1. FHG, SAD, VJG & AMS SAP PM Generation Team
Unifying Plant Maintenance Work Types & Order Priorities For Generation Power Plants
FHG, SAD, VJG & AMS
SAP PM Generation Team
FHG: Francisco H. Gagaring, Gen-EOA SME
SAD: Suresh A. Dhareshwar, Gen-EOA SME
VJG: V. J. Ganesh SAP PM (Gen.) Project Team Member
AMS: Aref M. Al-Shehri SAP PM (Gen.) Project Coordinator
We would like to thank Ehsan M. Mowar of SPP and Alwi Abdullah Albeed of RPP for their valuable inputs
For revision history see last slide

2. Contents Survey Recommendations References
Introduction & Objective
Survey
SMRP- Society for Maintenance & Reliability Professionals
PMO Model from EPRI
Gen-EOA CMMS Classification (GPPD, QPPD & GTPD): Work Types & Priority
Gen-WOA CMMS Classification of Work Types (RPP & SPP)
ARAMCO SAP-Plant Maintenance Classification of Work Types & Priorities
UNITED SAP-Plant Maintenance Classification of Work Types & Priorities
NEBRAS SAP BBR Classification of Work Types (LOG-BBR-WS13)
Other References on Maintenance Work Types, Order Priorities & ISO/IEC Definitions
Recommendations
References
Wrap up (including Q&A, version information)

3. Introduction & Objective
Classifying ‘maintenance work types’ in a logical way is a difficult task.
Note: Some use ‘maintenance strategies’ instead of ‘maintenance work types’
Based on our own experience and survey on industrial practices, this presentation attempts to classify the plant maintenance work types & work priorities for generation power plants
Once reviewed and approved, this can be used to update our maintenance systems (CMMS/SAP)
PM is Plant Maintenance

4. ... continued (SAP- PM Business Drivers)
Reduce costs while improving efficiency, reliability and availability
Standardize, streamline, automate and integrate business processes
Improve safety
Improve resource utilization and efficiency
Improve customer satisfaction
Environmental compliance improvement

5. SMRP Classification-I
SMRP is Society for Maintenance & Reliability Professionals (See References-1 & 2).
For definitions of PM, PdM, etc. see following slides

6. SMRP Classification-II
Ref: BP Metric_5.1.1 Actual Cost to Planning Estimate_Stegemiller-Olver_060911_FC.pdf

7. …continued (SMRP)
Preventive Maintenance (PM): An equipment maintenance strategy based on replacing, overhauling or remanufacturing an item at a fixed interval, regardless of its condition at the time. Scheduled restoration tasks and scheduled discard tasks are both examples of preventive maintenance tasks
Failures: The event, or inoperable state, in which an item or asset does not perform its required function

8. Predictive Maintenance (PdM):
…continued (SMRP)
Predictive Maintenance (PdM):
An equipment maintenance strategy based on measuring the condition of equipment in order to assess whether it will fail during some future period, and then taking appropriate action to avoid the consequences of that failure. The condition of equipment could be monitored using condition monitoring, statistical process control techniques, by monitoring equipment performance, or through the use of the human senses. The terms condition based maintenance, on-condition maintenance and predictive maintenance can be used interchangeably.
We cannot agree with: ‘or through the use of the human senses’

9. …continued (SMRP)
Repairs: Work done to restore the function of an asset after failure or imminent failure
Rework is corrective (repair) work done on previously maintained equipment because of maintenance, operations or material problems that resulted in a premature functional failure of that equipment. The causes of rework may be maintenance, operational or material quality issues.
Corrective Work Identified by PM and PdM’s: Work done to restore the function of an asset before failure that was identified by a PM or PdM task.
Rework Index: The failure of any piece of equipment within 60 days following a
repair/installation. A new work order must be issued to address every rework.

10. …continued (SMRP: Analyis)
SMRP classification is simple (only 5 basic work types), straightforward and practical.
Rework sub-type of repairs is an excellent tool for tracking & analysis
Following are not classified explicitly by SMRP:
Turnarounds (or Testing and Inspection, T&I): If turnaround work is based on fixed intervals, it can be classified as PM. If it is based on condition monitoring, it can be classified as PdM!
‘Safety’ work type: Can be added to Repairs or Proactive Maintenance depending on the specific instance
See next slide for turnarounds.

