MAINTENANCE INFORMATION SYSTEM

When we talk about an Information System, we do not refer only to computer software, but also
to the collection of data, processing, preparation of information and the flow, treatment and use
of it, as well as the receivers and issuers of reports, in addition. of its contents.

The three levels of information

The information that needs to be managed in the Maintenance process is divided into three
levels:

 The information for the Management, for which reports must be prepared on:

o Maintenance Costs (Origins, composition, distribution by cost centers, etc.)

o Objectives and budget monitoring

o Ratios and economic results (Monitoring and analysis to generate actions)

 Information for operations, for whose daily management information must be available
on:

o Work orders (Knowledge of the fundamental parameters of the execution of the

work)

o Availability and Efficiency Ratios (Knowledge of the impact of daily

Management on fundamental indicators)

o Analysis of breakdowns and critical equipment (Knowledge and exploitation of

the breakdown database to determine preferential maintenance actions in order
to improve the situation and criticality of the equipment)

 Information for the job

o Incentive system

o Training needs ( Detection of staff training needs for the introduction of

continuous improvement processes)

o Control of results to contribute to channeling improvements

o Information Feedback

Between the different process units, an Information System must be achieved as easy and
simple as possible.

Only the necessary information should be transferred and with the most direct, structured and
simple form of transmission.

Maintenance Information System Needs

The design of the information system is aimed at collecting and processing the necessary data
to satisfy the information needs that lead to achieving the basic objectives of Maintenance
management, which are increasing Efficiency and reducing Costs.

 To increase the Efficiency ratio:

 o Scheduled maintenance times

o Times and number of breakdowns

o Production Stops due to tool changes

o mean time between failures (MTBF)

o Mean Time to Repair (MTTR)

o Capacity and realized production

o Etc.

 To reduce costs:

o Own and subcontracted labor costs for each of the interventions

o Repairs carried out by external services

o Cost of spare parts used

o Cost of spare parts stock

With these data we have the necessary elements to prepare the information necessary for
management.

Reliability of the data collection system

The data used in the preparation of the information that will subsequently be analyzed must be
as reliable as possible, that is, the design of the Maintenance work sheet or order must be such
that the operators and managers find it simple and standard, since Only in this way can useful
and reliable data be obtained. This design problem is basic for the operation of the system. The
same happens with the rest of the data collection documents that make up the system.

Also, logically, it is necessary to provide training and raise awareness to the personnel who will
contribute to this data collection, so that this reliability and efficiency that has been mentioned
are reflected in daily practice.

Maintenance system data and information

 Maintenance cost sheet:

The objective of this sheet is to have all the information for the
management of the Department, both at the cost center level and at the
machine and even component level.

For each level of detail includes:

o Total costs and their composition:

o Own labor

o Hired labor

o External jobs

o Spare parts
 o Cost allocation

o Preventive and Predictive

o Corrective

o Improvements, modifications or investments

o Comparison with budget

Cost, effectiveness and availability ratios

The fundamental meters of Maintenance management are Availability and Efficiency, which will
indicate the fraction of time in which the equipment is in service conditions (Availability) and the
fraction of time in which its service is effective for production ( Effectiveness).

The parts corresponding to:

o Scheduled maintenance
o Breakdowns

o Production stoppages due to tool changes, microstops, etc.

o Inefficiencies (quality defects, poor performance, etc.)

Labor Information

 Own Capacity:

o Number of operators and managers of each section to obtain

presence tables and maintenance execution indices

o Staff capabilities, in order to be able to carry out an evaluation

and thus be able to adjust it to the tasks where they can
perform better

o Performance obtained from personnel

 Contracted Capacity:

o Hourly costs

o Availability of personnel and response capacity, which together

with hourly costs allow the analysis of each of the contracts.

o Staff capabilities (in the same way as for own staff

o Yields

 External jobs:

o Service quality (evaluation of parameters such as agility in the

presentation of offers, goodness of the repairs carried out, their
guarantees, etc.)

o Delivery times, which are one of the most important parameters

in current management
 o Costs

Yo maintenance computerization

Below we will explain the reasons why the implementation of a computerized system for
Maintenance Management is necessary.

