Guideline Maintenance Handbook 2018 02

HeidelbergCement Group
Guideline
Edition: 02
Maintenance Handbook Valid as of: 2018-04-16
Process owner: EG Maintenance
Maintenance Handbook
Guideline_maintenance_handbook_2018_02.docx Page 1 of 87
HeidelbergCement Group Guideline Edition: 02
1. FOREWORD ........................................................................................................................... 5
2. MAINTENANCE PHILOSOPHY.............................................................................................. 6
3. MAINTENANCE ORGANIZATION ......................................................................................... 7
3.1 MAINTENANCE DEPARTMENT ORGANIZATION ...................................................................... 8
3.2 MAINTENANCE FUNCTIONS ................................................................................................ 9

3.2.1 Job Descriptions ........................................................................................................ 12
4. MAINTENANCE PYRAMID AND RESPONSIBILITIES ........................................................ 13
4A Management Elements .............................................................................................. 14

4B Inspection Elements .................................................................................................. 16
4C Planning Elements ..................................................................................................... 18
4D Execution Elements ................................................................................................... 21

4.1 MANAGEMENT FUNCTION RESPONSIBILITIES ..................................................................... 22
4.1.1 Maintenance Cost Structure ...................................................................................... 22
4.1.2 Maintenance Cost Report .......................................................................................... 29

4.1.3 Spares Policy & Management .................................................................................... 32
4.1.4 Resource Skills Matrix ............................................................................................... 32
4.1.5 Multi Skilling............................................................................................................... 34

4.1.6 Maintenance Performance Indicators......................................................................... 35
4.1.7 Reliability management ............................................................................................. 36
4.2 INSPECTION FUNCTION RESPONSIBILITIES ........................................................................ 38

4.2.1 Critical Assets ............................................................................................................ 38
4.2.2 Failure Mode and Effect Analysis (FMEA) – Optional Process ................................... 43
4.2.3 Asset History System ................................................................................................. 46

4.2.4 Condition Based Maintenance and Condition Monitoring ........................................... 47
4.2.5 Root Cause Failure Analysis (RCFA) ......................................................................... 49
4.2.6 Planned Maintenance Routines ................................................................................. 52

4.2.7 Autonomous Maintenance ......................................................................................... 54
4.3 PLANNING FUNCTION RESPONSIBILITIES ........................................................................... 55
4.3.1 Work Identification WI ................................................................................................ 55
4.3.2 Work Order System ................................................................................................... 62

4.3.3 Weekly Planning Process .......................................................................................... 64
4.3.4 Daily Plan .................................................................................................................. 68

4.3.5 Shutdown Optimisation .............................................................................................. 71
4.3.6 Contractor Selection and Management System ......................................................... 75
4.3.7 Weekly MPI Report .................................................................................................... 79

4.3.8 Computerized Maintenance Management System (CMMS) ....................................... 81
4.3.9 Asset Numbering System .......................................................................................... 81
4.3.10 Bill of Materials BOM ............................................................................................. 83

4.3.11 Standards and Specifications ................................................................................. 85
4.4 EXECUTION FUNCTION RESPONSIBILITIES ......................................................................... 86
4.4.1 Short Interval Control ................................................................................................. 86

5. RELIABILITY AND ACTIVITY MANAGEMENT .................................................................... 87
Maintenance Handbook History
The Maintenance Handbook was established during the Pilot of the Maintenance Improvement
Project from March until September 2008. The final draft has been reviewed by more than 30
colleagues, all experts in Maintenance, throughout the Group. Their input has then been
implemented in the first version of the Maintenance Handbook, published as Version 1.0 on
October, 13th, 2008.
Version 1.0 has been revised between May and October 2009, taking into consideration first
experience with the Handbook application in the Pilot plants and during the first waves of the roll-
out. This revision, establishing Version 1.1, was published on October 30th, 2009.
Considering the fact that several years elapsed since the last revision, it was decided to thoroughly
review the handbook and release it as the version 2.0. A team of maintenance experts from HTC
(F. Hofko, F. Ritter, M. Jaiswal, R. McDermott, R. Reddy and T. Dijkstra) have carried out the
revision task. Please take a note that the core maintenance processes remained unaltered. Some
of the processes are explained in detail through the newly developed documents and for improved
understanding few maintenance pyramid elements were renamed. This revision, establishing
version 2.0, was published on 16th of April, 2018.
Maintenance Handbook Utilization
Yellow Boxes: Give useful recommendations.

Organize your maintenance in a centralized Maintenance Department
 Hyperlinks guide you directly to the referred chapter, a tool / template download or a page on
UNITE, the HC intranet platform.
1. Foreword
Dear Colleagues, Dear Maintenance Experts of HeidelbergCement
HeidelbergCement wants to be a top performer in our industry. To achieve this goal we have to
work in a smart way, professional in all what we do, work with the most qualified personnel and
apply the best knowledge available. Only if we transfer our vision, goals and expertise into real
practice, we can expect tangible changes in our daily work and performance of our plants.
The purpose of this Maintenance Handbook you just opened is to define the HeidelbergCement
philosophy in maintenance. The handbook provides practical guidance in all maintenance
matters. How we want to be organized and how we want to perform our work. It is developed
by HeidelbergCement maintenance experts around the world and meant for all maintenance
experts in our plants.
With the help of the Maintenance Handbook and its expert guidance, we expect to reduce our
maintenance cost, improve the reliability of our equipment and last but not leased improve our
employees’ working conditions.
Every manager, supervisor, engineer and craftsman in our global organization, who is actively
involved in maintenance activities, is asked to apply the procedures, software tools, templates
and implementation guidance given in the HeidelbergCement Maintenance Handbook, specific
local conditions certainly considered.
I herewith like to thank the entire team of all HTCs, Gorazdze (Poland), Ennigerloh (Germany),
Schelklingen (Germany), Ketton (Great Britain) and Brevik (Norway) and all the other people
around the world working so well together. I am deeply impressed about the result and
confident the handbook will bring us further to develop a true professional HeidelbergCement.
With best Regards, Yours
Dr. Bernd Scheifele

CEO HeidelbergCement
2. MAINTENANCE PHILOSOPHY
The Maintenance Philosophy describes the basic ideas behind Heidelberg Cement’s new
maintenance system. The philosophy is based on the maintenance triangle:
2-1 Maintenance Triangle
The triangle defines the three core maintenance functions; Inspection, Planning and Execution and
their interactions that have a major contribution to maintenance performance. All the three
functions of the maintenance triangle must be existent in a HeidelbergCement plant. All functions
serve the strategic maintenance objectives of performing with competitive (minimum) costs for
maintenance and assuring high equipment availability. Each function has clearly defined roles:
Inspection: Identify needs for maintenance by measuring and following-up the condition of
equipment and analysing trends.
Planning & Scheduling: Define resources (manpower, tools, techniques, spares, etc.) securing
efficient and safe maintenance in agreement with the recommended procedure.
Execution: Carry out maintenance jobs with maximum quality, safety and effectiveness.
3. MAINTENANCE ORGANIZATION
This section is a reference to Heidelberg Cement’s standard organization of maintenance
departments and its integration in a cement plant. All maintenance departments must be organized
according to the standard. The organization required must at least support the three core functions
Inspection, Planning and Execution.
3.1 Maintenance Department Organization
Organize your maintenance in a centralized Maintenance Department.
The centralized maintenance department has to comprise all maintenance related activities, e.g.
mechanical maintenance, electrical maintenance, automation, mobile equipment, buildings &
infrastructure, etc. Plants that have a different set-up must change their organization accordingly.
Maintenance Management
Maintenance Control Center

Mechanical Management Electrical Management
Planning/Scheduling
Inspection
Reliability Engineering
Mechanical Workshop Electrical Workshop

Mobile Equipment Automation
Buildings and Infrastructure Instrumentation
Mechanical Maintenance Electrical Maintenance

Shifts Shifts
Dotted line: Functional reporting
3-1 Generic Organizational Chart (Functions)
The given generic organizational chart for the centralized Maintenance Department defines
structure and reporting lines. The inspection function can be part of the Maintenance Control
Centre or alternatively report into the execution functions (Mechanical / Electrical Management).
Shift maintenance is optional and is reporting to production with a dotted line to maintenance
management. The number of staff of the maintenance department will depend on size and
complexity of the plant. For any support in organizational alignment or changes in the maintenance
department contact your  Area HTC. ( Development of Maintenance Organisations)
3.2 Maintenance Functions

The maintenance functions required in a HeidelbergCement plant are Management, Inspection,
Planning, and Execution. All are dedicated to continuous improvement and their activities and
efforts serve the plants’ objectives by:
 Ensuring high equipment availability and optimum reliability at lowest possible costs
 Following-up and measuring equipment condition to prevent / detect necessary intervention
 Preparing / scheduling the maintenance activities with respect to priority and securing spare
parts availability
 Carrying out the maintenance jobs with high efficiency, optimum safety and at lowest
possible costs
 Continuously improving equipment operational conditions and maintenance practices
Besides the general roles given above, each function has defined specific activities:
General Activities Maintenance Specific Activities
Define long, medium and short term goals in Contribute to reliability and utilization targets
agreement with plant’s objectives
Ensure compliance with HC’s “Occupational Support planning, acceptance and integration
Health and Safety Policy” for own staff and of new equipment and installations
contractors
Define, control and optimize the maintenance Trigger and control the continuous spare
costs parts optimization process; assure
cooperation with purchasing
Ensure adherence with HC’s policies and Validate and control repair work with
guidelines and the work law significant impact (costs, scope, methods,
etc.)
Manage the performance of the maintenance Review Maintenance Performance Indicators

department together with the plant KPI’s and trigger
continuous improvement
Ensure continuous training and skill Initiate and supervise RFCA linked to
development for maintenance staff maintenance issues
Manage apprentice- and internal training

programs (e.g. management skills training)
Inspection
Activities
Continuously measure condition and update information on all plant equipment
Ensure planned equipment inspections and initiate work orders based on inspection results
Control and follow-up condition and operational levels of all critical equipment
Follow-up and keep preventive maintenance plans up to date
Check, validate and improve suppliers’ preventive maintenance plans; create respective
inspection sheets
Participate in RCFA and major shutdown preparation sessions
Planning
Activities
Set detailed methodology to perform all maintenance jobs in agreement with priorities,
required resources, skills, coordination and supervision. Make or Buy decision procedure to
be used.
Ensure materials availability for all jobs; secure quantity and quality  quality assurance
guidance papers
Set time and cost estimates for work orders to optimize resource utilization
Continuously update maintenance performance data and statistics, technical documentation

and back-log
Create and maintain BOM’s and SAP/PM related master data
Coordinate maintenance activities with all other departments and define the maintenance
master plan accordingly
Establish job schedules coordinating availability of all resources (equipment, manpower,

budget allocated etc.)
Ensure schedule adherence in agreement with defined priorities
Review priorities in the context of work orders and needs of other departments
Manage back-log
Execution
Activities
Complete maintenance jobs according to the highest standards of safety, efficiency and
effectiveness
Execute the planning and preparation of planned stoppages using  Shutdown management
guidance papers
Short interval control: Frequently review quality, content and adherence of work orders; active
supervision; use standard templates  SIC guidance paper
After job completion, ensure that equipment and its surroundings are in good operating
condition, ready to meet operational requirements, fully inspected, tested, clean and safe
Report back on work orders and notifications (consumption of materials, tools, man hours, skills
and other data required for equipment history files and cost allocation)
3.2.1 Job Descriptions

Job descriptions are available for all maintenance positions existing within the different functions
defined above. All  Job Descriptions are available on Unite or from your Area HTC. To keep
within the scope of this guideline only one exemplary Job Description is given as an example in
this section. One vital position in the maintenance organization is the Supervisor. The Supervisor is
in the line management and many activities and responsibilities defined in the  Maintenance
Pyramid chapter are carried out or linked to this position.
Implement job descriptions (JD) for all jobs in the Maintenance Department.
Inform the employees about the content of the JDs and the consequences on
their work.
3-2 Job Description Example
4. MAINTENANCE PYRAMID AND RESPONSIBILITIES

HeidelbergCement’s Maintenance System is derived from the maintenance triangle described in 
Maintenance Philosophy. The Maintenance System links the triangle functions of Management,
Inspection, Planning and Execution to its specific activities and tools. The activities and tools
forming a maintenance element are integrated in the Maintenance Pyramid.
World Class
Maintenance
Process Integrated
Area Work Process Risk based
Maintenance Process/
Teams Maintena Maintenance
Teams
nce (RbM) Maintenance
Teams System
Computerized
Shutdown Maintenance
Multi Management Autonomous Business
Optimization
Skilling System s Maintenance Plan
(Ex. SAP)
Planned FMEA Condition

