Maintenance
&
Reliability
Overview
Presenter
Charles Marks
Reliability Engineer with over 40
years of industrial maintenance/
reliability experience in oil and gas:
metals processing, manufacturing,
and mining.
Director at Fluor and has
done multiple projects for BP.
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Expectations
Provide overview of maintenance and reliability concepts
Introduce maintenance and reliability concepts that oil, gas, and
petrochemical employees may not have encountered
It is impossible to cover all maintenance and reliability concepts
in this brief discussion
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History of CMRP and BoK
The Society of Maintenance and Reliability Professionals,
SMRP, developed a certifying organization, SMRP Certifying
Organization, SMRPCO circa 1997
SMRPCO developed the Certified Maintenance and Reliability
Professional certification program, (CMRP)
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Thoughts on Certification
No pre-qualifications required to take the test
One can not easily study for the test
The more experience one has, the better chance one has to
pass the test
About 64% of all people that take the CMRP test pass.
The test can be retaken every 6 months
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Body of Knowledge (BoK)
The BoK captures key maintenance and reliability principles
The presenters have reviewed the BoK and have selected key
elements to discuss
Not all items will be discussed
The BoK can be obtained from SMRP at [Link]
If you care to take the CMRP test the CMRP Candidate Guide
for Certification and Re-Certification, with sample CMRP test
questions, can be downloaded at the SMRP website 6
Contents of the BoK
The BoK contains the 5 pillars of the maintenance and reliability
community:
– Business and Management
– Manufacturing Process Reliability
– Equipment Reliability
– Organization and Leadership
– Work Management
The CMRP test contains elements of each of these pillars
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If you would like to get involved with the Membership or
Communications Committees of SMRP, let us know.
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Contact: info@[Link]
Work Management
Webinar #5
Wednesday, September 17, 2014
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Safety Moment
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Safety Moment
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Work Management
This subject area focuses on the skills used to get the
maintenance and reliability work done.
It includes planning and scheduling activities, quality assurance
of maintenance activities, stores and inventory management.
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Work Management
Identify, validate, and approve work
Establish work identification processes
Select and approve viable work
Prioritize work
Develop formal prioritizing system
Implement formal prioritizing system
Plan work
Develop job package
Including scope and procedures
Including materials and tools
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Including testing
Work Management
Schedule work
Develop scheduling process
Produce work schedule
Balance resources
Monitor backlog
Manage break-in work
Coordinate equipment access
Execute work
Manage labor
Manage material and services
Control productivity
Ensure EHS compliance 14
Work Management
Document work
Create post work document process
Record failure events and failure modes
Analyze work and follow-up
Compare actual work with plan
Identify variances
Measure work management performance
Establish performance indicators
Report schedule compliance and rework
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Work Management
Plan and execute projects
Define scope
Estimate project and life cycle costs
Apply critical path methods
Track progress
Coordinate staffing
Use information technologies effectively
Leverage capabilities of data historian
Process control systems
Condition monitoring software
EAM,CMMS systems functionality
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Work Management
Manage resources and materials
Control materials inventory
Manage spares and equipment
Establish MRO procurement process
Manage contractors
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Work Initiation & Prioritization
Characteristics of a Good Program
Non-emergency work is initiated by a work request, aka work
notification in Maximo / SAP PM.
All work requests, notifications, are entered directly into the
CMMS.
Work requests, notifications, are turned into work orders by the
planner/scheduler.
Emergency work is performed without a work request or work
order. A work order is generated (often after the fact) to capture
all costs associated with emergency work and history. All
emergency work is charged to a work order.
All non-emergency work is prioritized by the maintenance
planner and scheduler and a production representative a
minimum of one week prior to the execution of the work. 18
Planning & Scheduling Program
Characteristics of a Good Program
Job plans or work packages are developed for the majority of
maintenance work.
Job plans include, location of parts, what needs to be done,
lock-out-tag out requirements, confined space entry
requirements, list of consumables, list of parts required, special
instructions, special tools, etc.
Job plans include skill requirement's to successfully complete
the task(s), special tools needed to complete the tasks and
special equipment that may be required.
