Iso 17007:2017

BS EN 17007:2017
BSI Standards Publication
Maintenance process and associated indicators

BS EN 17007:2017 BRITISH STANDARD
National foreword
This British Standard is the UK implementation of EN 17007:2017.
The UK participation in its preparation was entrusted to Technical
Committee DS/1, Dependability.
A list of organizations represented on this committee can be obtained on
request to its secretary.
This publication does not purport to include all the necessary provisions
of a contract. Users are responsible for its correct application.
© The British Standards Institution 2017
Published by BSI Standards Limited 2017
ISBN 978 0 580 94080 4
ICS 03.080.10
Compliance with a British Standard cannot confer immunity from
legal obligations.
This British Standard was published under the authority of the
Standards Policy and Strategy Committee on 30 November 2017.
Amendments/corrigenda issued since publication

Date Text affected
BS EN 17007:2017
EUROPEAN STANDARD EN 17007

NORME EUROPÉENNE
EUROPÄISCHE NORM October 2017
ICS 03.080.10
English Version
Maintenance process and associated indicators

Processus maintenance et indicateurs associés Instandhaltungsprozess und verbundene
Leistungskennzahlen
This European Standard was approved by CEN on 14 August 2017.
CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION

COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2017 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN 17007:2017 E
worldwide for CEN national Members.
BS EN 17007:2017
EN 17007:2017 (E)
Contents Page
European foreword....................................................................................................................................................... 3
Introduction .................................................................................................................................................................... 4
1 Scope .................................................................................................................................................................... 5
2 Normative references .................................................................................................................................... 5
3 Terms and definitions ................................................................................................................................... 5
4 Abbreviated terms and notations ............................................................................................................. 8
5 Principles of maintenance process breakdown ................................................................................... 9
5.1 Process families ............................................................................................................................................... 9
5.2 Breakdown into levels................................................................................................................................ 10
5.3 Use of the Maintenance process breakdown ...................................................................................... 12
6 Breakdown of the maintenance process and process profiles .................................................... 13
6.1 Maintenance process .................................................................................................................................. 13
6.2 MAN process: Manage maintenance ...................................................................................................... 15
6.3 PRV process: Prevent undesirable events by avoiding failures and faults ............................. 19
6.3.1 General ............................................................................................................................................................. 19
6.3.2 PRV.1 – Characterize the undesirable events .................................................................................... 19
6.3.3 PRV.2 – Use and update the Maintenance Plans ............................................................................... 21
6.4 COR process: Restore the items to their required state ................................................................. 23
6.4.1 General ............................................................................................................................................................. 23
6.4.2 COR.1 – Classify the actual events .......................................................................................................... 24
6.4.3 COR.2 – Diagnose the state of the items in question ........................................................................ 24
6.5 ACT process: Act preventively and/or correctively on the items to maintain....................... 27
6.5.1 General ............................................................................................................................................................. 27
6.5.2 ACT.1 – Rank the events............................................................................................................................. 28
6.5.3 ACT.2 – Prepare for the maintenance tasks........................................................................................ 29
6.5.4 ACT.3 – Set in order the tasks .................................................................................................................. 30
6.5.5 ACT.4 – Schedule the tasks ........................................................................................................................ 31
6.5.6 ACT.5 – Start the scheduled tasks........................................................................................................... 32
6.5.7 ACT.6 – Perform the maintenance tasks .............................................................................................. 33
6.5.8 ACT.7 – Finalise the maintenance tasks ............................................................................................... 34
6.6 IMP process: Improve the items ............................................................................................................. 36
6.7 HSE process: Ensure personal health and safety to individuals and preserve
environment in maintenance .................................................................................................................. 39
6.8 BUD process: Budget maintenance of items ....................................................................................... 42
6.9 DOC process: Deliver the operational documentation ................................................................... 45
6.10 DTA process: Manage data ........................................................................................................................ 48
6.11 IST process: Provide the needed infrastructures ............................................................................. 52
6.12 MRG process: Deliver maintenance requirements during items design and
modification ................................................................................................................................................... 55
6.13 OPT process: Improve the results .......................................................................................................... 58
6.14 RES process: Provide internal human resources.............................................................................. 61
6.15 SER process: Provide external maintenance services .................................................................... 64
6.16 SPP process: Deliver spare parts ............................................................................................................ 67
6.17 TOL process: Deliver the tools, support equipment and information system ....................... 72
Bibliography ................................................................................................................................................................. 75
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European foreword
This document (EN 17007:2017) has been prepared by Technical Committee CEN/TC 319
“Maintenance”, the secretariat of which is held by UNI.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by April 2018 and conflicting national standards shall be
withdrawn at the latest by April 2018.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent
rights.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,
France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,
Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and the United Kingdom.
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Introduction
According to EN ISO 9001, maintenance is a process since it consists of organized, coordinated tasks
using resources and performed by various stakeholders to obtain a given result.
Terminology standard EN 13306 defines it as the “combination of all technical, administrative and
managerial actions during the life cycle of an item intended to retain it in, or restore it to, a state in
which it can perform the required function.”
It seemed appropriate to formalize the maintenance process through a breakdown into processes that
provides the following advantages:
— it makes it possible to clearly indicate the activities to be carried out with a relevant level of detail;
— it indicates the inputs/outputs of each sub-process and defines all the links that join them together
and allow the realization of the overall process;
— it provides the ability to define indicators for measuring the realization of each process and
monitoring its effectiveness.
The aim of this document is to allow an understanding of the actions and interactions between
maintenance processes. It provides maintenance managers with a management tool by giving them a
way to compare their organization to the generic representation described and to detect insufficient
actions, unassigned responsibilities and/or poorly established links. It gives information to define
indicators, dedicated to specific processes, allowing the creation of scorecards that are appropriate for
monitoring activities and measuring performance.
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1 Scope
This European Standard provides a generic description of the maintenance process. It specifies the
characteristics of all the processes, parts of maintenance process, and establishes a maintenance model
to gives guidelines for defining indicators.
This European Standard is applicable to all organizations (company, institution, agency, etc.) in charge
of maintaining physical assets. Therefore, it has been established without a particular organization in
mind and does not aim to propose one. This description could be adapted based on the type and size of
organization chosen to perform the maintenance, the complexity of the systems maintained and the
scope of the external contracted services.
The purpose of the breakdown into processes and the representation of their inter-relationships 1) is to
help maintenance personnel, and particularly management at different levels, to:
— clearly identify the actions to be taken in order to meet the overall objectives set by Management in
terms of maintenance;
— delegate responsibilities that ensure the realization of the actions with the required performance
levels;
— for each process, clearly determine:
a) the necessary inputs and their origin;
b) the required results and their intended uses;
— monitor and quantitatively assess the performance obtained at various levels of the breakdown
into processes;
— improve the collection and the distribution of data.
This standard does not cover software maintenance itself, but applies to items containing software.
2 Normative references
The following documents, in whole or in part, are normatively referenced in this document and are
indispensable for its application. For dated references, only the edition cited applies. For undated
references, the latest edition of the referenced document (including any amendments) applies.
EN 13306, Maintenance - Maintenance terminology
3 Terms and definitions

For the purposes of this document, the terms and definitions given in EN 13306 as well as the following
terms and definitions apply.
3.1
activity
set of tasks organized within a process
1) Relationships between several elements or members of the same unit or group.
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3.2
indicator
measured characteristic (or a set of characteristics) of a phenomenon, according to a given formula,
which assess the evolution
Note 1 to entry: Indicators are related to objectives.
[SOURCE: EN 15341:2007, 3.1]
3.3
exceptional maintenance
preventive maintenance which is infrequent and has a significant impact in terms of total life cycle costs
Note 1 to entry: Exceptional maintenance includes large maintenance actions that may be:
— unavoidable and planned, thereby leading to the development of alternative strategies (e.g. life extension);
— unexpected, as a result of design, manufacturing, installation, operation or maintenance errors or accidental
situations (fire, flood, etc.).
Note 2 to entry: The cost of exceptional maintenance is generally accounted as capital investment.
Note 3 to entry: Exceptional maintenance is sometimes called replacement investments.
[SOURCE: EN 13306, 8.13]
3.4
maintenance budget
determination of the maintenance expenditures over a given period in the future to ensure the
availability of the necessary financial resources
3.5
maintenance documentation
set of documents needed to perform the maintenance tasks, including:
— work order;
— technical instructions;
— maintenance procedures;
— list of necessary resources;
— plans;
— schedule;
— maintenance records
— any other document needed to perform maintenance
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3.6
maintenance record
part of maintenance documentation which contains the history of all maintenance related data for an
item
Note 1 to entry: The history may contain records of all failures, faults, costs, item availability, up time and any
other relevant data.
[SOURCE: EN 13306, 10.6]
3.7
maintenance plan
structured and documented set of tasks that include the activities, procedures, resources and the time
scale required to carry out maintenance
[SOURCE: EN 13306, 2.5]
3.8
maintenance policy
general approach to the provision of maintenance and maintenance support based on the objectives
and policies of owners, users and customers
Note 1 to entry: The maintenance policy entails establishing the direction (method, programme, budget, etc.)
based on the goals and objectives set by the company's Management.
The management focus in the policy statement can be:
— availability and useful life of the item;
— safety of the items and individuals, product quality, environmental protection;
— optimization of maintenance costs, etc.
In particular, the maintenance policy give guidance to maintenance strategy that leads to choices being made
between:
— planning corrective and/or preventive, predetermined or condition-based maintenance;
— internal or external service provision.
[SOURCE: EN 60300-3-14:2004, 3.1.12 – Note 1 to entry has been added.]
3.9
maintenance procedure
document that describes in detail preventive and corrective maintenance tasks
Note 1 to entry: These procedures indicate the dismantling and reassembly actions (with the help of diagrams,
expanded views, etc.) and give the time periods of the tasks, permissible wear-out rates, the various faults that
may occur, and their diagnosis.
Note 2 to entry: Maintenance procedures also include resources, the company's health and safety rules as well
as the regulatory aspects (environment, safety, etc.).
3.10
maintenance strategy
management method used in order to achieve the maintenance objectives
EXAMPLE Outsourcing of maintenance, allocation of resources, etc.
[SOURCE: EN 13306, 2.4]
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3.11
maintenance support equipment
set of equipment needed to perform the maintenance tasks based on the recommended procedures
Note 1 to entry: This set of equipment includes:

