*3.1.1 Phases of the maintenance strategy model proposed*

The development of a maintenance strategy model could be a long process, and it could depend on each productive system or company guidelines or even real context. Due to the latter, it could be difficult to run into a particular methodology which comes over all necessities. It has the intention to bring up some guidance for the achievement of a maintenance strategy. Although this guidance has a general focus, it was applied in a truck fleet and consequently may be more specific in some areas/ideas.

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

charge with setting up the company's strategy.

that is lately generating value for the organization:

a.Planning

**Figure 2.** *Excellence model.*

f. Feedback

b.Process management

c.Data collection

d.Process evaluation

e.Baseline development

For the reason that the proposed model is based on the guidelines of international standards, it is suggested that the aforementioned fundamentals be considered during the execution of each stage of the model. These stages are developed through frequent interaction of the staff (tactical and operational level) with the maintenance processes and finally the interaction with top-level management in

The development of these phases results in a maintenance management process

• Planning maintenance management: In this stage, the current state of corporate maintenance management is analyzed, considering the mission of the organization, the identification of the vision and mission, and the core focus of the business. The strategic indicators have to be considered and raised and defined in the "performance evaluation" with the aim to establish the starting point and address the processes to higher levels of excellence. In this stage, activities this stage, activities such as budget planning and execution, maintenance plan checking, resource planning and spare part planning, predictive task managing, and inspections, among others, ought to be considered [37].

In order to develop the model, the following stages are considered:

#### **Figure 1.**

*Maintenance effectiveness indicators.*

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

*Reliability and Maintenance - An Overview of Cases*

resources needed to maintain that state (**Figure 1**).

a.Planning

areas/ideas.

b.Process design

c.Maintenance management

tive, periodic, and predictive) can be analyzed and compared.

*3.1.1 Phases of the maintenance strategy model proposed*

In order to identify the most relevant indicators facing a company's maintenance

strategy, it is necessary to distinguish between effectiveness and efficiency. For maintenance purposes, effectiveness measures the health of equipment, while efficiency measures the state of the equipment in comparison with the effort and

Once relevant assets, work order flows, and related indices for efficiency and effectiveness are identified, it is possible to discuss maintenance optimization and economic evaluation by considering how to predict failure rates with quantitative and qualitative data. Although a common maintenance information system does not include tools such as FMEA, RCM, and data analytic packages, it is important because it allows users to analyze information and the subsequent decision-making. In conjunction with the data collected, different maintenance strategies (preven-

The model incorporates the building blocks of the ISO 55000, PAS 55, and ISO 39001 series of standards and promotes the development in three stages, namely:

It is worth noting at this point that all stages mentioned above integrate person-

nel, processes, and the equipment in an improvement cycle, as described later. The proposed model is based on the requirements of an asset management system set out in the international ISO 55000 and ISO 55001 series of standards while considering aspects of the ISO 39001 standard. The latter addresses the fundamentals for developing a road safety management system, such as shown in **Figure 2**.

The development of a maintenance strategy model could be a long process, and it could depend on each productive system or company guidelines or even real context. Due to the latter, it could be difficult to run into a particular methodology which comes over all necessities. It has the intention to bring up some guidance for the achievement of a maintenance strategy. Although this guidance has a general focus, it was applied in a truck fleet and consequently may be more specific in some

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**Figure 1.**

*Maintenance effectiveness indicators.*

For the reason that the proposed model is based on the guidelines of international standards, it is suggested that the aforementioned fundamentals be considered during the execution of each stage of the model. These stages are developed through frequent interaction of the staff (tactical and operational level) with the maintenance processes and finally the interaction with top-level management in charge with setting up the company's strategy.

In order to develop the model, the following stages are considered:


The development of these phases results in a maintenance management process that is lately generating value for the organization:

• Planning maintenance management: In this stage, the current state of corporate maintenance management is analyzed, considering the mission of the organization, the identification of the vision and mission, and the core focus of the business. The strategic indicators have to be considered and raised and defined in the "performance evaluation" with the aim to establish the starting point and address the processes to higher levels of excellence. In this stage, activities this stage, activities such as budget planning and execution, maintenance plan checking, resource planning and spare part planning, predictive task managing, and inspections, among others, ought to be considered [37].


This stage can be complex depending on the organization. It is the authors' view that even if one does not manage to complete the whole survey, one should continue onto the other stages. It is deemed that this point should not become a "dead end" or a bottleneck of the process. In the future, one may update it using on the one hand the information system and on the other hand, information from providers, among other sources. In order to accomplish this stage, it is necessary to devote workforce and work plans so as to do all data collection tasks.

• Information assembling and analysis: This stage, as its name implies, consists of the organization of information. A large part of its success relies on focusing on the amount of information collected in the previous stage. At this point the information is organized in order to eliminate irrelevant matters that are of no value to a company's strategic objectives. As such, the needs of storage, capture, and updating are defined. Additionally, it is the authors' view that corporates information systems such as ERP, EAM, CMMS, or simply databases ought to be further developed and incorporated for measuring purposes.

