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DOI 10.1007/s13198-012-0092-y
ORIGINAL ARTICLE
Raúl Stegmaier
Abstract This paper presents an advanced model for the Keywords Maintenance management Maintenance
integrated management for industrial plant maintenance processes Maintenance model Methodologies of
and equivalent. The proposed model achieves to align the maintenance
local maintenance objectives with the overall business
objectives. Additionally, the model provides a real opera-
tional context and takes consideration of certain restrictions 1 Introduction
that may affect the efficiency and/or the effectiveness of
the industrial maintenance management. First, the impor- Since the 1970s, companies understand that they need to
tance of a proper maintenance management and its con- integrate the maintenance area within the organization and
sequences are discussed. Then, the model will describe in facilitate their interaction with the management of other
seven stages how to manage and optimize in a continuous functional areas (Pintelon and Gelders 1992). The imple-
way all the processes that deal with planning, programming mentation of a useful model for the overall management of
and maintenance execution. This starts from a management maintenance has become a subject of research and a fun-
process in the design stage or, from an already established damental issue. This is to achieve efficient and effective
management process. Moreover, the model includes fun- maintenance management, aimed at meeting the business
damental aspects that fully integrate the directives of the objectives (Prasad et al. 2006).
business with maintenance activities. This article ends with Today, the possibilities for successful companies are
conclusions and all references used during the research focused on the competitive level that they can achieve.
process prior to the drafting of this document. From this perspective, it is particularly important to
identify what factors directly or indirectly affect compet-
itiveness. Due to its direct impact on the competitiveness
of companies, there is no doubt that the maintenance
L. Barberá (&) A. Crespo engineering has become more important. In fact, compa-
Department of Industrial Management, School of Engineering,
nies recognize that maintenance can provide value to their
University of Seville, Camino de los Descubrimientos s/n,
41092 Seville, Spain business (Van Horenbeek et al. 2011). The modern
e-mail: lbm@esi.us.es maintenance management includes all activities to deter-
A. Crespo mine maintenance priorities and objectives, strategies and
e-mail: adolfo@esi.us.es responsibilities (EN 13306 2001). This facilitates the
planning, programming and control of the maintenance
P. Viveros R. Stegmaier
execution, and always looks for continuous improvement
Department of Industrial Engineering, Universidad Técnica
Federico Santa Marı́a, Avenida España, 1680 Valparaiso, Chile whilst taking into account relevant aspects of the organi-
e-mail: pablo.viveros@usm.cl zation (i.e. economic and security aspects). A good
R. Stegmaier maintenance management, taking into account the life
e-mail: raul.stegmaier@usm.cl cycle of each physical asset, must meet the goals of
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reducing overall costs of productive activity (efficiency). depends upon it, as well as the business plan of the orga-
This is to ensure the correct performance of equipment nization. Therefore, the maintenance and business objec-
and its functions (effectiveness); reduce the level of risk to tives should be strongly linked together. Some of the main
people and the negative effects on the environment optimization criteria and objectives are (Van Horenbeek
(effectiveness), and moreover, generate processes and et al. 2011): maintenance costs (discounted), availability,
activities that support these objectives. Therefore, main- maintenance quality, reliability, personnel management
tenance management becomes a powerful competitive maintainability, inventory of spare parts, environmental
factor of which the importance in the business is growing impact, overall equipment effectiveness, safety/risk, num-
every day. ber of maintenance interventions, logistics, capital
replacement decisions, output quantity, life-cycle optimi-
zation and output quality.
2 Maintenance engineering: management models Maintenance management is not an isolated process
(Pintelon and Gelders 1992); it is actually a linear system
The basic concept leading to the maintenance engineering that depends on factors related to maintenance manage-
is the continuous improvement of the maintenance man- ment, as well as internal and external factors of the orga-
agement process by incorporating knowledge, intelligence nization. Moreover, the most desirable situation is the
and analysis. They support the decision-making in the field complete integration of maintenance management in the
of maintenance and are designed to enhance the global system (Vanneste and Van Wassenhove 1995).
output of economic and operational result. Figure 1 shows the current context which frames the
Due to the analysis and modeling of the results obtained maintenance management and their interactions in
in the execution of maintenance operations, the mainte- response to two typologies: internal and external.
