Maintenance Management Process MMP.pdf

8/9/2019 Maintenance Management Process MMP.pdf

http://slidepdf.com/reader/full/maintenance-management-process-mmppdf 1/87

LARGE INDUSTRIES

MAINTENANCE

MANAGEMENT PROCESS

(MMP)

Document No.:

Revision:

Effective Date:

Page:

Serial No.:

PPN-MNT-0002-P

0

Page 1 of 87

DISCLAIMER

Air Liquide America, L.P. and its affiliates ("Air Liquide") have drafted this document exclusively for their own use.

This document is considered confidential and proprietary in nature. Without written permission of Air Liquide

Management it shall not be distributed to or used by anyone other than Air Liquide personnel. Users of this document

must ensure that they have the latest revision. Non-current versions of the document must be destroyed and must not be

used.Air Liquide believes that the information contained in this document is true and correct and that the document suitably

addresses the matter to which it relates; however, Air Liquide does not hold itself out to third parties as recommending

the use of this document or the information contained herein, or reliance thereon in any way. With regard to such third

parties and the information contained in this document or the use or application of the information contained in this

document, AIR LIQUIDE EXPRESSLY DISCLAIMS ALL WARRANTIES, INCLUDING, BUT NOT LIMITED TO,

THE WARRANTY OF MERCHANTABILITY AND THE WARRANTY OF FITNESS FOR A PARTICULAR

PURPOSE.

Air Liquide also disclaims all liability and responsibility for loss, damage or injury, however occurring, resulting from the

use of this document or the information therein by any third party.

1.0 SCOPE

1.1 This document describes the maintenance processes for Large Industries

Maintenance.

2.0 POLICY

2.1 This process shall apply to all maintenance activity in Large Industries business unit.

3.0 HSE CONSIDERATIONS

3.1 There are no HSE considerations applicable to this document.

4.0 TERMINOLOGY

4.1 MMP – Maintenance Management Process

5.0 RESPONSIBILITY

5.1 The Large Industries Director of Maintenance and Reliability shall be responsiblefor implementing this procedure.

6.0 ACTIVITY

6.1 All maintenance activity is described in Attachment 1.

7.0 ATTACHMENTS

7.1 Attachment 1 – Maintenance Management Processes for Large Industries BusinessUnit.



LARGE INDUSTRIES

MAINTENANCE

MANAGEMENT PROCESS

(MMP)

Document No.:

Revision:

Effective Date:

Page:

Serial No.:

PPN-MNT-0002-P

0

Page 2 of 87

The

Air Liquide America, L.P.

Maintenance Management Process

For

Large Industries Business Unit



Table of Contents

IntroductionHow to Use This Manual………………………………………………............ 5

Unit 1 – Maintenance at Air Liquide America

1 Fundamentals of Maintenance Management ................................. 82 Large Industries Maintenance Strategy........................................ 103 MMP: Maintenance Management Process................................... 154 Maximo Enterprise Asset Management....................................... 215 The ALA / Maximo Implementation ........................................... 24

Unit 2 – Maintenance Management Process

1 Identification and Prioritization ................................................... 292 Planning and Estimating............................................................... 383 Approving..................................................................................... 514 Procurement.................................................................................. 565 Scheduling .................................................................................... 626 Executing and Reporting.............................................................. 747 Continuous Improvement............................................................. 78

Appendix I – FlowchartsA Requisitions .................................................................................. 81B Requisition Approval ................................................................... 82C Pipeline Zones .............................................................................. 83D Pipeline WO Approval................................................................. 84E On-Site Zones............................................................................... 85F On-Site WO Approval.................................................................. 86



INTRODUCTION

Air Liquide America, L.P. Page 4 of 87



INTRODUCTION

How to Use This Manual

GettingStarted

This manual is designed both for use in the classroom and as a handbook forreference later. If you are a student in the classroom, and this manual wasgiven to you to use, it is yours to keep. There is a place in the back of the book for additional notes. Also, writing in the margins is not only permitted,it is encouraged.

This book is designed for use with the companion manual Maximo EnterpriseAsset Management, which explains transaction-by-transaction, the use ofMaximo 4i in this process. Teaching Maximo is not the purpose of thismanual, but for clarity, some Maximo functionality is discussed.

This book explains the reasoning behind the decision processes, which drive

the functions in Maximo. Together the two manuals explain the process andthe specific techniques for efficiently managing and executing themaintenance process at Air Liquide America, L.P.

Information

MappingThe formatting of this manual is done using a procedure called Information

Mapping. This makes it much easier to find specific information quickly.Similar blocks are grouped in sections, similar sections within chapters,related chapters within units, etc. If you would like more information aboutthis formatting procedure, please visit their website:

http://www.infomap.com/solutions/index.htm

Flowcharts Study the flowcharts. Much more can be conveyed about processes and

procedures in the flowcharts than can efficiently be described in words. The purpose of this manual is to explain MMP, the Maintenance ManagementProcess, and how it is used at Air Liquide. This purpose will be better servedif the reader studies and understands the flowcharts before proceeding, sincemultiple references are made to the flows throughout the manual.

Flowcharts

Appendix Topic See Page

1-A Requisition 79

1-B Requisition Approval 80

1-C Pipeline Zone Work Orders 81

1-D Pipeline Zone WO Approval 82

1-E On-Site Zone Work Orders 83

1-F On-Site Zone WO Approval 84

Continued on next page




INTRODUCTION

How to Use This Manual, Continued

Process vs.Procedure

Hopefully, by the time you finish training, and have studied this manual, youwill understand that MMP is merely a maintenance philosophy, describing aspecific process, carried out by employees in well-defined roles, foridentifying, documenting, planning, approving, and executingwork…efficiently.

Maximo is a software program, configured to MMP compatibility, which provides the structured environment for housing documented tasks and procedures, storing standardized parts and supplies, garnering appropriateapprovals, and scheduling work execution. It is a standardization tool.

You will notice that the manual constantly reminds the reader of therelationship between MMP, the philosophy, the big picture, the overallProcess…and Maximo, the tool, the task, the transaction, the Procedure within the process.

Statuses The following are statuses or status synonyms currently used in Maximo:

Status Description

APPR Approved

CANCEL Work Order is cancelled

CLOSE Work Order is closed (financially)COMP Work Order is complete

CRTD Created

HOLD Work Order has been interrupted

INPROG Work is in progress

PLAN WO approved to plan, WO in planning now

SCHD Work is Scheduled

TECO Work is technically complete

WAPPR Waiting approval

WMATL Waiting for Material

WPCOND Waiting for Plant ConditionsWSCH Waiting to Schedule





INTRODUCTION

How to Use This Manual, Continued

Abbreviations The following are abbreviations used in this manual:

Abbreviation Description

ALA Air Liquide America

CMMS Computerized Maintenance Management System

CSM Corporate Supply Management

EAM Enterprise Asset Management

ERV Estimated Replacement Value

FMEA Failure Mode and Effects Analysis

GL General Ledger

I&E Instrument and Electrical

IC Industrial Customers (Business Unit)

KPI Key Performance Indicators

LI Large Industries (Business Unit)

L.P. Limited Partnership

LOX Liquide Oxygen

MC Maintenance Coordinator

MMP Maintenance Management Process

OS On-Site (zone or plant manager)

Plt.Mgr. Plant Manager

PdM Predictive Maintenance

PL Pipeline (zone or plant manager)PM Preventive Maintenance

PR Purchase Requisition

PO Purchase Order

RACI Responsible, Accountable, Consulted, Informed

RC Reliability Center

RCFA Root Cause Failure Analysis

RCM Reliability Centered Maintenance

REQ Requisition

SOP Standard Operating Procedure

TAR Turnaround

WO Work Order

`




Unit 1. Maintenance at Air Liquide America

Chapter 1. Fundamentals of Maintenance Management

Standards andBest Practices

Maintenance is the application of time, tools, and talent to insure thatequipment functions at the desired capacity. Efficient and effectivemanagement of this maintenance process insures that we obtain the optimumreliability level at the optimum cost over time.

In any type of industry, there are standard procedures for maintainingequipment assets that are generally accepted. Equipment assets of a specifictype require specific maintenance procedures, applied in the proper mannerand at the correct frequency, to achieve the results desired. Often themanufacturer recommends certain procedures. Others are often referred to asindustry best practices or industry standards.

Many industry best practices and standards evolved as a result of many yearsof applied maintenance and measured results. Some standards help to insuremore cost-effective repair, while others promote a safer environment duringthe performance of maintenance procedures. Often, an accepted best practiceis nothing more than common sense. The adherence to industry best practicesand standards does not guarantee a reduction in time or cost needed for therepair, but it does increase the likelihood that the repair will be accomplishedefficiently, safely and expediently.

Efficiency andReliability

Just as the application of uniform standards of maintenance and performancemeasurement can improve the reliability, safety and cost-effectiveness ofspecific maintenance repairs, rational and appropriate standards ofmaintenance management can and should be applied at all levels of themaintenance organization. This not only insures that the company’sequipment asset-base functions reliably, but that this reliability is consistentand measurable.

What constitutes rational and appropriate maintenance management willdiffer from company to company. Though unique and specific solutions doevolve over time, many organizations have similar maintenance needs, share

many of the same processes and procedures, and strive to achieve the sameoutcomes. For this reason, exceptional maintenance organizations withinthese companies may be very nearly identical in certain aspects, varying onlyslightly in others.

Continued on next pag




UNIT 1, CH 1

Unit 1Chapter 1. Fundamentals of Maintenance Management, Continued

Exceptional

Maintenance An efficiently managed maintenance organization has maintenance dollars budgeted well in advance. Major projects are well planned, efficientlyexecuted, and cost projections are more accurate because a larger percentageof the work is repetitive and proactive in nature. There are fewer surprisesand complete breakdowns are rare, because equipment is more reliable.Maintenance needs are identified immediately and planned efficiently.Scheduling decisions are made intelligently and generally work is started andcompleted on time to minimize down time and improve efficiency.

Within an exceptional maintenance organization, each individual has well-defined responsibilities with sufficient authority to be successful. There are planners, schedulers, coordinators, technicians, managers, etc. Identifyingroles and defining them well, minimizes redundancy and insures continuity,even though people leave the organization and new people fill the vacancies.Training is specialized and targeted according to individual responsibility andall employees have a general understanding of the big picture, where they fitand how their area of specialty impacts the total maintenance process.

Optimizing the

Maintenance

Management

Process

At the heart of any maintenance management process is the understandingthat achieving optimal maintenance is an ongoing effort, requiring the totalcommitment and cooperation of the entire organization. It includes thedelegation of authority, logical division of responsibility, comprehensive andcontinuous training, constant communication and above all, management’scommitment of support and expectation of success.

It is virtually impossible to implement an “out-of-the-box” maintenancemanagement philosophy with a “one-size-fits-all” mindset in a company asdiverse and unique as Air Liquide America, L.P. Here, a good maintenance philosophy is a great start, but it will require on-going optimization. The process as already started.

In the next section, you will begin to see how Air Liquide’s Large IndustriesBusiness Unit is approaching the management of the maintenance process.




Unit 1Chapter 2. Large Industr ies Maintenance Strategy

IntroductionThe goal of reliability-centered maintenance is optimum productionreliability. And production is reliable when the very best equipmentmaintenance practices are consistently and skillfully applied. This means theright parts, the right tools, and the right human talent available…applied the best way possible…as often as possible.

To that end, the philosophy behind creating well-staffed, centrally locatedReliability Centers, is to locate the appropriate materials, tools, and craftsmenwithin striking distance of work, properly prioritized to meet the needs of the business.

Though the philosophy is the same for Pipeline and On-Site plants, the

application strategy changes slightly as distance from the RC increases.Basically, the further a plant is from the RC (i.e. – Northern, Southern andWestern Zones), the more maintenance work a Plant Manager has to executelocally.

The philosophy hasn’t changed. We will consistently apply the best resourcesand talent available, wherever they are needed. Determining when they areneeded, is the subject of this section. And we will present some generalguidelines for the On-Site plants to follow in making that determination.

OS RC vs.

PL RCResponsibilities

Below are some of the differences in types of work typically managed byOn-Site RCs, and that managed by the more heavily staffed Pipeline RCs.

On-Site RCs

(Staffed for Major Maintenance)

Pipeline RCs

(Staffed for Major Maintenance

& Daily Maintenance)

Northern,Southern & Western

Mississippi River,Hydrogen & Gulf Coast

Major Maintenance Work > $5K 80% of budget

Major PMs, PRs, POs Planning/Approvals Plan, Schedule, and

Execute TARs, OHs

Major Maintenance Daily Maintenance Budget Management

Planning & Scheduling PMs PRs & POs





UNIT 1, CH 2

Unit 1Chapter 2. Large Industr ies Maintenance Strategy, Continued

PL RC vs.

OS RCStrategy

Due to their remote locations, On-Site plants must be more self-sustaining innature and require the Plant Manager to play a larger role in the maintenance process. The resources from which the On-Site plant has to draw are minimalcompared to Pipeline plants with RCs close by, so they are required to perform minor maintenance. Because of the larger role of the On-Site PlantManager in the process, the On-Site Zone RCs (i.e. – Atlanta, Chicago, SanFrancisco) are less heavily staffed from the start.

PL RC vs.

OS RC

Staffing

Pipeline Zone RCs are well equipped and well staffed with technicians andother skilled human resources. They have a greater concentration of assets,so their maintenance budgets are considerably higher. For these reasons, Air

Liquide has decided that the RC should manage the daily maintenance for theassociated plants, so that the bulk of the resources are consistently appliedwhere the bulk of the costs are consistently generated.

On-Site Zones Pipeline Zones

Northern,Southern & Western

Mississippi River,Hydrogen & Gulf Coast

PdM Specialists Planners/Scheduler Reliability Engineers Maintenance Engineers

Maintenance Coordinators Equipment Specialists Control System Specialists

I & E Technicians

PdM Specialists Planners/Scheduler Reliability Engineers Maintenance Engineers

Maintenance Coordinators Equipment Specialists Control System Specialists

- PLUS - HV Electricians I&E Technicians Analyzer Technicians Harmony Mech Techs

OS RC

Responsibilities(80/20 Rule)

The best way to describe the relationship between an On-Site RC and one of

its plants, is to apply the 80/20 rule. On-Site RCs target management of thework that generates roughly 80% of the costs, leaving the plant to manage theremaining 20%.

Note: Overlap does occur, creating a gray area where the Plant and RC

jointly decide how best to manage the work, often based on factors other than

cost (i.e. - job requirements, risk, complexity, etc.).





UNIT 1, CH 2


PL RC

ResponsibilitiesPipeline RCs target management of 100% of the costs and work of a Pipeline plant because they are geographically closer, often within walking distance.This gives Pipeline plants a much larger talent pool from which to drawallowing them the flexibility to make necessary repairs on a daily basis.

