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2.

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5.

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6.

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7.

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16 Jul. 2005].

8.

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9.

JONES, E.K., DUPONT, E.l., ROSENTHAL, ROHM & HAAS Co. 1997.

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Principles

in

the

Manufacturing

system.

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access: 16 Jul. 2005].

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access: 04 Aug 2005].

12. MIDDLE EAST TECHNICAL UNIVERSITY. 2005. A brief introduction

of total productive maintenance. [Web]

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[Date of access: 20 Jul 2005].

13. MOUBRAY J. 1997. Reliability Centered Maintenance. 2nd ed. Oxford:

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OO.pdf [Date of access: 19 Jul 2005].

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FACTORY.

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n%20Sense.pdf [Date of access: 16 Jul. 2005].

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Oxford: Alden Press. 792p.

Appendix A-

Maintenance Strategy for a Heavy

Engineering Environment

MAINTENANCE VISION

Operational Excellence through world class maintenance

MAINTENANCE MISSION

To provide a maintenance function that adds maximum sustainable value

through the optimization of asset performance, availability and reliability

MAINTENANCE PHILOSOPHY

Preventive and predictive maintenance

SAP(CMMS)

Computerised Maintenance Management System

• Preventive and predictive maintenance.

• Training of production on the first line of maintenance systems

&

philosophy.

• Integrated holistic approach regarding performance of production and maintenance.

• Common basic maintenance approach for the Works, along SAP principles and system

discipline.

• Adhering to basics:

• Minimum tolerance for failure repetitions.

• Minimum patch up jobs or temporary quick-fix repairs.

• Continuous Improvement

• Increased condition based maintenance.

• Improving operation stability by the prevention of breakdowns.

• Annual benchmarking

MAINTENANCE OBJECTIVES AND STRATEGY

OBJECTIVES

•

Move from reactive to preventive and

predictive maintenance.

•

Achieve 80% planned and 20%

unplanned maintenance.

•

Establishment and tracking of fixed

maintenance measurements on order

to continuously evaluate the quality of

maintenance.

•

Establish a culture of holistic

approach within both maintenance

&

production disciplines on all levels of

the organisation (know each other's

business).

STRATEGY

•

80% of all maintenance activities are

planned well in advance on the CMMS

•

20% of maintenance tasks are planned after

condition monitoring and inspections.

•

There is zero or 0% tolerance for failures

•

Utilising RCM II approach to determine

maintenance phins for equipment.

•

Condition monitoring to ensure that no

unmanaged failures occurs.

• Structured inspection system

• Statistical process control

• Vibration measurement

• Tribology

• Thermography

•

Formally documented root cause analysis of

failures.

•

Enhanced maintenance training on all levels

of maintenance personnel.

MANAGEMENT. PROCESS MONITORING AND TRACKING

Daily

Weekly

Monthly

6 Monthly

•

Ensure proper execution of planned maintenance tasks.

•

Updating of system with future plans.

•

Root Cause Analysis on equipment failure and rectify data packs and

maintenance plans.

•

Ensure 80% of work planned 1 week in advance with resource balancing.

•

Follow up on RCA targets.

•

Report on maintenance process performance and disciplines together with

equipment performance.

•

Condition monitoring of Critical on Critical equipment.

•

Plant availability tracking.

•

Full maintenance audit to ensure compliance with stated goals according

to fixed measurements set.

Appendix B-

Question set for evaluation of

Maintenance Performance Elements

Maintenance (capability assurance)

Question Type AID: Element: 1 Plant condition monitoring Practice: 1.1 Equipment maintenance plans

Question: How is equipment maintenance plans applied to ensure the capability of equipment is assured according to the user's needs?

Question Type AID: Element: 1 Plant condition monitoring Practice: 1.2 Careful operations

Question: How is maintenance departments involved in setting up of operational procedures regarding the careful operations of equipment, what is the approach and how is it deployed?

Question Type AID: Element: 1 Plant condition monitoring Practice: 1.3 Equipment inspections

Question: How is the frequency and scope of work regarding equipment inspections determined?

Question Type AID: Element: 1 Plant condition monitoring Practice: 1.4 Predictive maintenance

Question: How do you approach predictive maintenance and to what extent is this approach deployed?

Question Type AID: Element: 1 Plant condition monitoring Practice: 1.5 Preventive maintenance triggers

Question: How are the principles of preventive maintenance used and utilised in order to improve the condition of equipment and reduce losses?

