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Page 1 26/6/1998
These steering committees included The results : your equipment performs
representatives of both Process more effectively, your operations run more
(Queensland Nickel) and Maintenance smoothly, and your overall maintenance
(Transfield) ranging from, on the costs are substantially reduced.
operations side of the business, the
Engineering Manager, Production RCM Turbo (Maintenance Plan
Superintendents, Crew Leaders through to Development System) has been used to
control room operators, and from the develop a maintenance hierarchy structure
Maintenance Side, Area Maintenance that could be loaded up into the PM (Plant
Engineers, Planners, Foremen, and Maintenance) module of SAP R3. In the
Tradesmen. All members of the development of the hierarchy structure, the
maintenance steering committees were plant was broken down into 8 Business
provided with RCM training prior to the Units so that costing for different facilities
project being undertaken, to enable them could be captured.
to provide the best support possible to the
RCM team. The most important function RCM Turbo is a planning and analysis tool
of these committees was the challenge and to advise the correct scheduling of
approval of all maintenance strategies maintenance work within the maintenance
before being implemented into the SAP management system. It will help optimise
CMMS. This allowed for the best possible and utilise the maintenance resources on
strategy being developed up-front as well the site.
as providing ownership of the strategies
to the people who will be using them. The assessment was performed using
RCM Turbo team member, key area
Objectives of This Presentation people, engineering staff and plant
resources.
Clients have benefited significantly by
implementing the RCM Turbo system to These levels consist of BOMs for
manage everything from SAP work orders functional locations, equipment and also
and Production Resource Tools (PRT) to materials. Task lists have been grouped at
purchase and inventory. productive unit levels, designed around
preventive checks being performed within
RCM Turbo supports the progressive 3 boundaries, isolated, shutdown or
implementation of RCM principles. With running condition.
easy-to-use data entry screens for data
collection, operations and maintenance Because of certain change condition within
employees can correctly record every the PM module of SAP, data being up
equipment failure and downtime loaded into SAP should be thoroughly
occurrence, including minor but costly developed so that the system can perform
recurring problems. From this data, the as a maintenance management system.
most accurate and detailed downtime and
failure analyses can be developed. Implementing the strategic plan
specifically address the four points.
By tracking and analyzing equipment
availability, total equipment downtime, These were :
and operational downtime to identify the 1. Engineering Standards : to improve
root causes and frequency of failures and engineering standards to best
downtime, preventive maintenance or even practice levels (at trades level,
permanent solutions can be undertaken. supervision and planning level and
in engineering)
Page 2 26/6/1998
2. Engineering Systems: to deliver Transfield Maintenance provides
Word Best Practice reliability consulting services, on a fee basis, to assist
and maintenance engineering. customers in planning and carrying out the
3. Customer Relations : to design and deployment of large scale asset
implement communication plan by maintenance solutions.
customer.
4. Leadership Development : to In many cases, customers are able to install
design and prepare training and implement CMMS systems and
materials, define required roles and perform any necessary customisation
responsibilities, identify key themselves with only limited assistance
performance measures and target from Transfield. In other cases,
and set-up KPI' and measuring particularly where a complex, integrated
strategies success. solution or extensive customisation is
required. Transfield provides extensive
Company Background implementation planning, project
management, network communications,
Transfield Maintenance is one of the system integration and custom
Australias leading maintenance service modification services. The companys
providers. The company carries out over professional services group has expert
$400 million per annum of maintenance knowledge of CMMSs products and RCM
activities across Australia with clients in tools, is familiar with the concepts and
governments and the private sector. theories of maintenance and planning and
cost analysis, and can draw upon
Transfield Maintenance meets a variety of experience in implementing systems
customers requirements ranging from addressing diverse applications on a
large scale fully integrated plant number of different platform in a wide
maintenance delivery involving labour, range of industries worldwide.
equipment, and material resources to one
off assignments assessing such issues as Transfield Maintenance Philosophy
strategic planning, maintenance
engineering, CMMS implementation and Develop maintenance strategic plan so
reliability engineering. that maintenance is planned and
managed such that it provides an
Transfield Maintenance operates an ISO efficient continuous operating facility
9002 compliant quality system and at all times
achieves high standards of performance in Maintenance is treated as an
safety. A disciplined continuous investment and not a cost
improvement program is a central part of Maintenance will show a positive
the companys philosophy delivering best return on investment through improved
maintenance practices to our customers. profitability of the Transfield
operations
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Continuous Operational Improvement Additional engineering support
requirements need to be clearly
The RCM assessment now being complete, identified and established
and the developed and approved Reliability Engineering Group must
maintenance strategies now input into the address future maintenance
SAP CMMS system, the final step was to improvement issues
develop the procedures for facilitating
constant improvement. This involves Maintenance Strategy
training of the Area Maintenance Engineer
and the Area Planners in the use of the Overall maintenance strategy must
RCM Turbo software package. Ideally, address People, Systems, Analysis,
every corrective maintenance activity Processes, Spares and Technology
should be reviewed using the RCM Turbo aspects
software to allow adaptation to ever A good maintenance strategy should:
changing plant conditions. This will Support the BU strategy
ensure that unplanned activities can be Be easily understood and widely
assessed in a structured, unbiased way to accepted
ensure a cost effective strategy can be put Provide unity of purpose, clear
in place which will avoid the consequences direction and the focus for the maintenance
of that particular unplanned failure from effort.
