SMRP Guide to the Maintenance and Reliability Body of Knowledge(2)

GUIDE TO THE MAINTENANCE AND RELIABILITY BODY OF KNOWLEDGE

GUIDE TO THE MAINTENANCE AND RELIABILITY BODY OF KNOWLEDGE The Society for Maintenance and Reliability Professionals (SMRP) has created the Guide to the Maintenance and Reliability Body of Knowledge. This guide is built around the five pillars of the Maintenance and Reliability Body of Knowledge: Business and Management, Manufacturing Process Reliability, Equipment Reliability, Organization and Leadership, and Work Management. This guide to the Maintenance and Reliability Body of Knowledge was developed by SMRP’s Maintenance and Reliability Knowledge Committee using a rigorous development process. This guide extends to level 2, the function level of the Body of Knowledge. Work is underway to develop level 3 of the Body of Knowledge that will define the skills required for success in the areas of tools, concepts and processes. This guide is an aid to both new and experienced Maintenance and Reliability professionals who are looking for a roadmap to world class performance. This guide is designed to be used with SMRP’s benchmarking and best practice metrics.

© 2009 by SMRP

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Maintenance and Reliability Body of Knowledge Pillar Descriptions Pillar 1 - Business and Management This subject area describes the skills used to translate an organization’s business goals into appropriate maintenance and reliability goals that support and contribute to the organization’s business results. Pillar 2 – Manufacturing Process Reliability This subject area relates maintenance and reliability activities to the manufacturing process of the organization to ensure that maintenance and reliability activities improve the manufacturing process. Pillar 3 – 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. First are those activities used to assess the current capabilities of the equipment and processes in terms of their reliability, availability, maintainability, and criticality. Second are the 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. Pillar 4 – Leadership and Organization 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. Pillar 5 – Work Management This subject area focuses on the skills used to get the maintenance and reliability work done. It includes scheduling and planning activities, quality assurance of maintenance activities, stores and inventory management. © 2009 by SMRP

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1.0 BUSINESS AND MANAGEMENT This subject area describes the skills used to translate an organization’s 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 measurable goals, develop business case, etc.) Maintenance and reliability leaders create a vision, mission, and strategic plan to guide implementation of appropriate maintenance and reliability processes in order to achieve organizational business goals. The strategic plan provides clear purpose (a demonstrated need), defined goals, and in turn, benefits to the organization. Goals should be clear, measurable and established in a top-down (cascading) manner. Maintenance and reliability leaders utilize their knowledge of industry benchmarks to establish these goals, provide a measurement system, and determine gaps in their maintenance and reliability processes. It is important for operations, maintenance, and other involved disciplines to agree on the goals and the measures used to quantify them. Equally important is an understanding of roles and responsibilities in the strategic plan. Routine review and discussion of progress will ensure team commitment and provide an opportunity to make periodic adjustments to the plan that may be required.

1.2 Administer strategic plan (develop support, prepare budgets, obtain approval and resources, implement plan, etc.) In order to obtain the support and resources required to implement the strategic plan, 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. Support for the resource requirements will be enhanced when management understands the value provided by the plan. Maintenance and reliability leaders should communicate © 2009 by SMRP

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this vision to those with a stake in the process to garner commitment to implementation and execution of the plan. This requires champions positioned to lead the effort and enlist support of customers, stakeholders and staff.

1.3 Measure performance (select key performance indicators, track and report, etc.) Measuring the right things the right way is a key to any successful maintenance and reliability process. With a clear mission, vision and strategic plan established, you are now ready to match these ideas with some leading and lagging key performance indicators (KPIs) or measures that will help you know when you have achieved your goals. Each KPI should be the result of multiple dimensions that check for quantity as well as quality. This will magnify any manipulation of data and enable achievement of each goal. Providing written definitions of roles and responsibilities, getting everyone in the organization involved in the process and providing good and bad feedback weekly will ensure continuous improvement.

1.4 Manage organizational changes (develop change management process, communicate benefits, etc.) An organization’s natural resistance to change needs a counter effort by leadership to influence and sustain the change. Changes include the way that maintenance is identified, planned, executed, tracked and analyzed. Developing a change management plan is important because it affects the people who do the work. People have a different ability to change depending on the implementation, their role, and their diverse backgrounds and personalities. Therefore, it is important to understand how each of them will progress through the change process; develop a change management plan with this in mind.

