Maintenance Fundamentals Episode 1 Part 4 docx

MAINTENANCE ENGINEERING ROLES AND RESPONSIBILITIES The primary reason for establishing a maintenance engineering function is to provide focus on asset reliability, maintainability, and l

should maintain a two-way check on calibration A simple means of doing this is

to have a small form for each instrument with a calendar of weeks or months (depending on the interval required) across the top that can be punched and noted to indicate the calibration due date An example of this sort of form is shown in Figure 5.4

If the forms are sorted every month, the cards for each instrument that should be recalled for check or calibration can easily be pulled out

Month:

SN: 921355

User: Prototype Test Lab

Bldg 32, Rm 13

Attn: Mike Felluca

Tel: 334-9126 Due − Date − Act

12/ 1/97

6/ 1/98

12/ 1/98

12/ 1/98

12/ 4/97 6/15/98 8/ 3/98

JDP HCF JDP

OK OK Dropped Repair/Recal.

Acct: 121.355.722 Int: 6 mo.

Desc: Oscilloscope, Techtronix 213

Figure 5.4 A typical calibration card

MAINTENANCE ENGINEERING ROLES AND RESPONSIBILITIES

The primary reason for establishing a maintenance engineering function is to provide focus on asset reliability, maintainability, and life cycle cost for the entire facility Therefore the roles, responsibilities, and accountability of this function must support these objectives This fundamental requirement does not appear to

be a part of the assigned roles and responsibilities for the Phillip Morris group The observed deficiencies include:

1 The scope of equipment included in the maintenance engineering group’s area of responsibility is limited to ‘‘production’’ equipment By defin-ition, or as interpreted, this excludes most of the infrastructure (electrical distribution, steam generation/distribution, compressed air/gases, etc.)

In addition, other critical assets, such as cranes, are excluded

2 Inconsistent vision of the true role of the maintenance engineering function In its current configuration, there are 34 tasks or roles defined for the maintenance engineering function While all of these appear to be valid activities, they do not fully define the role and responsibility of an effective functional group

The role of an effective maintenance engineering function is to provide the pro-active leadership, direction, and technical support required to achieve and sustain optimum reliability, maintainability, and life cycle cost for the facility’s assets While maintenance engineering cannot directly affect facility performance, its responsibility is to provide facility and functional management with accurate,

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timely data that can be used to optimize maintenance and facility strategies that will support continuous improvement and ultimately result in world-class per-formance

The responsibilities or duties that the function provides include:

v Develop criteria for effective maintenance management

Methods to optimize maintenance strategy

 Evaluate current practices versus best practices

 Develop recommendations to correct deficiencies

 Methods to validate preventive and corrective maintenance ac-tivities

 Analyze preventive maintenance activities versus breakdown his-tory by asset type, area, and classification

 Evaluate and upgrade individual preventive maintenance task lists and work orders in suspect areas, asset types and classifica-tions

Methods to improve quality of work performed

 Evaluate complete tasks, call-backs, reworks

 Audit random executions of preventive and corrective activities

 Skills assessments

Methods to reduce maintenance workload

 Evaluate maintenance history to determine proper periodicity and scope

 Evaluate maintenance prevention methods that reduce mainten-ance requirements

 Develop configuration management procedure to ensure reliabil-ity, maintainabilreliabil-ity, and best life cycle cost are followed in ac-quisition/modification of assets

 Evaluate planning/scheduling effectiveness

v Improve asset reliability

Ensure reliability and maintainability of new/modified installations

 Develop configuration management procedure

 Active participant in specification, procurement and installation

of new assets or upgrades/modifications

 Perform site acceptance tests, using predictive maintenance tech-nologies, to verify inherent reliability of new/modified critical assets

 Perform root-cause failure analysis on breakdowns and abnor-mal asset operation

Identify and correct inherent design/installation/operation prob-lems

 Perform simplified failure modes and effects analysis on critical assets

 Periodic evaluation of asset histories

 Periodic testing, using predictive technologies, to identify incipi-ent reliability problems

 Verify and validate standard procedures (SOPs, PMs, and work orders)

 Develop/modify PMs and work orders for critical assets

Improve life cycle costs

 Maintain and analyze equipment data and history records to predict future maintenance needs

 Develop effective procedures for inspection, adjustments, MRO parts, asset replacements, overhauls, etc for critical assets

 Ensure assets are properly designed, selected, installed, operated, and maintained based on life cycle cost philosophy

