Maintenance capability determination based on CMR.

Covo, Petar ; Grzan, Marijan ; Belak, Ana 等

Abstract: CMR (Corrective Maintenance Reengineering) is a new technological paradigm shift where there is no maintenance job classification into maintenance models, but the organization is effected round continuous maintenance processes, primarily directed to decision making on CMR model-based maintenance.

Key words: Maintenance, Reengineering, Condition based Maintenance

1. INTRODUCTION

Maintenance process reengineering has risen with the development of the new concept of information (Covo & Dobre 2006), being one of the most controversial concepts today. In the last twenty years, activities on the implementation of a series of standards (Kras, Svilicic & Covo 2007) ISO 9000, ISO 9001: 2000, ISO 14000, EDI and EDIFACT standards have been carried out. All these activities, especially upon the start-up of Internet, Intranet, client/server architecture, etc., should be integrated into the reengineering procedure of the corrective maintenance process.

2. DEVELOPMENT OF MAINTENANCE CONCEPT

After the Second World War, just as after any period of crucial economic or social changes, many industries, including the producers of means of production, made great efforts to compensate the means lost during the war. There was also the need to speed up the production in order to recover production losses suffered, as the industry had been producing for war needs. At the same time, technology improvement enabled the designing of considerable technically advanced factories and buildings compared to the pre-war ones. These two factors also required the maintenance of large and valuable business systems, which increased in scope as well as in sophistication. In most cases these resulted in increased maintenance costs and simultaneous lower system utilization. Often the responsibility and blame for such a situation were unjustly laid on the company maintenance. The above factors were almost never taken into consideration, and neither was the fact that the "quality" of exploitation of the system was generally worse than necessary, and that in many new designs much attention was not paid to the need of their maintenance.

The quality aspect of business systems was recognized very early, and the efforts for the improvement of quality management were widely advocated and accepted. These initiatives, with necessary modifications, have been continued to these days. In the meantime international standards on the quality management guidelines have been adopted. However, at the same time equal attention was not paid to maintenance and viability. Viability and some forms of maintenance support are being solved today in the negotiations between the International Electrical Engineering Organization and International Standardization Organization. In addition, the preventive maintenance is being highly recommended due to its advantages over the corrective maintenance, which is carried out only after the failure, but in standardization it has just a little support.

During the usage of technical systems, their maintenance and through a scientific approach, the following maintenance models have been developed:

* Terotehnology

* Condition based Maintenance

* Logistics Engineering

* Self-maintenance

* TPM (Total Productive Maintenance)

** TPEM (Total Productive Equipment Management)

* Scheduled Maintenance

* RCM (Reliability Centered Maintenance)

* Outsourcing

* Expert Systems

3. CORRECTIVE MAINTENANCE REENGINEERING

Corrective maintenance reengineering (CMR) is designing and a new paradigm shift where there is no maintenance job division into maintenance models, but the arrangement is made around continuous maintenance processes primarily aimed at reaching maintenance decision-making based on the CMR model. One of the main tasks of corrective maintenance reengineering is communication to enable the bridging of the gap between Top-Down theory and Bottom-Up implementation.

By top-down methodology at the maintenance strategists level (by an interview method) maintenance objectives as reliability, availability and costs are defined. Vice versa, by bottom-up methodology (document analysis) the designing and implementation of corrective maintenance model are carried out. Top-down methodology provides an expanded approach while bottom-up methodology enables accuracy.

So to perform corrective maintenance reengineering it is necessary to divide operating processes into parts that can be carried out in real time, to regroup processes into subsystems based on data, define priorities and interdependence of the system elements through maintenance objectives that are based on data.

Corrective maintenance reengineering is approached as the changes are related to the development of information technologies, and the following processes are thus defined:

* Division of a process into main functional elements

* Process functional elements are allocated to narrow specialized operators

* Operators are separated into different organizational units

* Existence of conflicting objectives between organizational units

Modern maintenance organisation should be based on the idea of regrouping various activities in unique business processes where the maintenance decision-making is focused on the mode of job performance and not on the structure of organization in which the maintenance is carried out. It is noted that a traditional organization structure causes misunderstanding between various organizational units that compete with one another leaving the realization of an object to someone else. The corrective maintenance reengineering main idea is to fully meet user's requirements and expectations.

