The Benefits of Practicing Enterprise Risk Reduction

Risk management is a pervasive tool which can be employed by both production and maintenance groups as a basis for communicating a perception and to use a priority-setting tool in the absence of detailed information. Used correctly, the quantifiable description of risk such as a risk level or safety index, can streamline work and consequent investment to provide that work. This paper describes a simple approach to quantifiable risk assessment which can be tailored for smaller companies and form the basis for more sophisticated approaches by larger organisations. Examples and systems are provided as to how the recognition of risk can be exploited in optimising maintenance systems.



Spare Parts Optimisation in Maintenance Improvement

The management and associated costs of inventory is an area of increasing concern. In the case study presented in this paper, considerable effort was allocated to managing the stores holdings in a cost effective way. The task remains to continually balance the investment in holdings versus avoiding costs due to not having a spare immediately available. A risk based approach was adopted to assign a level of criticality to a spare to determine whether or not to continue holding it. However, even after establishing a criticality system, it was proven necessary to implement an ongoing audit process which refreshed the required holding levels.



Risk Management Versus Cost Management

This paper describes the necessary trade-off between risk management and cost management in a modern, performance-based maintenance contract. Risk management is achieved by an effective, procedural-based PM system implemented using a scheduling process and observing a previously developed resource plan. Through competitive tendering, the resources available to implement this plan are lean – the primary cost driver in such contracts being the scheduled labour commitments. As a consequence, a maintenance strategy needs to be clearly established that sets out the task areas for the work force, and then drives a detailed maintenance plan, which in turn drops cards into the regular schedule. A case study describing this process is included where the bulk of the work is made up of PM tasks with little allowance required for corrective maintenance.



Quality Manual for Maintenance

A quality document for maintenance was developed to assist project managers for a contract maintenance provider to understand the requirements for the delivery of their services. The manual was intended to form part of the quality system of the company, bridging between the general procedures observed under ISO9000 and the day-to-day running of the operation. The methods and systems incorporated into the document cover work flow, reliability analysis, inspections, the CMMS and financial management.



Predictive Maintenance Activities in the Context of a Maintenance Strategy Review

This paper presents material associated with assessing the effectiveness of a variety of condition monitoring approaches within the context of a predictive/preventative maintenance strategy. It promotes the concept that earlier thinking on the application of RCM may need to be assessed in the light of the growth of lower cost predictive maintenance and life forecasting technologies, and hence whether or not primary outcomes of tools such as FMECA need to be further skewed to embrace more fully the details and attributes of various life assessment possibilities. The application of RCM Turbo as an automated/semi-electronic diary approach to employing RCM is tested for relevant aspects such as the application of its criticality scores to assigning equipment criticality rankings within the maintenance system, thereby assisting the scheduling and prioritization of predictive maintenance tasks.



Managing the Partnership Between Service Provider and Client for Maximum Results

This paper summarises recent experiences in developing effective working relationships between clients and the contracted maintenance service providers. The work is drawn across a range of industries including manufacturing, utilities and facilities, with remarkably similar issues being common to all. The emphasis on improvement requires three key attributes in the day-to-day working relationship: a vision for improvement, resource plans to achieve the goals set, and clear measurements that mark progress. It is also necessary to appreciate that in this arrangement, the client organisation has a clear responsibility to contribute, as does the contractor: success is only possible through a well understood, clearly measured teaming between the organisations.



Maintenance Improvement Strategies

A maintenance improvement strategy is presented in this paper which has been applied in a number of companies, with each of its elements tested for individual effectiveness and for its contribution to the whole program. It focuses on two key issues: the operations/maintenance interface, and the need for detailed technical information on the condition of equipment to optimise maintenance decision making. The strategy has three early elements: an audit, a workshop for combined operations and maintenance personnel and a preliminary roll-out of tasks. The strategy fits within a cohesive model which has three principal lobes: condition-based maintenance, strategic planning and optimisation for operations scheduling.



Maintenance Audits

This paper is intended to provide the reader with the basic understanding of necessary techniques to conduct an internal review of maintenance effectiveness. The technique of information mapping is described, which is intended to assist with analysing internal relationships or relationships between operations client and maintenance service provider. The need for a quantitative approach for the audit is described and a simple five point ranking is discussed with case study examples.



Informed Maintenance Planning

The starting point for improving maintenance planning is the establishment of a maintenance policy which embraces a work flow system, various techniques in monitoring reliability and work practices, and anticipates plant problems rather than reacts to them. This means that the company has a commitment to sustaining an information base which requires accurate data collection, effective management and timely disbursement of reports. The planning has to be reasonable, considering the level of available resources and the speed with which they may be dispatched.