— tools;
— measuring and control equipment;
— computer equipment;
— handling equipment (slings, fork-lift trucks, hoists, etc.);
— means of access (scaffolding, ladders, platforms, etc.);
— individual and collective protective equipment;
— environmental protection equipment;
— etc.
3.12
process
set of interrelated or interacting activities that use inputs to deliver an intended result
[SOURCE: EN ISO 9000:2015, 3.4.1]
3.13
spare part
item intended to replace a corresponding item in order to retain or maintain the original required
function of the item
Note 1 to entry: The original item may be subsequently repaired.
Note 2 to entry: In English, any item that is dedicated and/or exchangeable for a specific item is often referred
to as replacement item.
[SOURCE: EN 13306, 3.5]
4 Abbreviations and notations

For the purposes of this document, the abbreviations and notations given in Table 1 and Table 2 apply.
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Table 1 — Abbreviations
ACT Implement preventive and/or corrective actions on the item

BUD Budget maintenance of items
COR Restore the items in required state
DOC Deliver the operational documentation
DTA Manage data
HSE Ensure personal health and safety to individuals and preserve environment in maintenance
IMP Improve the items
IST Provide the needed infrastructures
MAN Manage maintenance (strategy and improvement, human resources, continuous
improvement, compliance, etc.)
MRQ Deliver maintenance requirements during items design and modification
OPT Improve the results
PRV Prevent undesirable events by avoiding failures and faults
RES Provide internal human resources
SER Provide external maintenance services
SPP Deliver spare parts
TOL Deliver the tools, support equipment and information system
Table 2 — Notations (BPMN 2.0 notations)
represent processes
parallel gateway
sequence flows between processes, defines execution

order of activities
5 Principles of maintenance process breakdown

5.1 Process families
To more easily identify processes, it is helpful to classify them into three main families
a) Management process
This includes determining the objectives and the policy to be implemented in order to achieve
them, deploying the company's means and allocating the resources. It ensures the coherence of the
realization and support processes. It includes measuring and monitoring the process system and
using the results to improve performance.
b) Realization processes
These contribute directly to achieving the expected result and are designed to ensure that the
needs expressed by the customer are satisfied. They encompass all activities related to the
realization cycle of the product or service.
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c) Support processes
These are essential to the functioning of the other processes (realization processes, other support
processes, management process) as they provide them with the necessary resources.
They include activities related to:

— human resources;
— financial resources;
— material resources and their maintenance (premises, equipment, software, etc.);
— information processing.
5.2 Breakdown into levels
Level 1 of the breakdown is an overall mapping that identifies the processes and classifies them into
each of the families based on the diagram shown in Figure 1.
Figure 1 — Level 1 of the process mapping
Each level 1 process is in turn broken down into level 2 processes. In addition to the component
processes, this level shows the input and output data of each process as well as its origins and
destinations.
This provides a sequenced representation of the level 2 processes that contribute to the realization of
the level 1 process (see Figure 2).
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Figure 2 — Level 2 of the process mapping — Example
Some input data are output data from processes outside the process broken down or is supplied by
entities outside the maintenance process. The same may be true for output destinations. These external
origins and destinations are indicated on the diagram.
A third level may be described, where necessary, to further clarify the actions, but this level is not
discussed in this standard.
A profile is drawn up for each level 2 process. It includes:
— the name of the process;
— the purpose(s) of the process, which is expressed in terms of action(s) with clearly stated goals;
— the activities that comprise the process. These activities constitute level 3 of the breakdown, which
is not shown in the form of a diagram in this document;
— the input data and products which are needed to realize the process. They come from either other
level 2 processes, other level 1 processes or entities outside the maintenance process;
— the output data and products which are created or modified by the process and are intended for
either other level 2 processes, other level 1 processes or entities outside the maintenance process;
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— regardless of the level of the process, the stakeholders are: the person who requested the process,
the process manager, the customer, the beneficiary of the process and input data suppliers. These
stakeholders are relative to the company's organization and can therefore not be generic. As a
result, information about them is not provided in this standard and it is up to each company to do
so. This makes it possible to clearly identify the stakeholders' responsibilities, detect any
insufficiencies and assign tasks to each stakeholder, identify customers, objectives and suppliers;
— the interfaces with the other processes summarize all the related processes. These can be data or
product suppliers or customers of the output data or products;
— the constraints related to realization of the process are a way to specify certain requirements or
situations. They shall be taken into account by the process;
— Elements to define indicators related to the process. Each company shall define its own indicators,
first to assess the effectiveness of its processes and attainment of the targets assigned to them, and
secondly to monitor the realization of the actions taken to ensure their progress and adherence to
timeframes. The proposed elements serve to define relevant indicators.
5.3 Use of the Maintenance process breakdown
The representation of the maintenance process, established according to the aforementioned principles,
is provided in Clause 5. It is generic, which means that it is not based on any particular organization and
draws on best practices generally implemented in the maintenance sector. It is then up to each
company to use this breakdown to build or update its organization.
This can be achieved by identifying, within its own organization, the structural entities that realize the
various processes defined. It is then necessary to ensure that:
— each process exists and is managed;
— each process is unique;
— the inputs/outputs are clearly defined (products, data, timeframes, etc.);
— the suppliers and customers of the inputs/outputs are clearly designated by name;
— the responsible persons for the processes (process owners) has been defined;
— the indicators are regularly analysed and published in order to monitor the progress of the actions
and measure the effectiveness of the processes and their ability to achieve the assigned objectives.
This task offers many advantages:

— the result obtained provides a basis for understanding how the company's maintenance process is
performed and improves the confidence of the customer into the ability of the maintenance
provider;
— each entity of the organization clearly sees its position in relation to the others and the importance
of its actions within the maintenance process. Each person's work is more easily recognized thanks
to a greater ability to communicate the results obtained;
— responsibilities are defined without overlaps or ambiguities and objectives are established and
quantified;
— the responsible persons have a better understanding of the objectives, which improves synergy and
teamwork;
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— management of the processes is significantly easier. Management shall have the means to detect
malfunctions, measure non-conformities and any deviations from the objectives and take
appropriate measures to correct or update the processes in question (e.g. it provides framework for
assessment and benchmarking);
— formalization of the processes is a tool for training the various job profiles and developing the
company's knowledge and facilitates changes through a better understanding of their
consequences;
— formalizing the sequencing of actions and using indicators to detect deviations helps to ensure the
continuous improvement of the maintenance process.
— provides a framework for systematic Information System support.
It should be noted that each company shall adapt the various processes according to its field of activity
and economic, geographic, political, cultural and other contexts.
6 Breakdown of the maintenance process and process profiles

6.1 Maintenance process
Figure 3 — Maintenance process (level 1 of the mapping)
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The maintenance process consists of the following processes:

a) the management process:
— MAN: Manage maintenance (strategy and improvement, human resources, continuous

improvement, compliance, etc.);
b) the realization processes:
— PRV: Prevent undesirable events by avoiding failures and faults;
— COR: Restore the items in required state;
— ACT: implement preventive and/or corrective actions on the item.
— IMP: Improve the items;
c) the support processes:
HSE: Ensure personal health and safety to individuals and preserve environment in maintenance;
BUD: Budget maintenance of items;
DOC: Deliver the operational documentation;
DTA: Manage data;
IST: Provide the needed infrastructures;
MRQ: Deliver maintenance requirements during items design and modification;
OPT: Improve the results;
RES: Provide internal human resources;
SER: Provide external maintenance services;
SPP: Deliver spare parts;
TOL: Deliver the tools, support equipment and information system.
Each of these processes is broken down at level 2 in the following figures.

Elements (variables, quantities, characteristics, etc.) to define indicators are provided for each process.
Each organization can adapt them to its own requirements.
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6.2 MAN process: Manage maintenance
See Figure 4.
Purpose(s) of the Process

The aim of this process is to manage maintenance in order to achieve the objectives set by the
company's management.
Key activities / elementary processes
— MAN.1 – Establish the maintenance policy, strategy and development actions
Based on the company's missions, values, regulations compliance and general objectives, the policy
establishes the direction, which gives priority to:
— safety of individuals and items, product quality, environmental protection;
— availability and useful life of the items;
— optimization of maintenance costs, etc.
The maintenance strategy, which results from the maintenance policy, requires that choices be
made for:
— developing, adapting or implementing maintenance methods;
— organizing the internal resources (maintenance teams, stocks of spare parts and consumables,
documentation, tools, etc.);
— insourcing and/or outsourcing and/or contracting some or all of the maintenance tasks;
— studying the economic impact of item modifications or improvements.
The development of maintenance processes according to the strategy and the process to determine
and prioritize improvements are defined and decided.
— MAN.2 – Identify the internal or external activities (carried out by the staff of the user
company or participating companies)
The maintenance policy and strategy make it possible to clearly identify the activities carried out
internally and those assigned to participating companies. In connection to budgeting this
identification leads to choosing between “making” and “buying” and specifying the required skills.
— MAN.3 – Determine the organization, job profiles and responsibilities
Based on the direction and choices expressed in the policy and strategy, an organization is set up to
realize the maintenance processes. Tasks and job profiles are established as well as possible needs
to update present skills. Responsibilities are defined and assigned to the company's personnel.
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— MAN.4 – Prepare and negotiate the budgets

Economic plans (Budgets) are approved and adjusted by Management based on the budgeting
process (BUD).
— MAN.5 – Oversee the actions
All the actions included in the maintenance process are coordinated, supervised and, if applicable,
decided on by Management in order to achieve the goals and objectives defined in terms of safety,
availability, costs, environment, quality, etc.
— MAN.6 – Define, select, analyse and communicate the information
The technical, organizational, economic and social information that shall be communicated
internally and/or externally is defined, selected, analysed and made available to the relevant
entities.
— MAN.7 – Define policy and strategy areas of improvement
All information (technical, organizational, economic and social) is analysed in order to
continuously adjust and improve the maintenance policy and strategy.
Input data/products Output data/products
— the company's missions, values, general — company's maintenance policy, strategy,
objectives, rules, knowledge about asset operational objectives, directions, choices,
portfolio, asset systems, assets, operating improvements
profiles, operating constraints and conditions — internal and external activities to be carried
— laws, decrees, codes, regulations and out, organization, job profiles, responsibilities
standards external to the company — maintenance budgets
— external constraints (user of the item, owner, — information obtained from the process for the
etc.) purpose of other processes, scorecard, best
— documentation (DOC.6) practices
— required skills or training needs (MRQ.11)
— maintenance budget (BUD.5)
— notice of conformity (MRQ.8)
— contribution of maintenance to development
of prevention and Safety Plan (HSE.4)
— information regarding activities carried out
(DTA.11, OPT.2, RES.4, SER.4)
— budget estimates for maintenance during
operation and for exceptional maintenance
and analysis of projected-actual deviations
(BUD.5)
— indicators, best practices, scorecards (OPT.4)
— improvements to be made (OPT.2,3,4,5,6,7)
Stakeholders Interfaces with other processes
To be completed by the organization in order to All processes
answer the questions:
— who is realizing the process?
— who is the customer of the process?
Constraints related to realization of the process
The large amount of diversified data that shall be collected, formatted and analysed on a regular basis requires an
efficient information management system.
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Elements to define indicators related to the process