occurring again. Develop a maintenance strategy which
is driven by the Business Strategy
Hearing Best Maintenance Practice Develop a maintenance culture where
Strategies continuous improvement and learning
become a way of life.
1. People and Culture
Being customer focused and process
2. Maintenance Strategy
driven
3. Maintenance Organisation
Achieving the full participation of all
4. Contractor Management
the people
5. Maintenance Planning and Scheduling
6. Shutdown Planning and Control Maintenance strategy - foundation for
7. Maintenance Budgeting Continuous Improvement
8. Maintenance Costs Better equipment and process
9. Maintenance Performance reliability allows achievement of
10. Maintenance Analysis product sales targets
11. Maintenance Management System Reduce equipment breakdown
12. Preventive and Predictive Maintenance maintenance to (5%) of total
13. Material Management maintenance
Reduce Unit costs by achieving
People and Culture significant reduction in maintenance
costs
Regular meaningful performance Cost reductions without sacrificing
reviews reliability and compromising safety
Conduct skills evaluation and develop and the environment.
skills matrix Reduce the right maintenance costs
Perform training needs analysis and Cover extent of maintenance on all
develop training program before the critical equipment, performance
training $ value for the next measures and targets
maintenance budget
Job descriptions need to be developed
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Maintenance Organisation Develop standardised guidelines for
history collection which address:
Optimal maintenance organisation Responsibility for collecting
reflected by ratios: history
The number of maintenance Defined criteria for collecting
performing personnel to the number history
of support personnel. Define the processes and criteria to
The span of control of the be used when cleaning up the
maintenance supervisors. existing history
The number of planning support How current history can be
personnel. collected in a format that can be
Calculated for larger sites less easily converted into the future
meaningful for small sites maintenance management system
Develop standard guidelines for the
Contractor Management use and application of failure codes
Develop comprehensive set of
Implement improved contractor costs planning and scheduling performance
feedback process for better control indicators:
Obtain accumulated costs from Which measures should be used to
maintenance management system determine backlog, schedule
Introduce more regular and compliance and the extent of
comprehensive progress performance planned maintenance
reporting Definition and calculation of each
of the measures
Maintenance Planning and Scheduling Targets to consider, production
requirements, criticality, limited
Get management direction on future available resources and logistical
computerised maintenance problems
management system implementation Develop guidelines to ensure
Practical Standardised Process compliance with statutory requirements
guidelines and record keeping in regard to:
Refine and standardise short term What type of statutory testing
maintenance planning and scheduling required, based on the equipment in
processes: use.
Processing and prioritising Who must perform the different
incoming work requests types of inspections and testing
Outline short-term scheduling At what frequencies the various
processes based on job priorities tests and inspections needed to be
and available resources performed
Guidelines must be issued Requirements for minimum
regarding the development of statutory records to be kept for
weekly short-term plan different equipment.
