Plant Maintenance With SAP

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John Hoke and Lorri Craig Maximize Your Plant Maintenance with SAP 2009, 372 pp. 978-1-59229-215-8

Jorg Thomas Dickersbach, Gerhard Keller Production Planning and Control with SAP ERP 2011, 515 pp. 978-1-59229-360-5

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Karl Liebstckel

Plant Maintenance with SAP

Bonn Boston

Dear Reader,

This is a must-have guide for anyone interested in learning about the implementa-tion and customization of plant maintenance with SAP. Consultants, managers, and administrators will learn the basics of the plant maintenance process, how to evalu-ate which processes work best for them, and the actual configuration steps of these processes using SAP. This new edition includes practical tips and best practices for implementation projects, including extended coverage on pool asset management, subcontracting, and SAP Easy Document Management.

I welcomed the opportunity to work with Karl Liebstckel againit is always a pleasure to witness such dedication and expertise in SAP. Im confident that you will find this new edition up to the same standard as the first. Throughout the course of revising this edition, the author continually impressed me with his knowledge of this subject and dedication to his work. Im confident that youll benefit from this dedication and knowledge.

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Editor Eva TrippEnglish Edition Editor Meg DunkerleyTranslation Lemoine International, Inc., Salt Lake City, UTCopyeditor Ruth SaavedraCover Design Silke Braun, Graham GearyPhoto Credit MasterfileProduction E-Book Kelly OCallaghanTypesetting E-Book Publishers Design and Production Services, Inc.

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The Library of Congress has cataloged the printed edition as follows:Liebstckel, Karl.

[Instandhaltung mit SAP. English]

Plant maintenance with SAP / Karl Liebstckel. 2nd ed.

p. cm.

Includes index.

ISBN-13: 978-1-59229-372-8

ISBN-10: 1-59229-372-7

1. Plant maintenanceData processing. 2. SAP ERP. I. Title.

TS192.L55 2010

658.2020285dc22

2010044202

ISBN 978-1-59229-372-8 (print) ISBN 978-1-59229-741-2 (e-book) ISBN 978-1-59229-742-9 (print and e-book)

2011 by Galileo Press Inc., Boston (MA) 2nd edition, updated and expanded, 2011 2nd German edition published 2010 by Galileo Press, Bonn, Germany

7Contents

Preface ......................................................................................... 13

1 About this Book ........................................................... 15

1.1 Target Audience ............................................................ 161.2 What this Book Can and Cannot Do .............................. 181.3 Structure of this Book ................................................... 18

2 Plant Maintenance and SAP: A Contradiction? ........... 23

2.1 Plant Maintenance Today: New Ideas Need New Space ............................................................................ 24

2.2 New Maintenance Terminology .................................... 262.3 Development of Maintenance Strategies ....................... 292.4 Development of SAP Plant Maintenance ....................... 312.5 SAP ERP 6.0 ................................................................. 32

3 Organizational Structures ............................................ 39

3.1 SAP Organizational Units .............................................. 393.1.1 The Plant from a Maintenance Perspective ....... 393.1.2 Maintenance-Specific Organizational Units ....... 403.1.3 Other General Organizational Units .................. 423.1.4 Plant-Specific and Cross-Plant Maintenance ..... 43

3.2 Work Centers ................................................................ 45

4 Structuring of Technical Systems ................................ 53

4.1 Actions Before Mapping Your Technical Systems in the SAP System ............................................................. 53

4.2 SAP Resources for Structuring Technical Systems and How to Use Them .................................................. 654.2.1 Functional Locations and Reference Functional

Locations ......................................................... 65

8 Contents

4.2.2 Equipment and Serial Numbers ........................ 764.2.3 Links and Networks .......................................... 854.2.4 Material and PM Assemblies ............................ 874.2.5 Bill of Material ................................................. 914.2.6 Classification .................................................... 964.2.7 Product Structure Browser ................................ 1024.2.8 Special Functions ............................................. 103

5 Business Processes ...................................................... 129

5.1 What You Should Do Before You Map Your Business Processes in the SAP System ........................... 130

5.2 Planned Repairs Business Process .................................. 1375.2.1 Notification ...................................................... 1385.2.2 Planning ........................................................... 1545.2.3 Controlling ....................................................... 1805.2.4 Processing ........................................................ 1955.2.5 Completion ...................................................... 197

5.3 Immediate Repairs Business Process .............................. 2045.4 Shift Notes and Shift Reports ........................................ 2105.5 External Assignment Business Process ........................... 217

5.5.1 Basic Principles of External Assignment ............ 2175.5.2 External Services as an Individual Purchase

Order ............................................................... 2195.5.3 External Services with External Work Centers ... 2245.5.4 External Services with Service Specifications ..... 228

5.6 Refurbishment Business Process ................................... 2315.7 Subcontracting Business Process ................................... 2425.8 Preventive Maintenance Business Process ..................... 250

5.8.1 Basic Principles of Preventive Maintenance ...... 2515.8.2 Objects of Preventive Maintenance .................. 2535.8.3 Maintenance Task Lists ..................................... 2575.8.4 Preventive Maintenance Time-Based ............. 2645.8.5 Preventive Maintenance Performance-Based ... 2825.8.6 Preventive Maintenance Time- and

Performance-Based .......................................... 2905.8.7 Inspection Rounds ............................................ 296

5.9 Condition-Based Maintenance Business Process ............ 3015.10 Calibration Inspection Test Equipment Business Process ... 305

9Contents

5.11 Pool Asset Management Business Process ..................... 3125.12 Project-Based Maintenance Business Process ................ 319

5.12.1 SAP Project System .......................................... 3195.12.2 Maintenance Event Builder .............................. 324

6 Integrating Applications from Other Departments .... 329

6.1 How Other Departments Are Involved .......................... 3296.2 Integration Within SAP ERP .......................................... 330

6.2.1 Materials Management .................................... 3316.2.2 Production Planning and Control ...................... 3396.2.3 Quality Management ........................................ 3446.2.4 Financial Accounting ........................................ 3446.2.5 Controlling ....................................................... 3496.2.6 Real Estate Management .................................. 3596.2.7 SAP ERP Human Capital Management .............. 3616.2.8 Service and Sales .............................................. 365

6.3 Integration With Other SAP Software ........................... 3686.3.1 Integration with SAP NetWeaver MDM ............ 3686.3.2 Integration with SAP SRM ................................ 370

6.4 Integration With Non-SAP Systems ............................... 3726.4.1 Operations Monitoring Systems ....................... 3736.4.2 Operations Information Systems ....................... 3756.4.3 Service Specifications and Activity Recording .... 379

7 Plant Maintenance Controlling ................................... 381

7.1 What Plant Maintenance Controlling is About .............. 3817.2 SAP Tools for Acquiring Information and How to

Use Them ..................................................................... 3857.2.1 SAP List Viewer ................................................ 3867.2.2 QuickViewer .................................................... 3927.2.3 SAP ERP Logistics Information System .............. 3967.2.4 SAP NetWeaver BW ......................................... 4057.2.5 Comparison of the LIS and SAP NetWeaver BW ... 414

7.3 SAP Tools for Budgeting and How To Use Them ............ 4167.3.1 Order Budgeting .............................................. 4167.3.2 Cost Center Budgeting ..................................... 4187.3.3 Budgeting with IM Programs ............................ 419

10

7.3.4 Budgeting with WBS Elements ......................... 4227.3.5 Maintenance Cost Budgeting ............................ 426

8 New Information Technologies in Plant Maintenance ... 433

8.1 Internet and Intranet .................................................... 4338.1.1 SAP NetWeaver Portal and Roles ...................... 4348.1.2 After-Event Recording ...................................... 4388.1.3 Structure Display .............................................. 4408.1.4 Electronic Parts Catalogs ................................... 4428.1.5 Easy Web Transaction ....................................... 4448.1.6 Collaboration Folders ....................................... 4468.1.7 Vision or Reality? ............................................. 448

