CETIME, Tunisia

CONTRACT Appendix 1

Terms of Reference

1. General Introduction
Tunisia is in the position of being one of the countries in Africa being the
furthest developed in industrial issues and represents the hub of economic
growth along the southern Mediterranean. The key words are
modernisation, competition, openness and integration in the world
economy and the country tries hard to be attractive to foreign
investments. From this perspective Tunisia appears to have been
successful through, for instance, free trade agreements with the EU as
well as with other worldwide trade relations. Europe and France dominate
trade, where manufacturing constitutes the main part of both export and
import (approximately 90% each).

The contribution of manufacturing to the national economy (GDP) is at

the same time rather low, only 18%, in a Tunisia dominated by
agriculture. Clothing is the main sector, both in terms of turnover as well
as employment.

Another substantial sector is mechanical and electrical industry with close

to 800 companies, mainly small and medium enterprises (SMEs). The
sector is employing more than 60 000 people and contributes to 15% of
Tunisias export (2002). At the same time, it accounts for the major part
of the countrys import needs, being mainly spare parts.

Tunisia has identified this sector as a catalyst in the development of the

country and in its integration in the global economy. To maintain and
develop the mechanical and electrical industry, measures are needed to in
practise raise the competence and to upgrade the industry to meet the
higher demands in the quality of export and for meeting the free trade.

A number of state programmes for quality and up-grading have already

been initiated by the Ministre de lIndustrie et de lEnergie, for instance
close to 200 mechanical and electrical companies (about 25%) already by
2001 had installed quality systems certified to ISO 9 000, and another
100 are working on an adjustment to ISO 14 001. At present (2003) in
total about 350 Tunisian organizations are certified according to ISO
9001 and 12 according to ISO 14 001.

At the same time, the country has identified a lack of sufficient

knowledge and resources within industrial maintenance, leading to
consequences of higher costs, higher consumption of spare parts and a
lower competitiveness as the outputs do not meet international standards
on quality and environment. In the face of a completed free trade with the

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 EU, bound to be fully implemented by 2008, this means severe
challenges.

The Ministre de lIndustrie et de lEnergie has launched a countrywide

project, Programme de Mise `Niveau (PMN), in a national effort to
raise the standards of the industrial production. Focal points in this effort
are to a main extent the Tunisian national technical centres.

Because of this one of the national technical centres, Le CETIME -

Centre Technique des Industries Mcaniques et Electriques - has
presented Asdi with an application to improve its maintenance
department.The centre is a service institution for counselling and support
to mechanical and electrical companies, where the services are directed
towards solving technical problems and in improving the companys
competitiveness. The Centre is under the tutelage of the Ministre de
lIndustrie et de lEnergie and is being managed by a board of directors
where are industry representatives.

1.1 The background for these terms of reference

In April 2001 Asdi received a written request from CETIME regarding
Swedish support to strengthen the know-how on maintenance at
especially industrial automatic mechanical systems, which have been
introduced through the national programme for modernisation.

Furthermore, any possible co-operation would be in the form of Contract

Financed Technical Co-operation whereby CETIME would contract the
executing consultants. CETIME will therefore, with the assistance of
Asdi, invite Swedish companies to leave a tender for the proposed project
and subsequently negotiate a contract.

For the preparations of such procurement documents as the terms of

reference and tender invitation, Asdi did engage an independent
consultant, Mr. Lennart Frisch of Agenda Enviro AB, to in Tunisia assist
CETIME in the formulation of these tender documents.

2. Basic requirements of the tenderer and the tender

Not included in the Contract.

3 Scope of services - Description of the project

3.1 General
The baseline of the project is to raise the competence, knowledge and
awareness in the field of good maintenance practice in the mechanical
and electrical industries of Tunisia. The way to reach this goal is to
initially educate staff from CETIME as well as the industry within the
CETIME coverage and thereby deepening the knowledge and skills in the
existing maintenance department and this especially in the field of
automatic mechanical systems.

The main target of the project in itself, as well as later after the formal
closure of the project, is to spread the knowledge by different training
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 missions concerning both specialists at the Tunisian industries concerned
and to the people who day-to-day work with the relevant equipment in
these industries. An important part of the project, as well as after the
closure of the project is also to raise the awareness and knowledge of the
issues at management positions in the industry.