 Monitor and evaluate asset performance

 Review asset deficiencies and implement corrections

 Perform periodic cost-benefit evaluations

 Identify and correct chronic and/or costly asset problems

Provide technical support

 Maintenance manager

 Planners/schedulers

 Supervisors/foremen

 Maintenance crafts

 Procurement

Plant Engineering

Statistically, at least 85% of all reliability, asset utilization, and high life cycle cost problems are directly attributable to deficiencies in or total lack of enforced configuration management Our database, as well as those developed by other consulting firms, indicates that the functional responsibility for these problems break out as follows:

 23% caused by deficiencies in the production or operations function The majority of these deficiencies are caused by a lack of valid, en-forced operating procedures, poor skills, and unknown operating re-quirements of facility assets A viable configuration management process could eliminate almost all of these forcing functions

 17% caused by deficiencies in the maintenance function Again, the majority of these deficiencies are caused by a lack of effective or

enforced configuration management that predetermines the mainten-ance activities required to achieve and sustain asset reliability and that support best life cycle costs

 12% caused by deficiencies in the procurement process In addition to mistakes made during the procurement of new capital assets, these deficiencies are caused by the lack of an effective procedure that governs the replacement of operating and maintenance spare parts Again, an effective, enforced configuration management process would eliminate most of these deficiencies

 22% caused by plant or maintenance engineering Most of these prob-lems are caused by a lack of a formal procedure that can be used to evaluate the impact on reliability, availability, maintainability, and life cycle cost caused by modification or upgrades to existing facility assets

In addition, the lack of formal procedures directly and negatively affects the procurement of new or replacement assets

 11% caused by management philosophy The majority of these defi-ciencies are caused by business decisions that are based on faulty data Too many business decisions are made on opinions, perceptions, or intuitive judgments, and in most cases they are the wrong decisions Implementing and enforcing an effective configuration management process could resolve at least one half of these deficiencies The discip-line and absolute adherence to standard procedures used to develop business plans, requests for capital expenditures, key performance indicators, and the myriad other information that senior managers rely on to make business decision will greatly increase the probability that the correct decision will be made

 15% caused by deficiencies in the sales and marketing function The primary forcing function caused by sales is the method used to load the facility The loading directly affects equipment utilization, production schedules, and maintenance activities In effect, the way that sales loads the facility to a large degree determines the resultant reliability and life cycle cost of its assets Normally, configuration management does not directly address the sales function’s contribution to facility performance However, procedures can and should be included that will minimize any negative effect that facility loading would cause Definitions of Configuration Management

There are two classic definitions of configuration management The first is the methodology of effectively managing the life cycle of the major asset, in this case the shipyard This type of configuration management governs the development

of strategic and tactical plans that will optimize the useful life of the facility and

is based on traditional life cycle management concepts

Total Facility Configuration Management

Key components, as shown in Figure 6.1, of this form of configuration manage-ment include the following

Program Management This component includes the management plan; the def-inition of the critical elements that comprise the facility; and the defdef-inition of all interfaces, databases, and procedures that are needed to support a life-of-facility management program

Design Requirements This component establishes the design requirements, system and process boundaries, specific asset or equipment lists, and engineering design basis that must be maintained for the facility The procedure clearly defines how each step of the design and/or change process will be performed Document and Control This component identifies all of the documents, docu-ment storage requiredocu-ments, docudocu-ment controls and tracking, and retrieval

Program Establish Design

Requirements

Identification of Documents

Identification of Change

Program Assessments Condition Assessments Periodic Performance Post-Modification Testing

Materials Condition & Aging Management Program Plans and Procedures Component Screening Aging Degradation Evaluations Estimates of Facility Remaining Life Feasibility of Continued Operation Feasibility of Extended Life Operation Degradation Trending, Aging Management and Life Extension

Technical Reviews Management Reviews Implementation of Change Documentation of Change

Configuration Management

Storage Methods and Requirements Control and Tracking Document Retrieval

Process Boundaries Equipment Lists Establish Design Basics

Equipment Scope

Criteria

Concepts and

Terms

Interfaces

Database

Procedures Design Reconstruction

Program Plans and Procedures Retrieval of Design Information Validation of Design Information Regeneration of Design Information Preparation of Design Information Issuance of Design Information Program Management Design Requirements Document Control Change Control Assessment

Figure 6.1 Configuration management

requirements that are needed to support effective life cycle asset management Documentation is a key requirement of effective configuration management In a facility with effective configuration management, nothing can be done without proper documentation Flying by the seat of your pants is simply not permitted Change Control This involves development and implementation of standard procedures to control configuration changes The procedures provide specific methodology to identify, evaluate, manage, implement, and document changes Assessments The key to this type of configuration management is periodic assess-ments that quantify the condition of the shipyard and all of its assets These assessments include physical configuration, criticality, condition, remaining useful life, life cycle costs, equipment performance (predictive maintenance), and other analyses or testing that quantify effectiveness

