1. IT IS ALWAYS BELIEVED THAT…
Within the Maintenance Function Management processes, there is one that draws the attention of all maintainers, due to the contradictory relationship that arises between two fundamental characteristics: DYNAMIC and RIGIDITY. The first is focused on the need to establish Maintenance plans, where the execution of Maintenance actions is foreseen to avoid the failure of the equipment, but which is conditioned to the actual behavior within the production and / or service lines. The second characteristic, we obtain according to the stubborn reason of planning and not correcting the elements either based on time or based on actions. This contrast suggests a constant review of the Maintenance programs, and the tasks or actions that are intended to be undertaken. If we start from the base of establishing Planning,As a dynamic, complex and strategic process, we can understand that we are facing a problem of many variables and that its strict control is necessary. We will start from the conceptual definition of the processes, to better understand this criterion.
According to Mr. Thomas H. Davenport, in his book "Process Innovation: Reengineering Work Through Information Technology" 1, he states that the typical Management processes of any organization can be established as:
- Performance management, Information management, Asset management. (Maintenance) Human Resource Management Planning and Organization (Resource Distribution)
These processes, which include Planning, are defined for a company as a whole, but appear within those established by Maintenance Management. For this reason, we can define as Processes the ""… set of mutually related or interacting activities, which transform input elements into results 2 "Although it is true that the fundamental characteristic of Planning is the" relationship between activities ", it is also, the “transformation of input elements into results”, a criterion that favors the qualification of Maintenance Planning, as the “PLANNING PROCESS”. Now, what does this process include? To understand these elements, we will use three (3) figures, which explain by themselves the Planning Process, and the Sub-processes of Planning and Programming,defining elements.
Figure 1 establishes the activities and general criteria of a Maintenance Planning Process, typical for any company. In it, the elements that are considered input are exposed, which, after executing the process, should give as results, other output elements. Seen in this way, it may seem very simple, which is undoubtedly an "optical illusion" or simply a gross simplification of this very complex process. This is why the Planning Process is subdivided into two sub-processes that internally collect the actions that in some way or another, we all do when generating a Maintenance Program.
Figure 2 allows us to understand the complex framework that consists of planning Maintenance actions. In this, the inputs coincide with those defined for the Planning Process, but the outputs are those that condition the input elements of the Programming sub-process, shown in Figure 3. It is interesting to note that the outputs of this sub.-Planning process, they are revealing what should be done, but nothing says how or with what. That is why we will now focus the analysis on defining all the internal elements of the Planning sub-process, in order to frame the steps or activities that take place within it.
For its part, figure 3 presents a group of outputs, which coincide with what needs to be achieved in the Macro Planning Process. Said in this way, it can be concluded that both Planning and Programming of Maintenance actions preside the same objective, but which are constantly being carried out, and independently.
Understanding the above, we must delve into the wrong criteria that accompany Planning, whether established as a Process or not, but which derail the fulfillment of its objective: "Prevent equipment from failing unexpectedly" Initially, it may be a "simple" objective, but within it, there are "diabolical" mechanisms that are difficult to achieve. For this, we will see some interesting Falsehoods.
2. “Truths” of the Planning Process.
In Technical Note # 104 3 entitled "Three believed falsehoods", of the MSc. Ing. Luís F. Sexto, some falsehoods are exposed that are summarized below:
FALSE # 1: Maintenance is no longer a set of activities that allow equipment to keep running, but rather that allow the purpose for which it was designed, assembled and is operating not to fail. This criterion is the starting point to execute a coherent and dynamic Planning Process that facilitates the fulfillment of the proposed objectives.
FALSE # 2 If we execute Maintenance actions that guarantee to maintain the Objective Function, then all those planned actions that do not guarantee this, must be reviewed, eliminated or redesigned, comparing execution cost, vs. downtime costs, assuming failure occurred. This cost comparison, which can be considered a Vital element, will be analyzed in another context, mainly due to its level of importance and risk, if it is not taken into account.
FALSEHOOD # 3: The Mean Time Between Failure Indicator (TMEF4) is the best judgment element that exists for planning (it defines frequency of intervention), especially because it implies a probable time of work free of failures, but it establishes a probability of occurrence 37%, if we start from two assumptions: that they were worked with a reliable value and that we are in the stage of the equipment's useful life, that is, a constant failure rate. Not difficult?
Then, from here on other falsehoods are established that are related to the work according to Historical data, to achieve programming frequencies, or to link these "historical" with a check of the Real Condition of the equipment. In addition, establish the tools and work techniques that best suit the prevailing operational context, in order to obtain information vs. the use of any method or tool, whether it is necessary or not, or simply because "… they gave positive results in company X…". These errors are commonly made in most installations, but they can be eliminated if we carry out economic analyzes, accompanied by technical analyzes, to define the feasibility of the tool or work method to be incorporated. This last element, we can define it as falsehood # 7,found within the Planning Process, and that affects the possible result to be achieved. If someone were to ask me what is the greatest truth within the Planning Process, without much thought I would answer "that there is no proven truth." Therefore, we will focus this definition of WHAT TO DO, HOW TO DO IT and WITH WHAT, based on the definition of the Objective Function to be maintained, and the Productive or Service Objectives of the Company in question. This is the closest to the truth, as it will always depend on certain operational or service contexts.We will focus this definition of WHAT TO DO, HOW TO DO IT and WITH WHAT, based on the definition of the Objective Function to be maintained, and the Productive or Service Objectives of the Company in question. This is the closest to the truth, as it will always depend on certain operational or service contexts.We will focus this definition of WHAT TO DO, HOW TO DO IT and WITH WHAT, based on the definition of the Objective Function to be maintained, and the Productive or Service Objectives of the Company in question. This is the closest to the truth, as it will always depend on certain operational or service contexts.
