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Achieving World Class Excellence inMaintenance Through Business TransformationVersion: R 2.0

Date: 15/12/09

Reliance Industries Limited

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MAINTENANCE MANAGEMENTINTRODUCTION

Page 2 of 85The copyright of this document is vested in Reliance Industries Ltd, Mumbai. All rights reserved. Neither the whole nor any

part of this document may be reproduced, stored in any retrieval system or transmitted in any form or by any means

(electronic, mechanical reprographic, recording or otherwise) without the prior written consent of the copyright owner

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

Table of Contents

Topic Page No

Reviews and Approval ...............................................................................................3A. Maintenance & Engineering Business Transformation Program .........................4B. The Need for a Maintenance business transformation:.........................................4C. Maintenance Business Transformation initiatives:................................................5

1. Creation of Maintenance Strategy & Policy........................................................6

2. Organizational redesign.......................................................................................7

Centre of Maintenance & Engineering Excellence ................................................................................9

Structure of the CoMEE organization ..................................................................................................10

Details of the CoMEE structure & their roles .......................................................................................11

Skills & Attributes of CoMEE Functional Experts.................................................................................253. Training / HR Initiatives ....................................................................................35

4. Reengineered Maintenance business Process ..............................................37

5. Creation of Reliance Standards.......................................................................39

6. IT Enablement ...................................................................................................41

7. Key Performance Indicators ...........................................................................42

8. Governance......................................................................................................43D. Maintenance & Engineering Business Transformation Methodology:...............44E. Engineering & Maintenance Business transformation Team members.............46

Central Team (Central PMO) ....................................................................................46

Site Teams (Site PMO)..............................................................................................46

Identified (Suggested) team members (Central & Site level) ................................47F. E&M Business transformation Program management.........................................48G. Quick hits for E&M BT ............................................................................................49H. Work Breakdown Structure:...................................................................................51

Maintenance Business Transformation - Activity Chart .......................................51I. Conclusion :..............................................................................................................85

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Reviews and Approval

Corporate Sponsor

Sh. Hital R. Meswani

Business Executive Sponsors

Sh. V.V.Suryarau Signature Date

Sh. A. Venkatraman Signature Date

Sh. Signature Date

Site CES Head

Sh. Arvind Modgil (JG) Signature Date

Sh. Pradeep K Jain (HZ) Signature Date

Sh. Shamsher Bhachu (NMD) Signature Date

Sh. Ashok Nogriya (DMD) Signature Date

Sh. Suresh Kathuria (VMD) Signature Date

Sh. Naresh C Jain (PG) Signature Date

GMS Maintenance Functional Head

Sh. G.S. Vishnumurthy Signature Date

Sh. Jatinder Khushu Signature Date

Information Technology Sponsors

Sh. B.N. Mukherjee Signature Date

Automation Leads SAP

Sh. Rajesh Prasad Signature Date

Project Manager / Coordinator

Sh. Achyut Kumar Pandey Signature Date

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A. Maintenance & Engineering Business Transformation Program

Under the enterprise wide Business transformation initiative launched by our visionary chairman,a necessity was felt to have an Engineering & Maintenance Business Transformation as well and

accordingly the following base paper is attempted to be developed.Please refer the Introduction, Policy & Strategy document developed on the basis of theBusiness Transformation for details of each topic

B. The Need for a Maintenance business transformation:

A need is felt to have a Maintenance Business Transformation in order to:

Create an environment for survival during the current economic scenario.

Continuously changing competitive landscape and the need to be the pace setters andoutbeat competition.

Consolidation of learning & putting it into practice to realize the hidden opportunities.

Progress to systems driven best practice processes at all levels of management inthe value chain with the built in right performance management system Long termsustainability.

Standardize and document processes leveraging synergies with other businessstreams in a ONE RELIANCE Way.

Create a functional expertise pool and build competency Retain talent and build apool of functional experts - Tackle attrition & keep pace with the technological

advancement.

Make Reliance - a high performing Learning enterprise with built in continualimprovement systems.

Substantial jump in the performance levels in Maintenance & Engineering domain andrealize hidden opportunities through enterprise wide benchmarking & gap analysisinitiative.

Keep competition behind Transform our business into a Pace setter Enterprise notonly for a decade but for centuries

The above need is felt since the performance levels in the manufacturing sites arealmost at a steady levels and it is high time to find innovative ways to improve theProcesses and maintenance & Engineering practices to realize the hidden potential.

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C. Maintenance Business Transformation initiatives:

After critically examining the needs of the transformation and the framework visioned for

such Business Transformation the following areas are short listed for the time being as afirst phase of initiatives.

Some of these initiatives are already under way, however, it is imperative for the overallsuccess of the transformation that these initiatives are taken up as individual projectsand involve one & all in the implementation of the actions needed.

Since, all these initiatives are to be driven through the manufacturing sites, it is expectedthat the Site management (including the Engineering & Maintenance fraternity) shall puttheir best efforts in the implementation phase.

The frame work of these initiatives shall be prepared by the Centre of Maintenance &

Engineering Excellence group (GMS) at the central level and shall have a full fledgedorganization at central as well as site level for implementation.

The identified initiatives are:

1. Creation of Maintenance Strategy & Policy

2. Organizational redesign

3. Training / HR Initiatives

4. Reengineered Maintenance business Process

5. Creation of Reliance Standards

6. IT Enablement of various Processes

7. Key Performance Indicators

8. Governance

Each of the above identified initiatives are deliberated in detail along with the AS-IS Process/System and a vision on the TO-BE Process. The work breakdown structure detailing theActivity description, scope, responsibility, resource requirement and target dates shall be detailed.

Please refer the Introduction, Policy & Strategy document developed on the basis of the

Business Transformation for details of Strategy, Policy, Reengineered MaintenanceBusiness Processes (including IT Enablement and Key Performance Indicators), RelianceStandards & Governance.

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1. Creation of Maintenance Strategy & Policy:

Since there is no detailed written comprehensive Maintenance Strategy available, it isfelt as a first necessity to define our Maintenance Strategy & Policy along with Vision &

Mission aligned to the business needs of the organization. This shall be the driving forcefor all the sites maintenance & engineering fraternity of Reliance Industries Limited.

The maintenance strategy & policy shall be developed as the Top Level documentwhile defining the Maintenance Business Processes and shall be implementedthrough the Center of Maintenance & Engineering Excellence (CoMEE) organizationat the central level, and maintenance and engineering teams at site level. Throughthe Strategy & Policy document, the inter relation of all the processes needed for thesmooth functioning of Maintenance & Engineering functions at central as well as sitelevel shall be defined.