Once all the relevant and necessary data have been compiled, the evaluation of the characteristics of the data that incorporates, among others, the identification of the information needs, the update or the creation of formats and the feedback of the new processes, if necessary. It is the authors' view that this stage should mark the participation of the information technology (IT) teams, which will define the most appropriate computational tools to load the information systems. The vast majority of robust information systems communicate in a friendly way with database files, since they are well structured by the IT team. With regard to maintenance activities, this point should equally identify any shortages such as maintenance plans, frequency adjustments, elimination of assets not in use or already written off, equipment not incorporated, etc.

• Process evaluation: At this stage, the existing processes in the maintenance management system are surveyed. It is worth noting that from a study [38] of about 14 companies in the mineral extraction sector, only 4 companies had documented processes associated with maintenance activities, the vast majority of which were related to purchase processes. Once processes have been documented, the effectiveness of these ought to be analyzed, by identifying the inputs and outputs of each and their means of interrelation. Emphasis

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

processes of the international standard [39].

implementation of the strategies.

*3.1.2 Maintenance process design*

[42], such as:

tion and methodology. This is detailed in previous sections:

presented by the Deming Prize Committee in 1950 [41].

• ISO 9001 Quality management systems—Requirements

ought to be placed on the structure needed to capture the data that can generate management indicators and establish controls. At this stage, the team must work more closely with the quality team in order to verify the documentation

This phase will bring to light any potential needs pertaining to the modification and the generation of new processes that are accompanied by all the documenta-

• Baseline development: It is to generate a minimum state in the equipment that thoroughly satisfied its primary functions. This state must have an acceptable level of reliability for them to operate safely. This point is possibly the most complex because it consolidates the previous stages in order to generate a baseline of work. This is where the mission and objectives of maintenance management are well-defined. The KPI classes are defined to follow up on new and consolidated ones. Only with the fulfillment of this stage do operation structures change for improved productivity. Also, savings begin as a result of the elimination of redundant or unnecessary processes. The generation of the baseline gives a solid start to the knowledge of maintenance needs in the organization [40]. To complement this stage and its results, it is necessary to communicate with the personnel involved and responsible for production, by identifying improvement opportunities, defining the actions to be implemented, and clearly establishing the requirements necessary for an adequate

• Feedback: As a fundamental part of the operational excellence model, the team will be confronted with the strategic objectives of this project. These activities are monitored, and improvement plans are established (preventive or corrective) in accordance with the traditional process of continuous improvement

This section presents the necessary processes pertaining to maintenance management which are presented under the guidelines of the international standards

• EN 16646 Maintenance—Maintenance within physical asset management

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,

• ISO 55001 Asset management—Management systems—Requirements

*Reliability and Maintenance - An Overview of Cases*

• Process management: This stage introduces the current activities developed in maintenance management teams. Contextualization is necessary when the organization is in the process of restructuring. This applies in cases such as a new maintenance management team or if an asset management process is being structured. Maintenance management must be studied and reconsidered in the context of pursuing operational excellence. This full process is developed with the goal of not interrupting daily operations by structuring of the new maintenance strategy. Developing this stage often initiates documentation that

becomes the basis of the maintenance strategy and endures over time.

• Data collection: The objective of this activity is to collect all information

to devote workforce and work plans so as to do all data collection tasks.

• Information assembling and analysis: This stage, as its name implies, consists of the organization of information. A large part of its success relies on focusing on the amount of information collected in the previous stage. At this point the information is organized in order to eliminate irrelevant matters that are of no value to a company's strategic objectives. As such, the needs of storage, capture, and updating are defined. Additionally, it is the authors' view that corporates information systems such as ERP, EAM, CMMS, or simply databases ought to be further developed and incorporated for measuring purposes.

Once all the relevant and necessary data have been compiled, the evaluation of the characteristics of the data that incorporates, among others, the identification of the information needs, the update or the creation of formats and the feedback of the new processes, if necessary. It is the authors' view that this stage should mark the participation of the information technology (IT) teams, which will define the most appropriate computational tools to load the information systems. The vast majority of robust information systems communicate in a friendly way with database files, since they are well structured by the IT team. With regard to maintenance activities, this point should equally identify any shortages such as maintenance plans, frequency adjustments, elimination of assets not in use or already written off, equip-

• Process evaluation: At this stage, the existing processes in the maintenance management system are surveyed. It is worth noting that from a study [38] of about 14 companies in the mineral extraction sector, only 4 companies had documented processes associated with maintenance activities, the vast majority of which were related to purchase processes. Once processes have been documented, the effectiveness of these ought to be analyzed, by identifying the inputs and outputs of each and their means of interrelation. Emphasis

available from the maintenance department regarding assets such as technical sheets, roadmaps, plans and current maintenance frequencies, manuals of parts and components, spare part catalogs, checklists and inspection formats, inventory of components and assets, management procedures and technical processes, considerations, results of current indicators, and requirements. This stage can be complex depending on the organization. It is the authors' view that even if one does not manage to complete the whole survey, one should continue onto the other stages. It is deemed that this point should not become a "dead end" or a bottleneck of the process. In the future, one may update it using on the one hand the information system and on the other hand, information from providers, among other sources. In order to accomplish this stage, it is necessary

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ment not incorporated, etc.

ought to be placed on the structure needed to capture the data that can generate management indicators and establish controls. At this stage, the team must work more closely with the quality team in order to verify the documentation processes of the international standard [39].

This phase will bring to light any potential needs pertaining to the modification and the generation of new processes that are accompanied by all the documentation and methodology. This is detailed in previous sections:

