Version: Crayola

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MAXIMO
Version Crayola
Presented by Dave Reiber Global Business Lead
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WIIFM
Better
Maintenance Decisions resulting in a reduction
of Costs. Raise the skill level of the
Membership in the use of Information Technology
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What is Maximo? Maximo is Computer Software
A Database Software Application Maximo is GMs
Common Maintenance Management System (CMMS) A
Software Application similar to MS Word,
PowerPoint, Excel What does Maximo do? Maximo
Manages the following information Equipment -
Machines, System, and Tooling Material - Spare
Parts, Tooling, and Maintenance
Material Suppliers Equipment, Tooling, and
Spare Part providers Work Orders
Emergency, Corrective Repairs, Projects Routes
Lubrication and Predictive Technology Locations
- of Equipment and Spare parts
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History MAXIMO First Deployed in 1994. One of
the First Client/Server Applications in
GMNA. Sold to Plants/Divisions as much better
than Mainframe systems because it was quickly and
easily adaptable to local processes and
conditions. QNPM Philosophy encouraged plants to
Jointly develop local processes to meet local
needs and contracts. Result each location
developed their own processes and adapted MAXIMO
to support these processes. This resulted in
each plant having unique maintenance processes,
data standards, reports, etc.
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Replace
Planned Maintenance
70 Reactive 30 Planned
Up-Time
70 Planned 30 Reactive
Support for the Employee PM Teams, Maximo Team,
Supvisors, Planners, Maximo Users
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• What does Maximo do?
• The basic function of Maximo is to store the
  following Maintenance related information
• Equipment - Machines, System, and Tooling
• Material - Spare Parts, Tooling, and Maintenance
  Material
• Suppliers Equipment, Tooling, and Spare Part
  providers
• Work Orders PMs, Emergency, Corrective
  Repairs, Projects
• Locations - Equipment and Spare Parts

Crayola Nothing (Humans must use the
Maximo Process to collect and
input information)
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Who uses Maximo?
Ranked highest user to lowest user Maximo System
Administrators and Maximo Trainer Planners and
QNPM Teams Skilled Trades GM Maintenance
Managers Production Operators (limited by
training and access)
Why do we need to collect information in Maximo?

• To Make Better Maintenance Decisions
• Evidence of good and bad work practices
• Analysis for Continuous Improvement

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Why do Sites need to collect information in
Maximo?

• To access Machine Specifications on the Floor
• To access Spare Part information on the Floor
• To understand the Maintenance Business
• To Make Better Maintenance Decisions
• Analysis for Continuous Improvement

Crayola Evidence of good and bad work
practices
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Having one piece of accurate information is
worth a thousand expert opinions. Grace
Murray Hopper


Admiral, US Navy
The following Maximo Screens provide examples of
accurate information which would be useful in
running the Maintenance Business.

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(No Transcript)
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C
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D
E
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(No Transcript)
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Planned Maintenance
Its a fact the typical organization analyzes
only 10 of the information it collects.
Maximo is about using the other
90. How Maintenance Employees use the
information collected in Maximo will influence
Safety, Quality, ThruPut, Cost
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Questions
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Process Drivers

• What drives Process? Output
  
• What drives Output? Goals
• What drives Goals? Improvement
• What drives Improvement? Measurement
• What drives Measurement? Strategy
• What drives Strategy?
  Success
• What drives Success? Decisions
• What drives Decisions? Analysis
• What drives Analysis? Reports
• What drives Reports? Data

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System Drivers

• What drives Data Collection? Understanding
• What drives Understanding? Training
• What drives Training? Desire
• What drives Desire? Needs
• What drives Needs ? Customers
• What drives Input? Training
• What drives Logic? Training
• What drives Performance? Architecture
• What drives Architecture? Resources

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Basic Rules of Maintenance

• All employees agree that all events that affect
  the maintenance organization will be captured in
  the CMMS. (Computerized Maintenance Management
  System)
• Work Order Required Data must be established,
  trained and measured for compliance.
• Key Performance Indicators and the Reports to
  support them are aligned with the Work Order
  Required Data.

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Critical Process Related Equipment

• Critical Process Related Equipment should be
  identified and appropriate counter measures
  should be established in the event of their
  failure.
• PMs (Preventive Maintenance Tasking) should be
  setup and feedback from the process support team
  should be used to make adjustments to them.
• Compliance to the completion of the Scheduled
  work should be tracked and measured.

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FLOWCHART FOR IDENTIFYING CRITICAL EQUIPMENT
Joint Team is Formed to Evaluate Equipment
Critical equipment list generated entered into
Maximo (reviewed annually)
Is equipment safety regulated?
Yes
Will failure affect safety, quality throughput or
cost?
No
Contingency plans developed entered
into Maximo (reviewed annually)
Highly Critical (9-7)
No
Is equipment government regulated?
Yes
Yes
Predictive technologies warn of
impending failures ?
No
No
Is equipment Central System?
Yes
Yes
Is predictive technology cost justified?
Define predictive tasks schedule
Yes
No
Does equipment affect quality?
Critical (6-4)
Yes
No
Will effective PMs minimize failures?
Define PM tasks schedule
Yes
No
Does equipment affect throughput?
Yes
No
Is installing a backup unit justified?
Yes
Install back-up unit
No
Is replacement cost high?
No
Normal (3-1)
Run To Failure
Yes
No
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Process Support
Team
Reliability Uptime
Throughput
Teams
PM Planners
Parts Planners
Key Users, Rel. Engs, etc
Gen.. Supv

• NEED TO KNOW
• Total Pieces of EQ.
• of EQ on a PM schedule
• Total of PMs
• ID 4 tiers of EQ Hierarchy(Hi-Critical.,Critical.,
  Normal, Run to Failure
• TEAM DUTIES
• Find Root Cause of failures
• ID new EQ that need new PMs
• ID EQ that need PMs adjusted
• Use MTBF / MTTR for to adjust frequency of PM
  and Changeouts
• Use Corrective W.O.s and EQ histories to analyze
• Analyze Run Schedule, for utilization of Craft
  and EQ availability for effective planning of
  work
• Study uptime opportunity by - of gain per
  repair
• Schedule PM work using EQ availability and
  Production objectives
• Schedule work Prioritized by impact on Top 5
  (Chronic, Sporadic, and Catastrophic)
• Schedule W/E and Shut-Down work with
  consideration for full utilization and Bang for
  the Buck
• Handle the measurement of data, the reporting of
  Down Time and the Sufficiency Plans to
  Institutionalize the fixes.

1st Shift Supv
2nd Shift Supv
3rd Shift Supv

• Duties
• Put out fires
• All information gets into Maximo
• Handle correctives with a accurate EQ Histories
• Use Electronic Logbook / Notes

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Process Modeling
Maximo WO Print
People Issues
Resource Issues