MMS achieves the baseline to establish all the maintenance practices and processes to maintain a significant operating consistency level throughout the production equipment.


MMS includes, among other topics:

  • Maintenance Control and General Administration (indicators, delays, costs, planning and scheduling, organization and maintenance roles and functions)
  • Autonomous Maintenance and Operating Support (autonomous maintenance, Computerized Maintenance Management System (CMMS), technical training for personnel, safety and security, maintenance management system concepts)
  • Maintenance Technology (predictive maintenance and trend techniques, kilns and mills specialized routines, physical conditions of the equipment, maintenance activities execution, lubrication, contractor management; Reliability Centered Maintenance (RCM); Reliability Module; Failure analysis and problem solution, FMEA)
  • Spare parts technology (inventory optimization, spare parts list, strategic spare parts)
  • Process for evaluating the plant and determining actual vs. the model.

Maintenance in the cement industry contributes to the production cost and represents a typical 15-25 percent of total manufacturing expenditure.
Many companies have tried using standard production methods to control maintenance costs. This is not effective; maintenance can increase profits in two principal ways: decreasing expenses and increasing capacity. Maintenance costs consist of two main divisions, labor, and material. By achieving maximum availability (minimum downtime) and the plant assets’ efficiency, a manager ensures a company does not need to invest in excess assets to produce its products.


Maintenance Organization

  • Maintenance often represents the most considerable controllable operating cost in the cement industry and a critical business function.
  • Maintenance should be regarded in best-practice organizations not simply as a cost to be avoided but as a department that controls the company’s assets with a well-organized reliability engineering to a high leverage business function. Over the past years, and still, a maintenance department’s challenge is to reduce or eliminate the reactive maintenance cycle in many current organizations. The goal of each maintenance organization is to increase productivity with the effectiveness of its personnel.
  • To achieve the overall maintenance targets, various organizations strive for a Preventive and Condition-based maintenance strategy with a high focus on reliability and pro-active maintenance. This strategy requires a powerful and effective organization supporting all activities in a well-organized method.

Key Maintenance Functions

A few critical functions in maintenance must be developed and should be part of an organization to achieve the overall targets and strategy.

  • Work execution
  • Work supervision
  • Work planning & scheduling
  • Preventive & Predictive Maintenance / Reliability analysis & continuous improvement
  • Management


The relationship between cost and amount of preventive maintenance

Maintenance Department’s Goals and Success Factors

  • Maintenance management. Fulfillment of maintenance activities
  • Reliability debottlenecking. Failure documentation, Root Cause Analyses (RCAs), Maintenance Task Analyses (MTAs), Failure Mode Equipment Analysis (FMEA)
  • Process engineering. Identification and elimination of bottlenecks
  • Operation costs. Budget monitoring and control, identification of high-cost activities
  • Working capital. Optimize inventory, secure stock of critical and contingent spare parts
  • Optimize assets performance and availability (Overall Equipment Efficiency, OEE)
  • Minimize Total Maintenance Costs

What is the scope? 

It is a holistic approach of the Maintenance structure and methodology to assure equipment and facility maintenances comply with increasing operational availability, reliability, life-cycle of the assets, and performance and to optimize the total costs of ownership.


Cement plant

To know more about MMS implementation