maintenance management framework

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Safety, Reliability and Risk Analysis: Theory, Methods and Applications Martorell et al. (eds) 2009 Taylor & Francis Group, London, ISBN 978-0-415-48513-5

The maintenance management framework: A practical view tomaintenance management

A. Crespo Mrquez, P. Moreu de Len, J.F. Gmez Fernndez, C. Parra Mrquez & V. Gonzlez Department Industrial Management, School of Engineering, University of Seville, Spain

ABSTRACT: The objective of this paper is to define a process for maintenance management and to classifymaintenance engineering techniques within that process. Regarding the maintenance management process, we

present a generic model proposed for maintenance management which integrates other models found in theliterature for built and in-use assets, and consists of eight sequential management building blocks. The differentmaintenance engineering techniques are playing a crucial role within each one of those eight management build-ing blocks. Following this path we characterize the maintenance management framework, i.e. the supportingstructure of the management process.

We offer a practical vision of the set of activities composing each management block, and the result of the paper is a classification of the different maintenance engineering tools. The discussion of the different tools canalso classify them as qualitative or quantitative. At the same time, some tools will be very analytical tools whileothers will be highly empirical. The paper also discusses the proper use of each tool or technique according tothe volume of data/information available.

1 THE MAINTENANCE MANAGEMENTPROCESS

The maintenance management process can be divided into two parts: the definition of the strategy, and thestrategy implementation. The first part, definition of the maintenance strategy, requires the definition of the maintenance objectives as an input, which will bederived directly from the business plan. This initial

part of the maintenance management process condi-tions the success of maintenance in an organization,and determines the effectiveness of the subsequentimplementation of the maintenance plans, schedules,controls and improvements. Effectiveness shows how

well a department or function meets its goals or company needs, and is often discussed in terms of thequality of the service provided, viewed from the cus-tomers perspective. This will allow us to arrive ata position where we will be able to minimize themaintenance indirect costs [3], those costs associated with production losses, and ultimately, with customer dissatisfaction. In the case of maintenance, effective-ness can represent the overall company satisfactionwith the capacity and condition of its assets [4], or the reduction of the overall company cost obtained

because production capacity is available when needed

[5]. Effectiveness concentrates then on the correctness

of the process and whether the process produces therequired result.

The second part of the process, the implementationof the selected strategy has a different significancelevel. Our ability to deal with the maintenance man-agement implementation problem (for instance, our ability to ensure proper skill levels, properworkprepa-ration, suitable tools and schedule fulfilment), willallow us to minimize the maintenance direct cost(labour and other maintenance required resources). Inthis part of the process we deal with the efficiencyof our management, which should be less impor-tant. Efficiency is acting or producing with minimumwaste, expense, or unnecessary effort. Efficiency

is then understood as providing the same or better maintenance for the same cost.In this paper we present a generic model proposed

for maintenance management integrates other mod-els found in the literature (see for instance [6,7]) for

built and in-use assets, and consists of eight sequentialmanagement building blocks, as presented in Figure 1.The first three building blocks condition maintenanceeffectiveness, the fourth an fifth ensure maintenanceefficiency, blocks six and seven are devoted to main-tenance and assets life cycle cost assessment, finally

block number eight ensures continuous maintenance

management improvement.

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Phase 1:

Definition of themaintenance

objectives andKPI s

Phase 2:

Assets priorityand maintenancestrategy definition

Phase 3:

Immediateintervention

on high impactweak points

Phase 4:

Design of the preventivemaintenance plans andresources

Phase 5:

Preventive plan,schedule

and resourcesoptimization

Phase 7:

Asset life cycleanalysis

and replacementoptimization

Phase 6:

Maintenanceexecution

assessmentand control

Phase 8:

ContinuousImprovement

and newtechniquesutilization

Assessment Efficiency

Effectiveness

Improvement

Figure 1. Maintenance management model.

2 MAINTENANCE MANAGEMENTFRAMEWORK

In this section, we will briefly introduce each block and discuss methods that may be used to improve each

building block decision making process (see Figure 2).