8.2 Mobile Maintenance ..................................................... 4548.2.1 Fundamentals of Mobile Maintenance .............. 4548.2.2 Paging .............................................................. 4598.2.3 SAP Mobile Asset Management ....................... 4608.2.4 RFID ................................................................ 470

8.3 Service-Oriented Architecture ....................................... 473

9 SAP Projects in Plant Maintenance ............................. 479

9.1 Possible Process for Your SAP Plant Maintenance Project .......................................................................... 4799.1.1 Implementation Strategy .................................. 4799.1.2 Methodology ................................................... 481

9.2 General Risk and Success Factors in SAP Projects: An Empirical Survey ...................................................... 484

9.3 Tips for Your Plant Maintenance Project ....................... 4889.3.1 Project Preparation ........................................... 4889.3.2 Business Blueprint ............................................ 5039.3.3 Implementation ............................................... 5099.3.4 Final Preparation .............................................. 5109.3.5 Go-Live and Support ........................................ 511

10 Usability ....................................................................... 513

10.1 What Is Meant by Usability? ......................................... 514

Contents

11

10.2 Assessing Usability ........................................................ 51810.3 Importance of Usability in Plant Maintenance ............... 51810.4 SAP System Options to Improve Usability ..................... 521

10.4.1 Transaction Variants ....................................... 52110.4.2 General User Parameters ................................ 52310.4.3 Maintenance-Specific User Parameters ........... 52410.4.4 Customizing ................................................... 52610.4.5 List Variants ................................................... 52710.4.6 Roles and Favorites ........................................ 52810.4.7 Customizing Input Help ................................. 52910.4.8 Function Keys and Key Combinations ............. 52910.4.9 Upstream Transactions ................................... 53010.4.10 Customer Exits ............................................... 53310.4.11 GUI XT ........................................................... 535

10.5 Usability Study for SAP ERP 6.0 .................................... 53510.5.1 Preparation and Execution ............................. 53610.5.2 Results ........................................................... 54010.5.3 Conclusions .................................................... 544

Appendices ........................................................................ 547

A List of Sources ........................................................................ 549B Overviews .............................................................................. 553

B.1 Functional Comparison of Structuring Resources ..................................................................... 553

B.2 Functions of Notifications and Orders ........................... 554B.3 Integration Aspects ....................................................... 557B.4 Standard Reports of SAP PM-IS .................................... 562B.5 Enterprise Services for Plant Maintenance ..................... 565B.6 Authorization Objects in SAP EAM ............................... 570B.7 Customer Exits for Plant Maintenance ........................... 572

C The Author ............................................................................. 577D Acknowledgments .................................................................. 579

Index ........................................................................................... 581 Service Pages .............................................................................. ILegal Notes ................................................................................ III

Contents

13

Preface

The ongoing technicalization of production, combined with the continu-ally increasing automation of production processes, means the availability of production facilities and the quality of production are exerting an ever-increasing influence on the success of enterprises.

The maintenance of technical systems has a direct effect on the competi-tiveness of modern enterprises and makes an important contribution to financial results. Plant maintenance does not just involve ensuring that technical systems are in working order and available; it also has to do with other aspects of operating technical systems, such as plant safety, product quality, and environmental protection.

Modern maintenance operations, therefore, are much more than simply maintenance and repair teams, because they represent a comprehensive asset management concept that is incorporated into the processes along the entire lifecycle of technical systems, from procurement to operations, plant rebuilds and modernization, to reinvestments.

Furthermore, the demands made of plant maintenance teams have evolved over time so that modern asset management technology is now essential. The increasing proportion of complex technical systems and the growing popularity of electronic components and assemblies are creating increased demand for specialists in areas such as electronics and information technology, alongside the traditional setups. In many cases, what is required are external experts who collaborate as service providers and service partners with enterprises own in-house plant technicians and take care of entire technical systems in companies.

These developments mean maintenance management systems have to be able to deal with the changing circumstances in asset management, provide flexibility when it comes to the structuring of technical systems, and be able to work with the different work processes of both internal and external maintenance teams.

Personal Copy for Rani Kittaneh, user id 53940261-1b55-49e3-b82f-bb08640047c5

14

Preface

The topic of plant maintenance was an important focus of SAP as far back as the early years of application development. Right from the start, SAP was aware of the need for a comprehensive definition of asset man-agement and therefore extended its focus beyond the basic topics of inspection, maintenance, and repair. Processes such as building a new plant or modernizing an existing one, calibrating test equipment, and refurbishing repairable spares were taken into account in the develop-ment of a comprehensive asset management solution.

Maintenance processes in their various forms are now part of a vari-ety of industries. In addition to the repair, inspection, and maintenance processes that are common to several industries, there are also com-pany-specific elements and special requirements unique to individual industries. These can include special approval procedures (such as the work clearance procedure for power generators), complex maintenance planning techniques (such as those in aircraft maintenance), and project-based plant maintenance (large-scale revision).

With Enterprise Asset Management, SAP has developed a flexible asset management and maintenance system that has proved its value in numerous installations in a wide variety of industries worldwide. Asset management is also a permanent part of the solution maps of the various asset-intensive industries.

Following from this, the concept of an asset as a resource in the form of Enterprise Asset Management (EAM) is also part of the overall Enterprise Resource Planning (ERP) system.

This book introduces readers to the wide range of potential uses of asset management within the SAP system. Thanks to his role right from the start as a consultant on a wide range of customer projects in various industries, the author has extensive SAP experience and has influenced and was actively involved in the development of the SAP Plant Mainte-nance solution. Thus, in this book, he is able to offer the reader a plethora of useful, firsthand information.

I hope this book will give you the ideas and information you need and that you can implement them successfully in your own projects.

RolfPeterWesthuesVice President, SAP AG

2013 by Galileo Press Inc., Boston (MA)

15

Genius is one percent inspiration and 99 percent perspiration. Thomas Alva Edison

1 About this Book

Slowly but surely, a new concept of plant maintenance in enterprises is establishing itself in the minds of decision-makers. It is a concept that is moving away from the notion of plant maintenance as purely a cost driver and toward the realization that goal-oriented, modern plant maintenance can be a success factor and a competitive advantage in your own company. In other words, the trend is moving away from terms such as cost factor and toward descriptions such as component that ensures machine availability, component that increases production, and component that ensures plant safety. At the same time, it must be acknowledged that, in many industries, in excess of 40% of enterprise costs are either directly or indirectly attributable to plant maintenance.

While taken for granted in most other enterprise areas, when it comes to plant maintenance, many enterprises are only now slowly coming to the realization that the transition from cost factor to success factor can only be accomplished with the support of modern communication and information technology. The chosen IT solution should, ideally, have the following features:

EE It should be embedded in the heterogeneous network of enterprise processes.

EE It should flexibly support all plant maintenance-specific business pro-cesses.

EE It should be oriented toward future challenges in the enterprise and the market.

EE It should be able to integrate modern technologies such as the Inter-net and mobile services.

EE It should be user-friendly.

Plant maintenance purely a cost factor?

Plant maintenance and IT


16

1 About this Book

SAPs response to these challenges is called SAP Enterprise Asset Manage-ment (EAM), which is part of Release SAP ERP 6.0. This book is based on this current release level.

It is intended to do much more than just give you an overview of the current functionality of SAP EAM. Because you can use this functional-ity in very different ways, every enterprise has to come up with its own approach, and therefore, a straightforward description is not sufficient. On the basis of my 20-plus years of experience in plant maintenance with SAP and my work on more than 70 customer projects, I will show you in this book how you can use SAP EAM functionality in your enterprise and also how you should not use it.

The book uses customer examples to illustrate what other companies have done. I also provide numerous practical tips that will be equally useful whether you are a beginner or an advanced user of a previous release of the system.