nance engineering permits the renovation of a continuous Based on ISO 9001–2008, we can establish a sequential
and justified strategy. Therefore, programming and plan- diagram of the maintenance system from the point of view
ning activities ensure production at the lowest overall cost. of the processes that constitutes it (Fig. 2). In this way, it is
Moreover, it allows the correct selection of new equipment possible to distinguish all the aspects that should be taken
with minimum overall costs in terms of their life cycle and into consideration when developing and implementing a
operational security (cost of inefficiency or lost opportunity maintenance management model.
cost of production). The objectives of any model of A maintenance management model should be effective,
maintenance management should be determined based on efficient and opportunistic, i.e. it must be aligned with set
the business plan of the organization. Maintenance strate- objectives that are based on business needs (Van Horen-
gies should always be aligned with the company’s business beek et al. 2011), and minimize indirect maintenance costs
plans, because the achievement of maintenance objectives (Vagliasindi 1989) (associated with production losses).
Decisions
• Productivity
and
• Environmental
Aspects
• Internal Relations
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Fig. 2 Processes of
maintenance system MAINTENANCE CUSTOMER
Management
Responsibility
Strategic
management Measurement,
Continuous
maintenance improvement
analysis and Satisfaction
improvement
Resource
Management INPUT
Requirements
Resourcess
- Human Resources
Maintenance Maintenance OUTPUT
- Spare parts, materials
- Infrastructure Implementation Performed
- Information
RESOURCES MANAGEMENT
PROCESS MANAGEMENT
At the same time, it must be able to operate, produce and management deals with both internal and external assets and
achieve the objectives with the minimum cost (to minimize are necessary to enable correct execution of maintenance, for
direct maintenance costs), and generate activities to improve example, equipment of support, verification, administration
key indicators of the maintenance process, related to main- (office) and computer (hardware and software).
tainability and reliability. Therefore, to develop a robust and Finally, the correct management of maintenance infor-
effective maintenance management model, it is important to mation directly affects the achievement of the set objec-
consider all aspects related to managing the resources tives since it is the base of the information to develop
available and needed (Crespo 2007) (Fig. 3). The manage- planning and scheduling of maintenance. This information
ment of these resources can be classified based on four is compiled using data obtained from the maintenance
important groups (López Campos et al. 2010a, b): human process itself (information equipment (individual operation
resources, spare parts, information, and infrastructure. and maintenance) and maintenance operation) and other
For correct management of human resources different relevant information or data.
aspects should be enhanced and correctly evaluated, such
as staff motivation, which will largely determine the level
of involvement, their preparation and training on specific 3 Organizational structure: management levels
tasks and operations performed; performance evaluation
both individually and collectively as a group, the correct The main strategic objectives of most businesses are to
and easy communication between all parties involved and increase market share and profitability (Porter 1985);
the collective acceptance of organizational leadership. however, the way to achieve this is not unique. This is why
The spare parts and materials management includes all the corporate goals are broken down into objectives and
aspects related to storage and availability (time), i.e. inven- strategies for different processes, such as operations and
tories and suppliers (supply). Similarly, the infrastructure maintenance. In maintenance, this should support the
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The cost of a life cycle is determined by identifying the • Reliability a factor that allows to predict the form in
applicable functions in each one of its phases by calculat- which the production processes can lose their opera-
ing the cost of these functions and applying the appropriate tional continuity, due to events of accidental failures,
costs during the whole extension of the life cycle. For it to and to evaluate the impact on the costs that the failures
be complete, the cost of the life cycle should include all the cause in security, environment, operations and
costs of design, fabrication and production (Ahmed 1995). production.
From the financial point of view, the costs generated along
The key aspect of the term ‘‘reliability’’ is related to the
the life cycle of the asset are classified in two types of
operational continuity. In other words, it is possible to
costs:
establish that a production system is ‘‘Reliable’’ when it is
• CAPEX Capital costs (design, development, acquisi- able to accomplish its function in a secure and efficient way
tion, installation, staff training, manuals, documenta- along its life cycle. When the production process begins to
tion, tools and facilities for maintenance, replacement be affected by a great quantity of accidental failure events
parts for assurance, withdrawal). (low reliability), this scenario causes high costs, associated
• OPEX Operational costs: (manpower, operations, mainly with the recovery of the function (direct costs) and
planned maintenance, storage, recruiting and corrective with growing impact in the production process (penaliza-
maintenance—penalizations for failure events/low tion costs). See Fig. 5:
Reliability). The totals costs of non reliability are described next in
Table 1:
Consequently, in view of the previous information about
4.2 Impact of the reliability in the LCCA
the basic aspect and impact of the reliability in the LCCA,
the concept of global cost can be formulated as the sum of
Woodhouse (1991) outlines that to be able to design an
all costs generated during the life cycle of a project, con-
efficient and competitive productive system in the modern
sidering the NPV techniques (net present value of each
industrial environment, it is necessary to evaluate and to
cost). this model could insure the business decisions and
quantify, in a detailed, way the following two aspects:
actions.