Further steps in the project are also to obtain contacts with institutions in
the field of research and industrial development to, in co-operation, foster
this development further. The duration of the project is planned to be 36
months.

The Swedish consultant should after the initial inception report

subsequently thereafter each six months of the project present a progress
report (in English and French language) of the project as well as a final
report after the project has been closed. An inception report should also
be carried out and be reported to Asdi already directly after the first
training of Tunisian staff in Sweden has been executed or not later than
six months after the start up of the project, whatever will be due first.
CETIME will to each of these reports do any necessary addendum in case
CETIME assesses conclusions drawn differently to what is described by
the consultant.

CETIME will for the visits of the Swedish consultants to Tunisia secure
enough office space, equipment and communication possibilities as well
as being responsible for all local transports in Tunisia needed for the
fulfilment of the project. The working language of the project will be
French in case not otherwise is stated.

3.2 Objectives and expected results

The total potential for improvement due to better maintenance in the
sector as a whole has by CETIME been assessed at some

- profit gain of 15% compared to todays situation

- an improvement of the practical use of existing installations with 10 -
15%
- maintenance savings and reduced costs with 15 20 %

It is expected that the project proposed will lead to improvement of this

order of magnitude for the companies directly included in the project.
Being a showcase in the field of industrial maintenance within the sector
of CETIME responsibility, it is also expected that it will contribute to an
improved overall understanding on the issues of proper maintenance
within the whole sector.

3.3 Activities to be carried out

Action #1: Inception visit and report

It is proposed that the project is initiated with an inception stage

commencing with a one week visit to Tunisia by the Project Manager of
the chosen Swedish consultant, to gather impressions of the Tunisian
situation as well as with the Tunisian project management discuss the

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 different parts of the project. A number of study visits will be included in
this visit as well as a visit to the Ministre de lIndustrie et de lEnergie.

Following this visit on site the Swedish consultant will elaborate a

proposal of a detailed plan for the project for which about one man-week
will be used. The inception part of the project will then be followed by a
one-week visit to Sweden by the Tunisian project management team (2
persons), being described in section 5.1 and 5.2.

During this visit the proposed planning of the project will discussed more
in detail and at the same time the Tunisian team will visit different
industries in order to gather background information, to more in detail be
able to plan for the study visits (action #2) as well as the other coming
activities within the project. Also discussions with the different personnel
proposed by the Swedish consultant will be carried out in order for
CETIME to receive a better picture of the different abilities.

An inception report, formulated by the Swedish consultant, should in

both the English and French language - thus is the result of the above
described missions. The outcome of this initial visit will form the basis
for the further steps and progression of the project, which means that the
planning of the visits and other parts of this stage have to be thorough and
carefully elaborated on both the Tunisian and Swedish side. By the visit it
will also be established any need for supplementary equipment being
needed to in a good manner, be able to execute the following parts in the
project.

The inception report, its results, recommendations and suggestions for the
further part of the project has to be accepted by both CETIME and Asdi
before any further steps of the project will be carried out or planned.

Action #2: Study and training visits to Sweden

Based on the inception report a combined study and training visit to

Sweden will be carried out by in total seven (7) CETIME staff during the
second and third year of the project. The elaboration of these visits will
be carried out by the Swedish consultants and CETIME in close co-
operation based on the findings during action #1 as well as further
experience during the project.

It is proposed that these two visits will have a duration of two weeks each
for at each time three (3) to four (4) CETIME staff. The division into
more than one visit is due to the fact that CETIME continually has to
pursue its local services and cannot simultaneously have too many people
out of office. Another intention is also to in a positive way use the fact
that the CETIME staff represents slightly different areas within industrial
maintenance.