Develop backlog management Development of common forms
process and documents to be used for
Establish labour time estimates for recording test results and record
planned jobs as well as for other keeping
standard jobs
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Shutdown Planning and Control Develop standardised guidelines and
formats for accumulating, reporting
A standard procedure which specifies and trending monthly maintenance
the process and required extent of costs for areas of responsibility and by
shutdown planning should be major plant/equipment
developed Measure maintenance costs as a
Register required items as stock and percentage of the ERV (Equipment
develop BOM listings for shutdowns Replacement Value). Target between
Establish weekly shutdown progress 1% and 3%
meetings Set up guidelines for proportionate
Develop quantitative measures for allocation of costs to the correct cost
shutdown performance centres
Develop a top ten analysis of
Maintenance Budgeting maintenance costs from the available
cost data
Refine budgeting processes, and
various documents used already Maintenance Performance
Recommendations for improved Measurement
budgeting:
Obtain future production estimates Planning and Scheduling Performance
and estimates of equipment measures
utilisation Clearly defined availability targets for
Project all future preventive and the highly critical equipment
routine maintenance services in a Targets relate to plant usage required
monthly time phased schedule for by production
each major piece of equipment Consider other performance measures
Prepare detailed worksheets per such as equipment utilisation and usage
piece of equipment which Develop and graph availability trends
summarise the details from the for specific highly critical equipment
monthly schedule Establish baseline availability to allow
Use failure analysis data (once improvements to be recorded
available) to make prediction of Report reliability performance
common failures measures for critical equipment:
Make allowances in the budget for number of failures
high failure probabilities failure rates
MTBFs
Maintenance Costs Control Set realistic reliability performance
targets based on equipment criticality
Processes to obtain actual equipment and failure consequences
maintenance costs against budgeted Establish baseline reliability
costs performance of critical equipment
Set targets and measure maintenance
costs
Report preventive and corrective
maintenance costs
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Maintenance Analysis Maintenance Management System
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Preventive and Predictive Maintenance Should be based on production
requirements and anticipated
Revise existing maintenance schedule equipment utilisation
documentation Structure process to keep plans up
Add additional schedule tasks required to date
and remove tasks found to be Use long term plans as a basis for
ineffective or not applicable developing future budgets, and
Develop daily and weekly routine shorter term maintenance plans
checklists (where required) and define
responsibility for executing them Materials Management
Establish and implement regular
lubrication schedules for all plant and Purchasing related procedures were
field equipment documented
Establish formalised spares planning Develop general stores procedures and
process to minimise spares inventory optimisation procedures
unavailability for planned maintenance Develop generic procedure for cycle
activities in future counting and implement
Assess condition monitoring comprehensive cycle counting
requirements for all critical equipment programs
at each site Develop more formal issuing process
Establish formal conditional whereby spares are issued against a
monitoring programs focused on the valid approved Work Order printed
following areas: from the maintenance management
The oil sampling and analysis system
currently being performed Develop guidelines regarding the
The feasibility and benefit from apportionment of costs for specific
conducting regular vibration spares issues
analysis on major rotating Establish and implement
equipment comprehensive set of performance
The possible introduction of measures including:
thermographics as a tool for Customer service level
predicting potential electrical Stock accuracy
equipment failures Stock on hand value
Vibration monitoring and thickness Stock turns for different categories
testing should be carried out by Conduct formal risk assessments which
experienced maintenance personnel balance consequences of not stocking
These personnel had sufficient spares against the cost of holding them
specialist skills or knowledge to Evaluate Min and Max quantities for
effectively conduct measurements or all critical spares
analyse the results Establish and implement basic ABC
Establish feasibility of condition classification of the stocks by usage
monitoring tasks value
Develop long-term plans which include
the following : Evaluate maintenance and operations
Projected preventive maintenance spares as possible consignment stock
and shutdown activities for at least and set up agreements
two years ahead
Page 8 26/6/1998
Define responsibilities for achieving The committee also develops a renewed
inventory reduction against acceptable understanding of the plant when being
services levels questioned about how things run.
Identify the responsibility for 3. Begin with small steps
expediting and establish a formal
expediting process Initially focus attention on a single area
Evaluate and streamline the re-ordering that maintenance personnel consider to be
process for stock items a problem area. By going through the
Establish formal purchasing RCM process and then implementing plans
performance measures, such as the maintenance personnel can see the
measuring the quantity and lateness of final results of the RCM project in that
orders specific area, highlighting its value and
Implement a more structured spares encouraging the continuation of the
planning process at the plant to process.
decrease spares unavailability problems
4. Flexibility
Implementing RCM - What works and
why Maintenance strategies are not set in stone.
The RCM project involves setting up
1. Having senior management support strategies based on assumptions about
criticality, cost of downtime, cost of repair
By having senior management being seen etc. These conditions may change and in
to support the project the workforce will turn effect the maintenance strategy
initially be open towards the RCM effectiveness. A continual optimisation
process. Establishing an RCM program is program is a necessity.
very resource intensive and with out the
support of the entire plant it becomes very Some interesting perspectives:
difficult. The support must begin at the Maintenance is treated as an
top level and filter down. Using personnel investment and not a cost
with plant experience to assist the RCM Bruce Coats
process is essential.
By involving maintenance personnel
2. Getting ownership of project by from all levels there is a feeling of
areas. ownership generated and the results of
the RCM project will be more readily
Maintenance steering committee specific accepted
to each area in the plant was formed. The Matthew Dalton
committees were made up of the
superintendent, engineers, foremen, RCM is essential for the development
planners and a RCM facilitator. These of a formalised constant improvement
committees discussed the results of the process
rcm project, whether or not maintenance Philip Crawford
strategies proposed were sound, on what
basis decisions had been made in the past Continuous improvement is a
etc. By involving maintenance personnel fundamental building block of our
from all levels there is a feeling of maintenance strategy
ownership generated and the results of the David Williamson
RCM project will be more readily
accepted.
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