DISSERTATION TITLE (PROPOSED) “When Assurance Management System Matters: Global Industry Performance Level of Implementation of the Assurance

ssurance Management System for Critical Asset; A Mixed Methods Study”

CENTRAL QUESTION: “How do respondents characterize high performance assurance management system in Integrated Maintenance Management System Implementation?”

ROBOTFOTO
SE-1 SE-2 SE-3 SE-4 SE-5 SE-6 SE-7 SE-8 SE-9 SE-10 SE-11

Designation: Designation:
Designation: Designation: Sr. Designation: Designation: Designation: Designation: Designation: Designation: Designation:
Sr. Supervisor
Mechanic Engineer (Operation Maintenance Head of Supervisor - Sr. Mechanical Chief Reliability Superintendent Maintenance
Maintenance Maintenance
(Maintenance) and Maintenance) Engineer Maintenance Maintenance Engineer Engineer (Offshore) Supervisor
Engineer (Electrical) Workshop

Company Type: Company Type: Company Type: Company Type: Company Type: Company Type:
Company Type: Company Type: Company Type: Company Type: Company Type:
Oil and Gas Airlines Facilities Heavy Industrial Waste water Facilities and Supply Power and
Water Distribution Manufacturing Plant Marine Operation Healthcare Facilities Process Plant
(Offshore Platform) Catering Plant Treatment Base Production

Location: Location: Location: Location: Location: Location: Location: Location: Location: Location: Location:
Abu Dhabi, UAE Fujairah, UAE Dubai, UAE Abu Dhabi, UAE Abu Dhabi Abu Dhabi, UAE Abu Dhabi Abu Dhabi Dubai, UAE Abu Dhabi, UAE Abu Dhabi, UAE

Date/Time: Date/Time: Date/Time: Date/Time: Date/Time: Date/Time: Date/Time: Date/Time: Date/Time: Date/Time: Date/Time:
Oct. 19, 2020 Oct. 20, 2020 Oct. 27, 2020 Nov. 07, 2020 Oct. 14, 2020 Oct. 25, 2020 Oct. 13, 2020 (3:52- Oct. 09, 2020 Oct. 23, 2020 Nov. 07, 2020 (9:35- Nov. 3, 2020 (8:30-
(6:14pm-7:03pm) (10:33pm-11:01pm) (5:17pm-5:57pm) (11:21-11:40pm) (3:31pm-04:16pm) (9:08pm-9:28pm) 4:40pm) (11:34pm-12:05am) (9:11am-10:03am) 10:16pm) 9:23pm)

Method: Video Method: Video Method: Video Method: Video Method: Video Method: Video Method: Video Method: Video Method: Video Method: Video Method: Video
conference (zoom) conference (zoom) conference (zoom) conference (zoom) conference (zoom) conference (zoom) conference (zoom) conference (zoom) conference (zoom) conference (zoom) conference (zoom)

Consent: Yes Consent: Yes Consent: Yes Consent: Yes Consent: Yes Consent: Yes Consent: Yes Consent: Yes Consent: Yes Consent: Yes Consent: Yes
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 DISSERTATION TITLE (PROPOSED)

CENTRAL QUESTION:

NO SEMI STRUCTURED QUESTIONAIRE

How does the company implement a maintenance

management system? (Group-1) (Adequate
implementation of maintenance management system
process)

1
 How do you plan, track, monitor, and generate
maintenance records to improve efficiency in the
implementation of maintenance management?
(Availability of computerized maintenance management
system - CMMS)

2
 What is the process of inventory and proper stocking of
the critical spare parts? (Implementation of spare parts
acquisition management system (SPAM)

3
 How does the company track and monitor the critical
asset performance remotely or away from its location?
(Implementation of Real-Time Monitoring System
(RTMS)

4
 How does the company ensure the safety and
functionality of the critical asset? (Implementation of
Integrity Assurance Management System (IAMS)

5
 How does the management team equip themselves to
maintain their competence? (Allocation of
comprehensive human resources management)

6
 What type of predictive maintenance implemented for
the critical asset? (Implementation of condition
monitoring and assessment System)

7
 What is the company strategy in minimizing its
resources while maintaining maintenance management
system efficiency? (Implementation of cost-
effectiveness, optimization, and fitness for service
program)

How does the company measure critical asset

effectiveness? What is the program implemented for
the critical asset to ensure its efficiency with
quantifiable results? (Implementation of performance
management program (Objective and Target)

9
 How does the company determine its gap in
implementing the critical asset in the maintenance
management system? (System process audit
implementation for continual improvement (System
Improvement Process)

10

Note: Applyong Inductive, deductive approach and re-reading

“When Assurance Management System Matters: Global Industry Performance Level of Implementation of the Ass

“How do respondents characterize high performance assurance management system in Integrated Maintenance M

SE-1

In our recent company, actually we are still under

commissioning stage. So, the maintenance management
system is not yet though implemented, fully implemented. So,
our bosses are still suffering for implement this management
system. So, we have a few equipment’s only that are handed
over.
So, we are doing Preventive Maintenance System one month
PMs, six months PMs daily monitoring, but in our previous
company, based on my experience we're very advanced
especially in the Plan Preventive Maintenance and periodic
maintenance because we are encouraging backlog's. So, we
have a team that are preparing six months before the PM. So,
there is already we are preparing equipment or materials like
pm of the pumps. So, when we do these simple things, when
we change the strainer, we are removing the bolts, I will go in
detail.
And then so and the gaskets. So, once you remove the gaskets
you need to replace it. So, six months before we have all the
ordering gaskets already and bolts something like that. And
then in our company we have a very good predictive
maintenance also. So that's why the back logs are very, very
less. So the performance of the group is very good. So we have
the outstanding performance.
We have a daily checklist, we are monitoring our equipment’s
based on how critical it is. So, so, we have a monthly PM, we
have the six months pm and we have our daily checklist, the
daily monitoring we are comparing based on our check list and
then we will compare our reading in the previous reading, so
we can track and monitor how the equipment is behaving. So,
by comparing the previous readings, so, like that, and if there
is an abnormal we will report it immediately to our supervisor.
In our company were using SAP system which we applied to all
our preventive maintenance system and other job order.
There we will set how many personal in a certain job how
many hours to finish the job and what materials issue? What
materials we need in the certain job like that.
Okay, for the spare parts, we have what we called min/max
minimum maximum. So, we have a list and we are monitoring
that one always. So, if the spare parts will reach in the
minimum, so, we will inform immediately to our supervisor
that we need these materials very badly. Because if there is a
emergency so, we can use that money like that.
That's why we have a called critical spares, where we have
always that one in the platform, or else we have always in the
onshore workshop, or we have material stores. So if there is
an emergency we can get it from there. But usually it is
already always in in the platform. Because production is the
priority so it will lose millions of dollars per hour of no
production something like that. That's very important.
We have for monitoring we have look like for example in
turbines we have a conditioning monitoring you mean like
that, or anything about critical spares. we have a S1
maintenance, that is one like for turbines water injection
pumps, compressors. Everything is there we can monitor the
vibrations for example, the temperatures so, remotely we can
and we notice how this probe. So, the temperature probe Yes,
we know what is the reading. So, if there is an alarm. So, we
can check which probe is vibrating or alarming more.
Yes, not only in the CCR, but we have in our office in rotating
mechanical, so, we have a big TV or the big monitor. So, if you
want to check the, the CCI will call us that there is a vibration,
so we can check it immediately. So we know what is the
number of the probe, how many probes are vibrating and also
we can check in the ER we have also there is a certain tag
numbers. Yes, for temperatures and pressure also we can see
it there.

It is very good in our plant because if you have these kind of

like monitoring you need to have a training also because by
showing in the monitors you don't know what's happening. So,
you need to have an experience and training. So by looking at
the main looking at the result ok let's say vibration will focus
on vibration, you know already what is the problem from the
sound itself, like for the probe x & y. So, the probe are not
same readings. You can imagine that there is something wrong
you know, the movement of the shop is like this, the
movement of the shop is going to be like this.
There is an alarms, high alarms and if high-high it will shut
down and then like for example, if you have two probes like
for example, in the shop or something like that, if there is a
shutdown because of the alarm, high vibration alarm, So and
then you notice that the other proof is normal, but the other
One way to make the breakdown minimal through daily
monitoring, PMs and corrective maintenance, once you notice
abnormal sound, small leaks only report it immediately, and
then daily monitoring, and then for your PM you need to
follow the schedule on or before its due like it terms of hours
(like 4000 hours pm, so prior reaching 4000 hours and upon
receiving notification you need to do the PM immediately),
then lastly follow the job plan and the procedures. That's for
example only, like 10,000 hours you need to change these
filters like that.
Actually based on experience, it is not less than 4000, (like
4,500 hrs. and up like that) and which is not good also. It
should be limit to 4,000 hrs. only sure that the machine will
last long the same thing with change oil, greasing, etc.
We have an archive. So, it's up for our supervisor to compare
that one, but usually, if by monitoring the vibrations,
temperatures like that, and changing oil and then bring these
oil to the laboratory for analysis, so, they can check that one
and also like turbines, we are checking the like for example, on
the chip detectors, in the bearings we have lines going to the
chip detectors so we can monitor Oh, there is a metal there is
a metal of it, so something's wrong with the sample provided
(with this samp-A, Samp-B, Samp-C, something like that) so,
but usually we're only relying on the PM task and then often
monitoring.
Yes, we have a vendor. So vendor are coming there and of
course they knows really much more than us. So about the
turbines, like for us the vendor is the GE who are specialist in
this field, so we are asking them if our unit is ok after checking
like that, the filters are not the same type, not the same
brand, or its serial number is the same, so they knows very
well.
In my experience, We only need vendors for like changing of
engines, installation of new equipment, but like for PMs like
Yes, for us, That's why our management is asking us if you
need these things, and what else other training you needed to
improve our capabilities like that. So, we are requesting like,
we need vibration training for example, for the vibrations, we
need this kind of training, we need like laser alignment
training. So, one way is the training, experience we have
already an experience. So, training is different, because some
in the trainings we learned new knowledge that we never
encountered through experience.
That's why the training comes there which is very important
based on the training plan requirement from the maintenance
team. Because, you know, for example for electronics are
always changing, and new advanced are coming like that. So,
you are always behind if you are in the old model. So, that's
why in the new model will come, we are requesting training
for the new technology.
We have one month, we have three months, we have six
months, we have one year, we have two years, some
equipment like for example, two years PM for example, diesel
engine or fire water pump.

We have like we have a daily checks like for the pumps we are
checking for the vibration, temperatures, and pressure. We're
doing it by checking the temperature, like the bearing
temperature, monitoring its amperes during the start-up and
during normal operation, its alignment as part of our routine
job, and monitoring it.

Yes, that's why in our preventive maintenance, we need to do

the visual checking, for example, we've been checking. So,
simple things like for the pumps, when we will check the
coupling will open the coupling guard and do inspection. So
we can see that there is wear and tear in the coupling
membrane upon inspection. So, we can inform our boss that
there is something wrong here already. So, this is some of the
membranes are already broken. So, that's why we will find
ways so that we can replace or we can hold them immediately
and we will check the stocks and what is the serial number
check everything and then we order and we will change
immediately. that's why in that little way we can decrease the
downtime because before it break, okay let it run before it get
damaged spare parts already arrived. So, we can change that
one immediately.

where we are checking the efficiency like pump curve. like for
example we have a disc pump, we check in the catalog the
pump curve and then there is a region that this region is the
allowable based on the flow rate and the head like that, so, we
are checking the pump with that and then by that we can see
the performance.
Yes, in my experience to the company, once you remove the
bolt you need to change, even it is three months old only after
installing it, once you remove the gasket you need to change.
But now even though you used the bolts for so many times
and it was found out that it is still ok, you can fix it again even
though it is corroded.

Yes, we are doing like that for example one case it is new so I
told my boss, we can still reuse these bolts because it is still
ok, he said okay go to inspector engineer and I told him that
this is okay he said okay, let's go to the field so I show it to him
and it is still new. he said how sure you are that this one is ok,
you can check it visually but what if it is stretch already and
then when you installed, and You will tell me it's okay, and
they I will approve okay you can use and we will not order any
spare because we will reuse it like for example for the bolts.
What if you when you installed and there is some problem. So
how you will explain the delay of production because the
defective bolt you have recycled it, the time the equipment
was breakdown and will not be use in operation, imagine how
much money will be loosed by the company. DO you think you
have still a job if that will happen, in the simple issue of
reusing the bolt. So in this situation my boss i right and I
agreed with him.
Maybe because of the problem. Now we have encounter in
the oil industry we are implementing a massive cost cutting in
the maintenance implementation, by reusing some of the
items that can be still utilize like bolts and gaskets.
What we did in offshore platform in oil and gas industry. The
oil price now is very low, not in the hand of the company. So
the only thing that we can cope up with this downfall of oil the
cost is through this cost cutting and other alternatives to save
cost. So this is the only way for us that we can survive in this
difficult time, the example of this kind of strategy which i
Two monitoring like for example. Before I said filters will be
used for 4000 hours. Like, for example, the air intake filters of
the turbine, let say for example 10,000 hours you need to
replace the filter, but through monitoring, you can see that the
differential pressure (DP), across the filter is still okay. So you
can say that we can see those each one through monitoring.
We can still use it up to 5000 instead of 4,000 or 10,000 we
can make it to 11,000. So you can save 1000 hours, through
monitoring, you can see that one okay, because for a long
time. The DP across this filter It's okay.
We have a monitor in the (Downgraded control system (DCS).
We can check it daily there. Like all the parameters of our
turbine so we can see the DP across this filters, the pressure
up to these compressor or the pressure up to the, the
expansion, like that. So, every day we can see it in the DCS. So
that's why you can see that this one still ok, because it is in the
DCS, we have a daily monitoring system along with the
checklist. And then in the field we can see it also.
Yes, because for the equipment there is no such 100% failure
free, because there is a failure in the equipment that may
happen anytime even though how good your maintenance
implementation is. So even you're doing everything, but it
failed sometimes like the bearings. Yes, the bearings will fail.
So, even if it's not in the time that you need to change but it
fails already so there is a design failure also sometimes. Based
on my experience. Also, we change the bearing, but vibration
still there. Again, we change the bearing again so and then we
concluded that maybe this bearing we check the number of
the bearing and we found out it is only applicable for light duty
only, and then the requirement is for heavy duty application.
so we change the bearing, which is the design issue and after
that it is okay. So something's like that.
based on our experience because sometimes you know the
problem is, there are some technicians that they are need to
change the mechanical seal. And the bearings, of course you
need to change. And then the technicians is not known that
much experience so they are not checking the bearings, the
bearing serial number and specs, they just installed and then it
relies on also to the technician expertise and competency.
Yes, It happens to us based on my experience that we're
always have a vibration on the equipment, particular for the
pump, that is used in our in the production. So, it is very
critical pump. So, we are always changing with the bearings,
mechanical seal because it always got damage so we need to
change and every time also we are changing it. Okay, and then
the company don't want to stop the operation. So they said
request spare parts like bearings and mechanical seal so that
we can install it. And then when we need scheduled for
shutdown, we are checking it we are wondering what
happened, why the bearings, can cause enormous high
vibration. So we notice that the piping has a stress. So we
investigated and found out that the piping are in the offset
obal Industry Performance Level of Implementation of the Assurance Management System for Critical Asset; A Mixed Metho

e assurance management system in Integrated Maintenance Management System Implementation?”

SE-2

Currently, we are using recent computerize maintenance

system which is the SAP (system application and products)
plant maintenance, and aside from that, we are also working
with our manual monitoring of our asset like this data sheets
through excel sheets monitoring. So currently, we are using
both because some of our critical assets, the system's not
there. We are doing using those manual monitoring in Excel
sheets, data monitoring.
With our maintenance management system, especially now,
which we are, we have a new system now, using by the
company, this SAP planned maintenance is a software. And it's
a very useful tools in our monitoring. So, one of the key
functions of this software is we are able to identify and follow
the different types of maintenance. We have the general
maintenance, corrective maintenance, breakdown
maintenance, which are the maintenance programs that we
need to follow from time to time.
Yes, that is the very nice and very important question and
need to do to avoid any breakdown in our work. So for this
maintenance this corrective maintenance we have breakdown
maintenance, we preventive maintenance and general
maintenance in my experience the most important here is the
corrective maintenance, corrective maintenance if, for
example the incident of failures is hitting that something's
wrong with the design, so, that's how corrective maintenance
work. So, you need or redesign your system or your operation
and collect data what are the reason of this repeating failure.
So, this are very important.

Then after that if you have, there are four maintenance we are
following the breakdown maintenance, corrective, general
maintenance, normally the general maintenance is this the
normal things we do, like if there are spare parts broken, we
repair replaced with the parts and repaired, it is our repeating
only we have also the preventive maintenance, the preventive
maintenance is that, for examples we are now in our system
now, we are using preventive maintenance we are receiving in
our emails, the notifications, preventive maintenance is
designed normally, either it's periodic, or running our
operations sample for the pumps, we have a two notifications,
which will come first for example every six months, we need
to overhaul the pump, or maybe every 10,000 hours, we need
to overhaul the pump again. So, whichever, whichever comes
first, then that's the one we need to proceed and when
another notification will come in our email and to make that
action.

