MAINTENANCE & RELIABILITY

By:

Muhammad Sohaib Ur Rehman

CMRP
Senior Engineer
Mechanical Department

Results Innovation & Continuous

Integrity Commitment Communication Teamwork Courage
Orientation Improvement
 CONTENTS

• Maintenance Objectives
• Maintenance types

• What is Reliability
• Reliability Key Terms and Definitions
• Reliability Centered Maintenance Process
• Planning & Scheduling
• Metrices & Benchmarking
Maintenance Overview
 WHAT IS MAINTENANCE

• As per ISO 14224, Maintenance is

“Combination of all technical and administrative actions,

including supervisory actions, intended to retain an item in or
restore it to a state in which it can perform a required
function”.
 MAINTENANCE OBJECTIVES

Maximising
Production Reduce Breakdowns

M
Minimising Energy A Reduce Downtime
Usage I
N
Optimising Useful Life T Improving
of Equipment E Equipment Efficiency
N
A
Providing Budgetary N Improving Inventory
Control C Control
E
Optimising Resources Implementing Cost
Utilisation Reduction
MAJOR AREAS OF MECHANICAL MAINTENANCE

Routine Maintenance

Turnaround Maintenance
 ROUTINE MAINTENACE STRATEGY

Below are the Maintenance types

Corrective Maintenance Preventive Maintenance

Predictive Maintenance Proactive Maintenance

Reliability Centered
Maintenance (RCM)
 CORRECTIVE MAINTENANCE
 Reacting to Equipment
breakdown/functional failure that cause
Major Operational losses

 Failure Based Maintenance Strategy. Also

called Reactive/Breakdown/Run-to-failure
maintenance

 Necessary spares are maintained to meet

breakdown requirements

 Used spares are also kept after

refurbishment / repair for any unforeseen
situation
 CORRECTIVE MAINTENANCE

Advantages
 Lower initial cost
 Requires fewer staff

Disadvantages
 Increased downtime due to unplanned
downtime of equipment
 Improper planning and scheduling
 Increased costs of parts replacement due to
damage
 PREVENTIVE MAINTENANCE

• Maintenance activities performed

after a fixed time interval or running
hours basis.

• It includes scheduled inspections,

tests, services, repairs, replacement
and other tasks

• Time based PM’s should be about

30% of all PM’s
 PREVENTIVE MAINTENANCE

• PM plans developed to extend the

life of equipment and prevent
premature failure.

• PM Plans developed on following

basis:
o OEM / Vendor recommendations
o Codes / Standards
o Good Engineering Practices
o Specific experience
 PREVENTIVE MAINTENANCE

Advantages:
• Increases equipment life cycle
• Reduces equipment failure
• Identification of early stages of
equipment deterioration
• 15-20% cost saving as compared to
reactive maintenance

Disadvantages:
• Is more labor intensive
• Includes performing unnecessary
maintenance activities
 PREDICTIVE MAINTENANCE
 Condition based Maintenance technique

 Systematic approach to determine need for

Equipment repair or replacement

 Following techniques are utilized at MCR

o Vibration monitoring
o Temperature monitoring
o Sound monitoring
o Thickness monitoring
o Thermography (as per requirement)

 Established vibration monitoring programs

 Vendor recommended interval enhancement

by strict condition monitoring of machine
 PREDICTIVE MAINTENANCE

Advantages:
• Increased component operation life
• Allows for timely corrective action
• Decrease in equipment downtime
• Lower labor costs
• Decrease in spare parts consumption
• ~10-12% cost saving as compared to Preventive
Maintenance program

Disadvantages:
• Increased investment in diagnostic equipment
 PROACTIVE MAINTENANCE
 Maintenance before equipment failure/any
maintenance work that has been identified in
advance and is planned and scheduled.

 It addresses the root cause of failure and tasks

based on what is found during CBM, PM tasks.

 At MCR, root cause analysis of major equipment

failures are performed, recommendations are
developed with or without involving vendors /
designers.

