CMRP Exam Study Notes - July 2015

CMRP Exam Study Notes

1.0 BUSINESS AND MANAGEMENT
Describes the skills used to translate an organizations business goals into appropriate
maintenance and reliability goals that support and contribute to the organization’s business
results.

1.1 Create strategic direction and plan for Maintenance and

Reliability operations (provide, vision, provide clear and
measureable goals, develop business case, etc.)

Create a vision, mission and strategic plan to guide implementation of

appropriate maintenance and reliability processes.
 Identify sponsors for change
 Identify long term business goals and what key results must be achieved
 Identify today’s performance and key results areas
o Vision: what would we be if we were good enough to achieve our
goals?
 Goals should be clear, measureable and established in a top down
(cascading) manner
 List and group actions to close gap of vision with current status
o Utilize knowledge of industry benchmarks to establish goals

1.2 Administer strategic plan (develop support, prepare

budgets, obtain approval and resources, implement plan,
etc.)

A solid business case should be developed that specifies the benefits

in financial terms.
The business case should include:

 An understanding of the changes that will be required to the organization

structure, personnel, roles and responsibilities, tools and training and
priorities

Key components of a business case:

 Justification
 Current state
 Future state
 Gaps
 Action plan to close gaps

Steps in business case development:

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1. Identify the business need and direction

2. State the objective: “What are we trying to achieve?”
3. Identify current status
a. Production demand vs. capacity
b. Operations cost opportunity
c. Degrading capability
4. Identify expected/required state
a. Production levels
b. Costs
5. Identify method to close gap
6. Asset case strategy – component replacement
7. Capital strategy
8. Operational procedure
9. Quantify costs and benefits
10. Communicate to stakeholders

 Benefits should be tied to plant goals, measureable and expressed in financial

terms wherever possible

 Several potential solutions with risk/benefit scenarios and recommended

solutions should be presented to provide options to decision makers (Cadillac
vs. VW versions of solution)

1.3 Measure performance (select key performance indicators,

track and report, etc.)

 One of the most important aspects of performance measurement is that it

should align very closely to the manufacturing strategy, thus support it.
o The organisation needs to know to what extent it is achieving the
goals laid down in the strategy.
o 'You get what you measure.'

 Performance measures should be “SMART” (Specific, Measureable,

Achievable, Relavant/Realistic, Time-bound)

 Appropriate Leading or Lagging indicators should be matched to the

business goals
o Leading indicators: Leading (non-financial) indicators are
typically input oriented, hard to measure and easy to influence.
 Number of PM’s planned and scheduled
 % of planned work
 Number of maintenance audits performed

o Lagging indicators: Lagging (financial) indicators are typically

“output” oriented, easy to measure but hard to improve or
influence

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 Availability
 Run rate
 Any maintenance performance KPIs

o Leading indicators are more likely to result in improvement

o The higher “up the food chain” you go in an organization, the more
likely it is to be a lagging indicator

 KPIs – the reliability trap

o The reliability engineer should focus on KPIs the pertain to a
realiability engineer (MTBF, MTTR, etc.)
o The reliability engineer is often asked to focus on KPIs outside of
their sphere of influence (stockouts, turnover in the workforce,
etc.)

1.4 Manage organizational changes (develop change

management process, communicate benefits, etc.)

Changes include the way that maintenance is identified, planned,

executed, tracked and analyzed.

 Development of a change management plan

o Important as it affects the people who do the work
o It is important to understand how each person will progress
through the change process

1.5 Communicate with stakeholders (provide management

reports, inform staff, coordinate with operations, etc.)

Create and execute a comprehensive communication plan to achieve

organizational business goals.

 Appropriate communication with all stakeholders

 Ensure the engagement of all stakeholders
o Provides methods of sharing information
o Provides methods of receiving feedback
o Provides methods of providing input into the decision-making
processes
 Multiple communication approaches and methods should be utilized

Application (from Steve’s notes)

 Konosuke Matsushita, founder of Matsushita Electric Industries, developed
the idea of 'glass wall' management. The 'glass wall' refers to open
communication, visibility and transparency.

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 This information would include performance measures and plans, as well

as physical examples of problems, letters of praise, photographs and
guidelines.
 Even a stranger would be able to understand the situation.
 Growing commitment: Define Reliability Improvement Opportunity for
each manufacturing area (Involve operations and use historical data and
Pareto charts)

1.6 Manage environmental-health-safety risk (support

company EHS and security goals, conform to applicable
regulations, provide EHS training, etc.)

