Post on 14-Apr-2018
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Implementing a Preventive Maintenance
Program (FOR ENGINEERS)
11-13 MAY 2013 - RADISON BLU HOTELJEDDAH, SAUDI ARABIA
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OBJECTIVES
Explain the importance of maintenance inproduction systems.
Describe the range of maintenance activities.
Discuss preventive maintenance and the key issuesassociated with it.
Discuss breakdown maintenance and the key issuesassociated with it.
State how the Pareto phenomenon pertains tomaintenance discussions.
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DEFINITION
WHAT IS MEANT BY THE TERM MAINTENANCE ?
Maintenance encompasses all those activities thatmaintain 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 optimumoperating condition.
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APPROACH TO MAINTENANCE.
Maint.
Planned
Unplanned
PM
BM
CM
TBM
CBM
Daily Checks
Periodic ChecksPeriodic Inspect
Periodic Service
PM: Preventive MaintenanceTBM : Time Based Maintenance
CBM : Condition Based Maint.
BM : Breakdown maintenance
CM: Corrective Maintenance
Visual
Instrument
NOTE:- Structured recording of all the activities is vital.
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GOAL OF MAINTENANCE
The goal of maintenance is to keep theproduction system in good working order atminimal cost.
Decision makers have 2 basic options withrespect to maintenance. They are: -
BREAKDOWN MAINTENANCE.
PREVENTIVE MAINTENANCE.
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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.
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The best approach is toseek a balance betweenpreventive maintenanceand breakdownmaintenance. The sameconcept applies tomaintaining productionsystems.
The age and condition offacilities and equipment,the degree of technologyinvolved,
The type of productionprocess,
The decision of how muchpreventive maintenance is
desirable.
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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 ofresponsibility and awareness of the equipment they
use & cut down the abuse & misuse of the
equipment.
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PREVENTIVE MAINTENANCE
Preventive maintenance extends back to the designand selection stage of equipment and facilities.
Poor design can cause equipment to wear out at anearly age or experience a much higher than expectedbreakdown rate.
Durability and ease of maintenance can have longterm implications for preventive maintenanceprograms.
Training employees in proper operating procedures
and in how to keep equipment in good operatingorder and providing the incentive to do so arealso important.
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PREVENTIVE MAINTENANCE
The goal of preventive maintenance
Preventive maintenance isperiodic.
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
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Preventative Maintenance
What is a PreventiveMaintenance?
Preventive Maintenance isplanned maintenance that is
designed to improve
Equipment life and avoid
breakdowns on the plant.
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SAP AG 1999
Preventive Maintenance:Basics
l Basics
l Task list
l Single cycle plan
l Strategy plan
l Maintenance plan scheduling
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Time-based Performance-based Condition-based
Preventive
maintenance
Temperature
Thickness
PressurePressure
1010
20203030 40
40 50506060
7070
8080
Pressure
2000
Types of Preventive Maintenance
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Preventive Maintenance
An Equipment can require maintenanceactivities to be performed based upon either
time or a certain condition being met.
External visual inspection
Internal visual inspection
Check gear teeth for wear
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SAP AG 2001
Preventive Maintenance: Phases and Roles
Maintenance
technician
Maintenance
orderProcess maintenance orders4
Maintenance
planner
Maintenance
planner
Maintenance
supervisor
Maintenance
plannerTask list
Maintenance
plan
Schedule
Technical
completion
Create maintenance plans
Schedule maintenance plans
Technically complete
maintenance orders5
2
3
1 Create task lists for differentobjects
Phase Contents Roles
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SAP AG 1999
Preventive Maintenance: Task List
l Basics
l Task list
l Single cycle plan
l Strategy plan
l Maintenance plan scheduling
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What?
Why?
For preventive maintenance(maintenance and inspection)
For routine maintenance(planned repairs)
For preventive maintenance(maintenance and inspection)
For routine maintenance(planned repairs)
Operations
Maintenance work centers
Material components
Production resources/tools
Maintenance packages
Task List
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Maintenance Strategy
What is a Maintenancestrategy?
A Maintenance Strategy
defines the frequency and
scheduling data for Planned
Maintenance activities.
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Maintenance Strategy
4 Week12 Weeks
24 Weeks
Time
Strategy
Packagedefinition
2000
Scheduling parameters
What is a Maintenance Package?
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Maintenance Package
Package number
Description
Cycle length
Unit ofmeasurement
HierarchyOffset
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.
