Optimizing EAM & APM Supported by ISO 55001 Implementation

Maherdianta, Deplian., PT Pupuk Kalimantan Timur

Ramadhan, Ericcson., PT Pupuk Kalimantan Timur
Edwantiar, Ghafar Aditya., PT Pupuk Kalimantan Timur

Key words: EAM, Maintenance Management, Asset Management

SUMMARY AND CONCLUSIONS management. Due to the policy, problems have occurred such
as repetitive unplanned shutdowns with quite long duration.
Plant improvement requires various aspects, i.e. proactive
Moreover, most of the unplanned shutdowns were caused by
maintenance action dictates by effective preventive
equipment breakdowns, which indicate lack of
maintenance (PM) execution, effective condition monitoring
preventive/predictive strategies on the equipment. Hence, the
which is conducted by comprehensive asset performance
best way to overcome such a condition is to systematically run
management (abbreviated as APM, which consists of
proactive maintenance effectively [5].
maintenance strategy, Asset Health Monitoring, and work
The first step taken by IFP to solve the problem is
management), and consistent guidance of the asset management
conducting maturity mapping of Asset Management to measure
policy. SAP-PM as enterprise asset management (EAM) in a
the maintenance work process and management system
fertilizer plant in Indonesia, which will be called as IFP, should
conditions. This process is intended to guide possible
be optimally utilized in order that all data and information can
improvement to be implemented. In 2014 to 2015, IFP
be known for decision making processes. Practically,
implemented an enterprise resource planning (ERP)-based
comprehensive reliability management or the integrated
business process using SAP for all standard modules. Module
reliability function (IRF) can be applied to manage this
plant maintenance as EAM has been optimally utilized and
knowledge. Moreover, APM can be used as a fast track for
required IFP to adhere to the best practice of maintenance
optimal proactive maintenance implementation. Together the
business processes.
EAM and APM collaboration driven by comprehensive
reliability management can produce a systematic information 2. METHODS/APPROACH
and knowledge flow process to improve the Overall Equipment
To utilize EAM, the first step is to collect asset information
Effectiveness (OEE) of IFP’s plants by reducing the frequency
which consists of structuring a physical asset hierarchy or asset
of Unscheduled Shutdowns. More importantly, reliability
inventory included with its attributes (type, location, drawing,
management can perform well due to support from asset
description, Bill of Materials, ABC indicator, serial number,
management criteria guided by ISO 55001. Therefore, a poor
and part number) for all plants and analyzing equipment
information and knowledge delivery system can be overcome
criticality for every plant consecutively. During asset data
by optimizing EAM and APM supported by the implementation
compilation, asset knowledge enablers are applied, namely [1]:
of ISO 55001.
x Asset information strategy
1. INTRODUCTION AND CHALLENGES x Asset knowledge standards
x Asset information systems
IFP is one of Indonesian State-Owned Enterprises founded
x Asset data and knowledge
in 1977 and currently has a production capacity of more than 3
MTPA of Urea, 2.5 MTPA of Ammonia, and 0.3 MTPA of
NPK Fertilizer. During its operation, IFP faces various
obstacles in achieving its production target, one of which is
unplanned shutdowns resulting from certain factors, e.g.
equipment aging, lack of technology, late employee
regeneration, incomplete transfer knowledge, and the employee
reduction policy. However, there are two main causes, i.e. lack
of maintenance strategy and planning.
Since its establishment in 1977 and until around 2014, IFP
Figure 1 – Asset knowledge enabler
adopted a maintenance management policy that mainly relied
on reactive maintenance while a few encouraged preventive as 2.1 Asset Information Strategy
well as predictive maintenance (PdM) only for rotating
The equipment hierarchy and criticality were structured as
equipment. It means that IFP had not conducted proper asset

