Implementing a Preventive Maintenance Program (FOR ENGINEERS)

11-13 MAY 2013 - RADISON BLU HOTEL JEDDAH, SAUDI ARABIA

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OBJECTIVES
Explain the importance of maintenance in production systems. Describe the range of maintenance activities. Discuss preventive maintenance and the key issues associated with it. Discuss breakdown maintenance and the key issues associated with it. State how the Pareto phenomenon pertains to maintenance discussions.

DEFINITION
WHAT IS MEANT BY THE TERM MAINTENANCE ? Maintenance encompasses all those activities that maintain facilities & equipment in good working order so that a system can perform as intended. Maintenance can also be termed as asset management system which keeps them in optimum operating condition.

APPROACH TO MAINTENANCE.
TBM Daily Checks Periodic Checks Periodic Inspect Periodic Service
Visual

PM
Planned CBM Maint. BM CM

Instrument

Unplanned

PM: Preventive Maintenance TBM: Time Based Maintenance CBM: Condition Based Maint. BM: Breakdown maintenance CM: Corrective Maintenance
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NOTE:- Structured recording of all the activities is vital.

GOAL OF MAINTENANCE
The goal of maintenance is to keep the production system in good working order at minimal cost. Decision makers have 2 basic options with respect to maintenance. They are: BREAKDOWN MAINTENANCE. PREVENTIVE MAINTENANCE.

TYPES OF MAINTENANCE
BREAKDOWN MAINTAINANCE: Real approach, Dealing with breakdowns or problems when they occur

PREVENTIVE MAINTENANCE: Proactive approach; Reducing breakdowns through a program of lubrication, adjustment, cleaning, inspection, and replacement of worn parts.

The best approach is to seek a balance between preventive maintenance and breakdown maintenance. The same concept applies to maintaining production systems. The age and condition of facilities and equipment, the degree of technology involved, The type of production process, The decision of how much preventive maintenance is desirable.

PREVENTIVE MAINTENANCE
More and more organizations are taking a cue from the Japanese and transferring routine maintenance (e.g., cleaning, adjusting, inspecting) to the users of equipment, in an effort to give them a sense of responsibility and awareness of the equipment they use & cut down the abuse & misuse of the equipment.

PREVENTIVE MAINTENANCE
Preventive maintenance extends back to the design and selection stage of equipment and facilities. Poor design can cause equipment to wear out at an early age or experience a much higher than expected breakdown rate. Durability and ease of maintenance can have long term implications for preventive maintenance programs. Training employees in proper operating procedures and in how to keep equipment in good operating order and providing the incentive to do so are also important.
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PREVENTIVE MAINTENANCE
The goal of preventive maintenance Preventive maintenance is periodic. Preventive maintenance is generally scheduled using some of the following contributions: The result of planned inspections that reveal a need for maintenance. According to the calendar (passage of Time). After a predetermined no. of operating hours.

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PREDICTIVE MAINTENANCE
PREDICTIVE MAINTENANCE This is an attempt to determine when best to perform preventive maintenance. The better the predictions of failures are, the more effective preventive maintenance will be.

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Preventive Maintenance

Preventative Maintenance
What is a Preventive Maintenance?
Preventive Maintenance is planned maintenance that is designed to improve Equipment life and avoid breakdowns on the plant.

Preventive Maintenance: Basics

l Basics l Task list l Single cycle plan l Strategy plan l Maintenance plan scheduling

SAP AG 1999

Types of Preventive Maintenance

Preventive maintenance

Time-based
2000

Performance-based

Condition-based
30 40 50 60 20 10 70 80

Pressure

Temperature

Pressure

Thickness

SAP AG 1999

Preventive Maintenance
An Equipment can require maintenance activities to be performed based upon either time or a certain condition being met.

External visual inspection

Internal visual inspection

Check gear teeth for wear

Preventive Maintenance: Phases and Roles

Phase Contents
Create task lists for different objects

Roles
Maintenance planner

1 2 3 4 5

Task list Maintenance plan Schedule Maintenance order Technical completion

Create maintenance plans

Maintenance planner

Schedule maintenance plans

Maintenance planner

Process maintenance orders

Maintenance technician

Technically complete maintenance orders

Maintenance supervisor

SAP AG 2001

Preventive Maintenance: Task List

l Basics l Task list l Single cycle plan l Strategy plan l Maintenance plan scheduling

SAP AG 1999

Task List

at? h W

Operations Maintenance work centers Material components Production resources/tools

y Wh ?

Maintenance packages

For Forpreventive preventivemaintenance maintenance (maintenance and (maintenance andinspection) inspection) For Forroutine routinemaintenance maintenance (planned repairs) (planned repairs)
SAP AG 1999

Maintenance Strategy
What is a Maintenance strategy?
A Maintenance Strategy defines the frequency and scheduling data for Planned Maintenance activities.

Maintenance Strategy
2000

Package definition Scheduling parameters Time

4 Week Strategy

12 Weeks

24 Weeks

What is a Maintenance Package?

Maintenance Package
Maintenance packages define the frequency at which specific operations are executed. You can assign maintenance packages to the operations in a task list. Maintenance packages are part of a maintenance strategy.

Package number Description Cycle length

Unit of measurement

Hierarchy Offset

Maintenance Package Hierarchy

Same hierarchy levels Strategy

10

10
Different hierarchy levels Strategy

10

X
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Preventive Maintenance: Single Cycle Plan

l Basics l Task list l Single cycle plan l Strategy plan l Maintenance plan scheduling

SAP AG 1999

Single Cycle Plan

Simple and quick way to create a preventive or inspection plan. Includes only one cycle or frequency. Can be either time or performance based. All operations on the Task list will be performed. More than one Maintenance item can be included. What is a Maintenance Item -- ?

Maintenance Item
Every Maintenance plan will have at least one Maintenance item. A Maintenance item can only belong to one maintenance plan. The Maintenance item contains the following information: Description (Becomes the Maintenance order description) Technical object Task list Planning Data Order or notification type Planner group Priority Main work center Maintenance activity type Object list

Maintenance Item (Cont.)

A Maintenance item can contain more than one Technical object. The Technical object can be an Equipment, Functional location or Assembly. The Maintenance item description becomes the description of the Maintenance notification or order. For Maintenance items that are part of a Strategy based plan a Maintenance strategy must be included within the item. The Task list for this Maintenance item will also need to be linked to the same Maintenance strategy.