Unfortunately, it is a widespread prejudice that usability is not necessarily a major feature of SAP applications. This topic is particularly significant in plant maintenance, which is why I devote an entire chapter to a range of measures that will help you increase usability and, thus, user accep-tance in your enterprise.

Other highlights of the book include the following:

EE Tips on what you should watch out for in your project and what you should avoid

EE Customizing recommendations

EE Tips and tricks for daily operations

1.1 Target Audience

This book always addresses you directly. So, who are you? And what can you expect from this book?

EE You are a project lead and are responsible for an SAP plant mainte-nance project. In reality, you are also a technical expert, maintenance planner, workshop manager, IT expert, and a member of the organi-zational team, among other things. This book gives you lots of advice

Plant maintenance and SAP

Its all about practice

SAP and usability is that possible?

Other highlights

Who are you?


17

Target Audience 1.1

on project management, IT strategy, and the other strands of your job.

EE You are a member of the project team and are interested in creating a particular kind of SAP plant maintenance system. Therefore, your actual daily activities mean you are also a maintenance planner, a workshop manager, an IT expert, a company engineer, a technical expert, a group leader, and a member of the organizational team, among other things. You, too, will find a lot of helpful advice in this book on procedures, customizing settings, and so on.

EE You are a manager and have to decide whether or not to implement SAP plant maintenance. In your daily work, you are a technical leader, a maintenance manager, a facility manager, an IT manager, and an organizational manager, among other roles. This book will give you specific information about what the SAP system can and cannot do.

EE You are a key user, which means you help your colleagues in their daily work of processing business processes, and you therefore need more background information on the system than the average user. This book will give you a lot of information about why something may happen in the system, what you can do about it, and what you should not do.

EE You are a consultant. This book will be useful to you whether you work in management consulting and need strategic advice or are a specialist consultant and are looking for application information.

EE You are interested in SAP plant maintenance on a general level. This book offers you an overview and a basic understanding of the subject matter and a certain level of detail.

Whom does this book not address, and what will you not find here?

EE If you are a developer who is looking for help with programming (for example, for interfaces or add-ons), this is not the book for you.

EE If you are an end user and need a user guide for your enterprises SAP system, this book will only partly fulfill your requirements. This is because individual installed systems are too multifaceted for it to be possible to include all of the possible variations in a single book.

Who are you not?


18

1 About this Book

1.2 What this Book Can and Cannot Do

This book does not contain programming information, and it is not intended to serve as end-user documentation.

This books goal is to achieve the following:

EE Give you a basic understanding of the philosophy of SAP in the area of plant maintenance

EE Describe the functionality of the SAP system to illustrate the options it provides and to make you aware of the limits of this functionality

EE Use reference processes and typical examples (such as the structuring of technical systems) to demonstrate how you can map your plant main-tenance processes in the SAP system

EE Use customizing settings to show you how you can adapt the SAP system to your own requirements

EE Give you arguments that will enable you to decide whether or not to implement SAP plant maintenance

EE Provide you with advice on making usability a central feature of your SAP system

EE Give you many useful tips and tricks for your SAP plant maintenance system

There is one more thing that I have learned from my experience with projects: Every enterprise has its own idea of how the system should be used. This means, for example, that every enterprise will map its techni-cal assets differently, every enterprise will set up its business processes differently, every enterprise needs to connect to different systems, and so on. Therefore, you should regard the information presented in this book as a starting point for your own ideas on how to adapt the system to your enterprises individual needs and thus to create your plant maintenance system.

1.3 Structure of this Book

This book is divided into 10 chapters, of which you are currently reading the first.


19

Structure of this Book 1.3

Chapter 2, Plant Maintenance and SAP: A Contradiction?, lays the business foundations and gives you a basic understanding of SAPs com-mitment to the area of plant maintenance. In this chapter, youll also learn how maintenance strategies have developed over the years, what stages of development SAP has gone through in the plant maintenance area, and what SAPs position is today.

Organizational structures are the basis of everything in an SAP system. InChapter3, Organizational Structures, explains the generic SAP organi-zational units and demonstrates the maintenance-specific organizational units that are required for other procedures.

A requirements-oriented approach to the structuring of technical systems is a prerequisite for processing business processes in SAP plant main-tenance. SAP provides various elements for mapping your own plant structure, and like every other enterprise, you have to decide which resources you want to use for which purpose. In Chapter4, Structuring of Technical Systems, describes the options and limitations that apply to the structuring of technical systems, give advice, and make recommenda-tions. Youll find tips on what you need to consider before you actually start to work in the system.

Chapter5, Business Processes, forms the core of the book. The focus here, as before, is on the uniqueness of the business processes within each enterprise. SAP provides resources that you, and every enterprise, can tailor to suit individual requirements. This chapter includes typical reference processes to show you the options and limitations, as before. It also contains recommendations on how you can best use the system and what preparations you need to make before starting to work in the system.

Your plant maintenance concept is constantly interacting with and thus also exchanging data with other departments in your enterprise. This is reflected in the system in the wide and in-depth level of integration between plant maintenance with the applications used in other depart-ments. These applications can be in SAP ERP, in other SAP systems, or in non-SAP systems. Chapter6, Integrating Applications from Other Departments, illustrates the integration options in the system, analyzes the interfaces, and again, provides you with recommendations and tips.

SAP and plant maintenance

Organizational structures

Structuring of technical systems

Business processes

Integration with other departments


20

1 About this Book

There are two types of controlling in plant maintenance: operational con-trolling controls ongoing business processes, and analytical controlling is used to prepare for decisions. Therefore, Chapter7, Plant Maintenance Controlling, shows you the options for budgeting maintenance activi-ties on the one hand and the options and limitations of the resources provided by SAP for the analytical area on the other.

Modern information and communication technologies such as the Inter-net, mobile services, and service-oriented architectures have become established in plant maintenance, as in almost every other area. Chapter8, New Information Technologies in Plant Maintenance, describes state-of-the-art technologies, focusing particularly on their prerequisites, options, and limitations in plant maintenance. I also make some predictions about what we can expect from these technologies in the future.

Chapter9, SAP Projects in Plant Maintenance, discusses the findings of an empirical study in which enterprises were asked specify what they believe are the reasons behind the success factors and the risk factors of their SAP projects. I then go on to show you how you can approach an SAP plant maintenance project in a methodical way and what you need to watch out for in this kind of project.

Chapter10, Usability, first presents the options that the SAP system provides for improving usability. I then go on to conclude the book with the results of an empirical laboratory test. In the SAP Laboratory at the Wrzburg-Schweinfurt University of Applied Sciences, we set up real-world conditions and tested how long it takes to process business processes when every effort is made to increase usability and when usability measures are not implemented. Even I was surprised by the results.

The Appendix contains a wealth of additional information, such as over-views in tabular form and suggestions for further reading.

To make it easier for you to use this book, particular information is highlighted using the following special icons:

Plant maintenance controlling

New technologies

Implementation project

Usability

Appendix

Special icons used in this book


21

Structure of this Book 1.3

EE Caution Boxes with this icon contain important information about the topic under discussion. This icon is used to warn you about potential error sources or stumbling blocks.

EE Practicaltip This book contains lots of tips and recommendations that Ive learned from my own professional experience. This kind of information is contained in boxes with this icon.

Now, it only remains for me to hope that you obtain many ideas and a great deal of inspiration for your own enterprise from reading this book.

And, true to the spirit of the quote by Thomas Edison (which as far as I am concerned, is the best quote of all), I wish you the energy, patience, and stamina required to implement them in your enterprise.

Sincerely, KarlLiebstckel


23

This chapter first takes a look at the increasing significance of plant maintenance and the associated change in perspective, which has given rise to new terminology. It then outlines the environment of SAPs plant maintenance component.

