*3.1.2 Maintenance process design*

This section presents the necessary processes pertaining to maintenance management which are presented under the guidelines of the international standards [42], such as:


According to the ISO 9001 standard, a process is the set of mutually related activities that interact, transforming input elements into ISO 9001 output elements. In maintenance management, the input elements are usually associated with operational demands, requests for intervention over assets, results of internal and/ or external audits, needs for the maintenance of assets, and customer requirements, among others. In order for these to be transformed into maintenance plans, preventive, corrective, or improvement actions are aimed at achieving strategic goals. The objective of designing a process for maintenance management is to achieve compliance with the specifications required by all interested parties (customers, shareholders, related entities) such as costs, quality, flexibility, availability, reliability,

maintainability, operation times, environmental regulations, safety, and health, among others.

Consequently, it involves making strategic decisions regarding human resources, machinery, tools, materials, infrastructure, methods, and technologies to be used. In general, it is the authors' view that it is necessary to design or redesign a process in the following cases that involve:


The issues mentioned above are derived from a full analysis of the internal and external context of the organization, a necessary requirement to implement standards ISO 55001 and ISO 9001 [43].

Designing a process involves the definition and systematic management of all processes and their interactions, for which analysts can use visualization tools such as process maps, information flowcharts, and task lists by activity. These tools help under a process management approach to establish the following:


Bravo C. in his work [44] expresses that "… Process management is a discipline that helps the management of the company to identify, represent, design, formalize, control, improve and make more productive the processes of the organization to win customer confidence. The organization's strategy provides the necessary definitions in a context of wide participation, where process specialists are the facilitators*…*."

**15**

management (CMMS).

*Maintenance and Asset Life Cycle for Reliability Systems DOI: http://dx.doi.org/10.5772/intechopen.85845*

1.Strategy design

2.Visual modeling

3.Process intervention

4.Useful life management

At the same time, the cited work presents a four-cycle framework for the inte-

The four cycles mentioned above incorporate new practices and require a high commitment from all bodies. Based on the strategy and on a preliminary analysis of maintenance processes, it is possible to build a process map, which must be circulated to all organization personnel. A process map provides a global–local perspective, grouping each process into strategic, key, or support. The design of a process map depends on the

• Strategic processes: They are identified at the top of a process map, and their objective is to plan the strategies of the organization, make the relevant plans, and provide feedback to the other processes. In maintenance management these processes are related to the planning of the activities to be carried out, in accordance with the work orders that are generated, the monitoring of performance indicators, and the generation of policies to improve the results. The BS EN 16646 standard recommends considering the following processes: planning of maintenance activities, management and development of resources, creation of maintenance plans, monitoring and continuous improvement, evalua-

tion and control of risk, and decisions regarding the portfolio of assets.

• Key or business processes: They are pinpointed at the center of a process map; they are derived directly from the organization's mission. In a maintenance department, the processes involved here correspond to the execution of preventive, corrective, or predictive plans from the implementation of asset management to the generation and scheduling of work orders and the supervision of actions in the operation plant. According to the maturity of the organization, this layer may also include the processes of acquisition of physical assets (if they exist in the market) or manufacturing physical assets (if they do not exist in the market in acceptable economic conditions). This may also include updating or improving assets for higher value throughout the global life cycle of the assets, taking out of service, and/or withdrawal of assets when their utility is worn out.

• Support processes: They are identified at the bottom of a process map and support the entire organization in aspects that are not directly related to the business, but it is necessary to convert the strategies into concrete activities. In maintenance management, this includes the communication protocols, inspection and diagnosis of the assets, and the monitoring of processes designed to achieve the organizational objectives. One may consider processes for resource management (human, information, materials, and tools) and information

The relationship of the processes depends on the context of the organization, as well as the specifications of the associated procedures and the detail that the

gral change management. These cycle stages are listed in order as follows:

context in which each organization is developed under the following criteria:

At the same time, the cited work presents a four-cycle framework for the integral change management. These cycle stages are listed in order as follows:

1.Strategy design

*Reliability and Maintenance - An Overview of Cases*

• Important modifications in the requirements

• Priorities of the organization have changed

• Performance indicators not reaching the expected results

under a process management approach to establish the following:

• Activities and tasks which might be eliminated or do not add value

Bravo C. in his work [44] expresses that "… Process management is a discipline that helps the management of the company to identify, represent, design, formalize, control, improve and make more productive the processes of the organization to win customer confidence. The organization's strategy provides the necessary definitions in a context of wide participation, where process specialists are the

• New processes or technologies used by competitors

in the following cases that involve:

• Quality problems

• Altered demand

significantly

dards ISO 55001 and ISO 9001 [43].

• The existing processes

• Strengths and weaknesses

• Delivery delays or issues

• Communication flow issues

• Easier operations

• The relationship between processes

• Activity and operation integration

among others.

maintainability, operation times, environmental regulations, safety, and health,

Consequently, it involves making strategic decisions regarding human resources, machinery, tools, materials, infrastructure, methods, and technologies to be used. In general, it is the authors' view that it is necessary to design or redesign a process

• Important changes in the inputs or in cases where their availability has changed

The issues mentioned above are derived from a full analysis of the internal and external context of the organization, a necessary requirement to implement stan-

Designing a process involves the definition and systematic management of all processes and their interactions, for which analysts can use visualization tools such as process maps, information flowcharts, and task lists by activity. These tools help

**14**

facilitators*…*."


