Prioritizing Maintenance Work By C. Paul Oberg, President EPAC Software Technologies, Inc.

Prioritizing Maintenance Work

By

C. Paul Oberg, President

EPAC Software Technologies, Inc.

PRIORITY SYSTEMWhy is a Priority System Necessary ?

• Provides a means for evaluation of activities and backlog

• Effective means of communicating importance

•Provides an effective decision making tool

PRIORITY SYSTEMWhy is a Priority System Necessary ?

• Organize needs in a hierarchical fashion based on an agreed upon set of criteria

•Eliminates “squeaky wheel”

•Helps optimize the use of resources

PRIORITY SYSTEMTo be an effective and lasting decision

making tool, the Priority System must have the respect of:

• Maintenance Customers

• Maintenance Management

•Maintenance Trades

PRIORITY SYSTEMThe priority system should be based on

quantifiable, comprehensive and understandable criteria such as:

• Facility/Equipment capacity utilization

•Profitability of facility/equipment

•Quality of “downstream” facility/equipment affected

•Incremental maintenance costs if work is deferred

PRIORITY SYSTEMThe priority system should be based on

quantifiable, comprehensive and understandable criteria such as:

• Quality costs if work is deferred

•Additional maintenance labor if work is deferred

•Potential safety hazard if work is deferred

PRIORITY SYSTEMUpon closer examination, we can separate criteria into two generic

classifications:

Asset Type

Type of Work

PRIORITY SYSTEMRanking Index for

Maintenance Expenditures (RIME)

• Developed by Albert Ramond & Associates, Inc

• Most widely used maintenance priority system

• Two factor priority system comprised of:

Asset TypeType of Work Priority

PRIORITY SYSTEMRanking Index for

Maintenance Expenditures (RIME)

Asset Type xType of Work PriorityArithmetic:

The product of these two factors give an index of the relative importance of the maintenance work to both facility/production and maintenance management.

The process of establishing the relative importance ofpriority of a maintenance job is known as RIME.

PRIORITY SYSTEMWho is best able to qualify

these criteria ?

•Asset Type ?- Maintenance- Maintenance Users

•Type of Work ?- Maintenance Management

Ranking Index of Maintenance Expenditures

Asset Type Each asset is placed in one of 10 asset type categories. The most important items carry a value of 10 and the least important a value of 1.

Type of Work All maintenance and repair work done by the Maintenance Department is separated into 10 classes. The most important work is classified 10 and the least important is class 1.

Rank Description of the Equipment Rank Description of Maintenance Work 10 Utilities Major utilities equipment influencing more than one area.

Includes electrical distribution lines. (Utilities affecting only one area carries the value of that unit).

10 Breakdown real safety

Critical safety work where life or limb is in immediate danger. Major potential problems such as major hydraulic, environmental or electrical problems.

9 Key Asset

No stand-by or alternate asset available. Includes necessary service units such as elevators, conveyors, roofs and the like.

9 Preventive Maintenance

Inspections, lubrication and repairs k to prevent breakdowns/repair.

8 Multiple Assets

Assets for which a stand-by or alternate asset is available. Includes necessary service units such as elevators and conveyors.

8 In-service repairs

Necessary work performed during operating periods. Tasks that reduce or eliminate shutdown work.

7 Transport Systems

This category includes the necessary service assets -- conveyors, chutes, elevators, escalators, etc.

7 Spares and Alternates Corrective

maintenance

Work on spare parts or units. Corrective maintenance to eliminate or reduce repetitive work.

6 In- mobile equip.

Includes all necessary service facilities and overhead cranes not tied directly to process or area.

6 Out of service work

(safety required

downtime)

Necessary shutdown work including safety work that can only be done during out of service but is not critical enough to require immediate shutdown.

5 Assets with no

spares or alternates

Includes all necessary service facilities. 5 Routine work, normal safety, rehab

Work on spare parts or units, normal maintenance, including repairs to maintenance tools and equipment and routine safety work.

4 Assets with

spares or alternates

Includes all necessary service facilities. 4 Quality improvement Project Work

Necessary approved work to improve either the quality or quantity of service, maintenance and asset availability

3 Misc. Assets

Includes all necessary service facilities. 3 Cost reduction

Any cost reduction work not falling into one of the higher classes.

2 Building & Roads

Those necessary to operations. 2 Sanitation, maintenance

painting

Keeping locker rooms and sanitation facilities operable. Protective painting to prevent rust.

1 Land-scape and offices

Those not directly influencing operations 1 Housekeeping Other than routine janitorial work. (Routine janitorial work is not classified.

