mer1mm 03v0 holcim maintenance strategy

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Holcim Group Support Ltd 2010 Page 1/19

Maintenance Management ManualHolcim Maintenance Strategy

Reference Number: MER.1.MM.03

Release Date: January 01, 2010

Revision No.: 00

Holcim Group Support LtdCement Manufacturing ServicesMaintenance & Equipment Reliabil ity

Author: Daniel Reiser

Reviewed by: Jean-Yves Marrel

Approved by: Hans Burger

Holcim Group Support Ltd

Cement Manufacturing Services

Im Schachen

CH-5113 Holderbank

Phone +41 58 858 52 32

Fax +41 58 858 52 30


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MAINTENANCE MANAGEMENT MANUAL

HOLCIM MAINTENANCE STRATEGY

Reference n : MER.1.MM.03

Revision n : 00


Table of Contents

1. PURPOSE 3

2. INTRODUCTION 3

3. THE EVOLUTION OF MAINTENANCE 3

3.1 Breakdown Maintenance Strategy 4

3.2 Planned Maintenance Strategy 4

3.3 Preventive Maintenance Strategy 5

3.4

Condition based Maintenance / Proactive Strategy 5

4. HOLCIM MAINTENANCE STRATEGY 6

4.1 Equipment Reliability 7

4.2 Maintenance processes 10

4.3 Personnel & Organization 15

5. LINKS TO HOLCIM STANDARDS, GUIDELINES AND PRINCIPLES 17

5.1 Plant Master Plan (PMP) 17

5.2 CAPEX Projects, ProMap 17

5.3 Project Management Approach (PMA) 18

6. MESSAGE 18

7.

REVISION LOG 19


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1. PURPOSE

This chapter describes the philosophy of the Holcim maintenance strategy that shall

be applied in order to achieve the overall maintenance targets. The main drivers to

successfully implement the maintenance strategy are described more in detail in the

individual chapters to follow.

2. INTRODUCTION

Proper maintenance of plant equipment significantly contributes to the overall plant

performance and its relevant key performance indicators. Although maintenance is

often seen as an expense, a more positive approach is looking at it to view

maintenance works as a profit center. The key to this approach lies in a proactive

maintenance approach.

The definition of maintenance often states maintenance as an activity carried out for

any equipment to ensure its reliability to perform its functions. Maintenance to most

people is any activity carried out on an asset in order to ensure that the asset

continues to perform its intended functions, or to repair any equipment that has

failed, or to keep the equipment running, or to restore to its favorable operating

condition.

3. THE EVOLUTION OF MAINTENANCE

Over the years, many new strategies have been implemented as maintenance

strategies which are intended to overcome the problems which are related to

equipment breakdowns. Some of the common maintenance strategies are as

follows (see figure below).


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Break down

Maintenance

Fix it when itbreaks

State of the art

Lubrication

Inspections

Condition monitoring

Root Cause Failure

Anal ysis

Failure history of parts

and equipment

Preventive

Maintenance

Relationship between

failureprobability and

age

System for planning

and controlling

Fix time replacement

Planned

Maintenance

Interventions based

on condition

Design for reliability

Risk Assessment

Condi tion based

Maintenance

Break down

Maintenance

Fix it when itbreaks

State of the art

Lubrication

Inspections

Condition monitoring

Root Cause Failure

Anal ysis

Failure history of parts

and equipment

Preventive

Maintenance

Relationship between

failureprobability and

age

System for planning

and controlling

Fix time replacement

Planned

Maintenance

Interventions based

on condition

Design for reliability

Risk Assessment

Condi tion based

Maintenance

Figure 1 Evolution of Maintenance and its strategies

3.1 Breakdown Maintenance Strategy

This is one of the earliest maintenance strategies in the industry. The approach to

maintenance is totally reactive and only act when the equipment needs to be fixed.

This strategy has no routine maintenance task and also described as no scheduledmaintenance strategy. To rectify the problem, corrective maintenance is performed

on the equipment. Thus, this activity may consist of reparation, restoration or

replacement of components. The strategy is to apply the corrective maintenance

activity only, which is required to correct a failure that has occurred or is in the

process of occurring. This highly reactive strategy is very costly and does not allow

an appropriate control of downtime.

