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
