Maintenance Audits

R.A. Platfoot
Covaris Pty Ltd
28 Joseph Street, Ashfield, NSW 2131
Abstract
This paper is intended to provide the reader with the basic
understanding of necessary techniques to conduct an internal review of
maintenance effectiveness. The technique of information mapping is
described, which is intended to assist with analysing internal
relationships or relationships between operations client and
maintenance service provider. The need for a quantitative approach for
the audit is described and a simple five point ranking is discussed with
case study examples.
1. Introduction
The general benefits of the audit and strategy development process include:
1. A company may evaluate a process of quantifiable maintenance
management and condition assessment associated with an improvement
process that can be rolled out in subsequent projects to their field staff.
New concepts and approaches may be promoted in the field in a nonthreatening
way.
2. Greater exploitation of condition and maintenance information to optimise
planning of maintenance and capital expenditure. The project will review
a number of data sources and introduce new techniques through check
sheets and supporting analysis systems.
3. The company may establish the design requirements for a corporate
maintenance system which can demonstrate due diligence, plus assist in
planning and auditing both operational and capital expenditure. A
specification for a more comprehensive system may be formulated based
on the known capability of staff to exploit such a system, [1]. The project
will highlight cultural as well as technical barriers to such dramatic change
in asset management.
The issues to be addressed in the audit are set out pictorially in Figure 1.1. These
cover the spectrum of concerns and areas for improvement, each of which will
contribute or enhance a specific improvement task over in another area.
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TECHNOLOGY
INFORMATION
PEOPLE
MANAGEMENT
Engineering
Procedures
Diagnostics
Skills
Motivation
Discipline
Measurement
Reporting
Decision Support
Process
Targets
Priorities
Figure 1.1 Issues to be addressed in the audit
Currently, a typical organisation has the perception that:
1. There is good field knowledge on the part of the trades staff.
2. The business is lean enough in numbers, so that people are not concerned for their
job.
3. Plant availability is good.
Typical problems that are encountered include:
??Poor technical management systems – organisation of work to improve
efficiency and output of work
??Poor use of information systems – too much time in data entry and no time in
analysis
??Limited understanding of how to analyse equipment condition
??Limited use of operational reliability statistics – but some sectors can be quite
good
??Inadequate training in maintenance strategy – exposed to the buzz word
syndrome
??Need to broker communication paths between maintenance managers and
operational managers
However, despite the above problems, the auditors have to keep their perspective,
remembering:
??At the shop floor level most people are competent at what they do and there is
at least reasonable if not excellent communication.
??We are starting to capture information in the maintenance information system
(CMMS).
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The auditors should never lose sight of the fact that in general the production demands
have been met by motivated and knowledgeable individuals, and that the company is
in business to use the assets and not to maintain the assets – it is not a perfect world
and trade offs are essential. The art of auditing consists of:
??Listen and be patient
??Sift the complaining for solid fact
??Remove all prejudice and empathise with those interviewed – see it from their
point of view
??Do not hide poor capability under the “cultural” carpet
??Look for the positive aspects:
o Support
o Systems
o Training
??Work towards a road map for improvement that is not “borrowed” from
somewhere else
There are many variants of maintenance audits in place through the commercial
offerings of a variety of consulting practices and larger engineering firms. This
document seeks to offer a selection of concepts from the author’s experience plus the
results of current literature. It is up to the delegates to take those pieces of advice and
demonstrable good practice away with them, to test them in their own work place and
to follow a path to improvement consistent with their people’s capability.
2. Information Mapping
To better understand the operation of the organisation structure, an analysis should be
completed that closely models the interaction between all positions across the field
crews and maintenance engineering support, in order to achieve a One Team
approach, [2]. Information mapping clearly identifies the reports that a person will
receive from other members of the team.
The information map is provided as a matrix, which may be explained by the
following diagram. It is important to appreciate that the design of the maintenance
team clearly integrates all company staff into a single team, with internal lines of
communication. The technique can be extended to include local contractors, once the
teams are finalised. Hence line managers are able to see where they need to provide
guidance and maintain control of the overall process, plus also where their feedback is
coming from.