3.2 Planned Maintenance Strategy

This is a time-based maintenance strategy where on a predetermined periodicbasis, equipment is taken off-line, opened up and inspected. Based on visual

inspection, repairs are made and the equipment is then put back on-line. Thus under

this equipment maintenance strategy, replacing, overhauling or remanufacturing an

item is done at fixed intervals regardless of its condition at the time. Although this is

a well-intended strategy, the process can be very expensive as typically many times

everything was correct. Nevertheless, some preventive maintenance is necessary

as some regulation require that annual/bi-annual inspection to be conducted (e.g.

boiler inspections). This strategy leads typically to early replacements of

components and can therefore results in high maintenance cost.


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3.3 Preventive Maintenance Strategy

Preventive / Predictive maintenance is a more condition-based approach tomaintenance. The approach is based on measuring of the equipment condition in

order to assess whether an equipment will fail during some future period, and then

taking action to avoid the consequences of that failures. This is where predictive

technologies (i.e. vibration analysis, infrared thermographs, ultrasonic detection,

etc.) are utilized to determine the condition of an equipment, and to decide on any

necessary repairs. Lubrication charts and instructions are developed and performed

on a predetermined frequent base. Apart from the predictive technologies, statistical

process control techniques, equipment performance monitoring or human senses

are also adapted to monitor the equipment condition. This approach is more

economically feasible strategy as labors, materials and production schedules are

used much more efficiently.

3.4 Condit ion based Maintenance / Proactive Strategy

Unlike the three types of maintenance strategies which have been described above,

condition based maintenance can be considered as a complementary approach to

maintenance strategy. Dissimilar to the above strategies proactive maintenance

concentrates on the monitoring and correction of root causes to equipment failures.

The proactive maintenance strategy is also designed to extend the useful age of the

equipment to reach the wear-out stage by adaptation a high mastery level of

operating precision. Failures and results from preventive maintenance activities,

inspections, Pareto analysis are frequently reviewed, analyzed and used for further

improvements, optimizations of the maintenance approach. The preventive

maintenance program is strongly linked, based on an in-depth risk analysis. Design

deficiencies of equipments / components are detected through frequent analysis and

designed out.

Maintenance

Strategy

Maintenance

Approach

Signification

Breakdown

Maintenance

Fix-it when broken High cost, no contro of downtime

Fully reactive

Planned

Maintenance

Scheduled

Maintenance

Periodic component replacement on a timely

base, early replcement

Prevenitve

Maintenance

Condition-based

Monitoring

Maintenance decision based on equipment

condition, pro-active

Condition based

Maintenance

Detection of Sources

of Failures

Monitoring and correcting failing root causes,

risk assessment,pro-active

Figure 2 Overview of different strategies and its characteristics


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4. HOLCIM MAINTENANCE STRATEGY

Considering the above evolution stages in maintenance, Holcim definitely strives forthe Preventive and Condition based maintenance strategy with a high focus on

reliability and pro-active maintenance.

Basically three fundamental areas must be assured in order to achieve the overall

targets of high equipment reliability and availability at sustainable low costs.

Processes

Proactive maintenance approach

Systematic maintenance process

Reliable Equipment

Design and quality

Maintained in adequate condition

Replacement strategy

Organization / People

Roles & responsibilities

Key positions filled

High level of skills, competences

and experience

High Equipment

Reliability MTBF

best practice

High Equipment

Availabili ty - Target

Optimal Maintenance

Cost Best practice

Long Lifetime

(optimal replacement

CAPEX)

Spares & materials

inventory value

Figure 3 Fundamental areas of maintenance

The interrelation between the three areas is always based on reliability, be on

equipment base, people and processes (see figure below).

People Reliabilit y

Leadership

Training & Development

Communication

Performance Management

Process Reliabilit y

Business Processes

Work Management Processes

Production Processes

Equipment Reliability

Tools (RCM, PdM, PM)

Asses sments

Reliability teams

Personnel

OH&S

Spare Parts

Management

Replacement

Problem

SolvingPerformanceAnal ysi s

Maintenance

execution

Planning &

Scheduling

Operation

Design

Reliability

Personnel

OH&S

Spare Parts

Management

Replacement

Problem

SolvingPerformanceAnal ysi s

Maintenance

execution

Planning &

Scheduling

Operation

Design

Reliability

Figure 4 Interrelation of reliability

Reliability is the ability of a person or system to perform and maintain its functions in

routine circumstances, as well as hostile or unexpected circumstances. Reliability

may be defined in several ways:

The capacity of a device or system to perform as designed

The resistance to failure of a device or system

The ability of a device or system to perform a required function under statedconditions for a specified period of time


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The probability that a functional unit will perform its required function for a

specified interval under stated conditions.