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Strategy
Strategy
Same hierarchy levels
Different hierarchy levels
10
10
20
10
X
Maintenance Package Hierarchy
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SAP AG 1999
l Basics
l Task list
l Single cycle plan
l Strategy plan
l Maintenance plan scheduling
Preventive Maintenance: Single Cycle Plan
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Single Cycle Plan
Simple and quick way to create a preventiveor 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 beincluded.
What is a Maintenance Item -- ?
M i t It
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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
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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 Maintenancenotification or order.
For Maintenance items that are part of a Strategy based plan a Maintenancestrategy must be included within the item.
The Task list for this Maintenance item will also need to be linked to the sameMaintenance strategy.
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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)
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SAP AG 2001
Scheduling Data and Maintenance Item
Responsibilities/
Planning data
Reference
object
Task list
(optional)
3 months
Interval (cycle)
Maintenance item
Maintenance plan
Scheduling data
Maintenance item
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Single Cycle Scheduling
Cycle Start Cycle12 Weeks
Maintenance plan
Scheduling data
Maintenance item
Planned Date
1
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SAP AG 1999
Preventive Maintenance: Strategy Plan
l Basics
l Task list
l Single cycle plan
l Strategy plan
l Maintenance plan scheduling
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M i Pl S
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Maintenance Plan Steps
Task List
Task List Group
Maint. PackagesMaint. Strategy
Maintenance Item
Maint. Strategy
Technical Object
Task List
Maintenance Plan
Maint. Strategy
Maintenance ItemScheduling Param.
Strategy
Maintenance
Packages
The Task List checks
the Package to
ensure the Strategy
still exists.The Item checks the
Task List to make
ensure that the
same Strategy isused
The Plan checks the
Item to make ensure
that the same Strategy
is used
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Preventive Maintenance: Maintenance Plan Scheduling
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Preventive Maintenance: Maintenance Plan Scheduling
l Basics
l Task list
l Single cycle plan
l Strategy plan
l Maintenance plan scheduling
S h d l M i t Pl
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SAP AG 2001
ManualManualcallcall
NewNewstartstart
Start inStart in
currentcurrentcyclecycle
ScheduleSchedule
Last actual dateLast maintenance
package
Lastactualdate
Next
planned date
Next
maintenance
package
Cycle start
*
* Only for strategy plan
Schedule Maintenance Plans
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Predictive Maintenance
Predictive Maintenance isone of the four tacticaloptions available to ensurethe reliability of any assetto ensure it fulfils itsfunction and it focusesprimarily on maintaining
equipment based on itsknown condition. Each ofthese strategies: on-failure,fixed time, predictive anddesign out, has a place inan optimized maintenanceplan, the distribution of the
mix being dependent onmany factors.
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Predictive Maintenance
Predictive maintenance is often the most attractive concept, since action is only undertakenwhen knowledge of the asset indicates that failure or underperformance is imminent, makingit a cost effective asset management option.
Many other benefits, some intangible such as the increased motivation of the workforcethrough 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 is a process that requires clear roles andresponsibilities. As such we develop company appropriate predictivemaintenance processes, supported by definitions of responsibilities, andcommunication paths, which integrate into the Reliability effort as awhole.
Condition monitoring facilitates Predictive Maintenance.
Condition monitoring is a knowledge-based activity, so for it to besuccessful and sustainable, it requires comprehensive skills training.Any successful predictive maintenance program, not only has a technologyelement, but requires a measurement system that continuously accountsfor the benefits.
Predictive Maintenance
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Asset Performance Troubleshooting
Often it is a couple of poor performing assets with a chronic repeatedfailure condition that absorb the majority of the maintenance budget.Some commentators state that approximately 80% of a typicalmaintenance budget is stored away for chronic failures, making these themost 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
http://www.wmeng.co.uk/solutions/root-cause-failure-analysis.htmlhttp://www.wmeng.co.uk/solutions/tribology.htmlhttp://www.wmeng.co.uk/solutions/specialist-condition-monitoring-services.htmlhttp://www.wmeng.co.uk/solutions/specialist-condition-monitoring-services.htmlhttp://www.wmeng.co.uk/solutions/tribology.htmlhttp://www.wmeng.co.uk/solutions/root-cause-failure-analysis.html7/30/2019 Preventive Maintenance - PRINTING.pptx
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ROOT CAUSE FAILURE ANALYSIS
Root Cause Failure Analysis (RCFA) is both a process and a set of technicalskills, which in combination find out why a particular failure or problemexists and sets in place a set of defense actions correcting those causes.
