This article has as general objective: Design a model for Maintenance Management Audit based on PDVSA's Maintenance Management model. This model set out the vision of designing a management tool that allows determining the management, the degree of maturity, defining priorities based on the influence and dependence of the variables, and identifying the areas for potential improvement of the maintenance organization, allowing Management to take decisions that lead to proposing strategies and an action plan to optimize the organization's performance and achieve its objectives, guaranteeing operational continuity and the efficient use of resources, leading management towards the best practices of World Class Maintenance. It is focused on Deming's Continuous Improvement Philosophy.The type of research feasible project and when applying the model is confirmatory, requiring the execution of the levels: exploratory, descriptive, explanatory and projective, through observations of the processes, interviews and surveys carried out on the management personnel of the maintenance organization. It is concluded that: the Maintenance Management process at PDVSA is made up of three levels: strategic, tactical and operational. PDVSA uses the COSO methodology to carry out the audit processes. The designed model is based on Deming's four steps and is represented by the Da Vinci pentacle, it is a dynamic, flexible and adaptable model for any maintenance organization. A model was designed to audit maintenance management at PDVSA that allows evaluating compliance with PDVSA regulations,the degree of maturity of the organization with respect to the best practices of World Class Maintenance and establishing priorities based on the influence and dependence between the study variables.
1. Introduction
Petróleos de Venezuela SA (PDVSA), in order to know the risk exposure of the organizations that comprise it, performs risk analysis through the Corporate Internal Audit Management in order to establish the annual audit plan. This analysis has resulted in one of the organizations that represents the greatest risk being Maintenance Management, making its management a critical function for the Corporation.
Therefore, it is required to thoroughly analyze Maintenance Management in a systemic way to determine the degree of excellence of the organization and how to manage each of its departments, identifying the points of improvement to set guidelines for what should be a class management worldwide and in turn have a feedback system for continuous monitoring and improvement.
The adoption of this model, offers to continuously determine the Current Situation of Maintenance Management to make the pertinent adjustments to close the existing gaps ensuring its future viability, which implies the continuous learning of the organization, the monitoring of a philosophy management and active participation of all staff.
2. Model Design
This article contemplates the design of the Maintenance Management Audit Model that allows evaluating Management taking into account the PDVSA Maintenance Management Model and based on the methodology for auditing maintenance management designed by Vásquez (2011).
2.1. Expected Vision of the Model
The expected vision of the model is: “To be a management tool that allows determining the current situation of maintenance management and identifying areas for potential improvement, allowing Management to make decisions that lead to optimizing the performance of the organization and achieving its objectives, guaranteeing operational continuity and the efficient use of resources ”.
2.2. Object of the Model
Have an effective and reliable tool in support of maintenance management policies and controls, providing information on which the Maintenance Management can act to improve its performance.
2.3 Objectives of the Model
The objectives of the Maintenance Management Audit Model are:
• Conceptualize the variables to be studied, which are framed in the World Class Maintenance factors.
• Carry out the diagnosis of the current maintenance management through the PDVSA Standard MM-01-01-00.
• Analyze gaps and define study priorities.
• Prepare strategies and an action plan to close gaps.
• Define the management indicators for the control and monitoring of the action plan.
2.4. Phases of the Model
The model complies with the four (4) phases of the Deming Circle or Continuous Improvement Circle, which are Plan, Do, Verify and Act, as shown in Figure N ° 1:
• To plan:
Variables (V): In this stage, the variables to be studied are defined and conceptualized.
• Do:
Research + Diagnosis (R&D): All activities related to diagnosing the current situation of maintenance management are carried out, using the measurement instrument designed to audit maintenance management according to the PDVSA Standard.
• Check:
Gaps + Priorities (B + P): In this stage, the gaps between the current situation of maintenance management and the ideal situation based on World Class Maintenance Management are analyzed, determining the Degree of Maturity and establishing the priorities. study.
• Act:
Strategies + Action Plan (E + A): In this stage, the necessary strategies for closing gaps and the action plan are elaborated, setting out in Gantt format specifying the activities to be carried out, resources, time and responsible.
Control + Follow-up (C + S): Management indicators are defined to carry out continuous monitoring of the implementation of the action plan, based on obtaining benefits such as compliance over time to achieve the objectives, reassignment of resources and / or by obtaining new resources.
2.5. Model Design
The model is called the Da Vinci Model, because it is represented by the Da Vinci pentacle. For Da Vinci, the point upward represents the human being, this being the most important factor to achieve effective and efficient maintenance management, and the other four points represent the four elements of nature, Fire, Air, Water and Earth, which they are elements represented in each of the factors that affect Physical Asset Management, as shown in Figure N ° 2.