— (i1man) The following documents or information exist: (scoring may be used to quantify indicators built from
the following elements):
- maintenance policy;
- maintenance strategy;
- description of the organization related to the processes;
- establishment of responsibilities for each function;
- description of job profiles and desired skills;
- list of improvement measures;
- maintenance scorecard;
- maintenance budgets (multi-annual and annual) to allow regular monitoring of expenditures during the
year (preventive, corrective, etc.);
- maintenance activities to be carried out by the company's staff or subcontracted;
- deviations in order to re-prioritize maintenance activities;
- collection of clients satisfaction;
- collection of employees satisfaction;
- internal and external communication.
— (i2man) production losses due to maintenance (corrective, preventive)
— (i3man) maintenance cost (per year)
— (i4man) corrective maintenance (in time and/or costs)
— (i5man) preventive maintenance (in time and/or costs)
— (i6man) condition-based maintenance (in time and/or costs)
— (i7man) maintenance assigned to a service provider (in cost and number of hours)
— (i8man) down time due to maintenance (corrective, preventive)
— (i9man) unscheduled (and scheduled) unavailability due to maintenance
— (i10man) successful starts
— (i11man) unscheduled maintenance costs
— (i12man) maintenance cost due to staff costs
— (i13man) cost due to spare parts (and materials)
— (i14man) spare parts stock value
Observations
Aside from the main aspect, i.e. determining the objectives of the maintenance process (the what) according to the
overall objectives set by the company's management, the process shall indicate the completion dates (the when),
the required resources (the who) and the way how to get there (the how). The maintenance process shall also
keep in mind possible obstacles (risks) along with the strengths and weaknesses of maintenance.
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Figure 4 — Manage maintenance process (level 2 of the mapping)
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6.3 PRV process: Prevent undesirable events by avoiding failures and faults
6.3.1 General
See Figure 5.
The PRV and COR processes share common sub-process and activities grouped into the process ACT:
Act preventively and/or correctively on items to maintain (see 5.3 and Figure 7).
The differences between the PRV and COR processes are their elementary processes:
— PRV.1: Characterize the undesirable events;
— PRV.2: Use and update the Maintenance Plans;
and,
— COR.1: Classify the actual events;
— COR.2: Diagnose the state of the items in question.
6.3.2 PRV.1 – Characterize the undesirable events

Characterize and prioritize the events (failures, malfunctions due to latent or hidden faults) that can
have harmful and significant consequences on availability, reliability, personal safety, the environment,
product or service quality, the value of the assets and costs. The result obtained shall make it possible
to define the actions to be taken in order to avoid these events or control their consequences.
1. Draw up a list of proven and/or potential events whose consequences on the issues at stake
(availability, reliability, personal safety, environment, operating costs, value of the assets, product
or service quality and the associated thresholds) have been, or may be significant.
2. Determine the primary causes, the chain of causes and/or proven or potential failure modes that
lead to the undesirable events.
3. Determine the effects of the causes and/or failure modes identified.
4. Compile the failures and/or degradations that have led to a repair action (corrective) or a
preventive restoration action.
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5. Determine whether the undesirable event and/or failure modes leading to it are apparent or
hidden to the user of the items.
6. Prioritize the events based on their effects and occurrence.
7. Choose the methods used to detect hidden causes and failure modes.
— Documentation from manufacturer and — Undesirable events and their consequences
engineering (operating constraints, etc.) occurrence and criticality
— Operational objectives (availability, operation — Required items’ improvements
time, reliability, safety, environmental safety, — Required operating procedures’
quality, costs, etc.), directions improvements
(corrective/preventive,
outsourcing/insourcing, line and levels of
maintenance, etc.), choices (method used to
compile and analyse events)(MAN.1)
— General documentation, technical
documentation (DOC.6)
— Item history, Maintenance record (OPT.2)
— Initial maintenance plan (MRQ.9)
To be completed by the organization in order to MAN.1 – DOC.6 – OPT.2
— (i1prv1) identified undesirable events (failures, malfunctions due to latent or hidden faults)
— (i2prv1) changed number of identified undesirable events over a given period
— (i3prv1) undesirable events which have occurred and are not identified in the initial list of identified failures
— (i4prv1) identified undesirable events which have not occurred over a given period and are included in the list
of identified failures
— (i5prv1) identified undesirable events which effects were not expected
Observations
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6.3.3 PRV.2 – Use and update the Maintenance Plans

Determine the actions to be taken on the items to achieve the objectives set in the maintenance policy
(availability, reliability, safety, costs, etc.).
1. Determine the feasible predetermined and/or condition-based preventive maintenance tasks, and
their occurrence based on the number of units of use, that can prevent the causes of the undesirable
events if it is economically acceptable.
2. Consider item improvements to reduce or prevent the causes of the undesirable events and to make
preventive actions more efficient in a way that is technically and economically advantageous.
3. Consider improvements of operating procedures to reduce the causes of the undesirable events in a
way that is technically and economically advantageous.
4. Consider improvements to protect against the consequences of the undesirable events in a way that
is technically and economically advantageous.
5. Select the actions to be performed (tasks/improvements).
— Undesirable events, causes, effects, criticality — Preventive maintenance plans
of events, occurrence of events (PRV.1) — Required improvements of items
— General documentation, technical — Required improvements of procedures
documentation (list of the items to be (operation, maintenance)
maintained, operating constraints,
maintenance documents of manufacturers /
OEMs / maintenance providers) (DOC.6)
— Item history, maintenance record (OPT.2)
— Initial maintenance plans (MRQ.9)
To be completed by the organization in order to PRV.1 – OPT.2 – DOC.6 – MRQ.9 – ACT.1 – ACT.2 –
answer the questions: OPT.3.
— (i1prv2) equipment covered by a maintenance plan
— (i2prv2) maintenance plans revised or created per year
— (i3prv2) date of the last version of the maintenance plan
— (i4prv2) recommendations made to improve the equipment (financial impact)
— (i5prv2) non-detected failures in relation to total number of faults, although CBM is applied
— (i6prv2) non-detected failures because of lack of CBM (although available)
Observations
The maintenance plan shall be revised based on the number and consequent evaluations of corrective actions
(including fault diagnosis), modifications and improvements made, or according to a defined timetable.
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Figure 5 — Process: “Prevent undesirable events by avoiding failures and faults” (level 2 of the
mapping) (The PRV and COR processes share the common sub-process ACT: “Act preventively
and/or correctively on the items to be maintained”)
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6.4 COR process: Restore the items to their required state

6.4.1 General
See Figure 6.
The PRV and COR processes share the “Act preventively and/or correctively on the items to be
maintained” process.
Part 2/2 of the COR process is presented in Figure 7.
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6.4.2 COR.1 – Classify the actual events

The actual events to deal with in the short or medium term with corrective maintenance are prioritized
according to their importance and realization constraints. A ranked list of events is established and
updated continuously.
1. Gather the actual events to be considered in the next given time period and data necessary for
establishing priorities (severity of actual events, various constraints (operating, environment,
resources, etc.))
2. Analyse the actual events to deal with and rank them by priority
3. Establish a first schedule for corrective maintenance
— Undesirable effect recently detected — Selected events for fault diagnosis
— Short and medium term constraints — Draft time plan
To be completed by the organization in order to COR.2
— (i1cor1) actual events to be fixed in the next given period of time
— (i2cor2) criteria for ranking
Observations
6.4.3 COR.2 – Diagnose the state of the items in question

The purpose of the process is to detect any faults, locate them and identify the primary cause(s).
1. Identify the item affected by the undesirable event and its environment.
2. Identify the effects of the undesirable event on the item and its environment.
3. Locate and identify the causes of probable failures (events and/or degradation mechanisms).
4. Look for a possible recurrence of the failure.
5. Look for the primary causes of the failures (establish the causal chain).
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— Undesirable event detected — Diagnosis of the undesirable event (primary
— Selected events for diagnosis (ACT.1) causes, causal chain, etc.)
— Files from Manufacturers and engineering — Required item improvements
— Operational objectives, direction, choices — Required procedures improvements
(methods for diagnosing events that have
occurred) (MAN.1)
documentation (DOC.6)
— Item history, maintenance record (OPT.2)
To be completed by the organization in order to ACT.1 – ACT.2 – DOC.6 – MAN.1 - OPT.2 – OPT.3 –
answer the questions: Operation process
This process can generates numerous risks for individuals (presence of energies, etc.).
— (i1cor2) fault diagnosis time
— (i2cor2) failures considered repetitive in the context (incorrect root cause analysis)
— (i3cor2) unnecessary work orders
— (I4cor2) repetitive failures without root cause analysis
— (I5cor2) root cause analysis
Observations
This process requires specific know-how. Root Cause Analysis is a method to carry out this diagnosis.
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Figure 6 — Process: “Restore the items to their required state” (part 1/2) (level 2 of the
mapping)
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6.5 ACT process: Act preventively and/or correctively on the items to maintain
6.5.1 General
See Figure 7.
ACT is a part of PRV and COR processes which contain the following sub-processes:
— ACT.1: Rank the events
— ACT.2: Prepare for the tasks;
— ACT.3: Set in order the tasks;
— ACT.4: Schedule the tasks;
— ACT.5: Begin the scheduled tasks;
— ACT.6: Perform the maintenance tasks;
— ACT.7: Finish the tasks.
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6.5.2 ACT.1 – Rank the events

The events to deal with in the short or medium term with preventive maintenance (potential or actual
failures) are prioritized according to their importance and realization constraints. A ranked list of
events is established and updated continuously.
1. Gather the events to be considered in the next given time period (corrective maintenance actions,
preventive maintenance actions) and data necessary for establishing priorities (severity of actual or
potential failures, various constraints (operating, environment, resources, etc.))
2. Analyse the events to deal with and rank them by priority
3. Establish a first schedule for preventive maintenance
— Preventive maintenance Plans (PRV.2) — Selected events for fault diagnosis
— Undesirable effect recently detected — Draft time plan
— Short and medium term constraints
To be completed by the organization in order to PRV.2 – ACT.3 – COR.1
— (i1act1) events to be fixed in the next given period of time
— (i2act1) criteria for ranking
Observations
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6.5.3 ACT.2 – Prepare for the maintenance tasks