Question Type R: Element: 1 Plant condition monitoring

Question: A) What principles are used to identify the areas of measure for determining the equipment's condition?

B) Is an effective historic database of these results kept?

C) Is this data being used to determine the current condition of the equipment by comparing the actual trend data to the baseline data of the equipment?

Question Type 1: Element:

1

Plant condition monitoring

Question: What systems are in place to ensure that the use of condition monitoring of equipment .is improved over time. How is the effective use of condition monitoring measured to ensure reduction of losses?

Question Type AID: Element: 2 Work origination Practice: 2.1 Information required to originate work

Question: What data is used in order to originate work, how is the quality of this data verified in order

to ensure effective work planning and execution?

Question Type AID: Element: 2 Work origination Practice: 2.2 Work origination methodology

Question: What systems and procedures are in place to identify and automatically generate new work? How and what data is captured for historic reference?

Question Type AID: Element: 2 Work origination Practice: 2.3 Review and feedback

Question: Is the requestor of the work timely informed of the progress and status of the work?

Question Type 1: Element: 2 Work origination

Question: Is historically captured data on the CMMS utilised to improve the creation of routine maintenance tasks?

Question Type

R:

Element: 2 Work origination

Question: A) Is work origination measured in different categories? B) Are these categories trended and communicated?

C) Is this data effectively used to improve the reduction of losses over the long term?

Question Type AID: Element: 3 Planning Practice: 3.1 Information required for planning

Question: What systems & structures are in place to determine the need for information required to do effective planning?

Question Type AID: Element: 3 Planning Practice: 3.2 Planning methodology

Question: How are new jobs prioritised with respect to planning and resource scheduling?

Question Type AID: Element: 3 Planning Practice: 3.3 Creating a standard job library

Question: Are standard jobs compiled using a scientific approach based on the OEM specifications. Are these tasks reviewed according to the current state of the equipment's condition? ·

Question Type R: Element: 3 Planning

Question: A) Is effective planning compared to not performing planning at all in terms of actual and potential losses?

B) Is a database of this information kept and available?

C) Is historical data being used as an input for planning new tasks?

Question Type 1: Element: 3 Planning

Question: Are post mortem meetings being held after job execution and compared to the baseline planning in order to serve as future improvement initiatives?

Question Type AID: Element: 4 Scheduling Practice:

4.1

Scheduling (two weekly, monthly)

Question: How are resources scheduled over the medium term (two weekly and monthly), how does this interact with the planning process?

Question Type AID: Element: 4 Scheduling Practice: 4.2 Scheduling (daily)

Question: What is the availability of resource for scheduling on the short term (daily)?

Question Type 1: Element: 4 Scheduling

Question: How are the systems and procedures regarding scheduling of resources reviewed and improved?

Question Type R: Element: 4 Scheduling Question: A) How is scheduling measured?

B) Are all the parties involved in scheduling identified and is scheduling data communicated?

C) Is historical data used to improve the results obtained from scheduling?

Question Type AID: Element: 5 Work allocation and execution Practice: 5.1 Information for allocation and execution

Question: What information is currently being used for effective work execution?

Question Type AID: Element: 5 Work allocation and execution Practice: 5.2 Methods of allocation and execution

Question: Is the efficiency of work execution measured against the original planning?

Question Type AID: Element: 5 Work allocation and execution Practice: 5.3 Communicating shift handover

Question: What systems are being used to communicate the information required to hand over work from one team to another, how is this information required determined?

Question Type AID: Element: 5 Work allocation and execution Practice: 5.4 Equipment handover

Question: Is there a system in place to hand over equipment to the user; is a checklist in place to ensure that all the needs of the user are satisfied after work completion? Who are the parties involved in the official handover (maintenance disciplines and customers)?

Question Type R: Element: 5 Work allocation and execution

Question: A) How is the effectiveness of work allocation and execution measured? B) Is historical data being kept of work execution measures? ·

C) How is this data being used to explain gaps between baseline planning of work and the actual execution of the work?

Question Type AID: Element: 6 Work Completion and recording Practice: 6.1 Work completion and history recording methodology

Question: What approach is followed in determining what data must be recorded and captured?

Question Type AID: Element: Element: 6 Work Completion and recording Practice: 6.2 Information recorded as history at closure

Question: Is data recorded at completion of work stored in an understandable manner for easy future reference. Are deviations recorded to ensure effective benchmarking for the future?