 Availability of Information for Decision Making.

When making decisions about management, whether about control of cost centers,
critical equipment, spare parts, suppliers, personnel or any other relevant parameter, it
is necessary to have a System that, by processing the data it collects, is capable of
provide useful and quick information to rely on.

 Systematization, order and control of actions.

In order to manage the Department's resources, carry out work planning and be able to
control the execution of Maintenance, a System is necessary that contains information
in real time and has the versatility to reallocate resources and optimize them according
to daily circumstances.

The objective of Maintenance is to maximize the general Productivity of the company, and this
said directly is summarized in two points:

1. Increase Availability and Efficiency of Facilities

2. Reduce maintenance costs

Without a Computerized Maintenance Management System it will not be possible to capture

reliable data and therefore it will not be possible to have useful information, since without
computer resources it is not possible to manage such a large number of parameters.

Without a Computerized Maintenance Management System it will not be possible to have

efficient control of the resources that the Department has, nor to plan work effectively, nor to
carry out personnel redistribution, etc.

The main operational characteristics that any Computerized Maintenance Management System
must have are:

1. Have a database of the facilities, with all the technical data, operational situation and
value of the assets.
2. Allow you to store and analyze the most relevant data of each job through a history, in
addition to exhaustive control of machine downtime.

3. Have counters that allow direct monitoring of specific parameters, being able to
establish alarm levels for them.

4. Have an interactive planning module, to obtain maximum performance from resources.

In addition, being able to control the spare parts warehouse in a simple way.

5. Possibility of structuring the facilities in a hierarchical manner.

 6. Coding simplicity and versatility.

7. Consultations about costs of each line, machine or component.

8. Status of each Work Order and real-time work planning.

9. Analysis of the workload per operator to optimize resources.

10. Control of the execution of Preventive programs.

11. View of stocks for planning.

12. Obtaining any type of queries and reports on Work Orders, with multiple selection
criteria.

13. Detailed analysis of each Maintenance intervention (Dates, durations, costs, operators,
machines, spare parts, etc.).

14. Complete warehouse management.

15. Issuance of material purchase requests.

16. Notices of low stock levels.

17. Spare parts history.

18. Possibility of failure analysis.

19. Cause-effect records.

20. Behavior of critical equipment.

21. Monitoring and impact of Preventive Maintenance.

22. Equipment ratio reports.

23. Personnel reports.

24. Cost reports.

25. Purchase and warehouse reports.

g spare parts stock management

Stock functions.

In any type of industrial sector, companies satisfy a demand for products with their activity.

Their response to this demand is carried out with efficiency (profitability) criteria, which usually
include:

o Minimum costs
o Maximum customer satisfaction

This, translated into Maintenance, would minimize the inventory of spare parts, guaranteeing
machine availability.

The complexity of the systems makes the satisfaction of both criteria difficult, and sometimes
even conflicting.
The lack of stability in demand means that material inputs to the warehouse do not comply with
it. In addition, there are the problems of delivery times and the reliability of suppliers, but the
cost factor of immobilized stock will always be present, which we will try to minimize.

In light of all this we can see the importance of spare parts inventory, since it represents a high
storage cost when it is available, and when it is not available it can lead to tremendously high
machine unavailability costs.

For this reason, we can ensure that we must have tools that allow the level of spare parts stocks
to be reduced to the maximum without compromising the response capacity of Maintenance in
order to maintain the desired level of availability and efficiency of the facilities.

Tools for spare parts stock management

The objective is to reduce the value immobilized in spare parts stock. To do this, the information
from the Risk Matrix will be used to determine which spare parts are critical (based on the
consequences of the failure of the element to which they belong), as well as the information
provided by the reliability analysis on the prevention task to be carried out. carry out and the
detection of the warning condition (point P) and the time that passes until the functional failure
of the equipment (the consequences of which are what is really important for us).