The ability of something to "fail well" (fail without catastrophic

consequences)

The maintenance strategy can vary based on the market situation:

High market demand Focus on reducing downtime / Reliability

Low market demand Focus on optimizing cost

In the following the key drivers of the three areas are explained in more detail to

underlay the strategy to achieve highest reliability.

4.1 Equipment Reliability

Equipment reliability is always strongly linked to risk. Risk Analysis means to

determine which consequences of failures are acceptable and which ones are not,

as a function of the severity of consequences and the probability of them occurring.

Reliability Analysis is to identify the prevention tasks which are feasible and

profitable and therefore to eliminate or reduce the consequences of failures, in order

to decide on a preliminary basis whether or not the installation or replacement of a

component is needed. Pareto Analysis and Root Cause Failure Analysis are critical

tools that must be functioning in a good performing maintenance strategy.

Equipment reliability must be considered and reviewed along the whole lifecycle on

an equipment or component, starting from the design, to operation, maintenance

and its replacement.

4.1.1 Design & Holcim Standard Design Criteria

Reliability must be considered already during the design phase:

Definition of desired function, quantity and quality

Designed according to Holcim Standard Design Criteria

Definition Quality Assurance of manufacturing

Specification Acceptance test of key components

Compliance with OH&S standards

Whereof for new installations the supplier information such as manuals and

drawings must be considered, failure statistics such as Pareto charts are serving as

inputs for the reliability analysis.

Standard Design Criteria describe the technical requirements for mechanical andelectrical equipment as well as for civil and structural steel works. They have to be


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4.1.3 Operation

Once the equipment or component is in operation it is the obligation of maintenanceto assure that the operational limits as determined during the design phase are

respected. The introduction of a high level control system and an intelligent

monitoring system shall further assure compliance with the operational limits.

4.1.4 Maintenance Execution

Considering the short time maintenance typically has to perform their work, a few

key elements must be in place and developed to achieve the high target on reliability

and availability.

Quality of maintenance work (Preventive & Corrective)

Supervision of contractors

Using adequate tools for respective jobs (Preventive & Corrective)

Having specialist for special jobs

4.1.5 Replacement

One more key pillar of a modern maintenance strategy is a well defined replacement

strategy of the main equipment. Many different economical and technical

parameters need to be considered. Apart from the economical parameters thetechnical considerations must be based on a profound knowledge and monitoring of

the equipment condition and its expected and remaining life-time. Studies of options

and contingency plans must be considered and critical spares must be determined

from the very beginning.

All the described key strategic maintenance activities, such as risk assessments,

preventive maintenance and reliability analysis are the basis for a successful

equipment replacement strategy (see figure below).


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Equipment

Replacement

Strategy

Equipment

Replacement

Strategy

DisciplineDiscipline

SupervisionSupervision

Strategic

positioning

&planning

Strategic

positioning

&planning

Marketsituation

PMPFuturepositioning

Businessplan

WorkOrderanalysis

Data

collection

Data

collection

Cost

analysis

RootCauseFailureAnalysis

Equipmenthistory

Inventory

analysis

PreventiveMaintenance/

ConditionMonitoring

Risk

evaluation

Risk

evaluation

RiskMatrix

Marketsituation

Plant/Companylogistics

Decision

taking

Decision

taking

PaybackPeriod

NetPresentValue

CashFlowplanning

Alternatives

/

Contingency

Overhaulvs.replacement

NetWorkingCapital

FMEAFMEAFailureModeEffectAnalysis

Figure 5 Different impact criteria for an equipment replacement strategy

4.2 Maintenance processes

The overall Holcim maintenance process is defined as MAC (MAintenance Cement).

This process defines all relevant maintenance workflows that are key to achieve the

overall target and follow the Holcim strategy.


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MaintenanceTraining

PreventiveMaintenance

Level 1Preventive

MaintenanceLevel 2

Third PartyServices Mgt.

