Maintenance Policy & Procedure

Maintenance Policy AreaLevel 1 (basic)Level 2 (controlling)Level 3 (improving)Level 4 (best)
2.1 MAINTENANCE MANAGEMENT LEADERSHIP                                        
2.1.1 Maintenance MissionNo missionMission developed and understood by managementMission developed and understood by management & supervisionMission developed, understood and articulated by management, supervision, maintenance team personnel & support personnel
2.1.2 Maintenance VisionNo visionVision developed and understood by managementVision developed and understood by management & supervisionVision developed, understood and articulated by management, supervision, maintenance team personnel & support personnel
2.1.3 Maintenance Process ModelDo functions coveredPlan and Do functions coveredPlan, Do and Check functions coveredAll Plan, Do, Check, Adjust functions fully covered for the site maintenance needs
2.1.4 Responsibility and AccountabilityInformal definition of roles & responsibilitiesFormal definition of roles & responsibilities covering plan & do functions. Understood by managementFormal definition of roles & responsibilities covering plan, do & check functions. Understood by management & supervisionFormal definition of roles & responsibilities covering plan, do, check and adjust functions.  Understood by management, supervision & all site personnel
2.1.5 Site Maintenance StrategyNo strategyInformal strategy developed and understood by managementFormal strategy developed and understood by management & supervisionFormal strategy developed, understood and committed to management, supervision & all site personnel
2.1.6 Maintenance Improvement PlanNo assessment or planAssessment of gaps to maintenance policy. Assessment known by managementPlans identified to close up gaps identified in assessment. Plan known by management and supervisionPlan fully developed covering tasks to close up gaps, responsibilities and timing. Plan being worked towards by all site personnel
2.1.7 Maintenance BudgetBudget primarily based on historical spendingLimited analysis of historical spending. Developed by maintenanceAnalysis of historical spending and opportunities to improve

Developed by maintenance & production personnel

Detailed analysis of historical spending and opportunities to improve.

