The requirements for establishing a proper maintenance program/procedure

There are some vital steps that must be taken into account in order to establish an effective maintenance program that leads to the reduction or elimination of problems and unscheduled downtime. Additionally, this in turn leads to increased profitability and improved competitiveness by reducing maintenance costs and optimize plant’s reliability. Furthermore, the production process and quality will reach the optimum level with the respect of other business’s KPI such as safety, environment, reliability, availability, quality and economy. The steps are as showing below:-




1. An identification and mapping of all systems and subsystems that are in place using the documentation, data that is already in CMMS "IFS" and inspections.

2. A comprehensive analysis of data collected from the above sources to identify the following:-

• Identification of the systems / subsystem’s function, errors, Failure’s effect and the causes.
• Identification and classification of the systems / subsystems that have the most trouble.
• Identification of significant systems / subsystems (systems or subsystems that have a major impact in the production process).
• Assessment of (RPN) Risk priority Number by the aid of FMECA- methodology.

3. A well detailed planning which includes PM and PdM instructions (Preventive and Condition-based maintenance instructions) based on and include the following:-

•  The manufacturer's recommendations, failure’s analysis- history that brings from the CMM”IFS”, MTBF, MTTF, MTTR and maintenance personnel experience in compliance with data gathered.
• Implementation of Pro-active culture that includes the following:-

• Improvement of maintenance’s staff analysis mindset and ability when conducting inspections that include (where to look, what tools should be used and what approach).

•  Establishment of a procedure that facilitates the assessment of the maintenance work such as what strategy should be used when an error or failure occurs.

• Streamlining the current rounds if they exist or create new ones if necessary based on Condition Based Maintenance strategy with the help of predetermined procedures and specified tools and approaches.

• Identification and planning of various maintenance strategies that should be used based on machinery and equipment, crew’s skills and availability, work load and business aspects such as (safety, environment, accessibility, quality and economy).

4. A comprehensive analysis that lists out all the resources needed to carry out maintenance plan such as personnel, tools, instruments, training, etc., and all obstacles that may stand in the way regarding poor communication with customers (handling companies), job’s approval "centralization", role definition, good planning margin with suppliers, project involvement, spare parts planning and co-operation with inventory and more.

5. A Clear and distinct vision and work instructions, which are all in clear text such as , who does what, how often (frequency), in which way, using what (tools if needed) competences, skills and security rules should be taken into account.

6. A reset should be done when implementation of this procedure, which means that one stops doing anything else.

7. A measurement should be done that include (Productivity and Efficiency, on the other hand company’s KPI should be considered).

8. A Continuous control over the process in case it needs any adjustments if necessary.

9. Another measurement should be done after a predetermined time in order to identify the appropriate process is on track, identify obstacles, if any adjustment needs, etc.

10. One should also keep in mind if possible (QuickTimeWinning) therefore, firstly to bring rapid gains in terms of error reduction, accessibility increment, quality improvement, process efficiency etc. Secondly to justify maintenance staff, and to get the support required by management.

11. A Continuous documentation.

12. Improvement of the current IFS-object-structure to streamlining maintenance works and applies the analysis concerning economy, finance, logistics, inventory and maintenance activities.

13. Roll and accountability definition within maintenance organization to avoid interaction, overlap and gab.

14. Procurement department should involve maintenance staff when investing, expansion and new installation regarding maintainability, reliability and supportability.



Observe that this procedure is intended for a specific plant, but it could be implemented at other plants as a base in order to optimize the current maintenance program or in case to establish a new one for the same purposes that are mentioned above, however the generalization is not recommended due to the differences among plants and branches. However, cost-effective methodology has been considered, within integrating all involved working areas and factors and focused more on maintainability, supportability, reliability and availability. That enables us addressing everything and streamlining the process which in turn leads to cost minimization and performance optimization, and achieving our strategic goals. By the way, I didn’t mentioned what techniques, approaches or methods should be used throughout the process, because I already know there are many out there. The main purpose is the method, technique or approach you select helps you to accomplish your goals.

Best regards

Hamid Al-najjar

The benefit(s) of conducting risk analysis

Risk analysis is one of most valuable methods that could be used to establish an appropriate maintenance program from the scratch or to improve the current one.


Moreover the conducting of risk analysis enables engineers and managers to make the correct decision based on the following:

1. Identifying all systems and sub-systems that are in place.

2. Identifying most critical system, sub-system and components that have most problem(s).

3. Specifying and classifying failure’s type to be able to identify chronic and recurring failures.

4. Identifying failures effect such as internal, external, economical, safety, operational, and environmental.

5. Identifying the reason(s) that lies behind it to be able to find out the root cause(s) and eliminate it.

6. Identifying if there is any need for outsourcing of a certain maintenance activity in case maintenance department cannot deliver it due to lack of resources, skills, tools etc. On the other hand, an evaluation regarding what alternative should be followed must be conducted that is based on company’s strategic goals and aspects that mentioned in point 4 in order to assure that the project is profitable.

