LARGE INDUSTRIES MAINTENANCE MANAGEMENT PROCESS (MMP) Document No.: Revision: Effective Date: Page: Serial No.: PPN-MNT-0002-P 0 Page 1 of 87 DISCLAIMER
Air Liquide America, L.P. and its affiliates ("Air Liquide") have drafted this document exclusively for their own use. This document is considered confidential and proprietary in nature. Without written permission of Air Liquide Management it shall not be distributed to or used by anyone other than Air Liquide personnel. Users of this document must ensure that they have the latest revision. Non-current versions of the document must be destroyed and must not be used.
Air Liquide believes that the information contained in this document is true and correct and that the document suitably addresses the matter to which it relates; however, Air Liquide does not hold itself out to third parties as recommending the use of this document or the information contained herein, or reliance thereon in any way. With regard to such third parties and the information contained in this document or the use or application of the information contained in this document, AIR LIQUIDE EXPRESSLY DISCLAIMS ALL WARRANTIES, INCLUDING, BUT NOT LIMITED TO, THE WARRANTY OF MERCHANTABILITY AND THE WARRANTY OF FITNESS FOR A PARTICULAR PURPOSE.
Air Liquide also disclaims all liability and responsibility for loss, damage or injury, however occurring, resulting from the use of this document or the information therein by any third party.
1.0 SCOPE
1.1 This document describes the maintenance processes for Large Industries Maintenance.
2.0 POLICY
2.1 This process shall apply to all maintenance activity in Large Industries business unit. 3.0 HSE CONSIDERATIONS
3.1 There are no HSE considerations applicable to this document. 4.0 TERMINOLOGY
4.1 MMP – Maintenance Management Process 5.0 RESPONSIBILITY
5.1 The Large Industries Director of Maintenance and Reliability shall be responsible for implementing this procedure.
6.0 ACTIVITY
6.1 All maintenance activity is described in Attachment 1. 7.0 ATTACHMENTS
7.1 Attachment 1 – Maintenance Management Processes for Large Industries Business Unit.
LARGE INDUSTRIES MAINTENANCE MANAGEMENT PROCESS (MMP) Document No.: Revision: Effective Date: Page: Serial No.: PPN-MNT-0002-P 0 Page 2 of 87 The
Air Liquide America, L.P.
Maintenance Management Process
ForTable of Contents
Introduction
How to Use This Manual………... 5
Unit 1 – Maintenance at Air Liquide America
1
Fundamentals of Maintenance Management ... 8
2
Large Industries Maintenance Strategy... 10
3 MMP:
Maintenance
Management Process... 15
4 Maximo
Enterprise
Asset Management ... 21
5
The ALA / Maximo Implementation ... 24
Unit 2 – Maintenance Management Process
1 Identification
and
Prioritization ... 29
2 Planning
and
Estimating... 38
3 Approving... 51
4 Procurement... 56
5 Scheduling ... 62
6 Executing
and
Reporting ... 74
7 Continuous
Improvement ... 78
Appendix I – Flowcharts
A Requisitions ... 81
B Requisition
Approval ... 82
C Pipeline
Zones ... 83
D Pipeline
WO
Approval ... 84
E On-Site
Zones... 85
F On-Site
WO
Approval... 86
INTRODUCTION
How to Use This Manual
Getting Started
This manual is designed both for use in the classroom and as a handbook for reference later. If you are a student in the classroom, and this manual was given to you to use, it is yours to keep. There is a place in the back of the book for additional notes. Also, writing in the margins is not only permitted, it is encouraged.
This book is designed for use with the companion manual Maximo Enterprise Asset Management, which explains transaction-by-transaction, the use of Maximo 4i in this process. Teaching Maximo is not the purpose of this manual, but for clarity, some Maximo functionality is discussed.
This book explains the reasoning behind the decision processes, which drive the functions in Maximo. Together the two manuals explain the process and the specific techniques for efficiently managing and executing the
maintenance process at Air Liquide America, L.P.
Information Mapping
The formatting of this manual is done using a procedure called Information Mapping. This makes it much easier to find specific information quickly. Similar blocks are grouped in sections, similar sections within chapters, related chapters within units, etc. If you would like more information about this formatting procedure, please visit their website:
http://www.infomap.com/solutions/index.htm
Flowcharts Study the flowcharts. Much more can be conveyed about processes and procedures in the flowcharts than can efficiently be described in words. The purpose of this manual is to explain MMP, the Maintenance Management Process, and how it is used at Air Liquide. This purpose will be better served if the reader studies and understands the flowcharts before proceeding, since multiple references are made to the flows throughout the manual.
Flowcharts
Appendix Topic See Page
1-A Requisition 79
1-B Requisition Approval 80
1-C Pipeline Zone Work Orders 81
1-D Pipeline Zone WO Approval 82
1-E On-Site Zone Work Orders 83
1-F On-Site Zone WO Approval 84
INTRODUCTION
How to Use This Manual,
ContinuedProcess vs. Procedure
Hopefully, by the time you finish training, and have studied this manual, you will understand that MMP is merely a maintenance philosophy, describing a specific process, carried out by employees in well-defined roles, for
identifying, documenting, planning, approving, and executing work…efficiently.
Maximo is a software program, configured to MMP compatibility, which provides the structured environment for housing documented tasks and procedures, storing standardized parts and supplies, garnering appropriate approvals, and scheduling work execution. It is a standardization tool. You will notice that the manual constantly reminds the reader of the relationship between MMP, the philosophy, the big picture, the overall Process…and Maximo, the tool, the task, the transaction, the Procedure within the process.
