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DEVELOPMENT OF COMPUTERISED MAINTENANCE MANAGEMENT
SYSTEM (CMMS) FOR READY MIX CONCRETE PLANT PRODUCTION
FACILITIES
THAYALAN A/L SUPRAMANI
UNIVERSITI TEKNOLOGI MALAYSIA
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I hereby declare that I have read this thesis and in my
opinion this thesis is sufficient in terms of scope and quality for the
award of the degree of Masterof Science (Construction Management)
Signature : ....................................................
Name of Supervisor : ....................................................Date : ....................................................
Ir Dr. Rosli Mohamad Zin4 April , 2005
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DEVELOPMENT OF COMPUTERISED MAINTENANCE MANAGEMENT
SYSTEM (CMMS) FOR READY MIX CONCRETE PLANT PRODUCTION
FACILITIES
THAYALAN A/L SUPRAMANI
A project report submitted in partial fulfilment of
the requirements for the award of the degree of
Master of Science (Construction Management)
Faculty of Civil Engineering
Universiti Teknologi Malaysia
April, 2005
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I declare that this thesis entitled Development of Computerised Maintenance
Management System (CMMS) for Ready Mix Concrete Plant Production Facilities is
the result of my own research except as cited in the references. The thesis has not been
accepted for any degree and is not concurrently submitted in candidature of any other
degree.
Signature : ....................................................
Name : THAYALAN A/L SUPRAMANI
Date : April 2, 2005
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Especially dedicated to
my father, mother and sisters
also
my special thanks to Dr. Prasad Kumar
who help and encourage me in writing this report
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vii
ACKNOWLEDGEMENTS
The author would like to acknowledge his supervisor, Ir Dr. Rosli MohamadZin, for
the guidance, suggestions, and help given to me all through the process of doing this
research, and also to his friends, Mr. Sai Sidharth and Mr. Senthuran, the software
programmers, for all their help and advice.
My grateful thanks also to all my friends and relatives who help me in completing
this research project.
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viii
ABSTRACT
The role of information technology is critical for plantmaintenance optimization
because it relies on the ability of the plant personnel to bring all data together in a coherent
fashion for optimum analysis and decision-making. Equipment, be it sophisticated or basic in
operation and design, depending on its usage, will inevitably malfunction and breakdown.
Equipment maintenance need to be planned for, the possibility and probability of
breakdowns and disruption to operations must also be considered when planning and
scheduling production. Theaim of this study is to develop a computerized maintenance
management system (CMMS) that will improve conventional maintenance operation system
at ready mix concrete plant production facilities. The initial stage of the study involved
comprehensive literature reviews to gather the information of computerized maintenance
management systems (CMMS) and batching plant production facilities maintenance
information. The next stage was the development of an appropriate maintenance
management system model for ready mix concrete plant production facilities and finally
followed by prototype development. Validation of the developed CMMS model shows that
the malfunction and breakdown of production facilities can be minimized through expert
opinion in this same field. Generally, current manual ready mix concrete plant maintenance
can be optimized through CMMS and more successful reliable plant maintenance can be
achieved.
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ABSTRAK
Peranan teknologi maklumat dalam mengoptimakan penyenggaraan di kilang adalah
kritikal sebab ia bergantung kepada pihak kilang yang terlibat untuk mengumpulkan data di
dalam penganalisisan yang optima untuk membuat keputusan. Memang tidak dapat dinafikan
bahawa walaupun jentera atau alatan yang mempunyai rekabentuk canggih atau asas dalam
pengoperasian di kilang pada ketikanya akan mengalami kerosakan. Penyenggaraan ini perlu
dirancang untuk mengetahui sebab atau kemungkinan kerosakan dialami kepada jentera
selain mengambilkira gangguan yang berlaku kepada operasi jentera semasa perancangan
untuk pembuatan. Tujuan kajian ini ialah untuk menghasilkan suatu sistem pengurusan
penyenggaraan berkomputer (CMMS) untuk meningkatkan lagi sistem operasi
penyenggaraan konvensional di kilang pembuatan konkrit sedia bancuh. Dalam peringkat
awal, maklumat berkaitan dengan sistem pengurusan penyenggaraan berkomputer (CMMS)
dan maklumat penyenggaraan fasiliti di kilang konkrit dikumpul melalui hasil dapatan kajian
yang lain. Peringkat berikutnya adalah merekabentuk model sistem pengurusan
penyenggaraan berkomputer (CMMS) yang sesuai dan diikuti dengan pembangunan model
prototaip. Penilaian telah dibuat ke atas model yang telah dicipta oleh pakar di dalam bidang
yang sama menunjukkan model sistem pengurusan penyelenggaraan berkomputer (CMMS)
adalah efektif dalam mengurangkan kerosakan kepada fasiliti pembuatan kilang konkrit.Secara umumnya, kaedah manual dalam penyenggaraan kilang konkrit dapat dioptimakan
lagi melalui penggunaan sistem pengurusan penyenggaraan berkomputer (CMMS) yang
membolehkan keberkesanan penyenggaraan loji/peralatan dicapai.
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TABLE OF CONTENTS
CHAPTER TITLE PAGE
TITLE i
DECLARATION ii
DEDICATION iii
ACKNOWLEDGEMENT iv
ABSTRACT v
ABSTRAK vi
TABLE OF CONTENTS vii
LIST OF FIGURES xiii
LIST OF TABLES xvi
ABBREVIATIONS xvii
CHAPTER I INTRODUCTION 1
1.1 Problem Statement 2
1.2 Objectives of the Study 41.3 Scope of the Study 4
1.4 Methodology 5
1.5 Arrangement of the Report 6
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CHAPTER II LITERATURE REVIEW 8
2.1 Manufacturing maintenance objectives 8
2.2 Computer maintenance management systems 11
2.3 Current Industrial Practices in the Area of
CMMS 14
2.4 Reliability Centered Maintenance (RCM) 15
2.5 An information-processing model of
maintenance management 18
2.6 System Concept Development Phase 25
2.6.1 Objective 25
2.6.2 Tasks and Activities 26
2.6.2.1 Study and Analyze theBusiness Need 26
2.6.2.2 Plan the Project 27
2.6.2.3 Form the Project Acquisition
Strategy 27
2.6.2.4 Study and Analyze the Risks 27
2.6.2.5 Obtain Project Funding, Staff
and Resources 28
2.6.2.6 Document the Phase Efforts 28
2.6.2.7 Review and Approval to Proceed 28
2.6.3 Deliverables 29
2.6.3.1 System Boundary Document 29
2.6.3.2 Cost Benefit Analysis 29
2.6.3.3 Feasibility Studies 29
2.6.3.4 Risk Management Plan 30
2.6.4 Phase Review Activity 30
2.7 CMMS Model Approach 30
2.7.1 Maintenance Process 31
2.7.2 Maintenance Approach 33
2.7.3 Maintenance Management Plan 36
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xii
2.7.4 Best Maintenance Practices 37
2.7.5 Technical Strategy 39
2.7.6 Probability of Failure 41
2.7.7 System Bathtub Curve 43
2.7.8 Reliability Modeling 44
2.7.9 Management Strategy 46
2.7.10 Maintenance Functional Mapping 50
2.7.11 Strategic Maintenance Tools 53
2.8 Batching Plant Equipment Maintenance 54
2.8.1 Scales 57
2.8.2 Water Meter 60
2.8.3 Aggregate Bins 612.8.4 Admixtures 64
2.8.5 Automatic Controls 64
2.8.6 Cement Silos 68
2.8.7 Aggregates Heating System 70
2.8.7.1 Features of Aggregate Hot Air