11. …continued (SMRP: For information only)

12. PMO Model from EPRI: Electric Power Research Institute
The consultants of EPRI solutions (Palo Alto, Calif.), a subsidiary of EPRI, have developed Plant Maintenance Optimization (PMO) and over the years have implemented it at some 158 power plants throughout the United States (Reference-5).
EPRI: Electric Power Research Institute

13. Predictive maintenance (condition-directed)
…continued (PMO)
PMO model focuses on optimizing four segments (designated by four color schemes in the model):
Maintenance basis consisting of ‘Corrective Maintenance’, ‘Preventive Maintenance’ and ‘Identification of maintenance task’
Predictive maintenance (condition-directed)
Work management consisting of ‘Work control’ & ‘Work execution’
Continuous improvement - Learning from experience -consisting of ‘Work closeout’, ‘Continuous Improvement’ & ‘Proactive maintenance’

14. …continued (PMO)
Corrective maintenance (CM) is the most basic of maintenance processes. Tasks are generated as a result of equipment failure. These tasks may be expected (when equipment is purposely "run to failure") or unexpected (when failures are neither desired nor planned). Equipment that is allowed to run to failure typically has been determined to be non-critical and usually includes low-cost items, with spares on hand for immediate replacement.
Preventive maintenance (PM) includes periodic condition monitoring and taking time-based actions to maintain a piece of equipment within design operating conditions to extend its life. PM is normally performed before equipment fails, to reduce that likelihood.

15. …CONTINUED
Predictive maintenance (PdM) is the process of integrating and analyzing equipment condition data from a variety of sources to inform decision-making about the maintenance requirements of major critical equipment.
Continuous improvement (CI) is the organization's process of "learning from experience" gained through high-impact failure events and from performing maintenance work. Continuous improvement consists of Proactive Maintenance (PAM) and Root Cause Analysis (RCA).

16. …continued (PMO)
The Proactive Maintenance (PAM) process makes use of direct feedback from maintenance personnel—through simple means like work order failure cause codes, equipment condition codes, and completion remarks—to improve the effectiveness of the maintenance work the next time it is performed. PAM also calls for making appropriate adjustments to the maintenance strategy, procedures, and/or task frequencies to further eliminate failures or deficiencies in the future.
The Root Cause Analysis (RCA) process is used to determine what happened, why it happened, and what can be done to keep it from happening again on non-routine major equipment events. The resulting problem resolutions must then be approved, prioritized, and implemented, and the event tracked for recurrence. In addition, the appropriate maintenance procedures or practices must be modified to reflect the analysis results

17. …continued (PMO)
Optimizing the maintenance basis is a step-by-step process of incorporating plant knowledge, maintenance history, and industry experience into maintenance recommendations. One method used to optimize the maintenance basis is the well-known Reliability Centered Maintenance (RCM) analysis process.

18. …continued (PMO: Analysis)
PMO Model identifies the following maintenance strategies:
Corrective maintenance (CM) including Run-to-Failure (RTF)
Preventive maintenance (PM)
Predictive maintenance (PdM)
Continuous improvement (CI) consisting of:
Proactive maintenance (PAM)
Root Cause Analysis (RCA)
Reliability Centered Maintenance (RCM)

19. GENERATION-EOA CMMS CLASSIFICATION:
Two of the Generation-EOA Subject Matter Experts for SAP-Plant Maintenance Business Processes surveyed 26 months’ historical data for Generation-EOA power plants for plant maintenance 'work types' and 'work priorities' (Reference-7). 
Survey included three departments: GPPD, QPPD & GTPD
An overview of the survey is given – see next slides
GPPD: Ghazlan Power Plant Department
QPPD: Qurrayah Power Plant Department
GTPD: Gas Turbines Plant Department