Statuses The following are statuses or status synonyms currently used in Maximo: Status Description
APPR Approved CANCEL Work Order is cancelled
CLOSE Work Order is closed (financially) COMP Work Order is complete
CRTD Created
HOLD Work Order has been interrupted INPROG Work is in progress
PLAN WO approved to plan, WO in planning now SCHD Work is Scheduled
TECO Work is technically complete
WAPPR Waiting approval
WMATL Waiting for Material
WPCOND Waiting for Plant Conditions WSCH Waiting to Schedule
INTRODUCTION
How to Use This Manual,
Continued
Abbreviations The following are abbreviations used in this manual: Abbreviation Description
ALA Air Liquide America
CMMS Computerized Maintenance Management System CSM Corporate Supply Management
EAM Enterprise Asset Management ERV Estimated Replacement Value FMEA Failure Mode and Effects Analysis
GL General Ledger
I&E Instrument and Electrical
IC Industrial Customers (Business Unit) KPI Key Performance Indicators
LI Large Industries (Business Unit) L.P. Limited Partnership
LOX Liquide Oxygen
MC Maintenance Coordinator
MMP Maintenance Management Process OS On-Site (zone or plant manager) Plt.Mgr. Plant Manager
PdM Predictive Maintenance PL Pipeline (zone or plant manager)
PM Preventive Maintenance
PR Purchase Requisition
PO Purchase Order
RACI Responsible, Accountable, Consulted, Informed
RC Reliability Center
RCFA Root Cause Failure Analysis
RCM Reliability Centered Maintenance REQ Requisition
SOP Standard Operating Procedure TAR Turnaround
WO Work Order
Unit 1. Maintenance at Air Liquide America
Chapter 1. Fundamentals of Maintenance Management
Standards and Best Practices
Maintenance is the application of time, tools, and talent to insure that equipment functions at the desired capacity. Efficient and effective
management of this maintenance process insures that we obtain the optimum reliability level at the optimum cost over time.
In any type of industry, there are standard procedures for maintaining equipment assets that are generally accepted. Equipment assets of a specific type require specific maintenance procedures, applied in the proper manner and at the correct frequency, to achieve the results desired. Often the
manufacturer recommends certain procedures. Others are often referred to as industry best practices or industry standards.
Many industry best practices and standards evolved as a result of many years of applied maintenance and measured results. Some standards help to insure more cost-effective repair, while others promote a safer environment during the performance of maintenance procedures. Often, an accepted best practice is nothing more than common sense. The adherence to industry best practices and standards does not guarantee a reduction in time or cost needed for the repair, but it does increase the likelihood that the repair will be accomplished efficiently, safely and expediently.
Efficiency and Reliability
Just as the application of uniform standards of maintenance and performance measurement can improve the reliability, safety and cost-effectiveness of specific maintenance repairs, rational and appropriate standards of maintenance management can and should be applied at all levels of the maintenance organization. This not only insures that the company’s
equipment asset-base functions reliably, but that this reliability is consistent and measurable.
What constitutes rational and appropriate maintenance management will differ from company to company. Though unique and specific solutions do evolve over time, many organizations have similar maintenance needs, share many of the same processes and procedures, and strive to achieve the same outcomes. For this reason, exceptional maintenance organizations within these companies may be very nearly identical in certain aspects, varying only slightly in others.
UNIT 1, CH 1
Unit 1
Chapter 1. Fundamentals of Maintenance Management,
ContinuedExceptional Maintenance
An efficiently managed maintenance organization has maintenance dollars budgeted well in advance. Major projects are well planned, efficiently executed, and cost projections are more accurate because a larger percentage of the work is repetitive and proactive in nature. There are fewer surprises and complete breakdowns are rare, because equipment is more reliable. Maintenance needs are identified immediately and planned efficiently. Scheduling decisions are made intelligently and generally work is started and completed on time to minimize down time and improve efficiency.
Within an exceptional maintenance organization, each individual has well-defined responsibilities with sufficient authority to be successful. There are planners, schedulers, coordinators, technicians, managers, etc. Identifying roles and defining them well, minimizes redundancy and insures continuity, even though people leave the organization and new people fill the vacancies. Training is specialized and targeted according to individual responsibility and all employees have a general understanding of the big picture, where they fit and how their area of specialty impacts the total maintenance process.
Optimizing the Maintenance Management Process
At the heart of any maintenance management process is the understanding that achieving optimal maintenance is an ongoing effort, requiring the total commitment and cooperation of the entire organization. It includes the delegation of authority, logical division of responsibility, comprehensive and continuous training, constant communication and above all, management’s commitment of support and expectation of success.
It is virtually impossible to implement an “out-of-the-box” maintenance management philosophy with a “one-size-fits-all” mindset in a company as diverse and unique as Air Liquide America, L.P. Here, a good maintenance philosophy is a great start, but it will require on-going optimization. The process as already started.
In the next section, you will begin to see how Air Liquide’s Large Industries Business Unit is approaching the management of the maintenance process.
Unit 1
Chapter 2. Large Industries Maintenance Strategy
Introduction The goal of reliability-centered maintenance is optimum production reliability. And production is reliable when the very best equipment
maintenance practices are consistently and skillfully applied. This means the right parts, the right tools, and the right human talent available…applied the best way possible…as often as possible.
To that end, the philosophy behind creating well-staffed, centrally located Reliability Centers, is to locate the appropriate materials, tools, and craftsmen within striking distance of work, properly prioritized to meet the needs of the business.
Though the philosophy is the same for Pipeline and On-Site plants, the application strategy changes slightly as distance from the RC increases. Basically, the further a plant is from the RC (i.e. – Northern, Southern and Western Zones), the more maintenance work a Plant Manager has to execute locally.
The philosophy hasn’t changed. We will consistently apply the best resources and talent available, wherever they are needed. Determining when they are needed, is the subject of this section. And we will present some general guidelines for the On-Site plants to follow in making that determination.
OS RC vs. PL RC
Responsibilities
Below are some of the differences in types of work typically managed by On-Site RCs, and that managed by the more heavily staffed Pipeline RCs.
On-Site RCs
(Staffed for Major Maintenance)
Pipeline RCs
(Staffed for Major Maintenance & Daily Maintenance) Northern,
Southern & Western
Mississippi River, Hydrogen & Gulf Coast Major Maintenance
Work > $5K 80% of budget
Major PMs, PRs, POs Planning/Approvals Plan, Schedule, and Execute TARs, OHs
Major Maintenance Daily Maintenance Budget Management Planning & Scheduling PMs
PRs & POs
UNIT 1, CH 2
Unit 1
Chapter 2. Large Industries Maintenance Strategy,
ContinuedPL RC vs. OS RC Strategy
Due to their remote locations, On-Site plants must be more self-sustaining in nature and require the Plant Manager to play a larger role in the maintenance process. The resources from which the On-Site plant has to draw are minimal compared to Pipeline plants with RCs close by, so they are required to
perform minor maintenance. Because of the larger role of the On-Site Plant Manager in the process, the On-Site Zone RCs (i.e. – Atlanta, Chicago, San Francisco) are less heavily staffed from the start.
