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MAINTENANCE MANAGEMENT
TOP LEVEL BUSINESS PROCESS
Doc. No. : 123456
Project : Maintenance Management
System Development
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SECTION 4
MAINTENANCE MANAGEMENT TOP LEVEL BUSINESS PROCESS






















DOCUMENT APPROVAL
POSITION NAME SIGNATURE DATE
General Manager East Java



Maintenance Superintendent



Consultant




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MAINTENANCE MANAGEMENT
TOP LEVEL BUSINESS PROCESS
Doc. No. : 123456
Project : Maintenance Management
System Development
Rev. : 0
Date : Page 2 of 7














CONTENTS

4.1. PURPOSE ....................................................................................................... 3
4.2. SCOPES ......................................................................................................... 3
4.3. DEFINITIONS................................................................................................... 3
4.4. ABBREVIATIONS ............................................................................................... 3
4.5. DESCRIPTION OF BUSINESS PROCESS ...................................................................... 4
4.6. REFERENCES .................................................................................................. 7



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MAINTENANCE MANAGEMENT
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Doc. No. : 123456
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4.1. PURPOSE
The purpose of this document is to describe the maintenance management business
process to be applied in ABC COMPANY INC.

4.2. SCOPES
The following activities are covered within this business process :
1. Routine Checks
2. Asset Failure Reporting
3. Fist Line Maintenance
4. Emergency Maintenance
5. Planning and Scheduling
6. Preventive Maintenance
7. Predictive Maintenance
8. Corrective Maintenance
9. Contracting Third Party
10. Closing Work Order
11. RAM Analysis
12. Updating Database
13. KPIs Monitoring
14. Management of Engineering Change

4.3. DEFINITIONS
Work Order A unique control document that comprehensively describes the job to be
done; may include formal requisition for maintenance, authorization, and
charges codes, as well as what actually was done.

4.4. ABBREVIATIONS
FLM First Line Maintenance
FMEA Failure Modes and Effects Analysis
FTA Fault Tree Analysis
KPI Key Performance Indicator
RAM Reliability, Availability and Maintainability
RBI Risk-Based Inspection
RCFA Root Cause Failure Analysis
RCM Reliability-Centered Maintenance




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4.5. DESCRIPTION OF BUSINESS PROCESS
Per f or m Rout i ne
Chec k s
4.0.1
Repor t Asset
Fai l ur es
4.0.2
Per f or m Fi r st
Li ne Mc e Task s
4.0.3
Per f or m
Emer genc y
Repai r
4.0.4
Hi r e Cont r ac t or
t o Per f or m Mc e
& I nspt n t ask s
4.0.9
Per f or m
Pr edi c t i ve
Mai nt enanc e
4.0.7
Per f or m
Cor r ec t i ve
Mai nt enanc e
4.0.8
Cl ose Wor k
Or der s
4.0.10
Per f or m RAM
Anal yses
4.0.11
Moni t or KPI s
4.0.13
Per f or m Mgmt
of Engi neer i ng
Change
4.0.14
Pl an t o Ex ec ut e
Mai nt enanc e
Task s
4.0.5
Per f or m
Pr event i ve
Mai nt enanc e
4.0.6
Updat e
Dat abase
4.0.12
Unplanned
Maintenance
Planned
Maintenance
MAI NTENANCE MANAGEMENT TOP LEVEL BUSI NESS PROCESS
Busi ness Pr oc ess No. : 00
Rev. 00


Figure 4.1 Maintenance Management Top Level Business Process

4.0.1. Some planned / scheduled maintenance / inspection tasks can be performed either
by operators or maintenance technicians. Operators will perform inspections in
daily basis while technicians in weekly.

These inspection tasks have to be arranged by the planner (whoever assigned as a
planner). Production group may give some advices to planner in inspection tasks
arrangement.

Section 5 describes the Routine Checks Business Process in details.
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4.0.2. Equipment failures may be found during routine checks by first line maintenance
(FLM) personnel or by anyone who works around the plant. Whoever found the
failure shall notify to operators on duty (control room). Reported failures might be
followed up:
a. by first line maintenance task.
b. by performing emergency repair.
c. by maintenance execution plan.

Section 6 describes the Asset Failure Reporting Business Process in details.


4.0.3. Some of the reported faults will be of a minor in nature that does not require
further action by specialist. Corrective action can be done by first line maintenance
personnel.