3. Definition of…
To understand the internal elements to be developed within the Planning Sub-process, it is necessary to answer some interesting questions, related to the Planning of Actions and Resources, from which answers will be obtained all the steps of Planning, and the fulfillment of the objectives proposed. The starting point will be to answer:
WHERE TO EXECUTE THE ACTION?
The definition of WHERE TO EXECUTE the Maintenance action will be conditioned on the identification of the equipment / system / installation, which must maintain a vital function within the process. "Vital function" is defined based on criteria already established by the RCM, and which can be Operational Safety, Direct or indirect impact on the Environment, or Risk of accidents to Human Life. These criteria can be obtained with the development of this technique (Reliability Centered Maintenance) but it is considered an error to wait for their incorporation to be able to decide exactly which are the fundamental equipment to be incorporated into the Maintenance Program, avoiding its failure.
WHAT ACTION TO EXECUTE?
The actions to be carried out will be the result of an analysis, which makes it possible to establish possible failures, and the actions that can be taken to avoid them. If we assume that the equipment / systems can fail for many reasons, then we will understand that this study is not easy at all, but not executing it would incorporate actions to the Maintenance Plan, which do not imply process safety but many failures and expenses of money and losses of availability. One of the fundamental results of this study is to obtain Maintenance actions, thought and designed to attack three critical aspects: actions that restore the team's performance level; actions that directly attack the defect that causes the failure; and actions that attack the root cause of the problem and that implies not incurring in chronic failures,briefly affecting the quality of the service or production provided.
Here, it is recommended to do a PARETO 5 Analysis, to establish, according to a data history, the common failures of the equipment / systems, their economic and productive impact, and attack them with well-designed actions, together with the establishment of Maintenance practices. Predictive to carry out the necessary follow-up, according to the type of equipment and / or system. The complexity found in the analysis of actions according to needs is immense; But techniques such as Root Cause Analysis, RCM, study of failures with a group of Experts, the study of Histories and the regulations and / or recommendations of the manufacturer, can be considered within the process, and gradually improve the actions, their design and its execution.
Obtained the OBJECT-ACTION pair (which represents more than 60% of the Planning sub-process), we can establish other important points. The next question to answer is related to the resources involved.
WITH WHAT TO EXECUTE IT?
Defining with what to execute any Maintenance action, studied, analyzed and planned for its positive impact on the fulfillment of the objectives, is divided into three (3) fundamental criteria: HUMAN RESOURCES, MATERIAL RESOURCES and FINANCIAL RESOURCES. As the conformation of the Maintenance Program, it is executed and made up by many internal factors of the organization, although it is considered something specific compared to the execution, it is very important to know what they are, -and you. he wants them to be- the Labor Competencies of the personnel involved in all the formation, from the preparation to the execution of the planned actions. In this regard, we must differentiate the Labor Competencies of the Planning and Control Group and those of the Executors.
The Labor Competencies of the Planning and Control Group are: Decision-Making Capacity based on multi-criteria, Extensive technical knowledge of the machines, equipment / systems to be planned, Economic knowledge that allows to see variants of actions to be planned, Exact knowledge of the conditions of the construction workshop, supply of spare parts and legal aspects of contracting services to third parties, Prioritization of maintenance actions, depending on the conditions established or possible to be established in the period to be planned, etc.
For the Personnel who will carry out the Maintenance actions, selection criteria and / or work competencies are established, which are framed in: Requirements and responsibilities, Job Content, Job Conditions (Tools and / or instruments) and Technical knowledge necessary to execute the actions. The latter will be adjusted to the specialties of Electrician, Mechanic, Instrumentalist, Specialists of the Inspection and Diagnosis Group, Energy, Refrigeration, air conditioning, Lubrication and greasing, Accumulators, among others, all necessary within the conditions of the company / industry in question. The definition of the companies to be hired is such a delicate matter, that it is preferable that each one establishes the criteria, according to their operational context and their business environment,to avoid misinterpretations.
In the case of Material and Financial Resources, the elements to take into account vary from those necessary according to the tasks undertaken, to the budget calculation techniques, legal aspects and the logistics cycle established in the company. But beware! You always have to think first about "Fulfillment of the strategic objectives set". Without this reference, nothing can be done.
™ HOW TO EXECUTE THE ACTIONS?
Incredibly, it is always thought that knowing the necessary steps is simply establishing work “Procedures”, or following already established “Regulations”. Although this is not far from the truth, it is necessary to take care that both the executors of the actions, as well as the contracted companies, follow the Safety Regulations of the installation, as well as the procedures that were foreseen, since each company has its own characteristics, and it is not possible to extrapolate criteria from one to another, without making mistakes or causing further damage. For this reason, it is recommended to analyze as a final criterion the rules to follow, explain them to all members of the Maintenance Staff, and make annual reviews of them, above all, due to changes that may exist in the conditions of the equipment / systems, and variations in stocks.We cannot lose sight of the fact that although all the steps necessary to comply with the Maintenance program are planned, if they are not carried out to the letter, it is as if none of the above existed. People are the fundamental link within the mistakes that can be made.
4. In summary…
Obtaining the Maintenance Program is a complex Process, but a high quality can be achieved by fulfilling everything established step by step, studying and defining the possible failures and affectations that are to be avoided, in order to meet the objectives, both of the company and of the Maintenance Function. Do not forget that Planning has, as its purpose, the execution of actions that avoid equipment failures, provided that their cost is justifiable, compared to the effects induced by the occurrence of a failure. How is it programmed? Well, that's another matter, especially because the execution is much more than saying WHEN TO DO?