PL RC vs. OS RC Staffing
Pipeline Zone RCs are well equipped and well staffed with technicians and other skilled human resources. They have a greater concentration of assets, so their maintenance budgets are considerably higher. For these reasons, Air Liquide has decided that the RC should manage the daily maintenance for the associated plants, so that the bulk of the resources are consistently applied where the bulk of the costs are consistently generated.
On-Site Zones Pipeline Zones Northern,
Southern & Western
Mississippi River, Hydrogen & Gulf Coast PdM Specialists Planners/Scheduler Reliability Engineers Maintenance Engineers Maintenance Coordinators Equipment Specialists Control System Specialists I & E Technicians PdM Specialists Planners/Scheduler Reliability Engineers Maintenance Engineers Maintenance Coordinators Equipment Specialists Control System Specialists - PLUS -
HV Electricians I&E Technicians Analyzer Technicians Harmony Mech Techs
OS RC
Responsibilities (80/20 Rule)
The best way to describe the relationship between an On-Site RC and one of its plants, is to apply the 80/20 rule. On-Site RCs target management of the work that generates roughly 80% of the costs, leaving the plant to manage the remaining 20%.
Note: Overlap does occur, creating a gray area where the Plant and RC jointly decide how best to manage the work, often based on factors other than cost (i.e. - job requirements, risk, complexity, etc.).
UNIT 1, CH 2
Unit 1
Chapter 2. Large Industries Maintenance Strategy,
Continued
PL RC
Responsibilities
Pipeline RCs target management of 100% of the costs and work of a Pipeline plant because they are geographically closer, often within walking distance. This gives Pipeline plants a much larger talent pool from which to draw allowing them the flexibility to make necessary repairs on a daily basis. Note: For a more detailed depiction of the work order flows for Pipeline and On-Sites please see the flowcharts Appendix I at back of this manual.
PL RC Concept
In 2001 the “One Stop Shop” RC concept was created. (Pictured below) The idea was/is for Pipeline plants to go through the RC for their daily maintenance needs. From creating work orders, to prioritizing, approving, planning and scheduling work, including PMs, TARs, PRs, POs and work execution.
National/ Regional Vendors
National/ Regional Contractors
ALA Warehouse ALA National Resources
Spare Parts Materials Equipment
RC
PLANT 1
PLANT 2
PLANT 3
PLANT 4
UNIT 1, CH 2
Unit 1
Chapter 2. Large Industries Maintenance Strategy,
Continued
On-Site Plant Manager
Most of the discussion to this point has been concerning the Reliability Centers, how they are staffed, their responsibilities to the plants, what they do, etc. What remains to be clarified are the guidelines and instructions for the On-Site Plant Managers. How will they determine when to exercise personal initiative, provide local oversight, and apply local talent?
Risk Assessment
Risk must also be evaluated, when determining whether or not to handle work locally. What is lost if a simple, quick fix, results in a total breakdown…and the manpower is not available to fix it? How likely is this? All things
considered, is this particular risk a reasonable one? In general, the higher the risks, the more likely it is that the RC should manage the work.
Examples of Low, Medium and High Risk Jobs Low
• Instrument calibration • Changing Panel Lights • Changing Oil or Oil Filters
Medium • Repacking Cooling Tower Water Pumps • Exchanger Cleaning
High
• Any Compression Equipment Overhaul • All Turnarounds
• Motor Repairs & Replacements
Complexity Does this work require a complex set of different skills, suppliers and
equipment? Does the plant have the local talent to attempt this repair? Does this repair have the potential to overwhelm the local resources? What is the worst-case scenario, in this regard? Are we prepared for it? In general, the more complex the repair, the more important it is that the RC manages it.
Examples of Low, Medium and High Levels of Complexity
Low • Painting
• Insulating
Medium • Transmitter Replacements • Analyzer Replacements
High • Repair LOX Pumps • Mole Sieve Valve Repairs & Replacement
UNIT 1, CH 2
Unit 1
Chapter 2. Large Industries Maintenance Strategy,
ContinuedOn-Site Plant Mgr. Rule-of-Thumb
Now…understanding the MMP philosophy of placing the right parts, tools and people, on the most critical, most complex, riskiest jobs…and knowing our strategy allows exceptions when certain circumstances exist…How do you as the On-Site Plant Manager faced with an equipment malfunction or breakdown, determine how to proceed? What are your first steps?
Call the RC? Y/N
The OS Plant Manager might use the following as a guideline when deciding whether to handle a specific job locally.
On-Site Plant RC
Routine Tasks Irregular Repairs
Minor < $5K Major >$5K
Simple Tools Complex / Contractor Required
Plant-based PMs National PMs
Requires only a Field Direct PO* Requires a CSM PO (>$10,000)* * Field Direct and CSM Purchase Orders are discussed on pages 40 and 41.
Litmus Test Think of each of the following entries as a very general litmus test. On-Site Plants should ask three questions: Do my plant personnel have the time to do this work? Do they have the tools?
Do they have the talent?
If the answer to any one is “No,” call the RC to discuss.
The Grey Area Understand, these are general guidelines issued to facilitate the decision process. Obviously risk and complexity are subjective…and there will be jobs executed by the RC, which fall below the $5,000 mark and some more expensive jobs executed by the plants. When the guidelines are not sufficient, or unclear circumstances merit involvement of Zone Production Managers and RC Managers, or an even higher authority…requesting that involvement is the appropriate course of action. Resolution is the goal.
Unit 1
Chapter 3. MMP: The Maintenance Management Process
Introduction A couple of years ago, the decision was made to begin redesigning how we do maintenance in the Large Industries Business Unit. The idea was to incorporate industry best practices into our everyday processes and
standardize our procedures. Better, safer practices did exist and we needed to be using them. The initiative was called the Maintenance Management Process, MMP. It incorporates several simple and logical concepts, which will be discussed in this chapter.
Proper maintenance done properly not only promotes safety, quality, and reliability, the inherent efficiency is critical to the bottom line, reducing maintenance costs and building competitive advantage right into the
production process. MMP now provides a solid foundation, upon which we will continue to build and improve consistently. MMP is designed to provide the environment where this consistency is not compromised by positive change and growth. The best working environment facilitates growth, by encouraging personal initiative, and embracing positive change.
Maximo 4i It was realized early on that one of the core ingredients to having a successful Maintenance Management Process is to implement an Enterprise Asset Management System (EAM), formerly known as CMMS, to facilitate and enhance the MMP process. An extensive study was undertaken at Air Liquide to evaluate the current EAM (Synergen) and determine if it would meet the needs of Air Liquide.