1.5 Communicate with stakeholders (provide management reports, inform staff, coordinate with operations, etc.) Maintenance and Reliability leaders should be capable of creating and executing a comprehensive communication plan to achieve organizational business goals. The plan includes appropriate communication with all stakeholders and © 2009 by SMRP

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recognizes the audience for which the message is intended. To ensure the engagement of the stakeholders, an effective communication plan provides methods of sharing information, receiving feedback and providing input to decision-making processes. Multiple communication approaches and methods should be utilized and the advantages and limitations of each should be understood.

1.6 Manage environmental-health-safety risk (support company EHS and security goals, conform to applicable regulations, provide EHS training, etc.)

 

Maintenance and Reliability leaders should promote work practices that achieve excellence in environmental stewardship, comply with all rules and regulations pertaining to occupational health and safety, security, and the environment, and protect resources. Occupational health and safety and environmental compliance should not be sacrificed to achieve production goals. The benefits of good EHS practices should be recognized for helping create a better work environment that nurtures improved job satisfaction. 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.

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. 2.1 Understand the applicable processes (document process flow, understand process parameters, understand quality specifications, etc.) A complete process understanding across all disciplines and at all levels of the organization that influence the performance and safety can provide tremendous benefit. The ability to react appropriately to changing conditions in the © 2009 by SMRP

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process, not only related to ones direct function but the impact on the total process provides real time process control and optimization. Process understanding not only includes how to operate, shutdown, analyze and troubleshoot but also the methods for communicating and documenting continuous improvement activities in operations, maintenance, quality and safety. Clearly defined process operating procedures, quality specifications and flow diagrams are helpful tools in communicating and documenting the desired process performance.

2.2 Apply process improvement techniques (identify production losses; establish continuous improvement process, 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. The key to establishing and sustaining improvement techniques is to involve the people who are responsible for the work and who own, operate and maintain the process or manufacturing equipment. This heightens the sense of continuous improvement and nurtures a culture of empowerment, discipline and accountability. The establishment of these techniques must be focused around the business plan and goals for the organization and include sustained workforce excellence, quantitative organizational performance assessments and ultimate customer satisfaction. Many organizations have adopted various tools from ISO (International Standards Organization) standards to a Total Productive Maintenance (TPM) operational approach in order to establish comprehensive process improvement techniques. A crucial step in any process improvement effort is to identify key performance indicators (KPIs) that align with the business goals of the organization. The type of metrics, the process for implementing the metrics and determining the quality of the metrics are just some of the considerations an organization must take into account in the development stage. Metrics must realistic, achievable, and be designed around the objectives of the business goals, specify accomplishments and drive continuous improvement while identifying the progress of the criteria accomplishments. © 2009 by SMRP

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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. Change can occur intentionally, such as a process modification or improvement, or by unintentional means, such as component wear or general equipment degradation over time. The effects of these changes must be analyzed and managed in order to ensure the desired level of reliability is maintained. A formal change management process is needed to identify any significant changes to the process, equipment capability, and/or inventory items. A basic component of an effective change management program is the requirement that all intentional changes (this should include temporary changes and engineered experiments) to the process must be submitted and approved before the change can occur. After a proper application has been submitted, it is reviewed by all affected parties within the organization. This includes management, engineering, maintenance, safety, production, environmental, and possibly others. The review insures that the effects of the change are properly evaluated and all stakeholders are properly prepared. The change management process also insures that all effected documents are updated. This includes: a) drawings such as plant layouts, P&ID’s, PFD’s, etc. b.) Maintenance documents such as MEL’s, PM’s, FMEA’s, parts lists and others. c.) a variety of others including production control documents, safety documents, asset lists and other documents. Upon approval of the requested change, the change can then be implemented. The management-of-change process must include devices to monitor the progress of the implementation. This includes ensuring that documentation is created, collected and stored in an appropriate manner. Upon completion of the change, devices must be in place to insure that the change has achieved its desired effect and that all subsequent changes to methods and documentation have been properly addressed. At issue in one plant is the potential liability a planner may have should that individual make an unapproved change to the facility. Liability may include personnel as well as process safety.