Regarding the Definition of Maintenance Objec-tives andKPIs (Phase 1), it is commonthe operationalobjectives and strategy, as well as the performancemeasures, are inconsistent with the declared over-all business strategy [8]. This unsatisfactory situationcan indeed be avoided by introducing the Balanced Scorecard (BSC) [9]. The BSC is specific for theorganization for which it is developed and allows thecreationof keyperformanceindicators (KPIs) formea-suring maintenance management performance whichare aligned to the organizations strategic objectives(See Figure 3).

Unlike conventional measures which are controloriented, the Balanced Scorecard puts overall strategyand vision at the centre and emphasizes on achiev-ing performance targets. The measures are designed to pull people toward the overall vision. They areidentified and their stretch targets established througha participative process which involves the consul-tation of internal and external stakeholders, senior management, key personnel in the operating unitsof the maintenance function, and the users of themaintenance service. In this manner, the performancemeasures for the maintenance operation are linked tothe business success of the whole organization [10].

Once the Maintenance Objectives and Strategy aredefined, there are a large number of quantitative and

Assessment Efficiency

Effectiveness

Improvement

Phase 1:

BalanceScore Card

(BSC)

Phase 2:

CriticalityAnalysis

(CA)

Phase 3:

Failure RootCause Analysis

(FRCA)

Phase 4:

Reliability-Centred

Maintenance(RCM)

Phase 5:

Optimization

(RCO)

Phase 7:

Life CycleCost Analysis

(LCCA)

ReliabilityAnalysis (RA)

& Critical Path

Method (CPM)

Phase 8:

Total ProductiveMaintenance

(TPM),e-maintenance

Phase 6:

Figure 2. Sample of techniques within the maintenancemanagement framework.

Maintenanceplanning

and schedulingQuality Learning

MaintenanceCost Effectiveness

Maintenance cost (%) per unit produced (7%)

Data integrity(95%)

Accomplishmentof criticality analysis

(Every 6 months)

PMCompliance

(98%)

Maintenanceplanning

and schedulingQuality Learning

MaintenanceCost Effectiveness

Maintenance cost (%) per unit produced (7%)

Data integrity(95%)

Accomplishmentof criticality analysis

(Every 6 months)

PMCompliance

(98%)

Figure 3. From KPIs to functional indicators [2].

qualitative techniques which attempt to provide a sys-tematic basis for deciding what assets should have

priority within a maintenance management process(Phase 2), a decision that should be taken in accor-dance with the existing maintenance strategy. Most of the quantitative techniques use a variation of a conceptknown as the probability/risk number (PRN) [11].

Assets with the higher PRN will be analysed first.Often, the number of assets potentially at risk out-weighs the resources available to manage them. It istherefore extremely important to know where to apply

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3

Critical

Semi-critical

Non-critical

10 20 30 40 50

Consequence

4

3

2

1

Fr eq u

ency

1 2 1 3

4 2

Figure 4. Criticality matrix and assets location.

available resources to mitigate risk in a cost-effective

andefficient manner. Risk assessment is thepart of theongoing risk management process that assigns relative

priorities for mitigation plans and implementation. In professional risk assessments, risk combines the prob-ability of an event occurring with the impact that eventwould cause. The usual measure of risk for a class of events is then R = PxC , where P is probability and C is consequence. The total risk is therefore the sum of the individual class-risks (see risk/criticality matrix inFigure 4).

Risk assessment techniques can be used to pri-oritize assets and to align maintenance actions to

business targets at any time. By doingso weensure thatmaintenance actions are effective, that we reduce theindirect maintenance cost, the most important mainte-nance costs, those associated to safety, environmentalrisk, production losses, and ultimately, to customer dissatisfaction.