The results of the study showed that Synergen would not meet our needs in its current state. Another study was performed to determine if we should invest more money in Synergen to upgrade and achieve the desired results or if we should implement a new system. As a result of this study, Air Liquide chose to implement Maximo in place of Synergen because Maximo is an industry leader, has standard interfaces to Oracle financials, has thousands of
customers worldwide, and would enable us to achieve our MMP vision.
UNIT 1, CH 3
Unit 1
Chapter 3. MMP: The Maintenance Management Process,
ContinuedSolution Workshops
The Maximo project began in 2001 with “Solution Workshops”. The Solution Workshops were an opportunity for future users to give their input on the new system. Many field personnel from both Industrial Customers and Large Industries attended these workshops, which lasted over 4 weeks. The
workshops were designed to bring in a diverse group of employees with a wide range of experience in order to capture the needs of everyone. The workshop gave everyone the first peek at Maximo and an opportunity to give input into the design of the Large Industries Maintenance Management Process (MMP). Once the workshops were completed, all of the issues and suggestions were recorded and the Maximo and MMP Teams began their work. The teams have been working ever since to solve these issues, identify new issues, develop the system functionality, and meet the users needs. This was not always an easy task considering that both the Maximo and MMP team needed to meet the needs of the Pipeline Plants and On-Site Plants, as well as the Industrial Customer’s fill plants, fleet, and field services groups. Each of the above has needs that differ from the others and the system has been designed to meet all of these needs.
Question! How will this affect me?
Questions Answers Will this
mean extra work?
Maybe - A good maintenance process should make life more efficient and effective. If it doesn’t, there is something wrong. You will find that a few things require a little extra attention, but you will also find that the payoff is well worth the extra effort.
Will my job change?
Yes – Almost without a doubt. If you are part of maintenance, your job will change, for the better. Hopefully, you will find that things run more smoothly, efficiently and safely.
What’s in this for me?
You get clear lines of communication, a full understanding of your responsibilities, sufficient authority to do your job successfully, full support, and an expectation of success. Where do I
fit into this?
Read on. The next Unit explains in detail the different roles and responsibilities, which will be key to successful maintenance in the future.
Will there be a test?
Absolutely. Thanks for reminding us.
UNIT 1, CH 3
Unit 1
Chapter 3. MMP: The Maintenance Management Process,
ContinuedMMP: Roles & Responsibilities
Everyone is a key player. In general, the following roles and areas of primary responsibility either already existed or were established to facilitate the MMP process:
Role Primary Responsibilities Plant Tech Identifies work and creates work orders.
Prepares Scheduled equipment for readiness. Coordinator Responsible for assigning labor and
executing the work schedule, provides feedback for work history and financial history.
Planner Plans the work orders, orders materials, notifies scheduler when job is ready to schedule.
Maintenance Engineer Provides technical oversight and cost management.
Reliability Engineer Provides technical review and analysis Specialist Provides specific technical expertise on
select jobs
RC Manager Responsible for RC resources and accountable for the Maintenance Management Process.
Scheduler Creates schedule based on priority, availability of resources and geographic feasibility.
Zone Prod Manager Provides approval and work priority guidance.
Business Unit Leader Provides approval and work priority guidance.
Plant Manager (PL) Identifies work and creates work orders. Jointly schedules work and provides approval and work priority guidance. Plant Manager (OS) Identifies work, creates work orders,
approves work (less than $5,000), executes work, completes work orders.
Maintenance Tech Prepares for readiness and executes work.
UNIT 1, CH 3
Unit 1
Chapter 3. MMP: The Maintenance Management Process,
ContinuedBasic Work Types
There are 2 types of basic maintenance work, scheduled daily, executed according to priority, identified in the Priority field. They are listed below and discussed in the next section.
Work Type Pri Description Planning Preventive 99 Time-based (pre-approved) Pre-planned
3 Emergency No (initial) planning
2 Urgent Immediate planning
Corrective
1 Normal Routine planning
Turnaround Work
Additionally, there is Turnaround work. A turnaround is typically a project of relatively short duration, encompassing work of pre-determined scope, addressed in a pre-determined time frame. The associated work orders are identified with a Y (yes) in the Turnaround field. Turnaround work orders are not executed according to priority, and in fact, the priority field is understood to mean relative importance (when compared with other TAR work orders), rather then execution priority.
Work Type Pri* Description Planning Turnaround 1-3 * Major Maintenance Projects Extensive planning
* Priority = Relative Importance on Turnaround Work Orders
Health, Safety, Environmental, Quality
It is relatively common to find special work types identified in the priority field. It might mean “S” for Safety work, or “E” for work that has
Environmental impact. Placing this in the Priority field is a mistake, because the ability to prioritize is then lost.
How does one differentiate between an emergency safety-related work order and a routine safety-related work order? Or how would one identify a work order, which addresses Safety and Quality concerns?
To avoid this pitfall, Air Liquide identifies Health, Safety, Environmental and Quality related work orders by marking any box (or combination of boxes). Any work order can have (or not have) Safety ramifications, Environmental impact, can influence product Quality, and/or have Health implications.
UNIT 1, CH 3
Unit 1
Chapter 3. MMP: The Maintenance Management Process,
Continued
MMP: Functional Steps
The Maintenance Management Process is comprised of several functional steps, or procedures, which together define and coordinate the work process efficiently, from identifying the need through completing the work, with final emphasis on feedback and continuous improvement. The briefly described steps below are expanded upon in Unit 1.
Functional Step Description Identification &
Prioritization
Maintenance need is recorded electronically and described. The necessary information (location,
requester, urgency) is recorded and the work order is sent to planning.
Planning & Estimating
What is needed? How is this work best completed? What will this cost? The Planner takes a rational look at what is needed especially in labor and material resources. This is especially important for scheduling purposes. Financial
Approval
Planned work is sent to the appropriately authorized entity for financial approval or rejection. A plan of action has already been determined and the estimated is known. All things considered, is this something we want to do? Procurement Once the plan is approved, the planned purchases and
labor commitments can be made. Work cannot be done until the parts arrive. The urgency in expediting the parts depends on the urgency (priority) of the work order. Scheduling Scheduling, the actual placement of work on the schedule,
occurs only when appropriate resources are available, and is done primarily by priority and geographical feasibility. Executing &
Reporting
Work is performed. Special instructions or information is included in the electronic and printed work order.
