INTEGRATED PLANT OPERATIONS CAPABILITY SYSTEM

(i POCS)

MANUAL

PETRONAS MAINTENANCE MANAGEMENT SYSTEM

(PMMS) GUIDELINE

DECEMBER 2009

© 2009 PETROLIAM NASIONAL BERHAD (PETRONAS)

All rights reserved. This document either in its entirety or in part(s) may NOT be reproduced, stored in a retrieval system or transmitted in
any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the permission of the copyright owner.
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Document Authorization

PETRONAS Maintenance Management System

Document Title:
(PMMS) Guideline

Document ID:

Document Version: 0

Version Date: 29/12/2009

Document Status: For Approval

Distribution: PETRONAS

Document Revision History

Rev Date: Version: Summary of Changes: Revised by:

Document Classification

SECRET or RAHSIA
CONFIDENTIAL or SULIT X
INTERNAL USE or UNTUK DALAMAN
OPEN or TERBUKA

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PREFACE
The PETRONAS Maintenance Management System (PMMS) is the commonly applied software
supported system to manage physical assets at Operating PETRONAS Units (OPUs). The system is
based on the computer-supported SAP R/3 Enterprise Resource Planning (ERP) software and in
particular the Plant Maintenance (PM) module.

PM is an integral component of the R/3 System with direct links to components in the R/3 system.
The integrated workflow management enables continuous exchange of information with other
components in the SAP/3 System, thereby ensuring an optimised and efficient business process.

The functionalities of the PMMS are specifically designed to extensively support the predefined
maintenance management work processes. Key success factors are the consistent application of the
functionalities and accurate and meaningful data are entered and utilized for analyses.

This manual is a living document and will be updated on as need basis to cater for continual changes,
as the pool of knowledge and experience in the Group and industry is growing.

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PMMS GUIDELINE OVERVIEW

Objectives
The manual has been written to provide guidance and tools necessary and operate a Management
System for PMMS related matters in a PETRONAS HCU/OPU

It provides:

ƒ A reference for line managers, senior and junior staff needing guidance on implementation
and management of PMMS requirements
ƒ A route map to more detailed reference with guidance to their application

Structure and Content

The manual is divided into topics related to the PETRONAS Maintenance Management System.

It includes the areas in maintenance encompassing Master Data Management, Work Management
and Performance Management. It also includes the non-technical areas that are organizational, skill
related, or management in nature, such as,
- Community of Practice (CoP)
- Expert Users / Focal Person appointment and succession planning
- Capability building and competency management
- PMMS utilization benchmarking
- PMMS best practice validation
- Business process compliance
- Data quality assurance

In addition, it also includes areas that may not be always or entirely carried out by the Maintenance
community but may involve Maintenance in the process. These areas are:
- Inspection
- Plant Change
- Plant Turnaround

Most importantly, these activities carried out in these areas constitute part of the equipment’s history,
which should rightful be recorded against the equipment as part of the equipment lifecycle report.

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USING THE MANUAL

Every OPU is unique; it is operated in different ways, is sited in different locations and it changes over
time. Therefore it is not possible to be prescriptive about the solutions that all OPU should adopt.
Each OPU should assess how to apply these guidelines to their own organization.

Language Convention

In this document the recommendations for a course of action are made with varying degrees of
emphasis. As a rule:

ƒ 'shall' indicates a course of action with a required, mandatory status within the OPUs. The
English language equivalent or interchangeable term of “shall” is ‘must.”
ƒ 'should' indicates a preferred course of action.
ƒ 'may' indicates a possible course of action.

In this document the collective expression of PETRONAS are sometimes used for convenience in
contexts where reference is made to the OPUs in general. These expressions are used where no
useful purpose is served by identifying the particular company or companies.

It is recognized that due to the variability in size, complexity, and maturity of the different OPUs and
their businesses, the application of this document should be made fit-for-purpose.

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TABLE OF CONTENTS

PREFACE ............................................................................................................................... 4
PMMS GUIDELINE OVERVIEW ............................................................................................ 5
Objectives ......................................................................................................................................... 5
Structure and Content .................................................................................................................... 5
INTRODUCTION .................................................................................................................... 9
Purpose ............................................................................................................................................. 9
Scope ................................................................................................................................................. 9
1 LEADERSHIP AND COMMITMENT ............................................................................. 10
2 POLICY AND STRATEGIC OBJECTIVES ................................................................... 11
3 ORGANIZATION, ROLES AND RESPONSIBILITIES, RESOURCES, USER
MANAGEMENT AND CAPABILITY BUILDING .................................................................. 12
3.1 Organization and Roles & Responsibilities ...................................................................... 12
3.2 Community of Practice (CoP) at OPUs ............................................................................. 12
3.3 Resources and Support in OPU ......................................................................................... 13
3.3.1 Expert Users and Focal Persons................................................................. 14
3.3.2 Succession Plan for Focal Persons ............................................................. 14
3.4 Capability Building for PMMS Users................................................................................ 15
3.4.1 PMMS User Competency Management ...................................................... 15
3.4.2 PMMS Training Plan ................................................................................... 17
[Link] PMMS Central Training ......................................................................... 17
[Link] PMMS OPU Request Training ............................................................... 18
[Link] PMMS OPU Internal Training ................................................................ 18
3.5 Managing Continuous Improvement in PMMS .............................................................. 19
3.5.1 PMMS Benchmarking.................................................................................. 19
3.5.2 Performance Improvement Initiatives Tracking (PIIT) ................................. 19
3.5.3 PMMS Best Practice Validation................................................................... 20
3.5.4 PMMS Change Request.............................................................................. 20
3.6 PMMS User Management ................................................................................................... 21
3.6.1 Rationalization of User IDs Registered in PMMS ........................................ 21
4 PROCESSES IN PMMS ................................................................................................ 22
4.1 MASTER DATA MANAGEMENT ................................................................................... 22
4.1.1 Maintenance Business Introduction ............................................................ 22
4.1.2 Plant Asset Structure................................................................................... 23
4.1.3 Functional Location Master and Equipment Master .................................... 27
4.1.4 Classification and Characteristics ............................................................... 28
4.1.5 Equipment Catalogue Profile....................................................................... 30
4.1.6 Bills of Materials (BOMs) ............................................................................. 32
4.1.7 Maintenance Plans ...................................................................................... 35
4.1.8 Technical Objects in PMMS related to Master Data Management .............. 39
[Link] Building Company’s Structure and Coding ............................................ 40
[Link] Relationship of organizational and maintenance objects ...................... 40
4.2 WORK MANAGEMENT .................................................................................................... 41
4.2.1 Classification of Maintenance Work into Proactive and Reactive Types ..... 43
4.2.2 Managing the Maintenance Process in PMMS ........................................... 44
[Link] Work Identification ................................................................................. 46
[Link] Job Acceptance ..................................................................................... 47
[Link] Planning................................................................................................. 48
[Link] Scheduling ............................................................................................. 52
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[Link] Execution ............................................................................................... 53

[Link] Reporting and Feedback ....................................................................... 54
[Link] Analyse and Improve ............................................................................. 56
4.2.3 EXTERNAL SERVICES .............................................................................. 57
[Link] External Services Business Process Flow ............................................ 58
4.2.4 TEMPORARY REPAIR ............................................................................... 59
4.2.5 PERSONNEL MANAGEMENT ................................................................... 62
[Link] Personnel Information ........................................................................... 62
[Link] Timesheet recording and manpower utilization ..................................... 64
4.3 PERFORMANCE MANAGEMENT AND ANALYSES IN MAINTENANCE ........... 68
4.3.1 Maintenance Management System Reporting ............................................ 69
4.3.2 Maintenance Performance KPIs and Statistics ........................................... 69
4.3.3 OPU Maintenance Management Performance Scorecard Result Review .. 76
4.4 INSPECTION ........................................................................................................................ 77
4.4.1 Overview ..................................................................................................... 77
4.4.2 Inspection Work Process ............................................................................. 78
4.5 PLANT CHANGE ................................................................................................................ 81
4.6 PLANT TURNAROUND .................................................................................................... 86
5 PMMS BUSINESS PROCESS COMPLIANCE AND DATA QUALITY ASSURANCE. 93
5.1 Ensuring Maintenance Master Data Quality.................................................................... 94
5.1.1 PMMS Master Data Integrity Procedure ...................................................... 94
5.1.2 PMMS Master Data Quality Assessment (MDQA) ...................................... 95
5.1.3 Ensuring PMMS Business Process Compliance ......................................... 95
6 MANAGEMENT REVIEW ............................................................................................. 96
TERMS AND DEFINITIONS ................................................................................................. 97
LIST OF ABBREVIATIONS ............................................................................................... 106
REFERENCE DOCUMENTS .............................................................................................. 107
APPENDICES ..................................................................................................................... 108

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INTRODUCTION
PETRONAS Maintenance Management System (PMMS) is identified as a key sub-capability of the
Physical Asset Management capability within the integrated Plant Operations Capability System
(iPOCS). The objective of iPOCS is to build institutional capability in plant operations and establish a
Reliable, Repeatable and Replicable (3R) ‘way of operating’ to achieve Operational Excellence,
supporting the Corporate Agenda.

This manual provides an integrated framework of controls that promotes a shared, structured and
effective way of working to enable stakeholders to focus on key issues in maintenance management
and ensures that the application of PETRONAS Maintenance Management System (PMMS)
commensurate with the business objectives of the company.

The key objectives of the PMMS are:

• To support and enhance the maintenance management business processes for company’s assets
through automation of the maintenance work processes.
• To capture failure and cost history to enable analysis to support effective decision making
processes.
• To be the single repository for pertinent reliability and maintenance data.

The PETRONAS Maintenance Management System requires that the relevant business processes
and practices are defined, planned, carried out, controlled and directed so that the company’s vision
and business objectives are met, while aiming at and allowing for continuous improvement.

Implementing and consistently utilising the PMMS will enable the OPUs to deliver enhanced
operational performance in:

• Health, Safety and Environment performance

• Plant reliability by reducing unscheduled downtime
• Lower maintenance cost by cost-effectively managing maintenance activities
• Easy access to pertinent maintenance data and statistics

It should be noted however, that the strength of any Computerized Maintenance Management
System (CMMS) system is not its ability to collect data, but the ability to retrieve meaningful
information that can be used to enable continuous operational improvements.

Purpose
This manual is intended to provide an understanding of the rationale underlying the PMMS concept,
guidance and recommended course of actions for the effective and efficient management of the
PMMS at OPUs.

This manual is not meant to replace the PMMS Blueprint Document and reference to the Blueprint
should be made in the event that more detailed technical information is required.

The target audience is those who have a role to play in managing the PMMS and all PMMS users.

Scope
The scope of this manual covers the following elements:
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• Leadership and organisation

• Plant asset structure
• Maintenance business processes
• KPIs and reporting
• Competency Management
• Business process compliance
• Data quality assurance

1 LEADERSHIP AND COMMITMENT

Leadership and commitment at all levels in the organization are the fundamentals and key success
factors for the effective and efficient management of the PMMS.

The leadership team shall provide visible leadership and commitment in order to ensure that this
commitment is translated into the necessary resources to implement and manage the PMMS
effectively and must foster an active involvement in improving and sustaining the PMMS by
encouraging and nurturing a culture of belief, motivation, participation, and commitment to manage
and maintain the PMMS.

Visible leadership and commitment at different management levels can be demonstrated through, but
not limited to:

• Providing strategic direction, guide, drive and support the application and improvement of the
PMMS
• Translating PMMS related objectives into reality through developing strategies and initiatives
aimed at achieving the desired end-state.
• Reviewing and endorsing selected strategies to achieve the business objectives
• Ensuring that appropriate KPIs to monitor and measure performance are developed
• Ensuring KPIs are monitored on a regular basis via other monitoring platforms (apart from
monthly CoP) i.e. via daily/weekly maintenance, operations meetings, etc
• Setting challenging but realistic targets which commensurate with the business requirements
• Endorsing improvement proposals and programs and ensure that progress is consistent with the
plan
• Resolving priorities and resource issues
• Ensuring that PMMS improvement initiatives are effective and adequate in meeting performance
targets
• Initiating periodic audits and management system reviews and that agreed specific and practical
recommendations are implemented within the agreed time frame
• Ensuring that the number of PMMS ID users remain optimal
• Resolving interface problems with the various departments, if any
• Assigning a single point responsibility at various levels in the organization for the proper
management and application of the PMMS, while ensuring clear and sound roles, responsibilities
and accountabilities.
• Providing effective training to all users and communicate effectively with all stakeholders
• Belief in the company’s will to use the PMMS to the full extent
• Participating and involving in the development of an effective PMMS
• Creating and sustaining a culture that supports the PMMS
• Allocating adequate resources, e.g. time, budget and competent human resources, to PMMS
matters
• Attending PMMS Community of Practice (CoP) meetings
• Leading and active participation in PMMS improvements initiatives

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• Motivating and encouraging active participation of staff at all levels by seeking their views and
involvement in PMMS and pursuing suggestions for improvement
• Putting PMMS matters equally high on agenda of meeting, from the management committee and
downwards
• Communicating the importance of PMMS consideration in business decision making
• Requesting regular PMMS reports and acting on those reports
• Setting specific, measurable, actionable, realistic and time-based reliability targets for the
organization, through effective utilization of PMMS
• Enhancing the sense of unity and common purpose in achieving the effective utilization and
highest penetration of PMMS at the OPU.

Note: all forms, framework documents and guidelines referred to in the following sections are
available from the PMMS CoP AXIS website or via the PMMS central team.

PERFORMANCE STANDARDS - Leadership

No. Item Standards Best in Class (BIC)

1. Number of plant PMMS COP meetings chaired 6 per year n/a

2. Percentage of EMP meetings attended 80% n/a

3. PMMS Focal Persons/ Expert Users are 100% n/a

assigned at various levels in the organization to
ensure proper management and application of
PMMS.

4. Review and analyze monthly performance and 1 session per n/a

conduct communication sessions to: quarter
• emphasize the importance of PMMS
• communicate the Maintenance
Management Performance Report to
relevant stakeholders
• Motivate and encourage active
participation of staff at all levels in
utilizing and improving PMMS

5. OPU score in PETRONAS internal PMMS > 4 points n/a

Benchmarking

6. Number of external PMMS best practices 4 per year n/a

adopted

2 POLICY AND STRATEGIC OBJECTIVES

For Policy and Strategic Objectives, reference shall be made to the main Physical Asset Management
Master Document.

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3 ORGANIZATION, ROLES AND RESPONSIBILITIES,

RESOURCES, USER MANAGEMENT AND CAPABILITY
BUILDING

3.1 Organization and Roles & Responsibilities

For effective implementation of PMMS, the whole organisation shall be considered and in particular
all end-users. Effective implementation is achieved when all stakeholders recognises the need and
benefits of the PMMS and are fully utilising the PMMS functionalities to manage the maintenance
business processes efficiently.

The function responsible for the management of the PMMS shall be reflected in the organizational
structure and be allocated with adequate resources.

The organizational structure shall commensurate with the business needs.

The purpose of the function, principal roles, responsibilities and accountabilities of the position within
the organizational structure, in the context of management of the PMMS, shall be clearly described in
the relevant Position Descriptions.

PERFORMANCE STANDARDS – Organization and Roles & Responsibilities

No. Item Standards Best in Class (BIC)

1. PMMS related functions are reflected in the 100% filled n/a

organization chart.

2. Position Descriptions are current and the roles 100% n/a

& responsibilities are clearly defined.

3.2 Community of Practice (CoP) at OPUs

The activities associated with the application of the PMMS and improvement process always involve
many departments and disciplines, requiring teamwork transcending departmental boundaries.

In order to manage and align the activities related to PMMS, it is recommended that a dedicated
forum or Community of Practice (CoP) be established at the OPUs to act as the platform to define
roles and responsibilities and carry out its duties, accountability, etc.

A CoP is a group of people who has a shared interest in embedding the PMMS utilization capability
within the OPU, and who want to continuously improve the PMMS utilization and the efficiency of the
maintenance business processes.

This multidisciplinary approach allows cross fertilization of expertise and enhances the team’s overall
capabilities. The forum should be used to share learning, knowledge and experience in managing the
PMMS initiatives, best practices, benchmarks, and technological advancements etc.

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The forum should generally comprise of at least representatives from all end users and Terms of
Reference of the forum shall be clearly defined.

Management representatives must be assigned responsibility, authority and accountability for

managing the PMMS. Any appointments of management representatives should not reduce the
responsibility of individual line managers for implementing the PMMS in their area of responsibility.
The chairman must be the primary responsible party for the PMMS and is usually the Maintenance or
Engineering Manager.

The recommended CoP composition is as follows:

ƒ CoP Chairman - OPU Maintenance or Engineering Manager.

ƒ CoP members - Maintenance Area/Discipline Managers, Expert Users or Focal Persons
ƒ CoP members – representatives from other departments or sections e.g. RIM, TA,
Inspection, Operations, and Materials department

The CoP should meet regularly e.g. at least once every two months and the following topics may be
addressed:

ƒ PMMS resources, user capability building, user competency, etc

ƒ Rationalization of user ID
ƒ Review of PMMS KPIs e.g. Discussion on issues and action plans for KPIs adherence,
clearing outstanding notifications and overdue orders, performance of schedule compliance,
etc.
ƒ Maintenance Master Data build up and clean up (e.g. progress of the development of BOMs,
Updated asset list, Preventive Maintenance plans for existing and new equipment, etc)
ƒ Maintenance data quality, completeness, etc (i.e. timeliness of data entry, correct fault code,
etc)
ƒ PMMS application issues and improvement suggestions - identifying solutions for issues,
agreeing on business requirements for the enhancements. For example, if the users have
been identified as having limited understanding of certain functionalities, and therefore
difficulties in utilising these functionalities training sessions could be organized to elevate the
problem.
ƒ Any other matters arising (i.e. from the PMMS utilization, audits, etc)

PERFORMANCE STANDARDS – PMMS CoP at OPU

No. Item Standards Best in Class (BIC)

1. Number of plant PMMS CoP meetings held 6 per year 12 per year

2. Percentage attendance by officially nominated 80% 100%

members

3.3 Resources and Support in OPU

Each OPU should appoint and develop at least 2 PMMS Focal Persons (1 Main Focal Person and 1
Deputy Focal Person) and a number of Expert Users for each department or section to support the
organisation with the effective application of the PMMS. Focal Persons and Expert Users play an
important role in ensuring that PMMS users are adequately supported in their use of the PMMS and
also in ensuring a better continuity in PMMS utilization in their OPUs. The following section details the
required and necessary support in an OPU to achieve this.

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3.3.1 Expert Users and Focal Persons

The Expert Users are expected to provide daily PMMS operational support to the Focal Persons, who
in turn should provide support to all end-users in their respective environment.

In addition, Expert Users are expected to liaise with Group central support organization for resolution
of more complex issues and conduct training sessions for all users.

It is important that the Expert Users and Focal Persons network with their counterparts from other
OPUs, in order to share experience and learn from each other. They are encouraged to attend the
regular Focal Person Workshops organized by the Central Team in order to keep abreast with the
latest developments in PMMS and other initiatives to ensure the sustainability of the consistent
PMMS utilization.

The Focal Persons and Expert Users are responsible for organising and conducting training sessions
in their OPUs.

There are 2 types of trainings:

ƒ Training for new PMMS users or training on new features/functionalities in PMMS to existing
users
ƒ Refresher training to existing users

Training for new PMMS users or for new PMMS features should be organized on an as need basis.
This type of training can best be delivered on one-to-one or one-to-a-few basis (e.g., 2-3 new joiners
at one time). For new functionalities or features, a demo cum briefing session might suffice (e.g.,
during a departmental meeting, the Focal Person briefs the group on newly implemented features and
conducts a demo).

Refresher trainings are normally organised for bigger groups to achieve economies of scale and
usually require a classroom setting. Courses should be pre-identified and arranged, so that the users
can register themselves. The CoP may also set up rules to compel every user to attend a minimum
number of training sessions per year in order to maintain their skills.

3.3.2 Succession Plan for Focal Persons

A formalized succession plan should be put in place when selecting new Focal Persons for an OPU.
This is to ensure sustainability of the Focal Person role and that the Focal Persons are retained long
enough for them to gain enough knowledge, exposure, and experience before moving on to another
position. In addition, a succession plan can also ensure that proper handover and knowledge transfer
takes place when there is a new Focal Person appointed.

At any one time, there should be at least 2 Focal Persons; 1 Main Focal Person and 1 Deputy Focal
Person in an OPU whereby:

ƒ Main Focal Person will be in charge of all PMMS related duties

ƒ Deputy Focal Person will report to the Main Focal Person and assist him/her in executing
PMMS activities

The recommended minimum appointment period for a Focal Person is a 2-3 years tenure. The
appointment of Deputy Focal Person should overlap the Main Focal Person by at least 6 months for
transition and he/she will eventually take over as Main Focal Person when the Main Focal Person
moves on, as illustrated in the diagram below:

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Yr: S Yr: S+2

Main FP
Yr: S-0.5 Yr: S Yr: S+2
Deputy FP

All appointed Focal Persons should complete the Skill and Expert Central Training by choosing any
session in the Central Annual Training Plan.

All Focal Persons and Experts Users shall sit for the Expert Level Competency Assessment
organized by the Central Team. This assessment is organized at least once a year depending on the
need and requirements of the Focal Persons/Expert Users.

PERFORMANCE STANDARDS – Resources and Support

No. Item Standards Best in Class (BIC)

1. Number of PMMS focal persons (FP) appointed 2 n/a

FP and Deputy

2. Number of years of PMMS experience before 1 year n/a

appointed as FP

3. Duration of Deputy FP assignment before 6 months n/a

appointed as Main FP.

3.4 Capability Building for PMMS Users

This section aims to ensure that the capabilities of PMMS users are properly managed for more
effective and efficient utilization of PMMS. This can be achieved through the PMMS User
Competency Management as well as the PMMS Training Framework.

3.4.1 PMMS User Competency Management

The PMMS User Competency Management Framework was developed to manage the PMMS skill
and knowledge development of the PMMS user community. The Framework’s aim is to ensure that all
PMMS user become competent in using the PMMS.

The core components of the Competency Management Framework are:

ƒ Competency Matrix and Descriptor which describe the PMMS functional areas that each job
position should be skilled in and the competency level to be attained. The matrix determines
the assessment and the training program that a user requires based on his/her job position.

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Competency Matrix

Competency Descriptor

ƒ Competency Assessment Questionnaire which contains the assessment questions for

each PMMS functional area, organized based on competency level. The questionnaire is
administered as a test to gauge the competency level of each PMMS user

ƒ Training Curriculum which contains all the training materials on PMMS, organized by
competency level. The training materials are published online on EPSS (PETRONAS
Electronic Performance Support Site) accessible via PETRONAS Intranet under Education.

Every OPU shall assess all PMMS users in the OPU using the PMMS Competency Questionnaire
(available from the PMMS central team). The assessments should be administered by the OPU’s
Focal Persons. Focal Persons are responsible for arranging the venue, which should be equipped
with PCs, as well as the necessary logistics for the users who are supposed to sit for the assessment.
Users can be assessed in groups/batches in an OPU as per the discretion of the Focal Persons.

All scores from the Competency Assessment Questionnaire should be translated into the
Competency Assessment Scorecard. The passing level for user assessment is 70% and 80% for
Expert Users accordingly. If an OPU does not attain the passing level, the CoP and the Focal
Persons should analyze the results and identify the area of weaknesses in SAP skills, then additional
training sessions should be conducted for the users who did not attain the passing level. The PMMS
Competency Assessment Gap Analysis Template should be utilized for this purpose. Assessments
shall be administered again after training for these users.

The assessment result obtained by each user is valid for 2 years. If, after the 2 year period, the user
is in the same job position, then he/she should take the assessment again.
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If a user is transferred to a job position and thus will carry a different role in PMMS usage, then
he/she shall be re-assessed based on the new job position.

3.4.2 PMMS Training Plan

The PMMS Training Plan is put in place to up-skill the Focal Persons, Expert Users and maintenance
users in general to ensure that they are equipped with the right skills and knowledge to be competent
in using PMMS. It also helps to address and close gaps identified from competency assessment,
benchmarking etc. The PMMS Training Framework comprises of the PMMS Central Training, PMMS
OPU Request Training, and PMMS OPU Internal Training.

[Link] PMMS Central Training

The PMMS Central Training consists of Skill and Expert Training sessions held centrally by the
Central Team. There are 8 sessions in a year; 4 sessions of Asset Management & Work
Management and 4 sessions of Business Warehouse, 1 session of each every quarter. For the Asset
and Work Management and Business Warehouse Modules, the training will be conducted for 3 days
and 2 days respectively for each session of the Skill and Expert Level Training. For the Skill Level
Training, only the Work Management Module and Business Warehouse Module are used; there is no
Asset Management Module involved.

