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Building a Robust Global Asset Management System: People, Partners, and Processes

Dale Uitto, CMRP, REC, Global Maintenance, and Reliability Manager, Covidien LP

Track 4: Organization and Leadership

Abstract

The key to building and sustaining a Robust Global Asset Management System is through our

People, Partnerships, and robust Processes.

The foundation of our system is the Governance Structure where we align, engage, and organize

our People.

We develop strong Partnerships with our stakeholder and focus our limited resources on critical

assets.

We develop robust strategic and tactical processes and roadmaps to excellence to guide and

measure our journey to best in class performance.

The end state is a cultural transformation where the entire facility is accountable and responsible

for achieving and sustaining best in class performance.

Introduction

According to research conducted by Reliabilityweb.com and Uptime Magazine, and confirmed

by numerous other sources, over 70% of change efforts and new reliability strategies fail to

create a sustained result.

There are a number of factors that contribute to the low success rate including:

1. A lack of understanding the elements of reliability as a holistic system and the ways these

elements interact and interrelate

2. A lack of appreciation for the roles that culture and leadership play in the delivery of

performance

3. A lack of awareness of the nature of the journey from one operating domain or maturity

level to another (i.e. the transition from the reactive domain to the planned domain)

Excerpt from a paper submitted at the Oct 2013 SMRP Conference.

Integrity, By Terrence O’Hanlon, CMRP, CEO, Publisher Reliabilityweb.com/Uptime

Magazine. Used with permission May 7, 2014.

Building a risk based, Robust Global Asset Management System (Figure #1) is fundamental to

achieving and sustaining best in class maintenance and reliability performance.

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Figure #1 Robust Global Asset Management System Structure

As we transition from one stable operating domain (Figure #2) to another, we build stability by

engaging People, building Partnerships with our stakeholders, and implementing best in class,

robust and sustainable Processes.

Figure #2 Stable Operating Domains

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Building a Robust Global Asset Management System is not a program. Programs last 3-5 years,

cultural transformation last forever. Toyota has been implementing the Toyota Production

System (TPS) for over 50 years and still has not “Arrived”.

We continuously improve through an organizational structure that demands accountability and

sustainability. We target specific critical assets with aggressive deployment goals, objectives,

targets, and meet them.

Finally, we transform our culture to where best class maintenance and reliability performance is

an expectation, not the exception.

We have been building our risk based Robust Global Asset Management System for five years

and have seen a cultural shift toward an expectation of “Perfection is the Goal… but we will

settle for Excellence”.

People

People (Figure #3) are the hearts and minds of our Robust Global Asset Management System, the

implementers and sustainers.

Figure #3 People Structure

Stakeholders are People Too

The key to building a Robust Global Asset Management System is understanding the

stakeholder’s needs, desires and then defining them in terms of a Strategic Organizational Plans

and Objectives.

In many cases, our stakeholders live in a reactive world and need to be enlightened as to best in

class maintenance and reliability practices.

Our stakeholders come from across the enterprise, both internal, and external:

Stockholder

Corporate Senior Leadership

Corporate and Plant Leadership

Front line supervisors

Production planning

Process and manufacturing engineering

Maintenance and reliability engineering

Operators

Quality

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Internal and external customers

Federal, State and Local Regulators

Governance Structure

We start by creating a cross-functional Governance Structure (Figure #4) that includes corporate

and plant leadership, operations, engineering, and maintenance.

If we implement to fast, we risk becoming unable to sustain the system, and it fails. If we

implement to slow, we frustrate in the team.

Make the stakeholders part of the solution by engaging them in system development

Implementation plans must be vetted out and approved by all stakeholders

Engage the stakeholders in the system implementation

Execute a quick wins to captivate the team

Build a stability process to hold the gains

Figure #4 Cross-functional Governance Structure

Capturing the hearts and minds of the People

The Governance Structure builds a sustainable best in class maintenance and reliability

organization by answers one fundamental question.

“What’s in it for me (us)?”