Electronic feedback from the technician is also recorded. Was the plan correct? What should be changed? How was if found? How was it left? Failure mode info. Continuous
Improvement
Future plans are adjusted. The planner gets a better feel for repetitive repairs. ‘Bad Actors’ are identified and efforts are focused more efficiently. Actual costs and adjusted projections are used, improving the accuracy of future budgets. A larger percentage of the work is preventive and predictive and emergencies are less common, making the workload more predictable.
UNIT 1, CH 3
Unit 1
Chapter 3. MMP: The Maintenance Management Process,
Continued
The MMP Flowchart
Notice in the flowchart below that there are four distinctly different routes the work order can take:
• Normal Maintenance – (Green) The work order visits every block, including the planning and scheduling backlog.
• Urgent Maintenance – (Tan) The work order does not pause in either backlog, but is fast-tracked through planning and scheduling.
• Preventive Maintenance – (Blue) Skips all blocks except Scheduling and Execution (i.e. - because it is already approved and planned at inception).
• Emergency Work – (Red) Goes immediately to Execution, and then Approval is sought after work has begun (dotted line).
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Planning Backlog Scheduling Backlog The Abbreviated MMP Flow
Please observe the modified chart below. You will be seeing a lot more of it. In fact, this depiction of the MMP process is at the top of every page
throughout the next two units as a reminder to step back and consider the whole picture, while learning the details. The next unit explains each
functional step of MMP in detail. Remember to keep things in perspective, as you follow along.
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal
Unit 1
Chapter 4. Maximo Enterprise Asset Management (EAM)
Introduction What is Enterprise Asset Management? Specifically it is the coordinated effort to make the purchase and maintenance of production equipment as cost effective as possible. It’s a work order system, for sure…and it’s also an inventory system, a purchasing system and a maintenance financial system. It’s Maximo 4i, the Enterprise Asset Management System.
What the maintenance software industry used to call Computerized
Maintenance Management Systems (CMMS) they now call Enterprise Asset Management (EAM). This happened when huge Enterprise Resource
Planning (ERP) packages, like SAP and Oracle, moved into the neighborhood and CMMS found itself competing for survival.
It was felt that EAM better described the scope of function attainable and benefits gained…both in conjunction with these larger packages (as bolt-on functionality)…and instead of the larger packages, based on ability to market best of breed status, as an independent, stand-alone package.
The competition has effectively raised the bar in maintenance management. EAM systems of today are vastly improved versions of their predecessors, offering thin client capability, handheld technology, superb financial integration and reporting functionality unheard of only a few years ago
How Did We Pick Maximo?
We enlisted the help of an independent third party consultant to visit all of the major CMMS/EAM vendors, putting their best people to the test, to see how their software could handle our requirements. We were pretty demanding. We wanted a system that could handle not only the unique business processes we have at ALA, L.P., but could also manage our geographical constraints. We wanted a powerful system, that could link an entire country via the internet, and interface with our Oracle financials, but we wanted it to function on a palm pilot if required.
We wanted a system substantial enough to integrate multiple business units, conducting different types of businesses under totally different rules. We needed to be able to link hundreds of customers, thousands of equipment items, tens of thousands of parts…into a single database. But we wanted even the casual user to find it straight-forward and User Friendly.
UNIT 1, CH 4
Unit 1
Chapter 4. Maximo Enterprise Asset Management (EAM),
ContinuedHow Did We Pick Maximo?
(Cont’d…)
Maximo 4i was consistently rated the best by trade magazines, surveys and individual evaluation. We found it is very compatible with Oracle and is, in fact, an Oracle preferred partner. We visited MRO Software, the company who markets Maximo 4i, and we put them to the test. We found Maximo to be powerful, simple, well-integrated, easy to use, well-known, highly-rated, Oracle compatible, and it fit the needs of Air Liquide.
What Can Maximo Do?
Maximo gives everyone better visibility and control of maintenance: the processes, the tools, the assets, costs, etc. Asset maintenance costs can be difficult and sometimes impossible to ascertain in the absence of an EAM system with links to the financial system. Maximo has an important role in this improvement process since it will give us the cost information we need in order to improve maintenance and reliability.
Maximo EAM System offers: Resulting in: Complete visibility of the scheduling
of normal and preventive maintenance, and capital projects.
Reduced maintenance costs due to better inter-dept. coordination Increased equipment availability Materials management resulting in
inventory levels tuned to maintenance operations.
Optimization of materials to operational requirements Costing of equipment, capital projects,
and individual work.
Transparent cost management Better maintenance decisions Integration of skills availability into
the maintenance planning process.
Maximum utilization of the available skill base
Who Else Uses Maximo?
Companies you know in all different business sectors, a very few of which are listed below:
Business Sector Company Consumer Electronics Intel, Hewlett Packard, Motorola
Distributors & Manufacturers Rockwell, Owens Corning, SKF, WESCO, Trane Food and Beverage Coca-Cola, Nabisco, Heineken
Automotive General Motors, Ford, Toyota, Volvo, Honda Pharmaceutical Merck, Abbott Labs, Bristol-Myers
Oil & Gas / Chemicals BOC Gases, Chevron Texaco, ExxonMobil
Federal NASA, CIA, FAA, Dept of Defense
UNIT 1, CH 4
Unit 1
Chapter 4. Maximo Enterprise Asset Management (EAM),
ContinuedAnd What Do THEY Say?
They basically say the same things we do. Overwhelmingly, people that USE Maximo…LIKE Maximo. Once we began the implementation process, we started bumping into other companies who, like us, were implementing Maximo. We visited the MRO World annual conference, examined other implementations already live on Maximo 4i. Overwhelmingly, we found people (from mechanics to managers) were very happy with their choice of Maximo 4i. Many of them had recently abandoned the major CMMS / EAM vendors we had already crossed off our list.
What’s Next?
Now you know a little about MMP and a little about Maximo. In the next Section, you can read how we will use MMP and Maximo to improve the bottom line, streamline the maintenance process, cut costs and make Air Liquide a safer more efficient place to work.
Unit 1
Chapter 5. The ALA / Maximo Implementation
Introduction: MMP Meets MAXIMO
The decision to support the MMP philosophy with Maximo 4i technology is a sound one. MMP is fueled by data, reams of data. It requires
standardization, adherence to best-practice, and a commitment to process-driven efficiency. Maximo is a huge data management tool, and it is a software program that actually enforces standardization, facilitates adherence to best practice and is built on process driven efficiency.
