World Class Maintenance Master Plan

Without a very well established Maintenance Master Plan the only thing that is certain is inconsistency of results.
Improving and strengthening a Maintenance Master Plan demands elaboration of paths, means and practices for the company to achieve its goals.

PMCC - Confiabilidade

Improving and strengthening a Maintenance Master Plan demands elaboration of paths, means and practices for the company to achieve its goals.

An important start point in creating a solid program is involving people in the plan’s conception, thus stablishing more commitment to what needs to be put in practice.

It is also very important to understand the current situation of the Maintenance, always having World Class Maintenance strategies as comparison. Leaders, engineers and technicians are gathered as the group that shall create the Maintenance’s Self-Evaluation. These same people will actually execute the Plan, applying the best practices daily. Loss, cost and potential gain are identified for relevant topics; which comprehends the first sketch of the Critical Factors for Success of a Master Plan. With these two tools in place, the priority of actions for the Master Plan is established; containing different actions such as what, when, why and how to do a specific task; gain around it; people involved (who leads, who participates, who performs); client; activity; indicators of control and results; process status; among others.

The Self-Evaluation is organized in 6 parts, 21 processes, containing 152 items.

  • Organization Management;
  • Infrastructure Management;
  • Route Management;
  • Development Management;
  • Downtime Management;
  • Company’s Guidelines and Major Strategies.

Plano Diretor

The Leadership in a company is not always prepared to successfully deploy all the actions and strategies created in a Master Plan. Therefore, Engefaz will also support their clients on how to perform these actions so the Master Plan can be perfectly stablished within the Company. This step translates into a singular opportunity for transforming the company’s management into a more efficient and self-conducting maintenance management. The goal is to create and retain good maintenance results through professional development of key-personnel, such as maintenance managers, coordinators, supervisors, engineers, technicians etc., so they may properly conduct the activities of the Master Plan. This development uses OEE concepts towards people, and how to make them less dependent on leaders and managers. All improvements and good results are quantified and inserted into the company’s official OEE system.

The goal: create and retain good maintenance results through professional development of key-personnel, such as maintenance managers, coordinators, supervisors, engineers, technicians etc., so they may properly conduct the activities of the Master Plan.

This development uses OEE concepts towards people, and how to make them less dependent on leaders and managers. All improvements and good results are quantified and inserted into the company’s official OEE system.

As the Master Plan is reviewed, it becomes clear that its deployment is not substantial or basic work. Especially when it comes to the speed and quality the company demands. Alongside with the completion of the Self-Evaluation the professionals involved become more committed to jumpstart the technical part of the project. That is, reviewing classification of equipment, Maintenance and Inspection Plans, equipment registry and technical data, human resources towards the maintenance area, software, accessories etc.

At this point far in the process, the results are remarkable. A Master Plan is also the appropriate moment to review leadership aspects, prioritizing the company’s future needs. Auto-management is always the goal, where the best results become standard.