In the subsequent analysis, inventory reduction and stock management concepts will be
applied, such as:

o Agreements with suppliers for deliveries

o Focus on important resources (ABC), since it is normally not profitable to investigate all the
references that are in stock. Very often, a small percentage of references are responsible
for the majority of the inventory value (the inventory value of a reference is the number of
them multiplied by their unit value). When making the descending classification by inventory
value, they are divided into three categories (A, those that contain 80% of the total value; B,
those that contain 15% of the total value and C, the rest). Class A normally contains 10% of
the total references, class B 20% and C 70%, so if we act in class A, we will be doing so on
80% of the cost of the fixed assets, managing only 10% of references.

o Reference classification. Identification of obsolete. The inventory contains references with

different importance in their use, frequency of consumption, delivery times, etc. Therefore it
is convenient to classify them into:

Criticisms: Pieces of extraordinary importance for the process and normally of great value
and high delivery time.

Consumables: Elements with a clear useful life and that are not reusable. They are high
rotation parts and short delivery times.

Recoverable: They can be repaired after having been used for a certain time, they are
usually pieces of a certain value and long delivery times.

Obsolete: We must make them disappear from the inventory.

o Low consumption and critical spare parts

o Supplier delivery times and coverage. It is important to do a coverage analysis (quantity in
stock divided by annual consumption) since it is a measure of the efficiency of inventory
management. Some elements require extensive coverage, because they are difficult to
obtain or have very long delivery times, others, however, are components with short
delivery times, so their coverage will be minimal.
o Stock levels based on the PF interval are a decision criterion for stocks, since they
determine the cadence of Maintenance interventions and therefore the consumption of
spare parts for the corresponding tasks.

CONCLUSIONS

1. The evolution of Maintenance has been very important in recent years, moving from
pure Corrective to the development of complex Predictive Maintenance techniques with
equipment in operation, passing through cyclical preventive maintenance.
2. Currently, Maintenance is seen as a source or an opportunity to create benefits in the
company, not as an expense (which was how it was seen before).

3. There are advanced techniques developed for preparing both Predictive and Preventive
Maintenance Plans, based on Risk and Reliability Analysis. In addition, there are also
techniques to improve Maintenance interventions based above all on the concepts of
Value Analysis and Techniques.

4. One of the most modern Organization Systems, implementation, execution and

integration of Maintenance is the TPM.

5. The design of an adequate Information System and the selection of Software for
Maintenance management are two key points for success in achieving the company's
objectives.

IMPLEMENTATION OF VARIOUS TYPES OF MAINTENANCE

There are four recognized types of maintenance operations, which depend on the moment in
time in which they are carried out, the particular objective for which they are launched, and
depending on the resources used, thus we have:

• Corrective maintenance

This maintenance is also called “reactive maintenance”, it takes place after a failure or
breakdown occurs, that is, it will only act when an error occurs in the system. In this case, if no
failure occurs, maintenance will be null, so you will have to wait until the defect occurs before
taking error correction measures. This maintenance brings with it the following consequences:

o Unforeseen stops in the production process, reducing operational hours.

o It affects the production chains, that is, subsequent production cycles will be stopped while
waiting for the correction of the previous stage.

o It presents costs for repairs and spare parts that are not budgeted, so it will be the case that
due to lack of economic resources the spare parts will not be able to be purchased at the
desired time.

o The planning of the time that the system will be out of operation is not predictable.

• Preventive Maintenance

This maintenance is also called “planned maintenance”, it takes place before a failure or
breakdown occurs, it is carried out under controlled conditions without the existence of any error
in the system. It is carried out based on the experience and expertise of the personnel in
charge, who are responsible for determining the necessary moment to carry out said procedure;
The manufacturer can also stipulate the appropriate time through technical manuals. It has the
following characteristics:
o It is carried out at a time when production is not taking place, so the plant's idle hours are
taken advantage of.

o A previously prepared program is carried out that details the procedure to be followed and the
activities to be carried out, in order to have the necessary tools and spare parts “on hand”.

o It has a scheduled date, in addition to a pre-established start and end time approved by the
company's board of directors.

o It is intended for a particular area and certain equipment specifically. Although generalized
maintenance of all plant components can also be carried out.

o It allows the company to have a history of all the equipment, and also provides the possibility
of updating the technical information of the equipment.

o Allows you to have a budget approved by the board.

• Predictive Maintenance

It consists of determining at all times the real technical condition (mechanical and electrical) of
the machine examined, while it is in full operation, to do this a systematic program of
measurements of the most important parameters of the equipment is used. The technological
support of this maintenance consists of the applications of mathematical algorithms added to
diagnostic operations, which together can provide information regarding the conditions of the
equipment. Its objective is to reduce stops due to preventive maintenance, and in this way
minimize maintenance and non-production costs. The implementation of this type of methods
requires investment in equipment, instruments, and the hiring of qualified personnel.
Techniques used to estimate predictive maintenance:

o Fourier analyzers (for vibration analysis)

o Endoscopy (to see hidden places)

o Non-destructive tests (through penetrating liquids, ultrasound, x-rays, magnetic particles,

among others)

o Thermovision (detection of conditions through the heat deployed)

o Measurement of operating parameters (viscosity, voltage, current, power, pressure,

temperature, etc.)

• Proactive Maintenance

This maintenance is based on the principles of solidarity, collaboration, own initiative,

awareness, teamwork, such that all those involved directly or indirectly in the management of
maintenance must know the problems of maintenance, that is, that both technicians,
professionals, executives, and managers must be aware of the activities carried out to carry out
maintenance tasks. Each individual, from their position or function within the organization, will
act according to this position, assuming a role in maintenance operations, under the premise
that maintenance priorities must be addressed in a timely and efficient manner. Proactive
maintenance implies having operations planning, which must be included in the organization's
Strategic Plan. This maintenance, in turn, must provide indicators (reports) to management
regarding the progress of activities, achievements, successes, and also errors.
MAINTENANCE MANAGEMENT OPERATIONAL CONTROL SYSTEMS

A. He maintenance control
Said control must be established from two points of view since the first must consider the
economic aspect and the second the technical aspect.
 Economic
The economic point of view clearly indicates that the costs attributable to maintenance must be
clearly defined.
From its analysis we will be able to determine the Cost/ Efficiency relationship and we will be
able to assess the work performed.
From the accounting organization , a reference code should be assigned for all those items
included in maintenance, separating the costs into four different sections:
1- Investments and improvements.
Cost of those investments with which we intend to improve the quality of the facilities.
2- Preventive maintenance.
Cost of what is involved in maintaining the facilities in good operating condition.
3- Corrective maintenance.
Total cost of each job performed, also knowing the amounts of the material used, the time
invested and the cost of labor.
It should be noted that the more effective the preventive maintenance is, the less the corrective
maintenance should be.
4- Spare parts
Cost of what the warehouse represents in economic terms by having a certain amount of
material (Electromechanical) and others to be able to carry out general maintenance.
 Technical
The technical control of maintenance includes quality monitoring and that is why three sections
must be distinguished:
1- Spare parts
The spare parts to be used must be of sufficient quality so that breakdowns are reduced to a
minimum; Although original spare parts have a high cost, alternatively, equivalent but quality
materials must be sought.
2- Quality of Repairs
To drastically reduce the incidence rate when carrying out corrective maintenance work, it is
important to take the necessary measures so that the repair lasts as long as possible, which is
why provisional work should be avoided as much as possible.
It is also necessary to demand and supervise the quality of maintenance work.
3- Guarantees
The guarantee of proper functioning is a right that assists us. At the time of purchase we were
offered a certain performance and production , therefore we have the right to demand that this
be the case since the decision to purchase was made based on these two criteria.
B. Administration and Control
Every plant, regardless of its size, must have a maintenance control system.
Information sources
- Data related to equipment and facilities.
 a) Construction characteristics thereof,
b) Problems arising during its operation,
c) Spare parts,
d) Preventive maintenance programming,
e) Emergency maintenance.
- Data related to maintenance management.
a) Define standardized procedures for repetitive work,
b) Analyze the causes of budget deviations,
c) Determination of unit maintenance costs (per hour, per unit of product, per
department or sector, etc.).
- Data relating to breakdowns.
a) Classification and consequences,
b) Causes (sure or probable),
c) Effect on maintenance programs,
d) Effects over time.
- Data relating to maintenance interventions.
a) Procedures for requesting and authorizing work,
b) Technical and economic results of the previous ones,
c) Performance.
Documents
Sheet of machines, motors and installations. It constitutes the inventory sheet: It is the
basic and fundamental informative document that summarizes the original
characteristics of each piece of equipment and the operating data of it and each of its
components. Whatever model is chosen (manual or computerized management of
maintenance administration), the following data and information must be included
without exception:
a) Installation of which it is part.
b) Exact location within the facility.
c) Type of machine.
d) Specific physical data (model, type, dimensions, weight) and technological data
(operational parameters).
e) Supplier and date of purchase with the corresponding order number Cost of the
machine placed in the plant and then assembled.
f) Assembly and part drawings with their location in the file.
g) List and coding of spare parts, with indications to find their position in the
warehouse, as well as the corresponding plans,
h) Indication of the cost center to which it belongs,
i) Any other data that may be of interest to the users of the files,
History Sheet of each machine and/or equipment: It consists of a detailed report
ordered chronologically of all the maintenance interventions carried out on each piece
of equipment or its components,
Work Order: Consists of a description of the specific work to be performed, the
necessary resources (labor and materials), and the costs incurred. As complements to
the work order the following can be mentioned:
a) Labor Application Form,
b) Output sheet for warehouse materials.
 Priority system:
It is the definition of the urgency in undertaking the work and the estimated deadlines
for its execution. One way to establish it is the following:
a) Immediate execution: 1
b) Execution the day after indicated: 2
c) At the first production stop: 3
d) In the time indicated: 4

Information flow: schematic diagram

Within the manual, the circulation of information must be described succinctly and
schematically in order to prepare the daily program of maintenance activities, calculate
their cost, analyze failures, etc., as well as their review and analysis.
Daily review of the application of labor and materials allows you to make maintenance
effective and correct any deviations that occur, such as taking longer than expected to
complete a task, on the fly.

Review of the information collected

The review of the information collected is essential to:
- Immediately discover the jobs that have involved high costs in order to better control
them;
- Point out the works that represent repeated interventions to, after analysis,
significantly reduce them;
- Justify the acquisition of tools to reduce the hours of work involved, or the replacement
of the equipment with another.

Calculation of some indicators of maintenance efficiency

It is recommended to include the following calculations in the manuals:
- Availability estimate: Applies to a line, a department or a production plant. The
calculation method is based on detecting the line, the department that has the greatest
maintenance problems. It makes it possible to show what percentage of the nominal
production time of that area is affected by stops due to breakages and/or repairs.
- Maintenance cost/Unit produced in a given period: Cost includes own or hired labor,
materials, spare parts, modifications, administration, management and training of the
Maintenance Area.

Result of the analysis of the processed maintenance information

It comes from work orders, materials out of warehouses, records of equipment failures
and stops (see breakdown report) and from the history of the equipment and is
summarized on a monthly basis, constituting a report to the Area Management. The
analysis of the processed information allows us to detect the following aspects:
- Maintenance costs per period divided into direct and indirect labor and materials
classified by equipment, production line and overall for the plant;
- Downtime for maintenance, production volumes and availability discriminated by
equipment, production line, etc.
Based on these two aspects:
- The units, lines with the highest maintenance costs and/or longest downtime will be
identified;
- The evolution of these indicators will be verified;
- The three (3) units and/or lines with the highest maintenance costs and/or lowest
availability are selected in order to prioritize actions aimed at quickly optimizing their
behavior;
- The maintenance costs of similar units, lines and plants located in different places
and/or belonging to other companies will be compared;
- The costs of scheduled maintenance will be compared against the costs of
unscheduled maintenance and the availability achieved for the equipment in question;
- The costs of labor and materials will be compared by equipment and/or production
line.