Question Type 1: Element: 6 Work Completion and recording

Question: Is data recorded being used to improve work completion and how is this integrated with planning and scheduling?

Question Type R: Element: 6 Work Completion and recording Question: A) Is the quality of work completion data being verified?

B) Is this data being used to communicate the current state of effective work completion? C) Is the data effectively interpreted in order to understand the gaps that exist?

Question Type AID: Element: 7 Shutdown management Practice:

7.1

Shutdown formulation

Question: What method is being used in order to effectively collect information required for shutdown planning?

Question Type AID: Element: 7 Shutdown management Practice: 7.2 Shutdown planning

Question: What tools are being used in order to plan shutdowns (e.g. Bar charts, resource planning, process pipeline planning)?

Question Type AID: Element: 7 Shutdown management Practice: 7.3 Shutdown execution

Question: How is shutdown execution managed especially towards scope changes, what criteria is being used to accept scope changes?

Question Type AID: Element: Element: 7 Shutdown management Practice: 7.4 Start up and commissioning

Question: How is commissioning managed especially from the customer and safety point of view?

Question Type

AID:

Element: 7 Shutdown management Practice: 7.5 Post shutdown review

Question: Is post mortem meetings being held and are all deviations (from planed time and planed scope) of the original plan recorded with reasons in order to eliminate future losses?

Question Type

R:

Element: 7 Shutdown management

Question: A) Is baseline planning of downtime and the scope of work available? B) Is the progress of work measured against the baseline and communicated? C) Is the data being used to understand the gaps that exist?

Question Type 1: Element: 7 Shutdown management

Question: Is previous historical data being used as inputs to planning with respect to improvement?

Question Type

AID:

Element: 8 Facilities, equipment and tools Practice:

8.1

Tools

Question: What criteria are being used to determine the tools required for the work (e.g. safety)?

Question Type

AID:

Element: 8 Facilities, equipment and tools Practice: 8.2 Facilities and equipment

Question: How are the facilities and equipment required, determined to ensure minimum losses (e.g. workshop location etc.)?

Question Type

AID:

Element: 9 Determining root cause of losses Practice: 9.1 Determining root cause of losses

Question: To what extent is an analytical and scientific approach followed to determine areas of improvement for RCA?

Question Type

R:

Element: 9 Determining root cause of losses

Question: A) Is the actions implemented from RCA processes measured to determine the loss reduction achieved?

B) Are the actions measured against the expected completion date?

C) Are implemented RCA actions reviewed for effectiveness after implementation?

Question Type 1: Element: 9 Determining root cause of losses Question: How regular is the RCA process reviewed in order to improve it?

Question Type AID: Element: 10 Achieving improvement in Capability assurance Practice: 10.1 Routine improvement

Question: What approach is followed to improve the capability of equipment and to reduce losses, are losses recorded in different categories and analysed to focus improvement initiatives?

Question Type AID: Element: 10 Achieving improvement in Capability assurance Practice: 10.2 Focused improvement

Question: Are improvement initiatives aimed at improving specific losses identified?

Question TypeR: Element: 10 Achieving improvement in Capability assurance Question: A) Are losses and the causes thereof determined?

B) Are losses displayed in revenue lost and well communicated?

C) Is the data being used to understand the nature and cause of the loss; are actions being implemented in order to reduce

1

eliminate these losses?

Question Type R: Maintenance (capability assurance)

Question: What are the results achieved form overall equipment capability management?

Question Type 1: Maintenance (capability assurance)

Question: What initiatives are currently being implemented in order to improve the overall equipment efficiency management?

Appendix C-

Results from Maintenance Performance

Elements Evaluation

Ref. Maintenance (capability assurance) Measurement QT* ES* NS* WA*

0.0 Maintenance (capability assurance) R 3.0 2.5 3.0

0.0 I 3.7 2.5 3.5

1.0 1 Equipment maintenance plans R 2.5 3.0 3.6

1.0 I 2.0 3.0 3.0

1.1 1.1 Equipment maintenance plans A 2.0 3.0 3.5

1.1 D 1.4 3.0 3.0 1.2 1.2 Careful operation A 2.0 3.0 3.0 1.2 D 1.2 2.0 2.0 1.3 1.3 Equipment inspections A 2.0 4.0 3.5 1.3 D 2.0 3.2 3.0 1.4 1.4 Predictive maintenance A 2.1 4.0 4.5 1.4 D 3.0 3.5 4.0