Generic PMMS Central Training Schedule in a Financial Year

The Central Training is intended as a Train the Trainer session for the Focal Persons to equip
themselves with sufficient skill and knowledge to subsequently be able to conduct the training in their
respective OPUs.

Focal Persons and Expert Users should only attend the Skill and Expert Competency Level training
once they have completed their Competency Assessment. Focal Persons and Expert Users should
complete the Skill Level Training as a pre-requisite before attending the Expert Level Training. Users
who are nominated by their Focal Persons to attend the Skill Level Training should have attended at
least 1 OPU Internal Training at their OPU and this shall be detailed in the Central Training Request
Form.

Focal Persons may submit early nomination of their users to the Central Team; however for
confirmation of seats, Focal Persons must fill up the Central Training Request Form and obtain the
necessary approval from their respective OPU’s Maintenance Managers before submitting it to the
Central Team 1 month before the training date. Participants are not allowed to repeat a particular
training especially within the same Financial Year as priority is given to new Focal Persons/users who
have not attended the training before.

All participants are required to have their own BW IDs prior to attending the Business Warehouse
(BW) training session.

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All participants should be reassessed after attending the Central Training, either in their OPUs or via
Central Competency Assessment Sessions.

[Link] PMMS OPU Request Training

In addition to the Central Training, the Central Team allocates 12 sessions of OPU Request Training
for OPUs in a financial year. Each quarter will have 2 sessions of Work Management and 1 session of
Business Warehouse training. Each OPU are only allowed to book 2 training sessions offered by the
Central Team in a financial year.

PMMS OPU Request Training Schedule in a Financial Year

OPUs should only request for training once they have achieved a 100% completion of their
Competency Assessment session for all PMMS Users in their respective OPUs. Training sessions to
be conducted based on Topic Areas as outlined in the Training Curriculum.

Training conducted will be up to a maximum of 3 days per session and the training topic can be
repeated up to 3 days (i.e. Timesheet topic to be repeated for 3 days to different trainee groups). If
repetition of topics is required; 1st day will be conducted by a Central Trainer, subsequent days to be
conducted by OPU FP with the attendance of a Central Trainer. This is to familiarize and train the FP
to run any future training at OPU.

To book an OPU Request Training session, Focal Persons must fill up the OPU Training Request
Form and submit it to the Central Team at least 2 weeks prior to the chosen date.

Once training request has been confirmed, Focal Persons should prepare the necessary trainings
logistics and training venue/room in their respective OPUs to accommodate the training sessions.

[Link] PMMS OPU Internal Training

The number of sessions and days for each OPU Internal Training session as well as the type of
training to be conducted is up to Focal Person’s discretion as required by their OPU. Focal Persons
are required to notify the Central Team of their intended training sessions for monitoring purposes.

The Central Team shall not be involved in OPU Internal Trainings. These trainings are solely the
responsibility of Focal Persons and Expert Users in the OPUs.

PERFORMANCE STANDARDS – PMMS Capability Building

No. Item Standards Best in Class (BIC)

1. Availability of annual training plan 100% n/a

Number of training sessions scheduled 4 per year

2. Percentage of PMMS competency assessment 100% n/a

coverage

3. Average PMMS Focal Person/Expert User 80% 90%

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Competency Assessment Score

4. Average PMMS User Competency Assessment 70% 80%

Score

3.5 Managing Continuous Improvement in PMMS

The future of PMMS depends on an OPU’s ability in sustaining and enhancing their PMMS
performance. This section describes the different sustainability activities to help OPUs manage and
maintain continuous improvement in PMMS and derive the maximum value out of PMMS utilization.
This is in accordance to OPUs’ quest to elevate their Plant Performance towards achieving the status
of High Performance Plants.

3.5.1 PMMS Benchmarking

The standardized maintenance reporting allows benchmarking to be conducted across all OPUs. The
PMMS Benchmarking exercise is conducted annually to measure the degree of utilization and
penetration of PMMS in all OPUs as well as to motivate and recognize OPUs who have been fully
utilizing and reaping the benefits of PMMS in their daily job.

The PMMS benchmarking is conducted in 2 approaches:

ƒ Quantitative approach which analyzes OPU’s KPIs/statistics based on data extracted from
the system and input from Focal Persons via the PMMS KPI Statistics Questionnaire
ƒ Qualitative approach which analyzes feedback from maintenance users of all levels via the
PMMS Benchmarking Survey

The benchmarking results will be scored based on 3 benchmarking categories, Leadership, Capability
and Mindset & Behaviour.

Focal Persons shall conduct and complete the benchmarking exercise in their respective OPUs within
the stipulated deadline which is usually about 1.5 -2 months. Focal Persons should complete the KPI
Statistics Questionnaire and administer the Benchmarking Survey according to the defined target
headcount within their maintenance community. All completed benchmarking questionnaires, survey
forms, and supporting benchmarking documents should be sent back to the Central Team within the
stipulated dateline.

A post benchmarking OPU Detailed Benchmarking Result Analysis shall be conducted with Focal
Persons of all OPUs in a one day session held centrally to identify significant gaps and improvement
opportunities based on the benchmarking results. The findings and action items must be documented
in the OPU Detailed Benchmarking Results Analysis Report, which should then be presented to the
OPU CoP and management of the respective OPUs. Further to that, all identified action items should
be formalized and converted into performance improvement initiatives for the OPUs.

3.5.2 Performance Improvement Initiatives Tracking (PIIT)

To achieve the status of high performance plants, OPUs should constantly drive OPU specific
performance improvement initiatives to close gaps. In order to further improve on the effectiveness of
performance improvement implementation, a framework was developed to formalize the process of
identifying and planning solutions or improvement initiatives. OPU CoPs should adhere to the
formalized process to identify and plan the action items required to improve KPIs and PMMS
performance.
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Each improvement initiative should identify the underlying issue, the required action points, people
responsible and the target dateline. To formally raise a performance improvement initiative, Focal
Person must ensure these details are documented in the PMMS Performance Improvement Initiatives
Action Form. Every improvement initiative raised as well as completed and closed must be signed off
by the initiative owner, the respective Central Team member, and endorsed by the OPU’s
Maintenance/Engineering Manager.

To ensure sustainability of performance, OPUs should consistently maintain their performance for a
minimum period of 3 months before they can officially close an improvement initiative.

3.5.3 PMMS Best Practice Validation

There are four primary components in the PMMS Best Practice Approach; capturing PMMS best
practices from OPUs, validating the value creation from the identified best practices, implementing
validated best practices in other applicable locations and measuring the performance gains from the
best practices.

The PMMS Best Practice Validation framework was developed to illustrate the validation approach of
OPU PMMS best practices. The validation of OPU best practices is important as it verifies and
endorses that the nominated practices generate the required business benefits and value. The
validation is executed in accordance to the “3R” Practices manner namely RELIABLE, REPEATABLE
and REPLICABLE in order to sustain and spread the performance gains across all OPUs.

The validation process involves reconciliation of the best practice’s key benefits against the OPU’s
KPI extracted from the PMMS, in addition to further on-site review, if necessary. The validation results
should be captured in the PMMS Best Practice Validation Report Template.

3.5.4 PMMS Change Request

The PMMS Change Request Framework was developed to create a standardized process for
initiating and tracking PMMS Change Requests. This is to ensure that changes are properly
addressed and effectively implemented as well as well documented and communicated to
stakeholders.

Any request for changes to the existing PMMS system functionality initiated by the maintenance
community must be raised in the PMMS Change Request Form to ensure that there is a complete set
of documentation supporting each request and to facilitate the review and discussion process. The
implementation of a Change Request involves scope definition, system design, cost, planning &
scheduling, resources, delivery method and documentation.

OPUs should ensure that they discuss and verify the change requirement with their
Maintenance/Engineering Manager before raising it as a change request. Each OPU shall take
ownership of their OPU’s change request unless the change request impacts groupwide. Groupwide
change requests shall be owned by Engineering Managers’ Panel. Once the change has been
implemented, the change requestor shall sign off the User Acceptance and Sign-off Form to confirm
that the change has been fully and correctly implemented.

PERFORMANCE STANDARDS – Continuous Improvement

No. Item Standards Best in Class (BIC)

1. Percentage of improvement items (from 80% n/a

benchmarking exercise) converted to PIIT
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improvement initiative.

2. Percentage of PIIT items closed on time. 100% n/a

3. Number of Best Practices presented in PMMS 1 n/a

CoP and User Forum.

3.6 PMMS User Management

It is imperative to manage and optimize the SAP user IDs in an OPU by ensuring that the user IDs
are granted to the maintenance users only on a need basis. This sections aims to achieve proper
PMMS User Management in OPUs via rationalization of user IDs registered in PMMS.

3.6.1 Rationalization of User IDs Registered in PMMS

Each nominated user will be provided with an ID in the PMMS. It should be noted that every
registered user in PMMS incurs a one time charge and a yearly license fee. It is therefore important
that OPUs rationalize the user IDs in the PMMS to avoid incurring higher license fee than necessary
(CoP is expected to monitor the rationalization of user IDs).

As a guide, a number of rules can be applied to optimize the user ID numbers in an OPU:

ƒ The Focal Persons should manage the list of PMMS users meticulously and keep the list up-
to-date
ƒ Every user who has left the organization (e.g., staff who have been transferred) shall have
their ID removed from the system immediately
ƒ Users who hold important LOA (e.g., for PR approval, work order approval) must be assigned
individual IDs, to ensure that an audit trail is recorded and maintained in the system
ƒ The OPU may consider consolidating the number of user IDs for users who perform similar
roles, e.g., all planners can share an ID.
ƒ Only 1 user ID is needed to be assigned to all users who only access the system for simple
tasks or for browsing purpose, e.g., all operators from a process area can share a common
ID as they only use the system to create notification and display the notification status.
ƒ User IDs that do not have activity for a period time (e.g., no log in for 3 months) should be
removed from the system.
ƒ

PERFORMANCE STANDARDS – User Management

No. Item Standards Best in Class (BIC)

1. Frequency of User ID Rationalization exercise 2 yearly n/a

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4 PROCESSES IN PMMS
4.1 MASTER DATA MANAGEMENT
4.1.1 Maintenance Business Introduction
Master Data Management, its recording, maintenance management and analysis of the plant and
equipment (assets) shall be to the level that ensures safely meet its operational and fiscal
requirements. The three keywords typically used to describe the level are integrity, reliability and cost.

Master Data Management can be further described in the following general business objectives:

ƒ Uniquely identify all assets requiring maintenance management.

ƒ Record and manage technical data (e.g. RPM, flow-rate for centrifugal pumps) describing
those assets.
ƒ Record and manage the maintenance tactics (e.g. Run to failure, periodic shutdown etc) for
each asset.
ƒ Record and manage the detailed activities (e.g. Task lists) and data (e.g. Bills of materials,
schedules etc) in support of these maintenance tactics.
ƒ Record the relationships between the assets i.e. concurrent scheduling of planned downtime
for related assets (opportunity maintenance) & performance analysis.
ƒ Promote commonality of asset identification to maximise opportunities to share information
and perform cross-plant analysis and benchmarking.

Master Data Management encompasses the areas below and shall be further covered in more detail:

ƒ Plant Asset Structure

ƒ Functional Location Master & Equipment Master
ƒ Classification & Characteristics
ƒ Catalogue Profiles
ƒ Bill of Material (BOM)
ƒ Preventive Maintenance
o Preventive Maintenance Plans & Strategies
o Maintenance Task Lists
ƒ Document Management

All plant assets including tools that require some form of maintenance, periodic calibration, inspection
or engineering support during its life cycle shall be entered into the asset register in PMMS and the
equipment characteristics shall be duly completed.

A process to manage registrations of new equipment and/or deletions of existing assets resulting
from projects or MOCs shall be established.

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4.1.2 Plant Asset Structure

OPU shall have an Asset Structure in PMMS to represent the hierarchical breakdown structure of its
entire plant. Structure is defined according to PMMS guidelines.

Objective of hierarchical relationships of plant equipment in a hierarchical asset structure are as

follows:
ƒ Enable top-down view of a plant to support safe and effective maintenance management
including optimisation of planning and of maintenance execution
ƒ Support effective performance analysis including the quality collection of Reliability &
Maintenance (RM) data to support benchmarking, analysis for cost, safety, availability and
reliability of systems and plants.
ƒ Facilitate benchmarking within and across OPUs, and with other companies on common
basis
ƒ Logical process hierarchical structure provide systematic search for operators and
technicians to locate the affected equipment
ƒ The effective maintenance management and performance analysis of a plant also requires
the ability to view the plant from the perspective of proper asset structure i.e. Plant process
units, Sub Units, Equipment, Area (physical location), Organisational Responsibility

The Asset Structure hierarchy shall represent the levels and relationships of plant process units, sub
units, functional location boundaries and equipment that are installed in their respective Functional
Location boundaries.

Functional Boundary is termed as a grouping of main and supporting equipment which provide one
main function for delivering intended output from maintenance perspective. The example below
illustrates the functional boundary for gas turbine.

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Equipment that requires maintenance within the functional boundary will be assigned with a specific
tag, utilizing Functional Locations. Equipment shall represent the unique register of each asset, (e.g.
Loading pump, vessel or relief valve) that are installed to a functional location boundary etc.

Functional Location shall represent:

ƒ Plant hierarchy levels

ƒ Functional location boundary
ƒ Tag number

Maintenance notifications and orders shall be created against the equipment so that when the
equipment is dismantled and later installed to another functional location (Tag No.), its historical
maintenance data would remain attached to it.

Plant Asset Structure shall consist of Process Areas and Non-Process Area. Examples of Non-
process areas are Safety Systems, Electrical Distributions System etc, which normally includes
shared functions.

Asset Structure contributes to the role of maintenance in the following forms:

ƒ Complete and accurate registry of site assets, which is an essential prerequisite of Asset
Management
ƒ Among others, proper asset registry should be numbered and labelled, should highlight
equipments needing statutory inspection, should highlight equipment importance i.e. the
criticality level of the equipment, should highlight assets separate identification and be
individually identifiable, etc
Therefore, it is imperative that a collection of plant assets shall constitute system or sub-systems.

ƒ A system or a sub-system performs a certain function.

ƒ A Collection of system or sub-system forms a Process Unit
ƒ A Collections of Process Units form the process plant.
ƒ This hierarchical relationship (i.e. level 1, 2, 3, etc) of plant equipment is represented as Plant
Asset Structure in the PMMS.

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The illustration above explains the physical asset representation. The structure can consist of various
hierarchical levels. At the highest level is either a company or a plant itself. Subsequent level is a
process unit, sub process unit and functional boundary.
The basic structure of the hierarchy in the illustration is described in the graphical representation of a
typical plant structure, as below:

• Level 3: Company
• Level 4a: Plant
• Level 4b: Process Area
• Level 5a: Process Unit
• Level 5b: Sub-Process Unit
• Level 5c: System
• Level 6: Functional Boundary
• Level 7: Sub-boundary
• Level 8a: Tag Number
• Level 8b: Equipment

Illustration below shows a simple illustration on Plant Asset Structure example.

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Naming convention adopted is as below:

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PERFORMANCE STANDARDS – Plant Asset Structure

No. Item Standards Best in Class (BIC)

1. Plant area/unit/sections covered by plant asset 100% n/a

structure in PMMS

2. Plant Asset Structure setup is in compliance 100% n/a

with PMMS design requirements.

4.1.3 Functional Location Master and Equipment Master

Functional Location Master shall be used to capture information related to location, process or
group of functions.
ƒ Functional Location Master Data shall be used to structure or represent a plant relationship,
between organisational set-up, process and maintenance functions.
ƒ Any plant asset location, process structure identified in the Plant Asset Structure Detail
Design shall be created as unique functional location number.
ƒ Functional Location Master shall also be created to represent the equipment tag number.
ƒ In general, Functional Locations shall represent the whole asset structure from the top down
to the tag number, e.g. Plant, Area, Unit, Sub-unit, functional boundary and tag number.

Equipment Master is a uniquely identifiable physical asset with its number internally generated by
PMMS.
ƒ All notifications and work orders shall be assigned to an equipment number where costs and
history is recorded.
ƒ When an equipment master is dismantled and installed from one location to another, its
equipment master history remains attached.
ƒ The Equipment position will be the lowest level of Functional Location Hierarchy (also known
as tag number) at a position where equipment can be removed/installed and for which
technical and financial reporting is required.
ƒ For asset requiring reliability, availability, maintainability & life cycle cost analysis, it must be
registered as an equipment master.
ƒ Assets that do not have its own tag number (but with maintenance frequency, type of work
activities and cost), need to be captured for analysis and needs to be registered as a generic
equipment master by area/location. This is for the purpose of operations or maintenance staff
to raise notification against it. Usually, generic equipment has no reliability impact to the plant
operation.
ƒ Each equipment master should be assigned as a one-to-one relation with the Functional
Location.

Equipments shall also be categorized according to their criticality, which is an important process
when developing asset structure. Equipment criticality shall be based on ECA methodology.

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PERFORMANCE STANDARDS – FL and Equipment Master

No. Item Standards Best in Class (BIC)

1. Percentage of asset requiring some form of 100% n/a

maintenance, inspection, periodic calibration or
maintenance support during its life cycle
registered in PMMS.

2. Equipment Criticality Rating is assigned to all 100% n/a

assets and matches with Equipment Criticality
Assessment (ECA) results.

4.1.4 Classification and Characteristics

Functional Location Classification is defined as a class or grouping of functional location boundary of

the same function, while Equipment Classification is defined as a class of equipment with equal
characteristics and functions

All equipment in PMMS shall be assigned to its appropriate functional or equipment class based on
the type of the equipment.

Characteristics value should be entered for all equipment, but priority should be given to critical
equipment i.e. Criticality Level 1 and Level 2.

The objectives are:

ƒ To group equipment and functional boundary belonging to the same characteristics and
functions
ƒ To enable Reliability and Maintenance (RM) data collection for analysis of equipment class by
an OPU or among OPUs
ƒ To structure the classes to allow drill down and roll up analysis.
ƒ To enable benchmarking, RM & Key Performance Indicator (KPI) analysis, Equipment Class
& Functional Boundary Class KPIs and Reporting could be used to identify areas of
improvement.

Technical Object or Equipment installed in the plant shall be classified according to its function and
characteristic for high level Reliability and Maintenance (RM) analysis and performance track of a
class of equipment in a location or area.

ƒ At the functional boundary level of the asset structure hierarchy, functional boundary
classification should be used for collecting, merging and ‘Reliability and Maintenance (RM)’
analysis of equipment unit, of the same function like gas turbine, compressor or pump
boundary.
ƒ The characteristic of each classification is for further classification of the equipment in a class,
into technical and operational parameter for the basis of RM data collection. There are some
data which are common to all equipment classes and some data which are specific to each
equipment class.

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ƒ Classification is beneficial to gain a horizontal view of the equipment. Horizontal view enables
one to analyse the equipment across different plants, within one or more location/train; as
seen in illustration below. Two examples to how this would work are as follows:-
o A PM Engineer would like to select all Gas Turbines in each train across the plant for
analysis.
o To select all PUMPS operated in a single location for analysis

Reliability Maintenance Analysis By Using Equipment Class

Plant
A

Across Plant

TRAIN1 TRAIN2 TRAIN2

Gas Turbine Gas Turbine Gas Turbine
Compressor Compressor Compressor
Generator Generator Generator Single
Pump Location/Train
Pump Pump
Vessel Vessel Vessel
Furnace Furnace Furnace Multiple
Heat Exchanger Heat Exchanger Heat Exchanger Location/Train
Electrical Motor Electrical Motor Electrical Motor
Engine Engine Engine
Pressure Loop Pressure Loop Pressure Loop

Figure 7: Horizontal View of the Plant Asset Structure

Below are the guidelines for Equipment Class set-up:

ƒ The Equipment Class shall be grouped into equipment of the same function in the equipment
class hierarchy. Example of equipment class hierarchy in Mechanical equipment at Rotating
equipment sub hierarchy level: pumps, it is further classified into Pump centrifugal, Pump
rotary, Pump reciprocating i.e. accounting to the equipment design feature.
ƒ The first character in each equipment class coding should be used to represent the
equipment discipline i.e. ‘E’ represent Electrical equipment class, ‘I’ represent Instrument
equipment class and ‘M’ represents Mechanical equipment class.
ƒ An Equipment Class to be created only for those equipment that require maintenance and
reliability analysis value of its maintenance data.

Some sample equipment classes hierarchy can be seen in the illustration below.

ƒ For example, a Mechanical Equipment class hierarchy is further sub-divided into Rotating and
Static sub-hierarchy element.
ƒ The rotating equipment class hierarchy consists of equipment classes for combustion engine,
pumps, compressor and turbine etc.
ƒ The equipment class is defined at this lowest level, in this case being the engine, pumps,
compressor and turbine. The equivalent class description also applies to the other equipment
classes.
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Proposed Mechanical Eq. Class Hierarchy

Mechanical

Rotating
Engine
Pump
Compressor
Turbine

Static
Vessel
Column
Heat
Exchanger
Separator
Filter
Ejector
Well Head

Figure 8: Mechanical Equipment Class Hierarchy

Examples of equipment characteristics are pump suction pressure, pump discharge pressure, etc

The assignment of characteristic values to characteristics can occur during one of the following
business processes:
ƒ Commissioning of new plant and equipment
ƒ Modification of existing plant and equipment
ƒ Data review (e.g. As part of an upgrade project)

PERFORMANCE STANDARDS – Equipment Class and Characteristics

No. Item Standards Best in Class (BIC)

1. Percentage of equipment assigned with the 100% n/a

correct equipment class

2. Percentage of equipment (compressors and 100% n/a

turbines as a minimum) with complete
characteristics data

4.1.5 Equipment Catalogue Profile

Catalogue profile shall be assigned to each equipment according to the corresponding equipment
class.

Among others, the objectives are:

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ƒ To enable benchmarking, RM & Key Performance Indicator (KPI) analysis, identify areas of
improvement, etc
ƒ To enable Reliability and Maintenance (RM) data collection, and drill down & roll up analysis
of equipment
ƒ To standardize structure, codings, etc

The following guidelines are adopted for the set-up of catalogue profile:

ƒ The set-up of Catalog Profile is to group according to equipment class level.

ƒ To only include the codes which are most frequently used in order to ensure codes are
minimised and to avoid confusion due to codes with similar meaning.
ƒ If new codes are required, it must firstly be discussed within the respective skill groups. Only
after it is confirmed and approved by the skill group will the new codes be inputted into
CMMS.
ƒ Standard Naming Convention is used and the catalogue profile naming should closely
resemble the equipment class it is referring to e.g.
o If a catalogue profile is developed for equipment class: MRPC - pump centrifugal,
then the catalogue profile should be named M-PMPCFG pump centrifugal.
- Where M represents Mechanical catalogue profile.
- PMPCFG represent short format for Pump centrifugal.

o Exception case: There are certain catalogue profiles which is applicable to several
sub-level equipments. Thus the catalogue profile would only be named at the highest
level of that equipment class group e.g.
- A catalogue profile applicable for all level of equipment classes under Motor
(Asynchronous induction machine).
- The catalogue profile named E-Motor is to be assigned to all equipment
class under Motor, i.e. EMH, EMHS, EML1, EML2,EMLS1 & EMLS2

A mapping of catalogue profiles to each equipment class should be used when assigning catalogue
profile to respective equipment. Below is a simplistic view of the Catalogue Profile Structure.