2 Plant Maintenance and SAP: A Contradiction?

In the past few years and decades, plant maintenance has become more and more important for the following business, economic, and techno-logical reasons:

EE Businessinfluences

EE Rising acquisition values for technical systems

EE A disproportionate increase in costs resulting from losses

EE A higher, modified requirements profile for maintenance activities

EE On-time collaboration with customers and vendors

EE Reduced vertical integration

EE Economicinfluences

EE An increasing portion of maintenance costs attributable to the gross national product (GNP)

EE Continuous growth in the number of people gainfully employed in the maintenance sector

EE More stringent regulations for environmental protection and industrial hygiene and safety

EE Globalization of product markets

EE Expansion of the services sector

EE Technologicalinfluences

EE Increased innovation speed


24

2 Plant Maintenance and SAP: A Contradiction

EE Increased automation

EE Increasingly interlinked, complex technical systems

This chapter closely examines these influencing factors, all of which inter-act, and the associated changes to plant maintenance. Furthermore, this chapter introduces the many changes that the maintenance components in the SAP system have undergone, without referring to releases.

2.1 Plant Maintenance Today: New Ideas Need New Space

More and more companies are abandoning the outdated view that plant maintenance is a necessary evil or simply a cost factor. The ever-increas-ing pressure to be competitive in terms of quality and productivity is driving companies toward plant maintenance, which today occupies a much higher position in a companys priority list of objectives than ever before.

Market globalization is increasingly leading to close collaboration with cus-tomers and vendors. Vertical integration is becoming lower and lower; in the automotive industry, for example, the past 10 years have witnessed a considerable drop in vertical integration to just 26.7%, and to 15% in individual cases. This has led to a proportionate increase in dependency on the availability of technical systems at upstream production levels.

In the past, it was possible to take internal countermeasures against mal-functions within the production flow of deeply structured production processes, but this is entirely inconceivable for globalized production flows. Consequently, at the present time, the two objectives, prevention of malfunctions and increased or guaranteed availability of technical systems, are coming increasingly to the fore of maintenance objectives.

Preventive maintenance is another objective of todays plant maintenance. This can be achieved by changing the design of the technical system or machine. Another important aspect of preventive maintenance is sharing with production employees the responsibility (key word: TPM) of ensur-ing that no unscheduled outages occur, if possible. First line maintenance tasks can also support the process.

Plant maintenance a

cost driver?

Collaboration with customers

and vendors

System availability

Preventive maintenance


25

Plant Maintenance Today: New Ideas Need New Space 2.1

In recent years, machines and technical systems have undergone enor-mous development in terms of their structure and the technology deployed. It is becoming more and more difficult to record the condi-tion of individual components or assemblies because modern technical systems have considerably more weak points than the original machines. In addition, design engineers no longer tend toward oversized develop-ments, but rather toward space-saving, lightweight technical systems. As a result, numerous components are more sensitive to signs of wear and defects.

Today, machines and technical systems have a much stronger modular structure, which means plant maintenance is moving away from mainte-nance of the entire technical system and toward component maintenance. Therefore, plant maintenance is configured for use with different compo-nents within a complete technical system.

Other goals may include:

EE Increased, optimum use of the lifecycle of technical systems and devices

EE Improved quality of finished products

EE Improved operating safety

EE Optimized operating procedures

EE Future-oriented cost planning

EE Lower restart costs

EE Compliance with legal requirements, in particular, environmental regulations

EE Compliance with manufacturer guidelines, so you can make a claim under warranty, if required

However, other objectives may also be of interest to you, depending on your industry, the objects to be maintained, the size of the company, the companys organization, and other influencing factors. If, for example, you are a maintenance service provider, customer satisfaction will be of primary importance to you. If you work in real estate, maintenance tasks may contribute to strengthening your negotiation position when selling real estate. Therefore, each company should develop clear maintenance

New designs

Component maintenance

Other goals


26


objectives and communicate these to everyone involved (for example, employees, customers, and so on).

Two unavoidable consequences resulted from this change within plant maintenance: New maintenance terminology had to be coined for orga-nizations with responsibilities both nationally and internationally, and companies had to react to these challenges by changing their mainte-nance strategies.

2.2 New Maintenance Terminology

In June 2003, a new version of the German standard DIN 31051 Fundamentals of Maintenancewas published to replace the 1985 version. It was necessary to revise the older version as a result of EN 13306, pub-lished in 2001, which compiled new terminology for plant maintenance. In accordance with DIN 31051 (2003-2006), plant maintenance is now divided into four fundamental tasks (see Figure 2.1).

Plant maintenance is a combination of all technical, administrative, and management tasks carried out during the lifecycle of a technical object to keep it operational or to return it to this condition so it can work as intended. It essentially comprises the following four tasks: inspection, maintenance, repair, and improvement, each of which is described in more detail below.

PlantMaintenance

Inspection Maintenance Repair Improvement

Figure 2.1 New Maintenance Terminology

To ensure both the high availability and operating safety of the machines, technical systems, and equipment, regular inspections are required to determine their technical condition and to define the necessary mainte-nance tasks. DIN 31051 defines inspection as all tasks for determining and

Maintenance definition

Inspection


27

New Maintenance Terminology 2.2

assessing the actual condition of a technical object, including identifying the cause of wear and tear and deducing the tasks necessary to ensure its future use. In contrast, the old DIN 31051 defined inspection as all tasks for determining and assessing the actual condition. In particular, inspection comprises tasks such as:

EE Check

EE Measure

EE Observe

EE Assess

EE Deduce consequences

Whereas the old DIN 31051 defined maintenance as all tasks for preserv-ing the target condition, the new DIN 31051 defines maintenance as all tasks for delaying the reduction of the wear reserve. In particular, maintenance comprises tasks such as:

EE Visually inspect

EE Adjust

EE Replace

EE Supplement

EE Lubricate

EE Preserve

EE Clean

EE Function test

To obtain the required functional efficiency and availability of machines, technical systems, and equipment, it is necessary to implement main-tenance tasks regularly, based on the manufacturers guidelines, the maintenance plans, and customer needs while considering the changing operation-specific processes and conditions.

The old DIN 31051 defined repair as all tasks for restoring the target condition. In contrast, the new DIN 31051 defines repair as all tasks that return a technical object to its operational state, with the excep-tion of improvements. Repair tasks replace, for example, components or assemblies that are not fully functional in machines, technical systems, and equipment. These repair tasks are either unplanned tasks (correction

Maintenance

Repair


28


of a malfunction) or planned tasks (scheduled shutdowns). Ultimately, full functionality is restored. In particular, repair comprises the following activities:

EE Replace

EE Restore functions

EE Correct malfunctions

New to DIN 31051 is a fourth task known as improvement. This is defined as a combination of all technical, administrative, and management tasks for improving the functional safety of a technical object, without having to change its required function. Continuous improvements to techni-cal systems result in improved operational and functional safety for machines, technical systems, and equipment. This, in turn, develops a corresponding potential for improvement, produces solution proposals, and implements specific tasks. In particular, improvement comprises tasks such as:

EE Elimination of weak points

EE Improved design of machines and technical systems

EE Optimized business processes

EE Faster exchange of information

Table 2.1 compares the old DIN 31051 with the new DIN 31051.

DIN 31051:1985-01 DIN 31051:2003-06

Inspection Tasks for identifying and assessing the actual condition

Tasks for identifying and assessing the functional condition and determining the cause of wear and tear and deducing the tasks required

Maintenance Tasks for preserving the target condition

Tasks for delaying the reduction of the wear reserve

Repair Tasks for restoring the target condition

Tasks for returning the object to its operational state

Improvement Tasks for improving functional safety without changing the specified function

Table 2.1 Old and New DIN 31051

Improvement


29

Development of Maintenance Strategies 2.3

2.3 Development of Maintenance Strategies

It is not just the responsible organizations who have responded to the changes in business conditions; companies themselves have also accepted the new challenges and responded by changing their maintenance strate-gies (see Figure 2.2).

