Overview, Mission Statement, Responsibility Overview ... This plan outlines the services provided by Maintenance Management Department.

1. Electrical Department ManagementVision
Fouad Ghoneim, PMP®, SSYB®
Electrical Maintenance Manager
SMRP, PMI & IEEE Societies Member

2. 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.
 CertifiedSix SigmaYellow Belt, SSYB®, 2016.
 Certified Project Management Professional, PMP®, 2015.
 Certified Business Analysis Professional,CBAP®, 2013.
 10 International Papers/Articles in project & strategy management.

3. Project Profile
2 Lines x 1,300 tpd

4. 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 maxTEEP (Total Effective Equipment Performance).

5. 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
CoreTeamValue
Benchmarking

6. Proactive Maintenance Strategy
 We will start by event alert management through preventive management procedures
till build complete proactive maintenance strategy.

7. 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 RiskValue 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

8. 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.

9. 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.

10. 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

11. Strategy Needs to Be Successful
Build the Foundation
PM Evaluation/Optimization (PME)
Operator Care
RCM, RCD, RCA and Failure Modes BasedTools
Condition BasedTechnologies (CBT)
Measure…Measure….Measure

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

13. Reliability Coaching Management Levels

14. Human Resource Effective Management
Planning
Organizing
Staffing
DirectingCoordinating
Reporting
Budgeting

15. 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

16. 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.

17. Maintenance Key Performance Indicators
Parts Stock-out Rate

18. KPI’s Identify & Management Process for Maintenance Function

19. 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.