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One Team
Approach
Contract
Administrator Planning CA Rep GBFM CA Rep FP&E CSM M/FP&E M/GBFM Sup/FP&E PO/GBFM
Contract Administrator -
Policy, Information
from Canberra on
decisions made at
high level
Direction on
contractual issues,
Authorisation for
variations, Discuss
performance of
contractor
Direction on
contractual issues,
Authorisation for
variations, Discuss
performance of
contractor
Work program for
the year, Discuss
concerns, Policy
control
Planning
Interaction on
integration of
minor and major
works with the
contact, Big
picture on
planning,
Condition
appraisals,
Progress of
program of work -
Condition
appraisals
Condition
appraisals, FP&E
list - include new
equipment
Issues related to
work progress,
Status reports,
Jobs outside the
contract scope,
Obtain prices for
standalone jobs
CA Rep GBFM
Estimates cash
flow projections
(will they spend
the budget),
Progress of works
program,
Feedback from
customers -
OH&S, advice on
start of work,
included in the
process -
Inform that there is
new equipment to
add to the
equipment list
Briefs for minor
work, Directions to
do work, Issue of
defect notices
CA Rep FP&E
Monthly contract
reports on asset
performance,
Critical plant,
Proposals for
expenditure above
RWLs, Is
contractor
meetings KPIs
Recommendations
for equipment
upgrade or
retrofits
Major problems
inherited from
installations or
medium works -
need to followup
with supplier -
Issue defect
notices,
Complaints about
non-performance,
Equipment coming
out of defects
period prior to it
actually coming
out (inspect before
acceptance),
Agree/disagree
with RWLs,
Request technical
advice, Add new
equipment to
maintenance plan
CSM
Critical downtime
of plant, Contract
reports - include
achievements,
improvements
made, overall
performance,
Status reports,
Financial
information,
Itemise RWL
items, Notices of
variation to
contract, Safety
issues, Strategy to
deliver the
program
Feedback on work
performance and
maintenance
strategy - inlcuding
performance of
contractors/
consultants,
Feedback on
works Planning
has requested,
Strategy to deliver
the program -
Manage, External
and internal
reporting
requirements,
Resources review,
Overheads, Cost
control, QA
review, Safety
review, Strategy
check, Agreed
performance
indicators and
plant criticality
assessment
Manage, External
and internal
reporting
requirements,
Resources review,
Overheads, Cost
control, Issue
medium works,
QA review, Safety
review, Strategy
check, Agree
Vision for contract,
Requirements for
performance,
Expectations
Vision for contract,
Requirements for
performance,
Expectations
Information released by positon
indicated on a specific row
Information received by a position on a specific column
Information a position has to provide to other people in the maintenance system
Information that a
position receives
from many people
in order to
undertake the
responsibilities of
the position
Positions are listed
both in the first
column and the first
row
Sample information map in
the form of a matrix
Figure 2.1 Information Mapping process
An extract from the information map for the proposed One Team Approach for one
company is tabulated below:
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Process Manager Scheduler Analyst Maintenance
Manager
Operations Dispatcher Team Leader Trades
Process
Manager
- Manage, Priorities
of plant, System
reports on
starts/stops
Manage, Priorities
of plant
Long term work packages, Dollars
necessary for work program, Compliance
to package issues, Machines we have
outages on, Machines that are critical
Market issues, need
for plans, why
decisions are made
the way they are
Mentoring in plant
issues, Market
issues, need for
plans, why decisions
are made the way
they are
Mentoring in plant
issues, Market
issues, need for
plans, why decisions
are made the way
they are
Scheduler 2 year schedules,
Revised risk profiles,
Budget tracking,
Identification of root
cause of failure
analyse, Planned
versus unplanned,
Backlog,
Commitment to
programmed work,
Compliance to
package
- Requirement
statement on how
data is to be
provided in order to
assist maintenance
planning, Machine
outages, when
routines are coming
up - oil, vibration,
PDA
2 year schedule,
Identification of root
cause of failure
analyses, Supply of
provisional outage
plan for comment on
time allowances and
procedures, Outage
needs to be changed,
Long term planning -
condition
assessments,
Machine outages
likley in next 2 years
2 year schedule Job package exists,
Priority needs to be
explained, Timing,
Access time limits,
AES work list in
CMMS, Preliminary
priorities, Packages
of work (fortnightly),
Motional $ cost of
project packages
Outcome expected
from work, PM
procedures to be
reviewed when they
are scheduled, Risk
assessment of the
job, Changes made
to job procedures as
requested, What is
necessary for
building a job,
awareness of
standard activities in
CMMS
What is necessary
for building a job,
awareness of
standard activities in
FMM
Operations Operating condition of plant Operations training
requirements
- Operator availability Info from System
Control on machines
start/stop on daily
basis
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Mapping the information flow provides a detailed insight into how the maintenance
strategy will be implemented. The matrix identifies responsibilities and assistance to
specific positions. The individual’s capability is removed and replaced by the position
description.