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Catalog Profile

Object Part

Damage Code

Cause Code

Activity

Figure 3.35: Catalog Profile Structure

Below, is a sample report and analysis, which also illustrate object parts and damage code examples

Sample Analysis Report : Object parts Vs Damage Codes

Equipment Class : Pump - Centrifugal
Damage
Codes
EXL FTS FWR LOU OVH HTP VIB SUM EXL EXTERIOR LEAKAGE
Bearing 0 0 2 0 1 2 3 8 FTS FAILED TO START
FWR FAILED WHILE RUNNING
Cooling System 2 0 4 3 2 0 0 11 LOU LOW OUTPUT
OVH OVERHAUL
Lub Oil System 2 0 2 2 1 0 0 7
HTP HIGH TEMPERATURE
Mechanical seal 0 0 2 0 1 0 0 3 VIB VIBRATION / NOISY
Object Parts

Pump Casing 2 0 0 0 0 0 1 3

Pump Base Support 0 0 0 0 0 0 0 0

Shaft 0 2 1 1 1 0 2 7

Impeller 0 0 0 1 1 0 0 2

Coupling 0 0 1 0 0 0 0 1

Wear rings 0 0 0 0 0 0 0 0

Shaft sleeves 0 0 0 0 0 0 0 0

Bolt & Gasket 0 0 0 0 1 0 0 1

Total 4 2 12 7 8 2 6 43

PERFORMANCE STANDARDS – Catalogue Profile

No. Item Standards Best in Class (BIC)

1. Percentage of equipment with correct catalogue 100% n/a

profile assigned

4.1.6 Bills of Materials (BOMs)

A maintenance bill of material (BOM) is a complete, formally structured list of the components and
assemblies making up equipment. The list contains the material numbers of the individual
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components together with their quantity installed and unit of measure. The components can be stock
or non-stock spares.
Review has to be conducted to identify equipment requiring BOM. This requirement shall be recorded
in equipment master data by setting the equipment user status “BOM” (BOM required).
BOM shall be developed for all the equipment identified above. Priority of completion shall be given to
equipment with higher criticality.
BOM shall be developed in hierarchical manner, i.e. utilizing assemblies and assemblies BOM.
Objectives for BOM are as follows:

a) To improve the planning efficiency of maintenance orders (selection of spare parts to use in
maintenance orders)
b) To ensure that the correct parts with the right specifications are used hence, reduce the
error in purchasing equipment part.
c) To provide ‘where-use’ information of each spare part.
d) To provide fast retrieval of stock material and identify parts to raise purchase requisition for
the parts.

For all plant equipment which has a tag number and needs to be maintained, a BOM needs to be
created for that equipment. However, if the above has not been executed, the following will need to
be done. The BOM must be created for equipment according to the priority listed below.
1. All identified critical equipment
2. All rotating equipment
3. All equipment registered under DOSH requirements
4. All control valves / actuated valves

Non-catalogued parts shall be included as text item in BOM which consist of part specifications and
purchasing information.

BOMs shall utilize the multi-level BOM feature, where as much as possible, materials should be
grouped under the corresponding assemblies.

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The figure above is an example of a Multi-Level BOM. There can be one or more sub-assemblies in a
main assembly as seen above.

ƒ In an Equipment BOM, the highest level of the assembly is assigned to the equipment.
ƒ In a Material BOM, if the assembly BOM needs to be assigned to two or more similar
equipment, then only one assembly needs to be created. A Material BOM is used to create a
PM Assembly as well as assigning the component to that assembly. To link the assembly to
the equipment, an Equipment BOM is created. Thus, avoiding duplication of assembly BOM
in the system and reducing maintenance effort of BOM.

All BOMs are generated with internally assigned numbering.

Material Types
There are several Material Types which can be used during BOM creation. Below is a description of
what material type to be used during BOM creation:-
ƒ Each equipment consists of several assemblies. This assembly should be created in the
BOM where the system automatically assigns material type IBAU (Material BOM) to the
assembly. This assembly has a 6-series numbering that is assigned internally.
ƒ The component will be assigned to the assembly.
ƒ The material assigned can be a Catalogued and Non-Catalogued (document, product
information, sectional drawing material)
ƒ Catalogued material has a material number and created under respective planning plant.
ƒ Non-Catalogued materials where the detailed component specification and supplier
information is required during purchasing activities. This is to assist copying from the long text
during purchasing and to assist the planner for fast retrieval of specification when needed.
ƒ Material specification documents and sectional drawings should be attached to the respective
material item for easy referencing.

After understanding the elements in Functional Location, Equipment and Bill of Material, below is a
summary of the relationship between these 3 in diagrammatic form.

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PERFORMANCE STANDARDS – Bill of Materials (BOM)

No. Item Standards Best in Class (BIC)

1. Asset requiring BOM has been identified and 100% n/a

BOM developed

2. Accuracy of BOM in PMMS with SPIR or 100% 100%

equipment manual

4.1.7 Maintenance Plans

The objectives of developing maintenance plans are:

ƒ to ensure that the periodic maintenance/inspection required are timely executed by having
automated generation of maintenance orders in PMMS
ƒ to ensure that each job is executed according to the defined standards by having
standardized task lists to define the scope and resource requirements
ƒ to ensure that planned maintenance jobs are well distributed across the year for efficient
resource planning

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Maintenance plans shall be created accordingly for all relevant equipment based on the results of
equipment reliability studies (e.g. RCM, RBI, and IPF). Based on these results, the user status in
each of the respective equipment master should be updated accordingly to indicate maintenance plan
requirement, i.e. set to
ƒ MPLAN – To indicate that the equipment requires some form of maintenance plan
ƒ RTOF – To indicate that the equipment does not require any form of maintenance plans, i.e.
Run to Failure
In developing the maintenance plans, priority shall be given to the more critical equipment category
first, i.e. start with C1 equipment, then C2 and finally C3.
Maintenance plans and task lists shall be defined according to a standard naming convention to
facilitate efficient management of the database. Details are available in EPSS.
A maintenance plan shall contain, as a minimum:
• Description of the Maintenance Plan
• Task list and work instructions – Specific Job Safety Analysis, work instruction(s) and
checklists shall be clearly referred to in the Maintenance Plan.
• Party responsible (Main Work Centre) to perform the task
• Number of persons and duration
• Frequency – i.e. 3-monthly, 6-monthly
• Materials and other resources required to perform the task
Prior to the creation of maintenance plans, the maintenance strategy has to be established. A
maintenance strategy consists of the compound maintenance packages configured based on the
logical sequence and frequency of the maintenance plan applied according to the RCM study.
However, the maintenance strategy developed should be flexible enough to cater for changes in the
frequency of required tasks according to actual failure analysis results.
The maintenance orders from these maintenance plans shall be generated well in advance of the
planned execution date to allow for adequate time to plan and schedule the execution based on the
manpower loading during that time. Recommended call horizon is at 50% of the frequency, e.g.
ƒ 50% x monthly = 2 weeks before planned start date
ƒ 50% x 3 monthly = 1.5 months before planned start date
ƒ 50% x 6 monthly = 3 months before planned start date
ƒ 50% x 12 monthly = 6 months before planned start date
Note: Shorter frequency, e.g. weekly or two weekly requires smaller call horizon to ensure early
generation of orders. For example, to ensure a weekly PPM order to be generated a week
before, call horizon is set at 10 or 20%.
ƒ 10% x weekly = 7 - 0.7 days, est. 6 days before planned start date
ƒ 20% x 2 weekly = 14 – 2.8 days, est. 11 days before planned start date
The start-end time allowed for the user to complete the job should be correctly specified in the
maintenance plan to an agreed ‘standard’ duration according to the maintenance packages. This
window shall not be set too big to avoid introducing too much delay in the execution of the job from its
original intended start date. The recommended duration for each maintenance order (end date – start
date) is at 7 days. This will allow for the job to be scheduled for execution within the window of one
week. The agreed duration, strategies and packages used for an sample plant are as follows:
Maintenance Strat Unit Package Duration to complete job
CUF100 weeks 4, 12, 24 7 days
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CUF200 months 1, 3, 6, 12 7 days

CUF300 months 6, 12, 24, 36 14 days

A Preventive and Predictive Master Plan shall be developed to facilitate and track the scheduling of
maintenance plans, according to respective disciplines. Maintenance plans shall be distributed as
evenly as possible throughout the year to ensure level resource loading based on the planned
manhours, as depicted in the example below:

PPM Distribution
5000 30

4000 24 25

No of Work Orders
23 23 23
21 21 21 21 21
20
Manhours

20 20
19
3000
15
2000 1500 1497 1492 1604 1554 1651 1610 1499 1532 1634 1603 1634
10
1000 5

0 0
Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09

Total Manhours No of Work Orders

For efficiency purposes, small individual PPM jobs with very low planned manhours should be
consolidated into groups to reduce the number of orders generated. Typical examples of this are
PPM jobs for steam traps, transmitters, switches etc. These PPM jobs may be grouped by area, unit,
sub unit or train, with the corresponding equipment/tag numbers entered as technical objects in the
corresponding maintenance plan.
Preventive maintenance work for similar equipment should be planned together as much as possible
and included in one maintenance plan item, so that only one maintenance order is generated when
the preventive work scheduled is due. This will avoid the situation where too many maintenance
orders are generated at the same time. It is also recommended that preventive maintenance for the
driver and driven equipment (e.g. pump and motor) is consolidated together in a single maintenance
plan so that the timing is synchronized.
Frequent preventive work due within short interval (e.g., daily or weekly work) should not be planned
to have an order generated from the system every day or every week. The users will be overwhelmed
with the number of orders to manage. A blanket order can be generated to specify all short interval
work for an appropriate period, e.g. a month.
Maintenance Plan review programme shall be developed to ensure continuous optimization of
planned maintenance programs. Maintenance plans shall be periodically reviewed and the
effectiveness of the tasks shall be assessed, based on historical data. The nature of the preventive
work, tasks, schedule interval and resource assignment (e.g., too many bodies or hours are
assigned?) should be reviewed for continuous improvement of efficiency and effectiveness. An
example of analysis to measure the efficiency of maintenance plans is as depicted in the figure
below:

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Plan vs Actual Man-hours Distribution

5000 600
4500
500
4000
3500
400
3000
2500 300
2000
200
1500
1000
100
500
0 0

Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09
Plan 1837 3697 3354 3905 3452 4499 3557 3454 3517 3517 3451 3302
Actual 1202 2369 1822 2436 2428 2159 2253 2344 2262 1558 2079 1886
No. of Work Orders 315 437 415 469 427 503 424 425 361 319 327 292

The number of maintenance orders shall be kept at a minimum level without sacrificing the quality of
historical data. Below is the ratio of PPM orders to number of mechanical equipment for FY0809
across PETRONAS plants.

6.57 PPM Orders

24,000
Created
22,000 5.35
Mechanical
20,000 Equipment
18,000
PPM Order /
P P M O rd ers C reated

16,000 3.02 2.91 Maintenance

2.89 Equipment
14,000
2.57
2.25 2.16
12,000 1.81 1.71 1.67
1.44 1.34 1.33 1.30 1.29
10,000 0.89 0.86 0.78 0.77 0.69 0.55
8,000

6,000

4,000

2,000

0
PL AN T 1

PL AN T 2

PL AN T 3

PL AN T 4

PL AN T 5

PL AN T 6

PL AN T 7

PL AN T 8

PL AN T 9

PLA N T 10

PLA N T 11

PLA N T 12

PLA N T 13

PLA N T 14

PLA N T 15

PLA N T 16

PLA N T 17

PLA N T 18

PLA N T 19

PLA N T 20

PLA N T 21

PLA N T 22

*Source: PMMS BW Report (Apr ’08 to Mar ’09)

Whenever new equipment is installed or when equipment is modified, its preventive maintenance
requirements should be identified and entered into the PMMS together with the equipment data.
Master Data Change Request Form shall be submitted for review and approval before changes are
done in PMMS.
The general flow of information for the creation of maintenance plans are as follows:

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Asset Structure
ECA – Consequence
-Tag #1 Based
-Tag #2 -Based on functional
-Tag #3 failure

Risk-based Task
SAP R/3 Priority
C1
ECA – Risk Based
-C1 RCM
-Task
C2 -Based on equipment -When
C3 failure -C2
-C3 -Who
-Spare parts
Inventory & -EBC
Warehousing
Review SPIR based on
-Failure Mode -Material Cataloguing BOM
-Failure Rate -Stock/Non-stock Maintenance
Plan
-Lead Time -Min/Max

PERFORMANCE STANDARDS – Maintenance Plan

No. Item Standards Best in Class (BIC)

1. Asset requiring Maintenance Plan has been 100% n/a

identified and Maintenance Plan developed

2. Maintenance plans in PMMS are reviewed and 3 yearly n/a

updated periodically

3. Ratio of number of PPM orders to mechanical 1.79* 0.55

equipment in the plan is kept as low as possible *Based on mid point
without sacrificing the quality of the between the best (0.55)
rd
maintenance plan. and the 3 last (3.02)

4.1.8 Technical Objects in PMMS related to Master Data Management

In this section, various functional areas in the PMMS are described. Every OPU needs to
apply these functionalities for complete, effective and efficient management of their
maintenance management activities.

Asset management can be described as the means of ensuring that people, physical assets,
systems, processes and resources, which deliver integrity, are in place, in use and fit for purpose
over the whole lifecycle of the asset.

A computer-supported Maintenance Management System can only optimise a company’s business

operations if the organisation and the technical objects are represented correctly.

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[Link] Building Company’s Structure and Coding

The Company’s structure must be comprehensively and correctly represented in the PMMS, which
encompass defining and depositing required data and its coding correctly in PMMS i.e. company
codes, plant, maintenance planning plant, maintenance planner group, maintenance work centres
maintenance cost centres and maintenance employees.

ƒ Company Code – a 4-digit code that represents the legal entity which is the OPU. Usually
already pre-specified in PETRONAS SAP system in the Financial Module.
ƒ Plant – a 4-digit code that represents the physical plant where the equipment reside.
ƒ Maintenance Planning Plant – a 4-digit code used to represent the location where the
maintenance planning is carried out and where the maintenance crew reside. For example,
an OPU may have multiple physical plants (each represented with a maintenance plant code)
but only one (1 ) planning plant code is used since the OPU’s maintenance planning and
activities are carried out by a central team for all the physical plants
ƒ Cost Centres – the OPU’s cost centre structure should be defined in consultation with the
Finance Department for budgeting and cost capturing purposes.
ƒ Maintenance Planner Groups (MPG) – used to represent a Maintenance Planner or a group
of planners who perform planning tasks and will be assigned a MPG code. This code will be
used in the functional locations, equipment masters, maintenance plans, notifications, and
maintenance orders that the planner is responsible for , to facilitate assignment of
maintenance work planning, record retrieval and reporting (e.g., KPI generation by MPG)
ƒ Work Centres – used to represent a group of maintenance employees and are often
assigned to the maintenance planning plant. This code is also used in maintenance records
for assignment of maintenance work, data retrieval and reporting purposes.
ƒ Maintenance Employees– each employee is assigned to a maintenance work centre.

[Link] Relationship of organizational and maintenance objects

The PMMS can only support and optimise company’s business operations if the maintenance
organization within an OPU, Plant Asset Structure, Maintenance Plans, BOM, etc are structured,
aligned, data deposited & updated regularly and working seamlessly, complimenting one another.
Among others, some of the criteria that needs fulfilling are:

ƒ Structuring of the maintenance objects and technical systems must support the tracking of
costs and enable the grouping of costs at higher organisational levels.
ƒ A meaningful maintenance and breakdown history can be created for subsequent evaluation.
ƒ Technical objects, whose numbers are not known, or whose installation location changes,
can still be found easily in the system.
ƒ The data of similar technical objects and systems can be easily duplicated.
ƒ Technical objects can be represented in the form of hierarchies and networks.
ƒ There is a link between the technical objects and their corresponding technical documents.
Figure below shows visualization of the relationship:

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Panning Group, Work Centre and

Plant Asset Structure Cost Centre that an equipment
belongs to is specified in the
equipment master for dafault on
Plant
notifications and maintenance
orders
Functional
Area 1 Boundaries Each Equipment is
e.g., assigned to a tag MPG
Unit A (functional location)
Area 2
Compressor Work
Unit B Tag 1 Equipment
Area 3 Centre
Turbine
Unit C Tag 2 Cost
Equipment
Pump Centre
Tag 3
Equipment

BOM is built for each equipment

Maintenance Plans Bill of Materials

Object List Assemblies
Multiple Valve Parts
equipment are
Maint Strategy (schedule) included in a
Material 1
preventive Bearing
maintenance
Text Item
Task list plan
Material 2
Seal
Component list (material) Material 3

Text Item

Material 4

4.2 WORK MANAGEMENT

Work management is the process that OPUs follow to manage their day-to-day maintenance
operations. The work management area encompasses steps and procedures for the OPU
maintenance users to handle their maintenance work effectively.

The objective of the work management design is to ensure that:

ƒ standardized, consistent and repeatable performance of work management activities are
carried out across OPUs using PMMS
ƒ appropriate control and discipline is incorporated into maintenance work management process
ƒ all pertinent information about maintenance work is captured in PMMS as equipment history to
facilitate reporting and analysis

A standardized groupwide work management process also means that PMMS skills and experience
become easily portable if users move from one OPU to the next. It also facilitates the use of common
terms and concept allowing best practices devised or discovered by one OPU can be adopted easily
by others too. Communications among OPUs become easier and more effective, and the user
community will have a bigger pool of resources that can provide support to one another.

The work management topic covers a number of maintenance areas, this includes:

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ƒ handling of repair work, also referred to as reactive maintenance

ƒ handling of temporary repair work
ƒ pre-planned preventive maintenance work
ƒ periodic inspection (predictive activities)
ƒ plant turnaround

The following diagram depicts the generic maintenance management work flow in the use of
notification and maintenance orders.
Generic PMMS Workflow
Notification and Maintenance Order Process Model

NOTIFICATION MAINTENANCE ORDER

Notification Header Order Header Order Operation # 1
Equipment Failure Order Creation 5 Detail Planning
1 4 - Mtce Planner / Mtce Supt / Engineer - Mtce Planner / Mtce Eng / Supt
Detail
Notification Creation Review & Confirm Order Type planning for
Select Pre-defined Tasklist or Enter operations.
- e.g., by Operator, Supervisor Verify & assigned Lead Craft as Main Work Centre each Specify work schedule for operation
Confirm not a duplicate request Enter Maintenance Activity Type operation Detail Internal Manpower Requirements
Enter correct Notification Type Schedule Overall Work / Revision Number (if Create Operation for other Craft if applicable
Enter complete failure description shtdown/TA related) / set Constraint (if any) Specify external services if applicable
Enter equip no. / tag number Review Settlement Rule (cost centre / WBS No.) Select materials from BOM or from matl catalogue
Enter priority If detail planning cannot be done, enter Estimated If materials are direct charge, specify PRdetails
Enter breakdown indicator and malfunction Cost
6
start date if applicable
Set order for approval based on
2 PEND If detail planning is Review / Approve Order AWAP Planned Cost (system will
not done, set order AWAE Mtce Planner/ Supt / Engineer automatically calculate cost from
Notification Screening SCRN for approval based /Mgr / SM / GM detail planning done above)
- Operations Shift Supt or Manager on Estimated Cost
REPL If the approver require
Verify all details on notification
3 REJC APPR 8 order planning to be
7 revised, the order is
Evaluate validity of request 9 ** Mtce Order Approval Level
Verify not a duplicate request Release Order, Print Job Ticket & returned to the planner
M1 ( RM 250K and above ) : ENG Material Reservation for replanning.
M2 ( RM 100K - 250K) : Section Mgr - Mtce Planner / Supt / Engineer
REJC M3 ( RM 10K- 100K) : Deputy Mgr Purchasing Process
Notification Acceptance
M4 ( RM 0-10K) : Exec Material Management
- Maint Planner / Mtce
Set - Mtce Eng / Supt External
Deletion Supt / Engineer
Obtain Technical Endorsement for PRs for Services
If the approver does not
Verify/ confirm failure Close Non-Stock Material
agree for the work to create RO
Verify priority proceed, the order is 10 Obtain Financial Approval of PRs as per LOA.
REJC
rejected.
- Mtce Supt / Supervisor / Technician
Technical Report Entry Collect stock materials as per reservations from Invoice
Mtce Supr / Technician Warehouse received
Enter technical report at Technical Completion Execute Work
Notification header or Set status to signify create
that technical report - Reliability Engineer - Mtce Supt / Supervisor / Technician Service
attach report using DMS to
the notification has been entered Acceptance
Set TECO At work completion, return Unused Material,
Select Object Part code TREN Update Job Ticket
Enter Damage Text - Mtce Supt / Technician / Supervisor
Select Damage Code 12
Enter Cause Text Timesheet report and Time
Select Cause Code Confirmation
11
Confirm - Technician / Mtce
Optional: Enter Supt
Final / Supervisor
Confirmation "CNF" with
Verification / Confirmation Text Analysis / Notification
Failure Code Entry Acceptance of the zero hours to set the work completion date for
Completion
Technical Report schedule compliance purpose
- Mtce Supt System
13 - Reliability Actual manhour spent is entered by technicians via
Review Technical report details Engineer automatically sets
NOCO Timesheet
Verify Codes TRVE
Review & request for Tasklist Set status to signify that technical
update if needed report has been vetted
Lead Craft / MWC Order Operation # 2
Legend : PEND User Status Order Operation # ....
12 Process Step

Maintenance Management System Generic Process Flow

The following is a description of the entire process workflow:

1. When an equipment failure is encountered, Operations shall create a notification in PMMS to

request for repair work to be done by Maintenance.
2. The notification shall be screened by the operations superintendent to confirm that it is a
legitimate request. Otherwise the notification shall be rejected.

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3. All screened notifications should be picked up by the maintenance department (usually the
planner) for further processing (to turn into maintenance orders)
4. Maintenance Planner creates a maintenance order for the notification. He/she shall specify the
main workcentre that will execute the order, the overall start-end dates and other pertinent
information.
5. On the order, the planner should further specify multiple operations, each operation is a
maintenance work steps, including the task to be carried out, the resources required and the
time needed.
6. Once the planner completes the required planning, the order shall be routed for technical
approval. The approval shall be carried out by the approving authority (manager, engineer,
superintendent etc.) based on the value of the order.
7. If an order is approved, it shall be released for work.
8. If the approver is not satisfied with the planning, he/she should send the order back to the
planner for re-planning.
9. If the approver does not agree for the work to proceed, he/she should reject the order and the
process ends
10. For orders that have been released for work, the responsible workcentre shall withdraw the
required spare parts from warehouse and follow up on purchases of direct charge items and
external services
11. The technicians who work on the maintenance orders shall report the manhours they spend on
each order in their weekly timesheet. The maintenance superintendent / supervisor shall set a
final conformation in the order to signify that work has been fully carried out.
12. For each completed order, the technician or supervisor shall write a technical report to record
what damage has been observed and what repair has been carried out, to be kept as part of the
equipment history. The completed technical report should then be vetted for its completeness
and correctness.
13. The technical report should finally be reviewed and accepted by reliability engineering and the
maintenance order is closed-out in PMMS.

4.2.1 Classification of Maintenance Work into Proactive and Reactive

Types
In PETRONAS, the emphasis on maintenance work is on Proactive maintenance, instead of Reactive
maintenance (fire-fighting). OPUs are to strive to achieve parity with leading practice level of 90%
proactive work vs. 10% reactive work.

In line with this philosophy, maintenance works are classified into the following categories:

Maintenance work performed as a response to a failure,

Reactive
Reactive breakdown or other urgent equipment situation.

Time or interval based maintenance to detect or

Preventive
Preventive eliminate equipment failure.

Activities/Analysis carried out to predict future impending

Predictive
Predictive equipment failure.

Proactive
Proactive Maintenance carried out as a result from preventive and
Rectification
Rectification predictive work.

Work under the Preventive, Predictive, Proactive Rectification Categories are considered as
Proactive Maintenance. Refer to the following diagram for the classification of a maintenance job:

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PPM
Preventive
PSI

Proactive
Maintenance PDM
Predictive

Maintenance
Classification Proactive
Reactive Rectification
Maintenance REM
PRM

4.2.2 Managing the Maintenance Process in PMMS

This section’s objective is to detail out the steps in the maintenance work management process using
PMMS. It covers the entire maintenance process, from the initiation of a maintenance work until the
end where the work done is recorded and the result is analyzed to further improve on future
maintenance management activities.

Every OPU shall implement these processes as standard. It needs to be emphasized that any
deviation or incompleteness in their execution may compromise checks and controls, and rendering
reports or historical records incomplete.

However, it is also recognized that there are local requirements and variations, such as difference in
organization structure and OPU specific policies. In such cases, OPUs may judiciously decide to
adopt modifications to these processes, but these modifications must be few and most likely minor.
The principle that these are the standards that every OPU shall follow is the overriding factor, in any
case that modifications are thought necessary, this principle shall be carefully considered before the
decision is made. As such, OPUs shall develop a site-specific Maintenance Work Management
Procedure detailing its business process flow, roles and responsibilities and performance standards.

All maintenance jobs shall be captured in maintenance orders against the relevant equipment as part
of the equipment history.