The study visits will focus on a combination of study visits and training
exercises on the sites visited. Typically this, during a one-day mission to
a specific site, could consist of an initial presentation of the site and then
a subsequent exercise going into detail on the maintenance methodology
and practical execution at specifically defined equipment, mainly
machinery being equipped with automatic mechanical systems. Focus
will be on the areas of:
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 - vibration analyses
- systems of proactive detection of malfunctions
- hydraulic and pneumatic systems

During each visit to Sweden the following should be addressed:

- Industrial visits at mechanical and electrical industries, showing the

practical
work in the field of maintenance of automatic mechanical systems
- Theoretical education on new techniques combined with practical
training on
site in the field of preventive maintenance such as
- Total productivity maintenance (TPM)
- Failure Modes Detection and Critical Analyses (FMPCA)
- Computerised diagnosis and supervision
- Techniques for automatic mechanical systems focusing on
- Hydraulic and pneumatic systems
- Vibrations
- Lubrication
- Bearings

As the Tunisian attendants, for each visit, will represent a somewhat

different competence profile, each single visit should be designed
accordingly to in the best way use existing resources.

The combined study and training visits to Sweden should be carried out
in a varying form, with focus on visits to relevant industries, but also
including discussions and seminars with scientists and/or other engaged
institutions in matters on industrial maintenance, specifically on
automatic mechanical systems. The aim here is also to strengthen the
scientific and technical relations in between CETIME and Swedish
organisations, and thus to develop bilateral co-operation projects and
missions in the field of industrial maintenance. The latter is part of what
is below being described as action #5, but in order to use existing
resources in the most sufficient way the promotion of the project in
Sweden should be carried out in parallel with the visits already paid by
the Tunisian attendants in Sweden.

The main language of action #2 is to be French, as for the rest of the

project, although during action #2, there could be given room for parts
being carried out in English in case other proper competence are not
available.

Action #3: Short and long interventions as well as seminars and

preparatory assistance carried out by the permanent experts

The main responsibility for this part of the project is on the side of the
permanent experts appointed for the project (see section 4). The action #3
will mean technical and informative assistance in the creating of broader
and deeper knowledge at CETIME focusing on the issues of the
Maintenance department and especially on assistance in the field of
Maintenance of automatic mechanical systems in the industrial sector of
the CETIME responsibility. It will also at the same time foster the
maintenance knowledge within the industry and at those stages where it is

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 possible to also include industrial representatives while executing training
exercises in the form of seminars, this will be pursued.

CETIME will support the activities by means of existing equipment and

administrative resources.

The permanent experts will, based on their experience and the

information on maintenance they gather by visits to the Tunisian
mechanical, electrical and electronical industry, be responsible for both
direct action of general maintenance nature as well as tailoring and
executing training on maintenance issues found being in need for further
development and training within the sector of CETIME responsibility.
Typically the issues where improvement is needed, also forming the main
focus of the proposed project as a whole, could for the maintenance of
automatic mechanical systems be divided up as follows:

A. Maintenance Methodology:

- Preventive maintenance
- Introducing and maintaining centralised technical solutions
- Total Productivity Maintenance (TPM) and Failure Modes Detection
and
Critical Analyses (FMDCA)
- Organisation
- Introducing and maintaining computer based maintenance systems
- Environmental aspects on maintenance activities
- Security aspects on maintenance activities
- Legal aspects directly or indirectly connected to maintenance activities

B1: Mechanical maintenance

- Vibration
- Ball bearings
- Conveyers
- Hydraulic and Pneumatic systems
- Lubrication

B2: Electronical/Electrical maintenance

- Programmable automatic equipment (Program Logic Control PLC)

- Supervising systems
- Industrial programmable computer based systems
- Frequency switch-over systems

Short interventions

It is envisaged that a number of thirty (30) direct interventions of general

nature related to maintenance issues of automatic mechanical systems
will be carried out at the same number of sites. Each such intervention is
expected to take two man-days. It is expected that the missions will
mainly be in the field of

- Diagnostics of Preventive Maintenance

- Certain assistance of specific hot spots
- Local short cut training and advisory assistance on site
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 Each intervention will be followed by a written report by the Swedish
consultant.

Long interventions

It is also envisaged that the permanent experts will carry out 6 longer
interventions with a duration of 5-10 man-days respectively at industries
being in need for a longer duration of assistance. Typically these
interventions will be in the field of:

- Establishing a organisational structure for the preventive maintenance

on site
- Establishing an annual planning of preventive maintenance
- Structuring an enhancement programme of 6-18 months for the
maintenance management as well as for the technical issues related to the
maintenance at the site
- Elaborating an annual plan on training and advisory assistance.