7. Conducting an economical calculation that exhibits the total cost due to failures”Assuming that all data required is available” otherwise estimation could be done.

Furthermore, if the company already has a maintenance program but it doesn’t give the desired function, then the current maintenance program should be reviewed and corrected by the aid of the data gathered throughout the analysis. A measurement should be carried out when implementing the new planning whose result can be used after a specific time from the start point of the project. Firstly, to ensure that the planning is on the right way and secondly to be able to make any adjustment at good time if it needs.

However it’s maybe easier to establish a maintenance program from the scratch especially if there is a sufficient support from the management and the front line with respect to data availability.



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The benefit(s) of establishing a logical system structure on CMMS

When talking about the system structure means the physical layout of the assets that include machines, equipment and acquisition and how it look like on the graphic structure within CMMS.


All organizations have some strategic goals (Vision) that they want to achieve. These goals vary depends on company’s branch, but a common goal that almost all companies want to reach is minimizing maintenance costs.

One of the most vital steps that must be taken into account when minimizing maintenance costs is to identify systems/subsystems that are in place. Additionally, the data could be gathered in several ways considering its availability and reliability, however the circumstances that the company experiences could also play a crucial role.

The system structure should be divided into logical parts that identify the assets on the CMMS in compliance with system graphic layout that exhibits all outstanding sub-systems, at the same time the structure break down should be balanced. In other words, there is no need to show all components that each sub-system contains, because it leads to confusing and other problems. Although, the information such as spare parts, drawings, guaranty etc could be feed under each sub-system.

Thereafter all costs that are related to repairing, replacement, outsourcing, development, purchasing, material, man power, installation, rebuilding, license, expansion, guaranty etc must be tracked, specified and linked to each asset. Therefore, it enables engineers, owners and stakeholders to conduct LCCA on each asset to ensure whether it’s worthy and also could be used for other goals. Below shows what benefits the company should achieve when implementing this approach:

• Simplifies the communication and the integration among different departments such as maintenance, operation, store and logistic, purchasing and other involved departments.

• It enables the planners and technicians to easy identify in which part of the building or sub-system the fault is, that in turn minimizes time and energy.

• Work orders can easily be linked to the right asset based on this path, graphic part (company name)/ building / plant /system/sub-system/component.

• Improvement of maintenance work and minimizing of work orders backlog.

• It easily to follow-up and conduct measurement and analysis concerning costs, MTTF, MTBT, guaranty, and agreements for each system/sub-system, on the other hand performing LCCA. That enables stakeholders and owners to easy make an estimation regarding profitability and competitiveness.

• It enables across searching among different plants within the company regarding redundant spare parts, sub-systems that have the same or similar function and can be used in different places when it requires. That leads to avoid process stoppages, and doing rapid purchasing that almost costs a lot.

• It’s easy to use and to search a piece of information. Moreover, there is no need to be engineer to understand how you get there, because the information must be available and easy to find for all involved people within the company regardless of their education’s level.

• Eliminating of waste in all its forms.

Best regards

Plan and schedule your journey!!!

Have you ever gone for paddle with your friends? It’s really exciting to paddle a canoe and floating on the water. I have actually experienced it and I can tell you that it was incredibly enjoyable. However, the journey contains some risks. Therefore you have to be prepared for it. There are some requirements that you need to procure in land and before you get in the canoe. First of all, it’s essential that you plan and schedule your journey. Secondly, you have to prepare your scope such as food, life jacket, sleeping bag, light, drink water and other useful tools that you maybe need during your trip and of course your paddles.


In addition to the above mentioned preparation, you must identify on the map the direction, time required to reach the goals and break stations before you start the journey. Sometimes it is beneficial that you take a break and reward yourselves because you have done a good job, by taking a cup of coffee or eating something, on the other hand you can use the time within reviewing and controlling the direction, obstacles, short cut, tools and the whole canoe or making some calculations regarding the distance.

In order to keep the canoe floating on the water, enjoying the journey and reaching the target(s) one should be equipped with some skills and strategy. For example, as a paddling’s team you have to consider the speed of the paddling and the balance of the canoe, thus you have to cooperate with each other to divide working load into halves. Furthermore, you have also to communicate continuously with each other when paddling to keep the boat floating on the right direction and not overturning into the water until you accomplish your goals.

I will not drift away from the main issue, since I think the above example exhibits clearly the purpose of the content. As well, if we imagine the similarity between the canoe, paddling’s team, and company/plant and its departments then we can easily understand the correlation.

Moreover, each department must have a clear strategy which contains a transparent framework that is available for the staff that belongs to this unit and other involved people at the plant. Further the obstacles, resources, skills, qualifications, goals and benefits must be identified. In addition to the clear direction that department must has, all people should feel that they are sitting at the same boat by implementing partner relationship among department’s members and also among different departments. In order to reach the goals, all departments must be integrated properly, having high level communication, and cooperate continuously regarding working load. That enables the boat staying balanced and floating on the water towards the target(s).