Heating System 71
2.8.8 Dust Collector 72
2.8.9 Delivery Fleet Maintenance 73
2.8.9.1 Mixer Maintenance 73
2.8.9.2 Truck Mixer Maintenance 75
2.9 Current Process involved in Operation at
Ready Mix Concrete Production 79
2.9.1 Process Modeling Tool of
Ready Mix Concrete Plant 81
2.9.1.1 Petri Net Model 81
2.9.1.2 CYCLONE Model 82
2.9.1.3 One-Plant-Multi site Model 83
2.9.1.4 SDESA Modeling 83
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2.9.2 Schematic of Standard Ready Mix
Concrete Plant 85
2.9.2.1 Powder Silo 85
2.9.2.2 Silo Pump 85
2.9.2.3 Powder and/or
Liquid Weigher 86
2.9.2.4 Mixer 86
2.9.2.5 Concrete Truck Mixer 86
2.9.2.6 Skip 86
2.9.2.7 Raw Material Storage 87
2.9.2.8 Raw Material Weigher
& Transport 872.9.2.9 Control Room 87
2.10 Standard Maintenance for Ready Mix
Concrete Production Facilities 88
CHAPTER III RESEARCH METHODOLOGY 91
3.1 Introduction 91
3.2 Research Methodology 92
3.2.1 Literature Review 92
3.2.2 Data Collection 93
3.2.3 Model Development 94
3.2.3.1 Process Models 94
3.2.3.1.1 Rapid Application
Development
(RAD) Modeling 94
3.2.3.1.2 Dynamic Systems
Development Method
(DSDM) Modeling 96
3.2.3.2 Programming Language 97
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xiv
3.2.3.2.1 Visual Basic 97
3.2.3.2.2 MS Access 98
3.2.3.3 Develop a Conceptual Modeling 99
3.2.3.4 Develop Prototype 99
3.2.4 Validation 100
3.2.5 Conclusion and Recommendation 101
CHAPTER IV CMMS CONCEPTUAL MODEL DEVELOPMENT
ON READY MIX CONCRETE PLANT 102
4.1 Batching Control System in Ready Mix
Concrete Plant 1024.2 Ready Mix Concrete Batching Process
Description 106
4.3 Integration of CMMS model in Ready Mix
Concrete Plant Production Facilities Maintenance 108
4.4 CMMS Core Modules 110
4.5 CMMS Work Order of Functional Flow Diagram
in Ready Mix Concrete Plant 111
4.6 CMMS Work Order Flow Diagram in Ready Mix
Concrete Plant Production 113
4.7 Proposed Conceptual Model for Ready Mix
Concrete Plant Production Facilities Management
System 114
CHAPTER V READY MIX CONCRETE PLANT PRODUCTION
FACILITIES MANAGEMENT SYSTEM
PROTOTYPE DEVELOPMENT 117
5.1 Context Diagram 117
5.2 Data Flow Diagram Level 1 118
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5.2.1 Data Flow Diagram Level 2: Login
Process 121
5.2.2 Data Flow Diagram Level 2: Location
Module 123
5.2.3 Data Flow Diagram Level 2: Work Order
Module 125
5.2.4 Data Flow Diagram Level 2: Machine
Module 127
5.2.5 Data Flow Diagram Level 2: Preventive
Maintenance Module 129
5.2.6 Data Flow Diagram Level 2: Masters
Module 1315.2.7 Data Flow Diagram Level 2: Report
Module 133
CHAPTER VI CONCLUSION AND RECOMMENDATION 136
6.1 Conclusion 136
6.2 Recommendation 138
REFERENCES 140
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LIST OF TABLES
TABLE NO. TITLE PAGE
2.1 Maintenance Management Systems Support 49
2.2 Maintenance Management Systems Processes 51
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xv
LIST OF FIGURES
FIGURE NO. TITLE PAGE
1.1 Methodology of the Research 5
2.1 Maintenance Costs 10
2.2 The System Architecture of The Proposed
RCM-based CMMS Integrated Solution 18
2.3 System Concept Development Phase Activities 26
2.4 Maintenance: A Process or A Function 32
2.5 Maintenance Approach 34
2.6 Maintenance Management Plan 36
2.7 Best Maintenance Practice 38
2.8 Technical Management 39
2.9 Probability of Failure 42
2.10 System Bathtub Curve 43
2.11 Reliability Modeling 45
2.12 Management Strategy 47
2.13 Maintenance Functional Mapping 51
2.14 Strategic Maintenance Tools 54
2.15 Hoppers at Batching Plant 552.16 Conveyor Carrying Aggregate to Hopper 56
2.17 Diagram of Two Types of Hopper Systems 57
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2.18 Beam Scale 58
2.19 Spring Less Dial Type Scale 58
2.20 Over-Under Indicator 59
2.21 Water Meter 61
2.22 Aggregate Bin 62
2.23 Cross Section of Aggregate Bin 62
2.24 Cross Section of Aggregate Hoppers 63
2.25 Admixture Metering Device. (The dosage of admixture) 64
2.26 The Automatic Controls 65
2.27 Automatic Controls on when aggregates and cement are
weighed on one scale 66
2.28 Batching Control System 672.29 Main Screen Interface at Batching Control System 68
2.30 Cement Silos 69
2.31 Cross Section of Cement Silos with all the Specifications 70
2.32 Hot Air Heating System 72
2.33 Dust Collector 73
2.34 Mixing Blade Configurations 74
2.35 Truck Mixer and Transit Truck Mixer 75
2.36 Revolution Counter 76
2.37 Concrete Production Process in Ready Mix Concrete Plant 80
2.38 SDESA model schematic for one-plant-multi site RMC
System 84
2.39 Standard Ready Mix Concrete Plant 85
2.40 Schematic of Standard Process in Ready Mix
Concrete Plant 88
3.1 Rapid Application Development Model 95
4.1 Data Flow Diagram in Batch Control System 103
4.2 Data Model Diagram of Overall Batching Control System 104
4.3 Schematic for Process of Batch Control System to
Batching System 106
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xvii
4.4 Concrete Batching Processes in Ready Mix ConcretePlant 107
4.5 CMMS Model in Ready Mix Concrete Plant Maintenance 109
4.6 CMMS Core Modules 111
4.7 Functional Flow Diagrams for Work Orders of Plant
Maintenance in Ready Mix Concrete Plant 112
4.8 Work Order Flow Diagrams for Plant Maintenance in
Ready Mix Concrete Plant 114
4.9 Proposed Conceptual Model for Ready Mix Concrete
Plant Production Facilities Management System 116
5.1 Context Diagram for Ready Mix Concrete Plant
Production Facilities Management System 118
5.2 Data Flow Diagram Level 1 for Main Menu inCMMS Model 119
5.3 Main Menu for Ready Mix Concrete Plant Production
Facilities Management System Prototype as in Data
Flow Diagram Level 1 121
5.4 Data Flow Diagram Level 2: Login Process 122
5.5 The prototype Interface for Login Process 123
5.6 Data Flow Diagram Level 2: Location Module 124
5.7 The Prototype Interface for Line List in Location Module 125
5.8 Data Flow Diagram Level 2: Work Order Module 126
5.9 The Prototype Interface for Work Order List 127
5.10 Data Flow Diagram Level 2: Machine Module 128
5.11 The Prototype Interface for Machine List 129
5.12 Data Flow Diagram Level 2: Preventive Maintenance
Module 130
5.13 The Prototype Interface for Preventive Maintenance 131
5.14 Data Flow Diagram Level 2: Masters Module 132
5.15 The Prototype Interface for Master List 133
5.16 Data Flow Diagram Level 2: Report Module 134
5.17 The Prototype Interface for Report Module 135
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ABBREVIATIONS
CMMS - Computerized Maintenance Management System
PM - Preventive Maintenance
RAD - Rapid Application Development
RCM - Reliability Centered Maintenance
PCM - Profit Centered Maintenance
AM - Asset Management
CBM - Condition Based Maintenance
TPM - Total Productive Maintenance
WCM - World Class Manufacturing
AMT - Advanced Manufacturing Technology
SBD - System Boundary Document
CBA - Cost Benefit Analysis
IPM - International Performance Measurements
PT&I - Predictive Testing and Inspection
CET - Critical Environment Technologies
MTBF - Mean Time Between Failure
MTTR - Mean Time To Repair
HVAC - Heating, Ventilation, and Air ConditioningUCL - Upper Control Limit
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CHAPTER I
INTRODUCTION
1.0 Introduction
Computerised Maintenance Management Systems (CMMS) are increasingly
being used to manage and control plant and equipment maintenance in modern
manufacturing and construction services industries. This view of the selection andimplementation process can assist those who are considering CMMS for the first time,
to decide their requirements.