To answer this question we implement a sustainable Change Management process (Figure #5):

Case for Change, Why do we need to change

Vision, What is best in class maintenance and reliability

Skills, What are the skills gap we need to address

Incentives, Aligned and personalized goals and opportunities, “What’s in it for me?”

Resources, The right resources in the right places

Action plans, Engage our people in the system

Change, What we want to accomplish

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Figure #5 Sustainable Change Management Process

Governance Structure Accountability and Responsibility

Next, we define the team’s roles and responsibilities in the form of a RACI document (Figure

#6).

Figure #6 RACI Definitions

Stakeholders

Stakeholders are “Consulted”. Their input into the system is critical to its sustainability.

Their contribution is to endorse the system and “Lead by Example”

They are the recipients or customers of our Robust Asset Management System

Stakeholders are “What’s in it for me?”

Corporate and Plant Leadership

The leadership team is “Accountable” or Champion the system. Leadership makes the final

decisions and has ultimate ownership of the system.

Their contribution is to endorse the system and “Lead by Example”

Leadership champion “What’s in it for me?”

Frontline Supervisors

Frontline supervisors are the forgotten stakeholders. They are “Responsible” for sustaining the

process, specifically, Total Productive Maintenance (TPM). Too many times, we fail to

recognize their contributions.

Because operators will look to them for encouragement they must have a deep

understanding and be fully supported by leadership

Frontline supervisors sustain “What’s in it for me?”

Operators

Operators are “Responsible” for implementing Total Productive Maintenance (TPM). They look

to their supervisors for encouragement, and support.

Operators implement “What’s in it for me?”

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Maintenance Technicians

Maintenance technicians are “Responsible” for implementing, supporting, or participating in

many of the attributes of the Robust Maintenance System. They look to their supervisors for

encouragement, and support.

Maintenance technicians implement “What’s in it for me?”

Maintenance Leadership

Maintenance leadership is “Accountable” for the execution of the Robust Global Asset

Management System and report up progress through the Governance Structure.

Maintenance leadership own the Robust Global Asset Management System

They define the system and “Lead by Influence”

Maintenance leadership executes “What’s in it for me?”

Maintenance Engineering

Maintenance engineering ensures that assets continue to fulfill their intended function through

efficient and effective preventative, predictive, corrective, and emergency maintenance.

Maintenance engineering and their cross-functional teams of maintenance technician, and

operators are “Responsible” for the elimination or mitigation of preventable failures

utilizing Reliability Centered Maintenance, Root Cause Analysis, and Failure Reporting

Analysis and Correctives Action System (FRACAS) and other Robust Asset

Management System tools

Maintenance engineering is “Accountable” for maintaining Reliability Centered

Maintenance (RCM), Failure Mode Effects Criticality Analysis (FMECA), and Root

Cause Analysis data through the Computerized Maintenance Management System

(CMMS)

The results are a reduction of unplanned downtime, improved performance, and overall

asset heath

Maintenance engineering ensures “What’s in it for me?”

Reliability Engineering

Reliability engineering and their cross functional teams of design and project engineers are

“Responsible” for Design for Reliability, utilizing the Reliability, Availability, Maintainability,

and Safety (RAMS) process.

Reliability engineers design “What’s in it for me?”

Maintenance Planners and Schedulers

Maintenance planners and schedulers are a subset of maintenance engineering, but are extremely

critical to the maintenance organization.

Maintenance planners and schedulers are “Responsible” for managing the CMMS and

scheduling preventive, predictive and corrective maintenance, and the Implementation of

Asset Management Plan

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Planners update the CMMS to reflect the Reliability Centered Maintenance (RCM),

Failure Mode Effects Criticality Analysis worksheets (FMECA), and lock in the

continuous improvement gains

The entire Governance Structure is “Responsible” for managing “Maintenance as a

Business”.

Strategic Organizational Plans and Objectives

Through the Strategic Organizational Plans and Objectives the Governance Structure defines,

measures, analyses, improves, and controls/validates (DMAIC) the capability and sustainability

of the entire Robust Global Asset Management System.