It is possible to map the interaction between teams of people through information
mapping and communicate the expected manner in which interaction should occur
through simple feedback such as in Figure 2.2
Production Manager
Production
Team
Maintenance
Team
Maintenance Manager
Manage Guidance
Risks
Drivers
Capabilities
Figure 2.2 Simple Team Interaction
Details are critical to the success of information mapping. For example in one
exercise, “Work” consisted of:
Job package exists, Priority needs to be explained, Timing, Access time limits, AES
work list in CMMS, Preliminary priorities, Packages of work (fortnightly), Motional $
cost of project packages
Operating hour triggering of work, Triggering of condition monitoring results
Outcome expected from work, PM procedures to be reviewed when they are
scheduled, Risk assessment of the job, Changes made to job procedures as requested,
What is necessary for building a job, Awareness of standard activities in CMMS
Explain why CM is necessary or what procedure is trying to do, Advice on spare parts
type and holdings, Feedback on research, What information is needed - what quality
and how much, Feedback on condition of plant
As shown in Figure 2.3, the information mapping exercise is guided by the corporate
intentions locked up in the formal position description documents.
Position
description
Information
Mapping
What works well in
the field
What is the corporate
strategy
Governing document
Guidance on purpose
Statement of job requirements
Expectations of conduct of the
job
Figure 2.3 Relationship of Position Descriptions to Information Mapping
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Information mapping is quite different from process mapping. In the author’s
experience no one reads the process maps, people bypass the agreed process systems,
and detail can be absent. However, specific circumstances need to be process
mapped, and include details. These include safety issues such as permit to work
systems Process maps can be good for general communication if kept simple and
relevant. Information maps have a wider appeal since they can be used to track gaps in
the overall system, and assist in communicating the vision of an organisational
structure to deliver improvement.
3. Conduct of the Audit at the Site
Check sheets can be used to collate some baseline data.
For example, in one type of audit, which is more engineering focused than strategy
focused, an agenda for each stage in the process may look like:
1. Meet with site team member for improvement program
- issues at the site
- identifiable targets for improvement
- overview of people, systems and interaction at the facility
- layout of the factories, including provision of drawings of factory layouts
- naming of key manufacturing process lines
2. Site inspection
Walk around assets, check house keeping, assess knowledge of process on part of
guide, learn of major issues. The check sheet used in this type of walk around is
shown in Figure 3.1.
Condition
Surveillance
Option Criticality Critical Component 1 Critical Component 2 Critical Component 3
Air Blowers
Air Preheater
Figure 3.1 Sample check sheet for assessing equipment condition
The ranking system for the equipment condition scores is tabulated:
Condition Surveillance Option Criticality
A Good to excellent condition Visual inspection – audit
only
Level 2 item may need to
stop
B Work needed Advanced inspection type –
audit only
Level 1 item will need to
stop
C Significant availability
hazard
Visual inspection and
report – frequent operations
Level 1 item stops
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requirement
D Major process hazard. Loss
of capital. Closure of
business unit.
