Maintenance:

Availability vs.
Costs
Last update: February 16th, 2010

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When defining maintenance policy and even more during budget False
construction, the costs of maintenance must be balanced between the economy
acceptable expenses and the requirements.
Drastic
saving in
maintenance
are often
Cost of seen as a
short term
maintenance solution to
dire budget
vs. indirect problems, yet
costs over a larger
span of time,
the related
In case of resource
dilution end
maintenance,
up with
savings are likely significant
to finish in soaring drop of
machine and
costs as
equipment
production stops availability.
and turnover is For the same
reasons,
lost because of
efficiency of
equipment maintenance
breakdowns. can no longer
be granted.
Conversely, upon
a certain level of
The return to
care, maintenance can be quoted as exagerated, costing more without a a normal
counterpart in production performance. situation
requires
often
In matter of maintenance budget, the balance must be found between expenses
desirable machines and equipment availaibility on one side and acceptable overriding
the previous
costs on the other side, as shown right.
savings..
 Author,
Chris HOHM
ANN, is
managing
Incompressible threshold partner in an
international
consulting
firm.

Con
tact

Maintenance costs are limited on one side by the minimum value, the
"optimum" balance between availability and direct costs, and a maximum
value on the other side (orange zone).
The minimum level of expenses is an incompressible threshold due to
impredicable breakdowns that must be repaired regardless to budget
management, otherwise production keep being stopped.

Balancing costs and availaiblity

Maintenance costs depend upon maintenance policy and the balance between
desirable machine availaiblity and maintenance costs the company is willing
to carry.

This page was brought to you by ©hris HOHMANN - http://chohmann.free.fr/

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2006/projets/tpm/tpm_fichiers/

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anagement/MQ_M2/2005-
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How Does Your Maintenance

Organisation Use Time?
15 December 2013

We all know that in a reactive maintenance organisation 60-70% of crafts people’s time is
wasted on finding out what to do, sourcing parts and materials.
We also know that the solution to this situation is to become more proactive and in control. This
can be done by better condition monitoring, planning of work and scheduling of work combined
with an efficient store, including an accurate bill of materials.

The best organisations I have worked with have little wasted time due to good leadership and
an efficient work management process. More importantly, they have higher reliability and faster
production throughput and consequently lower manufacturing costs. They see lower costs as an
outcome of higher reliability and faster production throughput.

Less efficient organisations are more short-sighted and put the emphasis on staying within the
maintenance budget rather than doing what is necessary to deliver a stable and reliable quality
production output. Maintenance managers are often driven to stay within budget to the extent
that reliability suffers.

As a maintenance manager, you need to have a three to five-year plan covering:

 How good your organisation is today?

 How good it can become?
 How you are going to close this gap?
 How much it will cost?
 How much of a saving in reliability and costs will be generated?

All of the above must be supported with a strong business case so you can sell it to decision
makers. Remember, most of this is common sense so do not over complicate it. It is not a
question of having a large amount of capital, if any; it is a matter of doing better with what you
have.

As part of your business case you should know where your maintenance organisation spends
its maintenance hours. This does not mean that you do any time studies. Instead you divide
where time is used in three categories:

 Corrective maintenance
 Preventive maintenance
 Continuous improvement

Corrective maintenance is done to correct a failure or a break down. It can be done

in four different ways:

1. Planned and scheduled

2. Only planned.
3. Only scheduled
4. Break in work in schedules

Numbers 1 and 2 are where you like to spend most time. The fact is that most organisations
spend the majority of their time for weekly and daily maintenance on numbers 3 and 4. During
 shut downs the situation is better, but if you spend more that 5% of your time on numbers 3 and
4 during a shut down, you need to improve on this.

Preventive maintenance (PM) is done to prevent failures or to discover failures

before they develop into a break down. If your PM has the right content and is executed
correctly, your organisation should not be in a reactive mode.

Continuous improvement is work for root cause problem elimination (RCPE). In a

reactive organisation this is close to zero maintenance hours, even if organisation has a process
and people have been trained.

Image: courtesy of IDCON. In this actual example of a world class or great organisation time is
used as in the example in Figure 1. Preventative maintenance, including basic inspections,
predictive maintenance and lubrication, is about 10% of all maintenance hours if all tasks are
optimised. Only scheduled and break in work is 10%. Planned and scheduled work is 60% and
hours for continuous improvement are 20%. Reliability is steadily increasing and costs are
decreasing.

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+1 800 849 2041 (USA Toll Free) +1 919 847 8764 +1 919 847 8647 info@idcon.com IDCON -
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Maintenance Root Cause Analysis

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GMAO MAINTI 4 : LOGICIEL DE GESTION DE
MAINTENANCE
LOGICIEL DE GMAO A TESTER GRATUITEMENT PENDANT 60 JOURS !

https://www.tribofilm.fr/logiciels/gmao-mainti-4/

GMAO : DÉFINITION ET FONCTIONNALITÉS

GMAO
Un Logiciel GMAO ou Logiciel de Gestion de Maintenance Assistée par Ordinateur est
destiné aux différents secteurs de l’industrie, du tertiaire, des institutions publiques… Son intérêt
est d’assister quotidiennement les services maintenance dans leurs missions, en adéquation avec
les nouvelles technologies (applications de mobilité et de traçabilité).

A QUOI SERT LA GESTION DE MAINTENANCE ASSISTEE PAR

ORDINATEUR ?
Le service maintenance cherche à maintenir un bien afin que celui-ci soit en mesure d’assurer un service
déterminé. Ainsi, une GMAO permet la gestion complète du parc machines, l’analyse du curatif,
l’organisation des interventions préventives et réglementaires, la gestion des stocks et des achats, le
reporting à travers les tableaux de bord et les statistiques, en prenant en compte les réalités du terrain.
Un Logiciel de Maintenance Industrielle reste évolutif, à l’image de votre entreprise.

FONCTIONNALITÉS LES PLUS COURANTES D’UNE GMAO

La GMAO peut avoir de nombreuses utilités ; voici une liste non exhaustive des différents rôles qu’elle peut
avoir pour faciliter la gestion d’entreprise :

 Gestion des équipements : inventaire, localisation, gestion d’information dédiée par type
d’équipement,
 Gestion de la maintenance : corrective (avec BT : bon de travaux), préventive (systématique,
conditionnelle, prévisionnelle), curative.
 Gestion des demandes d’intervention (DI),
 Gestion des stocks : magasins, réapprovisionnements, valorisation des stocks,
 Gestion des achats : demandes d’achats, commandes, achats de fournitures et prestations,
facturation fournisseurs, etc.
 Gestion du personnel et planning : activités, métiers, planning de charge, prévisionnel, etc.
 Gestion des coûts et budget : main d’œuvre, stocks, achats, location de matériel, etc., préparation
des budgets, suivi périodique, rapports d’écart, etc.
 Indicateurs clés de performance : tableau de bord (requêtes de base de données concernant des
statistiques, des alertes, MTTR, MTBF, Pareto,etc.)
 …