The Executive Champion defines the Goals and Objectives (Policy Deployment) and

cascades them through the Governance Structure to the Corporate and Plant Maintenance

Champions

Asset Management Policy

From the Strategic Asset Management Plans and Objectives, the Governance Structure develops

and defines the Asset Management Policy.

The team develops the vision, practices, policies, standard operating procedures (SOP),

direction and actively models these values inside and outside the organization

The Asset Management Policy can be developed using the plant safety or quality

policy as a starting point

Strategic Asset Management Plans

From the Asset Management Plans and Objectives, the Governance Structure develops and

defines the Strategic Asset Management Plans (Asset Rationalization).

Defines the strategic “Change”, we want to accomplish

Defines the critical few assets (asset rationalization), money-makers and money

takers we want to focus on

Asset Management Objectives

Finally, the Governance Structure defines the Asset Management Objectives including

responsibilities, accountabilities, performance targets, asset objectives, and tactics.

The Asset Management Objectives, incentives the system to achieve the Asset Management

Plans

Defines the tactical, “What” we are going to do to move from a reactive to a continuous

improvement domain

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Partnerships

A strong partnership (Figure #7) with all stakeholders defines the Risk Framework and Risk

Tolerance.

Figure #7 Partnerships Structure

What risks are the stakeholders willing to except if a specific asset fails to perform as

expected

If an asset fails, how will it effect sales/marketing (service levels), and finance

If an environmental control fails, how will it affect the environment or operations

When/how do we engage design and project engineering in Design for Reliability to

reduce critical asset failure risk

The strong partnership with all stakeholders defines the critical assets and supports the system.

With the support from our stakeholders we move from a reactive to a continuous

improvement domain

We work together to breakdown the informational and operational silos

Together we “Manage Maintenance as a Business”

We engage the stakeholders through cross functional teams such as Total Productive

Maintenance (operations), Design for Reliability (RAMS) or TPM Early Equipment

Management (design and project engineering), continuous improvement (operational

excellence), and Environmental, Health, and Safety (EHS).

Asset Management Plans

The Asset Management Plans defines the targeted assets and scope to achieve the Asset

Management Objectives.

Defines the asset specific strategic and tactical plans to achieve and sustain best in class

maintenance, reliability, and financial performance

Asset Management Plan can include (in order):

1. Predictive and condition based maintenance

2. Precision maintenance (maintenance prevention)

3. Schedule restoration

4. Scheduled discard

5. Redesign and reliability improvement opportunities

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6. Failure finding (preventative maintenance inspections)

7. Run to failure

Based on a risk assessment matrix and criteria (likelihood, consequence, and risk tolerance)

(Figure #8):

Drives the asset management decision making process, including business continuity

planning and contingency planning (what if)

Based on cause, effect, and likelihood of adverse events (failures) occurring, critical asset

failure risk is managed at an acceptable level

Then we can define the asset management plans that are necessary to address the risks

and/or opportunities

Figure #8 Risk Exposure

Implementation of the Asset Management Plans

The Implementations of the Asset Management Plan defines the time bound activities, and

resources required to achieve the Asset Management Objectives.

Defines the activities, resources and sustainability plans we deploy

Defines the “Who”, “When”, and “How” to move from a reactive to a continuous

improvement domain

Asset Performance Monitoring, Evaluation, Analysis and Improvements

Finally, we validate performance through Asset Performance Monitoring, Evaluation, Analysis,

and Improvements.

We validate that our asset management plans are meeting the stakeholders expectation

through the Plan Do Check Adjust (PDCA) process

Near

Certainty

E=0.9

0.9 1.8 2.7 3.5 4.5 Risk LevelRisk

Exposure

Highly Likely

D=0.70.7 1.4 2.1 2.8 3.5

Likely

C=0.50.5 1.0 1.5 2.0 2.5

Unlikely

B=0.30.3 0.6 0.9 1.2 1.5

Remote

A=0.10.1 0.2 0.3 0.4 0.5

Minimal Marginal Moderate Critical Catastrophic

1 2 3 4 5

Near

Certainty

E=0.9

1 Minimal

Highly Likely

D=0.72 Marginal

Likely

C=0.53 Moderate

Unlikely

B=0.34 Critical

Remote

A=0.15 Catastrophic

Little or no cost or schedule impact

Assessment Description and

Recommended Action

High probability of failure occurrence and

unacceptable consequence. Requires risk

mitigation plan

High > 2.5

Ensure means of control acceptable and

perform risk mitigation. Evaluate benefits of

additional risk mitigation

Medium 0.9 to 2.4

Events unlikely, NO failures associated with similar equipmentNo workaround exists, high cost (>10%),