Each intervention will be followed by a written report by the Swedish

consultant.

The short and long interventions will be directly directed towards specific
sites and thus they will be attended by normally one ore two persons of
the site as well as one or two CETIME staff, i.e. in total for the 36
intervention in the order of 100 persons being affected and trained.

Seminars

Based on the experience gathered by the above described short and long
interventions nine (9) specific items on the maintenance of automatic
mechanical systems will be picked out and elaborated into nine (9)
different seminars. The number of attendants at these seminars is
expected at some 15 each; i.e. in total some 135 of which about 1/3 being
CETIME staff.

The documentation needed for the seminars will be created by the

Swedish consultant. CETIME will provide the necessary technical and
administrative means.

Preparatory assistance

This action part is focusing on the spreading of information as well as

networking in Tunisia in order to raise the knowledge and the awareness
in Tunisia of the need for proper methodology and execution of industrial
maintenance, realising better maintenance at specifically automatic
mechanical systems. The aim is to reach both specialists and management
within the industry of CETIME coverage, by the following actions:

- Discussions with 30 industries at management level, being other sites

than already being covered by the above actions, to inform on general
maintenance issues, and specifically on automatic mechanical issues, as
well as giving room for shorter discussions on maintenance issues related
to the specific site.
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 Also ten (10) different contacts on the issue will be taken at Tunisian
universities, relevant research institutes or schools of higher education on
this issue.

- Spreading of information on the new techniques to maintain and control

automatic mechanical systems, by means of articles, CDs and instructive
brochures, addressing the media and by participating in general
conferences concerning the mechanical and electrical industry as well as
establishing open sites on the Internet.

- Arranging a closing seminar for the project before an expected audience

of 100 150 people, within the maintenance issues of the mechanical and
electrical industrial sector and presenting the outcomes of the project.

Other notes on action #3

The missions by the permanent experts will be carried out throughout the
three-year period, with an aim of having these equally distributed during
the whole project period. The activities will focus on typical maintenance
issues related to automatic mechanical systems and be based on actual
cases in the Tunisian mechanical, electrical and/or electronical industry.

The selection of sites will be proposed by the Dpartement Maintenance

Industriel at CETIME (DMI) in close co-operation with the Swedish
consultant.

CETIME will take active part in this activity as CETIME, after the
closure of the project, has to replicate it further.

Action #4: Short and long interventions as well as seminars carried

out by certain specialists

For specified areas within industrial maintenance of the sector covered by

CETIME, it is assumed that certain specialists, others than the two
appointed permanent experts, will be needed to ensure successful training
activities. These specialists could be either mechanical engineers in the
consulting sector or being from universities, research centres or other
equivalent institutions.

As for the training activities carried out by the permanent experts within
Action #2, the activities of Action #3 will focus on maintenance issues
related to automatic mechanical systems and be based on actual cases on
site in the Tunisian mechanical, electrical and/or electronical industry. It
is though assumed to be activities of a more specific nature.

It is envisaged that there will be six (6) short interventions of 2-3 days
each at specific sites selected by the Dpartement Maintenance Industriel
at CETIME (DMI) in close co-operation with the Swedish consultant.
These interventions will, during the same week of action, be followed by
training seminars using the specific case as a base for a seminar on the
issue but being directed to a wider public. It is also proposed that two (2)
long interventions will be carried out in addition to the above
mentioned, for cases needing extra long assistance to be solved. These
could also be followed by seminars, in such case instead of any of the
other seminars indicated above.
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 The short and long interventions will be directly directed towards specific
sites and thus they will be attended by normally one or two persons of the
site as well as one or two CETIME staff., i.e. in total for the eight (8)
interventions in the order of 25 persons being affected and trained. For
the seminars an attendance level of 15 persons is envisaged, i.e.. totalling
a level of some 90 persons, of which about 1/3 being CETIME staff.

Each intervention will be followed by a written report by the Swedish

consultant.