Monthly WeeklyManagement

Review Meeting

Group CompanyRoad Map

Monthly / WeeklyMaintenance

Review

DailyPlanningMeeting

Weekly PlanCommitment

Meeting

3

2

1

GroupSummary

ManagementReport

EquipmentRegister(HAC)

PM RoutinesDatabase &Schedule

StandardSpecifications

Monthly /WeeklyProduction Plan

EquipmentCriticality Rating

Monthly/WeeklyManagement

Report

Monthly/ WeeklyMaintenance KPI

and Reports

Shift Hand overReport

DailyMaintenance

Plan

Business Plan

Financial andBudget Plan

Report andData AnalysisExecutionPlanForecast

WeeklyMaintenance

PlanningMeeting

OutstandingWork

Notifications andEquipment

History System

Operational LossReporting

Plant Master Plan

InvestmentSchedule

AnnualProduction Plan

AnnualMaintenance Plan

MaintenanceOrganization

Spares &Warehouse

Management

ShutdownPlanning &

Management

W.O. Planning

Bill of Materials(B.O.M.)

PartsRequirements

ShutdownMaintenance

PlanMaint. Master

Schedule/WeeklyMaintenance

Plan

Overdue WorkOrders

MaintenanceTraining Plan

MaintenanceCost Report &

Analysis

Shift HandoverMeeting

WorkOrders

DADADADA

EquipmentReplacement

Strategy

Root CauseAnalysis/RCM/

FMEA/RbM

MaintenanceTraining

PreventiveMaintenance

Level 1Preventive

MaintenanceLevel 2

Third PartyServices Mgt.

Monthly WeeklyManagement

Review Meeting

Group CompanyRoad Map

Monthly / WeeklyMaintenance

Review

DailyPlanningMeeting

Weekly PlanCommitment

Meeting

3

2

1

GroupSummary

ManagementReport

EquipmentRegister(HAC)

PM RoutinesDatabase &Schedule

StandardSpecifications

Monthly /WeeklyProduction Plan

EquipmentCriticality Rating

Monthly/WeeklyManagement

Report

Monthly/ WeeklyMaintenance KPI

and Reports

Shift Hand overReport

DailyMaintenance

Plan

Business Plan

Financial andBudget Plan

Report andData AnalysisExecutionPlanForecast

WeeklyMaintenance

PlanningMeeting

OutstandingWork

Notifications andEquipment

History System

Operational LossReporting

Plant Master Plan

InvestmentSchedule

AnnualProduction Plan

AnnualMaintenance Plan

MaintenanceOrganization

Spares &Warehouse

Management

ShutdownPlanning &

Management

W.O. Planning

Bill of Materials(B.O.M.)

PartsRequirements

ShutdownMaintenance

PlanMaint. Master

Schedule/WeeklyMaintenance

Plan

Overdue WorkOrders

MaintenanceTraining Plan

MaintenanceCost Report &

Analysis

Shift HandoverMeeting

WorkOrders

DADADADA

EquipmentReplacement

Strategy

Root CauseAnalysis/RCM/

FMEA/RbM

Figure 6 Overview of MAC process flow

4.2.1 OH&S

For all our activities, and maintenance work in particular, safe work and a safe

workplace is key. Therefore the Holcim Cardinal Rules and the Fatality Prevention

Elements instructions must be followed at all instances, for our own as well as for all

contracted personnel. Continuous safety talks and trainings and awareness events

must be conducted.

4.2.2 Problem Solving

Performance deficiencies, problems or any other issue that must be improved or

resolved must be tackled in a systematic matter.

Solve! Is the Holcim approach for problem-solving. It is an analytical thinking-basedprocess that provides a logical framework for different problems isolation and

solving, addressing both technical and non-technical activities and teams.


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Figure 7 SOLVE! Process

From a maintenance perspective, clear threshold criteria when and how to perform a

Root Cause Failure Analysis (RCFA) must be established and a follow up on the

actions to improve reliability must be in place.

4.2.3 Preventive Maintenance / Planning & Scheduling

Preventive maintenance is a schedule of planned maintenance actions aimed at the

prevention of breakdowns and failures. The primary goal of preventive maintenance

is to prevent the failure of equipment before it actually occurs. It is designed to

preserve and enhance equipment reliability by replacing worn components before

they actually fail. Preventive maintenance activities include equipment checks,

partial or complete overhauls at specified periods, oil changes, lubrication and so

on. In addition, personnel can record equipment deterioration so they know to

replace or repair worn parts before they cause system failure or performance loss.

Recent technological advances in tools for inspection and diagnosis have enabled

even more accurate and effective equipment maintenance. The ideal preventivemaintenance program would prevent all equipment failure before it occurs.

Preventive maintenance is one part of the overall equipment reliability process and

is defined as follow:

Cost-effective maintenance tasks carried out at predetermined intervals to check the

current physical condition, to reduce probability and/or impact of a failure in

operation, or to maintain a desired level of performance of an equipment.