unacceptable impact to safety or scheduled

Risk Exposure

Risk Exposure = (Failure Probability) x (Event Impact)

Associated equipment has frequent failuresAble to maintenance same approach, low cost (<5%)

or schedule impact

Similar equipment as experience occasional failureWorkaround exist, schedule recoverable, moderate

cost (5-7%), potential impact to personnel safety

Isolated failure associates with identical equipmentPossible workaround with high cost (7-10%),

unacceptable impact to safety or schedule

Means of control acceptable. Minimal

oversight requiredLow < 0.9

Failure Probability Event Impact Descriptions

Failure likely to occur under any operating condition

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The Governance Structure is Accountable for the implementation and sustainability of

the entire Robust Global Asset Management System

o This team relentlessly drives process standardization and best practices sharing

across the enterprise

Processes

Building Strategic and Tactical Roadmaps to Excellence

The Governance Structure is accountable for the development, implementation, and

sustainability of best in class maintenance and reliability strategic and tactical roadmaps to

excellence.

We start by benchmarking best in class process. We can accomplish this by hiring a consultant,

attending conferences, or benchmarking other facilities.

To create sustainable strategic and tactical best in class processes they must be:

1. Holistic

2. Robust and sustainable

3. Assignable (accountability)

4. Interactive and interrelated

5. Measurable and quantifiable through metrics and key performance indicators

6. Cultural transformational, moves from one stable domain to another

7. Transparent

8. Trainable

Strategic Roadmap

The Strategic Roadmap (Figure #9) defines the “Change” we want to accomplish

We want to move from a reactive to a continuous improvement domain

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Figure #9 Strategic Roadmap

Strategic Plan

The Strategic Plan (Figure #10) defines the processes or the “What”, we are going to implement

to move us from a reactive to a continuous improvement domain.

Figure #10 Strategic Plan

Tactical Roadmap

Finally, we develop our Tactical Roadmap (Figure #11) or Charter (figure #12), to define the

“Who”, “When”, and “How” we are going to move from a reactive to a continuous improvement

domain. We align the tactical roadmap with our RACI document to drive accountably and

responsibility.

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Figure #11 Tactical Roadmap

Figure #12 Tactical Charter

Governance

StructureOperations

Maintenance

Engineering

Planner and

SchedulersPredictive Team MRO Accounting

Phase Mode Organization TPM RCM CMMS PM/PdM Inventory Finance

FMECA Process

Developed (PMO)

Certified Planners and

Schedulers

MRO management

process

Asset hierarchy in

CMMS

Asset Criticality

Developed

II ProactiveAligned Goals,

objectives, vision

TPM Steps 1 - 5,

Cleaning to Inspect

FMECA opportunities

implemented (PMO)

CMMS used for all

PM/CM/EM - No WO,

No Work

Reliability

Improvement Teams

Inventory in CMMS,

No WO, No Parts

Managed maintenance

spend, labor and

materials

III Predictive

Individual Develop

Plans (IDP), skills

development

TPM 1-6, Autonomous

Operations

FRACAS used to

predict failures, RCA

used to eliminate

failures

All historical data input

into CMMS

Predictive

maintenance

implemented

Technology Managed

Inventory

Maintenance spend

managed to the Asset

Level

IV Precision

Total Process

Reliability owned by

process champions

TPM 1-7, Continuous

Improvement led by

process champions

Advanced FMECA,

FRACAS and RCA

integration (RCM)