B.O.M. Maintenance Reliability Based Plant Master
Master Maintenance
Parts List Management Maintenance Plan
Schedule Routines
RCFA
Spares
Spares Standards
Standa Asset Maintenance Resource
Weekly Plan Weekly
Policy
Policy &
& and
rds and History Cost Report Skills Budget
Budget
MPI Report
Management
Managem Specifications
Specifications System Matrix
(GSPP)
ent
Works Order Maintenance Maintenance

Maintena Short Interval
Asset Critical Daily Plan Daily MPI
Numbering Performance Cost
nce Cost Control (SIC) Production
Producti
Assets System Report
System Indicators Structure Plan
on
Structure
Plan
Mandatory process /document External process / document
Optional process / document Process / document not applicable
4-1 HeidelbergCement’s Maintenance Pyramid
For direct link to each chapter move cursor over respective block in the
pyramid above and click CTRL + Left Mouse Button.
All elements coded in red are not considered in HeidelbergCement’s Maintenance System. All
elements coded in white are input elements from sources external to the maintenance department.
The definition, purpose and user group of each element is summarised in the following chapter,
and described in more detail starting in  Chapter 4.1 .
Maintenance Functions and linked Pyramid Elements

The Maintenance Handbook links the Maintenance Pyramid elements with the respective
maintenance function. The following paragraphs give a brief summary on each element and guide
the user through the handbook.
4A Management Elements
Maintenance Management has the mission to ensure optimum equipment availability and
performance at minimum cost in the short, medium and long term.
( Management Function Responsibilities)
Maintenance Cost Structure
Purpose:
The Maintenance Cost Structure gives an overview of Group practice on budgeting, accounting
and controlling of Maintenance and Repair Costs.
End users and their roles:

Plant manager, maintenance manager, supervisors, planners, purchasers and controllers need to
use and comply with the guidelines.
Maintenance Cost Report
Purpose:
Efficiently report and follow-up the maintenance costs. Detect variances and take corrective action.

The plant controller distributes the reports weekly to the plant manager and all maintenance
managerial staff. The maintenance manager frequently reviews the reports with maintenance
engineers, inspectors, supervisors, stores, and planners to take corrective action on variances.
Spare Parts Guideline & Management
Purpose:
Rules and recommendations for spare part management and handling are given. This ranges from
definition of critical spare parts, inventory control to common stock keeping (one warehouse for
multiple plants) over several countries.

The maintenance manager has to act as a coordinator between the different stake holders such as
planners, stores supervisors and purchasers in order to ensure that the policy is applied.
Resource Skills Matrix
Purpose:
The skills matrix is used to identify the skill level, the skill requirements and training needs for blue
and white collar maintenance employees. The matrix is also used to ensure that tasks are
assigned to employees with adequate skill level.

The maintenance manager must maintain a skills matrix for all maintenance staff and arrange the
appropriate trainings / job rotations to fill the gaps identified.
Multi Skilling
Purpose:
Multi skilling enables maintenance and production employees to cover a range of different jobs in
one workplace. It increases workforce flexibility.

Maintenance managers and production managers are to install the multi skilling concept. This will
assure highest productivity and equipment reliability.
Maintenance Performance Indicators
Purpose:
Several Maintenance Performance Indicators (MPI’s) were developed to measure the efficiency
and effectiveness of the maintenance processes. They will be used by maintenance management
to analyse and optimize the performance of the maintenance department.

Maintenance management is using these measurements to identify variances and take corrective
action.
Reliability management
Reliability coefficient and Mean Time Between Failure (MTBF) are the KPI indicators used for
managing the reliability. Both maintenance and process related kiln stoppages are considered for
the calculation of these KPI’s. Variance analysis triggers a systematic and organized process to
review all downtime incidents and develop action plans to avoid repetition of problems and chronic
failures.

Plant management uses MTBF and Reliability coefficient as the guidance indicators to assess the
ultimate result of all maintenance activities.
4B Inspection Elements
The maintenance inspection function fulfils the mission of follow up and measure equipment
condition, analyzes trends, and identifies needs for any kind of maintenance, taking into account
the production constraints.
( Inspection Function Responsibilities)
Critical Assets
Purpose:
The identification of Critical Assets is the key element of the maintenance improvement process.
Each plant has to establish and maintain a critical asset list and apply appropriate predictive,
preventive and condition monitoring routines for these assets.

All plant personnel use asset criticality to prioritise maintenance requests and activities.
Failure Mode and Effects Analysis (FMEA) (Optional process)
Purpose:
Potential failure modes for equipment and the risk associated will be assessed with the FMEA.
Efficient measures to avoid / minimize the risk must be derived.

FMEA teams conduct the analysis in the course of the critical asset process.
Asset History System
Purpose:
The equipment history consists of data covering observations, malfunctions and their causes,
downtime, maintenance work carried out, spares replaced and costs. The asset history is the main
source of data for the analysis of equipment availability and the identification of improvement
measures.

Maintenance supervisors report back on work orders and notifications and create the asset history
data. Maintenance planning is responsible to ensure data quality and exhaustiveness. The
maintenance manager, engineers, supervisors and planners frequently refer to the historical data
in the course of the critical asset / RCFA process.
Condition based maintenance and condition monitoring
Purpose:
Predictive routines and Condition Based Maintenance (CBM) are described in this section.
Routines and tools combine and use all available information on the condition of a given piece of
equipment / part to make timely decisions about maintenance requirements.

Maintenance management, inspectors and planners employ these methods to detect and react
upon abnormal equipment conditions.
Root Cause Failure Analysis (RCFA)
Purpose:
The Root Cause Analysis is a set of tools used to effectively analyse equipment failures. The
techniques are used to support the maintenance improvement process. Recurring equipment
malfunctions must be assessed with the RCFA tools.

FMEA teams, production personnel utilise RCFA techniques.
Planned Maintenance Routines
Purpose:
Planned Maintenance Routines are activities designed to minimize the risk of unplanned failures.
The routines are integrated into the preventive maintenance system.

PM routines are installed by the Inspectors, Supervisors and the Planners benefit from the
automated generation of work orders.
Autonomous Maintenance
Purpose:
Autonomous maintenance links maintenance and production departments. Plant operators perform
“five-sense-inspections”, as well as basic cleaning and lubrication routines. They immediately
report malfunctions to supervisors / planners for quick response.

Production operators perform autonomous maintenance tasks, improve equipment reliability and
supply information to the maintenance organization.
4C Planning Elements
The planning function has the mission to define methodology, the manpower, the spares and other
resources necessary to achieve efficient and safe maintenance in line with technical standards.
( Planning Function Responsibilities)
Work Order System
Purpose:
Work orders are scheduled according to priority, capacity, service and material availability to create
a preliminary bi-weekly plan using SAP PM. Based on this plan, a make-or-buy decision is made to
resolve overload situations. Purchase requisitions are raised for the required non-stock items.

Maintenance planner creates work orders and conducts capacity planning.
Weekly Plan
Purpose:
The planning process is supported by a structured, weekly meeting where the bi-weekly plan is
reviewed and agreed upon between maintenance and production. Work orders and pick lists are
printed and handed out to maintenance supervisors and stores.

Maintenance and production schedule their activities according to the weekly plan.
Daily Plan
Purpose:
In the daily plan work orders from the weekly plan are scheduled by the hour and assigned to
individuals.

Maintenance supervisors derive the daily plan from the weekly plan and assign the tasks to their
teams.
Shutdown Optimisation
Purpose:
Approach for planning, controlling and reviewing activities during a shutdown period in order to
minimize downtime and costs:
 Critical path planning to identify and manage parallel or critical
activities
 Set-up the shutdown budget
 Value Added / Non-Value Added analysis to identify and remove non-essential activities
 Minimize equipment downtime by identifying activities which can be performed outside of a
shutdown or in parallel

All plant personnel rely on the shutdown plan for efficient preparation and execution of the annual
repair.
Weekly MPI Report
Purpose:
A standardized format of the Maintenance Performance Indicator (MPI) report allows the review
and analysis of maintenance efficiency and effectiveness.

All maintenance managerial staff, plant manager, production manager frequently reviews the
weekly maintenance report.
Computerised Maintenance Management System (CMMS)

Purpose:
HeidelbergCement uses the SAP PM (Plant Maintenance) module as its Computerized
Maintenance Management System ( SAP User Guide) where other SAP modules are already
implemented. Plants that do not employ SAP PM can be provided with Excel solutions. Ask your 
Area HTC for support.

All SAP PM Users frequently work with the system.
Asset numbering system
Purpose:
Assets are numbered according to the HTC standard numbering system. The consistent
application of the same numbering system in all plants is compulsory. It enables the organization to
develop common strategies for specific critical assets, to source and stock spares and materials for
all technical plant equipment.

All SAP PM Users use asset numbers when creating and analysing notifications and work orders.
Bill of Materials (BOM)
Purpose:
List of all spare parts required to maintain an item or asset.

Maintenance planner constantly maintains the BOMs of all installed equipment and uses them for
material requirements planning.
Standards and Specifications
Purpose:
These documents contain standard short description of planned or routine maintenance activities
which provide clear and consistent instruction on the best way to perform a task.

Inspectors, supervisors, planners, maintenance personnel rely on standards and specifications to
direct their daily work.
4D Execution Elements
The maintenance execution function has the mission to complete maintenance jobs with the
highest level of quality, safety and effectiveness at minimum costs to maximize equipment
availability. The execution function is linked to many of the pyramid elements. These give
guidelines for performance of its daily tasks.
( Execution Function Responsibilities)
Short interval control
Purpose:
Short interval control (SIC) is a behaviour ensuring that any variations to the plan can be spotted
and dealt with before they become a problem. This needs a review of the work situation within
short intervals. The supervisor needs to actively seek out information and to follow up when a plan
is not being met.

Supervisors employ SIC to manage their teams effectively.
4.1 Management Function Responsibilities

4.1.1 Maintenance Cost Structure
This chapter comprises all necessary information related to Maintenance and Repair costs:
 Cost structure
 Reporting and accounting
 Planning and budgeting
4.1.1.1 Maintenance Cost Structure

The Maintenance and Repair cost structure is derived from the principles and rules defined in the
 Group Accounting Manual, the  Management Accounting Guideline and the  CO Model.
The cost center approach is the basic principle applied to structure all costs on plant level. Cost
center accounting allows measuring and analyzing areas of cost responsibility. HeidelbergCement
requires at least three basic cost centers:
 Auxiliary cost centers (e.g. fuel preparation, plant overhead, etc.)
 Manufacturing cost centers (e.g. production steps)
 Non-manufacturing cost centers (e.g. plant administration, sales, etc.)
For the Maintenance and Repair costs the cost centre structure was harmonized with the
Management Accounting Guideline. Each production step is broken down into Functional
Locations, e.g. kiln, and subsequently into pieces of equipment, e.g. kiln drive ( Asset Numbering
System). The Maintenance Cost Structure is independent from SAP utilization and shall be
uniformly applied in any Group plant.
4-2 Maintenance & Repair Cost Structure
The generated Maintenance and Repair Costs are “collected” via work orders ( Work
Identification) and distributed to the respective cost centre. The Maintenance and Repair costs are
split according to:
4-3 Maintenance & Repair Cost Elements
The Maintenance and Repair costs are split in:

 Base Load (Basic Repairs + Other Cost of Maintenance)

Besides work order types / CO elements 01, 03 and 05, types 06 (non-maintenance work /
technical services), 07 (refurbishment) and 09 (services for third parties) have to be considered
as base load too. Type 10 (insurance cases / dismantling, scrapping) may be part of the base
load or linked to a maintenance / CAPEX project.
Type 08 (capitalized investments) shall only be used for CAPEX projects of

replacement/investment nature.
 Base Load Projects

Base load projects are special projects targeting at equipment optimizations. Their planning
and tracking serves better transparency where maintenance is creating value. The cost block
“Base load projects” is not a genuine Maintenance and Repair cost element as defined in the
 Accounting and Reporting Guideline but it helps to ensure maintenance cost transparency.
Please note that planning and tracking of this cost block is optional and decision can be
taken on plant level.
and
 Maintenance Projects
Maintenance Projects are subject to approval by the Technical Director / VP