Note: For a more detailed depiction of the work order flows for Pipeline and

On-Sites please see the flowcharts Appendix I at back of this manual.

PL RC

ConceptIn 2001 the “One Stop Shop” RC concept was created. (Pictured below) The idea was/is for Pipeline plants to go through the RC for their dailymaintenance needs. From creating work orders, to prioritizing, approving,

planning and scheduling work, including PMs, TARs, PRs, POs and workexecution.

National/ Regional Vendors

National/ Regional Contractors

ALA Warehouse

ALA National Resources

Spare Parts

Materials

Equipment

RC

PLANT 1

PLANT 2

PLANT 3

PLANT 4





UNIT 1, CH 2


On-Site Plant

ManagerMost of the discussion to this point has been concerning the ReliabilityCenters, how they are staffed, their responsibilities to the plants, what theydo, etc. What remains to be clarified are the guidelines and instructions forthe On-Site Plant Managers. How will they determine when to exercise personal initiative, provide local oversight, and apply local talent?

Risk

AssessmentRisk must also be evaluated, when determining whether or not to handle worklocally. What is lost if a simple, quick fix, results in a total breakdown…andthe manpower is not available to fix it? How likely is this? All thingsconsidered, is this particular risk a reasonable one? In general, the higher the

risks, the more likely it is that the RC should manage the work.

Examples of Low, Medium and High Risk Jobs

Low

• Instrument calibration

• Changing Panel Lights

• Changing Oil or Oil Filters

Medium• Repacking Cooling Tower Water Pumps

• Exchanger Cleaning

High

• Any Compression Equipment Overhaul

• All Turnarounds

• Motor Repairs & Replacements

Complexity Does this work require a complex set of different skills, suppliers andequipment? Does the plant have the local talent to attempt this repair? Doesthis repair have the potential to overwhelm the local resources? What is theworst-case scenario, in this regard? Are we prepared for it? In general, the

more complex the repair, the more important it is that the RC manages it.

Examples of Low, Medium and High Levels of Complexity

Low• Painting

• Insulating

Medium • Transmitter Replacements• Analyzer Replacements

High• Repair LOX Pumps

• Mole Sieve Valve Repairs & Replacement





UNIT 1, CH 2


On-Site

Plant Mgr.Rule-of-Thumb

Now…understanding the MMP philosophy of placing the right parts, toolsand people, on the most critical, most complex, riskiest jobs…and knowingour strategy allows exceptions when certain circumstances exist…How doyou as the On-Site Plant Manager faced with an equipment malfunction or breakdown, determine how to proceed? What are your first steps?

Call the RC?

Y/NThe OS Plant Manager might use the following as a guideline when decidingwhether to handle a specific job locally.

On-Site Plant RC

Routine Tasks Irregular Repairs

Minor < $5K Major >$5K

Simple Tools Complex / Contractor Required

Plant-based PMs National PMs

Requires only a Field Direct PO* Requires a CSM PO (>$10,000)*

* Field Direct and CSM Purchase Orders are discussed on pages 40 and 41.

Litmus Test Think of each of the following entries as a very general litmus test.

On-Site Plants should ask three questions:

Do my plant personnel have the time to do this work?

Do they have the tools?

Do they have the talent?

If the answer to any one is “No,” call the RC to discuss.

The Grey Area Understand, these are general guidelines issued to facilitate the decision process. Obviously risk and complexity are subjective…and there will be jobs executed by the RC, which fall below the $5,000 mark and some more

expensive jobs executed by the plants. When the guidelines are not sufficient,or unclear circumstances merit involvement of Zone Production Managersand RC Managers, or an even higher authority…requesting that involvementis the appropriate course of action. Resolution is the goal.




Unit 1Chapter 3. MMP: The Maintenance Management Process

IntroductionA couple of years ago, the decision was made to begin redesigning how wedo maintenance in the Large Industries Business Unit. The idea was toincorporate industry best practices into our everyday processes andstandardize our procedures. Better, safer practices did exist and we needed to be using them. The initiative was called the Maintenance ManagementProcess, MMP. It incorporates several simple and logical concepts, whichwill be discussed in this chapter.

Proper maintenance done properly not only promotes safety, quality, andreliability, the inherent efficiency is critical to the bottom line, reducingmaintenance costs and building competitive advantage right into the production process. MMP now provides a solid foundation, upon which wewill continue to build and improve consistently. MMP is designed to providethe environment where this consistency is not compromised by positivechange and growth. The best working environment facilitates growth, byencouraging personal initiative, and embracing positive change.

Maximo 4i It was realized early on that one of the core ingredients to having a successfulMaintenance Management Process is to implement an Enterprise AssetManagement System (EAM), formerly known as CMMS, to facilitate andenhance the MMP process. An extensive study was undertaken at AirLiquide to evaluate the current EAM (Synergen) and determine if it wouldmeet the needs of Air Liquide.

The results of the study showed that Synergen would not meet our needs in itscurrent state. Another study was performed to determine if we should investmore money in Synergen to upgrade and achieve the desired results or if weshould implement a new system. As a result of this study, Air Liquide choseto implement Maximo in place of Synergen because Maximo is an industryleader, has standard interfaces to Oracle financials, has thousands ofcustomers worldwide, and would enable us to achieve our MMP vision.





UNIT 1, CH 3

Unit 1Chapter 3. MMP: The Maintenance Management Process, Continued

Solution

Workshops

The Maximo project began in 2001 with “Solution Workshops”. The Solution

Workshops were an opportunity for future users to give their input on the newsystem. Many field personnel from both Industrial Customers and LargeIndustries attended these workshops, which lasted over 4 weeks. Theworkshops were designed to bring in a diverse group of employees with a widerange of experience in order to capture the needs of everyone. The workshopgave everyone the first peek at Maximo and an opportunity to give input intothe design of the Large Industries Maintenance Management Process (MMP).

Once the workshops were completed, all of the issues and suggestions wererecorded and the Maximo and MMP Teams began their work. The teams have been working ever since to solve these issues, identify new issues, develop the

system functionality, and meet the users needs. This was not always an easytask considering that both the Maximo and MMP team needed to meet theneeds of the Pipeline Plants and On-Site Plants, as well as the IndustrialCustomer’s fill plants, fleet, and field services groups. Each of the above hasneeds that differ from the others and the system has been designed to meet allof these needs.

Question! How will this affect me?

Questions Answers

Will thismean extrawork?

Maybe - A good maintenance process should make life moreefficient and effective. If it doesn’t, there is something wrong.You will find that a few things require a little extra attention, but you will also find that the payoff is well worth the extraeffort.

Will my jobchange?

Yes – Almost without a doubt. If you are part of maintenance,your job will change, for the better. Hopefully, you will findthat things run more smoothly, efficiently and safely.

What’s inthis for me?

You get clear lines of communication, a full understanding ofyour responsibilities, sufficient authority to do your jobsuccessfully, full support, and an expectation of success.

Where do Ifit into this? Read on. The next Unit explains in detail the different roles andresponsibilities, which will be key to successful maintenance inthe future.

Will there be a test?

Absolutely. Thanks for reminding us.





UNIT 1, CH 3


MMP: Roles &

Responsibilities

Everyone is a key player. In general, the following roles and areas of primary

responsibility either already existed or were established to facilitate theMMP process:

Role Primary Responsibilities

Plant Tech Identifies work and creates work orders.Prepares Scheduled equipment for readiness.

Coordinator Responsible for assigning labor andexecuting the work schedule, providesfeedback for work history and financialhistory.

Planner Plans the work orders, orders materials,notifies scheduler when job is ready toschedule.

Maintenance Engineer Provides technical oversight and costmanagement.

Reliability Engineer Provides technical review and analysis

Specialist Provides specific technical expertise onselect jobs

RC Manager Responsible for RC resources andaccountable for the Maintenance

Management Process.Scheduler Creates schedule based on priority,

availability of resources and geographicfeasibility.

Zone Prod Manager Provides approval and work priorityguidance.

Business Unit Leader Provides approval and work priorityguidance.

Plant Manager (PL) Identifies work and creates work orders.Jointly schedules work and providesapproval and work priority guidance.

Plant Manager (OS) Identifies work, creates work orders,approves work (less than $5,000), executeswork, completes work orders.

Maintenance Tech Prepares for readiness and executes work.





UNIT 1, CH 3


Basic Work

Types

There are 2 types of basic maintenance work, scheduled daily, executed

according to priority, identified in the Priority field. They are listed belowand discussed in the next section.

Work Type Pri Description Planning

Preventive 99 Time-based (pre-approved) Pre-planned

3 Emergency No (initial) planning

2 Urgent Immediate planningCorrective

1 Normal Routine planning

TurnaroundWork Additionally, there is Turnaround work. A turnaround is typically a projectof relatively short duration, encompassing work of pre-determined scope,addressed in a pre-determined time frame. The associated work orders areidentified with a Y (yes) in the Turnaround field. Turnaround work ordersare not executed according to priority, and in fact, the priority field isunderstood to mean relative importance (when compared with other TARwork orders), rather then execution priority.

Work Type Pri* Description Planning

Turnaround 1-3 * Major Maintenance Projects Extensive planning

* Priority = Relative Importance on Turnaround Work Orders

Health, Safety,

Environmental,

Quality

It is relatively common to find special work types identified in the priorityfield. It might mean “S” for Safety work, or “E” for work that hasEnvironmental impact. Placing this in the Priority field is a mistake, becausethe ability to prioritize is then lost.

How does one differentiate between an emergency safety-related work orderand a routine safety-related work order? Or how would one identify a workorder, which addresses Safety and Quality concerns?

To avoid this pitfall, Air Liquide identifies Health, Safety, Environmental andQuality related work orders by marking any box (or combination of boxes).Any work order can have (or not have) Safety ramifications, Environmentalimpact, can influence product Quality, and/or have Health implications.





UNIT 1, CH 3


MMP:

FunctionalSteps

The Maintenance Management Process is comprised of several functional

steps, or procedures, which together define and coordinate the work processefficiently, from identifying the need through completing the work, with finalemphasis on feedback and continuous improvement. The briefly describedsteps below are expanded upon in Unit 1.

Functional Step Description

Identification &Prioritization

Maintenance need is recorded electronically anddescribed. The necessary information (location,requester, urgency) is recorded and the work order is sentto planning.

Planning &Estimating

What is needed? How is this work best completed?What will this cost? The Planner takes a rational look atwhat is needed especially in labor and material resources.This is especially important for scheduling purposes.

FinancialApproval

Planned work is sent to the appropriately authorizedentity for financial approval or rejection. A plan of actionhas already been determined and the estimated is known.All things considered, is this something we want to do?

Procurement Once the plan is approved, the planned purchases andlabor commitments can be made. Work cannot be doneuntil the parts arrive. The urgency in expediting the partsdepends on the urgency (priority) of the work order.

Scheduling Scheduling, the actual placement of work on the schedule,occurs only when appropriate resources are available, andis done primarily by priority and geographical feasibility.

Executing &Reporting

Work is performed. Special instructions or information isincluded in the electronic and printed work order.Electronic feedback from the technician is also recorded.Was the plan correct? What should be changed? Howwas if found? How was it left? Failure mode info.

ContinuousImprovement

Future plans are adjusted. The planner gets a better feelfor repetitive repairs. ‘Bad Actors’ are identified and

efforts are focused more efficiently. Actual costs andadjusted projections are used, improving the accuracy offuture budgets. A larger percentage of the work is preventive and predictive and emergencies are lesscommon, making the workload more predictable.





UNIT 1, CH 3


The MMP

Flowchart

Notice in the flowchart below that there are four distinctly different routes the

work order can take:

• Normal Maintenance – (Green) The work order visits every block,including the planning and scheduling backlog.

• Urgent Maintenance – (Tan) The work order does not pause in either backlog, but is fast-tracked through planning and scheduling.

• Preventive Maintenance – (Blue) Skips all blocks except Schedulingand Execution (i.e. - because it is already approved and planned atinception).

• Emergency Work – (Red) Goes immediately to Execution, and thenApproval is sought after work has begun (dotted line).

Identify

& Prioritize

Plan

& Estimate Approve Procure Schedule

Execute

& Report

EmergencyPrev. Maint.

UrgentNormal

Planning

Backlog

Scheduling

Backlog

The

Abbreviated

MMP Flow

Please observe the modified chart below. You will be seeing a lot more of it.In fact, this depiction of the MMP process is at the top of every pagethroughout the next two units as a reminder to step back and consider thewhole picture, while learning the details. The next unit explains eachfunctional step of MMP in detail. Remember to keep things in perspective, asyou follow along.

Identify

& Prioritize

Plan


Execute

& Report


UrgentNormal




Unit 1Chapter 4. Maximo Enterprise Asset Management (EAM)

Introduction What is Enterprise Asset Management? Specifically it is the coordinated

effort to make the purchase and maintenance of production equipment as costeffective as possible. It’s a work order system, for sure…and it’s also aninventory system, a purchasing system and a maintenance financial system.It’s Maximo 4i, the Enterprise Asset Management System.

What the maintenance software industry used to call ComputerizedMaintenance Management Systems (CMMS) they now call Enterprise AssetManagement (EAM). This happened when huge Enterprise ResourcePlanning (ERP) packages, like SAP and Oracle, moved into the neighborhoodand CMMS found itself competing for survival.

It was felt that EAM better described the scope of function attainable and benefits gained…both in conjunction with these larger packages (as bolt-on functionality)…and instead of the larger packages, based on ability to marketbest of breed status, as an independent, stand-alone package.

The competition has effectively raised the bar in maintenance management.EAM systems of today are vastly improved versions of their predecessors,offering thin client capability, handheld technology, superb financialintegration and reporting functionality unheard of only a few years ago

How Did WePick Maximo?

We enlisted the help of an independent third party consultant to visit all of themajor CMMS/EAM vendors, putting their best people to the test, to see howtheir software could handle our requirements. We were pretty demanding.We wanted a system that could handle not only the unique business processeswe have at ALA, L.P., but could also manage our geographical constraints.

We wanted a powerful system, that could link an entire country via theinternet, and interface with our Oracle financials, but we wanted it to functionon a palm pilot if required.

We wanted a system substantial enough to integrate multiple business units,

conducting different types of businesses under totally different rules. Weneeded to be able to link hundreds of customers, thousands of equipmentitems, tens of thousands of parts…into a single database. But we wantedeven the casual user to find it straight-forward and User Friendly.





UNIT 1, CH 4

Unit 1Chapter 4. Maximo Enterprise Asset Management (EAM), Continued

How Did We

Pick Maximo?(Cont’d…)

Maximo 4i was consistently rated the best by trade magazines, surveys and

individual evaluation. We found it is very compatible with Oracle and is, infact, an Oracle preferred partner. We visited MRO Software, the companywho markets Maximo 4i, and we put them to the test. We found Maximo to be powerful, simple, well-integrated, easy to use, well-known, highly-rated,Oracle compatible, and it fit the needs of Air Liquide.