 OH&S compliance should not be sacrificed to achieve production goals

 It is important to train and encourage employees to conduct their work in
a safe and environmentally responsible manner and to use proactive
programs to identify and eliminate deviation from accepted EHS practices.

Risk management (from Steve’s notes)

 Risk - “The chance of something happening that will have an impact upon
objectives. It is measured in terms of consequences and likelihood”. From-
ASNZS 4360 1999
 Risk = Consequence x Likelihood
 Human safety risks – risk of injury or death to the workforce or the
general public.
 Environmental risks – release of toxic materials.
 Operational risks – military missions where failures in aircraft, naval and
weapons systems affect the outcome of the mission.
 Economic risks – arising from loss of production and capital assets,
compensation payments and contractual penalty clauses.
 RCM – Reliability Centered Maintenance:
o Step 1 FMEA to sort out which failures matter.
o Step 2 The maintenance task selection logic decides the optimum
task based on type of failure mode.
o Step3 Determine whether it is worth doing, if so assign task to a
plan, if not redesign or run to failure.
 SIL – Safety Integrity Levels:
o SIL Availability
o 4 >99.99%
o 3 99.90 - 99.99%
o 2 99.00 - 99.90%
o 1 90.00 - 99.00%

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 Risk is reduced to a tolerable level by applying safety functions that

may include further redundancies levels or function testing at set
intervals
 RBI – Risk Based Inspection:
o RBI is the use of risk assessment to plan and justify and to aid the
interpretation of results from inspection, testing and monitoring.
o RBI Systems typically cover static equipment: pressure vessels,
piping, structures.

 Risk Matrix.
 FMEA – is similar to a Pareto but its purpose is to identify the main Failure
Modes which cause the main Effects. The output of a FMEA is typically a
listing of failure modes in order of importance.
 FMECA – Is an Extension to FMEA, identifies the Severity and Probability
of Failure Modes to assign a Criticality to each Failure Modes.
 FTA – Fault Tree Analysis: is a Top Down Approach starting with an
undesirable event such as a failure of a system followed by identifying all
of the possible events or combination of events that could lead to failure.

2.0 MANUFACTURING PROCESS RELIABILITY

This subject area relates maintenance and reliability activities to the manufacturing or
production process of the organization to ensure that maintenance and reliability activities
improve the manufacturing or production process.

 Reliability is built in not added on

 70% if your maintenance costs are “set-in-stone” during the design phase

 Losses of production
o 40% are production related  equipment pressed passed its limit
o 40% are design related
o 20% are maintenance related  equipment repaired incorrectly

2.1 Understand the applicable processes (document process

flow, understand process parameters, understand quality
specifications, etc.)

 Need to understand how the process works to understand how it can be

improved
 Process understanding across all disciplines at all levels
 Process understanding – not only how to operate, shutdown, analyze and
troubleshoot but also methods for communicating and documenting
continuous improvement activities in operations, maintenance, quality and
safety

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2.2 Apply process improvement techniques (identify

production losses; establish continuous improvement
processes, etc.)

The implementation of process improvement techniques is an

important cornerstone for all reliability efforts.
 They should incorporate best practices at all levels of business
performance and include cost, risk and benefit analysis
 Involve the people who are responsible for the work and who own,
operate and maintain the equipment
 Establishment of continuous improvement techniques must be focused
around the business plan.
KPIs
 A crucial step in any process improvement effort is to identify key
performance indicators that align with the business goals of the
organization (always tie back into overall business goals)
Overall equipment effectiveness (OEE)
 Measure of asset performance based on actual availability, performance
efficiency, and quality of product or output when the asset is scheduled to
operate. (typically expressed as a percentage)
 Identifies and categorizes major losses or reasons for poor asset
performance
 Provides the basis for setting improvement priorities and beginning root
cause analysis
 Standard tool for increasing equipment output, reliability and product
quality
 Not a good measure for benchmarking assets  relative indicator of
specific asset performance
o Should not be used to compare one piece of equipment or process
to another piece of equipment or process
o Can be used to identify areas for improvement for a specific asset

Overall equipment effectiveness (OEE): Measure of equipment or asset performance

based on actual availability, performance efficiency. And quality of product or output when
the asset is scheduled to operate.

OEE (%) = Availability(%) * Performance Efficiency (%) * Quality Rate (%)

Availability: The percentage of the time that the asset is actually operating (uptime)
compared to when it is scheduled to operate (gross time). This is also called operational
availability.

Availability (%) = [Uptime (hrs) * 100] / [Total Available Time (hrs.) – Idle Time (hrs)]

Uptime: The amount of time an asset is actively producing a product or providing a service.
It is the actual running time.

