Post on 13-Jan-2016
Hot Topic event Portsmouth – 26/3/08
Auditing, Benchmarking & Awards in maintenance departments
Cosmas Vamvalis Implementations ManagerATLANTIS Engineering
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
CMMS
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
SUCCESS FACTORS
• Management support (***)• Acceptance of employees (**)• Correct selection of CMMS • Implementation of accompanying changes(*)• Involvement (*)• Stability of employees (*)• Adequate training during implementation (*)• Adequate follow up and monitoring (**)
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
MABA: THE NEED
• No CMMS is fully utilised
CURRENT SITUATION
• Lack of continuous improvement process
REASONS• Daily routine & job pressure of technicians
• Lack of top management involvement (targets, indicators)
• Lack of maintenance setup picture on other factories
• Lack of motivation
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
MABA: THE INSTITUTION
Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering (about 50) from Greece & Cyprus
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
MABA: THE INSTITUTION
Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering at Greece & Cyprus
Annual auditing taking into account 98 criteria, of the exploitation degree of the CMMS and maintenance department organisation level
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
Three ways for auditing
Directly from the database (D)
Discussion with the user (U)
Report sent by the user to the auditor (R)
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
A. MAINTENANCE ACTIONS C1 C2 C3 C4
Machines D 474 166 496 99
Number of breakdowns
(per machine)D
2217
(4,6)
113
(0,68)
1070
(2,1)
452
(4,5)
Average words/breakdown D 8,5 6,8 6,0 2,6
Do you analyse breakdowns data (worst machines, machines history)
U
Have you reached to specific conclusions by analysing breakdowns data ? Have you taken specific actions as a result ?
U
Did you make a report to the factory management concerning actions taken ?
R
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
Do you give printed work orders concerning PM,
Corrective Actions, Breakdowns ? (or Orally)U
Prototype time per action D - - - -
Scheduling of actions D - - - -
How fast corrective actions (not breakdowns) are completed (in Days) ? (Number of Corrective Actions)
D -0,21
(80)
2,46
(843)
1,52
(1808)
Do you know how your engineers have spent their time? (hours per technician & day)
D 7,8 5,0 5,5 1,6
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
B. PREVENTIVE MAINTENANCE C1 C2 C3 C4
Number of existing PM schedules
(per machine)D
527
(1,21)
89
(0,53)
39
(0,07)
60
(0,60)
Do you have drawings on your PM schedules? D 0% 0% 0% 0%
No of schedules having at least one execution (daily schedules)
D245
(46%)
64
(71%)
35
(89%)
58
(97%)
Do you record corrective actions as a result of PM schedules ?
D8
(1,52%)0 0 0
Do you monitor machines availability ? D 98,60% - - 95,47%
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
Is there a target for next year Availability ? U
Time spent for PM compared to breakdowns (projects) D 0,45 0,93 0,30 2,42
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
C. SPARE PARTS C1 C2 C3 C4
Do you Record spare parts requests ? D 0 0 35 0
Do you record suppliers offers? D 15 7 5 0
Do you send electronically your offer requests to your suppliers?
U
Do you keep track of expected provisions? U
Do you make valuation of your suppliers (price, delivery time, quality, etc.)
D 0 0 0 0
Do you record the Row & Bin no on your spares? D229
(52%)451 0 0
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
Are there labels on the Bins ? U
Do you use the minimum stock level for your spares?
D 0 415101
(17,41%)
27
(0,66)
Do you record machines spare parts?
(per machine)D
430
(0,91)
1078
(6,49)
306
(0,62)
631
(6,37)
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
D. STATISTICS – MISCELLANEOUS C1 C2 C3 C4
Do you take into consideration the maintenance labour cost? (hourly cost of engines)
D - 95% 92% -
Do you take into consideration spare parts cost?
(value on spares)D 13% 3% 41% 77%
Loss of production cost? (cost of being idle) D - - - -
External suppliers cost? D - 24% 57% -
Do you use the replace/repair decision? U
Do you use CMMS reports for your company’s ISO D 62,5% 45% - -
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
AUDITING PROCESS
Do you keep track of vehicles actions (insurance, tax,..) D - - - -
Do you have automatic link of your CMMS with your ERP?
U
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
MABA: THE INSTITUTION
Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering at Greece & Cyprus
Annual auditing taking into account 98 criteria, of the exploitation degree of the CMMS and maintenance department organisation level
Delivery of printed study in each company with:• Analytic grades• Benchmarking • Proposals for priorities – improvements
-> Meeting with factory management
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
MABA: THE INSTITUTION
Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering
Annual auditing taking into account 98 criteria, of the exploitation degree of the CMMS and maintenance department organisation level
Prize award to the three top score applications in the annual
«MAINTENANCE FORUM»
Delivery of printed study in each company with: Analytic grades Benchmarking Proposals for priorities – improvements
-> Meeting with factory management
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
MABA: THE BENEFITS
Adoption of policies of continuous improvement and increase of exploitation level on the CMMS
More active participation of top management, through the possibility to keep track specific targets/indexes
Competition is developed among factories
There’s a motivation for all technical departments, to become better every year!
Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth
MABA: THE FUTURE
• Increase of reliability
• Increase of scientific character
• Increase of flexibility
• Increase of participant companies/countries