Discretionary listings fully used. Developed & owned by all site personnel

2.1.8 Equipment Operation/Downtime MeasurementNot measuredDowntime measured for maintenance losses only. Used in maintenance reportingAll causes for non production accounted for and allocated to defined causes. Standard definitions. Used in maintenance and production reportingAll outages accounted for and allocated to defined causes. Standard definitions. Effectiveness of equipment included in downtime impacts. Used in site reporting
2.1.9 Equipment Operation/Downtime ObjectivesNot setSet based on site experience onlySet based on benchmarking othersSet based on benchmarking and improvement objective
2.1.10 Maintenance Performance ReviewNot reviewedInformal review by managementFormal review by management and supervisionComprehensive formal review by management, supervision and work teams
Maintenance Policy Area :Level 1 (basic)Level 2 (controlling)Level 3 (improving)Level 4 (best)
2.2 WORK MANAGEMENT AND PRIORITY SETTING                 
2.2.1 Maintenance Work Order SystemInformal management of work tasksUse of work orders for PM’s and large tasksUse of work orders for all task identification and historyFull use of work orders for all task identification, approval, management, history and cost monitoring
2.2.2 Work Request Screening and AssignmentNo screeningInformal screening, no priority setting processWork requests reviewed and priority assignedWork requests screened, estimated, reviewed. Priorities assignment monitored
2.2.3 Documented Work ProceduresNo proceduresProcedures address critical safety item needsProcedures address all safety & isolation needsProcedures address safety, specialised knowledge, isolations, job quality & efficiency etc needs. Management of change principals fully applied to procedures
2.2.4 Work SchedulesNo schedulesSchedules for PM activitySchedules for all site activitySchedules for all site activity, schedule compliance monitoring, deviations reviewed
2.2.5 Work GroupsNo groupsGroups used to identify outstanding work listingsGroups used to Identify outstanding and completed work listings, work capacity and performance monitored on a nominal basisGroups used to Identify outstanding and completed work listings, work capacity and performance accurately monitored and managed
2.2.6 Work Order BacklogNot identifiedNumber of work orders outstanding per period trackedNumber of work orders and required effort per period tracked, adhoc purge of redundant itemsNumber of work orders, required effort, weeks of work capacity tracked, and back log listing regularly reviewed for redundant items
2.2.7 Primary Approval MethodologyManual or no approval processMaterial purchase approval per itemWork order approvals cover materials needs. Supervision & management approvals requiredWork order approvals include materials purchase, employee funds approval for lower levels of activity established, control reporting of overspent orders by exception
2.2.8 Critical Maintenance Risk ManagementNo planning data to identify overdue itemsPlanned dates available, adhoc/ if required reviewsPlanned dates available, periodic maintenance reviews of overdue items heldPlanned dates available, periodic reviews held, critical equipment tasks fully defined, over due critical tasks reported to senior management as needed
2.2.9 Work Management SystemNo work management systemWork management system for permits to workWork management system covers site induction, permits to work, equipment isolation requirementsWork management system covers site induction, permits to work, exposure monitoring, equipment isolation requirements, precaution measures, simultaneous work limits, auditing of compliance to work management
2.2.10 Estimation Accuracy ReviewNo estimates or actual costs to work ordersActual costs recorded against work ordersActual costs and estimates recorded against work orders, adhoc checks for accuracyActual costs and estimates recorded against work orders, comparison of accuracy regularly conducted and estimating factors adjusted accordingly
2.2.11 Equipment Definition LevelEquipment not formally definedEquipment defined to adhoc rulesEquipment defined according to predetermined rules, catalogue descriptions usedEquipment defined according to predetermined rules and catalogue principals. All equipment coded to a level 1/2/3 production critical profile
2.2.12 Contractor Usage and Pre-QualificationNo contractorsLimited contractor usage, pre-qualification checks in placeContractors used for supplementary labour, pre-qualification checks in place, adhoc performance reviewsContractors used for non continuous work loads. Pre-qualification checks in place, periodic performance evaluations. Documented work procedures for critical tasks established
2.2.13 Contractor Reporting/MonitoringSafety performance reportingAdhoc reporting of employees, safety performanceMonthly reporting of employees, expenditure, safety performance. adhoc reviews of critical maintenance activity status, improvement initiativesMonthly reporting of employees, expenditure, safety performance. Regular reviews of critical maintenance activity status provided. Performance to best practice & improvement initiatives reviewed
2.2.14 Contractor Maintenance Management SystemNo systemSystem, no reporting to principalFormal system, adhoc reporting to principal of major tasks onlyFormal system, regular reporting and data transfer to principal, covering work orders, PM plans, service exchange & rotatable, warranty status
Maintenance Policy Area :Level 1 (basic)Level 2 (controlling)Level 3 (improving)Level 4 (best)
2.3 PLANNING AND SCHEDULING    
2.3.1 Planning and Scheduling FunctionNo planningPlanning of PM activity and major shutdownsPlanning of maintenance activity, regular interface with production planningEffective maintenance planning integrated with production planning, responsibility for optimum resource management for the site, including support equipment
2.3.2 Work SchedulesPM schedules onlyShort term schedule (7 days) covering primarily PM activity and major tasksShort term schedules (1 day, 7 days) covering 50% of work group capacity, achieving 50% compliance to scheduleShort term schedules (1 day, 7 day) covering 80% of work group capacity, achieving approx 75% schedule compliance, reviews of significant schedule deviations
2.3.3 Medium Term PlansNo medium term planMedium term plans developed when  major maintenance and shutdown events are coming up. Primarily used in maintenance planning areaMedium term (3 month) plans and ongoing process to identify major maintenance and shutdown events. Updated 3 monthly and used in maintenance planning and production management areasMedium term (3 month) plans and ongoing process to identify all significant maintenance, shutdown and other production restriction events for effective coordination purposes. Updated monthly and widely used by all site people
2.3.4 Long Term PlansNo long term plansLong term plans developed when  major maintenance and shutdown events fall due in the next budget planning window. Primarily used in maintenance planning areaLong term (2 year) plans and ongoing process to identify major budget drivers (maintenance and shutdown events), and also to coordinate site activity. Updated yearly and used in maintenance planning and production management areasLong term (2 year+) plans and ongoing process to identify all significant budget drivers (maintenance, shutdown and other production restriction events), and also used for effective coordination purposes. Updated 6 monthly and widely used by all site people
2.3.5 (a) Shutdown PlanningInformal planningShutdown planning addresses task identification, planning, resources &  safety plan.