Labor driven

standardized KPIs,

metrics and reports

Precision

Maintenance, and

Reliability Centered

Lubrication

Parts Kitting for PM

and CM

Proactive maintenance

budgeting process

VStrategic,

Tactical

Total Process

Reliability owned by

entire facility

TPR, Autonomous

management

Reliability Centered

Design (RAMS/TPM)

CMMS drives

maintenance as a

business

Predictive

maintenance systems

drives maintenance as

a business

Parts cost reduction

and inventory

reduction

Proactive maintenance

budgeting process to

the asset level

Global Asset Maintenance System Tactical Roadmap

I Reactive

FMECA opportunities

Identified (PMO)

FMECA process

identifies PdM,

Precision, and

Lubrication

opportunities

Corporate and Plant

Governance Structure

TPM Steps 1- 3,

Standards and

TrainingAsset bill of materials

Understand

Maintenance

budgeting process

Functional Disciplines

Accountability

Le

an

Ma

inte

na

nc

e

Training and Skills Development

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Conclusion

We engage our People by implementing and sustaining a Robust Global Asset Management

System through the Governance Structure.

The Governance Structure defines who we are as a maintenance organization and how we

operate

Aligns the Organizational Plans and Objectives, Asset Management Plans, and Asset

management Objectives

Defines “What’s in it for me” and incentives the system

We build a strong Partnership with our stakeholder and define our Risk Framework and Risk

Tolerance.

We identify the critical few assets, our money-makers and money-takers

With the support of our stakeholders, we move from a reactive to a continuous

improvement domain

We engage our People and Partners through Strategic and Tactical Processes

Total Productive Maintenance (operations)

Design for Reliability (RAMS), Early Equipment Management (design and project

engineering)

Continuous improvement (operational excellence)

Environmental, Health, and Safety (EHS)

Reliability Centered Maintenance (RCM)

Failure Mode Effects Criticality Analysis (FMECA)

Root Cause Analysis (RCA) and Failure Reporting and Corrective Action System

(FRACAS)

We continuously improve through the Governance Structure, and demand accountability and

sustainability.

We target specific critical asset with aggressive deployment goals, objectives, and targets and

meet them.

With the engaged people and a strong partnership, we implemented and sustained best in class

process that resulted in increase Overall Equipment Effectiveness (OEE) (Figure #13), reduced

unscheduled downtime (Figure #14), and scrap rate (figure #15).

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Figure #13 OEE

Figure #14 Unscheduled Downtime

Figure #15 Scrap Rate

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Finally, we transform our culture to where best in class performance is an expectation and

manage maintenance as a business, “Perfection is the Goal… but we will settle for Excellence”.

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Appendix 1 Process Strategic Plan Definitions

From the Strategic Plan (Figure #16) we define each maintenance and reliability process element

and the expected performance improvements. This standardizes the process and eliminates the

check the box mentality.

Figure #16 Strategic Plan

Level 1: Governance Structure: Organization and Leadership

The Governance Structure is accountable for the development, implementation, and

sustainability of best in class maintenance and reliability strategic and tactical processes.

Through Aligned Goals and Objectives we incentivize our People

Build Partnerships to define our critical few assets through asset rationalization, the

money-makers and money-takers

Conduct assessments and value stream mapping exercises to measure our gap to best in

class performance

Through the catch ball (feedback loop) process, optimize our system continuously

Level 2: Computerized Maintenance Management System Utilization, Optimization, and

Work Management

CMMS

Identify all assets, sub-assets, and locations in the CMMS using a standardized hierarchy (ISO

14224).

The CMMS is highly interrelated with Reliability Centered Maintenance, Root Cause

Analysis (RCA) and Failure Reporting and Corrective Action System (FRACAS)

Historical data is input, managed and Pareto’d through the CMMS (Labor, MRO, Root

Cause, and Downtime)

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The historical data is used to make replace or repair decisions (life cycle cost) and drive

asset management continuous improvement

Resources and Discipline

The maintenance leadership must be certified professionals. Externally recognized certification

brings credibility to the team.

