Implementing a Preventive Maintenance
Program (FOR ENGINEERS)
11-13 MAY 2013 - RADISON BLU HOTEL
JEDDAH, SAUDI ARABIA
1
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.
2
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.
3
APPROACH TO MAINTENANCE.
TBM
PM
Planned
CBM
BM
Maint.
Daily Checks
Periodic Checks
Periodic Inspect
Periodic Service
Visual
Instrument
CM
Unplanned
PM: Preventive Maintenance
TBM: Time Based Maintenance
CBM: Condition Based Maint.
BM: Breakdown maintenance
CM: Corrective Maintenance
NOTE:- Structured recording of all the activities is vital.
4
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.
5
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.
6
•
•
•
•
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.
7
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.
8
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.
9
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.
10
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.
11
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
Performance-based
Condition-based
2000
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
Roles
Create task lists for different
objects
Maintenance
planner
Create maintenance plans
Maintenance
planner
Schedule
Schedule maintenance plans
Maintenance
planner
4
Maintenance
order
Process maintenance orders
Maintenance
technician
5
Technical
completion
Technically complete
maintenance orders
Maintenance
supervisor
1
Task list
2
Maintenance
plan
3
 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
?
For
Forpreventive
preventivemaintenance
maintenance
(maintenance
and
(maintenance andinspection)
inspection)
For
Forroutine
routinemaintenance
maintenance
(planned
repairs)
(planned repairs)
 SAP AG 1999
Maintenance packages
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
12 Weeks
24 Weeks
Strategy
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
20
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)
3 months
Maintenance plan
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
The Task List checks
the Package to
ensure the Strategy
still exists.
Task List
Task List Group
Maint. Packages
Maint. Strategy
The Item checks the
Task List to make
ensure that the
same Strategy is
used
Maintenance Item
Maint. Strategy
Technical Object
Task List
The Plan checks the
Item to make ensure
that the same Strategy
is used
Maintenance Plan
Maint. Strategy
Maintenance Item
Scheduling Param.
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
Last actual date
Last maintenance
package
New
start
Cycle start
Start in
current
cycle *
Manual
call
Next
planned date
Next
maintenance
package
Schedule
Last
* Only for strategy plan
 SAP AG 2001
actua
l date
Maintenance Scheduling Overview
Maintenance item report, sorted by equipment (no.)
1998
... or as a list
With display variants
With general list viewer
 SAP AG 1999
1999
... as a graphic
With maintenance plan simulation
With/without details
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.
43
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.
44
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.
45
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
46
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.
47
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.
48
Tribology And Lubrication
49
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.
50
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.
51
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.
52
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.
53
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
54
Before TPM Implementation
Maintenance
Operations
Engineering
55
After TPM Implementation
A Team Effort
Operations + Engineering + Maintenance
Waste
Downtime
Defects
The Common Enemies
56
Before TPM Implementation: Barriers
Operations
Engineering
Maintenance
57
TPM Builds Bridges
Operations
Engineering
Maintenance
58
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
59
A Model for TPM Development
Formal TPM Announcement
TPM Awareness Education
Phase I
Form TPM Steering Group
Preparation
Establish TPM Goals
Prepare Implementation Plan
60
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
61
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
62
The Major Plant Losses
•
•
•
•
•
•
Equipment Failures
Process and Equipment Set-ups And Adjustments
Idling and minor stoppages
Reduced Processing Speed
Quality Defects
Reduced Yield
63
Ultimate Improvement Goals for
Chronic Losses
Type of Loss
1. Equipment Failures
Goal
0
Explanation
Reduce to zero for all equipment
2. Setup and Adjustments
minimize
3. Idling and minor stops
0
Reduce to zero for all equipment
4. Reduced Processing
Speed
0
Bring operating speed to design speed;
then improve speed beyond design level
5. Quality Defects
0
Small levels might be acceptable (6-sigma)
6. Yield Losses
Continuous effort to reduce setup times
minimize
64
Measurement
Measurement Is Necessary for Improvement.
People Do How They Are Measured!
