MMS Experience in Technical Services CBD

ZESCO
Compiled and Presented by Maintenance Planner Technical Services Samuel Ndopu sndopu@zesco.co.zm

Technical Services Departments

Maintenance Protection Civil Information Systems Metering Auto-Workshop Non Maintenance CBDCC Distribution Planning Construction

MMS Support Departments

Human Resource

Safety Finance Procurement Stores

Participating Departments in MMS

TSM Procuremen t Maintenance Planning Office Safety Stores

TSS Department s

Finance

HR

Areas of maintenance
Civil maintenance Building construction and maintenance , maintenance of service facilities such as water, air conditioning, painting, plumbing and carpentry work. Mechanical maintenance Maintenance of vehicles.

 Electrical maintenance

Maintaining electrical equipment such as transformers, switch gears, electrical installations, lighting, battery chargers , meters and relays. Information Systems maintenance Maintaining electrical equipment such computers includes devices connected to the computer (monitor, keyboard, mouse, printer), Network switch, server, Router ,Scanner, Projector and Laptop.

Development of Maintenance

Development of Maintenance
LEVEL 1 LEVEL 2 LEVEL 3 Up to 2009 2010 to 2011 2012 to 2013

Level 1: Up to 2009
Fire fighting (if it breaks, fix it) Total reliance on the individual attitudes of the maintenance crew Little or no advance planning of maintenance work Weekend and other overtime accepted as the norm Little or no maintenance budgets Lack of maintenance history record Gradually deteriorating condition of assets No clear top-down commitment Introduction to MMS BIS applications were already in place Maintenance checklists already existed

Level 2: 2010 to 2011

of MMS structures Introduction in PEMS fully implemented Training Attempts at formulating plant and equipment maintenance planning process

of maintenance check lists Adoption Some maintenance reports from the MMS system of a need for change, but resistance Recognition records available Maintenance management involvement Divisional time and cost estimates for maintenance works Obtaining Region and TSS communication flow established.

Level 3: 2012 to 2013

notification process established Defect work order system in PEMS Disciplined to continuous improvement in maintenance Commitment More extensive management reports to link the maintenance budget to a planned workload Attempts costs are charged to asset owners Maintenance to maintained history records Attempt maintenance objective has been published Official is occasionally discussed by senior management Maintenance Attempt to put Metering, Civil and information systems assets in PEMS Establishment of a Technical Library still in progress

Objectives of MMS
Reduced maintenance costs as a result of planning intervention that aims at minimizing the frequency of equipment breakdown. Increased equipment availability and reliability due to reduce equipment breakdown frequencies. Increased tool time arising from advance preparation of all maintenance logistics. Increased labour productivity as each employee is scheduled for a shift of meaningful work prior to shift start. Control of maintenance activities through the work order system. Increased useful life of the equipment. Optimizing the stock of spare Parts.

Drivers of MMS
Maintenance Planners , Schedulers and Inspector Assets Register. 52 week maintenance plan Commitment and involvement of stakeholders. Weekly scheduling of maintenance activities An effective maintenance work order system. Well established Defect notification Technical Library

MAINTENANCE WORK LIFE CYCLE

Work Origination Evaluation & KPI Report Work Planning

Work Closure Work Execution

Work Scheduling

WORK ORIGINATION
Work Requests/Defect Notification Routine Maintenance (52 Week Plan) Incidence Management System (IMS) WORK REQUEST MANAGEMENT

Raised in PEMS by: o Maintenance Supervisor o Technical Inspector from Inspections and Defect Notification forms Validated (accepted or rejected) by: o Maintenance Planner o Maintenance Engineer if it is an emergency (P0)

WORK ORDER MANAGEMENT WORK TYPES

PLANNED WORK (raised by the Planner) o Routine maintenance
Routine inspections Failure finding tasks Condition monitoring tasks Scheduled services Statutory work

o Planned repair maintenance

Work originating from RM Work requests/Defect Notifications

UNPLANNED WORK (raised by HOD) o Breakdown work (P0) o Emergency work (P0)