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The PMMS process flow can be summarized into seven major work steps:

ANALYSE
WORK JOB REPORTING &
PLANNING SCHEDULING EXECUTION AND
IDENTIFICATION ACCEPTANCE FEEDBACK
IMPROVE

• Raise • Screen • Assess and • List all REFE • Withdraw • Enter Object • Analyse jobs
Notification Notification define scope of jobs and enter materials part and (Manhours,
• Assign (review defect work jobs into Look • Brief/discuss Damage/ Cause costs, duration
Notification type description, • Create MO Ahead Plan JSA and work Codes estimates vs.
(RM, PM, IN,PC Notification • Amend • Identify short instructions • Enter actuals)
and SM) type, FL, description, if term PPM jobs • Apply PTW malfunction end • Update Task
• Assign FL priority, required and incorporate one day in date and time List (Library), if
duplication of • Enter Plant • Discuss and advance • Enter Technical required
• Describe Not. and reject,
defects and Mtce Activity agree with OPS • Execute jobs Report in long • Review and
if necessary) Type (e.g. on window for text analyse P&S
identify potential • Identify and
services • Verify, validate temporary execution during • Enter timesheet process
& amend repair) update
required e.g. Weekly Meeting execution data / CNF (efficiency &
crane, MPG,MWC, • Set basic and available effectiveness,
defect start/finish dates
constraints • Confirm
scaffolding , resources services schedule
description, • Detail out job • Feedback compliance,
insulation etc. • Develop 7 days progress to received
notification type, scope in Look Ahead backlog level,
• Set Priority FL, Breakdown OPS during through service
operations and Plan entry sheet for rework)
• Enter Required Ind, priority and identify special daily meeting
Start/End Date • Revise and set services • Review/amend
Malfunction tools, if required • Update user P&S business
• Tick Breakdown start date/time basic start/end status to reflect • Convert work
(assign date process
Indicator, when • Review scope manpower constraints, order into task
appropriate and reject notif resources (WC, • Set user status e.g. AWMT, list and amend
• Enter if needed, enter # of persons to INPR AESE existing task list
Malfunction start reasons for and duration) • Monitor • Close PTW if necessary (As
date/time rejection & Develop or refer progress / Built)
• Inform service
inform to Task list (Job status of on providers for • Report TECO
Operations Library) for going jobs demobilisation •
• Accept recurring jobs Reschedule
jobs, if needed • Return surplus
Notification by • Check materials to warehouse
amending user availability. • Enter agreed
status to SCRN Reserve/ Break-in jobs in
purchase LAP schedule
materials and • Discuss and
services) agree with OPS
Refer to BOM on window for
• Assign to appro. pending REFE
MPG jobs (Active
• Enter estimated Backlog) during
cost, and check Weekly Meeting
Settlement Rule and available
• Identify resources
applicable work • Transfer
instructions, pending REFE
repair jobs to next
procedures and week’s LAP and
associated amend user
checklists status to INPR
• Conduct JSA,
Risk
Assessment
• Set user status
to AWAP/AWAE
to approve and
release MO or
to obtain
approval
• Complete PR
and submit for
approval

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This section specifies the approach in managing the maintenance works steps in PMMS.

[Link] Work Identification

Work identification refers to the notification creation process in the PMMS by a requestor, which is the
first step in the Maintenance Work Management Processes. All maintenance work performed should
be captured in CMMS to ensure complete equipment history.

Business Objectives
The business objectives of Work Identification are that:
ƒ All maintenance related work are identified and entered into the system, i.e., all work
requested and done shall have a record in PMMS
ƒ Full equipment history is recorded in the system for future reference
ƒ Complete data integrity in the PMMS
Maintenance Notifications are raised usually by one of the following plant personnel - Operations
(operators), Maintenance (engineers, technicians), Inspection group or others (e.g. Technical
Services Department, HSE) to indicate the need for work to be performed by the Maintenance
Department in the plant. The Maintenance notification is also used to document the tasks that have
been executed. Each Maintenance Notification shall be assigned the appropriate priority level and
maintenance type; and shall be screened by the appropriate levels.
Business Requirements
When a requestor wants to create a notification to request for maintenance work to be done, he/she
should ensure that he/she has all the correct and complete information to be included, this will greatly
improve the efficiency of the subsequent processing steps (e.g., no clarification discussion needed,
planner knows where the work is required and what to carry out). The important information on a
notification is:
ƒ Notification type – the requestor shall choose the correct notification type for the notification.
The notification type is used to classify the nature of the work request. The notification types
available are:
o RM: Reactive Maintenance - Work request that is in response to an equipment failure
or ad-hoc situation
o PM: Proactive Maintenance – Work request created for proactive rectification
o IN: Inspection – Work request for Inspection team to carry out inspection work
o PC: Plant Change – Notification type used to record a plant change work
o SM: Support Service – Work that is not directly related to plant equipment
ƒ Problem description - describe as fully and as detailed as possible the nature of the
problem. Write a short text at the header of the notification to summarize the problem and
describe the problem in details in the long text. A complete description is not only important
for planning but also for future analysis purpose.
ƒ Equipment / tag number - the correct equipment number or tag number (functional location)
shall be identified in the notification. If the equipment does not have a specific tag number,
then the requestor shall identify the closest tag number and identify the item in the long text
explanation
ƒ Priority - the correct priority shall be assigned. This will identify the importance and urgency
of this work request. The final priority should be agreed jointly by the requestor (operations /
inspection / TSD / HSE etc.) and the maintenance department. To guide the decision on
priority, the RAM (Risk Assessment Matrix) for the OPU shall be followed.

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ƒ Breakdown Indicator – if the notification is a reactive notification, and which is related to an

equipment breakdown, then this indicator shall be set on, so that the incident is taken up in
Mean Time Between Failure calculation.
ƒ Malfunction Start Date/Time – If breakdown indicator is ticked, malfunction start date and
time shall be entered to facilitate calculation of MTBF.
ƒ Required Start / End dates – specify a reasonable time period to the maintenance
department to complete the job
The requestor should also check whether the problem has been reported previously, he/she should
not create duplicate notifications in the PMMS.

PERFORMANCE STANDARDS – Work Identification

No. Item Standards Best in Class (BIC)

1. Notification is assigned with the correct 100% n/a

notification type

2. Notification is assigned with the correct priority 100% n/a

3. Breakdown indicator is correctly used in 100% n/a

notifications

4. Notifications are assigned to the correct 100% n/a

equipment/tag number.

[Link] Job Acceptance

Job Acceptance refers to the process of an approving authority (such as the supervisor of operators,
manager in Inspection / TSD / HSE) reviewing the notifications created in the PMMS under his area
and accept or reject each notification. Notifications that are rejected will be marked for deletion.
Notifications that passed the screening will be retrieved by maintenance for maintenance order
creation.
Business Objectives
The purpose of screening is to:
ƒ Avoid duplicated notifications from reaching maintenance
ƒ To filter out 'frivolous' or unnecessary work requests
ƒ To ensures that the information are recorded on the notifications correctly.
Business Requirements
Notification screening is a compulsory maintenance process step. OPU shall identify the specific
personnel (e.g. supervisors / managers) to carry out screening.
Screening should be carried out at least twice a day, once in the morning to screen notifications
created during the night shift, and once at the end of the work day to screen all notifications within the
day. Notifications should not be left unscreened for more than 1 day.
To carry out screening, the screener should list down all the outstanding notifications without the
status ‘SCRN’ (screened), and after studying their details, decide whether to screen through each
notification for Maintenance to act on. Each notification passed will take on the status ‘SCRN’.

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During screening, the approver should check for these details on the notifications:
ƒ Correct and complete problem description
ƒ Correct priority has been assigned based on the severity of the equipment fault
ƒ Correct tag number and equipment number are specified
ƒ If the equipment complaint involves a breakdown, the breakdown indicator has been ticked
and malfunction start date/time has been entered correctly.
ƒ Reasonable period of time has been specified as the required start and end dates for the
maintenance department to complete the job
If a notification is rejected, e.g., due to duplication, or that the work is deemed not necessary, the
screener should set the status to REJC, a reason for rejection should be recorded in the long text of
the notification, to ensure future tracking and reference purposes.
The planner should list all rejected notifications and set the deletion flag ‘DLFL’ on each one. He/she
should then inform the creator of the notification, e.g., the operator, on the rejection and the reason
behind.

PERFORMANCE STANDARDS – Job Acceptance

No. Item Standards Best in Class (BIC)

1. Screening is done in a timely manner. Within 2 days n/a

[Link] Planning
Business Objectives
The objectives of Planning stage are to ensure:
1. Information critical to work order preparation is included, i.e.
a. Work / task descriptions
b. Manpower requirements
c. Material requirement / Purchase Requisition
d. Tools requirements
e. External service requirements
f. Job standards
2. Ensure maintenance resources are utilised effectively
3. Enable the maintenance work to be performed on schedule with minimal equipment downtime
Business Requirements
The business requirements of Planning stage are:
a) Record and capture the planned cost and quantities for the materials, internal or external labour
and any special conditions requirements to execute the jobs and indicate the cost ownership (via
settlement rules).
b) Planned cost for each order is available for review to ensure the maintenance work is carried out
in a cost effective manner.
c) Provides information such as the responsible person/group leading the work, the planned start
date of the job and the reason for outstanding job.
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d) The system can assist in providing relevant information in a timely manner during work planning.
e) Able to manage complex jobs which requires different cost ownership depending on the craft to
execute the job or depending on different budget holder (specified via settlement rules).
Work Order Planning Process
Planning of maintenance order involves the specification of the work required (operations) to be done,
materials required, manpower (internal and external) and timeline, after investigation is carried out on
the work required to be done. As much as possible the maintenance order should be fully planned
before it is sent for approval and release.
The Work Order Planning process should be carried out as described below:
Planner should check the PMMS twice a day for notifications that have been screened.
For each notification, the planner is to check the completeness of the information on the notification,
then assess and define the scope of work required to be carried out. Site visit may be conducted to
understand more the complaint and to determine the type of work required for rectification.
The screened notifications are then converted into maintenance orders.
Planners shall classify the maintenance orders correctly (using order types) according to the nature of
the maintenance work. Orders are classified into one of the 3 main categories – proactive
maintenance (all order types that start with ‘P’), reactive maintenance (order type ‘REM’) and support
services (order type ‘SSM’). These order types are important in KPI reporting, such as in the areas of
schedule compliance by order types, and % of proactive-reactive work done.
The relationship between notification types (used by requestor, such as operator) and order types
(used by planners) are depicted below:

Maint. Notif Maint.

Type Order Type
Reactive Maint
Reactive Maint
(REM)
(RM)
Planned Preventive
Proactive Maint Maint (PPM)
Maint
(PM) Predictive Maint
(PDM)
Inspection
(IN) Proactive Rectif.
(PRM)
Plant Change
(PC) Plant Statutory Insp.
Insp.
Support Maint (PSI)
(SM)
Plant Change
(PCM)

Support Serv.
Maint (SSM)

The table below describes each order type and its relationship to its origination notification type in
detail:

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Matching Order Type Description

Notif Type

RM REM Work performed as a response to failure to perform its

Reactive intended function, breakdown or situation requiring
Maintenance maintenance attention. REM order type is defaulted when you
create an order against a RM notification type.
PM PPM - Time or counter based maintenance to maintain equipment
Planned performance. PPM orders are normally generated from
Preventive maintenance plans and are automatically released.
Maintenance
PM / IN PDM Activities carried out to predict impending failure using modern
Predictive technology and calculation technique which is non-intrusive or
Maintenance intrusive in nature. Non-intrusive e.g. vibration reading, lube
oil analysis, thermograph and boroscope activities, or
ultrasound testing for wall thickness. Intrusive e.g. removal of
vessel support for structural testing purposes, fluorescent
color crack checking, or removal of underground storage tank
for leak test. This order type is normally created against a PM
or IN notification type.

PM PRM Activities carried out to address observed deterioration of the

Proactive equipment’s performance. Maintenance carried out as a result
Rectification of preventive and predictive work. PRM order type is defaulted
when you create an order against a PM notification type.

PM / IN PSI Used for plant turnaround and planned shutdown but not
Plant opportunity work. This includes DOSH inspection work. This
Statutory order type is normally created against a PM notification type.
Inspection
PC PCM Plant change request.
Plant Change PCM order type is defaulted when you create an order against
a PC notification type.

SM SSM Work meant for supporting functions but not directly related to
Support core maintenance. SSM order type is defaulted when you
Services create an order against a SM notification type.
Maintenance

Once the order is created, the planner should enter or check the following data:
Order Description (order short text& long text) – should describe the repair work that needs to be
carried out.
Equipment number and functional location – while the equipment and functional location are
defaulted from the notification, it is a good practice to check their correctness. Modify if necessary.
Specifying the correct equipment / FL is important as the maintenance order will become part of its
maintenance history.
Maintenance Activity type – choose the correct label to characterize this job from the drop down list.
Each order type has its own set of activity types.
Set Basic Start / Finish dates – based on the priority of the order, the planner set a date for the
order to be carried out. These date are tentative and may be changed during scheduling phase.

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Detail Out the Job Scope – specify the tasks that are required to be carried out as operation items in
the order. For each operation describe the work required to be done (short text and long text), assign
the resources (workcentre) by specifying the headcount and the hours for the duration of each
operation. If the operation requires special tool, it needs to be specified too. If the job is a recurring
job, refer to task list (Job Library) for full work specifications, if the OPU has build up their Job Library
in PMMS as task lists.
The use of task lists will greatly simplify the effort required for operations planning in maintenance
orders. Task lists are pre-defined collections of task description, task duration and material
specifications and quantity, which are stored in the system. When the planner is carrying out planning
on a maintenance order, he/she can call up a task list to include in the order. In PMMS, users can
create and store common tasks, such as equipment overhaul, as General Task Lists.
Specify spares / materials required – for each operation, identify the materials and the quantities
required. Enter these as components under their respective operations. Correct material numbers can
be obtained from Bill of Material for the equipment involved in the repair if the BOM has been
developed.
For each material entered:
- if it is a stock item, a reservation on that material will be generated
- if it is a non-stock item, a purchase requisition will be automatically generated and it will go through
the purchasing process
It is a good practice to carry out a check on material availability, and follow up with warehouse or the
purchasing department to ensure that all materials are available for the job to start on time.
Enter Maintenance Planning Group – specify the code of the planner that will be responsible for the
maintenance order
Estimate Cost – If all the internal manpower, external services and materials are known and entered
into the order, the PMMS will automatically calculate the planned cost for this order, and this will be
the amount submitted for the technical approval step. However, if the planning is not complete, e.g.,
the extent of external service is not known yet, then the planner should enter an estimated cost for
the technical approval purpose
Check Settlement Rule – the settlement rule specifies where the maintenance order cost will be
charged to when the job is completed, e.g., a cost centre or a WBS (project). The settlement rule is
defaulted from the equipment master, usually a cost centre. If this maintenance work is to be borne
by a project, amend accordingly.
Identify applicable Work Instructions, Repair Procedures and Associated Checklist – identify
and include any other relevant documents for this maintenance order. Include them in the long text
(as a reference to a document name or pasted completely into the long text) or attach to the order
using the document management feature in PMMS.
Conduct JSA, Risk Assessment – conduct these assessments to ensure safety when carrying the
work
Set User Status to AWAP or AWAE for Technical Approval – when the planning is complete, the
planner will submit the order for approval. The approval process is carried out based on the cost level
of the order. The higher the cost, the higher the order has to go in the management hierarchy for
approval.
If the maintenance order cannot be fully planned beforehand (e.g., if certain aspects of the repair
cannot be determined until the equipment is opened up), an estimate should be done on the
maintenance cost before it is sent for approval and release.
If the planning is complete, the planned cost calculated by the PMMS will be the basis (set AWAP –
awaiting approval based on planned cost).

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If the maintenance order cannot be fully planned beforehand (e.g., if certain aspects of the repair
cannot be determined until the equipment is opened up), an estimate should be done on the cost
before it is sent for approval and release. In this case, the AWAE (awaiting approval based on
estimated cost) status will be set.
Each OPU needs to assigns an order value range to each approval level (e.g., orders with RM50k or
below should be approved by executive, RM50k-RM100k approved by manager etc.). The approver
needs to check the specifications of the work to be done, reasonableness of the costing and the order
schedule.
If he is satisfied with the planning details and costing, he can approve and release the order for work
to start.
If the reviewer is not satisfied with the planning then he/she can reject the order where the job will be
cancelled, or send the order back to the planner for replanning (e.g., when there is a better approach
to carry out the repair and for a lower cost), the planner should rework the order and submit it again
for approval.
If an order is eventually rejected, the planner should set the deletion status on in the order.
Complete PR and Submit for Approval – once the order is approved and released, the purchase
requisitions from maintenance orders for parts become active.
The outstanding PR needs to go through the normal PR LOA (level of authority) holder to be
approved for the purchasing process to start. These PRs need to be monitored and followed up on,
so that the materials will arrive on time for the job to proceed.

PERFORMANCE STANDARDS – Planning

No. Item Standards Best in Class (BIC)

1. Cost estimate accuracy (Plan vs. actual) +/- 5% n/a

2. Manhours planning accuracy (Plan vs. actual) +/- 5% n/a

3. Percentage of screened notifications not <5% n/a

converted to maintenance order
(1 day worth)

4. Percentage of orders created but not released <15% n/a

(3 days worth)

[Link] Scheduling
Business Objectives
In scheduling, the objective to set the final dates for the execution of a maintenance order are
specified. Maintenance orders are lined up in a LAP (look ahead plan) after the planner / scheduler
takes into account the availability of resources and the equipment in question.
Business Requirements
The planners should regularly list down the maintenance orders that have just been approved and
released via the technical approval process, identify those where work is ready to start and set the
status REFE (ready for execution) on them. Factors to consider include:
ƒ Is internal manpower available to carry out the work taking into account other works under
them?
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ƒ Are spare parts required available in the warehouse? If the item needs to be purchased, what
is the vendor’s delivery date?
ƒ If external manpower is required, can the external vendor supply the manpower on time?
ƒ Can Operations release the equipment for repair on the required date?
ƒ What is the reasonable time period to complete this job?
These orders will then go into the scheduling and get executed. The scheduling process involves the
following:
ƒ List all REFE jobs and enter jobs into Look Ahead Plan
ƒ Identify short term PPM (preventive maintenance) jobs and incorporate into Look Ahead Plan
(The adhoc maintenance orders for repair and preplanned preventive orders will collectively
make up the work that needs to be done in the coming weeks / months)
ƒ Discuss with Operations on window for execution during weekly meeting and available
resources – the Look Ahead Plan needs to be agreed with Operations so that the equipment
can be released for the maintenance crew to work on
ƒ Develop 7 days Look Ahead Plan – all orders that have been agreed with Operations will be
scheduled on the 7 day Look Ahead Plan
ƒ Revise and set basic start / end date – the orders in PMMS are revised with the agreed
scheduling dates
ƒ Set user status to INPR (in process) on orders that have gone onto the 7 day Look ahead
Plan
ƒ Monitor Progress / status of on-going jobs. Reschedule jobs, if needed.
ƒ Enter agreed Break-in jobs in LAP schedule – during the week, there may be urgent jobs that
need to be attended immediately, existing scheduled jobs may need to give way to these
urgent jobs (called ‘schedule breakers’). These existing jobs may have to be moved to the
future week
ƒ Discuss and agree with OPS on window for pending REFE jobs (Active Backlog) during
weekly meeting and available resources
ƒ Transfer pending REFE jobs to next week’s LAP and amend user status to INPR

PERFORMANCE STANDARDS - Scheduling

No. Item Standards Best in Class (BIC)

1. PM Schedule compliance 90% n/a

2. Duration accuracy (Plan vs. actual) <5 days difference n/a

3. Active backlog in crew weeks 2-4 weeks 4-6weeks

[Link] Execution
Business Objectives
The objective of this section is to detail out the maintenance management activities required for a
successful completion of maintenance work.
Business Requirements

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During the week, the maintenance orders in the 7 day LAP should be executed accordingly.
Execution of a maintenance order involves the following steps:
ƒ Withdraw materials – warehouse should have prepared all the materials reserved (stock
items) and purchased (non-stock) for the maintenance orders. The maintenance crew will
withdraw the materials to prepare for work execution
ƒ Brief / discuss JSA and work instructions
ƒ Apply PTW (permit-to-work) one day in advance
ƒ Execute jobs – carry out work according to the operations in the maintenance order
ƒ Identify and update execution constraints – if a maintenance order cannot proceed due to
constraints, e.g., weather, unavailability of resources and other circumstances, such condition
shall be noted and later recorded into the maintenance order via user status. These orders
shall be considered inactive. When the constraints are removed, the orders shall be made
active again (by taking away the user status) and included in LAP
ƒ Feedback progress to OPS during daily meeting – communications between maintenance
and operations on how the jobs are going. If a job faces constraint, OPS should be notified
accordingly.
ƒ Update user status in maintenance orders to reflect constraints - e.g., AWMT (awaiting
materials), AESE (awaiting external service completion) and others.
ƒ Close PTW after work has been completed
ƒ Inform service providers for demobilisation
ƒ Return surplus materials to warehouse – it is important to return unused material back to
warehouse, this is to avoid squirrel stores and to get credit onto the maintenance orders so
that the cost can be reflected correctly
The planners should also monitor the due dates and progress of maintenance orders. The PMMS is
able to produce a list of work orders that are near to or have passed their planned due dates. The
planners shall review the overdue orders with the engineers and supervisors and reschedule the
orders where necessary.

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Overdue orders 0% n/a

2. Overdue orders for C1 and C2 equipment 0% n/a

3. Job execution constraints are reflected in 100% n/a

maintenance order’s user status.

[Link] Reporting and Feedback

Business Objectives
When the maintenance work is completed, details on the work done shall be recorded back into the
maintenance order as technical report (note: this may not be applicable to routine and minor work,
such as preventive work and support services, but must be done for repair work and major work, e.g.
reactive maintenance and proactive rectification). In addition to the technical report write-up, part

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code / damage codes / cause of damage code shall be specified as part of the technical report in the
notification record.

Business Requirements
It is a good practice to appoint a party within the maintenance community, such as discipline
engineers, to review the technical report before the work order is closed out and marked as
‘technically complete’.

The process of reporting work completion is as follows:

ƒ Enter Object part and damage / cause codes

ƒ Enter malfunction start / end date and time
ƒ Enter technical report in long text – details the actions that have been carried out and other
observations
ƒ Enter timesheet data and CNF (final confirmation status) - All maintenance technicians shall
have a personnel ID created in the system for timesheet entry purpose. Each technician shall
enter timesheet to report how he spends his time for each day. Timesheet entry can be
carried out daily or weekly.
The technician supervisors shall review the technicians’ timesheet on a weekly basis. If the
timesheet entries are in order, he will release the timesheet. Otherwise he can reject the
timesheet for the technician to carry out the corrections.
Time spent on a maintenance order will be transferred into maintenance orders as time
confirmation.
Note: multiple technicians can share a PMMS ID for timesheet entry; PMMS ID is not
required for each personnel ID.
ƒ Confirm services received through service entry sheet
ƒ Convert work order into task list or amend existing task list if necessary (as built)
ƒ Report TECO – set the technical completion status on maintenance order

PERFORMANCE STANDARDS – Reporting and Feedback

No. Item Standards Best in Class (BIC)

1. Orders CNF but not TECO 0% n/a

2. TECO within 15 days from job completion 90% n/a

3. Percentage of notifications with correct object 100% n/a

part/damage/cause codes
Note: Measured by checking RM notifications assigned with
PPMW/ROMA codes.

4. Percentage of maintenance technician >90% n/a

manhours allocated in timesheet

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[Link] Analyse and Improve

Business Objectives
This step forms the feedback loop to maintenance planning and management. Data and statistics
collected from completed jobs are used to improve future activities.

Factors that can be analyzed, for example, are planning accuracy in terms of resources employed,
compliance to the planned schedule, and cost overrun and underrun etc..

Business Requirements
After a job is completed, all pertinent performance data, such as cost, time, resource usage shall be
fully accounted for in the technical report entered. After a period of time, when a sizeable amount of
data and trend have been accumulated, maintenance performance can be analyzed to find
improvement opportunities.