• Costs an aspect that is related with all the costs The global cost can be computed using the following
associated to the expected total life cycle of the relationship:
production system. Including: design costs, production, Global Cost ¼ Fixed Capital Cost ðPÞ
logistics, development, construction, operation, preven- þ Cost of non Reliability ðP Þ
tative/corrective maintenance, withdrawal. þ Operational Cost ðPÞ
where (P) represents: present value for each cost.
The cost of fixed capital (or investment) is determined
by the cost of equipment and facilities associated with the
project. The operational cost is defined by the quantifica-
tion of all those elements of the operation of a system, such
as supplies, energy, spare parts, manpower, operations,
planned maintenance, etc. Finally, the cost of non reli-
ability is given by the sum of cost for penalization, which is
associated with the unavailability of the facility during the
evaluation period, and the cost of corrective maintenance.
Fig. 5 Economic impact of the reliability Therefore, the items of global cost can be represented as
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achievement by an officer assigned for that purpose. (2007), Söderholm et al. (2007), Crespo (2007) and López
Therefore, each initiative, indicator and target will have a Campos et al. (2010a, b). The model also integrates many
responsible individual in charge who will monitor the level of the models used in practice in companies with a long
of accomplishment. tradition and excellence in this field (Pintelon and Gelders
Subsequently, strategic actions or initiatives are defined 1992; Vanneste and Van Wassenhove 1995). In the fol-
by allowing the achievement of the objectives and goals. lowing table (Table 2), the main innovations, new elements
The establishment of actions are required to consider the and trends of maintenance management models through the
implementation effort and the benefits derived from them. years are summarized.
Finally an adequate monitoring system must be established The proposed model arises from the need to consider the
to assess the level of achievement of strategic objectives on management of maintenance and the existing strategic and
a regular basis (Michalska 2005), and in this way, be able operational context. This is achieved by following a series
to make decisions and opportune corrections in the strategy of real aspects (not covered in other models) needed to
defined from them. convert a theoretical model in a real and useful maintenance
The indicators taken into account in the BSC method- management model. Thus, the model takes into account the
ology should be relevant, practical, measurable and im- real or genuine constraints that could limit the design of
plementable (Kaplan and Norton 1992). There are two preventive maintenance plans and the resources to do so. It
types of indicators in the BSC framework (Macdonald also considers the selection of critical spare parts (inventory
1998): results indicators (lag measures) and performance cost vs. cost due to unavailability of critical equipment) and
indicators (lead measures). The BSC should be a balance the positive involvement of e-technologies (e-maintenance)
between both types of indicators, since both are necessary. in modern maintenance management on a global level.
Lag indicators reflect results of past decisions and give In turn, the model consists of seven arranged stages that
information about what happened, but are unable to change follow a logical sequence of action hierarchy and align
the outcome. On the contrary, Lead indicators generally local maintenance objectives with the global business
measure the performance of processes to detect what is objectives (Fig. 7); all this in a framework of continuous
happening and take appropriate action to improve the improvement using the principles of the BSC methodology
outcome. Therefore, this makes it more predictive and applied to maintenance management (Fig. 8).
enables faster settings. Furthermore, two possible existing scenarios were taken
Once the indicators are defined, it is necessary to inte- into consideration for the design of this model: design stage
grate with other pre-existing information systems in the (life cycle cost analysis LCC), or existing process, and a
organization (Kaplan and Norton 1996). In addition, the functioning one (ranking of critical equipment), which
sources of each of the data needed to feed the indicators at requires an evaluation for its optimization.
appropriate intervals should be identified. Additionally, the model describes how to manage and
optimize in a continuous way all processes that deal with
planning, programming and implementation of mainte-
6 Proposal of a new maintenance management model nance. All of this in a real operational context, which takes
into account certain restrictions, may affect the efficiency
Currently, there is a big gap between academic models and and/or efficacy of industrial maintenance management.