WORK ORDER PLANNING/EVALUATION PLANNER

Create Planned Work Orders in PEMS Set work priority Plan Labour Plan materials/spare parts Plan transport Plan other resources e.g. money Access Work Orders that were scheduled and breakdown/emergency in PEMS Prepare Maintenance Key Performance Indicators (KPIs) Present KPI report in the Production Review Meeting. Secretary in the Production Review Meeting. Organize safety talks

WORK ORDER SCHEDULING SCHEDULER

Prepare Draft Weekly Master Schedule from Work load PEMS. Prepare material schedule for scheduled WOs. Make money requisitions to Accounts Chair Scheduling meeting Schedule WOs in PEMS (change status to scheduled) according to adopted Weekly Master Schedule Circulate adopted Weekly Master Schedule to all HODs and Supervisors. Obtain Switching Schedules from Operations (SAP) Raise Shutdowns in IMS according to WOs and switching schedules.

WORK ORDER/REQUEST EVALUATION INSPECTOR

Raise requests in PEMS from Inspections and Defect Notification forms Inspection of works in progress Site visiting - Work Requests and Defect Notifications If works have not been completed, take the work Order to In progress status then to On hold status File the Work Order sheets with works completed.

WORK ORDER EVALUATION CBDCC

Activate the Shutdown in IMS Assign PEMS as team to the generated Planned Incidence (linking incidence to Work Order in PEMS Give switching instructions to Operations Supervisor (SAP) and make equipment available for maintenance Give switching instructions to Operations Supervisor (SAP) and restore the equipment in service Carry out Failure Mode Effect Analysis (FMEA)

WORK ORDER EVALUATION OPERATIONS (SAP)

Carry out switching according to CBDCC instructions. Make the equipment safe for work and issue relevant safety document. Clear and cancel the issued document after works have been completed. Carry out switching according to CBDCC instructions for restoration after works have been completed.

WORK ORDER EVALUATION SUPERVISOR Collect materials from Stores. Execute maintenance. Ensure that the printed Work Order sheet is filled with actual data including feedback. Return any excess materials/spare parts to stores. Sign the completed Work Order form. Update Work Order in PEMS with the actual data. If works have been completed, take the Work Order to Completed status. Submit completed Work Order form to Planning Department.

WORK ORDER CLOSING HOD

Assess works done for some Work Order in Completed status. If satisfied with what has been done, close the completed Work Order.

MAINTENANCE MAN-HOUR UTILISATION

Section Manhours/ Utilization (%) Available Man-hours Produ ctive Manhours Delays G/Area Meeting Metering Auto-Workshop Civil Construction IT Planning Man-hours Utilization Man-hours Utilization Man-hours Utilization Man-hours Utilization Man-hours Utilization Man-hours Utilization Protection Man-hours Utilization Total Manhours 72 100% 192 100% 304 100% 528 100% 120 100% 24 100% 144 100% 1408.0 63.25 87.8% 168 87.5% 256.5 84.4% 363 68.8% 66 55.0% 24 100.0 % 124 86.1% 1088.8 2.25 3.1% 6 3.1% 10 3.3% 33 6.3% 3.75 3.1% 0 0.0% 2.5 1.7% 57.5 6.5 9.0% 18 9.4% 37.5 12.3% 132 25.0% 50.25 41.9% 0 0.0% 17.5 12.2% 261.8 41.5 57.6% 126 65.6% 129.5 42.6% 363 68.8% 36 30.0% 0 0.0% 18 12.5% 714 21.75 30.2% 42 21.9% 65.5 21.5% 0 0.0% 30 25.0% 0 0.0% 42 29.2% 201.25 65.0% 0 0.0% 0 0.0% 0 0.0% 248 47.0% 0 0.0% 0 0.0% 8 5.6% 256 63.25 87.8% 168 87.5% 195 64.1% 363 68.8% 66 55.0% 0 0.0% 60 41.7% 915.25 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0 0.0% 0 0.0% 61.5 20.2% 0 0.0% 0 0.0% 24 100.0% 64 44.4% 173.5 Others Planned Jobs Unplanned Jobs Planned O/T Total Utilization Overtime/Extra used man-hours Unused

Overall Maintenance Manpower Utilization=(Total Utilization/Available hours)*100% =