The procedure to follow in order to carry out anassets criticality analysis following risk assessmenttechniques could be then depicted as follows:

1. Define the purpose and scope of the analysis;2. Establish the risk factors to take into account and

their relative importance;

3. Decide on the number of asset risk criticality levelsto establish;

4. Establish the overall procedure for the identifica-tion and priorization of the critical assets.

Notice that assessing criticality will be specific toeach individual system, plant or business unit. For instance, criticality of two similar plants in the sameindustry may be different since risk factors for both

plants may vary or have different relative importance.On some occasions, there is no hard data about his-

torical failure rates, but the maintenance organizationmay require a certain gross assessment of assets prior-ityto becarriedout. In these cases, qualitative methods(see example in Figure 5) may be used and an initial

A A B B C C

M M M M

R R R R

D D D D

S S

Q Q

W W

A A B

. C B

. C

B . C

B . C

C C

C C

C C

B . C

B . C

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B . C

B . C

A . B

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A . B

A . B

C C

E E E E

E n v i r o n m e n t


S S S a f e t y

S a f e t y

Q Q Q u a l i t y

Q u a l i t y

W W W o r k i n g

W o r k i n g

T i m e

T i m e

D D D e l i v e r y

D e l i v e r y

R R R e l i a b i l i t y

R e l i a b i l i t y

M M

M a i n t a i n a b i l i t y


+ -

A A B B C C

M M M M

R R R R

D D D D

S S

Q Q

W W

A A B

. C B

. C

B . C

B . C

C C

C C

C C

B . C

B . C

B . C

B . C

B . C

B . C

A . B

A . B

A A

A A

A A

A A

A A

B . C

B . C

A . B

A . B

A . B

A . B

A . B

A . B

C C

E E E E



S S S a f e t y

S a f e t y

Q Q Q u a l i t y

Q u a l i t y

W W W o r k i n g

W o r k i n g

T i m e

T i m e

D D D e l i v e r y

D e l i v e r y

R R R e l i a b i l i t y

R e l i a b i l i t y

M M



+ -

Figure 5. Qualitative criticallity assessment [2].

assets assessment, as a way to start building mainte-nance operations effectiveness, may be obtained. Oncethere is a certain definition of assets priority, we haveto set up the strategy to be followed with each categoryof assets. Of course, this strategy will be adjusted over time, but an initial starting point must be stated.

As mentioned above, once there is a certain rank-ing of assets priority, we have to set up the strategyto follow with each category of assets. Of course, thisstrategy will be adjusted over time, and will consistof a course of action to address specific issues for the emerging critical items under the new businessconditions (see Figure 6).

Once the assets have been prioritized and the main-tenance strategy to follow defined, the next step would

be to develop the corresponding maintenance actionsassociated with each category of assets. Before doingso, we may focus on certain repetitiveor chronic failures that take place in high priority items (Phase 3).

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A

B

C

A s s e t c a

t e g o r y

M a i n t e n a n c e s t r a

t e g y

Sustain improvecurrent situation

Ensure certainequipment availabilitylevels

Reach optimal reliability,maintainability andavailability levels

A

B

C

M a i n t e n a n c e s t r a

t e g y

Figure 6. Example of maintenance strategy definition for different category assets [2].

Finding and eliminating, if possible, the causes of those failures could be an immediate intervention pro-viding a fast and important initial payback of our maintenance management strategy. The entire and detailed equipment maintenance analysis and designcould be accomplished, reaping the benefits of thisintervention if successful.

There are different methods developed to carry outthis weak point analysis, one of the most well known

being root-cause failure analysis (RCFA). This method consists of a series of actions taken to find out why a

particular failure or problemexists and to correct those

causes. Causes canbe classified as physical, human or latent. The physical cause is the reason why the assetfailed, the technical explanation on why things brokeor failed. The human cause includes the human errors(omission or commission) resulting in physical roots.Finally, the latent cause includes thedeficiencies in themanagement systems that allow the human errors tocontinue unchecked (flaws in the systems and proce-dures). Latent failure causes will be our main concernat this point of the process.

Designing the preventive maintenance plan for acertain system (Phase 4) requires identifying its func-tions, the way these functions may fail and thenestablish a set of applicable and effective preventivemaintenance tasks, based on considerations of sys-tem safety and economy. A formal method to do thisis the Reliability Centred Maintenance (RCM), as inFigure 7.

