VPO Pillar Handbook - Maintenance - 2015-01

VPO Maintenance Pillar Book
Date: January 9, 2015

Version: 2.1
Confidential: Proprietary Owner: Richard Mullen

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Information ABInBev Approved: Washington Dutra
Maintenance Pillar Book

Version 2.1
January 2015
(All updates since previous version listed at the end of the document)
Figure 1 - 2015 VPO Maintenance Pillar

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Table of Contents
1 Introduction and Purpose.............................................................................................. 4
1.1 Introduction and Purpose of the Maintenance Pillar............................................4
1.2 The Macro Process.......................................................................................... 5
1.3 Maintenance Pillar Philosophy and Design Principles...........................................5
1.4 Vision and Mission......................................................................................... 11
2 Organization............................................................................................................... 15
2.1 Department Missions..................................................................................... 15
2.2 Roles and Responsibilities.............................................................................. 15
2.3 Service Level Agreements (SLAs)....................................................................16
3 Policies...................................................................................................................... 18
3.1 Maintenance Policy Overview.........................................................................18
3.2 Maintenance Standards.................................................................................. 21
3.3 Maintenance of Critical Equipment..................................................................50
3.4 Standard Maintenance Work Instruction..........................................................89
3.5 Spare Parts Management...............................................................................91
3.6 Outsourcing.................................................................................................. 99
3.7 Technical Skills Matrix.................................................................................. 109
3.8 Equipment Numbering................................................................................. 128
3.9 Equipment History....................................................................................... 132
3.10 Computerized Maintenance Management System (CMMS)...............................136
3.11 Organizational Design.................................................................................. 142
3.12 Cost of Maintenance.................................................................................... 145
4 Tools and Methodologies............................................................................................ 151

4.1 Management Control and Reporting System (MCRS).......................................151
4.2 Key Performance Indicators (KPIs)................................................................153
4.3 Reports...................................................................................................... 153
4.4 Good Operating Practices (GOPs)..................................................................154
4.5 Checklists................................................................................................... 155
4.6 Maintenance Planning and Scheduling Process...............................................156
4.7 Visual Boards.............................................................................................. 188
4.8 Short Interval Control (SIC)..........................................................................190
4.9 Autonomous Maintenance............................................................................191
4.10 Failure Mode, Effect and Criticality Analysis (FMECA)......................................197
4.11 Problem Solving.......................................................................................... 200
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4.12 Root Cause Analysis (RCA)...........................................................................200

4.13 Process to Update Maintenance Pillar Content................................................200
5 Implementation......................................................................................................... 201
5.1 Maintenance Pyramid................................................................................... 201
5.2 Implementation Progress.............................................................................201
6 Additional Information............................................................................................... 202

6.1 Abbreviations.............................................................................................. 202
6.2 Document History........................................................................................ 203
Appendix: Maintenance Pillar Book Standard Terminology and Acronyms

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1 Introduction and Purpose

1.1 Introduction and Purpose of the Maintenance Pillar
Purpose of the Maintenance Vision

The Maintenance Pillar provides a standardized maintenance system and processes across the
ABInBev organization to optimize plant operations to assist ABInBev on the journey from
“Biggest to Best”. It introduces a consistent approach and way of performing and managing
maintenance across ABInBev.
By successfully implementing the policies, procedures, tools and methodologies of the

Maintenance Pillar book, as well as the Management, Quality, Logistics and People Pillar books,
the necessary behaviors will be established to continually drive and sustain performance
improvement and share best-practice.
Vision
Maintenance teams will embrace the habit of completing routine practices as described in our
VPO (Voyager Plant Optimization) Maintenance Pillar. Strong execution of maintenance
routines will enable high performance and achieve financial targets.
VPO House
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1.2 The Macro Process

The Macro Process describes the flow of the Maintenance Pillar in a plant and identifies the
corresponding chapters.
1.3 Maintenance Pillar Philosophy and Design Principles
1.3.1 Maintenance Pillar Philosophy

This manual will provide the necessary guidance to successfully manage maintenance in a
plant in order to maximize its product output at world class benchmarking cost. The
Maintenance Control and Reporting System will follow principles to be applied in all the plants
in the ABInBev organization. The intent is to have ABInBev employees focus on a maintenance
process so its effectiveness can be measured and improved methodically and shared for all.
The five box model is the fundamental philosophy to reach permanent results and continuous
improvement targets.
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 Permanent Results
The Maintenance Pillar objective is to obtain permanent results in reaching continuous
improvement targets.
 Behavior Change
In order to reach permanent results we must first create an organizational behavior
change. This behavior change will overtime transform the organizational culture. To
reach an organizational change we must define the right elements in place to support
the initiative such as:
Systems. This box includes the necessary maintenance systems tools to support
the change behavior such as the right organizational structure, MCRS
(Maintenance Control and Reporting System), KPI’s definition, targets and
reporting system.
Process. This box includes the necessary maintenance process definition to

support the change behavior such as, budgeting process, meeting schedule and
meeting effectiveness, loss accounting tracking system, maintenance work order
system, problem solving process, etc.
People Support. This box includes the necessary elements to support the
people in reaching the appropriate change behavior such as leadership and
coaching training, Process training, MCRS training, etc.
1.3.2 Maintenance Pillar Design Principles

All VPO Pillars are built using the same design principles, which are based on the three levels
described below. Levels 1 and 2 are standardized globally and Level 3 can be customized by
the zone. An individual plant cannot change any of the elements covered in Levels 1, 2 and 3.
All changes to the Pillar content must be approved through zone and/or corporate channels as
described later in this book.
 Level 1: Structure
 Level 2: Management
 Level 3: Technical
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Structure [Standardized]
 Level 1: Covers plant organization
and policy, including departmental
missions, service level agreements, key
managers roles and a responsibility and
skills matrix
Management [Standardized]
 Level 2: Covers all the tools to
properly manage the plant, such as
KPIs, reports, visual boards,
maintenance process, etc., to be
standardized globally. The
responsibility of maintaining the
updated manual will remain with the
Global Technical Support Group.
Technical [Customized by Zone]

 Level 3: Covers all the necessary
tools and system to manage the plant
beyond Level 2 which can be
customized by zone depending on
equipment and process used,
language, etc. The customization and
update of this level is maintained by
Zone Brewery Support.
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1.3.3 Level Definition and Accountability per Pillar Section

This section shows the accountability and responsibility of global corporate and zone functions
for the organizational design elements, policies, and tools of the Maintenance Pillar book.
Level Pillar Sections Items Accountability

Departmental Mission Global Technical Support Group
Global Technical Support Group or
Macro Design Zone Brewery Support for smaller
1 Organization plants
Roles and Responsibilities Global Technical Support Group
SLA Global Technical Support Group
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Routine maintenance policy Global Technical Support Group

Periodic maintenance policy Global Technical Support Group
Predictive maintenance policy Global Technical Support Group
Reactive maintenance policy Global Technical Support Group
Reliability Maintenance Global Technical Support Group
Area Maintenance Technician
Global Technical Support Group
Reporting
Cycle Time Compression Global Technical Support Group
Critical Equipment policy Global Technical Support Group
Guidelines for Calibrating
Instruments
Maintenance Standard
1 Policies Global Technical Support Group
Procedures
Spare Parts Maintenance
Guidelines
Strategic Spares Policy Global Technical Support Group
Equipment Numbering Global Technical Support Group
Equipment History Global Technical Support Group
Outsourcing Guidelines Global Technical Support Group
Technical Skills Matrix Global Technical Support Group
Computerized Maintenance
Management System
Organizational Design Global Technical Support Group
Cost of Maintenance Global Technical Support Group
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Pyramids: Content and Format Global Technical Support Group
Meeting TORs Global Technical Support Group
Monthly Reports: Format and
Content except for KPI below
Planning and Scheduling
Process: Content
Autonomous Maintenance:
Clean, Inspect and Lubricate – Global Technical Support Group
Content and Format
FMECA: Content and Format Global Technical Support Group
2 Tools
Problem Solving: Content and
Format
Root Cause Analysis: Content
and Format
Visual Boards: Format Global Technical Support Group
Short Interval Control: Content
and Format Global Technical Support Group
Good Operating Practices:

Content and Format
Weekly, Daily, and Shift Hand
3 Tools Over Report: Format and Zone Brewery Support
Content
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The rationale for the accountability of the different functions per pillar section is described
below:
 Global Technical Support is accountable for maintaining the Maintenance Pillar book on
an ongoing basis.
 Zone Brewery Support may select five additional KPIs for the monthly reports in order
to achieve specific operational targets for the zone.
 Global Technical Support is accountable for defining the standards for Zone Brewery
Support and to ensure exchange of best practices and standard operating procedures
across the zones.
 Zone Brewery Support is accountable for selecting all KPIs for the weekly and daily
reports because it is directly involved in helping the plants to achieve their targets.
1.4 Vision and Mission
The Maintenance Pillar book supports the Vision and Mission of Voyager Plant Optimization by
creating a culture of continuous improvement and empowerment within the plants.
1.4.1 The Vision of Voyager Plant Optimization

Our vision is to move from “Biggest to Best” by establishing a single “ABInBev-Way” which is
implemented consistently around the world to continuously drive performance improvement
and rapidly share best-practices.
1.4.2 The Mission of Voyager Plant Optimization

Our mission is to implement the tools, techniques and practices and to establish the behaviors
necessary to sustain a culture of continuous improvement.
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1.4.3 Maintenance Strategy

Effective maintenance of plant equipment can significantly reduce the operating cost and improve the
productivity within the plant. The ABInBev way of performing maintenance will be achieved by
systemically installing and implementing the four levels of maintenance.
Level 1: Installing the basic building blocks of the Maintenance Pyramid
i. The correct organization

ii. Clearly defined roles & responsibilities at all levels
iii. Clearly defined and understood policies
iv. Clearly defined and understood maintenance KPIs
v. Routine work order planning, prioritization and scheduling systems in place
vi. Efficient data capture, management and documentation
vii. Effective meetings in operation.
viii. Basic routine maintenance and calibration
ix. Clear understanding of the cost of maintenance at all levels
x. A clearly defined skills matrix for all roles
xi. A training plan for each role enabling the evolution of the Maintenance
organization through the levels
xii. An understanding and usage of basic problem-solving techniques
Level 2:
i. Carrying out more preventative maintenance

ii. Capturing detailed plant data and developing equipment history
iii. Carrying out predictive maintenance
iv. Carrying out root cause analysis as part of normal routine
v. Operators carrying out more clean inspect and lubricate
vi. Greater transfer of maintenance skills to operators (up-skilling)
vii. Development of advanced problem solving techniques
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Level 3:
i. Use of advanced predictive maintenance techniques (MTBF/MTTR/MTBCF)

ii. Installation of computerized maintenance management systems (CMMS)
iii. Development of FMECA routines/techniques for critical equipment
iv. Advanced autonomous maintenance for operators
v. Development the organization and the concept of multi-disciplined teams and
specialist maintenance support groups
Level 4: Implementing
i. Development the organization and the concept of multi-skilled operator

technicians supported by specialist maintenance support groups
ii. Developing an environment of continuous improvement
In order to achieve the VPO Maintenance Vision at least Levels 1 through 3 of the Maintenance
Strategy must be implemented. Achieving Level 4 within the pyramid may only be possible for
a limited number of breweries. However attainment of Level 3 is the vision for all ABInBev
plants. The maintenance strategy is in alignment with the maintenance pyramid and the
minimum requirement for all breweries is to achieve sustainability at Level 1, before advancing
to Level 2 and subsequently Level 3. The end vision is for all breweries to achieve
sustainability at each defined Level.
1.4.4 Maintenance Vision Evolution

The following schematic represents of the vision for maintenance and the evolution of that
vision over time. The evolution schematic outlines how our sites are to progress from their
various current positions in a maintenance environment towards a common position and
structure that will deliver maintenance excellence.
Date: 1/9/2015 Owner: Rick Mullen
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Traditional Up-Skilled Maintenance Multi-Disciplined Teams Multi-Skilled Teams
Electricians Up skilled
+ Multi-Disciplined Multi-Skilled Teams
Mechanics Maintenance
Operators Teams
Instr. Techs Technicians
Up-Skilled Operators
Up skilled
Operators
Level 1 Level 2 Level 3 Level 4

1. Operators will carry out all 1. Operators take on basic maintenance
operational tasks. tasks – clean, inspect, lubricate.
2. Maintenance groups will carry out all 2. Operators take on elements of change
individual maintenance tasks. overs.
3. Operators take on elements of quality
analysis.
4. Operators take on roles of more than one
machine.
5. Maintenance groups upskill and
exchange maintenance skills
Time Spent: Time Spent: Time Spent: Time Spent:
100% Operator 80% Operator, 10% Maintenance, 10% QC Operator TM: 70%O, 20%M, 10%QC 100% Flexibility
100% Maintenance 100% Maintenance, but more varied QC TM: 70%QC, 20%O, 10%M Maint
TM: 70%M, 30%O
Reporting Lines Reporting Lines Reporting Lines Reporting Lines
Operators report to Pack/Brew Manager Operators report to Pack/Brew Manager Team reports to Pack/Brew Manager Team reports to Pack/Brew Manager
Maintenance reports to TS Manager Maintenance reports to TS Manager Planning/Scheduling & Technical Support Planning/Scheduling & Technical Support teams
teams (specialists) report to TS Manager (specialists) report to TS Manager
Benefits Benefits Benefits
Flexibility Flexibility Flexibility
Lower numbers of people needed Lower numbers of people needed Lower numbers of people needed
Higher skills levels Higher skills levels Higher skills levels
Increased reaction time to problem solving Increased reaction time to problem solving Increased reaction time to problem solving
Empowerment Empowerment Empowerment
Minimum Requirement for VPO VPO Vision Dream!
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2 Organization
A comprehensive effort was undertaken by ABInBev to create a framework that will drive
organizational effectiveness within our plants. This framework includes the ABInBev
department missions, management roles and responsibilities, staffing principles, competencies
and skills, and service level agreements.
2.1 Department Missions

Mission Statement
Maintain plant assets and improve equipment availability in order to maximize production
capability through the use of well-defined maintenance routines in order to achieve world class
maintenance benchmarking cost.
2.2 Roles and Responsibilities
The purpose of this section is to clearly define the scope of responsibility within each role.
Roles and responsibilities should be viewed together with the relevant check list in order to
establish the full extent of what is expected from each role.
The following roles have been defined:
 Technical Services Manager/ Process Engineer/ Maintenance Planner/ Maintenance

Supervisor/ Utilities Supervisor.
All other roles are to be considered Level 3 and will be developed by Zone Brewery Support
together with individual plants.
The role of Maintenance Supervisor is generic and could, if defined at Level 3, be split into two
or three separate roles covering electrical and mechanical maintenance and process
automation.
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2.3 Service Level Agreements (SLAs)

Service Level Agreements (SLAs) define the relationship between a supplier (provider of the
service) and a client (receiver of the service) to ensure that:
 An optimal level of service is aspired towards

 High-quality cost-effective product/service is delivered to the client
 Departments receive agreed services on time, with adequate quality and cost
 Commercial needs are clearly and precisely articulated
 The cost impact of the demands is recognized
 The performance of the supplier is checked with the client’s point of view
 Genuine needs are distinguished from “wants and wishes”
 Good information flow occurs throughout the organization
In a plant we usually find service interactions between internal and external departments as
illustrated below:
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2.3.1 SLAs Overview

The following provides an overview of information found in an SLA:
 The suppliers and their input to the department
 The business, main processes and mission of the department
 The zone or corporate vision
 The products that the department provides to its clients
 The performance (output) of the products provided to clients expressed through KPIs
 The clients of the departments to which products are delivered
2.3.2 SLA Detailed Service Description per Department

Each service that the department provides to its clients is described in the following way:
 The unit that the department belongs to (e.g. plant, or local business unit)
 The department which provides the service
 The product related to the service
 The activity related to the product and service provided
 The client to which the product is delivered to
 The zone client (one level up)
 The KPI expressing the service provided
 The agreed target for the KPI
 The period for which the target of the KPI is valid
 The name of the client
 The signature of the client to state the agreement with the supplier
 The owner of the service (in most cases this is the department manager)
 The date the service level agreement was signed
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3 Policies
3.1 Maintenance Policy Overview
To provide maintenance management guidance, the Maintenance Pillar sets forth a set of
policies that will help maintenance professionals in the re-organization of maintenance in their
plant. As implied in the vision and strategy, the goal of maintenance is to maximize the
reliability of equipment and production systems, while trying to reduce maintenance costs.
In the past all our maintenance professionals used varying terms of reference in their
Maintenance Programs, and in an effort to achieve one ABInBev way, the Maintenance Pillar
has adopted maintenance policies to help explain and manage maintenance.
Maintenance is expected to respond to an unplanned event or planned activity. The goal is to

have a system in place that will manage planned and unplanned work. Focus on Routine
Inspections, Periodic and Predictive Maintenance will reduce the amount of Reactive
Maintenance occurring.
Unplanned maintenance basically entails reactive maintenance. The policy on Reactive

Maintenance covers the maintenance activities that occur during equipment or process failure.
This would include all activities that are necessary to return the equipment or process to
normal operating conditions. It will be the goal to reduce and eliminate the re-occurring
failures and to prevent or predict the “one off” failures.
The activity that will allow maintenance to reduce unplanned maintenance will do so by
identifying and executing planned maintenance activities. This is done through the process of
developing a Preventive or Planned Maintenance program. The Planned Maintenance program
will include Routine Inspections, Periodic Maintenance and Predictive Maintenance which for
ABInBev includes condition monitoring.
The key to the Preventive Maintenance program will be to screen activities, in order to ensure
that all planned maintenance activities are functionally related, applicable, and effective
maintenance tasks. The intent of the program will be not just equipment operability, but
rather the repeatable and reliable operation of equipment or process. Tasks which do not
contribute to the preservation of this function should be discarded.
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The Preventive Maintenance program should include all tasks that accomplish something which
prevents failure, or which delays failure and extends equipment life, or which substantially
reduces the secondary damage resulting from a failure.
The effectiveness criteria for the Preventive Maintenance program requires that maintenance
tasks be worth doing (their value must be greater than their cost). Maintenance tasks must
satisfy all three criteria to merit their continuance as part of the Maintenance approach.
To start the screening process, we will divide maintenance actions in three categories: Routine
Inspections (inspection tasks), Periodic Maintenance or time-based maintenance tasks
(periodic overhauls, replacements, lubrication tasks, etc.), and Predictive Maintenance which is
failure-finding tasks.
The Routine Inspections policy refers to the planning of activities that are carried out without
necessary downtime being scheduled. This would include both technician and operational
checks that aid in understanding equipment operation and functionality. The key task will be
to identify conditions that indicate potential or imminent failure.
The Periodic Maintenance policy refers to maintenance tasks that require equipment downtime
in order to complete these maintenance tasks. These are generally time-based tasks that are
hard scheduled tasks based on calendar time or operating age, and detailed information
regarding the condition of the equipment is not required. This implies that time-based
maintenance occurs at an age which is just before the equipment reaches the point of wear
out. It implies that on inspection the part is replaced only when the part reaches its wear-out
point.
Predictive Maintenance tasks are accomplished only when the condition of the monitored
equipment indicates that maintenance action is needed to prevent imminent failure for all the
detectable and predictable monitoring actions, check the condition-directed task which will
result from the monitoring of equipment components.
By developing a Preventive Maintenance program the long-range plan will attain the right
balance between unplanned and planned maintenance with the optimal maintenance cost.
Level 1 VPO Maintenance Pillar Book Owner: Rick Mullen
Date: 1/9/15 Page 20 of 212 CONFIDENTIAL Maintenance Policy Schematic Approved: Washington Dutra
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Maintenance Policy Schematic
Unplanned Planned Maintenance

Maintenance
Reactive Maintenance Routine Maintenance Periodic Predictive Corrective Maintenance

Maintenance Maintenance
Maintenance that has to occur Generally, routine Routine maintenance that Routine maintenance that is Corrective maintenance that is a
because a breakdown has inspections that can be needs downtime to be scheduled based on parameters one-off activity resulting from a
occurred. carried out without necessary scheduled. other than time (e.g. routine inspection or reactive
downtime being temperature, vibration intervention, or
scheduled. etc.) other one-off activity.
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3.2 Maintenance Standards

Below are the key policies that need to be complied with as part of the Maintenance Pillar. All
policies follow the same format and detail the objectives, basic concepts, responsibilities,
method of preparation and recommended frequency.
3.2.1 Routine Maintenance Policy

Routine Maintenance typically consists of Routine Inspections with programmed resources,
and is essential in verifying the operating and physical conditions of the equipment, in addition
to enabling the detection of abnormal conditions or potential failure. This section details the
Routine Maintenance Policy.
Objective
To define the concept and method for the execution of routine maintenance. This includes
inspections conducted by operators as well.
Concept
The purpose of routine inspections, with programmed resources, is to verify the operating and
physical conditions of the equipment in order to detect eventual abnormal conditions or
potential failure. If a potential failure is detected, the person performing the routine inspection
must ensure corrective measures are taken.
The routine inspection tasks are mostly completed during production, without shut down of
the machines. Tasks are mostly periodic (time based) maintenance performed on equipment
and facilities with an established frequency.
The routine maintenance plan requires a method and discipline to manage, plan and control
the activities of the resources used for the completion of routine inspection maintenance. This
system can be paper based or defined in a computerized maintenance system.
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Responsibilities
The routine inspections will be completed by qualified and trained line technicians or
operators. The Supervisor is accountable for ensuring the completion of the routine
inspections. The responsibility for defining routine inspections will be by the Plant Technical
Support team and the Technical Services Manager is accountable for ensuring these routine
inspections are implemented.
Method for Preparation of Routine Inspections

The routine maintenance procedures will be defined and validated by the Plant Technical
Support team. The maintenance procedure for routine maintenance can be based on the
recommendations from the plant support team, plant experts, supplier/vendor and/or third
party external experts.
The inspection routines should be divided based on expertise i.e. electrical, automation and
mechanical.
The inspection routines should be divided or sub-divided such that one person can perform the
task within the specified time frame.
The routines should be executed by line technicians and operators with knowledge in the
respective specialties or expertise.
For electrical routines the inspections should include the following equipment and components,
for example: electric engines, power supply, solenoids, and photo cells (etc. e.g. indicator
lights, limit switches, and so on). During the inspection the following validations or verification
should be performed for example: checking timing, the wires, connections, fuses and
instruments. It is also necessary to observe how the process values are being registered such
as pressure, temperature, noise, and vibration.
For mechanical routines the inspections must include the following equipment and components
for example: rotating and alternative equipment, tubes, valves and accessories, static
equipment (tanks and vessels that are under pressure), panels and pneumatic systems and
hydraulic systems. During the inspection the following validations or verification should be
performed for example: vibration, noise, temperature, thermal isolation, setting, cleanness,
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painting, check for leaks (liquids and gases), condition of the coupling and alignment, general
state of pulleys, chains, leather straps and mats, oil level, consuming signals and instruments.
For automation routines the inspections should include verification of version control for PLC
programs, perform regular back-ups of PLC programs that are in use, perform periodic checks
to check/replace back-up batteries for the PLC etc.
Execution Frequency
The frequency of the routine inspections is based on the criticality grade of the equipment and
process. The recommended maximum duration between inspections should be fifteen days
between inspections except when there is condition to extend this frequency, e.g., apparent
knowledge from failure history to adjust frequency.
Once the frequency and schedule of routine inspections have been entered into the system,
the expectation is to ensure 100% planning attainment for routine inspections.
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RACI: Routine Inspection Maintenance
Line Technical
Technical
Task Planner Technician / Supervisor Services
Support
Operator Manager
Preparing Routine
Maintenance
C C A R
Inspections –
preparing routines
Adding Routine
Maintenance
Inspections – R I A
building in
maintenance system
Integration of
Resources and
requirements –
R IC
matching resources
and workload (site-
wide)
Preparing Schedule
and distribution –
AR I C
communication to
users
Task execution –
Making sure jobs R A
get done
Progress monitoring
I R A
and review
Reporting of
I R A
schedule compliance
R = Responsible
A = Accountable
C = Consulted
I = Informed
Note: Changes in plant organizational structure may change RACI.