Single Cycle Plan Steps

Three steps in creating a single cycle plan.
Task List
Task List Group PRTs Components

Maintenance Item
Technical Object Task List Planning Data

Maintenance Plan
Maintenance Item Scheduling Param. Cycle (Frequency)

Scheduling Data and Maintenance Item

Interval (cycle)

Maintenance plan

3 months

Scheduling data

Maintenance item

Maintenance item

Reference object Responsibilities/ Planning data

SAP AG 2001

Task list (optional)

Single Cycle Scheduling

1

Maintenance plan

Scheduling data

Planned Date

Maintenance item

Cycle Start

Cycle 12 Weeks

Preventive Maintenance: Strategy Plan

l Basics l Task list l Single cycle plan l Strategy plan l Maintenance plan scheduling

SAP AG 1999

Maintenance Plan Steps

Strategy
Maintenance Packages

Task List
Task List Group Maint. Packages Maint. Strategy

Maintenance Item
Maint. Strategy Technical Object Task List

The Task List checks the Package to ensure the Strategy still exists.

Maintenance Plan
Maint. Strategy Maintenance Item Scheduling Param.

The Item checks the Task List to make ensure that the same Strategy is used

The Plan checks the Item to make ensure that the same Strategy is used

Preventive Maintenance: Maintenance Plan Scheduling

l Basics l Task list l Single cycle plan l Strategy plan l Maintenance plan scheduling

SAP AG 1999

Schedule Maintenance Plans

Cycle start

New start
Manual call

Last actual date Last maintenance package

Start in current cycle * Schedule

Last actua l date

Next planned date Next maintenance package

* Only for strategy plan

SAP AG 2001

Maintenance Scheduling Overview

Maintenance item report, sorted by equipment (no.)

1998

... as a graphic With maintenance plan simulation With/without details

1999

... or as a list With display variants With general list viewer

SAP AG 1999

Predictive Maintenance
Predictive Maintenance is one of the four tactical options available to ensure the reliability of any asset to ensure it fulfils its function and it focuses primarily on maintaining equipment based on its known condition. Each of these strategies: on-failure, fixed time, predictive and design out, has a place in an optimized maintenance plan, the distribution of the mix being dependent on many factors.

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Predictive Maintenance
Predictive maintenance is often the most attractive concept, since action is only undertaken when knowledge of the asset indicates that failure or underperformance is imminent, making it a cost effective asset management option. Many other benefits, some intangible such as the increased motivation of the workforce through increased competency, exist. Others include: Equipment may be shut down before severe damage occurs or can be run to failure if required.

Production can be modified to extend the asset's life i.e. until the next planned shutdown.
Required maintenance work can be planned All of the above lead to increased safety, plant output and availability and lead to improvements in final product quality.

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Predictive Maintenance
Predictive maintenance is a process that requires clear roles and responsibilities. As such we develop company appropriate predictive maintenance processes, supported by definitions of responsibilities, and communication paths, which integrate into the Reliability effort as a whole. Condition monitoring facilitates Predictive Maintenance. Condition monitoring is a knowledge-based activity, so for it to be successful and sustainable, it requires comprehensive skills training. Any successful predictive maintenance program, not only has a technology element, but requires a measurement system that continuously accounts for the benefits.

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Asset Performance Troubleshooting

Often it is a couple of poor performing assets with a chronic repeated failure condition that absorb the majority of the maintenance budget. Some commentators state that approximately 80% of a typical maintenance budget is stored away for chronic failures, making these the most cost depletive of all maintenance expenditures. The following methodologies are key in any multi-technology condition monitoring program : Root Cause Failure Analysis Tribology And Lubrication Engineering Services Specialist Condition Monitoring Services

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ROOT CAUSE FAILURE ANALYSIS

Root Cause Failure Analysis (RCFA) is both a process and a set of technical skills, which in combination find out why a particular failure or problem exists and sets in place a set of defense actions correcting those causes. Typically, when assets fail most organizations have always found some understanding and rational leading to an explanation as to why it broke. But root cause failure analysis takes you beyond that to the latent roots, which are the management system weaknesses. Once you've found these, you have the means to solve many other potential problems that haven't yet occurred.

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Tribology And Lubrication

Tribology is the study of wear and lubrication.Tribology as it is estimated that component wear and lubrication problems are responsible for at least 70 % of mechanical failures.

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Tribology And Lubrication

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Condition Monitoring
In industry, condition monitoring is the measurement of parameters which may indicate a fault condition either by an increase or decrease in overall measured value or by some other change to a characteristic value. When used as part of a pro-active maintenance plan, the use of condition monitoring enables the operation of a predictive maintenance policy and provides major improvements in productivity. Condition monitoring depends on selecting the right mix of parameters that match expected faults and using the correct measurement technique, location interval and processing, it is also important to record enough information in order to be able to carry out monitoring and diagnosis.

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Condition Monitoring
Considerations include: Type of measurement Measurement interval Accuracy of measurement Repeatability Condition monitoring falls into two distinct classes: Monitoring which can be carried out without interruption to the operation of the machine Monitoring which requires the shutdown of the unit, or at least the releases of the machine from its prime duty The range of methods in use is very wide, from simple techniques such as visual surface inspections to more complicated procedures like spectral vibration analysis.
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PREVENTIVE MAINTENANCE
TOTAL PREVENTIVE MAINTENANCE JIT approach where workers perform preventive maintenance on the machines they operate. This approach is consistent with JIT systems and lean production, where employees are give greater responsibility for quality, productivity and the general functioning of the system.

