2. Richard Smith CPE –BS Mechanical Engineering Technology 1984 –Certified Plant Engineer 1990 –Experience Industrial Plants Facility Engineering - 12 years –Machining/Assembly, Chemical, Baking – Instructor - automotive, millwright, HVAC Health Care – 11Years –Facility and Construction Management Education – 6 Years –Facility and Construction Management –Engineering Services »Deferred Maintenance and Energy surveys »Training – safety and maintenance

3. MAINTAIN “Webster” KEEP IN EXISTANCE OR CONTINUANCE, PRESERVE, RETAIN. TO KEEP IN DUE CONDITON, OPERATION, OR FORCE.

4. MAINTENANCE The Act of Maintaining The State of Being Maintained The Means of Subsistence

5. What You Don’t See

6. Cost Center or P rofit C enter

7. The Maintenance Organization Goals for the Maintenance Organization Obstacles To Getting the Job Done The CMMS Planning Deferred Maintenance The Audit Q & A

8. Goals for a Maintenance Organization Maximize the Utilization of Assets. Safety and Quality. Improve Efficiencies. Maintaining Good Accurate Records. Minimize Financial Impact. Be Customer Focused.

9. Maximize Utilization of Assets Maintaining assets equipment and facilities ( What we do, the so called necessary evil ). Make facilities and equipment last as long as possible; or economically feasible. New assets. Alteration, modification, renovation of existing assets. ( whether contracted or in-house staff needs to be involved ) Equipment and facilities inspections and services ( PM Preventive/Predictive. Maintenance optimizes life )

10. PM Optimize Life Cycle. Preventive vs. Predictive Maintenance. An Inventory all facilities and equipment. Schedules/Frequency based on risk. –real schedules Spare Parts.

11. Safety and Quality Job One Ensure the safety of all personnel. –Provide safety training to personnel. –Provide proper PPE. –Inspect job sites for proper use of equipment and techniques.

12. Improve Efficiencies 1 Training A trained employee is a more productive employee, is every job OJT Right tool for the job Hammer, pliers, wrench, pry-bar, flash light, screw driver, etc. Work procedures. Policies and Procedures in writing Planning Thinking ahead Timing (adjust schedule) People (proper man power) Parts available (Storeroom or PO) Tools available. Communication (involve affected personnel and depts.)

13. Improve Efficiencies 2 Energy Conservation: Use energy efficiently by Minimizing Energy use and Reduce Energy Costs

14. Energy

15. Maintain Good Accurate Records (Collect and Record Historical Information) Hours (daily activity log) Labor cost (Hourly rate for techs or average + benefits (20- 35%)) Material cost (misc, inventory, direct purchases) Tools and equipment (rent/purchase) (house tools, personal or personal issue) Contractor costs (issue work orders) Available work time (breaks, tool breakage, smoke, travel)* Down Time (asset is not available when or if needed) Number of calls and repeat calls

16. Minimize Financial Impact By maximizing productivity of the Maintenance Organization Location Centralized Area Combination –Space –Shops –Tools and Materials store room – cost effective, – Hording-insurance inventory – not cost effective Staff Managing and Planning Technical/Maintenance Multi-craft, Specialized, General –In-house –Contracted –Do not blend (benefits, p & p) Operators ( minor maintenance and lube )

17. Staff / Managing and Planning Management/Supervision Depends on size of organization Depends of number of facilities (buildings) Depends on staff size Who does work/project planning Dedicated Planner Coordinator Administrative Assistant Technician Supervisor Manager

18. Staffing In-House. In-House + Contract Contract could be for specific service or full time or a combination. Contract/Contract Management. Contracted techs, supervised by in-house management. Contracted management, supervising in-house technicians.* Full Service Contracted management and technicians. Advisory Service Smaller organization lacking resources. Less expensive than architect or engineering firm. Provided by – maintenance management firms. –Individual with credentials and experience.

19. Maintenance Organization and Financial Impact Training/Education Management, Technicians, Office Specialists ( limit number ) –Approved ( is there a need ) Cross Training/Multi-craft ( pay for knowledge ) Career Ladder.

20. Training / Career Ladder Level 1: Entry/Apprentice ( Little or no Training ) Level 2: Generalist ( 2 to 5 years experience, not journeyman ) Level 3: Journeyman 1 ( ex. journeyman one trade ) Level 4: Journeyman 2 ( ex. journeyman two trades ) Level 5: Journeyman 3 ( ex. three trades, millwright, supervisory ) Note: Levels are the different pay grades.