It is indicative that the corrective maintenance engineering does not improve the existing maintenance level, but requires the rejection and then restart of a job in a new way, i.e. it is necessary to separate processes into their components, and then put them together again. Reengineering is oriented towards the process performance, it rejects fragmentation as requires teamwork and has a holistic approach to processes.

Maintenance process reengineering does not only eliminate redundant details or automate the process but is a completely new technological approach the performance of which is measured by the speed at which the problems are solved and satisfaction of those who the work is done for.

To carry out maintenance reengineering it is necessary to perform the synthesis of the processes and categories of people, mode of people evaluation and employment of a new job arrangement. RCM radical approaches should not be installed without preparations, but laboratory models of corrective maintenance engineering should be first designed and carried out to check the functioning, find faults and defects and make corrections, all these being based on the set up objectives of technical system utilization.

The redesigned maintenance process implementation is a procedure that can hardly be realized as it lacks full control over desires and practicability due to a dramatically quick development of communications. Reengineering process can only be carried out by educated, capable and highly motivated workers. The result of such a work is high time and cost reductions with increased reliability and availability. Various specialists work together during the whole process in mixed multidisciplinary teams. Each participant is aware of his position and must possess new know-how skills, which is especially important for managers who are at the same time trainers and leaders.

Designing, maintenance process reengineering, is a fundamental change in business thinking and understanding where the objectives and deviation from them are determined, having in mind that this designing is a completely new mode of business, technological and other processes realization. The result of this is a dramatic improvement of critical performances as compared to competition, and is related to price, quality and how quick the response can be got in case of disturbances in technical system exploitation.

The aims of a reengineering maintenance process should be put within the following tolerance range ([+ or -]5%):

* Improved availability by 80 %

* Decrease of periods between halts by 70 %

* Improved communication by 60 %

* Development costs decreased by 50%

* Decrease of part replacements by 50%

* Profit increase by 30%

These results should be also achieved as information technologies, where a system interaction is defined, are used. There are no written rules or regulations for reengineering process implementation so that own solutions should be found depending on exploitation environment, and experience of others should be used as a pattern for maintenance process designing.

4. CONCLUSION

Corrective maintenance can be carried out within the ship maintenance (Belak & Covo, 1998) and is the most suitable for certain systems. Scheduled maintenance is employed on a ship as the main maintenance type. Preventive and condition based maintenance are partly used, with developed and detailed preventive and diagnostic inspection procedures already in use.

Logistics maintenance system and terotehnology (Belak. S, 2005) are already obsolete and their implementation will be highly opposed although they still possess some good characteristics and may certainly contribute to some new positive changes. TPM is a concept more suitable for automotive industry, but some of its principles can be used in the ship maintenance. TPEM could be also useful when used in the ship maintenance.

Probably the CMR implementation would have the highest impact on the ship maintenance. Reliability as a crucial CMR feature is of a great significance in sailing, on a ship.

The main trend lately has been the implementation of ISO 9000 quality standard that should develop into TQM (Total Quality Management). Both reengineering and TQM are process-oriented, top management initiates their implementation, and in both processes responsibilities and powers are assigned, as well as necessary education and training.

However, there are also big differences between maintenance process reengineering and TQM methodologies. With TQM continuous and small improvements are achieved, while process reengineering influences quick and drastic improvements. TQM requires that all the employees should be included while reengineering requires teamwork. TQM requires small and reengineering large investments. TQM requires that all the processes be included while reengineering includes only some crucial processes.

Finally it should be pointed out that TQM means voluntarily co-operation of the employees while reengaging is carried out by force, upon order issuance.

It is assumed that there may exist two dangers when carrying out corrective maintenance reengineering:

* Maintenance process redesigning requires adequate organisational, business and information modifications.

* Maintenance process improvement is not directly related to the implementation of new technologies.

5. REFERENCES

Covo, P. & Dobre, R. (2006). Information, 12th International HDO Conference, Maintenance 2006, Rovinj

Kras, A.; Svilicic, B. & Covo, P. (2007). Approach to Work Quality Management of Department of Transport and Maritime Studies, University of Zadar

Belak, S. & Covo, P. (1998). Desing for maintenance, 14th Europen maintenance conference, Dubrovnik

Belak. S, (2005) Terotehnology, College of Tourist Management, Sibenik