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Uptime (hrs) = Total Available Time (hrs) – [Idle Time (hrs) + Total Downtime (hrs)]

Downtime

Downtime Event: An event where the asset is down and not capable of performing its
intended function
Scheduled downtime: Time to do required work on an asset that is on the finalized weekly
maintenance schedule.
Unscheduled downtime: Time an asset is down for repairs or modifications that are not
on the weekly maintenance schedule.

Total Downtime (hrs) = Scheduled Downtime (hrs) + Unscheduled Downtime (hrs)

Performance efficiency: The degree to which the equipment operates at historical best
speeds, rates, and/or cycle times.

Performance Efficiency (%) = [Actual Production Rate (units per hour) / Best Production
Rate (Units/hour)] * 100

Quality Rate: The degree to which product characteristics meet the product or output
specifications.

Quality Rate (%) = [(Total Units Produced – Defective Units Produced)/ Total Units
Produced] * 100

Total Effective Equipment Performance (TEEP): Measure of equipment or asset

performance based on actual utilization time, availability, performance efficiency, and
quality of product or output over all the hours in the period. (Percentage)

TEEP = Utilization time (%) * Availability(%) * Performance Efficiency (%) * Quality Rate
(%)

TEEP = Utilization time (%) * OEE

Six big losses

Loss Categories The Six Big Losses

Downtime (Lost Availability) Equipment Failures

Setup and Adjustments

Speed Losses (Lost Performance) Idling and Minor Stoppages

Reduced speed Operation

Defect Losses (Lost Quality) Scrap and Rework

Startup Losses

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Statistical process control

 Method for achieving quality control in manufacturing processes
 Uses statistical tools such as mean, variance and others, to detect
whether the process observed is “under control”
 Statistical tools are used to observe performance on the production line to
predict significant deviations and correct the problem before producing
product outside specifications

DMAIC

 Define process improvement goals that are consistent with customer

demands and the enterprise strategy.
 Measure key aspects of the current process and collect relevant data.
 Analyze the data to verify cause-and-effect relationships. Determine what
the relationships are, and attempt to ensure that all factors have been
considered.
 Improve or optimize the process based upon data analysis using
techniques like Design of Experiments.
 Control to ensure that any deviations from target are corrected before
they result in defects. Set up pilot runs to establish process capability,
move on to production, set up control mechanisms and continuously
monitor the process.

2.3 Manage effects of change to processes and equipment

(establish change protocol, update documentation and
procedures, etc.)

The success of a maintenance or reliability program can be greatly

hampered when changes made to the process or equipment they
govern is not properly managed.
 Effects of changes must be analyzed and managed – ensure the desired
level of reliability is maintained
Formal change management process is needed (MOC or “Change
process”)
 All intentional changes must be submitted and approved before change
can occur
 Reviewed by all effected parties within the organization (stakeholder
involvement)
 Review ensures that the effects of the change are properly evaluated and
the stakeholders are properly prepared
 The change management process also ensures that all effected documents
are updated

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o Drawings (plant layouts, P&IDs, PFDs, etc.)

o Maintenance documents (MELs, PMs, FMEAs, parts lists)
o Others (production control, safety, asset lists, etc.)
 MOC process must also include devices to monitor the progress of the
implementation
 Devices must be in place to ensure that the change has achieved its
desired effect
o Subsequent changes must be properly addressed

2.4 Maintain processes in accordance with applicable

standards and regulations (understand industry
standards, understand regulatory requirements, ensure
compliance, etc,)

M&R professionals use standards and specifications as a way of

translating the efforts of the reliability program into improved
performance.
 Comparative analysis (benchmarking) between internal results and the
results of others (especially if their performance is seen as world class)
o Gaps in reliability performance must be identified, quantified,
interpreted and communicated to other functions
o Action plans to close the gaps are created, reviewed and improved
on a continuous basis (“living program” approach to reliability)
Regulations specify legal requirements that are mandatory
(environmental, safety, product safety, health, other matters)
 Having a proper understanding of regulations can save money and
increase productivity
 Integrate regulatory requirements with operational best practices
o Best way to ensure compliance is achieved and that risk and
potential liabilities are managed

3.0 EQUIPMENT RELIABILITY

This subject area describes two kinds of activities that apply to the equipment and
processes for which the maintenance and reliability professional is accountable.

1. Activities used to assess the current capabilities of the equipment and processes in
terms or their reliability, availability, maintainability, and criticality.

2. Activities used to select and apply the most appropriate maintenance practices, so
that the equipment and processes continue to deliver their intended capabilities in
the safest and most cost-effective manner.