Optimizationof maintenance planningandschedul-ing (Phase 5) can be carried out to enhance theeffectiveness and efficiency of the maintenance poli-cies resulting from an initial preventive maintenance

plan and program design.Models to optimize maintenance plan and sched-

ules will vary depending on the time horizon of the analysis. Long-term models address mainte-nance capacity planning, spare parts provisioning

RCMteam

conformation

Application of the RCM

logic

Operationalcontext

definitionand assetselection

Function Functionalfailures

Failure modes

Effect offailure modes

FMEAFailure Mode andEffects Analysis

Tool to answer the first 5RCM Questions

RCMImplementation phase

InitialPhase

CriticalityAnalysis(level?)

Tool to answerthe last 2

RCM Questions

Maintenanceplan

documentation

FinalPhase

Figure 7. RCM implementation process.

OptimalityCriteria

FailureDynamics

Systemconstraints

PreventiveMaintenance

Work in process

Criteria

FailureDynamics

Plan

Work in process

Equipmentstatus &

functionaldependencies

Monte CarloModel

PMSchedule

Figure 8. Obtaining the PM schedule.

and the maintenance/replacement interval determina-tion problems, mid-term models may address, for instance, the scheduling of the maintenance activitiesin a long plant shut down, while short term modelsfocus on resources allocation and control [13]. Mod-elling approaches, analytical and empirical, are verydiverse. The complexity of the problem is often veryhigh and forces the consideration of certain assump-tions in order to simplify the analytical resolution of the models, or sometimes to reduce the computationalneeds.

For example, the use of Monte Carlo simula-tion modelling can improve preventive maintenancescheduling, allowing the assessment of alternativescheduling policies thatcould be implemented dynam-ically on the plant/shop floor (see Figure 8).

Using a simulation model, we can compare and dis-cuss thebenefits ofdifferent scheduling policieson thestatus of current manufacturing equipment and sev-eral operating conditions of the production materialsflow. To do so, we estimate measures of performance

by treating simulation results as a series of realistic

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Corrective Maintenance + Security, Environment, Production =NonNon ReliabilityReliabilityCostsCosts == RiskRisk

Operation + Planned Maintenance Costs.

CAPEXCapital Costs

OPEXOperational Costs

Developmentcosts

Investmentcosts

Operationcosts

Time (years)

Acquisition

Construction

Design

Investigation

Remove

Corrective Maintenance + Security, Environment, Production =NonNon ReliabilityReliabilityCostsCosts == RiskRisk

Operation + Planned Maintenance Costs.

CAPEXCapital Costs

OPEXOperational Costs

Developmentcosts

Investmentcosts

Operationcosts

Time (years)

Acquistion

Construction

Design

Investigation

Remove

Figure 9. Life cycle cost analysis.

experiments and using statistical inference to identifyreasonable confidence intervals.

The execution of the maintenance activitiesoncedesigned planned and scheduled using techniquesdescribed for previous building blockshas to beevaluated and deviations controlled to continuously

pursue business targets and approachstretch values for key maintenance performance indicators as selected

by the organization (Phase 6). Many of the highlevel maintenance KPIs, are built or composed usingother basic level technical and economical indica-tors. Therefore, it is very important to make surethat the organization captures suitable data and thatthat data is properly aggregated/disaggregated accord-ing to the required level of maintenance performanceanalysis.

A life cycle cost analysis (Phase 7) calculates thecost of an asset for its entire life span (see Figure 9).The analysis of a typical asset could include costsfor planning, research and development, production,operation, maintenance and disposal. Costs such asup-front acquisition (research, design, test, produc-tion, construction) are usually obvious, but life cyclecost analysis crucially depends on values calculated from reliability analyses such us failure rate, costof spares, repair times, and component costs. A lifecycle costanalysis is importantwhen makingdecisionsabout capital equipment (replacement or new acqui-sition) [12], it reinforces the importance of locked in costs, such as R&D, and it offers three important

benefits: All costs associated with an asset become vis-

ible. Especially: Upstream; R&D, Downstream;Maintenance;

Allows an analysis of business function interre-lationships. Low R&D costs may lead to highmaintenance costs in the future;

Differences in early stage expenditure are high-lighted, enabling managers to develop accuraterevenue predictions.