 

Shutdown planning addresses task identification, review, Critical Path Network planning, resources & safety management plan.

 

Shutdown planning fully addresses task identification, review, Critical Path Network planning, resources loadings, scope freeze & management, risk & contingency measures, interfaces & communication, safety management plan.

 

2.3.5 (b) Shutdown ManagementInformal management of shutdownsShutdown management addresses responsibility, contractors, progress reporting Post shutdown reviewsShutdown management addresses responsibility and accountability, contractors, cost control, inspection needs, progress reporting & management of work effort priorities Post shutdown reviewsShutdown management plan fully addresses responsibility and accountability, scope management, contractor management, cost control, quality & inspection needs, progress reporting & management of work effort priorities. Post shutdown reviews and improvements identified
Maintenance Policy Area :Level 1 (basic)Level 2 (controlling)Level 3 (improving)Level 4 (best)
2.4 RELIABILITY IMPROVEMENT            
2.4.1 Design and Equipment SelectionLowest quoted cost equipment selected, no standardisation, no commissioning testsDesign considers maintenance access needs. Equipment life cycle costing used to determine selection of new equipment.. Reliability and cost performance based on supplier estimates used.Design considers maintenance access and work efficiency needs. Equipment life cycle costing used to determine selection of new equipment.. Reliability and cost performance based on supplier estimates used. New equipment  undergoes acceptance testing and commissioningDesign considers maintenance access, work efficiency, equipment reliability & eliminating maintenance  needs. Equipment life cycle costing used to determine best selection of new equipment. To support this, existing equipment usage, spare parts holding, rationalisation standards, and reliability and cost performance (both within operations and outside benchmarks) are available. New equipment  undergoes formal acceptance testing and commissioning, including checking operating conditions are to design
2.4.2 Condition Monitoring ProgramsNo condition monitoringLimited vibration, fluids analysis programsKnowledge of most condition monitoring techniques, 60% level 1 equipment, 30% level 2,  0% level 3 equipment evaluated for merits of CM programs (technical feasibility), adhoc reviews for achievements, benefit & failuresAccurate knowledge of condition monitoring techniques and monitoring developments,
100% of level 1 equipment, 80% level 2,  50% of level 3 equipment, evaluated for suitability of CM programs (technical feasibility, detection reliability and economics of program), CM programs set with defined detection & prevention objectives, regularly reviewed for achievements, benefit & failures.
Inclusion of non technical measurements  (by production/other persons),
Inclusion of equipment performance testing into CM program
2.4.3 Downtime Tracking and AllocationNot recordedDowntime measured for maintenance losses only. Used in maintenance reportingAll causes for non production accounted for and allocated to defined causes. Standard definitions. Used in maintenance and production reporting Contributing events losses are recorded Major losses investigated with adhoc reviews of downtime performanceAll outages accounted for and allocated to defined causes. Standard definitions. Effectiveness of equipment included in downtime impacts. Used in site reporting Contributing events are  coded, but total loss is identifiable under primary cause. Root cause failure analysis (multi functional teams) conducted on major losses, with regular downtime performance reviews, considering prevention and mitigation measures
2.4.4 Equipment Performance EvaluationPerformance not evaluatedAdhoc review of equipment performance

 

Annual review of equipment performance conducted on 60% of level 1 equipment, 20% of level 2, 0% level 3. Adhoc reviews of the “Top 10” :-

– downtime items
– cost items
– labour items,

 

