Preventive Maintenance, Third Edition

Notice

The information presented in this publication is for the general education of the reader. Because neither the author nor the publisher have any control over the use of the information by the reader, both the author and the publisher disclaim any and all liability of any kind arising out of such use. The reader is expected to exercise sound professional judgment in using any of the information presented in a particular application.

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Copyright © 2004

ISA—The Instrumentation, Systems, and Automation Society

All rights reserved.

Printed in the United States of America.

10 9 8 7 6 5 4

ISBN 1-55617-875-1

No part of this work may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher.

ISA

67 Alexander Drive, P.O. Box 12277

Research Triangle Park, NC 27709

www.isa.org

Library of Congress Cataloging in Progress

Dedicated to my wife, Susan,

and children, Jennifer and Joseph III,

for their tolerance, understanding, and support

Contents

Preface and Acknowledgements

Chapter 1.Major Types of Maintenance

Improvement Maintenance

Corrective Maintenance

Preventive Maintenance

Summary

Chapter 2.Advantages and Disadvantages

Advantages

Management Control

Overtime

Work Load

Summary

Chapter 3.Designing a PM Program

Failure Data

Improving Equipment Reliability

Improvement Process

Failures That Can Be Prevented

Chapter 4.Economics of PM

Benefit Versus Costs

Chapter 5.Nondestructive Inspection

Human Senses

Thresholds

Chapter 6.On-Condition Maintenance

Chapter 7.Condition Monitoring Prediction

Web-based Condition Monitoring

Chapter 8.Scheduled Preventive Maintenance

Chapter 9.Lubrication

Chapter 10.Calibration

Standards

Inspection Intervals

Control Records

Chapter 11.Data and Information

Organizing Data

Range

Cumulative Distribution

Mean, Mode, and Median

Graphics

Standard Deviation

Log-Normal Distribution

Confidence Interval

Risk, Certainty, and Uncertainty

Moving Average

Weighted Averages

Sampling

Chapter 12.Planning and Estimating

Estimating Time

Estimating Labor Cost

Estimating Materials

Feedback from Actual

Chapter 13.Shutdown Planning

Critical Path

Coordination

Chapter 14.Scheduling

Prioritizing

Coordination with Production

Opportunity PM

Assuring Completion

Chapter 15.Computerized PM Systems

Computer Aids for PM

Work Orders

Fixed Interval Scheduling

Condition Monitoring and On-condition Maintenance

Computerized PM Scheduling

Resource Coordination

Chapter 16.PM Metrics

Chapter 17.Motivation

Production/Maintenance Cooperation

Effectiveness

Chapter 18.Implementing a New PM Program

Objectives and Goals

Plans

Chapter 19.Special Concerns

Parts Availability

Repairable Parts

Detailed Procedures

Quality Assurance

Avoiding Callbacks

Repairs at PM

Data Gathering

Summary

True or False Questions

Answers

Selected Readings

Preface and Acknowledgements

This book is aimed at high equipment uptime and productivity. Literally everything will fail sometime – biological, electrical, electronic, hydraulic, mechanical, nuclear, optical, and especially humans. People spend considerable effort, money, and time trying to fix things faster. The best answer is to avoid the need to fix. No fix is better than fast fix. To quote Ben Franklin, An ounce of prevention is worth a pound of cure. Effective preventive maintenance (PM) is a fundamental support for high operational availability.

Preventive maintenance means all actions intended to keep durable equipment in good operating equipment and avoid failures. New technology has improved equipment quality, reliability and dependability by fault-tolerance, redundant components, self-adjustments, and replacement of hydraulic and mechanical components by more reliable electronic and optical operations. However, many components can still wear out, corrode, become punctured, vibrate excessively, become overheated by friction or dirt, or even be damaged by humans. For these problems, a good PM program will preclude failures, enable improved uptime, and reduce expenses.

Success is often a matter of degree. Costs in terms of money and effort to be invested now must be evaluated against future gains. This means that the time-value of money must be considered along with business priorities for short-term versus long-term success. Data must be gathered over time and analyzed to assist with accurate decisions. The proper balance can be tenuous to achieve minimal downtime and costs between preventive and corrective maintenance.

PM can prevent failures from happening at a bad time, can sense when a failure is about to occur and fix it before it causes damage, and can often preserve capital investments by keeping equipment operating for years as well as the day it was installed. Predictive Maintenance is considered here to be a branch of Preventive Maintenance.

