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.



Improving Return from Maintenance

This paper is a contribution to the principal issues in formulation maintenance strategy and the integration of resources to conducting a wide range of tasks. The strategy relies on the implementation of rigorous systems and the use of information technology for decision support. An aspect of maintenance support is value add work where asset performance is to be enhanced through related studies, such as the case in this paper which focuses on the exploitation of inspection data and life forecasting.



From Reactive Maintenance to Proactive Preventative Maintenance System

A maintenance system is presented in this paper that has been implemented in a number of companies. The system has four key elements. The first element is specifying all equipment to be maintained in a hierarchical system, covering issues such as criticality of equipment. The second element is development of an efficient but comprehensive maintenance procedure database. The next key element is provision of a master maintenance schedule that ensures all registered equipment is covered by an appropriate procedure. The last element is implementation of the maintenance system through load-up to a computerized maintenance management system (CMMS) of choice. The main outcomes from introducing the proactive preventive maintenance system includes moving the site from breakdown maintenance to preventative maintenance, ensuring that all statutory compliance obligations are met, eliminating
frequent causes of loss of reliability and reducing the cost of maintenance.