How To Get Results From Maintenance Systems

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

Just a little about me
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, what does it look like ?

Alcoa
Fjarðaál

Iceland, what do you do for fun there?

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 Systems Objectives, KPI’s
RCM SAP OEE
TPM Maximo MTBF
VDM JD Edwards PMC
BCM ORACLE eAM CMH
REx DMM SO
Many more… Many more… Many more…

With all these choices can there be only one…

BCM DMM CMH
QBM Many more… SO
Many more… 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!!!

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

Maintenance cost Productivity and availability of equipment

$$$ Bad methods and tools

Bad  Good

$ Good methods and tools



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

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

And having said all that we are back to choices?

QBM DMM SO

Strategies


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... 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

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?

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

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

Use absolutely the best
methods that are cost
justifyable

Use best known practises

2
4
Maybe even just do nothing
1
3

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
? ? ?

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

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 ?


Now let’s take a look at systems

QBM DMM SO

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

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 ... ... ... ... ...
... ... ... ... ...
... ... ... ... ...

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 ... ... ... ... ...
... ... ... ... ...
... ... ... ... ...

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

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%

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%

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?

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% Reality =100.000$
Objective =1.000$
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

What should come out of systems
Examples of reports

And last but not least, lets look at objectives, KPI’s

QBM DMM SO

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

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

Maintenance Specialist Alcoa Fjarðaál Iceland
bjarni.isleifsson@alcoa.com

How To Get Results From Maintenance Systems

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