Maintenance Management System Documentation

DOCUMENTATION OF THE MANAGEMENT SYSTEM
MAINTENANCE
INTRODUCTION
In companies, competition and continuous cost reduction make effective management a

matter of survival, and not just of image. Therefore, it is necessary for companies to be
certified under some standards that guarantee the management of the company. Since
maintenance is part of the organization, it is also necessary to have effective management
and pursue excellence in its management.
Nowadays, technology is part of any organization and in the field of maintenance it is not
far behind, which is why we will see some of the benefits of using software, in addition to
this also providing a step further to achieve management and maximization of the
resources of the organization.
DEVELOPMENT
5.1 MAINTENANCE REQUIREMENTS ACCORDING TO THE ISO-9001 STANDARD AND ISO TS

16949
Iso 9001
The International Organization for Standardization, ISO for its acronym in English, is a
world federation that brings together representatives of each of the national
standardization organizations and whose objective is to develop international standards
that facilitate international trade. .
ISO 9001 standards have been developed to assist organizations in implementing and
operating effective quality management systems.
The most important and innovative features of this series are:
• Customer orientation
• Integrated management
• Emphasis on business process
• Incorporating Continuous Improvement
• Measuring customer satisfaction
The basic principle is “Customer Focus”: “Organizations depend on their customers and
therefore should understand current and future customer needs, satisfy customer
requirements and strive to exceed customer expectations.”
The ISO 9001 standard (which is the certifiable standard) specifies the requirements of the
Management System. Within them appears Resource Management where it indicates:
The organization must determine and provide the resources necessary to:
• Implement and maintain the quality management system and continually

improve its effectiveness, and
• Increase customer satisfaction by meeting their requirements.
• Within the resources is the infrastructure, which includes:
■ buildings, workspace and associated services,
■ equipment for the processes (both hardware and software), and
■ support services (such as transportation or communication).
The standard also adds that “the organization must determine, provide and maintain the
infrastructure necessary to achieve conformity with the product requirements.”
The ISO 9001 standard provides guidelines for improving the Quality Management System.
In the recommendations for infrastructure it says:
Develop and implement maintenance methods, to ensure that the infrastructure continues
to meet the needs of the organization; These methods should consider the type and
frequency of maintenance and verification of the operation of each element of the
infrastructure, based on its criticality and its application.
ISO TS-16949
The global production of the automotive industry, signified by its excellence in quality,
continuous improvement and power of innovation, is an excellent example of the premises
of the standard. ISO/TS 16949 is the Technical Specification for Quality Management
Systems applicable to suppliers in this sector of the industry.
ISO/TS 16949 is based on the process guided by ISO 9001, which facilitates the integration
of other important management systems such as ISO 14001 for environmental
management or BS OHSAS 18001 for occupational risk prevention management. To
customers, employees, investors and the general public, the implementation and
certification of an (integrated) management system demonstrates the continuous
improvement and development of an organization in the areas of quality, environmental
protection, and safety in the environment. job.
The purpose of the ISO TS 16949 standard is the development of a quality management
system with the objective of continuous improvement, emphasizing the prevention of
errors and the reduction of waste in the production phase.
The requirements are applicable throughout the entire production chain. This standard is
fully applicable to vehicle assembly plants.
In this approach to customer-oriented processes, understanding customer needs must
translate into:
• Improved communication with the client
• Constant measurement of compliance with customer requirements
• Customer satisfaction
To meet these objectives set out in the new philosophy of this standard, we must take into
account 4 fundamental factors:
• Management commitment. Senior management has certain responsibilities that

they must accept rather than delegate to others. Prepare senior managers to
become more involved with registry audits.
• Communication with the customer. At least 50 percent of the audit will focus on
the client's specific needs.
• Measurement. Indicators, trends, analysis and improvement should largely be
reviewed during audits.
• Internal Auditor Qualifications. Focus on specific client needs for auditor
qualifications.
In clause 7 “Product Preparation” we find subclause 7.5.1.4 “Preventive and predictive