A number of years ago, the principles of CMMS were applied to hospital
equipment maintenance, where critical breakdowns could lead to the development of life
threatening situations. In recent years private companies have come to recognize thevalue of these systems as a maintenance performance and improvement tool. The advent
of the PC during the last few years has further boosted their popularity. As more and
more maintenance personnel become computer literate they are regarded as an
increasingly attractive option. Companies are also investing in CMMS because they are
generally designed to support the document control requirements of ISO 9002.
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Some of the standard functions available from a CMMS are discussed later in this
document and those who have had no previous exposure to CMMS will find this useful.
However, in essence, a CMMS may be used to:
Control the companys list of maintainable assets through an asset register
Control accounting of assets, purchase price, depreciation rates, etc.
Schedule planned preventive maintenance routines
Control preventive maintenance procedures and documentation
Control the issue and documentation of planned and unplanned maintenance
work.
Organize the maintenance personnel database including shift work schedules
Schedule calibration for gauges and instruments
Control portable appliance testing
Assist in maintenance project management
Provide maintenance budgeting and costing statistics
Control maintenance inventory (store's management, requisition and purchasing)
Process condition monitoring inputs
Provide analysis tools for maintenance performance.
1.1 Problem Statement
Computerised Maintenance Management Systems (CMMS) at batching plant for
ready mix concrete based on software methodology will be able to delivers various
benefits to organizations by delivering information to maintenance engineers and
managers. It is also an equipment preventive / inspection maintenance planning and
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scheduling allows for automatic generation of preventive / inspection work orders.
Nevertheless in actual working environment, it is very difficult for plant managers at
batching plant to monitor and control overall maintenance for batching plant. This is
because there is no computerized maintenance management system implemented at
current batching plant to reduce the breakdown time and best maintenance practices.
Normally during the maintenance for batching plant, the maintenance
department will usually engaged with the manual maintenance operation by typical
paper system, each piece of equipment or asset will have a history card or file. This
procedure of maintenance is done according to time lapse or any breakdown of
equipment at plant. There are no maintenance optimisation computerised system istriggered for a particular system or set of symptoms if any failure occurs at plant.
Maintenance using CMMS in batching plant will assist to highlight the levels of
downtime and reduce costs even though there were no supports from top management to
implement other best maintenance practices. Apart from that, CMMS control spares
module to reduce spares and still have parts on hand for plant facilities maintenance. For
problems associated with maintenance personnel excelling at some jobs and lacking
skills in other craft areas. CMMS allows managers to review information related to what
work has been done and by who over a period and assign work appropriately in a variety
of craft areas in the future. In cases where not enough maintenance personnel to handle
the work load, CMMS can generate reports on labour requirements for each work order
totalling the information by craft and week, showing imbalances and requirements for
additional personnel. CMMS can provide reports for each item of equipment for
breakdown just before preventative maintenance which can help pinpoint problem parts
or requirements to reduce the preventative maintenance interval.
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1.2 Objectives of the Study
The aim of this study is to develop a Computerised Maintenance Management
System (CMMS) that will improve conventional maintenance operation system in ready
mix concrete plant production facilities. To achieve this aim of the study, the following
objectives have been determined:
1. To identify the current or conventional maintenance system at ready mix
concrete plant;
2. To propose a Computerized Maintenance Management System (CMMS) modelat ready mix concrete plant; and
3. To develop Computerized Maintenance Management System (CMMS)
prototype.
1.3 Scope of the Study
The scopes of the study are as follows:
1. The study focused on the Computerised Maintenance Management System
(CMMS) used in Wet and Dry Ready Mix Concrete Plants; and
2. The Computerised Maintenance Management System (CMMS) only cover
common maintenance work progress items that used in wet and dry ready mix
concrete plants for production facilities such batching equipment, batching
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control system, machines, preventive maintenance (PM) scheduling, automatic
work order generation, and data integrity for report.
1.4 Methodology
Detail discussion on methodology of the study is given in chapter III. Generally
the flow diagram of methodology of the study is as shown below.
Figure 1.1 Methodology of the Study
Determining Objective and Scope
Literature Review
Identifying Problem statement
Develop Conceptual Modeling
Develop Prototype
Validation
Conclusion and Recommendation
Interview andExpert Opinion
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1.5 Arrangement of the Report
This research which is the result of a masters project report was arranged as
follows:
a. Chapter I: Introduction.
In this introduction the problem statement, scope of the study and
limitation and arrangement of the report was explained.
b. Chapter II: Literature Review.
This chapter is a discussion on literature in order to understand the
function of CMMS model, benefit of CMMS model and role of CMMS
model in maintenance for plant production facilities in ready mix concrete
plant, specifically discusses the concrete batching plant equipment
maintenance which required by CMMS model to carrying out plant
production facilities maintenance.
c. Chapter III: Research Methodology
This section consists of a discussion on how research is carried out
according to four steps chronologically, i.e.: the literature review, data
collection obtained by interviewing the ready mix concrete plant managers
and technicians who involved in plant maintenance, then the data collected
are input to the CMMS model prototype to obtain the result of the research
and finally conclusion and recommendation are made.
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d. Chapter IV: CMMS Conceptual Model Development
The conceptual model for CMMS was developed using data flow diagram
from data collection in concrete batching plant which are then verified for
CMMS prototype development.
e. Chapter V: CMMS Prototype Model Development
The CMMS prototype model was developed based on the conceptual
model using Microsoft Access for interfaces and Visual Basic
programming language for prototype coding.
f. Chapter VI: Conclusion and Recommendation
This last chapter consists of the conclusion of the result of the research and
recommendation to improve CMMS prototype model for ready mix
concrete plant production facilities maintenance.
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CHAPTER II
LITERATURE REVIEW
2.1 Manufacturing Maintenance Objectives
Considerable sums of money are wasted in business annually, because of
ineffective or poorly organised maintenance. However, maintenance is only one
element, which contributes to effective operation during the life cycle of an item of
equipment. Maintenance has a very important part to play, but must be coordinated
with other disciplines such as training personnel in appropriate skills, maintaining
motivation and effective people management. Taken together, this approach aimed at
achieving economic life-cycle cost for an item has been called terotechnology, and
defined by Wild (1995) as the multidisciplinary approach to the specification,
design, installation, commissioning, use and disposal of facilities, equipment and
buildings, in pursuit of economic life-cycle costs. The formal definition of
terotechnology according to the British Standard, BS 3811:1984 is a combination
of management, financial, engineering, building and other practices applied to the
physical assets in pursuit of economic life cycle costs.
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Williams, Davies and Drake (1994) go on to clarify this definition by stating that
terotechnology is concerned with the specification and design for reliability and
maintainability of plant, machinery, equipment, buildings and structures, with their
installation, commissioning, operation, maintenance, modification and replacement, and
with feedback of information on design, performance and costs. Hodges (1991)
simplifies these definitions by explaining terotechnology as the achievement of the
best value for money using techniques which are many and various in their forms,
approach and application.