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The TPM Concept

Develop a Company-wide philosophy to maximize the effectiveness of production systems. Build an organization that prevents every type of loss
zero accidents zero defects zero failures

Involve all departments in TPM implementation. Involve everyone from top management to shop-floor operators Use small groups (teams) to make improvements.
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The Total in TPM

Total effectiveness: pursuit of economic efficiency and profitability Total PM: establishing a maintenance plan for the life of the equipment - preventative maintenance - improved maintainability Total Participation: autonomous maintenance by operators and team based approach to problem solving

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Before TPM Implementation

Maintenance Operations Engineering

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After TPM Implementation

A Team Effort Operations + Engineering + Maintenance

Waste Downtime Defects

The Common Enemies

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Before TPM Implementation: Barriers

Operations

Engineering

Maintenance
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TPM Builds Bridges

Operations

Engineering Maintenance
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The TPM Prerequisite

Only by adopting a proactive approach and putting in the time, effort, and resources required can TPM be profitable for an Organization

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A Model for TPM Development

Formal TPM Announcement TPM Awareness Education

Phase I
Form TPM Steering Group Preparation

Establish TPM Goals

Prepare Implementation Plan
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The TPM Development Model Continued

Conduct Focused Improvement Activities
Establish an Autonomous Maintenance Program

Phase II
Implement a Planned Maintenance Program

Implementation
Conduct Operation and Maintenance Skill Training

Build an Effective Administrative Support System

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Core TPM Activities

Focused Improvement Projects Autonomous Maintenance Planned (Preventive) Maintenance Education and Training Early Management (Equipment Design and Installation) Quality Maintenance Administrative and Support Activities Safety and Environmental Management Diagnostic and Predictive Maintenance

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The Major Plant Losses

Equipment Failures Process and Equipment Set-ups And Adjustments Idling and minor stoppages Reduced Processing Speed Quality Defects Reduced Yield

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Ultimate Improvement Goals for Chronic Losses

Type of Loss
1. Equipment Failures 2. Setup and Adjustments 3. Idling and minor stops 4. Reduced Processing Speed 5. Quality Defects 6. Yield Losses

Goal
0 minimize 0 0

Explanation
Reduce to zero for all equipment Continuous effort to reduce setup times Reduce to zero for all equipment Bring operating speed to design speed; then improve speed beyond design level Small levels might be acceptable (6-sigma)

0 minimize

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Measurement
Measurement Is Necessary for Improvement.

People Do How They Are Measured!

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Basic TPM Outcome Measures

Productivity Quality Costs
Labor Costs Maintenance Costs Energy Costs

Delivery

Safety

Units per labor hour Product Defects Value added per person Warranty Costs Throughput Customer Satis. Index Downtime Re-worked units Number of Breakdowns Scrap/Waste

Lost time Accidents Incidents On-time shipments Near Misses

Employee Satisfaction
Number of Improvement Ideas Number of Teams Employee Satisfaction Index
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Measuring Effectiveness
Overall Equipment Effectiveness -OEE
OEE = Availability x Performance Rate x Quality Rate

OEE: A Measure of the Percentage of Time that the Equipment is Adding Value

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Calculating OEE
OEE = A x P x Q where: A (Availability) = planned time - downtime planned time

P (Performance rate)

= (standard time/unit)(units produced) Operating time = (planned time - downtime)

Operating Time

Q (quality rate)

= (total production) - (number of defectives) total production

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OEE Example
The Plant operates 1,440 minutes per day (3 shifts) Downtime averages 120 minutes per day. Daily production averages 900 units with a 20 % defect rate. The standard time per unit is .8 minutes. (Assume that A, P, and Q are equally weighted.) Compute OEE

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Computing OEE Weightings on A, P, and Q

In many instances Availability, Performance rate and Quality rate are not considered to be equal in importance. Instead they are weighted differently. For example: kA = .3 kP = .2 kQ = .5 Q.5

OEE = A.3 x P.2

Compute OEE using these weights.

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OEE Component Targets

Availability (A) > .90 Performance Rate (P) > .95 Quality Rate (Q) > .99 Availability (A) > .90 kA Performance Rate (P) > .95 kP Quality Rate (Q) > .99 kQ

} }

unweighted targets

weighted targets

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OEE Examples
Source: Japan Institute of Planned Maintenance
Criteria
1. Overall Effectivess 2. Availability 3. Performance 4. Operating Speed Rate 5. Net Operating Rate

Automated Machinery
51.3 - 78.4 95-98 54-80 90-100 60-80

Automatic Assemblers
38.0 - 80.7 95 40-85 100 40-85

Automatic Packers
72.0 90 80 100 80

Remarks:

20-40% of losses due to idling and minor stoppages

15-60% of losses due to idling and minor stoppages

20% of losses due to idling and minor stoppages

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Overall Equipment Effectiveness-- OEE

OEE Is
A Measure of TPM Progress Manufacturing Contribution to Quality Improvement A Method to Identify Opportunities for Improvement

OEE Is Not

Synonymous with TPM

To be used to compare facilities The same as utilization Easy to calculate

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Chronic and Sporadic Losses

Chronic Losses: Losses that occur repeatedly within some range of distribution
Sporadic Losses: Sudden occurrences that Sporadic Loss go beyond the normal range Defect
rate Optimal Condition Chronic Loss Time

Chronic and Sporadic Losses

Sporadic Losses Chronic Losses

Latency Causation Types of Action

Conspicuous Cause-and-effect easy to determine

Hidden Often unclear - rarely a single cause

Direct Fixes can be made

Can be very costly

May take many tries

Economic Impact

Cumulative effect can can be very costly

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How Chronic Losses are Reduced

Increasing Equipment Reliability Restoring Equipment to its Original Condition Identify and Establish Optimal Operating Conditions Eliminating Small Defects that are Often Overlooked
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Reliability Issues
Intrinsic Reliability Design Reliability Operation Reliability Manufacturing Reliability Maintenance Reliability Installation Reliability Operational Reliability

Based on Equipment Design

Based on Use (conditions)

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Learning to Use Equipment Fully and Make Basic Improvement

Search for Optimal Conditions

Eliminate Minor Equipment Defects Physical Analysis P-M Analysis

Intrinsic Reliability Operational Reliability

Techniques for Making Use of Equipment

Restoration

Design Reliability Fabrication Reliability Installation Reliability Operation Reliability Maintenance Reliability

Study of Equipment Usage

Techniques for Managing Equipment

Eliminate Tampering Trial-and-Error Gather Operators Experiences

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P-M Analysis P Phenomena- physical-problem M machinery-manpower-material

All pertinent factors in a chronic loss are efficiently identified and eliminated.
Clarify the Problem
Evaluate Equipment, Materials, and Methods Formulate Improvement Plans

Conduct a Physical Analysis of the Problem

Plan the Investigation

List Every Condition Potentially Related to the Problem

Investigate Malfunctions

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Raising Employee Skills Through TPM A TPM Goal is to Improve Employee Skill Levels
Attention concentration, discernment Judgment logical thinking, make sound decisions Take Correct Action and provide Appropriate Treatment Prompt action, pride of ownership Preventative understanding of equipment, measurement Prediction Skills subtle signs, knowledge of equipment

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Focused Improvement
Focused Improvement is an active priority of any TPM program - It begins simultaneously with the start of TPM

Focused Improvement includes all activities that maximize the overall effectiveness of equipment, processes, and plants through uncompromising elimination of losses and improvement of performance.