ReactivePerformance- Based

Time-Based

Condition- Based

Reliability- Based

Failure-BasedPlant Maintenance

PreventivePlant Maintenance

Condition-Based Maintenance (CBM)

Reliability-Based Maintenance (RBM)

Figure 2.2 Development of Strategies

The new challenges to the market and to technology are evident in the further development of maintenance strategies and maintenance con-cepts. Classic reactive maintenance, which involves repairing a technical system after a machine outage, was gradually superseded by preventive maintenance, which focuses on predictive maintenance and inspection tasks. As a result of increasingly interlinked technical systems, firefight-ing maintenance eventually had to be laid to rest because a machine outage could shut down the entire production line and therefore result in high downtime costs.

Preventive maintenance can be time-based (that is, calendar-based) or performance-based (that is, counter-based).

Why is this differentiation particularly important if preventive mainte-nance is used in IT? Because performance-based maintenance requires greater administrative effort than time-based maintenance.

From reactive maintenance to preventive maintenance

Time-based or performance-based?


30


For time-based maintenance, you define only maintenance plans with fixed cycles or cycles that build upon each other, so the maintenance planning and control system can determine all maintenance dates and automati-cally generate a maintenance order for each date determined.

However, one prerequisite for performance-based maintenance is a counter (kilometers, operating hours, numbers, pieces, and so on). This type of maintenance only works correctly if counter readings are recorded at regular intervals. The administrative effort associated with organiz-ing, planning, adding, and recording counter readings should not be underestimated. The maintenance planning and control system can only determine the updated maintenance dates if up-to-date counter readings are available on a regular basis.

For the number of maintenance orders completed in many companies, a ratio of 90:10 was, for a long time, valid in terms of the number of firefighting orders completed compared with the number of planned orders. This ratio may still be the case for many companies, but many companies have started to pave the way toward more planning and bet-ter planning. As a result, a ratio of 70:30 or even 50:50 may now be closer to the current situation.

For condition-based maintenance (CBM), maintenance activities are carried out if a measuring point for a technical object has achieved a certain condition. Therefore, one prerequisite for this is to inspect technical systems on a regular basis and to record the inspection results or to have upstream systems that permanently monitor the condition of a technical system and, in exceptional cases (for example, if values exceed or fall short of previously established threshold values), trigger a message that is sent to the maintenance planning and control system. Possible upstream systems include:

EE Mobile data entry systems

EE Process control systems (PCSs)

EE Building control systems

EE Supervisory control and data acquisition (SCADA) systems

What is the reality?

Condition-based maintenance


31

Development of SAP Plant Maintenance 2.4

Reliability-based maintenance (RBM) seeks to determine the maintenance tasks, operating rules, and design adjustments necessary for a technical system to achieve the required reliability. RBM is an analysis method that contains rules for decision-making. It is based on the analysis of a machines functions. From these, possible functional malfunctions are deduced and their causes determined. The effects of a malfunction are analyzed for each cause of malfunction. This collated information is known as an information worksheet and largely corresponds to a failure mode and effects analysis (FMEA). A decision chart is used to check whether condition-relevant, preventive, or reactive tasks are recom-mended for each cause of malfunction contained in the information worksheet. If none of these tasks makes sense, design changes or modi-fied operating rules are considered.

2.4 Development of SAP Plant Maintenance

The history of SAP Plant Maintenance extends as far back as 1986. That year, the first version of SAP Plant Maintenance was introduced to the market as RM-INST within the R/2 system. Other RM-INST releases appeared on the market in 1988 (4.3) and 1991 (5.0).

In 1994, the first version of R/3 PM (Plant Maintenance) entered the market. The R/3 releases then underwent various name changes: from R/3, R/3 Enjoy, and mySAP.com through to R/3 Enterprise, with PM remaining a constant term for plant maintenance up to and including the release of mySAP.com. In release R/3 Enterprise, SAP introduced the concept of asset lifecycle management (ALM).

When SAP launched the first ERP release onto the market in 2005, it introduced another new term for plant maintenance: EAM (enterprise asset management). Since then, the release names have changed many times: Initially, the release was called mySAP ERP 2005; then my was dropped, and the release name changed to SAP ERP 2005. Soon after, SAP replaced the year with a consecutive release number. Since then, it has been known as SAP ERP 6.0. Figure 2.3 outlines the history of SAP Plant Maintenance to date.

Reliability-based maintenance

From RM-INST

through R/3 PM

to SAP ERP EAM


32


R/3R/3Client / ServerClient / Server

ABAP/4ABAP/4

FIFIFinanzFinanz --wesenwesen

COCOControllingControlling

AMAMAnlagenAnlagen --wirtschaftwirtschaft

PSPSProjektProjekt --systemsystem

WFWFWorkflowWorkflow

ISISBranchenBranchen --ll sungensungen

MMMMMaterialwirtMaterialwirt --

schaftschaft

HRHRPersonalPersonal --

wirtschaftwirtschaft

SDSDVertriebVertrieb

PPPPProduktionsProduktions --

planungplanung

QMQMQualitQualit tsts --

ManageManage --mentment

PMPMInstandInstand --haltunghaltung

R/3Enterprise


ABAP/4ABAP/4








schaftschaft





planungplanung





ABAP/4ABAP/4








schaftschaft





planungplanung




R/3

R/3Enterprise

R/3Enterpr.

1986

1994

2005

mySAP ERP 2004

SAP ERP 6.0

RKRK -- PPProjectsProjects

R/2R/2

RVRVVertrieb Fakturierung VersandVertrieb Fakturierung Versand

RMRM--PPSPPS

ProduktionProduktion

RMRM--MATMAT

MaterialwirtMaterialwirt --schaftschaft

RMRM--QSSQSS

QualitQualit tsts -- sicherungsicherung

RMRM--INSTINST

InstandhalInstandhal --tungtung

RPRPPersonalPersonal

RKRKKostenKosten --rechnungrechnung

RARAAnlagenAnlagen --buchbuch -- haltunghaltung

RFRFFinanzFinanz --buchbuch -- haltunghaltung

RKRK --PPProjekteProjekte

RKRK -- PPProjectsProjects

R/2R/2MaterialwirtMaterialwirt

Figure 2.3 History of SAP Plant Maintenance

2.5 SAP ERP 6.0

SAP ERP 6.0 comprises SAP ERP Central Component (SAP ECC), all SAP industry solutions, additional components, and SAP NetWeaver 7.0 as a technological basis.

SAP ECC is not a revolutionary, but rather an evolutionary development of R/3 and comprises solutions for the following areas (see Figure 2.4):

EE Financial accounting (formerly FI and CO, now SAP ERP Financials)

EE Human resources (formerly HR; now SAP ERP Human Capital Man-agement)

EE Purchasing and warehouse management (formerly MM and WM; now SAP for Procurement & Logistics)

EE Product development and production planning (formerly PP and PDM; now SAP Product Development and Manufacturing)

EE Sales distribution and service (formerly SD and CS; now SAP Sales and Service)

SAP ERP ECC


33

SAP ERP 6.0 2.5

EE Generic corporate functions such as building management, project system, environment, industrial hygiene and safety, quality manage-ment, and travel management (formerly RE, PS, TM, EH&S, QM; now combined to form SAP ERP Corporate Services)

Logically, SAP EAM also belongs to SAP ERP Corporate Services. Chapter 6, Section 6.2, Integration within SAP ERP, will outline the key aspects of integrating SAP EAM into the SAP ECC applications.