20. …continued (GEN-EOA CMMS)
No.
Work Type
Net %
Remarks 1
Commissioning (New Equip't)
934
0.89 2
Condition Based Maintenance
100
0.10 3
Corrective Maintenance
42329
40.32 4
Emergency
0.00
  Old 5
Non-Equipment Related 51
0.05 6
Preventive Maintenance
56435
53.75 7
Special Projects/Modification
531
0.51 8
T&I - AUX (Steam Plants only)
1470
1.40
3.76 9
T&I - Boiler (Steam Plants)
1220
1.16 10
T&I - Combustion (GD only) 25
0.02 11
T&I - Compressor (GD only) 12
T&I - Desal (Steam Plants) 23 13
T&I - Generator 96
0.09 14
T&I - Hot Gas Path (GD only) 59
0.06 15
T&I - Major Overhaul
516
0.49 16
T&I - Turbine (Steam Plants)
1193
1.14
Total
104988
100.00
97.83
Net = Created - cancelled

21. …continued (GEN-EOA CMMS)
No.
Work Priority
Net % 1
A - Very High
6579
6.27 2
B - High
14976
14.26 3
C - Normal
62884
59.90 4
D - Low
20548
19.57 5
E - Very Low
0.00
Total
104988
100.00
Net data

22. …continued (GEN-EOA CMMS - Analysis)
GEN-EOA CMMS Survey - Results and Conclusions:
16 plant maintenance work types are currently used by Generation-EOA power plants & can be classified into 7 groups:
Preventive Maintenance (PM)
Corrective Maintenance (CM)
Testing and Inspection (T&I)
Commissioning - New Equipment
Condition Based Maintenance (CBM)
Special Projects/Modifications
Non-Equipment Related
The PM, CM and T&I work types constitutes nearly 98% of historical work order tasks.

23. …continued (GEN-EOA CMMS - Analysis)
GEN-EOA CMMS Survey - Results and Conclusions (continued):
There is no consistency with regard to the use of sub-types for T&I work type. Hence:
Either streamline the sub-types for T&I
Or delete all the sub-types for T&I work type
No consistency between PM and T&I between two power plants
Retain 'non-equipment related' type. Can call it ‘non-core maintenance’ type (Also see SMRP Survey)
‘Commissioning - New Equipment’ is wrongly entered by many users because of default selection (first item pull-down list). This was intended to track ‘warranty’ aspects. Can be discontinued by using ‘warranty’ type/sub-type (Also see United Survey)
A pre-requisite for PM is that the PM packages should have been approved by TSD and should have been configured in CMMS. PM Orders do not require any planning, once configured in system. Scheduling efforts will be still needed. In contrast, CM orders need planning and scheduling except in case of emergency.
Few power plants classified the major PM or Testing and Inspections done during a planned outage (usually annual) as PM, while others classified these other T&I. We need to unify these.

24. …continued (GEN-EOA CMMS - Analysis)
GEN-EOA CMMS Survey - Results and Conclusions (continued):
Change ‘CBM’ description to ‘PdM’ (See SMRP & PMO Survey)
There is no need for E-type (i.e., very low) work priority. Just four types of work priority (i.e., very high, high, normal & low) are enough
Use ‘Emergency’ in place of ‘Very High’ to highlight the meaning more effectively (See S. ARAMCO Survey)
Any notion that CBM should be used only when CMMS created orders automatically based on CBM data uploads is incorrect and needs to be corrected.
Also when operator detects some abnormality through his human senses then it cannot be called as CBM, just CM.