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Focused Improvement
A High Priority Doable Short-term 4-7 people Crossfunctional Empowered

Select a Project

Form a Project Team

Establish Status Access to Resources Commitmen t

Register the Project

Follow the P-M Analysis Cycle

ongoing training and education Measure Progress and results

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Preparation by Improvement Teams Teams should prepare in the following ways.

Understand the philosophy of focused improvement Understand the significance of losses and the rationale of improving overall effectiveness Understand the production process well Gather data on failures, trouble, and losses and plot over time Clarify the basic conditions necessary to assure proper functioning of equipment and define what factors contribute to its optimal state Understand the necessary techniques for analyzing and reducing failures and losses
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Focused Improvement
Step-by-Step Procedure
Activity/Step Step 0: Select the Project Detailed Outline Select and Register the Project Form the Project Team Plan Activities Identify bottleneck processes Measure failures, defects, and other losses Use baseline to set targets Carefully Expose all Abnormalities Restore deterioration and correct minor flaws Establish basic equipment conditions Stratify and Analyze Causes Apply analytical techniques (P-M Analysis) 84 Conduct experiments

Step 1: Understand Situation

Step 2: Expose and Eliminate Abnormalities

Step 3: Analyze Causes

Focused Improvement
Step-by-Step Procedure (continued)
Activity/Step Step 4: Plan Improvement Detailed Outline Draft Improvement Proposals Compare cost-effectiveness of alternative proposals List disadvantages of each alternative

Step 5: Implement Improvement

Carry out improvement plan Provide instruction related to implemented changes Evaluate improvement over time and the project proceeds Check whether targets have been achieved If not, go to step 3 and continue Draw up control standards to sustain results Formulate work standards Feed information back into the maintenance prevention program

Step 6: Check Results

Step 7: Consolidate Gains

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Analytical Techniques for Improvement

P-M Analysis Ask Why 5 times Fault tree Analysis (FTA) Failure Mode and Effect Analysis Industrial Engineering Value Analysis Seven Basic Tools of Quality The New Seven Tools of Quality
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Autonomous Maintenance
Maintenance Performed By the Equipment Operators One of the most important basic building blocks in any TPM Program Goals of Autonomous Maintenance: Prevent equipment deterioration through correct operation and daily checks Bring equipment to its ideal state through restoration and proper management Establish the basic conditions needed to keep equipment well-maintained
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Autonomous Maintenance
Step-by-Step Implementation
Activity/Step
Step 1: Perform Initial Cleaning

Detailed Outline
Eliminate Dust, Dirt, and Grime Expose any irregularities Correct minor flaws Reduce housekeeping by eliminating sources of dirt . Improve access to difficult areas Formulate standards for cleaning, lubricating, and tightening with minimal time and effort. Improve efficiency of checking gauges and visual display controls Provide inspection skills training Modify equipment to facilitate inspection Chart inspection results - quantify when Possible.

Step 2: Eliminate Sources of Contamination

Step 3: Establish cleaning and checking standards

Step 4: Conduct General Equipment Inspections

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Autonomous Maintenance
Step-by-Step Implementation (continued)
Activity/Step
Step 5: Perform General Process Inspections

Detailed Outline
Train and Educate Operators to achieve process-competent operators Prevent inspection duplications and omissions by incorporating individual equipment inspection standards into process or area inspection plans. Establish clear procedures for autonomous maintenance Reduce Setup Procedures Establish system for self-management for spares, tools, data, etc. Keep accurate maintenance records Perform proper data analysis Take appropriate action

Step 6: Do Systematic Autonomous Maintenance

Step 7: Practice Full Self-Management

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Necessary Accomplishments for Process-Competent Operators

Level 1: Level 2: Level 3: Level 4: Understand Process Performance and Function Operates Process Correctly Understands the properties of the materials handled Performs correct adjustment and settings Detects abnormalities promptly Takes emergency action against abnormalities Recognizes sign of abnormality Deal with abnormalities correctly Performs periodic overhaul checking and parts replacement

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Keys to Successful Autonomous Maintenance

Introductory Education and Training TPM Objectives, TPM Benefits, TPM Overview Cooperation Between Departments and Shifts Consensus agreement on how to support TPM and AM Group Activities small groups with leadership from shop floor to management AM is not voluntary mandatory and necessary management must provide leadership and support

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Keys to Successful AM (continued)

Practice practical application versus conceptual understanding Progressive Education and Training gradual skill development - step-by-step - as needed Aim for Measurable Results clear, appropriate measures (and goals) Operators Should Determine Standards to Follow operators set standards and criteria for maintenance consistent with organizational objectives Management Should Audit the AM Progress provide guidance, support and critique

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Keys to Successful AM (continued)

Use Model Projects Use as examples for the rest of the organization Correct Equipment Problems Promptly Maintenance department must react quickly to fix problems uncovered by AM activities - will require commitment and appropriate staffing Take Time to Perfect AM Dont rush the process - make sure the skills are there

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Measures of Preventive Maintenance Results

Downtime Trend Operating Rate Failure Frequency Failure Severity (length of failure downtime) Maintenance Time per Incident Quality Defect Rate Failure Costs Emergency Repair Time Ratio of Maintenance Cost to Unit Production Cost
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IMPLEMENTATION SUMMARY OF PM
Step 1: Evaluate Equipment and Understand Current Conditions. Step 2: Restore Deterioration and Correct Step 3: Build an Appropriate Information Step 4: Build a Periodic Maintenance System Step 5: Build a Predictive Maintenance System. Step 6: Evaluate the Preventive Maintenance System.

Weaknesses. System.

Like everything associated with TPM, successful implementation of a 95 preventive maintenance system will take time and support.

