Ch.

6 – Precision Maintenance

6.1 – Maintenance Strategy

6.2 – Work ID and Control

6.3 – Criticality and Prioritization

6.4 – Planning

6.5 – Scheduling

6.6 – Down Management

6.6.1 – Overview
6.6.2 – Implementation Guidelines
6.6.3 – Key Roles and Responsibilities
6.6.4 – KPI’s
6.6.5 – Framework Standards

6.7 – PM Optimization

6.8 – Lubrication

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.1 – Overview

Overview

• Definition
- Downtime Coordination is the prerequisite conditions and all activities that
occur before, during and after the scheduled downtime event, that result in
minimal total downtime costs.
• The work identification & control, scheduling and job planning processes
are the keys to effective downtime coordination and focus on the
efficiencies of individual work orders. This requires coordination and
cooperation of all Maintenance, Operation, Stores, Purchasing and
Engineering personnel involved.
• The goal of the preparation and the down even itself is to eventually
eliminate all unscheduled downtime and to minimize scheduled
downtime through continuous improvement.
• Note: Elimination of unscheduled downtime is also the goal of an
effective reliability process, which has a significant impact on the scope
and frequency of downtime events.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.1 – Overview

Overview

Phases of Downtime Coordination

1. Pre-Downtime Planning Activities
- This phase of the downtime involves the identification of all the necessary
and appropriate work to be done during the down, prioritization of the
work, planning and documentation of that work, and the scheduling of all
activities, resources and materials necessary to complete that work.
These activities require input from operations, engineering and
maintenance.
2. The Down Event
- This phase is the down…day “zero”. This is where the previous planning
and scheduling activities pay off (or self-destructs if not done properly). It
is also the time when emergency work is considered.
3. Post-Downtime Activities
- This phase of the down includes those activities required to return the
area back to its normal operating condition, collect and finalize the
paperwork, update the history records, review (critique) the downtime
event itself, and begin preparations for the next scheduled downtime.
Improvement opportunities for down management are identified.
Participation from all functions is necessary to complete these activities.
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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.1 – Overview

Overview

• There are five major reasons for downtime:

1. Scheduled Downtime
2. Scheduled Grade Change
3. Predicted Failure
4. Scheduled Inventory or Engineering Downtime
5. Unscheduled Shutdown (Delay)

1. Scheduled Downtime
- This is the scheduled machine down or plant down. These appear on the
multi-week production schedule. This type of downtime can be Engineering,
Maintenance, or Operations driven.
- Primary Goal: To get all of the meaningful work done in order to avoid
equipment failure until the next scheduled downtime.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.1 – Overview

Overview

2. Scheduled Grade Change

- This is a short down opportunity made available during a grade change. Size
changes should appear on the weekly schedule. Count changes may be
scheduled on short notice. This type of downtime is Production driven.
- Primary Goal: Shut down, make required change and back to quality
production safely and in minimum time.
3. Predicted Failure
- This is a relatively short downtime, short notice down to repair/replace a piece
of equipment that is noticeably not functioning as needed and if left
unattended will cause unexpected or undesirable process or machine
downtime. (Usually controlled by Maintenance.)
- Primary Goal: Accomplish the repair, and return to quality production
safely and in as little time as possible.
4. Scheduled Inventory or Engineering Downtime
- This type of downtime is scheduled due to inventory or major project
implementation. It is most often production driven.
- Primary Goal: To get back into quality production as scheduled.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.1 – Overview

Overview

5. Unscheduled Downtime (Delay)

- This type of down is unscheduled and unexpected due to equipment failure,
process failure, or safety concern. It is normally dependent on how long it
takes to repair/replace the malfunction. It may be Maintenance or Production
driven.
- Primary Goal: To get the equipment or process back into operation
safely and as soon as possible.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

• The primary downtime strategy should be to eliminate unplanned

downtime, minimize unscheduled downtime and optimize scheduled
downtime. The secondary strategy is to utilize the downtime available to
perform additional preventive maintenance activities, installations and
modifications needed to further improve reliability production and/or
quality of product.
• Note: It is important to note here, that downtime should be
scheduled in length to cover the longest or most critical jobs
(whichever is longest). For example, we should not take an 8-hour
downtime if there is not eight hours of meaningful work to be done
(i.e., if only 6 or 7 hours of meaningful work is needed, then the S/D
should be only 6 or 7 hours in total length.) Meaningful work is
defined here as…all necessary work required to prevent any
unscheduled downtime from occurring until the next scheduled
downtime.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