application in practice (Van Horenbeek et al. 2011), for this The model is designed in a simple and practical way that
reason, it is very difficult for industrial companies to adapt considers the alignment of key processes of maintenance
these models to their specific business context. This article management and external processes that support the success
presents an advanced model for the integral maintenance of the whole process. It also facilitates to those responsible for
management in a cycle of continuous improvement, which the overall management of maintenance in an organization.
is aligned with the strategies, policies and key business Each stage of the model corresponds to an action that precedes
indicators. the next one; the order and direction of these actions proposed
For the development and elaboration of the presented in the model are unique (with two starting points depending
model, numerous proposals have been considered and on the initial or starting position) and not reversible.
arranged chronologically in time. These are as follows: Each stage distinguishes and characterizes concrete
Pintelon and Van Wassenhove (1990), Riis et al. (1997), actions to follow the different steps of the maintenance
Wireman (1998), Duffuaa et al. (2000), Hassanain et al. management process. The model is dynamic, sequential and
(2001), Campbell and Jardine (2001), Tsang (2002), Wa- closed-loop and can precisely determine the course of
eyenbergh and Pintelon (2002), Murthy et al. (2002), actions to be carried out in the management process,
Cholasuke et al. (2004), Abudayyeh et al. (2005), Pramod ensuring efficiency, effectiveness and continuous improve-
et al. (2006), Prasad et al. (2006), Kelly (2006), Tam et al. ment of its own.
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Table 2 Innovations of maintenance management models in chronological order (adapted from (López Campos and Márquez 2009)
Year Innovations Author(s)
1990 Propose a complete system of maintenance indicators Pintelon and Van Wassenhove (1990)
1992 Expose the necessity of linking between maintenance and the other organizational Pintelon and Gelders (1992)
functions
Highlight the importance of using quantitative techniques for maintenance management
1995 Propose an analysis focused on effectiveness and efficiency of maintenance. Emphasize Vanneste and Wassenhove (1995) and
the importance of the managerial leadership in maintenance management Campbell and Jardine (2001)
1997 Propose an integrated modelling approach based on the concepts of situational Riis et al. ( 1997)
management theory
2000 Propose the use of a great variety of Japanese concepts and tools for the statistical control Duffuaa et al. (2000)
of maintenance processes in a module called ‘‘feedback control’’
2001 Orientate the model to the computer use, using a standard for information exchange Hassanain et al. (2001)
2002 The use of e-maintenance. Proposes a guide to analyze the outsourcing convenience as an Tsang et al. (1999)
entry element to the maintenance framework
Incorporate both the tacit knowledge and the explicit one and integrates them in a
computer database. Give special value to the knowledge management
2006 Suggest the union of tools: QFD (Quality Function Deployment) and TPM into a model Pramod et al. (2006)
2007 Propose a process view in which maintenance contributes to the fulfilment of ‘‘external Söderholm et al. (2007)
stakeholders’’ requirements
Proposes a model oriented to the improvement of the operational reliability besides the Crespo (2007)
life cycle cost of the industrial assets
2010 This article shows part of the process of designing and modeling a new maintenance López Campos and Márquez (2009) and
management model completely aligned to the quality management standard ISO López Campos et al. (2010b)
9001:2008 and expressed using the unified modeling language (UML)
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of vital importance to discretize the physical assets of the equipment will be inspected briefly, with a lower level of
organization based on their criticality, i.e. greater or lesser detail, while the non-critical assets will not need any
impact in the global production system and/or safety of the inspection resources because their impact on the system, in
system (business objectives). case of a failure, is not significant. Therefore the noncritical
There are many qualitative and quantitative techniques equipment will be allowed to operate until failure occurs.
that offer a systematic basis for classifying an asset as Preliminary inspection of the C and SC equipment
critical (C)/semi-critical (SC)/non-critical (NC), based on allows us to know the current status of equipment opera-
probabilistic risk assessment and obtaining the number/ tion, deficiencies in performance, operating environment
probability index asset risk (PRA/PRN) (Moubray 1997). and all other relevant information which determines the
Assets with the highest index will be analyzed first. In specific maintenance needs.
