Key Words: Information Management. GMAC (CMMS), Pareto, Systemic Analysis, Decision Making.
Many leaders, managers or directors ask themselves, why implement a Computer Aided Maintenance Management (GMAC) system?)? In most cases, this question arises as a result of ignorance, and the fear of making an investment (safe in the medium-long term) that it is not possible to recover in a short time, much less, are able to visualize their kindness at a glance. Well, have you stopped to ask a Maintenance manager what he thinks about this? Sure not. Now, if we bear in mind that most of the decisions are made by senior executives, in which I include the Maintenance manager, then we can make it clear that the level of information that these managers must handle is undoubtedly high. If this, we add to the fact that the information changes with incredible speed, then we can conclude that a “something” support is needed, call it, software,Call it a control group, which is capable of keeping the manager informed and updated. So why aren't systems further exploitedGMAC ? Let's pause, and look at some elements of the information flow.
When we think about the need to obtain some information, which is useful (apparently) to manage my activity objectively, we have many variations, mainly due to the large amount of data that exists in organizations. Make no mistake, information and data collection costs, and costs a lot, and I say this, because the word "apparently" shows that the information needed is not always collected and time and effort are wasted in processing information that either nobody reads or is not necessary, or both, in the worst case. And if we add to this, that sometimes we have the means to obtain / provide information, we have the platforms created for the collection of data, then, the managers' question should be: why don't I get more information?Why aren't they exploited more, systemsGMAC ?
If we make an analysis of the levels of information management, we can see that, depending on how the data is collected (quality, frequency, responsibility), this will be a good and objective Decision-Making (TD). (Fig. 1)
Now, how do we make decisions? On many occasions, decisions are made taking into account the experiences in the subject to be dealt with, or we ask the people around us who are part of the staff for advice.of management, and in others (the least probable) we use data, real, historical and that reflect the behavior of the company throughout its life, or at least, since the data collection process began. Under any of these options, I always have to think about the "past" state, to somehow "predict" future behavior. But, what about the amount of data to take into account ?, and where is the data taken from? Well, in the case of maintenance management, in service facilities, these data are obtained from correct filling and efficient use of what is filled out in the Work Order (OT). If you want to obtain more truthful data, you must fill out the OT better. But, if you really want to obtain an efficient level of information, in time and resources, and that this is as accurate as possible, then these OTs must be stored in a GMAC system, but that is capable of providing this information, analyzing trends, And above all, allow correct decisions to be made in the shortest possible time.
To focus clearly and precisely on the decision-making process, based on the computerization of Maintenance management, we aim to show a case study, which was developed from the implementation and exploitation of the GMAC computer tool., called MACWin ©. The fundamental advantage lies in the economic vision of the system, demonstrated by the constant relationships that are made between the execution of actions, whether daily or planned, and the costs (expenses) that are generated in them. All these elements, and some other evaluation analyzes, are the elements that we will see next.
Economic control of the Management of Technical Services. This slogan marks the starting point of all this analysis, but it should be the day-to-day of the specialists, Head of Maintenance, managers and personnel of all kinds, within the facility.
With the use of this GMAC system, it is possible to control the Cost Centers that are generating the most Maintenance costs. (Costs and not expenses. There is a difference.) From here, it is possible to differentiate the objects, teams, groups of teams (systems) that tend to be more problematic, in terms of generating costs, and are analyzed, looking for the 20% of these elements, which are capable of generating 80% of the costs. (Pareto law). Let's see the following Table. (01/10 / 2004-30 / 10/2004) *
This result, which is obtained using the MACWin © system options, allows us to corroborate something that we already know. The Cost Center "Service Plant 1" is the internal maintenance customer that generates the most costs. Now, why? Where? What jobs are done most often? We can dissolve each and every one of these questions, using the options we have in the aforementioned system. Ha, but if we do not have it, how can we respond? Dear reader, answer this question honestly.
CLASSIFICATION:
Cost Center: Economic destination of all costs incurred in the Maintenance area.
Purpose: Everything in which the Maintenance Department acts.
Teams: They form the productive base of the company. They perform a key function.
Equipment Group (systems): Grouping of equipment that has a common purpose. They are part of a certain system and are the set of equipment that make them up: eg pumps or hot water system.
