How can you prioritize maintenance tasks in a management program?

A prioriza??o das tarefas deve ser feita levando em conta o processo de gest?o de ativos da planta onde a probabilidade da falha e o impacto relacionado geram o grau de risco que deve ser acompanhado visando garantir a evolu??o deste - se a probabilidade da falha aumenta com o tempo o grau de risco aumenta. Outro aspecto importante a ser priorizado é o tratamento do defeito onde levando em considera??o os ativos com maior risco um plano de contingência (acompanhamento diferenciado) e a prepara??o para a interven??o devem ser muito bem elaborados.

When it comes to work prioritization, we should consider two main criteria. First, the criticality of equipment which reflects the effect of the asset's failure on the whole organization. Second, the nature of work. While equipment criticality is a fixed number and has to be aligned with the organization's strategy; the nature of work is variable and relies on the workers' perspective. Consequently, I prefer RIME method over all other methods as it is simple, direct, specific and has a low margin of error in terms of identifying the probability of failure - which is a subjective judgment -. RIME is suitable, especially for unmature organizations or those who need to start the improvement process.

2 things. Have a dedicated breakdown team and use your data. 1. A dedicated "breakdown" team for those unexpected events that have the potential to seriously disrupt your maintenance routine and rhythm. This will keep your preventive and reliability centered maintenance priorities on track. 2. Use your data; a. Actually review, use and react accordingly to the data from your oil analysis reports. These reports make it relatively clear where attention is needed, the most urgently. b. Previous service and daily checksheets. The findings listed from the artisans and operators are seldom captured and taken into account, and therefore can leave a massive gap.

We have seen on many occasions people failing to recognize the little things that will make their equipment fail. This always leads to reactive maintenance which, most times, comes at a much higher cost than the preventive version of it. When the priority on a job is just to finish a repair, people tend to forget to document, investigate, recognize a pattern, and question a solution, much less identify the root cause of a failure. Once people recognize the importance of all of the above, the prioritization of a maintenance program becomes easy and, in most cases, even intuitive. Once you know how easily things can go wrong and the origin of those conditions, the rest becomes a matter of discipline, commitment, and professionalism.

During my time at Lotte Chemical Pakistan Limited (a petrochemical plant), we developed comprehensive criticality matrices for machinery and equipment. This type of criticality matrix assigns a rating to equipment and uses the results of FMEA (Failure Mode and Effects Analysis) for different machinery as well as processes in the plant. These activities were key in prioritizing maintenance activities in combination with OEM preventive schedules, predictive data, and production requirements.

When it comes to prioritising maintenance tasks you want to distinguish between Preventive Maintenance (PM) tasks and Corrective Maintenance (CM) tasks. PM tasks are usually best prioritised / categorised based on the type of task and the criticality of the equipment. Keep in mind that in practice you will set up your PM task priority once in your CMMS and then it is fixed. So typically you use simple priorities / categories like safety critical / legislative, production critical etc. For CM tasks best practice is to use a RIME or RAM matrix and every day your maintenance and operations teams jointly prioritise new work requests using one of these methods. Effective CM task prioritisation is critical to protecting your weekly schedule.

The maintenance system of a plant should ideally be a blend of different maintenance strategies aimed at different types of equipment. These strategies should include corrective maintenance (or break-down maintenance), preventive maintenance (or scheduled maintenance or condition-based maintenance (CBM or Predictive maintenance). The criticality matrix and FMEA (Failure mode and effects analysis) are also important in determining the right type of maintenance strategy to be associated with the relevant equipment because there is no complete solution when it comes to maintenance.

The question of who is actually responsible for maintenance has been debated for long. The modern thinking, based on tremendous success in its originating country Japan, is that everyone in an organisation is responsible for maintenance. This approach , named Total Productive Maintenance, uses the skills of all employees and seeks to incorporate maintenance into the everyday performance of a facility.