SAP

Net

Wea

ver

Analytics Strategic Enterprise Management

Financial Analytics Operations Analytics Workforce Analytics

Financials Financial Supply Chain Management

Financial Accounting Mgmt. Accounting Corporate Governance

Human Capital Management

Talent Management Workforce Process Mgmt. Workforce Deployment

Procurement and Logistics Execution

Procurement Inventory & Warehouse Management

Inbound & Outbound Logistics

TransportationManagement

Product Developmt.and Manufacturing

Production Planning Manufacturing Execution Product Development Lifecycle Data Mgmt.

Sales and Service Sales Order Management Aftermarket Sales and Service Professional-Service Delivery

Corporate Services Real Estate Mgmt.

Enterprise Asset Mgmt.

Project+Port-folio Mgmt.

Travel Mgmt.

Environmental Compliance Management

Quality Mgmt.

Global Trade Services

End-User Service Delivery

Figure 2.4 Solution Map for SAP ERP 6.0

SAP offers 28 industry solutions (for example, SAP for Automotive, SAP for Utilities, and SAP for Chemicals, among others). These are delivered together with SAP ERP 6.0. You then use the Switch Framework to activate one or more industry solutions. We wont discuss this topic in any greater detail here, but instead direct you toward the extensive documentation and reading material available.

In addition to SAP ERP, SAP offers the following application solutions as part of SAP Business Suite:

EE SAP Customer Relationship Management (CRM) features functions for sales and distribution, marketing, and services.

Industry solutions

SAP Business Suite


34


EE SAP Product Lifecycle Management (PLM) features functions for the product development process such as ideas management, CAD inter-faces, document management, and so on.

EE SAP Supplier Relationship Management (SRM) features functions for electronic purchasing such as catalog management, self-services for suppliers and employees, and so on.

EE SAP Supply Chain Management (SCM) contains functions for demand planning, production planning, and distribution planning.

As of SAP ERP 6.0, SAP delivers enhancement packages on average once a year. In the past, SAP only delivered enhancements as part of new releases, which could only be managed by customers in the context of migration projects and therefore resulted in significant costs. In contrast to new releases, enhancement packages ensure a continuous and careful development of the system, without the cost of a migration project.

SAP ERP 6.0 EhP1 EhP2 EhP3 EhP4 EhP5

EnterpriseExtensions

BusinessFunctions

2005 2010

Figure 2.5 Enterprise Extensions and Business Functions

These enhancements were initially delivered in the form of enterprise extensions. EA-PLM is the extension that is relevant for plant mainte-nance. You can activate this extension in Transaction SFW5.

In SAP ECC, you can only use certain SAP EAM functions (for example, mass change of notifications and orders) if you have activated the enterprise exten-sion EA-PLM. If you want to use these maintenance functions, activate the SAP ECC extension EA-PLM in Transaction SFW5 (Figure 2.6), but note that you cannot undo this activation later.

Further development with

enhancement packages

Enterprise extensions and

business functions


35

SAP ERP 6.0 2.5

Figure 2.6 Transaction SWF5 Switch Framework

As of enhancement package 2, the enhancements were delivered as enter-prise business functions. The business functions that are significant from a plant maintenance perspective are listed below:

EE Enhancement package 2

EE LOG_EAM_CI_1 (e.g., digital signature of the operations)

EE LOG_EAM_POM (e.g., maintenance event builder)

EE LOG_EAM_SIMP (e.g., basic order view)


EE LOG_EAM_CI_2 (e.g., new BAPIs and BAdIs for plant maintenance)


EE LOG_EAM_CI_3 (e.g., inspection rounds)

EE LOG_EAM_POM_2 (e.g., MEB enhancements)

EE LOG_EAM_ROTSUB (refurbishment and subcontracting)

EE LOG_MM_SERNO (serial numbers in purchasing documents)


36


In SAP ECC, you can only use certain SAP EAM functions (for example, mass change of equipment and functional locations) if you have activated enter-prise business functions. If you want to use these maintenance functions, activate the relevant business functions in Transaction SFW5, but note that you cannot undo this activation later.

Components from other SAP products are delivered together with SAP ERP 6.0. These include:

EE SAP Supplier Relationship Management (only the classic self-service procurement scenario)

EE SAP E-Recruiting

EE SAP Learning Solution

EE SAP Financial Supply Chain Management

EE Employee Self-Services/Manager Self-Services

EE Collaboration Projects (cProjects) application

EE SAP Internet Sales Web Application Component

SAP NetWeaver

People Integration

Multi Channel Access

Portal Collaboration

Information Integration

Business Intelligence

Master Data Management

Knowledge Management

Application Platform

J2EE

DB and OS Abstraction

ABAP

Process Integration

Integration Broker Business Process Management

Com

posi

te A

pplic

atio

n Fr

amew

ork

Life

Cyc

le M

anag

emen

t

.NET

Web

sphe

re...

Figure 2.7 Integration Layers and Components of SAP NetWeaver 7.0


37

SAP ERP 6.0 2.5

SAP NetWeaver is the technological platform for all SAP applications (see Figure 2.7). It is delivered together with SAP ERP 6.0. SAP NetWeaver combines the functions of many SAP technology products and distin-guishes between the following three key integration layers: the process layer (process integration), the information layer (information integration), and the user layer (people integration). The application platform represents the common runtime environment.

The following SAP NetWeaver components are of particular interest from an SAP EAM perspective, so well discuss them in the course of this book in terms of their possible uses with SAP EAM:

EE SAP NetWeaver multichannel access (see Chapter 8, Section 8.2.3, Mobile Asset Management)

EE SAP NetWeaver Portal (see Chapter 8, Section 8.1.1, SAP NetWeaver Portal and Roles)

EE SAP NetWeaver collaboration (see Chapter 8, Section 8.1.6, Collaboration Folders)

EE SAP NetWeaver Business Warehouse (see Chapter 7, Section 7.2.4, SAP NetWeaver BW)

EE SAP NetWeaver Business Process Management (see Chapter 8, Section 8.3, Service-Oriented Architecture (SOA))

EE SAP NetWeaver Master Data Management1 (see Chapter 6, Section 6.3.1, Integration with SAP NetWeaver MDM)

1 We will recommend some additional reading material in the relevant sections. For a general overview of SAP NetWeaver, read Karch et al., SAP NetWeaver, 2nd edition, SAP PRESS, 2008.

SAP NetWeaver


39

This chapter provides information about the following indispens-able elements of maintenance processing within the SAP system: the general organizational units, the maintenance-specific orga-nizational units, and the work center.

3 Organizational Structures

The definition of an organizational structure comprises the following areas: the definition of the general SAP organizational units (for example, the controlling area, company code, plant, storage location, and so on), the definition of the maintenance-specific organizational units (for exam-ple, location or plant section), and the definition of the maintenance work centers (for example, mechanical workshop, electrical workshop, measurement and control, and so on).

3.1 SAP Organizational Units

Organizational units are the basis of all master data and business pro-cesses in SAP ERP.

If you implement SAP EAM, the general organizational units in the SAP sys-tem (for example, the company code, controlling area, and plant) are usually already defined. This is because they were defined when other applications (such as CO, MM, and so on) were implemented. So you can only influence the design if SAP EAM is implemented from the outset or if you define sepa-rate organizational units from a pure maintenance perspective.

3.1.1 The Plant from a Maintenance Perspective

The plant is, without doubt, the most important organizational unit for plant maintenance. It fulfills several maintenance functions:

EE A plant is responsible for planning maintenance activities. In this con-text, the plant is known as a planning plant. To convert a plant to a

Functions of the plant


40


planning plant, you use the Customizing function Enterprise Struc-ture Definition Plant Maintenance Maintain Maintenance Planning Plant.

EE All of the technical objects to be maintained are physically present in a plant (functional location, equipment, and serial number). Here, the plant is known as a maintenance plant. A plant becomes a maintenance plant if you create a technical object there. To define the planning plant responsible for the maintenance plant, you use the Customizing function Enterprise Structure Assignment Plant Maintenance Assign Maintenance Planning Plant to Maintenance Plant.