 After successful implementation, the results are

utilized for enhancement of reliability of similar
equipment.
 PROACTIVE MAINTENANCE

Benefits:
• Focussing on preventing recurrence as well as
providing immediate corrective action
• Development of a comprehensive set of
solutions
• Identify and integrate contributory
circumstances
• Identify improvement opportunities
• Enhanced utilization of available resources
 RELIABILITY CENTERED MAINTENANCE (RCM)
• Systematic, disciplined process to establish
the appropriate maintenance plan for an
asset or system to minimize the probability
of failures.

• Process ensures that assets continue to do

what the users want them to do in their
present operating context cost effectively.

Benefits:
• Increased system reliability
• Reduced sudden equipment failures
• Maintenance focussed on critical
equipment
• Incorporates root cause analysis
 SHUTDOWN/TURNAROUND MAINTENANCE
Shutdown Maintenance:
• Non-periodic maintenance in
which complete/partial plant is
shutdown to carry out
inspections, repairs,
replacements and overhauls of
defective equipment.

Turnaround Maintenance:
• Planned/periodic maintenance
in which complete plant is
shutdown to allow inspections,
repair, replacements and
overhauls of equipment that
require shutdown.
Reliability Overview
 WHAT IS RELIABILITY

• Reliability is the probability that an asset or item will

perform its required functions for a specific period under
stated conditions.

• It is usually expressed as a percentage and calculated using

mean time between failures (MTBF).

• Reliability is a design attribute and should be “designed in”

when the asset is conceived, designed, procured, built,
installed, commissioned, and ready for operation.
 WHAT IS MEAN TIME BETWEEN FAILURE (MTBF)
• MTBF is calculated by dividing operating time by the
number of failures.

• Calculation: Suppose an asset was operation for 2000 hrs

(or 12 months), and during this period, there were 10
failures. What is the MTBF.

• Determine MTBF
 WHY IS RELIABILITY IMPORTANT?

• Decreased downtime

• Operation & Maintenance costs

• Customer satisfaction

• Reputation

• Competitive advantage
RELATIONSHIP BTW MAINT & RELIABILITY
RELATIONSHIP BTW RELIABILITY & COST
 KEY TERMS AND DEFINITIONS

• Maintainability (M)
The ease and speed with which a maintenance repair activity can be
carried out on an asset. Measured by mean time to repair.

• Failure Rate (FR)

The number of failures of an asset over a period of time.
Denoted by lambda (λ), the failure rate is the inverse of mean time
between failures.
 KEY TERMS AND DEFINITIONS
• Mean Downtime (MDT)
The total time an asset is down from initial reporting until it is back in
operation. It includes time to repair plus all delays, including waiting
time for lockout/tagout or for another skilled person to arrive. Opposite
of Uptime.

• Mean Time to Repair (MTTR)

MTTR is the average time needed to restore an asset to its full
operational condition upon a failure. It is calculated by dividing the total
repair time of the asset by the number of failures over some period of
time. It is a basic measure of maintainability.
MDT vs MTTR
 KEY TERMS AND DEFINITIONS

• Availability (A)
The probability that an asset will be in operating condition when
needed. It is a function of the reliability and maintainability of the asset.

• Inherent availability (Ai) is what we get as designed; for example, it

may be 90%.
• Achieved availability (Aa) is what we get after taking out preventive
maintenance actions but not delays; for example, it may result in
availability of 85%.
• Operational availability (A0) is what we get after taking out all
preventive and corrective maintenance actions, including any delays;
for example, it may result in availability of 80%.
BATHTUB CURVE
 BATHTUB CURVE

• The first part is a decreasing failure rate, known as early

asset failures or infant mortality. It’s similar to our
childhood.

• The second part is a constant failure rate, known as random

failures. It’s similar to our adult life.