25. GEN-WOA CMMS Classification RABIGH PP
Information provided by Alwi Abdullah Albeed of RPP

26. GEN-WOA CMMS Classification SHOIBA PP
Information Provided by Ehsan M. Mowar of SPP PM
PM stands for Preventive Maintenance. The work orders are created in
Planned work order and can be repetitive (periodical). When used, a
lubrication round can be connected to the work order. Note that when a
lubrication round is connected to the work order it can NOT be rolled
out.
CMP
CMP stands for Corrective Maintenance Planned and is the job type for
planned corrective work orders. The work orders are created in Planned
work order.
CMU
CMU stands for Corrective Maintenance Unplanned and is the job type
for unplanned work orders. The CMU work orders are often created in
Job Ordering but it is also possible to create them in Planned work
order. If a work order is registered directly with the Job feedback
by work order program, the job type will also be CMU.
INS
Note that this job type belongs to the Inspection module.
INS stands for Inspection and is the job type for Inspection work
orders. When a work order is planned with the type INS, it will be
possible to link the work order (or actually the task) to an inspection
round. This will make it possible to include the inspection rounds in the
work order planning, for example with the work order survey. INS can
be periodical and if not linked to an inspection round it can be rolled
CBM
CBM stands for Condition Based Maintenance and is the job type for
condition based work orders. Condition based jobs are work orders
with corrective actions that are a result of measuring the condition of
the equipment. The condition of the equipment is typically measured
with the inspection round.
When a work order is created from the inspection registration program,
from the alarm handling program module or from the AII module, then
the type should be Condition Based Maintenance.
OTH
OTH stands for Other and is the job type for all the work order types
that don’t belong to any of the existing job types. It will be possible to
assign this job type manually when a new work order is created. OTH
can be periodical and can be rolled out.

27. SAUDI ARAMCO SAP PM ORDER TYPES (Reference-4)
ORDER DESCRIPTION
ACTIVITY TYPES
PM01
Normal Maintenance (including emergency work)
01A: Routine Work
01B: Safety & Environment work
01C: Any work resulting from findings of Scheduled Preventive Maintenance activities.
PM02
Preventive/Predictive Maintenance
02A (Preventive), 02B (Predictive) & 02C (Relief Valve)
PM03
Test & Inspection or T&I
03A: Repetitive T&I Work
03B: Non-repetitive T&I Work
PM04
Minor Maintenance (not exceeding USD 2600) or MMT
4xx: Commonly used activities
Jxx: Community services specific
Wxx: Well services specific
04C & 04D: Minor repairs as a result of findings from prev/pred. maintenance work
PM05
New Work & Upgrades
05A:Budgeted new expense work
05B: Non-budgeted new expense work
05C: Standard renovations
05D: Major renovations
PM06
Non-process Maintenance (not process/production equipment)
06A: Non-process field
06B: Non-process others
PM07
Maintenance support to capital projects
07A: Project Department work
07B: Budget Item work
07C: Special project work
Component location is not used

28. SAUDI ARAMCO SAP PM ORDER PRIORITIES (Reference-4):
TYPE
PRIORITY
REMARKS 1
Emergency work
A. Work, which must be done immediately in order to:
• Prevent Injury to personnel or damage to equipment.
• Correct safety and fire hazard or extreme service failure.
• Prevent significant loss of production or loss of products in storage or transit.
B. Work classified as Priority “1” takes precedence over all other work, scheduled or non-scheduled.
C. Priority “1” requires the approval of a Superintendent or above unless delegated otherwise. 2
Urgent Work
A. Work of an urgent nature, which must be completed as soon as possible
B. Maintenance schedules this work to start within 48 hours after receipt of the maintenance request; if materials and manpower requirements permit
3/4/5
Normal
Work, which may be delayed for more than 48 hours and is scheduled as Maintenance resources permit.
Component location is not used

29. UNITED SAP PM Maintenance Orders Types (Reference-8)
The maintenance order types used:
PM01 – Planned Corrective maintenance
PM02 – Breakdown maintenance (Urgent Unplanned Corrective)
PM03 – Preventative maintenance
PM04 – Refurbishment maintenance
PM05 – Project related maintenance
PM06 – Shutdown related maintenance
PM07-Emergency/Accident related maintenance (for the purpose of insurance claim)

30. UNITED SAP PM ORDER PRIORITIES (Reference-8) :
TYPE
PRIORITY
REMARKS 1
Very High
Criticality with respect to Production or Quality or Safety at the time of notifying calls for immediate attention of maintenance crew
This can be assigned to only for M2 type of notifications (i.e., PM02 Work Orders) 2
High
That do not call for immediate attention and can be taken up within 24 hours of notifying following the normal planning route as per procedure 3
Medium
Same as ‘High’ except within 7 days of notifying 4
Low
Same as ‘High’ except within 14 days of notifying
Component location is not used