  
 
the foundation of all maintenance strategies [1]. Strategies for During EAM implementation, there are some changes to
migrating from the previous asset information system to EAM the management and organization structures, especially in the
are undertaken by simply migrating the tag number of the reliability department, such as:
equipment and restructuring the hierarchy, including its x changes in the work management cycle from reactive to
attributes. All information flows were designed to fit the proactive based maintenance,
corporate cultures in order to avoid abundant change in the x development and refinement of maintenance strategies to
management system. All asset information has been collated increase its number and quality,
and maintained based on the modified ISO 14224 to acquire x proactive maintenance process implementation using APM
good asset information and enable better decision making. As methodology,
additional information, a different information system needs to x implementation of performance management to identify
be integrated into EAM, i.e. APM. various issues and challenges associated with the
implementation of a maintenance performance
2.2 Asset Knowledge Standard
measurement system,
To guarantee that all asset information is collected, x reliability issue-related management to prevent major
categorized, and analyzed effectively for supporting the reliability issues to re-occur in the future [7], and
strategic asset management planning remedial action and x reliability engineers to analyze failure data in order to
improving service and availability, then standard templates and increase maintenance strategy effectiveness.
limitation/restriction have been applied to EAM as follows. All of the processes in the reliability department which focus
x Notification and Order description templates for operation on critical assets are summarized in Figure 2.
and planner to facilitate planning;
x Standards for asset defects and failure refer to the modified
ISO 14224 to systematize data analysis; and
x Limitation or restriction for optional texts on malfunction
data to reduce errors or mismatch malfunction data that will
be analyzed.
2.3 Asset Data and Knowledge
EAM is utilized by the reliability department to manage
assets in terms of decision making improvement and day-to-day
asset management activities. Therefore, work management, i.e.
planning and recording work activities, is controlled by the
reliability department to synergize maintenance strategies and
their planning, but a supply chain system is not included. To
optimize EAM in the work management, it has been built
subject to IFP’s maintenance business process. The Notification
and Maintenance Order are designed based on the best practice
in order that they can be analyzed properly. The organization Figure 2 - Integrated Reliability Function
assess the data’s quality from the Notification and Order using
To increase APM effectiveness, mobile devices were used
templates to ensure that missing or sub-standard data can be
for operation, maintenance, and inspection to collect data,
acquired and corrected. The initial goal of this activity was to which were integrated into EAM and APM for updating
collect a good data population as much as possible so that it maintenance plans and creating new proactive notifications or
could be used as business decision making based on Big Data work orders.
and might become possible for IoT analytics.