Typically, when assets fail most organizations have always found someunderstanding 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'tyet 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 mechanicalfailures.
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Tribology And Lubrication
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Condition Monitoring
In industry, condition monitoring is the measurement of parameters whichmay indicate a fault condition either by an increase or decrease in overallmeasured value or by some other change to a characteristic value.
When used as part of a pro-active maintenance plan, the use of conditionmonitoring enables the operation of a predictive maintenance policy andprovides major improvements in productivity.
Condition monitoring depends on selecting the right mix of parametersthat match expected faults and using the correct measurement technique,location interval and processing, it is also important to record enoughinformation 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 tothe operation of the machine
Monitoring which requires the shutdown of the unit, or atleast the releases of the machine from its prime duty
The range of methods in use is very wide, from simpletechniques such as visual surface inspections to morecomplicated procedures like spectral vibration analysis.
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PREVENTIVE MAINTENANCE
TOTAL PREVENTIVE MAINTENANCE
JIT approach where workers perform preventivemaintenance on the machines they operate.
This approach is consistent with JIT systems and leanproduction, where employees are give greaterresponsibility for quality, productivity and thegeneral functioning of the system.
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The TPM Concept
Develop a Company-wide philosophy tomaximize the effectiveness of productionsystems.
Build an organization that prevents every typeof loss zero accidents zero defects
zero failures
Involve all departments in TPMimplementation.
Involve everyone from top management toshop-floor operators
Use small groups (teams) to makeimprovements.
The Total in TPM
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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 theequipment - preventative maintenance - improved
maintainability
Total Participation:
autonomous maintenance by operators and teambased approach to problem solving
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Before TPM Implementation
Maintenance OperationsEngineering
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After TPM Implementation
Waste
Downtime
Defects
The Common Enemies
A Team Effort
Operations + Engineering + Maintenance
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Before TPM Implementation: Barriers
Operations
Maintenance
Engineering
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TPM Builds Bridges
Operations
Maintenance
Engineering
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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
Form TPM Steering Group
Establish TPM Goals
Prepare Implementation Plan
Phase I
Preparation
The TPM Development Model
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The TPM Development Model
Continued
Conduct Focused Improvement Activities
Establish an Autonomous Maintenance Program
Implement a Planned Maintenance Program
Conduct Operation and Maintenance Skill Training
Build an Effective Administrative Support System
Phase II
Implementation
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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
The Major Plant Losses
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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
Ultimate Improvement Goals for
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Ultimate Improvement Goals for
Chronic Losses
Type of Loss Goal Explanation1. Equipment Failures 0 Reduce to zero for all equipment
2. Setup and Adjustments minimize Continuous effort to reduce setup times
3. Idling and minor stops 0 Reduce to zero for all equipment
4. Reduced ProcessingSpeed
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 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
Units per labor hour
Value added per person
ThroughputDowntime
Number of Breakdowns
Quality
Product Defects
Warranty Costs
Customer Satis. IndexRe-worked units
Scrap/Waste
Costs
Labor Costs
Maintenance Costs
Energy Costs
Delivery
On-time shipments
Safety
Lost time Accidents
Incidents
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
C l l i OEE
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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
Operating Time = (planned time - downtime)
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) Downtimeaverages 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
Computing 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
OEE = A.3 x P.2 x Q.5
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) > .90kA
Performance Rate (P) > .95 kP
Quality Rate (Q) > .99 kQ
unweighted targets
weighted targets
}
}
OEE Examples
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OEE ExamplesSource: Japan Institute of Planned Maintenance
Criteria Automated
Machinery
Automatic
Assemblers
Automatic
Packers1. Overall Effectivess
2. Availability
3. Performance
4. Operating Speed Rate
5. Net Operating Rate
51.3 - 78.4
95-98
54-80
90-100
60-80
38.0 - 80.7
95
40-85
100
40-85
72.0
90
80
100
80
Remarks: 20-40% of lossesdue 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 OEE Is Not
A Measure of TPM
Progress
Manufacturing
Contribution to Quality
Improvement
A Method to Identify
Opportunities for
Improvement
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
go beyond the normal rangeSporadic Loss
Chronic Loss
Defect
rate
Time
Optimal
Condition
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Chronic and Sporadic Losses
Sporadic Losses Chronic Losses
Latency
Causation
Types of
Action
Economic
Impact
Conspicuous Hidden
Cause-and-effect Often unclear - rarely
easy to determine a single cause
Direct Fixes can May take many tries
be made
Can be very costly 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 Operational Reliability
Design Reliability
Manufacturing Reliability
Installation Reliability
Operation Reliability
Maintenance Reliability
Based on Equipment Design Based on Use (conditions)
Learning to Use Equipment Fully and Make
Basic Improvement
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Basic Improvement
Study of
EquipmentUsage
Techniques
for Making Use
of Equipment
Techniques
for Managing
Equipment
Restoration
Search for
Optimal Conditions
Eliminate Minor
Equipment Defects
Physical Analysis
P-M Analysis
Eliminate Tampering
Trial-and-Error
Gather Operators
Experiences
Design Reliability
Fabrication
Reliability
Installation
Reliability
Operation
Reliability
Maintenance
Reliability
Intrinsic
Reliability
Operational
Reliability
P-M Analysis
P Ph h i l bl
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P Phenomena- physical-problem
M machinery-manpower-material
Al l pertinent factors in a chronic loss are eff icientlyidenti f ied and eliminated.