• The third part is an increasing failure rate, known as wear-

out failures. It’s similar to our old age.
FAILURE PATTERNS
ASSET LIFE CYCLE COST DISTRIBUTION
 KEY ELEMENTS OF RELIABILITY SPECIFICATIONS

• Probability of successful performance

• Failure rate expectations
• Function (mission) to be performed
• Usage time (mission time)
• Operating conditions
• Environment
• The skill of operators/maintainers
 RELIABILITY APPROACH IN DESIGN

• Designed to be easy to operate and maintain

• Designed for fault tolerance
• Designed to fail safely
• Designed with early warning of the failure to the user
• Designed with a built-in diagnostic system to identify the fault
location
• Designed to eliminate all or critical failure modes cost-effectively, if
possible
• Designed for ease of use and to provide the best value to build, install
and operate
• Designed, built, and installed to reduce the total cost of ownership
during the asset’s life span
 DESIGN REVIEWS CHECKLIST

• Has an appropriate analysis been performed such as reliability,

maintainability, safety, human factor, logistics, and sustainability?
• Is failure modes and effects analysis performed during the design—
at preliminary design reviews and critical (or final) design reviews?
• Can fault-free analysis be used to improve the design?
• Is the fault-tolerant design considered?
• Are components interchangeabilities analyzed?
• Is modular design considered?
• Are redundancies considered to achieve the desired reliability?
• Can a single component cause the failure of a critical function? If yes,
can it be redesigned?
 DESIGN REVIEWS CHECKLIST

• Has the design been critiqued for human errors?

• Are designers familiar with human engineering guidelines?
• Is reliability-centered maintenance considered in design?
• Have maintenance needs been minimized?
• Are self-monitoring and self-checking desirable?
• Are components and assets easily accessible for repair?
• Are corrosion-related failures analyzed?
• Do components need corrosion protection?
• Is zero-failure design economically feasible?
• How will reliability be verified and validated?
• Have we done enough to eliminate or minimize maintenance needs?
 OPERATOR DRIVEN RELIABILITY

• The equipment operator helps improve reliability by

identifying potential equipment problems and failures
early. The operator then fixes them if minor, or if major, the
operator gets them repaired with the help of maintenance
in a planned manner. ODR is also called operator-based
reliability (OBR), operator-based maintenance (OBM), and
total productive maintenance (TPM).

• Reliability cannot be driven by the maintenance

organization. It must be driven by the operations and led
from the top.
 ODR OBJECTIVE

• The objective of ODR is to help keep assets and the plant

running better, longer, cost-effectively, and competitively
by reducing unplanned downtime and increasing uptime of
production processes and associated assets.

• By proactively identifying problems, operators can

eliminate or reduce failures, thereby increasing reliability.
 TOTAL PRODUCTIVE MAINTENANCE

A maintenance strategy that originated in Japan; it

emphasizes operations and maintenance cooperation. Its goal
includes zero defects, zero accidents, zero breakdowns, and
effective workplace design to reduce overall operations and
maintenance costs. Also known as ODR, OBM, and OBR.
 TPM PRINCIPLES

• Improvement of asset and equipment effectiveness

• Autonomous maintenance by operators
• Servicing, adjustments, and minor repairs
• Planned maintenance by the maintenance department
• Training to improve operation and maintenance skills
• Better workplace design including standardization of procedures and
cleanliness
TPM PILLARS
 5S

• S1 Sort (seiri)
• S2 Set in order (seiton)
• S3 Shine (seiso)
• S4 Standardize (seiketsu)
• S5 Sustain (shitsuke)
 OVERALL EQUIPMENT EFFECTIVENESS (OEE)

• OEE is a measure of equipment or process effectiveness based on

actual availability, performance, and quality of product or output. It is
calculated by multiplying these three factors and then expressing
their product as a percentage. The objective of OEE is to identify
sources of waste and inefficiencies that reduce availability,
performance, and quality (defects). Corrective actions can then be
taken to improve the process.

• OEE = availability × performance × quality

OEE CALCULATION
 PARETO CURVE

• A vast majority of problems (80%) are produced by a few

fundamental causes (20%). This technique is also called the vital few
and the trivial many.
P-F CURVE
RELIABILITY CENTERED MAINTENANCE
 RELIABILITY CENTERED MAINTENANCE

• “A process used to determine what must be done to ensure that any

physical asset continues to fulfill its intended functions in its present
operating context (Moubray, 1991)”

Moubray, J. Reliability-centered maintenance. Vol. II

 RCM PRINCIPLES

• Principle 1: Preserve system function

By addressing system function, we want to know what the expected output should
be and also understand that preserving that output (function) is our primary task
at hand.