The objective of maintenance is to try to maximise the performance of
equipment by ensuring that, items of equipment function regularly and efficiently, byattempting to prevent breakdowns or failures, and by minimising the losses incurred by
breakdowns or failures. In fact, it is the objective of the maintenance function to
maintain or increase the reliability of the operating system taken as a whole. Sivalingam
(1997) discusses the importance of maintenance within the broader area of industrial
management. He states an integrated maintenance management when properly
implemented can lessen emergencies by 75%, cut purchasing by 25%, increase
warehouse accuracy by 95% and improve preventative maintenance by 200%. He goes
on to say, with maintenance costs rising from 9% to 11% per annum, the potential for
savings is very high in the short and long term. Good management of maintenance can
reduce costs by as much as 35%. Wild (1995) draws the familiar total cost curve as in
Figure 2.1, which shows that increased effort in preventative maintenance should reduce
the cost of repair. If it were possible to define both of these curves, then it would be a
simple task to determine the minimum cost maintenance policy. However, it is not as
clear-cut as this and therefore maintenance policy is much more difficult to formulate.
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Figure 2.1 Maintenance Costs (Source: Wild, 1995)
The overall objective is to minimise the total cost of maintenance by minimising
one or both of the costs that contribute to it. Reducing the cost of preventativemaintenance (PM) by minimising the level of PM carried out in the manufacturing
facility can increase downtime due to breakdowns and consequently necessitate the need
for more repairs. On the other hand, increasing the level of PM to too high a level will
introduce unnecessary extra maintenance cost without necessarily minimising the risk of
breakdown. The overall objective is to obtain an optimum level of preventative
maintenance so as to reduce total maintenance cost. Achieving this optimum delivers
other benefits such as increased morale, reduction in random breakdowns, improved
quality of product, increased equipment availability, reduced delivery times and of
course increases in profitability.
The strategies utilised successfully in the area of maintenance management
optimisation include Reliability Centred Maintenance (RCM), Profit Centred
Maintenance (PCM), Asset Management (AM), Condition Based Maintenance
(CBM),Total Productive Maintenance (TPM) and World Class Manufacturing (WCM)
through CMMS implementation. These management philosophies essentially comprise
of different techniques and tools with varying emphasis on individual factors, but
achieve a very similar final objective, the optimisation of maintenance. The goal is to
obtain the maximum production output with the best levels of product quality, and doing
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this at minimum cost to the facility providing the least risk of breakdown. Other
important criteria of modern maintenance include such topics as safety to personnel, the
environment and morale of employees.
2.2 Computer Maintenance Management Systems
Corder (1976) gives an insight into the scope of modern maintenance
management, maintenance management is very wide indeed, since almost all current
engineering, management and accounting practices have some relevance to the subject.
Greater demands are being imposed on the maintenance manager in order to improve thestandard of maintenance and efficiency of work while at the same time reducing
maintenance operational costs.
Chapman (1993) states that CMMS software was seen first around 1976. Today
it is widely used in manufacturing plants all over the world. Maintenance optimisation is
greatly facilitated when companies adopt a World Class Manufacturing/Maintenance
(WCM) philosophy or management strategy in conjunction with CMMS
implementation. There are many factors, which influence management on installing
CMMS software and using it within their plants. Trunk (1997) puts forward the
following reasons for adopting CMMS software:
Customers demand compliance with ISO 9000;
The FDA requires maintenance management systems for plants that handle
pharmaceuticals; and
Insurance companies demand to know cost and condition of material
handling assets.
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Chapman (1993) states, the tracking and control of plant maintenance and outage
activities involve objectives and requirements which are different from the control of
normal engineering and construction work. The integration of these requirements into a
computerised management information and control system challenges the system
designed. Maintenance and outage work is estimated, scheduled and controlled at a
much greater level of detail than normally required on a typical engineering and
construction project. The variety of tasks associated with the organization of
maintenance management lends itself to the utilisation of computer systems. It is in this
area including planning, organisation and administration of maintenance management
that Computer Maintenance Management Systems (CMMSs) have proved to be very
beneficial.
Lamendola (1998) emphasizes the need to eliminate non-value added activities
especially with respect to documentation of work within maintenance. He states that
this philosophy has long been the essence of Computerised Maintenance
Management Systems. Travis and Casinger (1997) outline other difficulties associated
with modern maintenance management. In their paper they prioritise the top five
problems encountered by maintenance managers and suggest that CMMS is the solution
to these problems. The problems are outlined as follows:
a. Little or no support from management to implement world class maintenance
practices, CMMS reports can highlight the levels of downtime and reduce costs;
b. Inventory problems, the need to reduce spares and still have parts on hand.
Control of spares modules is part of most of the modern CMMS packages;
c. The problems associated with maintenance personnel excelling at some jobs and
lacking skills in other craft areas. CMMS allows managers to review this
information, what work has been done and by who over a period and assign work
appropriately in a variety of craft areas in the future;
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d. Not enough maintenance personnel to handle the workload. CMMS can generate
reports on labour requirements for each work order totalling the information by
craft and week, showing imbalances and requirements for additional personnel;
and
e. Machines breakdown just before preventative maintenance is due CMMS can
provide reports for each item of equipment, which can help pinpoint problem
parts or requirements to reduce the preventative maintenance interval.
Wireman (1994) is of the opinion that if Computer Maintenance Management
Systems are to be properly examined it is important to have an understanding of the
primary maintenance functions incorporating: maintenance inspections and service,
equipment installation, maintenance storekeeping, craft administration. He goes on tooutline the objectives of CMMS covering: improved maintenance costs, reduced
equipment downtime as a result of scheduled preventative maintenance, increased
equipment life, ability to store historical records to assist in the planning and budgeting
of maintenance, ability to generate maintenance reports. Most of CMMS systems have
four modules or components catering for:
a. work order planning and scheduling;
b. maintenance stores controls;
c. preventative/predictive maintenance; and
d. maintenance reporting.
A committee should head the selection process according to Wireman (1994)
with members from engineering, maintenance, stores, accounting and data processing.
The objectives of these committees include:
a. Review of present record keeping systems and paper work flow;
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b. Planning objectives of the system in the areas of: work order processing,
maintenance stores, preventative maintenance, cost controls and required reports;
c. Identifying the types of computer systems that are needed;
d. Identifying the vendor packages that meet the objectives; and
e. Evaluation of systems and vendors.
2.3 Current Industrial Practices in the Area of CMMS
Industries such as oil and gas or nuclear power plants are in need of an efficient
computerized maintenance management system to manage their maintenance activities
throughout the plant lifecycle. The major problem that faces the implementation of
CMMS is that the maintenance strategies are either reflected from the equipment
vendor, from similar plants, or from the design environment. The changes in the
operating condition are not fully reflected into the maintenance strategies, which are
configured within CMMS.
From the above-mentioned background points, the research work offers an
automated RCM as integrated with CMMS as part of the plant enterprise engineering
environment. The consolidation of some useful reliability and maintainability methods
and models will enhance consolidation of some useful reliability and maintainability
methods and models will ensure the effectiveness of the proposed solution. In this study,
the system architecture of the integrated solution is presented to show the mechanism of
the proposed solution.
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Towards the proper analysis of the solution, business activity models have been
developed, which reflects the different activities involved in performing the RCM
assessment. The main modules of the proposed RCM computerized module as well as
the function decomposition of the integrated solution are identified. The implementation
aspects of the proposed solution will be discussed as an adopted CMMS.
2.4 Reliability Centred Maintenance (RCM)
The concepts behind RCM are not new, having their origin in the airline industry back in
the 1960s. After several years of experience, in 1978, the US Department of Defence issued the
MSG-3, an Airline/Manufacturers Maintenance Program Planning Document. That year, Nowlan
and Heap (1978) wrote a comprehensive document on the relationships among Maintenance,
Reliability and Safety, entitled Reliability Centred Maintenance, creating the RCM methodology.
RCM spread throughout industries, specially those needing safety and reliability, during the
1980s and the 1990s, being now extended to several industry fields.
In short, RCM can be defined as a systematic approach to systems functionality, failures
of that functionality, causes and effects of failures, and infrastructure affected by failures. Once
the failures are known, the consequences of them must be taken into account. Consequences
are classified in: safety and environmental, operational (delays), non-operational and hidden
failure consequences. Later, those categories are used as the basis of a strategic framework for
maintenance decision-making. The decision-making process is used in order to select the most
appropriate task to maintain a system filtering the proposed classification of consequencesthrough a logic decision tree. In the 1970s, and still today, RCM was a major challenge in many
industries because it changed the focus of PM from bringing back the systems to a perfect
state to maintaining the system in a good functional state (within some defined operational
limits).