The Work breakdown structure (indicating Sub activities, Responsibilities, Owner,

Scope, and Resource required, Target date and the Status) for the development ofMaintenance & Engineering Strategy & Policy is defined later in this document as acompiled WBS for all initiatives.

As is vs. To-be Process:

As-Is Process/ system To be Process/ system

No recall of a comprehensive MaintenanceStrategy document

Maintenance strategy not communicated; limitedcommon understanding at all levels

Need for a multi-year maintenance plan (linkedto business plan) using a multi-year planning

process No documented outsourcing strategy and

process (e.g. analysis based on core/non-coreactivities, cost-benefit, contractor competence,unique local conditions, etc)

The presently followed strategy (in general) is asgiven below :

Batch-operated equipment- Run to failure alongwith only monitoring by Operations.Equipment with Stand-by- Lubrication, invasivePM, PdM, Testing & Calibration and correctivemaintenance, based on condition monitoringcorrective repair & eqpt. change-over.Single stream equipment- Periodic overhauling /inspection in addition to the above as mentionedfor stand-by equipment.

A Comprehensive Strategy & Policydocument shall be prepared whichshall be the basis of the entireMaintenance Business Process.

Type of Equipment wise,

Maintenance strategy is to bedeveloped in Asset classification& Reliability Improvement process

(Deliberated in details in the Policy &strategy Documents)

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2. Organizational redesign

To fulfill the objectives of the overall maintenance strategy, business processes need tobe developed that would be implemented uniformly across all sites.

The present organization at sites has evolved over the years based on site specificrequirement. In view of One Reliance, it is imperative to have a standard and uniformorganization setup across sites.

It is significant for the successful adoption of the new processes by all maintenancepeople that the organization is aligned to the strategy and the processes in order to havesustainability, standardization and creation of functional expertise & competency buildingas well as to support the business transformation initiatives.

Organization is the key to the success of any business objective. A well structuredorganization helps in optimizing the manpower and their utilization.

To achieve all of the above objectives, a generic organization structure has been definedfor maintenance at two levels:

Center of Maintenance & Engineering Excellence (CoMEE) at the centrallevel and

Site Organization (Engineering) at the site level.

The site organization is aligned with the strategy as well as the CoMEE. This structureidentifies functional positions at sites for all the maintenance disciplines of Mechanical,Instrumentation, Electrical (including Power Electronics) & Civil.

This generic Organization structure also takes care of the functions of Planning,Documentation, Minor Projects (including design & Construction). This will be fine tunedto the requirements of individual sites to increase effectiveness.

For each position in the maintenance function, the required functional competencieshave been detailed out along with the description of competency level in the Learning &Development Process chapter of the Maintenance Business Process.

The organization structure as well as the details of the Centre of Maintenance &Engineering Excellence is detailed here under.

The Work breakdown structure (indicating Sub activities, Responsibilities, Owner,

Scope, and Resource required, Target date and the Status) for the development ofOrganization Redesign is defined later in this document as a compiled WBS for allinitiatives.

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The present customized Organizationalstructure is serving the purpose, however,

The structure is based on personavailability than function/position specific

Career progression not well structured nodefined career path for functional experts,generalists etc.

Skills matrix of technical employees are notpublished and not linked to careerdevelopment

Current evaluation process does not help inidentifying the high potential individuals

Cross movement / rotation betweenOperations, Maintenance, Engineering, etc.and between Plants & Sites is very low

Gap in mid level management (required

number, knowledge and skill)

The organizational structure to bewell defined and shall focus on thedefined relationship with Plant toCES to CoMEE from Functionalperspective in order to providefocused attention to any issueswherever needed.

The process shall also define skillmatrix for all positions of a function

The process shall have feature forcompetency mapping of eachindividual periodically

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Centre of Maintenance & Engineering Excellence:

The Centre of Maintenance & Engineering Excellence (CoMEE) shall be developed atthe centre level in order to provide system & functional expertise support at various

levels for the smooth functioning of the Maintenance & Engineering business of thecorporate. The Maintenance & Engineering set ups at the manufacturing sites shall befunctionally aligned to CoMEE whereas administratively to the site management.

Objectives of the CoMEE & its design imperative:

To create an intellectualpowerhouse for Refining andPetrochemical Maintenance

To create a Maintenance excellenceTeam to implement and standardizebest maintenance practices across

all existing &future sites

To be a pace setter leadingorganization in maintenance training

and development and knowledgemanagement

Objectives Overall strategy and policy

Provide thought leadership

Benchmarking (both internal and external)

Develop and implement best in class processes across the organizationFacilitate knowledge sharing across functions

People domain training and development

Functional Expertise

Action plans for improved equipment availability

Application of new technologies and practices

Specialists in various fields

Advanced troubleshooting support

Major Shutdown planning schedule validation (mainly critical Path)

Governance Role to support Directors

Reliability Engineering

Drive reliability improvement techniques Basics, RCM/FMEA, RBI, IPF

Enable definition of equipment specific strategies

Others

Projects/ Major capexes

Statutory / Regulatory

CoMEE Design imperatives

Overall strategy and policy

Provide thought leadership

Benchmarking (both internal and external)

Develop and implement best in class processes across the organizationFacilitate knowledge sharing across functions

People domain training and development

Functional Expertise

Action plans for improved equipment availability

Application of new technologies and practices

Specialists in various fields

Advanced troubleshooting support

Major Shutdown planning schedule validation (mainly critical Path)

Governance Role to support Directors

Reliability Engineering

Drive reliability improvement techniques Basics, RCM/FMEA, RBI, IPF

Enable definition of equipment specific strategies

Others

Projects/ Major capexes

Statutory / Regulatory

CoMEE Design imperatives

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MAINTENANCE MANAGEMENT

INTRODUCTION

The copyright of this document is vested in Reliance Industries Ltd, Mumbai. All rights reserved. Neither the whole part of this document may be reproduced, stored in any retrieval system or transmitted in any form or by any mea

(electronic, mechanical reprographic, recording or otherwise) without the prior written consent of the copyright ow


Structure of the CoMEE organization:

Head CoMEE(GMS)

Head Rotarygroup

Head Staticgroup

Head Electrical group

Head Instrumentati

group

Head Policy &Strategy group

Head Sp. Parts& Contracts Mgt.

group

Head Training& Development/

KM group

Policy &Strategy

MIS, Perf.Meas. &

Benchmarking

RotarySpecialists

RCMSpecialists

Projects/Capex

Specialists

PowerSystems

PowerElectronics

ElectricalEquipments

Projects/Capex/

Regulatory

Training &Development

KnowledgeManagement

SparesManagement

Contracts

CorrosionSpecialists

InspectionSpecialists

RBISpecialists

Projects/Capex/

Statutory

Control a nShutdownsystems

ProcessAutomatio

QualityMeasuringInstrumen

Rotary EqpInst. & Cont

Systems

Project EngCapex/

Statutory

Functional Team:

Provides support/ Guidelines/ Strategiesto sites for critical equipments / issues.