many cases there is no historical data on the basis of which At this stage, as in previous ones, it is very important to
to obtain these rates. In these cases it is possible to use consider the information provided by each of the operators
more qualitative techniques in order to ensure adequate assigned to control and use C and SC equipment. In the
initial levels of effectiveness in maintenance operations. critical equipment, prior to the development of actions that
Risk is defined as the product of the frequency for the constitute the maintenance plans, it is recommendable to
consequence of failure. Frequency is the number of failures analyze the potential repetitive and chronic failures (from
in a given time. The weighing of various factors, or criteria, the equipment’s historical data) of which frequency of
is of importance depending on the needs of the organiza- occurrence may be considered excessive.
tion that is used to quantify the consequence of failure. The Identifying the reasons that cause these chronic failures
important criteria depend on each organization where will allow, in the best case, the elimination of the failure
safety, environment, production, costs (operations and mode, or if not possible, for example, when the cost of
maintenance), frequency of failures and average repair removal far exceeds the cost of failure of the equipment,
time are most commonly used. Once the assets are ranked, the mode of failure can be controlled. The elimination or
based on their criticality, the criticality matrix is obtained control of the failure modes contribute to achieve a high
(Fig. 10) (Crespo 2007). return on initial investment in the maintenance manage-
ment program. This also facilitates the subsequent stages of
7.3 Stage 3 Analysis of weaknesses in high-impact analysis and design of maintenance plans, which require
equipments significant investment of time and resources.
There are different methods for analysis of weaknesses
After completing the hierarchy of the physical assets of the in critical assets; one of the most common is the root cause
plant, as a function of its criticality (critical equipment, analysis (RCA). It is a methodology that systematically
semi-critical and noncritical), the next step should be to identifies the primary root causes of failures and applies
conduct a visual-technical inspection that breaks down all further corrections (solutions) to eliminate them perma-
equipment classified as critical in the plant. Semi-critical nently. The causes why failures happen can be classified
into physical, human or latent causes. The physical cause is
the technical explanation of why the asset fails. The human
causes include human error (action or omission) that give
rise to physical causes of failure. Finally, the latent cause
includes all the organizational and managerial deficiencies
that result in human errors, and failures become chronic in
systems and procedures not corrected over time. The latent
causes of failure are usually the biggest concern at this
stage of the process of maintenance management.
The RCA has multiple applications, for example:
• Proactively avoiding recurrent failures of high-impact
operational and maintenance costs.
• Reactively solving complex problems that affect an
organization.
• Analysing repetitive failures of equipment or critical
processes.
• Analysing human errors when designing and imple-
menting procedures.
Fig. 10 Generic representation of the criticality matrix
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Some benefits expected from the use of RCA are: • Information: This collects data from computers to be
analyzed. It identifies the different functions of equip-
• Reduction of the number of incidents, failures and
ment analyzed in its operational context. Subsequently,
waste.
each function is determined for any failures. Next,
• Reduction of expenses and deferred production, asso-
failure modes are identified, this is, the event that
ciated with failure.
precedes the decision. Finally, and only if necessary,
• Improvement of reliability, safety and environmental
the root causes of failures would be analyzed if required
protection.
(RCA, stage 3). With all this data, it assesses the
• Improvement of efficiency, profitability and productivity.
consequences of each failure in each of the areas
RCA consists of five phases (Fig. 11) (DOE 1992). As (operational, safety, environment and cost).
shown, the solution of the problem is defined directly from • The decision: This sets out prevention duties (techni-
the definition of the problem itself, without developing a cally feasible and economically profitable) for the
thorough analysis of its root causes. consequences of failure modes. For each failure mode
For RCA, various tools and techniques can be used to or root cause, the following need to be determined: the
detect the root cause of a problem. The most common maintenance task to perform; the frequency with which
techniques are: it will be done; the responsibility of running it and the
new risks resulting from application of the maintenance
• Logic tree (PROACT) (Latino and Latino 2002)
plan.
• Fault tree analysis (FTA) (Mobley 1999; Yang
2007a, b) One of the strategies used in the industry for designing
• Cause and effect diagram (DOE 1992) strategies and maintenance plans is referred to as RCM
• The five whys technique. (Cornell 2010) (reliability centered maintenance). This method is widely
• Ishikawa diagram (Mobley 1999) used and is convenient for determining the maintenance
needs of any physical asset in its operating environment
There are many other tools that can be used for
(Moubray 1997). It has also been defined (Rausand 1998)
RCA. The efficacy of their application depends on the
as a method of identifying the functions of a system and
level of information available and of the detail being
how these functions may fail by, setting in a preliminary
analyzed.
way, preventive maintenance tasks which need to be
applicable and effective.