Lo primero que hay que tener en consideración es el plan de negocios de la organización. Partiendo de dicho y teniendo el plan de la gestión de mantenimiento con sus objetivos, se procede a ¨cascadiar¨ las estrategias de mantenimiento y confiabilidad. Implícitamente en las estrategias se priorizan las facilidades y equipos por lo que estableciendo la gestión de riesgos y teniendo en cuenta factores como la seguridad, ambiente, calidad y productividad entre otros, se establecen plan de actividades.

preventive maintenance is regular planned maintenance which involves inspection and servicing on daily,weekly and monthly basis In an organization whereby preventive maintenance is efficient Corrective maintenance also will be planned since will be known early before breakdown occurance.

However ERP Software (SAP) facilitates you to mention the Work order priority but is important to understand the Criteria behind this. Work order priority can be linked with RAM (Risk assessment Matrix) which depends on Likelihood and Severity of Incidents associated with work order. We can further describe then as mentioned below. 1. Consiquence Type 1.1 Economic Consiquence: This include cash flow effected by failure event and reinstatement cost 1.2 Protect and prevent licence to operate (Health, Safety, Environment, Compliance, Reputation) 2. Likelihood It can be categorised as 2.1 Almost certain 2.2 Likely 2.3 Possible 2.4 Unlikely 2.5 Rare By using 1 & 2 in Matrix form we can determine RAM number and can prioritize Maintenance task.

Todos esos criterios que se mencionan se gestionan como riesgo, incluso el mismo beneficio puede ser el impacto de una oportunidad que se aprovecha ya que se tomó determinada acción en el momento preciso. Una vez son expresados en términos de riesgo (impacto en $), se determina su jerarquía en función de los objetivos de la organizacion.

Use as manuten??es corretivas como norte para elabora??o de manuten??es preventivas. Fa?a periodicamente uma análise crítica compartilhada com a alta administra??o para que os recursos seja canalizados nos equipamentos necessários e que o planejamento a médio e longo prazo possa garantir a saúde de todos equipamentos de seu parque industrial. Tenha registros para sejam li??es aprendidas e interven??es futuras.

Análisis de criticidad, mantenimiento centrado en confiabilidad, son herramientas muy útiles para la criticidad de los activos y la priorización de las tareas de mantenimiento.-

Priority boils down to one of two things: Do it right now or do it later. There is no need for more than a few levels of priority. 1-3 can suffice. The point is, you need to be able to clearly state and indicate why something has to be done right now, or can be done later. Maybe tomorrow, maybe it can wait a week.

Prioritization of maintinance task is one of the best maintenance practices and will result to reduction/elimination of breakdown in critical equipment. The criteria of prioritization should fucos on impact to HSE, quality, & productivity. After prioritization of equipment or parts it will be rank as A, B, C types of equipment. Type A is most critical and C is less critica. Prioprity focus is on type A equipment and less focus on type C equipment. For the future improvements the type A equipment should be reduce by applying risk assessment and simplified countermeasures.

In addition to ranking and maintaining a critical equipment list, a critical spare parts inventory is essential for companies to ensure that they can maintain their production levels and minimize downtime. Having a defined methodology for spare parts coupled with understanding of spares criticality to your operations is crucial. Spare parts that are critical to safety, quality, and production should be assigned a score. By assigning a score to each item, companies can determine the optimal stocking level and allocate inventory by balancing inventory to demand. A critical spare parts inventory helps: Maintain production levels Minimize downtime Ensure employee safety Optimize inventory costs Improve stock allocation to improve space

I had one client who had a scale of 1-10 for priority. I asked them if they could clearly make a distinction between say a "4" and a "5." In the end they admitted there was no real difference and changed their priority scale to 1-3... 1=Today, 2=Tomorrow, 3=after that.

I totally agree with John. Priority scales should be as simple as possible. Then after you can order within the “tier” or “priority level” to get finer distinction if needed. Starting with too much leaves the levels meaningless.