ƒ Perform job planning accuracy analysis on manhours, costs and duration (estimates vs.
actuals). The discrepancies should be studied to identify the causes. Example:

Plan vs Actual Man-hours Distribution

5000 600
4500
500
4000
3500
400
3000
2500 300
2000
200
1500
1000
100
500
0 0

Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09
Plan 1837 3697 3354 3905 3452 4499 3557 3454 3517 3517 3451 3302
Actual 1202 2369 1822 2436 2428 2159 2253 2344 2262 1558 2079 1886
No. of Work Orders 315 437 415 469 427 503 424 425 361 319 327 292

From the chart above, it can be observed that on average, manhours are always overplanned.
This may cause too few work orders to be scheduled in a particular period of time, e.g. 1 week.
Therefore, a more detailed analysis shall be conducted at the lower detail levels, i.e. at the order
level to identify the possible causes and areas for improvement.
ƒ For repetitive or complex jobs, job library shall be developed so that they can be referenced
easily when similar jobs arise in the future. This is to ensure efficiency in planning and
consistency in work execution. Task List feature in PMMS shall be utilized as Job Library.
Update Task List (job library) as required – the analyze result from the maintenance order
planned vs. actual is incorporated into task lists, the tasks include:
o Identify the best method / steps to carry out similar work and specify these as
operations
o Identify the most efficient amount of manpower required to carry out the work and
specify as headcount and duration for each operation

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o If external services are required for the work, specify the amount and type of services
as separate operations in the task list
o Specify all materials and parts needed, in terms of specifications and quantity, as
components for each operation
o If there are documents (JSA, instruction etc.) relevant to a job, attach their softcopies
as documents (using PRT features and DMS) to the task list
ƒ Review and analyse Planning and Scheduling process (efficiency & effectiveness, schedule
compliance, backlog level, rework)
ƒ Review / amend P&S process

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Percentage of P1 and P2 reactive work <2.5% 2%

2. Proactive vs. Reactive maintenance >70:30 90:10

3. Productive hours >80% n/a

4. Maintenance hours >60% n/a

5. Percentage overtime <10% <5%

6. Scheduling Accuracy (Actual finish date - plan 100%

finish date) with following tolerances:
- +/- 1 day for jobs less than 7 days duration
- +/- 2 days for jobs between 7 to 14 days
duration
- +/- 3 days for jobs between 14 to 30 days
duration
- +/- 5 days for jobs more than 30 days duration

7. Duration Accuracy (Actual duration – plan 100%

duration) with the same tolerances as for
scheduling.

4.2.3 EXTERNAL SERVICES

Overview
An external service is procured to assist the OPU in the maintenance work in the plant if a specific
skills or resources are not available within the organization and when it is more cost effective to
contract out the job compared to internal workforce to carry out the job. These external services will
be procured through Maintenance Order. This is to ensure that the cost of the contracted work can be
reflected on maintenance order such that true Life Cycle Costing can be reflected on the equipment.
Therefore, contracted cost for work orders should be included during the work planning upon an
order’s approval. All external services should be charged to the respective work orders.

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[Link] External Services Business Process Flow

There are 2 business processes for External Services procurement in PMMS:
1. Automatic Purchase Requisition (PR) Generation - where the PR is raised automatically in
the system when the requirements for External Services is approved/released in the
Maintenance Order
2. Manual Purchase Requisition (PR) Generation - where a single PR is manually created
after the requirements from various approved Maintenance Orders are compiled

The control key used in the maintenance order’s operation will determine whether a PR will be
automatically or manually generated. The 3 control keys,
a) Internal resource (INTN) - this will signify internal workforce usage
b) External Services with automated PR generation (ESVC) - this will signify external
workforce/contractors usage for the work, and the PR will be automatically raised when
Maintenance order is approved and released.
c) External Services with manual PR generation (ESV1) - this will signify external
workforce/contractors usage for the work, and the maintenance personnel will create the PR
manually against related Maintenance Orders by compiling information from multiple related
Maintenance Orders.

In summary, for the contracted cost in the Maintenance Order and the equipment (to ensure proper
LCC) to be properly reflected, the following statements need to be observed:
a) Each contracted work has to be procured through each Maintenance Order or procured manually
and charged back to relevant Maintenance Orders
b) Each Purchase Requisition for contract service has to be approved
c) Each Purchase Requisition has to be converted into a respective Purchase Order
d) Each service completion has to be confirmed with a Service Entry Sheet (SES)

The following describes the process flows for purchasing services using control key ESVC and ESV1:

Automated PR Generation (ESVC) Process Flow

In this process flow, a Purchase Requisition (PR) is automatically raised in the system once the
External Services control key (ESVC) is approved/released in the Maintenance Order. A maintenance
order will only generate one (1) PR. All the operations with control key ESVC in the Maintenance
Order will be included in the PR as separate PR items. This PR is now pending for PR approval
(through the normal PR approval process).

The diagram below illustrates the generic flow for Automated PR (ESVC) generation.

Manual PR (ESV1) Generation Process Flow

Manual PR is generated when the user wants to consolidate external services from multiple
maintenance orders for the same external service provider in a single PR item. Planner should use
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Control key ESV1 when requesting external service requirement in the order’s operation, the PR is
not automatically triggered from the approved and released Maintenance Order. Planners should
consolidate all maintenance orders with control key ESV1 using Transaction Code ZM14 and create a
single PR type 'NS - Non stock'. Multiple account assignment will be specified in this PR to charge
back the external service costs to each maintenance order.

The diagram below illustrates multiple Maintenance Orders’ ESV1 operations can be grouped into
one (1) Purchase Requisition. In the PR, each Maintenance Order should be referenced through the
Account Assignment to ensure the proper traceability.

The diagram below shows the segregation of the ESV1 PR account assignment:

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. All external services request are raised via 100% n/a

maintenance orders

4.2.4 TEMPORARY REPAIR

Overview
When the maintenance job required is completed, specific operation personnel (depending on OPU)
may be involved to verify the completed work. In some cases, this is done by the Inspection

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personnel. If the maintenance carried out is intended as a temporary solution for the problem,
Maintenance and Operations should target for a complete repair of the problem in the near future.

Temporary repairs can be defined as repairs which are considered satisfactory and to be effective at
only within a specified time frame as an interim measure and shall be dispensed immediately upon
receipt of standard methods, parts and/or material as time permits.

The definition thus covers any quick modification after equipment failure, where repairs are done
using non OEM parts or materials, or when repairs are done using worn parts in the event of no
availability of spares, or when using reclaimed parts or components which deviate from the original
design criteria.

Examples of temporary repairs include, but not limited to:

a) Pipe clamping or pressure container clamp with or without compound injection.

b) Application of hardenable compound, such as, Belzona or Sinto Glass.

c) Online leak sealing on piping, exchangers etc.

d) Use of workshop made filters in an equipment due to unavailability of spares.

On the other hand, permanent repairs, or complete repairs, can be defined as repair work that
enables a continued plant operation throughout the normal life cycle of the equipment. In this case,
the repair method and the spares or materials used need to comply with the original design
requirements.

The definition covers, for example, repairs which are done using similar materials or methods as in
the original specifications.

Business Objectives
Temporary repairs are considered as part of Non-Standard Repairs (NSR), and should be monitored
closely to ensure:

a) Proper level of review is applied to prevent inadvertent effects from temporary non-standard
changes that could introduce hazards.
b) Safety of the plant and its personnel are not compromised by inadequately evaluated changes.
There is a need to prevent unacceptable hidden risks on safety, health, environment or
community.
c) The integrity and availability of the equipment can be maintained to ensure continued operational
capability.

In view of the above objectives, any Temporary Repairs done shall be properly recorded and
monitored by Maintenance in the SAP system. This shall be done using either one of the different
methods in the PMMS maintenance work management procedures, as described in the subsequent
page.

Business Requirements
The business requirements of temporary repairs are:
a) Provide visibility of any temporary repairs done, as those repairs will require follow-up repairs of
permanent nature.
b) Ensure proper communication flow between the various parties who are responsible to maintain
the integrity of the equipment affected.
c) To include temporary repairs, and subsequently, the complete, or permanent repairs as part of
the equipment maintenance history.

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Temporary Repairs Work Process in PMMS

In PMMS, temporary repairs shall be recorded in a Reactive Maintenance order (type “REM”). The
job must be further classified as temporary repairs by setting the Maintenance Activity Type in the
order as “TMP – temporary repairs”. Currently, in PMMS, there are three methods to manage and
track the temporary repairs and the follow-ups required, i.e. the permanent fix:

a. Creating new maintenance order for the permanent repair:

Here, a “RM” notification shall be created to inform the responsible parties in maintenance to perform
the complete repairs on the equipment. A new “REM” maintenance order needs to be created from
the notification to plan and manage the complete repair work. For this subsequent order, the
Maintenance Activity Type “CRP – Complete repair” is set.

Although this method allows Maintenance to keep track of the permanent fix on the equipment and
record it as part of the equipment maintenance history, there will be no cross-reference between the
temporary repair order and the permanent repair order. In order to keep track of the linkage between
the two repairs, the text field in each of the order can be used to record the references. Apart from
that, both the permanent and temporary fix costs will be segregated and will not be kept in the system
as a complete loop.

For this method, each of the maintenance orders can be managed and closed independently.

b. Creating a Suborder for the temporary repair order:

In order to maintain a linkage between the temporary repairs and the complete repairs, the
subsequent order for the complete repairs job shall be created as a sub-order to the temporary
repairs order. In this case, the order in which the temporary repairs are recorded is considered as the
main order.

Once the temporary repairs are performed, another “REM” order shall be created as a sub-order to
the main order. This sub-order must have “CRP – Complete repair” as the Maintenance Activity
Type. It shall then be used to plan and manage the complete repairs, while its corresponding “RM”
notification shall be used to record the technical report for the permanent fix.

The advantage of using this method is that:

i) Overall costs for both the repair jobs can be easily obtained. The order cost report in the main
order will show the total costs for both the orders. While the costs of the individual repairs are
segregated, the cost of the permanent fix in the sub-order will be rolled up to the main order.
Therefore, users are able to see the complete cost history for both repairs.
ii) To ensure that the permanent fix in the sub-order is subsequently performed for the equipment,
the system does not allow the main order (for the temporary repair) to be closed (TECO) until the
sub-order (for the permanent repair) has been completed (TECO). The planned start and finish
dates for the main order, thus, need to take into consideration the planned dates for the sub-
order. The main order can still be compliant as it will have the “CNF” status once the temporary
repairs are finally confirmed. Constant monitoring of the main order (which has not yet been
TECO) will keep the maintenance personnel informed of the existing sub-order which has been
created to manage the complete repair work.

c. Creating additional operation for the follow-up work in the existing temporary repair order.

By using this method, the permanent repair work shall be recorded and managed using the same
maintenance order as the temporary repair work. This is done by creating an additional operation in
the temporary repair “REM” order to cater for the permanent repair. In this situation, the maintenance
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order will remain active (status “REL”) for a long period of time, until the permanent fix has been
completed. Besides that, the total costs for both the repair work will be accumulated in the same
order. Therefore, there will be no way for the costs of both repairs to be segregated and analysed
separately.

It is recommended that, for better control and more complete history of the temporary repairs as well
as the subsequent complete repairs done on the equipment, the second method of using sub-orders
to link the complete repair work to the temporary repair work should be adopted. In this way, a linkage
between both repair works can be established and monitored more effectively. Revision numbers
should also be used to mark temporary repair orders.

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Percentage of temporary repairs recorded in 100% n/a

PMMS against external records.

4.2.5 PERSONNEL MANAGEMENT

Personnel Management entails the management of each maintenance technician’s personnel data
and timesheet in PMMS. Its purpose is to capture how and where maintenance technicians spend
their time. This information can be used to improve the efficiency of the maintenance crew.

[Link] Personnel Information

Personnel data is required to utilize the following functionalities in the SAP Plant Maintenance
module:
ƒ Cross application time sheets
ƒ Responsible person for work orders

The Objective is to develop basic personnel data for Plant Maintenance personnel in SAP (PINTAS)
in order to have maintenance-related personnel information and to allow the implementation of CATS
Timesheets to improve on maintenance manpower utilization.

The following data is to be implemented in the system:

1. The complete organization tree is created to reflect position of the maintenance and
inspection department within the organization. However, there is no need to reflect
departments other than maintenance and inspection department. See below:

Maintenance Organization Chart

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2. Only personnel master records for technicians (non executives) in the department are
created. This is because they are the ones who are assigned maintenance work and will
carry out time reporting.
3. For contractors who perform maintenance jobs, supplying manpower, and so on, only one
personnel master is needed to represent the company the contractor belongs to. For
example, if the company is supplying 10 contract manpower, only one personnel master is
needed in the system. The personnel master should then reflect the company’s name.
4. In the system, each technician and contractor should be tied to the relevant work center that
he or she normally works for.
5. If the organization deems it necessary, it is possible to extend the personnel master for
executives and so forth for other usage in the future.

The following is the basic information that is required to create a personnel master record:

a) Employees must have a personnel number in the system. This applies to both internal and
external employees. For staff, the personnel number refers to the staff’s ID no. For external
employees (contractors), it is possible to use a single employee master data record to capture several
persons hours. For Cross Application Time Sheet (CATS), the system can be set to accept daily
hours in excess of 24 hours.

b) When working times are entered here, the time sheet default values are copied automatically to
the time sheet and can be overwritten if necessary. Default values can either be activity type S01 -
Staff or C01 - Contractor. The value defaulted is determined by personnel ID.

The Sender Cost Centre field must be maintained as this will determine the cost of the man hours
spent is charged to the correct cost centre.

The Vendor field must be maintained for external employees. This field allows the assignment of an
external employee to a specific vendor, and provides another means of checking data entered in the
time sheet in CATS.

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c) The following are some of the personnel information that are required:
1. Enterprise structure: Company code, Personnel Area, Personnel Subarea, Employee Group
and Employee Subgroup.
2. Form of address
3. Nationality
4. Payroll Area

d) Work Schedule Rule must be determined for each of the personnel. The work schedule rule is
used to determine the minimum hours that must be recorded per day. The table below indicates the
possible Work Schedule Rule to be selected for each of the personnel:

[Link] Timesheet recording and manpower utilization

Timesheet shall be used for employees to start recording how they spend their time daily. It will be an
opportunity for the users to track in detail of their daily activities, which can be further analyzed the
statistical data in order to improve and optimize any particular work processes. For instance, analysis
of the statistical data indicates the factors which prevent staff from performing their work efficiently
can be carried out, e.g. excessive time in awaiting permits to be issued, time spent in awaiting
availability of materials and resources, etc.

Time Sheet Process Flow

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In the diagram above, it can be seen that entering data into CATS involve the following steps:
1. Actual time worked is recorded either on paper (hardcopy), softcopy or online.
2. If time data is approved by the supervisor, the data will be entered into the SAP system.
3. If time data is not approved, corrections are done and re-submitted for approval.
4. All approved time sheet data will then be transferred to the Plant Maintenance (PM) module

The following options for data entry are available for organizations to adopt:
ƒ Time sheet data entered by the individual employees. May be costly to obtain individual
license for each user - More PCs required / use Pool ID etc.
ƒ Time sheet data entered by another person (clerk). A clerical staff or a person without the
approving authority may enter the time sheet for the staff.
ƒ Time sheet data entered by the work supervisor (executive). An executive with approving
authority may enter time sheet data for the staff working under him/her. The supervisor can
later immediately approve the time for system transfer.

Time recording can also be done on formatted forms and later keyed into the system using any of the
three options above. Each technician will need to record their activity on the form and pass it for
system data entry on a period determined by the organization such as weekly or fortnightly. In any
case or options, the same activity needs to be done by the contractors as well.

Hours worked by contractors will also be recorded through time sheet using either option mentioned
above. As the contractor will only be assigned to one unique number per contractor’s company,
therefore there is a possibility that the contractor’s personnel would clock more than 24hours
especially during Turnaround/Project. In this case, upload contractor’s timesheet program (ZCATS4)
shall be used for this purpose using an upload template.

The manual recording (either on hardcopy or softcopy) with data entry by dedicated personnel is
chosen as the entry by individual staff involves additional cost and effort.

The time sheet is a cross-application tool for recording employee working times. Working times are
recorded centrally in a single data entry sheet, together with other information such as cost
accounting, confirmation and external services information, and then made available to other SAP
System applications for further processing.

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During data entry in the time sheet, the following data will be recorded in the following fields:
1. Receiver Order (Maintenance order): The target orders where work is performed.
2. Activity/Operation number from the maintenance order: The specific tasks worked on by the
personnel.
3. Activity type: whether it is internal staff or external contractor involved.
4. Attendance/Absence type: the identification of the activities / work categories i.e. Hands-on,
supervisory, awaiting material etc.
5. Premium / Indicator: the identification of the type of work hours, either work performed during
normal hours or overtime.
6. Comment: Additional comment need to be recorded for the time entered.
7. Hours: The hours spent up to the decimal of 2.

Time Utilization Categories

Activity type is the code the user has to determine the costing rate to be used. It will be used to
compute the actual cost of the internal and external labor categories in the cost tab of an order. The
order actual cost of the labor is derived by multiplying the activity type pricing with the actual hours
reported in the time sheet.

There are 2 basic activity types:

1. S01 - Staff. Costing for the staff rate will be based on the internal manpower rate calculation
2. C01 – Contractor. Costing for the contractor rate will be a value which has minimal impact to
work order cost. Contractors cost will be charged to the maintenance orders from the external
service module via service entry and acceptance against purchase order. As such, the time
reported for external services on time sheet should have no impact on the maintenance order
cost.

Attendance / Absence type

There are 5 categories for identifying hours to be used for time sheet recording:

Note: * This Attendance Type can only be performed during overtime. Indicate K1-K9 for premium number. ** W107 was no
st
longer active as of 1 Nov 2008 and replaced by M105

The following is the definition or scenario in order to accurately record the hours spent accordingly:

Maintenance Hours:

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Administrative Hours:

Traveling/Delay Hours:

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Operation/Multitasking Hours:

Premium Number and Premium Indicator

In addition to the attendance type that needs to be keyed in, the user should also identify which
working hour’s category that the activity took part on i.e. whether it was on a normal office hours or
overtime. This will become handy in the analysis stage to know how many hours work has been done
on overtime, etc. The working hour’s categories are recorded in the Premium and the Indicator fields
in the time sheet:

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Percentage of maintenance technicians 100% n/a

registered in personnel master

2. Percentage of Maintenance Technician 100%

>90%
manhours allocated.

3. Percentage overtime <10% <5%

4. Proactive vs. Reactive manhours 70:30 80:20

5. Percentage of productive manhours >80% n/a

4.3 PERFORMANCE MANAGEMENT AND ANALYSES IN

MAINTENANCE
Overview
In view of continuous improvement, the maintenance management leadership in each OPU shall
continuously monitor the maintenance performance at the OPU level. There are various KPIs and
Statistics available for OPU to monitor the maintenance performance as well as the utilisation of the
SAP based Maintenance Management System.

Business Requirement
Maintenance Management Leadership in OPU has to ensure that;
1. Maintenance Management performance shall be monitored, updated and reviewed on
monthly basis based on the available KPIs and statistics.

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2. The Maintenance Management KPIs and Statistics analysis shall be shared and discussed at
OPU CoP where actions identified for areas for improvement.

4.3.1 Maintenance Management System Reporting

There are a few reporting systems consisting of various KPIs available based on Plant Maintenance
data in SAP. These statistics reports can be produced directly from the Business Warehouse (BW)
system via [Link], on the intranet, or obtained from monthly statistics production from the
central team. OPU shall utilise these reporting systems in monitoring maintenance performance at
individual OPU level.

The PMMS maintenance performance KPIs and statistics are delivered in five different areas with
each area reports on different combinations of statistics and KPIs based on the needs of the intended
audience (i.e., whether it is at management level or daily operational level). List of available reports or
statistics as illustrated the following diagram:

1 Maintenance Performance Overview Provides an online overview of maintenance performance indicators

(Dashboard) from a work and asset management perspective

2 Maintenance Detailed Reports Provides in-depth operational reports and statistics based on
(Operational) MMSEP’s maintenance processes

3 COP Monthly Statistics Provides a monthly performance data snapshot of maintenance

(Operational) statistics for all OPUs

4 PGTS Monthly Report Provides a GroupWide display of maintenance performance and work
(Trending) management overview for all OPUs*

5 Maintenance Management Provides a GroupWide display of Key Performance Indicators

Performance Scorecard overview for the Plant Management Team. *Access to this scorecard has
been given to Plant Managers, Maintenance Managers and Focal Persons

4.3.2 Maintenance Performance KPIs and Statistics

In general, the maintenance performance KPIs and Statistics are divided into Asset Management and
Work Management areas. This is in line with the PETRONAS Maintenance Management System
requirement which is also represented by structure and functionality of the SAP Plant Maintenance
module. The KPIs and statistics for both areas are described in detailed in this manual.
Asset Management KPIs
Asset Management KPIs are generally monitoring the Maintenance data build up at an OPU. The
monitoring of these KPIs shall be continuously monitored until such time when the OPU achieves
100% completion. The OPUs have to continuously update the KPIs when there are changes to the
existing maintenance equipment.
Descriptions of Asset Management KPIs are as listed in the table below:

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KPI/Statistics Description Used in

Equipment Definition: Maint Mgmt
Master Listing List of the equipment Detailed Reports

Objective:
To list equipment master data for
completeness checking for Plant Asset
Structure

Bill of Material Definition: Maint Mgmt

(BOM) % of all equipment that have BOM created Detailed Reports
Statistics under them. BOM development priority should
Maint Mgmt
be given to criticality 1 & 2 equipment
Performance
Scorecard
Objective:
To measure the completeness of the BOM for
all relevant equipment in a plant by criticality

Maintenance Definition: Maint Mgmt

Plan (MPLAN) % of all equipment preventive maintenance Detailed Reports
Statistics specified for all equipment, priority given to
Maint Mgmt
criticality 1 & 2 equipment
Performance
Objective: Scorecard
To measure the completeness of the MPLAN
for all relevant equipment in a plant by criticality

Work Management KPIs

For Maintenance Work Management KPIs, BW reports are mapped to the PMMS Maintenance
Management steps to measure the maintenance performance at each step as illustrated in the
diagram below:

Descriptions of Work Management KPIs are as listed in the table below:

KPI/Statistics Description Used in

Notification Definition Maint Mgmt Detailed
Aging All notifications which have not been converted to Reports
orders (not ORAS) and not closed (Not NOCO) but
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KPI/Statistics Description Used in

excluding notifications marked for deletion (DLFL)
and rejected (REJC)

Objective
To manage outstanding notifications count by
creation month

Repetitive Work Definition Maint Mgmt Detailed

Equipment with Reactive (RM) Notifications where Reports
there was one or more notification(s) (any
notification type) raised within 90 days of the RM
Notification creation date for that same equipment

Objective
To manage all repeated/remedial jobs

Notification Definition CoP Monthly

Screen All Notifications which have been screened (SCRN) Statistics
but not converted to orders yet

Objective
To manage notifications that have been screened
but yet to be converted into orders

Notification Definition CoP Monthly

without action % of Notifications created but no action has been Statistics
taken yet (i.e. not screened, etc) out of total
notification created over the same period

Objective
To manage notifications that have been created but
no action has been performed on them (i.e. not
screened)

Created Orders Definition CoP Monthly

Statistics Created Orders: Listing of Maintenance Orders by Statistics
Order Type, Priority or Work Center
Maint Mgmt Detailed
Reports
Objective
To determine the types of work performed by Maint Performance
maintenance personnel Overview
PGTS Monthly Report
P1 & P2 Definition CoP Monthly
REM Order % of priority 1 & 2 REM maintenance orders over Statistics
Statistics all reactive maintenance orders created in a month.
Maint Mgmt Detailed
Reports
Objective
To monitor level of P1 & P2 REM. If it is more that Maint Mgmt
2.5% of the total REM it is consider high and plant Performance
could have significant downtime losses or HSE Scorecard
issues
PGTS Monthly
Report

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KPI/Statistics Description Used in

Orders NOT Definition CoP Monthly
Release Orders created but not release (REL) Statistics
Objective
To monitor orders which are created but yet to be
released for further action

Overdue Work Definition CoP Monthly

Orders Outstanding work orders with REL status. Work Statistics
Order without CNF status. Planned Finish Date has
Maint Mgmt Detailed
elapsed (Excludes orders with DLFL and REJC statuses)
Report
Objective Maint Mgmt
To manage outstanding work not completed Performance
within the scheduled plan period Scorecard
PGTS Monthly Report
Active Orders Definition CoP Monthly
Orders with REL status, without CNF, TECO or Statistics
WORK CONSTRAINT statuses
Maint Mgmt Detailed
Reports
Objective
To manage incomplete planned orders, excluding Maint Mgmt
jobs with work constraint Performance
Scorecard
Inactive Orders Definition CoP Monthly
Orders with REL status, without CNF and TECO Statistics
status but WITH Work Constraint statuses
Maint Mgmt Detailed
Reports
Objective
To manage all work that has been halted due to Maint Mgmt
work constraint Performance
Scorecard
Work Order Definition CoP Monthly
backlog Total maintenance orders in hand for the Statistics
department (released orders, including both
Maint Mgmt
outstanding and in-process orders), measured in
Performance
manhours.
Scorecard
Objective
Usually converted to crew week to gauge level of
loading for the maintenance crew, world class
target is 2 to 4 crew weeks.