• Principle 2: Identify failure modes that can defeat the functions

Identify the specific failure modes in a specific component that can potentially
produce those unwanted functional failures.

• Principle 3: Prioritize function needs (failure modes)

A systematic approach is taken to prioritize all functional failures and failure modes
using a risk-based priority assignment
 RCM PRINCIPLES

• Principle 4: Select applicable and effective tasks

Each potential PM or CBM task must be judged as being applicable and effective.
Applicable means that if the task is performed, it will accomplish one of three reasons
for doing PM or CBM

1. Prevent or mitigate failure

2. Detect the onset of failure
3. Discover a hidden failure
 RCM PROCESS: SEVEN QUESTIONS

The seven-step process as defined by SAE JA1011 (Evaluation Criteria for

RCM processes)

1. What are the functions and associated performance standards of

the asset in its present operating context?
2. In what ways does it fail to fulfill its functions?
3. What causes each functional failure?
4. What happens when each failure occurs?
5. In what way does each failure matter?
6. What can be done to predict or prevent each failure?
7. What should be done if a suitable proactive task cannot be found?
 RCM RESULTS

• Maintenance task schedules, which can include:

 Time-directed (TD) tasks (calendar-/runtime-based PMs)

 Condition-directed (CD) tasks (CBM/PdM tasks)
 Failure-finding (FF) tasks (operator-supported tasks)
 Run-to-failure (RTF) tasks (economic decision-based)

• Revised operating procedures for the operators of the assets, which

might include service-type tasks such as changing filters, taking oil
samples, and recording operating parameters
• A list of recommended changes to the design of the asset that would
be needed if the desired performance is to be achieved
RCM PROCESS
 RCM PROCESS – STEP 1
• System Selection and Information Collection
Identify problems/bad actors by using Pareto Analysis (80/20 Rule),
identify total maintenance cost, downtime hours, and a number of
corrective actions. Decide which assets are right candidates for RCM
analysis
 RCM PROCESS – STEP 1

• Another objective of Step 1 is to collect information that will be

required by the team as it performs the system analysis. This
information includes schematics, piping and instrumentation
diagrams, vendor manuals, specification and system descriptions,
operating instructions, and maintenance history.
 RCM PROCESS – STEP 1

Team for RCM Process

• System operator (craft)

• System maintainer (craft—mechanical/electrical/controls)
• Operations/production/process/automation engineer or professional
• Systems/maintenance/reliability engineer or professional
(mechanical/electrical)
• CBM/PdM specialist or technician
• Facilitator who is familiar with the RCM process (An experienced
facilitator knows the appropriate system size and when to break
larger systems into subsystems)
 RCM PROCESS – STEP 2
• System Boundary Definition
After a system has been selected, the next step is to define its boundaries—understanding the
system as a whole and its functional subsystems. Define exactly what is crossing the boundaries,
both incoming (IN) and outgoing (OUT) interfaces respectively.
 RCM PROCESS – STEP 3

• System Description and Functional Block Diagram

System Description:
• Functional block diagram
• IN/OUT interfaces—utilities and controls
• Sequence of operation
• System work breakdown structure
• Equipment/component history

In addition, document the following information

• Redundancy features
• Protection features
• Key control features
 RCM PROCESS – STEP 3

Sample FBD
 RCM PROCESS – STEP 4
• System Functions & Functional Failures
 RCM PROCESS – STEP 5

• Failure Mode and Effects Analysis

• The team’s job at this point is to ascertain from experience whether each
intersection between the components and functional failure contains the making of
some malfunction that could lead to functional failure.

• These are the failures that defeat functions and become the focus of the team’s
attention.
 RCM PROCESS – STEP 5

FMEA should answer following questions:

1. What are the components and the functions they provide?

2. What can go wrong?
3. What are the effects?
4. How bad are the effects?
5. What are the causes?
6. How often can they fail?
7. How can this be prevented?
8. Can this be detected?
9. What can be done: What design, process, or procedural changes can be made?
RCM PROCESS – STEP 5
 RCM PROCESS – STEP 5

Identify Failure Modes

• Probable failure mode. Could this failure mode occur at least once in the life of the
equipment/plant? If yes, it is retained. If no, it is considered a rare event and is
dropped from further consideration.

