Computer Maintenance Management Systems CIWG Report - Meeting 27 June 2013

Computer Maintenance Management Systems CIWG Report - Meeting 27 June 2013

Computer Maintenance Management Systems CIWG Report Meeting hosted by This meeting was to share how organisations are trying to achieving greater success with use of their Computer Maintenance Management Systems (CMMS). Most businesses seem to be under pressure to reduce maintenance costs but still deliver a high quality maintenance service. CMMS systems are a key tool to deliver improved maintenance efficiencies. This Computer Maintenance Management System Common Interest Workgroup meeting on 27 th June 2013 was attended by 28 people from 11 different organisations. A site tour of the Vales Point Power Station was held after lunch thanks to Mark Rooney our Host. Full Name David Twigg Joe Rover James McAllister Joe Rees Charles White Daniel Farrer Dennis Gyamp Robert Kerr Ben Thomas Wayne McPhan Mark Rooney Brian Liddle Alf Richardson Graeme Haddow John Wethered Syed Alam Daniel O'Dempsey Paul Sullivan Peter Todd Michelle Todd Aimee Turner John Bartell Paula Pidcock Bala Balakumar Nitin Kundap Karl Kohlbach Attendees Company Ausgrid Ausgrid Eraring Energy Eraring Energy Eraring Energy Macquarie Generation Manildra - Nowra Port Waratah Coal Services SIRF Roundtables SIRF Roundtables SIRF Roundtables Snowy Hydro Snowy Hydro Limited Sydney Ports Corporation Sydney Water Xstrata Coal NSW - Ulan West

Some of the Meeting Discussion Topics The challenge of minimising reactive and breakdown activities and to achieve greater schedule completion Information recorded in the CMMS at the completion of maintenance tasks to drive improvement Text comments on improvement to job procedure, isolation, etc Text comments on problem or failure cause Failure and Cause codes Labour, materials, tools, etc used Condition equipment, faults found & Follow-up WO required Maintenance workflow processes

Computer Maintenance Management Systems Comparison information Each organisation was asked to give brief answers to the following questions with the answers in the following 8 slides What CMMS system does your organisation use and how effectively is it used? (% of maintenance work covered by work orders, failure modes and comments collected on work orders) What are the key improvement opportunities with your CMMS and other maintenance systems? Give details of your organisations maintenance planning systems. Who does it? What level of detail? How is information feedback handled? Etc Give detail of your organisations maintenance scheduling systems. Who is involved? Meeting systems, What % of total maintenance labour is scheduled? Etc

1) What CMMS system does your organisation use and how effectively is it used? (% of maintenance work covered by work orders, failure modes and comments collected on work orders) Eraring Energy Ellipse 6.3.2 Effectiveness currently unknown, moving toward KPI reporting to measure effectiveness July 13 Ausgrid SAP CMMS - used by entire organisation - adopted in 2008 - all maintenance activities captured within work order Sydney Water CMMS web based MAXIMO Snowy Hydro Ellipse 6.22 (10 years) Approx 95% routine maintenance Failure modes ~ level 1 and 2 plant (work in progress trials. & comments) Xstrata Ulan West CMMS Pulse -- Effectiveness * 99% PM and 25% corrective * Failure modes not used * Comments recorded limited to: CA/ND_/NR Ellipse (V 6.1) 98% maintenance work covered 0% failure modes 2% comments (meaningful)

1) Cont - What CMMS system does your organisation use and how effectively is it used? (% of maintenance work covered by work orders, failure modes and comments collected on work orders) Macquarie Generation SAP; collectively effective CMMS utilisation to capture full spectrum of maintenance data could be rated around 15% Manildra MAINPAC AM V 3.6.5 - No failure mode - 50% of work covered by w/o - Comments good by electrical trade, poor from mechanical and production Sydney Ports PAMMS only about 25% use PWCS MAXIMO 95% 75% planned 25% B/D 70% - failure analysis - costing, Pareto management - Hire equipment

2) What are the key improvement opportunities with your CMMS and other maintenance systems? Eraring Energy Snowy Hydro Key Improvements Explore more functionality within * Ellipse data sourcing from ICMS/ Ellipse, around use of tasks in Std Jobs. Scada to assist reliability reporting New Reliability Engineering Group * Mobility apps (ipad) for scoping, Further develop feed back loops creating, closing w/orders User training (lot of new staff) * Tracing module start to use to Integration of Outage Planning/Ellipse trace critical equipment Xstrata Ulan West Ausgrid - Proper work management flow Capture $$$. Monitor completion - Recording/reporting for rates. Automate planned review/reliability purposes maintenance activities. Improved - Utilising all work order fields to aid in works planning. planning/scheduling process Sydney Water Using failure modes Use quite effectively Feed back into AM strategies Better determined priority (risk matrix) Better use of equip codes

2) Cont - What are the key improvement opportunities with your CMMS and other maintenance systems? Macquarie Generation Sydney Ports a) Capturing of maintenance The master data base (equipt list) and information (failure codes, remedies, job plan. This will have a flow on and etc) while closing off the work orders effect on all other functions b) Maintenance planning systems implementation PWCS Manildra Scheduling by Labour availability - Stores and spares need to be added to CMMS - Computerised work order requests - Mass use of CMMS across the site

