Maintenance Organisation

8/10/2019 Maintenance Organisation

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Maintenance Engineering & Asset Management

Module M02

MAINTENANCE ORGANISATION

SHORT/IN UNIT ASSESSMENT

Name: Quiroz Hernn

Company: Ternium Siderar


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1 . O rgan isat ion

The resource structure for Ternium Siderar Steel Workshop (Appendix 1) ismostly conforms to the Traditional Structure

1st line maintenance provided by the 4 shift team plant base. Each grouphas a supervisor and work in coordination with the operators. They arethe responsible of the reactive work. If there is a major problem the

cascade through 2

nd

and 3

rd

lines occurs. 2nd line is also plant base. They work dayshift. They are responsible of

the Preventive maintenance and Testing/Inspection. 3rd line: We have local workshop and Central workshop. The local

workshop is plant base and manages the specific Steel Workshopcontracts. But when there is a major shutdown, a major refurnish or acontract that is common for the others production units the cascadetrough the Central Workshop occurs.

Issues High level of decision making. Quick reaction at firs and second line. Clear visibility at high level of workload and long term problems Production and maintenance department run as separate departments. Tendency to cause us and them attitude between production and

maintenance teams. a tendency to man the first line crew for the maximum workload peak,

leading to under-utilisation most of the time.

2. Which Technic ians are respons ib le for the 1st, 2

ndand 3

rdl ine

act ivi t ies?

1st line: The Steel Shop Maintenance Manager is the main responsible of the firsline activity. The first line also works in coordination with the operatorsand the 2nd line.

2nd line: The second line reports to the mechanical and electrical assistancerespectively.

3rd line: The local 3rd line reports to the mechanical assistance. In addition to thisit works in coordination with the Central Workshop Department.

Furthermore the Central Workshop Department fixes the politics for thewhole Siderar Workshops. This department is the responsible of theoutsourcing workshops and has the decision of insourcing or outsourcing awork.

3. Who is respons ib le for p lann ing? How is good co-operat ion wi th

produ ct ion planning achieve

The planer supervisor is the responsible for the planning of the Steel Workshop.He reports to the Logistic department. He works for the steel workshopmaintenance manager in matrix way.The planer supervisor, the steel workshop maintenance manager and theoperator manager work together in order to optimize the production windows incoordination with the work labour demand for the whole plant.

4. How does the organisat ion ensure that the engineer standards are

preserved? Who is respons ible for this?

In the Ternium Siderar Maintenance Organisation the Reliability Department, TheReliability Engineer and the Mechanical and Electrical assistance are theresponsible to preserve the engineer standards.In the SAP system, the 2nd line supervisor has to choose between simple orcomplex work. In the case that the work is Complex the responsible for


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coordinate that work is the Mechanical or Electrical assistance respectively. Theyare the responsible for the security and technical matters.Furthermore when there is a necessity of modifications of any engineering draw,new drawing, new material or a new design; the 2nd line make the solicitation tothe reliability engineer who is the responsible to implement it. The reliabilityengineer depends from the Reliability Department who fixes the reliability politicsfor the whole plant. This department contracts the calculation or new design to

the foreign suppliers.

5 . W h a t i s t h e f le x ib i l i t y b e t w e en p r o d u c t io n a n d m a in t e n a n ce ?

Ternium Siderar is a steel factory of 5000 direct workers and 2500 in-directworkers (contract labour). Because of this the Trade Union is a very importantstakeholder and has a big influence in the labour politics. Appear from that thereare some adjustments that the production workers make like the changes orcalibration. These kinds of work are always related with the set up of the line.Related to lubrications activities, they are all performed by maintenance people.In general we can consider that production has a little flexibility and carry out avery little part of the maintenance activities. (less than 2%)

6 . D o y o u h a v e m u l t i - d i sc ip l in e d m a i n t e n a n c e s u p e r v i so r s ?

The shift supervisor is multi-disciplined maintenance supervisor. They coordinatethe fitters, electrical and instrument people.Depending on the process the 2nd line supervisor could be multi-disciplinesupervisor like is the case of the Ladle Furnace (LF) line.

7 . H o w m a n y d if f er e n t t r a d e g r o u p s d o y o u h a ve ?

In our company we have only two trade union group. One for the Supervisorsand the rest of the people associated with the UOM trade union group.

8 . H o w a r e t h e k e y in t e r f ac es w i t h o t h e r d ep a r t m e n t s c ov e r ed ?