Yes, what we currently using right now is the SAP plant

maintenance. So, through this you will be able to see the
stocks of spare parts you need in your maintenance, for
example in our case the pumping stations and pumps and
Actually in the system, as I told earlier. Being if you are in
charge of the like you have some managers in your company
station. So, you need to follow them to follow those especially
those fast moving materials, normally fast moving materials
like MCCB So, at least in our site in the second step in the
pumping station, we are keeping such number to any
breakdown is available and if that is being in charge, so, we
are we have a routine checking in the system because you
know that the store people our store officials are not knowing
this material. So, we are the being in charge of the operation
we are the one to follow up this. So, we are checking every
time if these are still available, what's the stock is we are
maintaining what we call the buffer stocks if the stock is below
the proper stocks. So, we are requesting the purchasing
department that we need the stocks. Yes Sir, We call it the
buffer stock
Ah currently, it's not available in our system after that's why I
told that we are manually checking it every month, twice a
month we're checking it, especially now if for example we
have to buffer stock system so that we are able to protect our
operation if there's any breakdown like do we have on site
buffer stock okay, we have on site buffer stock and we have
this online other stocks from other store, from other sources
come from on site itself. We are monitoring our stock so
example, I need a mechanical seals such this number serial
number that I have a sample I have pipe in my own area. So in
my five area I have minimum buffer stock if it, If use already
two or three. So it's time for me to check the system. Is this
available in the other area? Maybe it's not then we need to
inform our purchasing department that we need this kind of
spare parts.
Yes, some of our farms especially newly constructed pumping
station, we have the system and I think I have one only in my
current hand and others are on manual operation. This we are
very dependent with the PLC SCADA system.
So with this PLC SCADA system, it is connected to our main
pumping station monitoring. We are able to see the pressure
like in my side we are in the water distribution business. We
are able to see the flow, we are able to see the tank level
because it's very critical for us maybe we are pumping or
pump is running and the tank level is low, Or maybe we
burned our motors, so currently we are using this SCADA
system.
Yes, yes the pressure and flow is being monitored the record
like I have one location in my remote pumping station, maybe
around 50 kilometers from my monitoring. So, we have this
SCADA system, where I am able to see it in the main pumping
station. So, I was able to know if there and it has a protection
itself, we have the minimum pressure and maximum pressure,
if the pressure reach to the maximum pressure, we have the
system to shutdown, it will shut down the pumping station if it
will reach that maximum pressure, but minimum pressure also
Normally, it occur when there is a breakage in our line, that's
why pressure drops to a certain minimum level. So that's the
time also that our system through PLC system it will shut down
the pump.

Yes, it is a very helpful system. But on the other side, there is

also a so called some negative impact for the operation. You
know that when we are very dependent with the system, so,
we will less people now, less people being on duty only
routine checking only Hmm, but during the operation there
are times that this the comparison between system there is
sometimes there is instrument error only, but not it's no effect
in the because we cannot guarantee that all instruments are
They currently were using the preventive maintenance system
in our lab. Normally we are a we are receiving emails priority
SMS we are receiving this flood and this is the time to start like
changing oil greasing. And as I mentioned earlier also the
either time base or you they because normally pumps we are
using to monitoring the time base and time base and periodic
it means every six months we are doing this certain
maintenance, time based, based on the running time of the
pump, so it is very important that our people and we need to
follow the regular schedule aside from that also because not
all in the preventive maintenance is needed to put it in the
system, or else we will receive a lot of emails and notifications
on that, we cannot handle, so still we are in my sights still I am
using those basic log sheets or Excel sheets that this time
specially those inspections, so we need to push and proceed
with that. So two system we are using we have the SAP
maintenance preventive program and also our routine manual
excel sheet checking or whatever instrument, so that is all in
normally what we are doing through system.
Yes, sir. That is the, what we are doing. Because we need to
ensure by our people to check normally we're doing bi
monthly so twice a month. You're doing all this instrument
checking and yes that’s it.

Yes it's a it's a included with that we calibration is included in

our preventive maintenance in the SAP we are receiving email
on that for the calibration.

The checking are normally for the, especially we have the in

our pumping station we have the pump curve, So we are doing
a random we have a checking on it, if this is the pump
capacity, still in the curve or very low or very away from this
curve realistic curve, so the way we recommend maybe even
without receiving the notification, we recommend to do the
That is a very nice question, but currently you know that in our
system now, I am very dependent with my internal
maintenance team, fully we have a maintenance department
team separate addressed to other department in the major
problem we are the one attending for this problem example,
the motor get burned and we cannot operate anymore. So we
are the one being in charged. So, in my side being in charge I
was, so very important for my people I always review what are
the trainings available for my operators and technician which
is suitable, so that is very important the continuous training of
our staff that is very important that they need to attend, we
are sending these people to attend training either internal or
external trainings available.
That is the point, actually I have some difficulties to decide
because really you know that we love our people, but we
should train them appropriately but some of our technical
people they are away, we are not so well with the technology
to adopt that technology. So, the only thing I can decide this, is
that I'm forcing them to learn, but some people really need to
learn. So, these people either better this manual operation
pump station and now before this newly hire you know, this
newly hired, they are so aware for the computers and even
they are new, but you just need to guide them and quickly
they learn. So, aside from my operation, technical advice, so,
they are the one I am recommending them to do proper
training to attend training for this system, especially with a
new pumping station is handed over to us. So, we all we
always include this package, the trainings of operator will be
provided that contractor or consultant. So, that is the thing
that we need requirement like this pumping station we have
now so, all our operators assigned here done technical training
from the, contractor and the consultant itself before it was
handed over to us.
Yes, this is predicted maintenance implemented or as I
mentioned, this one we have this preventive maintenance and
we have also the this one I'm telling now the corrective
maintenance we have in the system. Now the corrective
maintenance, I think this is the most important maintenance
program, because in the system where we are receiving emails
notification from us that you need to start demanding either
general maintenance, preventive maintenance, what the
corrective maintenance is initiated by the manager or by the in
charge person, this preventive maintenance, this is one very
important why because it will avoid repeated because a
repeated method repeated general maintenance, then you are
able to implement the corrective maintenance, the preventive
maintenance will follow based on that corrective maintenance
once you corrected it already, but it means it has less chance
of breakdown, then we will check our preventive maintenance
to follow based on our corrective maintenance upgrade.
Oh, actually, when we started this operation, because this
bearing monitoring is not log in the system. So that's why
we're still using the old system. The excel sheet check list. We
are using this excessive, we are able to we give instructions or
operators or offer to check the bearing coupling motor bearing
pump bearing we buy laser thermometer gun and they are
logging in hourly, per hour they are logging the temperature of
this bearing and also including the we are monitoring also the
voltage the arm, the amperage. This is very important and
taking care but that's why it's the still advantage. That's why
we did even though We have this SAP system or SAP plant
maintenance, Still we are you doing our manual Excel checklist
or monitoring.

For our work that already implemented it has a less chances of

breakdown when our preventive maintenance has been
Actually This is a very tough to decide to balance this decision
because we have this system, and we have this manual
system, which manual system normally require more
manpower, like that. So, the company is working on that.
Hopefully they were able to came up we made some
recommendations as we stand before, we cannot meet full
remote monitoring or remote operation at least as much as
possible we can reduce our manpower, in a day, there should
be one person there to monitor the system not completely
that remote operation. It's very critical when there is
emergency breakdown. happened and nobody there, The
customer is suffering. So we still insist that at least once a day
there should be one operator to check manually all on site.

So new technology we observe is very cost effective, The more

reliable, less Human made error or the system is generated
based on the maximum and minimum limits. So very cost
effective. There is the less manpower. In terms of salary, there
is less manpower, but I think there is also disadvantages on
that, as more amount of money invested or a lot of more
money also involved to implement this one. So far, to tell you
frankly I’m not much aware of this comparison, actually in our
pumping station, we have the first pump to be automated, but
for the new pumping station, I keep only two person's
assigned on daily checking. Normally in our pumping station,
we shift from 6am to 2pm / 2pm to 10pm / 10pm to 6am of
the 24 hours shifting. So as a matter of salary of people
reductions, but still rely on the new technologies, because
There is human error is being avoided. But sometimes due to
current demand or client requirement they are tend to open
the valve more and this is the good thing on that if there is
available people at site.

Yes, I like always to adopt new technology. That's the way we

Currently we don't have that system in place. The more we
rely with our feedback only, from our assets, we don’t have
standard format. For this one, we are having feedback only if
any difficulties. We are not only giving feedback that we have
difficulties we are also giving feedback, What is the good effect
impact of this new asset to us, we're giving feedback to them.
In the same way we can use this as reference for the new
project. This is very good so we can implement this to other
area like this. So it's very important to tell both sides, the
negative impact and the positive impact of having the remote
monitoring system. Currently the company is not adopting or
we don't have officials system to address that issue and feel
up that feedback with our management.

Normally, our PPM monitoring system is to reduce the

breakdown maintenance because, for such like this we can
improve the system performance. You know, pumps are
designed already before it was installed. To improved this
running hours it maybe difficult, Maybe sometimes but still we
are keeping with suppliers recommendation on certain
running hours we need to do this kind of maintenance
required. Because our KPI target is more focused on reducing
the breakdown maintenance or any sudden breakdown.

This is already overload of the demand so we need to upgrade

the pump for that is that is the thing in our maintenance
monitoring system. Some of the area already expanded
That gap general, normally in our case, we are always having
water consumption monitoring for example, this pumping
station has cover this area. So we are able to monitor what is
current consumption is it in the same capacity now with the
pump then that is the problem. It is it is a still we have
allowance for 20%, how many years. It will take before our
pump are unable to supply the demand. So, that is the thing,
our justification we are writing this reason that after two
years. At least minimum before two years. When your capacity
is already 80% (80 to 90%.) Now is the current one, now is to
insist to upgrade our asset. Even for our tank not only the
pumping station some tanks now Currently we have four 4
million gallons tanks in this area but the demand is already
reaching 6 million gallons. Daily demand. So actually the tank
demand is design to have at least two days or 48 hours. So,
right now if we have. You are now in the four million gallons,
but your demand is the 6 million so that's need now to provide
your justification based on that. even not only to keep
additional, you can find a good location for the tank at higher
elevation to have more pressure to our customers. Those are
the studies that we need to submit to our asset department.
Yes your right and that’s correct. We are the operations
department. So assets department is very reliable that require
the feedback of the operation especially for the hands on of
the critical asset.
So their main function or their main job is to monitor the
effectiveness, like for example the effectiveness of the new
system. Ex. They have are the one engage with the new
technology, consult that is talking to them. This is the
proposals, then they are the asset department is the one
deciding which area to implement this type of project. What
we have is the pilot project. Then after that it was
urance Management System for Critical Asset; A Mixed Methods Study”

Management System Implementation?”

SE-3

All right Basically, we are in the food manufacturing industry.

We only rely first in our preventive maintenance. So, in our
preventive maintenance. We have a lot of numerous schedule.
It depends upon the schedule of the equipment, how it was
used. And basically, the maintenance will go on quarterly or
monthly semi annually, annually. The PM It depends upon the
equipment use.

Yes, basically, it's a very important from our point of view or

from our based on my experience.
Actually we have we called, KPI or Key Performance Indicator.
Okay. Say, on that on that KPI. Oh, we identify each or what
equipment, which are critical in our operation. On that KPI
also, we monitor what is the downtime of that equipment, and
base on, this system. Oh Right, on that report We will now
know equipment we are going to focus according for their
performance and needs.

This software we have ERP (Enterprise Resource Planning)

which is the SAP, which include monitoring of manpower,
spare parts, and the inventory. And lastly, maintenance
requests which normally requested by the other party's like
operation, production department, and other departments. So
our SAP, it means these are the computerized maintenance
management system or software we use in the
implementations of your maintenance management.
Oh, based on our inventory, basically we have what we call
min -max (minimum maximum), which determine the stock
level of spares through the system. In orders for us to have a
balance inventory of our spare parts, we need at least as a
minimum stock of a Certain spare parts in order for us to
continue without disturbances in the implementation of
Preventive or predictive maintenance, or corrective
maintenance. This min/max is allowed to us to move freely in
our PMS implementation.
Okay, based on our procedure if The level of stock, which is
the minimum. ok, There is an information or notification
coming from the spare parts. store So maybe on a minimum
level, level. So they need, or we need from the maintenance
side to reorder. And also on the monthly basis this part store
for or maintain our store, they are submitting to us (The
maintenance department), the status on the level of stocks on
a monthly basis, so that We have an overview of what We
have in our store.
This notification will be sent through hard copy. And, of
course, they will also send to us through official emails in the
form of an attachment by the maintenance store to
engineering department. so both we are using.

Okay, that's good, and how you ensure the availability of this
required spare parts to avoid unwanted downtime? Because
sometimes maybe from the store they forgot to give you
notifications, and the shift in charge is not aware, Maybe he's
coming from vacations, and there is no proper handover. So,
how do you avoid these things.? What is your arrangement, or
what is your system in place?

Yeah, what you're saying is that, in the soft copy there as

availability. But in actual stock There's no available, So, on, my
Okay, yes. we have actually our control room. In our control
room, it monitors, 24/7. Oh right, So, this control room is
equipped with building maintenance system (BMS) where in
all our critical equipment is monitored through BMS by one of
our control room staff. So, whenever there is a complaint or
there's an alarm, our control room staff will call inform us that
there is a trouble in that particular location.

There are some critical equipment which we can take the

control like the boilers, Okay. If the boiler trips. Maintenance
control room they cannot do anything. So, we need to go or
somebody will go physically to check. In order to assess what's
the problem. And if there's, needs to be done, somebody will
attend not by the control room. But we have also some
equipment that they can reset, they can accept. Like our
rollers for the shear holes So, if the, if the moving hangers
stock, they can see what's the problem and they can reset,
they can send to anybody, and any destination they want.

You know, in order for us to attend On a minimum time. Okay,

maybe that is one of the reason, since to go on certain
problem directly on the side. It will take time. So, it is very
easy for us to attend remotely away from the location of our
critical asset. And then, just to save time that lesser manpower
will be deployed.

I think our company implemented remote monitoring because

of the cost it can be save which identified immediately which
critical asset failed. Maybe for me also, because in food
manufacturing we have a lot of departments. Another reason
for us to attend on a second activities. Okay, which was need
for time with very limited manpower. This procedure is very
important.
Before we start for the actual operation, we prepared the set
of procedures on how to handle a certain equipment Okay, it's
what we called the standard operating procedure (SOP) where
in the team is responsible in preparing for that then we
trained the end user. So we implement the preventive
maintenance also in the appropriate manner.

We have the system calibration or third party calibration

required by our safety and legal, like the calibration. You know
for example, our man lift and elevators. Yeah, every six
months it is required to get a third party certification. So, it is a
required by our safety and legal department, and also with
this it eliminate the time losses and also the incident and
accident has been avoided that resulted from the failure of
our critical asset which is the most important. Yeah, and also
the machine downtime, by doing this functionality It's not
totally eliminated, but we manage to reduce the risk of
potential failure and control the possible cause of breakdown.

As I've said before, for company the advantage of having this

functionality system implemented is to ensure the safety of
the people and also for the company reputation also as long as
you are following the system. The safety the hygiene specially
the hygiene as long as you comply it is good for the company
and give advantage to the company.
Yes, All right. We have a training for our staff, and they are
exposu locally and internationally to help them boost their
learning through our HR department. In our learning and
development program we have implemented also the in house
training based on the needs of the technician. That's why we
have HR department. They have a numbers of trainings with
regards to engineering, maintenance and also other aspects, in
order for us to boost our Knowledge. The said seminar is from
the lowest rank to the top rank based on the training matrix.
Aside from the training provided outside the company.

We are conducting survey semi-annually to each technician.

One of the question asked on the survey is that aside from
your skills, what are the others skills do you need to know. So
we've gather all the survey results and we analyze it based on
their response. We will finalize the result these on ascertain
technician in order for them to grow. Most every year, but
before the pandemic it's twice a year twice. Yes, we're getting
all the research and they will, and they. And we will resource,
and they will resource it, our HR department training. Training
Department training department.
Yes, anyway, if there was a new equipment. We will find it out
that before the operation, every concerned personnel will be
trained. Even the cleaning department, how are you going to
clean the machine, how are you going to clean the equipment,
even the Safety Department, even the hygiene, and
engineering also, aside from the production, The personnel
and the end user. We as and engineering departments will
insist with this training.
Actually This predictive maintenance is quite confusing part
for the maintenance management system where just rely only
on our measuring devices like thermography test kit. This
thermographic test kit is like our SMDB, our electrical panels,
We have an annual inspection, So if it happened that there is a
hotspot for loose connection in the panel that can result to
high temperature. We will now prepare repair for this
maintenance, and we will now, consult with the end user for
the affected equipment for this hotspot Electricals.
We have a lot of motors but is not as big as heavy industry
motors. If the motors is less kilowatt rating, the coupling
installed will generate a small variation for the vibration it can
absorbed, So minor alignment is needed and acceptable.
Based only on experience, we use a very basic tools during the
alignment.

If we found that there is a possible break down Based on our

test and report. We will just schedule it automatically as early
as possible. for food manufacturing it is quiet long to prepare
for maintenance shutdown, because we have a lot of end user
needs to be to be consulted.
Based on my experience, we are using second hand items. So,
once we replace a non serviceable items. We are sending it
outside for repairs, like motors, parts and then as much as
possible all imported items which can be manufactured
locally, as long as the quality will be will be suffered we are
doing that, in order to save money. We are sending it outside
and repair it locally so that we have now spare with repaired
items.

Oh, we are using that base on what is the most critical

equipment like boilers, So, basically, we have two boilers, one
running and one is standby and the operation will be
alternate. Based on our operation, the alternation will be
every other day, same with other equipment and air
compressors.

You know, if you got break down and your equipment’s to

stop that affected your operation, this means that no meals
will be delivered to the airport it is Automatically 25,000 US
dollar every 15 minutes will be charged by the airlines to our
company in every plane delay for takeoff. It happened from
the past, but it's not engineering's fault, rather than it is the
operation's fault. So far the maintenance management system
implementation is very effective. As of now I don't have any
computation, but if you are giving me sometimes, I will give
you some data.
We have a study, but the exact data is not available, because
this figure is not in my hand. So, that is what we are doing.
Yes, we are not monitoring the overall KPI of a certain
equipment Based only on its performance.