Crew Weeks Definition CoP Monthly

Weekly average of ratio of total planned MHrs for Statistics
all in-process orders to the total available
Maint Mgmt
technician MHrs in a month. (Excl. MHrs planned
Performance
in TA Orders
Scorecard
Objective
To Gauge work in hand to assist in resource
planning. Calculated with:

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KPI/Statistics Description Used in

Active & Definition CoP Monthly

Inactive Amount of Active Backlog (maintenance work that Statistics
Backlog in do not have constraints) and Inactive Backlog
Maint Mgmt
Crew Weeks (maint work with constraints and thus cannot be
Performance
carried out measured in crew weeks
Scorecard
Objective
Indicates whether available resources are able to
handle the volume of work.
A healthy maintenance organization usually has 2-4
weeks worth of active backlog. Lower would
indicate overstaffed whereas higher would indicate
understaffed (overloaded)

Completed Definition CoP Monthly

Orders Listing of the completed orders sorted by Order Statistics
Statistics Type, Priority or Work center.
Maint Mgmt Detailed
Reports
Objective
Maint Mgmt
To determine the types of work performed by
Performance
maintenance personnel
Scorecard
PGTS Monthly Report
Order Definition CoP Monthly
Compliance Orders completed within the scheduled plan period Statistics
(i.e. Actual Finish Date < Plan Finish Date).
Maint Mgmt Detailed
Excludes orders with REJC and DLFL statuses.
Reports
Objective Maint Mgmt
Gauges adherence to approved planning, Performance
scheduling and execution of work. Scorecard
PGTS Monthly Report
Schedule Definition CoP Monthly
Compliance on % of Proactive Maintenance Orders due in the Statistics
PM Orders reporting month that were completed on time
Maint Mgmt
(includes order types PPM, PDM, PSI, exclude
Performance
PRM)
Scorecard
Objective
To measure the maintenance crew’s adherence to
planned schedule. Plant Reliability may suffer due
to equipment breakdown if preventive maintenance
is not completed on time or not completed at all.

Overdue Definition Maint Mgmt

Orders for C1 & Maintenance orders for Criticality 1 & 2 Equipment Performance
C2 Equipment that have passed their due dates but yet to be Scorecard
completed. Measured in number of orders to
indicate effort required / planned.

Objective
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KPI/Statistics Description Used in

Indicates timeliness of the Maintenance Department
in handling work for high criticality equipment. High
number of overdue hours may indicate a lack of
responsiveness. May impact plant reliability in the
long term.

Maintenance Definition Maint Mgmt Detailed

Actual Costs • All Costs posted to Maintenance Orders Reports
including materials or components and
Maint Performance
manpower costs
Overview
• Costs can be drilled down by Value Category:
o Internal Manpower
o Maintenance Materials
o External Services
o Overhead
o Hired Equipment

Objective
To determine cost efficiency

Damage Code, Definition Maint Mgmt Detailed

Cause Code & Number of notifications closed within the reporting Reports
Object Part period for each damage code, cause code and
Analysis object part
Objective
To assist in asset/class failure analysis

Top N Bad Definition Maint Mgmt Detailed

Actors 1. Top N Equipment ranked by number of Reports
Notifications: N Equipment with the highest
Maint Performance
number of notifications created (exclude
Overview
REJC/DLFL statuses)
2. Top N big spenders based on equipment
maintenance cost: N Equipment with the highest
Maintenance Order costs

Objective
To assist in equipment review process

MTTR/MTBF Definition Maint Mgmt Detailed

Mean time to repair and Mean time between Reports
failure statistics for an equipment or an
equipment class.

Objective
To measure equipment reliability and repair
efficiency

Failure Rate Definition Maint Mgmt Detailed

Reports failure frequency of an equipment Reports
(measured based on RM notifications created) over
its age.

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KPI/Statistics Description Used in

Objective
To measure equipment reliability. Reports failure
frequency with equipment age in system

Orders with Definition Maint Mgmt Detailed

Rework Status Orders with REWRK (rework) user status and CNF Reports
system status

Objective
To detail orders requiring rework

Orders with Definition CoP monthly

final Maintenance orders where work has been statistics
confirmation completed, but the technical report has not been
but technical entered.
completion
not yet done Objectives
To manage orders with CNF status but without
TECO as delay may cause maintenance history to
be lost.

Timesheet Definition CoP Monthly

Allocation % of total reported MHrs (timesheet) out of total Statistics
available MHrs
Maint Mgmt Detailed
Reports
Objective
To manage how available Manhours is utilized Maint Mgmt
Performance
Scorecard
Maintenance Definition Maint Mgmt Detailed
Work Hours % of manhours charged to maintenance orders out Reports
of total available manhours.

Objective
To manage all MHrs charged to order

Time submitted Definition Maint Mgmt Detailed

for approval vs. % of timesheet hours submitted for approval that Reports
approved time have been approved

Objective
To manage the time approval process

Time Utilization Definition CoP Monthly

Total Manhours reported in timesheet by Work Statistics
Center, MPG and Timesheet Activity Codes
Maint Mgmt Detailed
Reports
Objective
To capture an overview of time utilized and to
provide statistical information on activities
performed by personnel.

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KPI/Statistics Description Used in

Productive Definition Maint Mgmt
Hours % of maintenance technicians manhours spent Performance
on productive activities vs. non-productive Scorecard
activities

Objective
To manage maintenance MHrs and identify areas
for improvement. An industry study indicates a
target of >80% Productive hours & <20% Non-
Productive hours

Proactive- Definition Maint Mgmt

Reactive % of Proactive Orders (PPM, PDM & POM) out of Performance
work % total orders excluding PCM, SSM & PSI orders Scorecard
types
PGTS Monthly
Report
Objective
Measures whether the plant is proactive in
carrying out maintenance work or more in ‘fire-
fighting’ mode. Measurement done based on
percentage of manhours charged to proactive
orders and reactive orders. Industry best practice
> 70% Proactive & <30% Reactive

Maintenance Definition Maint Mgmt Detailed

Overtime Work % overtime MHrs incurred out of the total reported Reports
Hours Maintenance MHrs.

Objective
To manage all maintenance order overtime charged
against maintenance order hours

Overtime Rate Definition Maint Mgmt Detailed

% of total overtime hours out of total available hours Reports

Objective
To manage all Overtime Work

4.3.3 OPU Maintenance Management Performance Scorecard Result

Review

The Maintenance Management Performance Scorecard provides an overview of an OPU’s

performance in the Plant Maintenance area via a summary list of important KPIs related to
Maintenance Performance for all OPUs.

OPUs may conduct the OPU Maintenance Scorecard Result Review exercise which allows them to
confirm that their scorecard results truly represent the actual performance in their respective OPUs.
This exercise also allows OPUs to identify the practices that lead to strong performance in the OPUs’
KPIs and areas that require further improvement in the OPUs. A framework has been developed to
detail the approach and scoring methodology to be followed by the OPUs for this review exercise.

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The Central Team will initiate the review exercise by analyzing underlying OPU maintenance data
relevant to the scorecard and indentifying areas of interest for further confirmation, which will then be
discussed in an initial discussion with the OPU’s Focal Persons.

After the preliminary investigation of the relevant maintenance data by OPU FPs, an on-site review
session between the OPU and Central Team should be held to discuss and validate all the review
points based on all the observations made through the preliminary investigation. The on-site review
session usually lasts for 1.5 – 2 days. An accuracy score (in %) of 0 – 100 shall be assigned to each
KPI, based on the extent of ‘believability’ (the extent to which data is regarded as true and credible)
and ‘correctness’ (the extent to which data is reliable and whether it contains any error, and the extent
it is captured correctly according to the business rules) of the data. This accuracy (%) score should
be agreed upon mutually between the PMMS Central Review Team and the OPU, taking into
consideration the observations and justifications for each Scorecard KPI scores reported.

The final review report should be presented to the OPU’s management, and action points required
discussed and agreed upon, if any.

4.4 INSPECTION
4.4.1 Overview
Inspection plays an important role in ensuring the integrity of the plant and equipment. In order to
achieve this, Inspection group and Maintenance group shall collaborate together to ensure smooth
planning and execution of the Inspection process.

The role of the inspector is to collect useful and timely information about a piece of equipment.
Examples of these useful indicators are bearing wear, gauge readings, wall thickness, cracks,
corrosion rate, etc. The information will be used to plan further maintenance actions and prevent
equipment failure.

Inspection community will use SAP as the system tool to manage the inspection processes in areas
regarding:
ƒ Work Management - to have a common maintenance tool for recording all work performed.
ƒ Resource utilization - actual internal manpower usage by Inspection group.

Business Objectives
There is a need to ensure that all Inspection work is visible to the management. This is because
Inspection work constitutes a part of the maintenance work process as a whole. Various elements of
the maintenance resources (i.e. labor, materials and services) are utilized during Inspection. This
gives rise to the need for the Inspection work to be included in the equipment maintenance history for
further analysis. In this case, the OPU shall record the Inspection work process in SAP, using the
PMMS work management process described earlier in this document. This will fulfil the following
business objectives:

ƒ To provide the Inspection community with a system tool to manage the inspection business
process
ƒ Consolidated information for each equipment, consisting of data from Inspection and
Maintenance groups to provide better maintenance history.
ƒ To ensure that the inspection work performed on equipment is kept as part of the equipment
history in the system.
ƒ To ensure that the inspection / activity report is available in SAP.

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ƒ To simplify the process of extracting data for reporting and day to day operational purposes

Business Requirements
The need for the Inspection work history to be available as a part of the equipment maintenance
history shall render it necessary for the OPU to leverage on the existing PMMS work management
process to record and manage Inspection work. Thus, the business requirements of Inspection are:

ƒ Provide visibility of work process in Inspection and Maintenance, as activity in one side may
require follow-up activity in another side.
ƒ Proper communication flow between Inspection and Maintenance need to be established.
ƒ All inspection activities and work performed should be recorded by the Inspection community,
either through new notification or notification from a Maintenance Order.
ƒ All Inspection time utilization is captured through Time Sheet.
ƒ All Inspection cost and manpower are recorded through Inspection Order (type “PDM”).

4.4.2 Inspection Work Process

Definition
Inspection work can be defined as activities carried out to predict impending failure using modern
technology and calculation technique which is non-intrusive (i.e. vibration reading, lube oil analysis,
thermograph and ultrasound testing for wall thickness) or intrusive (i.e. removal of vessel support for
structural testing). Inspection Work can also be either routine (i.e. planned) or non-routine (i.e. where
Operations or Maintenance group can request for Inspection work to be performed).

Routine Non-Routine
Inspection Create Create Inspection Inspection/
Major Screen Preliminary
Inspection plan inspection Y notification specific Operations/
task?* notification? inspection
requirement plan IN requirement Maintenance
N
Y N

Close Inspection
Released Create order Perform work Remedial
System N notification
order PDM PDM & report action?
IN
Y

Work
Maintenance Create order Close order
Discussion planning&
PRM PRM
execution

Create sub- Maint. Approve Close

Y N N order
order PRM Involvement? order PDM?
PDM
Y
Inspection
Perform work Remedial
& report action? Post
Y inspection

Y
Order PRM Create sub-
Inspection & Discussion N
N created? order PRM
Maintenance

Add
Close order operation to
Inspection & PRM
PRM/PDM Order
Maintenance Approve N
Close order Close order
order PRM? PRM planning&
PRM
execution

Note: Definition of :major

- tasks: If the work requires material from warehouse, external resources, or resources from other department, or the inspection time is greater
than 2 hours

The diagram above illustrates the overall Inspection workflow for both the Routine Inspection and
Non-Routine Inspection.
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PMMS Guidelines
The OPU shall record any request for Inspection work in SAP, based on the PMMS requirements. In
this case, when an Inspection work is required, the “IN” notification shall be raised by either:
a) The maintenance group when an inspection work is required for a reactive maintenance work or
b) The inspection group when informed by the operations.

For the inspection group, the planner will list all the inspection notification by selecting the type ‘IN’
from the notification listing. Appropriate actions should then be taken based on the notification, for
examples:

a) Raise maintenance order.

b) Complete the inspection work.
c) Create and assign the inspection report.
d) Inform maintenance on follow-up actions and tasks.

The outcome of an inspection is categorized as Predictive Maintenance work. When creating a

maintenance order related to inspection, the following order types shall be used:

a) For scheduled inspection requirement, the maintenance order type “PDM” (Predictive
Maintenance) is generated from the maintenance plan.
b) For inspection work assigned by maintenance group where a reactive maintenance order is
already raised, the order type is “REM” (Reactive Maintenance).

For specific inspection requirement, an “IN” notification is raised and converted to the maintenance
order with order type “PDM” (Predictive Maintenance).

To further categorize the type of work to be done for Inspection, the “PDM” order has a few
Maintenance Activity Types to choose from, namely:

1. INS – Intrusive Inspection

2. IXS – Non Intrusive Inspection
3. THM – Thermography
4. VBM – Vibration Monitoring
5. LBO – Lube Oil Analysis

Routine Inspection
Routine Inspection or pre-planned inspection jobs are carried out periodically by the Inspection group.
An Inspection Plan in SAP triggers a Predictive Maintenance Order (type “PDM”) to the Inspection
group. After the inspection job is carried out, a notification (type “IN”) is created for the inspector to
write the inspection report and record the work performed.

If, subsequently, remedial work is required, the inspector will create a new Proactive Notification (type
“PM”) to inform the Maintenance group. The Maintenance group will pick up the Proactive Notification
and create a Proactive Maintenance Order (type “PRM”). The Maintenance group will then plan,
schedule and execute the proactive maintenance tasks. The detailed description of the Maintenance
Order planning, scheduling and execution process is covered in the earlier part of this documentation.

Not all Inspection Plan can be scheduled at a fixed frequency as analytical results from RBI tool will
also determine the scheduling of the inspection jobs. Hence pre-scheduled inspection dates could be
changed. Individual OPU has two (2) options to cater for RBI usage in Inspection work:

a) Create all possible Inspection Plan using Maintenance Plan and trigger it manually based on the
criticality of the analytical results provided by the RBI tools. This will require continuous manual
monitoring of the RBI tools and updating the dates in SAP.

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b) Manually create Inspection Notification based on the dates given by RBI tool. This will require a
manual monitoring from the RBI tool and creating the Inspection Notification accordingly.

Non-Routine Inspection
The normal ad-hoc maintenance cycle is triggered by the creation of notification (type “RM”) by the
Operations group to inform the Maintenance group about an equipment failure. The Maintenance
group will then create a Maintenance Order (type “REM”) to perform the tasks. As a result of the
reactive maintenance work performed, the Maintenance group will create an Inspection Notification
(type “IN”) if the Inspection group is required to perform inspection work. For standardization purpose,
the Inspection group will use the same priorities in the notification as used by Maintenance.

The Inspection tasks can be categorized into either Major or Minor Inspection. If the Inspection work
requires material from the warehouse, external resources or resources from other departments, or
where the Inspection time is greater than 2 hours, it is considered as Major Inspection, and should be
managed using Maintenance Order (type “PDM”). For Minor Inspection, OPUs may decide not to
create a Maintenance Order. However, in this case, the Technical Report for the Inspection work still
needs to be recorded in the “IN” notification. However, please take note that, as far as possible, it is
recommended that all Inspection work are managed and recorded using “PDM” maintenance Order,
thus ensuring that the Inspection work, no matter how minor, is included in the equipment
maintenance history.

There are two ways to manage Inspection work using Maintenance Order:

Managing Inspection work via additional operation in the REM Order

Maintenance personnel shall raise an Inspection Notification (type “IN”) from the Maintenance Order
(type “REM”). This will ensure the history of the inspection work carried out is “attached” to the
Maintenance Order raised by maintenance. In this case, the original “RM” notification is also captured
in this Maintenance Order.

The inspector will then pick up the “IN” notification raised and start to perform the initial inspection. If
further activity is required after the initial inspection job, the Inspection or Maintenance personnel
(depending on the OPU) shall create additional operations for the inspection work in the existing
Maintenance Order (type “REM”) raised earlier. Lastly, the inspector will record their time utilization in
the Time Sheet against the “REM” order and close the “IN” notification.

Managing Inspection work via the PDM order

Maintenance personnel shall raise a standalone Inspection Notification (type “IN”). The inspector will
then pick up the “IN” notification raised and start to perform the initial inspection. If further activity is
required after the initial inspection job, the Inspection personnel shall create a “PDM” order to
manage and record the Inspection work. To ensure that the inspection work is linked as a part of the
maintenance work, the “PDM” order can be created as a sub-order to the earlier “REM” order. This
creates a hierarchy of orders that allows for individual analysis and history for each job, while keeping
both jobs linked as part of the same maintenance loop.

The Inspection group shall then plan, schedule and execute the inspection tasks using this order. The
detailed description of the Maintenance Order planning, scheduling and execution process is covered
in the earlier part of this documentation. Lastly, the inspector will record their time utilization in the
Time Sheet and close the “IN” notification and “PDM” order.

Inspection work closure

There are two (2) possible closures to the Inspection Notification:

1. If remedial work is not required, the inspectors shall proceed to record their time spent using
Time Sheet, and close the Inspection Notification and the “PDM” order.

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2. If remedial work is required, the inspector shall create a new Proactive Notification (type
“PM”) to inform Maintenance group and include the maintenance work required; and close
the Inspection Notification and the “PDM” order.

When closing the inspection work, the inspector is required to provide the technical completion report;
and the details required shall include:
ƒ Technical data such as the damage and the cause, the damage location on the object, as
well as the work and activities performed.
ƒ Confirmation on the measurement / counter readings for specific order operations, inclusive
of the measuring points and result.
ƒ The start and completion time of the tasks.
ƒ Quantity and type of material used and returned.

Follow up / Remedial action

After the completion of inspection work, there may be follow-up / remedial action required by the
inspectors. This shall be communicated to the Maintenance group via:

ƒ The creation of an operation in the “REM” (Reactive maintenance) order that the
maintenance used to raise the inspection request. For example: The Maintenance team
raise an “IN” notification while reviewing the tasks of a REM order. After inspector completed
the inspection job, the inspector should indicate to the maintenance group that they need to
check on the equipment after the maintenance work is completed. To indicate this task, the
inspection group will add an operation in the “REM” order with the performing work center as
inspection work center.

ƒ The creation of a Notification type “PM” (Proactive Maintenance). The notification will then be
converted to a “PRM” (Proactive Rectification) order by the maintenance group. This is
applicable for business scenario where the inspector recommends some rectification to be
performed as a result of the inspection work.

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Percentage of inspection work recorded in 100% n/a

PMMS

4.5 PLANT CHANGE

Overview
Plant Change refers to additions and modifications to PETRONAS plant and equipment, and is
primarily managed by OPU engineering groups. The stakeholders in Plant Change process are the
OPU Engineering Managers.

Plant Change is an important part of the plant and equipment technical history. It may result in
changes to the maintenance strategies and data requirements for plant and equipment, and shall be
incorporated into maintenance processes and SAP-PM master data. In this respect, the PMMS has
provided a platform for Plant Change to be managed online in the SAP R/3 system. This offers a few
benefits for the OPU:

i) Faster progression from Plant Change request to start of construction.

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ii) Increased visibility of Plant Change status, enabling maintenance engineers and planners to
revise and implement preventive maintenance plans and allow informed maintenance scheduling
decisions to be made around plant and equipment, for example, it may be possible to defer a
maintenance activity to coincide with a Plant Change implementation schedule.

iii) Reduced maintenance planning time because the status of a potential Plant Change is readily
available on-line to maintenance engineers and planners.

Business Objectives
Plant Change activities need to fulfil a few business objectives, namely:

a) Safety - where the Plant Change processes must comply with plant integrity, and environment
and health safety standards.

b) Effectiveness - the Plant Change request must meet the stated objectives of the requester and
the stakeholders, for example, modified equipment as requested by operations should still be
maintainable for production reasons.

c) Efficiency - the change must be done efficiently for the OPU to enjoy the Plant Change benefits.
It must also be cost-effective to ensure the benefits of the change are maximized.

Those objectives make it necessary for the OPU to adopt and implement a Plant Change process
that meets the following characteristics:

It needs to be visible, in order to:

ƒ Create a permanent technical record of Plant Change for the affected equipment in SAP-PM.
ƒ Allow all stakeholders (Operations, Engineering, and Maintenance) to see the status of a
Plant Change at any time.

It needs to be controlled, so that:

ƒ Approvals (e.g. registration, design approval, materials requisition, etc.) can be restricted to
designated authorities.
ƒ Changes to drawings and documents can be better managed.

It needs to be efficient, and able to use project management and document management best
practices to:
ƒ Manage schedules.
ƒ Record time and cost.
ƒ Enable collaboration between stakeholders (those interested in the outcome of the Plant
Change) and participants (those performing the Plant Change work).

It needs to be flexible, in order for:

ƒ Each OPU to use workflows and statuses appropriate to its own organization requirements
within the framework of a common PETRONAS approach.
ƒ The Plant Change process to evolve to readily meet future changes to PETRONAS
requirements.

It needs to be easy to implement, in order to:

ƒ Make the minimum changes necessary to the current Plant Change processes to achieve the
Blueprint maintenance management objectives.
ƒ Limit the requirements for OPU Engineering groups to change their practices and
procedures.
ƒ Initiate a dialogue between Engineering and Maintenance groups on future vision for a
complete On-line Plant Change procedure as a foundation for future implementation process
improvement.
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Business Requirements
Although a large part of the Plant Change involves the preparation of documentations as well as
approval and business procedures that are outside of the SAP system, there is a need for the Plant
Change work planning and execution to be managed in the SAP system. The procedures embedded
in PMMS enables the OPU to fulfil the following business requirements:
ƒ PETRONAS already have a series of business activities and approvals to process a Plant
Change. Each OPU will observe its existing documented business activities and approvals.
However, they will be complemented by PMMS transactions to support those business
procedures and manage the Plant Change work planning and execution.
ƒ The Plant Change process with On-line capabilities will enable:
• Visibility to Maintenance group that a Plant Change request has been approved for a
specific plant and equipment, and should include useful information (e.g. Tag number,
key dates, cost of Plant Change) for planning.
• Communication to Maintenance group on any changes to planned scope or dates for the
Plant Change.
• Listing of the SAP data elements (e.g. Task Lists, BOMs) to be separately or jointly
developed by Engineering or Maintenance groups to ensure a smooth transition from
construction to the handover to Operations.
• Online acceptance of the Plant Change by Maintenance prior to final transfer to
Operations.

Plant Change Work Process

The Plant Change business flow can be divided into five main stages, namely, Request, Approval,
Design, Construction and Handover. The overall Plant Change procedure can be summarized by
the diagram below:

Plant Change Work Process

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Plant Change Request

Each OPU has its own specific procedures for Plant Change request. However, as a general rule, a
Plant Change request shall be made through a manually filled in form, meetings, or any other viable
means, for example, emails or telephone calls among the stakeholders. The requests shall then be
documented and then submitted to the approving authority for review and approval.

Plant Change Approval

The approval process could be as simple as a meeting between relevant authorities or as complex as
a series of analysis and meetings by the various discipline groups prior to submission to the
approving authority. The request has to be reviewed and approved by an identified authority, and this
varies from one OPU to another. Each OPU has established specific procedures to be followed.

Plant Change Design

Once the Plant Change request has been approved, the appropriate Engineering group shall
incorporate all the request requirements into a design, manage it and submit the design for review by
the relevant parties. The design shall then be approved by the authorities before being implemented.

Plant Change Construction

Once the Plant Change request design has been approved, it is ready to be implemented during
Construction. The Engineering group shall then initiate the material and services procurement and
planning of the work required for Plant Change. At this stage, the Maintenance group’s involvement
may be required. Such involvement shall be recorded in SAP as per the procedures stated in the
PMMS work management process.

Once the Plant Change design is approved and ready to be constructed, the Engineering group shall
raise a SAP Plant Change Notification (type “PC”) to inform Maintenance of the Plant Change
request and activity. This will enable the Maintenance group to incorporate these new changes or
additions into maintenance activity scheduling and others.

