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Eng.
Ahmed Abdou Noaman Karar, Master Degree in Quality Management CMRP Course
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CMRP, CRE, CMBB, CQM/OE, CSSBB

Eng. Ahmed Abdou Noaman Karar, Master Degree in Quality Management CMRP Course
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500 Years of Change ???
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History of the CMRP
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Certification Goals
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How were standards developed?
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The CMRP Exam
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Benefits of the Certification
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Why CMRP instead of Others?
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Qualifications for Certification
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Maintenance & Reliability Professional Review Summary
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The Five Pillars
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Pillar 1- Business & Management
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Let’s Go!
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Something to Think About
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Objective
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Create Strategic Direction and Plan
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Selling Program to Stakeholders
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Create Measurement & Evaluation System
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Manage Risk
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Manage Risk
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Manage Risk
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Manage Risk
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Business Case Preparation
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Communicate to Stakeholders
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Plan & Budget Resources
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M&O Performance Agreements and Specifications
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Business Management
Eng. Ahmed Abdou Noaman Karar, Master Degree in Quality Management
Business Management – Creating Direction and Plan
• Management must create a strategy and a vision

– Identify sponsor(s) for change
– Identify long-term business goals and what key results
must be achieved
– Identify today's performance and key results areas
– Vision: What would be if we were good enough to
achieve our goals?
– List and group actions to close gap of vision with current
status
– Create agreement on maintenance and reliability
improvement progression
model
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Business Management – Creating Direction and Plan
• Management must create a strategy and a vision

– Create project description and prioritize
– Create resource and benefits plan and key results areas
– Develop implementation schedule
– Achieve management review and approval
– Communicate plan to gain “buy-in”
– Revise plan on an annual basis
– Present results to leadership periodically
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Key Performance Indicators (KPI’s)
• There are two types of KPI’s, or “How do you drive a

car?”
– Leading indicators
• Number of PM’s planned and scheduled
• % of planned work
• Number of maintenance audits performed
– Lagging indicators
• Availability
• Run Rate
• Any maintenance performance KPI’s
– Leading indicators have the greatest potential to improve
reliability of equipment
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Performance Management and KPI’s
Total Cost to Produce

Corporate
Indicators
Maintenance Cost to Produce Financial

Performance Indicators
Productivity (Wrench Time)

Efficiency and Effectiveness
Planner to
Technician Tactical
Ratio
PM
Compliance
Functional
CMRP Course
Reference, Terry Wireman - “Developing the Maintenance and Reliability Business” SMRP Conference 2006 168
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KPI’s the Reliability Trap
• The reliability engineer should focus on KPI’s that pertain to a reliability

engineering e.g.:
– Mean Time Between Failure
– Mean Time to Repair
– Etc
• Often the reliability engineer is asked to focus on KPI’s that are outside of
their sphere of influence e.g.:
– Turnover in the workforce
– Stock outs
– Etc.
• In many companies reliability engineers are often called upon to work on
issues that are not directly related to reliability engineering
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Best of the Best KPI’s
• Review Fluor’s Best of Best KPI’s
Things to do: Read Fluor’s paper titled “Best-of-

the-Best Maintenance Benchmarks”. Identify
leading and lagging KPI’s and “memorize” KPI’s
with a Star beside them.
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• A solid business case is required to get the funding, resources

and support required.
• It provides a clear purpose (a demonstrated need) and
benefits to be achieved.
• Components of a business plan include justification, current
state, future state, gaps and an action plan to close them.
• Benefits should be tied to plant goals, measurable and
expressed in financial terms whenever possible.
• Several potential solutions with risk/benefit scenarios and a
recommended solution are desirable to provide options for
the decision-makers
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• Identify business need and direction

• State the objective: what are we trying to achieve?
– Identify current status
– Production demand vs. capacity
– Operations cost opportunity
– Degrading capability
• Identify expected/required state
– Production levels
– Costs
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• Identify method to close gap

• Asset case strategy – component replacement
• Capital strategy
• Operational procedure
• Quantify costs and benefits
• Communicate to stakeholders
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Thank You
Ahmed A Noaman K
E.Eng, MSc, CMRP, CRE, CMBB, CQM/OE, CSSBB.
M. UAE. +971 (0) 52 90 6 46 72

M. EGY. +20 100 38 755 38 <WhatsApp>
noamany2@Gmail.com
Skype: Ahmed.Noaman1978
CMRP Course
http://www.linkedin.com/profile/edit?trk=nav_responsive_tab_profile
https://www.facebook.com/abdelrahman.noaman.54?fref=ts#!/ahmed.noaman.16/media_set?set=a.43
0594306372.206392.526366372&type=3 174
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Eng.

CMRP, CRE, CMBB, CQM/OE, CSSBB

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