1.5 1.5 Preventive maintenance triggers A 1.5 2.0 4.0

1.5 D 1.2 2.0 3.5

2.0 2 Work origination R 0.6 3.5 3.0

2.0 I 2.0 3.5 3.0

Information required to originate

2.1 2.1 work A 2.5 4.0 4.5

2.1 D 3.5 3.8 3.5

2.2 2.2 Work origination methodology A 3.5 4.0 4.0

2.2 D 2.0 3.8 3.0

2.3 2.3 Review and feedback A 1.5 3.5 3.0

2.3 D 1.0 3.0 3.0

,

3.0 3 Planning R 3.5 2.5 4.0

3.0 I 1.5 2.2 3.0

3.1 3.1 Information required for planning A 3.6 3.0 2.0

3.1 D 2.5 2.8 2.0

3.2 3.2 Planning methodology A 4.0 3.5 4.0

3.2 D 3.0 2.8 3.0

3.3 3.3 Creating a standard job library A 2.0 2.0 4.0

3.3 D 1.6 2.5 3.6

4.0 4 Scheduling R 4.0 3.0 4.0

4.0 I 2.5 2.5 3.8

4.1 4.1 Scheduling (two weekly, monthly) A 3.5 3.0 3.5

4.1 D 3.0 1.5 2.5

5.0 5 Work allocation and execution R 2.5 3.0 3.0

Information for allocation and

5.1 5.1 execution A 2.5 3.5 3.0

5.1 D 1.5 3.0 2.5

Methods of allocation and

5.2 5.2 execution A 3.6 3.5 4.0

5.2 D 3.1 2.0 3.0

5.3 5.3 Communicating shift handover A 0.0 3.5 4.5

5.3 5.4 5.4 6.0 6 6.0 6.1 6.1 6.2 6.2 7.0 7 7.0 7.1 7.1 7.2 7.2 7.3 7.3 8.1 8 8.1 8.2 8.2 9.0 9 9.0 9.1 9.1 10.0 10 10.1 10.1 10.2 10.2 5.4 Equipment handover

Work Completion and recording

Work completion and history

6.1 recording methodology

Information recorded as history at

6.2 closure

Shutdown management

7.1 Shutdown formulation

7.2 Shutdown execution

7.3 Start up and commissioning

Facilities, equipment and

tools 8.1 Tools

8.2 Facilities and equipment

Determining root cause of losses

9.1 Determining root cause of losses

Achieving improvement in Capability assurance 10.1

10.2

QT = Question Type ES = Engineering Services NS = North and South Plants WA =West and Advalloy Plants

Routine improvement

Focused improvement

Measuring and Managing Maintenance

D 0.0 3.0 4.5 A 3.0 3.5 4.5 D 1.3 3.0 1.0 R 2.0 2.5 3.0 I 1.5 2.6 2.5 A 3.0 2.8 4.0 D 2.0 2.0 3.0 A 2.5 3.0 4.0 D 2.0 2.0 3.0 R 1.5 2.5 4.0 I 2.0 3.0 4.0 A 2.5 3.0 4.0 D 2.0 2.6 4.0 A 2.5 3.5 4.5 D 2.0 3.0 4.0 A 2.0 3.0 4.0 D 1.0 2.5 3.5 A 2.0 4.0 4.0 D 2.0 4.0 3.0 A 4.0 3.5 4.0 D 3.0 3.5 4.0 R 3.0 2.0 4.0 I 2.0 2.2 2.5 A 3.5 2.5 3.7 D 2.0 2.0 3.6 R 3.5 2.6 3.6 A 3.5 3.0 3.0 D 2.0 2.0 2.5 A 3.0 3.0 5.0 D 2.0 2.0 4.0 Page 85

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Appendix D-

The ARDI Cycle for Improvement

AMC - Quality and Improvement

The ADRI cycle is similar to the Plan-Do-Act-Check model found in many quality systems. Both are designed to

prompt the user to ask simple questions that will assist in the implementation of improvement initiatives.

How to undertake a quality improvement project (using the ADRI cycle)

Quality improvement projects are best conducted as a team exercise. The people in your work-group are the best

people to understand quality issues affecting their everyday work life. Form a small team of interested people,

have a discussion on the variety of issues affecting your work and start swapping ideas on how to improve

things.

Before commencing a quality improvement project, staff members are encouraged to read through the ADRI

users guide

below:-Stage 1 - Approach

What the user should do and what questions to ask

1. What are the objectives of the organisation and how

will my quality improvement project assist with

achieving those objectives?