• Implausible failure mode. Does this failure mode defy the natural laws of physics—
is it one that just could not ever happen? There are usually few, if any, hypothesized
failure modes in this category. But if one arises, label it as “Implausible” and drop it
from further consideration.
 RCM PROCESS – STEP 5

• Maintainable failure mode. Certain failure modes clearly can pass the above two
tests, but in the practical sense they would never be a condition where a
preventive action would be feasible. Doing preventive maintenance on a printed
circuit board full of IC chips is one example where the practical maintenance
approach is to replace it when (and if) it fails.

• Human error causes If the only way this failure mode could happen is the result of
unfortunate (but likely) human error, we note as such for the record. But we drop it
from further consideration because we really cannot schedule a preventive action
to preclude such random and uncontrollable occurrences. Consider other forms of
mitigation such as redesign.
 RCM PROCESS – STEP 5

• Enlist Failure cause: Why the failure occurred

• Enlist Failure effects:

What can it do to the component?
What can it do to the system functions?
How can it impact the system/plant output? If safety issues are raised, they too
can become part of the recorded effect
RCM PROCESS – STEP 5
 RCM PROCESS – STEP 5

• Calculate and review the risk priority numbers (RPNs)

• RPN = severity × probability × detection.

• Rate the severity of each effect of failure.

• Rate the likelihood of occurrence for each cause of failure.
• Rate the likelihood of prior detection for each cause of failure (e.g.,
the likelihood of detecting the problem by the operator or during PM
inspection before it fails).
 RCM PROCESS – STEP 5

• Determine the recommended actions to address potential failures that have a high
RPN. These actions may include:

 Specific inspections
 PdM/CBM tasks, or improved operations
 Selection of better components or materials
 Limiting of environmental stresses or the operating range
 Redesign of the item to avoid the failure mode
 Monitoring mechanisms
 Changes in the frequency of preventive maintenance; and inclusion of backup
systems or redundancy.

• Recalculate the RPN with updated actions planned.

 RCM PROCESS – STEP 6
• Logic (Decision) Tree Analysis

Because not all failures are equally important, we need to screen our information
further to focus on what really counts. We do this by using logic (decision) tree
analysis (LTA).

• Use 3 Questions:

• Under normal conditions, do the operators know that something has occurred?

• Does this failure mode cause a safety or environmental problem?

• Does this failure mode result in a full or partial outage of the plant?
 RCM PROCESS – STEP 6

The following coding can be used to label the failure modes:

• A—top-priority item (safety or environmental issues)

• B—second and next significant item (economically significant)
• C—low-priority item, likely an RTF candidate (minor economic risk)
• D—hidden failure
RCM PROCESS – STEP 6
 RCM PROCESS – STEP 6

• All C and D failure modes are good candidates for Run To Failure
(RTF). Primary attention will be placed on the A and B labels, which
are addressed in Step 7.

• A and B labeled items that are also labeled D (hidden) are good
candidates for failure-finding tasks.
 RCM PROCESS – STEP 7

• Selection of Maintenance Tasks

The fourth RCM principle, “Select applicable and effective maintenance tasks for the
high-priority failure modes,”.

Determine the most applicable and cost-effective tasks that will eliminate, mitigate, or
warn us of the failure modes and causes that we assigned to each component or piece
of equipment in Step 5. The team revisits those failure modes it initially believed did
not impact the functioning of the system and reevaluates them. Finally, the team
compares the new PM program with the old one, seeing where the program has been
improved and optimized.
 RCM PROCESS – STEP 7

• The members of the team can elect to drop the RTF decision in favor
of a PM task if they believe that the potential consequences of the
failure mode are severe.

• The last item in the RCM system analysis process before proceeding
to PM task implementation is task comparison. RCM-based program
versus the current PM program.
 RCM PROCESS – STEP 8

• Task Packaging and Implementation

• The final implementation action is to write task procedures that communicate the
analysis results of the actionable instructions to the operations and maintenance
teams, including CBM/PdM technicians. If the work is multidisciplined (multicraft
skills), it may require writing separate instructions for each craft group, depending
upon union contract requirements.