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RCM methodology and has three major goals. First one is to enhance safety and
reliability of systems by focusing on the most important functions. RCM is concerned mainly with
what we want the equipment to do, not what it actually does. Second is to prevent or to mitigate
the consequences of failures, not to prevent the failures themselves. The consequences of a
failure differ depending on where and how items are installed and operated. Third one is to
reduce maintenance costs by avoiding or removing maintenance actions that are not strictly
necessary. It is no longer assumed that all failures can be prevented by PM, or that even if they
could be prevented, it would be desirable to do so.
In the early 1960s, the initial reliability centred maintenance (RCM) development was
done by the North American civil aviation industry. RCM process is intended to determine the
most realistic and optimised maintenance requirements of any physical asset to continue its
stated operating condition. Many industries have adopted RCM technique to solve many
confronted maintenance problems. Unfortunately, it did not work as expected for many reasons:
RCM is a time- and effort-consuming process and requires considerable amount of resources,
especially for large number of assets for complex plants; the available information is not
adequate to decide the suitable maintenance strategy and to optimize its cost as maintenance
and operational systems are isolated from design and engineering systems; there are non-
engineering factors involved in the maintenance problems i.e. management and human factors.
To overcome some of the highlighted maintenance problems an integrated RCM-CMMS
system is proposed so that it can dynamically change the maintenance strategies based on the
operating condition of the equipment and other factors affecting the life (age) of the underlying
assets (W. Pujadas and F.F. Chen, 1996).
An automated RCM as integrated with CMMS as part of the plant enterprise
engineering environment. The consolidation of some useful reliability and
maintainability methods and models will enhance consolidation of some useful
reliability and maintainability methods and models will ensure the effectiveness of the
proposed solution. The system architecture of the integrated solution is presented in
Figure 2.2 to show the mechanism of the proposed solution. Towards the proper analysis
of the solution, business activity models have been developed, which reflects the
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different activities involved in performing the RCM assessment. The main modules of
the proposed RCM computerized module as well as the function decomposition of the
integrated solution are identified.
The system architecture of the proposed RCM-based CMMS integrated solution.
The proposed automated solution includes four main processes: plant design
environment [P1], RCM process [P2], CMMS [P3], and operational systems [P4]. The
integration with design environment is essential as most of the maintenance strategies
are initially decided during the process design stage. RCM component is an expert
system that decides the optimum maintenance strategies and calculates the different
quantitative parameters of maintenance tasks. CMMS component is mainly used duringthe operation stage to manage and implement maintenance strategies via extracting asset
information along with their functions from design environment (i.e. from the design
model). RCM utilizes asset information along with design and operational
data/knowledge to perform asset and failure assessments and to build the failure and risk
data/knowledge bases.
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Figure 2.2 The System Architecture of the Proposed RCM-Based CMMS
Integrated Solution (Source: Gabbar, 2003)
2.5 An Information-Processing Model of Maintenance Management
Changes in the production environment have made the task of making decisions
about allocating maintenance resources and scheduling maintenance work more
difficult. More variables and consequences must be considered requiring increased
information-processing capacity. Information-processing model is applied to study how
the maintenance function applies different strategies to cope with the environmental
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need for information processing or increased the organization's capacity for information
processing.
The model used by Flynn and Flynn (1999)is applied more narrowly to the
maintenance function. The model used in the Flynn study draws on the information-
processing model introduced by Galbraith (1977). Galbraith's model proposes that
organizations cope with complexity through different information-processing strategies.
Galbraith (1977)defines uncertainty as the gap between the amount of
information required to perform a task and the information already possessed by theorganization. Complexity results in problems that are more difficult to understand or
analyze, resulting in greater uncertainty (Perrow, 1967). Increased complexity has the
potential to affect the organization adversely resulting in reduced performance
(Flynn and Flynn, 1999).
Flynn and Flynn (1999)proposed an expanded set of factors that may contribute
to internal uncertainty in manufacturing organizations. These factors include
manufacturing diversity and process diversity. Manufacturing diversity includes
characteristics such as variability of demand patterns and the complexity of the products
being produced. Process diversity is determined by the characteristics of process
technology (i.e., job shop, batch, continuous) in use as well as the product
volume/variety trade-offs found in the productprocess matrix.
Process diversity is also important to the maintenance function because it
describes the actual equipment that the maintenance function is responsible for
maintaining. Studies have found that mass output orientation impacts the overall
supporting infrastructure for manufacturing organizations (Woodward, 1965; Blau et al.,
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1976; Ward et al., 1992). More recently, studies have found that organizational
adjustments are required in order to successfully implement advanced manufacturing
technologies ( Dean and Snell, 1991; Nemetz and Fry, 1988). Logically, it may be
assumed that this effect may be extended to the organizational structure and practices of
specific functions within manufacturing. Further, the use of advanced manufacturing
technology (AMT) has been found to be associated with maintenance practices that
support communication and coordination and technical expertise within the organization
( Swanson, 1999).
In Galbraith's model (1977), complexity has a direct effect on an organization's
information-processing needs. Organizations have two alternatives for coping withcomplexity. The first alternative is to reduce the need for information processing. The
second alternative is to increase the organization's information-processing capacity.
Specific maintenance practices are consistent with the information-processing
alternatives discussed by Galbraith.
Preventive maintenance is work performed after a specified period of time or
machine use (Gits, 1992). Preventive maintenance restores equipment condition in order
to avoid more catastrophic failures that would cause more extended downtime.
Predictive maintenance is based on the same principle as preventive maintenance. Under
predictive maintenance, diagnostic equipment is used to measure the physical condition
of equipment such as temperature, vibration, lubrication and corrosion. When one of
these indicators reaches a specified level, work is undertaken to restore the equipment to
proper condition ( Vanzile and Otis, 1992; Herbaty, 1990).
Preventive and predictive maintenance provide the maintenance organization
with a more predictable and manageable workload. These practices also allow the
production function to more easily determine its ability to fill orders on time. This
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ability is especially important as the diversity of equipment to be maintained and the
number of different types of workers to be managed increases.
Galbraith's (1977)third approach to reducing information-processing
requirements is to use self-contained tasks. With self-contained tasks, groups are created
with each group being provided with sufficient resources to perform its own task. Flynn
and Flynn (1999)used group technology as an example of self-contained tasks in a
manufacturing environment. Group technology assigns a group of machines to produce
a specific set of products rather than the universe of product offerings. For maintenance,
one way to create self-contained tasks is through the use of decentralized, area
maintenance crews. In many plants, maintenance workers are dispatched from a centralshop. By creating area maintenance crews assigned to specific plant areas, the
maintenance function reduces complexity by dedicating crews to specific areas of the
plant rather than trying to juggle and meet the needs of multiple production areas with a
single, central shop (Heintzelman, 1976).
Galbraith (1977)proposed two methods for increasing an organization's
information-processing capacity. The first method involves investments in vertical
information systems. According to Galbraith, vertical information systems allow an
organization to process information without overloading the organization's normal
communication channels. A computer information system is one example of a vertical
information system. The value of vertical information systems is that their capabilities
for supporting communication and decision making mean that fewer exceptions are
referred upward in the organizational hierarchy.
In maintenance, there has been an increasing movement toward computerized
maintenance management systems (CMMS). CMMS assists in managing a wide range
of information on the maintenance workforce, spare-parts inventories, repair schedules
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and equipment histories. It can also be used to automate the preventive maintenance
function, and to assist in the control of maintenance inventories and the purchase of
materials. CMMS may also be used to plan and schedule work orders and to manage the
overall maintenance workload (Hora, 1987; Wireman, 1991). Another capability offered
by CMMS is the potential to strengthen reporting and analysis capabilities ( Wireman,
1991; Callahan, 1997; Hannan and Keyport, 1991). Finally, CMMS has been described
as a tool for coordination and communication with production ( Dunn and Johnson,
1991).