The preventive maintenance can be mainly subdivided into three main activities

which are briefly explained in the following chapters. Condition Monitoring


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Replace

Service

Maintenance

BREAK

DOWN

MAINTENANCE

Planned

Maintenance

Preventive

Maintenance

Corrective

Maintenance

Condition

Monitoring RepairModi-

ficationServic

e

Repl

ace

Lubric

ate,

calib

rate

,cle

an,etc

.

Tim

eba

sed

compo

nent

repl

acem

ents

Walk-By

Insp

ectio

n

Vib

ratio

nAna

lysis

Oil

Analy

sis

WearM

easu

rements

Non

-Destr

uctive

Testing

Ele

ctric

Moto

rDia

gnosti

cs

Th

erm

ograph

y

Spec

ific

Measure

men

ts

Reliab

ility&M

aintain

abiliy

impro

vements,w

eakpoint

optimizatio

n,etc.

Action

storestoreanitem

to

astateinw

hichitcanperform

itsrequired

function

Figure 8 Preventive Maintenance Definit ions

Planning in maintenance defines what and how the specifics and details of the work

to be done. It is mainly identifying the problem and determining the proper solution,

manpower, and other resources such as material, time, tools, equipment and

technical data required for an efficient, effective and safe work execution.

Scheduling work is the process when the specific dates are finally defined and

coordinated for the execution of (planned) work for the following week. Maintenance

can not leave the reactive stage without a firm control over the activities to be done.

Therefore also poor backlog management is a hurdle.

4.2.4 Spare Parts & Inventory Management

In order to guarantee maximum plant availability at the lowest sustainable cost it has

to be assured that the right spare parts are kept on stock. Not having the right spare

part at the right time, at the right place, in the right quantity can cause unnecessary

equipment down time and expensive emergency orders. Holding too many spare

parts leads to excessive costs, which reflects in unnecessary high inventory levels.

A detailed quality control of receiving spares and refurbishments as well as

maintaining the desired condition of the spare parts with the adequate preventivemaintenance routines are key factors to guarantee the required reliability.


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4.2.5 Performance Analysis

All the above mentioned pillars to define a maintenance strategy need to be tracked,controlled and managed. Therefore the individual performances must be reviewed

on a regular base and can be illustrated as follow:

OEE

Net Availabilit y

MTBF

Maintenance CostCapex

Inventory level of spares

Equipment Reliability analysis

Equipment Failure / Stop Pareto charts

Plan Attainment

PMR %

Unplanned & Overdue work

Plant

Management

Maintenance

Department

MaintenanceManagement

OEE

Net Availabilit y

MTBF

Maintenance CostCapex

Inventory level of spares

Equipment Reliability analysis

Equipment Failure / Stop Pareto charts

Plan Attainment

PMR %

Unplanned & Overdue work

Plant

Management

Maintenance

Department

MaintenanceManagement

Figure 9 Maintenance Performance Control

A reliability analysis should be performed on one hand prior to operate an

equipment and also based on its operation parameters and failure statistics. Thereliability analysis is a process which is carried out to determine actions to reduce

the severity or probability of a failure. Identified actions must be technically feasible

and economically justifiable. The key is to focus on the most important areas and to

develop the best alternative to reduce impact of failures.

Pareto Analysis is a tool used to help direct efforts on the biggest impacts. This

could be maintenance costs, man-hours, production stops, etc. Root Cause Failure

Analysis is a practice needed to ensure that issues experienced by a plant are

resolved in a complete manner.

A pareto chart for breakdowns can be used to explain the main focuses. Typical keyperformance indicators for maintenance are the Availability and the Mean Time

Between Failure (MTBF) of the main equipment.

Whereas failures which are causing long downtimes have a major impact on the

availability, the many and repetitive failures are mainly impacting the MTBF.


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Pareto - Breakdown

0

10

20

30

40

50

60

drive

1

drive

2Fa

n1

Rawmill

Fan2

Blocka

ge1

Cooler

Motor1

Blocka

ge2

Fan3

Conveyor1

Electricalpo

wer

Conveyor2

Cause

Hoursofdowntime

0

2

4

6

8

10

12

Numberoffailures

Time#

Potential

fo r

Availabi li ty Potential

for

MTBF

Figure 10 Example of a Pareto breakdown chart for a kiln

As illustrated above it is the maintenance target

to reduce the downtime of our equipment

to reduce the frequent failures which lead to downtime

4.3 Personnel & Organization

In order to have a powerful maintenance operation in a plant it is crucial to have a

very effective maintenance organization supporting all its activities in an efficient

manner. Roles and responsibilities must be clearly determined for all its functions in

order to assure clear communication and coordination.