PRIORITY SYSTEMRESPONSIBILITIES

Facility/Production Management must identify and classify:

•Equipment•Buildings•Facilities•Systems

Maintenance Management has the responsibility of defining and classifying:

• Type of Work

PRIORITY SYSTEMWith all but one of his people on maintenance jobs, the maintenance manager has two jobs left to do. Which shall he/she assign the remaining person to and be confident that an appropriate decision has been made?

JOB A Rebuild a spare fan motor

JOB B Conduct Preventive Maintenance on a pick-up truck which is infrequently used

PRIORITY SYSTEM

X

RIME Calculation

Asset Type Value x Type of Work Value =

RIMEJOB A 7 7 49

JOB B 6 X 9 54

MAINTENANCE ANALYSIS

Trend Analysis provides insight into…

Are we putting the emphasis on the right jobs based on departmental backlog and completed job history ?Should our staffing be redistributed from Area 1to Area 2 based on comparative backlog, size and importance ?Are our preventive and corrective maintenance programs effective based on the trend of backlog importance ?

MAINTENANCE ANALYSIS

Trend Analysis provides insight into…..

Are we doing more or less important work than previous ?Should overtime/ outside resources be adjusted based upon size and importance of backlog ?Should department “A” focus more on

preventive and/ or corrective maintenance based on importance of the jobs requested and completed ?

MAINTENANCE ANALYSIS

Using RIME to EvaluateMaintenance Trends

• Backlog trends• Work Completed Trends• Level of Service

EPAC Software Technologies, Inc.

Average RIME Report for Open and Closed WO Report For the period of 2/14/2002 thru 2/14/2002

Total Actual Hrs for Closed Jobs Total RIME Hrs for Closed Jobs Average RIME for Closed Jobs

2.50 200.00 80.00

Total Actual Hrs for Open Jobs Total RIME Hrs for Open Jobs Average RIME for Open Jobs

1.25 75.00 60.00

MAINTENANCE ANALYSIS

Average RIME:Weighted Average base upon trade hours:

RIME X HOURS = RIME HOURS

JOB: AJOB: BJOB: CJOB: D

42 X 24 = 100854 X 18 = 97290 X 34 = 3060 72 X 18 = 1296

TOTALS: 94 6336

Average RIME = Total RIME Hours = 6336 = 67.4 Total Hours 94

MAINTENANCE ANALYSIS

Current Level Trade Analysis

Level 1 Low Average RIME 0 to 40

Level 2 Moderate Average RIME 40 to 80

Level 3 High Average RIME 80 to 100

MAINTENANCE ANALYSIS

Current Level Trends Analysis

0

20

40

60

80

100

120

2.5 4 5 6 6.5 7 8 9 10

Av

era

ge

RIM

E

Time

Current Level Trend Analysis

MAINTENANCE ANALYSIS

JOBS COMPLETED AVERAGE RIME

Level Slope Interpretation and Possible Action HIGH UP Dangerously high level of emergency and

breakdown occuring. Increased maintenance manpower levels with emphasis on PM/CM during non-operating periods should be considered until the level has been reduced to moderate.

HIGH FLAT OR DOWN

The level of emergency and breakdown work istoo high. Continued emphasis on PM/CM and increased manpower levels should beconsidered.

MAINTENANCE ANALYSIS

JOBS COMPLETED AVERAGE RIME

Level Slope Interpretation and Possible Action Moderate UP The Overall level indicated a satisfactory mix

of work, while the upward slope indicates an increase in emergency or preventive main- tenance jobs. This cannot be determined without specific data. Overtime should be used to control the level of backlog hours.

Moderate FLAT

Current mix of work is good. With the slopebeing flat, the only concern is the size of the backlog.

MAINTENANCE ANALYSIS

JOBS COMPLETED AVERAGE RIME

Level Slope Interpretation and Possible Action Moderate DOWN The Current level indicates a good mix of

work. However, the downward slope indicated less meaningful work is being requested and worked. This situation will lead to a potential manpower reduction position.

MAINTENANCE ANALYSIS

JOBS COMPLETED AVERAGE RIME

Level Slope Interpretation and Possible Action LOW UP, FLAT

The Current level indicates an improper mix oflow priority jobs being worked. This condition will exist for one or both of two reasons:

1. Improper scheduling of priority work. Check the backlog trend for level and slope.

2. An excessive manpower level is capable of using all work request regardless of priority level. Review manpower level for possible reduction.

MAINTENANCE ANALYSIS

LONG RANGE TREND ANALYSIS

The jobs completed average RIME line should be higher than the backlog average RIME line.The slope of the backlog line should be either flat or negative relative to the slope of the job completed line.

Meaning…………..

MAINTENANCE ANALYSIS

…..The higher priority work is being scheduled and completed first.

LONG RANGE TREND ANALYSIS

The jobs being added to the backlog are of equal or lower average RIME than jobs being completed.Continuation of these conditions will lead to an operating position where maintenance requirements will be excessive.