The documentation needed for the seminars will be created by the

Swedish consultant. CETIME will provide the necessary technical and
administrative means.

As a whole the action #3 will be reaching some 115 attendants, of which

some 40-45 from CETIME. CETIME has identified areas, which already
at this stage could be expected being due to specialist intervention as
described above such as:

- Instrumentation
- Hydraulic systems
- Pneumatic systems
- Bearings
- Lubrication
- Acoustics
- Computer based maintenance systems and other centralised technical
solutions

The final choice will be made in close co-operation with CETIME and
the Project Manager. On the question of equipment the same is applicable
as noted under action #3 Other notes on action #3.

CETIME will take active part in this activity as CETIME, after the
closure of the project, has to replicate it further.

Action #5: Official Reporting and networking activities in Sweden

This action point represents both the time for the official reporting,
excluding the inception report, as well as networking activities in Sweden
in co-operation by the Swedish consultant and the Tunisian project
management.

For each official reporting activity two (2) days are calculated for the
Swedish Consultant, equally spent in Tunisia and Sweden, i.e. a total of
12 man-days. It is thus expected that the official reporting be part of the
duties carried out by the appointed permanent experts of the project.

For the networking activities the Tunisian project management will

during one week during the final year of the project visit and discuss with
different Swedish research centres, professional institutions and other
actors proposed by the Swedish consultant, in order strengthen the
scientific, technical and commercial relations in between CETIME and
Swedish organisations and thus with an aim to develop bilateral co-
operation projects in the field of industrial maintenance. For this latter

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 activity, 8 man-days are calculated for the Swedish consultant, including
preparatory as well as executed time during the visiting period.

4. Profile of the Permanent experts and Specialists

of the project
Not included in the Contract.

5. Capacity of Tunisian Human Resources for the

co-operation project

5.1 General
The CETIME total manpower today is more than 120 employees. The
Maintenance department consists of nine (9) persons. It is planned that
about 10 people will be the core of the CETIME participation within the
project. It is proposed that these employees should be personally
appointed to their different responsibilities in the project.

M. Mohamed OAAZA, being Directeur Central and second in position at

CETIME and deputy of the Directeur General, will be the formal head of
the project from the CETIME side, thereby using his long-term
experience within international co-operation projects.

5.2 CETIME technical teams

M. Hamadi TRIGUI, head of the department on Industrial Maintenance
will be the main counterpart during the project for the Swedish
consultant. The other staff of CETIME being core members of the project
will mainly be picked from the Maintenance department, but also
members of the CETIME consultants on environmental matters and on
working environment will be taken into account.

Internally CETIME is divided into a number of different departments

providing different services:

- Technical assistance
- Training
- Testing and product control
- Dimensional metrology
- Evaluation and Expert services
- Research and development
- Sector-based observatory and studies

CETIME aims to guarantee and to offer the customers high level

services, which is carried out by using multidisciplinary qualified
consultant teams and by applying the internationally approved system for
quality management, ISO 9000, since 1999, currently being redesigned to
also suit the requirements of ISO 9000:2000.

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5.3 Other institutions
CETIME does not plan to directly involve other Tunisian institutions in
the project other than CETIME itself. In case CETIME during the project
would conclude that the use of other Tunisian institutions would foster a
positive outcome of the project, CETIME will do so. CETIME would in
that case guarantee that such a decision would not hamper the outcome of
the project in any way. Typical institutions that could be possible partners
in case CETIME would consider it fruitful for the project are in first
instance the following organizations with which CETIME regularly co-
operates:

- Universities and engineering schools

- Research centres
- UTICA (Union Tunisienne de lIndustrie du Commerce et de
lArtisanat)
- FEDELEC (Fdration Nationale de lElectricit)
- FFMM (Fdration des Fonderies de la Mcanique et de la Mtallurgie)

as well as other industry and research related organizations.

6 Expected results of the project

6.1 General
It is expected that the lack in proactive and other proper maintenance
activities leads to a loss in efficiency of about

- 30 - 40% due to stand-stills in the production and another

- 15 - 20% due to reduced productivity while producing.