• In most cases, these instructions will be kept in the CMMS and will be issued
according to the established schedule or based on CBM data.
RCM PROCESS – STEP 8
 RCM PROCESS – STEP 9

• Making the Program a Living One—Continuous Improvements

• RCM execution is not a one-time event. It’s a journey. RCM is a

paradigm shift in how maintenance is perceived and executed. An
RCM-based maintenance program needs to be reviewed and updated
on a continuous basis.

• A living RCM program consists of:

– Validating the existing program—ensuring that the maintenance decisions
made are appropriate. This includes reviewing current failure history and
evaluating maintenance tasks and their effectiveness.
– Making adjustments in the maintenance program if needed.

Having the right work culture is essential to success.

 RCM BENEFITS

Enhanced Reliability

• The primary goal of RCM is to improve asset reliability and availability

cost-effectively.
• This improvement comes through a constant reappraisal of the
existing maintenance program and improved communication
between maintenance supervisors and managers, operations
personnel, maintenance mechanics, planners, designers, and
equipment manufacturers.
 RCM BENEFITS

Reduced Cost

• Due to the initial investment required to obtain the technological

tools, training, and equipment condition baselines, a new RCM
program typically results in a short-term increase in maintenance
costs. The increase is relatively short-lived.
• The cost of reactive maintenance decreases as failures are prevented
and preventive maintenance tasks are replaced by condition
monitoring. The net effect is a reduction of reactive maintenance and
a reduction in total maintenance costs.
 RCM BENEFITS

Documentation
• One of the key benefits of an RCM analysis is an understanding and
documentation of operations and maintenance key features, failure
modes, basis of PM tasks, related drawings, manuals, etc. This
documentation can be good training material for new O&M
personnel.

Equipment/parts replacement
• With RCM, equipment replacement is based on equipment condition,
not on the calendar. This condition-based approach to maintenance
extends the life of the facility and its equipment.
 RCM BENEFITS

Efficiency/productivity

• Safety is the primary concern of RCM. The second most important

concern is cost-effectiveness, which takes into consideration the
priority or mission criticality and then matches a level of cost
appropriate to that priority.

• Maintenance that is not cost-effective is identified and not

performed.
 IMPACT OF RCM ON FACILITY’s LIFE CYCLE

• The four major phases of a facility’s life cycle are:

1. Planning (concept)
2. Design and build
3. Operations and maintenance
4. Disposal

• 80% or more of a facility’s life cycle cost is fixed during the planning,
design, and build phases.
• The subsequent phases fix the remaining 20% of the life cycle cost.
 RCM EFFECTIVENESS

• RCM benefits are best during the planning and design phase. As RCM
decisions are made later in the life cycle, it becomes more difficult to
achieve the maximum possible benefit from the RCM program.

• A balanced RCM program is still capable of achieving savings of

10–30%
in a facility’s annual maintenance budget during the O&M phase.
WORK MANAGEMENT
PLANNING & SCHEDULING
 KEY TERMS & DEFINITIONS

Planning
• The process of determining the resources and methods needed, including safety
precautions, tools, skills, and time necessary to perform maintenance work
efficiently and effectively.

Scheduling
• The process of determining which jobs get worked on, when, and by whom based
on the priority, the resources, and asset availability. The scheduling process should
take place before the job is executed.

Wrench time:
• A type of maintenance metric that measures the amount of time technicians spend
performing work on a piece of equipment as part of the total time it takes to
complete a job.
 ASSET CRITICALITY ANALYSIS

• Asset criticality is a ranking of factory/plant assets according to

potential operational impact. Criticality supports prioritization of
assets that are important to monitor and should be maintained at an
agreed-upon level of maintenance based on the consequences of
failure.

• Less than 30% of your assets should be ranked critical based on the
risk to business.
 ASSET CRITICALITY ANALYSIS

• ACA is based on a risk analysis including established criteria such as

safety, environmental, and quality risks; operational impact (supply
chain, demand, profitability, etc.); maintenance and reliability impact
(consequence and severity of failure); single point of failure; asset
replacement cost; and spares lead time.

