Putting CMMS Work History Data to Work

1. Putting CMMS Work History Data to Work Using The Past To Improve Our Future Presented by Charles Dixon – Port of Seattle Jim Oldach – Genesis Solutions

2. What’s our job as Maintenance and Reliability Professionals? • Reduce overall asset operational risk using the resources provided to us. • Therefore, a proper measurement of our job performance would be Total Risk Reduced / Total Resources Invested To improve…..we can either reduce more risk, or reduce resource investment…..or better yet, do both!!! Risk Investment

3. Identifying Where Our Risk Is The issue • Risk = Consequence x Probability • 2 Basic Options For Identifying Risk • Proactively – What could happen Probabilistic Risk Analysis – to anticipate where risk is highest and to implement actions that will minimize, prevent or mitigate that risk.

4. Identifying Where Our Risk Is • Risk = Consequence x Probability • 2 Basic Options For Identifying Risk • Reactively – What has happened Historical Data Analysis – to use historical information to understand where it’s been demonstrated that risk is highest, and to implement actions that will minimize, prevent or mitigate that risk.

5. Focus Here: Historical Data Analysis • Assumptions: • Equipment records have the basic information required to analyze work history. • Work orders are being written against the right level of the equipment hierarchy. • Work order information is complete and accurate. • Opportunities: • Improve MEL Equipment Record and support information (i.e. BOMs, Failure Codes, Critical Spares, etc.) • Minimize equipment failures / reactive maintenance • Optimize the predictive and preventive maintenance programs • Improve labor resourcing • Improve training • Improve spare parts management • Conduct asset level failure analysis

6. Improving MEL Equipment Records Equipment records and supporting information (BOMs, Failure Codes, Critical Spares Lists) are needed as a result of work being performed on the asset..so why not focus MEL improvement resources on those assets that are worked on the most? The large majority of historical maintenance spend (80%) is against a very limited number of assets….. typically between 5% to 10% of the total asset population. 2009 – SeaTac – 80% of labor hours were posted against only 6% of total assets

7. Minimize Failures / Reactive Maintenance Assets with a high level of PM that have a corresponding high level of reactive maintenance , should be reviewed for PM effectiveness. Note the absence or low level of proactive activities on some of the most reactive intensive assets.

8. Optimize PM/PdM Programs Assets that have a high percentage of PM inspection activities, should be reviewed for PM reduction thru identification of low value tasks or replacement with more effective and less costly PdM inspection tasks.

9. Optimize PM/PdM Programs Asset types to be reviewed Analysis By Asset Type

10. Improve Labor Resourcing Why ET1 use so low in summer and so high in winter? Is this an opportunity for resource load leveling?

11. Improve Labor Resourcing Are there enough craft to support work demand? What’s ET backlog look like? Are ELEC craft performing too much PM? Are MECH craft performing too little PM?

12. Improve Labor Training Training could include OEM or other training on these asset types in an effort to improve quality of maintenance

13. Improve Spare Parts Management Use this knowledge to reduce material intensive failures as well as improving logistics for the most often used spare parts. 2009 – SeaTac – 80% of material costs ($1.5M) were consumed by only 1.1 % of total assets (349 assets)

14. Conduct Asset Level Failure Analysis Failure code analysis will focus actions down to the failure mode level on the most critical or maintenance intensive assets. Again, develop failure codes where they will provide a return on investment.

15. Questions for Charles or Jim?