Maintenance overview
What is maintenance?
Building a best in class asset register
Formulating the maintenance policy
Defining maintenance standards and allocation of resources
Applying maintenance strategies
Common issues in an organization
Lack of accountability
Resource level issues
Work requests with insufficient information or duplicated
Importance of time writing daily
Technical history retention
KPI reviews - how often and why
Introduction to asset management
ISO55000 asset management definitions
Assets and asset systems
Different stages of life cycle
Asset management decisions and optimization
Understanding objectives, cost, critical factors and risk
Computerized Maintenance Management System (CMMS) set-up
CMMS set-up
Criticality assignment SCE
Production critical
Non-critical
Class and classification assessment and allocation
Defining asset register systems
Packages
Equipment assignment
Allocation of main work centers
Cost center assignment(s)
Bills of Material (BOMs) advantages
Work identification and requesting
Work preparation: what is required and why
Equipment assignment to the correct level
Assigning prioritization - the benefits in using prioritization
Best-in-class information required through Corrective Maintenance - Predictive Maintenance (CM-PM) work order(s)
Roles and responsibilities for work preparation
Work planning and estimating
Reviewing past history and the benefits to work planning
Allocation of correct resources and hours
Identifying materials using Bills of Material (BOMs)
Allocation of external resources with or without Service Level Agreements (SLA)
Consider building relationships between activities within work order operations
Pre-scheduling through criticality – prioritization
Work scheduling and execution
Preparing a rolling schedule - What needs to be considered
Aligning activities including input from other departments and any pre or post work
Leveling/smoothing of resources through resource center availability
Dates and priorities how they impact scheduling
Creating and agreeing the schedule for the next 7 to 14 days meetings
Importance of publishing the 7-day scheduled activities
30, 60 and 90-day schedule look-ahead meetings
Time-writing daily and why it improves scheduling control
Handling emergent work and the impact to the schedule
Considering Extra Ordinary Maintenance (EOM) to control corrective maintenance high expenditure
Standard routine procedure instruction(s)
Toolbox talk
Importance of auditing work execution
Quality feedback reporting
Benefits of feedback forms and technical history retention
Technical history review and sign off
Retention of technical history - The importance to future work preparation
Meeting reviews - What went well and where improvements can be made
Completion and work control
Updating the future maintenance plans(s) and asset register through technical history feedback
Review of estimated versus planned versus actual costs
Review of man-hours expended versus estimated
Material usage - Question were any materials not used returned to stock?
Correctly signing off work order/work request through the CMMS system
Data analysis techniques
Forecasting man hours, material allocation and Service Level Agreements (SLA)
Identification of bad actors through the CMMS system
Expenditure reporting
PM compliance reporting
Schedule compliance reporting
CM backlog reporting
Reporting generic materials ordered
Unscheduled fill-in work
Mean Time to Repair (MTTR)
Maintenance replacement decisions
Component replacement procedures
Age-based replacement policy
Analysis of component failure data
Using Weibull parameters
Life-cycle costing
Downtime reduction
Tracking downtime
Personnel training
Importance of feedback from employees
Outsourcing considerations
Considering using Overall Equipment Effectiveness (OEE)
Performance reporting
Primary reporting Key Performance Indicators (KPIs)
Secondary reporting KPIs
Leading and lagging KPIs
Root Cause Analysis
Apollo Root Cause Analysis (RCA)
Combining Reliability Centered Maintenance (RCM) and RCA together
Gathering data and evidence using class and characteristics
5 Why Process
Cause and effect chart
Fishbone analysis
Line of sight
Failure Mode, Effects and Criticality Analysis (FMECA)
Action plan
Management of Change (MOC) process
Continuous Improvement (CI) techniques