- 1.Measuring and Improving Maintenance Performance Salih O. Duffuaa Systems Engineering Department King Fahd University of Petroleum and Minerals
2. Presentation Plan
- Evolution of Maintenance Management
- Key performance indicator
3. Role of Maintenance
- Maintenance is defined as the combination of activities by which equipment, assets or a system is kept or restored to a state in which it can perform its designated function. It is an important factor in product or service quality and can be used as a strategy for successful competition
4. Introduction 5. Maintenance Versus Organization Objectives
- The objectives and goals of an organization depends on the organization state, strategy and type of business. Some objectives are
- Meet or exceed customer satisfaction
- Maximizing profit, Meet set targets
- Meet set safety standard,
- Does Maintenance affect these goals ?
6. Evolution of Maintenance Management
- Prior to 50 th : Necessary evil
- 50-70 : Preventive maintenance
- 70 th : Life cycle costing, RCM and Productive maintenance.
- 9oth-date: Strategic view of maintenance
7. Why Measure
- What can be measured will be
- What can be measured can be assessed.
- What can be measured can be managed.
- What can be measured can be improved.
8. Measuring Maintenance Performance
- What to do with measurement output?
9. Continuous Improvement Develop Measurement System(1) Evaluate Maintenance System(2) Identify most deficient areas(3) Identify root causes of deficiencies(4) Develop and implement corrective and preventive actions(5) 10. Measurement System
- Benchmarking ( can be utilized by both)
11. Structured Audit Approach
- Standard for the audit ( factors for audit)
- Organization of the audit
- Expected out put of the audit
12. Structured Audit
- The American Heritage Dictionary defines audit as:an examination of records or accounts to check their accuracy.
- Thomas and Henke (1989), Auditing is a process in which one person verifies the assertions of an other.
- Carmichael et al (1996), defines audit as : Auditing is an independent investigation of some particular activity.
- (http://www.columbia)defines an audit as a formal or official examination and verification of the activities of an organizational unit, system, function, or other aspect of the organization's operations. It may include a review of (1) economy and efficiency of operations; (2) effectiveness in achieving program results; and (3) compliance with laws, regulations, and other rules. The audit results in a written report
13. Standard for the Audit
- Factors/activities to be examined.
- Standard for each factor.
- Aggregation of sub-factors and factors.
14. Audit Factors
- Maintenance mission and objectives
- Alliance of process with mission andobjectives.
15. Audit Factors
- 2. Organization and staffing
- responsibilities and supervision
16. Audit Factors
- 5. Management control and budget
17. Audit Factors
- 6. Work order planning and scheduling
- Work order system and procedures
- Emergency & shutdown scheduling
- 7. Facilities and resources
- 9. Preventive maintenance and equipmenthistory
- 1o. Engineering Condition monitoring
18. Audit Factors
- 11. Information technology
- 12. Performance analysis and appraisal
- 13. Safety in maintenance
- 14. Maintenance and the Environment
- The audit program we are using has 90 questions distributed over the above 14 main factors.
19. Audit Plan and Execution
- Examine the audit program to reflect plant special characteristics.
- Form audit team from consultant in plant personnel.
- Corrective and preventive actions.
20. A case of a Process Plant in Saudi Arabia : Audit Raw Score 21. Factors Weight Using AHP 22. Audit Analysis 23. ABC on the Table 24. Improvement Actions
- Factor 2: Organization and Staffing
- Document procedures for PM
- Supervisor technician ratio
- Establish a suitable planner-worker ratio.
- Decentralize some of the maintenance activities.
- Factor 13:Safety in maintenance
- Include safety within maintenance process
- Training program for maintenance personnel.
25. Performance Measures
- An alternative or integrated approach with structured auditing ?
- It links processes to objectives.
26. Performance Measures
- There are literally hundreds of potential indicators
- Appropriate indicators depend on many factors, such as
- Level in the organization to use the information
- Existing data collection systems, and how easily modified
- Staff availability to develop/maintain systems
- Demands of managers &teams for the information, and their level of sophistication (foreman vs. MBA)
- Frequency of reporting also is situation dependent
- Stratification options by plant, department, machine, product line, etc., are important
27. Managerial Classification
- Macro-indicators(for upper management, primarily)
- Micro-indicators(for lower levels of management)
28. Macro Indicator
- maintenance expense dollars as a percent of replacement asset value.
- maintenance expense dollars per unit produced
- maintenance expense dollars as a percent of plant controllable expenses
- regulatory compliance indicators
- maintenance budget compliance (budget vs. expense)
- monthly expense dollars (by equipment type)
- percent overtime (3-9% sometimes cited as ideal)
30. System Classification
- Input Measures Primarily Cost Measures
- Within The System Measures
31. Input Measures
- Input Measures are Mostly Related To Cost
- Labor : Cost of trades, semi-skilled etc