Following a proper organization and operation some other key elements must be in

place and continuously tracked and improved:

Regular and constructive Dialogue

Individual training and development plan

Retention plan

Motivation of employees


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Areasupervisor

Mechanical MaintenanceTeam leader

MaintenanceWorkshop

Electrical MaintenanceTeam leader

Maintenance

Manager

Areasupervisor

Instrumentation& Control

ElectricalSupervisor

Powerdistribution

Preventive MaintenanceTeam leader

ConditionMonitoring

LubricationPlanning

Maintenance Workshop Function: Centralized group of maintenance experts with:

High expertise in repair work - synergies

Strong focus on quality of work and work preparation

Supervisor(s) well trained in job execution

Centralized group of

maintenance experts with:

Expertise in preventive / predictive

maintenance

Control and execution of lubrication

Planning/ work load balancing

Planning of major planned shutdowns

Root cause failure analysis

Process Area Maintenance Function:

Responsibility in a process area ownership of equipment and its performance

Fast reaction time for unplanned incidents and small adjustments/repairs work

in their area

Key personnel for walk by inspections know best the equipment

Figure 11 Standard Holcim Maintenance Organization


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5. LINKS TO HOLCIM STANDARDS, GUIDELINES AND PRINCIPLES

In order to support the before described maintenance strategy there are many other

business tools that support maintenance in achieving their targets. A relevant

selection is briefly described in the following.

5.1 Plant Master Plan (PMP)

The Plant Master Plan is a Holcim standard planning tool to translate the Business

Plan objectives into operational and organizational measures as well as CAPEXprojects at plant level by

identifying gaps in the areas of materials and energy supply, production

process and organization,

focusing on optimum exploitation of existing installations to minimize

investment and operating cost and

indicating priorities, costs and financial returns.

The PMP provides continuous goal orientation and guidance in planning and

monitoring plant development to meet the objectives defined by the Company

Business Plan. It improves plant performance by establishing a long-term vision. It

provides transparency to decisions on operational measures and helps to make

investments understandable to all stakeholders. The elaboration of the yearly PMP

is mandatory for all Holcim cement plants as well as grinding stations.

In line with the business planning cycle the Plant Master Plan is elaborated with a 5-

year time horizon. Ideally, the elaboration of the PMP runs in parallel with the

Business Plan update. The Business Plan contains the objectives to be achieved,

whereas the PMP provides the technical solutions to achieve these objectives. The

PMP contains operational measures and CAPEX projects to improve plant

performance. The CAPEX projects foreseen in the Business Plan are to be derivedfrom the PMP. The production costs and CAPEX have to be integrated in the

Business Plan and Finplan.

5.2 CAPEX Projects, ProMap

A CAPEX project is a venture to bring about a beneficial change (e.g. new plant or

equipment), which is characterized by:

a defined start and end

a multi-disciplinary team brought together for the project

constraints of cost, time and quality


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a scope of work that is unique (project specific) and often includes

uncertainties

ProMap is the Holcim project management system to carry out CAPEX projects

according to a structured methodology. ProMap provides procedures, guides, tools

and templates to facilitate and standardize activities and tasks. For large (above 20

Mio USD) and medium (5 to 20 Mio USD) sized CAPEX projects, ProMap provides

one common set of procedures, guides and tools. For small CAPEX projects a

simplified version is available, based on selected guides and tools as for large and

medium sized projects.

5.3 Project Management Approach (PMA)

Project Management Approach, is a Holcim standard methodology that supports the

achievement of Holcim Group Company business goals, by helping people to

systematically complete projects.

6. MESSAGE

The Holcim maintenance strategy is completely aligned and oriented to the pro-

active, Condition based Maintenance strategy as described above. In order to

achieve the required Equipment Reliability at the lowest sustainable maintenance

cost through:

An efficient and effective Maintenance Organization

An efficient and effective Planning and Scheduling of all Maintenance

activities

A strong and powerful Preventive Maintenance system in place

A strong focus on Equipment reliability

An effective maintenance Reporting and Analysis

Well developed and skilled Personnel


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7. REVISION LOG

Revision Date Object of revision By

00 01.01.2010 Initial version of the document RDA

mer1mm 03v0 holcim maintenance strategy

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