Well, after analyzing the Cost Center that generates the most problems, we go on to see, within them, which Object is the most "problematic", using the same evaluation system mentioned above. Let's see the following graph (Fig. 2)
As can be seen, the behavior of the maintenance costs is not similar for all the Objects, but it can be inferred which of them consumes the most resources. In this case we talk about the one that is encoded as H-25. There are many conclusions that we can draw from these data. Firstly, that Service Plant 1 is responsible for generating the highest amount of Maintenance costs, and very specifically, Object H-25 is the one that contributes the most. Now, we can only answer the question why? We will analyze in this case, the Historical behavior of the Work Orders of this Object and we will know what has been the reason for these costs. Do not forget, that at present, you must manage what is done, and not what is spent, so it is essential, to know what has been done, to know the cause of its repetition.Let's see the following table, which shows us the main jobs executed. (H-25)
It is evident that the electrical failures in the Moto-Pumps are the works that present the most repetition, but it is not the determining factor in the generation of maintenance costs in the H-25, since the greatest incidence is the work called " Rolling Change ”, with a total of 23 repetitions. Now, if we analyze which jobs generate the most costs,
we can see the clearest sky. Let's see:
What can we infer ?, since the work called "Moto-Bomba Electric failure." It is not exactly the one that generates the most maintenance costs, since according to this table, "Construction Maintenance" is capable of generating twice as much work as follows in order. But didn't you notice that the works called "Wiring" and "Bearing Change" are in the two tables?
Well, we already have the first big conclusion. But is this all? Of course not. A very important aspect in these types of analyzes is that they cannot be carried out lightly, the whole must always be taken into account, that is, the team, the system and the people who run it. Somewhere in these will be the real cause of the problem. It is necessary to verify all the possible variants to be analyzed, be it the system, the equipment, the way of providing Preventive Maintenance, or even what is the methodology of application of Predictive Maintenance that is being used. Let's see what happens in the case of equipment:
Analyzing this table, the question will be, is there any equipment from Object H-25 ?, and also, are there equipment from Service Plant 1? Well, in general, the answer is NO. Only in the case of the H-38 Solar Heater, but nothing else.
Does it surprise you? Well, that's right, the reality of the analysis shows us something different from what is really happening, the equipment that generates the most Maintenance costs is an electric motor (ME-1), but that was not present in the initial analysis, since only it was searched in the Service Floor 1, and it was not taken into account that the costs can be divided into many parts and above all, organize in the most capricious way possible, it is only a matter of organizing them well. Nothing, the data is always there, the most difficult thing is to shape it as information, communicate it and make coherent decisions.
Without wishing to intervene in the conclusions that each one of you has taken or is taking, here I present the ones that were obtained when this analysis was carried out in a facility.
1. Service Plant 1 generated the highest amount of maintenance costs.
2. Object H-25 is the one that generated the greatest amount of costs among all.
3. The wiring and bearing change problems are those that have had the greatest impact on this increase in costs.
4. Although "Construction Maintenance" generates the highest amount of costs, this is not the case during the year, since this is only in a limited period of time that coincided with the analysis time.
5. The greatest amount of global costs are generated by equipment that is not located in Service Plant 1.
6. Inside Service Plant 1, the teams with the most problems are in the Solar Heater.
7. You cannot assess the generation of costs, just by looking at the Total Maintenance Costs.
8. Bearing change jobs were more expensive since the unit cost of the bearing was quite high.
9. The preventive maintenance plan for the equipment (objects in general) had to be adjusted, since it did not meet expectations
It is important to clarify that this analysis was explained with some limitations, elemental of space in the text, but the tables shown here and the graphics are output elements of the GMAC system called MACWin ©, which was taken as the basis for collecting information and due to its characteristics, it is capable of returning these results. Of course, the size of the tables is very large and it is not possible to place them all. It is advisable to carry out Pareto analysis, Trend Graphs (TAM) and even Root Cause analysis, since looking at the operating costs, and focusing it from a systemic point of view, we will realize how much to attack first, with what strength and what results to expect. Don't think that making decisions is easy. Psychologically, the matter is complicated in incredibly large proportions,but for this reason are we going to stop making decisions? Of course not, you have to weigh the consequences of having made a bad decision, with the consequences of not having done anything, in addition to monitoring also, what would happen if you had been right in the decision made.
To conclude, here I show you a trend analysis regarding Total Maintenance costs (Fig. 3), incurred in the months of 2004. This trend to decrease (see black line), is the result of the application of several of these techniques, knowing better where the problems are and using the resources where they are necessary.
The fundamental result is beyond pure economic savings. These analyzes led to a greater understanding of the elements that were dictated by Maintenance, and much more, to be able to adjust certain points within the systemic functionality of Maintenance, which until then had not been taken into account.
Without intending to paraphrase anyone, I just ask you to think and interpret these results and draw your own conclusions.
NOTE: This work was carried out, without using the real names of the Objects, but the values and the analyzes are limited to the study carried out.