Scheduling includes monitoring the maintenance backlog.
Scheduling includes coordinating downtime with production to
minimize downtime of critical equipment.
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Planning & Scheduling
Characteristics of a Good Program
Job plans or work packages include safety precautions,
information regarding permits, and incorporate safe work
practices in the work description.
The need for planning maintenance work is recognized and the
activities are formally assigned within the maintenance
organization.
Maintenance backlogs are reviewed at least monthly to purge
work orders that may no longer be required.
Daily schedules of maintenance work are developed for each
shop or work group.
Scheduling includes plans to have production shut the
equipment down and have it ready to be repaired.
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Planners & Schedulers
Best Planners/Schedulers are technicians that are familiar with
the equipment, steps needed to repair equipment, safety
procedures required to repair equipment, time required to repair
equipment etc.
Planners/Schedulers must think sequentially. Not everyone can
easily think sequentially, or be trained to think sequentially.
When selecting a Planner/Scheduler thought should be given
to test their ability to think sequentially.
It is difficult, but not impossible, to train employees that do not
have a maintenance technician background to be a
planner/scheduler. 21
Planners & Schedulers
Planning and Scheduling should be a dedicated function
reporting directly to the Maintenance Manager, not the
Maintenance Supervisors
A common mistake that is made is requiring the
planner/scheduler to expedite parts
Planners an Schedulers should only work on jobs that are being
planned at least 10 business days in advance.
The Maintenance Supervisor is responsible for any reactive
maintenance task e.g. expediting parts 22
Project Management - PERT
Program Evaluation and Review Technique – PERT
Developed in late 1950’s by US Navy to manage the Polaris Submarine
Program
Utilizes Critical Path Method
Uses a network diagram with lines and nodules or modes
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From [Link]
Project Management - PERT
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[Link]
Project Management – Gantt
A Gantt chart is a graphical representation of the duration of
tasks against the progression of time. A Gantt chart is a useful
tool for planning and scheduling projects. A Gantt chart is
helpful when monitoring a project's progress.
Henry Laurence Gantt developed Gantt charts in the second
decade of the 20th century. Gantt charts were used as a visual
tool to show scheduled and actual progress of projects.
Accepted as a commonplace project management tool today, it
was an innovation of world-wide importance in the 1920’s.
Gantt charts were used on large construction projects like the
Hoover Dam started in 1931 and the interstate highway network
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started in 1956.
[Link]
Project Management – Gantt
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[Link]
Project Management – Gantt
A Gantt chart allows you to assess how long a project should
take.
A Gantt chart lays out the order in which tasks need to be
carried out.
A Gantt chart helps manage the dependencies between tasks.
A Gantt chart allows you to see immediately what should have
been achieved at a point in time.
A Gantt chart allows you to see how remedial action may bring 27
the project back on course. [Link]
Examples of Gantt
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Gantt versus PERT
There are pro’s and con’s to each project control method
PERT was developed as an improvement to the older Gantt
style charts
Many feel that it is easier to manage a project using the PERT
system
Software e.g. Microsoft Project can easily produce a PERT
chart from a Gantt chart or a Gantt chart from a PERT chart
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Suggested Reading
The SMRP Maintenance and
Reliability Knowledge Committee
has published the Guide to the
Maintenance and Reliability Body
of Knowledge.
This publication includes
additional details regarding the
Maintenance and Reliability Body
of Knowledge and is recommended
reading in preparation for the
CMRP exam.
The guide can be purchased at
the SMRP on-line store at [Link]
[Link]
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SMRP Annual Conference
Join Us for the Premier Event for Maintenance & Reliability Professionals!
Plan to join over 1,000 of your friends and colleagues, as well as, the
profession’s top service providers.
New this year will be a special focus in Track six on physical asset
management. This timely topic is one of the most discussed issues at
almost every organizations' planning meetings. These sessions are going to
bring more understanding to every role within your organization, including
maintenance and reliability, engineering, supply chain, operations and more.
Register before September 5 and save! more 31/34
More info: [Link]
Questions
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Charles Marks
Mob.: +1 (304) 591-2154
Email: [Link]@[Link]