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2.4 Maintain processes in accordance with applicable standards and regulations (understand industry standards, understand regulatory requirements, ensure compliance, etc.) Maintenance & Reliability professionals use standards and specifications as a way of translating the efforts of the reliability program into improved performance. One approach is to use comparative analysis (benchmarking) between internal results and the results of others, particularly if their performance is seen as a world class. Gaps in performance of the reliability program must be identified, quantified, interpreted, and communicated to other functions, e.g. financial, operational and other service departments. Action plans to close the gaps are created, reviewed, and improved on a continuous basis as part of a "living program" approach to reliability. Measurements and action plans are posted in designated areas of the company for all employees to review. Regulations specify legal requirements that are mandatory. They include such topics as environmental effects, safety, product safety, health or other matters in the employee, consumer or public interest. A regulation usually consists of either a federal, state or local government technical specification or requirement but on occasion permit the use of a particular private sector standard as a means of compliance. Regulations may seem a bit confusing and intimidating but having a proper understanding of them and how they affect a business model may actually save companies money and be more productive. The integration of regulatory requirements with operational best practices in a continuous improvement culture is the best way to ensure that compliance is achieved and that risk and potential liabilities are also 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. First are those activities used to assess the current capabilities of the equipment and processes in terms of their reliability, availability, maintainability, and criticality. Second are the activities used to select and apply the most appropriate maintenance practices, so that

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the equipment and processes continue to deliver their intended capabilities in the safest and most cost-effective manner.

3.1 Determine equipment reliability expectations (identify reliability goals, identify process expectations, etc.) Business plan goals and stakeholder expectations are the foundation on which equipment reliability and availability requirements are formed. Knowledge of the plant processes and business objectives, together with an understanding of regulatory and code requirements and inherent design capabilities, enable the development of meaningful and measurable equipment reliability and availability expectations.

3.2 Evaluate equipment reliability and identify improvement opportunities (measure and track performance, determine best demonstrated performance, analyze gaps, etc.) Evaluating equipment reliability begins with selecting where, how, and when to measure equipment performance. Consistent and accurate data collection methods are essential. Analysis of performance data must also take into account load, speed, environment, and other factors that may influence performance. When sufficient equipment data has been gathered, it can be compared with established reliability and availability expectations. Gaps identified in this comparison are candidates for further investigation. Equipment not meeting performance expectations may be analyzed using a variety of methods (e.g. root cause analysis, Weibull analysis). Nominal design parameters and best demonstrated performance levels should also be compared with the process requirements to determine if the requirements have changed over time to the point that they exceed the inherent design capacity of the equipment. This comprehensive analysis results 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.)

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Properly developed maintenance and reliability plans consist of the optimum tasks to safely meet reliability and availability requirements at the lowest cost. Achieving this requires a thorough understanding of the scope and applications of maintenance activity types (e.g. condition-based, restorative/replacement, failure-finding, autonomous, etc.). The use of one or more processes focused on developing reliability-based maintenance plans is recommended. Selection may be based on the criticality and failure consequences of the asset, system, or process to ensure alignment with the strategic plan. It is important to perform periodic reviews of these plans and equipment reliability performance, and to make adjustments as business needs, performance, or requirements change.

3.4 Establish a strategic plan to assure reliability of new equipment (establish reliability specifications and acceptance criteria, obtain complete documentation, etc.) An equipment reliability strategy is developed using defined performance, availability, and maintainability requirements needed to achieve the business mission. These requirements are translated into reliability specifications and acceptance criteria, including documentation requirements, for use in procuring equipment. They also provide specific guidance for use in the maintenance planning process. A documented equipment reliability strategy that is fully integrated into the equipment selection, procurement, and commissioning processes is the essential first step in assuring reliability over the life of the equipment. 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 possibly risks associated with a proposed equipment reliability plan to produce an information package for decision making and performance measurement. The information package, presented as a business case in a format suitable for enterprise budget reporting and analysis, is a useful tool for obtaining management approval for financial and labor resources needed to implement strategic and tactical plans that will achieve specified reliability requirements. © 2009 by SMRP

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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, and taking appropriate action to achieve specified reliability requirements. Properly applied technologies and procedures are often key components to an implementation solution. The organization should be structured to support and enable reliability strategy implementation.

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 maintenance and reliability key performance indicators (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 from expected performance, lead to tactical implementation adjustments which in turn impact the KPI results. Relevant industry best practices and related metrics that are integrated appropriately at the strategic and tactical levels also drive continuous improvement of the maintenance and reliability processes which support business objectives.

4.0 Organization & 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.)

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It is important to identify the organizational requirements needed to align to the organizational strategic plan. Requirements that need to be considered are analyzing the overall capability of the organization, understanding the business conditions in which the organization operates, understanding the capability and skills of personnel, evaluating industry trends, issues, and opportunities that might affect the organizational programs, developing strategic and tactical plans, and communicating to all levels of the organization. Establishing and communicating these requirements early will provide direction and assist in maintaining alignment to the organizational strategic plan.