While the capabilities offered by CMMS do not in any way reduce the amount of
information to be processed by the maintenance organization, they do assist themaintenance function in managing the ever increasing complexity brought about by
more complex and varied technologies and a workforce with highly specialized skills.
The use of computerized information systems by the maintenance function will
be higher in plants with greater environmental complexity. Galbraith (1977)also
suggested that lateral relations assist in increasing information-processing capacity.
Lateral relations allow problems to be solved at the level that they occur rather than
being passed up the organizational hierarchy. As a support function, maintenance must
communicate and coordinate effectively with production. All of the proposed types of
lateral relations may be used to create links between maintenance and production. As the
production environment becomes more complex, coordination between maintenance and
production becomes more critical and may require the use of more than one type of
lateral relation in order to effectively support the ability to maintain quality and meet
production schedules.
For this study, a plant level measure of maintenance performance was needed. At
the plant level, maintenance performance is evident in equipment availability, the ability
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to meet production schedules and product quality (Pintelon and Gelders, 1992; Teresko,
1992; Macaulay, 1988). However, in the case of plant equipment condition and
availability, uniform plant-level measures of maintenance performance are difficult to
identify. It is only in the past few years that researchers have started to discuss uniform
methods of measuring maintenance performance ( Arts et al., 1998; Tsang, 1998).
Many plants track equipment downtime on individual pieces of equipment, but overall
plant indicators of downtime are often not available.
The hypotheses concerning the relationship between environmental complexity
and maintenance organization and maintenance practices were tested using hierarchical
regression analysis (Cohen and Cohen, 1975). Hierarchical regression allows groups ofvariables to be entered into the regression equation in steps. The first group of variables
is allowed to explain as much of the variability of the dependent variable as possible. As
subsequent variables are entered, the amount of variance of the dependent variable that
is explained by the newly entered independent variables is calculated. The variables
describing the plant environment (plant size and union status) were entered in the first
step. In the second step, the production technology variables measuring production
technology characteristics were entered. In the third step, variables measuring the
number of maintenance classifications and number of levels in the maintenance
organization were entered. A significant incrementalR2in the second or third step could
be interpreted as support for the hypotheses that there are relationships between
production technology or maintenance organization and maintenance practices. The F-
statistics reported in the tables are incremental. That is, they are associated with the
change inR2occurring when the variables were entered. The variables were measured
so that positive 's are consistent with the hypotheses. Positive 's would indicate that
plants with greater complexity would make more extensive use of the particular
maintenance practice than plants with lower levels of complexity. The form of the
regression equation is shown below:
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MtcPraci= 0+( 1Sizei+ 2Unionizationi)+( 3VARIi+ 4AMTi+ 5
MASSi)+( 6CLASSi+ 7LEVELi)+ I Equation1)
CMMS and lateral relations to increase information-processing capacity were
used in response to the use of AMT. It also appears that some of the information-
processing alternatives used by maintenance in response to complexity contribute to
improved maintenance performance.
AMT was strongly associated with several maintenance practices. AMT such as
flexible manufacturing systems replace both physical human effort and some mental
human effort. Introduction of AMT means that equipment is more complicated to
maintain (Robinson, 1987). AMT implementation also means that production steps that
were previously distinct may be combined into a single operation. Increased integration
means that equipment failures lead to more immediate and costly consequences ( Finch
and Gilbert, 1986; Walton and Susman, 1987). Therefore, maintenance resources must
be quickly and properly directed to solve problems.
AMT was strongly associated with the use of CMMS. The information-
processing capabilities of CMMS provide the ability to quickly communicate and
coordinate the need for repairs. This result also makes sense in that organizations with
computer-assisted manufacturing technologies would be very comfortable with using a
computer-based system for communicating and coordinating maintenance activities.
2.6 System Concept Development Phase
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2.6.1 Objective
System Concept Development begins when the Concept Proposal has been
formally approved and requires study and analysis that may lead to system development
activities. The review and approval of the Concept Proposal begins the formal studies
and analysis of the need in the System Concept Development Phase and begins the life
cycle of an identifiable project.
2.6.2 Tasks and Activities
The following activities are performed as part of the System Concept
Development Phase. The results of these activities are captured in the four phase
documents and their underlying institutional processes and procedures (See Figure 2.3).
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Figure 2.3 System Concept Development Phase Activities
(Source: Ghanalingam, 2003)
2.6.2.1 Study and Analyse the Business Need
The project team, supplemented by enterprise architecture or other technical
experts, if needed, should analyse all feasible technical, business process, and
commercial alternatives to meeting the business need. These alternatives should then be
analysed from a life cycle cost perspective. The results of these studies should show a
range of feasible alternatives based on life cycle cost, technical capability, andscheduled availability. Typically, these studies should narrow the system technical
approaches to only a few potential, desirable solutions that should proceed into the
subsequent life cycle phases.
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2.6.2.2 Plan the Project
The project team should develop high-level (baseline) schedule, cost, and
performance measures which are summarized in the System Boundary Document. These
high-level estimates are further refined in subsequent phases.
2.6.2.3Form the Project Acquisition Strategy
The acquisition strategy should be included in the System Boundary Document
(SBD). The project team should determine the strategies to be used during the remainder
of the project concurrently with the development of the Cost Benefit Analysis (CBA)
and Feasibility Study. Will the work be accomplished with available staff or do
contractors need to be hired? Discuss available and projected technologies, such as reuse
or Commercial Off-the-Shelf and potential contract types.
2.6.2.4 Study and Analyse the Risks
Identify any programmatic or technical risks. The risks associated with further
development should also be studied. The results of these assessments should be
summarized in the SBD and documented in the Risk Management Plan and CBA.
2.6.2.5 Obtain Project Funding, Staff and Resources
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Estimate, justify, submit requests for, and obtain resources to execute the project in the
format of the Capital Asset Plan and Justification.
2.6.2.6 Document the Phase Efforts
The results of the phase efforts are documented in the System Boundary
Document, Cost Benefit Analysis, Feasibility Study, and Risk Management Plan.
2.6.2.7 Review and Approval to Proceed
The results of the phase efforts are presented to project stakeholders and decision
makers together with a recommendation to (1) proceed into the next life-cycle phase, (2)
continue additional conceptual phase activities, or (3) terminate the project. The
emphasis of the review should be on (1) the successful accomplishment of the phase
objectives, (2) the plans for the next life-cycle phase, and (3) the risks associated with
moving into the next life-cycle phase. The review also addresses the availability of
resources to execute the subsequent life-cycle phases. The results of the review should
be documented reflecting the decision on the recommended action.
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2.6.3 Deliverables
The following deliverables shall be initiated during the System Concept
Development Phase:
2.6.3.1 System Boundary Document
Identifies the scope of a system (or capability). It should contain the high levelrequirements, benefits, business assumptions, and program costs and schedules. It
records management decisions on the envisioned system early in its development and
provides guidance on its achievement.
2.6.3.2 Cost Benefit Analysis
Provides cost or benefit information for analysing and evaluating alternative
solutions to a problem and for making decisions about initiating, as well as continuing,
the development of information technology systems. The analysis should clearly
indicate the cost to conform to the architectural standards in the Technical Reference
Model (TRM).
2.6.3.3 Feasibility Studies
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Provides an overview of a business requirement or opportunity and determines if
feasible solutions exist before full life-cycle resources are committed.
2.6.3.4 Risk Management Plan
Identifies project risks and specifies the plans to reduce or mitigate the risks.
2.6.4 Phase Review Activity
The System Concept Development Review shall by performed at the end of this
phase. The review ensures that the goals and objectives of the system are identified and
that the feasibility of the system is established. Products of the System Concept
Development Phase are reviewed including the budget, risk, and user requirements. This
review is organized, planned, and led by the Program Manager and/or representative.