Planning andSAPPM

Audits

The proposed CoMEE structure will have a steady state manpower as per functional requ

Head CoE (Head CoE (HSEF)Head CoE(Process)

Head CoE(Projects)

EDocumentation& KS Forums

ConditionMonitoringSpecialist

Field & c ustransfe

Instrume

TechnicalAssistant

TechnicalAssistant

TechnicalAssistant

TechnicalAssistant

TechnicalAssistant

TechnicalAssistant

TechnicaAssistant

Technical Assistant

Level within the CoMEE organization isbased on expertise and not on position

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Details of the CoMEE structure & their roles:

Policy and Strategy Group Roles & ResponsibilitiesHead GMS /

CoMEE

Head Training& De velopment

& KM group


group

Head Rotarygroup

Head Staticgroup

Head Policy& Strategy

groupIns

Head Ele ctrical group


Deciding strategies and corresmaintenance organization

Coordinate site interactions onincluding plan ning

Review overall p erforman ce an

action plans

Performance meas., MIS& Benchmarking

Plann

1+2 nos. 1+2 nos. 1+1 nos.

Rev iew busine ss andrecommend policy changes,update maintenancestrategy

Dev elop metrics and targetsfor assessing theeffectiven ess ofmaintenanc e initiatives

Monitor com pliance tomaintenance policies andprocedures

Review maintenanceoperations for improvement

Policy & Strategy Maintenance Audit

Dev elop/procure tools forperformanc e evaluation

Monitor pro gress andescalate m ajor issues/risks

Fa cilitate periodic andaccurate reporting andbenchma rking of activities

Fa cilitate compliancethrough action plans

Monitor and review overallmaintenance systemmanagement

Review auditing procedureand suggest enhancements

Provide recommendationsfor improvi ng complianceand process improvem ents

Monitor an d provideguidance in major shutdowplanning, including anymajor debottlenecking /new project planning

Enab le mul tiyear long terplanning

Develop standardizedguidelines for annualplanning and budgeting,weekly rolling planning and

daily planning andscheduling

1+1 nos.Manpower

requirements

Technical Assistant

Technical Assistant

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Spare Parts Management & Contracts Management Group Responsibilities

Head GMS /CoMEE

Head Sp. Parts &Contracts

Management group

1 nos.

Liaise with IMMS for accuratedocume ntation of spares and approvals

Includes, SPIR, BOM , Vendor ma ster.Item m aster, Lead time, Cost, strategies

Guide spares d isposal strategy

Facilitate redeploymen t opportunities forspares

Develop knowledge of various sparesclasses, disposal and redeploymentmethods

S pares manage ment Contracts

Interface with Contracts Ma nagensure standardization of co ntrdocume ntation and reporting

Support contracts developmenttechnical inputs

Ensure compliance and supplieperformance mo nitoring

Ensure value ove r Price

1 no s.

Liaise with IMMS an d ensuspares as per spare classes

Liaise with Contracts Man asupport ide ntif ication of b es

H ead T raining& Developmentand KM group

Head Sp. Par ts. & Co ntractsMg t. group


Head Staticgroup

Head Rotarygroup


Manpowerrequirements

Technical Assistant

Technical Assistant

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Rotary Group Roles & Responsibilities

Head GMS /CoMEE

Head Rotary group

Projects/ Capex

1+4 nos. 1+2 nos.

Rotary Specialists

Major Shutdown activitiesstrategies

Planning and execution ofMajor overhauls

Best practices development andim plement ation incoordination with CoMEETraining team

Facilitate improvem ent intechniques Vibrationanalysis, Lubeoil analysis,Thermography, etc.

Develop inhouse experts

Serve as central location forCondition Monitoring rel atedtechnical assistance

Best practices development andimplementation incoordination with CoME ETraining team

Equipment selection andsizing

Testing

Erection, installation an dcommissioning

Standardization ofequipment

D evelopme nt of standardsand codes for RIL

Lead equipment improvement prog Review maintenance activities and Enhance skill sets / com petency of Support Policy Group in identificatio

equipm ent and implem entation acr

Head Rotarygroup

Condition Monitoringspecialist

1+1 nos.

HeInstrum

gr


Head Staticgroup


group

Head Training& Developmentand KM group


Steady state availabilityenhancement

Critical Root C ause analysis

Troubleshooting

Modifications,enhancements anddeployment of equipmentlevel Maintenance practices

Best practices dev elopm ent andimplementation incoordination with CoMEETraining team


Technical Assistant

Technical Assistant

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Instrumentation Group Detailed Roles & Responsibilities (1/6

Head GMS / CoMEE

ProcessAutomation

Quality MeasuringInstrumentation

Rotary Eqp t. Inst. &Control systems

Control andShutdown systems

Field & custodytransfer

Instrumentation

InstrHead

Electrical groupHead Static

groupHead Rotary

group


group



Eqpt. Avail ability & R eliability Improvements in Re liability Engineering system

IPF (control systems, field sensors, control valves) Define Failure mechanisms and m odes

RCM techniques for instruments reliability enhancement Creation of specifications

Specialist Developm ent

Identification of Development Needs Identification & T raining in co-ordination with Trg. & Development Sec tion

IPF study & Audi ts SIS Asset Management

SIS S IL Classification & Verification Technology Advancement

Life Cycle Study Obsolescence Managemen t

New Te chnology Evaluation / Introduction

Technical Assistant

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Instrumentation Group Detailed Roles & Responsibilities (2/6

Head GMS /CoMEE

InstrHead

Electrical groupHead Static

groupHead Rotary

group


group



Feasibility study & Execution of APC/RTO/IP21 Projects Feasibility Study./ System architecture

Techno-commercial evaluation of vendor proposals Project Planning & execution

Benefit Analysis & sustained operation Training & Development

Awareness of APC to operations team./ APC operations to System Maintenance Teams

Condition Monitoring Studying and relaxation of controller constraints

Review/validation of controller tuning Analysis of critical problems and failures of APC/IP21/Optimisers/ TIS/TAS/OMIS & BOSS