Operations audit
performance regularly
Facility will need to stop
E Personnel hazard. Major
environmental hazard.
Closure of facility.
Permanent monitoring of
performance
Facility stops immediately
During the course of the inspection, the host will provide a continuous stream of
comment on reliability and maintenance issues with respect to the equipment being
observed. As much as possible, key information regarding this description should be
noted down for further consideration, both in terms of the plant engineering and the
knowledge the plant people have of their systems.
This walk around is extremely useful for identifying priority concerns that will benefit
from maintenance improvements
3. Meet with Production representative
- standard production reports that we can take away
- organisation chart for production teams
- skills capabilities of production teams in understanding their plant
- willingness to be involved in maintenance
- current common problems
- high cost areas
- high risk to production areas - high frequency/low consequence, low frequency/high
consequence
- reliability issues
4. Meet with Maintenance representative
- manner in which work is raised
- concept of work orders
- tracking of work
- information systems used
- planning of work
- reports on performance issued
- annual budget preparation papers
- capital works in hand
- org chart
- OH&S systems, sample minutes from committee
- use of condition monitoring, sample reports, use of data
- vision for improvement
- key reliability areas
- planning for overhauls
5. Sampling of information
- where are manuals, drawings, PLC software kept
- what manual and computer systems are used
- asset register
- numbering system of plant (if any)
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- inspection reports
- overhaul reports
- overhaul contracts (if any)
6. Meet with Technology representative
- what information is collected
- export requirements, documentation
- critical issues - plus current problems
- sample reports we can take away
- involvement of equipment reliability, integrity in export license audits
7. Baseline check with shop floor supervisors
- refer next section for the 5 point audit
8. Review and cross check
- have we got all of the information we need
4. 5 Point Audit
The perception of the adequacy of the maintenance system may differ between the
senior levels of management and the shop-floor. It is important to capture both
groups’ impressions of how the system is performing. This can be done with the type
of check sheet shown below. In such an interview it is important that there are two
people conducting the interviewing, and the number of people being interviewed at
the same time can be more than one, but should be no more than three.
The means by which a score is allocated is by the interviewers each ticking off on a
separate score sheet their impression as to the credibility of the answers using a five
point scoring process. We have adapted this process from an environmental scoring
process developed for environmental auditing.
5 Exceeds requirements in terms of compliance and effectiveness of control measures
implemented in all aspects; doing much more than required
4 Meets all requirements in terms of compliance and effectiveness of control measures
implemented in all aspects; doing sufficient to meet all requirements
3 Meets most requirements in terms of compliance and effectiveness of control measures
implemented in all aspects; not doing sufficient to meet all requirements
2 Meets some requirements in terms of compliance and effectiveness of control measures
implemented in all aspects; not doing sufficient to meet all requirements
1 Minimally meets requirements in terms of compliance and effectiveness of control
measures implemented in all aspects; doing minimal to meet all requirements
0 Not addressed; no requirement met
N/A Not applicable
A simpler scoring level is:
1. Non-existent
2. Minimal and inadequate
3. Doing enough to get by
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4. Suitable for what is necessary
5. More than sufficient or necessary
Where the two interviewers compare notes later on and are seen to agree, this is
indicative that there is a credible score for the condition of the maintenance system,
irrespective of any privately held belief of the company. Where the two scores differ,
and assuming that both interviewers were attentive to the point, then the lower score
may well be valid since clearly the people being interviewed did not sufficiently
communicate their understanding, irrespective of their actual expertise. The primary
source of error in this case is any specific bias on the part of a particular interviewer
who may well have a pet interest. This may have to be taken into account by the
person accumulating the scores.
Sample check sheets for the interviews are shown below. The sample is taken from an
actual audit and demonstrates the method of split scoring, where the interviewers may
have a slight or even significant difference of opinion regarding what they are hearing
by way of response. In addition comments have been left on the table where they do
not conflict with commercial confidentiality, to be indicative of the type of answers
one might expect.