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3.2.2 Periodic Maintenance Policy

Periodic maintenance is time-based maintenance performed on equipment and facilities with
an established frequency. The periodic maintenance routine is intended to inspect, make
adjustments, and replace parts based on this timed frequency to prevent failure. This section
details the Periodic Maintenance Policy.
Objective
To define the concept and method for execution of periodic maintenance.
Concepts
The periodic maintenance is time-based maintenance performed on equipment and facilities
with an established frequency. The periodic maintenance routine is intended to inspect, make
adjustments, and replace parts based on this timed frequency to prevent failure. The main
goal of performing maintenance tasks on a periodic basis is to extend equipment life, to avoid
unplanned downtime, to reduce maintenance costs and assure its capacity in support of the
facility’s goals and targets. The periodic maintenance plan will require a process and discipline
to plan and control the activities of the resources used for the completion of periodic
maintenance routine. Periodic maintenance tasks are normally completed when the machines
are shut down.
Method for Preparation of Periodic Maintenance Routine

The maintenance procedure for periodic maintenance can be based on the recommendations
from the plant technical support team, plant experts, supplier/vendor and/or third-party
external experts. This recommendation of periodic maintenance tasks and frequency must be
entered in the maintenance planning system.
During the planning of these maintenance routines, it is important to establish the necessary
man-hours to complete the task (first step is to estimate the time). Then when the work is
completed the estimate is compared to the actual time. If necessary the estimated hours to
complete the task is adjusted.
All basic materials to complete the task must be defined with the necessary specifications.
Materials or number parts necessary to complete the task will depend on the condition of the
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part during the periodic maintenance routine. In general, straight exchanging of parts on
purely time basis should be avoided unless it is recommended during equipment overhaul. All
parts required must be itemized and listed on the written routine for both spare parts as well
as outside purchases.
Training documentation must be developed for each periodic maintenance routine to ensure
that the technicians or operators adhere to the standards of the original equipment.
Execution Frequency
The frequency of the periodic maintenance routine inspections shall be based on the
recommendation of the Plant Technical Support team.
Once the frequency and schedule of periodic maintenance tasks have been entered into the
system, the expectation is to ensure 100% planning attainment for periodic maintenance
tasks.
Responsibility
The periodic maintenance will be completed by qualified and trained line technicians or
operators. The Supervisor is accountable for ensuring the completion of the tasks. The
responsibility for defining periodic maintenance tasks will be by the Plant Technical Support
team and the Technical Services Manager is accountable for ensuring these tasks are
implemented.
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RACI: Periodic Maintenance
Shift Technical
Technical
Support
Area Man Manager
Preparing Routine
Maintenance
C C A R
Inspections –
preparing routines
Adding Routine
Maintenance
building in
maintenance system
Integration of
Resources and
requirements –
R IC
matching resources
and workload
(site- wide)
Preparing Schedule
AR C I
communication to
users
Task execution –
get done
Progress monitoring
I R A
and review
Reporting of
I R A
schedule compliance
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.2.3 Predictive Maintenance Policy

Predictive Maintenance is periodic sampling or measurement routines that are aimed at
providing indicators of potential failure. Some examples are: Vibration analysis, thermography
and fluid analysis. This section details the Predictive Maintenance policy.
Objective
To define the concept and method for execution of Predictive Maintenance.
Concepts
Predictive Maintenance is periodic sampling or measurement routines that are intended to help
provide indicators of potential failure. Some examples are:
 Vibration Analysis. Technicians to regularly check the vibration of bearings, fan

impellers, pumps, steam turbines, centrifuges and other rotating equipment
 Thermography. Check for heat-generating points are checked each month, mostly
with infrared equipment, to detect thermal anomalies.
 Fluid Analysis. Each month employees take and analyze samples of fluids from
gearboxes, transformers, and other equipment to perform oil analysis and tribology.
 Operational-Dynamics Analysis. Using various devices, employees check equipment
to make sure it’s meeting design specifications. A damper might be checked to make
sure it’s receiving 50-percent airflow, as designed.
 Electrical Monitoring. Technicians regularly check all electrical components with
voltmeters, infrared equipment, and other devices to guarantee their operational
integrity. Check motor current analysis.
 Ultrasonic Analysis. Technicians check for metal thickness and check steam traps for
leaks.
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To accomplish these tasks special equipment and knowledge is required to take the
appropriate readings or perform oil sample analysis. The predictive maintenance activities will
require a method and discipline to manage, program and control the activities of the resource
used for the completion of the routines. Predictive Maintenance activities are mostly carried
out during normal production without shut down of the machines. The system can be paper
based or defined in a computerized maintenance system.
Responsibility
The responsibility for performing the predictive maintenance activities could be a dedicated
internal or could be an external technician or operator depending on whether the Plant has the
appropriate equipment or qualified trained technician or operator to perform the
measurements. The accountability to ensure that the predictive routines are done on time will
be the Supervisor. The responsibility for defining the requirements for predictive maintenance
will be the Technical Services Manager
Method for Preparation of Predictive Maintenance Routine

The predictive maintenance procedures will be defined and validated by the Plant Technical
Support team. The maintenance procedure for predictive maintenance can be based on the
recommendations from the plant technical support team, plant experts, supplier/vendor and/or
third party external experts.
Inspection will be carried out using special instruments and tools for measurement and
monitoring, with the purpose to diagnosis deteriorations of the nominal conditions of
equipment operation and installations. Unless the scope of work allows a qualified internal
resource, the second option is to use external experts.
Frequency of the routine will be based on the initial recommendations. These

recommendations will then be entered in the maintenance planning system. Define the
equipment and inspections points that will be carried out along with the frequency.
Once the procedure is established, the necessary man-hours must be estimated and then
compared to actual hours to optimize the predictive maintenance plan.
Review the results of the findings and take action based on the data. The expectation is that
100% of the predictive routines that are defined are 100% completed on time.
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Training documentation must be developed for each predictive routine to ensure that the
technicians are qualified to carry out the predictive routines.
If the procedure is carried out by an external technician, the results of the inspections along
with solutions should be provided.
Execution Frequency
The frequency of the predictive maintenance routine inspections shall be based on the
recommendation of the Plant Technical Support team.
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RACI: Predictive Maintenance
Line Technical
Technical
Support
Operator Manager
Preparing Routine
Maintenance
C C A R
Inspections –
preparing routines
Adding Routine
Maintenance
building in
maintenance system
Integration of
Resources and
requirements –
R IC
matching resources
and workload (site-
wide)
Preparing Schedule
AR I C
communication to
users
Task execution –
get done
Progress monitoring
I R A
and review
Reporting of
I R A
schedule compliance
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.2.4 Reactive Maintenance Policy

Reactive maintenance is maintenance activities that are performed with un-programmed
resources. The purpose of this maintenance activity is to correct and recover from an
unplanned failure. This section details the Reactive Maintenance Policy.
Objective
To define the concept and method for reactive maintenance.
Concept
Reactive maintenance is maintenance activities that are performed with un-programmed
resources. The purpose of this maintenance activity is to correct and recover from an
unplanned failure. The intent is to return the equipment to their normal operating condition. If
a potential failure occurs, the Supervisor must ensure corrective measures are taken to
prevent the failure from reoccurring. This would involve brainstorming, failure fault analysis or
root cause analysis. Revision to the maintenance plan for equipment must be updated in the
system.
Responsibility
Reactive maintenance activities will be carried out by qualified and trained line technicians or
operators. The Supervisor is accountable for ensuring the equipment returns to normal
running condition. Technical Service Manager is accountable that corrective measures are
taken to prevent reoccurrence and that Technical Support is advised of the results in order to
allow the sharing of best practices.
Method for Handling Reactive Maintenance

In the event of a failure, the operator is to inform the area technician and the Packaging
Supervisor of the failure.
Front Line Supervisor is to provide guidance for maintenance of the priorities for multiple
failures on a production line.
Upon a failure the line technician/support technician is to report the observed conditions of the
failure, the time of the intervention and recommended next steps for preventing reoccurrence.
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In the event the root cause of the failure is not apparent, the Supervisor must ensure the
appropriate fault finding analysis is performed (i.e., 5 – Why’s, Abnormality Report, etc.).
RACI
RACI: Reactive Maintenance
Line Technical
Task Technician / Planner Supervisor Services
Operator Manager
Make necessary repairs -
R IC A IC
Making sure job gets
done
Failure Fault Analysis –
C IC R A
Making sure jobs get
done
Maintenance System
integration – updating R A
Maintenance system
Recommending and
Reporting of results R
to Technical Support
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.2.5 Reliability Measures

MTBF/MTTR/MTBCF are measures of the machines reliability and maintainability that form part
of advanced maintenance programs. This section details the role of reliability measures.
Introduction
The Mean Time between Failures (MTBF), Mean Time between Common Failures (MTBCF) and
Mean Time to Repair (MTTR) metrics are used in latter stages of the implementation of the
maintenance pillar.
MTBF is related to equipment reliability; MTTR will affect the equipment availability. To start
the discussion on these metrics, one must be familiar with the definition of what a failure is.
Many times, the term “Functional Failure” is used in the calculation of MTBF.
 Functional Failure – The complete stoppage of equipment when it should be running or

a condition that results in equipment not operating at the standard speeds
Reporting failures with the definition above requires too much manual intervention or a
sophisticated reporting system. Our processes can be quite simple, thus, we will use the
following definition for our purposes at ABInBev:
 Failures (ABI) – Abnormal machine conditions that cause complete stoppage of the
equipment
In summary:
1. Failures – Abnormal machine conditions that cause complete stoppage of the

equipment.
2. Threshold - =>10 minute stoppages recorded
3. Equipment to capture failures on – any (typically on bottleneck, i.e. Filler)
4. Time to Repair – total time of stoppage

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MTBF and MTTR Calculation Policy
Mean Time between Failures

A measure of the machines reliability.
Sum of the Line Efficiency Time (LET) during normal operating conditions / Total number of
failures, over the same Time Interval. (To be calculated per line, perhaps only for bottleneck
machines, i.e. Filler in packaging operation.)
LET
MTBF 
Number of
Failures
Sum of the total run time equals the total number of minutes the machine was running as
planned.
The MTBCF is the sum of the total number of identical failures that occur during a specified
time period.
Mean Time to Repair

A measure of the machines maintainability, which is the ease and speed with which any
maintenance activity can be carried out to restore a defective item to a specified condition.
Sum of the total repair time for each functional failure over a Time Interval/Total number of
functional failures over the same Time Interval (To be calculated per line, perhaps only for
bottleneck machines)
TotalRepair Time
MTTR 
Number of
Failures
Sum of total repair time equals total equipment downtime on a specific piece of equipment for
a specified time period.
The total number of functional failures is the total number of failures of a specified piece of
equipment in a specific time period.
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Why We Use These Methods of Measurement

Once equipment reliability has reached a point where major stoppages are infrequent and
plant efficiency becomes more stable, then the main source of unplanned interventions tend to
be minor high frequent stoppages.
Mean Time between Failures is a useful measure of the reliability of a machine and hence a
useful measure of the success of the maintenance program on that machine.
Mean Time between Common Failures is more specific measure to highlight repetitive common
faults.
Mean Time to Repair is a measure of your ability to resolve the fault in a timely manner and
get the machine back into 100% service and hence a useful measure of the success in
diagnosing the fault and having the right skills available to repair.
Our target vision is to increase the MTBF while sustaining or decreasing the MTTR. Achieving
this will increase LEF in the packaging operations.
MTBF
MTTR = LEF
Methods of Measurement
Due to the nature of this type of measurement being more sophisticated, a real time approach
is needed to be able to calculate these measures accurately, on an ongoing basis and without
taking up a lot of time collating and analyzing data.
A typical approach would be to use data acquisitions systems that sit on top of machine
control system, software can be designed to gather the base data so that these measures can
be calculated and then used to improve reliability.
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ABInBev today is using the following systems that are capable of collecting packaging data
automatically:
Zone Data System
APAC DT Recorder
CEE IVAMS
LAN GEPACK
LAS GEPACK
MEX SAP
IMS NA – US
NA
EIT NA-CAN
WE IVAMS
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A calculation example is shown below:

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Latin America South (LAS) MTBF/MTTR Example
The following is an example of how the LAS zone has used the MTBF/MTTR to analyze the
reliability and maintainability of the breweries and soft drink sites in LAS.
M TBF & M TTR 1/05/2013 - 31/05/2013 >10 min. Indicadores con Operacional Indicadores sin Operacional
LET Failure t ime MTBF MTTR Failure t ime MTBF MTTR
Country Brewery LINE (min) (min) # Failures (min) (min) (min) # Failures (min) (min)
Argentina Quilmes Quilmes 88.752 19.570 796 111 25 16.294 648 137 25
Argentina Zarate Zarate 106.986 10.870 624 171 17 7.038 360 297 20
Argentina Corrientes Corrientes 23.754 1.048 57 417 18 432 21 1131 21
Argentina Mendoza Mendoza 34.621 2.129 117 296 18 1.466 69 502 21
Argentina Acheral Acheral 34.606 2.581 146 237 18 2.414 136 254 18
Argentina Sur Sur 124.836 14.153 576 217 25 10.273 307 407 33
Argentina Córdoba Córdoba 29.870 989 54 553 18 830 44 679 19
Argentina Trelew Trelew 13.422 1.052 52 258 20 898 44 305 20
Argentina Manantial Manantial 22.166 790 47 472 17 749 43 515 17
Bolivia CBN La Paz CBN La Paz 23.666 701 42 563 17 609 34 696 18
Bolivia CBN Huari CBN Huari 12.553 254 17 738 15 214 14 897 15
Bolivia CBN Sta Cruz CBN Sta Cruz 48.987 2.333 102 480 23 2.292 98 500 23
Bolivia Cochabamba Cochabamba 32.458 2.107 115 282 18 1.302 58 560 22
Bolivia Cochabamba SD Cochabamba SD 30.662 4.349 215 143 20 995 33 929 30
Bolivia El Alto El Alto 36.612 4.901 202 181 24 1.895 52 704 36
Chile Santiago Santiago 42.839 5.300 254 169 21 4.172 200 214 21
Paraguay Ypane Ypane 39.080 2.395 117 334 20 1.732 76 514 23
Uruguay Montevideo Montevideo 26.593 3.056 147 181 21 2.841 131 203 22
Uruguay Minas Minas 16.252 1.925 94 173 20 1.324 59 275 22
Grand Total LAS 788.714 80.505 3.774 209 21 57.771 2.427 325 24
LAS Sites showing the calculations of MTBF and

MTTR
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Using quadrants to plot where the sites area in relationship to MTBF and MTTR
M TBF & M TTR 1/05/2013 - 31/05/ >10 min. Mecanicas

LET Failure time MTBF MTTR
Country Brewery LINE (min) (min) # Failures (min) (min)
Argentina Quilmes Quilmes 88.752 9.877 392 226 25
Uruguay Montevideo Montevideo 26.593 1.769 81 328 22
Chile Santiago Santiago 42.839 2.003 102 420 20
Argentina Acheral Acheral 34.606 1.400 75 461 19
Argentina Corrientes Corrientes 23.754 264 13 1827 20

Bolivia CBN La Paz CBN La Paz 23.666 331 19 1246 17
Bolivia CBN Huari CBN Huari 12.553 113 7 1793 16
Bolivia El Alto El Alto 36.612 1.430 32 1144 45
Reviewing the top 4 most and least reliable sites in reference to MTBF/MTTR
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KPI Map for MTBF and MTTR
Account Code Name
PG-K1660 Mean Time Between Failure (MTBF) - Global consolidation at plant level
PG-K1661  MTBF (Mean Time Between Failure)
PG-K1662  MTBF - Consolidation for Glass Bottling lines
PG-K1663  MTBF - Consolidation for Canning lines
PG-K1664  MTBF - Consolidation for Kegging lines
PG-K1665  MTBF - Consolidation for PET Bottling lines
PG-K1666  MTBF - Consolidation for Special Kegging
PG-K1670 Mean Time to Repair (MTTR) - Global Consolidation at plant level
PG-K1671  MTTR (Mean Time to Repair)
PG-K1672  MTTR - Consolidation for Glass Bottling lines
PG-K1673  MTTR - Consolidation for Canning lines
PG-K1674  MTTR - Consolidation for Kegging lines
PG-K1675  MTTR - Consolidation for PET Bottling lines
PG-K1676  MTTR - Consolidation for Special Kegging

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Responsibilities
RACI: MTBF
Zone
Supervisor Technical Packaging
Technicians Brewery
Task / Process Services
/ Operators Manager Support -
Engineer Manager
Maintenance
Set-up system to
collect the
downtime data.
Review MTBF/MTTR
as routine part of
MCRS
Analyzing and
interpreting the
results to
improve reliability
and
maintainability
Identify specific
actions to increase
MTBF and
decrease
MTTR
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.2.6 Maintenance Technician Reporting

Maintenance Technician Reporting must be implemented in order to ensure an accurate
equipment history is generated and to identify the factors affecting the overall equipment
effectiveness.
Objective
Capturing the production/process interventions that are required and the reporting of the tasks
performed by area maintenance technicians is a fundamental requirement for the ABInBev
maintenance strategy.
The objective of this section is to define the concept of area maintenance technician reporting.
This includes reporting on all corrective actions taken by maintenance technicians to correct
production/process line failures.
Concept
The area maintenance technician is expected to report on a daily basis their activities while
providing area breakdown coverage.
The purpose of reporting on the actions taken by a maintenance technician is to identify the
factors affecting the overall equipment effectiveness of the production/process.
For this reason it is essential that the report details the actions taken in order to return the line
back to a normal operating condition.
The information from maintenance technician will provide:
 Details of downtime
 Problems or issues arising
 Corrective action taken
 Spare parts consumed
The data gained allows plant management to develop a Pareto chart for issues, in order to
prioritize further maintenance.
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Additionally, with the knowledge of time spent on breakdown troubleshooting, the Planner
would also know the availability of an area maintenance technician for further activities that
could be included in cycle planning.
The maintenance technicians report should be routinely and systematically captured. All
individual area maintenance actions that are greater than 10 minutes must be captured. It is
also recommended that where possible maintenance interventions less than 10 minutes should
be captured should there be an efficient system to collect data.
The information that needs to be collected should include:
Equipment or component that was worked on
The task that was performed
Problem or conditions observed
The corrective action taken (including any spare parts used)
Time taken for the intervention
Shift, date, time and name of technician
Responsibility
The area technician reporting will be completed by area maintenance technicians. The
Supervisor is accountable for ensuring the completion of the area maintenance technician
intervention report. The responsibility for analysis of data would be the Supervisor and the
Technical Services Manager is accountable for ensuring the reports are used properly.
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RACI: Maintenance Intervention Reporting
Technical
Line Technician Maintenance / Technical
Task Services
/ Operator Line Supervisor Support
Manager
Create Maintenance
Intervention
A R
reporting system –
prepare system
Fill out maintenance
intervention R A
reporting system
Analysis data
collected and R A
prepare Pareto
Progress monitoring
RA
and review
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.2.7 Cycle Time Compression (CTC)

CTC is a methodology for reducing the time required for machine overhaul. CTC is a planning
tool used to review the tasks being carried out and to look for opportunities to reduce timings
by better alignment of tasks or division/breakdown of tasks.
Objective
The objective is to introduce to the Plants the concept of CTC.
CTC is the term used for the process used to identify opportunities to reduce the length of
time needed for the annual overhaul or to extend the time between consecutive overhauls.
CTC should be considered only when the basic elements of the maintenance pyramid have
been fulfilled and there is a particular need to increase capacity for a plant that is operating
near 100% capacity.
Concepts
CTC is the process of reviewing and analyzing the maintenance tasks that are done annually
during an extended shutdown/overhaul. The aim is to identify tasks that can be modified,
shortened or eliminated.
The purpose of overhauls is to allow for an extended shutdown so that maintenance tasks that
take longer to complete, than normal maintenance shutdowns would allow, are planned.
These maintenance tasks generally involve additional dismantling of equipment in order to
facilitate the inspection, repair or replacement of hard-to-get-at parts. It is this routine that
should be analyzed in order to determine if they can be broken into smaller tasks that can be
done during the normal maintenance shutdowns.
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The end result of optimizing the maintenance performed outside of overhauls can yield the
following benefits:
 Reduce the length of time required for performing maintenance shutdown/overhaul
 Increase the interval time between overhauls as overhaul will be limited routines that
are no longer needed annually
The length of time for the maintenance shutdown/overhaul period is dependent on:
 The number of tasks to be carried out.
 The complexity of each task
 Availability of resources (parts and people)
 The planning of rate limiting task (critical pathway)
 The skills and training of the maintenance team
The annual maintenance task includes inspections, adjustments and the replacing of parts that
are difficult to reach and/or require significant disassemble. Historically, parts were replaced
on periodic basis regardless of wear or condition. It was believed that by simply replacing
parts and renewing the condition of the equipment, the Plant would be able to avoid
unplanned downtime. CTC is the process to review all maintenance tasks specified to take
place during an overhaul. The review would be done by:
 Determining if tasks can be broken down into smaller tasks that require less time in
total to complete
 Determining if the number of tasks can be reduced at any given time, with the idea of
spreading the smaller group of tasks over a larger number of smaller maintenance
shutdowns
 Measuring the wear on components/parts to determine the pattern of wear; the wear
pattern will show which part really needs to be replaced and as well provide a better
estimation of when failure could occur
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 Identifying opportunities where a modular approach can be used to allow a quick

change of components/parts during normal maintenance downtime; this would allow
the maintenance shutdown/overhaul tasks to be performed off-line
 Identifying opportunities where maintenance shutdown/overhaul tasks can be

performed on more than one shift, i.e., second or third shifts
 Continuously improving skills development/training to reduce time to complete tasks
The end result of CTC will not only be to reduce maintenance costs but also allow the Plant to
decrease the amount of time spent on extended maintenance shutdowns.
The evaluation and frequency of the maintenance shutdown routines shall be conducted
through and recommended by the Plant Technical Support team. Frequency of some
maintenance tasks will be based on running time and compliance with preventive maintenance
schedules. The Technical Services Manager will recommend the overhaul plan based on the
status of the preventive maintenance program for each piece of equipment.
Once the frequency and schedule of maintenance shutdown tasks have been entered into the
system, the expectation is to ensure 100% planning attainment for maintenance overhaul
tasks.
Responsibility
The maintenance shutdown tasks will be completed by qualified and trained maintenance
technicians and/or operators, depending on the skills required for the task. The Supervisor is
accountable for ensuring the completion of the tasks. The responsibility for establishing
periodic maintenance routines for each piece of equipment will be by the Plant Technical
Support team. The Planner will be responsible for preparing the comprehensive list of tasks
based on his knowledge of the plant equipment and condition. The Technical Services
manager will be accountable for defining the complete list of maintenance shutdown tasks and
developing the overhaul plan.
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RACI: Cycle Time Compression
Shift Technical
Technical
Support
Area man Manager
Preparing annual
periodic
C C A R
maintenance tasks –
preparing routines
Preparing
Maintenance
R C C A I
shutdown plan –
preparing plan
Adding tasks into
the maintenance
R I A
system – creating
work orders
Integration of
Resources and
requirements – R IC
matching resources
and workload
Preparing Schedule
AR C I
communication to
users
Task execution –
get done
Progress monitoring
I R A
and review
Reporting of
I R A
schedule compliance
R = Responsible
A = Accountable
C = Consulted
I = Informed
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3.3 Maintenance of Critical Equipment

Below is the definition of the Critical Equipment Policy and how it plays an essential role in
understanding the prioritization of the maintenance process in our production facilities. With it
is a standard calculation methodology, a list of minimum tasks and Calibration Maintenance.
3.3.1 Critical Equipment Policy