The Notification type used is “PC” for Plant Change. Please take note that, the Plant Change
notification is not used to register a Plant Change request. Only approved Plant Change will be
registered in SAP. The user statuses in a “PC” Notification are used to monitor and manage the
different stages of a Plant Change, as illustrated below:

CODE User Status Description When Used

APPG Approved Plant Change Set automatically upon creation

PCHR Plant Change Handover Plant Change work completed and is ready for handover to
Recommended Maintenance

PCHA Plant Change Handover Accepted Plant Change Handover successfully handover to
Maintenance

PCCC Plant Change Completed and Closed Plant Change Activities have completed and closed
User Status in PC Notification

The maintenance user shall set the appropriate user status as the “PC” Notification progresses
through the various stages of the Plant Change approval and handover.

The “PC” Notification may or may not be turned into a Maintenance Order as it is dependent on the
involvement of the Maintenance team in the project. When the Maintenance group’s involvement is
required, either partially or completely, in the Plant Change work, the Engineering group will inform
the Maintenance group. The Maintenance planner shall then create a Plant Change Maintenance
Order (type “PCM”) from the “PC” Notification and process it accordingly based on PMMS
procedures (refer to the Work Management part of this documentation).
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PLANT CHANGE NOTIFICATION REQUEST

Work done / managed by: - Work done / managed by: -

- Maintenance Personnel - Third Party contractor

CREATE “PCM” MAINTENANCE ORDER DO NOT CREATE “PCM” MAINTENANCE ORDER

ONCE APPROVED

Conditions for Plant Change Order Creation

Maintenance can be involved in the plant change work in the following scenarios:
1. Involved in the procurement and maintenance of the plant change.
2. Provide services required by the plant change project team.

For scenario 1, a plant change order “PCM” is created referencing the “PC” notification. All planning
of resources (labour and materials) and work are carried out and managed in a similar way to normal
repair work.

For scenario 2, if the maintenance is providing a service to the plant change project, a “PCM”
maintenance order is also raised with reference to the plant change notification. The internal labour
work is then planned. After completion of the work, the order is closed but the notification will not be
set as complete. The completion time of the notification shall depend on the completion of the
outstanding work of the plant change project.

Plant Change Handover

Handover refers to the completion of Plant Change, where the Technical Object is ready to be
handed over to the Maintenance group. Here, the Engineering group shall pass over the project,
documents and the equipment to Maintenance. This is to ensure all necessary activities such as
document handover, updating of the appropriate master data, creation or revision of preventive
maintenance plans and spare list have been completed. It will also enable the necessary
maintenance activity to be carried out smoothly in the future for the affected equipment.

The following activities in PMMS are required for Plant Change Handover:
ƒ Engineering group to confirm the completion of Plant Change activities as detailed out in the
Plant Change Notification.

ƒ A User Status, PCHR (Plant Change Handover Recommended) shall be activated in the
Plant Change Notification by the engineer recommending the hand-over.

ƒ A User Status, PCHA (Plant Change Handover Accepted) shall be activated by the relevant
Maintenance Manager or representative once it is accepted.

ƒ The Plant Change Notification shall then be closed using PCCC (Plant Change Completed
and Closed) by the Maintenance Manager or representative.

Management of Change
Apart from the abovementioned procedures, it is also important to note that any Plant Change done
need to observe the requirements and procedures stated in the PETRONAS Management of Change

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(MOC). Those procedures apply whenever there are changes done that leads to impact on the
Production or HSE.

There are three types of MOC:

a) Process and Facilities Change.
b) Procedural Change.
c) Organizational Change.

The procedures that are embedded in the MOC seek to ensure that:
a) The proper level of review is applied to prevent inadvertent effects from changes that could
introduce hazards.
b) The safety of the plant and its personnel are protected and not compromised by inadequately
evaluated changes.
c) Changes do not lead to unacceptable risks in safety and health of the environment or community.

For further details on PETRONAS MOC, please refer to the following documents:

a) PTS 60.2201
b) HSEMS Manual
c) Man-PSM-MOC-001

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Percentage of approved plant change request 100% n/a

recorded in PMMS.

4.6 PLANT TURNAROUND

Overview
Plant Turnaround refers to planned and scheduled shutdown maintenance work. In the upstream
business, it is known as Topside Major Maintenance (TMM). It is the maintenance activity where the
plant or facilities are shutdown for major overhaul and servicing. This is to fulfill statutory,
environmental, insurance or maintenance requirements.

There are certain maintenance activities that can only be carried out when the plant is shutdown. The
two types of maintenance work that require the shutdown of the plant are:

a) Planned and scheduled maintenance work for example, DOSH maintenance (plant turnaround).
b) Ad-hoc maintenance work that requires a shutdown window.

The shutdown window shall be arranged and planned with the operation team after taking into
consideration:
a) The production schedule and customer demand.
b) Criticality of the maintenance work.
c) The fulfillment of the legal and safety requirements.

During the plant shutdown, routine maintenance or plant change activities that cannot be performed
during normal plant operation period will also be scheduled, for example:
a) Plant change activities that required plant shutdown:
i) Modify the existing single mechanical seal to Double mechanical seal of Pump P-1101.
ii) To lay a by -pass line for exchanger E-1401.

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b) Routine maintenance that required plant shutdown (usually is called opportunity maintenance) :-
i) Removal of fermanited clamp and replacing them with new flanges.
ii) Replacement of a leaky line which has been temporarily repaired.

Business Objectives
There is a need to ensure that turnaround information is recorded in the same system with other
equipment maintenance data, in order to achieve the following benefits:
a) Provide a complete equipment history in one system.
b) The asset life cycle cost can be easily obtained.
c) Able to manage the scope of the work package, the schedule.
d) Optimize the resources (materials, manpower and tools).
e) Ensure there is no cost overrun.
f) Manage the risk, quality of work and work execution.

Business Requirements
For effective management of Turnaround data and processes, as well as to achieve the abovesaid
benefits, all Turnaround work needs to be managed and recorded in a system that fulfils the following
requirements:
i) To be able to capture Turnaround cost at individual equipment level. This allows users to
extract the equipment life cycle cost easily.
ii) PTA preparation time and efforts can be reduced and processes can be simplified.
iii) PTA documents/history will be available for future reference in the maintenance system.
iv) The turnaround information to be captured includes:
i) The materials (components) that are used during the turnaround.
ii) The contractor who is engaged to perform the work.
iii) The internal staffs involved in the shutdown work – whether they are performing hands-
on or supervisory work.
iv) Any emergent work arising from the turnaround work.
v) The tasks performed in the turnaround.
vi) The budget area that the cost of the turnaround is charged to.
vii) All costs that are recorded by material, labour, contractor per equipment.

Turnaround Work Process

A significant portion of the Turnaround process makes use of the features available in the PMMS
system. A lot of the elements in the Turnaround process, from preparation to completion, are
prepared and managed in the PMMS system. The diagram below illustrates the system process and
data requirements in PMMS for Turnaround. The usage and application of those PMMS elements will
be described in the subsequent pages.

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Turnaround setup in PMMS

The Turnaround work management cycle can be divided into five main stages, as illustrated in the
diagram below:

Turnaround Turnaround Turnaround Turnaround Turnaround

Preparation Planning Scheduling Work Completion
Execution

Plant Turnaround work management cycle

Turnaround Preparation
In the PMMS system, there are certain data that needs to be prepared beforehand. These include:

a) Functional Location
A master data in PMMS which structures the maintenance objects in PETRONAS according to
functional, system, process-related or location criteria.

b) Equipment
This is a master data in PMMS which represents the Plant’s maintainable assets or equipment. This
data is then assigned to the Functional Location to become part of the Plant Asset Structure.

c) Revision number
This number shall be used to represent the Turnaround window and group all the Maintenance
Orders that are to be executed during the Turnaround. The dates in the revision number can be
defaulted as the planned start and end dates for those orders.

d) Task Lists
This is a master data in PMMS that describes the work steps or tasks that need to be executed during
the Turnaround. The operations/tasks for Turnaround work is listed in the Job Method Sheet (JMS)
for each equipment. The tasks in the JMS is to be created as operations in the Task List in R/3. The
information in the Task List include:
• Task specifications.
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• Work center assignment for each task.

• Man hours per task.
• Materials and quantity.
• Special requirements such as scaffold, lagging, high power water jet are created as
Production Resources and Tools (PRT).
• Drawings – linked to the Task Lists via Document Management System (DMS).

e) Maintenance Plan
This is a master data in PMMS that defines the description, equipment, frequency and the Task List
required to carry out the Turnaround tasks. Maintenance Orders (type “PSI”) will be generated from
the Maintenance Plan for the Turnaround (refer to the diagram below). The turnaround plan is a time-
based maintenance plan as the schedule for turnaround is by time interval, for example, every 2 or 3
years. An auto-call will not be required for Turnaround plans in the system. It will be called manually
in the system by the Turnaround planner during the preparation stage. The reason for the manual
process is due to the long lead time procurement time for materials required in the Turnaround. The
lead time could be 6 - 8 months before the Turnaround starts. It is therefore appropriate to be
processed by the Turnaround planner during preparation.

f) WBS Element
This is the Work Breakdown Structure which represents the Turnaround budget structure. The budget
structure is provided by the maintenance users for Finance to create the project structure (WBS) in
the system and is used for the purpose of the Turnaround cost settlement. It is assigned to the
settlement rule of the Maintenance Orders that are to be executed during the Turnaround. The costs
accumulated in each of the maintenance order will then be settled to the WBS. This way, users can
compare the Turnaround budget to actual.

Maintenance Plan and Maintenance Order creation for Turnaround

Once the scope, schedule and dates of the turnaround are determined, based on the CF renewal
requirements, the turnaround planning team will be setup. This may consist of external resources
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(contractors) who are engaged to manage the Turnaround process. Alternatively, at present, some
OPU have their internal Turnaround personnel to undertake the task.

A review on the Scheme of Examination is then carried out with the inspection department for the
Turnaround. Thereafter, the scope and overall schedule for the Turnaround is identified. Examples
of the scope include:

i) Open and inspect Column C-1101 for CF renewal.

ii) Open and inspect Exchanger E-1201 for CF renewal.

The Turnaround team will then be responsible to:

a) Prepare the Turnaround maintenance order for materials and manpower planning. The orders are
to be created for each equipment that falls within the scope of the Turnaround e.g. CF renewal.
They are created by generating from the Turnaround maintenance plans.

b) Get the list of all project tasks which need to be executed during Turnaround from technical
services team.

c) Retrieve from the system all maintenance orders which are waiting for shutdown (opportunity
work), which may include reactive order (type “REM”), proactive order (type “PRM”) and plant
change (type “PC”) orders from the system. The team will decide on the orders to be included in
the forthcoming Turnaround. All confirmed maintenance orders and project tasks will make up the
total work scope for the turnaround.

d) Generate maintenance orders for all those work which falls into the “Late work authorization”
procedure.

The total work scope will then be planned and submitted for approval for execution in the PTA
planning.

Turnaround Planning

During the Turnaround planning stage, the following activities are executed by the Turnaround
planning team:
a) A check to ensure that the Job Method Sheet (JMS) is available in the system and is updated
according to the confirmation from the Inspection team.

b) The Turnaround budget structure has been submitted to the Finance department and WBS is
created as per the submission for the Turnaround.

c) Ensure that the work packages for groups of equipment are complete and no other modification
to the task list is needed.

d) Maintenance orders for the total work scope of the Turnaround are listed and relevant information
is updated in the orders, including:
i) Select all outstanding “PSI” maintenance orders from the system. Specify the revision
number for the orders.
ii) Identify whether the order is still valid in the forthcoming Turnaround. If no, then it can be set
with a deletion flag and closed.
iii) Verify and adjust the tasks, such as adding and deleting operations from the orders, if
necessary.
iv) Update the materials and manpower requirement, if needed. For materials, stock items are
reserved from the orders. Usually, the storekeeper will make a transfer in the system of the
Turnaround requirement to a storage location which is created specifically for the
Turnaround. The physical withdrawal of the items from the Turnaround storage location is

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made 3-4 weeks before the start date. On the other hand, non-stock items are procured via
PR created from the orders.
v) To assign the correct Project Cost /Work Breakdown Structure (WBS) to the generated work
orders based on the budget structure.

e) The contracting strategy is determined jointly with the procurement team and contract is initiated.

f) Upon completion of the planning, the orders are submitted for approval based on individual OPU
requirement. “PSI” orders need to go through the normal PMMS Technical Approval process.

g) Once approved, the maintenance orders are released and the procurement actions are initiated
i.e. external services are planned and PR is created.

h) Request For Quotation (RFQ) can be sent to contractors for the procurement of materials and
services after the PR approval.

i) Release Orders are raised for all external procurement. In the event that the long lead time items
are needed, the release orders will be raised as early as possible to ensure that items ordered
are available before the start of the Turnaround.

j) Once all materials are received, they need to be withdrawn, kept and tagged in a separate TA
warehouse before the TA execution phase.

Once the above activities are completed, detailed scheduling for the Turnaround can be performed.

Turnaround Scheduling
During the Turnaround scheduling, the main tasks that need to be executed are:
ƒ Translate all tasks in the Job Method Sheet to the scheduling tool file.
ƒ Schedule each maintenance order operations and assign resources to perform the tasks.
Procurement activities and schedules are also monitored for changes in delivery dates.

The method and tools used for Turnaround scheduling varies from one OPU to another. They include,
but not limited to:

a) Scheduling Turnaround in SAP.

It is possible to schedule the orders using R/3 functionality. However, this option is not suitable for
Turnaround as the volume of order is high. To schedule each order, the planner will need to navigate
through a few steps in the system. There is also a concern on the system performance in handling a
high volume of orders. This may cause delays in the scheduling tasks and therefore not
recommended for Turnaround.

b) Scheduling Turnaround in Ms Project via the external interface software, IMPRESS.

The IMPRESS software will provide an interface that allows planners to extract maintenance orders
data into the project scheduling tool like MS-Project and Primavera. The setback of using this option
is:
i) The high cost of installing and implementing the interface software.

ii) The Turnaround scheduling requirement for this tool is very minimal as it will be used only for
extracting work orders into external scheduling tool such as Ms Project / Primavera and for
time/final confirmations only. Other functionality may be redundant and, considering the high
implementation cost, this is not a practical option.

iii) The frequency of usage of IMPRESS is estimated to be low as it will only be used once in a
year or once in every three years, depending on OPU’s Turnaround schedule.

c) Scheduling Turnaround via Primavera / MS project

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This is the most commonly used scheduling tool. It is a download/upload approach to copy data from
R/3 system to the external scheduling tool (Primavera / MS-Project). Among the data extracted from
the R/3 system include:
i) Work order number.
ii) Operation and Sub-operation.
iii) Task Description.
iv) Start and End Date.
v) Manpower needed for the job.

The maintenance orders are downloaded from SAP standard listing to a spreadsheet format. Then,
the downloaded information will be imported into the external scheduling tool. In the case of MS-
Project, the maintenance orders for Turnaround will be listed as per work packages and saved into
MS-Excel file. The excel file can then be imported into MS-Project and further scheduling can be
carried out.

In addition to the turnaround work orders, there are other project works carried out by other team for
example, engineering (for projects for plant change that do not involved maintenance) that are also
required to be tracked as part of the turnaround schedule. The detailed schedule for these jobs can
be appended to the same project file so that the planner can manage / track the turnaround schedule
on a whole.

In case of Primavera, the maintenance orders will be saved as a Lotus spread sheet. Once the data
file is ready in the required format, Primavera is used to import the data from Lotus 123 into the
Scheduling tool. The imported data can then be arranged by work packages. Scheduling and
resources allocation can be reviewed and altered as per the planners’ requirements. For project
works carried out by other team, for example engineering, the detailed schedule can be appended to
the same project file for overall turnaround scheduling. All scheduling and tracking will then be
performed in Primavera until the completion of the turnaround.

Turnaround Execution
The fourth stage of the Turnaround cycle marks the start of the actual execution of the tasks planned
for the Turnaround. In this case, several activities will be performed such as:

a) Develop an organization for Turnaround execution. This includes all the manpower needed to
perform the tasks in the Turnaround.

b) Develop and execute job packages for individual craft / discipline.

c) Develop and execute a method for job progress tracking.

d) Monitor work progress and initiate proper action for any delays.

e) Develop and execute a system to track all emergent work and record them for additional work
contracting.

During the execution phase of the Turnaround, the planners will work with the detailed Scheduling
tools to keep track of the work execution progress. On a daily basis, the management is updated with
progress achieved and will also be highlighted on any major emergency job which could affect the
overall schedule.

A procedure would already be in place before the Turnaround as to how to handle additional jobs
which is found during the execution of the Turnaround, such as the inspection of equipment.
Planners will follow up on such additional job and arrange for all resources needed for their execution,
using either the existing manpower, or, if needed, any additional manpower, be it internal or external,
without affecting the overall Turnaround schedule. It is recorded as additional work in the
maintenance order.
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Work package documents for each package shall be prepared and distributed to the Turnaround
organisation well in advance for the Turnaround execution team to prepare themselves with the
scope and schedule of jobs. Daily meeting with Operations, Turnaround execution team and
Turnaround planners will be organised to review the progress of jobs.

Turnaround Completion
During this phase of the Turnaround, the Turnaround execution team will handover the plant back to
Operations and give additional help during commissioning stages for a smooth start up.

Once the plant has been started up and streamlined, the planning and execution team will take stock
of unused materials which are in the Turnaround storage location and return the excess quantity back
to the warehouse. Depending on the item category, the following procedure applies:

ii) All stock items will be returned as the surplus material with posting in the system. The posting for
the material returns must be done against the reservation number or the maintenance order
number itself.

iii) All non -stock items will be returned for safekeeping in the warehouse physically. These will be
tagged and kept as surplus in a separate place in the warehouse physically for future use without
any system update. They are considered as direct charge material, i.e. charged out to the
Turnaround orders and do not carry any cost for inventory. They will, therefore, not be monitored
in the inventory module and are tracked manually outside the R/3 system.

The Turnaround team then ensure that all contract manpower time recording is updated in the system
via Timesheet. Internal manpower time is also required to be recorded into turnaround orders using
the Timesheet. Apart from that, technical reporting is required to be updated into the system
individually, via notification, namely:

a) Technical information e.g. Object Code, Cause Code and Damage Code are updated in the
Notification header.

b) Technical findings in the form of report can be updated in the Notification long text or via a
Document (DMS) linked to Notifications.

Maintenance orders are to be technically completed when all technical reporting is complete. Overall
Turnaround reports shall then be prepared and circulated to the management.

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Percentage of plant turnaround jobs captured in 100% n/a

PMMS

5 PMMS BUSINESS PROCESS COMPLIANCE AND DATA

QUALITY ASSURANCE
The PMMS shall be subject to independent assurance assessments, either compliance assessment
or system effectiveness assessment, to ensure that the current management system is sustainable
and effective.

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The assessments shall be based on the PETRONAS standards and Best Practices to evaluate the
effectiveness of all PMMS elements.

Management reviews are essential and are concerned with determining the effectiveness, efficiency,
implementation, compliance, adequacy, deficiencies, functioning of the overall management system
in meeting current plans and targets, as well as assessing its ability to satisfy future business
requirements and coherence with other management systems.

The objective of the management review is to ensure that the company has the continuing capacity to
meet the implicit and explicit needs of shareholders, the authorities, customers, and employees on
matters related to reliability and integrity.

In order to ensure that the management system is effective and efficient in meeting the company’s
objectives at various levels, management shall initiate regular reviews of the management system.

The nature, scope and frequency of reviews made or initiated by the management shall be clearly
defined and shall at least address the possible need for changes to policy, practices, objectives and
other facets of the management system.

The quality assurance effort is to be applied to 2 main areas in the PMMS:

• Maintenance Master Data Quality

This refers to the quality of the data records that make up the foundation of the PMMS. These
master data records, such as functional locations, equipment, and BOMs, should be
complete and correct. Quality assurance should be applied at the point of data creation /
entry and also on a periodic basis by carrying out a quality assessment (audit) exercise

• PMMS Business Process Compliance

This refers to the extent to which an OPU’s maintenance staff adheres to the business
processes embedded in the PMMS, that they follow the steps specified to complete a
transaction in the PMMS. A compliance assessment can be carried out on a periodic basis to
check for compliance.

5.1 Ensuring Maintenance Master Data Quality

5.1.1 PMMS Master Data Integrity Procedure
In order to ensure that pertinent data e.g. PPM plans etc are kept up-to-date, each OPU must
establish a procedure with appropriate authority levels to manage the integrity of data on a day-to-day
basis. Access to the database should be strictly limited to avoid corrupted data being entered or
existing data being changed without the appropriate authority.
In PMMS, a procedure document template to ensure master data integrity was developed, the title of
the document is SAP Master Data: Change Request Control / Management’. The document covers
the procedure to request for creation / change to the following master data:
• Equipment master
• Functional location
• Bill of Materials
• Maintenance Plan
• Task List
• Maintenance Planner Group
• Work Centre
• Personnel Data (for timesheet purpose)

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The document specifies the procedure/process flow to request for an addition or change to the
master data, the responsible party for each step of the change process and the data template to fill up
for data upload purpose.
This document is a template which the OPU can further customize to suit its local / specific needs.

5.1.2 PMMS Master Data Quality Assessment (MDQA)

It is a good practice for every OPU to carry out a periodic check or assessment on the quality of the
OPU’s maintenance master data in the PMMS. An assessment framework has been developed for
this purpose. The framework specifies the procedure to be followed to assess the quality of various
maintenance master data via a sampling approach. The end result of the assessment can be used to
extrapolate to the entire data population and the OPU can decide the required corrective action to be
taken (e.g., if the error rate is low, the OPU may decide to correct those errors that have been
identified in the samples; if the error rate is high, the OPU may decide to extend the assessment to a
bigger population of the data or to assessment the entire data set).
The MDQA framework covers the following maintenance master data:
• Plant Asset Structure
• Functional Boundary
• Equipment Masters
• Bills of Materials
• Maintenance Plans

During the assessment process, all the findings should be documented by area in the Results
Template. The follow up action items in the findings should be raised in the Master Data Assessment
Action Item Log. The Area Lead should use this form to confirm assessment points and the
prioritisation of action item for their own area. Subsequently, the confirmed Review findings should be
documented in the Master Data Assessment Summary Report, and presented to the Maintenance
Manager and CoP members by both FP & Area Team lead.

It is a good practice for every plant to carry out a Master Data Quality Assessment once every 3 – 4
years.

5.1.3 Ensuring PMMS Business Process Compliance

Each OPU should conduct an annual assessment of its maintenance process and practices against
the PETRONAS standard. The standard maintenance process flows, assessment
program/questionnaire and assessment document template can be obtained from the Electronic
Performance Support Systems (EPSS) under ‘Reference Materials and FAQ’.

The assessment team from the OPU can augment the team with invitation to PGTS other OPUs for
experience maintenance personnel to be included. This also allows different perspectives and
experience to be shared with the OPU. The assessment usually lasts for minimum 2 days.

During the audit process, findings should be documented in the Audit Action Request Form. The
auditors should use the AAR to confirm audit points with the auditees’ supervisors. Subsequently, the
final audit findings should be documented in the Audit Report Summary Sheet.

The assessment report should be presented to the OPU’s COP, and action points required discussed
and agreed upon. All non-compliance observed should be tracked using the Corrective Action
Request Status Log and must be closed within specific time period:

• Major NCR: 4 weeks

• Minor NCR: 8 weeks

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• Observation: 12 weeks (only applicable if action is deemed required for the

observation)

PMMS Business Process Compliance Assessment should be done annually or at least once every
two years.

PERFORMANCE STANDARDS

No. Item Standards Best in Class (BIC)

1. Conduct Master Data Quality Audit 3 yearly n/a

2. Conduct Business Process Compliance Audit 3 yearly n/a

6 MANAGEMENT REVIEW
The company's senior management shall, at appropriate intervals (and at least annually), review the
management system and its performance, to ensure its continuing suitability, adequacy, and effectiveness.
The review should specifically, but not exclusively, address:

• the possible need for changes to the policy and objectives, in the light of changing circumstances,
such as a changes in the organization, changing technology, changing business environment, etc.
• the commitment to strive for continuous improvement
• changes in business processes
• resource allocation for PMMS implementation and maintenance
• incorporation of best practices.

The review process shall be documented, and its results recorded, to facilitate implementation of
consequent changes, and follow-up.

Reviews should be used to reinforce continual efforts to improve the management of PMMS at the OPU.

The scope of review shall cover the content of the management system, the performance standards, and
determine the extent to which any requirements were met or recommendations had been successfully
implemented.