Operations of each country. Approval can be granted upon email stating
 Scope of project
 Objective
 Estimated cost
Other approval processes (e.g. AFE) may apply as rule of country. Your Area
HTC Maintenance Department must be informed about any approved
Maintenance Project.
In case of questions and for support when defining Base Load and Maintenance
Projects contact your  Area HTC.
4.1.1.2 Reporting and Accounting

The repair cost accounting and reporting is described in the  Accounting and Reporting Guideline
. The Guideline defines the:
 Cost types incurred in the Maintenance and Repair costs
 Variable and fixed repair costs

 Settlement of SAP Plant Maintenance (PM) work order types
 Accounting and reporting of Maintenance and Repair costs
Group Guidelines and Manuals on accounting and reporting apply. The given
rules are binding for all cement plants.
4.1.1.3 Planning and Budgeting

The HTCs have developed the basic structure of Maintenance and Repair costs planning tool.
Maintenance and Repair costs are planned on production step level:
4-4 Production steps and interface definition
For each production step Maintenance and Repair costs are split into 7 cost types:
 Liners (e.g. mill internals)
 Refractories (bricks and monolithics)
 Other wear material (e.g. cooler plates, etc.)
 Third party repair services (e.g. labour of third parties)
 Third party repair materials ( e.g. pre-manufactured spare parts)
 Own labour (maintenance hours worked by plant staff)
 Other cost of maintenance (e.g. workshop cost, etc.)
Additionally each production step is split into the cost blocks Basic Repairs, Base Load Projects
and Maintenance Projects as described in the ( Maintenance Cost Structure ).
Maintenance cost budgeting
To have a centralized tool for the yearly maintenance budget planning for all HC plants, a Repair
Cost Planning (RCP) Tool was developed in SAP-BI with an Excel front-end solution  Repair
Cost Planning Guideline
The RCP Tool:

 Serves for a uniform planning and for a comparable cost reporting at HC group level, which
correspond to the  Group Accounting & Reporting Guideline
 Provides actual cost of past years, entry of Plan cost, data retraction to SAP and reporting
functions.
 Monitors maintenance costs and tracks variances of Plan/Actual costs.
 Helps to control the approval and closing process and documents the yearly/ monthly
budget plan.
Contact your  Area HTC for further support.
4-5 Maintenance budget planning process
4-6 Repair Cost Planning Tool in BI; Baseload data entry sheet (Excel)
4-7 Repair Cost Planning Tool; Maintenance Projects/ Approved Repairs data entry sheet (Excel)
Links
 Group Accounting Manual
 Management Accounting Guideline
 CO Model
 Accounting and Reporting Guideline
 Maintenance and Repair Cost Planning Tool
 Maintenance and Repair Cost Planning Tool Manual
 PM Order Type Manual
4.1.2 Maintenance Cost Report

Various Maintenance Cost Reports are available in the Group reporting on the Heidelberg
Cement intranet system (KPI/ OCR):
Responsibility
Plant / country controller to report, maintenance management to review and act upon
Group KPI report ( KPI Report; restricted access): High level report with maintenance and
repair costs aggregated in the specific Maintenance and Repair Cost per ton of equivalent cement
production
Group OCR report ( OCR Report; restricted access): The OCR Maintenance report shows the
Maintenance and Repair Costs split into:
 Fix Repair Materials

 Wear material
 Third party repair services
 Own repair labour
 Other maintenance costs
Maintenance cost reporting in SAP PM.
SAP reports mentioned in this section work for SLO2 countries only. In other or non-SAP
environments (e.g. A/O or NAM) contact your  Area HTC for further support on available
Maintenance Cost reports.
Responsibility
Plant maintenance management to report, review and act upon.
SAP Maintenance Cost Analysis Report S501:
SAP report S 501 shows the Maintenance and Repair Costs related to the respective work order
where the costs were accounted to. The costs are split in different cost types. The report is
available via SAP transaction MCIS.
Work Order No. Cost types
Description
Summary per cost type
4-8 Cost Analysis Report S501
SAP report S501 only shows costs accounted to PM work orders. Other
orders are not considered.
SAP Maintenance and Repair Cost Report ZC01:

SAP report ZC01 shows Maintenance and Repair costs according to the  Group Accounting
and Reporting Guideline. The report is available via SAP transaction GR55.
Cost center, e.g.

Raw Mill
Cost types
Costs data
4-9 Maintenance and Repair Cost Report ZC01
ZC01 analyses data on a cost centres level.
4.1.3 Spares Policy & Management

The  Group Spare Parts Guideline is designed to provide Group standard practices with respect
to managing, handling and replenishment of spare parts for the cement business line. The
Guideline is linked to the corresponding interfaces of the Maintenance Handbook, The Group
Purchasing Guideline and the RCC Manuals to fill the gaps to provide a complete group-wide
business approach.
The generalization of the tasks with a Group approach aims in optimizing the availability of spare
parts and reducing the holding cost of spare parts and working capital by:
 Continuously monitoring of stock levels, quantity, quality and spare part movements
 Ensuring that inventory movements and records are processed in a controlled and cost
effective manner
 Recording the transactions accurately and promptly and valuated into the books
 Providing secure custody
 Replenishment decisions based on need verification, risk assessments and alternative
sourcing methods [e.g. Common Stock Keeping (CSK), Consignment and Supplier
stocking]
 Increased standardization of spares by utilizing Group Materials, which leads to higher
reach of Global contracts and lower purchasing costs
 Improving synergies between the plants
 Trading the obsolete spare parts using the Market Place platform on the Intranet.
4.1.4 Resource Skills Matrix

The Matrix is to be used to identify training needs for each blue/white collar staff in the
maintenance department. Final objective is the creation of a multi-skilled maintenance team,
working together with production. ( Multi Skilling)
Responsibility
Establishing / maintaining the skills matrix: Maintenance Manager / Supervisors
Training courses: Maintenance Management, HR department, Area HTCs
Update frequency
Once a year
Recommended Procedure
To develop an accurate skills matrix tool follow the 3 steps given below.
Step 1: Develop a skills matrix ( Skills Matrix Template)

1. Definition of critical skills by area / function; keeping in mind any cross area utilization
2. Populate the Skills Matrix worksheet.
Step 2: Assessment of the maintenance staff

Assessment is done according to:
1. Verification of assessment criteria
The following criteria have been established:
 Average: Training recommended
 Good: Training not necessary
 Low: Training mandatory
 Not necessary: No training needed / foreseen
2. Determination of the actual skills
3. Rating of all employees using the assessment criteria against the critical skills
4. Mutual commitment to the desired skills
Step 3: Elaboration/Execution of training plans ( HTC Technical Training Program)

1. Reviewing regarding content, duration and participants
2. Execution of training courses
3. Utilization of extended knowledge on site
Recommended Procedure Example
Legend:
G Good Training not necessary
A Average Training is recommended
L Low Training is mandatory
U Unnecessary Training not necessary
SKILL MATRIX - WHITE COLLARS Position

Skills
Vibration & bearing cond.measurements
Compressor & blower technology
Tribology &Lubrication planning
Palletizing system technology

PdM measurements analysis
Packing machine technology

Air-Separator technology
Office worker - specjalist

Process control systems
Statc frequency changer

High voltage installation
Low voltage installation
Vertical mill technology
Mechanical Supervisor
Maintenance Manager
Pneumatic knowledge
Bag filters technology

Hydraulic knowledge
Tube mill technology
Electrical Supervisor
Training for workers
Reliability engineer
Cooler technology
Budget planning
ESP technology
EVA calculation
Communication
Kiln technology
RCM (FMECA)
Project leader
Electric motor
Head of MCC
Software Eng
Job Planning
Name, Surname
Transformer
Leadership
Team work
MS Project
Comments
SAP / MM
MS Office
SAP / PM
Foreman
Planner
English
E-plan
RCFA
CAD
PLC
Number required
Available good 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 4 3 0 2 0 3 0 12 0 0 0 0 0 0 0 0 0 0 0 2 2 2 0
Available average 7 12 10 4 4 8 12 10 3 10 1 11 4 4 4 1 5 0 0 2 9 6 0 7 8 8 7 7 6 3 3 6 11 10 2 2 2 2
1 L A L L L L A L L L L A L L A G A L U L A A G A L L L L L L L A A L A A A L ?
2 A A A L L L A A U A U A U U U U A U U A A L G L A A A A A U U A A A U U U U ?
3 A A A L L A A A L A L A L L U L A U U L A L G A A A A A A L L L A A U U U L X
4 L A A A A A A A L A L L L L U L L U U L A A G A L L L L L L L L A A U U U L X
5 L A A A A A A A L A L A L L U L L U U L A A G A A A L L L L L L A A U U U A X
6 L A A A A L A A L L U A U U U U L U U L A L G L L L L L L L L L L L U U U L X
7 A A A L L A A A A A U A A A A G G L G A G A G A A A A A A A A A A A G G G L X
8 L A L L L L A L L A L A L L U L L U U L A L G L L L L L L L L L A A U U U L X
9 A A A A A A A A A A A A G G U A A U U L G A G A A A A A A A A A A A L U U A X
10 A A A U U A A A U A U A A A A G G L G U G U G L A A A A A A A A A A A A G U X
11 A A A L L A A A L A L A A A A G G L L L A L G L A A A A A L L A A A G G A L X
12 A A A L L A A A A A L A A A U L A U U L A A G A A A A A L L L L A A U U U L X
13
14
15
16
17
4-10 Resource Skills Matrix
18
4.1.5 Multi Skilling

Multi-Skilling enhances the capability of maintenance employees in multiple areas of expertise.
Appropriate training in the core maintenance skills must be provided. Multi-Skilling does not mean
that everyone should be expected to do everything. Goals of the multi-skilling program are:
 Enhance flexibility of the maintenance department

 Reduce dependency on outside companies
 Execute highly skilled work with plant staff
 Increase job attractiveness
 Reduce fluctuation of employees
Responsibility
Maintenance Manager / Plant Management / HR department / Area HTCs
As a first step the actual skill level need to be analysed by a  Resource Skills Matrix. The skills
matrix determines qualification / education requirements based on the existing work structure.
Additionally, age structure, succession planning, fluctuation and long term development plans of
the plant must be considered.
Based on these results a training and skills-enhancing activity program has to be developed. The
following steps can be used as a guideline to set up such a program. It may differ from country to
country and might need adjustment. Ask the responsible  Area HTC for support.
1. Survey personnel data for employees to be trained

2. Define and organize education measures
3. Plan required courses and available training vacancies
4. Examine application for training vacancies
5. Execute the course program with internal and external facilities / institutions
6. Assign multi-skilled personnel to tasks requiring their newly acquired skills
Establish a multi-skilling training program for maintenance and production

employees.
Links
 Basic Training Courses
 Advanced Training Courses
4.1.6 Maintenance Performance Indicators

The Maintenance Performance Indicators measure efficiency of the maintenance department.
They will be used by maintenance management to analyze and optimize the performance of the
maintenance processes. Some MPIs are meant also for the blue collar maintenance workers. The
MPIs will be reported in the  Weekly Maintenance Report. Plant management has to ensure
continuous follow-up and trigger improvement based on MPI assessment.
Understanding of the MPIs, their meaning and calculation is crucial to proper use. Maintenance
Managers have to make sure that they and their teams are properly trained in the use and
interpretation of the MPIs. Your  Area HTC is able to offer training sessions on the MPIs.
4-11 MPI Definitions and targets
MPIs must be reviewed and discussed frequently.
Links
 MPI Explanation
4.1.7 Reliability management

In order to manage the reliability, the three key KPI’s namely Kiln Operating Coefficient, Reliability
coefficient and MTBF have to be closely tracked.
Kiln operating coefficient:
Kiln operating coefficient is computed by deviding the kiln operating (running) time year to date by
the calendar time kiln not decommissioned.
Kiln operating coefficient calculation:
Kiln reliability coefficient:

Kiln reliability coefficient (KRC) is computed by dividing the kiln operating (running) time year to
date by kiln operating time + unplanned stops.
Mean Time Between Failures (MTBF):

Mean Time Between Failures is computed by dividing the kiln operating time by the total number of
kiln stops (both circumstances and incidents). A kiln stop occurs when the kiln feeders are
stopped, i.e. when the raw feed is interrupted by more than five minutes. The unit of measure is h
(hours).
The group-wide benchmark for the MTBF is 250h
The MTBF is often considered as the measurement for the maintenance effectiveness. However,
this is only partially true as all the stoppages related to power failure, production reasons etc. are
also included in the calculation together with the maintenance causes. In HC group there are many
countries where uninterrupted power supply is still not possible and in such plants the MTBF will be
quite low. Hence it is difficult to benchmark the plants across the geographical regions on the basis
of only MTBF.
Hence, it is recommended to use the MTBF in combination with reliability coefficient to track the
plant maintenance performance.
Responsibility
Plant Manager, Production Manager, Maintenance Manager
For more information, refer  KPI Definitions
4.2 Inspection Function Responsibilities