7.4 Stage 4 Design of maintenance and resources plans As a general rule, RCM philosophy, gives priority
required maintenance to the critical components for the correct
functioning of a plant (Lehtonen, 2006) and leaves non-
The design of preventive maintenance plans can be divided critical components to operate to its failure. In this
into two main parts: instance, the appropriate corrective maintenance is applied.
DETERMINE
IDENTIFY THE SIGNIFICANCE IDENTIFY IDENTIFY PHASE 2
PROBLEM OF THE CAUSES ROOT CAUSE
PROBLEM
IDENTIFY
IMPLEMENT
PHASE 3 EFFECTIVE
SOLUTIONS
SOLUTIONS
PHASE 4 INFORM
PHASE 5 MONITOR
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The RCM takes into account the operational context of maintenance techniques, adding a possible failure mode or
critical equipment and raises the need for a monitoring component initially analyzed, or revising the strategy,
program and an update, (Barberá et al. 2011) (effective among other things, will make it convenient to periodically
RCM analysis). It is essential to correctly identify the update the global RCM analysis to minimize the obsoles-
components considered as critical (Bloom 2006). To cence of the recommendations made over the time.
determine the criticality of the failure of a physical asset, The preventive maintenance plan generated must spec-
two aspects must be considered: their probability of ify all resources needed to implement it: technical data,
occurrence and severity. The probability of occurrence regulations, special facilities required, spare parts, supplies,
measures the estimated frequency of occurrence of the tools, monitoring equipment for the conditions, auxiliary
failure, while the severity measures the seriousness of the (back-up) equipment, test equipment, personnel, etc. At the
impact that this failure may cause over the installation. same time, the design of preventive maintenance plan for a
This evaluation is completed by the well-known technique given system must take into account possible restrictions in
called ‘‘failure modes and effects analysis’’ (FMEA). the operating environment in order to design real and
The RCM methodology proposes the identification of executable plans. Some of the restrictions that should be
failure modes that precede potential failures of equipment, considered are:
and the execution of a systematic and uniform process.
• Allocated budget.
This is for the selection of maintenance tasks that are
• Programming (time available).
considered useful and applicable (Moubray 1997). The
• Enforceable rules and regulations for accomplishment
result is the recommended groups of maintenance activities
• Operational environmental conditions.
for each asset. This will define the actual content of the
• Working modes.
specific activities to be undertaken and their frequency of
execution. Specifically, the RCM analysis methodology
proposes a procedure (Moubray 1997; SAE JA1011 1999) 7.5 Stage 5 Maintenance scheduling and optimization
that, through the formulation of seven questions, helps to in the allocation of resources
identify the real needs of maintenance of assets in its
operating context (Table 3): At this stage a detailed schedule of all maintenance
The application of the RCM process is regulated through activities should be made, and the needs of production in
SAE-JA1011 (1999) and SAE-JA1012 (2002) norms. Once the time scale and the opportunity cost to the business
the maintenance activities that are considered more effi- during the execution of tasks should be taken into con-
cient for each critical piece of equipment are selected, the sideration. The scheduling of maintenance activities aimed
final recommendations of the RCM analysis will be set out at optimizing the allocation of human and material
and its implementation will take place. resources, should minimize the impact on production. The
From these final recommendations, the drafting of the maintenance schedule should be short (\1 year), medium
plan or strategy proposal for the installation maintenance (1–5 years) and long term ([5 years).
must be created by allocating the necessary resources. The
implementation of a preventive maintenance program will 7.6 Stage 6 Control and evaluation of the maintenance
help to (Campbell and Jardine 2001; Bloom 2006) antici- implementation
pate failures and repair them with minimal impact on
system performance, eliminating the causes of some fail- The execution of maintenance activities (once designed,
ures and identifying those faults that do not compro- planned and scheduled as described in previous sec-
mise system security. The necessity of considering new tions) should be evaluated, and deviations continuously
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monitored to pursue business objectives and values set for within a cycle of continuous improvement. With the
the selected maintenance KPIs of the organization. The application of new maintenance technologies, the concept
control of the execution allows feedback to be given and of ‘‘e-maintenance’’ emerges as a component of the term
optimizes the design of the maintenance plans, thereby ‘‘e-manufacturing’’ (Tsang et al. 1999). This promotes the
improving its effectiveness and efficiency. benefits of new technologies of information and commu-
The information system design is oriented to collect and nication to create corporate environments and distributed
process exact information necessary to satisfy the infor- multi-user. ‘‘E-Maintenance’’ can be defined as a mainte-
mation needs that lead to achieving the basic objectives of nance support including resources, services and manage-
maintenance management. These are increased efficiency ment necessary to enable the implementation of a proactive
and reduced costs. process of decision making in maintenance. This support
The data that will be later analyzed must be as reliable as includes not only Internet technologies, but also ‘‘e-main-
possible, i.e. the sheet design or maintenance job order must tenance’’ activities (operations and processes) such as
be found simple and standard for operators and managers as ‘‘e-monitoring’’, ‘‘e-diagnosis’’, ‘‘e-prognosis’’, among
this will be the only useful and reliable data available. This others.