The Big Picture
If you can imagine the shuffle that takes place every single day, to coordinate and correctly execute all the maintenance tasks, done by all employees, with all the required parts, affecting all equipment, all over the country, then you can understand why a standard business process is warranted. Enter MMP, Air Liquide’s Maintenance Management Process for Large Industries.
Now, imagine an asset management software tool, designed with one mission - to support your business rules, facilitate your decisions, recognize your requests, and expertly carry them out for you, time after time, with perfect precision – and you have Maximo 4i, a tool that does this extremely well.
The Solution Workshop
Merging the MMP philosophy with the Maximo Enterprise Asset System, addressing gaps and issues, identifying challenges and opportunities, is no small task. As previously mentioned, we held solution workshops. Basically, that means assembling employees from all over the country at a central location, to execute and re-execute business procedures. We identified issues and concerns, discussed possible solutions, learned, re-discussed and
documented…everything.
What immediately became obvious was not just that there were many problems…but that our employees were already aware of them…and many had been successfully dealing with them for years. Furthermore, our
employees were very adept at identifying opportunities for improvement and when offered the chance to make things better, their contribution was
invaluable.
Unfortunately these solutions were developed individually and often conflicted with each other. We feel extremely confident that with the information and assistance provided by our employees, we can make great strides toward continued improvement.
UNIT 1, CH 5
Unit 1
Chapter 5. The ALA / Maximo Implementation,
Continued
Configuring Maximo
Configuration is a systematic and controlled modification process. It involves lots of documentation and it is very complex, time-consuming and tedious. The following must be done for every single change:
Function Description Define User
Requirements
It must be spelled out explicitly in plain English, why this change is important. There must be a User Requirement for every change made to the system. Write Functional
Specifications
How will this be done in the program? Is it a code change, a screen modification, a database change? This is similar to the User Requirement, but is a technical specification, written in technical terms. Configure Changes Execute the change to the system according to the
Functional Specification. Document New
Functionality
Usually this means modifying the existing
documentation to reflect how the functionality has changed.
Test Configuration Retest the system to make sure it functions as desired. Are other areas impacted? They must be re-tested also. Approve
Configuration (Sign Off)
All the documentation must be reviewed, the test results must be captured, and the new configuration must be approved.
FDA Validation Because we handle certain products that are used in medical service, much of what we do must be
validated. Basically, the FDA wants to know that we took a systematic and rational approach to modifying Maximo (and it therefore still works properly). FDA Certification This means everything is validated, and our
implementation of Maximo is certified for use in Medical sites.
Optimizing Maximo
All of the above was mentioned just to say this: Although modification is neither a small thing nor a simple process, it is about change. It’s about re-evaluating and re-configuring and constantly improving. Maximo was rolled out early this year as a tool to help us get moving in the right direction. Three major components that were missing were the purchasing interface, the requisition approval process, and the work order approval process. But we didn’t let that stop us. And now the foundation is in place.
UNIT 1, CH 5
Unit 1
Chapter 5. The ALA / Maximo Implementation,
Continued
Optimizing Maximo
(cont…)
In Phase II, we will be adding the missing components. Maximo Requisitions will be functional. Workflow will automatically route work order and
requisition documents for proper financial approvals based on approved spending limits.
As with any system, we felt it would be prudent to revisit the Maximo configuration, and the MMP process before implementing Phase II. Therefore, an MMP Optimization Team was formed to take a look at the current process and the existing configuration and identify areas where it could be improved.
In October 2002, an Optimization Team reviewed over 100 recommended improvements and found many could be grouped into a few MMP design changes. These improvements streamlined and simplified Work Order priorities and statuses. Many other problems were solved by making simple changes to screens and tables within Maximo. As a result, you should find both MMP and our Maximo configuration more efficient and user-friendly.
The Maximo Evolution
The Maximo and MMP solution will continue to evolve over time as the organization changes and evolves. The system will undergo continuous improvement and optimization to enhance its effectiveness and ability to meet the needs of the users.
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal
Unit 2: The Maintenance Management Process
Production Tech PL Plant Manager OS Plant Manager Maintenance Tech Maintenance Coordinator/ Supervisor Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Management
Introduction
Overview This unit describes the Air Liquide Large Industries Maintenance Management Process (MMP), beginning with a short introduction, and following up with a descriptive section on each MMP Functional Step. Students familiar with MMP should consider this an opportunity to review.
Header Flowchart
Notice that the very basic flow at the top of the page contains functional blocks for each step in the Maintenance Management Process. There is a similar flow at the top of every page in this unit. On the next page, the “Identify and Prioritize” block is highlighted, and it’s no coincidence that just below that, the section title is “Work Identification and Prioritization”. This highlight changes appropriately as the topic changes, so that the reader will always know where we are in the Maintenance Management Process.
Responsibility List
In the right margin is a list of MMP responsibilities/roles, from Production Tech to Plant Manager. As the Functional Steps of MMP are being
discussed, the roles and responsibilities under discussion will change. Different people will be involved. A technician will finish a task and a planner will begin one. The appropriate role/responsibility will always be highlighted at the right, just as “Planner” is highlighted on this page, so that the reader will always know who we are in the Maintenance Management Process.
Customer vs. Partner Relationship
So how does maintenance relate to operations? What is our relationship? In some ways, maintenance is the vendor and operations is the customer. But is
his the extent of our obligations? No. t
We understand that operating and maintaining a plant requires teamwork. We
cooperate in generating and adhering to a daily schedule. Maintenance is responsible for work and job readiness. Operations is responsible for
equipment readiness. We work together within the budget allotted to prolong the life of the equipment assets, cooperating to prioritize rationally,
communicate continuously, and work efficiently in unison.
We work in unison…through teamwork, responsibility, cooperation, and continuous communication. We are partners in the MMP process.
UNIT 2, Introduction
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OS Plant Manager Maintenance Tech Maintenance Coordinator/ Supervisor Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive
Unit 2
Introduction,
ContinuedRACI Matrix The following Simplified RACI addresses the Roles and Responsibilities of personnel involved in the MMP process and defines each relationship, as it relates to Maintenance and Reliability of plant equipment.