New Technology Development Life Cycle study./ Obsolescence Managem ent

New Technology Evaluation / Introduction

Technical Assistant

ProcessAutomation

Quality MeasuringInstrumen tation

Rotary Eqpt. Inst. &Control systems



Instrumentation

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Instrume ntation G roup Detailed R oles & Resp on sibi l ities (3/6

H e a d GM S /C o M EE

InstH e a d

Elect r ica l groupH e a d S t a tic

g r o u pH e a d R o t ar y

group

H e a d S p . P a rt s& C o nt rac t s Mgt .

g r o u p

H e ad T r ai n in g& D e v e lo p m e n ta n d K M g r o u p

H e a d P o li c y &St ra t egy group

En ha nc e t e chn i que s a nd de v e l op be s t p ra ct ic e s LLF ; Sam p ling Sy s tem , Ana lyser Sta tus, Ca l ib ra t ion & Tes t Gases , Car r ie r Gas

Ana lyzer Hou se , Sa fe ty Sys tem, Ca l ib ra t ion , F i re & G as D e tec tion , Mon i to r ing Eq pt . Ava i labi l ity & R e l iabi l ity

Im provem en ts in Rel iabi l i ty Engine er ing system

Sam pl ing Sy s tem inc lud ing samp le take of f po in t De f ine Fa i lu re mec han ism s and modes

RCM techn iques fo r ins truments re l iab il i t y enhancem ent N e w Te c hnol ogy D e v e lopm e nt

L i fe Cycle study O b s o le sc e n c e M a n a ge m e n t

New T echno logy Eva lua t ion / In t roduc t ion Tra i n i ng & D e v e lopm e nt

Awa renes s o f Sam p l ing Sys tem to opera t ions / m a in tenanc e team Awa renes s o f Ana lyser s ta r tup / runn ing / shu tdow n opera t ions to M a in t ./Op r. Team s

Technica l Ass is tant

Proc e s sA ut om a t ion

Quality Meas uringInstrumentation

Rotar y Eq pt . Ins t . &Control systems

C ont ro l a ndS h u t d o w n s y s t e m s

Fi e l d & c us t odyt ransfer

Inst rumenta t ion

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Instrumentation Group Detailed Roles & Responsibilities (4/6)

Head GMS /CoMEE

HeInstrum

g


Head Staticgroup

Head Rotarygroup


group



Condition Monitoring

Calibration of Vibration Probes/other sensors during opportunity/shutdown Software backup / restoration

Eqpt. Availability & Reliability

Use of RCM techniques for reliability enhancement of Rotary Eqpt. Instrumentation.

Training & Development

Awareness of Maint. Techniques for Rotary Eqpt. Instr. to operations / rotary / maint. team.

Technical Assistant

ProcessAutomation





Instrumentation

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Instrumentation Group Detailed Roles & Responsibilities (5/6)

Head GMS /CoMEE

HeInstrum

gro


Head Staticgroup

Head Rotarygroup

Head Sp. Parts &Contracts Mgt.

group



Condition Monitoring Calibration requirements as per statutory/ISO requirements

Status / diagnostic checks of instruments where ever available Equipment Availability & Reliability

Use of RCM techniques for reliability enhancement of Field & Custody Transfer Instr. Training & Development

Awareness of Maint. Techniques for Field & Custody Transfer Instr. to ops./maint. team.

Awareness of applicable rules, standards etc. time to t ime Co-ordination of Standard Accredited Laboratories for maintaining the certif ication validity

Technical Assistant

ProcessAutomation





Instrumentation

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Civil Group Roles & Responsibilities

Head GMS /CoMEE

Head Civil group

Civil Engineering Specialist Pr

1+1 nos.

Develop bestpractice guidelines andspecifications for foundation design(incl. piling, open, raft etc.), superstructure design (all types), RCC work,finishing work, water proofing, steelstructural design , fire p roofing, painting,equipment loading and special buildingconstruction (control rooms)

Inspection specialisation for long termdegradation analysis incl. Jetties

Best practices implementation incoordination with Co MEE T rainingteam

Design (Subsoil and superstructures)

1+1 nos.

Inst

Firm up of specifications

Quality assessment

Application guidelines

Vendor assessment and work executionassistance to sites on :

Acid resistant tiling,

Equipment lining,

Fire Pro ofing,

Furnaces/ chimney etc.

All types of coating

Painting

Overa

Proje

Budg

Coorddesig

Deveconst

Bulkin

Proje

Regu

Support Policy Group in identifiand specifications for design, reimplementation across sites

Enhance s kill sets / com petenc Lead vendor assessment and w

for refractory


Head Staticgroup

Head Rotarygroup

Head SpareParts Mgt. &

Contracts Mgt.group




Technical Assistant

Technical Assistant

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INTRODUCTION




Generic Organisation Chart Engineering (Sites)GMS Head of

TechnologySite Head

(President)

Site OperationsChief Site CTS Chief Site CES Chief

CES MinorProjects Head

Design Head

ConstructionEngrs.

Planning (Matl./Resource)Engrs.

Design

Const.Mgr.

Planning( Matl./Resource) Mgr

Drg./ Doc.M r./Exec.

CES Mech.Maint. Head

CES MechHead (Engg.)

Plant Mech.Maint. M r./s

Plant Elect. Maint.

Plant Mech.Tech.

Mech. SectorManager/s

Plant Mech.Maint.Engrs /Exec.

Elect.W/S Mgr.

HOD Insp./Corr./ Static

RotaryS ecialists

HOD RotaryGroup

CES Elect. Head

Plant Elect. Sector

Insp.Specialists

CorrosionSpecialists

Power Elect.Mgr.

Elect. T/Ship Mgr.

Plant Elect.En rs/Exec

Workshop Mgr.Elec. Planning

M r

Workshop

Elect. Testing Mgr

Plant Elect. Tech.

Elect.W/SEngrs./Exec

CESElect. SectionHead

Power Elec. Engrs.

Power System

CESPlanningHead

Central PlanningM rs./ En rs.

Inst.W/S

Inst. PlanningM r / En rs

Quality M

DCS/SCADAEn rs.

Engr (StatutoInstrumentatio

TF Automat

Online AnalyEngrs.

CESInst DesignEngineering

Manager

CES Inst. Head

Plant Inst. Maint.

Plant Inst. SectorM r

Plant Inst. Engrs./Exec

Plant Inst.Tech.

CESInst. Sectio

Elect. Eqpt.

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3. Training / HR Initiatives:

The tool to convert dreams into reality is Human Resource development. Theperformance of the business depends immensely on the quality of its people. It has

been observed that even highly capable people loose the cutting edge over theyears if not properly developed. Hence training and development of human resourcebecomes at key endeavor for all businesses.