21. Customer Focused Concern –Be interested not interesting Understanding –Take time to know the people –Know the operation Communication –Telephone –E-mail –Face to Face –Never enough

22. Obstacles to Work Completion Fire Fighting ( reactive no time for PM being proactive ) < 20% Goal Yanking/Pulling Off ( start and stop jobs ) DIN ( do it now )

23. Obstacles to Work Completion Labor Control Insufficient Personnel ( for one or all crafts ) Insufficient supervision ( can’t expect if you don’t inspect ) –Planning –Scheduling –Skills –I/O ( was the request recorded correctly ) Untrained Personnel ( learned wrong, OJT, not current ). Lack of Accountability ( do over, incorrect, non-professional, poor quality, housekeeping, reporting/DTS/DAL ) –Note: »DTS-Daily Time Sheet »DAL-Daily Activity Log

24. Obstacles to Work Completion Continued Materials Not Available ( parts obsolete ) Not Good ( old/used ) Wrong Parts ( ordering process ) Storeroom ( non existent or not controlled )

25. Obstacles to Work Completion Continued Tools ( community (large tools), personal issue (hand) ) Not Enough ( does each tech have own hand tools ) Not Maintained ( applies to personnel and community ) Ownership ( company or personal purchase accountability ) Security ( secure storage for community and personal )

26. CMMS Computerized Maintenance Management System Maintenance Levels Work Orders PM Scheduled Routine/Daily Service Requests Emergency Blanket Planned outages Inventory/Materials/Storeroom Reporting/Managing

27. Maintenance Levels Fire Fighter ( Reactive ) Cost $ $ $ $ $ –Breakdown Maintenance –Minor Lube Maintenance CMMS ( Proactive ) Saves $ $ $ $ $ –Preventive Maintenance –Predictive Maintenance –Condition Based Maintenance

28. PM Saves $ $ $ $ Money

29. PM Saves Money –Reduces Surplus Inventories –Utilizes Labor More Effectively –Increases Uptime –Reduces Energy Consumption –Produces Higher Quality –Improves Attitudes

30. Work Order Record Asset ( identify the equipment or area ) Type ( specific type of equip or area ) Account ( department or account charge ) Requester ( person making the request ) Request Initiation ( by person, inspection, failure, etc.) Materials ( what and quantity ) Labor ( who and associated hours ) Cause ( routine or failure ) Down Time ( not available for use when needed )

31. Inventory JIT (just in time) Secure Area (authorized personnel only) Attendant (dedicated or as needed, could have an other function) Monitored (camera, swipe card, bar code) Mill Supplies (less secure) Critical Equipment (spare parts) Organized Location Part numbers and descriptions Max/Min Allocated for other work On Hand and On Order Value

32. To Manage Reporting –Need Controls ( to mange you need controls ) –Measurement ( to have controls you need measurement ) –Information ( to have measurement you need information ) –Collect Data ( to get information you need to collect data ) –CMMS ( collected date organized in a CMMS data base ) –Reports ( with a CMMS you can retrieve your information data for measurement analysis to develop controls for managing )

33. Control Measure Information Collect Data CMMS Report

34. Reports Activity Report ( daily, Information concerning completed, in progress, parts used, problems encountered, emergency work ) Progress Report ( weekly/monthly, monitors progress against planned Includes routine and PM ) Work Status ( weekly/monthly ) Backlog Overdue Available Personnel Down Time Budget Variance

35. A-Team “I love it when a plan comes together”. George Peppard

36. Planning Saves Time ( materials and personnel available when needed ) Saves Money ( purchase only materials needed, and limit labor and OT ) Aggravation ( minimizes yanking – pulling ) Customer Satisfaction

37. Deferred Maintenance What is it ? –Ans. – What should be done and is not. –Why Not enough time Not felt to be critical Not enough money Deferred Maintenance Study –Financial Document Measures Facility Condition Index (FCI) –Deferred Maintenance Cost / Current Facility Replacement Value Creates projects to lower FCI Information provided allows informed decisions on future investment into facility / building infrastructure Essential for capital planning Not a detailed engineering study

38. Deferred Maintenance See: A Deferred Maint. Sample.xls Slide

39. Maintenance Management Audit or Facility Operations Audit

40. What You Don’t See

42. Cost Center or P rofit C enter *