An Roinn Cosanta Óglaigh na hÉireann Department of Defence Defence Forces
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- 4.1 Planning, Inspection Maintenance Management Unit (PIMM)
- Costs
- Activities
- 4.1.3 Output / Maintenance Management
- Efficiency and Recommendations
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The Logistics Unit supports maintenance through the acquisition of inventory and the procurement of contracted services. 4. Maintenance Activities, Costs and OutputsThis chapter addresses the following terms of reference:
4.1 Planning, Inspection & Maintenance Management Unit (PIMM)This Unit is responsible for Naval Service technical standards, new constructions and is also responsible for Engineering / Technical branch matters in conjunction with the Personnel Management Section. Maintenance Management Section (MMS) is within this Unit and it directs, supervises and records technical maintenance of Naval Service equipment. PIMM are responsible for new constructions, planning and provides an inspectorate to preserve Naval Service technical standards. The strength of the unit is outlined in Table 4.1. Table 4.1 MMS Strength
The total payroll cost of the MMS for 2006 was €770,000. As strengths and rank structures remained constant over the Review period, these costs are indicative of MMS payroll costs each year of the Review period. In order to accurately reflect the cost of time spent on purely maintenance related activities, other assigned tasks such as temporary duties, training and ceremonial duties were identified. A percentage of 16% was extrapolated from available data. This represents time spent on activities other than maintenance. When total payroll costs are reduced by this percentage actual maintenance related payroll costs for MMS were €646,800.
MMS carries out the following maintenance functions:
As outlined in Chapter 3, MMS plan all fixed scheduled maintenance or PPM to include; Dry-docking – Each ship is removed from the water every thirty months for a two week dry docking period. This allows work to be conducted on all underwater components of the ship and is planned in advance. Annual refits – Each ship is allocated an annual refit period of generally twenty-eight days. Routines - Daily, weekly, monthly, tri-monthly and bi-annual maintenance routines and requirements. Fixed schedule maintenance requirements are governed by manufacturer’s recommendations, IMO recommendations, relevant civilian legislation and regulations, Naval Service experience and Classification Society standards. Classification Society Regulations set ship quality standards and include inspections to ensure that ships are seaworthy and not a threat to the environment. If a ship passes inspection, the Classification Society issues a technical and compliance report. Although built to Class, Naval Service vessels are exempt from and therefore not retained in Class. This is mostly for operational and security reasons. 4.1.3 Output / Maintenance ManagementThe initial draft maintenance plan is circulated to Naval Service Operations (NSO) in order to develop and merge it with the annual patrol plan. Once finalised, the maintenance plan is issued to the various maintenance stakeholders including the ship’s MEO. MMS often order parts for the various refits in order to speed up the requisitioning process but this activity is also conducted by the MEO, WEU, Dockyard and FSG. Once the plan is circulated, MMS step back to an oversight role and responsibility for driving the maintenance activities is delegated to the MEO. This process is the same for each of the eight ships and assistance from MMS is continually sought when maintenance-planning issues arise particularly in the case of unscheduled repairs. The calendar year is broken into four quarters with a specific maintenance schedule assigned to the MEO for completion in each quarter. This schedule will include projections of dry-docking and re-fits that are dynamic and change frequently depending on engine running hours each quarter. At the end of each quarter, MMS download data for maintenance completed on board. This data does not normally, but can include work completed during refits or unscheduled maintenance. In general, the refit period lasts approximately five weeks and there are rarely overruns outside of the scheduled timeframe. The Naval Service estimate is that 70% of all maintenance is planned with the balance assigned to unscheduled requirements that arise from time to time. This unforeseen maintenance or UCM is addressed by MMS in discussion with the MEO and prioritised depending on operational requirements and resource availability. The process of downloading data is quite labour intensive and currently entails three different management support systems. Standard Excel Package - is used on the majority of the fleet where a member of MMS has to physically download maintenance work onto a disk from the ship’s maintenance computer at the end of each quarter. It consists of spreadsheets containing a planner, master plan, maintenance schedules, weekly monthly routines and quarterly return reports and is operated on six of the ships. AMOS - is operated on the LE Roisin and Niamh. This is an “off-the-shelf” package, which is designed specifically for the marine industry and in particular for use onboard ships. It was procured with the purchase of LE Niamh and Roisin. The maintenance schedules and inventory are preloaded on the system and it has the ability to cost inventory to ships but does not currently cost labour. Each ship has its own real time database, which is uploaded to a central database at each visit to the Naval Base. During the reporting period there was satellite connect difficulties with this system but these have been recently resolved. Enterprise Asset Management (EAM) - is a module of MIF currently being piloted on LE Aisling in tandem with Excel as a back up. All three management support systems require different skills, corporate knowledge, training, technical expertise and operating procedures in order to be maintained. It is envisaged that MMS will operate one management system namely EAM, once EAM is fully operational.
The current maintenance management system is labour intensive with responsibility for execution of maintenance dispersed amongst a number of stakeholders, as previously highlighted in Chapter 3. This is not helped by the use of three differing management support systems, Excel, AMOS and EAM. It is anticipated that, once fully implemented, EAM will address these management issues. The Working Group identified the US Coast Guard’s (USCG) MMT system as a valuable and best practice model that could be adopted, as appropriate in the Naval Service. This point will be expanded on in Chapter 5. Download 496.54 Kb. Share with your friends:
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