2.7 CMMS Model Approach
We all know how much rests on our physical and financial well being. Good
health, your own and your companys, depends on keeping all parts in proper working
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order. Therefore, its surprising so many organizations neglect one of the essential
elements of successnot paying enough attention to maintenance.
Another flaw in the human character is that everybody wants to build, and nobody
wants to do maintenance( Kurt Vonnegut, 1974).
The total cost of maintenance surprises many senior executives and managers.
Although it varies directly with the capital intensity of the business, maintenance can
account for half of production costs. Mining accounts for 20-50% of costs,
manufacturing 5-15%, and processing 3-15%. In addition, this estimate excludes the
sales value of lost production and costs associated with rework, rejected products, or
recycled materials.
Maintenance strategies can add significant value and increase asset effectiveness
and reliability. Effectively integrated into CMMS strategies ensure:
Equipment life-cycle productivity;
Optimum mix of maintenance, according to criticality, value, and risk;
Performance measurements over time; and Reliability engineering through information management.
2.7.1 Maintenance Process
Maintenance management strategies on the premise that maintenance is a
process. Maintenance is a set of linked activities requiring a series of inputs that
transforms them into a set of outputs, rather than a function simply requiring the
application of resources.
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When the maintenance became as a function, then optimise the function and not
the overall process. Maintenance as a function usually covers only the trades. As a
process, it not only covers trades, but also purchasing, stores, scheduling, operations,
engineering, and several other management and administrative functions.
When the approach maintenance as a function, a number of problems arise. One
example is stores. Because equipment availability is the backbone of maintenance as a
function, it cannot afford to be caught without parts on hand to respond to breakdowns.
Maximizing inventory optimises its performance as a function. It minimizes freight
charges for the materials and minimizes personnel costs but can slow the procurement
process. The prime driver for this function is control, not necessarily service. Thepurchasing function entails going out for numerous quotes and taking the lowest cost.
While this approach meets the minimum specifications and cost savings targets, it adds
excessive variation in spare parts.
The solution to this problem is to view equipment effectiveness and cost
efficiency as results of the entire maintenance process as depicted in Figure 2.4. This
can only be done by developing standards that get the most from all functions, not any
particular one.
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Figure 2.4 Maintenance: A process or a function ( Source: Kurt Vonnegut, 1974)
2.7.2 Maintenance Approach
Based on the Figure 2.5 formaintenance approach involves:
Establishing a plan with clear guidelines that define the required scope of
maintenance through customer requirements;
Identifying operational effectiveness required to accomplish the maintenance
program;
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Providing a clear understanding of the maintenance functions and processes as
they relate to the systems and tool applications;
Developing performance evaluation criteria and benchmark goals; and
Defining an organizational structure which best meets the customers
requirements and key results.
Figure 2.5 Maintenance Approach ( Source: Kurt Vonnegut, 1974)
Approach to maintenance provides the general framework by which the overall
maintenance program is established and provides specific direction for the various
functions and processes. The important aspects of this approach are two-fold:
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It causes more significant decisions (i.e., manpower, budget, and organization) to be
made by those having both responsibility and authority for implementation.
It provides basic guidance for maintenance operations (i.e., the use of contract
maintenance, the level of training required for personnel, the use of specialized support
programs for critical equipment, and standard maintenance processes).
As illustrated in Figure 2.5 formaintenance approach, the maintenance approach can be
summarized into a five-step process which involves:
Identifying customer requirements;
Setting goals based on these requirements;
Implementing strategies (both in terms of technical and management approaches
with the systems/tools solutions) to satisfy these goals;
Trending key performance indicators; and
Benchmarking the results.
When developing a maintenance management strategy, the first step is toidentify the customers needs. The next step is to develop a set of goals geared
specifically to meet these requirements. At this point, the goals are still generic in
nature, neither geared specifically to critical environments, nor to the day-to-day
operational requirements of the facilities. However, these goals serve as the blueprint
for all other planning requirements, both from a technical and management perspective.
Without defining these goals at a high level, we cannot align our goals with the
customers. Once the blueprint has been developed and the direction and planning has
been completed, the implementation stage of the process begins. The term resources
includes the appropriate technical skills/tools, and the applicable management strategies
associated with the technical strategies. Performance metrics provide the means for our
management team and our customers to know if the action plans and management
systems are working. The final step involves benchmarking operational data from one
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project to another. CMMS gathers and normalizes data from each project which
provides benchmarking information to compare each projects performance against the
others, then electronically transfers it into International Performance Measurements
(IPM) database. The internal and external information in these reports provide
comparative milestones for use in tracking project cost and usage, in identifying
improvements made, and (more importantly) in noting areas requiring improvement.
2.7.3 Maintenance Management Plan
Maintenance has a specific mission. It must be viewed as the process that
produces equipment reliability and system availability. The challenge is to produce these
products in a timely and cost-effective manner that supports client objectives.
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Align maintenance and operations with the customers;
business/mission/objectives for that facility;
Establish standards that can be used to measure the progress of the site; and
Implement programs to improve the performance and value of the facility.
2.7.4 Best Maintenance Practices
No matter what type of organization is established, it must be flexible enough to
accommodate the changing needs, responsibilities, and mission of the customer. Figure
2.7 shows the process to ensure the business and mission of the customer are met. Too
rigid an organization results in a static situation, where innovation is minimized and
maximum efficiency and dollar return are never realized.
Figure 2.7 Best Maintenance Practice ( Source: Robinson, 1987)
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Maintenance functions and processes must be standardized in order to
accomplish objectives, carry out the plan, and allow people to work efficiently and
effectively. The maintenance organization should not be a bureaucracy it should be
understandable and a workable solution. This can only be accomplished with effective
leadership.
The Maintenance Management Plan includes a technical and management
strategy for improving the reliability and availability of the facilities. The plan is
designed to optimise reliability and availability while reducing costs and increasing
profits, increase output without increasing unit costs, and increase customer satisfaction.This is handled by controlling the functions and processes.
Continuous improvement plays a key role in our Maintenance Management Plan. By
continuously improving maintenance functions and processes, will ensure our world-
class maintenance organization complies with its customer requirements.
2.7.5 Technical Strategy
The first element of the overall Maintenance Management Plan involves
deploying the strategic integration of the wide range of technical methodologies.
The Technical Management Strategy, as shown in Figure 2.8, involves processes and
control systems that ensure the reliability, availability, and performance of customer
assets.
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Figure 2.8 Technical Management ( Source: Wireman, 1991)
The Technical Management Strategy utilizes processes proven through years of
experience, coupled with existing maintenance improvement programs and new
programs. The specific objectives of the Technical Management Strategy include:
Ensuring equipment is maintained appropriately in a manner commensurate withits importance to safety, reliability, and availability;
Optimising the number and performance of tasks and instructions (as identified
through reliability modelling) to maintain an appropriate balance between cost
and benefit;
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Using operational histories and employing an effective logic scheme to
determine the proper task frequency and text content to maximize equipment
life-cycle;
Establishing a documented technical basis for the task; and
Maximizing the use of reliability-based technologies.
By implementing a balanced proactive maintenance strategy based on
Reliability-Centred Maintenance (RCM), Predictive Testing and Inspection (PT&I),
Critical Environment Technologies (CET), and Critical Spare Parts, the merits of each
level of maintenance (reactive, preventive, and predictive) combine to:
Maximize equipment operability and efficiency;
Minimize required maintenance time, materials, and, consequently, costs; and
Minimize risk.
Using RCM/PT&I allows quickly evaluating individual systems and identifyingfault tolerant components that do not need maintenance. Maintenance resources are then
applied to those critical systems and tasks affecting reliability and performance.
Implementing our CMMSis important; RCM/PT&I programs cannot be effectively
implemented without establishing equipment baseline characteristics and trending.