Okay, let's say, there is a lift or elevators. So, our control room
they are receiving a lot of complaints they will register it on a
So far we are only relying on our preventive maintenance, so
during our preventive maintenance we are just analyzing what
is the status of our equipment. Okay But for example in the
boiler is not okay and we are monitoring the smokestack
temperature, if there is an increase. So, so this is part of that
program we are doing in the system as part our daily routine.
we have a checklist that we need to fill up from time to time.
and in that particular case, there is a criteria or range, that if
is, go beyond that that limit, it means something wrong. So,
what is the next step. Then will just analyze, what is the root
cause of the concern. So, if this concerned beyond our
knowledge we were just consulted with the original
equipment manufacturer (OEM) representative here locally.
And also the same like the chemicals which we are using in the
boiler, we are also communicating with the chemical supplier.
As far as I understand, as I said before we are always
monitoring the end user, Because we are only engineering
only support like that, end user we are always watching them.
If the end user misused or mistreated, a certain equipment.
Like, not following the SOP or any violations of the standard
procedure which is not allow. We send the system notification
through email, and we send it up to their top management,
informing them that they're not following the normal
procedure. So, we are charging them a certain amount That
this the repair cost of the equipment failed due to inaccurate
usage or not following the SOP. Let's say, they broke the
cripple door which they are doing on the backward position
for unloading the materials and they hit the cripple door. So,
we will send system announcement informing them that the
proper door is that will be used for a second time and then we
will issue SNF system notification form by the driver during the
backing operation then it will costs, let's say 15,000 just the
repair cripple door to the higher management. So, the higher
management will think now the possible solution in order to
avoid or repeat the same incident in the future.

We have like the boilers and we have quarterly preventive

maintenance and annual maintenance. So, this activities will
be done only by the manufacturer or by the third party or
manufacturer representative so whatever recommendation
they recommend to us then that's the time we will just see
how we can achieve or how we can get this recommendation.
So this is only applicable to all equipment’s tag as critical we
have like that third party representative or original equipment
manufacturer representative, doing the evaluation and
assessment, every quarter.

We have an internal audit and we have external third party

audit. The Internal Audit It's composed of a representative
ds Study”

SE-4

In our Maintenance management system is implemented by

having a weekly 8 hrs. down day &
maintenance. All maintenance delays are recorded and one
day prior to down day, there is a
down day maintenance meeting conducted by maintenance
planner attended by section heads of
operation, mechanical, electrical and workshop to discuss
down day activities. During down day meeting, priority
maintenance jobs are being discussed and agreed by section
heads.
Each priority job is being handled by a supervisor or senior
technician as a team leader and proper timing is allotted to
complete each job. Maintenance planner is checking the
priority jobs
according to the timing completion based on the planned
maintenance down day activities. We are using SAP (System
Applications and Products). It is easy to use and this is the
software use by our company for 10 years.
Inventory done by our central warehouse which is under
Procurement Dept. All records control of spare parts from
purchasing and delivery to end users are under procurement
dept. Annual budget of spare parts are determined by each
Dept. and approved by senior management. Each dept. is
responsible for creating purchase requisition which is
according to the annual budget and annual consumption. Each
Dept. head is aware of the lead time of the supplier which is
six months.
Actual list of spare parts, goods movement, tracking of PRs
and POs can be monitored in the SAP
system. This is to ensure the continuity of the production
therefor spare parts must be available at all times otherwise It
will create company losses if there is no production.
Proper maintenance and proper spare parts. We have five
types of maintenance in our organization which are strictly
implemented to ensure smooth operation namely, we have
Breakdown maintenance, Preventive maintenance, Predictive
maintenance, Routine maintenance, Planned maintenance.
Skilled personnel and proper spare parts. Of course,
Department head must know who is the reliable person in his
team.
We have vibration monitoring technician as well as instrument
technician. Besides the shift
technicians report immediately and abnormality of any
machines observed. It is being planned during weekly down
day.
We implemented Preventive maintenance and better spare
parts control. Proper maintenance scheduling and control of
cost of the repair.

Less stand by spare parts not moving goods and decreased

downtime of production by effective
maintenance system. Critical assets must be of good quality
and PM activities are performed before equipment failure.
By frequent breakdowns means something wrong with the
maintenance system. Through our maintenance system
mentioned in in #9 and reaching the annual production target,
then we can say that our system is effective.
 SE-5

So, right now, we are operating and maintaining the

wastewater treatment plant to cleanly So, we are catering all
the ways coming from Elaine and coming to our plan we are
about 25 years contract with the ACC to maintain and operate
this plant maintenance point of view. So, we need to make
sure that all the equipment’s are all in good condition if
there's some breakdown, we need to put in surplus we need
as soon as the end and you know we need to make sure the
reliability of all the machineries.

Yes, we are also dealing with the renewal means if the asset is
not performing or the asset is not design in our current
operation, we conduct some study how to upgraded or worse
cases is to renew it.

So, initially of course, we need to identify those criticality of

the critical equipment’s, we are using some matrix how to
identify those critical equipment’s. Mainly it's depend on the
safety depend on the effect on operation and this is the main
two reason how we find the critical equipment’s.
So CMMS is a giving a big role in this monitoring of critical
assets. So, we are using infor as our CMMS. Infor EAM stands
for asset management INFOR asset management software. So,
in this in this CMMS software, we are able to track our
maintenance records and maintenance tasks maintenance
performance and all aspects of maintenance to the critical
asset, also we are monitoring also the manpower used and the
cost as well.

Okay. So, our software as I said we are using INFOR EAM. So,
from the creation of work order until closure, this is what we
are using. So, the first thing is operation will create the
worker, so it will approve by operation supervisor, then after
approval it will come to me to assess the work order then i will
further check to distribute either it is mechanical, civil, or
electrical. So, we distributed it to my guys who will do it then
it will go to the planner, then he will check the manpower
availability, they will check the as well the materials required
or the spare parts required, then if it is available and we will
start to do the scheduling. So, as critical equipment, so always
in those critical we have already a marking there, for example
a 123 it's always three, and if it is the likelihood that if this will
fail, this is also an additional criteria. So it is the product of this
likelihood and criticality is high, immediately without any
analysis, this we need to be prioritized in our schedule. So
after it distribute by planner, it will go to team leaders team,
leaders will distribute to their technician who will do then the
technician will let's say did the job. So they will close it, and
then it will comeback to team leader for checking the what is
done in the work and it also analyzed the failure mode, failure
mode and the mitigation then it come back to me and come
back to operation supervisor then close so this how our
system maintenance CMMS goes.
So, these are purely manual so we already identify the critical
equipment then. So each of critical equipment’s identify the
critical spare parts. In that critical spare parts we also put up
an automatic order we call it min max (Minimum-maximum).
Yeah, it also depends on how we change the spare parts. This
also includes consumables in min max. Yeah, it also depends
on how we change the spare parts. This also includes
consumables in min max.
Yes, All right So, when it reaches to the minimum level the
system will generate, actually it will give an alarm only, it will
give an alarm I will tell to the store keeper to generate
purchase request, because this will be like added to the other
requisitions not only a spare parts, so, the store keeper is the
one will accumulate and categorize those requests you know,
we have electrical, should be electrical only and
instrumentation these are as per suppliers.
Yeah, as I said before, this is why we put in place this min-max.
So, once this critical parts meet the minimum requirement it's
automatically reorder we consider already here the downtime,
including the delivery and some delays in during the process.
Actually in our plant, we have some standby equipment’s. So,
we have on the go and we have standby, most of our
equipment standby units. Yeah, exactly. Actually we have two
duties and one standby.

Actually there's no clear rotation, just when the main duty is

running when it is break down then we will put the standby on
replacement the one which is at the breakdown. So, there is
no rotation and it is purely standby.

No, It shouldn't be like that, there will be an alarm of the of

the duty one then this is where the operator should switch off
the duty one and put the standby one, because you know we
have lots of valves, where in all the valves are manual, so the
Okay, this plant is designed for a SCADA system and even one
SCADA operator only this plant can run, because everything in
here is monitored and it link through the PLC system. Even in a
night shift, we don't have any issue even though unman. That's
especially for those critical equipment’s we have a tracking or
we have a trend for all the critical equipment’s, we have
temperature, vibration, and current. It's depend also and this
is the main trends that we are following in this trend. So its
depending on the asset, which one need to monitor, but this is
the mainly that we are monitoring to the machine, vibration,
temperature and current. All these three we have our record,
we have history, anytime we can get it to our SCADA and trace
it up and analyze the performance of each of the asset.

It will help a lot especially in manpower. So the main thing is

manpower, you don't have to have extra manpower just to
monitor those equipment, only one guy in the SCADA room
who will see all and operate all I mean, on the plant itself, only
the operator will do is like resetting or putting some chemicals
for dosing chemicals area. And this mainly the operator only is
doing is resetting for some of the trip alarm, just go to the site
and reset.

Actually this is from the start. It's they are doing that. I think in
other also, and my previous work, which is purely manual, it's
really you need a lot of manpower and in our case, totally we
are almost unmanned because the all operational in alarms we
can see in a control room.

Yes. As soon as we make sure that all the alarms or I mean the
indicators are properly calibrated and check. We have
preventive maintenance on that and actually some of them we
are doing a third party calibration that makes sure that all
these alarms are accurate on time.
So, first we have the (SPM) we call it the systematic preventive
maintenance, It is really critical. So, we are closing monitored
this asset because if this asset will fail it's big impact to the
operation. So, we make sure that the proper implement and
hundred percent completion of systematic preventive
maintenance. So SPM means This is a time based maintenance
which automatically generated by CMMS or by our INFOR
EAM, we need to make sure that this is 100% compliance and
time to time we are checking the performance and also the
functionality of the critical asset.

Right now, we are basing on the number of work orders

means correcting work orders that we will make sure that we
address the most work order which is specially those whose
repeated breakdowns we need to find the solution by applying
the root cause analysis on those failure, and implement and
apply what is the best preventive maintenance to stop these
repeated breakdowns, actually we are also tying up with our
third party or original equipment manufacturer (OEM)
representative and distributor, especially those critical
equipment’s. So, we are tying up with them, in terms of
overhauling, maintenance and other reliability methods to
make ensure that our critical equipment’s are in always in
good condition. So, we are doing a SLA so means this like call it
SLA (Short Term Agreement) or like an annual short term
agreement unwell service agreement with them. We have
short term, long term it's depend on the criticality of asset.

Yes, exactly. It's depend on the criticality and you know, for
example, in our blowers this is like a turbine. So, the special
specialization in our side is less, so we need to have to tie up
with this this company to make sure that our assets are in
good condition and available at all time. So depend on asset
how we deal with the tie up with a supplier or we analyze by
For us, it's automatically it's my job, I mean, the top
management as we are only a smaller team, all this type of
maintenance upgrade is only will come back to me and i mean
the management or the top management is with us as,
actually we are doing a yearly evaluation of maintenance, if
the higher management is not available, he will send his
second to the rank we discussed actually they are the part of
the evaluators of this manage maintenance review.

So our our higher management is always with us. In terms of

this activity, they're always on top, so its like not only but also
our part of KPI to accomplish or to upgrade this critical assets.
So these, how they manage it, they added to our KPIs as a
target.
So in terms of maintenance, I need to make sure that the time
always updated what is happening in terms of maintenance
especially now it's a IOT age, and AI state now as we live in this
era. So actually I’m in touch with the SMRP and I'm attending
their training to this to upgrade my competency and also as
well we have in our company, because we are a multinational
company. We have a tie up with Veolia, which is in France and
there is like a Learning Hub which we can enroll in learn and
you can enroll on that learning hub as per our competency to
upgrade ourselves, and also some community to that we can
ask if we cannot solve some or we need some technical,
question, we can ask those community and then they're
happily to reply. So we have lots of means and ways to
upgrade.

So far, we don't have that system. But eventually, we will have

that competency tracking system but still not implemented,
but still a plan for the meantime, but so far. We keep on
upgrading our staff by giving them technical trainings.
So the first one is vibration Okay, actually we hired Third Party
just to take the reading and analyze the vibration reading in
our critical equipment. We hired them of our asset to perform
the function based on their recommendation and findings we
implement. We are really aware of our critical equipment
behave just to monitor the vibration of our critical equipment.

Of course, this is one of the indicator of more vibration of the

equipment which is above the required criteria which we have
a color coding there that will give a warning mode that we
need to attend immediately before it breaks or fail. If there's a
high vibration we immediately issue work orders and address
it Correct it.
Number one, what we are doing is the review of SPM or the
review of preventive maintenance, in every task in preventive
maintenance there is an equivalent costs. We make sure that
all the task in the preventive maintenance is effective, and it's
not just a waste. So, this is one, and also now we also
implement, we call it IR. It is mainly like an autonomous
maintenance for operators. For Those small task that they can
do. They have their own work orders assigned to them, which
is remove from the maintenance and maintenance team
concentrate to the other maintenance task to reduce the cost
of the system implemented.

So far I don't have the figure but in the data itself, when we
apply this thing in our current maintenance management,
because we are closing more work orders, we are
concentrating on closure of corrective, and the other of
benefits preventive maintenance It is time taking a job, since it
is second do by operator so some maintenance works,
delegated to them and, as maintenance we focus more on
corrective. Because of that, we reduce our backlogs in the
plants. This was what we found out as the improvement when
we implement this type of strategy in our system. We focus
more on the correctives. We reduce our backlogs is what we
found an improvement in our system When we implement
this maintenance. We focus more on the correctives.

I did not convert to cost just convert on number of work

orders costs. Okay. But at least you have a system
implemented. Yeah. Yeah. More on number of quarters of
courses, mainly are doing when you're dealing with renewals
and major auto loans. Hmm, okay,

Have a system in place, We call it the availability of

machineries like a weekly report that report we can see the
availability of the machines. So mainly the developments are
there, and you can see the can we will pass to our to our daily
report that this will be available, a certain reminder that we
have monthly meeting and delimited. So, those are monitored.

You know when we say critical, we have only few of critical

equipment in our process, so we have. So, there is no certain
program in place to monitor those. As soon as we are working
on it. Make sure that this is in that chart should be always
have the percent available. So far that is the system we are
implementing.

Yes, All our critical equipment’s have trends Thank you cycle
time we are checking if it is within the time. If there is some
spikes, or some abnormal in the alarm and find out, not what's
wrong with.

Temperature we have different area where we're taking

differential pressure of. This is available in our spider. Our
history time the time that we can check for the flaw. We have
also put four critical paths what we are doing is we go the Test
Flow still an efficient. Aside from our online flow meters. We
also put the. We also hiring a third party. But, like, online
portable flow meter in our districts nine, and one by one we
run, we run the pump and read for. It still, it is still within the
More on the number of operators. Some things adapt, so you
need to fill that gap by finding what is the action needed to be
just picking up so yeah okay that's officer.

Yes, of course. Our main indicator is the number of partners, a

maintenance evaluation review so we select the five asset
which is low performing terms of number of orders, some high
cost terms so when our use video that we are looking to find
out for us. Asset we just performing district by serial number
for pointers, I cause, and lots of man hours.

Just our boss is one who's deciding. We have some data. We

have another department now we call it performance.
Performance Team, which is looking up after the performance,
not only on the machine.

Honestly, six months is still, still they are still they are still.
They are doing now is the medical equipment’s first, how, how
this all how the performs. And mainly now they are all focused
on operation and this operation, and we try to reduce costs
because our main cost here is the chemical so first its
performance Our aim is to be first the evaluation out to
reduce our chemical use in the plant. After that, they will
come to maintenance.

We don't have safety or environmental, but for maintenance,

just dealing with our own our orders performance. So it
makes.

Just hear me I implement the scheduling and planning on it,

the engineers, doing their planning and scheduling. But in
addition, and now. Scheduling planning now with the supply
on the unit that they pick is so determinant. You can see the
effect of closure of posting on a property plan. And the
 SE-6

A company implement maintenance management system

using a dedicated manpowerA company implement
maintenance management system using a dedicated
manpower specialized in the jobs, such as mechanical,
electrical, and Civil with a scheduled monthly, bi monthly,
quarterly and yearly basis preventive maintenance.

Yes, Critical assets in the company is important, because any

breakdown can cause big losses, or damages to business and
property. That is why the main reason of maintenance
management system is very important to be implemented by
the company.
Yes. Our job activities as a maintenance team, we are
following a very systematic maintenance program. We have
what we call planned maintenance. We have also the
unplanned maintenance
By means of planning and scheduling of maintenance task to
be done. In monthly, quarterly and yearly basis with dedicated
tasks list for each equipment and building facilities. Also to
track maintenance records by means of an approved software.
That can track and monitor the status of each task. Each have
been entered in the system by the maintenance management
system also can track when it was completed, and also can be
monitored the percentage remaining or the work done. In
other words, full status will be generated by the user itself.
Basically, our company now is using what we are so called SAP
(system application products). Okay, which is I think this is
from Germany, a multinational software Corporation. That
makes the enterprise software to manage the business
operation and customer relations including maintenance
management process, and it is a user friendly with lot of ad ins
and flexibility.
By identifying critical spare parts that are Frequently fail, is the
key to the proper stacking of the critical spare parts. This
should be readily available required for replacing the wear and
tear of Critical spare parts.
The company also ensure the availability of required spare
parts, to avoid unwanted downline by regularly checking the
stocks in the store, but they replenish them from time to time.
As far as I know, there is a system called min-max system,
when the stock level goes below the minimum level it
automatically generate work request to our PSD until it goes
back to its maximum level. This is linked to our SAP system
automatically by means of sending notification to the end user
when it reaches the stock to its critical level or at least
minimum. This system is manage by our material management
department or our central store.
Our company now can track and monitor the critical asset
performance remotely or away from its location by using the
SCADA system monitoring installed in our control room.

As far as I'm concerned. My experience in this remote

monitoring is very limited. However, the tracking and
monitoring of critical assets can be carried out by a team of
personnel incharge for the system. It is use to monitor also the
parameters within the facility where the critical assets
installed like pressure, amperes, differential pressure, healthy
status and also emergency stop in case of uncertainty.

The main reason for that is to ensure the health and safety of
the personnel working in the facility as will as avoiding
business interruption when critical asset fail.

Yes, it is very significant to the company, to deliver an accurate

reading can also save time on data collection, and save
manpower as well.
The company can ensure critical asset safety and functionality,
By scheduled performance testing and functionality test
through the dedicated personnel. This system is what we
called health and safety environment critical equipment and
system. This to ensure good performance and readiness of the
critical assets. In order to protect the property, employees
safety and also to ensure business continuity.