4.2 Analyze organizational capability (inventory staff skills, determine performance gaps, etc.) Assessment of organizational capability begins with a performance analysis. The organization needs to measure actual performance against desired performance by assessing personnel in order to identify any gaps.

4.3 Develop the organization structure (establish reporting channels, determine roles and responsibilities, manage reorganization, etc.) Organizational structure development identifies the work functions needed to carry out the strategic plan, structures these functions to facilitate effective organizational performance, and delineates functional interaction. 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.

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. A training plan is the method used to develop a structured curriculum that fits the training requirements of each job role. The predefined curriculum will facilitate the development of the performance assessment for measuring actual performance against desired performance. Thus, it identifies the right training to © 2009 by SMRP

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close the gap. Training plans also provide career paths to enhance company growth.

4.5 Lead and manage people (develop leadership skills, assess performance, promote cooperative work environment, facilitate communication, etc.) A manager's most important and most difficult role is to lead and manage people. Leaders must lead, motivate, inspire, and encourage their staff. Managers have to hire, fire, discipline, and evaluate their staff. Employees are an organization's most valuable asset. What managers make of them depends on how they treat them, how they manage them, and how they lead them. Therefore, managers need to be equipped with these skills and know how to successfully demonstrate these competencies in the workplace.

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.) It is important for those who identify needed maintenance work to understand the different types of actions that can be taken and when they should be applied from a technical standpoint. Of equal importance is the ability to assess the business justification for the maintenance plan and to develop the needed data support systems for it. The ability to manage the work, to maintain the appropriate backlog, and to minimize overdue work must also be evident. The maintenance professional needs to understand the importance of and the inputs to the work identification phase of a planned work process. Planning, scheduling, reliability and supply chain efforts rely on the early identification of work to be successful.

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An effective work identification process employs objective methods to manage planned and unplanned work. It utilizes concepts such as FMEA or RCM analysis to identify planned work. The work or task has to be validated and classified accurately based on various categories such as preventive maintenance, predictive inspection and testing, corrective maintenance or emergency work.

5.2 Prioritize work (develop and implement formal prioritization system, etc.) A well-defined and properly executed work prioritization process must be employed to effectively manage resources (manpower, time, tools, and materials) available to the maintenance professional. An effective prioritization process will assure the most serious problems (safety and environmental) are corrected expeditiously, proactive maintenance strategies are executed, and critical equipment that has reached functional failure are quickly restored to meet operational requirements. Work that involves improvements, modification of processes, enhancements to safety, etc. that will improve conditions must also be prioritized, planned, scheduled, and executed in an appropriate amount of time. The prioritization of maintenance tasks and activities is defined as the process for approving and selecting the most important work to be planned first, scheduling these tasks, and executing those tasks based on the priority assigned during the identification and planning processes. The most successful companies employ a risk-based strategy to assure that work is prioritized and managed to ensure their business goals and objectives are safeguarded. Key to the success of such a program is having 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.) The work planning function uses knowledge and information about equipment, job tasks, tools and materials, worker skills, and work environment to produce a worker information package (job plan). The package, containing detailed information about work scope and procedures, specifications and regulations, © 2009 by SMRP

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and required tools and materials, is produced and communicated prior to commencing work. The planning function also includes securing of permits and clearances, assuring availability of tools and materials, and estimating time and material costs. Work planning leads to increased efficiency and effectiveness of the maintenance workforce, thus producing business value by lowering costs.

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. The needs of plant groups and the business need to be considered in the scheduling process. An understanding of how to balance all factors and create a logical and achievable schedule is required. The systems that are connected to and support the scheduling process need to be well understood. The scheduling function starts after planning of work is completed. The purpose of scheduling is to ensure that resources are available at the specified time. All activities need to be scheduled in order to optimize the resources including labor and material. Work is scheduled after confirmation that all prerequisite work has been completed. Coordination and communication will require periodic meetings to review planned work, production requirements, material availability and backlog activities. The maintenance professional needs to understand the critical success factors for proper work scheduling. Effective implementation and execution of scheduling will require managing the process to meet expectations using pre-determined key performance indicators and managing the work to meet or exceed performance thresholds.