4.2.1 Critical Assets
An asset is considered to be critical when a failure of that asset either causes a significant
economic loss, or puts employees or the environment at risk.
The identification of Critical Assets is crucial to concentrate and prioritize the maintenance efforts
for maximum gain. Failures of assets influence the plant’s performance in many ways:
 Risk of casualties / fatalities in the workforce
 Operating costs
 Interruption of production
 Failure to meet legislative, safety or environmental requirements
Each single plant has to establish a critical assets list and apply prioritized and systematic
maintenance for these assets. The list must be updated at a regular interval. Only then failure risks
are minimised.
Responsibility
Maintenance and Production Department
The Critical Asset process consists of a 3-step-approach:
1 Classification
Plant Structure
(SAP / EXCEL)
2 FMEA
Equipment Data
and History
3 Risk Control
Choose Sub-System  Reduction of
– Failure probability
– Failure consequences
 Measures
– Design: De-bottlenecking
– Preventative: Inspections
– Reactive: Repair
Criticality Analysis
– Logistics: Spares availability
4-12 Critical Asset Process
Step 1 – Identify the Critical Assets

To get the work done, a Critical Asset Team has to be formed. It must have members from
Maintenance and Production and other departments (e.g. purchasing) if required, and meet at least
once per year. Starting point for the critical asset definition process is the plant flow sheets
together with the plant structure (e.g. SAP Technical Place Structure or similar). Based on this the
plant is divided into functional locations and sub-systems. For each system the Critical Asset
Classification has to be developed, considering all available data, e.g. using the SAP PM ordering
system and histories as well as other databases and sources of information. A good start is the
equipment with a high impact on clinker / cement production. Once the Critical Asset list has been
established for a plant it shall be reviewed and updated on a regular basis, e.g. when the market
environment changes or equipment has been modified or added.
4-13 Critical Asset Map Example (not showing equipment with normal criticality)
Step 2 – Assess modes and effects of Critical Asset failure

For all assets classified as highly critical a Failure Mode Effect Analysis (FMEA) must be
performed and documented. The FMEA is a systematic approach to find all possible failures that
can occur with assets and estimate the impact and the risk. The result is a complete list of potential
failures, their causes and effects for single equipment. A detailed description of the FMEA
methodology is available in the  FMEA section of this handbook.
Step 3 – Define Maintenance Measures

Once all FMEA results are available, measures will be defined to avoid the failure and/or reduce its
consequences. Measures can aim at reduction of the probability of failure or at reduction of the
impact of a failure. The table below shows a selection of possible measures in accordance with 
DIN EN 31051 and  DIN EN 13306:
Activity Typical Measures

Service Apply supplier instructions
Assure service plan exists Adjustment of existing service plan
Optimize service intervals Set points defined Documentation
Improve service preparation Combination with inspection
Repair during operation Costs/Benefits
possible
Inspection Inspection process defined

Consequences when inspection delayed
Critical parameter levels defined
Technologies / tools to apply; similar applications
Repair Spare parts Condition of spare parts Spare parts identification
Repair process optimization (resources: time, personnel, tools, material, etc.)
Repair documentation
Improvement Technical improvement possible Design Accessibility
Dust / dirt protection Corrosion protection
Vibration protection Wear protection
4-14 Typical Maintenance Measures (DIN-EN 31051)
Tools
The  Critical Asset Tool is a PowerPoint based assessment tree.
Failure
normally
results in
Yes Instant system shutdown No Potential system shutdown Potential system shutdown
Yes within 24 hours No Yes within 48 hours No
Yes Loss of life, limb or lost time No Potential safety hazard to Incidental safety hazard to
Yes personnel No Yes personnel No
Yes Potential environmental issue No

Yes Environmental issue No Yes Incidental environmental issue No
Potential product sales loss

Yes Impact on raw mix quality No Yes No Loss / repair / replacement of
equipment > 20 kEUR < 100
Yes KEUR No
Yes Instant product sales loss No Loss / repair / replacement of

Yes equiment > 100 kEUR < 200 No
kEUR
Loss / repair / replacement of

Yes equiment > 200 kEUR No
Criticality Level 1: Criticality Level 2: Criticality Level 3: Criticality Level 4:

Highly Critical Critical Important Normal
4-15 Criticality Tree

The Tool is self-explaining and considers impacts on system availability (e.g. kiln), safety,
environment and maintenance costs. 4 criticality levels are defined:
 Criticalitiy Level 1: Highly Critical  Criticality Level 2: Critical
– Impact resulting in instant system – Potential impact resulting in system
shutdown shutdown within 24 hours
– An environmental issue – Potential environmental issue
– Impact on safety resulting in loss of life,
limb or lost time – Potential safety hazard to personnel
– An instant product sales loss – Potential product sales loss
– Loss / repair / replacement of equipment – Loss / repair / replacement of equipment
greater than 200 kEUR > 100 KEUR and < 200 kEUR
– Impact on raw mix quality – Potential impact on raw mix quality
 Criticality Level 3: Important  Criticality Level 4: Normal

– Potential impact resulting in a system – No impact on production
shutdown within 48 hours
– Loss / repair / replacement of equipment
– Incidental environmental issue less than 20 KEUR
– Incidental safety hazard to personnel
– No impact on
– Loss / repair / replacement of equipment
 Environment
> 20 KEUR and < 100 kEUR
 Safety
 Product sales
 Raw mix quality
4-16 Typical Maintenance Measures (DIN-EN 31051)
4.2.2 Failure Mode and Effect Analysis (FMEA) – Optional Process

The Failure Mode and Effects Analysis Tool is designed to identify potential failure modes of
technical equipment. It is used to assess associated risks and to identify improvement measures.
FMEA is a substantial process for treatment of  Critical Assets
As FMEA process is quite cumbersome and requires deep knowledge concerning the equipment, it
could be quite possible that the process is not adequately executed. Hence, the process is
categorised as the optional process.
Responsibilities
FMEA Team
The FMEA Team will be staffed with the Maintenance Engineer, Maintenance
Supervisors, production staff and optionally other departments (temporarily).
The optimum team size is 4 to 5 members. When done for the first time, ask
HTC for mediation.
Basic Concept
The FMEA process aims at risk minimization linked to failures on critical assets. The risk
associated with a potential failure is calculated with the Risk Priority Number.
4-17 Risk Priority Number (RPN)
The FMEA procedure is divided into the following steps:
 Definition of the function(s) of a Critical Asset

 Assessment of potential failure modes
 Assessment of potential failure effects and their severity
 Assessment of potential failure causes and their occurrence
 Check for current controls to detect / prevent possible failure causes
 Calculation of the Risk Priority Number
In the next step all costs associated to the risk assessed must be taken into consideration. Actions
to reduce the risks with high Risk Priority Numbers must be derived and their costs
estimated/calculated. It is then a management task to decide which risk is acceptable and which
actions will be undertaken to reduce unacceptably high risks.
4-18 FMEA for a Ring Motor (Bicaz Plant / Romania)

Links
 FMEA template
 FMEA documentation
 RPN concept
 Plant FMEAs
4.2.3 Asset History System

The availability of data on the history of our assets is a prerequisite for the precise identification of
the drivers and reasons of cost and downtime in the plant on a functional location, equipment or
even component level; and to consequently focus the maintenance effort on these. The asset
history consists of data covering:
 Usage
 Observations
 Malfunctions and their causes
 Downtime
 Maintenance work carried out
 Spares replaced
 Costs
Within SAP, maintenance work is processed via notifications, work orders and (order-) completion
confirmations. The data entered into the SAP system when creating and reporting back these
items documents the asset history and is the base for asset history analysis as described in the 
Root Cause Failure Analysis chapter and mainly used in the course of the  Critical Asset
process and  FMEA.
 Notifications: Contain the technical history: codes for causes and activities,
malfunction/system down times
 Work orders: Document maintenance activity, material consumption and cost
To assure the quality of the asset history system some rules have to be met:
 Notifications being used as starting point of all maintenance activities

 Equipment numbers, failure codes, reason codes being reported back correctly
 Work orders being generated from notifications
 Purchase requisitions being created from work orders
 Individual work orders being used for all relevant maintenance work
 All repair materials being booked onto work orders / material reservations
 Work orders and notifications being reported back upon the work completion
(Completion confirmation)
Responsibility
Maintenance Supervisors to report back on work orders / notifications, maintenance planning /
inspection function to oversee data completeness and quality. FMEA teams to utilise the data for
asset history analysis
4.2.4 Condition Based Maintenance and Condition Monitoring

Condition based maintenance is a strategy in which various condition monitoring tools and
techniques are applied. The costs for deploying the condition based maintenance strategy could be
high in the beginning but on a long term will help us reducing the maintenance costs in a
sustainable manner.
Responsibility
Inspection function
In course of the use of the  Critical Asset and  FMEA process, it is determined what
equipment is to be condition monitored in what respects and how often. All condition monitoring
routines must be integrated into the planned maintenance system. Any abnormal condition
detected has to result in the creation of a notification. The data obtained via condition monitoring is
a vital part of the  Asset History and must be used for further reference and trend analysis.
Respective Area HTC must be consulted for further guidance

The main condition monitoring techniques suitable for our purposes are:
 Online or offline vibration monitoring and analysis(fans, bearings, gearboxes)

 Oil analysis (bearings, gearboxes, transformers, mobile plant equipment, compressors,
hydraulic systems)
 Thermography (control cabinets, electrical installations, kiln shell, kiln tower installations,
bearings)
 Non-destructive testing (NDT) like die-penetration test (crack detection, all metal
structures), ultrasonic test (kiln tyres, support rollers, drive shafts, etc.), magnetic particle
test (gear and pinion teeth)
 Acoustical leak detection (pressurised gas installations)
 Dimensional and wear measurement checks (chains, belts, wear segments, refractory,
linings, kiln and mill shell thickness)
 Electrical tests (motors, generators, switchgear)
 Visual inspection routines, paper based or using the mobile apps
Links
 Condition Monitoring Tools
4.2.5 Root Cause Failure Analysis (RCFA)

Root Cause Failure Analysis techniques are used to support the  Critical Asset process and the
 Reliability Management. The simple methodologies described are designed to identify the root
causes of equipment / process failures. It will enable to focus maintenance efforts where it will
have a maximum impact:
 5 Why’s
 Cause and Effect Diagram
 Fault Tree Analysis
 Pareto Analysis
The 5 Why’s, the Cause and Effect Diagram and the Fault Tree Analysis are used to logically
identify all causes that lead to failures. The Pareto Analysis is a simple statistical approach which
can be applied almost universally wherever sufficient data is available. All techniques will be
applied in combination, i.e. the 5 Why’s can be used to create a Cause and Effect Diagram or a
Fault Tree Diagram.
In combination with the other elements described in the inspection responsibilities chapter, these
techniques actually resemble a continuous improvement circle as show below.
 Asset history
 Condition monitoring
Define problem Gather

