1. Reliability Through Maintenance Planning and Scheduling Brad Simpkins MillerCoors Maintenance Process Manager MBAA-Rocky Mountain District Meeting March 11, 2009

2. INTRODUCTION  RISING MAINTENANCE COSTS  MAXIMIZE RELIABILITY  LEVERAGE RESOURCES TO ACHIEVE MAXIMUM “WRENCH TIME”

3. FUNDAMENTAL COMPONENTS  PLANNER/ SCHEDULER  FIXED INTERVAL MAINTENANCE WINDOWS  COMPUTERIZED MAINTENANCE SYSTEM  ACCURATE JOB SCOPE AND ESTIMATING  METRICS FOR MAINTENANCE

4. SPECIFIC PLANNING TASKS  LIMIT RESPONSIBILITY TO TASKS THAT PERTAIN TO RELIABILITY OF DEFINED AREA  THE PLANNER IS NOT :  AN ADMINISTRATIVE ASSISTANT (SECRETARY)  A SUPERVISOR  AN ENGINEER  LIMIT NUMBER OF MEETINGS

5. DEDICATED RESOURCES  ONE GROUP FOR EMERGENCY AND REACTIVE WORK  BE CERTAIN THAT ROLES ARE CLEARLY DEFINED AND UNDERSTOOD

6. DEDICATED RESOURCES  ONE GROUP FOR PREVENTIVE AND PREDICTIVE WORK  INSPECTIONS AND PRE PLANS BEFORE THE EMERGENCY OCCURS  NO EMERGENCY TOOLS OR EQUIPMENT  ROLE DEFINITION AND UNDERSTANDING

7. RESOURCE TEAMWORK  BOTH TEAMS HAVE RESPECTFUL WORKING RELATIONSHIP  MUTUAL UNDERSTANDING OF ULTIMATE GOAL

8. DEDICATED MAINTENANCE WINDOWS  CONSISTENT AND CLEARLY DEFINED  MUTUALLY AGREED UPON WITH MAINTENANCE AND OPERATIONS  SAME TIME, SAME DAY EACH WEEK WHEN POSSIBLE

9. MAINT. WINDOWS CONT’D  VITAL TO ADHERE TO MAINTENANCE WINDOW  RISK OF UNSCHEDULED DOWNTIME LATER  STRANDED MAINTENANCE LABOR  RESCHEDULE TOOLING, EQUIPMENT AND CONTRACTORS  MOVING STAGED MATERIALS AND EQUIPMENT  ADDED CO$T$

10. COMPUTERIZED MAINTENANCE SYSTEM  NEEDS TO BE CONCISE AND DETAILED  CAPABLE OF PRODUCING CLEARLY UNDERSTOOD WORK ORDERS  PRODUCE AND MAINTAIN DETAILED PM INSPECTIONS

11. COMPUTERIZED MAINTENANCE SYSTEM CONT’D  PARTS / MATERIALS INVENTORY  PURCHASING  EQUIPMENT DATA & HISTORY  COSTS  TIME CARDS  FRIENDLY FOR DATA ANALYSIS  REPORTING

12. RCM ( RELIABILITY CENTERED MAINTENANCE)  CRITICAL EQUIPMENT LIST WITH FAILURE MODES AND EFFECTS ANALYSIS  PREVENTIVE AND PREDICTIVE TASKS BUILT AND ISSUED AT PROPER FREQUENCY  PvM AND PdM TASKS REVIEWED PERIODICALLY FOR MAXIMUM EFFICIENCY

13. WHY RCM?

14. RCM CONT’D  BOM (BILL OF MATERIAL) IS BUILT AND INSTALLED IN CMMS  MATERIAL MANAGEMENT IS KEY TO HAVING ACCURATE AND COMPLETE BOM  MIN/MAX MATERIAL QUANTITIES SHOULD BE REVIEWED REGULARLY TO MAINTAIN PROPER INVENTORY