What Can

Maximo Do?Maximo gives everyone better visibility and control of maintenance: the processes, the tools, the assets, costs, etc. Asset maintenance costs can bedifficult and sometimes impossible to ascertain in the absence of an EAMsystem with links to the financial system. Maximo has an important role in

this improvement process since it will give us the cost information we need inorder to improve maintenance and reliability.

Maximo EAM System offers: Resulting in:

Complete visibility of the schedulingof normal and preventive maintenance,and capital projects.

Reduced maintenance costs due to better inter-dept. coordination

Increased equipment availability

Materials management resulting ininventory levels tuned to maintenanceoperations.

Optimization of materials tooperational requirements

Costing of equipment, capital projects,

and individual work.

Transparent cost management

Better maintenance decisionsIntegration of skills availability intothe maintenance planning process.

Maximum utilization of the availableskill base

Who Else

Uses Maximo?Companies you know in all different business sectors, a very few of which arelisted below:

Business Sector Company

Consumer Electronics Intel, Hewlett Packard, Motorola

Distributors & Manufacturers Rockwell, Owens Corning, SKF, WESCO, Trane

Food and Beverage Coca-Cola, Nabisco, Heineken

Automotive General Motors, Ford, Toyota, Volvo, Honda

Pharmaceutical Merck, Abbott Labs, Bristol-Myers

Oil & Gas / Chemicals BOC Gases, Chevron Texaco, ExxonMobil

Federal NASA, CIA, FAA, Dept of Defense





UNIT 1, CH 4

Unit 1Chapter 4. Maximo Enterprise Asset Management (EAM), Continued

And What Do

THEY Say?

They basically say the same things we do. Overwhelmingly, people that USE

Maximo…LIKE Maximo. Once we began the implementation process, westarted bumping into other companies who, like us, were implementingMaximo. We visited the MRO World annual conference, examined otherimplementations already live on Maximo 4i. Overwhelmingly, we found people (from mechanics to managers) were very happy with their choice ofMaximo 4i. Many of them had recently abandoned the major CMMS / EAMvendors we had already crossed off our list.

What’s

Next? Now you know a little about MMP and a little about Maximo. In the nextSection, you can read how we will use MMP and Maximo to improve the

bottom line, streamline the maintenance process, cut costs and make AirLiquide a safer more efficient place to work.




Unit 1Chapter 5. The ALA / Maximo Implementation

Introduction:

MMP MeetsMAXIMO

The decision to support the MMP philosophy with Maximo 4i technology is a

sound one. MMP is fueled by data, reams of data. It requiresstandardization, adherence to best-practice, and a commitment to process-driven efficiency. Maximo is a huge data management tool, and it is asoftware program that actually enforces standardization, facilitates adherenceto best practice and is built on process driven efficiency.

The Big

PictureIf you can imagine the shuffle that takes place every single day, to coordinateand correctly execute all the maintenance tasks, done by all employees, withall the required parts, affecting all equipment, all over the country, then youcan understand why a standard business process is warranted. Enter MMP,

Air Liquide’s Maintenance Management Process for Large Industries.

Now, imagine an asset management software tool, designed with one mission- to support your business rules, facilitate your decisions, recognize yourrequests, and expertly carry them out for you, time after time, with perfect precision – and you have Maximo 4i, a tool that does this extremely well.

The

Solution

Workshop

Merging the MMP philosophy with the Maximo Enterprise Asset System,addressing gaps and issues, identifying challenges and opportunities, is nosmall task. As previously mentioned, we held solution workshops. Basically,

that means assembling employees from all over the country at a centrallocation, to execute and re-execute business procedures. We identified issuesand concerns, discussed possible solutions, learned, re-discussed anddocumented…everything.

What immediately became obvious was not just that there were many problems…but that our employees were already aware of them…and manyhad been successfully dealing with them for years. Furthermore, ouremployees were very adept at identifying opportunities for improvement andwhen offered the chance to make things better, their contribution wasinvaluable.

Unfortunately these solutions were developed individually and oftenconflicted with each other. We feel extremely confident that with theinformation and assistance provided by our employees, we can make greatstrides toward continued improvement.





UNIT 1, CH 5

Unit 1Chapter 5. The ALA / Maximo Implementation, Continued

Configuring

Maximo

Configuration is a systematic and controlled modification process. It involves

lots of documentation and it is very complex, time-consuming and tedious.The following must be done for every single change:

Function Description

Define UserRequirements

It must be spelled out explicitly in plain English, whythis change is important. There must be a UserRequirement for every change made to the system.

Write FunctionalSpecifications

How will this be done in the program? Is it a codechange, a screen modification, a database change?This is similar to the User Requirement, but is atechnical specification, written in technical terms.

Configure Changes Execute the change to the system according to theFunctional Specification.

Document NewFunctionality

Usually this means modifying the existingdocumentation to reflect how the functionality haschanged.

Test Configuration Retest the system to make sure it functions as desired.Are other areas impacted? They must be re-tested also.

ApproveConfiguration(Sign Off)

All the documentation must be reviewed, the testresults must be captured, and the new configurationmust be approved.

FDA Validation Because we handle certain products that are used inmedical service, much of what we do must bevalidated. Basically, the FDA wants to know that wetook a systematic and rational approach to modifyingMaximo (and it therefore still works properly).

FDA Certification This means everything is validated, and ourimplementation of Maximo is certified for use inMedical sites.

Optimizing

MaximoAll of the above was mentioned just to say this: Although modification is

neither a small thing nor a simple process, it is about change. It’s about re-evaluating and re-configuring and constantly improving. Maximo was rolledout early this year as a tool to help us get moving in the right direction. Threemajor components that were missing were the purchasing interface, therequisition approval process, and the work order approval process. But wedidn’t let that stop us. And now the foundation is in place.





UNIT 1, CH 5

Unit 1Chapter 5. The ALA / Maximo Implementation, Continued

Optimizing

Maximo(cont…)

In Phase II, we will be adding the missing components. Maximo Requisitions

will be functional. Workflow will automatically route work order andrequisition documents for proper financial approvals based on approvedspending limits.

As with any system, we felt it would be prudent to revisit the Maximoconfiguration, and the MMP process before implementing Phase II.Therefore, an MMP Optimization Team was formed to take a look at thecurrent process and the existing configuration and identify areas where itcould be improved.

In October 2002, an Optimization Team reviewed over 100 recommended

improvements and found many could be grouped into a few MMP designchanges. These improvements streamlined and simplified Work Order priorities and statuses. Many other problems were solved by making simplechanges to screens and tables within Maximo. As a result, you should find both MMP and our Maximo configuration more efficient and user-friendly.

The

Maximo

Evolution

The Maximo and MMP solution will continue to evolve over time as theorganization changes and evolves. The system will undergo continuousimprovement and optimization to enhance its effectiveness and ability to meetthe needs of the users.




Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

Unit 2: The Maintenance Management ProcessProductio

Tech

PL PlanManage

OS PlanManage

MaintenanTech

MaintenanCoordinatSupervis

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductio

Manage

MaintenanManage

ExecutivManagem

Introduction

Overview This unit describes the Air Liquide Large Industries MaintenanceManagement Process (MMP), beginning with a short introduction, andfollowing up with a descriptive section on each MMP Functional Step.Students familiar with MMP should consider this an opportunity to review.

Header

Flowchart Notice that the very basic flow at the top of the page contains functional blocks for each step in the Maintenance Management Process. There is a

similar flow at the top of every page in this unit. On the next page, the“Identify and Prioritize” block is highlighted, and it’s no coincidence that just below that, the section title is “Work Identification and Prioritization”. Thishighlight changes appropriately as the topic changes, so that the reader willalways know where we are in the Maintenance Management Process.

Responsibility

ListIn the right margin is a list of MMP responsibilities/roles, from ProductionTech to Plant Manager. As the Functional Steps of MMP are beingdiscussed, the roles and responsibilities under discussion will change.Different people will be involved. A technician will finish a task and a

planner will begin one. The appropriate role/responsibility will always behighlighted at the right, just as “Planner” is highlighted on this page, so thatthe reader will always know who we are in the Maintenance ManagementProcess.

Customer

vs. Partner

Relationship

So how does maintenance relate to operations? What is our relationship? Insome ways, maintenance is the vendor and operations is the customer . But ishis the extent of our obligations? No.t

We understand that operating and maintaining a plant requires teamwork. Wecooperate in generating and adhering to a daily schedule. Maintenance is

responsible for work and job readiness. Operations is responsible forequipment readiness. We work together within the budget allotted to prolongthe life of the equipment assets, cooperating to prioritize rationally,communicate continuously, and work efficiently in unison.

We work in unison…through teamwork, responsibility, cooperation, andcontinuous communication. We are partners in the MMP process.


Air Liquide America, L.P. Page 27 of



UNIT 2, Introduc

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OS PlanManage

MaintenanTech


MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Unit 2Introduction, Continued

RACI Matrix The following Simplified RACI addresses the Roles and Responsibilities of personnel involved in the MMP process and defines each relationship, as itrelates to Maintenance and Reliability of plant equipment.

• R = Responsible • C = Consulted

• A = Accountable • I = Informed

Maintenance ReliabilitySimpli fied RACI

M a i n t M

g m t P r

o c e s s

C r e

a t e W

o r k O r d

e r s

P l a n

W o s

A p p r o v a l

P r o c u r e M

a t e r i a l

R e c e i v e

M a t e r i a l

S c h e

d u l e

W o s

A s s i g

n W

o r k

P r e p a r e E q

u i p m

e n t &

P e r m i t s

C o m

p l e t e

W o r k

S a f e t y A c

t i v i t i e s

M a i n t e n a n c e R

e p o r t s

C o s t C

o n t r o l / B u

d g e t

P r e p a r a t i o

n s

R C F A

s

R C M

A n a l y s

i s

M O C s

P M s

P M J o b

P l a n s

P d M

D a t a c o l l e

c t i o

n

P d M

D a t a A n

a l y s i s

C B M

A c t i o

n I t e

m W o s

BUSINESS TITLERC Manager A R C A C R I I R/A R/A R/A A A R A I A C/I AMaintenance Engineer R R R R R I R I I R/A R R R R R R R R R RReliability Engineer R R C C I I C R I C R R R R R/A R R/A RMaintenance Planner R R/A I R/A R C R I R R R C R

Maintenance Scheduler R R I I I A R/A R I R R R C/I R C R CMaintenance Coordinator R R R I R R C R/A R R R I R C C/I R C R RMaintenance I&E Supervisor R R R I R R C R/A R R R I R C C/I R C R RMaintenance Specialist R R R R R I I I R R C R C C C C C CProduction Tech R R C/I R C/I I C/I C/IPlant Manager (Pipeline) R R/A C/I R C/I R I A C/I R I R C/I R A R I R I RPlant Manager (On-Site) R R/A C/I R C/I R R I A R R I R C/I R A R I R I R

The MMP

FlowchartsBefore continuing, please study and understand the flowcharts in theAppendix and visit the “Large Industries Maintenance Strategy” section ofthe Introduction. Much of the MMP process was created to facilitate thedifferences in the Work Order Process for Pipeline Zones and the Work Order

Process for the On-Site Zones.

Note that the simple flowcharts depicted in the header of each page, whilesimilar to the flowcharts mentioned in the Introduction, and those shown inAppendix, are by no means complete. They are extremely general and should be used as a very basic reference only.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 29 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage

Unit 2Chapter 1. Work Identi fication and Prioritization

Introduction The first step in MMP is Work Identification and Prioritization. Forconsistency, this is done the same way every time. Understand, however, thatthe same person may not do it every time.

You will notice that the “Identify and Prioritize” block is highlighted at thetop of the page, but quite a few role/responsibilities are highlighted in theright-hand margin. This is because many people can create a Work Order.

Day to day operations lead to identification of maintenance needs in the plant.Some jobs require a work order and others do not. There are simpleguidelines to follow that will help the user decide if the work order isnecessary. They are listed below.

What is a

Work Order?Before we get into when and when not to create a work order, lets make surewe understand just what exactly we are talking about when we use the term.A work order …is a transportable (in this case, electronic) document, whichholds all the information necessary to describe a maintenance need, and thesupportive data to have that need efficiently addressed by the appropriate personnel.

Parts of the

Work OrderA work order, electronic or otherwise, will typically contain the following pertinent information:

Part Function

WO Description What the person creating the work order desires frommaintenance. It may or may not be technical.(Investigate loud noise, fix leak, etc…)

WO Priority The urgency of the request. How important is this?

Created On This is very important. The “Created On” date plus the“WO Priority” are needed to schedule work.

Created By Who created the work order? This is the person tocontact if questions exist concerning the work order




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 30 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage

Unit 2Chapter 1. Work Identi fication and Prioritization, Continued

Parts of WO

(cont’d…)A work order, electronic or otherwise, will typically contain the following pertinent information:

Part Function

Location Where is the equipment item physically located? How doesthe technician get there? Perhaps the Location number is a

logical identifier or perhaps the description contains thelocation information.

Equipment # The unique equipment identifier, Air Liquide equipmentnumber. This number will stay with the equipment itemeven when it is not installed. It belongs to the equipmentfrom cradle to grave. No two equipment items can have thesame number. It is similar to a serial number.

GL Account Who pays for the work? This is stated right up front, so that purchases from the warehouse, or from an external vendor,or just for plant labor, can be charged appropriately.

Job Plan The heart of the work order. The Job Plan (or task list, or

operation steps, etc.) contains the steps necessary to addressthe identified maintenance need.

Work Order

RequiredA work order is required under certain conditions. The following chartsummarizes when a work order is typically created.

A WORK ORDER is required

if any statements below apply:

Examples:

An outside contractor is used. Work History is desired.

Financial History is desired. Work is Preventive Maintenance. Work requires parts from warehouse

stock, or externally procured parts(exceptions exist)

A Pump Reseal(history, permit, parts)

Change Air Filter(PM, parts)

Hydroblasting (contractor) Shop clean all day

(labor - financial history)




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 31 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage


Work Order

Not RequiredUsually multiple conditions must be true for a work order not to beappropriate. The following chart identifies some events, which typically donot merit/require a work order.

A WORK ORDER

may not be required if:Examples:

Work is routine/unskilled-and-

Cost is insignificant-and-

Parts are not required-and-

History is not important

SOPs Daily Rounds Housekeeping Add Oil to

Equipment

TighteningPacking Glandon Manual Vlv.

Light Bulbchange, etc…

Rule of

ThumbIt is not always easy to decide whether or not to create a work order. Often itis a judgment call. Typically, as the complexity and/or cost of the job

increases, or more entities become involved, the probability that a work orderis warranted also increases. If you are unsure, write a work order.