Reviews are to be carried out by appropriate members of, or competent independent personnel appointed
by, the company's senior management. Issues to be addressed as part of the process will typically include:

• any recommendations which have been made in department reports, and whether or not these
have been implemented
• recommendations from OPU PMMS COP meetings
• the continuing suitability, adequacy, and effectiveness of the management system

Reports of reviews need to make clear why they were conducted (e.g. routine procedure, organizational
changes, developments in understanding of PMMS related issues, PMMS developments, reported
deficiencies in the management system, etc.).

Reviews should be used to reinforce the continual efforts to improve PMMS utilization and maintenance
performance.

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TERMS AND DEFINITIONS

For the purpose of this document, the following definition shall apply irrespective of their meaning in
other contexts.

TERM DESCRIPTION
A
Asset Management The systematic planning and control of a physical resource throughout
its life. This may include the specification, design, and construction of the
asset, its operation, maintenance and modification while in use, and its
disposal when no longer required.
Asset Register A list of all the Assets in a particular plant/workplace, together with
information about those assets, such as manufacturer, vendor, make,
model, specifications etc.
Availability The proportion of total time that an item of equipment is capable of
performing its specified functions, normally expressed as a percentage.
It can be calculated by dividing the equipment available hours by the
total number of hours in any given period. ISO 14224 defines it as the
ability of an item to be in a state to perform a required function under
given conditions at a given instant of time or over a given time interval,
assuming that the required external resources are provided.

Notes:
For a more detailed description and interpretation of availability, see
Annex C in ISO 14224.

Backlog All work available to be done. Backlog work has been approved, parts
are either listed or bought, and everything is ready to go.
Benchmarking The process of comparing performance with other organisations,
identifying comparatively high performance organisations, and learning
what it is they do that allows them to achieve that high level of
performance.
Bill of Materials A list of all the parts and components that make up a particular asset.
BOM See Bill of Materials
Breakdown Functional failure of an equipment. In PMMS, the breakdown indicator is
used to qualify an event for MTBF calculation.
Breakdown See No Scheduled Maintenance
Maintenance
Boundary Interface between an item and its surroundings.

Call-out To summon a tradesperson to the workplace during his normal non-

working time so that he can perform a maintenance activity (normally an
emergency maintenance task)
Catalogue Profile A set of standardized codes in PMMS that are used for failure analysis.
Consists of Object Part, Damage and Cause Codes and correction
codes during technical reporting.
1) Object Part – The affected part/component reported in maintenance
notification

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2) Damage Codes – Represent the observed condition/manner of

failure of an equipment.
3) Cause Codes – Represent Apparent or observed cause of a failure
(Normally it is the 1st level of failure identified.)
Cause Code See Catalogue Profile
CBM See Condition Based Maintenance
CMMS See Computerized Maintenance Management System
Component A subassembly of an Asset, usually removable in one piece and
interchangeable with other, standard components (e.g. Truck engine).
Computerized A computerized system to assist with the effective and efficient
Maintenance management of maintenance activities through the application of
Management System computer technology. It generally includes elements such as a
computerised Work Order system, as well as facilities for scheduling
Routine Maintenance Tasks, and recording and storing Standard Jobs,
Bills of Materials and Applications Parts Lists, as well as numerous other
features.
Condition Based An equipment maintenance strategy based on measuring the condition
Maintenance of equipment in order to assess whether it will fail during some future
period, and then taking appropriate action to avoid the consequences of
that failure. The condition of equipment could be monitored using
Condition Monitoring, Statistical Process Control techniques, by
monitoring equipment performance, or through the use of the Human
Senses. The terms Condition Based Maintenance, On-Condition
Maintenance and Predictive Maintenance can be used interchangeably.
Condition Monitoring The use of specialist equipment to measure the condition of equipment.
Vibration Analysis, Tribology and Thermography are all examples of
Condition Monitoring techniques.
Corrective Maintenance Any maintenance activity which is required to correct a failure that has
occurred or is in the process of occurring. This activity may consist of
repair, restoration or replacement of components. This term is used
interchangeably with Reactive Maintenance.
Criticality The priority rank of a failure mode based on some assessment criteria.

Damage Code See Catalogue Profile

Defect A term typically used in the maintenance of equipment. A defect is
typically a potential failure or other condition that will require
maintenance attention at some time in the future, but which is not
currently preventing the equipment from fulfilling its functions.
DMS See Document Management System

Document Management In PMMS, Document Management is associated with the storing of the
System document info record such as drawings, procedures, spade lists,
maintenance measurement target values etc. in each equipment master.
Downtime The time that an item of equipment is out of service, as a result of
equipment failure. The time that an item of equipment is available, but
not utilised is generally not included in the calculation of downtime.

ECA Equipment Criticality Assessment

Emergency A maintenance task carried out in order to avert an immediate safety or

Maintenance Task environmental hazard, or to correct a failure with significant economic
impact.
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Environmental A failure has environmental consequences if it could cause a breach of

Consequences any known environmental standard or regulation.
Equipment Class Categorization codes for equipment types in PMMS, e.g. MRPC refers to
a mechanical rotating equipment, which is a centrifugal pump.
Equipment Maintenance The choice of routine maintenance tasks and the timing of those tasks,
Strategies designed to ensure that an item of equipment continues to fulfil its
intended functions.
Estimated Plant The estimated cost of capital works required to replace all the existing
Replacement Value assets with new assets capable of producing the same quantity and
quality of output. This is a key value often used in benchmarking
activities. Also known as Capital Plant Replacement Value (CPRV)
Estimating Index The ratio of Estimated Labor Hours required to complete the work
specified on Work Orders to the Actual Labor Hours required to
complete the work specified on those Work Orders, commonly
expressed as a percentage. This is a commonly used measure of Labor
productivity, particularly when there are well-defined Estimating
standards. A figure of greater than 100% for the Estimating Index
indicates a higher than standard level of productivity, while a figure of
less than 100% indicates a lower than standard level of productivity.

Failure An item of equipment has suffered a failure when it is no longer capable

of fulfilling one or more of its intended functions. Note that an item does
not need to be completely unable to function to have suffered a failure.
For example, a pump that is still operating, but is not capable of pumping
the required flow rate, has failed. In Reliability Centered Maintenance
terminology, a failure is often called a Functional Failure.
Failure Cause Cause of failure.
Failure Code A code typically entered against a Work Order in a CMMS which
indicates the cause of failure (e.g. lack of lubrication, metal fatigue etc.)
Failure Mode Any event which causes a failure.
Function The definition of what we want an item of equipment to do, and the level
of performance which the users of the equipment require when it does it.
Note that an item of equipment can have many functions, commonly split
into Primary and Secondary Functions. Note also that the level of
performance specified is that required by the users of the equipment,
which may be quite different to the original design, or maximum,
performance capability for the equipment.
Functional Boundary A grouping of main and supporting equipment which provide one main
function for delivering intended output from maintenance perspective.
Functional Failure Used in Reliability Centered Maintenance terminology. The inability of an
item of equipment to fulfil one or more of its functions. Interchangeably
used with Failure.

Gantt Chart A bar chart format of scheduled activities showing the duration and
sequencing of activities.

HAZOP A structured process, originally developed by ICI following the

Flixborough disaster, intended to proactively identify equipment
modifications and/or safety devices required in order to avoid any
significant safety or environmental incident as a result of equipment
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failure. Similar, in some respects to Reliability Centered Maintenance,

but not as rigorous as Reliability Centered Maintenance in identifying
underlying causes of failure, and does not consider, in any depth, the
possibility of avoiding such incidents through applying appropriate
Proactive Maintenance tasks.
Inspection Any task undertaken to determine the condition of equipment, and/or to
determine the tools, labour, materials, and equipment required to repair
the item.
ISO 14224 International Standard: Petroleum, Petrochemical and Natural Gas
Industries – Collection and Exchange of Reliability and Maintenance
Data for Equipment

Key Performance A select number of key measures that enable performance against
Indicators targets to be monitored.
KPI see Key Performance Indicators

LCC See Life Cycle Costing

Life Cycle Costing A process of estimating and assessing the total costs of ownership,
operation and maintenance of an item of equipment during its projected
equipment life. Typically used in comparing alternative equipment design
or purchase options in order to select the most appropriate option.

Maintainability The ease and speed with which any maintenance activity can be carried
out on an item of equipment. May be measured by Mean Time to Repair.
Is a function of equipment design, and maintenance task design
(including use of appropriate tools, jigs, work platforms etc.).
Maintenance Any activity carried out on an asset in order to ensure that the asset
continues to perform its intended functions, or to repair the equipment.
Note that modifications are not maintenance, even though they may be
carried out by maintenance personnel.
Maintenance Types Nature of work carried out on the assets. Relation with Maintenance
Order Types are as below:

Maintenance

Reactive Proactive
REM

Plant Change Preventive Predictive

PCM PPM, PSI PDM

Support Proactive Rectification

SSM PRM

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Maintenance The prime document in PMMS raised by user departments requesting

Notification the initiation of a maintenance task. This is usually converted to a
maintenance order after the maintenance request has been authorized
for completion.
Maintenance Order The prime document in PMMS used by the maintenance function to
manage maintenance tasks. It may include such information as a
description of the work required, the task priority, the job procedure to be
followed, the parts, materials, tools and equipment required to complete
the job, the labor hours, costs and materials consumed in completing the
task, as well as key information on failure causes, what work was
performed etc.
Maintenance Plan A Maintenance Plan is a description of the preventive maintenance and
inspection tasks to be performed at the equipment concerned. The
maintenance plan defines the plan description, equipment, frequency,
tasks and resources required to be carried out in the plan.
Maintenance Policy A statement of principle used to guide Maintenance Management
decision making
Maintenance Task List Maintenance task list is a function in PMMS for maintenance engineer /
planner to define clear, concise instruction to help technician to carry out
work efficiently with minimum cost and downtime. The instruction also
helps to ensure the maintenance task is carried out in the standard
manner. The objectives are as follows:-
1) Reduce planning and scheduling effort for repetitious tasks and
major maintenance tasks.
2) Improve work planning quality.
3) Maintain standard maintenance work instruction.
4) Can be used for shutdown job where steps & plan defined in Job
Method Sheet can be converted to task list
Maintenance Schedule A list of planned maintenance tasks to be performed during a given time
period, together with the expected start times and durations of each of
these tasks. Schedules can apply to different time periods (e.g. Daily
Schedule, Weekly Schedule etc
Maintenance Strategy A long-term plan, covering all aspects of maintenance management
which sets the direction for maintenance management, and contains firm
action plans for achieving a desired future state for the maintenance
function.
Mean Time Between A measure of equipment reliability. Equal to the total equipment uptime
Failures in a given time period, divided by the number of failures in that period.
Mean Time To Repair A measure of maintainability. Equal to the total equipment downtime in a
given time period, divided by the number of failures in that period.
Modification Any activity carried out on an asset which increases the capability of that
asset to perform its required functions.
MTBF See Mean Time Between Failures
MTTR See Mean Time To Repair

NDT See Non-Destructive Testing

Non-Destructive Testing Testing of equipment, which does not destroy the equipment, to detect
abnormalities in physical, chemical or electrical characteristics.
Techniques which are considered to be NDT techniques are ultrasonic
thickness testing, dye penetrant testing, x-raying, and electrical
resistance testing.
Non-routine Any maintenance task which is not performed at a regular, pre-
Maintenance determined frequency.

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Object Part see Catalogue Profile

Operating Context The operational situation within which an asset operates. For example, is
it a stand-alone piece of plant, or is it one of a duty-standby pair? Is it
part of a batch manufacturing process or a continuous production
process? What is the impact of failure of this item of equipment on the
remainder of the production process? The operating context has
enormous influence over the choice of appropriate equipment
maintenance strategies for any asset.
Operating Hours The length of time that an item of equipment is actually operating.
Overdue Backlog Work which has not been completed by the nominated 'required by date'.
The period for which each Work Order is overdue is defined as the
difference between the current date and the 'required by date'. All work
for which no 'required by' date has been specified is generally included
on the backlog. Backlog is generally measured in "crew-weeks", that is,
the total number of labour hours represented by the work on the backlog,
divided by the number of labor hours available to be worked in an
average week by the work crew responsible for completing this work. As
such, it is one of the common Key Performance Indicators used in
maintenance.
Overhaul A comprehensive examination and restoration of an asset to an
acceptable condition.

PdM See Predictive Maintenance

Percent Planned Work The percentage of total work (in labour hours) performed in a given time
period which has been planned in advance.
Planned Maintenance Any maintenance activity for which a pre-determined job procedure has
been documented, for which all labour, materials, tools, and equipment
required to carry out the task have been estimated, and their availability
assured before commencement of the task.
PM See Preventive Maintenance
Potential Failure A term used in Reliability Centered Maintenance. An identifiable
condition which indicates that a functional failure is either about to occur,
or in the process of occurring.
Predictive Maintenance Maintenance activity that uses modern technology & calculation
technique which is non-intrusive in nature to detect impending failure.
Predictive maintenance order (PDM) will be generated from a
maintenance plan Examples of this type of work are:
1) Vibration reading & analysis.
2) Lube oil analysis.
3) Thermograph activities.
4) Boroscope inspection.
5) Ultrasonic testing for wall thickness.
The difference between predictive and preventive lies in the technical
requirement of executing the job. Preventive maintenance work is
normally straight forward tasks whereas predictive maintenance will
normally require some engineering tools and analysis to establish the
machine conditions.
Preventive Maintenance An equipment maintenance strategy based on replacing, overhauling or
remanufacturing an item at a fixed interval, regardless of its condition at
the time. Scheduled Restoration tasks and Scheduled Discard tasks are
both examples of Preventive Maintenance tasks. Planned Preventive
Maintenance order (PPM) will be generated from maintenance plan.
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This type of maintenance includes direct maintenance work such as:

1) Lube oil change and greasing
2) Equipment service and visual inspection
3) Instrument Calibration
4) Relay checking
5) Filter checking & replacement
PPM maintenance orders triggered from maintenance plan are
automatically released. Otherwise, the normal process of review and
approval of work order is applicable for PPM Orders created manually.
Primary Function A term used in Reliability Centered Maintenance. The primary
functionality required of an asset - the reason the asset was acquired.
For example it is likely that the primary function of a pump is to pump a
specified liquid at a specified rate against a specified head of pressure.
Priority The relative importance of a task in relation to other tasks. Used in
scheduling work orders.
Proactive Maintenance Any maintenance activity which is performed before a failure occurs.
Maintenance Order types categorized under proactive maintenance are
PPM, PDM, PRM and PSI.
Proactive Rectification Any activities identified to address the observed deterioration of
equipment’s performance following the Preventive / Proactive activities
are classified as Proactive Rectification. Proactive rectification
maintenance order (PRM) is created from a screened proactive
maintenance notification (PM) based on input or suggestion from:

1) Scheduled preventive or predictive maintenance

2) A reliability improvement program which suggest initiatives or tasks
to be done on an equipment to further improve the equipment
performance
3) A management decision to perform a major study and thus results in
repair recommendation on the equipment ( in contract to an
equipment breakdown and resulting a major repair).
The preventive / proactive maintenance work may involve the
replacement of an asset / component of an improved design and
specification (project work). It may also involve task force activities to
analyze, reduce or eliminate the problematic areas of an equipment for
increasing the availability and reliability of equipment (normally research
and development on a spare equipment). Some of these examples are:
1) Pump overhaul from scheduled predictive/preventive maintenance
2) Parts replacement/upgrade due to recommendation from technical
analysis
3) Activities to eliminate bad actors

Protective Device Devices and assets intended to eliminate or reduce the consequences of
equipment failure. Some examples include standby plant and equipment,
emergency systems, safety valves, alarms, trip devices, and guards.
Purchase Requisition The prime document raised by user departments authorising the
purchase of specific materials, parts, supplies, equipment or services
from external suppliers.
Purchase Order The prime document raised by an organisation, and issued to an
external supplier, ordering specific materials, parts, supplies, equipment
or services.

R
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Reactive Maintenance Any maintenance activity which is required to correct a failure that has
occurred or is in the process of occurring. This activity may consist of
repair, restoration or replacement of components. This term is used
interchangeably with Corrective Maintenance.
RCM See Reliability Centered Maintenance
Reliability The capability of an asset to continue to perform its intended functions.
Normally measured by Mean Time Between Failures
Reliability Centered A structured process, originally developed in the airline industry, but now
Maintenance commonly used in all industries to determine the equipment
maintenance strategies required for any physical asset to ensure that it
continues to fulfil its intended functions in its present operating context.
Repair Any activity which returns the capability of an asset that has failed to a
level of performance equal to, or greater than, that specified by its
Functions, but not greater than its original maximum capability. An
activity which increases the maximum capability of an asset is a
modification.
Restoration Any activity which returns the capability of an asset that has not failed to
a level of performance equal to, or greater than, that specified by its
Functions, but not greater than its original maximum capability. Not to be
confused with a modification or a repair.
Rework Rework is any repeated/remedial work required within 90 days after
proper handover and commissioning of the equipment, thus excluding
repairs caused by flaws during commissioning and start-up activities.
In this context, the scope of remedial works covers all repairs that should
and/or could have been detected during the first failure.
Note: A combination of poor planning and scheduling. Usually due to
lack of skills, material problem, missing spare parts, or not enough time
assigned to do a precision job before starting equipment again.
Risk The potential for the realisation of the unwanted, negative consequences
of an event. The product of conditional probability of an event, and the
event outcomes.
Routine Maintenance Any maintenance task that is performed at a regular, predefined interval.
Task
Run-to-Failure No Scheduled Maintenance - an Equipment Maintenance Strategy,
where no routine maintenance tasks are performed on the equipment.
The only maintenance performed on the equipment is Corrective
Maintenance, and then only after the equipment has suffered a failure.
Also described as a No Scheduled Maintenance strategy.

Safety Consequences A failure has safety consequences if it causes a loss of function or other
damage that could hurt or kill someone.
Schedule Compliance One of the Key Performance Indicators often used to monitor and control
maintenance. It is defined as the number of Scheduled Work Orders
completed in a given time period (normally one week), divided by the
total number of Scheduled Work Orders that should have been
completed during that period, according to the approved Maintenance
Schedule for that period. It is normally expressed as a percentage, and
will always be less than or equal to 100%. The closer to 100%, the better
the performance for that time period.
Scheduled Maintenance Any maintenance work that has been planned and included on an
approved Maintenance Schedule.
Scheduled Work Order A Work Order that has been planned and included on an approved
Maintenance Schedule.
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Secondary Function A term used in Reliability Centered Maintenance. The secondary

functionality required of an asset - generally not associated with the
reason for acquiring the asset, but now that the asset has been
acquired, the asset is now required to provide this functionality. For
example a secondary function of a pump may be to ensure that all of the
liquid that is pumped is contained within the pump (i.e. the pump doesn't
leak). An asset may have tens or hundreds of secondary functions
associated with it.
Service Acceptance A document that is completed by the appropriate Contract Supervisor
Sheet and Contractor to indicate job completion and acceptance. It also forms
part of the appraisal of the contractors performance
Shutdown That period of time when equipment is out of service.
Shutdown Maintenance Maintenance that can only be performed while equipment is shutdown
Standard Job A Work Order stored in the CMMS which contains all the necessary
information required to perform a maintenance task. (see also Model
Work Order)
Standing Work Order A Work Order that is left open either indefinitely or for a pre-determined
period of time for the purpose of collecting labor hours, costs and/or
history for tasks for which it has been decided that individual work orders
should not be raised. Examples would include Standing Work Orders
raised to collect time spent at Safety Meetings, or in general
housekeeping activities.
SSM See Support Services Maintenance
Support Services Support Services Maintenance notification (SM) and order (SSM) -
Maintenance These are primarily used to record maintenance work which are not
directly related to core maintenance work and supporting functions, for
examples:
1. Housekeeping or cleaning activities.
2. Fabrication for non-plant equipment
3. Repair of maintenance tools and equipment
4. Support work for other department requests
Note:
Maintenance jobs that require support function such as scaffolding,
insulation removal or workshop services will still have to use order types
under proactive and reactive maintenance.

Task List See Maintenance Task List

Thermography The process of monitoring the condition of equipment through the
measurement and analysis of heat. Typically conducted through the use
of infra-red cameras and associated software. Commonly used for
monitoring the condition of high voltage insulators and electrical
connections, as well as for monitoring the condition of refractory in
furnaces and boilers, amongst other applications.
Tradesperson Alternative to Craftsperson. A skilled maintenance worker who has
typically been formally trained through an apprenticeship program.

Unplanned Maintenance Any maintenance activity for which a pre-determined job procedure has
not been documented, or for which all labour, materials, tools, and
equipment required to carry out the task have been not been estimated,
and their availability assured before commencement of the task.
Unscheduled Any maintenance work that has not been included on an approved
Maintenance Maintenance Schedule prior to its commencement.
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Uptime The opposite of downtime. It is defined as being the time that an item of
equipment is in service and operating.
Utilization The proportion of available time that an item of equipment is operating.
Calculated by dividing equipment operating hours by equipment
available hours. Generally expressed as a percentage

Vibration Analysis The process of monitoring the condition of equipment, and the diagnosis
of faults in equipment through the measurement and analysis of vibration
within that equipment. Typically conducted through hand-held or
permanently positioned accelerometers placed on key measurement
points on the equipment. Commonly used on most large items of rotating
equipment, such as turbines, centrifugal pumps, motors, gearboxes etc.

Work Order See Maintenance Order.

Work Request See Maintenance Notification.
Workload The amount of labor hours required to carry out specified maintenance
tasks.

LIST OF ABBREVIATIONS
3R Reliable, Repeatable and Replicable
BOM Bills of Material
CoP Community of Practice
EPSS Electronic Performance Support Systems
ID Identity
iPOCS Integrated Plant Operations Capability
KPI Key Performance Indicator
LOA Level of Authority
MMS Maintenance Management System
MMSEP Management System Enhancement Program
NCR Non-conformance Report
OPU Operating Unit
PGTS PETRONAS Group Technology Solution
PMMS PETRONAS Maintenance Management System
PONC Price of Non-conformance
PR Purchase Request
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Rep Representative
RIMS Reliability and Integrity Management System
SPIR Spare Parts Interchangeability Record
TA Turnaround

REFERENCE DOCUMENTS
1. MMSEP Blueprint
2. R/3 System- Plant Maintenance
3. Plant Maintenance Resource Center ([Link]
4. EPSS (PETRONAS Electronic Performance Support Site)

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APPENDICES
Appendix A: PMMS Self-Assessment Checklist
Self- Remarks / Evidence /
No. Practices
Assessment Action Plan
1.0 Leadership & Capability Management

¾ Organization for Managing PMMS Yes No

Yes No
¾ Roles and responsibilities are clearly defined
¾ Established PMMS CoP Yes No
¾ Developed at least 2 PMMS expert users Yes No
¾ Rationalized the user IDs in OPU Yes No
¾ PMMS User Competency Management Framework in Yes No
place

2.0 Asset Management

Maintenance Organization and Technical Object Management Yes No

¾ PM Organization represented in PMMS
¾ Maintenance Objects represented and structured
¾ Master Data is complete
¾ Bills of Materials
¾ Maintenance Plans
¾ Procedure to Ensure Maintenance Master Data Integrity

3.0 Work Management

The specified approach for work management is followed: Yes No

¾ Work Identification and Screening
¾ Pre-planning
¾ Planning and Scheduling
¾ Maintenance Order Technical Approval
¾ Maintenance Order Execution
¾ Maintenance Work Report Back and History Recording
¾ Timesheet Reporting

4.0 Maintenance Performance Matrix and Analyses

The following performance KPIs are monitored

¾ Maintenance Data Buildup Yes No
· Bills of Materials buildup progress
· Maintenance Plans buildup progress
¾ Work Management Yes No
· Outstanding notifications
· Notifications created but without screening
· Notifications screened but not converted into the
orders
· Orders not release
· Orders with final confirmation but not technical

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completion not yet done

· Total order backlog
· Total order backlog that is overdue
· Maintenance order schedule compliance
· Timesheet usage
· Time utilization

5.0 Operational Reliability

Procedure and/or work instructions shall be established and Yes No

maintained

Defined KPIs to monitor, analyze and improve performance Yes No

Established a structured process to determine the Price of Non- Yes No

Conformance (PONC) to the business

6.0 Assessment of Utilization, Personnel Competencies and

Process Effectiveness

The following activities shall be carried out: Yes No

¾ Assessment on Business Process Compliance

¾ Verification of Master Data Integrity
¾ Conduct periodic benchmarking or comparative
performance analysis against internal and external
parties
¾ Review of personnel competencies and take action to
close identified gaps.
¾ Planning and Scheduling
¾ Review the PMMS management process
¾ Identify utilization performance gaps
¾ Track, monitor, analyze and report utilization
performance

END OF THIS DOCUMENT

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