65
Basic TPM Outcome Measures
Productivity
Quality
Costs
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
Labor Costs
Maintenance Costs
Energy Costs
Delivery
Safety
Lost time Accidents
Incidents
On-time shipments
Near Misses
Employee Satisfaction
Number of Improvement Ideas
Number of Teams
Employee Satisfaction Index
66
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
67
Calculating OEE
OEE = A x P x Q
where:
A (Availability)
P (Performance rate)
Operating Time
Q (quality rate)
= planned time - downtime
planned time
= (standard time/unit)(units produced)
Operating time
= (planned time - downtime)
= (total production) - (number of defectives)
total production
68
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
69
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
OEE = A.3 x P.2
x
Q.5
Compute OEE using these weights.
70
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
71
OEE Examples
Source: Japan Institute of Planned Maintenance
Criteria
1. Overall Effectivess
Automated
Machinery
51.3 - 78.4
Automatic
Assemblers
Automatic
Packers
38.0 - 80.7
72.0
2. Availability
95-98
95
90
3. Performance
54-80
40-85
80
4. Operating Speed Rate
90-100
100
100
5. Net Operating Rate
60-80
40-85
80
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
Remarks:
72
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
73
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
Conspicuous
Causation
Cause-and-effect
easy to determine
Often unclear - rarely
a single cause
Direct Fixes can
be made
May take many tries
Can be very costly
Cumulative effect can
can be very costly
Types of
Action
Economic
Impact
Hidden
75
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
76
Reliability Issues
Intrinsic Reliability
Operational Reliability
Design Reliability
Operation Reliability
Manufacturing Reliability
Maintenance Reliability
Installation Reliability
Based on Equipment Design
Based on Use (conditions)
77
Learning to Use Equipment Fully and Make
Basic Improvement
Search for
Optimal Conditions
Eliminate Minor
Equipment Defects
Study of
Equipment
Usage
Physical Analysis
P-M Analysis
Techniques
for Managing
Equipment
Eliminate Tampering
Trial-and-Error
Gather Operators’
Experiences
Design Reliability
Intrinsic
Reliability
Restoration
Fabrication
Reliability
Installation
Reliability
Operational
Reliability
Techniques
for Making Use
of Equipment
Operation
Reliability
Maintenance
Reliability
78
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
Conduct a Physical
Analysis of the
Problem
Plan the
Investigation
List Every Condition
Potentially Related
to the Problem
Formulate
Improvement
Plans
Investigate
Malfunctions
79
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
80
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.”
81
Focused Improvement
A High
Priority
Doable
Short-term
4-7 people
Crossfunctional
Empowered
Establish
Status
Access to
Resources
Commitmen
t
Select a Project
Form a Project Team
Register the Project
Follow the P-M Analysis
Cycle
ongoing training and
education
Measure Progress and
results
82
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
83
Focused Improvement
Step-by-Step Procedure
Activity/Step
Detailed Outline
Step 0: Select the Project
Select and Register the Project
Form the Project Team
Plan Activities
Step 1: Understand Situation
Identify bottleneck processes
Measure failures, defects, and other
losses
Use baseline to set targets
Step 2: Expose and Eliminate
Abnormalities
Carefully Expose all Abnormalities
Restore deterioration and correct
minor flaws
Establish basic equipment
conditions
Step 3: Analyze Causes
Stratify and Analyze Causes
Apply analytical techniques (P-M
Analysis)
84
Conduct experiments
Focused Improvement
Step-by-Step Procedure (continued)
Activity/Step
Step 4: Plan Improvement
Step 5: Implement
Improvement
Detailed Outline
Draft Improvement Proposals
Compare cost-effectiveness of
alternative proposals
List disadvantages of each alternative
Carry out improvement plan
Provide instruction related to
implemented changes
Step 6: Check Results
Evaluate improvement over time and
the project proceeds
Check whether targets have been
achieved
If not, go to step 3 and continue
Step 7: Consolidate Gains
Draw up control standards to sustain
results
Formulate work standards
Feed information back into the
maintenance prevention program
85
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
86
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
87
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
Step 2: Eliminate Sources of Contamination
Reduce housekeeping by eliminating
sources of dirt . Improve access to
difficult areas
Step 3: Establish cleaning and checking
standards
Formulate standards for cleaning,
lubricating, and tightening with minimal
time and effort. Improve efficiency of
checking gauges and visual display
controls
Step 4: Conduct General Equipment
Inspections
Provide inspection skills training
Modify equipment to facilitate inspection
Chart inspection results - quantify when
Possible.
