Setting Maintenance Priorities through a Gap …

1 OPTIMAL Maintenance DECISIONS INCS etting Maintenance Prioritiesthrough a Gap AnalysisSUMMARY:Companies with large assetinventories can reduce costs, improve performance and reliability byoptimizingthe Maintenance process and thus add value to the outcome of the OMDEC Gap Analysis processcanlead to substantial and sustainable costsavings, production improvements and a far better understanding of the Risk, thus ensuring thatinformed decisions about critical equipmentcan be made with confidence based purpose of a Maintenance Gap Analysis is to respond to three key goals ofSite obtain anobjectiveandindependentassessmentof their maintenancefunction; use the results to developa road mapfor futureoperational andmaintenance performanceimprovement; identifyopportunitiesfor maintenanceto increase the value and reduce the costof typically takes three to four weeks, andresults i n apresentation and findings and recommendations, assessment of Priorities based on impact, benefits and task precedence, Microsoft Project Planshowing task sequence imperative of having a reliable and well-functioning Maintenance management system tomaintain and control themaintenancebest practicesand act as the core of the maintenanceknowledgebase; program to enhancethe impact ofmaintenanceonimprovedoperational results.

2 And nurture a reliability center, tasked with evaluating and developing new reliabilityanalyses andcontinuous improvementmaintenance practices; list ofvalue improvements andcost savings opportunitiesandhow to achieve the Gap Analysis,SiteManagementwill havea well-documented forward path to follow insetting internal goals and target iscost-effectivemaintenance improvementcombinedwithitspositiveeffect on operations. ThisreportgivesManagementa clearroad-map for prioritiesand for the allocation of AND OBJECTIVES:Gap Analyses are most effective where the Site Management recognizes that improvements can bemade to both operations and Maintenance , but the Priorities and opportunities are unclear.

3 Mostindustries will benefit, but thebenefitswill behighestwhere the cost of Maintenance and the costOMDECInc failureis a high proportion of total operating cost. For example: utilities, pulp and paper, miningand metal processing, oil and gas, chemicals Managementshouldset specific objectivesfrom the outset;here is a the gaps between the Site s current Maintenance status and industry best practice,combinedwithOMDEC experienceat develop a clear roadmap for Setting action Priorities toclose the gap to thebestindustrypractice- butwith astrongemphasis onwhat identify opportunities for cost and reliability improvements, and whether these aresubjectto propose a means by whichmaintenance continuousimprovement(or Living RCM )canbecome the standard show thebenefit ofmaintenance continuous AND METHODOLOGY.

4 While the analysis and reporting process generally take the following path, eachanalysisprojectistailored to thepreciseneeds and objectives of the andanalyse basic documentationsuch asSiteobjectives,capitalplans,maintenanc ebudgets,maintenancemanagementreports,re liability data introductory session with key staff to explainand discuss the objectives, processand outputsofthe briefing and plant tour tofamiliarizewithth e layout, equipment,overallplant status,maintenanceshops and and individual interviews with staff Maintenance ,operations,administrationand management to understand the practical dynamicsof the isakey activity of theassessment as it provides an invaluable source ofopinions,issues, process detailed questionnairefor confidential completionbyall staff.

5 This provides a secondopportunity to share viewsand experiencesinconfidence. The questionnaire follows theanalysis model of the Excellence Cube (shownbelow, and developed from John Campbell sbook Uptime ). This is a well-tested process ensuringthat the results fully cover all aspectsof the Maintenance function, plus the impact on operational effectiveness and the basic principle that the purpose of Maintenance is to provide value to theorganization value which is best shown through the operational benefits results of the questionnaireareanalysedtoshowany significant variances among the on-site departments, and variances from othersimilarorganizations. These variancesareverifiedand integrated into the final recommendations.

6 To ensure maximum information sharing andfeedback, daily debriefs should be held with Site Managers to explore the findings and discussthe analysisleadstoan interim report covering findingsand recommendations whichisdiscussed with Site Management to validate the key final report consists of three and recommendations, recommendationis qualified by the effort required to complete it, expectedbenefitsto Maintenance and operations, the required sequence of the tasks and theproposed priority, Microsoft Project plan showing the taskprecedenceand final debrief presentation in which all staffar e invited to question and processrequiresnumerous back-tracks to verify findings and test the applicability of therecommendations.

7 Participation from the staffis enthusiastically sought, andlivelydebatesadd to thequality and applicability of the results; and by no meansarethe suggestions and recommendationsusuallyaccepted without :Many improvementscanberealistically introduced, even for a well-functioning Maintenance of qualitycontent, functionality and useofthe CMMS , further improvementsareonshaky ground. Priorit iesincludetraining local super-userswiththe mandate to help others in their area,cheat sheets forsystemprocesses, focuson correct data forcriticalequipmentand spares, work ordercontentquality improvement, stores record accuracy, and providing high quality output e o p l eTechnology+ ProcessesLeadershipContinuousImprovement ControlTechnology+ProcessesCMMSPCSDataCo llectionCostAnalysisETCP eopleThe Excellence CubeOMDECInc andbetween Operations and Maintenancerequires close attentiontowhodoes what, combined with focused skills training.

8 Better matching of jobs with skills andimproved feedback about tasks required and tasks improvement through closer monitoring of work order and taskquality, job performance and data proposals include formal de-briefs andsystematic root cause analysis on complex jobs completed, challenging targets for workplanning, regular reviews of work order content and work processes to ensure improvedpractices, repatriating selected outsourced jobs and development ofKPI ssuch as Workmanagement performance, MTTR, Backlog, number of work orders reviewed forimprovement, Storesservicelevels based Maintenance .(OMDEC Living RCM).The first step is acost/benefit analysisandin parallel,thekey gaps inthedata collection processmust befilledto lay the right onsistentlylinkingPM s to failuremodes and expandingthecondition-monitoring programare the next steps.

9 KPI s(such as MTBF, Availability, WorkOrder costs by equipment, Failure costs, knowledge record references, new knowledgerecords) focused on reliability should be developed and valueimprovementsandcost reductions, optimization, reductions infailures, stretching the Maintenance interval, eliminating unnecessary Maintenance , reductionin the use of external contractors, and the consequent ROI :Managementexpectsfrom the outset thatan objective review willidentify opportunities forimprovements; thisusuallyproves to be the questionis always how much? Obviouslyamounts will vary according to the business and the state of the current Maintenance and following may be regarded as typicalex increase in uptime through improved PM managementPulp& reduction in motor Maintenance costs due to use of EXAKT failure prediction softwareMining inStores inventory valuewhile maintainingservicelevels due to improvedstoresmanagementpracticesPower wrench time and 90% reduction in contractorcosts due to improved work planning and PM usePlastics cost decrease of 22% due to change from 30:70 to80.

10 20 pro-active to re-activeIntegrated SteelManufacturerBy focusing on realistically achievable goals,and using a consistent feedback mechanism,SiteManagementcanturn Maintenance continuous improvement intostandard practiceand add the valueto the bottom line.