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3.1 Determine equipment reliability expectations (identify

reliability goals, identify process expectations, etc.)

Business goals and stakeholder expectations are the foundation on

which equipment reliability and availability requirements are formed.
 Development of meaningful and measureable equipment reliability and
availability expectations
o Understanding of regulatory and code requirements
o Understanding of design capabilities

3.2 Evaluate equipment reliability and identify improvement

opportunities (measure and track performance, determine
best demonstrated performance, analyze gaps, etc.)

Data collection (and comparison with expectations)

 Select where, how and when to measure equipment performance
 Use consistent and accurate data collection methods
 Consider factors that may influence performance (load, speed, operating
environment, etc.)
 Data can be compared with established reliability and availability
expectations
o Gaps identified are candidates for further investigation

Probability – In general terms, it is a measure of the likelihood that a

particular event will occur in any one trial, carried out in prescribed
conditions.

Failures – loss of desired Function. Stoppage of plant due to malfunction.

Cessation of component function. Performance below desired level.

Failure Rate – Failure Rate (lambda). is the number of failures per unit of time
is represented by: No of Failures/Operating Hours

MTTR – Mean time to repair

 The mean time it takes to repair a component
MTBF – Mean time between failures (lagging indicator)
 Useful to determine if the reliability of an asset is improving
Reliability - The probability of the equipment to function as intended, for the
scheduled period of time, and under specified operating conditions.
Rel = e-λt
Rel = e-t/MTTF
Reliability block diagrams

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System in series: RelSystem = R1 * R2 * R3

System in parallel: RelSystem = 1-[(1- R1) * (1- R2) * (1- R3)…]

Further analysis

 Equipment not meeting performance expectations may be analyzed using

a variety of methods (eg. Root cause analysis, Weibull analysis)

 Analyze and identify opportunities to improve equipment reliability

 This comprehensive analysis should result in clearly defined improvement

opportunities for achieving equipment performance that meets
expectations

3.3 Establish a strategic plan to assure reliability of existing

equipment (identify appropriate analysis techniques,
develop maintenance strategy and tactics, etc.)

Properly developed M&R plans consist of the optimum tasks to safely

meet reliability and availability requirements at the lowest cost
 Based on analysis, select maintenance strategy/plan for existing
equipment (condition based, restorative/replacement, failure-finding,
autonomous, etc.) (RTF, PdM, PM, inspection)
 Use of one or more processes to develop a reliability based maintenance
plan
o Based on analysis, select maintenance strategy/plan for existing
equipment
 Ensure that maintenance strategy aligns with strategic plan

RCM (Reliability Centered Maintenance) – Analysis process

“A process used to determine what must be done to ensure that any physical
asset continues to fulfill its intended functions in its present operating
context” (Moubray, 1991)
RCM: The Seven Basic Questions
1. What are the functions and associate performance standards of the
asset in its present operating context?
 What purpose does the equipment serve?
2. In what ways does it fail to fulfill its functions?
 What problems (functional failures) can occur?
3. What causes each functional failure?
 What failure modes cause the problems?
4. What happens when each failure occurs?
 What are the effects of the failures?

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5. In what way does each failure matter?

 How significant are the effects?
6. What can be done to predict or prevent each failure?
 Mitigating tasks?
7. What should be done if a suitable proactive task cannot be found?
 What is plan B if failure is inevitable (standing spare, etc.)

RCM Acknowledges Three Types of Maintenance Tasks

 Time directed (PM) - Time-directed tasks are scheduled when appropriate

 Condition-directed (PdM) - Condition-directed tasks are performed when
conditions indicate they are needed
 Failure finding (one of several aspects of Proactive Maintenance) - Failure-
finding tasks detect hidden functions that have failed without giving
evidence of pending failure. Run-to-Failure is a conscious decision and is
acceptable for some equipment.

Preventive Maintenance

 Planned maintenance that is designed to improve the reliability of

equipment

 Activities performed on a specified interval based on

o Run time (best to use)
o Time interval (suspect b/c not necessarily based on equip. use)
o Number of cycles (also good to use)
 Tasks are performed whether they are going to yield benefit or not

 Preventive maintenance tasks are often performed before the asset has
operated for its entire life expectancy or too late – asset has failed

 “There is often little or no relationship between how long an asset has

been in service and how likely it is to fail”

 Wherever cost effective, Predictive Maintenance tasks should replace PM

tasks
o PdM = inspection and associated corrective task
 Un-required predictive maintenance should not be done
o Often intrusive, not cost effective, can leave equipment less
reliable
Predictive Maintenance