Of course, there are three major parties involved in this

HSECES, we have the health and safety performance team. We
also have emergency response team which are the owner or
are the owner of this critical asset. We have the maintenance
and workshop team who will carry out the test.

Oh yes, actually. We have a monthly testing on performance

testing is already planned and schedule. Our Performance
Team. And we are strictly following the schedule for the
monthly and weekly basis. There is functionality and
performance test form, this is an approved document, which
we called this as an HSE form. There in that form. All the
critical assets and equipment’s are already identified.
Okay, we are actually putting it in record for all the test
conducted along with the findings. If the Critical asset is
working properly then we will not put any comments on that
form. If the critical assets have been observed to be creating
an irregular noise or getting regular performance and
abnormalities. And we will put that into our record. We will try
to correct it and rectify the issue prior to return back the unit
in operation.
Testing of this system is to ensure a good performance and
readiness of the critical assets. This is also to protect the
property and employees to ensure business continuity, as I
Okay, because I believe critical assets is very important to our
business continuity in your company. I think by undergoing
continuous internal training, okay and awareness. And then, to
keep track of the critical skills, which is also a requirement of
the maintenance team. The company created something like a
competency mapping which record all the personnel
competencies.

Align the competency and their suitability to perform job by

giving them in house training and awareness from the
manufacturer or the supplier who give us internal training on
how to operate and maintain this type of equipment. Also it
can be done by providing training from your suppliers
subcontractors, or maybe from the original equipment
manufacturer.
Okay by looking at the date installed, and the number of
hours. Okay. The equipment of their equipment. Running
hours of the equipment. Okay, From there we will know
whether it's time to change some critical spare parts, and also
through sound and vibration monitoring or sound and
vibration checking by the used of our third party who will do
the vibration analysis. If there is abnormalities, It mean its
time to overhaul equipment and lastly by performance testing,
is not giving the correct performance then maybe it's time to
change the internal spare parts of the equipment like seal for
the pump, bearing, and impeller if necessary.
We are also using the temperature gauge which we are setting
and trying to sense the temperature. From our electrical side,
they are using thermal scanner (laser type) to check the hot
spot temperature of the electrical accessories inside the
control panel and they have there own recording system also
as well.
Okay, before we address on the strategy. Okay we are actually
doing a plan, preventive maintenance first strategy that the
company is doing now. Plan preventive maintenance must be
implemented for each critical asset and follow the
recommendation of manufacturers. And with regards to the
company strategy for minimizing its resources, while
maintaining maintenance management system efficiency is by
providing the necessary training and hiring the highly
competent staff to do the job to increase its output and
productivity.

Based on the training of the person. We are ensuring them

that no more competent they are meaning, the less time
consumption to complete the works. If they are competent
enough. Then, we are saving time to complete the particular
maintenance work. This is one of our success.

As I mentioned earlier, the more competent personnel, the

less time consumption to complete the job. That is the
probability. If the person is competent. I'm sure that he will.
He will produce more, and he can finish the job in a, in a
timely manner to pay less time consumption.

by lessening the manpower. For example, I need two

manpower. I will utilize only one. It means I will save 50%
more on the labor, and the benefits to be given to the
employee.

Okay by reducing managerial post as it costing a lot of money

in the company as they have a high salary in our organization
which one managerial position is equivalent to 10 to 15 skilled
worker, and by increasing more competent workforce in the
maintenance team, more competent technician and mechanic
will increase the efficiency of the work.
The company, always measure critical asset effectiveness by
ensuring its technical availability. If your technical availability
is always their at the higher percentage. Let's say technical
availability in all the critical asset breakdown and end user
demand should be at the higher percentage. That is how we
measure the effectiveness in terms of technical availability.

Yes, in our company. We should have at least 88% for the

company as our target, always we should have at least 88%.
That is technical availability of our critical asset. So, when you
track that one it is on monthly basis or yearly basis but we are
updating on weekly basis and we are updating it regularly. Yes,
we are achieving the target.

By ensuring a Very good plan maintenance and unplanned

maintenance. Just in case there is a complaint or shut down
we have to do it immediately since we have a minimum
number of hours to complete the job depending on the work
order.

Yes, immediately we have to attend to it. We should not wait,

especially for critical equipment so we have a very quick
response in order to increase your like equipment utilization
so that's really good management also.
One thing to Determine the gap is through our technical
assessment and evaluation through technical audit. This will
be done internally by our internal audit team from the
performance department who will initiate this task. This audit
is dedicated only for our critical asset based on our own
operational performance standard. The scheme of an audit
program is very detailed and conducted by the team of
technical competent person. Okay. We have also our own
internal auditors for the ISO audit with regards to our process
implementation of the maintenance management system to
ensures that our companies, or a department operation is
According to the quality management system standard which
is included in our integrated management system. We have
our internal auditors. Frequently, checking our department
either we are in line with the quality management system.
They are coming from only one department with different
auditors as per there technical capabilities. Yes, we have we
have this equipment optimization.

We are checking all the asset performance in terms of

Reliability, functionality, through the analysis of lube oil
sample which is done by the third party. We are also checking
the breakdown trend in the period of one year and what is the
main root causes of that, something like that. This is normally
implemented in our heavy equipment (like crane, forklift,
tractor, etc.) and not for the stationary equipment.
 SE-7

Ah basically my role is to maintain the reliability of the

machine with us for glass manufacturing. I am currently the
chief reliability engineer for the whole plant handling
mechanical as well as electrical and instrumentation and to
ensure that the first reached out to me, monitoring,
particularly mechanical is more on vibration and on the
electrical side more on thermography. So with that, we
recorded everything we're doing periodic lubrication. Also, as
well as routine, every shift, since we are operating 24 hours.
And then every shift, which is eight hours every shift there is a
particular routine area just to ensure that the machine is in
good health, any unusual activity or any unusual machine
abnormalities can be noted at early stage.

But as I mentioned to you last week, we have a very big

problem which we are anticipating supposed to be and we are
not 100% that we have not captured that so that is very
challenging for me, as my position is really like critical.
We have the CMMS, but our CMMS is more on the unique
which is the oracle for what we are using. From there it is
automatically generated, things that you need to do. And then
the technician will execute that Ah instructions on time. So
from there, then after they execute then they need to input
also in the Oracle. So that from there you can monitor how
much preventive maintenance you have done and whatever
you missed out. You know automatically generated unless you
execute it, so it keeps reminding you. So you are forced to do
it. But at the same time. Of course, it's more on maintenance
scheduling.
When it come to inventory, we have a critical spare parts
which is maintain through min-max system in our oracle
system. Once the level goes to its critical level, it will
automatically request for replenishment. It is really required
particularly the spare parts, or we can say the Original
Equipment Manufacturer support. They are always giving a full
support for that because this is a 24 hrs. operation that we
cannot delay, let say if you have a blower that you think that is
spare parts is not there And yet it will failed because we are
doing an assessment properly, and that is what we called a risk
assessment on what are the risk involved in the operation so
we need to ensure that the management is keen to support
that.

The temporary of the molten glass is higher than the

temperature of molten steel and it is 1550 degrees Celsius,
once it is burn in the furnace it will burn out easily and it will
melt completely, so that’s how critical is the manufacturing
process so all the supporting ancillaries there the blowers, the
pumps, the cooling system there is all critical i can say, any
abnormalities or any unusual machine behavior you need to
meet the address.
We are always doing monitoring that is the main important
things that are monitoring, particularly the furnace like the
thickness of the bricks. And this, we are doing some trending
and analysis so at least at the earliest age we can monitor
what's happening or Is there any possibility that it may leak
because the furnace is the heart of our system, meaning if the
furnace is leak then all your unloading and annealing area is
totally affected or no use.

Yes, that is the heart, that is the furnace, while the other
support, or auxiliary equipment, we can say the path, where in
the glasses is floating and then the robots were in all the glass
are unloading, still we call it critical equipment, because let
say you're producing the glass and yet, your robot is failing
and cannot hold the glass or cannot unload the glass then
where the glass will go. It will go scrap.

Yes enough to cool down the furnace conditions for at least

one hour. And aside from that we have a backup generator
also for the pump we have a diesel pump. In, ensure that the
operations will be secured it means our back-up generator for
the electricity is that what we have, all several redundant back
up of all those critical equipment. Even though that you can
say back up but still its very critical that you need to test every
month like the Diesel Generator, you need to ensure that the
batteries is always in healthy conditions, otherwise what is the
use of being backed up then it will not work when in needs.
There so many sensors installed in that back up unit.
Yes, if let say by the time always saying the worst scenario, is
that when the furnace is leak. We have all the prepared all the
water supply in that particular area or any area. So at any
given time the hoses are always available on site. And we are
also doing the mock drill In case that there is a unusual
happening there were always ensure that all our people are
trained to address any issues, otherwise If you have all the
support equipment and yet you don't know how do you use it,
it’s useless that’s why mock drill is so very important.
And for us We're also making a video now that we are showing
in our smart boot because we have some TV there on the side
that we are keeping to all those training and awareness. We
are almost simulated actually, assuming there is a power
failure, what is the first thing to do. Where the technicians is
go from that video you can see, they will call the radio
immediately, they will go to the power station, they will
immediately check to automatically switch on the DG.

Ah yes, everything you need to comply not only to the

minimum level of compliance but the highest level of
compliance. Yes, because would you think if you put the glass
where in the top of the building. And yes, very poor quality
then it will fell down on the downside, then It will cost an
accidents.

I would say that we are complying as much as possible to the

current standard in the glass manufacturing business, because
we have the standard to be followed on our product. And at
the same time, we have a standard rules and regulations that
we are following from the Abu Dhabi government as well as all
this ISO standard internationally.
Ah, basically the refresher training is the main thing in the job.
Ensure that the assuming that there is sometime, we cannot
avoid that people are looking for other opportunities, they are
looking for other companies, but we need to ensure that
getting the right people is needed to invest in maintaining the
records to ensure that the procedures are there, even I left the
company or anybody can left, but the procedures already
established, and to tell honestly most of the people that we
are hiring are coming also from the same industry, we are not
finding candidates from the other fields of industry. At least
they know already what is the criticality of the equipment that
they are working and their environment is the main thing in
our company because you know the environment, whether
winter or summer is always summer. That’s why you need to
or you need to or they call it you need to eat the fire first. For
you to baptize to work in the glass manufacturing, otherwise
you cannot work. Because sometimes we are like an
astronaut, that we are fully protected, that we have an overall
protection in our body.

Base on my experience since I working in this industry for 28

years now. You might get the kinky as experience already from
the construction on start up, operation, shut down, again
revive the plant and to upgrade the plant. It means that you
are already experience is Almost all those critical things to the
management on this type of industry definitely there's a
supportive about the plans and programs in order to ensure
that the equipment will not be failed, particularly the
furnaces. I told you. Imagine We have the backup generator in
cases of power available from the We call it municipal grid or
grid.

Ah actually, We are belong to the Dubai Investment Group and

Dubai Investment Group is a very big company maybe you
We are doing vibration monitoring of our bearing and
continues checking also of bearing temperature. Aside we are
conducting also thermography that will predict as early as
possible before the equipment will fail. This is very important
in our operation.
Yes So, I need to say that most of our critical asset is those
who are within the line operating within the line. Although,
even though that there is a backup. Still, we call it critical
assets, because at any given time the back there are suppose
to be the support.

I would say that the glass manufacturing is totally different

from any other industry, because for us its a 24 hrs. operations
and once you started the operation It will Stop only, the
average of 15 years to stop the furnace, because firing the
furnace will take you one month to reach the level of firing
required to melt the sand. That is so much critical particularly
the furnace itself you need to take care because if the furnace
let say leak either on the side or the bottom the site definitely.
The whole bunch of molten glass it's like a lava that flow
anywhere, that’s why you need to take care so much.
I always say, When our company now, I would say with a high
within that level because as I explained to you. Maybe you will
remembered that before any valve which is leaking we don't
care just replaced with a brand new, but when quant came of
course, we economic considerations now ever being
considered. And like before, you're only looking the
operational regardless of the economical value. But now, since
we are there, as a maintenance company So, the economical
operation and maintenance are being considered.
The turnover rate of changing, people or any. I started there
10 years ago, and still the same people which I have seen from
the management. People are not moving here and there So,
that is I think one of the, one of the key indications that before
management, people happy and yet at the same time the
plant operation is still in the top condition.

Because if you will see human capital it is very small part of

glass manufacturing. So that's why you don't you keep it as a
full. The main contributor costs for the glass manufacturing is
the energy cost. We can say that this is the lowest part among
the whole world. That’s why It is a good job for the glass
manufacturing.

Yes, because during this pandemic time, this is the best we can
say the test for the management. Yes, prior to the lockdown,
they show that all the people should stay inside to ensure that
everything is taking care off. And you need to ensure that the
operations will not suffer because of lack of management
support or the support that they can give, they had given. We
actually stay there for almost three and a half of the months

Still producing the output OF the performance systems. From

the day one of the operations, as well as the sales is also
performing well, in spite of this pandemic. Still we are trying to
manage, because that is in the business, this is the concept of
our business. I will tell you that you're not compromising for
the price. Because it's like selling the luxury brand let's say
luxury brands. They have not compromising the quality, as
well as the name, because the name when you publish in the
market, it is very difficult to complete. Especially For a long
time now So, the PPG, our main license which is coming from
the business of almost 1950's. And there have so many
patents. With the in terms of the glass manufacturing. So they
maintain that. It's like, we can see one of the renowned
brands, they take cars. When you see Lamborghini or Ferrari
where there is a what you call it economic downtimes.

We are ISO compliant But we have our own have our own
internal operational parameters that we need to compile also.

Yes, Because right now for this ISO compliance even though
the ISO 55,001 which asset management. ISO 45,001. And
then from that whatever would be government regulations we
are adhering to it. Because, like the next day, civil defense will
inspect our plant. So, everything regulates legally in Abu dhabi
we are complying and the international regulations also as will
as the product which we have produced in compliance with
the ASTM standard means that when you purchase the glass
I don't feel non compliances except the record, you know that
the audit when there is no record, then that is non
compliance, but actually in reality it is being done but the
record to say that you don't have record then you have non
compliance, because the audit is based on the record.
Yes, like calibration, you know that the recommendation is you
need to calibrate everything in my opinion. You didn't
calibrate every six months, then you don't have record so that
is I would say that that is a most non compliance that we are
having hindering recording. Because sometimes standard are
meant to be harsh and to ensure that it is being followed for
improvement.

Since our company is 13, years old, from the time that they
start a 12 years old of operations. The only thing which I've
seen is the trend on the automation which is the past base,
like the robot. So many robots, our robot now. No more in the
manufacturing, because when you manufacture that one 2006
because it was installed in the plant in 2007 and operated in
2009, and the design stage from that time stated the time
2006, how many years now. Prior to that it already exist five
years already in the design in the market, you get what I
mean. It means when you buy high end during those time of
2006 or 2007 and then you install and operate in 2009. Yeah, it
will be outdated. That's it on the hardware how about the
software part by, that time it is high end. When you control it
only on the mouse, you can click everything you get back this
one you can see this one and even the Germany is that they
can open and operate it in Germany. And yet, still the software
is that mean being that biggest gap we are facing right now. At
the same time it is very costly It has windows 98 then you will
upgrade it to the latest version, then I would say that is the
gap.
 SE-8

In our marine operation, we have implemented different type

of maintenance like preventive maintenance, predictive
maintenance and scheduled dry docking based on an
approved plan and schedule. This will be handled by the
technical superintendent within the company. The chief
engineer is responsible for the implementation of this
preventive maintenance onboard vessel. Each technical
superintendent have assigned fleet in each vessel category.
We track and monitor our maintenance management system
through the used of our CMMS like one ERP. The system will
automatically generated based on its frequency like weekly,
fortnightly, monthly, bi-monthly, semi-annually, and annually.
This will be generated within the system and the assigned
chief engineer will be notified through his email. The
concerned Technical superintendent is responsible to follow
up if the job carried out based on the schedule. The system
also will automatically generate report which include the man-
hour allocated, spare parts used and the labor charge to carry
out the job onboard. The software is very useful to our marine
operation.
When we implemented our preventive maintenance system,
the spare parts allocation are included, we have our mini store
onboard where we are keeping our critical spare parts. We
have also our main central store located on the base where
almost all of the recommended spares requirement are
available. When the spares is not available onboard, we need
to request through the One ERP system under material
requisition, from there we can determine the remaining
stocks. In our central store we have the so called min-max
system where in it will provide automatic generation of
purchase requisition to different approved vendors or supplier
when the stock reaches the lower buffer level. We have also a
long term purchase agreement (LTPA) with a blanket contract
to the selected supplier and vendor, where in our system is
connected with them with their available stock. The LTPA is
applicable only for critical spares and other fast moving items.
In marine vessel, we can monitor and track the performance
remotely in real time monitoring of our critical asset in two
locations, one is located in the engine control room where we
have installed PLC and SCADA monitoring device and the other
is located in the bridge though marine display module in real
time which monitor also the engine performance, its
efficiency, the weight of the loaded voyage, and also the
emission level.
Safety functionality test is part of our PM and regular actual
testing on board for our critical asset. We have also
implemented the functionality test and performance of our
critical asset through a defined schedule as per plan. The chief
engineer or other technical officer onboard will demonstrate
the test and will be witnessed by the assigned technical
superintendent. The report will be submitted in every end of
the month. All the findings and observation that can hinder
the safety of the vessel must be rectified immediately prior for
sailing. It is the responsibility of the vessel master decide upon
recommendation from the technical officer onboard. All the
related findings that is not affecting the entire operation and
safety of the fleet will be reported to the concerned technical
superintendent and action will be tracked and monitored until
it is close in the next port call.
We have a training matrix which is being followed for all the
required training to all crew onboard. The training matrix are
prepared by all the parties from operation, technical, and
crewing department. There will is a training plan in each
rotation of the crew which categorize into different type like
mandatory, Safety, Refresher, regulatory and class
requirement, and others. There will be an initial induction for
new joiners along with coaching and mentoring prior to put
him in any job roles and activities during operation. Each crew
will maintain a competency passport which record all the
training done along with its expiry. The training matrix is
connected to our one ERP that provide notification prior for
the expiry of the training.
We have our instrument onboard like vibration monitoring,
laser alignment tools, and thermography for our electrical
components. In our modern fleet like DP-2 vessels, there is
already a built in sensor installed that is connected to our
monitoring system and SCADA onboard. This include also the
emission monitoring like carbon content, Sox, Nox and other
carbon emission parameters that have an impact in our air
pollution.
We have a contract with the third party specialist to do the
health check monitoring of our main engine and auxiliary
engine. Based on the report and diagnostic, if the condition of
the engine is not in critical condition, we normally postponed
the schedule of top or major overhauling and we extend the
operation hours up to the next dry docking schedule. The
report by the third party normally approved by the class prior
to proceed and it will be forwarded to the technical manager
for his approval. In this way, we save a lot of money in our
maintenance implementation through the scheduled
deferment.

