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8/3/2019 3 Maintenances Role in an Effective Am Program
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MaintenanceMaintenance’’s Role in an Effectives Role in an EffectiveAsset Management ProgramAsset Management Program(Issues to Consider and Address)(Issues to Consider and Address)
Ed Ed LeClair LeClair – – CDM CDM
Asset Management and Capital Planning Asset Management and Capital Planning
Workshop Workshop
September 7, 2006September 7, 2006
The Promise of Asset ManagementThe Promise of Asset ManagementProgramsPrograms
Asset Management promises:
Improved system reliability
Reduced cost of ownership Effective decision-making regarding asset
maintenance, rehabilitation and replacement
Improved funding capabilities
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Asset Management Seeks to AnswerAsset Management Seeks to Answer
the Following Questionsthe Following Questions
What assets are owned, where are they, whatcondition are they in, and what is theirremaining service life?
What are your assets worth in real dollars?
What needs to be done to preserve yourassets (repair, rehabilitate and/or replace)?
When will you need to rehabilitate or replace
your assets, and how much will it cost? Ultimately, what can you do to prevent
unexpected asset failures?
MaintenanceMaintenance – – The Frontline of AssetThe Frontline of AssetManagement (AM)Management (AM)
Maintain Assets
Maintain, Repair and Rehabilitate Assets
Keep Related Asset Information
What do we own and what’s its condition
Performance requirements
Analyze Asset Data
How do our assets fail
Develop Asset Management Plans
How can we keep assets from failingunexpectedly
How can we keep assets performing effectivelyand efficiently
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Asset/Maintenance Management:Asset/Maintenance Management:
Complimentary PracticesComplimentary Practices – – Yes, ButYes, But……
What we frequently see: No link between business (AM) outcomes and
maintenance practices
Maintenance is heavily reactive (Costly)
Ineffective planning/scheduling “Hand onWrench” time low (Low uptime)
Work isn’t tracked effectively (No analysis)
Disciplined priorities do not exist
Maintenance plans are not evaluated Distrust of corporate goals (Job security)
The Road to Failure is Often Paved With GoodThe Road to Failure is Often Paved With GoodIntentionsIntentions – – What Can Be Done? Where to Start?What Can Be Done? Where to Start?
No ‘One-Size-Fits-All’ Approach toAsset/Maintenance Management Business Practices
Improvement is an iterative process
Begin by developing a Documented MaintenanceVision/Strategy (Begin with the end in sight)
Purpose Statement – The framework for Maintenance’s contribution to the organization
Goals/Objectives – Link to organizational goals, form basis for performance measures
Measures/Reports – Connect the dots between “what I do” and “how it contributes to
organizational success”
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy Takes a fairly abstract and complex management
concept and makes it actionable
Key Maintenance Strategy Elements (Fundamental)
Recording of asset information
– Registry/Hierarchy/Condition/Valuation
Determine criticality of assets
Development of Asset Management Plans
– Planned/predictive maintenance
Organizational Structure/Staffing/Skills
Planning & scheduling
Use of CMMS
Develop a Documented MaintenanceDevelop a Documented Maintenance
Strategy (continued)Strategy (continued)
Develop detailed standard operatingprocedures for each strategy elementincluding:
What needs to be done,
Why it needs to be done,
Who needs to do it,
How it will be accomplished,
When and/or how frequently it needs to bedone.