The four cycles mentioned above incorporate new practices and require a high commitment from all bodies. Based on the strategy and on a preliminary analysis of maintenance processes, it is possible to build a process map, which must be circulated to all organization personnel. A process map provides a global–local perspective, grouping each process into strategic, key, or support. The design of a process map depends on the context in which each organization is developed under the following criteria:


The relationship of the processes depends on the context of the organization, as well as the specifications of the associated procedures and the detail that the

instructions and records must possess (see **Figure 3**). Once the processes and the way they are related are identified, the specific procedures of the key activities must be characterized and defined. This equally includes the instructions for technical operations (inspection routines, road maps, among others) and the formats of the records necessary for the analysis of data (asset resumes, fleet profile, failures, failure modes, frequent causes), as will be explained later.

The characterization involves documenting each of the processes designed for management, identifying the inputs, outputs, and activities in each of the stages of the improvement cycle proposed by Deming in 1950 (PDCA). For their part, the procedures detail the sequential steps to properly develop the processes, which in some cases are stored as part of a process manual. Roadmaps detail the procedures considered for maintenance management and are used at technical levels. These tools must show records of their execution necessary for the monitoring of activities and the collection of performance indicators (KPI).

### *3.1.3 Maintenance operative process management*

The management of operational processes from the tactical perspective refers to the need for a system that allows the administration of work, materials, and resources, in order to gain control over the maintenance processes while requiring planning and programming that include an established order of work, equipment stops, and the creation and development of preventive and predictive maintenance plans. Within the framework of this management, the performance of the work team must be measured at each level, and the performance of aspects such as the implementation of lubrication routines, inspection, condition monitoring, and activities for the prevention of failures must be evaluated. The scope of process management incorporates five areas with defined global scope.

Work management guarantees well-established planning and programming that all tasks are planned at least 24 hours in advance and programmed with a week minimum margin, except emergency work. The adequate administration implies the existence of criteria for the creation and programming of work orders, which are used and respected, wherein the work flow is continuous and is not hindered by material or resource problems and in case of delays there are no major disturbances of the schedule. The latter implies that these are contained in 2 to 4 weeks of work. The indicator of worker efficiency is high, which leads to high staff performance.

**17**

*Maintenance and Asset Life Cycle for Reliability Systems DOI: http://dx.doi.org/10.5772/intechopen.85845*

reduced by incorporating the following activities:

databases, inventory monitoring, and inputs.

and a root cause analysis of the failures.

emergencies.

completion, and actual completion.

For the adequate workflow, the design of the work order is necessary, which must act as a transversal mechanism to guarantee compliance with the Deming Cycle (PDCA) in the flow of maintenance activities. The work order must be standardized as a document that calls on the completion of a task or set of tasks and serves, among others. It should be considered as the nucleus for the compilation of data, for the attention as a whole or for the attention of individual components and their processes. The work order becomes a starting point for the control mechanism since it transmits information about the work carried out, the start dates, estimated

The work order flow must involve all the maintenance and operation personnel. It shall reflect the prioritization of the needs where the most critical and urgent must be dealt with first. Another suggested point is to establish a hierarchical limit in the execution of the work order. Therefore, in this stage it is necessary to define among four options: a) include actions at the system level, b) include actions at the subsystem level, c) include specific part tasks, or d) include inspection routines. This hierarchical limit will allow the tracking of work orders within the operational model of excellence. In addition, a work order must be allocated to the personnel in charge, detailing, among others, the materials, resources, previous analysis of the situation, and static data such as manuals, inspection routines, catalogs, etc. Furthermore, it must give space for the order of opening, planning, programming, and finalization. In general, the cycle time of a maintenance work order can be

• Management of main stops: The maintenance management involves scheduled stops up to 6 months in advance and a precise definition of the scope of the work to be executed, giving enough time for realistic fulfillment of the objectives. This implies managing the process, formalizing scheduled stops, high involvement by production, engineering, maintenance, and processes. In the period of fulfillment of the scheduled major stop, attention is only given to

• Management of materials and resources: The availability of material and resources is solved with automated inventory controls that are part of the maintenance management information system and by stock levels supported by the economic analysis of internal maintenance. Resource management is based on the history of materials and resources, generation lists, vendor

• Management indicators: Evaluating performance is part of the day-to-day process. Key indicators characterize costs in terms of quantity, type, area of origin, materials and resources, and work order. The management indicators should contemplate, measure, and obtain information on the company, plant, departments, improvement team, and work teams. The process indicators are directed to be effective, and external and internal benchmarking is used to lead the process.

• Reliability management: For operational processes to achieve a high reliability degree, it is essential to use CMMS/EAM as a tool for making optimized decisions, along with the experience of the staff. The use of the systems includes a diverse area of disciplines such as engineers, planners, and different work teams. The analysis of the condition is linked to the monitoring and preventive maintenance activities completed in all areas. The frequencies and activities of the maintenance routines are refined through the feedback of the work order

**Figure 3.** *Process map of maintenance asset proposed.*