We have different target and KPI that we need to follow, one

of those KPI which is related to our critical asset is the
equipment utilization which is 95% need to be achieved at the
end of each year. The other KPI is the less number of
breakdown of our critical asset (main engine and auxiliary
engine) in one year which does not include incident involving
other parties. We have also KPI and target for the number of
test conducted in one year for the performance test,
functionality test, and verification based on the approved plan
at the end of each quarter. The said KPI is reported on the
monthly basis and submitted the performance team wherein
he is responsible in tracking and monitoring of all the reported
test onboard. The test is based on the operational
performance standard document.
In marine operation we have so many audit and certification
like the class mandatory requirement (ISM, ISPS, MLC,
Hygiene, DOC, MARPOL, etc.), we have also the client audit
based on their annual plan, they conducted this audit twice a
year, we have also the ISO audit for our international
certification (like ISO 9001, 14001, 22301, 27001, 45001,
50001, 55001), we have also the assurance audit every year
based on the assurance program, aside from this, we are also
audited by our internal assurance audit team which is more
comprehensive than the audit. All the gaps and system
improvement are identified in those audit mentioned above.
 SE-9

We are working in one of the healthcare facilities in Dubai,

UAE and I’m working under the facility management
department, maintaining the mechanical, electrical, and
plumbing (MEP) and civil maintenance. With regards to MEP
and civil maintenance were being managed manually, using
excel format for all the records, while the bio medical
department is using SAGE-MIMSYS facility asset management
software. For the facilities, still we managed the maintenance
thru our hard copy files, and normally we have sub contractors
to do the maintenance in accordance to heir specialties.
However, we are slow transferring and managing the
maintenance in our HVAC system especially in our chiller yard
by using metasys VI software retrofit existing control panel
which uses BACnet based DDC. ADS server was provided with
latest metasys VI graphics for human interface.
For bio-medical maintenance management is being monitored
and executed using facility assets maintenance software. For
utilities, we plan, track and generate maintenance records
thru building management system. The BMS operator was
monitoring the equipment’s implements the PPM schedules,
receiving complaints from different end-user departments,
assigned task to the responsible staff/technicians and records
everything work that is accomplished. But up to this point, we
are not incorporating the resources allocation and automatic
generation of the work order. For bio-medical its SAGE
MIMSYS facility asset management software were used.
Engineering materials were being monitored by store keeper
and doing the inventory in coordination with finance
department. For boi-medical, internal auditing and flag alerts
are set to monitor the threshold levels of spare parts quantity.
For utilities, it is still the store keeper responsibility to
monitor, the stock and make inventory of critical spares.
For utilities, a lot of outside contractors/suppliers are
introducing to us the remote monitoring and if possible, to
check and correct issues of the system and we still looking on
that possibilities. We are not yet implementing online
diagnostics, although we know it would help making
maintenance easier but still we are studying the PRO’s and
CON’s.
The FMD ensure the safety and functionality of the critical
assets by religiously following the PPM schedules and to some
extent, some critical equipment’s were being monitored 3
times a day to make sure its top performance.
The team are equip themselves to maintain their competence
by a continuing training from the suppliers/subcontractor’s at
least once a year to teach critical equipment. A schedule was
made already for team to be trained by our
subcontractors/supplier’s for almost 6 years from now. To
track the critical skills requirement of the maintenance team a
regular meeting schedule was made (weekly) and have an
open conversation with regards to issues and how to rectify it.
A test, if required was given especially to subcontractors (in-
house). They must have working knowledge of building
systems, structure, interiors and exteriors and grounds so the
facility and all of its required system function works properly.
For utilities predictive maintenance were also planned and
analysis is conducted through parameters such as vibration,
temperature, or flow through it. Identifying faults can be
traced as early as possible and repairs can be done. Predictive
maintenance utilities technology or instrument’s that
demonstrates the range and its purposes examples of these
are vibration monitoring analysis, IR imaging/thermography,
motor circuit analysis and others.
Recently, during this pandemic condition, we stopped PPM
schedules of subcontractors and use in-house staff to do the
maintenance for six (6) months. It is very hard for us, but we
made it possible. But sometimes, we cannot eliminate
mandatory sub contractors for fire alarm/fire fighting
equipment, and other hospital equipment which is very critical
for us that need specialist contractors to do it. This strategy
was successful but temporary only. The issue that may happen
is what if the management says, why don’t we do it for our
internal maintenance team (in-house), since we already done
it.

Since we are maintaining the asset in the hospital, the critical

asset effectiveness are more can be seen in bio-medical
equipment by how we serve more patient in their number and
outcome or the results of their diagnostics, Utilities are
secondary only. We already made policies and produces to be
followed for critical assets, as also required by (Joint
Commission International (JCI).
We have team or committee, who are doing the risk
assessment of critical assets and fills it gap. As of this time, the
evaluation and assessment program is effective and even
more improving due to continuous activities as required.
 SE-10

In our company we always see to it that we put our resources

to those assets which are valuable. To start with that we
started by identifying the critical assets. Critical assets means
those It does not mean the cost of the asset or the value
chain. For example, if an asset, has a direct impact, which
could violate, or affect on the environment of the area on its
values and we considered as critical asset. This is the first thing
we do, we identify the critical asset, and then we make the
maintenance management system of criticality of our asset.
Give you a specific example. In Every company is impossible an
expert or a specialized person for certain equipment So,
collaboration is key for this one. For example, I may have a
very good engineer, I have a very good technician but they are
more on a specific type of equipment like specialist of a
blower or a compressor. They might be very good on that, but
they may be not an expert on the amperes. So I would contact
the experts on that normally to be the OEM, of course there
are still other options in the market, your best choice would
be the OEM as they are the one who manufactured the
machine. So again you have to see that you have the capacity
to maintain your critical asset. If not, collaboration is always an
option.

Yes we do. the very basic requirement in order to be

considered as critical asset. First thing is the safety example if
something goes wrong It can kill your operator. Second thing,
that asset effect the contractual value. Again, it's more on the
performance, once your performance, is that correct then it
affect also our capital requirements. And the third thing is the
cost, whenever the asset fails even though it's not directly
affecting your contractual values, but if the failure will cost a
lot it can be considered as a critical asset. That's why you have
to prevent it from failure.
Nowadays, the CMMS is already widely used, everyone is
aware of it as it refers to computerized maintenance
management system. It comes in different name the ERP,
INFOR, MAXIMO. We have the same and we're using INFOR
EAM through this CMMS, we're able to monitor the down
time, man hour, costs, the spare parts cost, and job worker
cost. So, basically this your library or the history records of
your assets. Here you can see how your assets performed and
how we can even foreseen spares that you need or you have
the data that you need. Later on, and even decide if you want
to prepare, or better have replaced with the new unit once the
cost is not justifiable anymore to repair. So in summary is the
use of a CMMS That's how we monitor maintenance system.

First in our company is a group of companies, the head offices

in France, which they operate, multiple wastewater treatment
plants around the world. So being a multinational company
you have a leverage to negotiate with your suppliers. For
example, we contact the software company and we can
negotiate that we are having 200 plants in the whole world so
i need your best price. Definitely price played a great factor for
the decision. Likewise, the test the performance of the
software and what we have found is that all the data and
management of information we need, can be provided by the
software we're using and also they provide price. So we
decided to go with them so it's two points getting what we
need and getting the best price in the market of the software
used.
For critical spare parts, it will be it longer but I would like to
explain to you further on how we do it. We start again with
identifying the critical equipment. Then after that we have to
go through the manual, the OEM will always tell you which are
most likely to fail which are critical. But you have to be careful
some parts, you cannot buy it from someone else, only specific
to the manufacturer or the genuine spare parts supplier. So
you have to put attention on this one, after that you have to
consider the lead time. Because buying everything and putting
it in your store is like putting money sitting and not earning
anything. You have to think carefully and maybe it's possible
you can come up with a framework agreement with the
supplier and fix the price, fix the delivery date, or if it is not
possible then your last option would be to have a spares stock
in your store. Other than that, you can also project by
maintenance statistics you can also foresee if you have a
history of changing the bearing once every two years, then
you have already a timeframe, when you are going to buy the
equipment considering the delivery time. So, always you have
to make sure is not only keeping the asset available but you
have to look in the accounting or the money side, make sure
your money is invested well.

The software, we're using the INFOR is a very flexible software

and has a wide coverage. Also you from that software you can
input your hysteresis your minimum maximum your reorder
level, reorder quantity, It is to get is already incorporated in
the INFOR CMMS.

And the purchase request It comes as an alarm to the

storekeeper, he have an inbox in his login details in the INFOR.
He gets an alarm, because the system is configured, not to
create immediately because, if there could be a failure and
you might be ordering million of items which is not necessary.
Yes, we do have real time monitoring system. We have
incorporated already the critical assets through the use of
internet of things (IOT). So, we have here in Abu Dhabi, one
plant in Al ain, one plant in India. we can operate the either of
the plants from each other. We have already incorporated all
the plants I have mentioned through the internet of thing.

Station is here in Abu Dhabi, Where in we can control the

other plant 150 km away from the central control center in
real time. We can see what is really happening in that plant
and we can visualize if any abnormalities happened their. We
can bring the 150 km plant closer to our eyesight. This system
is monitored and controlled by the SCADA system which is
connected to our PLC.
First of all, online diagnostics is not only hardware, Their is
also the software behind that, and the expert will install and
they are also will maintain that one. So we only installed
online monitoring on the critical equipment. The advantage of
that because the nature of our operation is very critical to the
core business of the company, where in we have a lot of
penalties impose if we cannot comply the requirements of our
client, because our client is a government body, which is very
strict regarding water quality which is related to the safety.
Every time you make a violation on the contractual values, we
must ready for the high penalties. So we have found that
investing on this online diagnostics is worth enough than
paying the penalties. So, commercial wise is feasible. Other
than that, the next will be the safety of the people. Of course
you can always tell 2 to 3 people moving here and their in the
area to remind about their safety. But again that's a lose of
time, it's not safe as our personnel are expose to high noise,
high temperature and other ergonomic impact. The two most
significant considerations here are the safety of our personnel
Safety of our critical assets through the online monitoring,
we're talking about the machine health here. Of course, like
you human when you're sick you will have symptoms, you
have fever but it's a sign that something is wrong. So, to
prevent worsening or to prevent an unscheduled downtime is
monitored by sensors and online diagnostics.

Aside from the I think that the sensors and other online
monitoring system is good, but how about any system in place
like somebody assigned to look into this particular system, not
from your internal maintenance team, either it is coming from
outside, or it is coming from original equipment manufacturer,
visiting you frequently on as part of the per you dick
inspection?
We do have annual maintenance contracts (AMC) with the
OEM so they are coming to our plant and do some major
services. Outside maintenance one thing is our operations
team, they also have what we call the all arounds which is not
a very technical activity, but they have a simple checklist
which the things that you can do visually like observation of an
oil leak, abnormal vibration of the guards, and others. And the
last is that, we installed some CCTV cameras to monitor our
critical asset while in operation. Not all, but some of them they
have link to the camera that we can monitor in our SCADA, like
if we have some incident like overflowing and other property
damage of our equipment.
As part of the review of the KPI's, per year, we are looking into
the skills of the people and according to their accomplishment
and their performance. We can see from there that they
would need reinforcement on some skills. Other than that, we
also get their opinion, like asking them what do you think you
would like to learn the next year, so it's a two way
communication. But again there are some financial aspects
that need to be reviewed through and approval from the HR
department.
For the equipment’s, it has come to me, then always make it a
point that it is included in the package of the contract that the
OEM or supplier should provide a training period during the
handover process of the equipment during the commissioning
period. If the maintenance team don't agree that they have
learned how to operate, we don't sign that invoice and they
not paid.
Predictive maintenance, some of our equipment’s already
have built in sensors for predictive maintenance. When you
buy them It's already there, some of the equipment’s we have
to install additional sensor like temperature sensor, vibration
sensor, and Sound sensor. So, the predictive maintenance is
the use of sensors with real time monitoring and
measurement. Our SCADA system is configured that we
already know the limits of that equipment as per the
recommendation mentioned in the operational and
maintenance manual provided by the original equipment
manufacturer. Also this values, we input them in our SCADA
program. Normally will have a warning, like a yellow warning
like for example that the vibration is 4.0 and when you get 4.5
red alarm warning and when it reach to 6.0 automatically it
will shutdown. All these values are entered in your
programming in the SCADA, so the operator will know that
when it is in yellow, it give indication for inspection to avoid
further consequences of the defect, and analyze the next
action needed.
It is part of the preventive maintenance which there are two
types internal and external. The external is wherein you send
your sensor for calibration and get the certificate. So, we know
that the sensor is really giving you an accurate reading. In
internal is more on checking the communication, to ensure
that is communicating on the site for our SCADA. If we don't
have the facility to do the calibration, even though we can do
it but contractually it has to be certified by third party, we do
it both ways by means of internal and external parties.
Generating more revenue, i would look at it is improving the
efficiency, meaning getting more from your equipment. How
do you do that, then you can go back to your previous history
of how the asset works or you can also collaborate with our
OEM because it is normal, OEM's they do upgrade their
system. Like they put a new firmware which release that make
your equipment consume less electricity. We may make our
equipment run at same period of time with same output. So
again, collaboration with the OEM, and then going back to the
history of the equipment maybe you're always running a pump
at 50 hertz, but in reality, you need only 45 hertz.
Yes, It's very cost effective as per our experience that's why
there are some equipment’s that we even change them to
VFD, because we can see that the payback of our investment is
more than our initial cost. So it means prior to the
replacement of the equipment we conducted some studies
ahead of that, and we justify this to your management.
Because on the higher management they focus more on the
results and they like to see this in numbers. Like, when I put 10
dhs i will get 15 dhs. We have to present it in our top
management in such a way that it would be understood by
them.

Yes, Because it's specific to our plan that all equipment they
performed on demand. For example, in the biological
treatment, you need to run air at this flow so the equipment,
which is a VFD and also with variable dampers, it only operate
for that equipment, so it is very lean, without any surplus. So
that record is maintained was a reference, as you go along,
every day of the month, and you will always can back up to
how many years, recorded that in your CMMS. From here, for
example, in 2019, I use only 1000 cubic meter per day of air,
and then in 2020 I have used 1500 cubic meter. So there's a
question already with the effectiveness maybe they have a
need, A somewhere under the water or I have the dampers
are not working. So, like, by comparing the actual with the
previous, you can see if you're equipment is still effective or
not.

Yes, we do have targets especially in energy since our

company is dealing with the environment business, so we
have strict targets on energy, emissions, and the byproducts of
our treatment plant. So for example if we discuss about
energy for example, we have used 1 million kilowatt hour last
year. So, definitely your KPI will achieve next year with the 3%
reduction. So maybe after 20 years it could be zero energy
consumption, which is impossible. Every year the energy KPI
means to energy and reduce energy, that’s on the energy side.
On the maintenance side, where you have your maintenance
costs. So, again, it's a cost. So, there will always be a KPI to
In our company. I would say we are a very lean team. We don't
have a specific team for like monitoring the task. It's already
incorporated in the task of engineers and supervisors. So,
there's no specific team dedicated for that, but that is the
responsibilities of the maintenance.
We do that. I just want to highlight a point that We are not ISO
certified. We do have procedures of how to review it. We have
a maintenance review every year, we check the bad players.
Every year, it changes, those assets that we spend a lot of
resources like time and money. Even though we're not ISO
certified but still, we have good system implementation.

I think it's the same with the other software where in you can
filter out the top 20 equipment's, which takes a lot of money,
which takes a lot of manpower, which takes a lot of downtime
in the process, then to that data you look and see if it takes a
lot of man-hour, but I am willing to spend more money to
resolve the issue or no, then the decision will come.
It's really good question. So, how do we define that there is a
gap in maintenance management system, if you see that you
already spending a lot of money, effort and time and you're
still having problems like you still have long unplanned
downtime that's a sign that something is wrong in what you're
doing, you have to do a thorough review of process and get
the best thing. The best thing is go back to your OEM and sit
with them in anyway you've paid with them already so that
services are paid if you have the contract with them. You have
to review there many approaches on that you need to do your
PESTEL analysis, SWOT analysis and other applicable tools in
your operation. Then, review of the reports, then you can
align, and look at your failure. Is it a random failure or failure
that is very obvious and it's not part of the contract. So you
might add a clause in your contract that cover this part. That's
 SE-11

We are implementing maintenance management system using

a dedicated manpower, to implement better our preventive
maintenance, predictive maintenance, and corrective
maintenance, in accordance with the company's standard
operating procedures and equipment manufacturer
recommendations.

Yes, we selected our critical assets based on our selection

criteria that when the asset is breakdown there will major
stoppage in our operating line. These equipment failure will
affect the entire production and loss of the company and even
costs a huge impact in our revenue or economic lose.
The maintenance management system is a usually assigning a
dedicated manpower in the company which is a very
important integral assets of the company, the equipment of
the company. If there's a breakdown, or any failure, it will
affect the entire production that will generate additional cost.
The mean of the planning and scheduling of the preventive
maintenance is the key driver of maintenance management
system implementation
We process, an inventory and proper stacking of our critical
parts like for example, we have our central maintenance
warehouse. We provided also a pilot storage or a tool room in
our workshop where in we are keeping our critical spare parts
and repair kit items like gaskets, O-rings, different sizes of
bearings, and other materials also for machining like hardcore
materials, brass materials, casting materials, and also different
types of welding rods which we stored in our pilot storage or
tool room in the workshop, this is aside from the central
warehouse because we are working 24 hours operation. So
this means that it's very difficult to have a breakdown, or to
have an emergency shutdown in our operations and it's very
risky if we don’t have an available spare parts.