Basic Work

TypesAs previously stated, there are 2 types of basic maintenance work, scheduleddaily, executed according to priority, identified in the Priority field. They arelisted below and discussed in the next section.

Work Type Pri Description Planning

Preventive 99 Time-based (pre-approved) Pre-planned

3 Emergency * No (initial) planning

2 Urgent Immediate planningCorrective1 Normal Routine planning

* Call RC, if requiredContinued on next page



UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 32 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage


Emergencies Notice that neither of the two identified types of work on the previous pagewere emergency work. There is a reason for that. Emergency is not a worktype. It is a priority type. It expresses urgency only. It says nothing aboutwhich procedure to use, or how costs will be accrued, or how to proceed. It just says, “Whatever you’re going to do, do it now!”

Additionally, how important is an “emergency” once it is determined that the parts won’t arrive for 3 more weeks or the broken down equipment will bescrapped and another plant will make up the lost production.

In both cases in the last paragraph, the urgency went away before the job wascompleted. As long as emergency is just a priority, it can be downgradedwhen required. If special emergency work orders are created, how will weknow when the emergency has passed? Creating a new work order is notfeasible. Answer: Downgrade the priority.

Planning

EmergencyWork…

Question: How do we plan emergency work?

Answer: The same way we plan ordinary work (all except for day one). Onday one, we mobilize equipment, tools and people and we attack with avengeance. But what about day two? We’ve got a 24-hour head start on daytwo. That head start can be used for planning, right?

Question: Don’t we treat EMERGENCY work differently? Don’t we skip planning and go straight to execution?

Answer: Yes…Absolutely…And if the RC is involved, they should becontacted BY PHONE IMMEDIATELY…On day ONE…But emergency

does not mean no planning. It just means start quickly…then PLAN DAYTWO…and beyond …




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 33 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage


Preventive

MaintenanceA PM (Preventive Maintenance activity) is a prescribed maintenance taskdone on a frequency or condition, to a designated equipment item. Typically,PM work orders are generated automatically by a CMMS or EAM program.At Air Liquide America, that program is Maximo 4i. Typically, PM workorders costs are approved in advance.

There are two times the average user will encounter a PM. First, when thePM is due and a work order has been created directing a technician to executethe task associated with the Equipment item it references. This might be your job if you are a maintenance technician, or you might be asked to tag out a piece of equipment for a PM if you are an equipment operator, or you might be asked to sign a safety permit if you are a supervisor.

The other time you might encounter a PM is when you ask that one becreated . If you find yourself doing the same job over and over, or are writingthe same or similar work order for the same equipment item on a regularfrequency, you might request a PM work order instead. You would make thisrequest to the RC.

The PM

Work OrderIt is not the intent in this section to explain the use of Maximo 4i. This will be done in the next unit. But having a basic understanding of PMfundamentals is necessary at this point for understanding the Air LiquideMaintenance Management philosophy.

Essentially, a corrective work order and a preventive maintenance work orderare identical once both are approved. They have essentially the sameinformation, and function exactly the same way. The visible differences arethe PM number, the Priority (99) and the Work Class (PM).

There is a big difference however. It has to do with approvals andinformation origination point. In the corrective work order, everything isdone manually, including approval. In the PM work order, both the data andthe approval are obtained automatically from the PM Template.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 34 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage


Exploring

The PM

Work Order

If you read “Parts of the Work Order” earlier in this section, the definitions ofthe following work order parts are already understood. In the chart below, theorigin of the information is shown for each order type. This is the majordifference in the PM work order and the normal work order. Notice howmuch information is NOT entered manually when the work order is createdfrom a PM Template with Job Plan.

Normal Work Order vs. PM Work Order

(Where does the information originate?)

Work Order

Part

Single Normal

Work Order

Many Repetitious

PM Work Order(s)

WO Description Entered by WO Creator

WO Priority Entered by WO Creator

Created On Default info when WO Created

Created By Default from WO Creator Logon

Location # Entered by WO Creator

Equipment # Entered by WO Creator

GL Account # Default from Equipment orLocation Record

Job Plan Entered by Planner

Automatically fromPM Template and

Job Plan




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 35 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage


Turnaround

Scope MatrixStarting in 2003, Air Liquide will be using the Turnaround Scope Matrix.Each Work Order will be tested against this matrix to determine if it should be included in the turnaround scope.

P1

P2

P3

S1

S2

S3 W o r k I t e m N e c e s s i t y Must Do

Should Do

Could Do

TAR Scope Catego rization Matrix

Shutdown Requirement

Total Plant Plant Subsystem Equipment Item Only

E1

E2

E3

Definitions of work items are as follows:

Must Do This is required by law, code or written policy & isnecessary to address a known safety or environmentalhazard, & also needed in order to re-start the plant.

Should Do This corrects a known failure mode that is measured or predicted to go to failure before the next expected outage.

It is also needed to meet defined production requirements(quantity or efficiency) at start-up & until the next expectedoutage. It is necessary to meet the defined objectives of theOutage or TA & is part of a defined, approved & fundedimprovement program.

Could Do Work not directly related to the Outage or TA objective




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 36 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage


Definitions of Shutdown Requirement are as follows:

Equipment

Item Only

Work requires only the equipment in question be shut down.

PlantSubsystem

Work requires that the subsystem that contains the equipment beshut down.

Total

Plant

Work requires that the entire plant be shut down.

Interpreting

the Matrix

• Green is work that should be included in this Turnaround Scope

• Yellow needs to be challenged individually or by similar work groupings

• Red is initially rejected, but individual items with compelling business casescan be added back in depending on the size of the turnaround budget and ifany other funds are available. The Turnaround Scope is built with Green (P1)items first, Yellow (P2, S1 & S2) can then be added if funding is approved.As mentioned,. Red items (E1-E3, P3 & S3) are added only when justified



UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OP PlanManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 37 of

Identify

& Prioritize

Maintenan

Planner

Maintenan

Coordinat

Supervis

MaintenanTech

OS Plan

Manage

PL Plan

Manage

Productio

Tech

MaintenanSchedule

Maintenan

Enginee

RC

Manage


LI

Maintenance

Strategy

Part of knowing how to create a work order is knowing who will ultimately plan the work (if indeed planning is desired) and who will ultimately do thework. Large Industries has many plants in zones far away from anyReliability Center and some plants along the pipelines have the RC withinwalking distance. This affects who will do what, how the work order will berouted and approved, and in some cases, whether a work order is needed ornot. As a user, you must understand this strategy and how it affects you and

the plant where you work. Please review this information if necessary.

Note: The LI Maintenance Strategy is explained in detail in the Introduction to this manual,Section 3. Review this information if desired. Also, see the Pipeline and On-Site WO Flowsare shown in Appendix 1-C, and 1-E.

Initial

Approval

(to Plan)

Regardless of where the initiation of the work order takes place, Pipeline orOn-Site, the initiator is responsible for identifying the Plant Manager on thework order. This is the final step, and it is imperative that this beaccomplished before work order is saved, because the Plant Manager mustreview and approve the work before it is begun.

Summary Creation of a work order can be accomplished by anyone. It is a simple process consisting of the following five steps.

Step Action Description

1 Work Order Needed?(Proceed if ‘YES’)

Determine if a work order is warranted byevaluating cost, time, resources, etc. Create thework order if appropriate. Your User ID and thecurrent date will be entered automatically.

2 Describe request Explain what action is being requested inlayman’s terms (stop leak, repair coupling).

3 Prioritize work order How important is this? Is it urgent, or justroutine?

4 Identify Asset Enter Equipment or Location number tospecifically identify where work will take place,what will be repaired, who will pay.

5 Forward to PlantManager

Plant Manager approves all work. ALWAYSforward work to Plant Manager by entering theappropriate name in the Plt.Mgr. field.



UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 38 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee

Unit 2Chapter 2. Planning and Estimating

Introduction As explained in Section 1, the first part of initiating a work order is describingthe requested maintenance action and assigning some priority or urgency tothe request. The last step is identifying the Plant Manager. This effectively places the work order in the Plant Manager’s queue and concludes theinitiators responsibility. This also concludes the Identify and Prioritize phaseof MMP.

The Plant Manager routinely searches for unapproved work orders, in whichhe/she is identified/designated. This is how the Planning and Estimating phase of MMP starts. He/she decides how formal the planning process will be, or whether it will occur at all, and routes the work order accordingly bysetting an appropriate status. What happens next is the subject of this section.

The Plant

ManagerThe Plant Manager may be the senior operations person on site, or he/she may be the only operations person on site. Below is a list of the Plant Manager’sMMP responsibilities:

The Plant Manager:• Is the senior (and possibly the only) operations person on site.

• Is responsible for reviewing all work orders originating on the plant site anddetermines how they will be handled thereafter.

• Reviews ALL locally originated work orders before they are submitted to planning or executed without planning.

• Is the first line of approval and has final authority up to $5000

• Approves ALL local site work orders for execution (after planning)

(Additionally) On-Site Plant Managers:• May initiate, plan, approve and manage work orders locally up to $5000 without

involving the Reliability Center.

Pipeline vs

On-Site

Plant Manager

The Pipeline and On-Site Plant Manager’s roles vary slightly in someinstances due to geographic differences (distances from RC). This is coveredin Unit 1, Section 2, the Large Industries Maintenance Strategy. You shouldfamiliarize yourself with this strategy before proceeding.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 39 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee

Unit 2Chapter 2. Planning and Estimating, Continued

Pipeline

Plt.Mgr.Just as the person who identifies the work must decide whether or not tocreate a work order, the Plant Manager must decide how the work order will proceed. The Plant Manager has several choices, depending on whetherhe/she is a Pipeline Plt.Mgr. or an On-Site Plt.Mgr.. The Pipeline Plt.Mgr.’schoices are listed below:

Pipeline Plt.Mgr. May: By Setting

Status to:

Result

Cancel Work Order(reject)

CANWork Order is canceled.

Approve Work Order toPlan (by RC Only)

PLANWork Order forwarded toReliability Center Planner

Defer work until a latertime.

DEFERWork Order progression stops.Can be changed to PLAN later.

On-Site

Plt.Mgr.The On-Site Plant Manager has a few more choices because of relative

isolation of most of the OS plants. They are listed below:

On-Site

Plt.Mgr. May:

By Setting

Status to:

Result

Cancel Work Order(reject)

CANWork Order is canceled.

Approve Work Order toPlan(> $5000)

PLANWork Order forwarded toReliability Center Planner

Approve Work Order toPlan & Execute Locally

(< $5000)

CRTD(no change)

Work Order not forwarded toReliability Center Planner

(opts for local planning/execution)Approve Work Order toPlan & Execute by theRC (< $5000)

PLANWork Order forwarded toReliability Center Planner(opts for RC planning/execution)

Defer work until a latertime.

DEFERWork Order progression stops.Can be changed to PLAN later.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 40 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


Risk Another factor the OS Plt.Mgr. must consider when determining how a workorder will proceed, is the inherent risk, the possibility that harm or loss willoccur? Merely looking at the estimated cost may not give a clear picture ofits importance.

Risk Levels Often, the RC must be involved, even if the cost of the work order is under$5000. Often RC involvement is driven by factors other than cost. Thefollowing are examples of Low, Medium and High Risk jobs. Risk affectsthe determination of whether the RC needs to be involved . See the LIStrategy in the Introduction.

Risk Description of Job

LowInstrument Calibration, Changing lights in panels,Changing oil filters, Insulating, Painting

MediumRepacking cooling tower water pumps, Exchangercleaning, Transmitter replacements, Analyzerreplacements.

HighRepair LOX pumps, Mole sieve valve repairs /replacement, Any compression equipment overhaul, Allturnarounds, Motor repairs / replacement.

Complexity As previously stated, the plant must have the talent to accomplish the repair,even if it turns into a total mess. Murphy’s Law is a consideration.

Complexity Description of Job

Low• Painting

• Insulating

Medium• Transmitter Replacements

• Analyzer Replacements

High• Repair LOX Pumps

• Mole Sieve Valve Repairs & Replacement




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 41 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


The Goal Again, the goal is bringing our best material, our best tools, and our besttalent to bear, as often as possible…but especially when it is most likely to bea deciding factor in the outcome. This is what must be in the back of ourminds as we make those daily decisions that impact our goals.

The Planner Work appears in the Planner’s query when the status is “PLAN” and the

Planner field contains the planner’s name. It leaves his queue when the statusis “WAPPR”. Below is a list of the planner’s responsibilities:

The Planner:• Checks queue frequently for newly created work orders.

• Takes ownership of work order once received and until scheduled.

• Knows the plant equipment. Knows maintenance best practice.

• Determines job execution procedure. Plans how work will proceed.

• Assigns labor and allocates materials.

• Creates purchase requisitions as necessary.

• Concentrates on future work and not daily activities.

• Expedites as necessary per priority / urgency.• Actively pursues financial approvals on critical work orders.

• Plans Turnarounds, providing work order estimates as necessary.

• Works within budget constraints on TAR work orders.

• Forwards work order for financial approval when planning is complete.

• Notifies Scheduler when work order is completely ready to work.

• Communicates work order information with Operations as required.

Planning the

Work OrderThe procedure for planning the work order is very straightforward. At aminimum, the work order must have enough information to assign techniciansand schedule the proper time slot (i.e. – How may craftsmen? How manyhours?). This satisfies the scheduling process requirements, and is often allthat is necessary for simple jobs.

As jobs become more complex, more detail is required. Often the sequenceof events becomes important. Multiple crafts may be involved. The planneroften remains associated with major jobs long after they have left his desk,since continuity becomes more important with more complex jobs.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 42 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


Planning the

Work Order(cont’d…)

As jobs get more complex, so does the Planner’s responsibility. For morecomplex work orders, the Planner visits the job site to formulate the best possible strategy for effecting the repair or replacement. Ideally, he/sheorders all of the appropriate parts, assigns the appropriate crafts, for thecorrect amount of time, with the proper instructions, tools, and parts. Finally,he submits the work order for approval and notifies the scheduler when it isready to work.

Many times work orders must be re- planned. The job changes, a leak isfound, the base is cracked, etc. Jobs that were considered simple sometimes become complex quickly. Often the scope of the job changes after the jobshave begun.

Your

Planning

Role

The planner’s background will typically be in some electrical or mechanicalfield, and he may have other knowledge that makes him well suited for his position. But a planner is not expected to know the intricacies ofinstrumentation, welding and laser alignment. So where does he turn? Often

e goes to an instrument technician, a welder, or a machinist.h Planning can be anybody’s job, and Maximo doesn’t care, so don’t besurprised if one day you are asked to share your expertise in a job plan. Hemay just ask that you inspect an item at your local plant to save him a trip, oryou may be asked to determine and document a detailed course of action, andwithin the parameters of your assigned access level, Maximo facilitates therequest, with appropriate functionality.