Every facility should have Certified Maintenance and Reliability Processional (CMRP),

Certified Maintenance and Reliability Technicians (CMRT), Certified Lubrication

Engineers and Technicians, Certified Professional PM Planners (UMUG), and Certified

Predictive Maintenance technicians

Planning and Scheduling

PM planners and schedulers are responsible for the preventative, autonomous, predictive, and

corrective maintenance.

All activities scheduled at least four weeks in advance

Planning and scheduling includes, estimated resources (labor and crafts), MRO parts

(kitted) and tools in advance of the maintenance activity

Metrics

The organization defines the type of behaviors and actions expected before implementing any

metrics. Metrics must be link to the Strategic Organizational objectives thereby validating the

execution of the strategy and tactical plans, “You are what you measure”.

Three key points about metrics:

1) Measure Everything

Strategic and Tactical Asset Management Plans must be measurable and quantifiable

There must be a correlation to the strategic (what), tactical (how) and the

operational results

Execution must be a priority and reviewed weekly to demonstrate criticality

o The speed at which organization executes the strategic objective is

proportional to the frequency of the reviews

Metrics are used to identify patterns, monitor system performance, and drive

continuous improvement, they are the lagging indicators of the Robust Global

Asset Management System

Process implementation is the leading indicator of the Robust Global Asset

Management System

2) Assign Everything

Use the CMMS system to assign everything and hold the owner accountable

No shared responsibilities, then “nobody” does it

Clear and consisted deliverables, fixed dates, and performance metrics to the

lowest manageable level

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3) Transparency

Review the plans, goals, objectives, metrics, and implementation progress weekly. Share

down to the maintenance technician and operator level. This support “What’s in it for

me?”

Preventative and Corrective Maintenance

All preventative workorders are compliant with NASIC standards, North American Industry

Classification System.

All work is planned at least four weeks in advance

All workorders are completed by the person(s) doing the work and historical data is

added, labor, craft, MRO, downtime

Create all corrective (repairs) workorders as related workorders.

This measures the effectiveness of the preventive maintenance system

All work is planned at least four (4) weeks in advance, where possible

All workorders are completed by the person(s) doing the work and historical data is

added, labor, craft, MRO, downtime, root cause

Corrective workorders are reviewed to determined root cause and corrective action

MRO Inventory Strategy

All MRO parts are issued and managed through the CMMS; stock, non-stock, and order on

request.

A workorder is required to obtain any MRO parts

Critical spare parts identified and managed (ABC Analysis)

Parts cost is tracked to the asset or sub-asset level.

MRO spend is review weekly

Asset (MRO) bill of materials are validated for accuracy

Management Engagement

Operations management must have a balance approach, focusing on both the inputs

(maintenance) and outputs (productivity and quality).

Focusing on one or two will result in overall poor performance. Overall Equipment

Effectiveness (OEE) is a three-legged stool, Quality, Productivity, and Availability.

A traditional manager tries to manage production by manipulating the results

o This is like driving while looking through the rearview mirror (output focused)

The lean manager, manage the means (inputs)

o The process itself actually leads the results

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Reliability Centered Maintenance (RCM)

Reliability Centered Maintenance is highly interrelated with the CMMS, Workorder Execution

and Review, Preventative Maintenance Optimization (PMO), MRO Inventory management, Root

Causes Analysis (RCA), Total Productive Maintenance (TPM), Maintenance and Reliability

Kaizens, Failure Reporting and Corrective Action System (FRACAS) and Design for Reliability

(RAMS).

Using a standardized Reliability Centered Maintenance process, review all production, auxiliary,

and facilities asset management plans.

Verify compliance with NASIC standards, North American Industry Classification

System

Increase the value add tasks, identify and eliminate non-value tasks,

Identify and eliminate or mitigate preventable failures (plan for every failure)

Identify MRO parts (plan for every part), Asset Bill of Material, Critical Spare parts

(ABC analysis), Max/Min adjustments, order on request

Identify specialized tools

Identify Predictive maintenance (PdM) opportunities

Identify schedule discard/restoration (FRACAS) opportunities

Identify redesign and reliability engineering opportunities

Defined TPM (evident failures) activities

Define run to failure components (plan for every failure)

Total Productive Maintenance

Total Productive Maintenance (TPM) is defined as focused, self-directed, cross-functional teams

working together to improve the overall equipment effectiveness (OEE) of assets and processes

within their work area.

