Maintenance Task Analysis

Maintenance Task Analysis Project- Case Study

To review spares and materials, tools, support equipment, personnel skill levels and facility issues that must be considered for given tasks. It also included the elapse times required for the performance of each maintenance task. This covered both corrective and preventative maintenance tasks and, when complete, identify all physical resources required to support a system.

Client: Onshore Assets.
Location: Sultanate of Oman.
Duration: 35 working days.

Known Issues

Number of resources for each task require reviewed
More descriptive descriptions for each task need to be applied
Time durations are excessive and require a review
Tasks do not have special tools or support equipment identified
Tasks do not have materials listed

Our Approach

Maintenance Task Analysis included the use of our AIMS (Asset Integrity Management) software tool that facilitates the quick and practical study of the gathered data, documentation and drawings.

For this particular client, we implemented the Hofincons Maintenance Task Analysis Methodology to augment their articulated strategy and deliver an improved and reliable system.

The objectives of the Maintenance Task Analysis process were as follows;

    • Complete a workable preventive maintenance (PM) program within a given time frame
    • Deliver that PM program in a fit for purpose condition (80/20% rule applied) working closely with the Operations and Maintenance Teams
    • Ensure the maximum involvement and engagement of the Operations and Maintenance Teams in the program development for buy in, adoption and follow on accountability for in its execution
    • Identify the clear metrics that are easily measurable, understood by all and demonstrate success of focused preventive maintenance and failure elimination
    • Incorporate all work to date on the maintenance program development
Intial Findings
Maintenance Tasks did not reflect past history of man-hours for completed tasks
Maintenance Tasks had, in many cases, excessive disciplines that were not required
Maintenance Tasks instructions had intrusive instructions rather than on-condition instructions
Maintenance Tasks were not linked to ‘special tools’ within the CMMS
Maintenance Tasks were not linked to Bills of Materials for PM Tasks

Next Phase Suggestions to Client

      • Review current Planned Maintenance Tasks, apply Best Practice Techniques, Benchmarking Initiatives, plus integrate Condition Monitoring Applications, wherever possible.

    A reduction of over 30% of the Planned Maintenance Annual Budget was identified for implementation, this included updating the task frequencies, unwarranted intrusive tasks that can be replaced by on condition and condition monitoring tasks, and the reduction in Technicians at site.

      • The availability of spare parts was causing production down time that could be improved if the CMMS had a Material Listing and / or BOM attached to the relevant equipment.

    By reviewing the CMMS history, we were able to see where the unavailability of a ‘spare’ was causing unnecessary downtime, once implemented there was a saving of around 35% of the operational throughput.


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