Figure 3 – IFP’s APM process flow

 A distributed control system (DCS) will be connected to RELIABILITY needs data on maintenance in order to
APM to automate failure mode indicators and add diagnostic identify potential reliability problems or improvements in
features. The integration of APM, EAM, and DCS for an equipment, but most of the failure history (failure code) on
effective proactive maintenance process in IFP will be built Notification was not filled by operators or maintenance
based on the process described in Figure 3. technicians. Importantly, changing the maintenance plan
More importantly, reliability-centered maintenance carried out using root cause analysis (RCA) and maintenance
(RCM), maintenance task analysis (MTA), and risk-based strategy review (MSR) is performed based on the data.
inspection (RBI) methodology are performed to define the most Moreover, RELIABILITY updates the maintenance plan for
effective condition monitoring maintenance strategy. This will mechanics only and their PM orders are delivered to
ensure the right predictive maintenance program for selected PLANNERs without feedback, even though all maintenance
equipment/systems based on the equipment criticality analysis activities undertaken by all technicians are always accompanied
(ECA). The failure mode, standard jobs/tasks, and asset health by a maintenance order. The problem becomes more
indicators are used to align the failure code with the challenging due to lack of maintenance plan (strategy) transfer
maintenance plan/item in EAM. Then, asset health indicators from the previous computerized maintenance management
are used to determine the selected on-line indicator on DCS and system (CMMS).
hand held routine check sheets. Both indicators from DCS and Actually, work maintenance management has not been
routine check sheets will be used to manage the alarm and applied based on planning and scheduling best practices. This
generate the notification or maintenance order. All work history condition gives a significant contribution to the lack of data on
which is generated by the EAM and APM collaboration and work order and notification as explained in the previous
asset health indicators will be analyzed, then the result will be paragraph. PLANNERs already exist but their actual job is only
used to manage or evaluate maintenance strategies. to prepare some parts of the required materials. Moreover, most
planners have retired and there is no adequate planner
3. CONSTRAINS
regeneration. Furthermore, the SCHEDULING function has
Since it was founded in 1977, various prestigious just formed 1-2 years ago. As a result of those problems,
achievements have been made and they were achieved not maintenance work management does not perform well.
without numerous obstacles and challenges. With the Therefore, planning, scheduling, and the part coordination
competition in the world’s fertilizer and ammonia industry, function are handled directly by the maintenance supervisor.
aging in almost all equipment and high frequencies of More complication arises because many of the Notifications are
unplanned shutdowns, it is important to change the mindset requested with emergency status by the OPERATION. They
about maintenance and reliability of the assets. There are prefer to request maintenance activities directly rather than
several obstacles in order to change the mindset, especially complying with the existing procedures. Although
related to the EAM and APM implementation. The problem can OPERATION follows the procedures, most notifications are
be explained more easily using the diagram illustrated in Figure requested in the command words, not symptoms of
4. failure/damage, thereby making it difficult to conduct
evaluation.
In IFP, Condition-Based Maintenance (CBM) has been
applied only for rotating equipment, especially critical rotating
equipment (gas turbine generators, steam turbines, and
compressors), and common vibration analysis for other rotating
equipment. The problem is not only the absence of CBM for
non-rotating equipment, but there are also some problems
related to CBM maintenance strategies such as:
1. RELIABILITY does not have authority to manage CBM
Strategies, hence it only puts CBM to EAM to be executed.
2. RELIABILITY is not analyzed based on the asset health &
historical data captured.
3. Some records of inspections/measurement and asset
management strategies/plans are not informed to EAM.
The condition above makes it difficult to identify failure
conditions and determine the adequate proactive maintenance
work order.
The other issue is that work packages for OUTAGEs
managed by RELIABILITY do not exist for all plants.
Therefore, creating the work packages on maintenance outage
order is performed only by the meeting between the
EXECUTOR & OPERATION which focuses only on the
Figure 4 – Current IFP’s asset management process diagram
history of activities from the previous outage. PLANNERs have
not utilized EAM to deliver routine maintenance orders, which
cannot be executed on daily basis, to be outage maintenance Organization Strategic Plan
orders.
Furthermore, INVENTORY does not use maintenance
strategies and Equipment Criticality Ranking (ECR) generated

Organization & People Enabler

Asset Management Acquire
by RELIABILITY to manage the material stock. The main Strategy & Planning
impact on all issues here is a delay in converting the outage