2. Are these objectives well established and accepted

by all stakeholders?

Confidential

Measuring and Managing Maintenance

Useful information

The AMC Strategic Plan contains the organisations'

mission, vision, goals, strategies and KPis. This will

help you identify those projects which have the

greatest value to the organisation.

The objectives in the AMC Corporate Plan should be

widely disseminated and reflected in other plans such

as Faculty Plans and polides in the Document Library.

This will help you assess the suitability of existing KPis

and whether new KPis are needed.

3. Define the problem you are trying to resolve or the

process you are trying to improve. Is the resolution of

this problem in line with the organisations' objectives?

4. Briefly define the current situation using readily available data to establish a "base-line"

5. Sketch out a plan for your quality improvement

project and discuss it with others.

Stage 2 - Deployment

What the user should do and what questions to ask

1. How am I going to put my quality improvement

project into action?

2. Who will work on this project and are they suitably

trained? Do I need additional resources?

3. What additional data will I need to measure the

success of my project?

4. Analyse the data and identify some possible

solutions.

5. Set a target and implement your quality

improvement plan.

Stage 3 - Results

As above

A quick review of existing KPI's will often assist you in

"setting the picture" so you can readily see opportunities for improvement.

The Management & Projects Analyst can advise you on

planning your project and point you towards other

data sources or other people in the organisation with

similar interests. The Quality Enhancement Committee (QEC) and its associated working parties may be able to offer some valuable advice or support.

Useful information

The document AMC Principles and Approaches to

Quality & Improvement will give you some guidelines

on how to pia A a project. Likewise the Management &

Projects Analyst can also give you some advice. If you need assistance resourcing your project you can approach your Program or Faculty Head and brief

them about the value of your idea. Alternatively the

QEC through the Management and Projects Analyst

can also give you some advice on suitable training

courses or resource availability.

Before deploying any plan it is wise to first think of

how you are going to measure the impact of your

initiative. You may be able to use existing KPI's or you

may need to develop entirely new measures. The Management and Projects Analyst can give you some direction on this topic.

This part relies heavily on team-work. Use the

available data to brainstorm possible solutions in your

work-group. This may require gathering new data and

undertaking some root-cause analysis, or it may

involve some simple discussions. The greater the

number of ideas - the better. You may also choose to

get advise from someone outside your work-group - a

fresh set of eyes will often see different solutions.

Use the available data to set a challenging but realistic

target for your project. This may involve some

benchmarking to see how well we perform against

other like-organisations. Implement the plan.

What the user should do and what questions to Useful information

ask

1. What are the results from implementing this plan? Monitor the progress of your project by collecting data

(eg KPI's) that you had earlier decided would be a

suitable measure of success. Plot these data on a

time-series graph so you can see the improvement.

Benchmark the data against those of other

organisations.

Confidential Page 107 Measuring and Managing Maintenance

2. Do I understand how these results were achieved? Are the targets achievable?

Stage 4-

Improvement

What the user should do and what questions to ask

1. How can I review this improvement project? How

can the results be further improved?

2. How can the rest of the organisation learn from this quality improvement project.

The graphing of a measurable improvement over time is a good way to show that your project has worked. In turn this shows that you have accurately understood the problem, defined that the project is relevant to the organisations' strategic objectives and implemented an effective improvement strategy. If you have been successful, then your improvement initiative will be repeatable and you can modify your project to attain a realistic target.

Useful information

Ongoing monitoring of the results of your project and further discussion of the results amongst your work-group may produce ideas as to how you can further improve the process or outcomes. You may also choose to look further afield for opinions or undertake further benchmarking to see how other institutions perform. When you have developed a new strategy to improve the outcomes of your project, or decide to undertake a new project, it is time to start the ADRI cycle again.

If you have successfully completed the ADRI cycle and have achieved the desired improvement, share your findings with other work groups in the organisation. This may be through informal discussion and staff meetings or a formal presentation or briefing paper. Other work-groups will be interested to hear of your work and they may be able to apply a similar plan to improve their areas of responsibility. The QEC and the Management & Projects Analyst will be keen to hear of the progress and outcomes of your project.

Quality is often described as the degree to which a set of inherent characteristics fulfils requirements. Therefore

attaining quality is the first step in the cycle.

Continuous Improvement is described as recurring activity to increase the ability to fulfillment of

requirements. Consequently improvement is the second step in the cycle.

Confidential Page 108