Annual review of equipment performance conducted on 100% of level 1 equipment, 33% of level 2, 20% level 3. Quarterly reviews of the “Top 10” :-

– downtime items
– cost items
– labour items,

Improvement opportunities identified, evaluated & priority, with follow up reviews of implementation status

2.4.5 Technical TrainingNo trainingTraining covers technical repair skillsTechnical training covers
– technical repair skills
– equipment reliability
Technical training covers
– technical repair skills
– equipment reliability
– root cause failure analysis
2.4.6 Documented Technical Work ProceduresNo technical standardsDocumented technical work procedures for reliability covering balance standards
These cover 50% of level equipment
Documented technical work procedures for reliability & quality cover:
– balance standards
– rotating alignment standards
These cover 80% of level 1 & 50% of level 2 equipment,
Documented technical work procedures for reliability & quality cover:
– balance standards
– rotating alignment standards
– component alignment & associated stresses.
These cover 100% of level 1 & 2 equipment,
Maintenance Policy Area :Level 1 (basic)Level 2 (controlling)Level 3 (improving)Level 4 (best)
2.5 SUPPLY AND INVENTORY MANAGEMENT    
2.5.1 Supply Management SystemSupply system used for inventory management, Poorly structured catalogue,
Direct purchase manual or outside the system
Supply system used for inventory management, Structured site catalogue,
Inventory visible locally only,
Most direct purchase within system, low percent with prior contracts & difficult to analyse for possible inventory/contracts
Supply system used for inventory management, Well structured site catalogue,
Inventory visible locally, can access other systems.
Majority of direct purchase within system, medium percent with prior contracts, & able to analyse for possible inventory/contracts
Full use of the supply system to effectively manage inventory and direct purchase material needs from initiation of the request through to final site delivery.
Group wide structured catalogue and highly visible stock holdings
High percent of direct purchase using catalogue descriptions for easy analysis.
Quantity & location management of direct purchase items, visible to all users.
Monitoring of supplier lead time performance, with stock holdings minimised within the planning horizons used
2.5.2 Inventory PolicyNo clear policyPolicy of inventory holding based on empirical assessment of needs, risk of breakdowns and its criticalityPolicy of inventory holding based on formal assessment of needs, risk of breakdowns, ability to check condition of  equipment and its criticalityPolicy is fully aligned with equipment maintenance strategy needs, using planning lead times and condition monitoring detection horizons to minimise inventory needs based on accurate lead times
2.5.3 Inventory SegregationNo inventory segregationSupply system informal or empirical allocation to differing levels but not aligned to maintenanceSupply system formal allocation to differing levels, agreed with maintenance.
Adhoc reviews of performance
Inventory nominally segregated into levels aligned with the maintenance equipment criticality (defined in the maintenance management system). Service levels set within corresponding bands to match.
Regular supply & maintenance reviews of performance
2.5.4 Inventory AllocationNot allocated to production “owners”Inventory partially allocated to production “owners”. “Owners” receive reports on inventory levels & costsInventory allocated to production “owners” where ownership is clear (Stratum 3). “Owners” receive reports on inventory levels & costs Also includes management of additions to inventory.All inventory allocated to production “owners” including assigning a responsibility for shared items (Stratum 3, possibly Stratum 2 for larger sites),. “Owners” responsible for managing the  inventory levels to balance the risks & costs (fully aligned with the equipment maintenance strategy). Also includes management of additions to inventory, reviews of potential inventory reductions (ie transfer to vendor held stocks (VHS), consignment or order on demand (OOD)).
2.5.5 Inventory SharingNon uniform stock codes used across group. Adhoc arrangements with external companies for seek assistance with shortages.Common stock code used across all group operations. Informal arrangements with external companies for mutual aid.
Procedures in place for transfer of items.
Common stock code used across all group operations. Formal arrangements with external companies for mutual aid.
Internal stock fully visible across all operations. Procedures in place for transfer of items, including replacement policy.
Common stock code used across all group operations. Formal arrangements with external companies & suppliers to mutually support each other.
Internal stock fully visible across all operations. Procedures in place for transfer of items, including replacement policy.
Capital/insurance spares stock levels decided based on group risks using SCAS principals, including safety stock for consumables.
2.5.6 Supplier Pre-QualificationInformal pre-qualification check processFormal pre-qualification process to check suppliers capability to meet :-technical needs, quality Aim for minimum number of suppliers.