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. The skills of the maintenance workforce must be evergreen so they can satisfy the collective needs of the maintenance plan. The systems needed to properly support the management of critical resources should readily available and well understood. The criteria for the appropriate use of the various methods of making spare parts available to the maintenance function, © 2009 by SMRP

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along with the benefits and the risks associated with each, need to be known. Methods for sound cost management of the maintenance function and how the value of the work performed impacts the business financial metrics needs to be thoroughly understood. 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.) Maintenance professionals must demonstrate their ability to create, update and manage work orders in a way that insures those who execute the work understand the tasks that need to be done including what safety precautions need to be taken and an estimate of the time, tools and materials required. Instructions should be provided on how to capture the as-found condition of the equipment, what components were failed, and the steps that were taken to return the equipment to service. Accurate and detailed documentation of work will provide information on resource utilization (e.g. 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. Effective and accurate documentation can be a tool for analyzing and comparing maintenance activities including failure history, repair cost, or production downtime so that it can be improved. A maintenance professional should use a Computerized Maintenance Management System (CMMS) as the management tool to capture information after the maintenance tasks are completed. Proper recording of information after the completion of work is essential for measuring and communicating maintenance performance, and for supporting the analysis of equipment failure.

5.7 Analyze work and follow-up (compare actual work with plan, identify variances, etc.) 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 © 2009 by SMRP

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made to measure the accuracy of the job plan in such areas as the estimated job duration, materials and tools required, etc. 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. This could be used as inputs to programs such as Failure Mode Effect Analysis (FMEA), Reliability Centered Maintenance (RCM), and/or Root Cause Failure Analysis (RCFA) that will assist in changing maintenance job plans and improve reliability.

5.8 Measure work management performance (establish performance indicators, report schedule compliance and rework, etc.) The understanding of maintenance performance metrics and how to apply them needs to be demonstrated. The ability to identify and use complementary metrics to give a well-rounded assessment of performance and to support the needs of the business should be evident. . It is important to identify and measure performance to determine the current state of the maintenance function, recognize the gaps against expectations or established benchmark information, and develop a process affecting the necessary changes. The key principle of performance management is to ensure you are measuring what should be managed. Appropriate and achievable metrics should be selected across all work management functions to support the needs of the business and lead the workforce to higher levels of performance. Performance measures may include metrics for measuring the effectiveness of planning, scheduling and execution along with reliability and production measures. Some of the metrics that can be utilized are percentage of planned work, schedule compliance, percentage of rework, etc.

5.9 Plan and execute projects (define scope, estimate project and life cycle costs, apply critical path methods, track progress, coordinate staffing, etc.) The maintenance professional understands all the steps required to plan and implement a capital project. The requirements of each step need to be known and understood. The ability to use tools and techniques critical to the success of © 2009 by SMRP

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the project planning process needs to be evident. The project scope, time to execute and cost should be defined taking into consideration the materials, plant configuration, spare parts (new and obsolete), manpower and financial requirements. An analysis must be made of various activities required for project execution in order to identify a proper project team and define the responsibilities for each individual team member. The execution of the project should enable completion of the project on time and without rework or faults. Project execution should be continuously monitored and reported. Any deviations to the plan must be communicated in order to make adjustments to the project design, scope and resources. A maintenance professional should be able to utilize life cycle cost analysis (total cost for design, purchase, installation, maintenance and disposal) for capital projects to achieve the most effective approach for least cost of ownership of an asset.

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 the functionality of a Computerized Maintenance Management System as well as systems used to transfer or share data and documents between both people and various databases needs to be evident. The ability to manipulate data into information on a host of computerized systems commonly used by maintenance needs to be demonstrated. 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.

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. When the procurement © 2009 by SMRP

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process is performed by another organization, the maintenance professional needs to support that process to ensure that what is purchased meets the over business needs of the organization (i.e. cost versus reliability). When the inventory management system used to manage spare parts and materials is not a function of the CMMS, the maintenance professional should ensure that the methods and/or software used fully support the goals of the maintenance function. The process should provide a framework of what to buy, when to buy, what to keep in stock and what inventory should be eliminated. This will provide effective control of storerooms and inventory related costs while maintaining an expected level of service. The process depends on accurate documentation of equipment components and parts in the CMMS along with recording information after completion of maintenance activities. This will enable setting up stocking parameters and prioritizing inventory to support work planning and scheduling processes. In addition to materials and spares, contract resources should also be documented in order to be requested, planned and scheduled for work. A maintenance professional should develop measurements to gauge performance (e.g. stock outs, excess inventory, obsolete inventory, etc.) for inventory and resources. Proper management of spares, tools and resources will facilitate continuous improvement of cost, workforce productivity and process availability.

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