maintenance” tells us:
The organization must verify key process equipment and provide resources for
equipment/machinery maintenance, and develop an effective and planned total
preventive maintenance system. At a minimum, this system should include the following -
planned maintenance activities,
- packaging and conservation of equipment, tools and gages
- availability of replacement parts for key manufacturing equipment, - documentation,
evaluation and improvement of maintenance objectives.
The organization must use predictive maintenance methods to continually improve the
effectiveness and efficiency of production equipment.
5.2 THE USE OF SOFTWARE TO MANAGE MAINTENANCE IN A COMPANY.
Plant maintenance is one of the most important parts of a business organization and
affects all the company's assets, normally representing between 5 and 20% of the
company's total costs.
Maintenance is not just repair. The increase in costs and complexity of maintenance, as
well as its final effect on production, establishes the need for planning, administration and
monitoring of maintenance processes. To carry out this task, it has evolved over time from
manual systems to computerized maintenance management systems (CMMS, CMMS).
Generally, the visible benefits are those derived from automating repetitive tasks to know
if the maintenance has been carried out, having control of the costs and resources used.
Benefits:
• Better work control.

• Better planning and scheduling of work.
• Best Preventive and Predictive maintenance practices.
• Automatic scheduling of tasks and inspections.
• Possibility of monitoring trends in equipment to recognize
• causes of failure.
• Less inventory of work parts, less paperwork.
• Better analysis of information to determine the causes of failures.
• Better estimation of maintenance costs and therefore better
• budget management.
• Better ability to measure the performance of maintenance activities.
• Better level of maintenance information, creation of historical database.
• Optimization and reduction of spare parts stocks.
• Work within quality and environmental standards, certifications Some
CMMS/CMMS software available are:
• Emaint
• M.P.
• IMS
• EasyMaint
• MAGMA
• GINO
• PGM
• PCM
5.3 DESIGN OF A MAINTENANCE SYSTEM IN A LOCAL COMPANY.
The perfect occasion to design good scheduled maintenance that makes the availability
and reliability of an industrial plant very high is during its construction. When construction
has been completed and the plant is handed over to the owner for commercial
exploitation, the maintenance plan must already be designed, and must be put into
operation from the first day the plant comes into operation. Losing that opportunity means
giving up on most of the maintenance being scheduled, and making the mistake (a serious
mistake with dire economic consequences) of letting the breakdowns direct the activity of
the maintenance department.
It is very normal to pay great importance to the maintenance of the main equipment, and
not worry to the same extent about all the additional or auxiliary equipment. Of course, it
is another serious mistake, since a simple cooling pump or a simple pressure transmitter
can stop a plant and cause a problem as serious as a failure in the most expensive
production equipment that the facility has. It is therefore advisable to pay due attention
not only to the most economically expensive equipment, but to all those able of
to provoke failures critics.
A good maintenance plan is one that has analyzed all possible failures, and that has been
designed to avoid them. This means that to develop a good maintenance plan it is
absolutely necessary to carry out a detailed failure analysis of all the systems that make up
the plant.
It sometimes happens that the necessary resources are not available to carry out this study
prior to the plant coming into operation, or that it is already in operation when the need to
develop the maintenance plan arises. In these cases, it is advisable to carry out this plan in
two phases:
1. Make an initial plan, based on manufacturers' instructions (most basic way of preparing
a plan) or on generic instructions depending on the type of equipment, always completed
by the experience of the technicians who usually work in the plant, and the legal
obligations of maintenance that some facilities have. This plan can be put together quickly.
It must be remembered that an incomplete maintenance plan that is actually carried out is
better than a non-existent maintenance plan. This initial maintenance plan may be based
solely on the manufacturers' instructions, on generic instructions for each type of
equipment and/or on the experience of the users.
technicians.
2. Once this plan has been prepared and with it already in operation (that is, the
technicians and all staff have become accustomed to the idea that the equipment must be
reviewed periodically), create a more advanced plan based on the failure analysis of each
one. of the systems that make up the plant. This analysis will allow not only to design the
maintenance plan, but will also allow us to propose improvements that avoid these
failures, create maintenance or operating procedures and select the necessary spare part.
The development of a maintenance plan can be done in three ways:
• Making a plan based on the instructions of the manufacturers of the different