A critical equipment policy is essential, in order to be successful in the prioritization of
workload within the maintenance process.
Objective
The development of a Critical Equipment Policy plays an essential role in understanding the
prioritization of the maintenance process in our production facilities. In general, the majority of
our utilities, brewing or production lines do not have back-up or redundant equipment,
consequently any failure of critical equipment can result in severe economic consequences,
safety, quality or environmental issues.
Therefore it is important to adopt the concept of grading equipment in terms of relative

importance towards maintaining a smooth running operation. Applying a critical equipment
methodology will ensure maintenance focus is accurately designed to provide maximum yield
of budget dollars, resources and maintenance effort.
Criticality Analysis: By defining a Criticality Grading system (the equipment’s importance to the
production/process) Planners/Maintenance Supervisors will then be able to accurately focus
planned maintenance activities in order of priority. Criticality will also help identify strategic
planning methods, frequencies, and assigning of human resources and material for each piece
of equipment.
Criticality Grade: Criteria which effectively evaluates and measures impact of imperfection,
equipment defects, systems, product quality, capacity of production, process productivity of all
processes and industrial security.
Criticality Classification: Classification of equipment, according to grade of criticality, used to

establish strategic imperatives for maintenance equipment, systems and installations.
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Responsibility
The sites Technical Services Manager is responsible for reviewing the criticality of all assets
(Utilities, Brewing, Packaging...) and maintaining the site’s critical equipment list showing the
defined criticality of all these assets.
RACI: Routine Maintenance Inspections
Shift Technical
Technical
Support
Area Man Manager
Preparing List of
critical equipment – R A I/C
preparing list
Identifying minimum
requirements for
I/C RA
critical equipment –
preparing list
Prepare
maintenance plan
for Critical
R R A I
Equipment in the
Plant – update
the
maintenance system
Progress monitoring
R R A I
and review
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.3.2 Critical Equipment Calculation Methodology

The purpose of determining the equipment’s criticality is to define the required maintenance
sequence and prioritization for all main components /equipment.
At the end of your critical equipment calculation you will have an equipment list with different
degrees of criticality (A, B or C).
It is mandatory to ensure that all maintenance activities related to critical equipment (A & B)
are always scheduled and executed according to the defined maintenance plan.
Procedure
Step 1: The first step will be to list only the major equipment or units within a
production/process line (e.g. centrifuge, boiler, labeler etc.). The intent will be to remain at
the equipment level and not to go down to the component and sub-component level (e.g.,
valve no. xxx, gearbox no. yyy, lubrication unit no. zzz, etc.)
Step 2: Then use the predefined calculation sheet to determine the Degree of Criticality. The
grade is determined by evaluating the eight requirements that help to define the criticality
points for main components. The result of this evaluation will yield a Degree of Criticality,
which indicates the class or level of criticality this equipment falls under. The criticality classes
are as follows:
 Class A: Degree of Criticality at or greater than 350
 Class B: Degree of Criticality between 149 and 350
 Class C: Degree of Criticality at or below 149
The processing of these criticality classes should be tackled in the way of "Best Practice".
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Method for Calculating Degree of Criticality

Degree of Criticality = Weight x Evaluation
1. Risk of health and safety, environment or security

Analyze each piece of equipment and determine when each equipment fails, does the
individual piece of equipment cause a physical consequences that can affect the health and
safety of the operators or that it causes harm to the environment.
Weight: 10
Evaluation: 10 = Yes
00 = No
2. Impact on production capacity

Analyze each piece of equipment and determine if when it fails, it cause a loss of production
capacity. This assumes that there is no readily available back-up or stand by equipment:
Weight: 10
Evaluation: 10 = High
05 = Average
00 = Low
3) Impact on product quality:

Analyze each piece of equipment and determine if it fails, will the individual piece of
equipment directly affect the product quality.
Weight: 10
05 = Average
00 = Low
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4) Impact on financial KPIs (oil consumption, energy, etc.):

Analyze each piece of equipment and determine if when it fails, does the individual piece of
equipment impact productivity, hectoliters /hr., for the production/process line:
Weight: 10
05 = Average
00 = Low
5) Impact if there is equipment on standby/backup

Analyze each piece of equipment and determine if the equipment has a stand by or backup:
Weight: 5
Evaluation: 10 = No
00 = Yes
6) Impact on capacity utilization (Continuous Operation):

Analyze the capacity utilization - annual average of continuous use - for each unit operation:
Weight: 10
Evaluation: 10 = > 90% utilization
05 = 70% to 90% utilization
00 = < 70 % utilization
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7) Frequency of Failures
Analyze each piece of equipment and determine when each equipment fails, does the
individual piece of equipment with the following possibility of failure effect normal operations:
Weight: 5
Evaluation: 10 = Diverse weekly imperfections
Brewing / Utility (more than 1 hour of stoppages/week)
Packaging (more than 1 hour of stoppages/day)
05 = Diverse monthly imperfections
Brewing / Utility (more than 2 hours of stoppages/month)
Packaging (more than 2 hours of stoppages/week)
00 = Brewing / Utility - Diverse annual imperfection
Packaging - Diverse monthly imperfection
8) Mean Time to Repair (estimated if actual is unknown)

Analyze each piece of equipment and determine when each equipment fails, for each
individual piece of equipment when the average time of repair in the equipment, considering
the following frequency of failure:
Weight: 5
Evaluation: Brewing / Utility Packaging
01 = 0 – 1h 0 to 15 min
04 = 1 – 2h 15 to 30 min
07 = 2 – 10h 30 min to 1h
10 = > 10h > 1h
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3.3.3 Minimum Requirement for Critical Equipment

For each critical A & B equipment the following needs to be in place:
 Documentation
o LOTO procedures in place
o OEM documentation up to date (as build documentation, electrical drawings,
etc.)
o SOP/SWI’s developed
o Record of equipment settings/parameters + software changes
 Preventive Maintenance
o Routine Inspection Plan – ERP (i.e., SAP)
o Calibration – ERP or at least a record for last calibration date and by whom
o Periodic Maintenance Plan - ERP
o Predictive Maintenance – what can be done that will increase reliability: - ERP
 Thermography
 Vibration analysis
 Oil analysis
 Ultrasound
 Critical Maintenance Tasks
o Explicit job instructions
 Autonomous Maintenance
o Clean, Inspect and Lubricate (CIL) checklists available for operators
o CIL OPL available when needed
 Spare Parts
o Detailed analysis to determine if spare parts need to be stocked
o MIN/MAX levels defined for all these parts - ERP
o BOM (Bill Of Material) linked to the asset - ERP
 Backlog
o Backlog tracked and triggers in place
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As a minimum the following assets will need to be assessed:
 Buildings & Utilities:

o Roofs
o Sewage systems
o BTS & Water Treatment Systems
o Boilers
o Cooling compressors
o Air compressors
o Water, Refrigerant & effluent pumps
 Brewing:
o Malt Conveyors
o Mills
o Process pumps
o Valves (Automated)
o Filters
o Blending units
 Packaging:
o De-Pal / Pal
o Conveyors
o Inspection Equipment (EBI, FBI, etc.)
o Filler / Capper / Crowner / Seamer
o Pasteurizer
o Labeler / Coder
o Packers / Craters
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3.3.4 Model for Critical Equipment Calculation

According to the description from the Critical Equipment Calculation Methodology, this model
can be used to define the Criticality Grade of your equipment.
Following steps are recommended:
Insert your equipment name in line 14. You can insert up to 10 pieces of
1. Equipment equipment (one per field; B - K )
In line 15 you can enter the associated equipment number (one per field;
Equipment
2. Number B - K)
Now please answer the list of questions (1 to 8), using the specified list
3. Evaluation of possible answers.
According to the calculation methodology, this line shows the result of

4 Result your answer.
According to the calculation methodology, the last line shows the

Criticality
5 Grade criticality grade of your equipment.
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Calculation Template
Below is a template that can be used for the calculation of the assets’ criticality:
Brewery :
Department : Critical Equipment Calculation

Area : “
Name :
Equipment Depal. Unpacker Washer Rinser Filler Past. Labeler Packer Multip. Pal.
Equipment Number
1. Risk of health and

safety, environment Analyze each piece of equipment and determine when each equipment fails, does the individual piece of equipment cause a physical consequences
and/or security that can affect the health and safety of the operators or that it causes harm to the environment.
Evaluation yes no no no no no no no no no
Result = 100 0 0 0 0 0 0 0 0 0
2. Impact on production Analyze each piece of equipment and determine when each equipment fails, does the individual piece of equipment cause a loss of productive capacity .
capacity : This assumes that there is no readily available back-up or stand by equipment .
Evaluation high average low low low low low low low low
Result = 100 50 0 0 0 0 0 0 0 0
3. Impact on product
quality : Analyze each piece of equipment and determine when each equipment fails, does the individual piece of equipment directly affect the product quality.
Evaluation high low low low low low low low low low
Result = 100 0 0 0 0 0 0 0 0 0
4. Impact on financial
KPIs (oil consumption, Analyze each piece of equipment and determine when each equipment fails, does the individual piece of equipment impact productivity index hectolitres
energy, etc): /Hr for the production/process line:
Evaluation high high low low low low low low low low
Result = 100 100 0 0 0 0 0 0 0 0
5. Impact if there is
equipment on stand by /
backup Analyze each piece of equipment and determine if the equipment has a stand by or backup:
Evaluation no no yes yes yes yes yes yes yes yes

Result = 50 50 0 0 0 0 0 0 0 0
6. Impact on capacity
utilization (Continuous
Operation) Analyze the capacity utilisation – annual average of continuous use - for each unit operation.
Evaluation 90% utilizati<70% utilization<70% utilization<70% utilization 70% utilizatio<70% utilization<70% utilization<70% utilization<70% utilization <70% utilization
Result = 100 0 0 0 0 0 0 0 0 0
Analyze each piece of equipment and determine when each equipment fails, does the individual piece of equipment with the following frequency affect
7. Frequency of Failures normal operations: (Select Brewing / utility or packaging only)
Brewing / Utility Evaluation ur stopped/ e annual imperfee annual imperfee annual imperfe annual imperfe annual imperfee annual imperfee annual imperfee annual imperfe diverse annual imperfections Result = 50
0 0 0 0 0 0 0 0 0
Packaging Evaluation monthly impe monthly imperf monthly imperf monthly imperf monthly imper monthly imperf monthly imperf monthly imperf monthly imperf diverse monthly imperfections Result = 0
0 0 0 0 0 0 0 0 0
8. The average time for Analyze each piece of equipment and determine when each equipment fails, for each individual piece of equipment when the average time of repair in
repair (estimated) the equipment, considering the following frequency of failure: (Select Brewing / utility or packaging) only
Brewing / Utility Evaluation >10h 2 - 10h None None None None None None None None
Result = 50 35 0 0 0 0 0 0 0 0
Packaging Evaluation > 1h None None None None None None None None None
Result = 50 0 0 0 0 0 0 0 0 0
Total 700 235 0 0 0 0 0 0 0 0
Criticality Grade A B C C C C C C C C
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Example Calculation: Aldox Filter
MATRIX FOR THE DEGREE OF CRITICALITY
ITEM Weight Evaluation
1. Risk of health and safety, environment

10 Yes = 10 No = 0
or security
2. Impact on production 10 High = 10 Medium = 5 Low = 0
3. Impact on quality 10 High = 10 Medium = 5 Low = 0
4. Impact on financial KPIs (oil

5 High = 10 Medium = 5 Low = 0
consumption, energy, etc.)
5. Impact if there is equipment on stand-by 10 Yes = 10 No = 0
6. Impact on capacity utilization

10 High = 10 70-90% = 5 < 70% = 0
(Continuous Operation):
Diverse Diverse
weekly weekly Diverse
imperfections imperfections annual
Brew/Utilities
stoppages of stoppages of imperfections
>1h / week > 2h/ month= = 10
= 10 5
7. Frequency of Failures 5
Diverse Diverse
weekly weekly Diverse
imperfections imperfections monthly
Packaging
stoppages of stoppages of imperfections
>1h / day = > 2h/ week = = 10
10 5
>10h =
8. The average time for Brew/Utilities 0 -1h=1 1-2h=4 2-10h=7
10
repair (estimated time 5
of repair) 0-15 min 15-30 30 min-
Packaging >1h =10
=1 min = 4 1h = 7
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1. Risk of health and safety, environment or security

Aldox filter is not considered to have an impact on EH&S if failure occurs
2. Impact on production
Aldox filter can have a high impact on production
3. Impact on product quality:

Aldox filter can have a high impact on quality
4. Impact on financial KPIs (oil consumption, energy, etc.):

Loss of an Aldox Filter on a filter line can have a high impact on financial KPI’s
5. Impact if there is equipment on stand-by:

Aldox filter normally does not have a stand-by
6. Capacity utilization - Continuous Operation

Aldox filter is considered necessary for continuous process of filtering
7. Frequency of Failures
In Brewing it can be
More than 1 hour of stoppages/week = 50
More than 2 hours of stoppages/month = 25 - Assume this one for the example
Diverse annual imperfection = 0
8. The average time for repair (estimated)

In Brewing it can be
0 – 1h = 5
1 – 2h = 20
2 – 10h = 35
> 10h = 50
Generally this comes from plant downtime data. For this example, we assume repair takes less
than 1 hour.
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ALDOX FILTER Example

Weight Evaluation Total
1. Risk of health and safety, environment or security 10 X 0 = 0
2. Impact on production 10 X 10 = 100
3. Impact on product quality 10 X 10 = 100
4. Impact on financial KPIs (oil consumption, energy, etc) 10 X 10 = 100
5. Impact if there is equipment on stand-by 5 X 10 = 50
5. Capacity Utilization / Continuous Operation 5 X 10 = 50
6. Frequency of Failures 5 X 5 = 25
8. The average time for repair 5 X 1 = 5
Degree of Criticality 430
3.3.5 List of Minimum Tasks Suggested for Critical Equipment

Below are guidelines for the minimum maintenance routines that would be required for
identified critical equipment (Not an extensive list).
Returnable Bottle Line
Depalletizer
Periodic Maintenance
 Hydraulic and Pneumatic system
 All drive chains/bearings/table top chain
 Lubrication system
 Motors/gearbox
Inspections
 Cleaning
 Electrical devices…yearly thermography
 Motors/gearbox
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Calibration
 Main hydraulic pump operating pressure
De-Crater / Uncaser
 Motors/gearbox
Inspections
 Cleaning
 Motors/gearbox
Calibration
Washer
 All drive chains/gears/bearings/in feed- discharge table top chain
 Mark 3 carrier chain/buckets/pockets
 Rotary discharge
 Spray headers
 Motors/pumps
 Valves electrical/pneumatic
 Main carrier chain timing
 Main carrier chain slack removal
 Motors/gearbox/pumps
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 Heating system
 Label discharge system
Inspections
 All drive chains/gears/bearings/in feed-
 discharge table top chain
 Mark 3 carrier chain/buckets/pockets
 Rotary discharge
 Spray headers
 Valves electrical/pneumatic
 Main carrier chain timing
 Main carrier chain slack removal
Calibrations
 All electrical/pneumatic devices which define operating & quality parameters
EBI/Omni
 All electrical/pneumatic operating devices
 Cleaning routines, daily weekly, monthly
 In-feed- discharge conveyors
 Mechanical critical to operation
Inspections
 All identified wear parts
Calibrations
 All operating & quality parameters
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Filler / Crowner
 All bottle handling wear parts
 Valves
 Transmission
 Crowner operation
 Liquid into bowl devices
 Vacuum system
Inspections
 Valves
 Transmission
 Vacuum system
Calibrations
 Liquid & CO2 operating parameters
 Vacuum system
 Timing operating parameters
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Labeler & Coders

 All operating wear parts
 Timing/set up of all label application devices
 Motors/gearbox
Inspections
 Motors/gearbox
Calibration
 PLS set up
Crater / Packer
 Timing parameters, cartons, containers
 Motors/gearbox
Inspection
 PLS set up
 Motors/gearbox
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Palletizer
 Motors/gearbox
Inspections
 Cleaning
 Motors/gearbox
Calibration
Bottle Conveyors
 Bearings, wear guides, table top chain
 Motors/gearbox
 PLC line devices
Inspections
 Motors/gearbox
 Conveyor chain lubrication system
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Non-Returnable Bottle Line
De-Palletizer
 Motors/gearbox
Inspections
 Cleaning
 Motors/gearbox
Calibration
EBI
 All electrical/pneumatic operating devices
 Cleaning routines, daily weekly, monthly
 n-feed- discharge conveyors
 Mechanical critical to operation
Inspections
 All identified wear parts
Calibrations
 All operating & quality parameters
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Filler / Crowner
 Valves
 Transmission
 Vacuum system
Inspections
 Valves
 Transmission
 Vacuum system
Calibrations
 Vacuum system
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Pasteurizer
 All operating parameters & devices pneumatic, electrical, mechanical,
heating/cooling sources
 Container conveying system
 In feed/discharge conveyors
 Pumps/motors/gearbox’s
 All heating/cooling mechanical, pneumatic, electrical control devices
Inspections
 Water application system, spray/drip
 Operating parameters & safety
Calibration
 Operating parameters
Labeler & Coders

 Motors/gearbox
Inspections
 Motors/gearbox
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Calibration
 PLS set up
Multipack Equipment
 Motors/gearbox/chains
Gluing System
Inspections
 PLS set up
 Motors/gearbox
Packers
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Inspection
 PLS set up
Palletizer
Inspections
 Cleaning
Calibration
Bottle Conveyors
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Inspections
 Motors/gearbox
Can Line
Depalletizer
 Motors/gearbox
Inspections
 Cleaning
 Motors/gearbox
Calibration
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Filler
 All can handling wear parts
 Valves
 Transmission
 Seamer operation
Inspections
 All can handling wear parts
 Valves
 Transmission
 Seamer operation
Calibrations
Seamer
 All critical wear components, chucks, spindles, 1st-2nd operation rolls, seals
 CO2 distribution system
 Can handling/distribution system
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Inspections
 All critical set point standard default & settings
 CO2 system
Calibration
 CO2 delivery system
 Beer to bowl to can operation
 Can feed to/from filler seamer
Pasteurizer
 All operating parameters & devices
 pneumatic, electrical, mechanical, heating/cooling sources
 In feed/discharge conveyors
 Pumps/motors/gearbox’s
Inspections
 Water application system, spray/drip
 Operating parameters & safety
Calibration
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Multipack Equipment
Inspection
 PLS set up
 Motors/gearbox
Packers
 Motors/gearbox
Inspection
 PLS set up
 Motors/gearbox
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Palletizer
 Motors/gearbox
Inspections
 Cleaning
 Motors/gearbox
Calibration
Can Conveyors
 Motors/gearbox
Inspections
 Motors/gearbox
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Keg Line
Depalletizer
 Operating parameters, cleaning, filling keg stations
 Pneumatic operating devices & lines
 Motors/gearbox
Inspection
 Timing parameters, cleaning, filling keg stations
 PLS set up
 Motors/gearbox
 Weigh scales
Calibration
 Weigh scales
 Standard default settings
Pallet Conveyors
 Bearings, wear guides, table top and/or drive chain
 Motors/gearbox
Inspections
 Bearings wear guides, table top and/or drive chain
 Motors/gearbox
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Pasteurizer (if applicable)

 Heat exchanger, plate coolers and all associated lines/devices
 Pumps/motors/gearbox
 Valves
Inspection
 Vessels
Calibration
 Critical operational devices set-up standard default & settings
Keg Washer / Filler

 All Keg feed components
 All cleaning/filling head electrical/mechanical operations set up
 Bearings, seals, brush cleaning devices
 High pressure pumps, motors/gearbox
 Drive motors/gearbox
Inspections
 Label, code removal
Calibrations
 All operating set points, default settings
Palletizer
 Bearings, wear guides, table top/drive chain
 Motors/gearbox
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Inspections
 Motors/gearbox
 Safety
Keg Conveyors
 Motors/gearbox
Inspections
 Motors/gearbox
 Safety Guards
Brew House
Malt Conveyors
 Bearings, seals, auger and or pneumatic pump
 Weighing devices
 Set up parameters
Inspection
 Bearings, seals, auger and or pneumatic pump
 Weighing devices
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Calibrations
 Set up calibrations
Mills
 Set up routines on operational rolls
 Sieve operating devices
 Bearings, bushings, seals
 Lubrication system oil & grease
Inspections
 Conformation of set up procedures

Calibrations
 Validate operating standard defaults & settings
Process Pumps above 5.5 kW

 Switch gear, VFD routine vibration analysis
 Thermography
Inspections
 Vibration analysis
 Thermography
 Amp loading
Calibration
 Validate operating parameters
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Automated Valves
 Internal components as per Mfg. manual, i.e. seals, stems, guides
Inspections
 Leaking, air entry
Calibrations
 Set up as per Mfg. specifications
Mash Filter
 Motor/gearbox/pumps inlet/outlet valves and piping
 All control devices, electrical, mechanical, and pneumatic
 Lubrication
Mash Tun / Lauter Tun Gearboxes

 Gear train mesh
 Pneumatic/hydraulic systems
 Lubrication
 All drive components
 All internal rakes, plates and operating devices
Inspection
 Gear train drive mesh (Factory Mutual requirement)
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Wort Cooler
 Plates and gaskets
 Valves
 Piping
 Operating devices
Tank Farms
Automated Valve Blocks

 Defines overhaul replacement timing
 Operating air supply
Inspections
 Leaks & air inlet
Calibration
 Electronic operating parameters

 Thermography
Inspections
 Thermography
 Amp loading
Calibration
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Filter Rooms
Automated Valve Blocks

 Defines overhaul replacement timing
 Operating air supply
Inspections
 Leaks & air inlet
Calibration
 Electronic operating parameters

 Thermography
Inspections
 Thermography
 Amp load
Calibration
Filter Mechanical Operation

 Valves, inlet, outlet, piping
 Overhaul protocol defined
Inspections
 Valve operation
 Internal plates, rods
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Calibration
 Valve operation
Blending Units
 Motors, gearbox’s,
 Mixer components
 All piping/flanges
 Electrical devices
Services Plant
Boilers
 Motors/gearbox’s
 Services supply
 Filters
 Instrumentation
Inspections
 Firing parameters
 Services parameters
Calibration
 As per Provincial, Federal Codes
 MCC panels
Refrigeration Compressors
 Motors/pumps/couplings
 Alignment
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 Valves/piping
Inspection
 Leaks, heating
Calibration
 Valves
 MCC panels
Air Compressors
 Motors/gearbox’s/couplings
 Filters
 Valves
 MCC panels
All Water, Refrigerant & Effluent pumps above 7.5Kw

 RS View Condition based monitoring switch gear, VFD routine
 Thermography
Inspections
 Thermography
 AMP loading
Calibration
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3.3.6 Guidelines for Instrument Calibration

Below are guidelines for the Calibration Maintenance that should be carried out on Critical
Instruments (as defined by the Quality Pillar).
Objective
The objective is to establish a system for control, calibration and repair of measurement
equipment.
Concepts
Collection of the necessary operations to make sure that measuring equipment has been
calibrated and functions within corporate standards and legal requirements. This would include
instruments in the laboratory, process/production lines and utilities.
Minimum / Specific Requirements

Ensure each instrument has a calibration history that provides a record of the last calibration
and by whom.
 Regularly audit the calibration history.
 Ensure that instruments that require external experts to calibrate are done according to
the plan.
 Verify if the calibrated equipment is properly labeled.
 Identify and record errors found on the instruments.
 The goal should be to have one system across the zone for the calibration process (e.g.
documentation and labeling).
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Responsibilities
Technical Support is responsible for the definition of instruments which has to be calibrated.
The Quality Supervisor is responsible for the completion of the instrument calibration routines
on the instruments in the laboratory.
The Supervisor is responsible for the completion of the instrument calibration routines on the
instruments in the production lines. The Technical Service Manager is responsible for the
defining the requirements for calibration routines.
RACI: Instrument Calibration
Technical
Quality Technical
Task Planner Supervisor Services
Supervisor Support
Manager
Define instruments
which has to be IC R A
calibrated
Defining of the
calibration
IC IC R A
requirements for
instruments
Update Maintenance
System with R R R A I
calibration routines –
Label equipment
R R A I
accordingly
System monitoring R R R A
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.4 Standard Maintenance Work Instruction