15. WORK ORDER INTEGRITY  EACH WORK ORDER MUST CAPTURE INFORMATION REGARDING ALL ASPECTS OF THE OPERATION PERFORMED.  WORK HISTORY FOR EACH PIECE OF EQUIPMENT CAN BE ANALYZED FOR:  QUICK REFERENCE TO PAST WORK PLANS/ SOLUTIONS  EQUIPMENT BAD ACTORS & REPETITIVE FAILURES  MTTR, MTBF, WOTT, RCFA  COST ANALYSIS FOR VARIOUS PURPOSES  PARTS, LABOR, EQUIP., AND OTHER RESOURCE USAGE

16. WORK ORDER INTEGRITY CONT’D  DETAILED DESCRIPTION OF WORK NEEDED  CORRECT EQUIPMENT CODE OR DESCRIPTION  DETAILED LOCATION  ACCURATE PRIORITY  TIME OF FAILURE  RESOURCE / SKILLS NEEDS  PARTS/MATERIAL NEEDS  WORK ORDER MUST CAPTURE :  DETAILS OF ACTUAL WORK PERFORMED  FAILURE CODES AND RCFA  TIME EQUIPMENT RESTORED  ACTUAL LABOR TIME AND COST  MATERIALS AND COST  CONTRACT SERVICE  YOU CANNOT PUT TOO MUCH INFO ON A WORK ORDER !

17. PLANNING & ESTIMATING  WITH DETAILED HISTORY, ACCURATE MAINTENANCE PLANS CAN BE DEVELOPED BY THE PLANNER THAT WILL ACCURATELY ALLOCATE RESOURCES FOR REPETITIVE TASKS  THIS PLAN SHOULD INCLUDE A DETAILED SAFETY PLAN AND ANY NECESSARY PERMITS

18. ESTIMATING CONT’D  MAINTENANCE PLANS SHOULD BE KEPT ON A DISC OR SEPARATE DRIVE IN THE EVENT OF ELECTRONIC FAILURE  PLANS SHOULD ALSO BE INDEXED AND KEPT ON A SHARED SOURCE FOR ALL ACCESS

19. METRICS FOR MAINTENANCE

20. METRICS  IMPORTANT TO CHOOSE THE KEY METRICS THAT WILL ENABLE THE BUSINESS TO MOVE FORWARD  THEY PROVIDE A VISION OF WHAT IS HAPPENING  YOU CANNOT EFFECTIVELY MANAGE WHAT YOU CANNOT MEASURE

21. EXAMPLES OF METRICS  PM/PdM COMPLIANCE  ON-TIME COMPLETION  WORK ORDER TURN AROUND TIME (WOTT)  EQUIPMENT BAD ACTORS  PRODUCTION DOWNTIME DUE TO EQUIPMENT FAILURE  WORK ORDER BACKLOG

22. EXAMPLES OF METRICS CONT’D  MAINTENANCE COSTS  MAINTENANCE COSTS PER UNIT OF PRODUCTION  % PLANNED WORK (PROACTIVE)

23. PLANNED VS REACTIVE WORK 2008

24. SUMMARY  DEDICATED RESOURCES  STRUCTURED MAINTENANCE WINDOWS  MAINTENANCE ORGANIZATION CAN ASSURE ITSELF OF INCREASED CRAFT PRODUCTIVITY  INCREASE IN EQUIPMENT RELIABILITY

25. SUMMARY CONT’D  USING WORK ORDER DETAIL AND HISTORY, THE PLANNER CAN ANALYZE DATA TO DETERMINE MAINTENANCE OPPORTUNITIES AND DEVELOP PROACTIVE STRATEGIES  MEANINGFUL AND ACCURATE METRICS WILL PROVIDE ACCOUNTABILITY AND A GAUGE OF MAINTENANCE PERFORMANCE

26. Reliability Through Maintenance Planning and Scheduling