The model designed for the Maintenance Management Audit is shown in figure N ° 3. This figure shows that the input of the model is the Current Management of the Maintenance Organization, the core process are the phases of the model explained in the previous point, obtaining as output a World Class Maintenance Management, all this supported by the twelve (12) World Class Maintenance factors.
Below is the detailed description of each phase of the Model:
2.5.1.- Variables (V)
For the design of this audit model, it is mainly necessary to define the variables that allow maintenance management to be diagnosed.
At the global level, there are different authors who have defined different variables for this type of diagnosis, this work contemplated the analysis of twelve (12) variables resulting from work experiences in PDVSA maintenance organizations and encompassed both in Maintenance Class factors Worldwide as in the PDVSA and COVENIN standards, as well as in the requirements of the British Standards Institution (BSi) PAS 55-2: 2008, Asset Management, (Publicly Available Specification: Publicly Available Specifications), for the management optimized for physical assets and whose specifications provide twenty-eight (28) requirements to establish and audit an integrated and optimized management system throughout the life cycle for all types of physical assets.
Even when these 12 factors are included in the aforementioned, compliance with these factors or variables would only represent a minimum standard that must be considered as good practices but does not represent best practices because it can vary according to the needs of each organization.
2.5.2.- Research + Diagnosis (R&D)
This stage begins with an investigation, diagnosis and / or study that will allow defining the current situation of the audited organization in terms of the variables and basic principles defined in the previous stage.
To carry out this diagnosis, a measurement instrument was designed that, among others, evaluates the aspects of the PDVSA standard: MM-01-01-00 "Maintenance Management Model" and uses the methodology to audit the maintenance management designed by Vásquez (2011), which is based on the format of the COVENIN Standard 2500-93 "Manual for Evaluating Maintenance Systems in Industry", using the demerit system that allows us to start from the ideal situation to locate the current situation of maintenance management.
Defined demerits are those that by omission or negative incidence, cause that the effectiveness of the basic principles is not complete, decreasing the total score of said principle. The weighting of these demerits, like that of each basic principle, is based on the experience and knowledge of the author and on the observations made in visits to various PDVSA Maintenance organizations, therefore they could be modified for any other process of audit.
To verify compliance with the PDVSA standard, this instrument evaluates maintenance management focused on three levels, strategic, tactical and operational, where the twelve (12) World Class Maintenance factors or variables are distributed.
To complete the qualification of each demerit, an internal analysis was carried out by conducting interviews and surveys of the Management / Administrative staff of the Maintenance Management of the Puerto La Cruz Refinery and based on the MES and MQS questionnaires prepared by Vásquez (2011). With this instrument, in addition to being able to graph management behavior, a percentage value is determined that measures the degree of maturity of maintenance management based on the maturity scale defined by Vásquez (2011).
Additionally, each variable is plotted on a Radar or Spider Diagram, with which we can visually show the discrepancies between the current situation and the ideal situation.
2.5.3.- Gaps + Priorities (B + P)
To analyze the data collected, the instrument determines the "Gap Index", that is, it shows the percentage difference between what was defined as the ideal situation (81%) and the current situation (result of the evaluation).
Once this gap index has been determined for the Basic Principles of each variable, a priority analysis is carried out using the Matrix-based Variable Prioritization Method.
With this method the variables (Basic Principles) of the object of study are analyzed as a system where each element has an interdependence relationship. This method can be considered a quantitative technique, since it makes use of statistical indices or the elevation in potential of matrices in order to obtain the influence or dependency value of the variables. That is why it is a very useful technique to establish which are those variables or basic principles that by their influence affect the entire system and to be able to undertake, based on the results obtained, some strategy for their modification, since any action on them will modify the others.
Once the basic principles of each variable to be used have been established and defined, they are distributed, both by rows and by columns in the matrix. Variables that take the place of the rows are handled as influencers and when they are in the columns they are handled as dependents.
Subsequently, values of zero (0), one (1) and two (2) are assigned to the variables or basic principles, depending on whether or not it influences the others. The value 0 is set for a null influence, 1 for a little influence and 2 for a lot of influence. The reason for making such a numerical value assignment is to be able to establish a sum of both rows and columns. The sum of the numbers per row indicates the times that each of the variables impacted the rest. The sum of the numbers per column tells us how many times each variable is influenced by the others. Figure 4 shows the respective matrix.
