PROJECT MANEGMENT

1. MAINTENANCE OPERATIONS ANALYSIS PROJECT MANEGMENT OPERATIONS ANALYSIS , maintenance planning -term maintenance activities maintenance projects TRUST WORTHY

2. Maintenance Operations Procedures • FirstThe organization must determine the overall purpose of the maintenance department.such as: • specific job responsibilities • procedures • record keeping. • The maintenance department should be proactive and not just "fight fires," reacting to all daily maintenance problems. • Most facilities that relied on reactive maintenance can tell. • the high costs. • inadequate staffing. • and morale problems their companies faced.

3. Regular Maintenance Tasks Identified • An overall strategy helps guide in maintenance plan. A company maintenance management plan identifies the dailymaintenance activities necessary. • creating a proactive maintenance plan for a company. • Work in maintenancegroup which is clearly identifying what will notbeincluded in the maintenance plan. • The Regular Maintenance also identifies the specific proceduresfor all types of maintenance problems, including: • equipmentinspection • maintenance problems • urgentmaintenance problems.

4. Maintenance operating procedures in an aluminumfabricating plant

5. Maintenance operating procedures in an aluminumfabricating plant Purpose  This set of procedures has been developed for the understanding and control of the Maintenance Department. Scope This set of procedures pertains all maintenance functions. Definitions • Maintenance: Pertains to all work for the upkeep of machinery, building, and mobile equipment. • Affected Areas: Specific work areas are identified here • References Responsibilities • Engineering and Maintenance SupervisorResponsible for maintaining and updating this manual • Skill Crafts: Responsible for following these procedures and recommending changes to the manual if and when necessary. Maintenance Supervisor: Responsible for upholding the procedures and recommending changes for this manual Procedures Refer to tableof contents for references to specific procedures. Record Keeping -The Engineering and Maintenance Supervisor will be responsible for the retainment of his manual. -Annualaudit will be performed on the manual, procedures, and practices. Records • Records of the audit will be retained by the Engineering and Maintenance Supervisor for a period of five years. • Training records

6. Implementing Specific Maintenance Activities Purpose The purpose of specific maintenance activates is to better serve production by: • improving equipment availability. • fasterresponse. • higher focus of knowledge on machinery. • better visibility. • enhanced relations with production. • and increased enablers for continuous improvement.

7. Expectations of Maintenance person • Sale work practices. • Improve Professional conduct • Repair and improve equipment • Clean and tidy workplace • First responseto problem issues in their area • Call for assistance when needed • Make routine calls at least once a day to all of the areas assigned • Obtain control and update documentation for area equipment that includes: • Drawings • Procedures • Manuals

8. Work Orders Opration manegment Implementation Prepare Seminar Lead Generation TIP: copy & paste the arrows to add more actitivies or change the dates to your needs. This illustration is a part of ”Calendar”. See the whole presentation at slideshop.com/calendar

9. Work Orders There are five types of work requests identified for maintenance to perform: • Breakdown. • Urgent repair. • Originated from preventive maintenance inspection, • Normal repair. • ) Modification/ continuous improvement.

10. Breakdown work requests • maintenance personcommunicated verbally via two-way radio. • The operator will fill out the top threelines of the Maintenance Breakdown Service Log Sheet located in the Maintenance Breakdown Service Log Book. • The maintenance person will fill out the dark areas after the job is completed or when the job was stopped. • Put the serves request in history file for a particular piece of equipment.

11. Equipment Inspections eargant 2011 2005 2004 2005 2006 2007 2008 2009 2010 2011 2012 This illustration is a part of ”Timelines Film Roll”. See the whole presentation at slideshop.com/film-roll

12. Equipment Inspections • Equipment inspections will be performed by both the operators and maintenance. • Inspections can and will happen: daily ,weekly, monthly, quarterly, semiannually, and annually. • Developing and trainingoperators in the proper techniques for machine inspection. • The weekly/monthly/quarterly lubrication and preventive maintenance schedules are necessary to assure machine reliability, and safety. • Master copy of each inspection will be located in the Maintenance Supervisor's Equipment Files.

13. Document Control The Document control falls under three categories: • retaining • updating • and deleting document • Retaining documents means to collect all useful information of the specific items and store them in a logical manner. • information includes drawings, operator's manuals, maintenance/ service manuals, and equipment inspection documents.

14. SuccessMeasurable

15. Success Measurable The measurable will include: • Equipment downtime. • Work order backlog. • Response time. • Span of time equipment was down per breakdown. • PM Achievement Rats. • Total work orders performed.

17. A sample maintenance work request form • Notes: • Work Types 1 • Breakdown (needed immediately). • Urgent repair (within 24 hours). • Originated from preventive maintenance inspection • Normal repair (within 24 hours). • Modification, change, upgrade, addition, removal, convenience. • If date is indicated, state the reason for the date. • Approval of supervisor is needed for type 5 work. • Attach any sketches, prints, or other details as necessary

18. Scheduling Work Items Your Logo

19. Scheduling Work Items Maintenance scheduling projects fall into two main categories (short term) work items that must be completed in the upcoming period. • must be completed in the up­coming period. • For emergency maintenance work. • For scheduled preventive maintenance. • For daily housekeeping maintenance activities. (long -term) work items, which are part of a larger project effortincludes: • capital projects. • annual projects. • repair project.

20. Time Estimates optimistic evaluate High-Level Estimates scheduling estimates

21. Time Estimates Time Estimates important for several reasons: • For longer-term maintenance projects, to see if the project is feasible • For future reference to compare time planned versus actual time expended • To evaluate other alternatives • To identify risks. To get better estimates, use one of the following methods: • Direct experience • Talk with someone with direct experience • Find a good model or example to use for comparison • Have someone explain the process

22. High-Level Estimates Estimate effort • Define estimating unit and level of detail • Estimate most likely, optimistic, and pessimistic effort • Identify assumptions that determine the estimates • Use high-level statistics to summarize work tasks and project estimates Calculate costs • Select method: average or specific rates • Select team and identify rates • Multiply rate by effort hours • Summarize the project cost Estimate elapsed time • Calculate impact of number of resources • Add duration for delays • Document assumptions made • Use high-level statistics to summarize sub phase duration

23. Many thanks

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