 The process of monitoring the condition of an asset and taking an action

to avoid the consequences of a failure

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 Inspection and testing activities to detect component defects before a

functional failure
o Measures or inspects for physical parameters against known
standards to detect and analyze problems before functional failure
o Corrective maintenance actions are taken when the equipment
conditions require them (i.e. condition based)

 Predictive maintenance techniques are are not normally effective for

random failures but can be used effectively for post maintenance tests to
detect probable infant mortality

 P-F interval – time between potential failure and failure

o “Warning time” between sign of failure and functional failure
 For Predictive Maintenance to be effective
o Failures must be detected in the P-F interval and an action taken to
prevent the failure
o The PdM activity must be cost effective

3.4 Establish a strategic plan to assure reliability of new

equipment (establish reliability specifications and
acceptance criteria, obtain complete documentation, etc.)

Development of an equipment reliability strategy using defined

performance, availability and maintainability requirements needed to
achieve the business mission.

 Requirements are translated into reliability specs and acceptance criteria –

for use in procuring equipment

 Requirements provide specific guidance for use in the maintenance

planning process
o Documented equipment reliability strategy that is fully integrated
into the equipment selection, procurement, and commissioning
processes is the essential first step in ensuring reliability over the
life of the equipment.
o The strategy for new equipment should be congruent with the
strategic plan.

3.5 Cost-justify selected plans for implementation (conduct

cost-benefit analysis, communicate benefits, obtain
approval, etc.)

Cost justification uses identified and quantified benefits or values,

costs or resources, and possible risks associated with a proposed
equipment reliability plan to produce and information package for
decision making and performance measurement.

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Cost-justify (budget) tactics selected for implementation

Asset Life Cycle:

 Conceptual Design (80-90% of life costs are determined by management

decisions made before here).
o Define functional requirements
o Set reliability, maintainability, availability, safety (RAMS) targets
o Use like-type data from similar plant, databases, experts to test
design
 Detailed Design (80-90% of life costs are determined by management
decisions made before here).

o Develop maintenance strategy, spares, manning

o Confirm reliability of detailed design
o Estimate life costs and compare cost/benefit of options
o Evaluate SH&E risk levels
o Develop contractor warranties
 Implement

o Build plant
o Implement maintenance strategy
o Develop performance metrics
o and management processes
 Thru-life to End of Life

o Audit performance, solve problems

o Refurbishment/upgrades,
o Continuously improve reliability, reduce cost and SH&E risk

Life Cycle Cost Analysis (LCCA)

 Economic method of project evaluation in which all costs arising from

acquiring, owning, operating, maintaining, and disposing are considered

 Objective of LCCA is generally to find the most cost effective option from a
series of alternatives

 LCCA requires that future costs have to be calculated by taking into

account the time value of money

LCC = Capital Cost + Present worth of Maintenance and Operations - Present

worth of Salvage value

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3.6 Implement selected plans to assure equipment reliability

(apply reliability strategies, establish organizational
structure, provide resources, etc.)

Implementing an equipment reliability strategy may include:

 Monitoring equipment condition

 Measuring equipment performance

 Analyzing data

 Communicating results and recommendations

 Taking appropriate action to achieve specified reliability requirements.

3.7 Review reliability of equipment and adjust reliability

strategy (assess key performance indicators, analyze
deviations, identify relevant best practices, implement
continuous improvement, etc.

Every reliability program should be assessed against the established

reliability goals and process expectations.

 Carefully selected M&R KPIs provide insight into the effectiveness of the
applied reliability strategy

 Analysis and comparison of KPI trends, along with research into the cause
of deviations lead to tactical implementation adjustments which in turn
impact the KPI results

4.0 ORGANIZATION AND LEADERSHIP

This subject area describes processes for assuring that the maintenance and reliability staff
is the most qualified and best assigned to achieve the maintenance and reliability
organization goals.

4.1 Determine organizational requirements (review strategic

plan, determine required skills and staffing levels, etc.)

It is important to identify the organizational requirements needed to

align to the organizational strategic plan.
Requirements for identifying the organizational requirements:

 Analyzing the overall capability of the organization

 Understanding the business conditions in which the organization

operates

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 Understanding the capability and skills of personnel

 Evaluating industry trends, issues, and opportunities that might affect

the organizational programs

 Developing strategic and tactical plans

 Communicating to all levels of the organization

Three main steps:

 Review strategic plan

 Determine required skills

 Determine required staffing levels

4.2 Analyze organizational capability (inventory staff skills,

determine performance gaps, etc.)

The organization needs to measure actual performance against

desired performance by assessing personnel in order to identify any
gaps.