The Job Steps The individual steps of the work order are sometimes referred to as theOperations List or the Job Plan. These are the sequential steps created by the

Planner to describe the procedure for affecting the repair desired.

Each step is numbered sequentially in order of execution, so it becomes easyfor the technician(s) to follow the Planner’s Job Plan. The Planner may createan infinite number of steps, and may allocate internal materials, and craftresources and external purchase orders for labor and/or materials to each step.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 43 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


Planning: FYI As a rule of thumb, Planners do not create multi-step jobs when a single stepwill suffice. (i.e. – “Calibrate Transmitter” is perfectly acceptable single stepinstruction for a technician who has calibrated many transmitters). The mosttypical use for multi-step job plans, is for more complex multi-craft jobs.

Craft

Assignment

The assignment of crafts is done to identify the type of work to be performed

and to allow the Scheduler to select the appropriate work orders for theresources available. No attempt is made by the Planner to assign specificindividuals with the Job Steps. This is the responsibility of the maintenancecoordinator, when the work order is assigned to him/her for execution.

Warehouse

Material

Allocation

Materials can be allocated from the warehouse if desired and needed. Thesematerials can be selected from the Bill of Material associated with theequipment item, if it exists. They may also be ordered directly from thewarehouse. This is all standard functionality with Maximo 4i. Allocatingmaterial from the warehouse forewarns the warehouse manager that there is a

demand for the specific parts indicated. He uses this demand information toorder parts more efficiently.

Note: This demand that is associated with a work order is often referred to asa parts reservation in the warehouse. When a reservation exists for a part andit is associated with an unapproved work order, it is called a soft reservation.When the order is approved, the reservation becomes a hard reservation. Allof this has ramifications for the warehouse replenishment process.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 44 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


External

PurchasesVendor parts or contractor labor should be procured on a MaximoRequisition. The benefits will be explained in detail later, but are sufficientlyimportant to also be shown below:

Purchasing via Maximo Requisition

& Linking Requisition to Work Order Job Step

Planner’s intent is more obvious. Plan is now complete.Work order less apt to be scheduled without critical partsand therefore less likely to be interrupted.

Parts linked to work order are less apt to be misplaced orconfiscated for another job upon receipt at warehouse.

Planned cost of purchase included in planned cost of workorder and visible at Approval.

Parts used previously remain in history for inspection when planning future (similar) work orders.

Accurate vendor material and contract labor costs capturedagainst Equipment only if Maximo Requisition is used.

Oracle interface updates actual cost in WO at goods receipt.Parts on Maximo BOM are easily purchased on a MaximoRequisition (BOM cannot be viewed from Oracle).

Operationsand

Maintenance

Benefits:

Oracle interface will track Maximo items on order andupdate the “on order” information for individual items.

Vendor Lead Time is tracked and used for vendor evaluation

Oracle interface updates the “on order quantities” for allitems insuring accuracy of Maximo warehouse“replenishment process”, so that sufficient stock levels aremaintained automatically.

Oracle interface will update planned cost with item cost on

Maximo items ordered.Oracle interface changes actual Maximo item cost ininventory control, and last purchase price in item record.

Inventory

Benefits:

Oracle interface will automatically close associated PO’safter certain accounting conditions are met.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 45 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


P-Card vs.

RequisitionSince most employees, who are responsible for purchases of maintenancesupplies and materials via CSM PO, can also create a Field Direct PO, and they have a P-Card, the three options are understood:

• A P-Card is basically a way to buy items quickly, on credit, with only aminimal amount of information, and for the purpose it serves, it does agood job. However, P-Card activity is not tracked in Maximo, so formaintenance repair, repair parts and repair service, it’s use, although notforbidden, is discouraged. For this reason Air Liquide has limited P-Cardusage for maintenance purchases to a maximum of $1,000 pertransaction.

• The Field Direct PO, although a genuine Purchase Order, bypassesCorporate Supply Management and the approval process. It is created andapproved by the initiator, and is for low risk, relatively low value, simple purchases, that do not require warranties and/or guarantees. Therefore, ithas policy restrictions for its use.(less than $10K)

• The CSM PO is the appropriate tool…if there is equipment historyrelevance, or significant complexity involved in the purchase, orsubstantial risk or cost associated with the item. More information isrequired: an approval process, justification, and estimated price, and adesignated entity to pay the bill. It enforces accountability.

General Rule Concerning a purchasing transaction…remember this…

If it doesn’t start in Maximo…

…It won’t get back to Maximo.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 46 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


CSM Decision

MatrixCorporate Supply Management has created the following decision matrix tohelp the user determine when to use the P-Card, Field PO, or CSM PO.

For Maintenance

Strategy P-Card * Field PO CSM PO

Dollar Value < $1000* See Below

< $10,000 > 10,000

Terms andConditions

NoneRequired

CSM PO T & C’saccepted bySupplier

Add’l T’s & C’s andnegotiation required.

Complexity –Products

SimpleProduct

• Low complexity

• Catalogue Item

• Routine Product

• Engineered itemwithspecifications

• First time purchase of item

Complexity –Services

SimpleServices

• Goodhistory/experience with supplier

• Routine work

• Simple scope ofwork

• Detailed plansrequired

• Well defined R &R required

• High potential fordisputes

Risk of:Property loss

• Revenue loss

• Injury orquality issues

None exist Minimal risk Risk potential exists

Performance orMechanical

Guarantees req’d

Nonerequired

None required Warranty withspecified damages

required.FrameAgreement

Within Within 100%

O2 Cleaned No No 100%

MaximoRequisitions

No 100% 100%

• Limitation is < $1000 for maintenance-related purchases.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 47 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


Work Order

Planned CostAll of the resources that can be allocated to a work order have an associatedvalue. Craftsmen have hourly rates. Materials have a unit cost. Requisitionsfor labor and material have an estimated cost per line item. The sum of thesecosts make up the Planned Cost of the work order. This cost is the amountused in the approval process, which is discussed in the next section.

Note: The work order eventually becomes a permanent record complete with

actual costs. Internal labor (an employee) reports actual time after the fact,internal (warehouse) materials are actually issued to the work order, externalrequisitions become purchase orders, to which are posted actual receipts oftangible goods. All these transactions cause the work order to incur costs.

Feasibility Each and every a piece of equipment malfunctions or breaks downcompletely; there is an associated loss of efficiency in the process it supports.This may not be a production process, so there may be no direct impact on production output at all. However, every item of equipment operates to perform some function, supporting some process, which eventually supports

production.

A loss of efficiency in any process means more effort is required to achievethe same results from that process as were achieved before the equipmentmalfunction. This extra effort comes at a cost. It may be that more humanintervention is required, or more time is required, more electricity isconsumed, etc., but compensation for inefficiency has an associated cost.

Always, when evaluating the feasibility of a planned repair of malfunctioningequipment, the cost of the repair must be weighed against the ongoing cost ofthe inefficiency resulting from the malfunction. Since the responsibility of

the person who notices the maintenance need is merely to identify it bycreating a work order, the responsibility for evaluating the feasibility of thework order falls to the planner. He/she must decide if the repair (orreplacement) actually makes economic sense. If not, it shouldn’t happen.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 48 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


Work Order

HierarchiesMultiple subordinate (child) work orders can be linked to the same superior(parent) work order, creating a work order hierarchy. It works especiallywell for linking multiple work orders related by function, such as for a major project. A single parent work order might have multiple children workorders, each with its own complement of children. Costs of any childrenwork orders is reportable at the parent work order.

Turnaround

Work OrdersThe way Air Liquide will use the work order hierarchy is for Turnarounds.Turnarounds, or TARs as they are sometimes called, are projects, whichinclude many different types of work, costing thousands of dollars. TARsalways require approval of budgeted costs before work can commence. Inthe past, expense ACE’s were used to submit TAR cost for managementapproval. The work order hierarchy in Maximo will replace these expenseACE’s. In Maximo, the parent work order of the hierarchy becomes the TARwork order.

The TAR work order addresses a number of special needs. Several specialfunctions are used to meet specific TAR requirements. For example, the planned cost of the work order takes on extra significance. This becomes the“not to exceed” (budgeted) amount of the Turnaround.

The cost estimate for the entire TAR will be entered on the TAR (parent)work order ‘Plans’ Tab. This will be done by entering one job step for eachmajor job on the TAR. There might therefore, be separate job steps for“overhaul mac”, “derime”, and “repair cold box”, etc. Each of these job stepswould have an estimated cost in labor and materials, which would be enteredin the labor and materials tabs of the job plan.

Because the parent TAR work order will take the place of expense ACE’s, itmust also include the total estimated cost of the TAR. This TAR work orderwill be routed to upper management for approval via workflow, typicallyweeks or even months before the actual TAR will take place.

Child work orders can be attached and planned, once the TAR is approved.For instance, in the above example, separate child work orders would becreated for “overhaul mac”, “derime”, and “repair cold box”.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 49 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


Turnaround

Work OrderApprovals

Approval occurs via Maximo workflow. The approval process is similar tothat of a normal work order, except for the actual approval routings, whichchange automatically. As previously stated, once the TAR is approved, child work orders are created for each defined task. Labor and materials areallocated to these work orders. This results in planned costs per child workorder, which can then be compared with the estimated per task costs of theTAR work order.

Essentially, the result is a work order hierarchy. The single parent workorder represents the TAR and contains the budget, a listing of all the tasks to be completed, and an estimated cost for each task. This is for approval purposes only. Each task has an associated child work order, through whichthe actual work will be accomplished, and by which actual costs will beconveyed. The child work orders will contain real planning, real labor, andreal materials. The resulting costs will be real, and visible in the TAR workorder, so that a comparison of budgeted and actual expenses is possible.

What remains is approval for the child work orders, which pass through the

approval process in Maximo just as the TAR/parent order does, with a simpleexception. Since the overall cost of the TAR has been approved, sub-orderslinked to approved TARs require less approval authority.

FYI: TAR

Work OrdersSo now you know basically how TARs will be handled, and a little aboutwhat goes on in the background. The approval process, and just abouteverything else about TARs, is fully automatic. All of the other functionsdescribed in the previous topic are essentially pre-configured in Maximo.The details of this process are already ironed out.

For most users, these details are for information only. The typical userdoesn’t have to understand how TARs work. Individual work orders which belong to TARs function just like normal work orders, so most users won’t beaffected at all.




UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal


ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

MaintenanSchedule

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Page 50 of

Plan

& Estimate

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

Maintenan

Enginee


Planner’s

BacklogWhat is the Planner’s Backlog? Very simply, it is all of the work orders inthe system, with the status “PLAN”. Exactly whose backlog a particular workorder will belong to, is easily determined by looking at the Planner field . (i.e. – A work order with the status “PLAN” and “John Doe” in the Planner field,would be listed on John Doe’s Planner Backlog). Normal work and Urgentwork both go directly to this backlog when the Plt.Mgr. approves it for planning. The Planner, however, processes urgent work, first .

Waiting for

ApprovalOnce the Planner is finished with the work order, he notifies the appropriateindividuals that it has been planned, contains an estimated cost, and is readyfor financial approval. He/she does this in Maximo by changing the status toWAPPR, or waiting for approval. This removes it from his queue, and prepares it for the approval process.

Starting

WorkflowSetting the WAPPR status (above) also marks the end of the Planning andEstimating Step of MMP, but because Maximo manages the entire approval process, and the Planner wants it to be approved, he does have one additionalresponsibility. He must start the Workflow Approval Process, which isactually the beginning of the next Step of MMP.



Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

Maintenan

Tech


MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

App rove

Maintena

Planne

Maintena

Coordina

Supervis

OS Plan

Manage

PL Plan

Manage

Maintena

En inee

RC

Manage

Zone

ProductiManage

Executiv

Managem

Maintena

Mana e

Unit 2Chapter 3. Approving (Workf low)

Introduction Notice the title above. As stated in the last section, Maximo essentiallyhandles the MMP Approval Process via Workflow. It is important to notehowever, that Large Industries has had the ACE Approval Process even before MMP, certainly before Maximo, and definitely long before Workflow.The application of this Approval process, however, should be much easier.

In Phase I of the Maximo rollout, the User was introduced to Maximo. In

Phase II, the User will become well acquainted with some of Maximo’s finer points. Much of the work in Phase I centered on planning and schedulingwork, and obtaining appropriate approvals for work. In Phase II, Maximo’sworkflow will automate this approval process.

It should be noted that the focus of this section is the MMP Approval Processand guidelines for its application. How Maximo Workflow handles this process will only be of incidental concern. Detailed instructions and

information about Maximo 4i Workflow are not of concern here, but are

presented in The Maximo Maintenance Procedures Manual.

Generally

SpeakingThe following general statements can be made about Work Order Approvalregardless of Dollar Value, Inherent Risk or Plant Location:

Must be obtained from both Operations andMaintenance

Is always obtained from the OperationsDepartment first .

Does not include the Approval of Requisitions,even if the Requisitions are linked to the workorder job steps.

Must be obtained before anything is purchasedfor the job (except for Emergencies).

Work Order

Approval :

Must be obtained before any work is executedfor the job (except for Emergencies).





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

App rove

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

PL Plan

Manage

Maintenan

Enginee

RC

Manage

Zone

ProductioManage

Executiv

Mana em

Maintenan

Manage

Unit 2Chapter 3. Approving (Workflow), Continued

MMP Approval

OS vs. PL Plant

Manager

The MMP Work Order Approval Process for both Pipeline and On-Site plantsis identical except for work orders valued at less than $5,000. As alreadynoted, work orders valued at under $5K can be planned, approved andexecuted by the On-Site Plant Manager. However, the OS Plant Manager canstill send this work to the Reliability Center if the Plant lacks the time, toolsor talent to do the work.

Requisition

ApprovalAs stated earlier, work order approval does not include approval of linkedrequisitions. What work order approval means is that the work order, andthus the work plan portrayed in the work order, is functionally and financiallyapproved at the dollar amount stated. In other words, the stated job plan justifies the estimated total cost.

Any proposed external purchase of vendor supplied parts or labor, mustundergo a separate requisition approval process. However, as long as thework order is approved, the requisition will require maintenance approvalonly, per delegation of authority. Note that if work order costs exceed the

approved amount, it should be resubmitted for approval at the higher amount.

Note: The requisition and requisition approval processes are both shown inthe back of this manual. See Appendix I-A and I-B. Maximo Workflowhandles the requisition approval process. Workflow also handles approvallimits and routing for approvals. This is a fully automated background function.

Requisitions

Linked to

ApprovedWork Orders

It bears repeating…Requisitions linked to approved maintenance work ordersare completely routed and approved within the maintenance organization,

regardless of cost. The approval for the cost of repair is made on the workorder by both maintenance and operations.