We are using Oracle in our CMMS. This software is used in the

implementation of our maintenance planning and scheduling
where in provided an automatic notification system within the
maintenance team and end the end user.
In our department we make sure that the spare parts that we
fabricated is always available as these are spares parts which
are fast moving, like the bushing, piston rods, and other
mechanical parts, and we always provided extra during the
fabrication of our fast moving items.
The process of inventory and proper stocking of our critical
parts is a must to avoid long shutdowns. We have the central
maintenance warehouse but we still provided a pilot
warehouse or a tool room to keep our critical spare parts to be
available
We have this online sensor in our production lines. This online
sensors are connected to our PLC system inside our central
control room and monitored through a SCADA systems
wherein our operator and maintenance guys, they can track
and monitor our critical equipment, what are the breakdowns.
So it means that even though we are in inside the control
room but still continuously we monitor our operations
including breakdowns of the lines and its location. So, we can
immediately call up the standby maintenance personnel then
they will go the area where there's a breakdown occur.

Every time we have these emergency breakdown or failure of

the equipment the maintenance team will check in that area,
and they have to immediately correct, and replaced with
availability spare parts, size, our management planning also is
very serious on monitoring, what is available in the availability
of manpower, that we have, like the man hours of every
personnel it was important to us for our monitoring.
We are using the online diagnostic failure mode analysis based
on the trend of the breakdown recorded in our SCADA history
log which we analyze regularly. During the startup, we will
have this functionality test of our equipment.

It is very important in our operation since we our operating 24

hrs. and we cannot afford to lose our production even though
in 1 hour only, as this is have a very huge impact in our
production target.
Frequency monitoring Like for example, the alignment of the
shaft which will affect the motor bearing temperature if it is
not aligned properly, and its designed clearance must be
maintained. We have this also monitoring of these oil analysis,
and sampling.

We also monitor the machine usage of this equipment, it must

be productive and it must be only ready for the operations.
We have a very good implementation of the preventive, the
predictive maintenance, and the corrective maintenance,
which is in accordance to the company standard best
practices.
Our management provided us some trainings that we needed.
This will be based in our training plan prepared by our talent
and training department. The we employees of the company
were provided of proper induction and awareness in our
operation. Newly hired are guided with our senior
maintenance technician and we provided coaching also to
those newly hired and employee transferred from other
department joining with us in order to develop their skills.

We identified untrained employees with a specific

specialization based on the critical positions in the company.
Like for example, if an employee, goes for vacation, so
somebody can replace him and do his job roles. And of course
there must be a proper handover prior for allowing anybody
on leave.
We implemented conditioning monitoring for our rotating
machineries in the production line and we conducted
temperature scanning of our electrical equipment which are
conducted by our trained personnel. We send also the sample
of our lube oil to our contracted laboratories for further
analysis.
As I said earlier, we have these condition monitoring the
vibration analysis thermography for our effective
implementation of our maintenance management system.
As an Overall implementation of our maintenance system we
need to save cost specially this time of pandemic situation.
Instead of purchase new equipment we are overhauling our
equipment while installing the spare unit during scheduled
shutdown, to avoid long delays and break down if it is occur
during the operation.

We have implemented our Key Performance indicator which

we have set a target of 95% utilization of the equipment. We
make sure that during the maintenance, and every meeting
we change immediately all probable parts to eliminate or
reduce shutdown occurrence. We have a very high utilization
targets, and that is the best practices also in other industry,
which is a challenge to our department as it will affect also our
KPI if we will not meet the target set by the management.

Our KPI system also is a very good program to set specific

achievable target of the company through key performance
indicator monitoring. We have also this critical asset assurance
program which is reported in a monthly basis, which the use of
a printed checklist or inspections to be done.

After the scheduled shut down and prior to put the unit in
operation the performance test must be conducted by the
maintenance team which shall be witnessed by the technical
engineering group for their acceptance. The same technical
group will do the evaluation and assessment of the
maintenance program.
That is why the company follows standard operating
procedures. We have this technical department doing the
assessment and evaluation of our maintenance management
system, which like a technical auditor of our system in the
maintenance. This are consist of the group of technical
engineers who are competent enough to do the said process
audit including the spare parts availability, the downtime
period, the root cause of most failure, and conducting
interviews. Once they are competed, they will present the
findings to our management. All the findings will be
communicated to all the department and the action owner.
This will be track accordingly in the tracking sheet until its
close out. Evaluation and analysis program is very effective
and very important to maintain an effective maintenance
program as part of our improvement.
 DISSERTATION TITLE (PROPOSED)

CENTRAL QUESTION:

NO SEMI STRUCTURED QUESTIONAIRE

How does the company implement a maintenance

management system? (Group-1) (Adequate
implementation of maintenance management system
process) (Reliability process)

How do you plan, track, monitor, and generate

maintenance records to improve efficiency in the
implementation of maintenance management?
(Availability of computerized maintenance management
system - CMMS) (Automated process)

2
 What is the process of inventory and proper stocking of
the critical spare parts? Implementation of spare parts
acquisition management system (SPAM)
(Systematic Inventory process)
SYSTEM GENERATED PROCESS)

How does the company track and monitor the critical

asset performance remotely or away from its location?
Implementation of Real-Time Monitoring System
(RTMS) (Interface process)

4
 How does the company ensure the safety and
functionality of the critical asset? Implementation of
Integrity Assurance Management System (IAMS)
(Programatic process)

How does the management team equip themselves to

maintain their competence? Allocation of
comprehensive human resources management
(Training and re-training process)

6
 What type of predictive maintenance implemented for
the critical asset? Implementation of condition
monitoring and assessment System (Pre-detection
process - Group-1)

7
 What is the company strategy in minimizing its
resources while maintaining maintenance management
system efficiency? Implementation of cost-
effectiveness, optimization, and fitness for service
program (Strategic process)

How does the company measure critical asset

effectiveness? Implementation of performance
management program (Objective and Target)
(Performance Measurement Process - Group-3)

9
 How does the company determine its gap in
implementing the critical asset in the maintenance
management system? System process audit
implementation for continual improvement (System
Improvement Process)

10

Note: Applyong Inductive, deductive approach and re-reading

“When Assurance Management System Matters: Global Industry Performance Level of Implementation of the Ass

“How do respondents characterize high performance assurance management system in Integrate

SE-1

Based on my experience we're very advanced especially in the

Plan Preventive Maintenance and periodic maintenance
because we are encouraging backlog's. So, we have a team
that are preparing six months before the PM. So, there is
already we are preparing equipment or materials like pm of
the pumps.

In our company were using SAP system which we applied to all

our preventive maintenance system and other job order.
Okay, for the spare parts, we have what we called min/max
(minimum maximum) which we have a list of critical sapres
and we are monitoring that one always. If the spare parts will
reach in the minimum level, we will inform immediately to our
supervisor that we need these materials very badly.
Because production is the priority so it will lose millions of
dollars per hour of no production something like that. That's
very important.

Yes, not only in the CCR, but we have in our office in rotating
mechanical, so, we have a big TV or the big monitor. So, if you
want to check the, the CCI will call us that there is a vibration,
so we can check it immediately. So we know what is the
number of the probe, how many probes are vibrating and also
we can check in the ER we have also there is a certain tag
numbers.
 So, one way is the training, experience we have already an
experience. That's why the training comes there which is very
important based on the training plan requirement from the
maintenance team.
We have like we have a daily checks like for the pumps we are
checking for the vibration, temperatures, and pressure. We're
doing it by checking the temperature, like the bearing
temperature, monitoring its amperes during the start-up and
during normal operation, its alignment as part of our routine
job, and monitoring it.
We are using that one for the protection of the equipment. So,
that because it is critical asset so, if you don't have that
protection, you're equipment will not last long. So, that's why
there is a high- high alarm, it goes up to this vibration only this
temperature only, so after that one it will shut down for the
rotation. So, the company
spends too much money for the protection of the equipment
that’s why prediction of the equipment at the early stage is
important.
The company's producing oil and then if You don't implement
this diagnostic because you want to save money, but once the
critical asset will fail, and it will shut down even though for a
few minutes, the company will lose millions of money because
of the shutdown. So, what will happen to your production if
you're producing 100,000 barrels per day and then because of
that you don't have these kinds of protection.
Yes, in my experience to the company, once you remove the
bolt you need to change, even it is three months old only after
installing it, once you remove the gasket you need to change.
But now even though you used the bolts for so many times
and it was found out that it is still ok, you can fix it again even
though it is corroded.

Now we have encounter in the oil industry we are

implementing a massive cost cutting in the maintenance
implementation, by reusing some of the items that can be still
utilize like bolts and gaskets.
What we did in offshore platform in oil and gas industry. The
oil price now is very low, not in the hand of the company. So
the only thing that we can cope up with this downfall of oil the
cost is through this cost cutting and other alternatives to save
cost. So this is the only way for us that we can survive in this
difficult time, the example of this kind of strategy which i
mentioned earlier like reusing of bolt and gaskets during
maintenance, in a little way it can help. Instead of using once
you can use it many times as long as it still in good condition,
and then, some are modifying some equipment in the safer
way, and through their experience, they can say, etc. and safe.
Actually modification was not been tolerated from the past
but due to cost cutting this was permitted and through
experience which in return it will save money to the company
that can be used in other important usage.
Of course using new one every time you open the equipment
is very good, since it will increase more reliability of the
equipment, but the company wise it involved additional cost
to the company which spend too much money whenever the
equipment will be opened and after that you will throw that
bolts or gaskets once it is used. So that is the difference also.
So, but the company sometimes thinking about money, rather
obal Industry Performance Level of Implementation of the Assurance Management System for Critical Asset; A Mixed Metho

high performance assurance management system in Integrated Maintenance Management System Implementation?”

SE-2

We have the general maintenance, corrective maintenance,

breakdown maintenance, which are the maintenance
programs that we need to follow from time to time. Currently,
we are using recent computerize maintenance system which is
the SAP (system application and products) plant maintenance,
and aside from that, we are also working with our manual
monitoring of our asset like this data sheets through excel
sheets monitoring.

Yes, what we currently using right now is the SAP plant

maintenance. So, through this you will be able to see the
stocks of spare parts you need in your maintenance, for
example in our case the pumping stations and pumps and
pipes, we are able to monitor our stocks in all of our stores
example in our area, we have more different stores in every
areas, but we can take materials from the area we are able to
see the number of staff for all over the company that is
available in that area that stores so we have 10 stores
currently. So we are able to monitor all available stocks and
through that we have this, because along with this SAP plant
maintenance we are doing, we are seeing also the material
management, this material management, this the way as I said
earlier, we are able to see how much stocks we have for our
spare parts for any repairs materials, or even the full pump
itself.
Ah currently, it's not available in our system after that's why I
told that we are manually checking it every month, twice a
month we're checking it, especially now if for example we
have to buffer stock system so that we are able to protect our
operation if there's any breakdown like do we have on site
buffer stock okay, we have on site buffer stock and we have
this online other stocks from other store, from other sources
come from on site itself.

So with this PLC SCADA system, it is connected to our main

pumping station monitoring. We are able to see the pressure
like in my side we are in the water distribution business. We
are able to see the flow, we are able to see the tank level
because it's very critical for us maybe we are pumping or
pump is running and the tank level is low, Or maybe we
burned our motors, so currently we are using this SCADA
system.
Yes, yes the pressure and flow is being monitored the record
like I have one location in my remote pumping station, maybe
around 50 kilometers from my monitoring. So, we have this
SCADA system, where I am able to see it in the main pumping
station. So, I was able to know if there and it has a protection
itself, we have the minimum pressure and maximum pressure,
if the pressure reach to the maximum pressure, we have the
system to shutdown, it will shut down the pumping station if it
will reach that maximum pressure, but minimum pressure also
Normally, it occur when there is a breakage in our line, that's
why pressure drops to a certain minimum level.

Yes, it is a very helpful system. But on the other side, there is

also a so called some negative impact for the operation. You
know that when we are very dependent with the system, so,
we will less people now, less people being on duty only
routine checking only Hmm, but during the operation there
are times that this the comparison between system there is
sometimes there is instrument error only, but not it's no effect
in the because we cannot guarantee that all instruments are
working properly, sometimes showing high pressure but
something that there is something in the instrument error that
is one of the advantage. So, it will affect our operation and
customers are facing water shortage, So, like that sometimes
we are sending our people late at night but the response is too
So, in my side being in charge I was, so very important for my
people I always review what are the trainings available for my
operators and technician which is suitable, so that is very
important the continuous training of our staff that is very
important that they need to attend, we are sending these
people to attend training either internal or external trainings
available.
That is the point, actually I have some difficulties to decide
because really you know that we love our people, but we
should train them appropriately but some of our technical
people they are away, we are not so well with the technology
to adopt that technology. So, these
people either better this manual operation pump station and
now before this newly hire you know, this newly hired, they
are so aware for the computers and even they are new, but
you just need to guide them and quickly they learn.
 So we are able to monitor what is current consumption is it in
the same capacity now with the pump then that is the
problem. It is it is a still we have allowance for 20%, how many
years. It will take before our pump are unable to supply the
demand. So, that is the thing, our justification we are writing
this reason that after two years. At least minimum before two
years. When your capacity is already 80% (80 to 90%.) Now is
the current one, now is to insist to upgrade our asset.

So assets department is very reliable that require the

feedback of the operation especially for the hands on of the
critical asset.

As long as we do our job , that's the good thing there. That is a

very good job for them. I think, surprise audit for example. the
sample we will come to you tomorrow check for you. Check
the availability of the audits system along with checklist of
their audit system, and what you have in your operation.

I agree to that and I always support that, Therefore we have

the Asset department who will visit or third party looking in
our operation doing surprise audit regularly, and we realize
that their some part of our implementation has been
forgotten or this area is the gap that we did not noticed it. So,
it's very helpful for my department to have this audit and it
very helpful for us, that I never put them as the enemy, rather
than they are the support that helped us to improve our
operation, and I always appreciate them.
urance Management System for Critical Asset; A Mixed Methods Study”

d Maintenance Management System Implementation?”

SE-3

All right Basically, we are in the food manufacturing industry.

We only rely first in our preventive maintenance. So, in our
preventive maintenance. We have a lot of numerous schedule.
It depends upon the schedule of the equipment, how it was
used. And basically, the maintenance will go on quarterly or
monthly semi annually, annually. The PM It depends upon the
equipment use.

This software we have ERP (Enterprise Resource Planning)

which is the SAP, which include monitoring of manpower,
spare parts, and the inventory.
Oh, based on our inventory, basically we have what we call
min -max (minimum maximum), which determine the stock
level of spares through the system, in order for us to have a
balance inventory of our spare parts, which we need at least
as a minimum stock of a certain spare parts in order for us to
continue without disturbances in the implementation of
Preventive or predictive maintenance, or corrective
maintenance. This min/max is allowed to us to move freely in
our PMS implementation.

we have actually our control room. In our control room, it

monitors, 24/7. Oh right, So, this control room is equipped
with building maintenance system (BMS) where in all our
critical equipment is monitored through BMS by one of our
control room staff. So, whenever there is a complaint or
there's an alarm, our control room staff will call inform us that
there is a trouble in that particular location.

I think our company implemented remote monitoring because

of the cost it can be save which identified immediately which
critical asset failed. Maybe for me also, because in food
manufacturing we have a lot of departments. Another reason
for us to attend on a second activities. Okay, which was need
for time with very limited manpower. This procedure is very
important.
Before we start for the actual operation, we prepared the set
of procedures on how to handle a certain equipment Okay, it's
what we called the standard operating procedure (SOP) where
in the team is responsible in preparing for that then we
trained the end user.
We have the system calibration or third party calibration
required by our safety and legal, like the calibration. Our man
lift and elevators. Yeah, every six months it is required to get a
third party certification. So, it is a required by our safety and
legal department, and also with this it eliminate the time
losses and also the incident and accident has been avoided
that resulted from the failure of our critical asset which is the
most important. Yeah, and also the machine downtime, by
doing this functionality It's not totally eliminated, but we
manage to reduce the risk of potential failure and control the
possible cause of breakdown.

We have a training for our staff, and they are expose locally
and internationally to help them boost their learning through
our HR department. In our learning and development program
we have implemented also the in house training based on the
needs of the technician.
This thermographic test kit is like our SMDB, our electrical
panels, We have an annual inspection, So if it happened that
there is a hotspot for loose connection in the panel that can
result to high temperature.
Based on my experience, we are using second hand items. So,
once we replace a non serviceable items. We are sending it
outside for repairs, like motors, parts and then as much as
possible all imported items which can be manufactured
locally, as long as the quality will not be suffered we are doing
that, in order to save money.
We have an internal audit and we have external third party
audit. The Internal Audit It's composed of a representative
from different department, one management, One Safety
Department, and one from engineering department. so
normally it is only a check on the sample of the process, data,
and procedure of the maintenance management system
implementation. This internal audit is the preparation for the
external audit or third party external audit.
ds Study”

SE-4

All maintenance delays are recorded and one day prior to

down day, there is a down day maintenance meeting
conducted by maintenance planner attended by section heads
of operation, mechanical, electrical and workshop to discuss
down day activities. During down day meeting, priority
maintenance jobs are being discussed and agreed by section
heads.
We have five types of maintenance program in our
organization which are strictly implemented to ensure smooth
operation namely, we have Breakdown maintenance,
Preventive maintenance, Predictive maintenance, Routine
maintenance, and Planned maintenance. Part of the
implementation is to have a weekly 8 hrs. down day &
maintenance
Inventory done by our central warehouse which is under
Procurement Dept. All records control of spare parts from
purchasing and delivery to end users are under procurement
dept. Annual budget of spare parts are determined by each
Dept. and approved by senior management. Each dept. is
responsible for creating purchase requisition which is
according to the annual budget and annual consumption. Each
Dept. head is aware of the lead time of the supplier which is
six months.
Skilled personnel and proper spare parts. Of course,
Department head must know who is the reliable person in his
team.
We have vibration monitoring technician as well as instrument
technician. Besides the shift
technicians report immediately and abnormality of any
machines observed. It is being planned during weekly down
day.
 SE-5

So, we need to make sure that all the equipment’s are all in
good condition if there's some breakdown, we need to put in
surplus we need as soon as the end and you know we need to
make sure the reliability of all the machineries.

