Self-Assessment Tool

Reliability is part of the organization’s vision and values, and fully integrated into the organization’s culture. The company vision is well communicated and known by all employees, and operations and maintenance have defined a mission statement to fulfill the overall organization aim.

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Establishing a modern vision for reliability

The whole organization is involved in audits and understands the impact of operational excellence. Organization audits and benchmarking exercise are conducted on a regular basis (1-2 yrs) to ensure alignment between objectives and actual performance.

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The assessment and action plan for reliability excellence

Reliability is pivotal in new equipment selection, focusing on cost-effective, easily maintainable parts. Various teams collaborate for equipment design/selection, collecting and analyzing crucial data. Safety, environmental impact, and life cycle costs are key considerations. Commissioning ensures accurate installation using precision and predictive maintenance techniques for quality assurance.

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Design for Reliability

Assets follow ISO 14224 hierarchy in CMMS, classified by category, class, and type. Critical assets have updated BOMs in Management of Change. Retired assets are properly removed, associated tasks canceled. Business Intelligence aids decision-making via daily data collection, KPI reviews for accurate performance reflection.

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The crucial role of Asset Master Data in CMMS

Customizable criteria, independently weighted, tailored to the organization, assessing probable failure impacts on safety, environment, production, maintenance, quality. Regular review of criticality ratings in CMMS guides work prioritization and maintenance effort.

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The outcome of Asset Criticality Ranking

Maintenance strategies are based on asset failure modes, not just OEM advice. Detailed plan with accurate frequency, content, time estimates. Predictive maintenance on critical assets, regular monitoring, trained staff. Regular review adjusts plans based on asset performance, ensuring proper tasks, frequencies, and PdM tech.

Competency matrix maps essential skills, expertise levels, and available workforce skills visually. Yearly self-assessment and manager confirmation identify skill gaps for competency-based training. Performance reviews guide career growth aligned with organizational goals through documented feedback.

Any maintenance staff can create detailed work orders. Operator feedback generates corrective work; PM/PdM routes identify more. Prioritization based on asset criticality, time to failure, and types. Planners manage proactive tasks, scheduling, resource planning. Schedulers align workforce, create weekly schedules. Supervisors assign daily tasks. They document resources, ensure quality, and update CMMS. Failure codes drive improvement. Planners refine plans, measure efficiency, update PMs.

An efficient asset health monitoring tool is implemented. Asset health is communicated throughout the whole organization including maintenance, reliability, operations, HSE. This tool compiles data from different systems to define the asset health. Data comes from CBM, ODR, process historian, instruments, inspection rounds, operator rounds, lubrication tasks.

Parts criticality is defined based on historical lead time, cost, usage, impact on production and detectability of upcoming failures. Service levels are defined based on criticality and reordering points are optimized to streamline the quantity of stock. Kitting is a standard practice in the organization. The warehouse is properly managed, separated from the rest of the plant and secured.

Root cause analysis (RCA) uses standardized processes, 5 Whys, fault tree analysis. Triggers include production loss, safety incidents, asset criticality. CMMS failure coding aids RCA. Trained facilitators champion RCA sessions. FRACAS records failures, tracks actions, audits ROI, and assesses RCA efficiency via KPIs, widely communicating results internally.

Lagging indicators measure past outcomes, like availability or equipment failure rates, reflecting on achieved results, while leading indicators, such as maintenance inspections or training hours, predict future performance based on ongoing activities. Lagging indicators look backward, offering retrospective insights, while leading indicators focus forward, allowing proactive adjustments to influence future outcomes. Both types complement each other, providing a comprehensive understanding of performance from both historical and predictive perspectives.

Clear roles are defined for every position with documented job descriptions. Reviews for necessary changes, ensuring employee awareness from recruitment. Communication maintains alignment with any updates. The organization manages changes according to a structured process. Change is the heart of activity and is considered to be a competitive advantage. MOC steps are clearly identified and followed and are supported by the communication department.