quote:

Originally posted by svanels:

You only consider PPM as planned, what about a shutdown that must be executed, and you know that 3 weeks in advance? Lets say a leaking soaker valve and the temporary fixes did not succeed? Management has decided to replace the valve on the next opportunity. You have time to mobilize cranes, scaffolds, craft, special services, machine shop etc..
If this job is planned on the fly, lets say with 2 days notice, I consider it reactive.

Ok let me answer the above which you have problem to understand & to make myself clear:
1) We only consider PPM works incl planned overhauls & servicings during shutdown as planned maintenance. Btw, planned inspection works are also considered PPM.
2) Any incidental works like the leaking valve or other opportunity corrective maintenance works during shutdown are NOT considered as planned maintenance even though we planned for resources (as you mentioned) before work execution. In other word, all incidental works are considered REACTIVE maintenance regardless of the amount of planning & scheduling done or more than 2 days notice given as you mentioned above.
3) However, any incidental works will be considered planned & scheduled if we enter resources required into the work order BEFORE work execution even for emergency works.
4) Incidental works will be considered as unplanned & unscheduled when no planned resources entered in work order BEFORE work execution & ONLY actual resource fugures entered after job completion. Also NO scheduled work start & finish dates entered in the work order, only have actual work start & finish dates. That means straight away working/repairing regardless of the amount of resources spent, often perceived to minimize breakdown downtime.

So our KPI targets based on above definitions:
Planned maint abt 70 to 80% by manhours (not to be excessive.
Corrective works abt 20-30% by mhrs.
Breakdown maint abt 10% by mhrs.
Total must be 100% of course.

This message has been edited. Last edited by: Josh,

That sounds clearer. BTW there are always jobs which can be done more efficient (save) during an outage, these jobs are planned and will be executed during the next (complete / or partial) shutdown. So when there is a change of going down, the list is brought-up to determine if it is the appropriate opportunity.
What you call breakdown maintenance, in our case it is likely to have priority 1 or 2.

What do you mean there are always jobs which can be done more efficient (save) during an outage? Any examples?

Josh do you frequently visit the (battle)field? If you work in a refinery which is running 24x7, you can not threat it like a passenger car that maybe is running 1.5 hours per day.

In refineries we have heat, combustibles and oxygen, the consequences of not following procedures or doing maintenance/operation/management not according to standards have been demonstrated in March 2005, with the explosion on the BP Refinery in Texas.

I worked in a methanol plant and a crude oil terminal before that. Just want to understand under what condtions you save the job for next opportunity. Because if we found a job during an outage (we call this emergent work) which needs to be done for production/start up, we have to do it. Why save it for next opportunity as you mentioned? Do you see my view?