BREAKDOWN MAINTENANCE
The risk of a breakdown can be greatly reduced by an effective preventive maintenance program. The major approaches used to deal with breakdowns are: Standby or backup equipment can be quickly pressed into service. Inventories of spare parts. Operators who are able to perform at least minor repairs on their equipment. Repair people who are well trained and readily available to diagnose and correct problems with equipment.

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BREAKDOWN MAINTENANCE
Breakdown programs are most effective when they take into account the degree of importance a piece of equipment has in the production system The ability of the system to do without it for a period of time.

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Review of Equipment Maintenance

The Review of Equipment Maintenance (REM) is an incremental approach, designed to deliver financially driven results at minimum cost and time. It provides optimum results when a review of equipment maintenance is required to ensure that: The most effective maintenance plan is adopted Preventive, scheduled, design put and on-failure maintenance are integrated into a cohesive strategy The maintenance plan needs to respond to changes in plant operation The review may also be required to introduce a new technique, such as condition monitoring, or to adjust changes in maintenance resources. Typically REM requires only 30-50% of the resource input that would be required for RCM, while achieving similar results.

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Review of Equipment Maintenance

REM focuses primarily on maintenance strategy arising from business drivers, such as demand and operating patterns and can be considered in two major stages: Reliability and criticality analysis Maintenance review

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Review of Equipment Maintenance

The output of a REM study is an optimized maintenance plan, where the appropriate risk based defence of the asset is defined. This takes in to account the goals of the organisation, the criticality of the asset, the resources available, and the level of technology employed by the organization. This is a working document, which can be translated into the physical reality of conducting operational maintenance.

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PARETO DIAGRAMS
Pareto diagram is an important quality tool used in prioritizing & deciding the course of action in maintenance management. Of all the problems that occur, only a few are quite frequent/costly. The others seldom occur/cost less. The problems are grouped and labeled as vital few and trivial many.

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PARETO DIAGRAMS
Pareto principle lends support to the 80/20 rule. Pareto diagrams help quickly identify the critical areas for managements attention.

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STEPS FOR CONSTRUCTING PARETO DIAGRAMS

STEP 1 Decide on data categorization system by problem type, type of conformity (critical, major, minor) or whatever else seems appropriate. STEP 2 Determine how relative importance is to be judged i.e., whether it should be based on cost or frequency of occurrence. STEP 3 Rank the categories from most important to least important. STEP 4 Compute the cumulative frequency of the data categories in their chosen order. STEP 5 Plot a bar graph showing the relative problem of each problem area in descending order.

103

STEPS FOR CONSTRUCTING PARETO DIAGRAMS

STEP 6 Identify the vital few that deserve immediate attention.

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PARETO DIAGRAMS
PROBLEM TYPE A DESCRIPTION % OF OCCURENCE 40 ANNUAL COST (IN $1000) 20 CUMMALITIVE % OF OCCURENCE 40

Substandard quality of raw material Improper setting of machine Inadequate operator training Poor storage of finished parts Drop in hydraulic pressure impresses Cutter not sharp Electrical breakdowns

20

60

14

74

10

84

92

1.5

97

1.8

100

105

PARETO DIAGRAMS 100

97.0 92.0 100.0

80 %
74.0

84.0

O F

60

60.0

T 40 O T A L 20

40.0

PROBLEM TYPE

G106

Introduction Introduction to Life Cycle Cost Objectives of Maintenance and Maintenance Cost Maintenance Definition How to get unplanned repair jobs planned Maintenance Procedures Failure Development Total Productivity Maintenance Maintenance Management Systems

Modern maintenance management is not to repair broken equipment rapidly. Modern maintenance management is to keep the equipment running at high capacity and produce quality products at lowest cost possible.

Maintenance, then and now

Many years ago, the manufacturing and production work was done with relatively simple technical equipment and the involvement of more manpower. Maintenance was of course simple and impact to certain extent to the function of machines. During the industrialization, production equipment has been more developed. In connection with the high technical development the impact of productivity and quality has moved from man to machine. The importance of maintenance has considerably increased.

There are many reasons why maintenance is becoming more and more important. In developing countries , where many old machines are operating, the spare part problem are arising. Some times it is difficult to find spare parts for equipment and if it is possible to find them, they are usually very expensive and must be paid on foreign currency.
Due to long lead times of supply of spares, it is common that the spare part inventory is growing bigger than necessary. A very essential part in maintenance management is developing countries to reduce the need of spare parts, as well as to maintain the minimum level of shock to save foreign currency, but still keeping the productivity high.

Maintenance has to be taken into consideration in very early stage of work of procuring new equipment to ensure a good and cheap operation. High quality equipment will give high reliability and maintainability which secure high productivity and equipment efficiency. The lifetime of the equipment can be spilt up in six phases 1. Idea 2. Specification 3. Design 4. Procurement(Manufacturing) 5. Operation 6. Windup

Bath Tub Curve

The bath tub curve describes the cost of equipment over its lifespan. From commissioning to winding up.

Cost

100% Life Time

LCC Life Cycle Cost is commonly understood to be the customers total cost and other sacrifice during the actual life time of the product. Hence LCC includes the acquisition cost as well as all future costs for operation and support of the product until it is finally discard.

Comparison of alternative products. Improvements of products. Adaptation of the maintenance and support organization.

Objectives of Maintenance During the years the maintenance function has not been seen as a condition for production output. The previous approach has been that maintenance is the necessary evil, one among the cost generators in the organization. Very often the maintenance strategy in plants has been to reduce the maintenance cost as much as possible without thinking of the consequences. Objective of the maintenance is , as priority one , to create an availability performance which is suitable for production demands in the organization. No mechanized/atomized company has yet succeeded to produce with stopped equipment. Production buy availability performance from maintenance.

1. Keep up the planned availability performance

2. At the lowest cost

Above all Within the safety prescriptions

All enterprises and organizations are interested in lowering maintenance costs. A very common delusion is that

MAINTENANCE WICH IS NOT CARRIED OUT ,WILL COST EVEN MORE THAN MONEY !!!!!!

