How to develop and manage a maintenance strategy.
MRO recently had the opportunity to speak with Gilberto Rodriguez Ledezma, Maintenance Manager at Corpus Christi Polymers LLC, about how to develop and manage a maintenance strategy at a plant. Ledezma presented a case study on the topic during the ReliablePlant 2019 Conference and Exhibition earlier this year.
His presentation focused on how developing and managing a maintenance strategy worked at a chemical complex that will produce polyethylene terephthalate (PET) and purified terephthalic acid (PTA).
MRO: Can you summarize what you presented at Reliable Plant?
Ledezma: A short version of “maintenance reality” on a chemical plant, where there are resources restrictions (budget and personal), in addition with an easy (but effective) way to administrate the maintenance department. As well as a clear picture of how a maintenance strategy could be developed in order to reach company goals.
MRO: Can you outline the case study in your presentation?
Ledezma: The case of study was referred with the maintenance statistics in reference with the equipment type and failure modes, in addition with the case of study in order to define the critical equipment list.
MRO: What do you see as some of the main goals of a good CMMS?
Ledezma: The main goal of a good CMMS is the maintenance administration in terms of cost and performance.
MRO: What foundation must be laid for a good CMMS?
Ledezma: A good CMMS must have a definition of an equipment database, the equipment type, and a matrix for failure modes and the possible causes.
MRO: Can you speak to the importance of spares for maintenance?
Ledezma: Spares are important, as more than 35 per cent of maintenance issues are subjected to issues with spares.
MRO: What is the importance of maintenance securitystrategy?
Ledezma: It is important to remember that risk is always present.
MRO: What would you say are the most important processes in maintenance?
• Planning and scheduling,
• Cost control,
• And personal development (training program).
MRO: Can you briefly describe Perception, Truth, and Reality?
Perception: Maintenance is a necessary “evil.”
Truth: Maintenance is the department with the most important role in terms of cost and with high influence on the company goals.
Reality: Not everything on the market is useful or achievable (due to high cost). MRO