• There is no substitute for “face-to-face” communication and development

of a consolidated downtime schedule. The process outlined herein is
specifically designed for the scheduled downtime. These same principles
and practices can be followed, however, for any scheduled
downtimes…even the annual shutdown. A series of meetings and
planning periods have been established to help guide the participants
through the process and towards a successful outcome.
• The objectives are to:
- Extend the planning horizon
- Establish joint Operations, Engineering, and Maintenance participation and
goals
- Synchronize the schedule at least one week prior to the downtime
- Provide the technicians with information before the day of the down
- Critique the final results for continuous improvement

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

Success Factors
• Effective Work Identification and Control Procedures
- All requests for outage work must be collected in advance of the pre-down
meeting so there is adequate time to screen, approve, process and plan.
• Job Planning and Scheduling
- A preliminary schedule is produced as far as three (3) weeks out. Resources
and activity schedules are produced at least one week in advance.
- Maintenance and operations schedules are combined into one Downtime
Schedule.
• Shutdown Day Role & Responsibility Assignments
- One person should be designated as Downtime Coordinator for downtime
events. That person should coordinate the planning and execution of the
downtime event.
- Operations personnel should implement the “shut-down” and “start-up”
sequences in accordance with the downtime schedule and under the direction
of the Downtime Coordinator.
- A brief update meeting should occur during the downtime to assess status and
solve any problems.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

• Effective Materials Management Practices

- Delivery service should be made available for parts and materials needed for
the outage throughout the downtime event to allow those performing job tasks
to remain focused on the work.
• Post-Shutdown Day Role & Responsibility Assignments
- Feedback about the Downtime event should be provided by the participants,
and used in the critique meeting to improve future downtime events.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

Below is a conceptual view of the downtime process:

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

STEP A: 1-3 Days After Downtime

• This step is the finalizing of the activity associated with the down just completed,
and beginning of the process for the next scheduled down. A downtime critique
meeting is held soon after the downtime to summarize results and begin the
process for the next scheduled downtime.

STEP B: Ongoing Planning and Communication

• This step is the time in the downtime process when downtime work is identified,
planning for the next downtime is underway, and those involved begin to get a
clear picture about the scope and extent of the downtime.
• Activities:
- Work requests are written
- Work order planning proceeds
- Strategy for the downtime is developed
- Materials are ordered and staged

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

STEP C: 7-8 Days Before Scheduled Downtime

• Early in the week prior to the scheduled downtime, a meeting is held to review
and agree upon the downtime plan. The Strategy for the down should be
discussed and agreed upon. As this stage, the work requests for the downtime
should have been submitted, and planning is well underway. Both Operations
and Maintenance have developed a preliminary plan, and these are reviewed at
the meeting. Any conflicts in the two plans should be identified and resolved.

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

STEP D: One Week Planning Period

• This time period is when detailed planning is finalized and the downtime plan is
distributed. Maintenance and Operations resources are assigned, and
preparation work for the downtime is initiated.
• Activities:
- Detailed planning finalized
- Job packages prepared
- Materials expedited, received, and staged
- Materials delivery needs identified
- Resources identified and allocated to the work
- Downtime plan is included in the weekly schedule

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

STEP E: 1-2 Days Before Scheduled Downtime

• This time is the final preparation phase of the downtime. At this time the
downtime plan is used as a guide to ensure that all details are covered. If the
Downtime Coordinator identifies that the downtime plan may need to be revised,
he/she may call a short meeting to discuss any issues and revise the plan as
needed.
• Activities:
- Discuss and review the plan
- Permits and other arrangements finalized
- Operations, Engineering, and Maintenance timeline used as a guide
- Planner produces and distributes job packages
- Team Leader assigns job packages to Technicians
- Review critical path job (Planner, Maintenance Team Leader, Technicians, Originator –
as needed)
- Staging and delivery of materials finalized

