1%
Too much lubrication
Reality =30.000$
Wrong assembly
Reality =60.000$
Etc.
Reality =10.000$
Inefficient maintenance
Objective =1.000$
Reality =66.666$
Success = 2%Too little lubrication
Reality =20.000$
Inspection failure
Reality =40.000$
Etc.
Reality =6.667$
Etc.
Objective = 4.000$
Reality =61.110$
Success = 7%
LEVEL 2LEVEL 1 LEVEL 3 LEVEL 4
Etc.
Objective = 8.000$
Reality =16.666$
Success = 48%
LEVEL 5 LEVEL 6
What should come out of systems
Examples of reports
What should come out of systems
And last but not least, lets look at objectives, KPI’s
Systems
SAP
Maximo
JD Edwards
ORACLE eAM
DMM
Many more…
Strategies
RCM
TPM
VDM
BCM
QBM
Many more…
Objectives, KPI’s
OEE
MTBF
PMC
CMH
SO
Many more…
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
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
What should come out of our objectives, KPI’s
Thank you very much for your attention
Bjarni Ellert Ísleifsson
Maintenance Specialist Alcoa Fjarðaál Iceland
bjarni.isleifsson@alcoa.com
If you would like to contact me, you are welcome to do so.
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