 

Formal pre-qualification process to check suppliers capability to meet :-technical needs, quality & consistency, financial, usage demand range. Aim for minimum number of good quality suppliers. Adhoc informal performance evaluation process  which updates the assessment.Efficient  formal pre-qualification process to check suppliers capability to meet :- technical needs, quality & consistency, financial, usage demand range. Aim for minimum number of good quality suppliers to match business needs, ability to work with them to improve performance, whilst still ensuring an appropriate competitive environment. Periodic formal performance evaluation process which updates the assessment & ensures the supplier is continuing to meet the business needs.
Maintenance Policy Area :Level 1 (basic)Level 2 (controlling)Level 3 (improving)Level 4 (best)
2.6 EQUIPMENT MAINTENANCE STRATEGIES    
2.6.1 Equipment Maintenance StrategiesAdhoc condition monitoring or preventative maintenance activity plans.Informal equipment maintenance plans covering some equipment for:-Condition monitoring program. Preventative maintenance based program.

 

Documented equipment maintenance strategies for equipment (level 1) which address :-Technically feasible condition monitoring items and the major tasks required to be performed. Preventative maintenance based items and the major tasks required to be performed. Breakdown maintenance based items, the major tasks required, and probable consequence of failure

 

 

Documented equipment maintenance strategies for all equipment (level 1, 2) which address :-Predicted site life of equipment to replace or refurbishment. Technically feasible condition monitoring items, their failure prevention target, cm tasks, costs & benefit expected from prevented failures. Preventative maintenance based items, their failure prevention target, pm tasks, costs & benefit expected from prevented failures . Breakdown maintenance based items, their predicted failure frequency, tasks, expected failure costs, and probable consequence of failure.
2.6.2 Resource PlanNo planInformal plan outlining the required resources to carry out the major maintenance tasks in the equipment maintenance planDocumented plan outlining the required resources, and where they are to be provided from to carry out the major maintenance tasks identified in the equipment maintenance strategyDocumented plan outlining the required resources, training, & accreditation, and where they are to be provided from to efficiently carry out all the maintenance tasks identified in the equipment maintenance strategy
2.6.3 Alignment Of Inventory SupportEmpirical based inventory decisionsStock holdings generally coincide with the equipment maintenance plan. Adhoc review of using alternate inventory supply (& maintenance) methods. Little usage of Parts Exchange or Vendor Held Stock,Stock holdings aligned with the equipment major maintenance strategy. Adhoc review of using alternate inventory supply (& maintenance) methods. This includes evaluating maintenance planning horizons, condition monitoring detection windows, against delivery lead times and supplier stock levels, Some usage of Parts Exchange or Vendor Held Stock,Stock holdings closely aligned with the full equipment maintenance strategy. Periodic review of the benefits of using alternate inventory supply (& maintenance) methods. This includes evaluating maintenance planning horizons, condition monitoring detection windows, repair dismantling times against delivery lead times and supplier stock levels, Usage of Parts Exchange or Vendor Held Stock is high,
2.6.4 Workshop/Other Support ServicesInadequate or excessive workshop size, facilities and tools.Workshop sizing, facilities and tools meet a portion of the work needs

 