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

STEP F: Down Day - Shutdown

• This time period is immediately prior to the equipment shutdown, the execution
phase of the down.
• Activities:
- Coordinators and Team Leaders discuss status as down begins and work progresses
- Maintenance Leaders meet with crews, review plan and assign work as needed
- Operations Leaders meet with crews, review plan and assign work as needed
- Operations initiates shutdown
- Stores completes deliveries

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.2 – Implementation Guidelines

Implementation Guidelines

STEP G: Down-Day Start-Up

• This is the conclusion of the downtime, near start-up and shortly after.
• Activities:
- Coordinate, communicate to review current status
- Operations meets with crew, assigns start-up roles
- Problems are identified, corrected, and closed out
- Estimated start-up is verified
- Start-up issues are identified and assigned
- Feedback is completed and job packages are turned in to planners

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.3 – Key Roles and Responsibilities

Key Roles and Responsibilities

Downtime Coordinators
- Develop and communicate downtime status
- Review and communicate the plan and status
- Monitor the work in progress
- Verify start-up timing
- Identify issues and make assignments
- Communicate with team leaders/crews
- Understand the scope of the work
- Verify shutdown and lockout
- Assure an adequate plan is in place

Stores Personnel
- Receive, stage, and deliver materials

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.3 – Key Roles and Responsibilities

Key Roles and Responsibilities

Operations Personnel
- Perform assigned downtime tasks
- Identify problems and communicate
- Shutdown and start-up the machine per the downtime plan
- Clean as needed
- Remove materials as necessary

Maintenance Technicians
- Understand the job plan
- Execute the job plan
- Communicate problems and issues
- Complete start-up assignment
- Clean up work areas
- Work safely as established by safety rules
- Provide feedback about job packages

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.3 – Key Roles and Responsibilities

Key Roles and Responsibilities

Maintenance Leadership
- Assign work to technicians
- Understand and communicate the downtime plan
- Attend pre-down and critique meetings
- Execute the downtime plan
- Provide feedback to others
- Communicate with those involved

Planning Function
- Develop job packages
- Prepare for pre-down and critique meetings
- Coordinate with Stores
- Provide feedback about the process to others
- Develop the maintenance plan and integrate with operations
- Communicate with those involved

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.3 – Key Roles and Responsibilities

Key Roles and Responsibilities

Engineers
- Plan assigned modification work
- Submit work requests early in the process
- Attend pre-down meetings as needed

Asset Leaders
- Encourage early work identification
- Assign Downtime Coordinators to support the downtime process
- Help develop and integrate the operations and maintenance plans

Leadership Team
- Support the downtime plan development process
- Participate, as needed, in the critique and pre-down meetings

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.4 – KPI’s

KPI’s

• Desired behavior: Perform work during machine downs excellently and

efficiently. Establish a solid plan and stick to it. Coordinate efforts with all
functions. Additionally:
- Extend planning horizon
- Have joint operations, engineering, maintenance participation and goals
- Synchronize schedule at least one week prior to downtime
- Establish a work inclusion deadline for schedule downs
- Final coordination meeting 1-2 days prior to the down
- Provide technicians with information before day of down
- Utilize cross-functional integrated down timelines to identify potential conflicts
and the critical path
- Establish a Downtime Coordinator for every down
- Critique final results for continuous improvement no longer than 1 week
following the down

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.4 – KPI’s

KPI’s

• Planned length of downtime vs. Actual length of downtime (Actual is last

case out to first case out)
- Calculation: Planned duration/Actual duration
• Amount of work completed during a down compared to the plan
- Calculation: X/Y
- X = Total number of work orders technically completed during a planned down
event per a snapshot taken at midnight 3 days after the down
- Y = Total number of work orders dispatched to be completed during the down
per a snapshot taken at midnight 1 day prior to the down

Down effectiveness should consider BOTH measures

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

Global Reliability Playbook

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

During Down Standard

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Framework Standards

During Down Standard

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

During Down Standard

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

During Down Standard

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

During Down Standard

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

During Down Standard

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

Post-Down Standard

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Ch. 6 – Precision Maintenance 6.6 – Down Management 6.6.5 – Framework Standards

Framework Standards

Post-Down Standard

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