The development of any system, issue, strategy etc must consider the entire organization on a horizontal axis. Thereby, prior to develop any specific working area or a department the impaction on company’s vision and other working areas and departments should be taken into account and must be estimated properly by using life cycle cost methodology. Since this culture enables the company to destroy the wall among plant’s silos and facilitates information’s flow throughout all units. Also, each department will identify and consider the amount of work contribution and the amount of profit, which in return enables them to grow and develop parallel based on company’s requirements and customers demands.

Continuous improvement strategy strives always for finding new methods, techniques, systems, thoughts, tools etc that could enhance the current situation and gives out the desired outcome. Thus, the plant will experience “continuous change process “that rely totally on innovations, experiments, and brain storming. Furthermore, rewarding yourself and your team after a hard work leads to renew your energy and recharges the batteries to continue the journey. Additionally, the empowerment of people encourage them to create and develop new thoughts and ideas and will also in return motivate them to work harder and being result oriented within doing the right things on the right way.



Best regards

Hamid Al-najjar

Analysis contribution to DMAIC-process

DMAIC-process is one of most structured problem-solving methods that can be used in business. The letters are an acronym for the five phases of six sigma improvements, Define, Measure, Analyze, Improve and Control. These phases lead a team logically from defining a problem through implementing solutions linked to underlying causes and establishing best practices to make sure that the solutions stay in place. DMAIC-process structure gives the opportunity to develop and to create new thoughts and ideas based on the current process, product or services.


As known there are some key steps that must be conducted in each phase of DMAIC-process. Some of companies have full team to do all this work, but others outsource skilled people who have black belts or working experiences within this process to perform the whole work and to be able to achieve the goals. Although, I want to highlight in this blog the role of the “analysis” and its contribution in all these phases in spite of there is a special phase called (Analyze-phase).

The following is a summary of the essential key steps/requirements that must be procured in each phase:

1. Define-phase (establishing team charter, identifying sponsors and team resources, validate problem, validate VOC, validate financial benefit, administration etc).

2. Measure-phase (confirming team goal(s), defining of the current situation, collecting and displaying of the data etc).

3. Analyze-phase (determining of the process capability and speed, determining and identifying sources of variation and time bottlenecks, confirm root cause effect on output etc).

4. Improve-phase (generating ideas, conducting experiments, benefits and concern analysis, action plans development, implementation etc).

5. Control-phase (development of controlling plan, monitoring the implementation, examining the process etc).

Analysis

In each phase of DMAIC-process there are key steps that must be taken into account in order to conduct a LSS-project in a proper way and or to accomplish a specific target(s). Furthermore, if we look carefully at these key steps in each phase we will find that there are essential requirements and needs that must be procured and managed in a suitable way in order to carry out the project and achieve the desired condition. Also, the things that we need when planning, starting, executing, finishing and controlling the project are many. However, often there are several options that we must evaluate to simplify the selection of the right things.

Additionally, these requirements/things are not as spare parts that we already have stocked in and managed on a specific shelf in our storeroom, then the only thing we need to do is to go there and bring them, especially when these requirements and needs are varying. It could be as activities, data, information, resources, presentation, discussion etc and often there are more than one alternative that could be available as I mentioned above. Thus, the team leader, team members, managers, and other involved people normally discuss all of these things to be able to determine the needs. This discussion will be based on researching and the collected and available data. Although ,I can call this process “ANALYSIS”, because the involved people will go throughout all these details regardless of the phase, to analyze, compare and evaluate them. As well, What I want to emphasize here is that the analysis uses in all DMAIC-phases and not only in analyze-phase.

Moreover, for example to establish team charter is about to determine what rules, practices etc are best and make sense for the company in accordance with the current condition, that cannot be estimated without analysis and comparison. In addition to that, how can we determine process capability and speed, or how can we identify variation sources and time bottlenecks if we did not perform an analysis throughout the existing data? Furthermore, the selection of the valuable idea(s) when doing brain storming relies on analyzing these ideas to able to determine the most valuable and profitable one as well as the development of control plan and other activities. There are many examples that could show and proof the necessity of analysis and its role throughout DMAIC-phases activity and not only within Analyze-phase.

I want to conclude that the analysis is a significant activity that uses throughout all these phases and not only within analyze-phase, because it enables the analyst to identify, compare, evaluate and determine the requirements to accomplish the work in appropriate way and reach the goals.



Best regards

Hamid Al-najjar

An analysis of main product to find out all possible failures that could occur during product’s life cycle by using FMECA-methodology”Case Study”

http://www.mataha.se/My%20blog/FMECA%20application-new.pdf

Identification of company’s requirements by using MFD (Maintenance Function Deployment) “Case Study”!

http://www.mataha.se/My%20blog/Identification%20of%20company-new.pdf