Inept PM, however, can cause problems. Humans are not perfect. Whenever any equipment is touched, it is exposed to potential damage. Parts costs increase if components are replaced prematurely. Unless the PM function is presented positively, customers may perceive PM activity as, that machine is broken again. A PM program requires an initial investment of time, materials, people, and money. Payoff comes later. While there is little question that a good PM program will have a high return on investment, many people are reluctant to pay now if the return is not immediate. That challenge is particularly predominant is a poor economy where companies want fast return on their expenditures. PM is the epitome of pay me now, or pay me later. The PM advantage is that you will pay less now to do planned work when production is not pushing versus very expensive emergency repairs that may be required under disruptive conditions and cause production to halt and lose revenue. Good PM saves money over a product’s life cycle.

In addition to economics, emotions play a prominent role in preventive maintenance. It is a human reality that perceptions often receive more attention than do facts. A good computerized information system is necessary to provide the facts and interpretation that guide PM tasks and intervals. PM is a dynamic process. It must support variations in equipment, environment, materials, personnel, production schedules, use, wear, available time, and financial budgets. All these variables impact the how, when, where, and who of PM.

Management support is key to good PM. If management endorses the program, shows interest in activities, and evaluates results then PM will be done effectively. The converse is true of any activity that feels management does not care about them. Be proactive and tell management what you are doing. Explain the need to PM investment to minimize the life cycle costs and total costs of ownership. Show your financial people how the money is being spent so they will support your efforts at budget-setting time. Technology provides the tools for us to use and management provides the direction for their use. Both are necessary for success. These ideas are equally applicable to equipment and facility maintenance and field service in commerce, government, military, and industry.

Acknowledgements

The first edition of Preventive Maintenance was copyrighted in 1983. It was written at the request of several agricultural and mechanical colleges that needed a text book for courses in mechanical technology and maintenance. It received excellent reception and was used by many colleges, including the US Naval Academy, and in professional training. Translations have been done in languages including Arabic and French Canadian. The first edition of Preventive Maintenance benefited from Patton Consultants’ associates including Herbert C. Feldman, Lawrence S. Beale, Michael A. Felluca, and Mary Ann Bianchi. That edition was reviewed by Amby T. Uphold and personnel of Polystart Limited, and by Joseph Zdun and his national Service Staff of Leeds & Northrup.

The second edition was copyrighted in 1995. It was helped by further input from Herb Feldman and Molly Forest. Participants in workshops on How to Design and Implement a Preventive Maintenance Program and Product Reliability, Availability, Quality, and Serviceability may recognize their enhancements. Susan O. Patton suggested changes to both editions that made the material easier to comprehend. Susan has also tolerated the considerable time required to write what is always the last book.

This third edition is stimulated by both the simultaneous need to print more books and to update the material, especially about computerized support systems. The COMMS© COMputerized Management System originally designed by Patton Consultants, Inc. and Service InfoSystems, Inc. (another Patton company) was sold and went out of business along with its new owner. Roy J. Steele of Patton Consultants, Inc. provided suggestions that have improved this material. Training courses in Preventive Maintenance presented for Life Cycle Engineering and other organizations have always added clarification and new ideas that are included in this third edition of Preventive Maintenance.

CHAPTER 1

Major Types of Maintenance

There are three main types of maintenance and three major divisions of preventive maintenance, as illustrated in Figure 1-1.

Figure 1-1

Structure of Maintenance.

IMPROVEMENT MAINTENANCE

Picture these divisions as the five fingers on your hand. Improvement maintenance efforts to reduce or eliminate entirely the need for maintenance are like the thumb, the first and most valuable digit. We are often so involved in maintaining that we forget to plan ahead and eliminate the need at its source. Reliability engineering efforts should emphasize elimination of failures that require maintenance. This is an opportunity to preact instead of react.

For example, many equipment failures occur at inboard bearings that are located in dark, dirty inaccessible locations. The oiler does not lubricate those bearings as often as he lubricates those that are easy to reach. That is a natural tendency. One can consider reducing the need for lubrication by using permanently lubricated, long-life bearings. If that is not practical, at least an automatic oiler could be installed. A major selling point of new automobiles is the elimination of ignition points that require replacement and adjustment, introduction of self-adjusting brake shoes and clutches, and extension of oil change intervals.

CORRECTIVE MAINTENANCE

The little finger in our analogy to a human hand represents corrective (emergency, repair, remedial, unscheduled). At present, most maintenance is corrective. Repairs will always be needed. Better improvement maintenance and preventive maintenance, however, can reduce the need for emergency corrections. A shaft that is obviously broken into pieces is relatively easy to maintain because