So CMMS is a giving a big role in this monitoring of critical

assets. So, we are using infor as our CMMS. Infor EAM stands
for asset management INFOR asset management software.

So, we distributed it to my guys who will do it then it will go to

the planner, then he will check the manpower availability,
they will check the as well the materials required or the spare
parts required, then if it is available and we will start to do the
scheduling.
All right So, when it reaches to the minimum level the system
will generate, actually it will give an alarm only, it will give an
alarm I will tell to the store keeper to generate purchase
request, because this will be like added to the other
requisitions not only a spare parts, so, the store keeper is the
one will accumulate and categorize those requests you know,
we have electrical, should be electrical only and
instrumentation these are as per suppliers.
this is why we put in place this min-max. So, once this critical
parts meet the minimum requirement it's automatically
reorder we consider already here the downtime, including the
delivery and some delays in during the process.

this plant is designed for a SCADA system and even one

SCADA operator only this plant can run, because everything in
here is monitored and it link through the PLC system. Even in a
night shift, we don't have any issue even though unman. That's
especially for those critical equipment’s we have a tracking or
we have a trend for all the critical equipment’s, we have
temperature, vibration, and current. It's depend also and this
is the main trends that we are following in this trend. So its
depending on the asset, which one need to monitor, but this is
the mainly that we are monitoring to the machine, vibration,
temperature and current. All these three we have our record,
we have history, anytime we can get it to our SCADA and trace
it up and analyze the performance of each of the asset.

It will help a lot especially in less manpower. So the main thing

is manpower, you don't have to have extra manpower just to
monitor those equipment, only one guy in the SCADA room
who will see all and operate all I mean, on the plant itself, only
the operator will do is like resetting or putting some chemicals
for dosing chemicals area.
We have the (SPM) we call it the systematic preventive
maintenance, It is really critical. So, we are closing monitored
this asset because if this asset will fail it's big impact to the
operation. So SPM means This is a time based maintenance
which automatically generated by CMMS or by our INFOR
EAM, we need to make sure that this is 100% compliance and
time to time we are checking the performance and also the
functionality of the critical asset.

First, I will I'm going to start in SPM in SPM Of course, we have

some maintenance tasks which is initially taken from the OEM
manual or recommended from OEM commissioning team and
time to time You know, this should be reviewed and check the
effectiveness, because in each asset, there is different
conditions and functionality.

So actually I’m in touch with the SMRP and I'm attending their
training to this to upgrade my competency and also as well we
have in our company, because we are a multinational
company. We have a tie
up with Veolia, which is in France and there is like a Learning
Hub which we can enroll in learn and you can enroll on that
learning hub as per our competency to upgrade ourselves, and
also some community to that we can ask if we cannot solve
some or we need some technical, question, we can ask those
community and then they're happily to reply. So we have lots
of means and ways to upgrade.
So the first one is vibration Okay, actually we hired Third Party
just to take the reading and analyze the vibration reading in
our critical equipment. We hired them of our asset to perform
the function based on their recommendation and findings we
implement. We are really aware of our critical equipment
behave just to monitor the vibration of our critical equipment.

Of course, this is one of the indicator of more vibration of the

equipment which is above the required criteria which we have
a color coding there that will give a warning mode that we
need to attend immediately before it breaks or fail. If there's a
high vibration we immediately issue work orders and address
it Correct it.
 Because of that, we reduce our backlogs in the plants. This
was what we found out as the improvement when we
implement this type of strategy in our system. We focus more
on the correctives. We reduce our backlogs is what we found
an improvement in our system When we implement this
maintenance. We focus more on the correctives.

So, we read through time and through the performance of

asset you need to review and update your SPM task according
to the performance of the asset Next for FMEA, when we are
doing corrective after closing the work orders, so, we are
applying this failure mode analysis. Initially this
process is difficulty but now we are almost perfect on this. So
once the review of maintenance come, we'll just a filter, to
those failure modes which one have a high number of work
orders for example in this kind of failure which is have a high
work orders and then we start to apply the root cause analysis
What's wrong in this equipment? Okay, why this failure mode
is always happening, and why failure have high costs and why
the this failure have a lot of man hours, so in this system
actually we call it lean for value. Lean for value, It's equivalent
to RCA. So you will chose top five equipment’s which is not
performing well. And we tried to evaluate and apply this lean
for value or RCA and make sure that we do the necessary
action to reduce the failures of this equipment.
 SE-6

A company implement maintenance management system

using a dedicated manpower specialized in the jobs, such as
mechanical, electrical, and Civil with a scheduled monthly, bi
monthly, quarterly and yearly basis preventive maintenance.

Our job activities as a maintenance team, we are following a

very systematic maintenance program. We have what we call
planned maintenance. We have also the unplanned
maintenance
By identifying critical spare parts that are Frequently fail, is the
key to the proper stacking of the critical spare parts. This
should be readily available required for replacing the wear and
tear of Critical spare parts.
The company also ensure the availability of required spare
parts, to avoid unwanted downline by regularly checking the
stocks in the store, but they replenish them from time to time.
As far as I know, there is a system called min-max system,
when the stock level goes below the minimum level it
automatically generate work request to our PSD until it goes
back to its maximum level. This is linked to our SAP system
automatically by means of sending notification to the end user
when it reaches the stock to its critical level or at least
minimum.

Our company now can track and monitor the critical asset
performance remotely or away from its location by using the
SCADA system monitoring installed in our control room.

The main reason for that is to ensure the health and safety of
the personnel working in the facility as will as avoiding
business interruption when critical asset fail.

Yes, it is very significant to the company, to deliver an accurate

reading can also save time on data collection, and save
manpower as well.
The company can ensure critical asset safety and functionality,
By scheduled performance testing and functionality test
through the dedicated personnel. This system is what we
called health and safety environment critical equipment and
system. This to ensure good performance and readiness of the
critical assets. In order to protect the property, employees
safety and also to ensure business continuity.

Of course, there are three major parties involved in this

HSECES, we have the health and safety performance team. We
also have emergency response team which are the owner or
are the owner of this critical asset. We have the maintenance
and workshop team who will carry out the test.

Testing of this system is to ensure a good performance and

readiness of the critical assets. This is also to protect the
property and employees to ensure business continuity, as I
said earlier.

Because, I believe critical assets is very important to our

business continuity in your company. I think by undergoing
continuous internal training, okay and awareness. And then, to
keep track of the critical skills, which is also a requirement of
the maintenance team. The company created something like a
competency mapping which record all the personnel
competencies.

Align the competency and their suitability to perform job by

giving them in house training and awareness from the
manufacturer or the supplier who give us internal training on
how to operate and maintain this type of equipment.
Okay, From there we will know whether it's time to change
some critical spare parts, and also through sound and
vibration monitoring or sound and vibration checking by the
used of our third party who will do the vibration analysis. If
there is abnormalities, It mean its time to overhaul equipment
and lastly by performance testing, is not giving the correct
performance then maybe it's time to change the internal spare
parts of the equipment like seal for the pump, bearing, and
impeller if necessary.
with regards to the company strategy for minimizing its
resources, while maintaining maintenance management
system efficiency is by providing the necessary training and
hiring the highly competent staff to do the job to increase its
output and productivity.
Based on the training of the person. We are ensuring them
that more competent they are meaning, the less time
consumption to complete the works. If they are competent
enough.

The company, always measure critical asset effectiveness by

ensuring its technical availability. If your technical availability
is always their at the higher percentage. Let's say technical
availability in all the critical asset breakdown and end user
demand should be at the higher percentage. That is how we
measure the effectiveness in terms of technical availability.

In our company. We should have at least 88% for the company

as our target, always we should have at least 88%. That is
technical availability of our critical asset.

By ensuring a Very good plan maintenance and unplanned

maintenance. Just in case there is a complaint or shut down
we have to do it immediately since we have a minimum
number of hours to complete the job depending on the work
order.
Yes, immediately we have to attend to it. We should not wait,
especially for critical equipment so we have a very quick
response in order to increase your like equipment utilization
so that's really good management also.
One thing to Determine the gap is through our technical
assessment and evaluation through technical audit. This will
be done internally by our internal audit team from the
performance department who will initiate this task. This audit
is dedicated only for our critical asset based on our own
operational performance standard. The scheme of an audit
program is very detailed and conducted by the team of
technical competent person.

We are checking all the asset performance in terms of

Reliability, functionality, through the analysis of lube oil
sample which is done by the third party.
 SE-7

Also, as well as routine, every shift, since we are operating 24

hours. And then every shift, which is eight hours every shift
there is a particular routine area just to ensure that the
machine is in good health, any unusual activity or any unusual
machine abnormalities can be noted at early stage.

We have the CMMS, but our CMMS is more on the unique

which is the oracle for what we are using. From there it is
automatically generated, things that you need to do.
When it come to inventory, we have a critical spare parts
which is maintain through min-max system in our oracle
system. Once the level goes to its critical level, it will
automatically request for replenishment. It is really required
particularly the spare parts, or we can say the Original
Equipment Manufacturer support.
let say by the time always saying the worst scenario, is that
when the furnace is leak. We are also doing the mock drill In
case that there is a unusual happening there were always
ensure that all our people are trained to address any issues,
otherwise If you have all the support equipment and yet you
don't know how do you use it, it’s useless that’s why mock drill
is so very important.

We are almost simulated actually, assuming there is a power

failure, what is the first thing to do. Where the technicians is
go from that video you can see, they will call the radio
immediately, they will go to the power station, they will
immediately check to automatically switch on the DG.

Ah, basically the refresher training is the main thing in the job.
Ensure that the assuming that there is sometime, we cannot
avoid that people are looking for other opportunities, they are
looking for other companies, but we need to ensure that
getting the right people is needed to invest in maintaining our
critical aset. Maintain The training records. to ensure that the
procedures are there, even I left the company or anybody can
left, but the procedures already established, and to tell
honestly most of the people that we are hiring are coming also
from the same industry, we are not finding candidates from
the other fields of industry.
We are doing vibration monitoring of our bearing and
continues checking also of bearing temperature. Aside we are
conducting also thermography that will predict as early as
possible before the equipment will fail. This is very important
in our operation.
But when we came of course, the economic considerations
now ever being considered. And not like before, you're only
looking the operational regardless of the economical value.
But now, since we are there, as a maintenance company So,
the economical operation and maintenance are being
considered.

Yes, because during this pandemic time, this is the best we can
say the test for the management. Yes, prior to the lockdown,
they show that all the people should stay inside to ensure that
everything is taking care off. And you need to ensure that the
operations will not suffer because of lack of management
support or the support that they can give, they had given. We
actually stay there for almost three and a half of the months.
Since our company is 13, years old, from the time that they
start a 12 years old of operations. The only thing which I've
seen is the trend on the automation which is the past base,
like the robot. So many robots, No more in the manufacturing,
because when you manufacture that one 2006 because it was
installed in the plant in 2007 and operated in 2009, and the
design stage from that time stated the time 2006, how many
years now. Prior to that it already exist five years already in
the design in the market, you get what I mean.
 SE-8

In our marine operation, we have implemented different type

of maintenance like preventive maintenance, predictive
maintenance and scheduled dry docking based on an
approved plan and schedule.

We track and monitor our maintenance management system

through the used of our CMMS like one ERP. The system will
automatically generated based on its frequency like weekly,
fortnightly, monthly, bi-monthly, semi-annually, and annually.
This will be generated within the system and the assigned
chief engineer will be notified through his email. The
concerned Technical superintendent is responsible to follow
up if the job carried out based on the schedule.
When we implemented our preventive maintenance system,
the spare parts allocation are included, we have our mini store
onboard where we are keeping our critical spare parts. We
have also our main central store located on the base where
almost all of the recommended spares requirement are
available. When the spares is not available onboard, we need
to request through the One ERP system under material
requisition, from there we can determine the remaining
stocks. In our central store we have the so called min-max
system where in it will provide automatic generation of
purchase requisition to different approved vendors or supplier
when the stock reaches the lower buffer level.

In marine vessel, we can monitor and track the performance

remotely in real time monitoring of our critical asset in two
locations, one is located in the engine control room where we
have installed PLC and SCADA monitoring device and the other
is located in the bridge though marine display module in real
time which monitor also the engine performance, its
efficiency, the weight of the loaded voyage, and also the
emission level.
Safety functionality test is part of our PM and regular actual
testing on board for our critical asset. We have also
implemented the functionality test and performance of our
critical asset through a defined schedule as per plan.

We have a training matrix which is being followed for all the

required training to all crew onboard. There will be a training
plan in each rotation of the crew which categorize into
different type like mandatory, Safety, Refresher, regulatory
and class requirement, and others.
There will be an initial induction for new joiners along with
coaching and mentoring prior to put him in any job roles and
activities during operation.
Each crew will maintain a competency passport which record
all the training done along with its expiry. The training matrix
is connected to our one ERP that provide notification prior for
the expiry of the training.
We have our instrument onboard like vibration monitoring,
laser alignment tools, and thermography for our electrical
components. In our modern fleet like DP-2 vessels, there is
already a built in sensor installed that is connected to our
monitoring system and SCADA onboard.
We have a contract with the third party specialist to do the
health check monitoring of our main engine and auxiliary
engine. Based on the report and diagnostic, if the condition of
the engine is not in critical condition, we normally postponed
the schedule of top or major overhauling and we extend the
operation hours up to the next dry docking schedule.

We have different target and Key Performance Indicator (KPI)

that we need to follow, one of those KPI which is related to
our critical asset is the equipment utilization which is 95%
need to be achieved at the end of each year. The other KPI is
the less number of breakdown of our critical asset (main
engine and auxiliary engine) in one year which does not
include incident involving other parties.
We have also KPI and target for the
number of test conducted in one year for the performance
test, functionality test, and verification based on the approved
plan at the end of each quarter.
In marine operation we have so many audit and certification
for our critical asset like the class mandatory requirement
(ISM, ISPS, MLC, Hygiene, DOC, MARPOL, etc.), we have also
the client audit based on their annual plan, they conducted
this audit twice a year, we have also the ISO audit, we have
also the assurance audit every year based on the assurance
program, aside from this, we are also audited by our internal
assurance audit team which is more comprehensive than the
audit. All the gaps and system improvement are identified in
those audit mentioned above.
 SE-9

With regards to MEP and civil maintenance were being

managed manually, using excel format for all the records,
while the bio medical department is using SAGE-MIMSYS
facility asset management software. For the facilities, still we
managed the maintenance thru our hard copy files, and
normally we have sub contractors to do the maintenance in
accordance to heir specialties.

For bio-medical maintenance management is being monitored

and executed using facility assets maintenance software. For
utilities, we plan, track and generate maintenance records
thru building management system.
Engineering materials were being monitored by store keeper
and doing the inventory in coordination with finance
department. For boi-medical, internal auditing and flag alerts
are set to monitor the threshold levels of spare parts quantity.
For utilities, it is still the store keeper responsibility to
monitor, the stock and make inventory of critical spares.

We are not yet implementing online diagnostics, although we

know it would help making maintenance easier but still we are
studying the PRO’s and CON’s.
The FMD ensure the safety and functionality of the critical
assets by religiously following the PPM schedules and to some
extent, some critical equipment’s were being monitored 3
times a day to make sure its top performance.

The team are equip themselves to maintain their competence

by a continuing training from the suppliers/subcontractor’s at
least once a year to teach critical equipment. A schedule was
made already for team to be trained by our
subcontractors/supplier’s for almost 6 years from now.
For utilities predictive maintenance were also planned and
analysis is conducted through parameters such as vibration,
temperature, or flow through it. Identifying faults can be
traced as early as possible and repairs can be done. Predictive
maintenance utilities technology or instrument’s that
demonstrates the range and its purposes examples of these
are vibration monitoring analysis, IR imaging/thermography,
motor circuit analysis and others.
Recently, during this pandemic condition, we stopped PPM
schedules of subcontractors and use in-house staff to do the
maintenance for six (6) months. It is very hard for us, but we
made it possible. This strategy was successful but temporary
only. The issue that may happen is what if the management
says, why don’t we do it for our internal maintenance team
(in-house), since we already done it.

Since we are maintaining the asset in the hospital, the critical

asset effectiveness are more can be seen in bio-medical
equipment by how we serve more patient in their number and
outcome or the results of their diagnostics, Utilities are
secondary only.
We have team or committee, who are doing the risk
assessment of critical assets and fills it gap. As of this time, the
evaluation and assessment program is effective and even
more improving due to continuous activities as required.
 SE-10

In our company we always see to it that we put our resources

to those assets which are valuable. To start with that we
started by identifying the critical assets.

Nowadays, the CMMS is already widely used, everyone is

aware of it as it refers to computerized maintenance
management system. We have the same and we're using
INFOR EAM through this CMMS, we're able to monitor the
down time, man hour, costs, the spare parts cost, and job
worker cost.
For critical spare parts, it will be it longer but I would like to
explain to you further on how we do it. We start again with
identifying the critical equipment. Then after that we have to
go through the manual, the OEM will always tell you which are
most likely to fail which are critical. But you have to be careful
some parts, you cannot buy it from someone else, only specific
to the manufacturer or the genuine spare parts supplier. So
you have to put attention on this one, after that you have to
consider the lead time. Also you
from that software you can input your hysteresis your
minimum maximum your reorder level, reorder quantity, It is
to get is already incorporated in the INFOR CMMS.