ITEM SCOPE OF AUDIT CRITERIA SCORE
5 4 3 2 1 0 N/A
1 Asset Specification
1.1 Hierarchical model of the
plant dictionary Plant dictionary exists 2
Hierarchical structure 1 1
1.2 Consistency of naming Plant naming is clear and obvious 1 1
Plant naming is consistent 2
1.3
Documentation and
consistency of
information
Manuals are readily available 1 1
Drawings are in a database and easily accessible 2
Drawings are in English and easy to use 2
PLC software is well managed 1 1
Technical information is readily available 1 1
Warranties are listed and implemented 1 1
1.4 Adding/subtracting/modif
ying assets
Procedure for adding new plant to the maintenance
system 1 1
Retirement of plant is well organised 1 1
Retired plant is decommissioned and removed 1 1
1.5 Design capability
understood and registered
Equipment capability is understood at the time of
purchase 2
Equipment capability is understood by maintenance
staff who return it to that condition 2
1.6 Spare parts Availability, criticality matrix is used to ensure
necessary parts are held 2
Supplier contracts are in place 2
Knowledge of parts needed for different types of
work well understood 2
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2 Work Management
2.1 Work order completeness Work orders are used on the site 2
Date raised and date acquitted recorded 1 1
Who raised recorded 1 1
Task description clear 1 1
Cost area tracked 2
Priority system is consistent 2
Work type understood and recorded accurately 2
Item identification according to consistent plant
dictionary 1 1
2.2 Capture of history and
review of history Task outcomes clearly recorded 1 1
History of tasks on plant item available for further
review 2
2.3
Work flow system (BD,
planned work, special
work)
Work flow system defined for the facility 2
Registration of work is consistent and sources of
work are not numerous 1 1
Work tracking and resource scheduling is possible 1 1
Acquittal of work is consistent 2
Work back log is tracked and managed 2
2.4 Skills match and
appropriate competency Trades skills are well developed 1 1
Long experience and profound plant knowledge 2
Skilling and development of trades is consistent and
extensive 2
2.5
Performance tracking and
identification of poor
work
Position responsible for review of work 1 1
Repeat work identified 2
Work types analysed for efficiency and priorities 2
Report on work completed and outstanding work 1 1
2.6 Contractors/ tracking
equipment off site Contractor work is well defined 1 1
Good relationship with experienced contractors 2
Equipment off site is tracked and followed up 2
2.7 Forward planning Culture of forward planning in a systematic way 1 1
Cyclic, one off work is well planned and efficient 2
PM - preventative maintenance schedules 1 1
BD - breakdown maintenance is rare and well
managed 2
PDM - predictive maintenance - culture exists and
integrated with work management system 2
3 Ability to Provide
3.1 Stoppage tracking system Stoppage system in place 1 1
Manual system effective - operator logs are clear
and read 2
Equipment stoppage electronically tracked, eg
linked to PLC’s 2
Product spoilage tracking system in place and used 1 1
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for planning
3.2 Equipment failure
tracking Downtime tracking system in place 1 1
Operators have a manual system to track equipment
failures 1 1
Equipment failure electronically linked to PLC’s 2
3.3
Criteria for equipment
failure or partial loss of
availability
Impact of partial loss of availability understood and
tracked 2
3.4 Improvement team Business improvement team in place and responds
to reliability information 1 1
Management support for improvement team 1 1
3.5 Expected service lives Service lives are forecast as part of the capital
planning process 2
They take action on an understanding of service life 2
Operations/maintenance meeting reviews current
status of equipment and likely threats 1 1
Focus element for analysis of equipment availability 2
4 Asset Condition
4.1 Inspection program Inspections are a strong part of the maintenance
culture 1 1
Cyclic schedule of inspections well understood and
followed 2
Method for capturing data in place and allows
reporting (trending) 1 1
4.2 Skills levels of inspectors Inspectors of plant condition are present and
knowledgeable 2
They are well briefed on what to look for 1 1
Inspectors know what happened before on the plant
they look at 2
4.3 Analysis of results Results of inspections are available for analysis with
history emphasised 1 1
Are they suitable for objectives 1 1
Analysis and error checking is possible 1 1
Results are widely available 1 1
Results are analysed and acted upon 1 1
4.4 Technology Company actively searches for new technologies for
inspection 1 1
Performance review of techniques - did they prevent
failures 2
Visual analysis is systematic and recorded 1 1