 Inventory staff skills

 Determine performance gaps

4.3 Develop the organization structure (establish reporting

channels, determine roles and responsibilities, manage
reorganization, etc.)

The organizational structure defines roles responsibilities, relationships,

governance and other organizational characteristics that, when effectively
communicated, facilitate work by the people and teams to which the various
functions are assigned.
 Establish reporting channels
 Determine roles
 Determine responsibilities
 Manage reorganization

Types of organizational structures – maintenance organizations

Production Centered Organization

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 Production is main priority

 Put production ahead of equipment health

o Delay PMs to maximize production
 Consideration for schedules is move towards production

Engineer Centered Organization

 More theoretical, less hands on

 Do more things by engineering standards then by plant experience
 Engineering department is in control

Reactive Organization

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 Tendancy for different motives from different departments

 Not an effective organizational structure

Typical Maintenance Centric - World Class Organization

 “IDEAL” organizational structure

 Maintenance manageer controls all maintenance
 PMs are properly prioritized
 Plan and schedule work
 Lower repair costs

Change

 For step change you must facilitate the transition to ownership

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 Must transition through team building steps (forming, storming, norming,

performing)

 Teams are an effective way to effect a change

o A team of key stakeholders should be used as change agents
o Directives are ineffective
o Change must be managed
 Right speed, right amount, effective implementation
o Change is not easy

Total productive maintenance (TPM)

TPM is the main manufacturing approach used by companies
Eight key pillars each set to achieve a “zero” target
1. Focused improvement: for eliminating waste.
2. Autonomous maintenance: the operator is the key player. It
involves daily maintenance activities carried out by the operators
themselves that prevent the deterioration of the equipment (ODR).
3. Planned maintenance: for achieving zero breakdowns.
4. Quality maintenance: This is actually “maintenance for quality”. It
includes the most effective quality tool of TPM: “Poka-yoke”, which
aims to achieve zero loss by taking necessary measures to prevent
loss.  restoring equipment to as-new condition
5. Education and training: for increasing productivity
6. Early equipment/product management: to reduce waste occurring
during the implementation of a new machine or the production of a
new product.
7. Safety, hygiene, environment: for achieving zero work-related
accidents and for protecting the environment (EH&S).
8. Office TPM: for involvement of all parties to TPM since office
processes can be improved in a similar manner as well.

TPM involves the following

 Maintenance prevention in the design and selection of new equipment

 Predictive maintenance to determine the life expectancy of components

(and execute CMs if necessary)

 Corrective maintenance to improve equipment performance (CMs)

 Preventive maintenance on a scheduled basis to ensure the continuous

smooth operation of equipment

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 Autonomous maintenance to involve production employees in the total

machine maintenance process. Autonomous maintenance is operator
performed maintenance (ODR)

5Ss

 Sort: Clearly distinguish the items needed in a work area from those no
longer needed. Red tagging is the activity that eliminates these un-needed
items

 Set in order: Keeping the needed items in the correct place to allow for easy
and immediate retrieval.

 Shine: Keeping work areas, all work surfaces and equipment clean and free
from dirt, debris, oil, etc.

 Standardize: Standardize activities, procedures, schedules and the persons

responsible for helping keep the workplace clean and organized.

 Sustain: Drive the organization to be disciplined in maintaining these new

standards and procedures and in continuously improving the state of the
workplace  document and plan to come back and verify.

4.4 Develop personnel (provide training, hire needed

expertise, delineate career paths, etc.)

Development of personnel is an essential part of improving

organizational performance, aligning staff with the strategic plan, and
providing a career path for personnel.
Training plan:

 Method used to develop a structured curriculum that fits the training

requirements of each job role

 Preferred curriculum will facilitate development of performance

assessment
o Measure actual performance vs. desired performance
o Align organization to goals and make sure that people are trained
to fulfill them.

4.5 Lead and manage people (develop leadership skills,

assess performance, promote cooperative work
environment, facilitate communication, etc.)

Leaders must lead, motivate, inspire, and encourage their staff.

 Develop leadership skills
 Assess performance
 Promote cooperative work environment

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 Facilitate communication

5.0 WORK MANAGEMENT

This subject area focuses on the skills used to get the maintenance and reliability work
done. It includes planning and scheduling activities, quality assurance of maintenance
activities, stores and inventory management.

5.1 Identify, validate and approve work (establish work

identification processes, select and approve viable work,
etc.)

Establish work identification process

 Identify the different types if actions that can be taken

o Corrective Maintenance (Breakdown or Planned)
o Predictive Maintenance
o Preventive Maintenance
o Proactive Maintenance

 Assess business justification for the maintenance plan and develop the
needed data support systems for it
o Utilize RCM or FMEA analysis to identify planned work.
o Validate and classify work
Select and approve viable work

5.2 Prioritize work (develop and implement formal

prioritization system, etc.)