Involve staff charged with the plan’sexecution in its design
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Recording of Asset InformationRecording of Asset Information
Develop your asset registry/information
Identify and record Maintenance Managed Items (MMI)
– Strike the right balance between suitable detail and cost
– Identify and track rebuildable components
Key Equipment Specifications (New Construction and/orRehabilitations): – Location
– Associated system and sub-system
– Asset Identifier
– Size/capacity
– Material
– Installation date and estimated remaining useful li fe
– Installation and/or replacement value
Equipment Failure Events
– Failure modes/consequences and repairs
Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Asset HierarchyAsset Hierarchy
Develop the Asset Hierarchy:
Organize your assets for cost and conditionroll-up and analysis
– Update as necessary
Parent/Child relationships Asset/Maintenance Management implications
Strike the right balance between suitable detailand cost
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Asset Condition and ValueAsset Condition and Value
Assessing Assets’ Condition:
Many excellent condition monitoring methodsexist
Inspection assessments are sufficientlyeffective for most needs
More sophisticated assessment techniques arecomponent specific
Invest proportionally according to assetcriticality
Monitor asset condition over time
Strike the right balance between suitable detailand cost
Develop a Documented MaintenanceDevelop a Documented MaintenanceStrategyStrategy – – Asset Condition and ValueAsset Condition and Value Assessment practices
Visual inspections
Performance testing
Diagnostic testing
Typical condition assessment program:
Utility staff or contract service providers
Criteria for condition assessments
Frequency/staging
Remaining Asset Useful Life/Value
Generally straight-line depreciation
Operating context of assets
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Asset CriticalityAsset Criticality
Rank Assets’ Criticality: – Not all assets are created equal, “mission
critical”
– Update regularly
– Asset/Maintenance Management implications
– Maintenance takes the lead in determiningprobability of failure
Ranking Criteria
– Consequence of failure and probability of failure
– Consequence of failure
– Safety – Economics – Statutory Obligations
Develop a Documented MaintenanceDevelop a Documented MaintenanceStrategyStrategy – – Asset Management PlansAsset Management Plans
Total Asset Management Plan (TAMP) is theaggregate of all individual asset plans
Designed to prevent or manage asset failure
Planned maintenance:
Inspection/lubrication/etc
Scheduled overhaul/replacement tasks
Predictive maintenance
Task selection:
Failure Modes, Effects and ConsequenceAnalysis (FMECA)
Reliability Centered Maintenance (RCM)Process
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy -- Asset Management PlansAsset Management Plans
Develop a Documented Maintenance StrategyDevelop a Documented Maintenance Strategy --Organizational Structure/Staffing/SkillsOrganizational Structure/Staffing/Skills
Workload and service
delivery options
Asset Management Plan
Organizational Structure
Internal Maintenance
Staff/Skills
Operations staff
involvement
Outside contractors
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Planning & SchedulingPlanning & Scheduling
Planning and Scheduling:
Elements of a planned/scheduled job:
– Need is shown – work is scoped
– Analysis – job is broken out to component tasks
– Required skills – are identified and time estimatesmade
– Materials – are identified, ordered and on hand
– Special tools – are gathered
– Required specs and drawings are on hand
– Related activities – are listed and scheduled
– Disciplined priorities
– Communication
Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Planning & SchedulingPlanning & Scheduling
Why plan and schedule work?
Productivity losses: – Waiting for instructions/spare parts
– Multiple trips between worksite and the storeroom for partsand materials
– Not having proper tools/information
– Work site not ready
– “3-5 hours of execution time can be saved for every hour ofadvance preparation”
Planning = Thoughtful and Analytical – Information capture/accuracy
– Maintains records
– Generates reports
– Tracks overall performance
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Planning & SchedulingPlanning & Scheduling
Supervisor versus Planner/scheduler Usually determined by utility’s operating
context
Develop a Documented MaintenanceDevelop a Documented MaintenanceStrategyStrategy – – Use of CMMSUse of CMMS
A CMMS Supports Asset ManagementPractices by:
Cataloging the inventory of assets
Storing and retrieving asset data includingwork history
Providing necessary information for
repair/replace decisions Providing ability to record and track labor and
material costs
Tracking asset’s life-cycle costs (labor andmaterial) and rehabilitations
All but the smallest utilities will find it hard toapply AM practices without a CMMS
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Develop a Documented MaintenanceDevelop a Documented Maintenance
StrategyStrategy – – Maintenance MeasuresMaintenance Measures
Maintenance performance measures can helptrack results, improve service, andcommunicate results and what’s important
Many good maintenance measures exist, but…
Measures Background:
First make sure you’re doing the right work,then measures can help determine if you’redoing the work right (outcomes versusoutputs)
Measure systems should be positive, notpunitive
Not an end, but just the beginning…
The Road to Failure is Often Paved WithThe Road to Failure is Often Paved WithGood IntentionsGood Intentions – – The Final AnalysisThe Final Analysis
Asset Management promises:
Improved system reliability
Reduced cost of ownership
Effective decision-making regarding assetmaintenance, rehabilitation and replacement
Improved funding capabilities
Asset Management needs: Accurate asset information capture and
analysis
Appropriate asset management plans
Effective execution of maintenance activities
Maintenance involvement in CIP
Skilled and motivated maintenance staff
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QUESTIONS?QUESTIONS?