The overall aim of the proposed project is to raise the awareness and
competence in maintenance issues as well as putting it higher on the
industrial agenda and thereby leading to

- less breakdowns and halts of machinery

- less maintenance costs and increased maintenance knowledge
- increased industrial exports and revenue

The baseline of the project is to raise the competence, knowledge and

awareness in the field of good maintenance practice in the mechanical
and electrical industries of Tunisia. The way to reach this goal is to both
educate staff from CETIME as well as in the concerned industry and
thereby deepening the knowledge and skills in the existing maintenance
department of CETIME and this especially in the field of automatic
mechanical systems.

It is expected that the results to some parts will be achieved instantly (the
indicators below), though in most cases first after a couple of years,
especially when economical parameters at a wider number of companies
are proposed to be analysed. For certain enterprises the attendance at the
proposed training activities of the project will be the starting point of an
instantly increased awareness of maintenance issues, sometimes leading
to immediate action. However, it is very important for a successful result
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 of the project that the informative mission is continued in a professional
manner also after the official closure of the project, in this case being
CETIME having the continued responsibility.

6.2 Project indicators

The project focuses on the need to further spread the knowledge and
awareness of maintenance issues in the mechanical, electrical and
electronical industry, especially in the field of automatic mechanical
systems.

On the long term, the success of the project should be measured in less
maintenance cost and a more profitable sector. In the meantime, and as
direct indicators, the following indicators will be used to measure the
implementation of the project

- Number of educated experts at CETIME and the length of the training

- Number of educated experts at participating companies in the sector and
the length of the training
- Number of establishments/companies for which internal training
courses have been carried out
- Number of persons at management level in the industry being educated
and at what length
- Number of articles published
- Assessment of other activities carried out seminars, creating of CDs,
instructive brochures, internet facilities and media contacts.

It will also during the project be evaluated to which extent it is possible to

carry out direct economical assessment of the actions pursued, and
thereby in case it shows to be appropriate - do such assessing typically
by the use of

- Economical indicators on costs for maintenance at single companies

- Economical indicators on groups of companies, defined during the run
of the project

7 Risks in project realisation and measures

to reduce them

7.1 Initial stage (tendering process etc.)

In case non-defined obstacles occur, i.e.. difficulties in internal
recruitment at CETIME, budget constraints on either side etc., risks could
generally be reduced by putting the proposed project high on priority.

Problems in finding qualified experts on industrial maintenance on the

Swedish side, being enough acquainted with the French language and at
the same time with enough pedagogical skills. To reduce this risk Asdi
has decided to be more flexible in the definition of eligible experts and
accepting non-Swedish consultants in a tender. The limit for experts not
being fully employed by the Swedish tenderer is set to 20% of the total
fees being allocated to the non-Swedish company, although in the
proposed project being non-applicable for Tunisian companies. The team

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 leader though has to be fully employed at the Swedish company.

7.2 During co-operation project

Internal recruitment at CETIME, colliding with other internal CETIME
priorities as well as other external projects, which could lead to the need
to find co-operative establishments for educational purposes. Risks could
be reduced by forming internal incentives at CETIME in order to put the
proposed project high on priority.

Adapting the courses to the attendants, so that different types of

attendants are addressed in an appropriate way. Risks could be reduced
by setting focus on pedagogical issues and by securing that relevant
machinery and other testing equipment etc. is available.

Information of the educational mission to the right parties in a sufficient

amount as well as getting to the right attendance fees. Risks could be
reduced by a proper initial planning of the project on this issue.

7.3 After co-operation project

Loss in importance of the project outcome and its objectives after the
finalising. Risks could be reduced by forming internal incentives at
CETIME in order to put the proposed project high on priority and if
necessary to include follow-up checks.

Internal recruitment at CETIME, colliding with other internal CETIME

priorities and external projects which could lead to the need to find co-
operative establishments for educational purposes. Risks could be
reduced by forming internal incentives at CETIME in order to put the
proposed project high on priority.

Adapting the courses to the attendants, so that different types of

attendants are addressed in an appropriate way. Risks could be reduced
by setting focus on pedagogical issues and by securing that relevant
machinery and other testing equipment etc. is available.

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