1. Hot Topic event Portsmouth – 26/3/08 Auditing, Benchmarking & Awards in maintenance departments Cosmas Vamvalis Implementations Manager ATLANTIS Engineering

2. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth CMMS

3. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth SUCCESS FACTORS Management support (***) Acceptance of employees (**) Correct selection of CMMS Implementation of accompanying changes(*) Involvement (*) Stability of employees (*) Adequate training during implementation (*) Adequate follow up and monitoring (**)

4. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth MABA: THE NEED No CMMS is fully utilised CURRENT SITUATION Lack of continuous improvement process REASONS Daily routine & job pressure of technicians Lack of top management involvement (targets, indicators) Lack of maintenance setup picture on other factories Lack of motivation

5. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth MABA: THE INSTITUTION Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering (about 50) from Greece & Cyprus

6. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth MABA: THE INSTITUTION Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering at Greece & Cyprus Annual auditing taking into account 98 criteria, of the exploitation degree of the CMMS and maintenance department organisation level

7. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS Three ways for auditing  Directly from the database (D)  Discussion with the user (U)  Report sent by the user to the auditor (R)

8. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS A. MAINTENANCE ACTIONSC1C2C3C4 MachinesD47416649699 Number of breakdowns (per machine) D 2217 (4,6) 113 (0,68) 1070 (2,1) 452 (4,5) Average words/breakdownD8,56,86,02,6 Do you analyse breakdowns data (worst machines, machines history) U Have you reached to specific conclusions by analysing breakdowns data ? Have you taken specific actions as a result ? U Did you make a report to the factory management concerning actions taken ? R

9. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS Do you give printed work orders concerning PM, Corrective Actions, Breakdowns ? (or Orally) U Prototype time per actionD---- Scheduling of actionsD---- How fast corrective actions (not breakdowns) are completed (in Days) ? (Number of Corrective Actions) D- 0,21 (80) 2,46 (843) 1,52 (1808) Do you know how your engineers have spent their time? (hours per technician & day) D7,85,05,51,6

10. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS B. PREVENTIVE MAINTENANCEC1C2C3C4 Number of existing PM schedules (per machine) D 527 (1,21) 89 (0,53) 39 (0,07) 60 (0,60) Do you have drawings on your PM schedules?D0% No of schedules having at least one execution (daily schedules) D 245 (46%) 64 (71%) 35 (89%) 58 (97%) Do you record corrective actions as a result of PM schedules ? D 8 (1,52%) 000 Do you monitor machines availability ?D98,60%--95,47%

11. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS Is there a target for next year Availability ?U Time spent for PM compared to breakdowns (projects)D0,450,930,302,42

12. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS C. SPARE PARTSC1C2C3C4 Do you Record spare parts requests ?D00350 Do you record suppliers offers?D15750 Do you send electronically your offer requests to your suppliers? U Do you keep track of expected provisions?U Do you make valuation of your suppliers (price, delivery time, quality, etc.) D0000 Do you record the Row & Bin no on your spares?D 229 (52%) 45100

13. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS Are there labels on the Bins ?U Do you use the minimum stock level for your spares? D0415 101 (17,41%) 27 (0,66) Do you record machines spare parts? (per machine) D 430 (0,91) 1078 (6,49) 306 (0,62) 631 (6,37)

14. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS D. STATISTICS – MISCELLANEOUSC1C2C3C4 Do you take into consideration the maintenance labour cost? (hourly cost of engines) D-95%92%- Do you take into consideration spare parts cost? (value on spares) D13%3%41%77% Loss of production cost? (cost of being idle)D---- External suppliers cost?D-24%57%- Do you use the replace/repair decision?U Do you use CMMS reports for your company’s ISOD62,5%45%--

15. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth AUDITING PROCESS Do you keep track of vehicles actions (insurance, tax,..)D---- Do you have automatic link of your CMMS with your ERP? U

16. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth MABA: THE INSTITUTION Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering at Greece & Cyprus Annual auditing taking into account 98 criteria, of the exploitation degree of the CMMS and maintenance department organisation level Delivery of printed study in each company with: Analytic grades Benchmarking Proposals for priorities – improvements -> Meeting with factory management

17. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth MABA: THE INSTITUTION Participation of all companies that apply the computerized maintenance system AIMMS of ATLANTIS Engineering Annual auditing taking into account 98 criteria, of the exploitation degree of the CMMS and maintenance department organisation level Prize award to the three top score applications in the annual «MAINTENANCE FORUM» Delivery of printed study in each company with: Analytic grades Benchmarking Proposals for priorities – improvements -> Meeting with factory management

18. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth MABA: THE BENEFITS Adoption of policies of continuous improvement and increase of exploitation level on the CMMS More active participation of top management, through the possibility to keep track specific targets/indexes Competition is developed among factories There’s a motivation for all technical departments, to become better every year!

19. Maintenance Auditing, Benchmarking & Awards March 2008, Portsmouth MABA: THE FUTURE Increase of reliability Increase of scientific character Increase of flexibility Increase of participant companies/countries