'EPC Plant Equipment Maintenance Process\r'

'Man-hours of Planned WOW understudy Man-hours ratio 0 No. Of understudy Man-hours / No. Of total Man-hours Mean work-order movement time (Days) Maintenance make up and cost ratio 0 Total tending cost per month / Total equipment oblige value 0 Differentiated determine for man-hours and spare- split 0 Divided in degage categories of equipment (rotary, fixed, facilities, and so on ) Measured monthly aim 1 cross-functional map of the current processWe at EPIC gift been able to construct and deliver high quality, high-value chemicals to our customers through redbrick process technologies and hallucinated equipment and facilities. However, The ever increasing disputation in the market requires us to deoxidize our plant bread and butter costs and alter maintenance productivity by simplification non-value-adding activities and idle times, optimizing our manpower and weaponry resource allocation, step-down spare-parts inventories, and minimizing the equipment idle-time and m aintenance/ procurement delays. These objectives may non be achieved unless we review, assess, and improve our maintenance homework and execution processes.To achieve an acceptable level of maintenance quality and productivity aimed at increasing production reliability and continuation, we have proposed to initiate a comprehensive compendium of maintenance processes, targeted at 50% reduction in maintenance costs and time, 30% reduction in spare parts inventory, and an average inter-overhaul period of at least 8 years. Implementing the above initiative entrust hopefully enable us to retain our cost leadership and remain at the top of the domestic chemicals market. Review/ summary of the current state and its problems/issues As cited in the section n symptoms/problems and the root progress to analysis chart, The most basic symptoms of the maintenance process which are manifested in the cozy customers dissatisfaction are delayed execution and misfortunate quality of maintenan ce work.These are primarily attributed to unskilled maintenance workers, poor coordination and co act amidst production and maintenance workers, and enormous procurement procedures, which result in several losings: 0 Downtime from breakdown and changeover times 0 Speed losses (when equipment fails to break away at its optimum speed) 0 idle and minor stoppages due to the abnormal operation of sensors, blockage of work on hates, etc. 0 Process defects due to gainsay and quality defects to be repaired 0 trim yield in the period from machine start-up to stable production. But the ultimate acquire of all these inefficiencies lies in the non-optimized function-oriented hierarchical boldness within the maintenance and other company-wide departments. In fact, this last phenomenon is the cause of fragmented processes and redundant control and inspection, which in turn thwart employees motivation and empowerment as vigorous as cause very long cycles of spare-parts procurement. Init ial improvements- Streamlining\r\n'