Maandelijks archief: september 2017

Ideas on maintenance

Before the industrial revolution, hardly any maintenance was carried out. Objects of use were usually produced as single pieces and were mostly designed on ‘run to fail’.

Later, maintenance consisted of a series of operations dictated to the user based on the manufacturer’s experience. Not all parts were designed with the same robustness. Some parts were more subject to wear and tear than others. The underlying idea behind that maintenance policy is that failure can be prevented or delayed. Especially for mass-produced goods it was and is possible to formulate generic maintenance rules. These rules are drawn up on the basis of average conditions of use. However, follwing these maintenance rules were no guarantee against failure. Often this failure was due to non or poorly maintained parts due to incorrect or incorrect material choices. Before the period of mass-produced consumer goods product were overdesigned, oversized and overdimensioned.

In the 1980s, the focus was on increasing the reliability of the various components of a composition. The sum of the reliability of a system was the result of the reliability of the individual components. Much effort was put into discovering and eliminating the weakest link in systems. If this was not possible, parts were redundantly designed. Maintenance activities focused in that days on increasing reliability. Later, attention was paid to the quality of the produced goods as indicators for maintenance efforts.

Today, perceptions about expected performance and presentation seem to shift slowly. In the case of maintenance, a balance has to be find between higher revenues due to better utilization of the assets on the one hand and maintenance costs on the other. The design, the materials used also affect the maintainability of an asset. In addition, the ‘licence to operate’ has to be taken into account, and regulations on the environment, safety and health are also increasing. The level of maintenance and its effectiveness depends on a lot of other factors: e. g. the availability of a sufficient number of trained staff, the availability of tools and spare parts and consumables. In addition, the operating conditions play an important role in the correct choice of a maintenance policy. Evaluation of choices of maintenance policy is difficult, sometimes before the end of the technical service life, a device needs to be replaced in favor for more advanced technologies. In short, there are (and were) different and shifting ideas about maintenance. Many of these are based on assumptions and short-sightness. Ideally, owners of capital-intensive assets should have a longer-term focus. Conscious choices in maintenance are often the result of a carefully chosen strategy. Maintenance must not longer regarded as a cost item.

ISO 55000 and maintenance

The different maintenance activities during each stage of the life cycle and their possible contribution to performance are in most organizations not proper identified. The effective management of physical assets consequently will go further and be more difficult to achieve than in the past. Effective management of assets implies activities to maintain, and often increase, operational effectiveness, revenue and customer satisfaction, while simultaneously reducing capital, operating and support costs (John Steward Mitchell & Amadi-Echendu, 2007).

The concept of integration or so-called terotechnology (Husband, 1976)and later the TUE model (Geraerds, 1988) where the first attempts to address the issue above. The methodology to achieve this integration is described in the PAS55 and later in the ISO 55000. Initially the PAS 55 was a British Standards Institution’s (BSI) Publicly Available Specification for the management of physical assets. PAS 55 was originally produced in 2004 and underwent a substantial revision. PAS 55:2008 was released in 2008. It provides definitions and requirements and specification for establishing a management system for all types of physical assets. Although the structure is different, most of these elements above are now incorporated into the ISO 55001:2014.

The focus of the ISO 55000 is on managing the performance of the assets for the long term. Asset management aims at improving the overall performance by making and executing systematic decisions about the design, use and maintenance of assets. The methodology includes strategic, tactic (maintenance) and operational (technical risks, reliability, performance) decisions. Asset management, as with a quality system such as ISO 9001, requires an environment in which all knowledge, instructions, processes and experience reports are secured. This assumes an intensive collaboration between professionals with a diversity of backgrounds and fields within an organization.

In recent years, asset management concepts as PAS 55 and ISO 55000 in management literature drew more attention of asset managers, asset owners, politicians, regulators and though more limited, of scholars. Asset management has been defined as: “a strategic, integrated set of comprehensive processes (financial, management, engineering, operating and maintenance) to gain greatest lifetime effectiveness, utilization and return from physical assets (production and operating equipment and structures)” (Mitchell & Carlson, 2001). While performance measurement in general has been discussed extensively in the literature, few of these discussions focus specifically on the maintenance function and even though ISO 55000 is presented as a generic management framework in practice it is in practice mostly seen as a way to minimize maintenance cost. The ISO 55000 still lacks the adequate consideration of the maintenance during the entire asset life cycle (Amadi-Echendu, 2004).

Complexity of maintenance

Capital-intensive infrastructural assets consist of various, complex systems and components manufactured by different Original Equipments Manufacturers (OEMs) and vendors. Since the operating conditions of each piece of equipments are diverse, and change overtime, deterioration due to usage and operating will be different. As a result, maintenance intervals of each system may differ. On top of that, when there are strict regulations on safety, the respective maintenance requirements are even tighter. How often and what type of activities must be performed is determined during the design stage. It is undesirable to stop normal operation for maintenance. Adding on to the complexity, the maintenance function requires support of other resources such as facilities, equipment, human resources and spare parts. Not performing or postponing maintenance jeopardizes the overall asset’s safety, reliability and operational risk. The maintenance of infrastructural assets is a complex problem and a meaningful approach to optimize maintenance decisions aligning with enterprise objectives is needed. Another important issue is the growth in cost of maintenance. Like many other countries the Netherlands experiences severe infrastructure needs, owing to ageing assets. Managing the maintenance function till now has primarily focused on costs related to technical and operational issues (Amadi-Echendu, 2004; Hoskins et al, 1999). Maintenance is a labor-intensive and therefore cost-intensive and relies heavily on human interaction or activities; there is little or no growth in productivity over time. Since the Baumol effect, a phenomenon described by (Baumol & Bowen, 1965), there is a rise of salaries in maintenance jobs without an increase of productivity, in response to rising salaries in other technical jobs.