2.7.6 Probability of Failure
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The development of new service technologies and maintenance management
strategies have made it possible to determine the actual condition of equipment, rather
than relying on estimates of when it might fail based on age or use. There are many
different failure characteristics, only a few of which are actually age or use related.
Recent research into equipment failure probability and advanced age has shown
some surprising results. The most significant result is that there appears to be no
significant link between age and the probability of equipment failure.
The research also indicates, as shown in Figure 2.9, that there are six broad
relationships, not just one or two. The first pattern, the well-known bathtub curve,
begins with a high incidence of failure followed by a constant or gradual increase in thefailure rate. The second pattern shows a constant or slowly increasing failure
probability, ending in a wear-out zone. The third pattern shows a slowly increasing
probability of failure, but does not identify a wear-outage. The fourth pattern shows a
low probability of failure when the equipment is new or just out of the shop, then a rapid
increase to a constant level. The fifth pattern shows a constant probability of failure at
all ages (random failure). The sixth pattern starts with high infant mortality, but
eventually drops to a constant or slow increasing failure probability.
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Figure 2.9 Probability of Failure ( Source: Dean and Snell, 1991)
The number and type of patterns seen varies from industry to industry. For
example, the number of times these patterns occur in aircraft is not necessarily the same
as an automotive plant. However, there is little doubt, as equipment grows more
complex, more failures will follow the latter two patterns. Some important tips about
how equipment should be maintained are as follow:
Failure is not usually related directly to age or use;
Failure is not easily predictable, so restorative or replacement maintenance based
on time or use will not normally help to lessen the risk of failure;
Major overhauls are not recommended, because of the increased probability of
failure in the most dominant patterns;
Age-related component replacements may be too costly for the same reason; and
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Knowing the failure pattern does not necessarily tell you what maintenance tactic
to use. From a probability failure standpoint, condition-based maintenance
techniques are the most cost-effective.
2.7.7 System Bathtub Curve
The bathtub curve is really a combination of two or more different failure
patterns. One pattern embodies infant mortality, another indicates increasing probabilityof failure with age, and one (the central flat portion) suggests random failure between
the two other patterns. This can be seen in Figure 2.10: System Bathtub Curve.
Figure 2.10 System Bathtub Curve ( Source: Dean and Snell, 1991)
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There are three stages of equipment failure: break-in stage, operating stage, and
wear-out stage. During the break-in stage, the failure rate is relatively high. The failure
rate decreases until it reaches its lowest point, where it can remain constant or vary to
some degree for most of its operating life. During the operating stage, random failures or
operational errors occur after the equipment has been in operation. Maintenance
techniques used to avoid these types of failure are run-time preventive maintenance,
predictive (condition) monitoring, and precision correction. Finally, the failures begin to
increase again as the equipment starts to wear-out. As a piece of equipment nears the
end of its life-cycle, failures often occur as part of the wear-out stage. By using
predictive monitoring techniques, along with root-cause failure analysis and correction,
most wear-out failures can be eliminated. The maintenance techniques recommended bythis plan measurably extend the useful life of the equipment through reliability
modelling.
2.7.8 Reliability Modelling
One way to assess the overall effectiveness of a maintenance program is to track the
Mean Time Between Failure (MTBF) of any asset. Taking this one step further, it
provides the ability to assess the effective use of resources (i.e. labour, materials, and
outsourced services) in the Mean Time To Repair (MTTR).
There are three stages to the MTTR: response, stabilization, and restoration.
These three stages compose total downtime - the total amount of time the asset is out of
service due to failure, from the moment it fails until the moment it is fully operational.
Response is the time from system failure notification to the acknowledgment of
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response personnel at the failure location. Stabilization is the time it takes to mitigate the
failure. Restoration is the time required to make the actual repairs. Stabilization and
restoration can include the three levels of maintenance support to performs a failure
analysis, including an evaluation of the downtime, to determine if any process
improvements can be made to the MTTR.
Figure 2.11 Reliability Modelling (Source: Pujadas and Chen, 1996)
Two examples are shown in Figure 2.11 Reliability Modelling one shows a
temperature scenario, the other shows a Heating, Ventilation, and Air Conditioning
(HVAC) problem. Both examples have the three stages of MTTR associated with them.In the temperature example, the signature baseline becomes the basis for response to an
operational problem. When the temperature reaches the upper control limit (UCL), an
alarm sounds and a technician responds to the problem. During this stage, the system is
stabilized (which may involve other factors besides repair such as switching power
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over.) Once the system is stabilized, the technician restores the equipment to its original
operating parameters. The key to the signature evaluation is that all of these events take
place before a shutdown occurs.
Periodic evaluations of signatures ensure system performance, thus increasing
system availability. Corrective maintenance costs can reduce expenditures by as much
as 70% from reactive maintenance costs. This can only be accomplished when accurate
signature baselines are documented and then periodic signatures are derived from
comparison against the baseline.
In each situation, it is important to capture times for MTBFs and the three stages
composing downtime or MTTR by equipment classification.
2.7.9 Management Strategy
In addition to employing the technical methodologies previously described, the
implementation stage of maintenance management strategy involves the deployment of
a wide range of management activities requiring direction, planning, execution, analysis,
and process interfaces. The Management Strategy is an effective, efficient management
of resources, processes, and assets achieved by employing a standardized approach to
maintenance management. This strategy is shown in Figure 2.12.
.
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The primary objective of any effective maintenance program is to minimize total
costs resulting from the execution (or lack of execution) of proper facility maintenance.
Since these costs generally accrue in small increments through the performance of a
number of small maintenance tasks, the ability to track each of these activities and their
attendant costs is of great importance.
Control is impossible without a sound management strategy. Without control, it
is difficult to be aware of the need for changes in processes, procedures, or
modifications to the current strategy. There are too many variables to expect a desiredoutcome without established processes and the accompanying controls.
For management to accurately and effectively control the management function, the
management strategy must include steps on systems reporting, communicating, and
decision making. These steps can successfully be incorporated in the maintenance
process by using a maintenance management system.
CMMS is not simply an administrative management system it enables to
maintain equipment histories, evaluate maintenance trends, perform cost/benefit
analyses, and provide a wide range of other analytical functions. This allows to maintain
of equipment to be more effective, i.e., through process interfaces.Table 2.1 illustrates a
proactive role of the CMMS in maintenance and operations.
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Table 2.1 Maintenance Management Systems Support
Management Strategy Support from maintenance best processes
Timely customer service and
product delivery
Increases equipment utilization and equipment
uptime
Achieves greater asset utilization
Achieves increased net capacity
Expansion of market share Increases production levels through increased
equipment use, uptime, reliability, availability,
and capacity documentation
Cost reduction Reduces storeroom inventory levels and
carrying costs
Decreases cost to maintain equipment
Better use of resources Increases craft labor productivity
Implementation of quality
programs
Increases equipment reliability, utilization,
availability, and effectiveness
Integration of information for
better planning and consistentdecision making
Integration of maintenance management system
into corporate methodologyProvides activity-based costing of maintenance
services
Improve product quality Integration of maintenance operations with
corporate quality systems
Improve safety and regulatory
compliance
Increases documentation of maintenance tasks
related to safety and regulatory compliance
issues
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2.7.10 Maintenance Functional Mapping
The organization structure should be comprehensive and cover strategic,
procedural, technical, administrative, and cultural issues. While clear reporting
relationships are administratively essential, getting products and services to customers
requires an organizational structure that focuses on the nature and flow of work. To
develop an effective organization that meets these needs, two things must be considered.
The first need is to decide what work is to be done. The second need is to understandhow work currently gets accomplished and to design the way it should be carried out.
Form (structure) must follow function (processes). With this document plan, no attempt
to define a maintenance organization structure is made have been tried. Tried to do is
mandate the functions and processes required to provide the organization with the ability
to increase equipment availability and reliability.
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a combination of formal planning, scheduling functions, and informal direct liaison.
Specialized skills are provided by trades in the area. There is no centralized maintenance
shop.
H