Dispose
maintenance order that leads to the late arrival of outage

Risk & Review

Operate
materials. To further study issues on the asset management life
cycle, they can be grouped into several points as follows. Asset Management
x Information data related to asset health cannot flow or be Decision Making Maintain
collected properly between related departments.
x Lack of technology and knowledge to operate EAM.
x Maintenance strategy was not devised compatibly with asset
Asset Knowledge Enabler
creation/asset construction or were not included in the asset
acquisition process.
x The maintenance process is not coordinated in the most
effective and efficient manners. Figure 5 – APM and EAM optimization on the Scope of Asset
All constrains in the asset management process diagram Management.
illustrated in Figure 4 and paragraphs above have an effect on x 1 scheduler and 1 part coordinator should be prepared to
difficulties to obtain proper data that are used to determine eliminate a planner’s ‘additional job’ explained in Chapter
maintenance strategy evaluation for maintaining the assets. 3.
Moreover, the constrains show that the organization adopted by x To create a job template/work order template in EAM that
IFP has not been made compatible with the integrated reliability refers to the job history for all similar problems. With this
function and has impact on the organization standard for EAM strategy, it is expected that beginner planners can make a
and APM processes. work order task list as well as expert planners.
x Maintenance strategies for all plants should be developed
3.1 Scope of Problems
using the RCM, MTA and RBI method and managed in
Since PROCUREMENT and WAREHOUSE, based on EAM.
Figure 4, in IFP are not managed by the maintenance x APM should be applied as asset system performance and
department, they are not discussed in this paper. It is assumed health monitoring to fast track the proactive maintenance
that purchase requisition is generated and notified well, and the business process implementation. APM requires a level of
storage of goods in warehouses are well managed. monitoring both at asset and system levels in order to
understand and manage performance to support decisions
4. STRATEGIES at strategic and tactical levels.
x Monitoring and improving processes based on the EAM
Maturity mapping of ISO 55001’s Asset Management database should be implemented.
System done in February 2018 generated an average value of
x “Just in case”, “just in time” material strategy, and
the maturity of 1.8 out of 4. This value indicates that IFP’s level
refurbished materials should be managed in EAM.
of maturity ranges from the “Unaware” level to the “In-place”
The scopes with a diagonal stripe pattern shown in Figure 5
level that needs to be changed and improved. There are several
mean that the scopes are not related to the optimization, which
conclusions and recommendations for aligning IFP’s business
has already been reviewed in connection with ISO 55001
process and work flow to ISO 55001’s Asset Management
implementation. However, only a few recommendations which
System, as described below.
are related to this paper are presented.
x EAM utilization tends to be limited to day-to-day
operational transactions. EAM utilization for tactical and 5. RESULTS
strategic purposes needs to be maximized.
To indicate the success rate of optimizing EAM and APM
x To maximize the EAM data information in making through the implementation of ISO 55001 to IFP, leading PM
decision on the life cycle of an asset. & PdM indicators are used to describe it. An increasing PM &
x Work packages for outages in EAM are required. PdM order percentage and a decreasing reactive order
x Maintenance strategies and ECR in EAM should be used percentage result in an increasing percentage of OEE of the
for material stock or non-stock mangement. assets. EAM has been implemented since 2015 and
x Comprehensive reliability management embedded in EAM maintenance strategies for all plants have been set up gradually
should be implemented. since 2016. The PM & PdM order percentage was 61% of the
x 2 mechanical planners, 1 electrical planner, and 1 total orders in 2017. Since RCM and MTA have been
instrumentation planner in every plant should be prepared implemented gradually in some plants until 2018, maintenance
to run the work management cycle in EAM properly. strategies and work packages for routines and outages increase
and in turn make PM & PdM order percentages increase as well
to 75% of the total orders. For analysis purposes and to improve
maintenance strategies, failure data must be collected and
maintained in good quality consistently. The high percentage of
failure data collection proves it. Data have shown an increase
in the number of failure data, i.e. 93% in 2017 and 98% in 2018
in corrective order. Furthermore, the number of PM orders to
maintenance strategy improvement increases from 1,030 in
2017 to 1,360 in 2018. The increasing number of PM & PdM
orders, the decreasing number of reactive orders, the failure