This section contains details of the standard requirements and expected final outcomes when
a maintenance procedure is in place. The section defines all the items that must be captured
in a work instruction and the basic principles that must be followed.
Objective
To describe the standard requirements and expected final outcomes when a maintenance
procedure is in place.
Application
Description of applicability and non-applicability of the standard. E.g., this standard is
applicable for all maintenance instructions for a particular task.
Safety and Environment Instructions

Description of all detailed safety procedures, actions, points of attention and equipment that
are necessary to perform the activities described in the work instruction, and also the
procedures, actions and points of attention that are necessary to avoid negative impact on the
environment.
This chapter must be written by using a special format (e.g. bold, red letters) to be more
visual and receive the required attention.
Linked Documents
Description of all the documents / drawings / linked with this Work Instruction. They must be
listed using the full title and the path to the location where to find them.
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Responsibilities
RACI: Work Instructions
Technical
Technical
Support
Manager
Align required Work
Instructions with Critical
Equipment & C RA
Instruments – preparing
list
Identify & recommend
work instructions for
critical equipment – C I RA
building in maintenance
system
Prepare Work
Instructions – prepare R R A I
work instructions
Ensure Work Instructions
are added to the
appropriate maintenance R I A
systems – building in
maintenance system
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.5 Spare Parts Management
3.5.1 Spare Parts Policy

The management of spare parts, together with proper planning and control of spare parts
inventory, is a critical component for dealing with Reactive Maintenance, and as well for an
effective Planned Maintenance program.
Spare parts management must follow certain disciplines so that the correct spares are
available when required. However, following this discipline, the inventory does not include high
stock levels which incur costs. The Technical Services department must ensure that all the
tools, techniques and procedures associated with best practice inventory management are
employed in order to balance the requirements of the business.
Objective
Spare parts management is one of the fundamental building blocks of the ABInBev
Maintenance strategy. Proper planning and control of spare parts inventory is a critical
component for dealing with Reactive Maintenance and as well for an effective Planned
Maintenance program. It is critical that the right parts are “on hand” when needed for
maintenance or repairs to ensure that downtime is kept to a minimum. The other side of the
equation is that if too many parts are on hand, the enterprise absorbs excessive costs and the
overhead of carrying the inventory.
The objective will be to maintain a disciplined approach towards managing a Spare Parts
Inventory that meets the needs of the Maintenance Process at the optimal cost.
Considerations
An inventory system will be necessary in order to properly manage spare parts. The attributes
of the system should consider the following characteristics:
Protect against loss or shrinkage. Make sure that only authorized and trained employees are
allowed entry into the warehouse. They must be trained to be in your warehouse. Pilferage
and incorrect parts documentation are the largest causes of unplanned stock outs.
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Locate parts in the computer system. For the maintenance planner who is not familiar with
item numbers to locate the appropriate part in a computer system, nouns and qualifiers is a
way of simplifying a search. A noun is a simple, meaningful name for the item, for example
"pump." The qualifier adds more detail, such as "hydraulic." A search on this combination will
bring up all hydraulic pumps in the stock item master file. An assortment of captions and a
detailed item description can provide an increasingly narrowed search that considers make,
model, size, formulation, capacity, etc. If the part can be substituted with an alternate or
equivalent part that reference also should be stored in the stock record.
Automatic replenishment. Automating the thought process related to reorders can generate
savings. Suggested reorder functionality creates requisitions based on reorder points (ROP)
and reorder quantities (ROQ) that are stored in the inventory record. Once inventory levels for
a part fall below the reorder point threshold, a suggested reorder is placed for the reorder
quantity, which in turn creates a requisition. This saves time and prevents the delays and
errors that can occur with manual purchasing processes. When a simple ROQ value is not
enough, an economic order quantity (EOQ) algorithm can be used to calculate the right
quantity of a spare part to purchase when replenishment is needed. The EOQ can consider
volume discounts, the cost of placing an order, carrying costs, and other factors. In addition,
regular review of the reorder quantities is recommended for all system generated orders, so
that there is a regular cross check for the need of stocking the part to quantity being stocked.
Maintain a complete inventory list for the warehouse. Determine up front what spare parts are
required to manage the required level of risk to your plant. Order only the amount of non-
stock or special order items that are required.
Establish a Management of Change (MOC) process for adding or deleting any items to the
inventory.
Assign and use bin locations. Assign primary and surplus bin locations for every stocked item.
All picking and receiving documents should list the primary bin location. With correct bin
locations on documents, order picking is probably the least complicated job in your
warehouse.
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Record all material leaving the spare parts warehouse. There should be appropriate processes
for every type of stock withdrawal. Under no circumstances should material leave the
warehouse without being entered as a remove from inventory.
Process all transactions in a timely, prioritized manner. All transactions or inventory

movements should be processed by the end of the day. Stock receipts should be “shelved”
and entered in the inventory system within 24 hours of arrival. Zone specific criteria for
international parts may need to be developed due to the complexity of getting import costs
settled. In this case, the specific procedure should be available for review.
Balance the inventory levels (minimum/maximum) such that there is sufficient risk, not too
few and not too many.
Seek out alternate suppliers or manufacturers of parts for original equipment manufacturer
(OEM) parts. Best Practices has shown that one of the fundamental methods to reduce costs is
to seek out alternate suppliers for OEM parts.
Include an annual budget for obsolete parts. It is recommended that there is an annual
budget for obsolete parts to facilitate the need to exchange old for new requirements.
Ensure that stock balances are accurate and will remain accurate. Implement a comprehensive
cycle counting program to ensure the availability of the spare part that is held on inventory.1
A physical inventory is required as stated in the Logic’s Pillar. Reconcile the inventory against
orders and usage requisitions. The purpose for checking the inventory is to ensure that the
book value of the inventory and actual inventory held match. All inconsistencies, duplicates or
gains/losses should be reported to the spare parts manager. The physical stock taking can be
done through either periodic cycle counting or a complete physical inventory.2
1
For adjustments to inventory value, such as the write-offs regarding gains/losses found during
cycle counting, please refer to the plant controller/accountant for the local accounting procedures.
2
For stock taking or physical inventory requirements, please refer to the plant controller /
accountant for the local accounting procedures or practices. These can vary depending on the
region or country requirements.
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Introduce regional/country sharing of strategic spares. Regional/country sharing of strategic

spares must also be introduced when judged appropriate by zone management.
Vendor service levels. Capturing supplier service level data within the inventory record helps
bring to light the most efficient, dependable, and cost-effective vendors. Preferred suppliers
can be identified based on historical lead times, pricing, quality, number of short- or over-
shipments, how often goods are received damaged, frequency of backorders, and other
criteria. Preference can be given to these vendors in the procurement process.
Include a view of where the part is used. A view of where a part is used, for example on which
assets a certain ball bearing is installed, provides benefits to both the plant floor and
storeroom. This view enables inventory personnel to understand how extensively a part is
used throughout the operation, and helps the maintenance planners to determine the item
number and quantity of parts installed on an asset.
Consign spare parts. Consignment of spare parts is another means by which to lower the cost
of spares. The supplier or vendor (if agreed) would hold an inventory of their material at no
cost to the company. The company would then pay for the item when consumed or replaced.
Categorize spare parts. Spare parts will use the global VBS to categorize parts into one of
these categories:
 Fast movers, fully impaired if unused after 3 years.

 Slow movers, fully impaired if unused after 4 years.
 Non-movers, fully impaired if unused after 5 years.
This categorization defines the accounting rules for financial obsolescence of materials.
Financial obsolescence refers to the accounting for current assets that are no longer
considered current and are therefore provisioned to offset their balance sheet impact.
Prioritize parts for technical obsolescence. Best practice suggests that materials that are not
issued after 5 years should be prioritized for maintenance’s consideration as technical
obsolescence. Technical obsolescence refers to parts that are no longer useable for the
maintenance of currently operating equipment. Once parts are flagged as technically obsolete,
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those parts should be segregated from other inventories and a plan for review and disposal
should be put in place.
Value spare parts for any M&A transaction. For any M&A transaction, spare parts should be
valued in the opening balance sheet. The acquired entity must apply the VPO rules from the
acquisition date 2 years following the acquisition, the spare parts should be reviewed and a
detailed analysis of the spare parts should be performed. If spare parts may still be used and
this is confirmed by Global VP - Technical and his team, the “accounting date” for VPO count
can be reset.
In case of closure of a plant the following treatment should be applied for the spare parts that
cannot be moved to other plants:
a) If a plant is acquired as part of an M&A transaction and, at the time of the acquisition,
as part of the business plan, it is decided to close the plant shortly after the completion
of the transaction, the spare parts that cannot be moved to other plants should be
valued at their estimated market value as part of the fair value exercise performed for
accounting purposes at acquisition date (the opening balance sheet “OBS” exercise).
Usually, when a plant is acquired with the intention of closure, the spare parts have
little residual value and common practice is to consider such spare parts at zero/very
low value in the OBS.
b) If an existing plant is closed as part of a formal restructuring plan, the spare parts that
cannot be moved to other plants might be provided for through one-off in profit or loss,
as long as that the related restructuring costs in connection with the plant closure also
qualifies to be reported as one-off. On the other hand, if the closure costs are reported
in EBITDA performance (e.g. the restructuring does not qualify as one-off), the write-
off of spare parts should also be reported in EBITDA performance.
c) If the plant is closed as part of a relocation plan, the spare parts that cannot be moved
to other plants must be provided for in EBITDA performance.
d) The costs of reallocating spare parts to other plants in all the cases above (i.e.
transportation costs) do not qualify for being recognized as inventories and should be
recognized in profit or loss when incurred.
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Track new part warranties. The spare parts warehouse shall have a process to track warranty
on newly purchased parts for CAPEX or just replacement spare parts. Best practices indicate
that 1.5% of the total spare parts spend should be recovered as warranty.
Include a rebuild process. The spare parts inventory should include a rebuild process in their
stocking strategies. Rebuilt spare parts cost less than new and perform with the same quality.
Best practices show that 25% of spare parts inventory value can be classified as rebuildable.
(Internal or External).
Responsibilities
RACI: Spare Parts Inventory
Technical
Stock Zone
Task Services Logistics
Room Procurement
Manager
Preparing Spare Parts –
establishing requirements and A R C I
specifications of spare parts
Preparing Spare parts issues – R C A I

Recommending/Consolidating
Suppliers – leveraging A C R I
purchasing power (zone-wide)
Identifying Alternate Suppliers
– finding alternative sources of
R I A C
OEM parts, finding
alternative suppliers for MRO
parts
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.5.2 Strategic Spare Parts Policy

This section outlines the criteria that must be met for an item to be considered a Strategic
Spare Part. It is important for the Technical Services Department to identify strategic spares,
as this can aid the management of the inventory through capitalization of strategic spare
parts.
Objective
The objective of the Strategic Spare Parts Policy is to allow the purchase of spare parts that
are considered strategic to the operation of a production/process line but considered excessive
in cost for one plant to purchase, however, can be shared by several plants in a region or
zone.
The benefit of such a process is to allow the strategic spare that is on inventory, to be
depreciated over time as a capital asset. This is to minimize the financial impact if the part is
never issued and over time becomes obsolete.
Considerations
The definition and the business rules regarding strategic spares are outlined in the “Accounting
and Reporting Manual, Chapter 12.5 Property, Plant and Equipment, Section 2 Spare Parts.”
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Responsibilities
RACI: Strategic Spares Inventory
Stock Spare Technical

Technicia Procurement Technical
Task Room Parts Services
n Manager Support
Clerk Manager Manager
Preparing Spare
Parts
Requirements - C A R I R
preparing
routines
Identifying
Strategic Spares
I A I R
– communication
to users
System
I I R A
monitoring
Reporting and
I I R A
Review
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.6 Outsourcing
There are a number of different development levels of outsourcing possible. The following
section describes the various outsourcing levels as well as stating the outsourcing policies that
must be adhered to.
The purpose of outsourcing is to both reduce cost and to shift the focus on non-core activity
from the operational team to a third party.
The Technical Services department must make an assessment of their own opportunities and
while these will differ between sites and zones, the basic principles of dealing with outside
contractors/individuals can be followed.
Introduction
There are a number of different development levels of outsourcing possible. This chapter
describes the various outsourcing levels as well as stating the outsourcing policies that must
be adhered to. There are opportunities to both reduce cost and focus effort through
outsourcing other activities to third parties. This chapter provides guidance on which tasks
should be considered “core” as well as setting outsourcing targets that need to be achieved.
A set of instructions is detailed to help maintenance managers assess their current plant
situation and move on up to the desired levels of outsourcing.
Some background information is given to explain the process for determining outsourcing
opportunities and the associated benefits and pitfalls.
Policy
Outsourcing Approach
The Technical Service Manager in consultation with the Procurement Manager and Plant
Technical Support must outsource tasks, defined as General Tasks in this chapter. It is the
policy of ABInBev to outsource these tasks, which are considered to be non-core and a
distraction from the core business of ABInBev, provided the local market can provide the
service at an economic value.
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For all other tasks, the use of external contractors/outsourcing is acceptable in circumstances
where it can be clearly shown that this is the most economic option available. However, this
level of outsourcing will be handled on a case-by-case basis.
Therefore the vision for outsourcing is that all general/Specialist Activities are outsourced
where cost-effective.
When external contractors are to be used a minimum of three price quotations are required.
Where external contractors/outsourcing are used the required skill and service levels should be
documented in a legally binding contract and procurement should be used to finalize
negotiations and structure the contract.
The costs of outsourcing need to be benchmarked against other suppliers at minimum once a
year.
All contractors working onsite should be fully briefed in all Environment, Health and Safety
procedures. Signed documented evidence of these briefings needs to be kept. Procedures
include:
 Hygiene requirements
 Work permit and isolation procedures
 Site fire procedures
 Stores requisition procedure etc.
Outsourcing Benefits
Lower Costs. Contractors generally pay lower wage rates and offer lower level of benefits
to their employees than major corporations.
Scale. Contractors can leverage savings through the scale of their single activity
operations.
Learning Curve. Single activity focus enables contractors to shift up the learning curve
faster and introduce industry best practices to reduce costs.
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Utilization. Contractors have higher utilization rates of capital equipment and labor.
Freeing Up Management Time. Contracting out simple non-core functions enables

management to concentrate on more value added functions.
Unions. Outsourcing results in management having to negotiate with fewer union groups
and limits spill-over of industrial action.
Better Service. Through better training and greater management interest, contractors
often offer superior service.
Release of Minor Capital. Outsourcing limits minor capital requirement for items such as
tools and equipment.
Outsourcing Activities
 General. Services that can be provided by a range of suppliers and where cost-effective
outsourcing options are likely to be available in all markets over time e.g. domestic
plumbing will be outsourced over time.
 Specialist. Services that can only be provided by more specialized suppliers and where
outside suppliers may not necessarily be more cost effective, e.g., vibration monitoring
will be outsourced where cost effective.
 Task Matrix. There are two axes on the matrix; the vertical axis indicates the type of
activity, General and Specialist. The horizontal axis describes the impact of the activity
on maintenance, Simple, Non-Maintenance Critical and Maintenance Critical.
General activities are those which are available in almost all markets and which are clearly non-
core.
Specialist activities are those which are often available in established markets, these are
sometimes considered core to the maintenance department but not necessarily core to beer
manufacturing.
Normally the General activities are outsourced ahead of the Specialist activities.
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The impact on maintenance axis indicates the criticality of the task and therefore the
relationship between ABInBev and the supplier. The more critical the activity, the more focus
on service level agreements, regular reviews and improvement targets.
Outsourcing maintenance critical tasks should only be done in consultation with Plant
Technical Support since these tasks can have a wider strategic implication for the business.
Task Matrix
Type of Non-Maintenance
Simple Maintenance Critical
Activity Critical
 Gardening  Building maintenance

 Site Security such as heating,
 Cleaning of non- lighting & ventilation
process areas maintenance
 Civil repairs  Parts fabrication
 Domestic Plumbing
 Capital works
and installations
General  Vehicle repairs
 Painting
 Carpentry
 Masonry
 Workload above
base level
 Safety maintenance
such as fire doors
and extinguishers
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Type of Non-Maintenance
Simple Maintenance Critical
Activity Critical
 Machine specific skills  Condition monitoring  Spares inventory

 Coded welding such as oil analysis, management
vibration inspection  Equipment set-up
and infrared and calibration
inspection  Utility provision such
Specialist as water treatment
and energy plants
 Lubrication
 Overhauls
 Planned maintenance
 Breakdown cover
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Structured Approach
Ensure that the activities to be outsourced can be properly and sufficiently defined.
 Focus should be on tasks not on positions or individuals

 Enough detail that different quotations can be properly compared
 But not too detailed that it will take too long to evaluate
Check that there are sufficient quality suppliers to provide acceptable standards of service and
ensure an efficient market for services e.g.
 Alternative suppliers are readily available to mitigate the risk of failure/disagreement

and to spur competition
 Opportunities exist to create new suppliers
 Suppliers have financial strength and stability as well as an established track record
 Verify that the market is able to offer a competitive pricing of the services
 Suppliers are likely to have a meaningful cost/quality advantage in providing this
activity
 Suppliers are likely to bring future innovations and improvements
 Supplier performance is readily measurable
 Include service, quality and reliability as well as price in the final selection criteria
Invite bids from potential suppliers.

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Outsourcing Justification
It can often be difficult to make an accurate comparison between the internal costs saved and
the total cost of the outsourcing service
 Internal costs often are not actually eliminated by outsourcing

 External quotations do not take account of transition costs and internal disruption
The identification of internal cost saving (direct & indirect) should focus on the activities
eliminated and the actual savings that will be realized by outsourcing the activity, such as:
 Can labor saved be released or re-deployed?

 If labor is released, savings in non-wage employment costs such as training should also
be considered.
The external cost analysis must also factor in the internal costs incurred in the setting up and
running of the outsourcing contract
 Severance costs
 Ongoing management of the contract
Outsourcing decisions should be made in consultation and agreement with the Plant Technical
Support and the Procurement function
Outsourcing Cost Analysis
A full Net Present Value (NPV) analysis should be done only of a decision to outsource
maintenance critical tasks. In order to complete this task we have to define what the direct
labor costs are with all of the all support costs and compare them to all the costs if a third
party supplier does the cost.
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Costs to consider if ABInBev does the work.
 Direct labor costs

- Average utilization rate
- Absenteeism
- Average number of training average days
- Average base salary
- Number of overtime hours
 Support Costs
- Social benefits
- Costs of training
- Costs of servicing tools and equipment
- Minor capital costs
 Costs if a third party does the work
 Transition Costs
- Number of weeks required to setup supplier arrangement
- Risks & Contingency assessment
- Voluntary redundancy costs
 Costs to manage a supplier
- Duration of monthly meetings between supplier & the client
- Total number of strategic suppliers
- Number of activities
 Production level differences
- Performance improvements for ABInBev & supplier (plant reliability, maintenance
downtime)
- Performance incentive bonus
- % rework for ABInBev & supplier
- % improvement in material costs for ABInBev & supplier
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 External supplier costs

 Pricing approach offered by supplier
All of the above areas need to be analyzed and inputted into an NPV Cost Benefit Analysis.
In summary all general tasks should be outsourced using a minimum of three price quotations
and required skill and service levels should be documented in a legally binding contract. The
costs of outsourcing need to be benchmarked against other suppliers at minimum once a year
All specialist tasks should be reviewed using a NPV cost analysis and should be validated using
Plant Technical Support.
Follow Up
The outsourcing contracts need to have agreed performance clauses that allow the suppliers’
performance to be actively reviewed and managed
 Cost review for simple activities

 Service level agreements for non-maintenance critical activities
 Regular partnership reviews for critical activities looking at all aspects of performance
(service, quality, financial)
A function needs to be present, usually within maintenance to manage this review process
This function along with Procurement is usually also responsible for handling the initial
outsourcing selection process
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RACI for Outsourcing
Technical
Technical
Task Supervisor Services Procurement
Support
Manager
Identify all tasks
that could be
R A R I
Outsourced both
General and
Specific.
Generate specific
definitions that
R R RA C
include tasks / service
/ reliability.
Justify the outcome
to either Outsource or R R A C
keep tasks in house.
Negotiate and set up a
C R R A
contract for the
service.
Set up and carry out
on going reviews of the R A I I
service.
Revisit all contracts on
an annual basis and R R A C
validate the
justification.
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.7 Technical Skills Matrix

The Technical Skills Matrix policy outlines the approach to maintenance technician and
operator development. The section covers the requirement for a training and development
strategy and defines the three levels of training attainment. The policy includes skills profiles
for each level and indicates the timings to achieve each level.
Purpose
This section outlines the approach to Maintenance Technician and Operator skills development
within the ABInBev organization in line with the Maintenance Pillar Pyramid. It defines the
levels of training that should be addressed and the mechanisms to allow transition between
levels, including the support functions that are required. This section also covers the need for
a training and development strategy, the creation of a skills matrix and a skills assessment
protocol, however, the specific organization of the training program and the content of the
program are considered to be plant specific.
Scope
The following areas fall within the scope of the policy document:
 Roles and Responsibilities

 Definition of training levels
 Skills assessment and gap analysis
 Training validation
 Training records
 Skills outsourcing policy
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Responsibilities
It is the responsibility of the Technical Manager to ensure that all Maintenance Technicians
advance through the levels of training from basic to advanced level.
It is the responsibility of the Technical Manager and Departmental Mangers to liaise on the
levels of operator training that are desirable and to create a program for training delivery and
validation.
It is also the responsibility of the above managers to ensure a skills matrix is developed and
that gap analysis is carried out against the relevant matrix for all technicians and operators
References
The use of this policy should take into account the general guidelines contained in the
Management and People Pillar documentation.
Procedure
A robust training and development strategy is essential as we work towards a World Class
Maintenance environment, broad-based basic training will encourage ownership of the
operation and will result in all tasks being performed effectively. Once basic skills are in place,
a site can begin to encourage a continuous improvement culture using the tools and
techniques associated with World Class Maintenance and as detailed in the Maintenance Pillar
Pyramid.
The skills assessment (gap analysis) and resultant skills matrix are the blueprint for a site to
deliver improvements to skill levels across all functions.
Levels of Skill
For each of the critical roles in the Production and Maintenance functions, the core skills of
that role have been identified (see Appendices at end of this section) and three levels of skills
identified:
 The Basic Level: The skills that all staff of a particular discipline should possess in
order to carry out the role safely and effectively. The site recruitment policy should
include minimum skills level at entry.
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 The Interim Level: The skills that staff should develop as the site progresses through
the program. In accordance with the skills assessment and subsequent training
program identified for that individual.
 The Advanced Level: This relates to the level of skill identified as the required
attainment on the completion of an individual’s training program.
A technician at the advanced level would be capable of delivering coaching to individuals in the
lower levels.
The skill profiles associated with each level are not exhaustive but have been designed to
cover only the core skills of each discipline aligned with the requirements of the Maintenance
Pillar. The initial training assessment for the department should identify, up front, how many
individuals are required to attain each level of training.
It is expected that the skills profiles will be added to by local management where a particular
skills required locally is missing from the profiles.
Additional detail can be added where this helps the definition, i.e., listing individual machines
or process areas on which the individual is trained, or the listing of the individual maintenance
tasks that an operator has been trained to complete. The principle of three levels of skills
aligned to the requirements of the teams and the site at the various development levels should
be adhered to.
Training assessment should be accompanied by written validation at all levels.
When the site training needs have been identified and plans implemented, the timings for
transition through the levels should be as follows:
 Timings for site attainment of basic level: 6 – 12 months

