Electrical Department Management Vision Fouad Ghoneim, PMP®, SSYB®

Electrical Maintenance Manager SMRP, PMI & IEEE Societies Member

Dating Card Fouad Ghoneim Elsayed

B.Sc. In Electrical Machines and Power System, 2005, Helwan University. Last Position: Electrical Maintenance Manager, ASEC Cement. Member in biggest four international organization for Engineering,

Maintenance & Project Management.

Certified Six Sigma Yellow Belt, SSYB®, 2016. Certified Project Management Professional, PMP®, 2015. Certified Business Analysis Professional, CBAP®, 2013. 10 International Papers/Articles in project & strategy management.

Project Profile

2 Lines x 1,300 tpd

Department Vision & Mission

Vision

To be a department where continuous and measurable performance improvement in maintenance is standardized.

Mission

Proactively apply all of our resources to sustain the condition and functionality of the all plant assets to achieve the maintainability related to max TEEP (Total Effective Equipment Performance).

Main Strategic Objectives Build a Proactive Maintenance Strategy performed in reliability culture.

Reorganize the team structure to homogenize and update the professionalism and integrity value in core team.

Performance Benchmarking according to international values .

Strategic Objectives

Proactive Maintenance Strategy

Core Team Value

Benchmarking

Proactive Maintenance Strategy

We will start by event alert management through preventive management procedures till build complete proactive maintenance strategy.

Strategy Success Factors Identify elements that are key to the success of maintenance strategy management, by

handling alerts between different maintenance approaches like (RCM, TPM, TQM & CBM) according to main KPI objectives through Risk-Based Maintenance methodology to identify and reduce gap between actual and target values.

Plant Risk Register

Risk I.D Risk Value Risk Probability Impact Owner Mitigation Plan

K1.001 Cooling fan for kiln main drive failure.

Medium High Power Team

• 4Q check in Daily basis.

• Prepare new one in kiln substation.

• Change it in nearest shutdown.

2

Advantage of Risk-Based Maintenance Methodology

I. Easy to establish, following and evaluation performance.

II. All identified risks are ranked and prioritized.

III. Significance and consequence of each risk reported.

IV. Assigned responsibilities to individuals to manage different risk identified.

V. Risk register reviewed and refine overtime (Kaizen style).

VI. Use a risk breakdown structure (RBS) to overview the powerful of production section.

VII. Not all risks are negative, Some events can help and call it an opportunity.

Risk-Based Maintenance strategy

Risk register updated is a iterative and restate process (Internal & External)

following in daily basis.

Lean Maintenance Process will be used in event execution, which include:

5S Process

(Sort, Straighten, Scrub, Standardize and Spread).

Identify and eliminate the seven deadly wastes

(Overproduction, Waiting, Transportation, Processing, Inventory, Motion and defects).

Work flow standardized

(TAKT Cycle & WIP).

Value Stream Mapping/Process Mapping.

Poka Yoka

(Mistake or Error Proofing).

Use of JIT and Resource Pulling.

Maintainability & Reliability Culture Improvement Components

Managed integrated improvement program.

Maintenance program management training.

Establish effective maintenance processes.

Focused review of maintenance program.

Funnel Outcome

Proactive Investment

Reactive

Costs

TBM/CbM

Strategy Needs to Be Successful

Build the Foundation

PM Evaluation/Optimization (PME)

Operator Care

RCM, RCD, RCA and Failure Modes Based Tools

Condition Based Technologies (CBT)

Measure…Measure….Measure

Core Team Value

1.Principle Level 2.Culture Level 3.Processes Level 4.Optimization Level

Reliability Coaching Management Levels

Human Resource Effective Management

Planning

Organizing

Staffing

Directing Coordinating

Reporting

Budgeting

Benchmarking

Benchmarking, Best Practices, Standardization, these are some of the more common concepts in business that are regarded holy and untouchable, and which are taught in expensive training sessions and applied in top companies in long term plan.

what is not measured is not managed

Using KPI’s & Benchmarking to Define Improvements

KPI’s are oftentimes measured to determine the current performance of a maintenance organization.

KPI’s can be very specific to an individual’s activity, or broad enough to measure an entire plants performance. They can be leading or lagging, simple counts or complex calculations.

Effective implementation of KPI's is a management process, but output is extremely influenced by staff culture and attitude.

Maintenance Key Performance Indicators

Parts Stock-out Rate

KPI’s Identify & Management Process for Maintenance Function

Strategy’s Milestones

Spare Parts & Tools

Spare parts and proper tools are the biggest challenge to move-up with fast acceleration in right way goals.

Not only availability of spare parts, but time-based and reorder planning root should be build through criticality value.

Culture Behavior

Appropriate political tactics and behavior include making alliances with powerful members of other stakeholder, networking, negotiating mutually acceptable solutions, and recognizing that most organizational activities are predicated on the give-and-take of negotiation and compromise.

Change Resistance

Change management encompasses both change requests and change orders.

Change requests enable to document potential changes to the scope and to facilitate the approval process.

Change orders enable to track and implement the impacts of changes to a performance.