Indicator results
160 136
140
120 103
93 98
100 75 8389.5
80 61
60 44
40 14
20
0 Figure 7 – The objective of SAP PM and APM supported by
PM PdM Failure PM OEE (%) USSD freq ISO 55001
(%) data (%) Reviewed
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(x10)
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Figure 6 – Result indicator comparison between 2017 and Galileo press, 2011.
2018 3. Hoke. John, Craig. Lorri, Maximize Your Plant
Maintenance with SAP, Boston, Galileo Press, 2009.
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increased OEE level and a reduction in the frequency of Springer, 2014.
unscheduled shutdowns in all plants from 83% in 2017 to 5. Campbell. John. D, Reyes. James. V, Uptime: Strategies
89.5% in 2018 and 44 times in 2017 to 14 times in 2018, for Excellence in Maintenance Management, 2nd Edition,
respectively. New York, Production Press.
6. Di Matteo. Sandra, Asset Performance Management:
6. NEXT STEP & FUTURE WORK Bridging the Gap Between CAPEX and OPEX, Bentley
From the explanation in Chapter 5 and the achievement of Systems, June 2014.
some indicators, it can be deduced that IFP’s maintenance 7. Relogica, Maintenance Excellence Training Series:
position is trying to “control breakdown failure” until 2018, as Maintenance and Reliability Excellence Workshop
shown in Figure 7. The goals of all programs are to prevent (Unpublished), 2018.
unplanned shutdowns and to increase the outage interval with BIOGRAPHIES
optimum costs. To this end, all unscheduled shutdowns should
be eliminated, backlogs need to be managed, and the mean time Maherdianta. Deplian, S.T., M.T.
to repair (MTTR) should be reduced. Reliability Department
Furthermore, the programs directed from the maturity PT Pupuk Kalimantan Timur
mapping of ISO 55001 will be conducted starting from 2018 as Jl. James Simanjuntak No.1
follows. Bontang, East Kalimantan 75313
x Implementing APM thoroughly to fast track the proactive Indonesia
maintenance business process implementation. The e-mail: [email protected]
program is expected to increase the proactive order to more
than 80% and decrease the reactive order to less than 5%. Deplian Maherdianta has served on the Reliability Department
x Increasing data in EAM and APM that can be analyzed to at PT Pupuk Kalimantan Timur, the world’s largest fertilizer
improve maintenance strategies. and ammonia manufacturer in one location, as a Reliability
x Applying key performance indicators to monitor and guide Data Superintendent since January 2017. Previously, he served
the improvement of the asset management system. at the company as a field mechanical technician, field
x Managing materials in EAM based on maintenance mechanical supervisor, rotating equipment (gas turbine,
strategies and ECR. compressor, and steam turbine) engineer, and field mechanical
superintendent consecutively from February 2008 until January
2017. He got a Bachelor’s Degree and a Master’s Degree in plant outage coordinator, and plant spare part machinery
aerospace engineering from Institut Teknologi Bandung (ITB) superintendent. Through his career, his experience allows him
and RCM2 Facilitator from Relogica Indonesia - Aladon to notice and respect various maintenance workflow processes
Network. He and his team manage the physical asset register within the plant, which supports asset utilization. In early 2018
and Bill of Materials database, maintenance plans on SAP-PM he has taken part in the implementation of asset management
based on RCM, and maintenance strategy review (MSR); report certification guided by ISO 55000 and asset performance
KPI, OEE, and cost driver; analyze the failure mode; develop management.
systems to perform statistical analysis, and improve
Edwantiar, Ghafar Aditya, S.T.
maintenance plans. He also takes part in the following projects:
PT Pupuk Kalimantan Timur
Comprehensive Reliability Management implementation, ISO
Jl. James Simanjuntak No.1
55001, and Asset Performance Management (APM)
Bontang, East Kalimantan 75313
implementation as the Project Management Office at PT Pupuk
Indonesia
Kalimantan Timur.
e-mail: [email protected]
Ericcson Ramadhan, S.T., MSc.
PT Pupuk Kalimantan Timur Ghafar Aditya Edwantiar graduated from Universitas Gadjah
Jl. James Simanjuntak No.1 Mada (Indonesia) as an Industrial Engineer in mid-2014. Since
Bontang, East Kalimantan 75313 2014, he has dedicated himself to the Reliability Department of
Indonesia PT Pupuk Kalimantan Timur, the biggest fertilizer company in
Indonesia, as a Reliability Analyst. He is responsible for
e-mail: [email protected]
managing the physical asset register, reviewing Plant
Ericcson Ramadhan works as a Reliability Engineer for PT Maintenance Strategy, and reporting Asset Healthiness and
Pupuk Kaltim. He got a Bachelor’s Degree from Institut others related to plant performance analysis. His willingness to
Teknologi Bandung (ITB) and an MSc from Cranfield study something new made him included in various teams, i.e.
University. Since 2008 he has occupied a position in various ISO 55001, ISO 50001, and Asset Performance Management
division e.g. as a maintenance field specialist, maintenance (APM) Implementation projects in his company.
planner, coal boiler construction project control, coal boiler