 Transition through to attainment of interim level 1 – 3 years
 Full attainment of vision at advanced level: 3 – 5 years
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Individual Skills Assessment
Each individual member of the staff should be assessed against the skills profile either by his
manager or jointly by the staff member and manager.
Where the individual does not possess the skills to the appropriate level and it is considered
appropriate and possible to develop those skills, an Individual Development Plan (IDP) should
be prepared to allow that individual to acquire the skills or raise his/her skills to the
appropriate level.
At all levels, the assessing manager should refer to evidence of a particular skill having been
used in the workplace in order to justify the assessment. Decisions should not be made on the
basis of individual opinion without evidence.
The Maintenance and Production Managers should maintain a record of the assessments and
the training plans that result. Assessments should be revised at regular intervals to update
new skills learned or improvements in existing skills.
It is the responsibility of the site to ensure that a formal system is in place for the recording
of individual skills or training. The record should always include the relevant validation
documentation for each skill level attained.
The validation must take account of behavioral and performance criteria as referred to in
the Management and People Pillar documentation.
Plant Standards
For a plant to meet the minimum standards for training, staff should have the basic skills
identified on the skills matrix.
For a plant to meet the target standards for training, staff should have the advanced level
identified on the skills matrix.
A plant progressing towards the Maintenance Vision should determine the number of its staff
that it requires to be skilled to the advanced level and then train those staff to that level.
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The exact proportion of a team at Specialist Level is a decision for the responsible manager in
the area concerned, which should be taken with due regard to:
The technology employed on the plant.
The capability of the staff to meet these standards with appropriate training.
Outsourcing
There are a number of maintenance skills, for which it is prudent to outsource the activity,
either for legislative or economic reasons. These have to be identified separately. And where
individuals have these skills, there is no reason for further development and individuals should
not be trained in these areas.
Other activities for which the Maintenance Department is responsible may also have been
outsourced for economic reasons, i.e., vibration analysis, or inventory management, in which
case it is obviously not necessary to develop these skills in-house.
Appendices
The following appendices are included:
 Operator Skills Definitions

 Mechanical Craftsman Skills Definitions
 Electrical Craftsman Skills Definitions
 Maintenance Planner Skills Definitions
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Operator Skills Definitions
Skill Basic Interim Advanced
Safety Basic understanding of Able to suggest Capable of safety

need for safe working. improvements to existing risk assessments.
Carries out appropriate practices. Can prepare safe
isolations & uses Complies fully with working practices.
Personal Protective existing practices.
Equipment (PPE) that Promotes a safety culture.
is provided.
Process Understands individual Has basic knowledge Has full process
Understanding machine or relevant to his process understanding, can
equipment operation area, i.e., can operate understand or could
only. equipment, and develop a functional
understands principles description for the
such as plant process and process.
key parameters or
packaging line V graph.
Core skill Can only operate most Can operate more Expert operator, able to
simple processes and complex machines or diagnose faults, to carry
machines in the processes such as out first line
workplace i.e. Palletizer, automated brew house, maintenance such as
bottle washer. automated tank farm, filler service component
or labeler. replacement, i.e., air
filters.
Size change Can complete the size Can carry out size None
change and product change and product
change requirements change requirements for
for simple machines or more complex machines
processes, i.e., crate or processes such as
packer, bottle washer filler or labeler, using
tools where necessary
Lubrication Can carry out daily Capable of following Can carry out complex
lubrication on own lubrication schedule and lubrication tasks, i.e.,
machine correctly carrying out daily and changing gearbox oils,
and maintain weekly lubrication tasks collecting samples for
machine lubrication on all machines. oil analysis.
schedules.
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Housekeeping Complies only Keeps machine and area Able to develop

with instructions. to a good hygienic cleaning schedules for
standard, actively works to the machine/area which
improve and maintain challenge & improve
his/her area. Holds basic the existing conditions.
food hygiene qualification. Has understanding of
HACCP.
Quality Minimal understanding. Able to use instruments to Understands impact of
Can only complete carry out a range of quality parameters on
very basic checks such physio- chemical checks the product, can make
as code presence. such as oxygen, CO2, process corrections, i.e.,
gravity. gassing of a tank of
beer.
Team skills Will assist colleagues Makes positive Able to lead
in the workplace. contributions in team and facilitate
meetings, is supportive team
of team members. discussions and
activities.
Understands team
dynamics, and the
elements that go to
make a successful
team.
WCM None Understands the Can correctly classify do
elements of GLY it, fix it, redesign it and
measurement, can can lead or implement
calculate GLY and use the projects to improve
information to prioritize GLY.
action.
TPM Can follow cleaning, Understands the principles, Fully understands the
inspection and carries out responsibilities principles, can facilitate
lubrication schedules for cleaning, inspection or lead a team in the
for own machine. and lubrication to the workplace. Can develop
required standard. Will OPLs and lead
make suggestions for one- improvement projects,
point lessons of can carry out root
improvement projects. cause analysis.
Maintenance Can carry out Can carry out basic Can carry out majority
inspections defined planned maintenance tasks of mechanical planned
through the TPM such as drive belt maintenance tasks.
procedures. inspection and
replacement.
Can safely use hand tools.
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Communication Basic verbal Can complete simple Can prepare well-

written reports such as presented and
downtime reports, persuasive written
accurately describing what reports for
happened. improvements on the
plant or ways of
working.
IT None beyond Can follow simple Windows capable.
those required to keyboard procedures, i.e., Office application skills.
operate machines. enter quality results onto a
PC.
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Mechanical Craftsman Skills Definitions

Carries out practices. Can prepare safe
appropriate isolations Complies fully with working practices.
& uses Personal existing practices.
Protective Equipment
(PPE) that is provided.
Understanding machine or relevant to his process understanding, can
equipment operation area, i.e., can operate understand or
only. equipment, and could develop a
understands principles functional
such as plant process description for the
and key parameters or process.
packaging line V graph. Can interpret PIDs.
Understands issues such
as gas equilibrium or
pasteurization control.
Basic skill Can identify basic Able to carry out Can design and build
Pneumatics pneumatic components basic fault finding pneumatic logic circuits.
and replace obviously within pneumatic I.e., would be able to
failed items systems. modify the sequence of
a Palletizer to suit a new
crate or carton.
Fabrication Able to Able to produce good N/A
manufacture good quality turned or
quality simple machined components
brackets or folded
components
Drives Able to disassemble Able to service and Able to calculate drive
service and repair complex drive power requirements,
reassemble simple systems requiring careful design conveyors,
mechanical drives, i.e., set up, i.e., filler drives. etc.
replace bearings in a
conveyor drive or
pump and accurately
re-align.
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Valves Can recognize different Can remove, diagnose Understands the

valve types, identify and repair more different flow and shut
correct repair kits and complex valve types off characteristics of
carry out repairs. such as double block valve types. Can select
and bleed, understands an appropriate valve for
operation of valve and a given application.
can diagnose simple
electrical or pneumatic
faults.
Process Assembly Able to carry out Can correctly dismantle None
simple reassembly & assemble complex
tasks, can select process equipment such
and use correct plate heat exchangers,
gaskets, bolts, etc. compressors, can
seamer, etc.
Can understand and
work to mechanical
drawings.
Pumps Can replace Can identify faults None
glands, service and such as cavitation,
repair pumps. pressure shock. Can
suggest solutions.
Welding None Simple manual metal arc None
welding of mild steel
and stainless steel.
Electrical None Can safely isolate & Able to carry out electrical
disconnect components diagnostics using electrical
up to 400v. meters or PLC
Can carry out simple programmer.
component failure
diagnostics, i.e.,
photocell and carry out
replacement.
Problem solving Identifies and Can use an appropriate Can employ root cause
skills repairs or replaces technique to correctly analysis techniques to
obviously failed identify secondary faults identify and overcome
components where the cause is not the root cause of
obvious or not directly a persistent faults.
consequence of the
failed component
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WCM None Understands the Can correctly classify

elements of GLY do- it, fix it, re-design it
measurement, can and can lead or
calculate GLY and use implement projects to
the information to improve GLY
prioritize action
TPM / FMECA Can follow Understands the Fully understands the
maintenance principles, can contribute principles, can facilitate
instructions, complete in a team environment or lead a team in the
PM tasks effectively to developing analytically workplace.
communicating the derived maintenance Is able to plan work, and
action taken or schedules, suggest improvements to
required. able to carry out planned maintenance
root cause analysis. programs, optimizing
frequency, etc.
Planned and Can carry out Carries out specified Can use specific
Predictive specified inspections inspections, can interpret predictive maintenance
Maintenance to required standard. the results and identify tools such as IR
appropriate corrective inspection or vibration
action analysis, identify
abnormalities and
corrective action.
written reports such presented and persuasive
as planned written reports.
maintenance sheets,
accurately describing
status and corrective
actions necessary.
IT None Can follow simple Windows capable.
keyboard procedures, Office application skills.
i.e., record plant history Understands the elements
or stores withdrawals of CMMS systems and
on a PC. how work is managed
through systems.
Use of internet for
obtaining technical
information
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Management / None None Can effectively motivate

Leadership and lead a production
team or cell, has basic
management
competencies as
defined by the local
human resources.
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Electrical Craftsman Skills Definitions

Carries out practices. Can prepare safe
appropriate isolations Complies fully with working practices.
& uses Personal existing practices.
(PPE) that is provided.
Understanding machine or relevant to his process understanding, could
equipment operation area, i.e., can operate develop a functional
only. equipment, and description for the
understands principles process. Can interpret
such as plant process PIDs. Understands issues
and key parameters or such as gas equilibrium
packaging line V graph. and pasteurization
control.
Basic skills Can install cable Can design simple Electrical project
Installation systems, tray work, switching and motor management capability.
conduit, etc. Can control circuits, build Can design, source parts
accurately terminate and install. and services, deliver
cables and connect installation to a
panels following a functional brief.
drawing.
Electrical Can carry out simple Able to use logical Able to monitor &
diagnostics meter type process, PLC diagnostics improve performance.
diagnostics, can or machine diagnostics to Address complex
identify and replace identify more complex machine breakdowns and
failed components. failures and resolve them. resolve them.
PLC None Can connect programmer Can carry out simple
and carry out basic programming
diagnostics. modifications,
understands risks of this
and follows testing and
change control
procedure.
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Instruments None Can carry out basic Understands basic

calibrations of control theory, can tune
temperature, pressure and optimize three term
& level instruments. control loops.
Understands the effect
of control performance
on factors such as
product quality and
safety.
Pneumatics Can identify basic Able to carry out Can install, diagnose
pneumatic components basic fault finding and tune pneumatic
and replace obviously within pneumatic control equipment, i.e.,
failed items. systems. pneumatic controller.
Problem solving Identifies and Can use an appropriate Can employ root cause
skills repairs or replaces technique to correctly analysis techniques to
obviously failed identify secondary faults identify and overcome
components where the cause is not the root cause of
obvious or not directly a persistent faults.
consequence of the
failed component
WCM None Understands the Can correctly classify
elements of GLY do it, fix it, redesign it
measurement, can and can lead or
calculate GLY and use the implement projects to
information to prioritize improve GLY
action
TPM/FMECA Can follow Understands the Fully understands the
maintenance principles, can contribute principles, can facilitate
instructions, complete in a team environment to or lead a team in the
PM tasks effectively developing analytically workplace.
communicating the derived maintenance
action taken or schedules, able to carry
required. out root cause analysis.
Planned and Can carry out Carries out specified Can use specific
Predictive specified inspections inspections, can predictive maintenance
Maintenance to required standard interpret the results and tools such as IR
identify appropriate inspection or vibration
corrective action analysis, identify
abnormalities and
corrective action.
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written reports such presented and persuasive
as planned written reports.
maintenance sheets, Can prepare accurate
accurately describing electrical drawings.
status and corrective
actions necessary.
IT None Can follow simple Windows capable.
keyboard procedures, i.e., Office application skills.
record plant history, stores Use of internet for
withdrawals. obtaining technical
information
Management / None None Can effectively motivate
Leadership and lead a production
team or cell, has basic
management
competencies as
defined by the local
human resources.
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Maintenance Planner Skills Definitions
Safety Basic understanding Able to administer safety Capable of safety

of need for safe system, including work risk assessments.
working. Carries out permits, area inspections, Can prepare safe
appropriate isolations etc. working practices.
& uses Personal
(PPE) that is
provided.
Process Has basic knowledge Has full process Can design and
Understanding relevant to his understanding, can implement improvements
process area, understand or could to the process, i.e., would
understands principles develop a be able to design a simple
such as plant process, functional pumping system or small
functions and description for the transfer conveyor as part
specifications of process. of an improvement
packaging machines. project.
Communication Can complete simple Can prepare well- Can deliver quality
written reports such presented and persuasive presentations to groups
as planned written reports. Can at all levels in the
maintenance sheets. design reports to analyze organization.
Can prepare standard specific issues. Listens to
reports from the staff and incorporates
maintenance system. their ideas into output.
Can participate and
chair maintenance/
planning meeting.
IT Can follow simple Windows capable. Can configure reports on
keyboard procedures, Office application skills. a CMMS system. Acts as
i.e., record plant Understands the elements system expert and can
history, stores of CMMS systems and train others on its use.
withdrawals, etc. how work is managed
through systems. Is a
capable user of the
CMMS.
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Planning Can identify what has Can plan over a longer Is able to plan
to be done, prioritize timeframe, can employ complex activities such
and schedule work sophisticated planning as multidiscipline
and ensure techniques such as capital projects.
resources, parts and resource leveling to
tools are available to optimize a maintenance
carry it out. plan.
Analysis & Can identify issues Can analyze plant Where cause cannot be
problem solving with the plant and performance data to readily identified, can
propose effective identify areas of identify appropriate
corrective action. underperformance. Uses internal and external
plant history and root resource and manage
cause analysis that resource.
techniques to identify
root causes in order to
avoid reoccurrence.
Administrative Can follow established Can design administrative None
procedures ensuring systems, procedures and
that the necessary processes. Takes account
administration is of the purpose of the
carried out for activity, sets quality and
efficient performance service level goals.
of the maintenance
department, i.e.,
overtime records all
checked & up to date,
work lists up to date
and progress chased,
parts ordered in a
timely manner.
Contract Can manage individual Can set up a Has a procurement skill,
Management contractors on site to performance-based able to identify the
ensure that work is contract for the strategic importance or
carries out in a safe provision a particular service to
manner to appropriate of service. Is able to the business and apply
standards. carry out reviews of that differing procurement
contract and ensure that approaches.
performance criteria are
met.
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TPM / FMECA Understands the Fully understands the Can train the process
principles, can principles, can facilitate and act as a program
contribute in a team or lead a team in the facilitator.
environment to workplace.
developing analytically Is able to plan work, and
derived maintenance suggest improvements to
schedules, planned maintenance
is able to carry out programs, optimizing
root cause analysis. frequency, etc.
Planned & Is able to plan Can identify the most Can set up predictive
Predictive predictive appropriate predictive maintenance programs and
Maintenance maintenance maintenance tool such contracts setting
interventions, as vibration or oil performance criteria and
understands the analysis and from the processes for monitoring
importance of process results detect that performance and
and can identify abnormalities and take corrective action.
appropriate corrective corrective action.
action.
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Responsibilities
Technical Skills Matrix RACI
Technical Technical
Site Training Departmental
Task Support Support
Manager Trainer
Manager Supervisor
Develop training
RA CI CI
policy document
Develop skills
A R CI R
matrix
Devise training
A C R R
programs
Conduct skills
profiling/gap A C R R
analysis
Deliver training
A C CI R
to min standards
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.8 Equipment Numbering

A robust maintenance system relies on effective data collection, and equipment numbering is
essential to this process. The integrity of the work order process is dependent on equipment
numbering and it must be considered a mandatory fundamental requirement within the
Maintenance Pillar.
Objective
The objective is to maintain a disciplined approach towards maintaining a reliable system of
data collection for equipment data. Fundamental is the establishment of an equipment
numbering system.
Concepts
Equipment numbering is the foundation for the systematic identification, classification and
organization of data equipment and history, work instructions and work orders. The
methodology will enable the plants to create, improve, and efficiently manage asset-related
information—both paper-based and electronic. It transforms unstructured data into structured
and transferable information by visually associating equipment to material items and to
documentation.
The integrity of all work requests (Maintenance Schedules and Work Orders) is dependent on
equipment numbers. The equipment number is used as a reference to a geographical location
of the equipment. Each request will have one or more equipment numbers in order to direct
personnel to the correct machine.
The equipment number represents the “system” at a specific location, for example a motor-
coupling-pump system. The “system” will have one equipment number that groups together
several components. The equipment number should be labeled in large text on a part of the
“system” which is immovable and is readily visible (e.g., the base, frame, or foundation).
Equipment numbers are required for reporting malfunctions or defects, effective planning and
scheduling, finding spare parts, and are therefore important to the success of planned
maintenance.
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A numbering system exists within the ABInBev Engineering standards and is used for a new plant. It is
called TECHNICAL PURCHASES CHAPTER I .GENERAL ADMINISTRATIVE CONDITIONS 5.
CODIFICATION.
Alternatively the plant may have an existing numbering system that can be used.
A sample for numbering / codification according to ABInBev codification is shown below.

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Responsibilities
Description of the functions related to this Work Instruction and their respective
responsibilities.
RACI: Equipment Numbering
Technical
Technical
Task Planner Technician Supervisor Services
Support
Manager
Recommend
Equipment
Numbering Schema IC R
– review
existing
schemas
Update Maintenance
System with
numbering system – R R A
building in
maintenance system
Label equipment
accordingly – Label
R A
critical equipment
is priority
System monitoring R R A
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.9 Equipment History

Leading on from equipment numbering, equipment history is the backbone of a maintenance
system. Maintenance history can assist with the modification of routines based on experience,
the prioritization of work based on MTBF & MTTR and the allocation of future CAPEX based on
failure regularity and frequency.
Objective
The objective is to maintain a disciplined approach towards maintaining a system of data

collection, a record of equipment and maintaining a history of maintenance interventions.
Concepts
Equipment Data
A detailed inventory of all equipment is required for identification and analysis is the first step.
It is useful to use schematics, process and instrumentation diagrams, asset registers, etc. to
facilitate item identification. While original equipment registers (from suppliers) may be used
to collect the required information, these may not always be up to standard due to changes to
equipment (additions, removals, movements, and upgrades).
Information should be collected with the output of data collection being a list of what
equipment is to be maintained and what specifications and spares the equipment has.
Initially the data collection phase should be restricted to the main equipment items, i.e., filler,
conveyors, boiler, compressor, valve block, filter, etc. If a CMMS is installed, more detailed
information can be collected for the components allowing a more detailed plant history to be
maintained.
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Equipment History
A record of all the maintenance actions and repairs carried out on each piece of equipment
must be kept. This is achieved either by retaining the completed work orders and scheduled
work lists or by completing a history record card which is a summary of all work undertaken
on the equipment. The figure below illustrates an example of an equipment history record.
The record is used to evaluate how effectively the maintenance program improves equipment
availability and reliability. This information must be monitored to continuously improve the
maintenance program.
Each piece of equipment has an individual record that contains significant maintenance events.
The following events should be recorded as history, but will change depending on the type of
equipment:
 Work, repairs, and replacements; inspections, repairs, servicing, and adjustments

 Breakdowns and failures, the results, root cause, and subsequent corrective action
 Measurements and readings taken, clearances, results of tests and inspections
 The duration and cost of maintenance tasks
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History Record Card

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Responsibilities
RACI: Equipment Documentation and Recordkeeping
Technical
Technical
Support
Manager
Recommend
Equipment
Documentation IC R
format – review
existing records
Establish
recordkeeping
R A I
system – building in
maintenance system
Ongoing update of
records –Critical R A
equipment is
priority
System monitoring R A
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.10 Computerized Maintenance Management System

(CMMS)
A CMMS provides a powerful method for tracking plant and inventory assets and for compiling
financial data. However, the fundamental building blocks of the maintenance pyramid should
be in place and showing sustainability before investment in such a system occurs. The CMMS
policy section outlines the basic requirements for such a system.
Introduction
Computerized Maintenance Management Systems or CMMS provide a way to track plant and
inventory items, detail when and how work orders are to be performed in maintaining
equipment, and accumulate all of the associated costs for labor, materials and tools.
The advantage of using a CMMS is its ability to manipulate large amounts of data and provide
detailed plans and reports without involving too much time or resource.
The following policy is a functionality guide of the ABInBev requirements for a CMMS with
some guidelines on implementation.
Implementation of a CMMS should only be introduced in the latter stages of the

implementation of the Maintenance Pillar (See Maintenance Strategy) and be justified using
standard ABInBev business processes
Policy
Equipment Register
The system should be capable of creating an equipment register. The equipment register
should hold comprehensive details of each plant item/part. Typical data to be stored would
include equipment number, department, equipment name, model, serial number, drawing
numbers, purchase price, location, supplier, planned and unplanned maintenance history, etc.
(Note: The equipment numbering must be in line with the maintenance pillar protocol).
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Work Order Generation
The purpose of a work order is to identify work to be done and to initiate the process of
completing the associated tasks. Work order generation must comply with the Maintenance
Pillar instructions. The work order should be able to be printed out and have enough detail to
be able to carry out the task. It should also have the facility to have drawings and other
documents attached to it in standard formats such as PDF.
Planned Work
The system should be capable of the following tasks:
 Generation of routine inspections/tasks assigned to a piece of equipment or a number

of equipment types as well as the tasks for overhauls
 Allow us to be able to define and implement a standard for equipment PM routines
 Long range planning
 Daily/weekly scheduling
 Collation of outstanding work and backlog
 Assigning tasks to the skills required in a resource skills matrix
Equipment History
The objective is to maintain a disciplined approach towards maintaining a system of data

collection and a history of maintenance interventions. This should include unplanned work
reporting.
The exact format of this will be dependent on local requirements but may allow production
personnel access to an input screen, through which they can report defects or breakdowns.
The required input must be clearly defined, so that the user is prompted for each piece of
information required. Typically this will include the equipment number, the user's name, date,
and brief details of the fault.
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Stores Requisitioning, Stock Control and Purchasing
A CMMS system should have tracking tools when operating an engineering stores and
purchasing facility.
 Spares parts linked to one or more equipment types

 Parts numbering system
 Min/Max stock levels can be assigned
 Monitoring of stock turnover/obsolete items
 Purchase requisition with approval mechanism
 Automatic reordering facilities
 Ability to generate pick lists
Cost of Maintenance
The following items should be available in order to investigate and integrate cost of
maintenance:
 Equipment Depreciation
 Labor and Material Costs assigned to an equipment
 Development of maintenance budgets
 Analysis of costs tools
KPI’s
One of the main benefits of a computerized system is the ability to analyze data quickly and
provide useful information to measure performance against targets. These KPIs are defined
within the Maintenance Pillar and are centered on service, quality, and cost.
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Reports
An important factor in choosing any package is its ability to generate standard, routine and ad
hoc reports. Ideally, the package should allow you to write or create your own reports in-
house.
CMMS Systems
The actual selection of the CMMS package should be recommended by Zone Technical
Support. They should evaluate best practice and support the implementation. The systems
selected should take into account all of the requirements defined in the Maintenance Pillar
Book as well as taking on board zone specific requests.
SAP is the recommended package for ABInBev
Basic Requirements for the Implementation of a CMMS
The implementation of a CMMS is not an IT project but the introduction of new ways of
working and working practices.
The implementation of a CMMS package is about change management and time should be
spent on planning these changes to ways of working, etc.
An implementation team needs to be set up with involvement of key personnel from all levels
in the organization.
A User Requirement Specification should be written detailing a number of the following points.
 The management structure for the implementation must be well defined before
starting. A clear and concise overview of the complete implementation, with the
integration of the CMMS, TPM, and the FMECA process explained.
 Maintenance Business Process Flow Diagrams must be designed and blueprinted
(outlining the flow of information and the roles and responsibilities of key maintenance
personnel and how these people will interact with the system).
 An effective communication plan needs to be developed and implemented
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 The Implementation team needs to determine what data needs to be either loaded, or
migrated from other systems. (e.g., Functional Locations, Equipment, Cost Centers,
Work Centers, Task Lists/ Schedules, and Report Structures).
 The corresponding hardware (computers, portable/handheld terminals, barcode
readers, printers, network, servers, licenses, etc.) requirements also need to be
determined
 Interface with other systems and functions, e.g., Capital Project systems so that
resource expenditure can be tracked
 Plant equipment organograms (hierarchies) are required for loading as master data
(NB: Any data loaded into the system must be cleansed and tested).
 Users and authorization levels for transactions must be determined.
 Initial implementation should consider including all readily accessible drawings, and
SOP.
 Formal Super User training, “Train the Trainer,” end-user training, and maintenance
business process training will have to be carried out both during implementation and on
an ongoing basis.
 Consideration should be taken of various levels of computer literacy skills within an
organization and this should be addressed before embarking on any roll out of the
CMMS system.
 Establish a Plant Support Team (on-site training, problem solving etc.) for when the
system ‘Goes-Live’ and a Communication Structure for CMMS problem solving and
further development.
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Responsibilities
RACI for CMMS
Technical
Planning Technical
Task Supervisor Services
Supervisor Support
Manager
Selection of CMMS C C R RA
Management of
implementation of CMMS R R RA R
system
Ongoing system usage
R R A I
and maximizing it’s
potential
Maintaining system
RA C A I
operation and integrity
R = Responsible
A = Accountable
C = Consulted
I = Informed