There are two ways of managing the maintenance costs

Cost or Result Controlled Maintenance

The cost controlled maintenance is not considered as modern maintenance management, The reason why maintenance has been treated as a cost controlled activity, Is often that engineers and technical staff have had some dilemma to measure the results of investments in maintenance in total economical terms. It is simple to find the direct cost for maintenance but it could be difficult to see the results. The upper priority in the objectives of maintenance is to keep up planned availability performance at the lowest cost possible . This means that the long term results are important. The maintenance cost must be put in relationship with overall results achieved by maintenance in production facility.

MAINTENANCE
WORK ENVIORMENT

LOST MARKET

QUALITY LOSSES INCREASED INVESTMENT

CAPITAL COSTS CAPACITY LOSSES

PRODUCTION LOSSES

ENERGY LOSSES

The maintenance cost can be split up in two different categories.

Direct maintenance costs -

The costs are directly related to the performance of the maintenance works

Indirect maintenance costs - Losses due to maintenance

Direct maintenance costs Wages & Salaries

Material Costs Administration Costs Costs for training Spare parts costs Contracted work forces Modification Costs

Indirect Costs Loss of revenue or other losses as a result of interruption to

production as a result of maintenance.

Many times there are needs to measure the maintenance efficiency. However, maintenance can not be measured by the cost it creates. There must be an connection to the production out put some way. It is naturally impossible to determine anything about the size of the direct costs. One method to control the direct maintenance is to use the PM-factor.P stands for prime product produce and M stands for maintenance cost. When using the PM-factor, the result of the maintenance impact on the production is measured. How many products are produced per a 1000 units of maintenance money.

Prime Production
PM Factor = Maintenance Cost X

1000

AVAILABILITY PERFORMANCE The ability of equipment to function properly, Despite occurrence of failures, disturbances and Limitations in the maintenance resources.

Availability performance can be divided in to tree parts:

Reliability Performance

Maintenance Support Performance

Maintainability Performance

The ability of an item, under stated Conditions of use, to perform a required Function under stated conditions for a stated period of time.

The ability of a maintenance organization, Under stated condition, to provide upon Demand the resources required to Maintain an equipment.

The ability of an equipment, under started conditions of use, To be retained or restored to state in which it can perform a required function, when maintenance is performed under stated conditions and using stated procedure and resources.

In order to set up maintenance strategy for an enterprise, it is necessary for every body in a company to understand the maintenance concept and speak the same language.

MAINTENANCE The term maintenance covers all Activities undertaken to keep equipment in a Particular condition or return It to such condition

The term maintenance consists of three main parts

Corrective maintenance

Preventive maintenance

Improvement maintenance

CORRECTIVE MAINTENANCE (CM)

Corrective maintenance covers all Maintenance which is carried out in Order to correct (repair) a fault in equipment

WHAT IS FALIURE ?
Digress of demands of a certain quality

Planned & unplanned corrective maintenance

Corrective maintenance is divided in

CORRECTIVE MAINTERANCE

UNPLANNED

PLANNED

Break Down Emergency Repairs Urgent Not possible to Control You are controlled by the equipment

Planned Maintenance Prepared Properly Possible to Control You control the Equipment

PREVENTIVE MAINTERANCE (PM)

Preventive maintenance covers all Programmed maintenance which is carried out in order to prevent the Occurrence of failures before they Develop to a breakdown or Interruption in production.

Preventive Maintenance is Divided In

PREVENTIVE MAINTENANCE

INDIRECT
Condition Based Maintenance (CBM)

DIRECT
Fixed time Maintenance(FTM)

Detection of failures
Before break down

Cleaning, Lubrication
Fixed time replacement

Indirect Maintenance
INDIRECT PM

Subjective
Using human senses Look , feel , listen , smell , taste

Objective
Using off line instrument

Continuous, on-line monitoring

IMPROVEMENT MAINTENANCE (IM)

Improvement maintenance is used When to modify the equipment so the Condition improves. Improvement Maintenance includes activities which are carried out once. The objectives of improvement maintenance are to Design out the failure i.e. the failure Will never occur again or extend the life time of parts.

One of the objectives of the maintenance job is to get them planned This gives increased availability performance and lower direct maintenance costs and a lot of other advantages. The load on the maintenance department will for instance be lower and the quality of the jobs higher.
Use of condition monitoring

Through condition monitoring the failure development and it is therefore possible to plane the forthcoming jobs before a break down occurs. By condition monitoring the unplanned jobs are transferred to planned job.

Planned maintenance resulting in lower costs for maintenance and lesser down time.

MAINTENANCE
CORRECTIVE MAINTENANCE PREVENTIVE MAINTENANCE

UNPLANNED

PLANNED -CONTROLLED

INDIRECT CONDITION MONITORING

DIRECT -CLEANING -LUBRICATING -PROGRAMMED REPLACEMENT AND REPAIRS

-EXPENCIVE MAINTENANCE -LOW AVAILABILITY

-REDUCED COST FOR MAINTENANCE -INCREASED AVAILABILITY DECREASED -CORRECTIVE MAINTENANCE INCREASED -AVAILABILITY

Preventive Maintenance -Reduce number of break downs & urgent repairs -More planning and control of corrective maintenance
Result -Increased availability performance & efficiency -Decreased cost of maintenance

Results in the correct maintenance work is carried out

At the

right time In the right way By the right professional With the right spare parts

Real maintenance management is impossible without condition based preventive maintenance

When a maintenance strategy is going to be formulated, there are many maintenance procedures that could be chosen, From sophisticated procedures to low level procedures. Operate to break down (unplanned corrective maintenance), O.T.B.D Fixed-time maintenance, F.T.M Condition-based maintenance, C.B.M Design out maintenance, D.O.M Life-time extension, L.T.E Redundancy, RED

INDIVIDUAL LIFE TIME

Machines, spare parts, all types of equipment, have their own individual lifetime. The individual life time is different from part to part and is influenced by the quality of the product but also by other outside factors such as environment, handling etc. Some failures are occurring after a certain, expected time, and can almost be predicted. Some failures are occurring completely unexpected.