The current training system practiced at sites is very generic. It does not incorporatethe training needs of the individual based on his current and future responsibilities.

In order to have a structured approach for the competency enhancement & keepingpace with the technological advancements in the world today, it is essential tocontinuously hone our existing skills & competency levels.

Furthermore, on a continual basis we need to have a system through which we can

prepare our available talents to take higher responsibilities and in turn realize theSuccession plan as well.

The training & HR initiatives for the Engineering & Maintenance group shallfocus to:

Develop maintenance employee skills and attributes to align them to theorganizational roles and responsibilities

Improve reliability through development of employee skills and attributes

Improve employee productivity through alignment of skills to job requirements

Prepare the employee for higher responsibilities

Satisfy learning needs for the career development of the employee

The Work breakdown structure for the development of and taking the Training / HRinitiatives is defined later in this document as a compiled WBS for all initiatives.

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Presently trainingneeds identifiedthrough ILNA(individual learningneeds assessment)and 64 hrs training ismandatory formanager category.Technicians andworkmen are notcovered

Training & development:

The detailed requirement of the Training & Developmentshall be based on the :

Competency matrix developed for a particularFunctional Position

Competency mapping of every individual withrespect to the position

Finding the gaps & opportunities, Preparing customized training programs and Imparting the training.

The details of the above vision shall be mapped in theLearning & Development Functional Business Processchapter of Redesigned Maintenance Business Process.

However, it is desired that the above is aligned with the HRpractices for organization wide initiative for its overalleffectiveness.

Training needs shall be identified for an individual based onthe following steps :

Mapping of individuals into the function, Competencyassessment based on the identified competencyrequirements of function, gap analysis, Module selection& Training provision.

There shall be other Generic training needs for anindividual in order to improve the technical expertise/competencies like :

Business Process Training,

SMP Training,

Integrity training, Tools training of RCM/FMEcA,

RBI, IPF, Statistical analysis, RCA Training, S/D Management training

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4. Reengineered Maintenance business Process:

Each business unit has processes which drive the particular function. The quality andperformance of the function depends upon the quality of business process that drives

it. A simple, effective and value adding process increases the performance manyfolds and helps in contributing to the overall business objective.

Maintenance business processes have evolved over the years at Reliance. Thepresent Maintenance processes have many non value adding activities which havecrept in to system over time which reduces the efficacy of the processes. Moreoverthese are also not robust enough to withstand changing business scenarios of today.

In order to achieve uniformity & standardization across all manufacturing sites ofReliance Industries Limited, the Maintenance Activities shall be driven byStandard Maintenance Business Processes. These Maintenance BusinessProcesses shall be developed after critically examining and assessing the current

processes as well as the current processes prevailing in the world. All the non valueadding steps shall be done away with to have a focus on the required steps in theprocess only.

The Maintenance Business processes shall address all the processes related tovarious Maintenance activities like Preventive, Proactive, Corrective Maintenanceas well as aspects of Long term & Short term Planning, Scheduling ofactivities, Reliability Improvement, Root cause analysis, Strategy development,Monitoring & continuous improvement.

Each of the MBPs so developed shall address Objective, Key policies, Outputs,Quality Assurance, IT requirements, Process Flow, RACI Charts, Templates,

Guidelines & KPIs for the process. The MBPs shall then be IT enabled, and shall berolled out to all the sites after due training to end users and make ONE RELIANCEWAYof working at all sites.

Each process will be adequately linked to all the business functions as required sothat there is a seamless flow of information. RACI for each process activity will besufficiently defined to maintain clarity and control.

The Work breakdown structure for each of the Maintenance Business Process isdefined later in this document as a compiled WBS for all initiatives.

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Presently through SAPsystem which has limitedfunctionality and userfriendliness mainly forwork management,Failure analysis, materialprocurement, contractorwork certification etc.No structured documentsavailable are depicting allthe processes being

followed at all sites.Some of the maintenanceprocesses found SAPenabled to carryoutmaintenance transactions

The re-engineered maintenance business process:

The Reengineered Maintenance Business Process shalldefineall the maintenance activities in a structured & user friendlymanner as a one point Maint.management system.

This shall serve as an analytical tool than simply atransactional tool and shall include all the provisions of MIQAelements. The processes as identified are :

The Maintenance Business Process shall include:

Asset classification & Reliability ImprovementProcess,

Root cause analysis Process,

PM Process,

PdM Process,

Calibration, testing & certification process,

Changeover process,

Obsolescence management process,

Annual Planning & Budgeting process,

Multi year planning process,

Work Management Process,

KPI Process,

Audit & Review Process,

Knowledge management Process,

Learning & Development Process,

Employee evaluation process,

Career development Process,

Turnaround management Process,

Minor Project Management,

IMMS (Materials & Contracts- Developed separately),

Change management (Developed under PSM to beused in Maintenance)

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5. Creation of Reliance Standards:

Since Reliance Industries Limited have multi site operation with multi business

streams of Exploration & Production, Refining, Petrochemicals, Polyester etc., it isessential to have Reliance Standards in the Maintenance & EngineeringManagement to have a strategic & sustenance for ever.

In the current context of increased output, high information flow, multitasking, attritionetc the relevance of such standards gets multiplied These standards shall serve asthe foundation stone of a strong Maintenance & Engineering culture. The variousstandards as identified shall include:

Best Practice Guidelines Design & Engineering Practices including commissioning of assets Maintenance Procedure Standards ( Generic Procedures)

SMP Work stream

Maintenance is a field oriented function and hence the performance ofmaintenance depends very much on the performance of the activities performedon the field.

Standard Maintenance Procedures (SMP) are an integral part of a maintenancefunction in order to achieve the desired level of quality in the execution of the

jobs and have a visibility of what is performed each & every time.

The SMP work stream shall focus on Equipment specific Standard MaintenanceProcedures & target at the Mechanical Integrity & quality Assurance inmaintenance.

The objective of this work stream shall be to enable smooth job execution inaddition to maintaining quality & to include technological changes as well as allequipment related information

The SMP work stream shall also prepare the Job Pack for all the identified assetswhich will contain the details of the task its frequency and all related documentsas may be needed during the execution of the activities on the asset. This willensure availability of all relevant information available & linked to the particular

asset.

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The Work breakdown structure for each of the Maintenance Business Process isdefined later in this document as a compiled WBS for all initiatives.As is vs. To-be Process:

As-Is Process/system To be Process/ system

Presently equipmentwise SMPs areavailable forassemblyand disassembly andto some extentcheckpoints to controlquality

Engineering & Maintenance Best practice: These shall bedeveloped on the type of assets and shall serve as a guideline forcreation of Maintenance definition of a particular asset.

