How To Get Results From Maintenance Systems

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

Iceland, what do you do for fun there?

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

[email protected]

If you would like to contact me, you are welcome to do so.