/ undesired effect data
 Reliability KPI
 Asset History Determine root • 5 Why’s
Observe 
Critical
CriticalAsset
Asset causes / • Cause / Effect Diagram
 predominant causes • Fault Tree Diagram
FMEA
FMEA • Pareto Analysis
Implement Define
counter- counter-
measures measures  Planned Maintenance
 Maintenance Routines
Operating System  Predictive routines
 Improvements (work
order activity types 170,
900, 910)
4-19 Improvement Circle
Responsibility
Maintenance Manager, production manager, maintenance planning, maintenance supervisors and
inspectors, FMEA teams
 Assemble a group with representatives and experts from all relevant functions
 Schedule the event in advance; ensure that sufficient time and tools are available.
 Define exactly the problem / failure to investigate
 Conduct one or a combination of the methods described below
 Define measures
 Document the results
In preparation of a RCFA session, the  Asset History of the equipment in question must be
analysed to obtain the data needed. Typical questions that have to be asked in the course of such
an analysis, and can be answered using the tools described below, include but are not limited to:
Question Tools / How To
What functional locations contributed mostly to the a) a) Downtimes can only be reported when documented in notifications - IW28/IW29
downtime, b) hours spend on maintenance, c) maintenance notification list
cost of the plant? b) Hours spend can be reported using the Operation list - IW37n
c) Maintenance costs can be reported using MCIS reporting
What pieces of equipment contributed mostly to the a) see above
downtime, b) hours spend on maintenance, c) maintenance
cost of these functional locations?
Of that equipment, which failures (failure codes) were Damage reporting is based on codes that are documented in notifications in
predominant? completion confirmation processes and can be reported in notification item list -
IW69. Alternatively, a customer specific info structure in PM IS can be created.
What reasons (reason codes) caused the equipment to fail / Damage cause reporting is based on codes that are documented in notifications in
malfunction most often? completion confirmation processes and can be reported in notification item list -
IW68/IW69. Alternatively, a customer specific info structure in PM IS can be
created
Which spares had to be replaced most frequently? Used spare parts can be listed using standard order list functionality - IW38/IW39
list PM orders for Equipment – goto menu: environment – goods movements
Have the preventative maintenance routines associated with Information on planned/actual operation data is retrieved from the Order/operation
that equipment been carried out timely and completely? list. To provide more detailed information, the new list IW37n should be used.
What repair work was done most frequently (activity code)? Activity code reporting is based on codes that are documented in notifications in
completion confirmation processes and can be reported in notification activities list
- IW64/IW65. Alternatively, a customer specific info structure in PM IS can be
created.
Were there several work orders linked to the same incident, A link between usage/ operation data and malfunctions could be determined in the
i.e. was the quality of the repair insufficient? If so, why? SAP system by comparing the development of a counter/measurement reading
and the malfunctions reported in notifications. This has to be done manually
Is there a link in between usage / operating parameters and Manually by comparing process parameters / frequency of malfunctions etc
malfunctions?
4-20 Asset History Analysis

Recommended Procedure Example
The Recommended Procedure example shows the RCFA developed for a continuous problem with
high abrasion on a dust dosing system.
4-21 RCFA for high abrasion on a dust dosing device (Lengfurt plant; Germany)
Tools
 5 Why’s
 Cause and Effect Diagram
 Fault Tree Analysis
 Pareto Analysis
 RCFA flow template
4.2.6 Planned Maintenance Routines

Routine (planned) activities are designed to minimise the risk of unplanned failures.
Responsibility
Inspection / Planning functions
All planned maintenance routines are put together in a preventive maintenance program. The
preventive maintenance program covers all necessary inspections / service measures considering
time / counter based frequencies and follow manufacturer’s recommendations and own
experiences.
The basic content of any preventive maintenance program is lubrication ( lubrication plan),
cleaning and inspection.
Special preventive maintenance routines must be derived for all equipment rated critical or highly
critical ( Critical Assets), e.g. kilns, raw mills, cement mills, ID fans, etc. For support contact
your  Area HTC
Establish a Preventative Maintenance Program.
Tools
Autonomous Maintenance Instructions ( Operator Inspection Instructions)

Instructions for “5-senses-inspections” performed by production personnel.
Inspection Instructions for Electrical Equipment ( Instructions EL)

The standard inspection instructions for electrical maintenance contain visual and functional
checks and the time interval for recurring inspections. The interval corresponds to standard
operating conditions and to equipment without any known damage and/or malfunction.
Inspection Instructions for Mechanical Equipment ( Instructions ME)
The standard inspection instructions for mechanical maintenance contain visual and functional
checks. For the mechanical equipment inspections no interval is given since the inspection
frequency varies with capacity utilization of the given equipment. The intervals must be defined on
plant level. Inspection frequencies for mechanical equipment can be determined using the 
Critical Asset Assessment Tool.
Inspection Instructions for Ball Mill Internals ( PM Ball Mills)
Inspection procedures and protocol templates are available to support liner inspections:
 Shell liners of 1st / 2nd compartment
 Slot liners for diaphragm(s) and outlet wall
 Head liners for inlet wall and diaphragm(s)
Detailed check of all mill internals at least once per year. Higher frequency of
visual inspections is necessary for:
 Mills grinding abrasive materials (e.g. slag)
 Mills with a tendency to liner damage (perform RCFA!)
 Mills with boltless liners
Preventive maintenance activities are planned and scheduled by work order type PM03 (
Guideline PM Order Types). Each preventive maintenance activity is supported by the following
documents:
 Maintenance Plans
 Maintenance & Inspection Instructions (ME/EL)
Inspection instructions for kilns ( kiln walk-by inspection check sheet)

Standard walk-by inspection sheet has to be used for the inspection of kiln. Important checks on
the kiln are:
 Supporting roller bearing temperatures
 Tyre migration
 Kiln shell temperature
 Girth gear and pinion meshing
 Thrust roller pressure
 Contact between tyre and supporting rollers
The inspection template has to be filled and recorded at a weekly interval. For further guidance, get
in touch with your Area HTC.
Links
 Standard Maintenance Procedure – Ball Mills
 Kiln walk-by inspection check sheet
4.2.7 Autonomous Maintenance

Autonomous maintenance links maintenance and production departments. All activities are
managed and performed by production personnel.
Responsibility
Production manager for installation and execution, maintenance management for training.
Recommended procedure
Production operators perform “five-sense-inspections” as well as basic cleaning and lubrication
routines. They immediately report malfunctions to the maintenance planning for quick response via
notifications.
Without interrupting their production work, operators can easily recognize breakdowns, predict
failures and prolong equipment life if they become more familiar with the machinery they run.
Autonomous maintenance requires intensive training. Operators must know how to
 Distinguish between normal and abnormal operation
 Recognize alarm indicators
 Keep machines in normal operating condition
Operators must work closely together with the maintenance employees by
 Alerting maintenance people
 Providing adequate information
 Performing basic routine maintenance activities
The purpose of autonomous maintenance is to teach operators how to maintain their equipment by
performing operational checks and routine inspections. Operators learn the maintenance skills they
need to know through a seven-step autonomous maintenance program:
1. General inspection
2. Adapted instructions coming out of the preventive maintenance system
3. Using of checklists for cleaning and standard lubrication
4. Initial cleaning
5. Eliminating sources of contamination and inaccessible areas
6. Organization and housekeeping
7. Full Implementation Continuity
Links
 Operator Inspection Instructions
4.3 Planning Function Responsibilities

4.3.1 Work Identification WI
The work identification system facilitates the creation of work orders in response to any event or
condition that requires maintenance intervention.
Responsibility
Planning function
Starting point is the identification of maintenance work from all different sources and the
consolidation of these items in one common list. With SAP/PM, the built in notification system must
be used; in case SAP/PM is not installed a similar methodology must be employed, e.g. an
EXCEL-solution. Next step is the collection of all information necessary to assess these
notifications and to execute the work.
Maintenance tasks can be identified from the following areas listed below:
 Condition Monitoring
 Health, Safety and Environmental Issues
 Production / Process
 Preventive Maintenance
 Shutdowns and Projects
 Emergencies
 Verbal requests
Finally, a work order for the work identified has to be created. The work order creation process is
described in the last section of this chapter. When created the work order is fed into the  Work
Order System.
4.3.1.1 WI – Condition monitoring ( Flowchart Condition Monitoring)

All  Condition Monitoring activities are managed centrally by the inspection function.
Notifications are created by the employee assessing the data in case intervention is needed to
react on abnormal conditions and negative trends.
4.3.1.2 WI – Health & Safety, Environmental Issues (HSE) ( Flowchart HSE)

HSE issues are regulated by local legal requirements to protect the health of our employees and
prevent adverse effects on the environment. ( Group Health & Safety Policy;  Group Health
& Safety Guidelines;  Group Environmental Policy)
The person responsible for Health & Safety and Environmental Issues constantly maintains a list
of, and creates notifications for, all health, safety and environmental issues that require
maintenance intervention which are prioritised in accordance with the  Prioritisation Matrix. A
brief, weekly meeting with maintenance planning is used to talk through that list and review
progress. The notification numbers are used to follow-up on the issues. The status of all issues is
periodically reported to the management.
The HSE related issues may need to be dealt with timely or even immediately without by-passing
the standard process.
Document the processing of & follow up on H & S & E issues.
4.3.1.3 WI – Production / Process ( Flowchart Production / Process)

The manufacturing operation is the major source of maintenance work. It must be ensured that
urgent issues are dealt with timely or even immediately (also see  Emergencies) without by-
passing the standard process.
 Shift maintenance is tasked to immediately react on critical malfunctions ( Prioritisation

Matrix) occurring during the shifts. Shift maintenance also performs low priority preventive
maintenance tasks. Corrective maintenance work is assigned by the planner or directly
identified by the shifts. For the latter work, notifications have to be created by either shift
maintenance or the shift manager. Problems that cannot be resolved by shift maintenance
are communicated to the shift manager. All information collected by shift maintenance is
fed to the  Shift Managers’ Log.
 Work identified by  Autonomous Maintenance is communicated to the shift manager.
After inspecting the problem, the shift manager will create and print job notifications if
necessary.
After the shift manager’s handover meeting, the early morning production – maintenance meeting
takes place. The participants are: production representative(s), the maintenance planner and
maintenance supervisors.
Agenda / early morning meeting
1. List & describe equipment malfunctions that require immediate action today (shift manager)
2. Agree on priority of these using the prioritisation matrix (all)
3. Discuss shift managers log including any other observations that might require
maintenance
4. Shift manager to report on shift maintenance activity
 Meeting duration approximately 10 minutes
 Planning representative to create work orders for urgent issues immediately after the
meeting
 Supervisors to incorporate urgent issues in today’s schedule prior to the work assignment
meeting
 Planning representative to print the notifications for all other issues prior to daily
maintenance review meeting
4.3.1.4 WI – Preventive Maintenance Plans ( Flowchart Preventive Maintenance)

In the SAP preventive maintenance system ( PM Routines), notifications and/or work orders will
be created automatically.
4.3.1.5 WI – Shutdowns and Projects ( Flowchart Shutdowns and Projects)
See  Shutdown Optimisation.

4.3.1.6 WI Emergencies ( Flowchart Emergencies)
Even in emergency cases the system cannot be bypassed. For emergencies it is allowed to call in
contractors or own personnel without a work order / purchase order to start work. During or after
execution it is compulsory to create notifications / work orders. A clear rule must be established
who is entitled to call for an emergency (e.g. maintenance manager, production manager and plant
manager during office hours; shift supervisor outside office hours).
4.3.1.7 WI Verbal Requests ( Flowchart Verbal Requests)

Verbal requests are not wanted and their use must be limited; it is preferred that notifications are
created by the requester or her/his respective supervisor instead. Verbal requests must be directly
addressed to maintenance planning or – in exceptional cases – to maintenance supervisors.
Planning will assess the request and create a notification. The notification number will be reported
back to the requester to enable him to follow up on his request.
Avoid employees bypassing the system by defining exclusive contacts.
4.3.1.8 Work order creation

After creation of a notification all necessary information to handle a work order must be collected.
The planning function is in charge to coordinate technical clarification (on-site) of the tasks. When
all necessary information is available the work order is created.
HeidelbergCement has developed a set of 10 standard work order types ( PM OrderTypes
Guideline). The exclusive utilization of the work order types given below is compulsory for all
cement plant.
OrderType Name
PM01 Corrective Maintenance
PM02 Maintenance Projects
PM03 Preventive Maintenance
PM04 Maintenance Projects (with approval)
PM05 Minor Maintenance Work
PM06 Non-Maintenance Work /
PM07 Material Refurbishment
PM08 Capitalized Investments
PM09 Service for third Parties
PM10 Insurance Cases/Dismantling/Scrapping
4-22 Work Order Types

Work orders can easily be established in non-SAP environments; EXCEL based examples are
available at HTC ECA. In case of any question concerning the order types contact your  Area
HTC or the  SAP Competence Center at Heidelberg.
A  Work Preparation Checklist is used to conduct the technical clarification on-site. Planning
will then:
 Check whether the equipment in question is covered by any warranty / maintenance

contract
 Assign the work order to a work centre (supervisor group)
 Identify any long lead items that might be needed for the job (lead times in excess of 2
weeks)
 Set a preliminary priority according to the  Prioritisation Matrix
 Generate a pick list containing all materials and stock items needed to perform the job
If the job is to be done in the course of a shutdown it is to put into a “revision list“. In case of a
project (priority 5 or 6) it will be handed over to the person tasked with project planning. Otherwise,
a work order has to be created from the notification, which needs to include:
4-23 Work Order Information Content
4.3.1.9 Prioritisation Matrix