FAILURES

Random Failures
Non-Predictable

Regular Failures
Predictable

Failure Developing time(FDT) Some failures either they are random or regular, have longer or shorter failure development time. The failure development time is the deterioration time from the moment condition departs from the normal condition until the moment of break down occurs. Failures with failure development time is easier to handle than the failures without failure development time. Shorter FDT Continuous on line condition monitoring has to be applied Longer FDT Off-line condition monitoring has to be applied

Total Productivity Maintenance (TPM) TPM is a way of organizing maintenance to support productivity & quality through increased equipment efficiency and to reduce costs. TPM concept means that all employees work in small groups to maximize the improvement of equipment efficiency. Operators are working independently with all maintenance activities of their own equipment and have also the total responsibility of operation and maintenance.

Fundamental Goals of TPM

Increased productivity and quality Zero defects Reduced cost of maintenance and production Increased motivation among all employees Zero accident Shorter lead time Zero unplanned stops Development of staff through training Improvement of work environment

Incentives for MMS or CMMS (rule of thumb)

Reduction on MDT
Increased machine life Saving on labour and spares

about 20%
about 20 % 10 20%

Savings on maintenance budget

10 20%

General of maintenance systems

The maintenance function must also have necessary aids to manage the maintenance activities to coop up to the main target of the enterprise. Maintenance management means a better control of the maintenance organization and the related area. To properly control the maintenance of a facility, information is required to analyze what is occurring. To be able to manage the maintenance activities in the right way, a maintenance management system is necessary. The system can be either manual or computerized. The main purpose of a maintenance management system is in operation and works properly.

PLANNING

ANALYSIS

PERFORMANCE

RECORDING

The basic function of a maintenance management system can be : 1. Preventive maintenance 2. Plant and unit record(Equipment) 3. Inventory and spare parts control system, Purchasing system 4. Document record 5. Planning system for maintenance and work order routines 6. Technical/economic analysis of plant history, maintenance and machine availability

MAINTENANCE PLANNING AND SCHEDULING

Effective planning and scheduling significantly to the following: contribute

Reduced maintenance cost. Improved utilization of the maintenance workforce by reducing delays and interruptions. Improved quality of maintenance work by adopting the best methods and procedures and assigning the most qualified workers for the job.

Planning and Scheduling Objectives

Minimizing the idle time of maintenance workers.
Maximizing the efficient use of work time, material, and equipment. Maintaining the operating equipment at a responsive level to the need of production in terms of delivery schedule and quality.

Classification of Maintenance Work According to Planning and Scheduling Purposes

Routine maintenance: are maintenance operations of a periodic nature. They are planned and scheduled and in advance. They are covered by blanket orders. Emergency or breakdown maintenance: interrupt maintenance schedules in order to be performed. They are planned and scheduled as they happened.

Design modifications: are planned and scheduled and they depend on eliminating the cause of repeated breakdowns.
Scheduled overhaul and shutdowns of the plant: planned and scheduled in advanced.

Overhaul, general repairs, and replacement: planned and scheduled in advanced. Preventive maintenance: planned and scheduled in advanced.

An essential part of planning and scheduling is to forecast future work and to balance the workload between these categories. The maintenance management system should aim to have over 90% of the maintenance work planned and scheduled.

Planning

Planning is the process by which the elements required to perform a task are determined in advance of the job start.

Planning
It comprises all the functions related to the preparation of:
1. 2. 3. 4. 5. 6. The work order Bill of material Purchase requisition Necessary drawings Labor planning sheet including standard times All data needed prior to scheduling and releasing the work order.

Good planning is a prerequisite for sound scheduling.

Planning Procedures
Determine the job content. Develop work plan. This entails the sequence of the activities in the job and establishing the best methods and procedures to accomplish the job. Establish crew size for the job. Plan and order parts and material. Check if special tools and equipment are needed and obtain them. Assign workers with appropriate skills.

Planning Procedures
Review safety procedures. Set priorities for all maintenance work. Assign cost accounts. Complete the work order. Review the backlog and develop plans for controlling it. Predict the maintenance load using effective forecasting technique.

Basic Levels of Planning Process (Depend on The Planning Horizon)

1. Long-rang planning: it covers a period of 3 to 5 years and sets plans for future activities and longrange improvement. 2. Medium-range planning: it covers a period of 1 month to 1 year. 3. Short-rang planning: it covers a period of 1 day to 1 week. It focuses on the determination of all the elements required to perform maintenance tasks in advance.

Long and Medium-Range Planning

Needs to utilize the following:
1. Sound forecasting techniques to estimate the maintenance load. 2. Reliable job standards times to estimate staffing requirements. 3. Aggregate planning tools such as linear programming to determine resource requirements.

Long-Range Planning

sets plans for future activities and long-range improvement.

Medium-Range Planning

Specify how the maintenance workers will operate. Provide details of major overhauls, construction jobs, preventive maintenance plans, and plant shutdowns. Balances the need for staffing over the period covered. Estimates required spare parts and material acquisition.

Short-Range Planning

It focuses on the determination of all the elements required to perform maintenance tasks in advance.

Scheduling

Is the process by which jobs are matched with resources and sequenced to be executed at a certain points in time.

Scheduling
Scheduling deals with the specific time and phasing of planned jobs together with the orders to perform the work, monitoring the work, controlling it, and reporting on job progress. Successful planning needs a feedback from scheduling.

Reliable Schedule Must Take Into Consideration

A job priority ranking reflecting the criticality of the job. The availability of all materials needed for the work order in the plant. The production master schedule. Realistic estimates and what is likely to happen. Flexibility in the schedule.

Maintenance Schedule Can be Prepared at Three Levels (Depend on The Time Horizon)

1. Long-range (master) schedule 2. Weekly schedule

3. Daily schedule

Long-Range (master) Schedule

Covering a period of 3 months to 1 year. Based on existing maintenance work orders (blanket work order, backlog, PM, anticipated EM). Balancing long-term demand for maintenance work with available resources. Spare parts and material could be identified and ordered in advance. Subject to revision and updating to reflect changes in the plans and maintenance work.

Weekly Schedule

Covering 1 week. Generated from the master schedule. Takes into account current operations schedules and economic considerations. Allow 10% to 15% of the workforce to be available for emergency work. The schedule prepared for the current week and the following one in order to consider the available backlog. The work orders scheduled in this week are sequenced based in priority. CPM and integer programming techniques can be used to generate a schedule.

Daily Schedule
Covering 1 day. Generated from weekly schedule. Prepared the day before. Interrupted to perform EM. Priorities are used to schedule the jobs.