Prepare the maintenance information needed to complete a maintenance task safely.
1. Prioritize the actions to be prepared.
2. Consider the environment of the item on which maintenance is being performed. Take into account
the analysis of the risks posed by the task for individuals, the items and the environment and
determine ways to protect individuals and the items.
3. Write, update or provide access to the maintenance procedures (describe the actions to be
performed, define the necessary resources, estimate the duration and workload).
— Preventive Maintenance plans (PRV.2) — Maintenance procedures (estimated time of
— Diagnosis of the undesirable event (COR.1) each task, workload, safety procedures,
reference values of characteristic parameters
— Files from manufacturers and engineering
of the item for requalification tests, etc.),
(spare parts list, etc.)
— Work orders,
documentation (including safety rules, — List of identified tools (individual and
maintenance procedures, etc.) (DOC.6) collective tools, handling equipment, etc.),
— Item history, maintenance record, best — Necessary human resources,
practices (OPT.2) — List of spare parts needed for preventive
— Analysis of maintenance-related risks (HSE.4) and/or corrective maintenance tasks.
— List of tools and support equipment (TOL.1)
To be completed by the organization in order to ACT.3 - COR.1 – DOC.6 – HSE.2 – HSE.4 – OPT.2 –
answer the questions: PRV.2 –TOL.1– SER.2 – SPP.2
— (i1act2) estimated maintenance time and actual maintenance time
— (i2act2) spare parts planned and spare parts used
— (i3act2) corrective and preventive maintenance tasks performed without maintenance procedure
— (i4act2) revision of the maintenance procedures
— (i5act2) tasks not done according to the preparation of tasks
Observations
The process may be impacted by inadequacies related to:
— Availability of the various documents
— The quality of the documents made available
— The availability of resources and skills
— The complete, detailed maintenance record
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6.5.4 ACT.3 – Set in order the tasks

Set in order the timeline of the planned tasks based on the sequencing constraints and constraints
related to required resources (material, human, etc.) in order to create a schedule that takes into
account any uncertainties that may arise.
1. Review information regarding maintenance constraints and uncertainties (related to resources,
staff, etc.).
2. Review information regarding the use of the item.
3. Review information regarding other requests for maintenance on the item.
4. Put the operations in chronological order to take into account all constraints and uncertainties.
— Maintenance constraints for performing — Updated Maintenance procedures, order of
maintenance on the items, general constraints the tasks
related to maintenance actions on the items
— Draft time plan (ACT.1)
— Maintenance procedures, work orders,
needed resources (ACT.2)
— Return in case of deviations [ACT.5]
To be completed by the organization in order to ACT.1 – ACT.2 – ACT.4 - ACT.5
Know the maintenance constraints for carrying out the activities.
Know the general constraints for using the items.
— (i1act3) tasks set in order
— (i2act3) tasks to be set in order
— (i3act3) tasks not done according to the organization of tasks
Observations
This setting in order is based on best practices and resource management (transport, consumables, stocks, use of
tools, etc.), the limited capacity of human and material resources.
Uncertainties can be better taken into account through a project risk analysis.
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6.5.5 ACT.4 – Schedule the tasks

Prepare the provisional schedule (start date, end date) of the tasks.
Review information regarding constraints related to the use of the items.
Review information regarding constraints and uncertainties related to timeframes and internal and
external resources.
Schedule the tasks based on the order and constraints.
— Updated Maintenance procedures, order of — Updated Maintenance procedures, dates and
the tasks (ACT.3) periods of the tasks, work load
— Constraints related to performing the tasks, — Necessary human resources and services
constraints related to timeframes, resources, — Tools needed for maintenance
internal and external staff
— Items (spare parts, materials) needed for
— Return in case of deviations [ACT.5] maintenance
— Return to next task [ACT.7]
To be completed by the organization in order to ACT.3 – ACT.5 – ACT.7 – RES.4 – TOL.4 – SER.4 –
answer the questions: SPP.8
— Constraints related to timeframes, resources, internal and external staff (number and qualification)
— Constraints related to performing the task
— (i1act4) tasks pending scheduling
— (i2act4) tasks delayed in relation to the request
— (i3act4) backlog of preventive maintenance work orders
— (i4act4) planned time schedule and realization time of the tasks
Observations
The schedule aims to ensure the optimal scheduling of the start of each task based on its expected duration. It
allows the various tasks to be sequenced.
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6.5.6 ACT.5 – Start the scheduled tasks

Start the tasks by assigning the corresponding actions to the necessary individuals who are competent
and available on the planned date of the tasks.
Designate the maintenance personnel for each scheduled task who are competent and have the right
qualification.
Manage uncertainties (maintenance constraints, resources, staff).
Start the task.
— Immediate constraints (related to timeframes, — Updated Maintenance procedures (resources
resources) available at the time, etc.)
— Updated Maintenance procedures, dates and — Designation of maintenance personnel
periods of the tasks, work load (ACT.4) — Current uncertainties and unexpected
— Qualified internal (RES.4) and external circumstances preventing the start of the task
(SER.8) human resources and return to tasks organization in case of
deviation and/or reschedule the tasks.
To be completed by the organization in order to ACT.3 – ACT.4 - ACT.6 – RES.4 – SER.4
The service provider shall provide the names of the external staff.
— (i1act5) tasks begun at the specified time
Observations
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6.5.7 ACT.6 – Perform the maintenance tasks

Restore the item to the required state. This restoration may be carried out either as a preventive
measure or after a fault is detected.
1. Ensure the safety of the items and individuals (restrict use of the items and access points, provide
personal and collective protective devices).
2. Conduct a “safety” inspection.
3. Implement the means required to perform the task (site preparation).
4. Follow the predetermined maintenance procedures.
5. Check that the maintenance task has been completed and remove the restrictions related to the
items and access points.
6. Check the proper operation of the item in its functional environment.
7. Determine the actions to be taken to handle deviations (in functioning, in procedure, supports, etc.)
— Items to maintained (made available for — Item in a functional state, qualified
maintenance)
— Updated Maintenance procedures (including
possible diagnoses, technical documents,
reference values of the characteristic
parameters of the item, etc.), designated
maintenance personnel (ACT.5)
— Logistic support tools and equipment for
maintenance (TOL.4)
— Spare parts for maintenance (SPP.8)
To be completed by the organization in order to ACT.5 – ACT.7 – TOL.4. – SPP.8
— Provision of the item based on the proposed schedule
— Safe maintenance environment
— Minimum item down time
— (i1act6) actual active maintenance time per task
— (i9act6) estimated maintenance time compared to actual maintenance time
— (i2act6) actual logistic and administrative delay per task
— (i3act6) actual down time due to maintenance per task
— (i4act6) unplanned outages following preventive maintenance tasks
— (i5act6) repeated tasks (inadequate maintenance quality)
— (i6act6) actual man hours per tasks
— (i7act6) remaining corrective maintenance tasks on critical items
— (i8act6) tasks pending completion
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Observations
The item shall be made available for maintenance by the user based on the proposed schedule.
The diagnosis is performed previously in the COR.1 sub-process.
Ensure that the items which are returned to the user after the maintenance task are capable of performing their
required function.
6.5.8 ACT.7 – Finalise the maintenance tasks

Finalize the task by restoring the maintenance area, returning the item to the user and compiling the
feedback.
Key activities / elementary component processes
1. Acceptance of the task.
2. Restore the maintenance area and return the tools.
3. Return the item to the user.
4. Collect information and events that constitute report
5. Close the work order
— Item in functional state, qualified (ACT.6) — Item in a safe state and available for the user
— Spare parts returned to stock (SPP.5)
— Replaced items (SPP.9)
— Return of the support tools and equipment
after maintenance (TOL.3)
— Acceptance report (finished operation)
(ACT.4)
— Maintenance report and internal feedback
information (DTA.1)
— Internal and external human resources freed
up (RES.4, SER.4)
— Return to the next task to be scheduled
(ACT.4)
To be completed by the organization in order to ACT.4 – ACT.6 – DTA.1 – RES.4 – SER.4 – SPP.5 –
answer the questions: SPP.9 – TOL.3
— (i1int6) reports on maintenance tasks
— (i2int6) Time between the end of the task and the return of the item to the operator
Observations
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Figure 7 — Process: “Act preventively and/or correctively on the items to be maintained” (level
2 of the mapping) (This sub-process is common to PRV and COR process)
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6.6 IMP process: Improve the items
See Figure 8.

The purpose of this process is to define, monitor or realize and validate improvements of the item when
improvement is a better solution than preventive or corrective actions to manage failures or their
consequences. The item is improved in terms of reliability and/or maintainability and/or safety at a
convenient cost. It defines the initial reliability, maintainability and maintenance support requirements.
Initial maintenance plans, the maintenance providers' related skills and the various logistical resources
(hardware, documentation, spare parts, etc.) needed to implement the maintenance plan on the
improved item are also defined.
— IMP.1 – Collect data
The data needed to analyse item improvements is collected so that it can be taken into account when
specifications are drafted.
— IMP.2 – Define reliability, maintainability, safety and logistic support requirements
Evaluate, modify, and allocate reliability, maintainability, safety and logistic support requirements for
item improvements so that they can be integrated into the specifications. These requirements could
be obtained, as an example, through an analysis of the planned preventive and corrective
maintenance actions.
— IMP.3 – Establish specifications for the required improvements of the item
Define the expected criteria, acceptance limits and flexibility and establish the drafting of specifications.
— IMP.4 – Issue an invitation to tender to internal or external suppliers
Tender documents that include the specifications created by the company's various stakeholders are
sent to the selected internal or external suppliers.
— IMP.5 – Analyse and choose options and validate the solutions
The responses to invitations to tender concerning item improvements are analysed by the company's
stakeholders, particularly as regards aspects related to the maintenance sub-processes which may
influence the choice of solution. The offers define reliability, maintainability, safety and logistic
support outcomes and are supplemented by a forecast analysis of the life cycle impacts of the items
to be purchased. Skills and training needs should be taken into account at this step.
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— IMP.6 – Carry out realization

Item improvements are realized and monitored to ensure that the reliability, maintainability, safety and
logistic support requirements are met without cost overruns and within the specified timeframes.
— IMP.7 – Verify conformity with the reliability, maintainability, safety and logistic support
requirements
The conformity of item improvements with the requirements indicated in the specifications is verified.
This results in issuing a notice of conformity which facilitates the acceptance procedure.
— IMP.8 – Establish the initial maintenance plan
The initial preventive maintenance plan related to the newly improved items is established according to
the reliability, maintainability, safety and logistic support characteristics based on the supplier's
recommendations and knowledge of the item's environment. The initial maintenance plan is
recorded in the information system.
— IMP.9 – Determine the initial logistical resources
The necessary initial logistical resources (spare parts, tools, etc.) are determined by the initial
maintenance plan and the company's existing material resources. The initial logistical resources are
recorded in the information system.
— IMP.10 – Identify skills and training needs
Skills and training needs are based on the initial maintenance plan and the skills in place at the
company and those of its subcontractors.
— Operational objectives, direction, choices — Recommendations related to maintenance
(MAN.1) — Initial maintenance plan
— Required improvement of the item (OPT.3) — Notice of conformity of the documentation
— Processed data (DTA.10) — Notice of conformity of the improved item
— Budget (MAN.4) related to reliability, maintainability and
— Manufacturer's maintenance procedures, best logistic support requirements
design practices for investments, — Initial logistics support
miscellaneous relevant information — Skills or training needs
To be completed by the organization in order to DOC.3 - DTA.10 – MAN.1 - MAN.3 – MAN.4 –
answer the questions: MAN.5 - OPT.3 – PRV.2– TOL.1 – SPP.1
— (i1imp) improvements of items (number, costs)
— (i2imp) late delivery of item improvements
— (i3imp) unavailability and cost overruns
— (i4imp) conformity of the result of item improvements
— (i5imp) reliability increase
— (i6imp) maintainability increase
— (i7imp) safety increase
Observations
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Figure 8 — Process: “Improve the items” (level 2 of the mapping)
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6.7 HSE process: Ensure personal health and safety to individuals and preserve
environment in maintenance
See Figure 9.