The consistent prioritisation of maintenance work is vital for planning purposes.
Responsibility
All staff involved in the prioritisation of notifications and work orders
It must be ensured that all health, safety, environmental and legal

compliance issues are prioritised in compliance with local legislation,
as well as with applicable group and company procedures.
Six (seven) different priorities are implemented within the SAP PM standard and must
be assigned to each job on the respective work order:
1 Immediately (Emergency)
2 Today
3 Within a week
4 Within a month or priority 5 and 6
5 Next shut down
6 Annual shut down
(9 Buffer work)
Each notification or work order is prioritised consistently using the priority codes. To ensure that
always the right prioritisation code is used an automatic procedure linked to the critical asset list
generates a priority example.
4-24 Prioritisation Matrix

The equipment priorities Highly Critical, Critical and Important derive from section  Critical
Assets. An example for a safety device is an explosion flap on the coal dust storage silo.
4.3.2 Work Order System

Based on a list of work orders per work centre a preliminary capacity plan over the next few weeks
is created to determine and level the capacity demand over time by moving jobs forward and
backward, or by adjusting the vacation planning ( Weekly Planning Process). Once that is
done, the decision whether to use internal or external resources to execute the work (
Contractor Management) will be made and the plan adjusted accordingly. The preliminary plan is
then used as the input into the weekly planning process.
Responsibility
Planning function
The work order process consists of 4 main steps:
Step 1 – Create purchase requisition for non-stock items

 For each work order that requires spares (with the exception of category 5 spares (
Material Management System), a component list must be created.
 The availability of materials is checked. For any item not held in stock, a purchase
requisition is created from the work order ( User Manual PM)
 The required materials are being reserved via SAP
Step 2 – Filtering for work outsourced by default
Clearly define & document which work is outsourced by default.
 The next step is to identify those work orders that require external resources. These work
orders must be assigned to an appropriate work centre and linked to the person that will
manage the contractors on site.
Step 3 – Creating a preliminary capacity plan

 Based on the capacity demand of the work orders and the capacity available a capacity
plan over the next few weeks is generated ( Capacity Planning). This plan needs to
include an allowance for unplanned corrective work based on historic data with a level of up
to 30% of available time. The target allowance is <10 % for corrective work. It also needs to
take your current average labour efficiency into account.  Weekly Planning Process.
Start with 30% allowance for corrective work and adjust over time.
Step 4 – Balancing required and available capacity
 Capacity demand and available capacity are levelled as much as possible by moving
individual orders back & forth in time, or by working on the capacity availability (vacation
planning, temporary labour, overtime, etc.)
 In case that overload situations could not be resolved (jobs postponed in accordance with
 Prioritisation Matrix), a proposal is made by planning, with the collaboration of
workshop managers, which jobs could be supported by contractors, and how. The
procedure is described in the  Make or Buy Decision guidance paper. This proposal, plus
the work orders outsourced by default, are being brought forward to management
(Maintenance Manager and/or Plant Manager) using a  Contractor Approval Form.
Management will then make the final decision on using contractors based on the budget
and the  Weekly Maintenance Report.
Never authorize contractor work w/o checking capacity plan and cost report.
 The biweekly plan is updated accordingly and distributed in preparation of the  Weekly
Maintenance Planning Meeting.
Tools
 User Manual PM
4.3.3 Weekly Planning Process
The more accurate the planning, the less time is needed for execution.
Responsibility
Planning function
Prerequisites
The following prerequisites must be met in order to enable order and capacity planning with SAP;
all cement plants are required to meet these prerequisites:
 SAP PM work centres must exist for each supervisor group respectively for each workshop
(e.g. work centres for mechanical maintenance, electrical maintenance etc.; see 
Maintenance Organisation)
 The work centre capacity must be constantly maintained on a weekly basis to reflect the
current situation (vacation, absenteeism etc.) in the Graphical Work Order Scheduler
(GWOS). The “capacity utilization” field must be set to the average efficiency of that work
centre (see Weekly Maintenance Report). If no history is available start with 80%.
 All work orders must contain work time, number of people required, and plan duration
(Exception: Order types PM05 and PM01 with activity type 150, emergencies). All work
orders have to include priority and must be assigned to the appropriate work centre.
 Completed work orders must be reported back via completion confirmations daily. For
orders started but not finished, actual hours, actual duration and remaining work are
reported back. Each resource assigned with a task is responsible for timely and correct
feedback. The area supervisor coordinates and controls the feedback loop.
 The cost booked onto work order type PM05 must be restricted to maximum 10 % of the
total monthly maintenance costs per plant.
The process described above can also be applied in non-SAP environments using EXCEL.
Templates and support are available from Area HTC.
The weekly planning process overlaps with the work order system process and consists of 3 steps:
Step 1 – Create preliminary weekly plan
This is done in SAP with the GWOS planning tool (Guideline Graphical Work Order Scheduler
(GWOS)). Order planning and load balancing have to be done on work centre basis, i.e. each week
the plan for the next week is created. Capacity planning on the level of each individual employee is
not done with the GWOS tool in step 3 (Final Weekly Plan). The supervisor is in charge of this task
( Maintenance Coordination). The actual scheduling is done individually for each work centre by
the planners (Mechanical and Electrical) from the Maintenance Control Centre (MCC). The
following sequence is used to create the plan:
1. Preselect all relevant work orders you intend to schedule for the next week
2. Review the material availability of all work orders you intend to schedule within the next
week.
3. Release all work orders you intend to schedule for the next week.
4. Schedule next week’s orders in sequence of descending priority. When scheduling orders
of the same priority, those overdue are planned in first in the order of their delay.
5. Allocate a percentage of the weekly work centre capacity to buffer work (low priority work
that can be interrupted / rescheduled / postponed at short notice). This allows reacting on
unplanned work and breakdowns.
6. Cluster jobs by area / asset (Functional location / Equipment), e.g. all work to be done at
the raw mill is scheduled for the same day.
7. Schedule work on equipment with high power consumption (e.g. mills) in periods when
electricity prices are high whenever possible; schedule multiple-crew jobs to start in the
morning.
8. Evaluate the weekly capacity load (GWOS capacity planner function).
9. In case overload situations cannot be resolved, use overtime, postpone vacations, borrow
personnel from other work centres.
10. If underutilisation occurs, schedule more work for the planning period
11. For remaining overload situations, it must be decided to either outsource that work (‘’Make
or Buy’’ decision),, to postpone it or not to do it ( Work Order System).
12. Evaluate the resulting capacity load. Level the daily capacity demand / capacity
requirement as much as possible by moving orders back and forth in GWOS.
13. If underutilisation occurs, schedule more work for that period
14. Maintain the work centres work buffer by identifying additional buffer work worth about 20%
of the weekly capacity. This work will be done in case other jobs cannot be done for
whatever reason in a first in – first out sequence. Work buffer orders are identified by
setting the priority to 9.
Step 2 – Weekly Planning Meeting

The meeting takes place regularly once a week (fixed date) and is led by the maintenance
manager. It should not last more than 1 hour.
Participants: Planning staff, maintenance supervisors, production / operations manager, stores

supervisor, other staff if required.
1. Review action log (Improvement Measures Board): The action log states all open actions
and a due date assigned.
2. Review MPIs and take actions for any variance (plan – actual – variance – action)
3. Review last week’s plan (plan – actual – variance – action)
4. Discuss the plan for the next week
5. Agree equipment shutdowns and preparatory work to be done by production
6. Summarize all changes to the preliminary plan and all new action in the action log
 The preliminary weekly plan and the MPI report of the previous week must be distributed to
all participants in a timely manner.
 The updated action list and the final plan must be available before the weekend.
 Tip: Agreeing fixed weekdays for weekly shutdown routine work on key equipment (raw
mill, cement mill, etc.) reduces discussions during the meeting.
Install a structured weekly planning meeting as fixed date.
Step 3 – Dispatch work orders

1. (Re-)Plan and (re-)schedule all work orders for the Weekly Plan as agreed in the action log
of Weekly Planning meeting in GWOS tool.
2. Assign persons to the planned work as determined by the supervisor (Mechanical and
Electrical department). Alternatively assignments resp. adjustments can be done in Daily
Plan (4.3.4)
3. Set user status PLCP for all work orders-operations of Final Weekly Plan.
4. Print the Final Weekly Plan in pdf format and publish it e.g. on the white board in the
workshop.
5. Print all work orders scheduled for next week and make them available to the respective
supervisors
6. Print all pick lists for work orders scheduled for the next week and make them available to
the stores
7. Next week’s plan will be frozen (archived, can be viewed in SAP with transaction ZPWPL)
and stored by SAP to enable the schedule adherence measurement for MPI report
8. Confirm actual hours daily (responsibility of supervisor) in conformity with status of job
done.
9. The weekly MPI report will be generated automatically in SAP-BI system, based on SAP
data from Weekly Plan and confirmations.
4.3.3.1 Maintenance Coordination

Maintenance Coordination comprises three main processes and requires certain regular meetings:
1. The daily plan
2. The daily work assignment procedure
3. The daily maintenance review meeting
Responsibility
Maintenance management
4.3.3.2 Regular Meetings

Daily and weekly structured meetings must be installed to support the HeidelbergCement
Maintenance Model. The maintenance manager is expected to set up the meetings and coach the
participants. Participation is compulsory. The plant manager has to check occasionally on meeting
discipline and efficiency.
4-25 Meeting Overview

To coordinate the daily maintenance activities the following planning devices should be available:
 Scheduling boards with the daily plans
 Updated  Maintenance Performance Indicators;  Weekly Maintenance Report
 Improvement measures board(s) (whiteboards with the columns “Issue”, “Action”, “Due
date”, “Responsible)
 The current  Weekly Plan
 The Contractor Management Board ( Contractor Selection and Management System)
Install the maintenance coordination activities and tools in a dedicated room.
4.3.4 Daily Plan

In the Daily Plan the planning and scheduling can be adjusted according to actual needs, if
necessary (e.g. emergencies). The work assignment of the craftsmen can be executed or adjusted.
It is recommended to use / show the complete  Weekly Plan e.g. print out from GWOS tool in
combination with the white board.
All craftsmen are split in working groups (if possible/ suitable) and the working time per task
including corresponding work order number is visible in the plan. The daily plan is maintained/
actualized by the planner in close coordination with the respective supervisor. In the morning the
Daily Plan is available for review and task assignment, and prior to the  Daily Maintenance
Review Meeting the past plan is substituted by the actual one. Unplanned work of the current day
needs to be incorporated into the Daily Plan prior to the task assignment meeting by the
supervisor. For unplanned work arising after the task assignment meeting use the  Prioritisation
Matrix as guidance. Within the Daily Plan, each individual’s working time is scheduled out by
100%, planning for zero lost time. Any allowance for unplanned corrective work is filled up with
backup/ buffer work (typically lower priority preventive maintenance work with priority 9).
Management conduct checks on quality of daily plans / task assignment.
4.3.4.1 Task assignment meeting

Objectives
 Review the team performance of the previous day and discuss variances in plan vs actual
(e.g. schedule adherence, efficiency, potential problems or unwanted behaviour etc.)
 Assign today’s tasks and communicate time targets to team members
 Make sure that all tasks have been understood
 Handover the printed work order
 Discuss safety issues
The work assignment meeting is done daily at the beginning of the maintenance day shift by the
supervisor with all his craftsmen. Normal duration of the meeting is not more than 10 minutes. In
preparation for the meeting, the supervisor has to
 Update today’s schedule in the daily plan

 Ensure the current weekly maintenance report (MPI report) is displayed
The meeting agenda is as follows:
1) Review of yesterdays’ tasks
Each team member briefly reviews his / her accomplishments. Any problem or variance that could
be prevented has to be recorded by the supervisor.
2) Task assignment
Referring to the daily plan, the supervisor explains all operators in detail the tasks assigned to
them and handed out printed work order.
3) Current and potential health & safety issues are addressed by the supervisor (at least one topic
every day)
4) Any other business, meeting close
4.3.4.1.1 Daily Maintenance Review meeting
Objectives
 Once per week (e.g. every Monday) review maintenance performance from previous week,
identify variances and define improvement measure based on  Maintenance
Performance Indicators
 Review daily maintenance performance, identify variances and define improvement
measure
 Review and agree on priorities & schedule.
 Identification & prioritisation of new work
 Review of safety issues and improvement measures due
The meeting is led by the maintenance manager. All maintenance managerial staff including the
supervisor level participates, as well as a production representative (i.e. shift manager, production
manager, process engineer, etc.). Other functions such as the quality manager or health & safety
advisor participate as required. The meeting lasts about 30 minutes and adheres to the following
agenda:
1) Review yesterday’s maintenance activity using the scheduling boards / the weekly plan
 Each supervisor to present and highlight variances (plan vs. actual)
 Define & record improvement measures if applicable (Improvement measure boards)
 Re-prioritise jobs not done
2) Review all changes made to today’s schedule (unplanned work)
3) Review & agree on tomorrows schedules (each supervisor to prepare & present deviations from
weekly plan)
4) Review all relevant new notifications, agree on priority (planning to prepare)
5) Other requests from production, ongoing problems etc. Discuss, agree on action & priority
6. Discuss the interfaces between maintenance, production and laboratory.
7) Health & safety, environmental, quality issues
8) Review improvement measures due
4-26 Weekly Plan - Graphical Work Order Scheduler (GWOS)
4.3.5 Shutdown Optimisation