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3.11 Organizational Design

Organizational design describes the strategy towards moving to cross-skilling, multi-skilling
and multi-disciplined teams. This section should be read in conjunction with the Maintenance
Vision Evolution Document and the Maintenance Pyramid and aims to explain the above
mentioned terms in the context of organizational evolution.
Introduction and Vision
VPO Maintenance Vision contains a number of references to cross-skilling, multi-skilling and

multi-disciplined teams. It should be read in conjunction with the Maintenance Vision Evolution
Document and the Maintenance Pyramid and aims to explain the above mentioned terms in
the context of organizational evolution.
The basic requirement of the VPO Maintenance Pillar is to implement the ‘Fundamentals’ and
‘Management & Stability’ levels outlined in the Maintenance Pyramid and to then move into
‘Sustainability.’
Cross-skilling, multi-skilling and multi-disciplined teams are not considered within the
‘Fundamental’ and ‘Management & Stability’ levels. However, when looking to achieve
‘Sustainability’, ‘Continuous Improvement’, and ‘World Class Levels’ these organizational
designs should play an important role.
Definitions
Cross-Skilling and Up-Skilling
Cross skilling is the acquisition of tasks from other traditional work groups. The basic benefit of
this is to increase flexibility within the organization.
Some examples are:
 An electrician taking on some mechanical tasks

 An operator carrying out clean, inspect and lubricate routines
 A brew house operator carrying out fermentation and ageing tasks
 A brew house operator carrying out utilities monitoring tasks
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Multi-Disciplined Teams
Multi-disciplined teams are teams that are made up of members from different traditional skills
backgrounds that work together as one team, reporting to one operational
supervisor/manager.
An example of this is a packaging line team could comprise of team members from
operational, maintenance and quality backgrounds.
Each member is training in a number of basic core competencies: operational, maintenance

and quality. However they may still have specific focus for their traditional discipline. For
example:
 The operator technician may operate the packaging line for most of the shift but carry
out routine maintenance and quality inspections.
 The maintenance operator may have focus for carrying out maintenance routines on a
packaging line but at certain point during the week/day be required to operate the line.
There are numerous benefits from moving to team designs such as this:
 Increased flexibility
 Higher skilled operators
 Basics support functions built into teams. Support teams can become more focused.
 Increased ability of team to solve own problems
Multi-Skilled Teams
Multi-skilled teams take the previous concept to higher level. It is not the vision of the VPO
Maintenance Pillar that all plants move to this level but we view this as a logical progression
for plants that truly aspire to a World Class manufacturing vision.
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Our vision of a multi-skilled team would be one that can function autonomously in terms of
operation/maintenance and quality control, where each individual member of the team can
carry out all the roles within.
The benefits for this are:
 Complete flexibility
 Highly skilled technicians
 All basic maintenance and quality supported from within the team.
 High ability for individual team members to solve problems rapidly
Roles & Responsibilities
In order to progress above the basic VPO requirement toward multi-disciplined and multi-
skilled team environments there needs to be:
 A full cost benefits analysis carried out.

 A clear understanding of roles and responsibility within the process. A RACI matrix
should be drawn up detailing the tasks and the key stakeholders involved.
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3.12 Cost of Maintenance

Cost of maintenance describes the level of maintenance cost information that is required
within the plant in order to control cost, effectively budget and to facilitate more effective
maintenance decision making.
Objective
The aim of this section is to:
 Provide a framework to generate an accurate picture of maintenance spend.

 Facilitate that maintenance decisions can be made with cost in mind.
 Facilitate more precise budget setting and control processes.
Specific Requirements
The Technical Service Manager must be able to have a complete overview of the maintenance
costs for the plant and be able to generate maintenance KPIs as defined in the Global KPI List
of the Management Pillar.
As a minimum requirement, maintenance costs must be visible by department on a monthly

basis and the cost broken down to the main contributing elements.
In order to generate accurate data in the correct format, maintenance cost should be linked to
the work order process and all maintenance carried out against a work order.
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Summary of Maintenance Cost vs. Budget (Mandatory)
The Technical Service Manager must have a summary of the following information for the
plant:
 Overall cost of Maintenance vs. Budget: Current performance vs. YTD

 Labor costs: Current performance vs. YTD
 O/T costs and percentage as a total cost of labor: Current performance vs. YTD
 Spare Parts costs: Current performance vs. YTD
 Third Party costs: Current performance vs. YTD
 Cost of Planned and Unplanned Maintenance and key ratio: Current performance vs.
YTD
 Maintenance Cost/hl: Current performance vs. YTD
 Inventory Value (Spare parts): Current performance vs. YTD
 Value of obsolete spare parts: Current performance vs. YTD
Overview of Cost/Cost Center (Department) (Mandatory)
The Technical Services Manager must also have a summary of total cost by cost center (e.g.
3.12 Cost Center Summary) and a more detailed view (3.12 Individual Dept. Cost Summary) of
breakdown of cost by department.
It is recommended that departmental maintenance costs are planned by the Technical

Services Manager and Planner and on an annual basis as part of the budget setting process
and progress reviewed on a monthly basis during the course of the year.
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Cost by User Department, Sub Dept., Line etc. (Optional but Recommended)
Sub department maintenance cost capture and reporting are not mandatory as a requirement
but would be recommended for a more detailed analysis.
The following examples show how a maintenance cost could be broken down by sub
department.
 Brewing
- Brew house
- Fermentation & Maturation
- Filtration
- Bright Beer Area (could be packaging)
- Tanker filling and receipt (could be packaging or separate)
- Beer Drive filling (could be packaging or separate)
 Packaging
- By Sub-department (Bottle, Can, Keg, PET, Cask etc.)
- By Packaging Line
- By Key Machine (DePall, DeCR, BW, EBI, FILL, PAST, LAB, Cr, Pall etc.)
 Technical Services
 Utilities
- Water treatment
- Effluent treatment (Depending where it sits in the Macro Design)
- Electrical energy
- Thermal Energy
- CO2 plant
- Refrigeration plant
- Compressed Air
 Workshop
 Facility & Site Maintenance
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 Third-Party Contract
 Logistics
- FLTs
- Vehicle Maintenance
- Spare parts inventory value
- Value of obsoletes
 Quality Assurance
- Lab Equipment
 Environment and Safety
- Waste water treatment plant (Depending where it sits in the Macro Design)
By Cost Type (Mandatory)
A further minimum requirement is to be able to view maintenance costs by the cost type
indicated below.
 Labor cost
- Basic
- O/T & Premium
 Cost of Spare parts
 Third party costs
- Contractors involved in maintenance
Maintenance Cost Drill downs (Optional)
Being able to drill down to Line/Machine and Component part can offer powerful information
for managing maintenance costs and the possibilities are endless. It is not a requirement to be
able to view this level of information on a routine basis.
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Reporting Frequency (Mandatory)
As generation of this information is linked to the financial control system with the plant, we
suggest information is reported on a monthly basis.
Limitations
There are limitations that can be caused by the financial system in place. It may be possible to
view on a more frequent basis but unless an integrated finance and CMMS system is in place
this is unlikely. Weekly and daily maintenance cost capture and reporting are not mandatory
as a requirement.
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Responsibilities
RACI: Cost of Maintenance
Plant Technical
Zone Maintenance Plant/Dept.
Task Financial Services Supervisor
BS Planner Managers
Controller Manager
Defining the level
of detail within
A C
the maintenance
report
Setting up the
plant Financial AR C I I I
Reporting System
Work Order
Planning & C A C R I
Costing Out
Ensuring Timely
Data entry as
part of the Work
A R I
order process
(including Closing
of W/OS)
Reporting of
Maintenance AR C I
Finance Data
Review of
C R I I C/I
Maintenance Cost
R = Responsible
A = Accountable
C = Consulted
I = Informed

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4 Tools and Methodologies

4.1 Management Control and Reporting System (MCRS)
MCRS is a closed-loop management system incorporating forecasts, plans, controls and reports
to manage performance and reinforce compliance of critical activities. It is comprised of
information, documents and meetings, which are used to deliver quantifiable business
performance improvements.
The purpose of an MCRS is to enable sustainable performance improvement by:
 Reinforcing essential behaviors, e.g. planning and problem solving

 Enabling short-interval control of critical processes and activities
 Providing accurate and timely management information with which to make decisions
4.1.1 Meeting Terms of Reference (TOR)

This section defines the entire TORs of all the meetings required to efficiently manage the
Plant. All the meetings are supported by the appropriate reports and, if run efficiently, become
the motor to achieve the set organizational targets. In order to be efficient and productive a
meeting needs to meet the following criteria:
 Use meeting TOR
 Send agenda ahead of time
 Pre-present documents to key stakeholders (when applicable)
 Complete Action Log
 Evaluate the meeting
 Ensure follow up and completion of Action Log
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4.1.2 Meeting Schedules

To ensure proper coordination between the different levels of the organization and the
departments the following general MCRS meeting sequence is recommended.
Weekly Department MeetingMonthly Department Meeting

Every second Monday or Tuesday of every Month
Every Monday or Tuesday of every week
Weekly Site Monthly Site Department Monthly

Meeting Meeting Zone Ops Meeting
Every Wednesday of each week Every third week of the month
Every second Wednesday of every month
These schedules are a useful tool to assess actual meeting load for a given job function and
can be adjusted as needed.
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4.2 Key Performance Indicators (KPIs)

KPIs are metrics which are used to measure the performance of a critical or high leverage
activity or process. Level 1 and 2 KPIs will be defined by the optimization process and these
must be adhered to and reported against. Level 3 KPIs will be agreed at zone level with Plant
Technical Support.
All KPI definitions are Level 2 and appear in Kalido. However, the usage of a given KPI may be
Level 2 or Level 3.
 Usage Level 2 KPIs must be used in the monthly reports.

 Usage Level 3 KPIs may be selected by the zone from the master KPI definition list for
use in the weekly and daily reports (plus a maximum of 5 Usage Level 3 KPIs can also
appear on the monthly report).
Supporting documents for KPI definitions can be found on the global corporate intranet
(Kalido). The Kalido KPI definitions contain descriptions, calculations, and unit of measure
(U.O.M.).
4.3 Reports
This section refers to the reports of the MCRS that are routinely used by the plant
management team on a monthly, weekly, daily and shift frequency.
Reports are the main input for the management meetings described in the MCRS. They are
used to track the actual value of KPIs against the baseline, target, YTD and plan. It is also
indicated in the reports who the report owner (accountable) is and who is responsible for each
KPI.
More information can be found in the management pillar book.

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The KPIs in the reports are classified and grouped according to the balanced score card
principle. The four areas are referring to the top of the VPO house:
 Right quality
 Lowest cost
 At the right time
 Best product
The balanced scorecard is a management system that enables organizations to clarify their
vision and strategy and translate them into action. It provides feedback around both the
internal business processes and external outcomes in order to continuously improve strategic
performance and results.
4.4 Good Operating Practices (GOPs)

GOPs refer to the basic technical conditions that need to be in place to achieve the targeted
plant results. GOPs provide a checklist of priority actions that help the plants achieve their KPI
targets, with descriptions of basic technical conditions related to specific KPIs. The GOPs are
used to ensure sustainability of the plant results. When initiating an improvement process, first
check compliance with them.
All the plants must follow the directives and analyze each practice on a regular basis. If the
practice is not applicable, the comments column needs to be completed to explain the
reasons. For practices that are linked with CAPEX, a business case (RIA DCF model) is required
and the results must be also described in the comments section.
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The purpose of using GOPs is to:
 Ensure that basic actions are in place to achieve the targets

 Ensure ongoing check of key activities related to continuous improvement
 Help to keep focus on the right things to drive performance in the plant
 Be used as a tool to help the plant achieve its targets
4.5 Checklists
The Maintenance Pillar checklist is a description of tasks and the frequency which it is
expected that each task be performed in order to ensure the organization will achieve the
targeted results.
Checklists within the Technical Services department have been developed together with the
Management Pillar for key management and supervisory personnel.
The following roles have been defined:
 Technical Services Manager

 Process Engineer
 Maintenance Planner
 Maintenance Supervisor
 Utilities Supervisor
Supervisor and Manager Checklists are described in the management pillar book.
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4.6 Maintenance Planning and Scheduling Process
4.6.1 Maintenance Planning and Scheduling Process Overview

Planning and Scheduling is seen as the key to the development of an effective maintenance
process. Once developed, the planning and scheduling process must be implemented across
the site in order to deliver best results.
A thorough planning process details the tools, materials and resources required to carry out a
work order and efficient scheduling uses a prioritization process to select work orders for
execution. An effective planning process will increase the efficiency and productivity of the
maintenance department and improve the quality of work orders executed. By following a set
of key principles, work orders carried out will be both necessary and add value.
Via a set of guiding principles, scheduling ensures that technician availability coincides with
that of the plant requiring work and equipment/materials to carry out the task. This section
details the planning and scheduling process that needs to be installed for a successful
maintenance process.
Why focus on Planning and Scheduling?

Maintenance is a combination of a number of reinforcing loops driving individual’s behavior.
Planning and scheduling is specific and deserves our focus in this section because it is a
complex process and a very rewarding one if well integrated and implemented.
This procedure, as you read through it, will often look and feel as a training manual. We
wanted to design a document that could serve in the training and indoctrinating of new
Planners or Coordinators. The explanations below should help the reader understand the
criticality of integrated planning and scheduling and its impact not only on other maintenance
activities, but also on the rest of the organization.
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Critical Success Factors for Integrated Planning and Scheduling

 The planning and scheduling procedure must be consistently implemented across the
site. Everyone needs to use the same procedures. The procedure will be centrally kept
and updated.
 This planning and scheduling procedure is the only document guiding the way we plan,
schedule and execute work orders.
 Communication between production and maintenance must be optimized.
 Business leaders need to support and oversee the procedure and ensure site-wide
compliance.
 Training/Skills and performance issues need to be promptly identified and addressed.
 The need to be willing to address issues, to encourage free and open communication
and dialogue. Problems and compliance issues should be dealt with promptly.
Benefits of Maintenance Planning and Scheduling

Successful maintenance depends on proper work order planning and scheduling. Work order
planning is the process of defining the scope of the work to be performed, then breaking down
the work order into its basic requirements. The purpose of work order planning is to lay out
everything needed to perform the work and get it ready for scheduling. A thorough plan
should result in a quality work order being performed with a minimum of delay or waste. Once
approved, the work order becomes part of the backlog of work orders ready for scheduling.
Scheduling is the process of selecting work orders based on their priorities, available teams,
parts availability, ancillary equipment and availability of equipment needing maintenance then
assigning to them to an execution time frame.
The major benefits of effective planning and scheduling are listed below:
Benefits of Planning
 Increased Efficiency and Productivity
 Increased labor availability
 Improved Quality on work orders
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 Ensures proper coordination of people, tools, equipment, parts on a work order

 Use of feedback on completed work orders to improve planning and scheduling of
future work orders
 Every 10 minutes of planning/work order scoping can reduce work order time by 30
minutes (source: Richard Doc Palmer, Maintenance planning and scheduling handbook,
McGraw-Hill, 1999)
 Properly planned work reduces unnecessary delays during work orders
Benefits of Scheduling
 Maximizes team work by assigning work for every available hour
 Sets goals (weekly, monthly)
 Coordinates need for special technicians (e.g., certified welder)
 Coordinates maintenance with equipment availability
 Ensures higher priority work orders are worked on before lesser priority work orders
 Improved procurement of parts
 Correctly scheduled work reduces delays between work orders
Definitions
The definitions below set the standard of a common language to facilitate maintenance
communications:
Preventive Maintenance
Includes routine inspections, predictive & periodic maintenance.
The Preventive Maintenance program is periodic (time based) maintenance performed

on equipment and facilities with an established frequency. The preventive maintenance
routine is intended to inspect and replace parts based on this timed frequency.
Preventive Maintenance is controlled via the work-order process.
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Corrective Maintenance
Corrective Maintenance is defined as a work order, the purpose of which is to restore

an equipment function or technical integrity after a failure has occurred or been
detected, outside the normal planning process.
Reactive Maintenance
Reactive maintenance is activity carried out with unplanned resources, usually

associated with recovery from failure.
Planning
The process of converting notifications to work orders.
Scheduling
The process attaching planned work orders to a realistic time frame of execution.
Backlog
Total hours required to complete all outstanding approved work orders.
Planning principles
There are five key principles for the Planning process:
Principle 1: Separate functions.
 The planners are organized into a separate function (where possible) from the
maintenance coordinators to facilitate specializing in planning techniques as well as
focusing on the future.
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Principle 2: Focus on future work.
 The planning department focuses on work that is not yet started. Its purpose is to
provide the maintenance/operations with at least one week worth of planned,
approved, and ready to execute work orders. This backlog allows the teams to work
primarily on planned work.
 Supervisors handle the current week’s work and problems. Any problem that arises
from planned work, once the work order has been initiated, is handled by the
Supervisors.
 After the work order is completed, feedback should be provided (any problems, plan
changes and other helpful information) so that future work and schedule might
improve.
Principle 3: Component level files.
 The planner department maintains a secure, centralized file system (i.e., SAP) based on
equipment asset-numbers (functional locations). This enables planners to utilize
equipment information provided by previous work to prepare and improve work plans.
 The majority of maintenance tasks are repetitive over a sufficient period of time.
 Coordinators and Technicians are trained to access these files to gather information
they need with little or no planner assistance.
Principle 4: Recognize the skills of the technicians.
 The planner’s responsibility is the “what?” the technician’s specialty is the “How?”
 The planner is accountable for the quality of the work order scoping. The Supervisor
plans the general strategy of the work (repair or replace).
 The maintenance technicians use their skills and expertise to determine how to make
the specified repair or replacement.
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Principle 5: Planning performance is measured with analysis of delays and work sampling.
 Effective planning is seen through the measurement of work force efficiency.
 Available time is increased when technicians are not kept from productively working on
a work order by “delays”, e.g., awaiting instructions, parts, or tools.
 Work that is properly planned before assignment reduces unnecessary delays during
work orders. Work that is correctly scheduled reduces delays between work orders.
Scheduling Principles
Five key principles guide the Scheduling process:
Principle 1: Plan to match skills with required resources.
 Identify skills necessary to complete the task (internal and external resources).
Principle 2: Schedules and work order priorities are important.
 Daily schedules must adhere as closely as possible to the weekly schedule.

 Proper priorities must be placed on the new work order to prevent interruption of these
schedules.
Principle 3: Schedule for every work hour available at weekly and daily levels.
 The schedule provides work for every available work hour.

 The schedule allows for emergencies by scheduling some work orders that could be
easily dropped or interrupted.
 Preference is given to completing higher priority work.
 Safety, Emergency, Predictive, Inspections and Lubrication work orders will be given
highest priority.
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Principle 4: Supervisor handles current day’s work.
 Daily schedule should be included in the weekly schedule and modified according to
other priority or previous day plan attainment.
 The Supervisor matches personnel skills and tasks.
 The Supervisor handles the current day’s work and reactive work, even to the extent of
rescheduling the entire team for emergencies.
Principle 5: Measure performance with schedule compliance.
 Schedule compliance is the measure of adherence to the schedule.