31. UNITED MAINTENANCE ACTIVITY TYPES (Reference-8) :
The Maintenance Activity Types used:
M01 – Repair
M02 – Replace
M03 – Overhaul
M04 – Rework
M05 – Inspection
M11 – Warranty Work
M12 – Calibration
M13 - ISO
Component location is not used

32. SAP BBR CLASSIFICATION: WORK ORDER TYPES
LOG-BBR-WS13 (Reference-6) indicates the following work order types:
PM01 – Corrective maintenance
PM02 – Breakdown maintenance
PM03 – Preventive maintenance
PM04 – Refurbishment maintenance
PM05 – Project related maintenance (engineering and construction)
PM06 – Turnaround maintenance (outages)
PM07 – Change order
Note: Above needs to be revised during BBR Reassessment Phase
LOG-BBR-WS13 is one of the six business blueprints for plant maintenance in SEC for generation, transmission, distribution, transportation and facilities maintenance.

33. Other References on Maintenance Work Types:
There should be only five to ten major work codes (i.e., work types) falling into the categories of Proactive, Reactive and Other. These should not be confused with problem codes (by John Day, Jr., Manager of Engineering and Maintenance at Alumax of South Carolina)
Not all plant equipment should receive the same attention. Some are more critical than others. Based on their criticality, the equipments can be either intentionally run-to-failure (RTF) or added to one or more maintenance strategies (like PM, PdM, etc).
It is important to consider such factors as consequences of failure (i.e., risk), and probability of failure before determining the criticality of an equipment. Then the ‘criticality’ information shall be documented and entered in the system. If required, the criticality can be further reviewed and revised as part of optimization (CI or RCM).
The items in red can be plant tag numbers - KKS or other tags

34. …continued (Other References)
Discussion forum on improving reliability ‘What is Corrective Maintenance’ gives interesting debates on CM, PM, etc (Reference-9). It is too lengthy to be described here, better to visit the link and go through
One proven theory is that the ‘Corrective Work arising out of PM’ to ‘CM’ work order ratio should be about 6 to 1.
Note: Proven by John Day, Jr., Manager of Engineering and Maintenance at Alumax of South Carolina, during the period when Alumax of South Carolina was certified as the first “World-Class” maintenance organization
In a lean maintenance environment, follow up corrective work from PM’s should amount to 12% to 20% of the PM total. This is your payback for performing the PM’s. Note: Any extra corrective activity that is not part of the preventive maintenance strategy or procedure, but a result of it must be captured on a separate work order and coded as such. Additionally, it is a proactive activity and the work order should be deemed as such. (Leon Reed Sr. Reliability Engineer, CMRP, Eli Lilly, Indianapolis IN)
When establishing an effective maintenance program, one must determine not only which Preventive Maintenance (PM) routines to accomplish, but how often should they be done. The answer to this question would seem on the surface to be quite simple and, in fact, one proven theory is that the PM to Corrective Maintenance (CM) work order ratio should be about 6 to 1. This theory assumes that the PM inspections should reveal some type of corrective work that should be completed on an asset on average every 6 times it is accomplished. The assumption is that, if the ratio is greater than 6:1 you are performing the PM too often; if the ratio is less then 6:1, you are not performing it often enough. (The “6 to 1 Rule”, proven by John Day, Jr., Manager of Engineering and Maintenance at Alumax of South Carolina, during the period when Alumax of South Carolina was certified as the first “World-Class” maintenance organization).

35. …continued (Other References)
RTF (Run-to-failure or Run-to-maintenance): Replace the failed non- critical, usually inexpensive equipment i.e., do not refurbish or do not do any PM on such equipment. Equipment is said to be ‘non-critical’, if the failure does not affect safety and/or production (i.e., electricity supply/desalinated water supply to customer) and the spares are available for immediate replacement. Examples:
10 HP or less and if breakdown does not affect critical or major equipment. The failure also does not jeopardize safety and production reliability (Reference-3)
Units 1-4 traveling water screen motors (2 HP) of Ghazlan power plant
Many classify RTF as a sub-type of CM. It is recommended to classify this separately (work type or sub-type) in system. This is because:
To eliminate preventive maintenance where there is no added value
To move towards reliability centered maintenance (RCM)
The items in red can be plant tag numbers - KKS or other tags

