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Plant Maint
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Use of Integration PM-PS for Effective
Long-Term Planning
Joseph Layani, PMP
Société de Transport de Montréal –
Montreal Transit Commission
Introduction & Overview
Trigger points & Key challenges
Journey to Success
Integration Process and Achievements
Key points to Take Home
Questions
What I’ll Cover
Introduction & Overview
STM in numbers
• 405 million of transits per
years
• 9600 employees
• 2 main operational
branches: Buses and
Subway
• Total assets values:
> 14 billions US$
o Buses (1700 on 210 lines),
o Infrastructures ( > 200
locations all over the city of
Montreal)
o Subway fixed assets (5 lines,
68 stations)
o Rolling stocks ( >760 subway
cars)
Introduction & Overview
SAP-EAM at STM in numbers
• PM for the maintenance of :
o Buses (since 2002),
o Infrastructures (since 2006)
o Subway fixed assets (since 2010),
o Rolling stocks (on-going project)
• Portal is used by maintenance end-users
• BW and BI-BO for KPIs production
• PS for Infras. projects only (since December 2012)
Project Closing
Project Initialization
Project Planning
• Based on engineers estimates
• In a third party software by projects coordinators (Eng. Dept.)
Project execution
• External : PO to contractors in MM-SRV and Serv. entry
• Internal : PM work orders by maintenance planners
Project control
• Report in CO (Internal order) once a month
SAP-PS for Infrastructure projects lifecycle
Slide 5
Maintenance Planning
•In SAP-PM
•Based on
•Maint. Plans simulation,
•breakdown estimate
• & projects
•Use of Maintenance Work Centers
Long term planning process
Overall needed working
hours
Estimated projects work
hours for internal
resources
Preventive maintenance
backlog
(hours/WC)
Preventive maintenance
( hours / work centers)
Corrective maintenance (hours /WC)
based on historic data
Infrastructure
Projects planners
Infrastructure
Maintenance planners
Infrastructure
Maintenance Manager
PM work orders
PM task lists
PM work orders
Trigger points
Lack of integration : Maintenance vs. Engineering
• Impossible to compare project estimates, made in the
third party software, with the planning made in PM
o High level work area vs. PM work centers
o Annual Maint. team capacity allotted to projects : imprecise
• Impossible to adjust the planned vs. actual
o Only CO reporting, by the end of the posting period, for cost
reporting – no advancement calculations
Maintenance Engineering
Key challenges
Simplify the projects planning process
• Productivity improvement for the Eng. Group
Match the project resource plan with PM capacity
• More accurate human resource planning
Get a complete view of assets costs (by locations)
• Consolidation of project and maintenance costs per FL
Kick-off Blueprint(PS & BI)
Realization and tests
Conversion & user training
Support & BI deployment
SAP-PS project Roadmap
o Implement SAP-PS as a project planning tools
o Get rid of the 3rd party software
o Convert more than 400 active projects
o Develop a combined capacity management
o Create relevant reporting and KPIs
October 2011 May 2012
(6 months) September 2012
(5months) November 2012
(2 months) December 3rd 2012
Important Considerations
Change management
• Planning tool : Department for infra. projects PS
• Cost collectors : Finance department follow Infra. projects with
WBS instead of internal orders
• Work Centers usage: Maintenance planners have to share
“their” PM work centers with Project planners
Implication of High Management (communications)
Compose a Project team with Maintenance, Engineers and
Finance members
Technical considerations
Use of PM-PS integration points
• WBS elements are linked to the FL on which the project is
performed
• Project activities for internal resources are planned with a
control key that allows “capacity requirement”
• PM order affectation to projects leads to an automatic
replacement of the activity control key (no capacity req.)
• Work Centers usage must be changed from “Maintenance”
usage to “All task list types” usage
Results
Business process integration
Project Functional Location
Maintenance Order for projects
Work Centers
WBS
Network Activity (Internal labor)
Long term project planning Short term planning
Infrastructure project planners
Infrastructure Maintenance planners
Link
Results
Business process integration
Project
Functional Location
Maintenance Order for projects
Work Centers
WBS
Network Activity (Internal labor)
Short term planning Infrastructure project planners Infrastructure Maintenance planners
Capacity requirement is disabled
for project activity
Long term planning process - improvement
Total work hours
(Planned)
Estimated projects work
hours for internal work centers
Backlog for preventive
maintenance
(hours/WC)
Calculated PM work hours for
preventive maintenance
Estimated corrective work
hours /WC based on
historic data
Infrastructure Projects planners Infrastructure Maintenance planners
PM
PM
PM/BW
PS
BO
Infrastructure Maintenance Manager
More accurate Capacity estimate
Project planners
• Are able to give to the maintenance sections
o An estimate based on all project activities using the same work
centers as the maintenance dept. (Electricians, Mechanics,
Plumbers…)
• Are able to use PM historic data to plan new projects o Work centers utilization in PM orders related to projects
• Are able to adjust project plans according to
maintenance section work load capacity leveling
More effective decision making
Maintenance managers
• Are able to challenge their participation to projects in
regard to their preventive vs. curative objectives
o By using overall projects analysis and regular PM reporting
Maintenance planners
• Are able to react to change of project timeframe
o Overall work hours needed is adjusted once a month
Short term planning process
Slide 17
Project work orders are created at
the right time
no more “floating” orders in the
system
PM order capacity requirements
replace the initial PS activity
capacity requirement
No duplication of resources
requirement in the project
Configuration point
Slide 18
Our way to EAM consolidation
Use of Functional location in PS
• Complete Cost analysis per FLOC includes PS data
o Investment planning per location Maintenance deficit reduction
• Asset lifecycle evaluation Definition of an Asset “Health”
indicator
o based on BW data and BO reporting
Gap Reduction between 2 planning groups
• Integration leads to interactions Better Productivity
o Work centers resources integration
o Functional location object integration
More decision making tools
• Better project execution follow up
o Standard PS, BW and BO reporting and analysis
Change management consideration
o Communication and User training is the key of success
o Test team must involve a large panel of end-users
Key Points to Take Home
Questions
Thank you
Slide 21