Note: Yes, this would naturally include req’s linked to sub-orders, linked to TARs.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

App rove

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

PL Plan

Manage

Maintenan

Enginee

RC

Manage

Zone

ProductioManage

Executiv

Mana em

Maintenan

Manage


Workflow for

Work OrdersBasically, the work orders enter the Workflow process unapproved (WAPPR,PLAN, CRTD) and providing they are not cancelled, they eventually exit the process approved (APPR), but quite a bit more is accomplished.

On Work Orders, Workflow: Because it:

Interprets BU from Location onWO

Uses it to route WO for approvals

In LI it looks at Labor Record ofPlt.Mgr. assigned to determine

zone.Uses it to route WO for approvals

In PL Zones, verifies that PM,MC and MPlnr fields are

populated.

Uses this for assignments, routing andemail notifications

In OS Zones, verifies that MCand MPlnr fields are populated

only if WO exceeds $5K.

Uses this for assignments, routing andemail notifications

Verifies that WO is unapproved. Rejects WO if status is not unapproved.

Checks to see if work order hasan unapproved parent.

Will not begin approval process for awork order that has an unapproved parent.

In LI PL Zones, checks to seewho originated work order.

If planner originates, work order is sentfirst to Plt.Mgr. for approval, otherwise it

is first sent to Planner.

In LI OS Zones, checks to seewho originated work order and

total cost of work order.

If Plt.Mgr. originates and WO is $5K orless, it approves, otherwise it sends to

Plt.Mgr.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

App rove

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

PL Plan

Manage

Maintenan

Enginee

RC

Manage

Zone

ProductioManage

Executiv

Mana em

Maintenan

Manage


Work Order

Approval

Authority

The illustration below depicts the delegation of approval authority for allwork orders.

Note: Maximo Workflow handles this automatically.

Work Order Approval Authority

Work Order Value Position / Title

Over $50K Sr. VP Large Industries:

$25K to $50KBusiness Unit Leader &

National Maintenance Manager

$10K to $25K Zone Production Manager &RC Manager

$5K to $10K Maintenance Engineer

$0K to $5KPlant Manager* &

Maintenance Planner

* On-Site Plant Manager can approve work order if less than $5K

Workflow for

Requisitions

Basically, like work orders, requisitions enter the Workflow process in an

unapproved state (WAPPR) and providing they are not cancelled, theyeventually exit the process in an approved state (APPR). Additionally,Workflow does the following:

On Requisitions, Workflow: Because:

1Verifies that Ship to and

Requestor fields are populated.MIG will REJECT if these fields not

populated.

2 Checks if the Priority is “0”“0” causes workflow to cancel

Purchase Requisition.

3 Verifies that REQ is WAPPR.It rejects REQ if status is not

WAPPR.

4 Reads cost on REQ It auto approves any REQ under $5K

5Checks to see if Requestor is an

RC ManagerIt auto approves if REQ is $25K or

less.

6In LI it looks at Labor Record of

Requestor to determine zone.It uses this to assign to correct

maintenance engineer if > $5000.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech

MaintenanCoordina

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

Maintenan

Planner

Maintenan

Coordinat

Supervis

OS Plan

Manage

PL Plan

Manage

Maintenan

Enginee

RC

Manage

Zone

ProductioManage

Executiv

Mana em

Maintenan

Manage

App rove


Requisition

Approval

Authority

The illustration below depicts the delegation of approval authority for allrequisition.

Note: Maximo Workflow handles this automatically.

Requisition Approval Authority

Requisition Value Position / TitleOver $25K Maintenance Manager

$10K to $25K RC Manager


$0K to $5K Originator: (Plt.Mgr, Planner, Admin, etc.)

Workflow

Requisition

Approval

Effectively, the Requisition Approvals will look like the chart below, sincemultiple approvals are required, not just a single approval by the first personwith authority to approve.

Requisition Approval AuthorityRequisition Value Position / Title

Over $25KMaintenance Engineer, RC Manager,

Maintenance Manager

$10K to $25K Maintenance Engineer, RC Manager


$0K to $5K Originator




Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

Maintenan

Tech


MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

Procure

Maintena

Planner

Maintena

Coordinat

Supervis

OS Plan

Manage

Maintena

Enginee

RC

Manage

Maintena

Schedule

Unit 2Chapter 4. Procurement

Introduction Procurement is everything from initiating a requisition through goods receiptand vendor payment. Therefore, we initially touched on procurement whenwe discussed Planning in the last section. The Planner requisitioned materialsto be used as part of the job plan included on the work order.

Because the estimated costs of proposed external material and/or labor purchases were included in the total planned costs of the work order, their

overall costs were included in the work order financial approval, when thework order went through the workflow approval process.

The next step was to secure requisition approval , which entails an evaluationof value received per dollar spent, a totally different type of approval. Thiswas done through a similar workflow process, and was also explained in thelast section. So, at this point, we have Maximo requisitions, which will createOracle Purchase Orders through the Oracle interface. (Incidentally, we will

also have Maximo Purchase Orders, created by Oracle through the same

interface…but more on this later.

What must happen now, is these purchases must be executed. The parts and/orlabor referenced in the associated Purchase Orders are needed for the workassociated with the work orders. How this is accomplished, is the subject ofthis section. First, however, we’ll discuss the interface in a little more detail.

The Oracle

InterfaceAs previously stated, Oracle is a financial system and is concerned with ALL purchases. Maximo is a maintenance system concerned withMAINTENANCE purchases. Oracle needs this information because it isresponsible for tracking purchasing expenditures, vendor performance,approval processing, etc…on a company level. Maximo needs this sameinformation because it is responsible for tracking repair expenditures,

equipment performance, work processing, etc… at the maintenance level.

How do we get the same information in both systems without entering all of ittwice? Answer : The Interface.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlantManager

OPL PlanManager

MaintenanTech

MaintenanCoordinat

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManager

Zone

ProductioManager

MaintenanManager

ExecutivManageme

Maintenan

Planner

Maintenan

Coordinat

Superviso

OS Plan

Manager

Maintenan

Engineer

RC

Manager

Maintenan

Schedule

Procure

Unit 2Chapter 4. Procurement, Continued

Interface:

FlowchartBelow is a depiction of the Oracle Purchasing Interface. This is one of manyOracle/Maximo interfaces. Notice that some lines are dotted and some aresolid. Solid lines represent the actual controlling flow of information.

M a x i m o

R E Q

( A p p r o v e d )

R E Q( A P P R )

O r a c l e G o o d s R e c e i p t

M i r r o r e d t o M a x i m o

O r a c l e G o o d s

R e c e i p t P o s t e d

O r a c l e I n v o i c e M i r r o r e d

t o M a x i m o

O r a c l e I n v o i c e

P o s t e d

I n v o i c e

( @ S A V E )

P r o c e s s

C o m p l e te

M a x i m o O r a c l e

G R

( @ S A V E )

O r a c l e P O M i r r o r e d t o

M a x i m o ( s am e n u m b e r )

A p p r o v e d O r a c le P O

C r e a t e d

P O

( A P P R )

F i e l d

Di re c t

?

In co m p le te

Re q u is i t io n

Crea ted in

O rac le

N o

A p p ro v ed

Re q u is i t io n

Crea ted in

O rac le

Y e s

M ax im o R eq u is it i o nM i rr o red to O rac le

Re q u is i t io n

In it i ato r

A u to -C r e a t es

P O

C S M

C r e a t e s &

A p p ro v e s

P O





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlantManager

OPL PlanManager

MaintenanTech

MaintenanCoordinat

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManager

Zone

ProductioManager

MaintenanManager

ExecutivManageme

Maintenan

Planner

Maintenan

Coordinat

Superviso

OS Plan

Manager

Maintenan

Engineer

RC

Manager

Maintenan

Schedule

Procure


Interface:

ExplainedThe interface allows Oracle to continue controlling the purchasing process.It does let Maximo kick maintenance purchases off though. Essentially whathappens is this: A Maximo requisition is created first, and the interfaceduplicates it in Oracle. From there Oracle has complete control throughoutthe process, but Maximo gets copies of everything that goes on, as long as it’smaintenance related. Very simple.

Purchasing Interface Step-By-Step

1. Maximo REQ is created. This is done in Maximo for a reason.Maximo links any maintenance related purchase to the work order towhich it applies. This way, the purchase is tied to the repair for alltime.

Note: Revisit Chapter 2 and note the External Purchases topic. It listsmany benefits of linking the Requisition to the work order.

2. Interface mirrors Maximo REQ to Oracle. In short, an identicalRequisition is created in Oracle Purchasing. This is the point of contact

for the interface. Information written to the Requisition will eventuallyfind its way to the Oracle PO, which is created in the next step.

3.a. If imported REQ is FieldDirect, it is APPROVED, andPO is created now.(By initiator or designee).

3.b. If imported REQ is NOT FieldDirect, it is INCOMPLETE,and PO is created later.(By Purchasing).

4. When Oracle PO is APPROVED, it is mirrored to Maximo. Yes, aMaximo PO is also created. Maximo needs this for reporting and datamanagement within the work order cycle. This is done electronicallythrough the interface. The same is true for the next three steps.

5. When Oracle Goods Receipt is posted, it is mirrored to Maximo

through the interface. 6. After SIRs are resolved in Oracle, invoice is posted, and it is mirroredto Maximo through the interface.

7. When Oracle Variance / SIR is posted it is mirrored to Maximo throughthe interface..

8. Process is complete.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlantManager

OPL PlanManager

MaintenanTech

MaintenanCoordinat

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManager

Zone

ProductioManager

MaintenanManager

ExecutivManageme

Maintenan

Planner

Maintenan

Coordinat

Superviso

OS Plan

Manager

Maintenan

Engineer

RC

Manager

Maintenan

Schedule

Procure


Procurement

ProcessThe previous topic explained what happens in the background, during theProcurement process, but what happens in the foreground? What isProcurement? How does it relate to the work order? How does it fit into theMMP philosophy?

A better question might be: Where does it fit into MMP? And the answerwould be: Everywhere.

MMP Step Procurement

Identify andPrioritize

The work order initiator describes what is broken to the best of his/her ability. Is the seal leaking? The bowlcracked? Could a rod be bent? Often he will not be ableto inspect the equipment personally, so how the Plannerinterprets this, will determine what parts he orders if any.

Plan andEstimate

The Planner looks at the work order and if possibleinspects the equipment personally. He uses his best judgment to allocate the proper resources. This will ofteninclude internal and external materials.

Approve This is financial approval, and it includes the cost of anymaterials, internal or external, that are part of the plan.

Procure This is the actual purchase and receipt of materials. Thereceived and/or issued materials constitute the first actualdollars expended on the work order.

Schedule Scheduling occurs only after the necessary parts areavailable, not before. Sometimes new requirements for parts occur after the job has begun. And often the jobmust be stopped temporarily and re-scheduled pendingnew material receipts.

Execute andReport Part of executing the job might be taking delivery of the parts. Where are they? At the dock perhaps? Are theyarriving via FedEx? Hotshot?





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlantManager

OPL PlanManager

MaintenanTech

MaintenanCoordinat

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManager

Zone

ProductioManager

MaintenanManager

ExecutivManageme

Maintenan

Planner

Maintenan

Coordinat

Superviso

OS Plan

Manager

Maintenan

Engineer

RC

Manager

Maintenan

Schedule

Procure


Expediting Once it is understood that the entire MMP cycle is affected for better or worse by Procurement of materials, it becomes obvious that a delay in materialdelivery can adversely affect scheduling and execution of the job. Often thisdelay can have an immediate financial impact.

Sometimes it is prudent to monitor the procurement process more closely.The tracking of external purchases, and management of special deliveryoptions, to accelerate the delivery of parts necessary for the more urgent jobs,is called e xpediting. At Air Liquide this typically a Corporate SupplyManagement function.

Air Liquide has no formal expediter position, per se, but the function might be executed by the initiator of the Field Direct PO or by the CSM for otherPO’s. Actually, what the Expediter does for specific and urgent work ordersis essentially what the Planner does, on a smaller scale, for all work orders.He takes a bonafide interest in pushing work orders through the systemtoward execution and completion. Expediting requires going the extra mile,getting involved with the vendors and in the delivery process as well.

Note: The expediter might get involved very early in the procurement process; possibly while the work order is still in the planning stage, at therequest of the Planner. Or he might have started trying to locate a specific part, long before the current one failed and the work order was written.

Goods Receipt Goods Receipt is more than the physical arrival of ordered materials into AirLiquide possession. It is the official acknowledgement of movement from thevendor to the customer (Air Liquide), signified by electronic signature,accompanied by posting of actual costs (in this case, to the work order), at the

point in which the materials physically change hands.

Goods receipts and service receipts are different. Goods must be received before work commences in most cases, because goods are purchased inadvance of consumption. Service receipts occur only after work has begun, because service is paid concurrent with consumption.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execute

& Repo


UrgentNormal

ProductioTech

PL PlantManager

OPL PlanManager

MaintenanTech

MaintenanCoordinat

MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManager

Zone

ProductioManager

MaintenanManager

ExecutivManageme

Maintenan

Planner

Maintenan

Coordinat

Superviso

OS Plan

Manager

Maintenan

Engineer

RC

Manager

Maintenan

Schedule

Procure


Goods Receipt(cont’d…)

The receipt of requisitioned materials and availability of contract services, theissue of warehouse materials…These are the things that signal the end of theProcurement process. But these things do not automatically triggerscheduling. Work orders must be monitored constantly for changes. ThePlanner usually does this. Typically it is changes in material receipt statusthat makes a work order ready for Scheduling.

A Planner typically would rely on special reports, which look at PurchaseOrders. These reports might check only Purchase Orders linked tomaintenance work orders, and they might notify the Planner only if the workorder’s external material requirements are completely met by the most recentgoods receipt. This allows him to focus his efforts more efficiently.

Note: As stated earlier, it is the Planner’s responsibility to get the workorder ready for Scheduling. Monitoring goods receipts is part of this process,and therefore part of his responsibility.

The Final Step Once the Planner ascertains that all resources are available, he changes thestatus of the work order to WSCH (waiting for scheduling). This places thework order in the Scheduler’s queue, and removes it from the Planner’s realmof responsibility. This also ends the MMP Procurement functional step, paving the way for Scheduling..




Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

Maintena

Planne

Maintena

Enginee

RC

Manage

Maintena

Schedul

PL Plan

Manage

Unit 2Chapter 5. Scheduling

Introduction The best way to gauge the maturity of a maintenance organization is bylooking at the way work is scheduled.

Scheduling is the one thing that makes the most difference in the efficiency ofthe whole maintenance execution process, and for this reason, all of the steps prior to scheduling are designed to support and facilitate the scheduling process. It is in the scheduling phase that much of the MMP effort begins to

pay off, and here that the benefits become tangible (and measurable).

“How often do you meet to discuss the work schedule?”

The answer to this simple question speaks volumes about the maintenancedepartment. We will address this question (and a few more) in this section.