design problem is fundamental to the functioning of the Another important aspect of the proposed model is the
system. The same happens with the rest of the documents technical training and staff involvement at all levels within
that capture data which makes up the system. the organization. The active and committed participation of
all personnel involved in the maintenance area will be a
7.7 Stage 7 Life cycle analysis and the possible critical factor to the success and continuous improvement.
renewal of equipment Information between different processing units should be
as easy and simple as possible for correct interpretation and
The large number of variables that must be managed in implementation.
estimating the real cost of an asset over its useful life
creates a scenario of high uncertainty (Durairaj and Ong 8.1 Why is it important the use of the proposed
2002). Often, the total cost of the production system is not methodologies to support maintenance
visible, in particular those costs associated with the oper- management?
ation, maintenance, installation testing, staff training,
among others. The life cycle cost is determined by iden- The importance of root cause analysis tools in maintenance
tifying the applicable functions in each of its phases relies on the need to understand the main causes of failure
(design, manufacturing and production), thus, calculating on which management or operations may have some con-
the cost of these functions and applying the appropriate trol. This is so they can avoid the chronic failure and return
cost for the duration of the life cycle (Ahmed 1995). to a specified plan of action.
Through an analysis of the life cycle cost it is possible to The utility of this methodology lies in the fact that it not
determine the cost of an asset over its useful life. The analysis only asks ‘‘What happened’’ but also asks ‘‘why did this
of a typical asset could include costs of planning, research happen’’, rather than focus on ‘‘who is to blame?’’
and development, production, operation, maintenance and FMEA can be used at the stage of weaknesses analysis
removal of equipment (Yang 2007a, b). The acquisition costs of critical equipment, where an assessment of causes,
of equipment (including research, design, testing, production failure modes and effects can be relevant. The identifica-
and construction) are usually obvious, but the analysis of the tion of the failure modes is important because it provides a
life cycle costs depends crucially on values derived from detailed description of how the event occurs. FMEA takes a
reliability, for example, the analysis of failure rate, the cost of different approach and proactively aims to prevent failure.
spare parts, the repair times, the costs of components, etc. An It is a systematic method of identifying and preventing
analysis of the life cycle costs is necessary for optimal product and process failures before they occur. It does not
acquisition of new equipment (replacement or a new acqui- require a specific case or adverse event, but rather, a high-
sition) (Campbell and Jardine 2001), since it shows all the risk process which is chosen for study and where an
costs associated with an asset (beside the purchase price), and interdisciplinary team asks the question ‘‘What can go
allows management to develop accurate predictions. wrong with this process and how can we prevent failures?’’
Using a single method may lead to an incomplete anal-
ysis; therefore, in some specific cases there may be appro-
8 Model considerations priate integration tools, especially when dealing with
complex systems, and better results can be achieved. In fact,
The proposed model includes, besides the actual restric- one of the common combinations to support the RCA
tions, the application of new ICT technologies at all stages analysis is FMEA and fault tree analysis (Li and Gao 2010).
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For the contribution and added value in the maintenance future development of such software, i.e. in the evaluation
management, this research has proposed an entire model of it by an organization.
which characterized the course of actions to be imple-
mented, in order to ensure efficiency, effectiveness and 8.4 Selection of critical spare parts
continuous improvement of the management process.