TPM teams with the support of the front line supervisor, maintenance, and engineering,

independently (autonomous) maximize the asset reliability through data collection and

continuous improvement that eliminate or manage the seven (7) major losses

TPM teams are engaged in advance asset care, cleaning and housekeeping, lubrication,

basic troubleshooting setup and adjustment, changeover (SMED) and basic repairs. The

team require minimal support from maintenance and other team members (true

autonomous)

Frontline Supervisors supports the team and are “Accountable” for sustainability and

team performance

An audit process validates process compliance and sustainability

Total Productive Maintenance 7 Steps

1. Develop and train cleaning, lubrication, repairs, troubleshooting, workplace

organization, housekeeping and visual factory standards

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Team developed, Rules Before Tools

2. Train and implement autonomous workplace organization and housekeeping practices

and standards

3. Advance training for preventative maintenance, inspections and CMMS

4. Implement standardized deep cleaning to inspection

5. Eliminate sources of contamination and inaccessible areas

6. Implement advanced autonomous maintenance (AM), inspections and repairs (basic

repairs. trouble shooting, lubrication, setup, adjustments and changeovers)

standardized through the CMMS

7. Conducts advance continuous improvement kaizens (Operator Led Reliability, OLR)

Workorder Execution Review

Conduct weekly preventive, predictive, corrective, and emergency maintenance post mortems

with the objective to determine the effectiveness and efficiency of the asset management plans,

frequency, and resources (labor).

Identify maintenance and reliability continuous improvement opportunities

Optimize and improve the Asset Management Plans, Plan, Do, Check, Adjust (PDCA)

Preventable failures identified and elimination/mitigation action plans put in place

through the Reliability Centered Maintenance (RCM) and Management of Change

(MOC) processes.

Level 3: Asset Maintenance and Reliability Engineering

Predictive Maintenance

Predictive (PdM) maintenance is the integration of technology and tools to measure the health of

the assets. Predictive maintenance tools can identify potential failures before they occur (ISO

13372).

Related corrective maintenance workorders, observational workorders written and

tracked to rapid completion

Reliability Improvement Team (Reliability Kaizens)

Through the Robust Global Asset Management System toolset, we identify maintenance and

reliability continuous improvement opportunities and quickly complete Kiazen events to

eliminate or mitigate the risk of failure.

Root Cause Analysis (RCA)

Root cause analysis is the immediate reaction to a preventable failure occurrence that meets the

trigger (Figure #17).

Using standardized root cause analysis processes, we identify the failures latent root

cause and implement elimination/mitigation action plans through the Management of

Change (MOC) process

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Figure #17 Root Cause Analysis Reaction Tree

Root Cause analysis is highly interrelated with the Computerized Maintenance Management

System (CMMS), Reliability Centered Maintenance, Preventative Maintenance Optimization,

Reliability Kaizens, and Failure Reporting and Corrective Action System (FRACAS).

If we fail to conduct thorough failure root cause analysis, corrective maintenance

becomes a simply a parts changing exercises, and preventable failures occur and reoccur

(run to failure)

We cannot simply install new components; we must identify and implement the

appropriate countermeasure to prevent reoccurrence

Precision Maintenance

Precision maintenance is the integration of technology and tools to optimize component life,

maintenance prevention. Utilize precision maintenance tools where appropriate to eliminate

potential failures.

Precision lubrication includes calculated volume, frequency, and lubricant type

o Each point has visual factory labels in place to drive error proofing

Precision maintenance includes shaft/pulley/coupling alignment, precision measurement,

and precision leveling

Root Cause Failure Analysis (Advanced RCM)

Reliability Centered Maintenance (RCM) (Figure #18) is the cultural transformation where we

will not accept preventable failures.