The winter shutdown is a major contributor to the annual Maintenance and Repair budget. The
quality in planning and execution of the repair has a significant impact on the plant performance of
the following year. The shutdown also represents a significant production loss. It is essential that
the shutdown is planned and executed in the most cost-efficient way, meeting schedule and
budget. Also, the critical path(s) must be clear defined in order to be used for optimisation of
Shutdown duration by “Shutdown Time Compression” procedure.
A standardised and structured process has been developed which must be implemented in all
cement plants.
4-27 Winter shutdown plan using MS Project and SAP tools

Responsibility
Planning function
The process follows 8 steps:
1. Review last shutdown

2. Set up project team, project structure and schedule
3. Collect data on necessary maintenance tasks; derive scope of work and budget proposal
4. Create a high-level project plan
5. Bundle tasks and request quotes for bundles and materials
6. Select tenders and create detailed project / capacity plan, align with budget
7. Prepare shutdown execution (material & resource procurement)
8. Execute and manage shutdown
Step 1: Review last shutdown – week 4 after last shutdown

 Compare plan – actual in terms of cost, duration, scope, material consumption on task level
using the budget and the project plan. Identify variances and their reasons.
 Compare planned to actual critical path. Identify variances and their reasons.
 Document any material and contractor issues
 Update annual PM schedules / task lists and technical documents where feasible
 Discuss findings with key personnel involved in planning and executing the shutdown
 Compile a detailed report highlighting lessons learned and distribute to plant / maintenance
management and your  Area HTC.
Milestone: Shutdown review report distributed
Step 2: Set up project team, structure, schedule – week 4 after last shutdown
 Assemble planning team
 Conduct kick-off meeting (plant manager to participate)
 Agree on planning schedule, fix meeting dates until next shutdown
 Task participants to collect data necessary to compile initial scope of work using the  
Shutdown Management guidance paper
Step 3: Create scope of work and budget proposal – week 6 after last shutdown
 Collect all proposals for work to be conducted in the next shutdown. The proposals must be
in a the standardised format, stating
o Functional location and equipment code
o Description of work to be done
o Justification why work is necessary and what risks are associated in doing / not
doing the work
o Estimated costs divided in materials and services
o Estimated man hours required
o Potential contractors that are capable to do the work
 Consolidate all proposals in a common list and pre-prioritise
 Discuss proposals with plant- and maintenance management and select measures to be
included in budget proposal / project planning
 File budget proposal including list and allowance for unplanned work based on past
experience
 Issues that arise after that, need to follow the same process to be included in the scope of
work
Milestone: Preliminary scope of work / Budget proposal filed for approval
Step 4: Create a high level project plan – week 10 after last shutdown
 Enter all approved tasks into MS Project. Include Task description, SAP work order where
available, duration in days, man hours required, responsible person, predecessors. Sort by
functional location
 Set project start date and arrange tasks in sequence. Identify critical path
 Examine all tasks on the critical path and optimise (externalising, parallelising work,
allocating additional resources within reason etc.). Repeat until no further compression can
be achieved
Milestone: High level project plan available
Step 5: Bundle tasks and request quotes – week 12 after last shutdown
 Bundle all tasks to fit available contractor capabilities
 Request quotes for all bundles and material (see also  Contractor Management).
Include high level plan in tender document. Bidders have to include a detailed project plan
(three hour increments) to fit into the high level plan. This must include dedicated safety
buffers (ask them not to hide safety buffers in task durations). Delivery dates / capacity
availability in line with the high level plan must be confirmed.
Step 6: Create detailed project plan – week 18 after last shutdown

 Select vendors for services and materials
 Create detailed project plan based on contractor input:
o Add all safety buffers of tasks on the critical path; remove individual buffers from
plan and add a project buffer of half the combined length of all individual buffers at
the end of the critical path. This can be done by adding a task with variable duration
and fixed end date as successor to the last task of the critical path
o Identify feeder strains, compute and plan feeder buffers as above
o Identify resulting critical path
o Examine all tasks on the critical path and optimise (externalising, parallelising work,
allocating additional resources within reason etc.).
o Identify and resolve resource conflicts and compute capacity requirements
o Repeat until no further compression can be achieved
 Create a detailed costing of the shutdown
 Review planned cost and resulting shutdown duration and align with budget
 Review detailed plan / costing with plant management and apply for authorisation
Milestone: Detailed project plan and costing approved
Step 7: Prepare shutdown execution – week 20 after last shutdown

 Create SAP work orders for all tasks, including material requirements. Start & end date
according to MS Project plan
 Reserve stock materials
 Generate purchase requisitions from work orders and purchase orders for all materials and
services. Include detailed project plan in purchase order where applicable. Delivery date for
all materials is two weeks before shutdown start
 Feedback confirmed delivery dates into SAP
 Brief all staff responsible for supervising an area during the shutdown (project plan, scope
of work, authorisation procedure for unplanned work, expectation for follow-up ( Short
Interval Control) and reporting ( Daily Review Meeting Slides), final inspection
procedure for contractor jobs
 Ensure all prerequisites to start the work are met (material / capacity availability, permits,
authorisations by local authorities, safety inductions…)
 Two weeks prior to shutdown start, commission all materials
Milestone: Shutdown preparation complete
Step 8: Execute and manage shutdown

 Use  Short Interval Control on all contractors and own personnel involved in shutdown
 Ensure all unplanned work is assessed and authorised timely by previously defined
personnel (e.g. plant / maintenance manager)
 Add any estimated cost related to unplanned work and actual cost to the  Shutdown
Data Documentation to monitor budget adherence
 Ascertain that a manager responsible is on site at all times
 Conduct daily review meeting. All area responsible to report on progress, delays, problems
etc.
 Conduct shift handover meetings when working in shifts
 Update project plan daily. Verify critical path is still valid. Monitor buffer consumption
(Remaining length of buffer task. The length of that task ideally shrinks linear over the
shutdown duration, i.e. when 50% of the tasks have been completed, 50% of the buffer
should remain. Higher buffer consumption indicates a problem which must be addressed).
Highlight any delays on the critical path
 Handout extracts from project plan filtered by area to area responsible each day
 Always display the current plan indication critical path, completion grades for all tasks and
buffer consumption
 Conduct final inspections / hot commissioning where possible on all jobs
Links
 Shutdown Management guidance paper
 SIC Guidance paper
 HTC NAM Outage Planning Manual
 Shutdown Planning Tool
4.3.6 Contractor Selection and Management System

The contractor selection and management system ensures that:
 Contractors are used only if the work cannot / should not be done by own personnel 
Make or Buy decision (Link to Guidance Paper)
 The best contractors are chosen with regards to quality, reliability, efficiency and cost
 The scope of work, terms and conditions are defined precisely within the contracts
 Contractors are managed efficiently: progress monitoring, variance detection and
elimination, control of costs, performance and quality
Selecting and managing contractors is done in 8 steps:
Step 1: Need identification for contractor jobs
Responsible: Maintenance Planning / Maintenance Manager ( Work Order System)
( Contractor Approval Form)
Step 2: Hourly rate or fixed price?
Responsible: Maintenance Manager / Purchasing
Fixed price contracts (FPCs) are given preference over hourly rate contracts. Hourly rate contracts
should only be given e.g. in emergency situations. FPCs must be based on a comprehensive job
specification. Clear rules that apply for your plant must be developed and documented which
define
 Up to what order value hourly rates can be used

 What the tender process is (e.g., how many different quotes are needed depending on the
order value)
 Which kind of work is adequate for lump sum or hourly rates
Develop clear and precise job specifications.
Step 3: Specifying Contractor Jobs
Responsible: Maintenance Planning / Purchasing
Detailed job description/ specification must be prepared by Maintenance Planning. Applicable

policies, guidelines and standard terms & conditions (i.e. frame contracts) must be used for all
types of contracts. ( Group Purchasing Policy)
Step 4: Contractor Selection
Responsible: Maintenance Manager / Purchasing
 Selection should be based on their value rather than costs

 Contractors with whom we have frame agreements are preferred
 Consult the contractor performance evaluation / ranking
 Check if the contractor is qualified to do the work
For fixed price contracts, use the standard tender process as described in the  Group
Purchasing Policy. Other examples can be found in the  HTC NAM Outage Planning Manual
 Validate contractor availability in the period the job is to be done
Base the vendor selection on the contractor evaluation ranking.
Step 5: Schedule Contractor Jobs
Responsible: Maintenance planning ( Weekly Planning Process)
 Agree the scheduled start and end dates of the job with the contractor in the purchase
order
 Agree contractual penalty for any time delay, and optionally a bonus for early completion
 Request safety documents
Step 6: On-site Management of Contractor Jobs
Responsible: Maintenance Supervisors / Inspectors ( Short Interval Control)
 Discuss the scope of work, the agreed timelines and any possible health & safety issues
with the contractor’s supervisor on site prior to commencement of the job
 In case of a problem with the quality of work, its timelines or any other issues review the
problems with contractor’s supervisor or higher. Agree on an action plan and implement to
ensure the issue is dealt with.
 Each contractor job is assigned to a responsible person, who is ultimately responsible for
the on-site management and needs to know the scope of work.
 At commencement of jobs with bigger volumes a potential daily task plan will be drafted. It
allows the follow-up on the progress of the assigned work and reaction in case any
obstacles in achieving this plan occur.
 A  Daily Monitoring Sheet for major contractor work supports short interval control of
contractor jobs. It is filled out by the person in charge responsible for dealing with the
particular company. It is required to go to the area where the job is being performed and to
check if everything is going according to the schedule.
Install formalized short interval control process on contractor jobs.
A  Contractor Management Board (i.e. whiteboard) shall be installed in a central location (i.e.
Maintenance Control Center or workshop). The contractor management board indicates the
presence of all external companies, tasks they are performing, time frames agreed, progress
checked, an employee responsible for dealing with the company and space available for
comments. It is maintained by the person in charge tasked to manage the job. It is regularly
reviewed by the maintenance manager in the course of the daily review meeting.
Install contractor management board & review daily.
Step 7: Final Inspection
Responsible: Person in charge / Supervisor
 A final inspection of the work done by the contractor must be conducted and documented;
for major contractor jobs the  Acceptance Report must be used. The inspection includes
the scope of work as defined in the specification, and general issues similar to those
described in  Short Interval Control (e.g. cleanliness of the workplace)
 Whenever possible, “hot commission” the equipment that was worked on
 Additionally, the contractor evaluation form described below must be filled in, reviewed with
the contractor and then handed over to the corresponding departments (e.g. purchasing).
Perform final inspections on all major contractor jobs.
Step 8: Contractor Evaluation
Responsible: Purchasing/Maintenance Management
The Contractor Evaluation scheme consists of two assessment dimensions:
 Efficiency: A detailed evaluation of the qualitative contractor performance is provided by the

responsible maintenance department in a standardized format. The assessment covers
aspects such us general quality of work, duration of activities, equipment, etc.
 Costs: Purchasing department provides the cost dimension (Cost/working hour). Hourly
rates (+ extra costs such as travel expenses) will be negotiated annually in order to reach a
competitive market price level.
With regular reviews, both dimensions are connected to a specific scoring model ranging from 1
(very bad) to 5 (very good). The combined ratio of both efficiency and cost describes the
performance indicator for the supplier selection. Purchasing is obliged to award the contracts
according to the ranking of the contractors.  Contractor Evaluation Sheet
Conduct a regular contractor performance evaluation.
Links
 Make or Buy Decision
Work Order System