• R = Responsible • C = Consulted • A = Accountable • I = Informed Maintenance Reliability
Simplified RACI
Ma int Mg mt Pro cess Cre ate W ork Ord ers Pla n W os Ap pro val Pro cure Ma teri al Re ceiv e M ate ria l Sch ed ule W os Ass ign W ork Pre pare Eq uip me nt & Pe rm its Co mp lete W ork Sa fety Act iviti es Ma inte nan ce R epo rts Co st C ontr ol/B udg et P rep ara tion s RC FA s RC M A naly sis MO Cs PM s PM Jo b P lan s Pd M D ata co llect ion Pd M D ata An aly sis CB M A ctio n Ite m Wo s BUSINESS TITLERC Manager A R C A C R I I R/A R/A R/A A A R A I A C/I A
Maintenance Engineer R R R R R I R I I R/A R R R R R R R R R R
Reliability Engineer R R C C I I C R I C R R R R R/A R R/A R
Maintenance Planner R R/A I R/A R C R I R R R C R
Maintenance Scheduler R R I I I A R/A R I R R R C/I R C R C
Maintenance Coordinator R R R I R R C R/A R R R I R C C/I R C R R
Maintenance I&E Supervisor R R R I R R C R/A R R R I R C C/I R C R R
Maintenance Specialist R R R R R I I I R R C R C C C C C C
Production Tech R R C/I R C/I I C/I C/I
Plant Manager (Pipeline) R R/A C/I R C/I R I A C/I R I R C/I R A R I R I R
Plant Manager (On-Site) R R/A C/I R C/I R R I A R R I R C/I R A R I R I R
The MMP Flowcharts
Before continuing, please study and understand the flowcharts in the Appendix and visit the “Large Industries Maintenance Strategy” section of the Introduction. Much of the MMP process was created to facilitate the differences in the Work Order Process for Pipeline Zones and the Work Order Process for the On-Site Zones.
Note that the simple flowcharts depicted in the header of each page, while similar to the flowcharts mentioned in the Introduction, and those shown in Appendix, are by no means complete. They are extremely general and should be used as a very basic reference only.
UNIT 2, Chapter 1
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OP Plant Manager Maintenance Tech Maintenance Coordinator Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Identify & Prioritize Maintenance Planner Maintenance Coordinator/ Supervisor Maintenance Tech OS Plant Manager PL Plant Manager Production Tech Maintenance Scheduler Maintenance Engineer RC Manager
Unit 2
Chapter 1. Work Identification and Prioritization
Introduction The first step in MMP is Work Identification and Prioritization. For
consistency, this is done the same way every time. Understand, however, that the same person may not do it every time.
You will notice that the “Identify and Prioritize” block is highlighted at the top of the page, but quite a few role/responsibilities are highlighted in the right-hand margin. This is because many people can create a Work Order. Day to day operations lead to identification of maintenance needs in the plant. Some jobs require a work order and others do not. There are simple
guidelines to follow that will help the user decide if the work order is necessary. They are listed below.
What is a Work Order?
Before we get into when and when not to create a work order, lets make sure we understand just what exactly we are talking about when we use the term. A work order…is a transportable (in this case, electronic) document, which holds all the information necessary to describe a maintenance need, and the supportive data to have that need efficiently addressed by the appropriate personnel.
Parts of the Work Order
A work order, electronic or otherwise, will typically contain the following pertinent information:
Part Function
WO Description What the person creating the work order desires from maintenance. It may or may not be technical.
(Investigate loud noise, fix leak, etc…)
WO Priority The urgency of the request. How important is this?
Created On This is very important. The “Created On” date plus the
“WO Priority” are needed to schedule work.
Created By Who created the work order? This is the person to
contact if questions exist concerning the work order
UNIT 2, Chapter 1
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OP Plant Manager Maintenance Tech Maintenance Coordinator Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Identify & Prioritize Maintenance Planner Maintenance Coordinator/ Supervisor Maintenance Tech OS Plant Manager PL Plant Manager Production Tech Maintenance Scheduler Maintenance Engineer RC Manager
Unit 2
Chapter 1. Work Identification and Prioritization,
Continued
Parts of WO (cont’d…)
A work order, electronic or otherwise, will typically contain the following pertinent information:
Part Function
Location Where is the equipment item physically located? How does
the technician get there? Perhaps the Location number is a logical identifier or perhaps the description contains the location information.
Equipment # The unique equipment identifier, Air Liquide equipment
number. This number will stay with the equipment item even when it is not installed. It belongs to the equipment from cradle to grave. No two equipment items can have the same number. It is similar to a serial number.
GL Account Who pays for the work? This is stated right up front, so that
purchases from the warehouse, or from an external vendor, or just for plant labor, can be charged appropriately.
Job Plan The heart of the work order. The Job Plan (or task list, or
operation steps, etc.) contains the steps necessary to address the identified maintenance need.
Work Order Required
A work order is required under certain conditions. The following chart summarizes when a work order is typically created.
A WORK ORDER is required if any statements below apply:
Examples:
An outside contractor is used. Work History is desired. Financial History is desired. Work is Preventive Maintenance. Work requires parts from warehouse
stock, or externally procured parts (exceptions exist)
A Pump Reseal (history, permit, parts) Change Air Filter
(PM, parts)
Hydroblasting (contractor) Shop clean all day
(labor - financial history) Continued on next page
UNIT 2, Chapter 1
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OP Plant Manager Maintenance Tech Maintenance Coordinator Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Identify & Prioritize Maintenance Planner Maintenance Coordinator/ Supervisor Maintenance Tech OS Plant Manager PL Plant Manager Production Tech Maintenance Scheduler Maintenance Engineer RC Manager
Unit 2
Chapter 1. Work Identification and Prioritization,
Continued
Work Order Not Required
Usually multiple conditions must be true for a work order not to be
appropriate. The following chart identifies some events, which typically do not merit/require a work order.
A WORK ORDER
may not be required if: Examples:
Work is routine/unskilled -and-
Cost is insignificant -and-
Parts are not required -and-
History is not important
SOPs Daily Rounds Housekeeping Add Oil to Equipment Tightening Packing Gland on Manual Vlv. Light Bulb change, etc… Rule of Thumb
It is not always easy to decide whether or not to create a work order. Often it is a judgment call. Typically, as the complexity and/or cost of the job
increases, or more entities become involved, the probability that a work order is warranted also increases. If you are unsure, write a work order.
Basic Work Types
As previously stated, there are 2 types of basic maintenance work, scheduled daily, executed according to priority, identified in the Priority field. They are listed below and discussed in the next section.