Design & Engineering Practices Standard: These Standardsshall be developed in order to have a focused eye on the asset tobe procured during Design stage or otherwise. These shall alsoinclude details & requirements of commissioning of assets. (For anew project or replacements of existing assets.

The Maintenance Procedure Standards (Generic): Thesestandards shall be prepared for type of assets and shall cover the

steps of Introduction, Applicability Scope, Safety instructions, Step wisegeneric procedural steps, General guidelines, Reference to aStandard/Code/RAGAGEPS, Responsibility (for Procedure writing,Procedure approver, Job executor, Data interpretation, Report approval,Concession & Deviation approval, Training requirement of the job executor

& approving bodies etc.), & Records keeping instructions. Thesestandards shall be the base for development of asset wise StandardMaintenance Procedure (Specific) along with the check sheets.

SMP Work streams :

Job Pack : Every asset to have a Job Pack with following detailsmapped as applicable : Task Description (incl. Tests, insp. & calibrationwith their conditions); Frequency of task, Risk Assessment, SMP ref.(Generic/ Specific), Check Sheets/ Equipment Service Sheet, Crosssectional drawing, Special Tools & Tackles with Risk assessment, Blindingdiagram, Trips & Alarm file, Range file/ Logic diagram/ Single line diagram,Asset specification sheets, OEM guidelines, Last Chance InspectionSheets, Applicable RAGAGEPs.

Specific SMPs: Specific SMPs shall be prepared for each asset &shall have Applicability scope, Task details, Frequency of task,Tools/tackles requirement (incl. Hazards & its mitigation & test

certificates), Tests & Inspection requirements with frequency, Stepwise procedure, Check points, Hold points, Responsibility, Records

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6. IT Enablement:

Information technology (IT) has immensely helped organization is achieving their objectivesby way of reduced time lines and automation. Though our present maintenance system is

CMMS driven, it does not entail the complete business function. There are a substantialnumber of processes outside the system which are driven manually. In addition to this thecurrent SAP system is tedious and not user oriented.

To eliminate all such issues, the IT platform shall be leveraged its actual potential. The threeareas as identified for IT enablement are:

IT/ SAP enablement of all the Maintenance Business Processes Provide built in checks & balances Front end IT development

The Maintenance Business Processes developed shall require IT enablement in order tobring multiple business processes on a common working platform and have:

Improved Visibility of Structured Maintenance Processes

Standardization of Maintenance Business Processes all across RIL Report generation & Data capture made easy KPI- A Dashboard approach- System centric & system developed information Uniformity of all data/ information across function/ Plant / Site Systematic approach towards easy retrievability of information / History Unstructured History/ reports made structured & usable a key input to RCM All Maintenance transactions made easier & simpler thru Home page concept People become free for quality work in quality time - with better result visibility Knowledge & Skills Improvement Overall improved asset reliability with reduced maintenance costs

The Work breakdown structure for all the above three aspects of IT Enablement is defined

later in this document as a compiled WBS for all initiatives.

As is vs. To-be Process:As-Is Process/ system To be Process/ system

Presently the entiremaintenance systemis driven on the SAPplatform with verylimited approach.

A) All the Processes as defined need to be SAP enabled, UAT done,End user trg. Done & rolled out. The system shall have inbuilt monitoringfeatures to bring in user discipline Detailed in individual Process elements

B) The Process shall define all the possible checks & balances in orderto restrict forward movement in the work cycle if the prerequisite or theassigned authority has not finished the mandatory steps. (e.g.)

C) Front end IT development : In order to bring visibility of the systemeffectiveness, various actions taken, status, interfaces with other modules,an analysis need to be made to find out the need for a Front End ITframework

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7. Key Performance Indicators:

Continuous improvement is need of the hour. For a good system and to have long termsustenance, one must continuously measure the performance levels & capture theimprovement opportunities. KPIs play a major role in providing the snapshot of the currentperformance. This also forms the basis for the management to decide future action plan tofurther enhance performance.KPI system at sites is presently a manual process and lacks comprehensiveness. We need toincorporate global practices and international benchmarking system in our KPI process to beat world class standards. A comprehensive system driven KPI system will be developed tocapture and provide relevant information to various levels of management. The generation ofreports will be automated so as to eliminate manual error and optimize time utilization ofpersonnel. In a bid to achieve this vision, the KPIs for the Maintenance management systemshall be developed in a dashboard form along with the MIS so that the information level ismade uniform across the organization as well as have learnings shared.

The KPI process shall be one of the identified Maintenance Business Processes and willinvolve development of a Management dashboard using the process Performance indicators(PIs) and senior management vision for the maintenance function. This dashboard will beused to measure performance at following levels:

Level 1: Site level (e.g. HZ or JG or PG)Level 2: Plant level (e.g. JG Aromatics)Level 3: Plant Function level (e.g. JG Aromatics Mechanical)

KPI development and target setting will be carried out at all levels, for the relevant metricswithin the maintenance KPI dashboard. This target setting will be based on evaluation of pastperformance within Reliance, best maintenance systems / trends, functional bestmaintenance practices (global), global peer benchmarks and functional peers in group.Efforts will be made to ensure that maximum KPIs are collated through the system for allprocesses. There will be clearly defined guidelines and formulae to determine the values forthese KPIs.The Work breakdown structure for all the KPI development is defined later in this document

as a compiled WBS for all initiatives.

As is vs. To-be Process:As-Is Process/ system To be Process/ system

Presently there is nostructured KPI defined in thesystem, however, user canuse the BI platform forpopulating some of theindicators. These indicatorsare not in practice due to verycumbersome process to getthere. There is no systemdriven MIS for performance, however,monthly manual reports are preparedwith inputs from operating units.

The KPI feature of the Reengineered Processesbrings in a dashboard approach based on theroles of the person i.e. Plant-Discipline level, Plantlevel, Site level

An MIS is attached with the KPI dashboard withminimal entries from the user for detailed reviewof the issue.

There is a detailed method of Target Setting ratherthan adhoc provision.

A working level MIS for immediate snapshot of theMonth to date & Year to date information on theactivities balance at user level can be found out.

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8. Governance:

In the absence of a structured Governance system for the discharge of functions in anymanagement set up creates confusion and develops people centric methods of controls ofthe activities which is not only a wastage of quality time of an individual but also createsadhocism in the system.In order to avoid such confusions & wastage of time, a defined set of governance shall bedefined in the Strategy & Policy document of the Reengineered Maintenance BusinessProcess which shall be followed across the maintenance organization of Reliance IndustriesLimited.However, there may be requirement of installing certain site/ business specific Governancetools which shall be developed by the respective sites.