The 5-Minute

EvaluationA quick and simple evaluation by a maintenance auditor, of any maintenancedepartment might contain some basic questions about the maintenance budget; how many pieces of equipment are maintained; the number ofemployees, etc., but pretty quickly, a maintenance expert would ask pointed questions, similar to the ones below:

5-Minute Evaluation

Do you have a weekly meeting to discuss the work schedule?

Does operations attend? Do they participate? What is discussed?

Are resources shared between plants? How is this done?

How far ahead do you schedule the work?

What percentage of the workload is emergency work?

What percentage of the workload is planned in advance?

What percentage of the workload is preventive/predictive?

How much of the work is completed without interruption?When does Operations get a copy of the work schedule? (or do they?)

Is permitting completed prior to scheduled start time?





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage

Unit 2Chapter 5. Scheduling, Continued

Maintenance

ExcellenceHow will we achieve maintenance excellence? On what basis are weevaluated? Can maintenance or operations do it alone? Who definesmaintenance excellence? Our partner? What criteria will they use? How dowe know what they want?

We manage our partner’s expectations. What does this mean? How is thisaccomplished? We start by understanding our partner’s expectations:

• “What constitutes success?”

• “ What IS a good job?”

• “ How can we measure this?”

The process of establishing a mutual understanding, a common definition ofexcellence, between our partner, and ourselves is appropriately calledmanaging expectations (i.e. - agreeing on what constitutes a suitableoutcome). It works both ways. And not understanding what our partnerexpects sets us both up for failure.

Typically when we fail to meet expectations, the complaint is not with our

technical abilities. Maintenance personnel know how to repair equipment.Operations personnel know how to remove it from service and make it safe towork on. So, when we fail, it is typically because we either don’tcommunicate well, or we are not responsive enough.

The Schedule So once again…Why all this talk about “understanding operations’expectations”? Where are we going with this? Answer: The Schedule

“…And what’s so great about the schedule?”

The Schedule is not only the key to the entire process… the main medium of

communication…and the work execution road map…

…It is the documented record of our partner’s expectations…the dailystandard , against which our joint efforts will be compared, the tool by whichour efforts will be measured, the compilation of our mutual requirements, presented clearly, prioritized appropriately and delivered well in advance.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


The Schedule

(Cont’d…)The Schedule is how we communicate. It contains detailed writteninstructions for both operations and maintenance…in the format of choice.And it includes all maintenance needs to know about the availability ofcranes, special craft requirements, special instructions…and all operationsneeds to know about when technicians will arrive, what needs to be prepped,when work will commence, etc.

It is the process of creating the schedule that is important. It is during this process, that most of the communication between operations and maintenancetakes place. It is where agreements are reached to share resources, jobs areselected, equipment is reserved, special requirements are noted, and specialneeds are met.

Scheduling

MeetingLet’s talk about the Scheduling Meeting for a bit. It may be as simple as thePlant Manager discussing a job with a Maintenance Technician:

•

When will this job begin?• How will it proceed?

• How long will it take?

A very formal Scheduling Meeting might include the RC Manager, the ZoneProduction Manager, the Maintenance Scheduler, several Plant Managers,and several Maintenance Engineers:

• Can I get this job on the schedule for Thursday?

• We’ll need scaffolding for that. I’ll make the call.

• What craftsmen will be required from my area?

• Will a crane be required? Will it be rented?• Not if we move the job to Friday. Can we wait?

• Can this job be included with that one?

• Does the backlog contain other work that is nearby?

• Who has a coded welder?





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


What is

Scheduling?Just what does proper scheduling entail? Scheduling can include the efficientfacilitation and coordination of the following tasks:

Who Results

Proper equipment prepared properly

Lock out / Tag out procedure initiatedOperations

Permit procedure initiatedTechnicians arrival for work execution

Lock out / Tag out procedure signed

Permit procedure signedMaintenance

Proper tools on job

Warehouse parts availability

External parts receivedInventory

External contractors available

What’s in This

For Me?

What do we hope to gain from scheduling? Well, that’s a two-part question,

so it depends on whom you ask. It’s about sharing information. Some of thisinformation is on the schedule; some is discussed in the scheduling meeting.

Information for Operations: Information for Maintenance:

• When is the job starting?

• Who should we be looking for?

• How long will we be shut down?

• Are special permits required?

• What is required from “us”?

• What other equipment is affected?

•

How are my high priority items being addressed?

• What time do we show up?

• Who do I see for permits?

• How long is this expected totake?

• What safety precautions apply?

• Will the equipment be ready?

•

Who else is working on this job?

Accountability Maintenance is accountable for work/job readiness. Operations isaccountable for equipment readiness. The Schedule is the contract .





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


A Look at

SchedulingReal scheduling involves the efficient coordination of daily work, weeklywork and monthly work. The goal is to look a month ahead, schedule a weekahead and commit to tomorrow’s compliance today, in writing. That meansmeeting daily, not to create tomorrow’s schedule, but to review and finalizethe tomorrow schedule created last week , to adjust it if necessary, in light ofnew urgent needs, and agree to live with it.

It also means actually pre-scheduling next week. This is completed and published on Thursdays at Air Liquide. The goal is a schedule; visible inadvance, that not only facilitates work execution planning and coordination, but also doesn’t change…or changes very little. It means budgeting our time

and money, and living within our budget.

Does this sound difficult? It doesn’t mean the entire schedule is written instone, but it does mean we adopt a different mindset. It means we stopdwelling on the urgency of today, long enough to plan a very routine tomorrow. It gets easier with continued effort.

Schedule

Attainment:

A Goal

Constantly looking ahead means committing not just to the work schedule, but also committing to the agreements made which are now inseparable fromthe schedule: equipment loans, resource allocations, material deliveries, starttimes, tool requirements, transportation requirements, equipment preparation,etc. The things that are cheaper with a little foresight.

Thus, schedule attainment , the successful adherence to the agreed upon schedule, becomes a larger, more meaningful accomplishment, a commitmentto cooperation, a monument to effort, a bonafide measurement of success.

Schedule

AdherenceAdherence to a sensible schedule, and planning work in advance, has manyadvantages, most of which are readily apparent. In fact, the excellent resultsobtained from real planning and scheduling, are almost immediatelyapparent.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


The

ScheduleSo what does this monthly / weekly / daily schedule look like? How does onego about creating a schedule four (4) weeks in advance? Where does one begin? Answer: One starts with a calendar . Notice the simple one below,depicting the components of a formal schedule.

The current week (WK0) has boxes representing Monday through Friday of

the current week, with the assumption that Thursday’s box represents today(notice inset). The following week begins on Monday (WK1 / Monday), andis depicted by the five boxes on the second row. Notice how each day inWK1 (next week) is pre-loaded with approximately 40% preventivemaintenance and 60% normal work.

Priority 2 - Urgent

Priority 3 - Emergency

Priority 1 - Regular

Urgent Work Reported

Yesterday (by 2 pm) for

Today's Schedule .

< 10%

< 10%

HELP! I need it

TODAY !!

PMs

Priority 99 - PMs

WK1

100%

WK2

80%

WK3

60%

WK4

40%

PMs are Pre-

Loaded(Bypassing

Backlog)

WK0

100%

> 40%

WorkOrder

Backlog

Normal

Work Order

Backlog

> 40%TODAY





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


The

Schedule

(Cont’d….)

PM s were placed on the schedule immediately, bypassing the backlog, thus40% of the schedule is known 4 weeks in advance. Normal work is also placed on the schedule well in advance, but not in the same manner. Normalwork is pre-loaded more gradually, as the month progresses, with the 60% pre-load (average/approx) attained only in WK1, as a result of the weeklyscheduling meeting concluded on Thursday of WK0. A portion of this 60%

will be interruptible work, those jobs that are easily placed on hold.

The days remain scheduled at 100% of full capacity as they approachexecution day. The day before execution, some of the interruptible jobs aredropped if necessary, to accommodate urgent work. On the day of execution(WK0 / Thursday), emergency work, if it exists, must also be addressed.Again, the technicians assigned to the interruptible work are immediatelyreassigned to the emergency.

Ideally, the majority of the schedule remains unchanged: The urgent workscheduled yesterday continues, the 40% pre-loaded PM work continues. Andmost of the normal work (still about 50% of the schedule) is still unchanged.Only a few jobs were cancelled, the ‘interruptible jobs’, so the bulk of thework begun was planned and scheduled in advance, and is executed accordingto plan.

Scheduling

Meeting:

Inputs

As previously stated, agreements and commitments are made in the ScheduleMeeting, which facilitates the creation of, and improvement upon, theschedule. And the schedule is the contract, which assures accountability ofall participants. Maintenance is responsible for work/job readiness.Operations is responsible for equipment readiness.

The cooperation and compromise necessary in this process is embodied anddocumented in the schedule itself…and it is this cooperative effort thatelevates the official schedule document to prominence.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


Scheduling

Meeting:

Overview

Below is a simple depiction of the daily Scheduling Meeting. It is in thismeeting that Operations and Maintenance representatives meet daily, in person or by phone, to create the Maintenance Schedule.

MaintenanceSchedule

MaintenanceCommitmentTo Job/WorkReadiness

OperationsCommitmentto Equipment

Readiness

SchedulingMeeting

Ready to WorkBacklo

Resource Availabilit

Ops.Representative

Maint.Representative

Equipment/PlantStatus

Work Priority





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


Scheduling

Meeting:

Inputs

A lot of information is brought to this meeting. A lot of inputs are required.The preparation of each input is the key to a successful meeting. What doesthat mean? The chart below elaborates:

Input How is it prepared?

Backlog

The (Scheduling) Backlog is a list of all work orders, with

those that are pre-planned, and with sufficient materials to begin the work designated as “Ready to Work”. A well- prepared backlog would be placed at each position aroundthe table. This would be the Scheduler’s responsibility.

Resource

Availability

This would also be the responsibility of the Scheduler. It ismerely a list of who (name/craft) currently plans to be inattendance for each area, based on vacation plans, injury,sickness (known), temporary re-assignments, etc. It isstated in man-hours per craft per plant.

Operations

Rep(s).

Has proper authority to speak for his department anddivision. Knows their concerns, production requirements,

what equipment is currently not at full capacity, what workorders are currently being addressed, etc.

Maintenance

Rep(s).

Has proper authority to speak for his department anddivision. Know their concerns, man-power status, whereman-power is assigned, what work orders are currently being addressed. Knows what resources are required foreach work order.

Equipment /

Plant Status

Information as to the production capability of theequipment and plant. Is the equipment running? If not, isthere a spare? How critical is the equipment to the plant /unit? If the plant / unit is running now, must it be shut

down to effect the repair?

Work Priority

How important is this work? How important is it relativeto other work being discussed? If conflicts for resourcesare likely to occur, they should be discussed before themeeting.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


Scheduling

Meeting:

Emphasis

First and foremost: Participation. Both operations and maintenance arerepresented in this meeting, and both come with the information, prepared inadvance, because both are affected by the decisions made.

Second: Representation. All affected areas are represented. Therepresentatives have designated or delegated authority, and have sufficientinfluence within their departments that decisions and commitments can be

made immediately and are honored without question.

Third: Cooperation. Some work must be done, some should be done, andsome can be done. But a finite amount of capacity for work exists. Period.

Fourth: Focus. The meeting is about tomorrow and beyond. Discussion oftoday’s activities must be postponed until after the meeting.

A Key Tenet

Of MMPFinally, of major importance, a key tenet of MMP must be understood:

Although there is some immediate benefit to always applying the

maximum amount of time, tools and talent, to the highest priority work,and at times this is necessary…sustained long-term benefits, functional

and financial, are achieved by planning work in advance, adhering to

an agreed upon schedule, applying intelligent and uninterrupted effort

to addressing identified problems, and honoring commitments, by

efficiently and consistently finishing what we start.

Nowhere is it more important to guard against the tendency to slip back intoreactive mode, than in the scheduling of work. So, to clarify…Just as ashort-term benefit can be achieved from the wholesale re-shuffling andreallocation of manpower…to place a critical piece of equipment back on

line immediately…there is also a long-term price to be paid.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


Scheduling

Meeting:

What to Expect

But what are the ground rules here? How is the meeting conducted? Who isin charge? When and where does it occur? What is the goal?

The Daily Schedule meeting occurs at the same time every day. It starts exactly ontime, because not being on time means decisions are made in your absence. Thingsmove quickly and efficiently.

The Scheduler is early. He/She has passed out tomorrow’s schedules for the variousareas represented, and has also furnished a manpower list. How could there be aschedule? Remember, the work has been scheduled in prior meetings. Furthermore,the PMs go directly to the schedule accounting for a significant portion of everyday’s work. Operations has already handpicked and prioritized the “ready to work”(parts/tools/people available) jobs from the backlog. The Scheduler has taken his best guess within the confines of their preferences. This expedites things quite a bittoo.

Who else is in attendance? Coordinators, plant managers, maybe a planner or two isstanding in for someone (with delegated authority), the RC manager. Typically, themeetings are bigger in the beginning...and longer. After a while, only those directlyaffected show up. It gets faster. Eventually, hundreds of hours of manpower

allocation takes place in a very few minutes. It gets more efficient.

Mostly the urgent work is discussed, because the Scheduler knows the PM and Normal work so well, there is very little to change. Maybe a job gets cancelled because the equipment can’t be shut down yet, but for the most part, a week’s worthof normal work is already laid out.

The emergency work has already started, even as the work order was being created. Nothing to discuss there. So only the urgent work remains. It gets placed on theschedule. The Scheduler makes notes. Manpower is reallocated if necessary. Thisis kept to a minimum, for efficiency and convenience sake. An effort is made tokeep people in the area where they are most comfortable and/or effective.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Schedule

OS Plan

Manage

PL Plan

Manage

Maintena

Planne

MaintenaSchedul

Maintena

EngineeMaintena

Enginee

RC

Manage


Scheduling

Meeting:

Confirmation vs Re-construction

Notice the “What to Expect ” topic on the previous page. Things are going pretty smoothly. This is not always the case, especially in the beginning. Ittakes a while for people to understand the process. What was described in the previous topic was the daily Confirmation of Schedule process. Basically,everyone took one last peek and said…

“Yes, what I’ve agreed to all week…is what I’ll agree to now.”

Everyone works better on a schedule. And every job is executed moreefficiently when it is executed according to plan. Maintenance uses some ofits skilled people to plan and schedule work, and it costs wrench time. Butwith good scheduling, and good parts, a good plan, and well-trainedtechnicians…they make up that time…and the actual execution process becomes much more efficient.

The result is that maintenance gets more work done faster. And it lasts longer.So there are fewer breakdowns. And eventually, because of having fewer breakdowns, maintenance has time to do more proactive maintenance, andless reactive maintenance. Operations gets more uptime, and maintenancespends more time looking at things before they break.




Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

Maintenan

Tech


MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

Execut

& Repo

Maintena

Coordinat

Supervis

ProductiTech

OS Plan

Manage

Maintena

Tech

Unit 2Chapter 6. Execut ing & Reporting

Introduction All the plans are made, parts are available, and the schedule says the workorder is ready to go. Scheduled start time is 8 am tomorrow morning. Whatyou do next depends on who you are, and where you are in the process.

Maintenance

CoordinatorOnce the maintenance schedule is delivered and the work execution phase begins, the maintenance coordinator gets involved in the actual execution.Specifically he/she is responsible for assigning individuals to the work orders

the day before the scheduled start and insuring that the start occurs on time.

The maintenance coordinator prints the work orders and is actually in chargeof getting the work done. He/she tracks work progress throughout the dayand provides feedback to maintenance and operations as required. It is themaintenance coordinator who initially receives the schedule and follows the jobs to completion.

It may be the maintenance coordinator who updates the status of work ordersin the EAM system. He also notifies the Planner if changes are needed in the plan, and is ultimately responsible for notifying the Scheduler when schedulechanges are appropriate, though this notification may also come from other

sources (the production technician, maintenance technician, etc.).

Production

TechnicianThe production technician in charge of a specific equipment item will beinformed of scheduled maintenance on that equipment. The weekly schedulegives him/her a forewarning of the pending repair. He is informed of the startdate and start time, who (from maintenance) will participate, what will bedone, how long it will take, what it will cost, etc. The final confirmation forall but emergency work is received the day before work is to begin.

The production technician is responsible for knowing what product is insidethe equipment, if any, and what safety precautions must be taken and what

safety clothing and gear are required for handling. He is responsible forhaving tags hung, permits filled out, equipment properly prepared and readyat the time specified on the work order. Equipment readiness is an operationsresponsibility, and the production technician is the operations representativedesignated to act on their behalf.


Air Liquide America, L.P.Page 74 of



UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Execut

& Repo

OS Plan

Manage

Maintena

Coordina

Supervis

Producti

Tech

MaintenaTech

Unit 2Chapter 6. Execut ing & Reporting, Continued

Maintenance

TechnicianThe maintenance technician is responsible for arriving at the specifiedlocation, at the designated start time, prepared to execute the work. It is his orher job to actually perform the task defined in the work order.

The maintenance technician must review the work order in its entirety beforeinitiating any repair. Appropriate information concerning permits, safetygear, safety clothing, special procedures, etc., are contained in the work order

and on the permit. By becoming more familiar with the work order, themaintenance technician insures safer job execution. He/she will execute thework order according to standards of best practice, and will exhibit thehighest standards of excellence in his/her work.

The maintenance technician will execute the task as per instructions and willnotify operations and maintenance supervision (if appropriate) when the workis complete. Specifically, rescheduling information must reach the scheduler.

The maintenance technician will provide feedback if necessary, either in thework order by entering/updating “as found” and “as left” information, failureinformation, long text…or by notifying the correct maintenance or operations

entity directly when applicable and appropriate.

Completion of a feedback form may become part of the future work execution process. This would allow the maintenance technician to update the Plannerwith information pertinent to future planning of the same or similar work.

Maintenance

PlannerThe Planner typically has very little to do with work execution unless hisassistance is requested. When that occurs, the request is usually urgent.Sometimes new developments render the original plan worthless.

Often the Planner must revise the plan as work progresses, either because

some of the requirements have changed, or because the wrong parts were procured. Sometimes he must personally locate parts and arrange for theirimmediate procurement and delivery to the site.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Execut

& Repo

OS Plan

Manage

Maintena

Coordina

Supervis

Producti

Tech

MaintenaTech


Maintenance

Planner

(Cont’d…)

The Planner must be flexible. Often the Planner’s initial research, which was part of the planning process, makes him/her the most informed individualavailable, and the logical choice for consultation during work execution.

Modification of plans after execution, based on feedback forms submitted bythose executing the work, might eventually be part of Planner responsibilities.This would typically occur for more repetitious types of work, since there

would be much less benefit in modifying a plan for a single, elaborate repair,unlikely to be repeated.

Maintenance

SchedulerThe maintenance scheduler is not directly involved in the execution of work, but must be aware of the status of all jobs currently on the schedule, so thathe/she may affect the appropriate rescheduling or canceling of jobs in theEAM system. The maintenance scheduler stays in contact with thecoordinators and planners, constantly receiving input and feedback.

It is the scheduler’s job to update the preliminary schedule for the following

day to reflect changes necessitated by deviations from the schedule, typicallycaused by work execution delays, emergencies that take precedence overscheduled work, improper/inaccurate planning, manpower shortages, etc.

Continuous

ImprovementHow do you know when you’re getting it right? Answer: You set goals foryourself. And you keep improving until you achieve your goals.

Generally, you start with goals that will require persistent effort, but areachievable in the relative short term. Initially, it’s important to know that youon the right track. Establish consistency. Insist on consistent improvement.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Execut

& Repo

OS Plan

Manage

Maintena

Coordina

Supervis

Producti

Tech

MaintenaTech


Key

Performance

Indicators:

Initial

“… Measure what you treasure…” Once you know where you stand, you begin to work on improving your performance. And when you start reachingyour goals, you raise the bar. Below are some initial targets to shoot for:

Initial Performance Goals Target

Scheduled Hrs Worked as a percentage of Total Hrs Worked. > 80%Preventive Maintenance Hrs worked as a percentage of TotalHrs Worked. *

> 40%

Corrective Hrs Worked as a percentage of Total Hrs Worked. * > 40%

Total Emergency Hrs as a percentage of Total Hrs Worked. < 10%

Total Urgent Hrs as a percentage of Total Hrs Worked. < 10%

Weekly Budget Target +/- 10%

* Planned means planned 1 week in advance.

Key

Performance

Indicators:

Best of Class

But how do you know when you’re the best ? Eventually, these are thePerformance Goals you consistently achieve:

Best in Class Performance Goals Target

Scheduled Hrs Worked as a percentage of Total Hrs Worked. > 90%

Preventive Maintenance Hrs worked as a percentage of TotalHrs Worked. *

> 50%

Planned Hrs Worked as a percentage of Total Hrs Worked. * > 40%

(Total Hrs Emergency + Total Hrs Urgent Work) as a percentage of Total Hrs Worked.

< 10%

Weekly Budget Target +/- 5%

* Planned means planned 2 weeks in advance.




Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

Maintenan

Schedule

MaintenanEnginee

RCManage

Zone

ProductioManage

MaintenanManage

ExecutivManagem

Execut

& Repo

PL Plan

Manage

Maintena

Coordinat

Supervis

ProductiTech

Maintena

Planner

OS Plan

Manage

Maintena

Schedule

Maintena

Tech

Maintena

Enginee

RC

Manage

Zone

ProductiManage

RC

Manage

Executiv

Managem

Unit 2Chapter 7. Continuous Improvement

Continuous

ImprovementImproving the process is everyone’s responsibility. This means we do a better job, every time we do the job. Our plans are better, our execution is better, the job costs less, and the equipment lasts longer.

We have to stop thinking only in terms of completing the repair, and startthinking of how to make the repair effort more efficient . We must stayengaged a little longer in the process. During work order completion, forexample, an important question to ask is:

“What do I know now, that I wish I had known when I started this job?”

Continuous

Improvement:

Maintenance

Noting opportunities for improvement is part of continuous improvement. Itrequires an interest in making things better. The chart below lists some areaswhere this interest might be focused:

Suggested Follow Up Items to Consider:

Special Tools Required

Special Equipment, Scaffolding, Crafts

Innovative Solutions: Using covered scaffolding for sun/weather protectionForgotten/Overlooked Items: water jugs, port-o-cans, lunch areas, lay downconsiderations, electric cord protection, lift plans, fuel for compressors andgenerators, spare parts, etc.

Better Job Task Procedures

Better Dollar Estimates

More Realistic Lead-time for Parts/Service Procurement

Technical Manual/References on hand.

Contact Names and Numbers

What NOT To Do: Lessons Learned

Alternative Repair Methodologies

Improved Troubleshooting TechniquesMOC Changes Made or Recommendations

Overlooked Safety Items





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Execut

& Repo

PL Plan

Manage

Maintena

Coordina

Supervis

Producti

Tech

Maintena

Planne

OS Plan

Manage

MaintenaSchedul

MaintenaTech

Maintena

Enginee

RC

Manage

ZoneProducti

Manage

RC

Manage

Executiv

Managem

Unit 2Chapter 7. Continuous Improvement, Continued

Maintenance

ExcellenceWhy so much emphasis on maintenance? Because excellence in maintenancemanagement sets the stage for our other goals. Getting a handle onmaintenance means our equipment lasts longer and is more reliable. Reliableequipment means reliable production.

Maintenance process improvement is just the first step. It’s not complex. It’svery simple. It just requires discipline. Ultimately the reliability we want

depends on our ability to consistently adhere to good, sound maintenance practices, the same practices observed at all exceptional maintenanceorganizations.

Attaining excellence in maintenance management requires that we firstunderstand what excellence requires of us. We set goals for ourselves and weattain those goals. And we raise the bar. It’s a steady process ofimprovement. We measure our progress, and record our measurements. Andwe stay the course.

ContinuousImprovement:

On the Job

In short, every time a maintenance technician must leave the job to locate atool or a part…the opportunity for improvement exists. Wrench-time. It’s a big part of the repair. Having the needed supplies close at hand is crucial tothe efficient execution of the task.

It’s hard to imagine a surgeon leaving the patient to search for a scalpel or a bandage. Why? Because time is important to the surgeon. We’re not lookingfor that kind of precision. But are looking to become more efficient, becauseit’s our job.





UNIT 2, Chap

Identify

& Prioritize

Plan


Execut

& Repo


UrgentNormal

ProductioTech

PL PlanManage

OPL PlaManage

MaintenanTech


MaintenanPlanner

MaintenanSchedul

MaintenanEnginee

RCManage

ZoneProductioManage

MaintenanManage

ExecutivManagem

Execut

& Repo

PL Plan

Manage

Maintena

Coordina

Supervis

Producti

Tech

Maintena

Planne

OS Plan

Manage

MaintenaSchedul

MaintenaTech

Maintena

Enginee

RC

Manage

ZoneProducti

Manage

RC

Manage

Executiv

Managem

Unit 2Chapter 7. Continuous Improvement, Continued

Continuous

Improvement:

Reliability

The Maintenance Management Process is about laying the foundation forcontinuous improvement. At the start, it’s about getting maintenance right .This means getting maintenance costs down, and keeping the equipment up.And initially, we’ll start noticing some improvement in reliability. But whilethis is definitely a step in the right direction, it’s not the destination.

As we build our PMs and plan our jobs, we amass valuable caches ofinformation…databases, which describe our routines. We catalog andcategorize. And we mature as a maintenance organization; we smooth out the bumps, streamline the processes, and optimize the procedures.

We get better. That’s what it’s all about. It’s learning to work togetherefficiently as a team. It’s becoming the best maintenance organization possible, so that we can become the best Air Liquide possible. It’s our job.

Eventually there is a point, when the numbers become more consistent, andthe data becomes more reliable, and we can start making betterdecisions…based on those numbers…MTBF, costs per equipment, downtime

per equipment, etc. We leverage that knowledge…investing our maintenancedollars and engineering resources where they can do the most good.

That’s when we’ll begin to see dramatic improvements in production

reliability. And that’s when the effects of maintenance done right …start being felt in the bottom line…when maintenance ceases to be a relativeweakness…and starts becoming a major competitive advantage.




Appendix I – A: Requisition Flowchart

Need For Maintenance Parts or

Services Exists

Purchase RequisitionEntered In Maximo

Requisitioner StartsWorkflow Approval

Process

Workflow Checks the Following:Oxy/Med Fields Complete?

GL Account Valid? ACE Number Valid?

Work Order Number Approved?

PR Is Approved InMaximo

PR Sent To OracleVIA Interface

Does PR MeetRequirements for

Field Direct?

RC

CMa

YES

NO

Workflow

Requisition

Approval

Process




Appendix I – B: Requisition Approval Flowchart

1. Approve (Moves Work Order Forward In Approval Process)

2. Reject (Sends Work Order Back To Planner)

3. Request More Information (Sends Work Order to Maintenance Counterpart)

MaintenanceEngineer

ApprovesPR

RC Manager Approves

PR

MaintnanceMgr

ApprovesWork Order

YES

< $25000> $25,000

APPR

Did MaintEngineer Write

PR?

Did RCManager

Write PR?

IsTh

< $10000

NO

NO

YES

NO

<




Appendix 1 – C: Pipeline Zone Work Order Flowchart

No

Work Order Created In WorkOrder Tracking

Plant Manager Changes Status

to PLAN

PlaThe

Planner ChangesStatus To

WSCH

Scheduler SchedulersWork Order

Coordinator/PlantExecutes the

Work Order andEnters Work

History

YESFina

of W

PlantManager

Approves

Plant Manger Cancels TheWork Order

CRTD » CAN

CRTD » PLAN

WO Ready To

Schedule?

APPR » WSCH WSCH » INPRG TEC

Is Work Order a PM?

Emergency?

NO

Begin Work

ExecutionConcurrent WithPlanning and

Approval Process

WorkIdentified

YES

YES

TAR Backlog

Normal Backlog

CRTD

INPRG » TECONormal

No

Urgent

Yes

NO




Appendix I – D: Pipeline Zone WO Approval Flowchart

1. Approve (Moves Work Order Forward In Approval Process)2. Reject (Sends Work Order Back To Planner)3. Request More Information (Sends Work Order to Maintenance Counterpart)

PlantManager

ApprovesWork Orde

Planne Approve

(Only IfPlanner D

not StarWorkflow

MaintenanceEngineer

ApprovesWork Order

Zone ProdMgr

ApprovesWorkOrder

RC Manager Approves

WorkOrder

BUL ApprovesWork Order

MaintnanceMgr

ApprovesWork Order

Senior VP ApprovesWork Order

< $10000< $25000< $50,000> $50,000 < $5000

APPR






Appendix I – F: On-Site WO Approval Flowchart

1. Approve (Moves Work Order Forward In Approval Process)2. Reject (Sends Work Order Back To Planner)3. Request More Information (Sends Work Order to Maintenance Counterpart)

Plt. Mgr Approve(Only if Pdid not stWork Ord

Planner Approves

(Only If Planner Did

not StartWorkflow)

MaintenanceEngineer

ApprovesWork Order

Zone ProdMgr

ApprovesWorkOrder

RC Manager Approves

WorkOrder

BUL ApprovesWork Order

MaintnanceMgr

ApprovesWork Order

Senior VP ApprovesWork Order

< $10000< $25000< $50,000> $50,000 < $5000

APPR




Notes

Documents

Maintenance Management Process MMP.pdf