Work Type Pri Description Planning
Preventive 99 Time-based (pre-approved) Pre-planned
3 Emergency * No (initial) planning
2 Urgent Immediate planning
Corrective
1 Normal Routine planning
* Call RC, if required
UNIT 2, Chapter 1
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OP Plant Manager Maintenance Tech Maintenance Coordinator Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Identify & Prioritize Maintenance Planner Maintenance Coordinator/ Supervisor Maintenance Tech OS Plant Manager PL Plant Manager Production Tech Maintenance Scheduler Maintenance Engineer RC Manager
Unit 2
Chapter 1. Work Identification and Prioritization,
ContinuedEmergencies Notice that neither of the two identified types of work on the previous page were emergency work. There is a reason for that. Emergency is not a work type. It is a priority type. It expresses urgency only. It says nothing about which procedure to use, or how costs will be accrued, or how to proceed. It just says, “Whatever you’re going to do, do it now!”
Additionally, how important is an “emergency” once it is determined that the parts won’t arrive for 3 more weeks or the broken down equipment will be scrapped and another plant will make up the lost production.
In both cases in the last paragraph, the urgency went away before the job was completed. As long as emergency is just a priority, it can be downgraded when required. If special emergency work orders are created, how will we know when the emergency has passed? Creating a new work order is not feasible. Answer: Downgrade the priority.
Planning Emergency Work…
Question: How do we plan emergency work?
Answer: The same way we plan ordinary work (all except for day one). On day one, we mobilize equipment, tools and people and we attack with a vengeance. But what about day two? We’ve got a 24-hour head start on day two. That head start can be used for planning, right?
Question: Don’t we treat EMERGENCY work differently? Don’t we skip planning and go straight to execution?
Answer: Yes…Absolutely…And if the RC is involved, they should be contacted BY PHONE IMMEDIATELY…On day ONE…But emergency does not mean no planning. It just means start quickly…then PLAN DAY TWO…and beyond…
UNIT 2, Chapter 1
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OP Plant Manager Maintenance Tech Maintenance Coordinator Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Identify & Prioritize Maintenance Planner Maintenance Coordinator/ Supervisor Maintenance Tech OS Plant Manager PL Plant Manager Production Tech Maintenance Scheduler Maintenance Engineer RC Manager
Unit 2
Chapter 1. Work Identification and Prioritization,
Continued
Preventive Maintenance
A PM (Preventive Maintenance activity) is a prescribed maintenance task done on a frequency or condition, to a designated equipment item. Typically, PM work orders are generated automatically by a CMMS or EAM program. At Air Liquide America, that program is Maximo 4i. Typically, PM work orders costs are approved in advance.
There are two times the average user will encounter a PM. First, when the PM is due and a work order has been created directing a technician to execute the task associated with the Equipment item it references. This might be your job if you are a maintenance technician, or you might be asked to tag out a piece of equipment for a PM if you are an equipment operator, or you might be asked to sign a safety permit if you are a supervisor.
The other time you might encounter a PM is when you ask that one be
created. If you find yourself doing the same job over and over, or are writing
the same or similar work order for the same equipment item on a regular frequency, you might request a PM work order instead. You would make this request to the RC.
The PM Work Order
It is not the intent in this section to explain the use of Maximo 4i. This will be done in the next unit. But having a basic understanding of PM
fundamentals is necessary at this point for understanding the Air Liquide Maintenance Management philosophy.
Essentially, a corrective work order and a preventive maintenance work order are identical once both are approved. They have essentially the same
information, and function exactly the same way. The visible differences are the PM number, the Priority (99) and the Work Class (PM).
There is a big difference however. It has to do with approvals and information origination point. In the corrective work order, everything is done manually, including approval. In the PM work order, both the data and the approval are obtained automatically from the PM Template.
UNIT 2, Chapter 1
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OP Plant Manager Maintenance Tech Maintenance Coordinator Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Identify & Prioritize Maintenance Planner Maintenance Coordinator/ Supervisor Maintenance Tech OS Plant Manager PL Plant Manager Production Tech Maintenance Scheduler Maintenance Engineer RC Manager
Unit 2
Chapter 1. Work Identification and Prioritization,
Continued
Exploring The PM Work Order
If you read “Parts of the Work Order” earlier in this section, the definitions of the following work order parts are already understood. In the chart below, the origin of the information is shown for each order type. This is the major difference in the PM work order and the normal work order. Notice how much information is NOT entered manually when the work order is created from a PM Template with Job Plan.
Normal Work Order vs. PM Work Order (Where does the information originate?) Work Order Part Single Normal Work Order Many Repetitious PM Work Order(s) WO Description Entered by WO Creator
WO Priority Entered by WO Creator
Created On Default info when WO Created
Created By Default from WO Creator Logon
Location # Entered by WO Creator
Equipment # Entered by WO Creator
GL Account # Default from Equipment or Location Record
Job Plan Entered by Planner
Automatically from PM Template and
Job Plan
UNIT 2, Chapter 1
Identify & Prioritize
Plan
& Estimate Approve Procure Schedule
Execute & Report Emergency Prev. Maint. Urgent Normal Production Tech PL Plant Manager OP Plant Manager Maintenance Tech Maintenance Coordinator Maintenance Planner Maintenance Scheduler Maintenance Engineer RC Manager Zone Production Manager Maintenance Manager Executive Identify & Prioritize Maintenance Planner Maintenance Coordinator/ Supervisor Maintenance Tech OS Plant Manager PL Plant Manager Production Tech Maintenance Scheduler Maintenance Engineer RC Manager
Unit 2
Chapter 1. Work Identification and Prioritization,
ContinuedTurnaround Scope Matrix
Starting in 2003, Air Liquide will be using the Turnaround Scope Matrix. Each Work Order will be tested against this matrix to determine if it should be included in the turnaround scope.
P1 P2 P3 S1 S2 S3
Work Item Necessity
M ust Do
Should Do
Could Do
TAR Scope Categorization Matrix
Shutdow n Requirement
Total Plant Plant Subsystem Equipment Item Only E1
E2
E3
Definitions of work items are as follows: Must Do This is required by law, code or written policy & is
necessary to address a known safety or environmental hazard, & also needed in order to re-start the plant.
Should Do This corrects a known failure mode that is measured or
predicted to go to failure before the next expected outage. It is also needed to meet defined production requirements (quantity or efficiency) at start-up & until the next expected outage. It is necessary to meet the defined objectives of the Outage or TA & is part of a defined, approved & funded improvement program.