Develop formal prioritizing system

 A well-defined and properly executed work prioritization process must be
employed to effectively manage resources (manpower, time, tools,
materials)
 An effective prioritization process will assure the most serious problems
(safety and environmental) are corrected expeditiously
 Plant wide formal prioritization system
o Work Priority: Priority can be defined as the relative importance of
a task in relation with other tasks.
 1: Critical (Immediate)
 2: High (Within 24 Hours)
 3: Medium (Within 7 Days)
 4: Low (Within 1 Month)
 5: Hold (Shutdown Work)

Implement formal prioritizing system

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 The most successful companies employ a risk-based strategy to ensure

their business goals and objectives are safeguarded
 Key to success: have performance metrics in place to measure compliance
with the prioritization, planning, scheduling and execution of the most
critical tasks and activities

5.3 Plan work (develop job package including scope,

procedures, references, materials, tools, testing, etc.)

Work planning leads to increased efficiency and effectiveness of the

maintenance workforces, thus producing business value by lowering costs.
Develop job package
 Work planning function uses knowledge about and information about
equipment, hob tasks, tools and materials, worker skills, and work
environment to produce a worker information package (Job Plan)
 Best planners/schedulers are technicians that are familiar with the
equipment, steps needed to repair equipment, safety procedures require
to repair equipment, time required to repair equipment, etc.
Including scope and procedures
 Contains detailed information about work scope and procedures,
specifications and regulations
 Planning function also includes securing of permits and clearances
Including materials and tools
 Includes information about required tools and materials
o Application part list (standard list of parts for a specific job)
o Bill of materials
Including testing

5.4 Schedule work (develop scheduling process, produce

work schedules, balance resources, monitor backlog,
manage break-in work, coordinate equipment access,
etc.)

Implementing a scheduling process that incorporates the planning process will

enable effective execution of work.
Develop scheduling process
 Implementing a scheduling process that incorporates the planning process
will enable effective execution of work.
Produce work schedule
Planners/schedulers

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o Planning and scheduling should be a dedicated function reporting

directly to the Maintenance Manager, not to the Maintenance
supervisor
o A common mistake that is made is requiring the planner/scheduler
to expedite parts
o The Maintenance supervisors responsible for any reactive
maintenance task (i.e. expediting parts)
o Maintenance planners must think sequentially
o Planners and schedulers should only work on jobs that are being
planned at least 10 business days in advance
Balance resources
 The purpose of scheduling is to ensure that resources are available at the
specified time
Monitor backlog
 Scheduling includes monitoring the maintenance backlog
 Maintenance backlogs are reviewed at least monthly to purge work orders
that may no longer be required
Manage break-in work
Coordinate equipment access
 Scheduling includes plans to have production shut the equipment down
and have it ready to be repaired

5.5 Execute work (manage labor, material, and services;

control productivity, ensure HSE compliance, etc.

The methods and best practices for effective use of maintenance resources
need to be clearly understood.
Manage labour
 The skills of the maintenance workforce bust be evergreen so that they
can satisfy the collective needs of the maintenance plan.
Manage material and services
 Effective resource management (people materials financial)
o Productivity – Productivity can be measured by recording the
delays caused preventing trades from effective tool time.
Productivity can be measured against estimating norms for
benchmarking purposes.
o Spares Optimization – They tend to be expensive and, although
only accounting for perhaps 20% of the inventory items, they often
represent 60-80% of the inventory capital tied up. The optimum
parts holding is that level of spares which incurs minimum total
impact to the business as a whole i.e. the minimum combination of
holding costs (i.e. storage costs, in-storage maintenance costs

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etc.) against the risk exposures to the consequences of part

unavailability when needed (usually equipment downtime costs).
o Stores Efficiency
o Cost Management – Activity Based Budgeting enables costs to be
managed bottom up. Costs are rolled up by cost centers to
systems or major plant areas.
Control productivity
Ensure EHS compliance
 Health safety and environmental guidelines are used to develop and
implement efficient, comprehensive and proactive programs to ensure a
safe and environmentally compliant work environment.

5.6 Document work (create post-work documentation

process, record failure events, etc.)

Create post work document process

 Accurate and detailed documentation of work will provide information on
resource utilization (eg. Skill sets, tools, special equipment, delays, etc.)
actual costs of maintenance to support budget and planning efforts, and
enhance the ability of the reliability function to document and categorize
trends.
Record failure events and failure modes
 Document work execution and update records / history
o Problem Reporting – When a component fails, a valuable piece of
information about it has been generated because we have the
opportunity to learn how to improve the component if we take the
right actions.