Once the matrix is built, an influence index is calculated which is obtained from the sum of the columns of each basic principle, between the total of the sum of influence values and the average of influence is obtained by dividing this, by the total of the principles. For the dependency average, this is obtained from the sum of the rows of each basic principle among the total of the principles.
Once the previous information has been obtained, in order to establish what type of variables it is, we proceed to relate each of the influence indices to each of the dependency indices on a Cartesian plane. The Y axis is influence and the X axis is dependency; where the limit between each zone is the maximum and minimum of each index.
A basic principle is considered to have a high influence index when it is higher than the average and a low influence index when its percentage is less than the average. The same happens with the dependency index. Thus, once each of the indices is graphed as shown in Figure N ° 5, the place that each of the variables occupies can be observed, which will allow us to establish which are those that by their influence affect the entire system. Using this technique allows, once the influential basic principles are located in quadrants I and II, that is, the Power Zone and the Conflict Zone, respectively, some strategy can be undertaken to modify them, since any action on them will modify others.
Each zone of influence and dependency is described below:
• Power Zone: Represented in the figure with the color red, in this are the basic principles that have the highest influence and the lowest dependency. Therefore, they are the most important because they are the ones that most influence the rest and are less dependent on others. The modifications that occur in them have repercussions throughout the system, so they should receive the most attention to their solution.
• Conflict Zone: The basic principles of high influence and high dependency are located, shown in yellow. They are important for their influence but they also depend a lot on the rest. As they influence they are influenced and the variations that occur in them will have repercussions in the whole system. After the basic principles of the power zone are those that should receive attention because they serve as a link between the power zone and the rest, because their consequences will be reflected in the basic principles of the exit zone that are a consequence of previous.
• Exit area: These are the ones shown in the blue quadrant. They are less important because of their low influence. Due to their high dependence on the rest, these will be solved in a consistent manner and must be addressed after attending to those in the area of power and conflict.
• Isolated Zone: They are the ones that must be attended at the end and represented in green, since they are those that have little or no dependence or influence from the rest, which is why they are called isolated.
Once both the Maturity Degree and the Influence / Dependency Index of each basic principle have been obtained, a score will be assigned to each of these as shown in Table N ° 1 to subsequently multiply them, and the basic principles that result with greater value, they will be the ones that will be given priority to be analyzed, specifically those located in the Power Zones and Conflict Zone of the variable weighting matrix and whose Maturity Degree are mainly in the Innocence and Consciousness stage, that is, the priority will be those with a score greater than or equal to eighty (80).
2.5.4.- Strategies + Action Plan (E + A)
Once the basic principles have been prioritized, strategies are designed to close the gaps between the current situation and the ideal situation. To establish these strategies, the demerits of each basic principle defined in the measurement instrument are used as a reference, of course, taking into account those with the highest marks obtained.
Considering the results of the analysis and the defined strategies, an action plan is created that will increase the efficiency and effectiveness of maintenance management. The action plan will be made up of the strategies, activities to be carried out, necessary resources, execution time and those responsible, so that it can cover the basic principles of each variable as shown in Figure N ° 6.
2.5.5.- Control + Monitoring (C + S)
For the control and monitoring of the action plan, the indicators of the PDVSA Standard MM-01-01-02: Management Indicators are used as a point of reference and are related to each strategy to define the management indicators that will allow monitoring. to the fulfillment of the proposed action plan and therefore the achievement of the established strategies.
3. Conclusions
The maintenance management audit model designed is based on the four (4) steps of the Deming circle: Plan, Do, Verify and Act, which allows focusing on the philosophy of Continuous Improvement and constantly evaluating whether the organization Maintenance Plan meets PDVSA regulations and World Class Maintenance best practices.
The model is represented by means of the Da Vinci pentacle, in such a way that the human being is identified with the point upwards, this being the primary factor to achieve effective and efficient management of maintenance and the other four points, represent the four elements of nature, Fire, Air, Water and Earth, which are elements represented in each of the factors that affect the Management of Physical Assets.
The maintenance management audit model formulated is flexible and adaptable to the context where it is applied, which adjusts to the reality of maintenance organizations that are dynamic, interactive and must respond to changes.
The maintenance management audit model is designed to achieve a managerial vision that allows you to capture opportunities for organizational improvement to:
• Ensure the maximum availability of the Operational Plants, at the lowest cost within the requirements of reliability, quantity and quality of production, operational costs, safety and the environment.
• Increase the times between critical equipment failures.
• Increase Preventive Maintenance and decrease Corrective Maintenance.
• Extend the useful life of assets.
• Adapt the structuring of the Maintenance Database for the generation of Management reports.
• Maximize productivity.
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