 Group Purchasing Policy.
4.3.7 Weekly MPI Report
NOTE: Until further notice, the report for each plant will be generated and
distributed by HTC.
 This report contains all Maintenance Performance Indicators (MPI) in a condensed form
and also graphical representations to visualise trends.
 The report is generated weekly for each maintenance work centre individually, and for each
plant maintenance department in total.
 Until further notice, the reports will be generated and distributed by HTC on a weekly basis.
 The significance of the measurement heavily depends on the data quality within SAP,
especially with regards to the data described in  Weekly Planning Process.
 Targets per MPI for each plant are agreed upon as soon sufficient historical data is
available.
Responsibility
The report is distributed all employees fulfilling the Maintenance Management Function. It is also
displayed in frequently visited places on site, visible to all maintenance personnel.
The report is reviewed weekly in the course of the weekly planning meeting, and, when applicable,
in the daily maintenance review meetings, focussing on variances actual – target and trends (see
 Maintenance Performance Indicators for the purpose of the individual figures)
The ultimate purpose of the report is corrective management action.
4-28 Weekly Maintenance Report
4.3.8 Computerized Maintenance Management System (CMMS)

HeidelbergCement exclusively uses SAP Plant Maintenance (PM) Module as the CMMS for
maintenance and related processes. Currently, different levels and releases of SAP and the PM
module are in use. Plants that do not apply SAP PM or SAP at all have to use specially developed
EXCEL solutions. For further information contact the  SAP Competence Center at Heidelberg
and the  Area HTCs.
The SAP PM related processes described in this Handbook represent current best practice.
Improvements and changes which may come up over the time will be implemented in all plants.
Links
 SAP PM User Guide
4.3.9 Asset Numbering System

The consistent application of the same numbering system in all plants and sites enables the
organization to develop common strategies for specific critical assets, to source and stock spares
and materials for all technical plant equipment in common and to develop best practice
documentation across sites.
Responsibility
Planning function
The plant equipment must be represented in by the following objects:
 Functional location – represents a group of technical assets (e.g. kiln system, kiln drive,
etc.), to structure those in different hierarchical levels
 Equipment – represents independent pieces of machinery (e.g. motor, gearbox, pump,
etc.). They are placed in a functional location and can be installed, replaced and
maintained.
 Assembly – represents a group of parts (materials) for equipment. It can be used to divide
a spare part list in different groups.
 Bill of Material (BOM) – represents a list of assemblies and/or spare parts (materials) for
equipment.
HeidelbergCement plants use one common functional location structure with 4 levels. The codes
for level 1 and 2 are given by the 4-digit (SAP) plant number (level 1) and the 2-digit production
area (level 2). For level 3 and 4 the HTC numbering system as illustrated below is applicable (
Asset Numbering System). Level 3 is mandatory to use and represents functional locations and
refers to a cost center. Level 4 is optional and can be used primarily for equipment or subsystems
(function location again) of level 3 and to further sub-division of levels, if required.
4-29 Asset Numbering System
Objects and levels in the Asset Numbering System
 Equipment Numbering
Computer created numbering for equipment is used, when installing new equipment. SAP:
automatic creation of a number between 80000000 – 89999999)
 Maintenance Plan Numbering
For preventive maintenance tasks Maintenance plans must be created. Use external numbering for
a maintenance plan. A plan code always starts with a 2-digit country prefix, e.g. PL for Poland. The
other digits can be defined by the country.
Numbering – Equipments,
Maintenance Handbook Maintenance plants
Valid as of: 2018-04-16
– Number Range Equipments (internal number range)

– 80000000 - 89999999
– e.g.
– Number Range Maintenance Plans (external number range)

PL_ _ _ _ _ _ _ _ _ _ (with country prefix, Germany plant prefix)
– e.g.
4-30 Maintenance Plan Numbering
4.3.10 Bill Slide

of 4Materials
- 2007/04/16 BOM
SLO II Project/PM Team
The breakdown of equipment into their maintenance relevant components that can be easily
purchased on the market (Bill of Material) is crucial to:
 Order and store the right spare parts

 Adopt the right spare parts for a scheduled repair (pick list)
 Perform a failure analysis (FMEA)
 Create transparency of the cost of maintaining an equipment
 Identify duplicated materials company wide
 Identify obsolete spares of equipment that is decommissioned
All plants have to record all materials important to maintain their equipment. Plants with SAP PM
must record these materials into the “FL or Equipment BOM” of SAP. It must be avoided to use the
part list type “material” for maintenance. All other plants have to use the same procedure in a
similar system.
Responsibility
Planning function
New Equipment
Whenever an equipment / asset is replaced or added, the spares list of that equipment is entered
into the system that will generate the BOM. The expressiveness and completeness of that spares
list is vital for the creation of the BOM. It ensures that all relevant components are recorded and
linked to the equipment.
BOM set-up and maintenance
BOM set-up and maintenance is done in 3 steps:
Step 1:
All work performed by the maintenance department has a work order that is linked to a piece of
equipment. The stores are handing out spare parts and book them against the appropriate
reservation.
Step 2:
All other material used must be booked directly on the work order by the person performing the
task. Also, any substitutions must be clearly indicated (e.g. material number x replaced by material
number y)
Step 3:
On receiving back the work order, all recorded materials used are added to the BOM. In case of
permanent substitution of a part the BOM is updated by adding the new components and removing
the old ones.
Implement this process to continuously build up & maintain BOM.
Inventory Review
As the BOM’s will grow with time, it is currently not possible to remove all spare parts of machines
that are taken out of service. Therefore, a list of non-moving items (10 years and 5 years) is
annually reviewed (SAP transaction MC 46,  Pareto Analysis). The materials identified as being
redundant are then marked for deletion and need to be written off, scrapped or sold. In case that
equipment of the same make is being used in other Heidelberg plants, the redundant stock items
must be offered those plants first.
Conduct a yearly review of non-moving stock.
HeidelbergCement BOM standard structure
All BOM’s are assigned to Functional Location or Equipment. The list consists of spare parts and
materials. The BOM can be build up in one or more levels according the complexity of the
equipment. It is mandatory that the list is suitable to pick up the corresponding parts into the
working plan of the work order. Consumables are not part of the Bill of Material.
4.3.11 Standards and Specifications

Standard and specifications give a short description of a planned or routine maintenance activity.
They enable the identification of lost time and provide clear and consistent instructions of the best
way to perform a task
Responsibility
 Maintenance Expert Group
Standards and specifications contain:
 What needs to be done

 How it should be performed
 The optimum recommended time to complete it
 How many people are required
 What skill or trade is required
 What materials & tooling
 Quality and safety requirements
 Standard short description of failure cause
Links
 Standards & Specifications
4.4 Execution Function Responsibilities

4.4.1 Short Interval Control
Short interval control (SIC) is a behaviour ensuring that any variations to the plan can be spotted
and dealt with before they become a problem. To do so it needs to review the work situation within
short intervals. The supervisor needs to actively seek out information and to follow up when a plan
is not being met.
Responsibility
Maintenance supervisor / -staff for own personnel and contractors.
SIC Frequency: At least twice a day for own people and at least once a day for
major contractor jobs.
The Short Interval Control process consists of a 5 -step-approach:

Step 1: Preparation
Review the daily work plan with the assigned tasks and resources. Draft the SIC tour plan for the
day.
Step 2: Walking the work area
Visit each area where people are currently working according to the SIC tour plan. Investigate the
situation, problems and variances to the work plan.
Step 3: Investigate situation in the work area
Check the work progress in each area visited. Use the  Walk-the-Floor Checklist as guidance.
Perform random quality of work checks.
Step 4: Manage variances and take actions
All problems encountered during the SIC tour need to be dealt with immediately. This will minimise
or remove their impact. Actions can take different formats; the aim is to ensure that the job is done
on time, cost efficient and in a safe manner.
Step 5: Follow-up on actions
Once the whole walk has been performed the supervisor (executor) must ensure that the required
actions are done. Likewise the actions that were the supervisor’s responsibility will need to be dealt
with by the supervisor.
Tools
 Walk-the-Floor Checklist
 SIC Methodology – guidance paper
5. Reliability and Activity management

The HeidelbergCement Maintenance System stands on two pillars enabling the cement plants to
improve their maintenance.
5-1 Maintenance Improvement Approach
Reliability Management
The Forecasting System enables the plants to define the appropriate level of maintenance for its
assets. The criticality of every asset will be assessed  Critical Assets and possible failure
modes identified  FMEA. Based on the results the  Preventive Maintenance Routines will be
reviewed / newly designed. Appropriate  Condition Monitoring can subsequently be installed to
monitor the condition of every asset. Whenever failures occur they must be analysed using 
RCFA, measures developed and put into practice. The procurement of appropriate spare parts and
their exchange frequencies, considering criticality, costs and lead time can be tailor-made using
the results from the process described. The whole process is designed to verify and document the
real maintenance need for each asset in a cement plant. Based on this need verification an
individual maintenance and repair budget can be planned for each plant.
Activity Management
The Activity Management comprises all processes linked to the utilization of existing resources.
With the tools of the  Planning Function efficient and effective resource utilization in terms of
manpower, tools, time and spare parts is assured. Compliance to the plan is controlled by the 
Maintenance Management through  Short Interval Control and  Maintenance Performance
Indicators. The  Resource Skills Matrix,  Multi Skilling and  Autonomous Maintenance enable
maintenance and production employees enhancing their capabilities and ensure effective
cooperation.

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HeidelbergCement Group

Maintenance Handbook Valid as of: 2018-04-16

Process owner: EG Maintenance

Maintenance Handbook Valid as of: 2018-04-16

3.1 MAINTENANCE DEPARTMENT ORGANIZATION ...................................................................... 8

3.2 MAINTENANCE FUNCTIONS ................................................................................................ 9

4A Management Elements .............................................................................................. 14

4D Execution Elements ................................................................................................... 21

4.1.2 Maintenance Cost Report .......................................................................................... 29

4.1.5 Multi Skilling............................................................................................................... 34

4.2 INSPECTION FUNCTION RESPONSIBILITIES ........................................................................ 38

4.2.3 Asset History System ................................................................................................. 46

4.2.6 Planned Maintenance Routines ................................................................................. 52

Maintenance Handbook Valid as of: 2018-04-16

4.3.2 Work Order System ................................................................................................... 62

4.3.4 Daily Plan .................................................................................................................. 68

4.3.7 Weekly MPI Report .................................................................................................... 79

4.3.10 Bill of Materials BOM ............................................................................................. 83

4.4.1 Short Interval Control ................................................................................................. 86

Maintenance Handbook Valid as of: 2018-04-16

Maintenance Handbook History

Maintenance Handbook Utilization

Yellow Boxes: Give useful recommendations.

Maintenance Handbook Valid as of: 2018-04-16

With best Regards, Yours

Dr. Bernd Scheifele

Maintenance Handbook Valid as of: 2018-04-16

2-1 Maintenance Triangle

Maintenance Handbook Valid as of: 2018-04-16

Maintenance Handbook Valid as of: 2018-04-16

3.1 Maintenance Department Organization

Organize your maintenance in a centralized Maintenance Department.

Maintenance Control Center

Mechanical Workshop Electrical Workshop

Mechanical Maintenance Electrical Maintenance

Dotted line: Functional reporting

3-1 Generic Organizational Chart (Functions)

Maintenance Handbook Valid as of: 2018-04-16

3.2 Maintenance Functions

General Activities Maintenance Specific Activities

Manage the performance of the maintenance Review Maintenance Performance Indicators

Manage apprentice- and internal training

Maintenance Handbook Valid as of: 2018-04-16

Continuously measure condition and update information on all plant equipment

Follow-up and keep preventive maintenance plans up to date

Participate in RCFA and major shutdown preparation sessions

Continuously update maintenance performance data and statistics, technical documentation

Create and maintain BOM’s and SAP/PM related master data

Establish job schedules coordinating availability of all resources (equipment, manpower,

Ensure schedule adherence in agreement with defined priorities

Maintenance Handbook Valid as of: 2018-04-16

Maintenance Handbook Valid as of: 2018-04-16

3.2.1 Job Descriptions

3-2 Job Description Example

Maintenance Handbook Valid as of: 2018-04-16

4. MAINTENANCE PYRAMID AND RESPONSIBILITIES

Planned FMEA Condition

Works Order Maintenance Maintenance

Mandatory process /document External process / document

Optional process / document Process / document not applicable

4-1 HeidelbergCement’s Maintenance Pyramid

Maintenance Handbook Valid as of: 2018-04-16

Maintenance Functions and linked Pyramid Elements