PMO2000 from A to Z

A full scale PMO2000™ implementation program generally starts with some workshops or briefings introducing key decision-makers to the process. The objective of these sessions is to lay the groundwork for ensuring successful implementation. Prior to this however, most organisations choose to trial the PMO2000™ process on one or more equipment items or systems. In this environment, the workshop is strongly facilitator lead. Following the trial, the benefits, costs and implementation issues are assessed, and a decision reached on whether, and how, to roll out PMO2000™ on a wider scale within the organisation. Following a trial, the take up rate has been 100%.

There is no standard for PMO hence any reference to PMO from this point will be based on PMO2000™ the process developed by OMCS International Pty Ltd.

The PMO 2000 process has nine steps. These steps are listed below.

Step 1 Task Compilation

Step 2 Failure Mode Analysis

Step 3 Rationalisation and FMA Review

Step 4 Functional Analysis (Optional)

Step 5 Consequence Evaluation

Step 6 Maintenance Policy Determination

Step 7 Grouping and Review

Step 8 Approval and Implementation

Step 9 Living Program

Step 1 - Task Compilation
PM Optimisation starts by collecting or documenting the existing formal and informal maintenance program (Figure 2). It is important to realise that maintenance is performed by a wide cross section of people including operators. It is also important to realise that in many organisations, most of the PM program is done on the initiative of the tradesmen or operators and not documented formally. In this situation, task compilation is a simple matter of writing down what the people are doing. It is common for organisations to have an informal PM system in operation whilst it is rare for an organisation to have no PM at all.

Step 2 - Failure Mode Analysis
This involves people from shop floor normally working in cross-functional teams identifying what failure mode(s) each maintenance task (or inspection) is meant to address.

Step 3 - Rationalisation and Failure Mode Review
Through grouping the data by failure mode, task duplication may be easily identified. Task duplication is where the same failure mode is managed by PM conducted by more than one section or task, and is most commonly found between operators and trades, and trades and condition monitoring specialists. In this step, the team reviews the failure modes generated through the Failure Mode Analysis and adds missing failures to the list. The list of missing failures is generated through an analysis of failure history, technical documentation or the experience of the team.

Step 4 - Functional Analysis
The functions lost owing to each failure mode may be established in this step. This task is optional, and may be justified for analyses on highly critical or very complex equipment items, where sound understanding of all the equipment functions is an essential part of ensuring a comprehensive maintenance program. For less critical items, or simple systems, identifying all of the functions of an equipment item adds cost and time, but yields few benefits.

Step 5 - Consequence Evaluation
In Step 5, each failure mode is analysed to determine whether the failure is hidden or evident. For evident failures a further determination of hazard or operational consequence is made.

Step 6 - Maintenance Policy Determination
In this step, each failure mode is analysed using Reliability Centred Maintenance (RCM)\ decision logic principles. This step establishes new or revised maintenance policies.

Step 7 - Grouping and Review
Once task analysis has been completed, the team establishes the most efficient and effective method for managing maintenance of the asset given local production factors and other constraints. In this step it is likely that tasks will be transferred between trades and operations people for efficiency and productivity gains.

Step 8 - Approval and Implementation
Here the analysis is communicated to stakeholders for review and comment. Following approval, the most important aspect of PMO then commences with implementation. Implementation is the step that is most time consuming and most likely to face difficulties. Strong leadership and attention to detail are required to be successful in this step. The difficulty of this step increases markedly with more shifts and also with organisations that have not experienced much change.

Step 9 - Living Program
Through Steps 1 to 8, the PM Optimisation process has established a framework of rational and cost effective PM. In the “Living Program”, the PM program is consolidated and the plant is brought under control. This occurs as reactive maintenance is replaced by planned maintenance. From this point improvement accelerates as resources are freed to focus on plant design defects or inherent operational limitations. In this step, it is the intention to create an organisation that constantly seeks to improve its methods by continued appraisal of every task it undertakes and every unplanned failure that occurs. A key part of this part of the program is Failure Reporting and Analysis. Our preferred approach to this is discussed below.

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