 A maintenance professional should use a Computerized Maintenance

Management System (CMMS) as the management tool to capture
information after the maintenance tasks are completed.

5.7 Analyze work and follow-up (compare actual work with

plan, identify variances, etc.)

Compare actual work with plan

 The maintenance professional should be able to analyze work and
compare the actual work with the plan set forth for the identified
maintenance tasks.
 Documentation of the work is used to determine when adjustments need
to be made to measure the accuracy of the job plan in such areas as
o Estimated duration
o Labour required
o Tools required

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 CMRP Exam Study Notes - July 2015

o Materials
Identify variances
 After completion the work order should be analyzed and compared with
the equipment history and to benchmark data
 Maintenance costs should be reviewed and improvements made to the
work process  inputs into programs to change maintenance job plans
and improve reliability
o Failure mode and effects analysis (FMEA)
o Reliability centered maintenance (RCM)
o Root cause failure analysis (RCFA)

5.8 Measure work management performance (establish

performance indicators, report schedule compliance and
rework, etc.)

Establish performance indicators

 Ensure you are measuring what should be managed
 Appropriate and achievable metrics should be selected across all work
management functions
 Metrics that can be utilized
o Percentage of planned work
o Schedule compliance
o Percentage of rework
Report schedule compliance and rework
 Record and report metrics to measure success and make future
adjustments

5.9 Plan and execute projects (Define scope, estimate project

and life cycle costs, apply critical path methods, track
progress, coordinate staffing, etc.)

 Understand the steps required to plan and implement a capital project

Define scope
Estimate project and life cycle costs
 Utilize life cycle cost analysis (total cost for design, purchase, installation,
maintenance and disposal) to achieve the most effective approach for
least cost of ownership of an asset.
Apply critical path methods
PERT (Program Evaluation and Review Technique)
 Utilizes critical path method

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 CMRP Exam Study Notes - July 2015

 Uses a network diagram with lines and nodules or modes

 Critical path = longest duration
Gantt
 A Gantt chart is a graphical representation of tasks against the
progression of time
o Lays out the order in which tasks need to be carried out
o Helps manage the dependencies between tasks
o Allows you to see immediately what should have been achieved at
a point in time
o Allows you to see how a remedial action may bring you back on
course
 Accepted as a commonplace project management tool
PERT vs. Gantt
 Pro’s and con’s to each
 PERT was developed as an improvement to the older Gantt chart
 Many feel that it is easier to manage a project using the PERT system
Track progress
 Project execution should be continually monitored and reported
 Any deviations to the plan must be communicated in order to make
adjustments to the project design, scope and resources
Coordinate staffing

5.10 Use information technologies effectively (leverage

capabilities of data historian, process control systems,
condition monitoring software, EAM/CMMS, etc.)

 The maintenance professional needs the ability to use a wide variety of

computerized systems for the management of the information used in the
management of the maintenance function.
 An understanding of when and how to most appropriately use
computerized tools to manage maintenance work, assess the health of
equipment, and to guide improvement efforts should be part of the
maintenance professional’s abilities.
Leverage capabilities of data historian
Process control systems
Condition monitoring software
EAM, CMMS systems functionality
 CMMS – Computerized Maintenance Management Systems. The CMMS
enables work processes (work flow) to improve the efficiency of the
maintenance department. The CMMS is essentially a database used to

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collect information about the asset which should be analyzed to improve

the effectiveness of the maintenance strategy
 ERP – Enterprise Resource Planning. Enterprise wide information system
to coordinate all resources, information and activities needed to complete
the business processes
 EAM – Enterprise Asset Management. Whole life optimal management of
physical assets to maximize value.

5.11 Manage resources and materials (control materials

inventory, manage spares and equipment, establish MRO
procurement process, manage contractors, etc.)

 The effective management of inventory (spare parts, tools, etc.) for

maintenance activities is critical to the work management process.
 Need to ensure that what is purchased meets the overall business needs
of the organization (i.e. cost vs. reliability)
Control Materials inventory
 What to buy, when to buy
 What to stock, what inventory should be eliminated
Manage spares and equipment
 Accurate documentation
 Stocking parameters
 Prioritize inventory to support work planning and scheduling processes
Establish MRO procurement process
Manage contractors
Gauge performance
 Stock outs
 Excess inventory
 Obsolete inventory

Proper management of spares, tools and resources will facilitate

continuous improvement of cost, workforce productivity and process
availability

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