3) Give details of your organisations maintenance planning systems. Who does it? What level of detail? How is information feedback handled? Etc Eraring Energy MSS Ellipse MST module, workplanner. Planners and Isolation Coordinators plus Contract Administrators. Intention is to move to 80% starting in July13 Ausgrid Work planned in SAP. Responsibilities assigned to work centres. Sydney Water Improvement opportunities - information quality - asset data capturing Snowy Hydro Majority of SHL maintenance work is planned and scheduled (Ellipse) Derived from > Maintenance Strategy Planners & Schedulers in PROD Well established process s (WMS, Std Jobs, MST s, Job Procedures) Use of comments/history/team planning meetings & Reports Xstrata Ulan West - Seat of the pants currently by coordinators - Semi successful attempt at utilising planning status codes and running weekly planning meeting - Planning meeting detail limited usually to labour allocation

3) Cont - Give details of your organisations maintenance planning systems. Who does it? What level of detail? How is information feedback handled? Etc Ref Mark Rooney s presentation Minimal info feedback Macquarie Generation Planning of maint activities are mostly reactive in nature that are undertaken on short term effort and adhoc basis Manildra - Weekly meeting to plan jobs/labour for proceeding week - Done between planner, leading hands and maintenance manger - Minimal detail: plan quality of jobs + labour available, check critical spares are in stock so work can be done - Feedback provided from CMMS reports (when requested) Sydney Ports The current plan is very basic. We are currently working on a new plan starting a strategic maintenance management plan Xstrata Ulan West - Seat of the pants currently by coordinators. - Semi successful attempt at utilising planning status codes and running weekly planning meeting - Planning meeting detail limited usually to labour allocation PWCS Trades -> planners contractors Varies with individual needs to standardise Auto email formal meeting

4) Give detail of your organisations maintenance scheduling systems. Who is involved? Meeting systems, What % of total maintenance labour is scheduled? Etc Ausgrid No technology/one method for scheduling - this is our current challenge - supervisor assigns staff to planned work Sydney Water Maint Planning/Scheduling Outsourced to contractor. Scheduling is done in coordination with SWC needs and looking at prioritisation number. Contractor feeds info back - Maintenance strategy is decided by SWC ie tasks, frequency, assets covered. Estimated labour for PM is provided Snowy Hydro * Work planner integrated with Ellipse * Outages via OMS system (Outage * Management System) * AFAs (Application for Access) + SORD * PRODUCTION / RELIABILITY / TRADERS - Daily tool box - Weekly planning meeting - 3/6/12 month planning meeting - Production managers meetings Planners, Schedulers, Traders, Maint manager, Outage manager (PAC) Planned 120% allows for outage cancellation. resource -> 100% P & Sch Ref Mark Rooney s presentation ~70% total maintenance labour scheduled

4) Cont - Give detail of your organisations maintenance scheduling systems. Who is involved? Meeting systems, What % of total maintenance labour is scheduled? Etc Xstrata Ulan West - Site weekly planning meeting run Thursday for next week - All departments expected to attend - Very basic spreadsheet scheduling Macquarie Generation Mostly, the scheduling is done manually through people in charge of resources. Daily production meeting prioritises work and percentage utilisation varies in the absence of unified work management processes Sydney Ports The work is scheduled on a monthly basis by a single individual. Only about 40% of maintenance work (PM only) is scheduled Manildra As per 3 the maintenance planner is the scheduler for all trades and CMMS admin - approx 30-40% of tasks/pms meet the scheduled date. The rest are backlogged - Ongoing meetings between planner/ scheduler and maintenance teams and L/Hs, no improvement in feedback due to lack of importance on CMMS (from trades) Lack of resources to improve PWCS - Planner x 10 Schedulers x 2 - Plan and scheduling Superintendent- Trades - Job plans, procedures, solutions 3 weeks 1 st cut, 2 wk review, 1 wk confirm, 1wk signoff, execution, Weekly reporting

Computer Maintenance Management Systems - Discussion Items How well is your CMMS maintenance system setup and are your people getting the best out of it? What modules are used? Find out how other companies use CMMS. How effective are your planning, spares, PM, CM and Work Packaging systems? How are you using your CMMS to support this? How to forecast maintenance requirements? Poor maintenance scheduling is often a hidden cause of poor performance. How do you use your CMMS to support good Scheduling? What software tools are you using? What is your information feedback system from maintenance work & how is this used to drive continuous improvement? Electronic systems? How does CMMS support this What is the maturity of your CMMS users? What is the easiest way to improve this? What are companies doing to manage asset risk - FMEA & failure mode integration with CMMS. Standalone programs or integrated and what are they? Identifying improvement opportunities in your work flow process. Making compromises between CMMS ideal work flow process and your preferred process. Benefits of adding mobile solutions. What has been piloted or implemented and what is being planned? What is your KPI system for reporting on and improving CMMS and maintenance performance?

CMMS General Discussion Items