EE You need a plant with a storage location in which you can store spare parts.

EE Some technical objects (serial numbers) can be stored in a plant with a storage location.

3.1.2 Maintenance-Specific Organizational Units

Additional maintenance-specific organizational units (either maintenance plant-specific or planning plant-specific) play an important role within a plant (see Figure 3.1).

e.g., Locality, Building,Coordinate

e.g., Production Area,Plant Engineer

e.g., Maintenance Super-visor, Work Scheduling

e.g., Mechanics, Electricity

Plant Section

Maintenance Plant-Specific Organizational Units

Planning Plant-Specific Organizational Units

MaintenancePlanner Group

Maintenance Plant

Location

Work Center

Planning Plant

e.g., Mechanics, ElectricityWork Center

Figure 3.1 Maintenance Plant and Planning Plant

Maintenance plant-specific or planning

plant-specific?


41

SAP Organizational Units 3.1

Technical objects (functional location, equipment) also contain all of the maintenance plant-specific and planning plant-specific data, which is copied to notifications and orders. This data is explained in more detail below.

Work Center

Work centers perform maintenance tasks or are responsible for such tasks. They either reference a planning plant or a maintenance plant (see Section 3.2, Work Centers).

Planner Group

A maintenance planner group is responsible for planning maintenance tasks. The maintenance planner group also references a planning plant. To maintain maintenance planner groups, you use the Customizing function Plant Maintenance and Customer Service Master Data in Plant Maintenance and Customer Service Technical Objects General Data Define Planner Groups.

You set up maintenance planner groups, for example, if you want to map work scheduling or individual maintenance planners known by name.

Location

You use a label to indicate the physical location of a technical object. A location is always defined in such a way that it references a maintenance plant. To maintain locations, you use the Customizing function Enter-prise Structure Definition Logistics General Define Location.

In practice, either building numbers (for example, F141, WDF21, or similar) or, if they exist, plant coordinates (for example, A01, K15) have become com-monly used locations.

Plant Section

You define the responsibilities associated with operating the (production) plant as a plant section. To maintain plant sections, you use the Customiz-ing function Plant Maintenance and Customer Service Master Data in Plant Maintenance and Customer Service Technical Objects General Data Define Plant Sections.


42


In practice, the plant engineer responsible for the technical system and the production area belonging to the technical system have become commonly used plant sections.

3.1.3 Other General Organizational Units

In addition to the maintenance-specific organizational units, other gen-eral organizational units are also relevant for SAP EAM.

Company Code

You assign the plant to a company code (see Figure 3.2) (Customizing function Enterprise Structure Assignment Logistics General Assign Plant to Company Code). The company code is the smallest organizational unit for which a complete, self-contained set of accounts can be drawn up for the purposes of external reporting (the company). This involves recording all relevant transactions and generating balance sheets and profit and loss statements.

Plant

Company Code

Controlling Area

Figure 3.2 General Organizational Units

When you assign a technical object to a maintenance plant, you also automatically assign its company code in the background.

Controlling Area

The controlling area is an organizational unit within a company. It is used to represent a closed system for cost accounting purposes. A controlling area can comprise one or more company codes (assigned using the Cus-tomizing function Enterprise Structure Assignment Controlling Assign Company Code to Controlling Area).

When you assign a technical object to a maintenance plant, you not only create its company code, but you also determine its controlling area.


43

SAP Organizational Units 3.1

Similarly, when you assign a work center to a plant, you also assign its controlling area.

From a plant maintenance perspective, it is always favorable if the control-ling area of the technical object and the controlling area of the work center are identical.

You may be asking yourself why this is favorable. This will be explained in the next section.

3.1.4 Plant-Specific and Cross-Plant Maintenance

For business processes in plant maintenance, you need to differentiate between order planning and execution in the same plant and order plan-ning and execution in different plants.

Plant-Specific Maintenance

In practice, you most often encounter a situation where the maintenance requirement is planned in the plant in which it originates, the orders are fulfilled by workshops in the same plant, and the spare parts are stored within the same plant. In Figure 3.3, this plant is known as Plant 1000. Here, the following applies: maintenance plant = planning plant = spare parts storage.

Plant 1200 Plant 1100

Plant 1000 Spare Parts Storage

Maintenance Requirement



Planning of Maintenance Requirements

Work Center

Work Center

Figure 3.3 Plant and Plant Maintenance

Cross-Plant Maintenance

However, there are other constellations in addition to plant-specific maintenance:

Planning and execution in the same plant

Requirement and execution in different plants


44


EE In a plant (here, for example, 1200), there is a requirement because a technical system is to be maintained there (that is, in the maintenance plant), but all other functions (planning, order execution, spare parts storage) are the responsibility of another plant (here, for example, 1000).

EE Alternatively, there is a requirement in a plant (here, for example, 1100), and additional partial functions (order execution) are also the responsibility of this plant, but other partial functions (order plan-ning, spare parts storage) are the responsibility of other plants (here, for example, 1000).

Cross-plant maintenance is not a problem if the maintenance plant of the technical object and the plant of the executing work center are in the same company code.

The same applies if the plants are in different company codes, but belong to the same controlling area. This is also a standard scenario.

It is a problem if the plants belong to different controlling areas. Here, there is no standard scenario, but rather a customer-vendor relationship. So in this case, the maintenance plant (customer) has to trigger purchase orders, and the work center plant (vendor) triggers a sales order and its associated invoice. The invoice is, in turn, recorded as an incoming invoice at the maintenance plant. All in all, this is a very cumbersome procedure. How can it be simplified?

If you implement cross-plant maintenance and your plants are in different controlling areas, I recommend the following approach:

EE In the work center plant, create a cost center for the actual maintenance plant.

EE Assign all of the technical objects to the work center plant (as a mainte-nance plant) and to this cost center.

EE Process all maintenance orders in the work center plant.

EE Manually issue periodic invoices (for example, monthly) from the work center plant by which the customer maintenance plant is debited the amount and the cost center is credited the same amount.

This procedure saves you from having to create purchase orders, sales orders, and individual invoices and post individual incoming invoices.

Different controlling areas


45

Work Centers 3.2

3.2 Work Centers

From a maintenance perspective, a work center represents either an individual person (for example, Mr. John Smith, a technician) or a workshop a group of people. Examples of workshops include, in par-ticular:

EE Mechanical workshop

EE Electrical workshop

EE Measurement and control

EE Machine center

EE Welding workshop

EE Paint shop

EE Cleaning line

Avoid using individual people as work centers. You could jeopardize your chances of capacity planning. Plus, work center data requires a lot of main-tenance. For person-specific responsibilities, it is better to use partner func-tions (see Chapter 4, Section 4.2.8, Special Functions).

If you record work centers for each person, please note the legal regulations for each country.

In Germany, for example, you can only do this if you have given your em-ployee representatives a written company agreement in which, among other things, you state that the information will not be used to compare employee performance.

In plant maintenance, work centers are used as the:

EE Main work center in the equipment master record and functional location master record

EE Main work center in a maintenance item

EE Main work center in the header of a maintenance task list

EE Performing work center in the operations of a maintenance task list

EE Main work center in the notification

Definition and fundamentals


46


EE Main work center in the order header

EE Performing work center in the operations of an order

Work centers are the individual master records that you must create to use SAP EAM. You can implement business processes, for example, without tech-nical objects (functional locations, equipment, and so on), but not without work centers.

Creating a Work Center

You use Transaction IR01 to maintain work centers. Here, you first assign a work center number and then assign the work center to a plant.

Frequently, you have to specify the work center in SAP EAM processing, you should keep work center numbers as short as possible (for example, M for mechanical workshop, E for electrical workshop, and so on).

The work center contains essential processing information (see Figure 3.4).