Reliability Centered Maintenances is not “set it and forget it”, it is evergreen

When failures occur, we complete a Kiazen to quickly (nimble process) adjust the asset

management plans to eliminate the failure (PDCA)

We complete yearly failure reviews to identify and eliminate preventable failures that

have occurred

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Figure #18 Reliability Centered Maintenance Process Flow

FRACAS (Failure Prediction)

FRACAS (Failure Reporting and Corrective Action System) is highly interrelated with the

Computerized Maintenance Management System (CMMS), Root Cause Analysis, and Reliability

Centered Maintenance.

The CMMS records all asset component failures and their root cause. Over time, normal

wear failures can be tracked and trended

Once failures are predictable, we move to scheduled replacement, scheduled repair

maintenance

Level 4: Resource Effectiveness and Efficiency

Wrench Time Analysis (Labor Utilization)

Wrench time analysis is a Kiazen event focused on measuring and improving maintenance

wrench time or labor utilization.

Using the CMMS to measure labor utilization can be deceiving since non-value activities

are included

Visual observations and discussion is the best method for measuring wrench time

o Take care to avoid the Hawthorn Effect

Craft Skill Enhancement

The maintenance and reliability organization must map its available resources to the planned

activities to determine the skills gaps.

Use the gap analysis to develop Individual Development Plans (IDP) for the affected

maintenance team members, hourly and salary

The entire organization must have appropriate awareness of the Robust Global Asset

Management System

o Tailor the awareness training to the role and relationship to the organization

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Optimized Work Flow (Future State Value Stream Map)

Implement the future state value stream processes. Develop a new future state map.

The process results in improved maintenance process flow and reduction in Mean Time

to Repair (MTTR)

Life Cycle Analysis

Understanding the Life Cycle Cost or Total Cost of Ownership (TCO) is critical to all phases of

an assets life.

Acquisition and Creation

We engage our reliability engineers and cross-functional team of design and project

engineers in the Reliability, Availability, Maintainability, and Safety (RAMS) process

The objective is to acquire and install long-term cost effective assets

o It may not be the lowest initial cost

Utilization and Performance

We engage our process engineers and operators (TPM) to optimize performance of the

asset throughout its life cycle

Maintenance

We engage our maintenance engineers and operators (TPM) to ensure that assets continue

to fulfill their intended function through efficient and effective preventative, predictive,

autonomous, corrective, and emergency maintenance

Disposal and Replacement

Finally, we dispose of an assets once the cost of operations and maintenance exceeds its

replacement asset value (RAV), deprecation value or its useful life is reached

At each stage of the process, we make informed asset investment decisions based on data;

balancing risk, opportunity, performance, and life cycle cost.

Level 5: Reliability Centered Design

Engineered Reliability, Design for Reliability (TPM - Early Equipment Management)

Reliability, Availability, Maintainability, and Safety (RAMS) is a symbiotic relationship

between the OEM supplier and the facility. Build the process on proven best in class practices,

failure data sharing, and trust. Design and install assets for ease of maintenance and reliability.

Level 6: Total Process Reliability, Maintenance as a Business, Performance Culture

Total Process Reliability is the effective control and governance of physical assets through a

managed risk and opportunity maintenance structure resulting in:

Improved financial performance – ROI and cost reduction without sacrificing short or

long-term performance

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Informed asset investment decisions – informed investment decisions that balances cost,

risk, opportunity, performance and life cycle cost

Managed risk – Reduced financial losses, improved safety, good will and reputation,

minimized environmental impact (RCM and Risk Based Maintenance)

Engagement - Aligned and engaged people, and partnerships to support and sustained

best in class processes

The end state is a cultural transformation where the entire enterprise is accountable and

responsible to achieve best in class maintenance and reliability performance.

Contact information

Dale Uitto, CMRP, REC, Dale.uitto@yahoo.com

Andrei Dynnik, CMRP, dag959@yahoo.com

Key Words: asset management, autonomous maintenance, culture change, critical equipment,

partnerships, process, people, governance structure, TPM, critical assets, culture, definitions,

roadmap, tactical, strategic, maintenance strategy, maintenance vision, maintenance

management, maintenance process, reliability centered maintenance, risk based maintenance