Asset Condition and Aging Management This component is focused on useful life extension of the facility and its assets It includes specific management methods and standard procedures that are designed to continuously evaluate asset condi-tion and to develop effective means of extending useful life of assets Generally, analyses that are used by this part of the configuration management process include aging degradation, feasibility of continued operation, and feasibility of extended operation

This level of configuration management literally affects the entire organization

It provides standard procedures that define all aspects of day-to-day operations

as well as the tactical and strategic planning process that will govern future actions All of these procedures are predicated on the optimization of the shipyard for as long as it is feasible to continue operations

The second definition of configuration management, as illustrated in Figures 6.2 Level 1 and Level 2, is a subset of the first and is focused on effective management

of the individual components (assets) that make up the shipyard Normally, this process is known as engineering change management or life cycle costs manage-ment and governs all aspects of facility operations as they relate to the assets including all materials such as consumables, maintenance materials, drawings, training, etc that directly or indirectly affect these assets At the global level, these concepts are similar, but there are differences in the more detailed levels of the process Both processes are intended to bring logic and discipline to the process of managing the life cycle cost of facility assets An effective process should ensure that all decisions that directly or indirectly affect reliability,

Analysis Procedure

Document and Upgrade Library

Incoming Inspection

Purchasing Specifications

Qualification

Proposal Evaluation

Justify Variances

Installation

Document and Upgrade Library

Yes No

Chagne

Request

Procure

Submit RFQ

Vendor Selection

Modify PMs Modify

Drawings Modify

BOMs

Modify MRO Spares

Modify Capacity

Modify Planning

Modify Operating Spares

Modify SOPs

Retrain Crafts

Retrain Operators

Is Request

No

Capital Project

Complete Compliance

Figure 6.2 Level 1 Engineering change management

Life Cycle

Analysis

Procedure

Is Change Necessary?Yes

Evaluate Life Cycle Impact Procedure

Is it Technically Correct?

Is there Alternative?

Cost-Benefit Analysis Procedure

Is Change Justifiable?

Change Management Procedure

Update Drawings

Yes

Yes

Drawing Change Procedure

Update BOM

Bill of Material Change Procedure

Update PMs

Yes

Yes Yes

Procedure Upgrade

Skills Training

Procedures Upgrade

Safety Safety

Procedures Upgrade

Stores

MRO Inventory Procedures

Cost-Benefit Analysis Procedure

Is Change Justifiable?

Yes

Justification Package Procedure File

No

No

No

No

Document

No

No

Figure 6.2 Level 2 Engineering change management

maintainability, life cycle cost, and financial performance of the facility are based

on best practices (i.e., thorough analysis based on factual data and a disciplined decision-making process)

Configuration Management for New Assets

Configuration management for the acquisition of new assets or major modifica-tion of existing assets must include specific procedures that define how to perform the following tasks:

1 Justify the need (for new or replacement systems, assets or equip-ment): All asset owners, engineering, and other function groups or individuals that are authorized to prepare a justification package will use this procedure By using a standard procedure, senior manage-ment will be able to evaluate the real need for the recommended acquisitions

2 Comprehensive engineering evaluation: A standard procedure that governs every step of the engineering evaluation for requests that are initially authorized by senior management The procedure should include (1) technical analysis of requested system, asset or equipment; (2) evaluation of changes within the facility that will result from the change; and (3) development of a project plan to procure, implement and turn over the new system, asset or equipment, including all changes in documentation, training, procedures, capital spares, main-tenance spares, etc The procedure should also include the cost-benefit methodology that is needed to verify the need and the expected life cycle cost of the new asset

3 Functional specifications: A procedure that governs the development

of a comprehensive functional specification for the requested asset This specification should include all of the data included in Procedure

2 This specification will be used for the procurement of the asset It should include all labor and material requirements that should be provided by the vendor, contractors, and company In addition, it should include all internal changes (i.e., training, drawings, proced-ures, spare parts inventory, etc.) caused by the inclusion of the new or replacement asset The functional specification should include specific testing, acceptance, and documentation requirements that the vendor

or others are to provide as part of the procurement or because of the procurement

4 Procurement package: A procedure that ensures inclusion of all tech-nical, financial, training, and other requirements that the vendor is expected to provide as part of the procurement In addition, the package should include specific acceptance criteria, delivery dates,