NDT is employed and effective 1 1
Condition monitoring is employed and effective 2
Other procedures are employed and effective
(Comment on them) 1 1
Inspeciton technology is appropriate for use 1 1
Company understanding of results 2
Results are stored in a manner suitable for trending 2
5 Risk Mitigation
5.1 Strategy development Risk mitigation strategies are published and acted
upon 2
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Risk-based priority setting of activities 1 1
Quality management principles in engineering work
- documentation, process and measurement 1 1
Company unique approaches in place 2
Upgrade path of equipment is well understood 2
5.2 Reduction of internal
waste
The concept of waste is understood - efficiency of
work, appropriate spending 2
Optimise total scheduled work accoridng to a plan 2
Reduce held inventory in a sensible fashion that
does not mask critical spares 1 1
5.3 Culture There is strong motivation in the maintenance and
operation teams to work together 1 1
Truth in the system on reporting on work and
condition 1 1
Accuracy, timeliness of feedback of all data 2
Minimum perturbations to plans 1 1
Vertical communication of results 1
5.4 People skills Management enthuse their operations and
maintenance staff 2
Company has knowledge in maintenance strategies 1 1
Training of key staff in advanced systems 1 1
Fault diagnosing and root cause analysis applied 1 1
5.5 Information systems Company uses mature, well integrated information
systems 1 1
Wide spread reporting of results 1 1
Many people use the systems as part of their work 1 1
Complaints are monitored and addressed 1 1
KPI’s are meaningful, people understand them 1 1
KPI's are the basis for planning 1 1
5.6 Procedures Procedures are integral to the planned work 2
Procedures are regularly updated according to good
engineering analysis 2
Procedures are followed and checks are in place to
ensure that they are followed 1 1
5. Outcomes
Possible priorities for policy development, identified by a maintenance audit, are
listed in order of significance, commencing with most significant:
1. Development of work systems – formalise how work is raised, region to local
service agreements
2. Inspection management – formalise
3. Condition assessments – develop a baseline
4. Reporting – develop simple CMMS reports such as total work, backlog
5. Procedures – develop these within the context of normal work, and refine list of
procedures to write to focus on high risk items as these become identified
6. CMMS – introduce due date on work order policy
7. Downtime logging – reliability assessment
8. Engineering expertise – training for professional engineers
9. Risk management – implement criticality checking on work orders
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10. Reporting – develop advanced reports such as frequency of attendance, time to
complete, top 10 killers per month
11. CMMS – investigate stores holdings and material tracking
12. Personnel competencies – establish training profiles, training needs
13. CMMS – investigate cost tracking
14. Advanced condition monitoring – training competencies
15. Information systems – dissemination of maintenance reports through Intranet
This list is not exhaustive but all items will need to be well in hand before a company
could consider that they are approaching best practice. The tasks associated with
maintenance improvement may be distributed across a company at the following
levels:
Corporate
- technical expert
- asset strategy
- information systems
!"Long term plan
!"Strategic risk – major capital works
!"Strategic risk – generic plant types
!"International knowledge
!"Technology update
!"Design and creation of systems
!"Cost capture system – needs to be designed
!"Strategic R&D
Divisional
- engineering manager
- engineering staff
- divisional/regional
planners
!"Implementation of systems
!"Refinement of capital plan
!"Scheduled operational work plan - divisional/regional
policy document
!"Condition monitoring strategy and system plan
!"Capture, analysis and reporting of costs
!"Business support to local managers
!"Stores management system – needs to be designed
!"Training profiles of divisional/regional staff
!"Period order contracts
!"Engineering analysis
!"Failure analysis
!"Technology upgrades
!"Tactical R&D
Local
- local manager
- local planner
- generation technician
- fitter/operator
!"Maintenance implementation
!"Short term work packages
!"Immediate management of contractors
!"Reliability analysis
!"Cost capture
!"Audit of maintenance performance, quality of work
!"Labour training, teams development, problem solving
!"Work systems development – requests for services, raising
of work, backlog management
The elements of good practice maintenance are tabulated below. In the final report
from the audit, the performance of the company is associated with each element.