 Work that is planned before it is assigned reduces unnecessary delays during the work
order. Work that is scheduled reduces delays between work orders.
Overview of the Planning and Scheduling Process
Planning
The first step in planning a work order is the “acceptance” by both operations and
maintenance. This step is critical in that it determines if the new work order should be added
to the backlog. The process of formally filtering work orders is to ensure that it meets the
following requirements:
1. The work requested is necessary

2. The cost is worth the gained value
3. A more cost efficient plan cannot be used
4. Work notification/order is properly approved
5. The right priority level has been assigned
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Following is a list of points in the implemented process/system where the organization gets a
chance to say “No, this work order makes no sense!” We have divided these moments and/or
activities into two groups, those related to Overhauls and planned outage work, and those
related to Preventive work:
Overhauls and Planned Outages

 Notification reviewed by the Planner supervisor
 Work order visit by supervisor and/or planner
 Work order scoping (review) by supervisor
 Weekly operations meeting
 Weekly maintenance planning and scheduling meeting
 Daily operations meeting
 Daily scheduling meetings
Preventive Work
 Periodic maintenance review
 Routine Inspections review
 Lubrication Routines review
In the advanced or mature maintenance process Predictive Maintenance review and results
from FMECA analysis would be included.
Planning then, is the process of converting work notifications to work orders. It is the
foundation of the maintenance planning, scheduling and execution.
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Work Order Scoping

Work order scoping and work order preparations are the two elements of the planning
process. Work order scoping means identifying all the work required, and is a subset of the
planning process.
Work order scoping is necessary even though the person who requested the work should have
provided descriptive information.
Work requests often only have a description of the problem itself. If the work request states
that: “The boiler feed pump is running hot,” obviously the work needed to remedy the
problem has not been defined. Other times, work requests come with a description of the
work desired.
A work order may state, “Replace the gasket for the leaking flange.” Although the work
appears to be defined well enough to continue planning, scoping is still beneficial.
The coordinator scoping the work order can be a planner or supervisor/skilled technician, but
it is essential that this individual has a sound understanding of plant and resources necessary
to complete work orders.
Properly scoping work orders will allow us to reduce work order delays and ensure better work
preparation. It will also increase the accuracy of the resources scheduling process improving
our efficiency.
Work Order Preparation

Work order preparation involves organizing the execution of the work order by undertaking at
least the following activities when applicable:
 Reserving, ordering or staging the parts appropriately

 Prepare Management of Change (MOC) or other engineering documents
 Reserve or order special tools
 Reserve needed ancillary equipment and vehicles
 Prepare and provide illustrated equipment diagrams
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 Selecting the contractor
Staging Parts
The staging of parts prior to the execution of work involves getting parts into a specified
location prior to starting the job, and specifying this location in the standard work instructions
for the technician completing the work. Technician productivity increases by having the
proper parts and tools available before the shift the work is planned for. The expectation is
that 80% of jobs that require parts are pre-staged before the work begins. Staging is not
limited to parts, but can/should include specialty tools required to complete the work;
associated specialty permits, or safety items needed to complete the task (i.e. confined space
meter). Jobs needing parts should be scoped by the planning group to determine the parts
required and all necessary parts for the work should be staged before the job is to take place.
Good practices for parts staging;
 Staging area should be convenient to the location of work

 Designation of jobs with staged parts should be clear in the work instructions/work
order
 Staging area should be broken down by work areas (See Fig. 1)
 Staging area should have separate location for each specific task in the work area (See
Fig. 1)
 Staged parts should have the work instructions
 Staging area should have a Parts return area for materials that were not required to
complete the job and those parts should be identified with the proper tags
 Clear owner for each area responsible for evaluation of planned work and 5s (See Fig.
1)
 Periodic audits of the parts staging area by planning group and supervisor
 Parts staging accuracy is reviewed on some frequency with planning personnel
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Parts staging area with area designation

Work Instructions attached to parts
Separate location for each staged job
5S owner
All parts that are staged should be completed within a 45 day window (excluding modular
overhaul work). Parts staged longer than 45 days require review by the supervisor and
planner group to review whether parts should continue to be staged or returned to stock.
Parts that remain in the staging location require visual indication on the staging bin or part
that they have been staged for over 45 days and the work is still planned to be completed.
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Overview of Work Order Process
Work to be done
Daily Schedule
Emergency? Yes Execute the work
No
Create Notification Notification Screening
Yes
Yes ValidYesCreate Notification?work order HighNo Priority? Planning & Scheduling

<30 minutes?
No No
Execute the work Close notification
Integrating Different Levels of Scheduling

The first level of scheduling is the yearly maintenance plan. It gives an overview of the
planned downtime and overhaul work for a particular plant. Also, the yearly plan contains all
scheduled maintenance work orders for the year. We should think of it as a summary of all the
maintenance work orders known to be needed in the next year.
As the year starts, maintenance requests arise in the form of notifications written by
maintenance, production or Technical Support. These notifications are assessed and converted
to work orders.
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Scheduling Overview
The first level used is the rolling long-range schedule, e.g., 13-week schedule. The schedule is
continuously created as work orders are added to the system. Planners are expected to think
about a “realistic time frame of execution for each new work order.” The long-range schedule
is a snapshot of the yearly plan at any given time. The primary purpose of the long-range
schedule is identifying resources based on the projected workload. The schedule should
instead highlight discrepancies (overloaded resources), and facilitate planning (specialized part
availabilities, contractor needs, etc.). The long-range schedule is used by the planners when
making scheduling decisions for newly received maintenance requests. It helps to simply
answer the following question: “When could this work order realistically be executed?”
The long-range schedule feeds into the monthly schedule. The primary focus of the monthly
schedule is to ensure site level integration of the schedules (work order, manpower, spare
parts, tools and equipment, etc. across plants).The planner produces a long-range schedule to
communicate the workload for the coming weeks ahead. The planner supervisor then focuses
on the first four weeks of these individual plans. At this stage, the focus is clearly the shifting
of resources and or work orders “to make it work”. The planner meets with operations and
maintenance to address possible conflicts highlighted by the monthly plan.
The weekly schedule is the third level of detail and it is produced for the following week. If all
planning assumptions of the monthly schedule are still valid, the weekly schedule should only
be a snapshot of one particular week on the monthly schedule. Overdue work from the
previous week and/or newly arisen priority 2 or 3 work orders should also be integrated. If
planning assumptions change, impacting the schedule (e.g. equipment or part availability),
and the schedule will need to be adjusted. Work orders will be swapped to create a “workable”
schedule. This should not be seen as a burden but rather as normal scheduling activities.
The daily schedule is the lowest level of scheduling. It is a snapshot of each one of the days
on the weekly schedule. It will integrate higher priority work orders, resources adjustment due
to sickness, etc. The daily schedule is the list of work orders to be executed in any given 24 -
hour period.
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The benefits of Vertical integration of the schedules (long-range – Month – Week – Day) are
as follows:
 Improved communication between production and maintenance: The Planner has an

active and leading role at all stages of the scheduling process.
 Ensuring that the right work orders are worked on: Planners are encouraged to think
ahead and focus on the future, and to prepare carefully for each work order on the
schedule. They are also encouraged to prioritize and to eliminate those work orders
“that don’t really make sense.”
 Improved maintenance schedule compliance. The work orders on the schedule are
better prepared by both production and maintenance.
 Improved maintenance plan stability: One of the arguments against long-term

scheduling is poor plan stability. The remedy for poor plan stability happens to be long-
term scheduling because it helps us, through communication and preparation, reduce
the number of potential reasons for re-scheduling and/or simply canceling the
maintenance work order.
The following model summarizes the integration of the following five levels of scheduling
serving each a specific purpose:
 Yearly overview by month of PMs that will be generated automatically from CMMS (i.e.
SAP)
 Long-range schedule - Shows the workload for the next period
 Monthly schedule - Integrates resource needs and workload across the various plants.
 Weekly schedule - Schedule for next week, integrating refined planning assumptions.
 Daily schedule - Schedule for next day integrating the latest information.
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Integration of the Five Levels of Scheduling
a. Yearly Schedule (current year)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
Week
b. 13 Weeks Schedule (weeks 37-49)
c. Monthly Schedule (weeks 37-40)

Week Week Week Week Week Week Week Week Week Week Week Week
38 39 40 41 42 43 44 45 46 47 48 49
d. Weekly Schedule (week 37)
Week Week Week Week

37 38 39 40
Mon Mon Wed Thurs Fri

e. Daily Schedule (Monday of week 37)
Hours required
Hours available
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Long-Term Planning (Long-Range Schedule)

Definition and scope of the long-range schedule
The long-range schedule is an overview of the scheduled workload and available resources for
the period.
Goal of the long-range schedule
Improve communication between production and maintenance resulting in better work order
preparation, plan stability and schedule compliance.
Construction of the long-range schedule
The long-range schedule is a snapshot of workload and resources required during the period
defined in the long-range schedule.
The long-range schedule requires production and maintenance to decide, when a work order
could realistically be done. This decision should take into consideration the following factors:
resources spare parts, tools and equipment availability, Technical Support, contractors, etc.
Both production and maintenance will commit to the schedule until one or more planning
assumptions change, requiring part of the schedule to be adjusted. Adjusting the planning in
the event of changing planning assumptions should be considered normal scheduling work.
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Critical Elements to be considered

When considering work order completion dates:
The long-range schedule itself will constitute a key piece of information. It will help the
planner see in which week a work order could best be scheduled.
As a rule of thumb, the planner will allow scheduling of the workload (as a percentage of the
available capacity) according to the figure below. This approach assumes that the remaining
capacity will be used to address expected new high priority work orders.
100%
70%
60%
50% 50% 50%
Week
Week Week Week Week Week
1 of 13
2 of 13 3 of 13 4 of 13 5 of 13 13 of 13
When considering parts, in the event that the parts are not readily available:
If the part availability is the driving element (the work order cannot be executed because the
parts are not in stores), the work order should be scheduled to be executed at a date “D.”
D = Delivery lead time + Safety margin (all other factors allowing)
If any other factor is the driver, i.e., even if we had the parts we would not be able to do the
work order because the equipment would not be available to work on. The work order should
be scheduled at a date “D.”
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D = Equipment availability date - Delivery lead-time – Safety margin (all other

factors allowing)
For store items, the above will prevent premature reservation (locking) of parts that might be
needed by another work order. For non-store parts, both approaches above help us delay the
purchase and storage of parts.
When considering equipment availability:
In some cases, we will not know when the equipment to be worked on will be available.
Depending on the severity of the problem, a decision needs to be made to take equipment
down for maintenance.
When that decision has been made other work orders that could be scheduled during that
same week to optimize the downtime should be considered.
If the problem is not severe and we frequently have opportunities to work on the asset, work
orders will be scheduled accordingly.
Even though in some cases it will be necessary, it is “KEY” to avoid stockpiling work orders,
awaiting an opportunity to schedule them. Scheduling should drive the execution and not the
other way around.
Monthly Planning
Definition and scope
The Monthly schedule is built by zooming in on the first four weeks of the long-range
schedule.
Goal
The goal is to optimize the use of resources.
Construction and communication
At this level, the site-wide integration of the schedules is the focus. The planner plays a
central role. The Planner and supervisor meet as part of the Monthly planning meeting
in an effort to balance resources and adjust workload for the various plants.
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Weekly Schedule
Definition and scope of the weekly schedule
The weekly schedule is a day-by-day overview of the work orders expected for
completion during the next week. The schedule is built for each specific maintenance
team.
Goal of the weekly schedule
The goal of the weekly schedule is to verify work order preparation and validate
priority.
Construction and communication of the weekly schedule
The schedule is built by integrating the work orders from the monthly schedule for that
specific week with new work orders that may have been generated. Changes in weekly
downtime will be considered and integrated as well as changes in resources’ availability.
The planner will confirm tools, equipment and parts availability. At this level, 100% of
the weekly available capacity should be scheduled. Lower priority work orders need to
be visible and can be bumped when higher priority work orders arise.
After the Weekly Scheduling Meeting the Weekly Maintenance Schedule is generated
and fixed for the week ahead.
The previous week’s plan is reviewed at the Weekly Maintenance Review Meeting.
Daily Schedule
Definition and scope of the daily schedule
The daily schedule is the list of work orders scheduled for completion the next working
day. The schedule is considered a draft until after adjustments from the daily
scheduling meeting. The daily schedule scope is the specific maintenance team it was
built for.
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Goal of the daily schedule
Communicate to the supervisor / operators and teams the work order that they are
expected to complete the next day.
Construction and communication of the daily schedule
The schedule is built by integrating the work orders from the weekly schedule for that specific
day with new high priority work orders that may have been generated over the last 48 hours,
and that need to be completed. The daily schedule is compiled as part of the Daily
Maintenance Review Meeting.
The daily schedules are structured as shown below:
 Work orders are ranked, the higher priority work orders being at the top.
 The team executes the schedule starting at the top and working its way down.
 100% of the available hours are scheduled on the daily schedule. The work orders add
up to the total available hours or all resources.
 In the event of an emergency the supervisor / technician will decide which work orders
may be dropped. Logically the first work orders to be dropped will be those with the
lowest level of priority.
 In the event that a scheduled work could not be executed for any reason, the
supervisor / technician will pick an alternative work order to make up the daily
schedule.
Cycle Planning
Definition and scope
“Cycle planning” is the planning of maintenance activities that specifically addresses the
task of planning non-critical and routine maintenance activities that do not require plant
downtime.
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Goal
Provide for an effective management of technicians in order to optimize the utilization

of the available preventive and corrective maintenance capacity.
Construction and communication
The Cycle planning will share the sources of the “regular” maintenance planning: Maintenance
yearly and breakdown related work orders. It will also include action items following MCRS,
safety or environment meetings.
The Cycle plan will include work falling in the following categories:
 Planned preventive maintenance
 Safety and Environment inspections
 Planned repair of systems
 Planned repair of parts
 Inspection of operating (up and running) equipment
Activities to be performed by the technician on request of the production supervisor and/or in

support of the maintenance teams are NOT included in the Cycle planning. These activities will
have the absolute priority over Cycle planning works.
A key element in using the Cycle planning is the Cycle. Cycle Planning would be discussed as
part of the Shift Handover. The supervisor, the technician, and production supervisor
participate.
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Responsibilities
Schedule compliance is reported by the technician is discussed as well as the content of the
shift handover log (failure to comply with the schedule must be explained in the shift handover
log). Planning for the next Cycle is then handed over to the technician and the supervisor.
The supervisor is accountable for the execution of the planning by his technician during the
Cycle checking progress.
RACI: Planning and Scheduling
Technical Technical
Plant Maintenance
Task Services Services
Manager Planner
Manager Supervisor
An integrated
planning and
scheduling process A R CI CI
is in place and
implemented
A long-range
A C R
plan is in place
Weekly and daily
I R A
plans are
executed
Work Orders
I RA
correctly prioritized
R = Responsible
A = Accountable
C = Consulted
I = Informed

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4.6.2 Work Order Process

The purpose of a work order is to identify work to be done and to initiate the process of
ensuring that the work is completed in a timely manner. A work order can be used to report
failures or defects and can also be used to identify improvement works.
Work orders are submitted to the planner for inclusion in the planning and scheduling process
and the output from the work orders are fed in to the site plant history system. This section
details the work order process that needs to be installed to ensure a successful maintenance
process.
Introduction
The purpose of a Work Order is to identify work to be done and to initiate the process of
completing the associated tasks.
Policy
A Work Order can be generated by any person providing it is the originator’s work area or area
of expertise.
The originator should attempt to estimate the criticality of the task, i.e., is it an emergency
that could impact Quality, SHE or Equipment Downtime?
A Work Order can be used for any of the following:

 Suggest improvements
 Report defects
 Report minor faults
 Report breakdowns
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A Work Order should include the following information:

 Equipment number
 Time & date reported
 Downtime information
 Defects found/action taken
 Estimate of criticality and time required to complete the task
 Parts required
Once completed, the Work Order should provide feedback information on time taken, spares
used, etc., in order than plant history and the maintenance system can be updated.
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Work Order
A Work Order example taken from ABInBev North American Zone – US is shown below.
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Responsibilities
Once submitted, the Work Order becomes the responsibility of the Planner for planning,
prioritization and scheduling.
RACI: Work Order Process
Technical Services Technical Services Technical Services

Task
Manager Supervisor Planner
Ensure work
A CI R
order process is in
place
Ensure work order
information is fed R A
back into the system
R = Responsible
A = Accountable
C = Consulted
I = Informed

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4.6.3 Work Order Prioritization Process

Prioritization, along with the identification of critical equipment is necessary to ensure that the
maintenance department provides focus in the right area.
A disciplined method of prioritization will ensure that work orders are carried out based on the
true effect on the operation of the work not being done. This section details the work order
prioritization process that needs to be installed to ensure a successful maintenance process.
Introduction
Prioritization of work orders along with determining critical equipment is the method to ensure
focus of the maintenance department. By defining clear priorities a Plant can:
 Reduce wasted maintenance man-hours on tasks of low relative importance
 Ensure focus of maintenance activity on critical work orders
 Ensure Operations are satisfied customers
A disciplined method of prioritization will reduce or eliminate tasks being done on a subjective
basis and allow work to proceed according to its true effect on the overall operations of the
Plant. Work orders of higher priority should appear early on the long-range schedule, while the
pool of lesser priority tasks can be pushed out later in the long-range schedule or performed
as part of cycle planning.
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Guidelines
A systems approach for coding work orders will be needed to cater to the following
requirements equally and give a universal method of coding all work orders.
 Site-wide plant equipment priorities, allowing for better site-wide direction of resources
 Operations requirements
 Improvement projects
Accurate prioritization requires a decision-making processes, that includes or considers:
 Equipment Criticality
 Effect of task or work to be done
 Real limitations of executing the tasks
 Cost implication
Original priority of the work orders needs to be set by the originator of the work order. This
person is the most qualified to answer the questions of equipment criticality and effects of the
task/fault noted.
Listings of major equipment and their criticalities will assist in decision-making, lower criticality
items or areas will be easier to recognize.
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The coding system listed below is an example of how to go about setting a prioritization
system for work order coding.
Impact Probability Resources Calculation Priority Start End

No calculation 1 - Emergency Today Today
3 3 3 27
3 3 2 18 2 - Urgent 1 day 7 days
3 2 3 18
2 3 3 18
3 2 2 12
2 3 2 12
2 2 3 12
3 3 1 9
3 1 3 9
3 - Essential 8 days 30 days
1 3 3 9
2 2 2 8
3 2 1 6
2 3 1 6
1 2 3 6
2 2 1 4
2 1 2 4
1 2 2 4
3 1 1 3
1 3 1 3
4 - Value added 31 days 90 days
1 1 3 3
2 1 1 2
1 2 1 2
1 1 2 2
1 1 1 1
No calculation 5 - Partial or Total Shutdown ??? ???
Legend:
1 Will not cause a stoppage in medium term
Impact 2 Equipment(s) failure without Production Line failure
3 Complete Line Failure
1 Minimal but possible
Probability 2 Probable
3 Eminent
1 Very difficult to obtain - over 1 week delay
Resources 2 Difficult to obtain
3 Easy to get
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Planner Priority
In executing the planning process, the planner must take into account:
 Labor availability
 Plant availability
 Material lead times
 Contractor availability (as applicable)
 Ancillary equipment availability (as applicable)
To balance these items against the priorities of the plant, as represented by the Operations
priorities, the planner requires this system of coding work orders (suggested model) to
determine the priority of the work task.
All work orders should be evaluated, with the exception of emergency work orders which are
given priority. The above coding protocol should be used to evaluate all work orders for
planning.
The above table gives a priority level based on the formula:
Priority = Impact X Probability X Resource
The formula gives a result which is further graded as follows:
2 = Urgent
3 = Essential
4 = Value added
The values 5P (partial) and 5T (total) denote that an outage or shutdown is required that is
greater than the time available in the schedule.
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An emergency work order can be defined as that which can have an impact on Safety, Health
or Environment (SHE), could lead to a significant quality failure or could result in imminent
equipment downtime. Consideration should also be given to a running condition that could
lead to further equipment or property damage.
The above prioritization process does not fully take into account the cost implications of a
work order, the planner should always consider the costs associated with work to be carried
out and if necessary escalate decisions to the Technical Services Manager or applicable budget
holder.
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Plan Activities for this period.

List of activities it is possible to execute (prioritised)
Preventive
Inspections etc.. Spares Parts Tools Outsoursing and
Human Resourse available
Maintenance system
Safety Inspection
Ste
Periodic (Weekly) Monitoring Corrective
Activities generated by area

Corrective
Monitoring PLANNER PRODUCT 01
TS - PLANNING
Planner Responsibility Maintenance
Supervisory Support
Maintenance system
Ste
List of corrective maintenance by area List of activity (prioritised by area)
AREA PRODUCT 01
Planning
Final list of activities prioritized (TS + Area Review (Planner)
validated)
AREA PRIORITIZATION Scheduling (Planner)

Ste
WO´s + DO (field)
PLANNER PRODUCT
Weekly meeting (TS & area) prior to outage
AREA PRODUCT
PLANNER PRODUCT 02
WO´s Feedback - Planner Activity

Area Supervisory Responsibility
Area Team Support
EXECUTION
PLANNER PRODUCT 02
Weekly meeting (TS & area) after outage
Validation of WO´s and New Actions (material for the next planning - step 01)
Area info
CHECK
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Responsibilities
RACI: Work Order Prioritization
Technical Services Technical Services Technical Services

Task
Manager Supervisor Planner
Ensure robust and
disciplined prioritization A CI R
policy is in place
Execution of process I R RA
Monitoring costs
associated with A CI R
maintenance
R = Responsible
A = Accountable
C = Consulted
I = Informed
4.7 Visual Boards
Visual boards are used throughout the plant and departments to keep everyone informed on
the plant targets and the gap between planned and actual results.
4.7.1 Principles
The format of all visual boards is standardized through the organization. The boards have to
be visual, meaning that the information has to be clearly seen from a distance and the
information must be clear to all. The boards become an important management tool as it
keeps the employees informed on the company’s targets and objectives. It is a constant
reminder to all of what the organization, the plant and the departments are trying to achieve,
and the results against those targets.
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4.7.2 Purpose
The purpose of the visual board is to:
 Communicate plant and department results to all employees

 Share objectives
 Share the responsibility for the targets
 Ensure partnership with the employees working on the shop floor
4.7.3 How to Use

Proper use of the visual board includes:
 Installation in high frequency areas of the plant

 Update of visual boards is part of the accountability of the supervisors and is referred to
in the supervisor checklists.
4.7.4 Format
The detailed format of all plant, department and shift hand-over is described in the following
paragraphs. The properties of the boards are described regarding:
 Board dimension and design

 Type of information displayed
 Target audience
 Location
Visual boards are standardized globally and contain only essential information. All other
information is shared using meetings, routine rounds, etc. It is important to keep focus and to
ensure efficient communication using the visual boards. Therefore, the number of visual
boards is limited in order to avoid excess of information. The plant can however have more
visual boards but only when it is approved by Zone Brewery Support.
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4.8 Short Interval Control (SIC)

SIC is a tool used to monitor and control a critical process on the shortest possible time
interval to ensure that it remains within pre-defined tolerances and to take corrective action
when it does not.
SIC is used to measure short-term changes in the process. It serves as a tool for
communicating process-performance during team changes. SIC also ensures corrective actions
are taken before the process gets out of control.
SIC is part of a suite of tools to improve the efficiency of production:
 It focuses on a part of a process that is critical to the overall optimization of production

 It is a tool that tracks a variable at the optimum interval. This variable will be whatever
is most meaningful in optimizing output and the reporting will be based on a variance
against a standard.
 It is typically developed and used by the people at the ‘front line’ of the process and
recorded by hand. High performance results are achieved where the operator has the
desire & passion to achieve the best results and quickest resolution of issues – thus
behaviors are very important.
 SIC provides a good base for a communication tool between operators on shift change.
 SIC fits well with MCRS and is a ‘low level’ process charting tool.
 SIC must be used in conjunction with the disciplines of coaching, following up,
reviewing and challenging.
Examples of SICs are provided in the brewing and packaging sections of the management
pillar book.
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4.9 Autonomous Maintenance

Autonomous Maintenance is a process for involving the whole operating team in maintenance
and continuous improvement. Through participative workgroups, autonomous maintenance
builds on operator and technician skills and knowledge to develop a maintenance environment
where everyone makes a valuable contribution.
Most importantly and key to its success, an autonomous maintenance program must deliver
adequate skills and training in addition to establishing the standards and controls necessary to
ensure safety and compliance.
Ultimately, autonomous maintenance will involve the whole team in anticipating and avoiding
failures and thereby maximizing the reliability of the plant.
4.9.1 Clean, Inspect, & Lubricate (CIL)

CIL is a basic level of autonomous maintenance involving the up skilling of operators to carry
out machine inspection tasks using checklists and lubricate a machine to the required
standard.
CIL begins to involve operators in routine maintenance tasks and is the start point for
embedding a continuous improvement mentality within a team.
A definition of CIL in operation would be, for instance, a bottle labeler operator carrying out
visual checks on the component parts of his machine from infeed to outfeed, looking for signs
of wear or damage.
The operator would work from a checklist and be trained in the basic standards required for
the machine to operate effectively and be able to identify deviation from the standard.
Introduction
This section outlines the guidelines for a basic CIL system operated as part of an autonomous
maintenance program. This policy defines roles and responsibilities, tools and techniques for
implementation and links into the Maintenance Pillar Skills Matrix policy.
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Policy
Each site is expected to introduce a skills development program aimed at providing the
framework for operators to upskill in the basic areas of CIL using the tools and techniques that
are available.
Each site is expected to develop standards, schedules and checklists, linked to the site planned
maintenance system, designed to ensure operator participation through the implementation
stage and ultimately to deliver sustainability.
The CIL System should follow the autonomous maintenance program.
Procedures
Detailed CIL training for the operators should be in place to ultimately deliver up skilling of the
operator group and embed a continuous Improvement mentality within the team.
Detailed CIL standards, schedules and checklists should be developed, preferably with input
from operators in a workgroup environment.
CIL tasks have to be carried out according to the standards by the operators.
CIL should be planned and scheduled within the respective department.
Abnormalities have to be recorded during performing CIL. Action should be taken to solve the
problem.
Visual management can be applied to perform CIL effectively.
The output of the CIL process should include:
 One Point Lessons
 Continuous Improvement Projects / Tasks

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Responsibilities
It is the responsibility of the Technical Services Manager and all Department Managers to
ensure that CIL checklists are developed and that CIL is included in the site maintenance
scheduling and planning.
It is the responsibility of the Departmental Managers to ensure that a training plan is

developed and training is delivered against known standards using the tools and techniques
associated with an autonomous maintenance approach.
RACI: CIL
Technical
Dept.
Task Planner Operator Technician Supervisor Services
Manager
Manager
Develop CIL
standards and I R C R (A) A
checklists
Scheduling R R A
Execution of CIL I R A
Record and
take action for I R R A CI CI
abnormalities
R = Responsible
A = Accountable
C = Consulted
I = Informed

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4.9.2 Routine Improvement in Autonomous Maintenance