The purpose of this process is to ensure personal health and safety and protect the items and the
environment during maintenance tasks. It therefore entails evaluating the risks related to these tasks
and defining measures for preventing and responding to the accidental situations described in the
Prevention and Safety Plan.
— HSE.1 – Prepare the risk assessment:
— define the scope of action (boundaries, interfaces, environment, operating conditions, time
horizon, stakeholders, define internal and external context, etc.).
— identify the methods, information sources, regulations, etc.
— set up a multi-disciplinary working group to carry out the risk assessment.
— HSE.2 – Identify risks:
— identify hazards: undesirable events and consequences and materials that are hazardous to
personal health and safety and the environment.
— issue an opinion on the risk of exposure to these hazards for individuals and the impact on the
environment (observation of work situations, feedback, etc.).
— HSE.3 – Prioritize risks:
— evaluate risks by describing the likelihood of occurrence, severity, frequency of exposure of
individuals, number of people affected, etc.
— classify risks in order to discuss priorities and help plan preventive measures.
— HSE.4 – Propose measures for preventing risks and consequences of identified risks:
— identify technical and organizational measures,
— select and implement solutions,
— evaluate residual risks,
— document.
— HSE.5 – Monitor risk management:
— ensure compliance with regulations,
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— develop a safety culture within the company,

— define, calculate and analyse indicators to ensure proper risk management, request an update
of the risk assessment (feedback on the HSE.1 process).
— Document.
— Laws, decrees, codes, regulations, standards — Maintenance contribution to prevention and
— Operational objectives, direction, choices safety plan (MAN.5)
(MAN.1) — Analysis of maintenance-related risks (ACT.2)
— Data, indicators, best practices (OPT.5) — Raw data from risk monitoring and
— Information (DOC.6) assessment of data (DTA.1)
— Indicators (DTA.11)
— Maintenance procedures (ACT.2)
To be completed by the organization in order to ACT.2 – DOC.6 – DTA.1 – DTA.11 – MAN.1 – MAN.3
answer the questions: - MAN.5 - OPT.5
The risk evaluation process is a multi-disciplinary process.
The proposal for preventive measures requires that the risk evaluation be performed again to ensure that the risk
reduction objective is achieved and that no other risk was produced.
— (i1hse) rate of maintenance-related accidents
— (i2hse) severity of maintenance-related accidents
— (i3hse) medical care without interrupting work time
— (i4hse) rate of near-accidents
— (i5hse) masses or volumes of waste generated by the maintenance task
— (i6hse) masses or volumes of discharges generated by the maintenance task
— (i7hse) days off taken by maintenance staff because of work accidents and work-related illnesses
— (i8hse) days without accident since the last accident
— (i9hse) tasks with isolation procedures
— (i10hse) coverage of risk assessment
— (i11hse) frequency of risk assessment updates
— (i12hse) compliance with pre-defined risk procedures
Observations
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Figure 9 — Process: “Ensure personal health and safety to individuals and preserve environment
in maintenance” (level 2 of the mapping)
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6.8 BUD process: Budget maintenance of items
See Figure 10.

Schedule economic planning (short, medium and long-term), based on a defined cycle, for regular
maintenance (expenditures and costs related to the company's operation) and exceptional maintenance
(investments) activities. This process is used to structure budget information, by cost allocation
categories, to ensure that it is monitored, checked and managed over time.
— BUD.1 – Define, compile cost elements and calculate or estimate actual costs
Cost elements are allocated (internal human resources, external human resources, parts and supplies)
by item (equipment or facility), by type of maintenance (corrective, preventive, improvement) and
by destination (documentation, training, spare parts, Health-Safety-Environment, etc.).
— BUD.2 – Create a budget estimate for regular maintenance
The budget estimate for regular (short-term) maintenance is prepared per item and/or for all items
over several accounting periods. This budget includes common costs allocated to regular
maintenance (head management, buildings, etc.)
— BUD.3 – Create a budget estimate for infrequent or exceptional maintenance tasks
The budget estimate for infrequent or exceptional (medium and long-term) tasks is prepared per item
and/or for all items. This budget includes common costs allocated to exceptional maintenance
(head management, buildings, etc.).
— BUD.4 – Extract budgeted and actual expenditures
Budgeted and actual expenditures by item, type and destination are compiled and classified so that an
effective analysis can be performed.
— BUD.5 – Analyse, explain and, if applicable, take corrective actions
Deviations between budgeted and actual expenditures are detected, analysed and explained. Any
corrective actions are identified and the results of these analyses are sent to management for
decisions.
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— Basic cost allocation data (equipment or — Gaps and actual budgets
facility), engaged and actual costs (DTA.10)
— performance indicators, budgetary feedback
from previous years (DTA.11)
— best practices (OPT.5)
— Operational objectives, directions, choices
(MAN.1)
To be completed by the organization in order to DTA.10 – DTA.11– MAN.1 – MAN.4 – OPT.5
The process requires data consistency, availability and collection.
— (i1bud) deviations detected during budget monitoring
— (i2bud) analyses following the deviations detected
— (i3bud) budget allocation to maintenance types (preventive, corrective, improvements)
— (i4bud) budget allocation to the indenture level of items
— (i5bud) budget allocation of cost types (labour, materials, fuel/energy, overhead, transportation/travel, etc.)
— (i6bud) frequency of reporting
Observations
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Figure 10 — Process: “Budget maintenance of items” (level 2 of the mapping)
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6.9 DOC process: Deliver the operational documentation
See Figure 11.

Provide all those concerned, at the place of use, with all the up-to-date and usable documents they need
to prepare for and perform the tasks for which they are responsible while optimizing logistic times.
— DOC.1 – Define and manage rights to the documentation
Based on the organization in place, each of the people involved will be assigned creation and/or update
and/or consultation rights for each of the documents they need in order to perform the required
actions.
— DOC.2 – Classify and structure the documentation

To be operational, documentation shall be:
— classified by type so that it can be found easily and immediately,
— structured according to its use so that it is easier for maintenance providers to use.
— DOC.3 – Compile (collect, create) the reference documentation:
— general documentation (processes, standards, regulations, supplier item catalogues, etc.),
— item-related records (lists, technical records, procedures and drawings, historical records, etc.),
— maintenance procedures (operating rules, maintenance plans, maintenance routing sheets,
procedures, etc.),
— documents needed to protect health, safety and the environment (material and environmental
safety data sheets, etc.).
— DOC.4 – Update the reference documentation
The quality of a document, regardless of its nature, is directly linked to the updates made to the
reference documentation when an editorial revision or substantive change is made to the subject
matter of the document. These updates shall be made in real time, or within a required time period,
by the individuals authorized to do so.
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— DOC.5 – Ensure access to necessary information at all times

Regardless of the media used, the information contained in a document shall remain accessible to users
at all times. Reference documents shall be backed up during the entire useful life of the document,
taking into account changes to the documentation methods used (computerized, etc.).
— DOC.6 – Manage the way in which operational documentation is made available
This entails specifying the organization, including procedures to be implemented, which allows the user
to access the documents generated from the updated reference documentation that he/she needs in
a timely manner.
— Persons responsible, organization of the — General documentation,
documentation function (MAN.3) — files related to items, maintenance
— Initial maintenance plans (MRQ.9, IMP.8) procedures, mandatory procedures
— Notice of conformity of the documentation — Structure and organization of the
following improvements, modifications or new documentation function
work (MRQ.8, IMP.7) — Structure and classification of the reference
— Spare parts documentation (SPP.7) documentation
— External documents (suppliers, laws,
standards, regulations, etc.)
— Miscellaneous data, indicators, best practices
(OPT.5)
To be completed by the organization in order to ACT.2 - COR.1 – DTA.1 – MRQ.8 – MRQ.9 – HSE.1 –
answer the questions: IMP.7 – IMP.8 – MAN.3 – OPT.5 – PRV.1 – PRV.2 –
— who is realizing the process? SPP.7 – MAN.1
Implementing this process may require the deployment of hardware and software resources, which may entail
significant costs.
— (i1doc) coverage of documents (overall and/or by type of maintenance, item, criticality, etc.)
— (i2doc) documents that do not exist when a need for them is expressed (overall and/or by type of maintenance,
item, criticality, etc.)
— (i3doc) documents updated late (overall and/or by type of maintenance, item, criticality, etc.)
— (i4doc) documents not up-to-date (overall and/or by type of maintenance, item, criticality, etc.)
— (i5doc) consistency, readability and understanding of documents
Observations
Priority will be given to an international classification and description system (for example, eCl@ss).
The total cost of documentation generally represents 10 % to 15 % of the value of stationary equipment.
The annual cost of maintaining documentation generally represents 2 % of this total cost.
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Figure 11 — Process: “Deliver the operational documentation” (level 2 of the mapping)
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6.10 DTA process: Manage data
See Figure 12.