In any kind of industry, companies satisfy, with their
8.2 Advanced software tools to support maintenance activity, a product demand. The answer to this demand is
management made with efficiency (profitability) criteria, which typically
include minimum cost and maximum customer satisfac-
The need to implement a software tool that supports the tion. This translated into maintenance means minimizing
global management of maintenance will be justified and the spare parts inventory and ensuring the availability of
main advantages obtained will be set out: equipment required. However, the complexity of the sys-
tems makes the satisfaction of both criteria difficult, and
• Availability of information for decision-making: cost
sometimes even opposed.
control, critical equipment, spare parts, suppliers, staff
From the technical perspective, the more spare parts that
or any other relevant parameters.
are available in stock the more it ensures the availability of
• Management for resources, planning and monitoring
equipment. From the economic point of view, the fewer
the maintenance execution.
spare parts are stored, the less immobilized capital will be.
A maintenance management software allows the capture So, it is clear that the parts inventory is important, as it
and use of a large amount of data and parameters. The main represents a high cost of storage when it is present, and
operational features that any software tool of maintenance when it is not present it may result in extremely high costs
management must have are: due to unavailability. It is therefore necessary to find for-
mulas that ensure the desired level of availability of
• Creation or connection with database facilities: techni-
equipment with the least possible capital assets.
cal data, operational status, related costs and value of
The Table 4 shows some key aspects to be taken into
the assets.
account when selecting the critical spare parts. These fol-
• Storage and analysis of operations historical data: date,
low a logical sequence:
duration, cost, operators, equipment, spare parts, etc.
In the main scheme (Fig. 8), the definition of critical
• Set alarm levels for certain parameters.
spare parts is integrated into the design phase of planning,
• Planning and task management, resources and
programming and implementation of maintenance. Thus, it
inventory.
can be understood how these three stages are fed back to
• Hierarchy of systems and equipment.
determine the critical spare parts. It is also necessary to
• Control the status of each work order and execution of
clarify that the criticality analysis and weak points are
preventive maintenance programs.
taken into account when determining the critical spare
• Reporting.
parts. Furthermore, considering all possible variables,
• Analysis of failures.
according to the context, may affect one way or another,
the optimal management of the spare parts in an
8.3 Integration of tools and enabling for the computer organization.
system
8.5 Principles of the BSC in the global maintenance
It is necessary to generate a common integration policy at management
all levels of the organization, thus, all the software tools, to
support different business units and processes of integra- The BSC is a process of dialogue and communication in all
tion, should achieve a common language that facilitates the areas of an organization including the maintenance area, to
use of multi-user, knowledge generation, the management the extent that this communication process works and
analysis of the units and the global economic evaluation achieves greater participation, alignment and synergy.
that impacts on the business, among others. The management of financial and technical indicators
For this reason, the integration of these software tools allows the company to use the same language on mainte-
with the existing database in the organization (CMMS and nance management. Financial prospects, customers, pro-
other EAM systems) is key to the success of its imple- cesses and learning, suggest, for example, performing
mentation. System integration and the simplicity of calculations such as availability in function of the mean
implementation are, and will be, decisive factors in the time to repair, and mean time to failure. This improves the
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Mision Improving the effectiveness Maintenance cost Actual: (X)% Ensure adequate data acquisition Financial
and of maintenance costs per unit of Objective: (X-1)% and the analysis of criticality of
strategy output (%) equipment
Improve time to repair and Repetitive failures. Repetitive failures \X Programming failure analysis. Customers
maintenance quality MTTR Reduce MTTR in Y % Improved maintenance support
Improving the maintenance Fulfill the Certificate of maintenance Develop procedures and technical Internal
process and its regulation rules before dd.mm.yyyy inspections processes
documentation
Ensuring adequate levels of Level of training Definition of levels of Definition of levels of training Learning
training and education to for each level of training required for required for each maintenance
fulfill the mission maintenance each maintenance level level training and evaluation
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Acknowledgments The research leading to these results has Kaplan RS, Norton DP (1996) The balanced scorecard: translating
received funding from the European Community’s Seventh Frame- strategy into action. Harvard Business School Press, Boston
work Programme (FP7/2007-2013 under grant agreement no PIRSES- Kaplan RY, Norton D (2005) The office of strategy management.
GA-2008-230814). This research is funded by the Spanish Ministry of Harv Bus Rev 83(10):72
Science and Innovation, Project EMAINSYS (DPI2011-22806) Sist- Kaplan R, Norton D (2006) Alignment: using the balanced scorecard
emas Inteligentes de Mantenimiento. Procesos emergentes de to create corporate synergies. Harvard Business School Press,
E-maintenance para la Sostenibilidad de los Sistemas de Producción, Boston
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