36. Other References on Work Priorities:
Characteristics of a world-class work order priority system according to IDCON (Reference-11):
The priority system obviously has a code or number to signify the importance of a work order. But, is there a set of rules that describes what type of work that can be classified as a high, medium and low priority?
Does each work order priority code have a time limit attached to it? For example: Priority 1 will be started immediately, priority 2 within a week, priority 3 within a month etc?
Are the priorities reviewed in a weekly/ daily planning and scheduling meeting JOINTLY by operations and maintenance? (If not, there is little chance to effectively coordinate the production schedule with the maintenance schedule). Work orders should not be over prioritized by strong individuals in the planning and scheduling meetings
Are there high priority work orders older than 3 months in your system? If so, your plant probably has a tendency to over prioritize work orders.
The items in red can be plant tag numbers - KKS or other tags

37. …continued (other references: work priorities)

38. Other References on Definitions:
ISO 14224:1999(E) & IEC :1990 Definitions:
Corrective maintenance: maintenance carried out after fault recognition and intended to put an item into a state in which it can perform a required function
preventive maintenance: maintenance carried out at predetermined intervals or according to prescribed criteria, and intended to reduce the probability of failure or the degradation of the functioning of an item
Item: any part, component, device, subsystem, functional unit, equipment or system that can be individually considered
Failure: termination of the ability of an item to perform a required function
Fault: state of an item characterized by inability to perform a required function, excluding such inability during preventive maintenance or other planned actions, or due to lack of external resources
Maintenance: combination of all technical and administrative actions, including supervisory actions, intended to retain an item in, or restore it to, a state in which it can perform a required function
The items in red can be plant tag numbers - KKS or other tags

39. RECOMMENDATIONS:
Based on the survey (SMRP, PMO/EPRI, CMMS, SAP, MAINTENANCE FORUM), it is important to come to an agreement (i.e., unification) with regard to the plant maintenance work types and priorities. Remember that these will be used to record and retrieve history from system (CMMS/SAP) in an orderly manner
Recommendations are given in the next few slides
Once reviewed and approved, this will be:
Used to update our maintenance systems and/or our maintenance policies
Used consistently so that the quality of information in the system can be improved
The items in red can be plant tag numbers - KKS or other tags

40. RECOMMENDATION-1, MAINT. WORK ORDER TYPES:
DESCRIPTION
SUB-TYPES/REMARKS CM
CORRECTIVE MAINTENANCE ORDER
SUB-TYPES:
Run-to-failure (RTF)
Identified by Operations: Emergency or Rush
Identified by Operations: Non-emergency
Identified from PM/PdM (Debate: PM/CM/FM?)
Identified as Rework
Identified as Safety/Environment work PM
PREVENTIVE/PREDICTIVE MAINTENANCE ORDER**
**Inspection and/or Maintenance work, which are part of approved preventive maintenance program
Non-T&I PM: PM work done without shutting down the Generating OR Desalination Unit
T&I PM: PM work done, which require shutting down the Generating OR Desalination Unit
PdM: Condition Based Maintenance work done to detect incipient faults. Condition monitoring data collection, analysis are performed by:
a) Condition Monitoring Experts
b) On-line condition monitoring systems.
and not by human senses like touch, sound, smell, etc.
Examples: Vibration, Thermo-graph (IR or other), Oil analysis, Motor circuit evaluator
CM: Maintenance carried out after fault recognition and intended to put an item into a state in which it can perform the required function (s).
PM: Maintenance carried out at predetermined intervals or according to prescribed criteria, and intended to
Reduce the likelihood of failure
Reduce the degradation of the functioning of an item
Contain the consequences of failure
FM: Follow-up maintenance or Corrective Work Identified as a result of PM/PdM work. A debate is still on whether it is to be classified as CM or PM or separate type.