We do have real time monitoring system. We have

incorporated already the critical assets through the use of
internet of things (IOT). So, we have here in Abu Dhabi, one
plant in Al ain, one plant in India. we can operate the either of
the plants from each other..
Where in we can control the other plant 150 km away from
the central control center in real time. We can see what is
really happening in that plant and we can visualize if any
abnormalities happened their. We can bring the 150 km plant
closer to our eyesight.

So we have found that investing on this online diagnostics is

worth enough than paying the penalties. So, commercial wise
is feasible. Other than that, the next will be the safety of the
people. The two most significant considerations here are the
safety of our personnel and commercial aspect with regards to
our investment.
Safety of our critical assets through the online monitoring,
we're talking about the machine health here. Of course, like
you human when you're sick you will have symptoms, you
have fever but it's a sign that something is wrong. So, to
prevent worsening or to prevent an unscheduled downtime is
monitored by sensors and online diagnostics.

As part of the review of the KPI's, per year, we are looking into
the skills of the people and according to their accomplishment
and their performance. We can see from there that they
would need reinforcement on some skills. Other than that, we
also get their opinion, like asking them what do you think you
would like to learn the next year, so it's a two way
communication. But again there are some financial aspects
that need to be reviewed through and approval from the HR
department.

For the equipment’s, it has come to me, then always make it a

point that it is included in the package of the contract that the
OEM or supplier should provide a training period during the
handover process of the equipment during the commissioning
period. If the maintenance team don't agree that they have
learned how to operate, we don't sign that invoice and they
not paid.
Predictive maintenance, some of our equipment’s already
have built in sensors for predictive maintenance. When you
buy them It's already there, some of the equipment’s we have
to install additional sensor like temperature sensor, vibration
sensor, and Sound sensor. So, the predictive maintenance is
the use of sensors with real time monitoring and
measurement. Our SCADA system is configured that we
already know the limits of that equipment as per the
recommendation mentioned in the operational and
maintenance manual provided by the original equipment
manufacturer.
We may make our equipment run at same period of time with
same output. So again, collaboration with the OEM, and then
going back to the history of the equipment maybe you're
always running a pump at 50 hertz, but in reality, you need
only 45 hertz.
Yes, It's very cost effective as per our experience that's why
there are some equipment’s that we even change them to
VFD, because we can see that the payback of our investment is
more than our initial cost. So it means prior to the
replacement of the equipment we conducted some studies
ahead of that, and we justify this to your management.
Because on the higher management they focus more on the
results and they like to see this in numbers.

Yes, Because it's specific to our plan that all equipment they
performed on demand. For example, in the biological
treatment, you need to run air at this flow so the equipment,
which is a VFD and also with variable dampers, it only operate
for that equipment, so it is very lean, without any surplus.

Every year the energy KPI means to energy and reduce energy,
that’s on the energy side. On the maintenance side, where you
have your maintenance costs. So, again, it's a cost. So, there
will always be a KPI to bring down is not only the actual usage,
but reduce the cost sitting in your store of the spare parts
stock.
We define that there is a gap in maintenance management
system, if you see that you already spending a lot of money,
effort, and time and you're still having problems like you still
have long unplanned downtime that's a sign that something is
wrong in what you're doing, you have to do a thorough review
of process and get the best thing. The best thing is go back to
your OEM and sit with them in anyway you've paid with them
already so that services are paid if you have the contract with
them.
 SE-11

We are implementing maintenance management system using

a dedicated manpower, to implement better our preventive
maintenance, predictive maintenance, and corrective
maintenance, in accordance with the company's standard
operating procedures and equipment manufacturer
recommendations.

We process, an inventory and proper stacking of our critical

parts like for example, we have our central maintenance
warehouse. We provided also a pilot storage or a tool room in
our workshop where in we are keeping our critical spare parts
and repair kit items like gaskets, O-rings, different sizes of
bearings, and other materials also for machining like hardcore
materials, brass materials, casting materials, and also different
types of welding rods which we stored in our pilot storage or
tool room in the workshop, this is aside from the central
warehouse because we are working 24 hours operation.

We are using Oracle in our CMMS. This software is used in the

implementation of our maintenance planning and scheduling
where in provided an automatic notification system within the
maintenance team and end the end user.
In our department we make sure that the spare parts that we
fabricated is always available as these are spares parts which
are fast moving, like the bushing, piston rods, and other
mechanical parts, and we always provided extra during the
fabrication of our fast moving items.
The process of inventory and proper stocking of our critical
parts is a must to avoid long shutdowns. We have the central
maintenance warehouse but we still provided a pilot
warehouse or a tool room to keep our critical spare parts to be
available

We have this online sensor in our production lines. This online

sensors are connected to our PLC system inside our central
control room and monitored through a SCADA systems
wherein our operator and maintenance guys, they can track
and monitor our critical equipment, what are the breakdowns.
So it means that even though we are in inside the control
room but still continuously we monitor our operations
including breakdowns of the lines and its location.
We are using the online diagnostic failure mode analysis based
on the trend of the breakdown recorded in our SCADA history
log which we analyze regularly. During the startup, we will
have this functionality test of our equipment.

Our management provided us some trainings that we needed.

This will be based in our training plan prepared by our talent
and training department. The we employees of the company
were provided of proper induction and awareness in our
operation. Newly hired are guided with our senior
maintenance technician and we provided coaching also to
those newly hired and employee transferred from other
department joining with us in order to develop their skills.
We identified untrained employees with a specific
specialization based on the critical positions in the company.
Like for example, if an employee, goes for vacation, so
somebody can replace him and do his job roles.
We implemented conditioning monitoring for our rotating
machineries in the production line and we conducted
temperature scanning of our electrical equipment which are
conducted by our trained personnel. We send also the sample
of our lube oil to our contracted laboratories for further
analysis.
As an Overall implementation of our maintenance system we
need to save cost specially this time of pandemic situation.
Instead of purchase new equipment we are overhauling our
equipment while installing the spare unit during scheduled
shutdown, to avoid long delays and break down if it is occur
during the operation.

We have a very high utilization targets, and that is the best

practices also in other industry, which is a challenge to our
department as it will affect also our KPI if we will not meet the
target set by the management.
Our KPI system also is a very good program to set specific
achievable target of the company through key performance
indicator monitoring.
We have this technical department doing the assessment and
evaluation of our maintenance management system, which
like a technical auditor of our system in the maintenance. This
are consist of the group of technical engineers who are
competent enough to do the said process audit including the
spare parts availability, the downtime period, the root cause
of most failure, and conducting interviews.
Once they are competed,
they will present the findings to our management. All the
findings will be communicated to all the department and the
action owner. This will be track accordingly in the tracking
sheet until its close out. Evaluation and analysis program is
very effective and very important to maintain an effective
maintenance program as part of our improvement.
 DISSERTATION TITLE (PROPOSED)

CENTRAL QUESTION:

DEN

NO SEMI STRUCTURED QUESTIONAIRE

How does the company implement a maintenance
management system? (Group-1) (Reliability process)

How do you plan, track, monitor, and generate

maintenance records to improve efficiency in the
implementation of maintenance management?
(Automated process)
2

What is the process of inventory and proper stocking of

the critical spare parts? (Systematic Inventory process)

How does the company track and monitor the critical

asset performance remotely or away from its location?
(Interface process)

4
 How does the company ensure the safety and
functionality of the critical asset? (Programatic process)

What type of predictive maintenance implemented for

the critical asset? (Pre-detection process)

How does the management team equip themselves to

maintain their competence? (Training and re-training
process)
6

What is the company strategy in minimizing its resources

while maintaining maintenance management system
efficiency? (Strategic process)

How does the company measure critical asset

effectiveness? What is the program implemented for
the critical asset to ensure its efficiency with quantifiable
9 results? Implementation of performance management
program (Objective and Target)

How does the company determine its gap in

implementing the critical asset in the maintenance
management system? (System Improvement Process)

10
 “When Assurance Management System Matters: Global Industry Performance Lev
Management System for Critical Asset; A Mixed Meth
“How do respondents characterize high performance assurance management system
System Implementation?”
DENDOGRAM

RESPONSES
We have the general maintenance, corrective
maintenance, breakdown maintenance, which are the
maintenance programs that we need to follow from time
to time. Currently, we are using recent computerize
maintenance system which is the SAP (system
application and products) plant maintenance, and aside
from that, we are also working with our manual
monitoring of our asset like this data sheets through
excel sheets monitoring. (SE-2)

We track and monitor our maintenance management

system through the used of our CMMS like one ERP. The
system will automatically generated based on its
frequency like weekly, fortnightly, monthly, bi-monthly,
semi-annually, and annually. This will be generated
within the system and the assigned chief engineer will be
notified through his email. The concerned Technical
superintendent is responsible to follow up if the job
carried out based on the schedule. (SE-8)

When it come to inventory, we have a critical spare parts

which is maintain through min-max system in our oracle
system. Once the level goes to its critical level, it will
automatically request for replenishment. It is really
required particularly the spare parts, or we can say the
Original Equipment Manufacturer support. (SE-7)

We do have real time monitoring system. We have

incorporated already the critical assets through the use
of internet of thing (IOT). So, we have here in Abu Dhabi,
one plant in Al ain, and one plant in India. We can
operate either of the plants from each other. Where in
we can control the other plant 150 km away from the
central control center in real time. We can see what is
really happening in that plant and we can visualize if any
abnormalities happened their. We can bring the 150 km
plant closer to our eyesight. (SE-10)
The company can ensure critical asset safety and
functionality, By scheduled performance testing and
functionality test through the dedicated personnel. This
to ensure good performance and readiness of the critical
assets. In order to protect the property, employees
safety and also to ensure business continuity. Testing of
this system is to ensure a good performance and
readiness of the critical assets. This is also to protect the
property and employees to ensure business continuity,
as I said earlier. (SE-6)

We implemented conditioning monitoring for our

rotating machineries in the production line and we
conducted temperature scanning of our electrical
equipment which are conducted by our trained
personnel. We send also the sample of our lube oil to
our contracted laboratories for further analysis.
(SE-11)

We have a training for our staff, and they are expose

locally and internationally to help them boost their
learning through our HR department. In our learning and
development program we have implemented also the in
house training based on the needs of the technician. (SE-
3)

Recently, during this pandemic condition, we stopped

PPM schedules of subcontractors and use in-house staff
to do the maintenance for six (6) months. It is very hard
for us, but we made it possible. This strategy was
successful but temporary only. The issue that may
happen is what if the management says, why don’t we
do it for our internal maintenance team (in-house), since
we already done it. (SE-9)

Since we are maintaining the asset in the hospital, the

critical asset effectiveness are more can be seen in bio-
medical equipment by how we serve more patient in
their number and outcome or the results of their
diagnostics, Utilities are secondary only. (SE-9)

Therefore we have the Asset department who will visit

or third party looking in our operation doing surprise
audit regularly, and we realize that their some part of
our implementation has been forgotten or this area is
the gap that we did not noticed it. So, it's very helpful for
my department to have this audit and it very helpful for
us, that I never put them as the enemy, rather than they
are the support that helped us to improve our operation,
and I always appreciate them. (SE-1)
t System Matters: Global Industry Performance Level of Implementation of the Assurance
nagement System for Critical Asset; A Mixed Methods Study”
e high performance assurance management system in Integrated Maintenance Management
System Implementation?”
DENDOGRAM

THOUGHT UNIT
(Reliability process)

(Automated process)

Systematic Inventory process

(Interface process)
(Programatic process)

(Pre-detection process)

(Training and re-training process)

(Strategic process)

Performance Measurement Process

System Improvement Process

ance Level of Implementation of the Assurance
ed Methods Study”
t system in Integrated Maintenance Management

THEME

Generative process
Competitive process

Preventive process
 DISSERTATION TITLE (PROPOSED)

CENTRAL QUESTION:

NO SEMI STRUCTURED QUESTIONAIRE

How does the company implement a maintenance

management system? (Group-1) (Adequate
implementation of maintenance management system
process)

How does the company measure critical asset

effectiveness? (Implementation of performance
management program)

2
2

How does the management team equip themselves to

maintain their competence? (Allocation of
comprehensive resources management)

What is the company strategy in minimizing its resources

while maintaining maintenance management system
efficiency? (Implementation of cost-effectiveness,
optimization, and fitness for service program)

4
4

How does the company determine its gap in

implementing the critical asset in the maintenance
management system? (System process audit
implementation for continual improvement)

5
“When Assurance Management System Matters: Global Industry Performance Level of Implementation of the Ass

“How do respondents characterize high performance assurance management system in Integrated Maintenance M

MEMBER CHECKING

RESPONSES

We have the general maintenance, corrective

maintenance, breakdown maintenance, which are the
maintenance programs that we need to follow from time
to time. Currently, we are using recent computerize
maintenance system which is the SAP (system
application and products) plant maintenance, and aside
from that, we are also working with our manual
monitoring of our asset like this data sheets through
excel sheets monitoring. (SE-2)

We have five types of maintenance program in our

organization which are strictly implemented to ensure
smooth operation namely, we have Breakdown
maintenance, Preventive maintenance, Predictive
maintenance, Routine maintenance, and Planned
maintenance. Part of the implementation is to have a
weekly 8 hrs. down day & maintenance. (SE-4).

We have different target and Key Performance Indicator

(KPI) that we need to follow, one of those KPI which is
related to our critical asset is the equipment utilization
which is 95% need to be achieved at the end of each
year. The other KPI is the less number of breakdown of
our critical asset (main engine and auxiliary engine) in
one year which does not include incident involving other
parties (SE-8).
Since we are maintaining the asset in the hospital, the
critical asset effectiveness are more can be seen in bio-
medical equipment by how we serve more patient in
their number and outcome or the results of their
diagnostics, Utilities are secondary only. (SE-9).

We need to ensure that getting the right people is

needed to invest in maintaining our critical asset, which
basically the refresher training is the main thing in the
job and by maintaining the training records (SE-7).

We have a training for our staff, and they are expose

locally and internationally to help them boost their
learning through our HR department. In our learning and
development program we have implemented also the in
house training based on the needs of the technician.
(SE-3).

Recently, during this pandemic condition, we stopped

Plan Preventive Maintenance (PPM) schedules of
subcontractors and use in-house staff to do the
maintenance for six (6) months. It is very hard for us, but
we made it possible. This strategy was successful but
temporary only. The issue that may happen is what if the
management says, why don't we do it for our internal
maintenance team (in-house), since we already done it
(SE-9).
With regards to the company strategy for minimizing its
resources, while maintaining maintenance management
system efficiency is by providing the necessary training
and hiring the highly competent staff to do the job to
increase its output and productivity. Based on the
training of the person, we are ensuring them that more
competent they are meaning, the less time consumption
to complete the works (SE-6).

We have the Asset department who will visit or third

party looking in our operation doing surprise audit
regularly, and we realize that their some part of our
implementation has been forgotten or this area is the
gap that we did not noticed it. So, it's very helpful for my
department to have this audit and it very helpful for us,
that I never put them as the enemy, rather than they are
the support that helped us to improve our operation,
and I always appreciate them (SE-2).

In marine operation we have so many audit and

certification for our critical asset like the class mandatory
requirement (ISM, ISPS, MLC, Hygiene, DOC, MARPOL,
etc.), we have also the client audit based on their annual
plan, they conducted this audit twice a year, we have
also the ISO audit, we have also the assurance audit
every year based on the assurance program, aside from
this, we are also audited by our internal assurance audit
team which is more comprehensive than the audit. All
the gaps and system improvement are identified in those
audit mentioned above (SE-8).
ers: Global Industry Performance Level of Implementation of the Assurance Management System for Critical Asset; A Mixed M

rmance assurance management system in Integrated Maintenance Management System Implementation?”

MEMBER CHECKING VALIDATION

DOC IMEE (MC-1)

The company has implemented a rigorous maintenance

management system through the use of a computerized
system and a systematic and routine maintenance
management processes.

The company measures critical asset effecting using the

KPI and equipment utilization based on the productivity
output of the equipment in a given timeframe.
The management team equip themselves to maintain
their competence by hiring the right for the position and
providing continuous and regular training.

The company’s strategy is to hire the right people with

the right skills and competencies to perform the tasks
assigned and other duties that may be assigned. When a
challenging situation arise, a company would be able to
sustain and reduce cost by utilizing in-house employees
to perform the maintenance tasks performed by
subcontractors.
The company determine its gap in implementing the
critical asset in the maintenance management system
through internal and external audits that are performed
regularly.
n of the Assurance Management System for Critical Asset; A Mixed Methods Study”

intenance Management System Implementation?”

HECKING VALIDATION

DOC CEZ (MC-2)

Companies use several essential types of maintenance

programs to implement the maintenance management
systems. They can be classified into
1. Routine/General
2. Corrective/Preventive
3. Breakdown
4. Predictive
5. Planned

Companies measure critical asset effectiveness by

following different targets and KPIs across various
sectors.
Management team equip themselves to maintain
competence by ensuring regular exposure for employees
in both local and international trainings.

Companies’ adopt several strategies in minimizing its

resources while maintaining maintenance management
system efficiency. They implement in-house
maintenance to save cost. Ensuring right personnel is
employed in specific function.
Companies determine its gap in implementing the
critical asset in the maintenance management system
continuous audits and certifications. Internal and
external assurance audits are regularly being conducted
to identify gaps and systems improvement.
; A Mixed Methods Study”

MR. ALLEN SAMONTE (MC-3)

A systematic and organized program, employing

different types of maintenance periodically implemented
under strict compliance using software and schedules
that is regularly monitored.

Effectiveness is measured through results, indicators and

utilization ratio.
Maintaining competencies through training and
development

The company relies on the internal efforts by supporting

and strengthening their own work force. Self-reliance
The gaps are identified through periodic audit.
 REMARKS

All 3 members have the same validation and

interpretation with the researcher (Quadrangulated)

All 3 members have the same validation and

interpretation with the researcher (Quadrangulated)
All 3 members have the same validation and
interpretation with the researcher (Quadrangulated)

All 3 members have the same validation and

interpretation with the researcher (Quadrangulated)
All 3 members have the same validation and
interpretation with the researcher (Quadrangulated)