Section 7 describes the First Line Maintenance Business Process in details.


4.0.4. Some of the reported faults will be of an emergency in nature that require
immediate repair by specialists or dedicated maintenance personnel. Such faults
have to be repaired or attended to immediately by the maintenance personnel.

Section 8 describes the Emergency Maintenance Business Process in details.


4.0.5. The functions of planning and scheduling are to design and to arrange all planned
maintenance activities.

Inputs for planning and scheduling may be obtained from RAM analyses, RCM , RBI
analysis, the operational plans, unplanned and deferred work orders, standing work
orders and backlog.

The main functions within Planning & Scheduling are:
Compilation and updating of a yearly planning
Compilation and updating of a quarterly planning
Compilation and updating of a weekly planning
Daily Planning
Opportunity Planning

Section 9 describes the Planning and Scheduling Business Process in details.


4.0.6. Preventative maintenance (PM) tasks (mainly inspections) are planned in terms of
resources and what is to be done. PM Tasks and technical procedures are part of
the Planning and Scheduling function.

Section 10 describes the Preventive Maintenance Business Process in details.


4.0.7. Predictive maintenance (PDM) tasks are planned in terms of resources and what is
to be done and then scheduled as part of the Planning and Scheduling function.
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Section 11 describes the Preventive Maintenance Business Process in details.


4.0.8. Corrective maintenance (CM) tasks (originating mainly from faults that were
reported) are planned in terms of resources and what is to be done and then
scheduled as part of the Planning and Scheduling function.

Section 12 describes the Corrective Maintenance Business Process in details.

4.0.9. Maintenance tasks to be carried out by an external contractor are planned in terms
of what is to be done and then scheduled as part of the Planning and Scheduling
function. These are given to an external contractor for execution.

Section 13 describes the Contracting Third Party Business Process in details.


4.0.10. The planner is responsible for documenting all completed maintenance tasks (soft
and hard copy) and keeping them securely. The completed maintenance tasks might
come from first line maintenance tasks, emergency repair, preventive
maintenance, predictive maintenance, corrective maintenance, and contractor.

Section 14 describes the Closing Work Order Business Process. This process is also
described as part of section 9, the Planning and Scheduling Business Process in
details.


4.0.11. Maintenance and Operation Processes should be improved in continuous and regular
basis. This could be achieved by performing RAM analyses. The following
methodologies but not limited to might be applied :
FMEA
FTA
System Reliability simulation
RCM
RBI
RCFA

Section 15 describes RAM Analysis Business Process in details.


4.0.12. Reliability, Availability, and Maintainability (RAM) analysis will alter the data
documented in database. The changes may relate to the configuration of
equipment, maintenance tasks, additional and reduction bill of materials etc.
Therefore, database must be updated to track and to record all changes.

Section 16 describes Updating Database Business Process. This process is also
described as part of the Section 15 RAM Analysis Business Process in details.


4.0.13. The main purpose of Work Planning & Control is to streamline and optimize the
maintenance activities of a plant in order to achieve improved reliability and
availability while keeping an eye on operating expenditure. Monitoring of these
three key performance areas are therefore important.
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Section 17 describes the Key Performance Indicators (KPIs) Business Process in
details.


4.0.14. Management of Change refers to the management of proposed and implemented
changes to plant & equipment. It is important to manage these type of changes to
ensure that:
changes are controlled
systems and documentations are updated

Section 18 describes the Management of Change Business Process in details.

4.6. REFERENCES
1. BENCHMARKING BEST PRACTICES IN MAINTENANCE MANAGEMENT
Terry Wireman, Industrial Press, Inc., New York, 2004.
2. MAINTENANCE EXCELLENCE : OPTIMIZING EQUIPMENT LIFE-CYCLE DECISIONS
John D. Campbell, Andrew K.S. Jardine, Marcell Dekker, Inc., New York, 2001.
3. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE
Terry Wireman, Industrial Press, Inc., New York, 1998.
4. UPTIME : STRATEGIES FOR EXCELLENCE IN MAINTENANCE MANAGEMENT
Productivity Press, New York,1995.
5. INTEGRATION DEFINITION FOR FUNCTIONMODELING (IDEF0)
National Institute of Standards and Technology (NIST), USA, 1993.