Collect, analyse, store and transmit all data needed to document and improve the maintenance process.
— DTA.1 – Store and validate the raw data in a library and/or a database
All the raw data internal to the process (corrective and preventive maintenance reports, item-
related data, tools used, risk monitoring and management, time spent, costs, etc.) or external to the
maintenance process (production data) shall be validated and saved in an easy-to-use library
and/or database. To be usable, this data shall be validated and classified according to its type and
characteristics.
— DTA.2 – Evaluate the reliability and maintainability of the items by maintaining an actual
state assessment of the items
Data regarding item failures and preventive and corrective maintenance actions is analysed
periodically to compile indicators that show their reliability and maintainability levels. Indicators
are often obtained using data about a family of similar items grouped together, based on their
technical, operating and environment characteristics, either by hardware or by functional system.
— DTA.3 – Draw up and maintain an up-to-date list of critical items
Critical items are generally items that could lead to:
— production losses,
— events that impact safety, security and the environment,
— costs,
— decrease of the capital value of items.
— DTA.4 – Evaluate and analyse maintenance data and HSE data
Maintenance data (dates, durations, costs, tasks, etc.) and HSE data are analysed and compared to
the expected values in order to calculate indicators that show the effectiveness of maintenance
actions and Health-Safety-Environment preventive measures.
— DTA.5 – Evaluate and analyse data related to spare parts
Spare parts consumption, procurement times, stock levels, stock shortages, value, location and all
other pertinent data related to the supply of spare parts is evaluated and analysed. A distinction is
made between the consumption of parts used for corrective and preventive maintenance.
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— DTA.6 – Evaluate and analyse cases of known or predictable obsolescence

An obsolescence file is created. A distinction is made between cases of known obsolescence and
predictable obsolescence, which are prioritised based on the severity of their consequences and
the existence of applicable solutions.
— DTA.7 – Collect and analyse events at other organizations
Events at other organizations (internal and/or external) that may be associated with the items
used (defects found, recurrent failures, improvements, etc.) are collected and analysed to ensure
that appropriate actions can be taken to prevent the occurrence of similar events.
— DTA.8 – Compare maintenance practices and materials used by other operators or
recommended by suppliers
By comparing the company's maintenance practices with those of other operators and/or with
suppliers' recommendations, new economical and effective practices may be identified.
Comparisons between uses of comparable items are also made in order to propose possible
modifications or improvements.
— DTA.9 – Monitor methods, technologies, regulations, standards, etc.
Management methods, maintenance techniques, regulations and standards are continuously
monitored to detect areas of improvement and/or to plan for updates to the company's practices
and items.
— DTA.10 – Save and provide access to data in a data processing system
All data collected, validated and analysed is saved in an information system so that it can be
accessed by the processes that use it.
— DTA.11 – Calculate, save and provide access to performance and monitoring indicators
Performance and monitoring indicators are calculated on request using the validated data
available in the information system.
— Data from the production process — Indicators obtained from the process for the
— Maintenance report and internal feedback purpose of other processes
information about preventive and corrective — Feedback information about the items and
maintenance activities (ACT.7) maintenance
— Documentation regarding the items (DOC.6)
— Data regarding accidents, near-accidents
— Data regarding spare part (SPP.12)
— Data regarding use of the tools (TOL.5)
— Raw data from risk monitoring and
assessment of data (HSE.4)
— Data, indicators, best practices (OPT.5)
— External information (external monitoring)
— Formulas for calculating indicators (MAN.6)
To be completed by the organization in order to ACT.7 – DOC.6 – HSE.4 – MAN.6 – OPT.5 – SPP.12 –
answer the questions: TOL.5 – Other processes (BUD.1 – BUD.4 –
— who is realizing the process? MRQ.1 – IMP.1 – MAN.5 – HSE.1 – HSE.2 – HSE.3 –
HSE.4 – OPT.1– SPP.1 – RES.1 – SER.3)
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The large amount of diversified data that shall be collected, formatted and analysed on a regular basis requires an
efficient information management system.
— (i1dta) maintenance reports
— (i2dta) “health assessments” of items on which preventive maintenance is performed
— (i3dta) analysis of stock levels and management parameters (min. level, max. levels, reorder quantity, etc.)
— (i4dta) analysis of parts and items whose obsolescence is known and/or foreseeable and of a study of
replacement solutions
— (i5dta) update of monitoring of methods, regulations, standards, etc.
— (i6dta) automatically produced indicators
— (i7dta) maintenance plans
— (i8dta) data management plan (existing/non-existing, updated/need update, …)
— (i9dta) coverage of the data collection, storage and update (items, maintenance record)
— (i10dta) analysis of items on which corrective maintenance is performed
— (i11dta) analysis and update of the list of critical items
Observations
This process is the point at which the other processes converge. It integrates the data in such a way that the
indicators needed to monitor and improve the other processes can be delivered to each of them, automatically if
possible. These indicators and data are generally delivered after analyses are performed by the optimization
process (OPT).
The indicators provided by this process can be used by all the company's processes.
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Figure 12 — Process: “Manage data” (level 2 of the mapping)
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6.11 IST process: Provide the needed infrastructures
See Figure 13.

Provide the infrastructures and facilities that all maintenance personnel need to fully perform their
tasks in a manner that is safe for the individuals, the items and the environment.
— IST.1 – Plan and provide appropriate and safe premises and areas
The areas inside and outside the site needed for maintenance (workshop, storerooms, offices,
car park, etc.) are identified, secured and made available to the staff under the conditions
required for the specified uses (repair, storage, etc.).
— IST.2 – Plan and provide the necessary power, utilities and services
The power, utilities and services needed for the activities covered by the maintenance process
(electricity, water, fuel, compressed air, breathing air, steam, heat, liquid, solid or gaseous
waste treatment, telecommunications network, etc.) are provided in the areas designated for
the specified uses.
— IST.3 – Maintain and/or update the infrastructures and facilities
The infrastructures and facilities (buildings, networks, etc.) are maintained and updated on a
regular basis to ensure the safe completion of the activities covered by the maintenance
process.
— Operational objectives (availability, safety, — Suitable workshops, storerooms, offices, etc.
quality, etc.), directions (maintenance levels, — Suitable power, networks, etc.
etc.), choices (do or delegate, etc.) (MAN.1)
— List of actions to be performed (MAN.5)
To be completed by the organization in order to MAN.1 – MAN.5 – OPT.5 – All other processes of
answer the questions: the Maintenance Process.
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— (i1ist) anomalies detected (premises not available on time or unsuitable, power or utilities required for
maintenance not available, telecommunications networks, etc.)
— (i2ist) total cost of maintenance attributable to infrastructure costs
Observations
Each new reservation of the infrastructures shall result from the feedback from the previous reservation so that
any inadequacies or problems and any new requirements identified can be taken into account.
Mobile resources (generators, compressors, cranes, bungalows, etc.) may be considered either infrastructures or
tools.
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Figure 13 — Process: “Provide the needed infrastructures” (level 2 of the mapping)
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6.12 MRG process: Deliver maintenance requirements during items design and
modification
See Figure 14.

The purpose of this process is to define, monitor or realize and validate item investments, modifications
and when the operational objectives are no longer reachable or have been changed. It defines the initial
reliability, maintainability and maintenance support requirements, maintenance plans, the maintenance
providers' related skills and the various logistical resources (hardware, documentation, spare parts,
etc.) needed to implement the maintenance plan on these items.
— MRQ.1 – Collect feedback data
The feedback data needed to analyse item investments or modifications is collected so that it can
be taken into account when specifications are drafted.
— MRQ.2 – Perform risk analyses
Risk analyses are performed according to dependability and safety criteria concerning planned
investments and modifications. They include feedback data regarding accidents/incidents.
— MRQ.3 – Develop reliability, maintainability and logistic support requirements

Evaluate and allocate reliability, maintainability and logistic support requirements for item
investments and modifications, so that they can be integrated into the specifications. These
requirements could be obtained as an example through an analysis of the planned preventive and
corrective maintenance actions.
— MRQ.4 – Oversee or contribute to the drafting of specifications
The previous requirements contribute to the drafting of specifications.
— MRQ.5 – Issue an invitation to tender to suppliers
Tender documents that include the specifications created by the company's various stakeholders
are sent to the selected suppliers.
— MRQ.6 – Participate in the analysis and choice of options and validate the solutions
The responses to invitations to tender concerning item acquisitions, modifications are analysed by
the company's stakeholders, particularly as regards aspects related to the maintenance process
which may influence the choice of solution. The offers define reliability, maintainability and logistic
support outcomes and are supplemented by a forecast analysis of the total cost of the life cycle of
the items to be purchased.
— MRQ.7 – Follow up realization
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Item acquisitions, modifications are monitored to ensure that the reliability, maintainability and
logistic support requirements are met without cost overruns and within the specified timeframes.
— MRQ.8 – Verify conformity with the reliability, maintainability and logistic support
requirements
The conformity of item acquisitions, modifications with the requirements indicated in the
specifications is verified. This results in issuing a notice of conformity which facilitates the
acceptance procedure.
— MRQ.9 – Establish the initial maintenance plan
The initial preventive maintenance plan related to the newly acquired, or modified items is
established according to the reliability, maintainability and logistic support characteristics based
on the supplier's recommendations and knowledge of the item's environment. The initial
maintenance plan is recorded in the information system.
— MRQ.10 – Determine the initial logistical resources
The necessary initial logistical resources (spare parts, tools, etc.) are determined by the initial
maintenance plan and the company's existing material resources. The initial logistical resources
are recorded in the information system.
— MRQ.11 – Identify skills and training needs

Skills and training needs are based on the initial maintenance plan and the skills in place at the
company and those of its subcontractors.
— Operational objectives, direction, choices — Recommendations related to maintenance for
(MAN.1) investments or modifications
— Best design practices for investments, — Initial maintenance plan
manufacturer’s maintenance procedures — Notice of conformity of the documentation
(OPT.6, OPT.7) — Initial logistic support
— Processed data (DTA.10) — Required skills or training needs
— Budget (MAN.4)
— Miscellaneous relevant information from
manufacturers
To be completed by the organization in order to DOC.3 – DTA.10 – MAN.1 – MAN.3 – MAN.4 –
answer the questions: MAN.5 – OPT.6 – OPT.7 – PRV.2 – TOL.1 – SPP.1
— (i1mrq) late delivery of item investments, modifications
— (i2mrq) lead time and cost overruns
— (i3mrq) compliance with engineering-related procedures (number of deviation reports)
— (i4mrq) conformity of the result of item modifications and investments
— (i5mrq) specifications produced with help from maintenance managers
— (i6mrq) coverage of maintenance plans, skill specification and logistical resource plans
Observations
Improvements of items changing only their reliability, maintainability and safety characteristics without changing
their functions or performances are considered in the process IMP.
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Figure 14 — Process: “Deliver maintenance requirements during items design and modification”
(level 2 of the mapping)
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6.13 OPT process: Improve the results
See Figure 15.