Available Capacities Capacities Supply Cycles (Normal Operations Early/Day Shift, Reduced Working from/to, ...) Shift Sequences Shifts

Scheduling Formulas Interoperation Times

Description Location Hierarchy

Calculation Cost Center Activity Types

Default Values

Figure 3.4 Contents of a Work Center


47

Work Centers 3.2

Basic Data

Work centers contain basic data. You maintain this data on the Basic Data tab.

When maintaining basic data for a work center, ensure that you set Task List Usage to 004 (maintenance tasks lists) or 009 (all task list types) so that the work center can be used in EAM processing. Furthermore, Standard Value Key must be set to SAP0 so that standard values such as setup times or ma-chine times are not required later.

Default Values

Work centers contain default values that are copied into the operations or referenced when creating maintenance task lists and maintenance orders. Referencing means the data cannot be changed in the maintenance task list. You maintain default values on the Default Values tab. The most important default value is the control key. Later, youll use this key in the maintenance order to control:

EE Whether the operation should be part of costing

EE Whether the operation should be scheduled

EE Whether the operation should generate capacity requirements

EE Whether a confirmation is expected for the operation

EE Whether the operation should be processed externally

EE Whether service specifications should be set up in the operation

To maintain the control key, you use the Customizing function Plant Maintenance and Customer Service Maintenance Plans, Work Cen-ters, Task Lists and PRTs Work Centers Task List Data Maintain Control Keys.

Using the control key, you can control in detail the business functions that an operation should have (cost, print, confirm, assign externally, schedule, and so on).

You require at least two control keys: one for internal processing and one for external processing. Other control keys can be added as required.


48


You should always define the control key in the work center as a default value so that you do not always have to manually enter it in the maintenance task list and maintenance order.

Scheduling Data

Work centers contain scheduling data required for lead time scheduling. You maintain scheduling data on the Scheduling tab (see Figure 3.5).

Figure 3.5 Scheduling

If you want to schedule the orders later, your work center requires a formula for the duration of internal processing. This must point to the DAUNO field, that is, the duration from the operation. By default, this is the SAP004 for-mula.

For checks or definitions, you can use the Customizing functions Pro-duction Basic Data Work Center Capacity Planning Work Center Formulas Define Formulas for Work Centers and Define Formula Parameters for Work Centers.

Available Capacity

Work centers contain available capacity data required for capacity planning. Available capacity specifies which service provides the capacity for each work day. A capacity is always assigned to a work center, and in plant maintenance, it is generally expressed in hours per week. The capacity data is maintained on the Capacities tab (see Figure 3.6).


49

Work Centers 3.2

Figure 3.6 Capacities

If you want to execute capacity planning for your work center later, your work center requires a formula for the requirements of internal processing. This must point to the ARBEI field, that is, the work from the operation. By default, this is the SAP008 formula.

For checks or definitions, you can use the Customizing functions Pro-duction Basic Data Work Center Capacity Planning Work Center Formulas Define Formulas for Work Centers and Define Formula Parameters for Work Centers.

In the work center, you maintain the available capacity on the Capacities tab by clicking the button. Figure 3.7 shows which informa-tion you can specify for the available capacity.

Figure 3.7 Available Capacity

Most details, such as work start, work finish, length of breaks, and num-ber of individual capacities (i.e., number of craftsmen) are not critical and are easily determined.

If you work in different time periods with different staff assignments, you can maintain intervals. You can also define multilayer models.


50


The rate of capacity utilization is critical: This specifies (in percentage) the portion of gross capacity available to the craftsmen (net) for planned orders. What must be subtracted from 100%?

EE Additional, necessary personal time (toilet breaks, unplanned breaks, works meetings, and so on)

EE Illness

EE Leave

EE Unplanned orders

In plant maintenance, this last item is a very critical factor and can only be very roughly estimated.

Without taking account of unplanned orders, a rate of capacity utilization of between 65% and 75% is most common in practice.

When taking account of unplanned orders, there are two possibilities:

EE You take account of these in the rate of capacity utilization; then the rate of capacity utilization is reduced according to your portion of unplanned orders to a value of between 30% and 50%.

EE You reserve some personnel beyond the number of individual capacities specified in the available capacity (that is, the number of craftsmen) and deploy them only for unplanned orders so that the data specified in the available capacity is available only for planned orders.

Costing

Work centers contain costing data that enables you to cost operations. This data is maintained on the Costing tab (Figure 3.8).

Figure 3.8 Costing


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Work Centers 3.2

If you later want to perform costing for your work center, your work center requires the following:

EE A cost center

EE An activity type

EE A formula for the requirements of internal processing. This must point to the ARBEI field, that is, the work from the operation. By default, this is the SAP008 formula.

For checks or definitions, you can use the Customizing functions Produc-tion Basic Data Work Center Costing Work Center Formulas Define Formulas for Work Centers and Define Formula Parameters for Work Centers.

Chapter 6, Section 6.2.5, Controlling, provides information about how to define the associated allocation record.


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This chapter will introduce you to the structuring resources of SAP EAM, show you the purposes for which you can and cannot use each resource, and provide you with numerous tips on aspects you should observe.

4 Structuring of Technical Systems

A suitable structuring of technical systems is the basis for being able to use SAP EAM to map business processes in plant maintenance and subsequently process them. And if my experience with previous projects has shown one thing, it is that each company has its own vision of how it wants to map its technical systems in SAP EAM, so each company does it differently. No two companies will develop the same vision for the structuring of their technical systems. Specifically, each company develops its own requirements in the implementation project, especially in relation to the following questions:

EE Which structuring resources should you use?

EE How deep should the structure be?

EE At which structure level should a particular resource be used?

EE Which information should you store?

EE Which functions should you use?

EE At which levels should you map the technical systems?

If you are considering an implementation and want to map your technical systems in SAP EAM, then before doing so, you should ask yourself some questions and answer them to the best of your current knowledge.

4.1 Actions Before Mapping Your Technical Systems in the SAP System

This section will first outline the questions you should ask before the implementation and provide tips on how to answer those questions.


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4 Structuring of Technical Systems

When trying to find all of the answers, the following principle should apply: as much as is necessary, but as little as possible.

This means the following: Determine your business and technical require-ments and find the easiest way to map these in SAP EAM. Throughout the rest of the book, the chapters will use lots of examples to show you how to apply this principle.

Question 1: Which Structuring Resources Should You Use?

SAP EAM provides you with a broad range of potential structuring resources: functional locations, reference functional locations, equip-ment, object links, serial numbers, PM assemblies, materials, and different types of bills of material (BOMs).

Functional locations represent a complex, generally multilevel structure for technical systems, whereby you create each element of the technical system structure as a functional location. So, functional locations are used to establish a vertical technical system structure. Functional loca-tions usually represent immovable, functional units. Examples include process plants in the chemical and pharmaceutical industries, power plants, production lines, buildings, conduits, infrastructure, and com-puter networks.

Reference functional locations are solely templates for generating real functional location structures or for subsequently passing on data to real functional locations. They cannot be business processes (for exam-ple, a malfunction report).

Equipment represents movable, individual aggregates (inventories). Examples include machines, pumps, engines, production resources and tools (PRTs), vehicles (cars, trucks, fork lift trucks, and industrial trucks), and IT inventories (PCs, printers, monitors, notebooks, and projectors).

You establish object links between different technical objects (pieces of equipment or functional locations). Such links exist, for example, between individual production units, between production plants and supply systems, and between supply systems and disposal systems. You use object links to form an object network. In this way, your technical systems can have a horizontal structure.

Functional location

Reference functional location

Equipment

Object link


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Actions Before Mapping Your Technical Systems in the SAP System 4.1

Unlike a piece of equipment, a material represents not an individual item, but rather a type of object, for example, the type pump normal 400 100 or the type three-phase normal engine SM/I, 220/380V, 50Hz, 0.18kW. A material includes a specific amount of the correspond-ing type. Yo

Plant Maintenance With SAP

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