41. …CONTINUED TYPE DESCRIPTION SUB-TYPES/REMARKS PaM
PROACTIVE MAINTENANCE ORDER
SUB-TYPES:
Improvement. See Note-1
Engineering Study. See Note-2
Simple modification
Non-capital (i.e., expense budget)
Capital project: Upgrades, Retrofits, Complex modifications, etc.
Proactive work as a result of studies/audits
NEM
NON-EQUIPMENT RELATED MAINT. ORDER
Note: The terms ‘NON-CORE MAINTENANCE’ or ‘OTHERS’ can also be used. RO
REFURBISHMENT ORDER Equipment sent for repair through MMD
See Note-3
For equipment sent directly to internal/external repair shops, order can be triggered from PM/CM/PaM by using Purchase Order or Service Order.
OTH
OTHERS
Insurance work
Warranty
Notes:
Examples: Incident Analysis, Trip Analysis , Continuous Improvement activities like Bad Actors Analysis, Root Cause Analysis (RCA/RCFA), Failure Mode Effects Analysis (FMEA), Plant Maintenance Optimization (PMO).
Example: Feasibility study of employee suggestions, Engineering study, Safety/Environment studies, Safety/Environment audits, etc.
SAP Consultant kept this as a separate type during BBR project.  Hence, we continue to keep this as separate work type for the time being (till we get more info) until BBR Reassessment phase. 
Reliability Availability & Maintainability Study (RAMS)

42. RECOMMENDATION-2, PRIORITY Vs RESPONSE TIME:
TYPE
DESCRIPTION
AGREED MAINTENANCE RESPONSE TIME TO START WORK A
EMERGENCY
IMMEDIATE (Logistic delay excluded) B
URGENT OR CRITICAL
3 DAYS C
NORMAL
14 DAYS D
LOW
30 DAYS

43. RECOMMENDATION-3, TIME FRAME FOR REWORK
Period to determine whether the failure is ‘pre- mature’ needs to be defined for Rework. Reference-3, Page-25 of 78 indicates 60 days’ period for identifying rework from previous maintenance work.
It is recommended to use 60-days

44. RECOMMENDATION-4, COORDINATING PdM SCHEDULE
Condition monitoring of equipment shall be scheduled when the equipment is running, preferably before it is stopped for changeover (by standby equipment, if applicable). This will avoid unnecessary starts & stops. Also, any abnormalities noticed during condition monitoring can be planned & attended during equipment idle period.
It is recommended to co-ordinate equipment change-over schedule (which is done by operations personnel) and PdM (i.e., condition monitoring) data-collection schedule

45. References
SMRP Best Practice Metrics # PM & PdM Effectiveness (July 31, 2006)
SMRP Best Practice Metrics # 4.1 Rework (July 10, 2006) and #5.6.2 Proactive Work (Jan ) (
Saudi Aramco Best Practices: Field Reliability Unit Guidelines and Procedures (SABP-G- 008, 23 July 2005)
Saudi Aramco General Instruction Manual on Maintenance Work Orders (GI Number , 10 January 2005)
Article on ‘Optimizing Power Plant Maintenance’ by Patrick Abbott of EPRI Solutions in POWER magazine (December 2004 issue)
Logistics SAP Plant Maintenance Business Blueprint Reports (LOG-BBR-WS13)
Gen-EOA CMMS Historical Data - survey conducted by Frank H. Gagaring & Suresh A. Dhareshwar (Gen-EOA Subject Matter Experts for SAP Plant Maintenance Business Processes) in Sept 2008
UNITED Procedure (MWP-PRC-PL )

46. Wrap Up Questions & Discussions Action items Do you agree? Thank you
Presentation revision history:
Presented by VJG on 30 Jan 2008 during WS13-2 GBL Unification Meeting (v1)
Revised on 23 March 2008 after obtaining review from experienced operation personnel like TM (v2). Also sent to Gen-EOA/COA/SOA/WOA on 5 April 2008 for review and to close the pending/open item
FHG revised and presented to GEN-EOA Department Coordinators on 28 May 2008 (v4.1) to close the pending/open item in Gen-EOA
VJG revised after getting feedback from Shoiba Power Plant and after the internal project team meeting (v4.2)
FHG: Francisco H. Gagaring, Gen-EOA SME
VJG: V. J. Ganesh SAP PM (Gen.) Project Team