Continuous improvement of maintenance manage-ment (Phase 8) will be possible due to the utilizationof emerging techniques and technologies in areas that

Top Management

Middle Management

Maintenance Dept

Assets /Information Source

Reports

Reports

Inspections/Complaints

Conventional Maintenance

Top Management

Middle Management

Maintenance Dept


E-maintenance

Login toiScada

Precise &

ConciseInformation

Top Management

Middle Management

Maintenance Dept


Reports

Reports

Inspections/Complaints

Conventional Maintenance

Top Management

Middle Management

Maintenance Dept


Login toiScada

Precise &

ConciseInformation

Figure 10. Implementing e-maintenance (http://www.devicesworld.net).

are considered to be of higher impact as a result of the previous steps of our management process. Regard-ing the application of new technologies to mainte-nance, the e-maintenance concept (Figure 10) is

put forward as a component of the e-manufacturingconcept [14], which profits from the emerging infor-mation and communicationtechnologies to implementa cooperative and distributed multi-user environment.E-Maintenance can be defined [10] as a maintenancesupport which includes the resources, services and management necessary to enable proactive decision

process execution.This support not only includes etechnologies (i.e.

ICT, Web-based, tether-free, wireless, infotronic tech-nologies) but also, e-maintenance activities (opera-tions or processes) such as e-monitoring, e-diagnosis,e-prognosis . . . etc. Besides new technologies for maintenance, the involvement of maintenance peoplewithin the maintenance improvement process will bea critical factor for success. Of course, higher lev-els of knowledge, experience and training will berequired, but at the same time, techniques covering theinvolvementof operatorsin performing simple mainte-nance taskswill beextremely important to reachhigher levels of maintenance quality and overall equipmenteffectiveness.

3 CONCLUSIONS

This paper summarizes the process (the course of action and the series of stages or steps to follow)and the framework (the essential supporting structureand the basic system) needed to manage maintenance.A set of models and methods to improve maintenancemanagement decision making is presented. Modelsare then classified according to their more suitableutilization within the maintenance management pro-cess. For further discussion of these topics the reader is addressed to a recent work of one of the authors [2].

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REFERENCES

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[2] CrespoMarquez, A, (2007)The maintenancemanage-

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[5] Palmer RD, (1999) Maintenance Planning and Scheduling. New York: McGraw-Hill.

[6] Pintelon LM, Gelders LF, (1992) Maintenance man-agement decision making. European Journal of Oper-ational Research, 58: 301317.

[7] Vanneste SG, Van Wassenhove LN, (1995) An inte-grated and structured approach to improve mainte-nance. European Journal of Operational Research, 82:241257.

[8] Gelders L, Mannaerts P, Maes J, (1994) Man-ufacturing strategy, performance indicators and

improvement programmes. International Journal of production Research, 32(4): 797805.

[9] Kaplan RS, Norton DP, (1992) The Balanced Score-cardmeasures that drive performance. Harvard Business Review, 70(1): 719.

[10] Tsang A, Jardine A, Kolodny H, (1999) Measur-

ing maintenance performance: a holistic approach.International Journal of Operations and ProductionManagement, 19(7): 691715.

[11] Moubray J, (1997) Reliability-Centred Maintenance(2nd ed.). Oxford: Butterworth-Heinemann.

[12] Campbell JD, Jardine AKS, (2001) Maintenanceexcellence. New York: Marcel Dekker.

[13] Duffuaa SO, (2000) Mathematical models in main-tenance planning and scheduling. In Maintenance,Modelling and Optimization. Ben-Daya M, DuffuaaSO, Raouf A, Editors. Boston: Kluwer AcademicPublishers.

[14] Lee J, (2003) E-manufacturing: fundamental,tools, and transformation. Robotics and Computer-

Integrated Manufacturing, 19(6): 501507.

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maintenance management framework

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