Item
1 Clear business goals and expectations of asset management, which is reflected in
policy documents relevant to all groups and levels within the organisation.
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2 Performance measures are reported at senior levels, technical levels and to general
staff.
3 Reliability analysis is used to measure effectiveness of work plus identify forward
threats to the business. Data is used in cost-benefit justification of work.
4 Functional assessment and condition monitoring.
5 Work management systems are clearly specified as organisation policy. This
specifies work types, how such work is to be raised and who has responsibility for
planning, execution and quality check.
6 Risk profiles are extensively used in capital plans, maintenance priority ranking
and reporting on work performance.
7 Work tracking is meticulous, with minimum amortisation of work.
8 Spares inventory management
9 Failure analysis and root cause analysis is applied in the case of all breakdowns
and failures.
6. Conclusion
The future of maintenance lies in its contribution to shaping the future of overall asset
management. This future has the following elements:
??Increasingly diffuse sources of data which, when managed correctly, will
improve the accuracy and timeliness of information, [3].
??A greater utilization of process knowledge to determine how the operations
impacts on the maintenance burden.
??The dissemination of risk analysis technology so that work is initiated on
the basis of an unacceptable risk rather than either a time or plant integrity
condition.
??Team building and multi disciplinary problem solving which is based on a
sound management of information.
The fine detail of maintenance management includes specifying all of the equipment,
managing spare parts, project management and critical path analysis, and all of the
minute detail that currently occupies maintenance planners, [4]. We will see
information management techniques increasingly introduced which will improve the
efficiency with which people will manage the detail. The new technologies indicated
by the elements above will increase the focus on the common sense aspects: why do
we do maintenance, when should we do it and what is causing our problems?
To sustain our progress towards this future, the objectives and scope of a maintenance
audit may be summarised as follows:
??Assess status of condition and performance of the facility and provide
recommendations for improvement.
??Assess the status of maintenance support performance and reliability
assurance;
??Review conformance with statutory requirements including environmental and
OH&S codes and licenses.
Sydney Chapter, Maintenance Engineering Society of Australia
24th August 2000
Maintenance audits, R Platfoot 16
??Identification of systematic risks including environment, OH&S hazards,
human health risks, and risk to major equipment or operations which would
result in a critical period of lost production, and to provide recommendations
for mitigating these risks.
??Provide a system and opportunity for training of plant management in selfimprovement.
??Provide a foundation for immediate short-term maintenance improvement
strategy as well as concepts for a strategic plan.
??Measure the success of past initiatives.
It has to take into account the strengths of past and current improvement programs,
but also identify where these can be jostling for resources and management focus.
Acknowledgements
The author would like to thank Coffey Geosciences who shared knowledge on their
techniques in environmental auditing, the many companies who have commissioned
such audits, and the Maintenance Engineering of Society, Australia for hosting the
delivery of this paper.
References
1. R Blayden, Business Improvement – Analysis of Benchmarking Information
provides new Insights into How to Improve Maintenance Performance,
ICOMS 2000, paper 036, Wollongong 2000.
2. M. Adra, Maintenance Management & Teamwork, Strategic Maintenance ’00,
Melbourne, 1999.
3. RH Clark, Data, Information and Computerised Maintenance Management
Systems, ICOMS 2000, paper 072, Wollongong 2000.
4. J. Johnson, Development of Successful Maintenance Programs for Reliability
and Customer Satisfaction, Mainstream 99, Sydney 1999.