• The purpose is to help us perform the appropriate level of

maintenance to minimize risk and to optimize resource utilization,
performance, and reliability.

• ACN = consequence of failure × severity of failure factors

 JOB PRIORITY

• Priority codes allow ranking of work orders to get work accomplished

in order of importance.

• Work Priority = Asset Criticality × Work Impact

Criticality # Description
• 5 Critical safety-related items and protective devices
• 4 Critical to continued production of primary product
• 3 Ancillary (support) system to main production process
• 2 Standby unit in a critical system
• 1 Other ancillary assets
 JOB PRIORITY

Work Impact Description

• 5 Poses an immediate threat to safety of people and/or plant
• 4 Limits operations’ ability to meet its primary goals
• 3 Creates hazardous situations for people or machinery,
• 2 Will affect operations after some time, not immediately
• 1 Improves the efficiency of the operation process

• WO #1: Asset criticality of 5 and work impact of 4 gives an overall job priority of 20.

• WO #2: Asset criticality of 4 and work impact of 4 gives an overall job priority of 16.

• WO #1 will have a higher priority than WO #2.

 10% PM Rule

• A PM plan must be executed per schedule. The best practice is to use

the 10% rule of PM: A time-based PM must be accomplished within
10% of the time frequency to remain in compliance.

• If an asset is on a 30-day PM schedule, it should be executed within

±3 days of its due date; otherwise, it is out of compliance.

• This rule should apply to all PMs, but we must ensure that,at a
minimum, critical assets are being maintained properly at the right
time, within 10% of the time frequency.
WORKFLOW PROCESS
 PLANNING VS SCHEDULING

• Planning defines what work will be accomplished and how.

VS

• Scheduling identifies when the work will be completed and

who will do it.
 PLANNING
• To identify and prepare a maintenance craftworker or technician with
the tools and resources to accomplish this work in a timely and
efficient manner.

• 90% or more work should be planned.

 PLANNING

Planner expertise

• Be familiar with jobs and plant assets.

• Compare jobs against benchmarks.
• Be cautious when using historical data as it may have built-in delays.
• Don’t try to be 100% accurate.
• Planners should have technical and hands-on experience as a
maintenance technician or craftsperson.

• An experienced planner can plan work for max. 15 crafts people

 SCHEDULING

• Scheduling ensures that resources—personnel, material, and the

asset on which the job is to be performed—will be available for
maintenance at a specified time and place.

• Scheduling is a joint maintenance and operations activity in which

maintenance agrees to make resources available at a specific time
when the asset can also be made available by the operations.

• Jobs should be scheduled to have the least impact on normal

operations.
SCHEDULING
METRICES & BENCHMARKING
 METRICES

• A standard measure to assess performance in a specific area. Metrics

are at the heart of a good, customer-focused process management
system and any strategic program directed at continuous
improvement.

• The metrics are measurable characteristics of products, services, and

processes related to the business. They are used by an organization
to track and improve their performance. Metrics should be selected
to represent best factors that lead to improved operations, including
maintenance, quality, and customer satisfaction.
METRICES
 BALANCED SCORECARD

The balanced scorecard is a strategic management approach developed

in the early 1990s by Dr. Robert Kaplan of Harvard Business School and
Dr. David Norton.

The balanced scorecard suggests that we view the process or an

organization from four perspectives.

• Learning and growth perspective

• Business process perspective
• Customer perspective
• Financial perspective
BALANCED SCORECARD
 BENCHMARKING
• Benchmarking is the process of identifying, sharing, and using
knowledge and best practices. It focuses on how to improve any
given business process by exploiting topnotch approaches rather than
merely measuring the best performance.

• A benchmark refers to a measure of best practice performance,

whereas benchmarking refers to the actual search for the best
practices.

• Benchmarks may be drawn from an organization’s own experience,

from the experience of others in the industry, or from regulatory
requirements such as those from the Occupational Safety and Health
Agency (OSHA).
KEY BENCHMARKS
KEY BENCHMARKS
KEY BENCHMARKS
 Results Innovation & Continuous
Integrity Commitment Communication Teamwork Courage
Orientation Improvement