Workshop sizing, facilities and tools approximately sized to meet the aggregate needs of the equipment maintenance strategies. Other facilities (cranes, scaffold, welding, etc) generally meet needs. Adhoc review and adjustment undertakenWorkshop sizing, facilities and tools closely aligned with the aggregate needs of the equipment maintenance strategies & match the site maintenance strategy. Other facilities (cranes, scaffold, welding, etc) sized and resourced to match the site maintenance strategy Periodic review and adjustment undertaken
Maintenance Policy Area :Level 1 (basic)Level 2 (controlling)Level 3 (improving)Level 4 (best)
2.7 PERFORMANCE MEASURES    
2.7.1 Cost PerformanceActual cost against budget is regularly reviewedActual cost against budget is regularly reviewed, including updating the year end outlook. Unit cost of production is reviewed annuallyActual cost against budget is regularly reviewed, including updating the year end outlook. Unit cost of production against budget is regularly reviewed. Discretionary work listings are prepared annuallyActual cost against budget is regularly reviewed, including updating the year end outlook. Unit cost of production against budget is regularly reviewed and widely communicated. Additions, deferrals, or deletions from the budget are considered for both their short and long term sustainable decrease in the overall unit cost of production. Discretionary work listings are regularly updated and reviewed
2.7.2 Equipment Operation/DowntimeDowntime recorded based on required production time onlyEquipment downtime coded, 100% accounting for time. Coding to identify the major production unit, cause of downtime. Adhoc reviews of equipment downtime performanceEquipment downtime accurately coded, 100% accounting for time. Coding to identify the major production unit, cause of downtime. Regular reviews of equipment downtime performance against targets , Internal benchmarking of equivalent equipment performance to guide setting targetEquipment downtime accurately coded, 100% accounting for time. Coding to identify the major production unit, cause of downtime. Regular reviews of equipment and overall downtime performance against targets , including breakdown into managed categories (eg mech, elect, inst, process). Internal & External benchmarking of equivalent equipment performance, with improvement target  set.
2.7.3 (a) Maintenance Management Performance: The “Plan” ProcessNo performance measurementPerformance measures used to monitor the management processes and resources used in maintenance planning :-

% of work via MWO’s,
% of work planned,

 

 

Performance measures used and reviewed to ensure the management processes and resources used in maintenance planning are working :-

% of work via MWO’s,
% of work planned,
% of work scheduled,

 

Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in maintenance planning are working effectively :-

% of work via MWO’s,
% of work planned,
% of work scheduled,
% of schedule compliance,
% of estimate accuracy

2.7.3 (b) Maintenance Management Performance: The “Do” ProcessNo performance measurementPerformance measures used to monitor the management processes and resources used in maintenance work execution :-

% of hours confirmed,
MWO Backlog effort

 

 

Performance measures used and reviewed to ensure the management processes and resources used in maintenance work execution are effective :-

% of hours confirmed,
% of hours to low value,
% of rework hours,
MWO Backlog effort

 

 

Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in maintenance work execution are effective :-

% of hours confirmed,
% of hours to low value,
% of emergency hours,
% of actual/plan hours,
% of rework hours,
MWO Backlog effort
MWO response times

 

2.7.3 (c) Maintenance Management Performance: The “Check” ProcessNo performance measurementPerformance measures used to monitor the management processes and resources used in checking maintenance equipment performance:-

% equipment reviewed,

 

Performance measures used and reviewed to ensure the management processes and resources used in checking maintenance equipment performance are effective :-

% equipment reviewed,
equipment group MTBF,

 

 

Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in checking maintenance equipment performance are effective :-

% equipment reviewed,
% improvement identified
equipment group MTBF,
equipment group MTBR,
equipment group MTTR,
equipment group benchmarks for MTBF, MTBR, MTTR.

2.7.3 (d) Maintenance Management Performance: The “Adjust” ProcessNo performance measurementPerformance measures used to monitor the management processes and resources used in improving maintenance equipment performance:-

% equipment improved

Performance measures used and reviewed to ensure the management processes and resources used in improving maintenance equipment performance are effective :-

% equipment improved,
% strategies changed

 

 

Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in improving maintenance equipment performance are effective :-

% equipment improved,
% strategies changed
% procedures updated

 

By | 2017-04-06T09:53:05+00:00 April 6th, 2017|Categories: Maintenance & Mechanical|Comments Off on Maintenance Policy & Procedure

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