How can maintenance processes be optimized?

After a good 25 years of experience in facilities engineering, I am convinced that there is still a great deal of optimization potential in the technical operation of most industrial plants and buildings. The reason for this is that the integration of industrial maintenance and facility management is lagging behind its potential: if you systematically drive forward the integration of the respective core processes, you can make the processes much more efficient - and even more.

I recommend that you proceed as follows:

1. Structure the technical operations processes for all life cycle phases of a facility or building.

Before you set up or optimize maintenance processes - including the associated tools, systems and organizational units - you should break down technical operations into individual life cycle phases. I myself usually follow these five phases:

1. Procurement of equipment and buildings
2. Establishment of equipment and buildings
3. Commissioning of the plants and buildings
4. Operation of the plants and buildings
5. Retrofit, Overhaul and/or modernization of equipment and buildings

Then you can

• the processes,
• the procedures, including the necessary tools and systems, and
• the interfaces between the organizational units of the relevant facilities and buildings

of each phase critically.

Certain mistakes are made again and again during technical operation. This is not only annoying, but can quickly turn into a serious problem in terms of operator responsibility. In order to minimize such operator risks, you should use best practices that are documented in various ways when defining your processes.

2. Break down silo thinking.

Technical operations in the narrower sense already includes several work areas, such as

• maintenance,
• intralogistics or material flow technology,
• facility management and
• operations.

However, there are other corporate functions that play a role in maintenance and repair. I'm thinking of

• safety management,
• the quality management,
• the Service Management,
• the IT,
• the purchasing,
• the controlling and the financial accounting and
• the legal department.

This means that for technical operations to work, the interfaces between the various corporate functions must be optimized.

Nearly identical basic processes for IH and TFM

However, this is often not the case. I see a need to catch up in three areas in particular:

1. In the planning systems. The key to this is the insight that the basic processes of industrial maintenance (IH) and technical facility management (TFM) are almost identical. They run under different names, namely CMMS ("Computerized Maintenance Management System") for maintenance and CAFM ("Computer Aided Facility Management System") for TFM. However, facility and building operators can still use the same maintenance planning system for their facilities and properties.
2. With IT/OT convergence. This is extremely important: after all, smooth interaction between operating technology and information technology - as can be ensured by an ADX engineer, for example - minimizes the risk of serious system failures.
3. In automation technology. My experience is that process control technology, building control technology and the electrical installation of industrial and building technology must be viewed from an interdisciplinary perspective. This allows you to get to grips with challenging issues such as electromagnetic compatibility.

Main advantage of integration: alignment towards common goals

If IH and TFM are sufficiently integrated in the three areas mentioned, you can efficiently align them towards common goals such as system availability or legally compliant operation. However, this requires the appropriate expertise and experience.

3. Find a suitable operator model and suitable service contracts.

The variety of operator models is huge. It ranges from almost complete in-house performance to complete outsourcing of technical operation. This makes it difficult to select a suitable model, especially as there are good reasons for each one. It is therefore important that you carefully consider the individual advantages and disadvantages of each operator model so that you are sufficiently aware of the consequences of deciding for or against a model.

For example, in the case of very complex and highly automated systems, it is very often not possible to switch from full outsourcing to in-house operation at a later date. This is because the maintenance personnel usually lack the specific expertise that they acquired during the installation and commissioning phase.

Design service contracts according to the operator model

You should design the service contracts according to the operator model.

For example: If you prioritize system availability but have mainly outsourced technical operation, it makes sense to agree availability contracts with an appropriate bonus or malus system. This way, you encourage the service provider to see and execute their order more from your perspective.

4. Take advantage of the opportunities of digitalization without getting bogged down.

The opportunities of digitalization are huge. And yet you are always faced with two questions:

1. When do which approaches bring more than they cost?
2. Which experts are used to create and implement which concepts?

There are now several tried-and-tested approaches to the maintenance and servicing of systems and buildings. I can recommend two of them, namely condition monitoring and working with simulations or a digital twin.

Condition monitoring to optimize system availability

In condition monitoring, access to existing actuators or sensors - for example for motor current, temperature or acceleration values - plays a key role. If you have this access, you can build a system architecture that solves

• connectivity problems,
• evaluates data without great effort and
• is affordable.

The digital twin optimizes throughput

In the run-up to throughput optimization, it must be clarified how complex the simulation and the optimization calculation must be in order to generate added value. In both cases, a concept based on a robust cost-benefit analysis is crucial. This avoids disruptions to operations.

Conclusion: The integration of maintenance and TFM has many advantages

Many plant and building operators make a distinction between industrial maintenance and technical facility management. However, the respective basic processes are almost identical. This enables extensive integration of IH and TFM. The benefits of such integration include solving technical problems, improving process efficiency and minimizing the risk of system failures.

Talk to me and let's find out together what I can do for you!