88
Autonomous Maintenance
Step-by-Step Implementation (continued)
Activity/Step
Detailed Outline
Step 5: Perform General Process
Inspections
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.
Step 6: Do Systematic Autonomous
Maintenance
Establish clear procedures for autonomous maintenance
Reduce Setup Procedures
Establish system for self-management
for spares, tools, data, etc.
Step 7: Practice Full Self-Management
Keep accurate maintenance records
Perform proper data analysis
Take appropriate action
89
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
90
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
91
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
92
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
– Don’t rush the process - make sure the skills are there
93
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
94
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.
96
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.
97
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.
98
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
99
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.
100
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.
101
PARETO DIAGRAMS
• Pareto principle lends support to the 80/20
rule.
• Pareto diagrams help quickly identify the
critical areas for management’s attention.
102
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.
104
PARETO DIAGRAMS
PROBLEM
TYPE
DESCRIPTION
% OF
OCCURENCE
ANNUAL
COST (IN
$1000)
CUMMALITIVE
% OF
OCCURENCE
A
Substandard quality of
raw material
40
20
40
B
Improper setting of
machine
20
6
60
C
Inadequate operator
training
14
3
74
D
Poor storage of
finished parts
10
2
84
E
Drop in hydraulic
pressure impresses
8
2
92
F
Cutter not sharp
5
1.5
97
G
Electrical breakdowns
3
1.8
100
105
PARETO
DIAGRAMS
100
97.0
100.0
92.0
84.0
80
74.0
%
O
F
60
60.0
T 40
O
T
A
L 20
0
40.0
A
B
C
D
PROBLEM TYPE
E
F
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 customer’s 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
CAPITAL
COSTS
INCREASED
INVESTMENT
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
=
X
Maintenance Cost
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
Break Down
Emergency Repairs
Urgent
Not possible to Control
You are controlled by the
equipment
PLANNED
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
DIRECT
Condition Based
Fixed time
Maintenance (CBM)
Maintenance(FTM)
Detection of failures
Cleaning, Lubrication
Before break down
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
PREVENTIVE
MAINTENANCE
MAINTENANCE
UNPLANNED
PLANNED
-CONTROLLED
INDIRECT CONDITION
MONITORING
DIRECT
-CLEANING
-LUBRICATING
-PROGRAMMED
REPLACEMENT AND
REPAIRS
-EXPENCIVE
MAINTENANCE
-LOW AVAILABILITY
-REDUCED COST FOR
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
DECREASED
-CORRECTIVE
MAINTENANCE
INCREASED
-AVAILABILITY
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
Regular
Failures
Failures
Non-Predictable
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
about 20%
Increased machine life
about 20 %
Saving on labour and spares
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
180
1.Planning Maintenance Activities
* Maintenance Philosophy
* Maintenance Load Forecasting
* Maintenance Capacity
* Maintenance Organization
* Maintenance Scheduling
181
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.
182
1.1 Maintenance Philosophy
Strategies
* Breakdown / Corrective
* Preventive Maintenance
Time/Used Based
Conditioned Based
* Opportunity Maintenance
183
1.1 Maintenance Philosophy
Based on Maintenance Philosophy,
* Maintenance Activities Planning
* Maintenance Activities Organizing
&
* Maintenance Activities Controlling
Should carried out.
184
1.2Maintenance Load Forecasting
Factors to be considered
* Age of the equipment
* Usage rate
* Quality of maintenance
(Depend on inputs )
* Climatic factors
185
1.3Maintenance Capacity Planning
MCP answers following
* Required labour Qty & Qlty
* Required materials
Spares parts
Equipment
Tools
186
1.4 Maintenance Organization
Depending on the maintenance load,
size of the plant, trade skills, etc. It can
be
* Decentralized
* Area
* Centralized
187
1.4 Maintenance Organization
* Decentralized
Quicker response time,
Specialized workers
hence labour utilization low
* Centralized
Multi skilled flexible workforce
188
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
190
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
191
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
192
3.Controlling Maintenance Activities
Controlling involves
3.1 Work Control
3.2 Inventory Control
3.3 Cost Control
3.4 Quality Control
193
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
194
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
195
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
197
Maintenance Training
Performances depend on
Knowledge
Skills – Ability to perform
Attitudes
198
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
199
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
201
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
202
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
203
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
204
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
205