This process represents a part of continuous improvement loop which analyses the internal and
external feedback data to determine actions to be taken, targets to be achieved and best practices to be
applied for each of the processes.
— OPT.1 – Determine the areas of improvement
The internal and external processed data and the calculated indicators are analysed to determine
areas of improvement for each of the processes. This analysis is based on comparisons between the
processed data collected on the processes and the reference values (target values, trends, external
references, etc.). The actions to be taken are prioritised based on the extent of the deviations.
— OPT.2 – Prioritize areas of improvement related to the PRV and COR processes
The areas of improvement are prioritised according to the deviations found for each of the PRV and
COR elementary processes and based on the expected benefits of the potential improvement
actions. The information needed to determine and implement improvement actions is published
(feedback on the items, feedback on the maintenance actions, best practices identified). In
particular, fault diagnoses performed during corrective maintenance may give cause to rethink
preventive maintenance.
— OPT.3 – Prioritize areas of improvement related to the IMP process
Based on reliability and maintainability characteristics of items, analyses are carried out to identify
candidates for improvements. These analyses are based on comparisons between preventive or
corrective strategies versus items’ improvements in order to determine the best solutions in terms
of direct and indirect costs within existing constraints (security requirements, logistic support,
etc.). The proposed improvements are prioritized.
— OPT.4 – Prioritize areas of improvement related to the MAN process
The areas of improvement are prioritised according to the deviations found for each of the MAN
elementary component processes and based on the expected benefits of the potential improvement
actions. This prioritization is based on the operational objectives, direction and choices set by
Management. The information needed to determine and implement improvement actions is
published (indicators, scorecards, best practices identified).
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— OPT.5 – Prioritize areas of improvement related to the BUD, DOC, DTA, TOL, SPP, RES, STR
and HSE processes
The areas of improvement are prioritised according to the deviations found for each of the BUD,
DOC, DTA, TOL, SPP, RES, STR and HSE elementary component processes and based on the
expected benefits of the potential improvement actions. The information needed to determine and
implement improvement actions is published (data, indicators, best practices identified).
— OPT.6 – Prioritize and specify modifications of existing items (MRQ process)
Certain areas of improvement reveal that modifications of existing items are a more effective and
more economical solution than maintenance tasks. They are prioritised and taken into account
when drafting specifications for modifications. The information needed to modify existing items is
published (modifications, best practices).
— OPT.7 – Prioritize improvements for future investments (MRQ process)
Areas of improvement identified but not entirely feasible for an existing facility, because of its
design or construction, are prioritised so that they can be given special attention when drafting
specifications for future investments. The information needed to design new facilities is leveraged
(improvements for investments, best practices).
— Processed data, indicators (DTA.10, DTA.11) — Data regarding items, Maintenance feedback
— Overseen activities to carry out the actions — Required improvement of the items
(MAN.5) — Indicators, scorecards, best practices
— Operational objectives, direction, choices — Improvements for modifications, best design
(MAN.1) practices
— Required items improvements (PRV.2, COR.2) — Improvements for investments, best design
practices
To be completed by the organization in order to ACT.2 – BUD.1 – DOC.4 – DTA.7 – DTA.8 – DTA.9 -
answer the questions: DTA.10 – DTA.11 – MRQ.1 – HSE.1 – MAN.1 –
— who is realizing the process? MAN.5 – MAN.6 – IMP.1 – RES.1 – SER.1 – SPP.1 –
SPP.2 – IST.1 – IST.2 – TOL.1 – TOL.5.
— (i1opt) Proportion of improved process indicators (radar representation: one area per process).
(see also elements for management process)
Observations
The process OPT is generally performed with the other processes in order to improve the maintenance process.
Depending on the organizational structure, persons in charge of these other processes can be also responsible for
the part of OPT process.
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Figure 15 — Process “Improve the results” (level 2 of the mapping)
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6.14 RES process: Provide internal human resources
See Figure 16.

Provide in a timely manner the internal human resources who have the necessary skill levels and
certification to perform the maintenance activities.
— RES.1 – Manage jobs and skills
Based on needs and job profiles, determine future skills requirements (qualification level and
quantity), taking into account the indicators obtained through feedback (deviations related to
required skills, deviations related to the volume of available human resources, etc.).
— RES.2 – Recruit competent staff
Based on future skills requirements, foreseeable staff movements and the time it takes to make
qualified staff available, recruit as necessary to satisfy needs in a timely manner.
— RES.3 – Ensure training, qualification and certification of internal staff
Training allows the company's internal staff to update their knowledge and achieve higher
qualification and certification levels. This process defines training objectives, develops or identifies
training programmes and then evaluates them. It provides the qualified internal staff needed to
perform the tasks specified in the maintenance policy. These training courses shall address risks
related to Health, Safety and the Environment.
— RES.4 – Provide internal human resources
The competent internal individuals available to perform the maintenance activities are provided to
the person who made the request. (The tasks are assigned to the individual maintenance providers
by process ACT.5 “start the scheduled tasks”).
— Required internal job profiles and quantities — Qualified internal and/or external individuals
(MAN.3) who can be assigned to carrying out the
— Quality indicators of the external service maintenance activities.
providers (DTA.11)
— Necessary internal human resources (ACT.4)
— Resources freed up (ACT.7)
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To be completed by the organization in order to ACT.2 - ACT.4 – ACT.5 - ACT.7 - DTA.11 – MAN.3 –
answer the questions: MAN.5 – OPT.5 – All other processes needing
— who is realizing the process? qualified human resources
This process may be impacted by labour market conditions in terms of both internal and external human
resources.
— (i1res) turnover of internal maintenance staff (per year)
— (i2res) absenteeism of maintenance staff, excluding work-related accidents
— (i3res) change in workforce
— (i4res) breakdown of maintenance staff by function (mechanical, boiler, electricity, automated systems, other
functions, etc.).
— (i5res) filled positions compared to open positions
— (i6res) training time in relation to actual maintenance work time.
— (i7res) delays due to staff unavailability
— (i8res) maintenance overtime hours worked by internal staff
— (i9res) unavailability due to poor quality in maintenance performance
— (i10res) human resources plans (quantitative, qualitative, timing etc.)
— (i11res) coverage of documented job profile requirements
— (i12res) coverage of training plans
Observations
Some or all of the maintenance activities may be carried out by external personnel.
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Figure 16 — Process: “Provide internal human resources” (level 2 of the mapping)
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6.15 SER process: Provide external maintenance services
See Figure 17.

Provide in a timely manner the maintenance services carried out by external companies who have the
necessary skill levels and certification to perform the maintenance activities.
— SER.1 – Identify competent external companies
This entails drawing up a list of companies that may carry out maintenance activities which
management has chosen to assign to service providers. External companies are identified based on
specifications related to the activities carried out. This list will be updated based on the evaluations
made of past services (internal or external).
— SER.2 – Contract with external companies
Based on the need for maintenance activities defined by the user company, negotiate and enter into
service contracts with previously selected external companies to perform the tasks covered by the
contract. In particular, measures are taken to ensure that the service provider's staff has the
necessary certification.
— SER.3 – Manage contracts and evaluate companies and services
Based on feedback indicators on the activities and opinions of the staff monitoring these activities,
service providers are evaluated as part of the process of choosing and selecting companies. Every
effort should be made to ensure compliance with all the provisions of the contract and, in
particular, approval of the service.
— SER.4 – Provide external services
The external services which are available to perform the maintenance activities, are provided to
the applicant who made the request. (The tasks shall be assigned to the individual members of the
service providers' staff by the service providers themselves (see process ACT.5 “start the scheduled
tasks”).
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— Quality indicators of the external service — Qualified services to carry out the
providers (DTA.11) maintenance activities.
— Activities to outsource (MAN.2)
— External resources needed (ACT.2)
— Necessary external services (ACT.4)
— Resources freed up (ACT.7)
To be completed by the organization in order to ACT.2 – ACT.4 - ACT.5 – ACT.7 – DTA.11 – MAN.2 –
answer the questions: MAN.5 – OPT.5 – All other processes needing
— who is realizing the process? qualified services
This process may be impacted by labour market conditions in terms of external human resources.
Elements to define indicators related to the process.
— (i1ser) service provider evaluations
— (i2ser) contracts signed with service providers
— (i3ser) time spent waiting for service providers to perform maintenance
— (i4ser) time spent by service providers waiting to perform maintenance
— (i5ser) unavailability due to poor quality in maintenance performance
— (i6ser) defined and documented management system and control for contracting
— (i7ser) conformity with quantitative objectives regarding contracting
— (i8ser) procedural conformity compared with requirements
Observations
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Figure 17 — Process: “Provide maintenance services” (level 2 of the mapping)
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6.16 SPP process: Deliver spare parts
See Figure 18.

Provide the maintenance teams with the spare parts and, more generally, all spare items (spare parts,
consumables, materials, etc.) needed for the maintenance actions within the required timeframes.
— SPP.1: Determine the spare items to keep in stock for maintenance
Based on suppliers' recommendations, initial logistics needs, experience, optimization of the
references, objectives and management activities, draw up a quantitative list of spare items to keep
in stock. These spare items shall be properly identified and described.
— SPP.2: Manage stocks
Stock management shall provide the ability to respond to spare item requests according to
maintenance requirements and accounting principles of the organization. This management shall
avoid:
— excessively high stock levels;
— stock shortages that impact the time needed for items to be returned to service.
— SPP.3: Reserve or issue a purchase request for spare items
Based on the lists of spare items to procure, draw up a purchase request. These lists are based on
the preventive and corrective maintenance needs. Just in time provisioning should be preferred for
preventive maintenance, since spare items storage is planned to meet essentially the needs of
unscheduled maintenance. They include the quantity in stock and procurement rules.
— SPP.4: Order spare items from suppliers
Using the purchase requests (supplier, technical characteristics), the spare items are ordered from
the selected suppliers based on the entity's management rules (e.g. price, delivery times, storage,
risk of obsolescence, etc.).
It should be noted that, in some cases, reserving a spare item for a preventive maintenance task
may be considered as actual consumption and trigger an order process.
— SPP.5 Establish and monitor contracts with suppliers
This entails entering into contracts with suppliers to determine the terms and conditions for
supplying the spare items (price, price escalation clauses, contract reviews, partnership
agreements, minimum purchase quantity, delivery times, penalties for breach of obligations, etc.).
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— SPP.6: Receive ordered or repaired spare items