equipment that makes up the plant
• Carrying out a maintenance plan based on generic instructions and the experience
of the technicians who usually work in the plant
• Making a plan based on an analysis of failures that are intended to be avoided.
In plants that do not have any maintenance plan in place, it may be advisable to do
something simple and get it started. This can be done by following the manufacturers'
recommendations or based on your own or others' experience. They are modes 1 and 2.
CONCLUSION
The implementation and use of a computerized system for maintenance management is a

difficult job that can lead to failure in its results if it is not carefully planned from the
beginning.
Traditionally, the maintenance department is measured by what it spends and no
production possibilities are attributed to it. This is due to the impossibility of
demonstrating with data and economically what maintenance actually produces.
When you decide to implement a computerized management system, measure the effects
of your maintenance system and demonstrate that maintenance can also “produce”
benefits.
BIBLIOGRAPHY
1. Garcia S., (2010). Section IV The internal organization of a company

industrial maintenance contracting. In Industrial maintenance contracting (pp. 325
- 357). Spain: Díaz de Santos Editions.
2. Eca Global Foundation, (2006). Resource management. In The quality auditor (pp.
117 - 129). Spain: FC Editorial
3. Alejandro Square, (2009). Quality exercises in maintenance. Theoretical Notes and
Application Exercises in Industrial Maintenance Management (pp. 33–66). Spain:
Own edition by Lulu.com
4. Monterroso E., (2008 April). ISO standards. Available:
http://www.unlu.edu.ar/~ope20156/normasiso.htm
5. Vázquez A., (2013 May). Maintenance Administration. Available:
https://sites.google.com/site/vavaadmondelmantenimiento/unidad-5-
documentacion-del-sistema-de-administracion-del-mantenimiento
6. Medina M., (2009 March). Maintenance Administration. Available:
http://www.tesoem.edu.mx/alumnos/cuadernillos/2009.001.pdf
7. Berberian P., (2012). Business analytics. Available:
http://confiabilidad.net/articulos/taxonomia-de-la-conservacion-indus/
8. Prepared by Allenare Consultores (2009). ISO TS 16949.Available:
http://www.allenare.com.mx/iso-ts-16949
9. García S., (2009 April). The need to develop a maintenance plan in an industrial
facility. Available:
http://mantenimientoindustrial.wikispaces.com/elaboracion+de+planes+de+mant
enimiento
10. Prepared by ISO (June 2009). Technical Specification ISO/TS 16949. Available at:
http://asesoriaascma.com/descargas/ISO.TS.16949%20ed.%202009.pdf

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DOCUMENTATION OF THE MANAGEMENT SYSTEM

In companies, competition and continuous cost reduction make effective management a

5.1 MAINTENANCE REQUIREMENTS ACCORDING TO THE ISO-9001 STANDARD AND ISO TS

• Implement and maintain the quality management system and continually

• Management commitment. Senior management has certain responsibilities that

In clause 7 “Product Preparation” we find subclause 7.5.1.4 “Preventive and predictive

5.2 THE USE OF SOFTWARE TO MANAGE MAINTENANCE IN A COMPANY.

• Better work control.

5.3 DESIGN OF A MAINTENANCE SYSTEM IN A LOCAL COMPANY.

The development of a maintenance plan can be done in three ways:

• Making a plan based on the instructions of the manufacturers of the different

The implementation and use of a computerized system for maintenance management is a

1. Garcia S., (2010). Section IV The internal organization of a company

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