The Work breakdown structure for the development of Standard Governance structureis defined later in this document as a compiled WBS for all initiatives.



Presently there is no structuredgovernance available in thesystem for meetings, reporting,Managing points, controllingpoints etc.

The Governance chapter shall be developed in the Strategy& Policy document of Reengineered Maintenance BusinessProcess.The Governance shall clearly define in a focused manner toprovide meaningful value addition by each individual in thewhole maintenance chain of the business.

The Governance shall be described thru :Meetings:

Plant rake up, job scheduling, Maint. Perf. Review,

Reliability review, Site safety review, Plant safety review,Plant performance review, S/D review

Monitoring Points:Job/ RCA cycle check, Reliability Improvement initiativecycle check, Insp. & Testing schedule check, Job fieldsupervision check, Job field safety check, Trainingeffectiveness cycle check, Budget tracking & variancecheck, Material requirement/ preservation & issue cyclecheck, Performance monitoring, Obsolescence monitoring

Audit & Review points:Maintenance business process audits-Intra Plant/ InterPlant/ Inter site/ External, RCA quality for in depth

analysis, Plant performance audit & review, SitePerformance audit & reviewApproval points:

All exceptions to asset performance & monitoring points

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D. Maintenance & Engineering Business TransformationMethodology:

A. Base work :

1. Baseline & assess the current O&M practices at select sites for the Process maturity andacross all sites for Process performance

2. Identify gaps, conduct analysis and prioritize improvement opportunities

B. Development & Implementation of Initiatives to transform:1. Creation of Maintenance Strategy & Policy To be prepared centrally2. Organizational redesign To be prepared centrally for the Centre of Maintenance &

Engineering Excellence & Site Maintenance & Engineering teams. (Draft ready forreview)

a. Prepare the redesigned structure & get it approved from the apex body.b. Prepare the strategy for inductment of persons as per the organization structure

at the central level

c. Recruit/ transfer identified persons from sites for filling the identified central levelfunctions.d. Identify persons at the site levels for occupying the identified functionse. Train the inducted persons into their functions.f. The Site CES Organizations to take up the Succession planning steps of

identification of positions, identification of potential candidates, Groomingindividuals by empowering, coaching, guiding & mentoring the identifiedindividuals.

3. Take up initially one of the major topics as identified in Maintenance & EngineeringBusiness transformation. Here to begin with, since a quantum jump is feasible inbringing in the uniformity & standardization in the maintenance business processes, thedevelopment, SAP enablement & Implementation of MAINTENANCE BUSINESSPROCESS is taken up.

4. During the course of Maintenance Business process implementation, The Key

Performance Indicators & Audit & Review system shall also be taken up as they formpart of the MBP itself.

5. The BT Initiative of IT Enablement of Various Processes & Front end ITdevelopment shall also form part of MBP development & Implementation.

6. The Governance part of the BT shall be undertaken by the sites as developed in theMaintenance Strategy document, suited to the respective sites requirements.

7. Training / HR Initiatives: This initiative is basically divided in two parts.a) Actual individual Competency assessment, Gap analysis, Training module

preaparation, Other functional training module preparation To be done byrespective sites based on the Centrally prepared competency matrix.

b) The second being preparation of Training calendar discipline wise centrally &actually imparting the training. This is identified as an Improved and focusedTraining initiative to create strong organization from functional expertise view

point and render services to the operating units to maximize the overalleffectiveness. This shall be done centrally as well as at site levels.

8. The BT initiative of Creation of Reliance Standards shall be undertaken separately atthe Central level (CoMEE) as identified earlier in this document under even heading.

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C. Status & Next steps:

1. Baseline & assess the current O&M practices at select sites for the Process maturity andacross all sites for Process performance (Completed)

2. Identify gaps, conduct analysis and prioritize improvement opportunities (Completed)

3. Creation of Maintenance Strategy & Policy Completed - Refer Strategy & PolicyChapter of Maintenance Business Processes

4. Organizational redesign The redesign concept document for the Engineering &Maintenance at the CoMEE level & functional organization at the site level is prepared &ready for review Refer Organizational redesign chapter above.

5. Development, System enablement & Implementation of Maintenance BusinessProcesses:a. Development of all the Maintenance Business Processes as identified in the site

assessment & gap analysis - centrally with reviews of Reliance Subject matter Expertsas well as International experts in the area of Maintenance Management

b.Phase wise system enablement of all IT aspects for the above Maintenance BusinessProcesses.

c. Imparting Training to all concerned (end users) in the Maintenance chain for theredesigned processes in order to enable them to discharge their functions in the

respective areas in a professional manner.d. Rolling out Basic processes Asset Classification/ WM/ RCA/ Calibration Process - across

all sites and balance to be Piloted at a select site & plants before covering all units.

Maintenance Business Process implementation: Prioritization

Phase 1 processes

Reliability Improvement andAsset Classification

RCA process Work management process PM process PdM process Calibration and testing process KPI process Annual Planning & Budgeting

Process Multi Year Planning Process

Phase 2 processes

Audit and review process Obsolescence

Management Shutdown Management Changeover process IMMS Processes Standards development Minor Project Execution

Process Change Management

Process

Phase 3 processes (HR tolead for business wide

inte ration

Knowledge Mgt. (e-Doc)

Learning and developmentprocess

Career development process

Start Phase-1Prerequisites

Start Phase-2 PrerequisitesBegin rollout of Phase-1

processes

Start Phase-3 PrerequisitesBegin rollout of Phase-2

processes

Begin rollout ofPhase-3 Processes

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E. Engineering & Maintenance Business transformationTeam members:The teams identified shall initially work for the User Acceptance tests and Implementation ofMaintenance Business processes at the manufacturing sites and support the other businesstransformation initiatives from time to time.

Central Team (Central PMO): Project management Team comprising of :

Project manager Project Leads (4): One Overall, & one each for Mech., Elect.,& Inst. Process Champions (Dedicated) : Max. 3 processes per champion

Functional experts (Need based): The Functional experts shall be providing thespecific guidance to the Central PMO in complete management of the program forrespective functional areas on a need & request basis from the Central PMO.

Site Teams (Site PMO): Site Project Manager (Dedicated)

Site Process Champions (Dedicated) : An individual shall lead not more than 3Processes at a time

Plant executive teams (Part Time- in addition to their regular activities): Therespective Plant teams shall steer the implementation of the initiatives in day to day

activities. This way these initiatives can be used in ONE RELIANCE WAY totransform our legacy practices to a world class Maintenance system.

