Maintenance Strategist

Version 1: 26/10/2005

Role Outline
Accountabilities
The Maintenance Strategist is accountable to the Manufacturing Superintendent for the area,
and functionally accountable to the Practices Leader - Strategy

Purpose
The maintenance strategist is a key member of the Manufacturing team and Maintenance
Alliance whose primary responsibility is to drive sustained improvement in process uptime and
unit cost reduction, through facilitation of an integrated and holistic approach to elimination of
losses resulting from poor practices, systems, materials and incapable equipment while
minimising risk to the business.
Formulates asset maintenance strategy and budget, in line with the manufacturing team
priorities, and monitors the implementation and effectiveness in delivering the business plan
targets in line with optimising whole of life cost.

Key Result Areas

Safety and Environment
o Conduct regular safety audits
o Ensure that all maintenance tasks are developed and executed using all
appropriate safety standards to best assure safe outcomes
o Lead the development and adherence to safe systems of work.
o Ensures the compliance with regulations, policies, etc

You will play a leadership role in setting a high standard of conduct with regards to safety and
environment issues and responsibilities.
You will set high expectations for the safety requirements in the maintenance procedures carried
out on your unit(s).

Maintenance Strategy
o Develop an Asset Management Plan
 Produce life maintenance plan to meet business needs (life budget,
maintenance risk, execution strategy, retirement strategy, capacity
improvements)
 Develop plant criticality – a process to be carried out in order to
document asset management strategy.
o Formulate and document the Annual Maintenance Plan – and modify these in
response to unit / business performance needs
o Develop equipment strategy
 Identify, document and implement equipment inspection, calibration
requirements and ensure compliance to same

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 Identify, document and implement lubrication requirements

 Identify condition monitoring needs and priorities
 Contribute to strategy development for like equipment across site
 Draw on sitewide resources for strategy development
o Review current maintenance strategy and plant performance
o Overview maintenance program and regularly audit for compliance and
performance of safety & environmentally critical equipment

Responsibility for the maintenance strategy of your process unit is your primary responsibility.
You will constantly work at developing and refining your strategy. The output from your work will
be at several levels – asset management plan, annual maintenance plan, equipment strategy,
executable equipment plans reflecting strategy.

Developing an Asset Management Plan will be a process that becomes a plant standard
procedure and you will have input to developing that process with other strategists and the
practices leader- strategy. You will then be responsible for executing that process for your unit(s)

The Annual Maintenance Plan is a shorter timeframe plan (financial year) and will be a process
that becomes a plant standard procedure and you will have input to developing that process with
other strategists and the practices leader- strategy. You will then be responsible for executing
that process for your unit. The Zero Based Budget will be a fundamental subset of this plan.

Practices Leader –Strategy will define the methods for developing and documenting equipment
strategy. PMO is a tool that is likely to be employed. You will be responsible for carrying
out/initiating this process where the needs are identified. The needs will be identified via
prioritisation of improvement opportunities. (Refer Manufacturing Unit Priorities KRA) Training in
Reliability Methodologies and Theories may be required. You will contribute to strategy
development across the site for like equipment and will also need to draw on all available
resources to develop strategies for your unit,

A constant focus will be reviewing the maintenance strategy at the different levels and revising
maintenance strategy plans. There will be many triggers for this review – business context, new
technology, failure analyses.

Monitoring compliance to the executable maintenance plans will also be your responsibility,
however a systems means to do this will be established by others and others will produce reports
for you. (Work coordinators/Condition monitoring personnel) Of particular focus will be your safety
and environmentally critical equipment.

Maintenance Budgets
o Develop and monitor the units’ maintenance budget
o Regularly review performance to budget
o Input to capital plan

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Using the recently developed ZBB Setting Procedure you will be required to prepare a detailed
budget annually for your unit(s). You will also participate in the strategists network to revise and
improve the budget setting process.
You will review performance to budget via standard reports (standard reports determined by
strategist network) and attend regular budget review meeting to help manage issues. Your
equipment condition knowledge will require you to provide detailed input to the capital plan for
your manufacturing unit.

Manufacturing Unit Priorities

o Review process performance with operations personnel
 Review priorities
 Review process and equipment performance with process analyst and
other manufacturing team resources
 Review corrective work
 Assist to propose review improvement opportunities
 Review first cut root cause on chronic problems and ensure effective
closure

Manufacturing teams should have an active process where KPI’s around delays, non-prime,
customer complaints, risk registers are being reviewed regularly and analysed and task
briefs/projects identified, prioritised and active projects decided. You will participate in this
process and contribute specific equipment condition knowledge and improvement opportunities.
Root Cause Analysis projects for Chronic Problems will be identified as part of this process –you
will seek additional resources as required and review progress on the investigations

Maintenance Work Planning

o Review planned work
 Review short-term maintenance priorities
o Ensure that all maintenance tasks are developed and executed using all
appropriate safety standards to best assure safe outcomes
o Ensures quality of all Maintenance Procedures to appropriate standard
o Leads, assists and performs troubleshooting and repair work as required.