The Routine Improvement is the proactive activities carried out by operator groups or
individuals in autonomous maintenance program.
It is intended to prevent accelerated deterioration and reverse any untreated deterioration

resulting from slight or minor faults through eliminating or improving abnormalities like leaks,
spills, contamination, minor faults, etc. in the equipment and process routinely during
performing CIL.
Operators should list-up abnormalities found during performing CIL and then take
improvement action.
The improvement action will be done directly by operators in case of minor problems or by
maintenance technicians with work request or by ITF depending on difficulty and complexity of
the problem.
Introduction
This Section outlines the guidelines for the routine improvement process operated as part of
an autonomous maintenance program. This policy defines roles and responsibilities, tools and
techniques for implementation.
The Routine Improvement is the proactive activities carried out by operator groups or
individuals as a part of autonomous maintenance program.
It is intended to prevent accelerated deterioration and reverse any untreated deterioration

resulting from slight or minor faults through eliminating or improving abnormalities like leaks,
spills, contamination, minor faults, etc. in the equipment and process routinely during
performing CIL.
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Policy
Each site is expected to develop and perform CIL routinely according to the autonomous
maintenance program.
Each site is expected to introduce a skills development program aimed at providing the
operators for the ability to find and solve abnormality in their equipment found during routine
cleaning, inspection and lubrication with abnormality report.
Each site is expected to establish the data recording system for backlog list of abnormalities
and the best improvement cases in order to share and apply a benchmarking the best
practices to other plants.
Procedures
Operators should list-up abnormalities found during performing CIL using the abnormality
sheet, report to supervisor and then take improvement action, through small group meeting if
necessary.
The improvement action will be done directly by operators or operator group in case of minor
problems or by maintenance technicians with work request or by ITF depending on difficulty
and complexity of the problem.
The proper corrective or improvement action should be taken to prevent recurrence of the
abnormality, with problem-solving process if necessary.
Best improvement cases should be recorded with autonomous improvement sheet and shared
with other plants.
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Responsibilities
It is the responsibility of all Departmental Managers to ensure that routine improvement
process is carried out continuously within their department.
It is the responsibility of Department supervisors to ensure that the proper corrective or

improvement actions are taken timely against abnormalities found in their operating
equipment and process using tools and techniques in MGT pillars
It is the responsibility of Departmental Managers to ensure that a training plan is developed

and training is delivered to skill up ability for finding and solving abnormality according to
technical skill matrix using the tools and techniques associated with an autonomous
maintenance approach.
RACI: Routine Improvement in Autonomous Maintenance
Trainer
Dept.
Task Operator Technician Supervisor (Site or BS
Manager
Dept.)
Establish the
procedure of
I I I I RA
routine
improvement
Finding and
recording of R A I
abnormalities
Action taken -
solving R R A C
abnormalities-
Training R A
R = Responsible
A = Accountable
C = Consulted
I = Informed

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4.10 Failure Mode, Effect and Criticality Analysis (FMECA)

Failure mode is the reason that equipment or machines fail. It can also be defined as the
event that causes equipment of machines to fail.
FMECA is a program of advanced autonomous maintenance that identifies the sub- assemblies
of a machine and highlights possible causes of failure and the actions required to avoid that
failure.
From the in-depth study it is possible to identify hidden functions that may lead to failure and
estimate the frequency of intervention at any point on the machine in order to maximize
efficient operation.
FMECA gives rise to the development of specific inspection/functional checks to identify

possible failures and their pre-emptive rectification.
Introduction
FMECA is an integrated approach to maintenance, designed to involve the whole operational
and maintenance elements of a team. FMECA is a plant monitoring system using scheduled
inspections and functional checks as preventative maintenance tools.
This policy defines the roles and responsibilities, identifies the tools and techniques for
implementation and links to the Maintenance Pillar Skills Matrix policy.
Policy
Each site is expected to include FMECA in its skills development program, with the aim of
training the whole team to use the tools and techniques associated with FMECA.
Detailed training material is available for use in introducing a FMECA program and this should
be employed by the site, with external assistance if required. A workshop training environment
is recommended for this type of training
Each site is expected to develop structured check sheets, linked to the site planned
maintenance system, for use in a FMECA program linked to the site autonomous maintenance
program.
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Procedures
Detailed checklists should be developed for the sub-assemblies of each machine.
The FMECA process should make use of the criticality assessment techniques as detailed in the
Maintenance Pillar Book. This will enable the team to focus on the right equipment as a start
point. The process should be an extension of the CIL program as outlined in the Maintenance
Pillar Book.
The FMECA process output should link into the site plant history system.
The schedules should be linked into the preventive/predictive maintenance program and
should include root cause techniques such as on-condition monitoring and non – intrusive
checks. The output of the system should include failure analysis.
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Responsibilities
It is the responsibility of the site Technical Services Manager to ensure that FMECA check
sheets are developed and that FMECA is included in the site planned maintenance and a
training plan is developed and delivered.
It is the responsibility of planners and supervisors to ensure that FMECA activity is carried out.
FMECA Process RACI
Technical Services Technical Services

Task Training Manager
Manager Supervisor
Develop FMECA
A CI R
program
Link to maintenance
A R
system
Develop FMECA
A R I
check sheets
Link to department
A CI R
training plan
R = Responsible
A = Accountable
C = Consulted
I = Informed

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4.11Problem Solving
For many people, problem solving means critical or rational thinking. Problem Solving for the
purpose of this discussion refers to the search for a solution to an undesired consequence;
something we don't want to reoccur.
Effective problem solving means the prevention of the problem from occurring again. This last
distinction is necessary because we often implement solutions and never confirm their
effectiveness. Then, when the problem occurs again in a slightly different form, we don't
recognize our failure to prevent recurrence in the first place and experience the same effects.
Additional information about the problem solving process is described in the Management Pillar
Book.
4.12 Root Cause Analysis (RCA)

RCA refers to performed studies of original reason for non-conformance with a process. When
the root cause is removed or corrected, the non-conformance will be eliminated.
Additional information about RCA is described in the Management Pillar Book.
4.13 Process to Update Maintenance Pillar Content

This section refers to the policy describing the processes required in order to update the
different items in all the Pillar books.
Additional information about the process to update maintenance pillar content is described in
the Management Pillar Book.
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5 Implementation
This section of the book describes how the different sections and tools of this book will be
installed during VPO implementation.
5.1 Maintenance Pyramid

The maintenance pyramid is a core VPO tool used to map out the building blocks required on
the way to world class maintenance. The pyramid builds methodically from the basic
requirements through to the advanced levels. Completion of the pyramid is supported by a set
of questions used to ascertain the status of each level. The questions are scored on a “traffic
lights” system.
The exact time for each element is dependent on the current status within each plant; some
plant implementation schedules will be much shorter. The VPO Maintenance Pillar
implementation project files provide an indication of the time it should take to implement each
element from scratch.
5.2 Implementation Progress

The Implementation Progress (IP) is a tool to track the actual status of the implementation of
the elements described in this book as a percentage against the plan.
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6 Additional Information
6.1 Abbreviations
The Appendix to this document contains a list of standard terminology and acronyms used in
the Maintenance Pillar Book.
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6.2 Document History
Description of Version
Version Author Date
Main or important changes since previous version
All chapters updated with hypertext links.

Introduction of Cost of Maintenance Section &
links and introduction of training materials/MEX
1.1 Martyn Webster 03/05/06 reference links. Chapter Global KPI List
deleted. New wording definition in “4.2 Key
Performance Indicators (KPI’s)” and 4.2.1
Supporting Documents KPI’s”
Update chapter 4.9 Autonomous Maintenance:

1.2 Wolfgang Rehbein 30.01.2007 4.9.1 CIL and a new chapter 4.9.2 VPO
Maintenance Pillar Routine
Improvement
1.3 Richard Mullen 06/19/13 Added, corrected grammar, etc.
Rick Mullen and Made formatting consistent from document to

1.4 Applied Performance 10/31/13 document
Strategies (APS)
Rick Mullen, Matt Incorporated separate sub-documents into

Robinson and one file; removed hyperlinks
2.0 11/15/14
Applied Performance
Strategies (APS)
Comment [MBR1]: Rick to insert

Author, Date and Description of Version
Comment [MR2]:
Comment [MR3]:
Comment [MR4]:
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Maintenance Pillar Book

Standard Terminology and Acronyms
Term Definition
Brewing Definition according to the PPM cycle.
The schedule of work for Area Maintenance Technicians. Usually
planned tasks that does not cause equipment downtime, less
Cycle Planning
than 3 hours duration such as inspections, check lists, lubrication
and minor modifications/repairs.
A report summarizing the KPIs for a department or area on a daily
Daily Weekly Operating
basis building up to a weekly summary. This report should be
Report (D.W.O.R.)
reviewed each day.
The activities necessary to put in place new tools and ways of
working and to ensure that they are sustainable.
Implementation
Phase after the Business Review, within Celerant often called
Project phase.
Description of the Policies, Procedures and Tools which should be
ABInBev Way
applied consistently in all Plants.
Key Performance Indicator Used to measure and manage a critical activity or process. Should
(K.P.I.) measure compliance and usage of systems as well as performance.
The coordination and movement of raw materials from suppliers to
Logistics
the plant and of finished product from the brewery to customers
An ABInBev program describing the concepts, standards and
Maintenance Excellence
tools necessary for optimal maintenance of a brewery. M.E.X.
(M.E.X.)
has been incorporated into the ABInBev Way as part of the VPO
program.
Closed-loop management system incorporating forecasts,
Management Control &
plans, controls and reports to management performance and
Reporting System (M.C.R.S.)
reinforce compliance of critical activities.
An ABInBev program describing the concepts, standards and tools
Manufatura necessary for optimal operation of a plant. Manufatura is one of the
main basis books for the ABInBev Way VPO pillars
Packaging Definition according to the PPM cycle
Globally defined pillar purpose and structure, and the global Policies
Pillar Level 1
per Pillar subject. Mandatory for all Zones and Plants.
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Term Definition
Globally defined pillar Procedures, Tools and Methodologies
Pillar Level 2
within a given policy of level 1. Mandatory for all Zones and
Plants
Zone specific defined pillar Procedures, Tools and
Pillar Level 3 Methodologies within a given policy of level 1 and the area
indicated by Level 2. Mandatory for all Plants in the Zones.
The VPO Pillars are the standard books containing all Policies,
Pillars Procedures and Tools of the ABInBev Way. There are 5 Pillars:
Management, Maintenance, People, Quality and Logistics.
The physical location where beer or soft drink malt production is
Plant undertaken including raw materials warehouse, brewing, packaging
and primary warehousing.
Basic concept that helps regulation how ABInBev will operate its
Policy
business
The location where finished product is stored immediately
Primary Warehouse
following packaging. A primary warehouse is typically located at
each Plant.
The collection of standard way of working within a given policy,
Procedures
referring to all tools which must be applied consistently in all plants.
Procurement The management of suppliers and the purchasing of raw materials.
Product Beer or other drink produced at an ABInBev plant.
The activities undertaken in a Plant to produce finished product,
Production
basically existing of Brewing and Packaging
RACI Responsible - Accountable - Consulted - Informed
A tool used to monitor and control a critical process on the shortest
Short Interval Control (S.I.C.) possible time interval to ensure that it remains within pre-defined
tolerances and to take corrective action when it does not.
The entire sequence of activities linking suppliers to customers,
Supply Chain
including procurement, production, warehousing, and logistics.
Systems Implementation A KPI used to measure the implementation of tools and system
Status (S.I.S.) elements and to indicate how sustainable they are.
Complete overview of the facts of any meeting consisting of Name
Terms of Reference (TOR)
or the Meeting
Models or examples of processes, tools or system elements, e.g.,
Tools
pyramids, checklists and meeting terms of reference.
Voyager Plant A global program being undertaken in all Plants to implement the
Optimization (VPO) ABInBev Way to achieve sustainable improvements in
performance
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Term Definition
and cost.
An ABInBev program describing the concepts, standards and

World Class Manufacturing
tools necessary for optimal production. W.C.M. has been
(W.C.M.)
incorporated into the ABInBev Way as part of the VPO program.
Acronyms
Acronym Explanation Acronym Explanation

5S Sort - Set in order - Shine BMPP Brewing Materials Products
- Standardize - Sustain & Processes
ABV Alcohol By Volume BOM Bill of Materials
ACL Applied Ceramic Label BOP Brewery Operation
AME Associated Membership BP Best Practice
Examination
ARP Alcohol Recovery Plant BP Brown Paper
ASAP As Soon As Possible BPM Best Practice Manual
ASBC American Society of BPST Basic Problem Solving Tools
Brewing Chemists
ASR Area Status Report (weekly BR Business Review (other work
progress report made by for Analysis phase)
work stream leader)
BBP Budget & Business Performance BRI Brewers Retail Inc. or
Brewers Research Institute
BBT Bright Beer Tank BS Brewery Support
BDP Best Demonstrated Practice CAGR Compounded Annual Growth Rate
(=Best in Place)
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CAMS Change Assessment Management CSC Commercial Strategy Committee
System
Capex Capital expenditure CSD Carbonated Soft Drink or
Cost Driven
CAQ Competency Assessment CTC Cycle Time Compression
Questionnaire
CBA Current Best Approach CTC Cycle Time Compression
CBM Condition Based Monitoring CTO Chief Technical Officer
CBP Confidential Brewing Procedure or CTU Coating Thickness Unit
Current Best Practice
CCO Chief Commercial Officer CWS Collaborative Work Space(s)
CCT Cylindrical Conical Tank DADA Data - Analysis - Decision -
Action (Principle behind BPST)
CDI Consumer Driven Innovation DCF Depreciated Cash Flow
CE Central Europe DILO Day In the Life Of
CEO Chief Executive Officer DMAIC Define, Measure, Analyze,
Improve, Control
CIL Clean Inspect and Lubrication DO Dissolved Oxygen
CIP Cleaning In Place DOE Design Of Experiments
CM Corrective Maintenance DS Data Steward
CMMS Computerized Maintenance DWOR Daily Weekly Operating Report
Management System
CND Consumer Driven EB Experimental Brewery
COB Close Of Business EBC European Brewery Convention
COE Center Of Excellence EBI Enterprise Business Initiative or
Empty Bottle Inspector
COGS Cost Of Goods Sold EBIT Earnings Before Interest and Tax
COO Chief Operating Officer EBITDA Earnings Before Interest,
Tax, Depreciation and
Amortization
CPD Capacity Driven EBM Executive Board of Management
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Page 208 of 212

EHS Environmental, Health and Safety HACCP Hazard Analysis Critical
Control Points
EIT Efficiency Improvement Tool HDPE High Density Polyethylene
EPT Effective Production Time HFCS High Fructose Corn Syrup
ES Environment & Safety HG High Gravity
ERP Enterprise Resource Planning HMCS High Maltose Corn Syrup
FAB Flavored Alcoholic Beverage HPWG High Pressure Water
Glycol Hydraulic Fluid
FIFO First-In First-Out HR Human Resource
FLM Front Line Maintenance HTL Heat Transfer Label
/ Management
FMCG Fast Moving Consumer Goods IAS International Accounting System
FMEA Failure Modes and Effects Analysis IGB Institute and Guild of Brewing
FMECA Failure Mode Effect & IP Innovative Products or
Criticality Analysis Intellectual Property
FOB Freight On Board IR Infra-Red
FTE Full Time Equivalent IRR International Rate of Return
FYI For Your Information IS Integrated Systems
GIC Global Innovation Committee IS Implementation Status
GID Global Innovation & Development ISO International Standards
Organization
GLAPM Global Leadership and ISRS International Safety Rating
Performance Management System
GLY Gross Line Yield IT Information Technology
GMO Genetically Modified Organism ITF Improvement Task Force
GMP Good Manufacturing Practices JHSC Joint Health and
Safety Committee
GOP Good Operating Practices JIT Just In Time
Version: 2.1

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JOHS Joint Occupational Health MTBF Mean Time Between Failure
and Safety
KIM Knowledge Information MTS Master Technical Specification
Management
KM Knowledge Management NCB New Corporate Building
KPI Key Performance Indicator NNPB Narrow Neck Press & Blow
Labox Laboratory Oxygen NPV Net Present Value
LDA Legal Drinking Age NTB New Technical Building
LDPE Low Density Polyethylene NVA Not Value Added
LE Latest Estimate OAE Overall Asset Effectiveness
LIMS Laboratory Information OEE Overall Equipment Effectiveness
Management System
LLDPE Linear Low Density Polyethylene OEM Original Equipment Manufacturer
LRP Long Range Plan OFD Opportunity For Defects
LTA Lost Time Accident OMC Operating Management
Committee
M&A Mergers & Acquisitions ONTOP Online Technical Operations
ManCom Management Committee OPR Other People’s Resource
MAPC Malt and Adjunct OPS Operations
Policy Committee
MCRS Management Control and P&L Profit & Loss
Reporting System
MECE Mutually Exclusive and P&SED Packaging and Sales
Collectively Exhaustive Equipment Development
MEX Maintenance Excellence PA Public Affairs
MRO Maintenance Repair and PAMS Project Activities &
Overhaul material Management System
MSDS Material Safety Data Sheet PCO Plastic Closure Only
MTBCF Mean Time Between PCRF Packaging Change Request Form
Common Failure
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PD Packaging Development PRO Post Run Off
PDCA Plan - Do - Check - Act PS(L) Pressure Sensitive (Label)
PdM Predictive Maintenance PUCA Packaging Upcharge Concept
Approval
PE Poly-Ethylene PVC Poly-vinyl-Chloride
PEN Poly-Ethylene-Naphtalate PVE Product Value Engineering
PET Poly-Ethylene-Terephtalate PVPP Poly-Vinyl-Poly-Pyrolidone
PETG Poly-Ethylene-Terephtalate-Glycol PYC Pure Yeast Culture
PFD Process Flow Diagram or QA Quality Assurance
Plant Floor Data
PIP Pre-Isomerized Pellets QC Quality Control
PM Planned Maintenance QCA Quality Compliance Assurance
PM Project Manager QFD Quality Function Deployment
PM Preventive Maintenance QI Quality Improvement
PMI Post-Merger Integration QLD Quality Driven
PMO Project Management Office QT Quality Technical
PMP Program Management Process R&R Roles and Responsibilities
PMPP Packaging Materials, Products RACI Responsible, Accountable,
& Process Consulted, Informed
PMR Preventive Maintenance Routine RBM Risk Based Maintenance
Poka- Error Proofing RCA Root Cause Analysis
Yoke
POS Point Of Sales RCA Root Cause Analysis
POV Point Of View RCM Reliability Centered Maintenance
PP Polypropylene REM Resource Manager
PPM Planning and RFA Request For Approval
Performance
Management
PR Public Relations or Press Release RFP Request For Proposal
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RIA Request on Investment Approval SME Subject Matter Experts
RIC Regional Innovation Committee SMED Single Minute Exchange of Die
ROA Return On Asset SoFB School of Fine Brewing
ROI Return On Investment SOP Standard Operating Procedure
ROPR Roll On Pilfer Resistant SOPE Sales and Operations
Planning Executive
RR Rolling Rock SP Strategic Plan
RTD Ready-To-Drink SPC Statistical Process Control
S&OP Sales & Operations Planning SPM Senior Project Manager
SA(L) Self-Adhesive (Label) SPOC Single Point Of Contact
SAB South African Breweries SSC Shared Services Center
SAP Standard Application Platform STD Science Technology Development
SCADA Supervisory Control And STOP Safety Training and
Data Acquisition Observation Program
SGC Stage Gate Committee TA Technology Applications
Shainin List of techniques within quality TBA To Be Announced
control and process
improvement,
e.g. DOE
SIC Short Interval Control TBC To Be Confirmed
SIN Social Insurance Number TBD To Be Defined/Determined
SIPOC Supplier-Input-Process-Output- TC Technical Compliance
Customer
SIS System Installation Status TCM Total Cost of Maintenance
SKU Stock Keeping Unit TD Technology Development or
Total Diacetyl
SLA Service Level Agreement TDI Technology Driven Innovation
SMART KPI Characteristics: Specific, TFS Tin Free Steel
Measurable. Achievable,
Reliable, Time related
SMC Strategic Management Committee TOL Thermo-Organic-Label
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TOR Terms of Reference VLB Versuchs- und Lehranstalt
für Brauerei (in Berlin)
TPM Total Productive Maintenance VOC Volatile Organic Component
TPNW Time Paid Not Worked VP Vice President
TPO Total Packaged Oxygen VPO Voyager Plant Optimization
TPS Tin Plated Steel WACC Weighted Average Cost of Capital
TQT Total Quality Tools WCB Workers Compensation Board
TRIZ Theory of Inventive WCM World Class Manufacturing
Problem Solving
TS Technical Services WCS World Class Sourcing
TSRF Technical Service Request Form WHMIS Workplace Hazardous
Materials Information System
TTT True To Type WIP Work in Progress
UPP Upholding Production Potential WMS Warehouse Management System
UV Ultra-Violet WPO World Packaging Organization
VA Value Add YA Young Adult
VC Video Conference YG Young Graduates
VE Value Engineering ZBO Zone Brewery Operations
VIC Variable Industrial Costs ZBS Zone Brewery Support

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VPO Pillar Handbook - Maintenance - 2015-01

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VPO Maintenance Pillar Book

Date: January 9, 2015

Confidential: Proprietary Owner: Richard Mullen

Maintenance Pillar Book

Figure 1 - 2015 VPO Maintenance Pillar

Confidential: Proprietary Owner: Richard Mullen

4 Tools and Methodologies............................................................................................ 151

Confidential: Proprietary Owner: Richard Mullen

4.12 Root Cause Analysis (RCA)...........................................................................200

6 Additional Information............................................................................................... 202

Appendix: Maintenance Pillar Book Standard Terminology and Acronyms

Confidential: Proprietary Owner: Richard Mullen

1 Introduction and Purpose

Purpose of the Maintenance Vision

By successfully implementing the policies, procedures, tools and methodologies of the

Confidential: Proprietary Owner: Richard Mullen

1.2 The Macro Process

1.3 Maintenance Pillar Philosophy and Design Principles

1.3.1 Maintenance Pillar Philosophy

Confidential: Proprietary Owner: Richard Mullen

Process. This box includes the necessary maintenance process definition to

1.3.2 Maintenance Pillar Design Principles

Confidential: Proprietary Owner: Richard Mullen

Technical [Customized by Zone]

Confidential: Proprietary Owner: Richard Mullen

1.3.3 Level Definition and Accountability per Pillar Section

Level Pillar Sections Items Accountability

Confidential: Proprietary Owner: Richard Mullen

Level Pillar Sections Items Accountability

Routine maintenance policy Global Technical Support Group

Confidential: Proprietary Owner: Richard Mullen

Level Pillar Sections Items Accountability

Good Operating Practices:

Confidential: Proprietary Owner: Richard Mullen

1.4 Vision and Mission

1.4.1 The Vision of Voyager Plant Optimization

1.4.2 The Mission of Voyager Plant Optimization

Confidential: Proprietary Owner: Richard Mullen

1.4.3 Maintenance Strategy

Level 1: Installing the basic building blocks of the Maintenance Pyramid

i. The correct organization

i. Carrying out more preventative maintenance

Confidential: Proprietary Owner: Richard Mullen

i. Use of advanced predictive maintenance techniques (MTBF/MTTR/MTBCF)

i. Development the organization and the concept of multi-skilled operator

1.4.4 Maintenance Vision Evolution

Traditional Up-Skilled Maintenance Multi-Disciplined Teams Multi-Skilled Teams

Level 1 Level 2 Level 3 Level 4

Confidential: Proprietary Owner: Richard Mullen

2.1 Department Missions

2.2 Roles and Responsibilities

The following roles have been defined:

 Technical Services Manager/ Process Engineer/ Maintenance Planner/ Maintenance

Confidential: Proprietary Owner: Richard Mullen

2.3 Service Level Agreements (SLAs)

 An optimal level of service is aspired towards

Confidential: Proprietary Owner: Richard Mullen