Ensure that the spare items delivered conform to the order in terms of:
— quantity: ensure that the quantity delivered matches the quantity on the delivery slip and the
order,
— technical compliance: ensure that the spare items match the descriptions indicated on the
order (item number, characteristics, plans, test certificates enclosed with the spare item in
some cases, etc.)
— SPP.7: Add the spare items to stock
This entails storing the spare items in a place designated for that purpose based on their specific
characteristics (type of packaging, dimensions, weight, fragility, hazardous nature) or risks such as
humidity, temperature, light, dust, etc. Expiry dates of spare items in stock should be taken into
account, where applicable. The storage location may sometimes be close to the item on which
maintenance is performed.
Each spare item shall be identified (item code) and have a location (or storage area). Spare items
are entered as stock in the accounting system and documentation and an inventory is performed in
accordance with the applicable regulations.
— SPP.8: Perform preventive maintenance on spare items in stock
This entails checking that spare items are properly stored by performing regular inspections to
ensure that the packaging is still adequate, by following certain procedures (e.g. rotation of motor
spindles), and by checking the expiry dates of certain spare items (elastomers, lubricants, batteries,
paint, radioactive source, etc.)
— SPP.9: Deliver spare items
Identify, remove and deliver the requested spare items based on a materials request and make
them available at the desired place. Ensure that there is no evidence of damage.
— SPP.10: Assess replaced items
This process entails determining whether the item can be repaired at an acceptable cost.
For repaired items, expertise shall be done to judge the feasibility and relevance to repair them
again.
— SPP.11: Repair replaced items
Following an assessment, this process entails initiating the repair of the replaced items.
The repaired item shall be clearly identified as such since it will not necessarily have the same level
of reliability as a new equivalent spare item.
— SPP.12: Disposal of faulty or damaged items
Following assessments of replaced items, this process entails scrapping replaced items taking care
of relevant safety and environmental regulations and the specific characteristics of the item
(radioactive source, conveyor belt, motor, actuator, reduction gear, lubricants, light sources,
elastomers, etc.).
— Spare items recommended by manufacturers — spare Items made available for maintenance
— Operational objectives (MAN.1) — spare parts data
— Overseen activities to carry out the actions — spare parts documentation
(MAN.5) — spare parts to be scrapped
— Data, indicators, best practices (DTA.11)
— Initial logistics needs (MRQ.10)
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— Optimization of spare parts to be kept in stock

(OPT.5)
— spare Items needed for preventive
maintenance (ACT.2)
— Tenders from manufacturers
— List of spare item suppliers and costs lists
— Returned items (ACT.7)
— Spare parts needed for current maintenance
tasks (ACT.4)
— Replaced items (ACT.7)
To be completed by the organization in order to ACT.2– ACT.4 – ACT.6 – ACT.7 – DOC.3 – DTA.11 –
answer the questions: MRQ.10 – MAN.1 – MAN.5– OPT.5

— (i1spp) unavailability (or production loss) due to a stock shortage
— (i2spp) spare item requests not fulfilled
— (i3spp) non-compliant spare items
— (i4spp) number of scrapped items compared to number of repairable items
— (i5spp) obsolescent spare items that shall be replenished
— (i6spp) deviation in the inventory (value and/or quantity)
— (i7spp) change in total value of stock (year N compared to year N-1)
— (i8spp) average value per spare catalogue number managed in stock
— (i9spp) change in total number of spare items in stock
— (i10spp) change in number of new spare items in stock (year N compared to year N-1)
— (i11spp) change in number of spare items eliminated
— (i12spp) change in number of direct purchases (purchase of spare items not placed in stock)
— (i13spp) average waiting time at storeroom to obtain spare items needed for maintenance
— (i14spp) total cost of maintenance attributable to spare item costs
— (i15spp) stock coverage rate (by category of materials)
— (i16spp) mean delay to order
— (i17spp) mean lead time (per spare parts categories)
— (i18spp) turnover of stock
— (i19spp) stock value in relation to plant replacement value
— (i20spp) stock value
— (i21spp) annual consumption of spares
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Observations
This process may be carried out in-house, subcontracted or outsourced.
The process may be impacted by inadequacies related to:
— Availability of the various documents
— The quality of the documents made available
— The availability of resources and skills
— The availability of designated storage areas
Excessive stocks could result in:
— additional costs for the company,
— a larger storage area,
— an increase in resources (staff, handling equipment, etc.)
— higher management expenses
It should be distinguish between spare items needed for corrective maintenance, which shall be stored to meet
unscheduled needs, and spare items required for preventive maintenance which should be managed
according to their date of use.
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EN 17007:2017 (E)
Figure 18 — Process: “Deliver spare parts process” (level 2 of mapping)
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EN 17007:2017 (E)
6.17 TOL process: Deliver the tools, support equipment and information system
See Figure 19.

Provide users with the operational technical resources needed for maintenance (conventional and
specialized tools, test, handling and other equipment, and information and maintenance management
systems).
— TOL 1 – Determine and provide the support equipment needed for maintenance
The support equipment needed for maintenance includes conventional and specialized tools, test,
monitoring and control equipment, computer equipment, handling equipment, access to the items,
packing areas (areas for handling and storing new or dismantled equipment and/or tools),
protective equipment, etc. It is identified and the solutions for providing access to it under the best
possible conditions are chosen based, in particular, on costs and timeframes.
— TOL.2 – Store the support tools and equipment
Support tools and equipment are stored under appropriate environmental conditions in clearly
marked areas chosen according to usage constraints.
— TOL.3 – Maintain and/or Update the support equipment
As a preventive measure, support equipment is maintained based on a fixed schedule (calibration,
adjustments, preventive maintenance) and repaired or replaced in case of failure. It is updated
when necessary.
— TOL.4 – Deliver the tools and other support equipment
The support tools and equipment are made available to maintenance staff in a timely manner, at a
specified place and under the required conditions of use.
— TOL.5 – Determine and provide a maintenance management, decision support software
tools and documentation system
The maintenance and documentation management system and decision support software tools are
designed or acquired based on the company's needs (volume of data, required functionality, costs,
miscellaneous technical constraints, etc.).
— TOL.6 – “Maintain” and/or update the maintenance documentation system
The maintenance and documentation management system and decision support software tools are
maintained (debugging, etc.) and updated as necessary. Its availability is ensured and the
information is backed up on a regular basis and kept safe (regular backups, protection against
piracy and computer abuse, update of hardware, etc.).
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BS EN 17007:2017
EN 17007:2017 (E)

— Manufacturing and engineering records — List of available tools and support equipment
— Regulations to apply for maintenance
— Objectives, directions, choices decided by — Logistic support and equipment for current
management (MAN.1) maintenance tasks
— List of required tools identified (ACT.2) — Information system available for other
processes
— Initial logistics needs (MRQ.10)
— Provision of workshops, storerooms, offices
(STR1)
— Tools needed for current maintenance task
(ACT.4)
— Return of support equipment and tools after
maintenance (ACT.5)
To be completed by the organization in order to ACT.2 – ACT.4 – ACT.6 – ACT.7 – DTA.1 –
answer the questions: MRQ.10 – MAN.1 – OPT.5 – IST.1
— monitoring of obsolescence for specialized tools and information system
— information system data backup and protection
— legal responsibilities (safety of maintenance providers), regulations (pressure equipment, slings, lifting,
calibration, etc.)
— (i1tol) tasks pending or delayed because tools are unavailable
— (i2tol) Maintenance costs of tools
— (i3tol) tools not available
— (i4tol) down time rate of the information system
— (i5tol) unavailability (or production loss) due to lack of tools or equipment for maintenance
— (i6tol) non-compliant tools or equipment
— (i7tol) average waiting time to obtain tools or equipment needed for maintenance
— (i8tol) total cost of maintenance attributable to operational tools or equipment costs
Observations
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EN 17007:2017 (E)
Figure 19 — Process: “Deliver the tools, support equipment and information system” (level 2 of
the mapping)
74
BS EN 17007:2017
EN 17007:2017 (E)
Bibliography
[1] EN ISO 9000, Quality management systems - Fundamentals and vocabulary (ISO 9000)
[2] EN 15341:2007, Maintenance - Maintenance Key Performance Indicators
[3] EN 16646:2014, Maintenance - Maintenance within physical asset management
[4] EN 15628:2014, Maintenance - Qualification of maintenance personnel
[5] EN 60300-3-14:2004, Dependability management - Part 3-14: Application guide - Maintenance

and maintenance support
75
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BS EN 17007:2017

BSI Standards Publication

Maintenance process and associated indicators

Amendments/corrigenda issued since publication

EUROPEAN STANDARD EN 17007

Maintenance process and associated indicators

This European Standard was approved by CEN on 14 August 2017.

EUROPEAN COMMITTEE FOR STANDARDIZATION

CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels

— for each process, clearly determine:

a) the necessary inputs and their origin;

b) the required results and their intended uses;

— improve the collection and the distribution of data.

3 Terms and definitions

1) Relationships between several elements or members of the same unit or group.

Note 1 to entry: Indicators are related to objectives.

[SOURCE: EN 15341:2007, 3.1]

Note 3 to entry: Exceptional maintenance is sometimes called replacement investments.

[SOURCE: EN 13306, 8.13]

— list of necessary resources;

— any other document needed to perform maintenance

[SOURCE: EN 13306, 10.6]

[SOURCE: EN 13306, 2.5]

[SOURCE: EN 60300-3-14:2004, 3.1.12 – Note 1 to entry has been added.]

[SOURCE: EN 13306, 2.4]

Note 1 to entry: This set of equipment includes:

[SOURCE: EN ISO 9000:2015, 3.4.1]

Note 1 to entry: The original item may be subsequently repaired.

[SOURCE: EN 13306, 3.5]

4 Abbreviations and notations

ACT Implement preventive and/or corrective actions on the item

Table 2 — Notations (BPMN 2.0 notations)

sequence flows between processes, defines execution

5 Principles of maintenance process breakdown

They include activities related to:

— material resources and their maintenance (premises, equipment, software, etc.);

5.2 Breakdown into levels

Figure 1 — Level 1 of the process mapping

Figure 2 — Level 2 of the process mapping — Example

5.3 Use of the Maintenance process breakdown

— each process is unique;

— the inputs/outputs are clearly defined (products, data, timeframes, etc.);

This task offers many advantages:

— provides a framework for systematic Information System support.

6 Breakdown of the maintenance process and process profiles

Figure 3 — Maintenance process (level 1 of the mapping)

The maintenance process consists of the following processes:

— MAN: Manage maintenance (strategy and improvement, human resources, continuous

b) the realization processes:

— PRV: Prevent undesirable events by avoiding failures and faults;

— COR: Restore the items in required state;

— ACT: implement preventive and/or corrective actions on the item.

— IMP: Improve the items;

c) the support processes:

BUD: Budget maintenance of items;

DOC: Deliver the operational documentation;

DTA: Manage data;

IST: Provide the needed infrastructures;