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F. E&M Business transformation Program management:

Each of the Business transformation initiatives shall be treated as a Project. The program management ofthe entire business transformation shall be structed as per the following setup :

Apex Committee : The overall direction and executive oversight to the entire MaintenanceBusiness transformation initiatives shall be provided by an Apex body comprising of :

Corporate sponsor Business Executive Sponsors Site CES Heads CoMEE Functional Heads IT Sponsor

The Apex body shall review the progress of the projects from time to time & provideguidance.

Central PMO : The Project shall have a dedicated Central Project Management office under adesignated Project Manager. The central PMO shall:

Develop the overall business transformation plan in line with the Apex bodyguidelines

Guide implementation through Site champions Seek feedback on important issues Make Process design changes as required Site Communication & ensure uniformity Cross pollination of implementation learning Monitor implementation project Report the progress to the Corporate at a group level

The central PMO shall prepare a Work breakdown structure along with the Scope,Timelines, Responsibility, site ownership, and Manpower requirement to execute theactivities at Central / Site PMO. The Central PMO shall monitor all site progress as wellfrom time to time.

There will be a set target for each WBD points on a fortnightly basis and shall beoverviewed/ reviewed every fortnight by the central PMO

Site Apex body : There will be Site level Steering committee comprising of Site Head, Site CESHead, Functional Heads and Process/ Program wise Site champions and shall:

Have Ownership of site level implementation and roll-out Enable process implementation at site Monitor site level Progress

The Site level steering committee shall review the progress of the project & itsimplementation at respective sites from time to time (At least once in a month)

Site PMO : There will be a Site level Project management Office under a dedicated Programchampion (reporting to the Site CES Head) and shall work in close coordination with the CentralPMO. The functions of the Site level PMO shall be to:

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Drive implementation of processes at the site Provide feedback to Site Implementation Head & central team on Progress,

Constraints, important issues every fortnight Conduct change management initiatives and training activities (train the trainer) Communicate across plants for the site

Plant Executive team : The Plant level execution teams as identified by the Site CES Headsshall

Implement processes at plant level on a day-to-day basis, based on guidance fromsite level PMO

Execute necessary training and provide guidance at user level

G. Quick hits for E&M BT:

1) RCA program effectiveness Time & Quality perspective B & C Class RCA validation & team formation in time B & C Class RCA analysis & approval in time B & C Class RCA in depth analysis review by Functional Expert

2) Job Planning & Scheduling compliance Planning of jobs latest within 3 days of identification Job Scheduling of jobs in time PTW Closure holding job closure more than 15 days Job closure & validation more than 7 days after PTW closure

3) PM (minor & major invasive), PdM, Inspection, Testing, Calibration, Schedule fixation &compliance in time

4) Asset criticality analysis with perspective LOF/LOC/LOB

5) Job pack preparation for each asset for all types of tasks

6) Attaching Maintenance definition (Tasks) to each asset with frequency

7) SMP Preparation with check sheets (Step wise instruction, check sheet for limits & tol. etc.)

8) Critical components-identify, adequacy check & develop specification/ ROL/ROQ/ QA Plan/MERI/ Preservation

9) BOM Correctness minimum 1000 items/month/discipline/site

10) Data cleanup minimum 1000 records per site per month

11) IPF study Minimum 5 study / site/ month along with strategy (maintenance task) correction

12) FMEcA study - Minimum 5 study / site/ month along with strategy (maintenance task) correction

13) RBI Manual creation with review min. 1 plant / site / month along with strategy (maint. task)correction

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14) Competency mapping of all individuals minimum 50 persons/week/Site along with gap analysis

15) Training program initiation for individuals (Classroom, guide, mentor ) as per gap analysis

16) Succession planning for key positions (from top to Maintenance Manager level)

17) Rotation of persons minimum 2 persons/discipline/ site

18) Training of maintenance persons in MIQA initiative minimum 50 persons / month / site

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INTRODUCTION




H. Work Breakdown Structure:

Maintenance Business Transformation - Activity Chart(Pls. note that the Scope, Resource required and the target dates shall be finalized at a later date after discussio

ACTIVITIES Resp Owner Scope Resource Reqd

1.0 Maintenance Strategy and Policy1.1. Reengineered Maintenance Strategy,

Vision, Mission, Strategy to bedefined

CoMEE A K Pandey

1.2. SAP enablement for capturing thestrategy Asset wise Equipmentclassification & mapping ReliabilityImp. Process as well as maint.Activity with

SAP A K Pandey

1.3. Equipment classification & mappingReliability Imp. Process as well asmaint. Activity with frequency

P.Girdhar Site CES

Head

1.4. Monitoring & Audit for Job cycleeffectiveness

P. Girdhar Site CESHead

2. Organizational Design

2.1. Approve Org. structure of Maint. &Engg at Sites as well as CoMEE -CoMEE level with proper alignment

CoMEE

2.2. Succession Rotation plan preparationup to Maintenance manager level

Sites

2.3. Identify positions where successionplanning is needed in the first place

(Strategic positions)

Sites

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2.4. Identify potential candidates for thevarious positions as identified aboveacross all sites

Sites

2.5. Check individuals competency levelthru Competency assessment chart

Sites

2.6. Find out leader development needsthru gap analysis of the competencyneeded vs. available

Sites

2.7. Announce to the individuals for theirfuture roles & expectations

Sites

2.8. Provide necessary guidance at sitelevel for development

CoMEE / Sites

2.9. Enable, Guide & Monitor progress foracquiring requisite competency level

CoMEE/ Sites

2.10. Implement Succession & Rotation

plan & monitor effectiveness

Sites

3. Training & HR Initiatives

3.1. Competency mapping & Enable training & certification

3.1.1. Competency matrix preparation for allpositions

CoMEE

3.1.2. SAP Enablement of Competencyassessment

CoMEE/SAP

3.1.3. Competency mapping teamsdeclaration at sites

Sites

3.1.4. Conduct competency mapping inbatches

Sites

3.1.5. Preparation of Training Modules

mapped to each competency

CoMEE/ Sites

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elements & levels

3.1.6. Training plan preparation for the LevelI & Level II

Sites/ CoMEE

3.1.7. Conducting training thru subjectmatter experts - well establishedfaculties

Sites /CoMEE

3.1.8. Enable, Guide & Monitor progress foracquiring requisite competency level

Sites

3.1.9. Career progression plan preparation& execute up to Maintenancemanager level

Sites

3.2. Functional experts identification, enable & certification3.2.1. Identify Functional expert positions &

their locations

CoMEE

3.2.2. Identify mento