Elements of Sound Scheduling

Requirements for effective scheduling: Written work orders that are derived from a wellconceived planning process. (Work to be done, methods to be followed, crafts needed, spare parts needed, and priority). Time standards. Information about craft availability for each shift. Stocks of spare parts and information on restocking.

Elements of Sound Scheduling

Requirements for effective scheduling: Information on the availability of special equipment and tools necessary for maintenance work. Access to the plant production schedule and knowledge about when the facilities will be available for service without interrupting production schedule. Well-define priorities for maintenance work. Information about jobs already scheduled that are behind the schedule (backlog).

Scheduling Procedures (Steps)

Sort backlog work orders by crafts. Arrange orders by priority. Compile a list of completed and carry over jobs. Consider job duration, location, travel distance, and the possibility of combining jobs in the same area. Schedule multi-craft jobs to start at the beginning of every shift. Issue a daily schedule (not for shutdown maintenance). Authorize a supervisor to make work assignments (dispatching).

Maintenance Job Priority System

Priorities are established to ensure that the most critical work is scheduled first. It is developed under coordination with operations staff. It should be dynamic. It must be updated periodically to reflect changes in operation and maintenance strategies. It typically includes three to ten levels of priority.

Scheduling Techniques
The objective of the scheduling techniques is to construct a time chart showing: The start and finish for each job. The interdependencies among jobs. The critical jobs that require special attention and effective monitoring.

Scheduling Techniques
Such techniques are:

Modified Gantt chart CPM PERT Integer and stochastic programming.

Maintenance Management System

*Planning Maintenance Activities *Organizing Maintenance Activities *Controlling Maintenance Activities

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1.Planning Maintenance Activities

* Maintenance Philosophy * Maintenance Load Forecasting * Maintenance Capacity * Maintenance Organization * Maintenance Scheduling
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1.1 Maintenance Philosophy

To Maintain a minimum level of resources in order to optimize the production and plant availability without compromising safety of all concern.

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1.1 Maintenance Philosophy

Strategies * Breakdown / Corrective * Preventive Maintenance Time/Used Based Conditioned Based * Opportunity Maintenance
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1.1 Maintenance Philosophy

Based on Maintenance Philosophy, * Maintenance Activities Planning * Maintenance Activities Organizing & * Maintenance Activities Controlling Should carried out.
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1.2Maintenance Load Forecasting

Factors to be considered * Age of the equipment * Usage rate * Quality of maintenance (Depend on inputs ) * Climatic factors
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1.3Maintenance Capacity Planning

MCP answers following * Required labour Qty & Qlty * Required materials Spares parts Equipment Tools
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1.4 Maintenance Organization

Depending on the maintenance load, size of the plant, trade skills, etc. It can be * Decentralized * Area * Centralized
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1.4 Maintenance Organization

* Decentralized Quicker response time, Specialized workers hence labour utilization low * Centralized Multi skilled flexible workforce
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2.Organizing Maintenance Activities

2.1 Job Design 2.2 Time Standards 2.3 Project Management

189

2.1 Job Design

2.1.1 Work content of each job 2.1.2 Method to be used 2.1.3 Special tools needed 2.1.4 Required resources 2.1.5 Required man power in quantity and quality
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2.2 Time Standards

2.2.1 Determine the critical jobs 2.2.2 Work measurement techniques Direct measurements * Time study/Work sampling Indirect measurements * Predetermined Motion Time Systems
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2.2 Time Standards

Basic Steps in Time Study Process * Select the job * Break the job in to elements * Observe the jobs * Compute the basic time * Determine the allowances * Establish job standards
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3.Controlling Maintenance Activities

Controlling involves 3.1 Work Control 3.2 Inventory Control 3.3 Cost Control 3.4 Quality Control
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3.Controlling Maintenance Activities

3.1 Work Control 3.1.1 Work performed - Quality and time taken 3.2.2 Standards 3.2.3 Backlog (Increasing/Decreasing) - Contract maintenance - Workforce adjustment - Overtime
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3.Controlling Maintenance Activities

3.3 Cost Control 3.3.1 Direct maintenance cost 3.3.2 Down time cost 3.3.3 Consequence reject cost 3.3.4 Redundancy cost 3.3.5 Deterioration cost (Poor Main.) 3.3.6 Over maintaining cost
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3.Controlling Maintenance Activities

3.3 Cost Control Cost controlling measures * Using alternative maintenance materials * Modifying inspection procedures * Revising maintenance procedures * Changing material handling procedures * Changing workshop layout

196

3.Controlling Maintenance Activities

3.4 Quality Control * Repeat jobs * Quality materials * Worker skills * Proper processes * Proper tools/equipment
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Maintenance Training
Performances depend on Knowledge Skills Ability to perform Attitudes
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Maintenance Training
Steps in designing a training program * Preparation of a training policy * Assessing the currant situation * Analyzing the training needs * Designing training program * Implement training program * Evaluating the programs
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Maintenance Training
Training need analysis
*Identify desired performances *Identify difference between expected / actual performances *Identify root causes *Identify appropriate solutions *Selecting/implementing appropriate solutions.
200

Maintenance Training
Root causes
*Knowledge and skill factor Workers do not possess necessary knowledge and skills to perform the job *Organizational factors Workers possess knowledge and skills but lack of tools, equipment, etc. *Motivational factors Workers posses knowledge, skills and all resources but lack the motivation to perform the job leads to performances deficiencies
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Maintenance Improvement
Factors influencing maintenance systems
*Organization staffing and policy * Training * Motivation * Management control * Facilities * Stores and materials * Preventive maintenance and equipment history * Information system
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Maintenance Concepts
Maintainability
*Probability of maintaining an equipment in a specified time duration. *It is known as Mean Time To Repair (MTTR) *Ratio between total down time and number of repairs *Component of down time - Failure identification - Inform to maintenance - Failure detection - Resource arrange - Attending to failure - Test and release
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Maintenance Concepts
Designing for Maintainability targets
*Frequency of required repairs *The duration of repair time *The total maintenance intervention time such as Preventive maintenance *Assessability *Compatibility
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Maintenance Concepts
Maintenance Prevention Designs
*Built in diagnostics process *Ease in disassembly and reassembly *The total maintenance intervention time such as Preventive maintenance *Assessability *Compatibility * Adoptability
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