The Work Coordinators and the Area Maintenance Leaders will be preparing plans for the
scheduled outages for your unit. You will be required to overview those plans to ensure it reflects
the asset requirements that you are aware of or have requested in your capacity as the person
responsible for the asset’s condition. If a requested job is not in the standard library of work to be
done for your unit it will need to be created and the work coordinator may request your assistance
with this.

Maintenance Strategy Process Development

o Networking
o Participates in knowledge and practice management for areas designated as
critical to the business

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The processes you use in developing maintenance strategy plans from high level to equipment
specific level will be standardised plant wide through strategists network.

People Development
o Mentors and coaches Reliability Technicians and reliability resources in
technical, interpersonal and leadership skills
o Manages personnel performance
 Responsible for all team member performance reviews
 Ensures people are committed to clear goals and concrete measures
 Addresses employee issues, grievances, and potential disputes

You are expected to understand and follow Human Resources policies and procedures for
appointing staff and other aspects of people management. You will seek to improve your people
management skills via your own performance appraisals with the Manufacturing Superintendent,
networking with other Strategists.

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Key Performance Indicators

The performance in this role and its value to the business will be assessed using the
nominated key result areas and by formal annual performance assessments.

The key performance indicators for the Maintenance Strategist are typically:

Lagging Indicators

1. LTIFR
2. MTIFR
3. WIFR
4. Increase in % OEE
5. Decrease in % OEE Variation
6. Decrease in # of line-stops
7. Variance to budget
8. Decrease in R&M cost as a % of total conversion cost
9. Decrease in R&M Cost/tonne
10. Decrease in number of breakdowns
11. Number of start up failures
12. Evidence of process updates

Leading Indicators

1. # of audits completed
2. # incidents per 10000 man-hours
3. # of environmental exceedances
4. # of critical equipment with completed strategy to plant standard
5. % maintenance Reactive vs Preventive
6. Compliance to the ZBB process
7. % of planned preventive maintenance versus corrective maintenance
8. % of reactive work order rate ($, hrs, etc.) ???
9. Survey or feedback from Manufacturing Team
10. % of compliance to preventive maintenance schedule
11. % of compliance to conditional monitoring schedule
12. # of “One Best Way” practices adopted
13. % of maintenance practices audited
14. % of compliance to Change Control
15. % of planned work with 2 weeks lead time (d/day)
16. % of planned work with 3 months lead time (shut down)
17. # of process updates
18. Evidence of adherence to Western Port/BSL standards
19. All elements in the Maintenance Audit for the Manufacturing System at Level 1 or
higher

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20. Employee development/training plan in place

21. Survey/Feedback from Reliability Technicians
22. # of 1-on-1 documented discussions with Technicians

Key Competencies
Key Technical Skills
o Root Cause Analysis (RCA)
o Planned Maintenance Optimisation (PMO)
o Reliability Centred Maintenance (RCM)
o First Priority
o MIMS
o Job Request System
o Planning Tools
o Work Flow
o Job Packager
o ATWP System
o KT Tools
o Zero Based Budgeting (ZBB)
o Safety Management System
o Environment Management System
o Change Management System
o Trial Plan

Key Non-Technical Skills

o Coaching for Improved Performance
o Team work
o Business Acumen (thorough understanding and alignment to business goals
and drivers
o High technical and personal credibility
o Practical, analytical, systemic and disciplined

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Key Interfaces

These statements show what the Maintenance Strategist provides to, and receives from key
contacts.

Contact Interface Requirements for Maintenance Strategist

Unit Manufacturing Provides the Asset Management Plan and Annual Maintenance Plan,
Superintendent including budget
Receives agreement on unit goals and measures
Practices Leader Provides unit level Plans for incorporation into works plans
Strategy Receives the systems and standards for maintenance strategy
development
Reliability Engineer Provides priority and data for reliability tasks
Receives progress reporting on reliability tasks
Work Group Leader Provides technical understanding of the maintenance strategy in
place
Receives information about equipment condition and strategy
improvement suggestions
Reliability Provides work priorities, mentoring and performance management
Technicians Receives information on equipment condition for strategy
development
Work Co-ordinator Provides direction on standards and sets priorities for corrective work
Receives schedules of work (weekly, down day, etc.) for the unit to
review
Area Maintenance Provides the Asset Management Plan and Annual Maintenance Plan,
Leader including budget
Receives execution of maintenance plans and formal information on
performance to budget
Process / Product Provides information on equipment condition and effect on process
Technologists and product
Receives understanding of broader operational issues

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References

Quality Systems Document: WOHS01-02P Minimum OH&S Responsibilities &

Accountabilities.

Sign Off
We the undersigned have discussed and understand how this job fits into the Western Port
Operations and Western Port Alliance.

Practices Leader - Strategy Date

Manufacturing Supt Date

Maintenance Strategist Date

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