In our organisation the official interface is the maintenance manager of everydepartment. They have frequently meeting with the others manager departmentwhich is coordinated by the Ternium Siderar Maintenance Manager.In addition to this, every maintenance manager department has a weeklymeeting with the production managers.What is more, nowadays with the e-mail, the blackberry and different kind ofcommunications there are no barriers to make interfaces at different levels withother departments. This is the real and informal interface. As we learnt in M01,The formal organisation has no being design to the actual situation in which thecommunication pass trough different levels without permission.

9 . W h a t r o u t i n e m e et i n g s t a k e p l ac e b e t w e en m a in t e n a n ce an d o t h e r

g r o u p s ?

Monday Production-Maintenance Meeting: Every Monday morning there is ameeting between the production manager, production department managers andthe maintenance manager. In this meeting they review the most important

events that happened during the previews weekend. They also coordinate thefuture production windows timetable and if is necessary to make some changes.Friday Production-Maintenance Meeting: Every Friday afternoon there is ameeting in which all of the maintenance and production responsible has to assist.In this meeting the production manager informs the news of the plant, the futureproduction programs. At the end of the meeting every 2nd line maintenanceresponsible explain how is the plant for the weekend.Monthly Production-Maintenance Meeting: Once a month there is a meetingbetween all the production responsible, the 2nd line maintenance responsible andthe maintenance and production managers. In this meeting we review the major


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downtime for each production unit and the continuous improvement modificationin order to avoid this problem for the future. We also review the KPIs for everybusiness unit (production and maintenance)Diary Planning Meeting: we have a diary planning meeting betweenmaintenance and production in which we analyse the diary plant downtime andwe accord the plan work.

1 0 . A r e a n y r o u t i n e m a in t e n a n c e r e p o r t s p r o d u c e d ? A r e an y r o u t i n e

p r o d u c t i o n r e p o r t s p r o d u c e d ?

Nowadays we have all of our reports in the intranet system. This is the officialplace for all reports of the company (It also include the production andmaintenance reports). All of them are daily actualized.

1 1 .W h a t a d - h o c o r o n - d e m a n d m e e t in g s t a k e p l ac e b e t w e e n

m a i n t e n a n ce a n d o t h e r g r o u p s ?

We have project meeting, security meeting, cost meeting, predictive meeting,quality meeting, store meeting, reliability improvement meeting, etc.

1 2 .W h a t c o m p u t e r s y st e m s ar e in u s e w i t h i n t h e m a i n t e n a n ce

d e p ar t m e n t ?

For the whole company we have SAP system (store, purchasing, cost, finance,human resource and maintenance department). In the case of production theyhave a ad-hoc programme in order to program and control the production.

1 3 .W h a t a r e t h e m a in t e n a n c e o b j e ct i v e s? D o t h e k e y p e r f o r m a n c e

i n d i c a t o r s a li g n w i t h t h e s e o b j e c t i v e s ?

Effectiveness Measures

- Direct Maintenance Cost - Cost vs Budget (long term control)- Diary Plant Downtime (short term control)- Six Month Pareto Downtime (long term control)

Efficiency Measures

- N Job Completed / Month or day (long / short term control)- Workshop Backlog (short term control)- Turnover of spare parts (long term control)

Safety Measures

- Frequency Index (FI), Gravity Index (GI) (long term control)- Frequency Index Benchmark (long term control)

Consideration

In Ternium Siderar we have a diary planning meeting between maintenance andproduction in which we analyse the diary plant downtime. Apart from this, in theworkshop, the maintenance department reviews the N Job completed/day andthe backlog. The rest of KPIs are being monthly analysed between maintenance

and production department.Each KPIs has standard, targets and it is automatically obtain from the systems.(SAP, QNX).Everybody into Ternium Siderar could access to maintenance KPIs (Free PublicAccess).


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- Appendix 1: Ternium and Steel Shop Maintenance Organisation

Steel ShopMaintenance

Manager

Mechanical

Assistance

Electrical

AssistancePlaner Supervisor Reliability

Engineer

Local Workshop

1 Engineer

6 Supervisors

50 Fitters

10 Elec.

ConvertersMechanicalSupervisor

6 Fitters

ConvertersElectrical

Supervisor

4 Electrics

First Line

Maintenance Shift

4 Supervisors24 Fitters20 Elec.

Operators

(4 x Shift)

OperatorsManager

Ternium

MaintenanceMana er

Blast Furnace

MaintenanceMana er

Steel Shop

MaintenanceMana er

Rolling Mills

MaintenanceMana er

Central

WorkshopDe artment

Logistic

Department

Reliability

Department

Documents

Maintenance Organisation