Clarify the Problem
Conduct a Physical
Analysis of the
Problem
List Every Condition
Potentially Related
to the Problem
Evaluate Equipment,
Materials, and
Methods
Plan the
Investigation
Investigate
Malfunctions
Formulate
Improvement
Plans
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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.
Focused Improvement
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Focused Improvement
Select a Project
Form a Project Team
Register the Project
Follow the P-M Analysis
Cycle
A High
Priority
DoableShort-term
4-7 people
Cross-
functional
Empowered
Establish
Status
Access to
Resources
Commitmen
t ongoing training and
education
Measure Progress and
results
Preparation by Improvement Teams
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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 overtime
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
Focused Improvement
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Focused ImprovementStep-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 Carefully Expose all Abnormalities
Abnormalities Restore deterioration and correct
minor flawsEstablish basic equipment
conditions
Step 3: Analyze Causes Stratify and Analyze Causes
Apply analytical techniques (P-M
Analysis)
Conduct experiments
Focused ImprovementStep-by-Step Procedure (continued)
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Step-by-Step Procedure (continued)
Activity/Step Detailed Outline
Step 4: Plan Improvement Draft Improvement Proposals
Compare cost-effectiveness ofalternative proposals
List disadvantages of each alternative
Step 5: Implement
Improvement 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
Analytical Techniques for
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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
Autonomous Maintenance
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Autonomous MaintenanceMaintenance 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
Autonomous Maintenance
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Step-by-Step Implementation
Activity/Step Detailed Outline
Step 1: Perform Initial Cleaning 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 Formulate standards for cleaning,
standards lubricating, and tightening with minimal
time and effort. Improve efficiency of
checking gauges and visual display
controls
Step 4: Conduct General Equipment Provide inspection skills trainingInspections Modify equipment to facilitate inspection
Chart inspection results - quantify when
Possible.
Autonomous Maintenance
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Autonomous MaintenanceStep-by-Step Implementation (continued)
Activity/Step Detailed Outline
Step 5: Perform General Process Train and Educate Operators to
Inspections 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 Establish clear procedures for auto-
Maintenance nomous maintenance
Reduce Setup Procedures
Establish system for self-management
for spares, tools, data, etc.
Step 7: Practice Full Self-Management Keep accurate maintenance recordsPerform proper data analysis
Take appropriate action
Necessary Accomplishments for
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Necessary Accomplishments for
Process-Competent Operators
Level 1: Understand Process Performance and Function
Operates Process Correctly
Level 2:
Understands the properties of the materials handled
Performs correct adjustment and settings
Level 3: Detects abnormalities promptly
Takes emergency action against abnormalities
Level 4:
Recognizes sign of abnormality
Deal with abnormalities correctly
Performs periodic overhaul checking and parts replacement
Keys to Successful Autonomous
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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
Measures of Preventive Maintenance
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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 UnderstandCurrent Conditions.
Step 2: Restore Deterioration and Correct Weaknesses.
Step 3: Build an Appropriate Information System.
Step 4: Build a Periodic Maintenance System
Step 5: Build a Predictive Maintenance
System.
Step 6: Evaluate the Preventive Maintenance
System.
L ike everything associated with TPM, successful
implementation of a
preventive maintenance system wi l l take time and support.
BREAKDOWN MAINTENANCE
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BREAKDOWN MAINTENANCE
The risk of a breakdown can be greatly reduced by aneffective 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 theirequipment.
Repair people who are well trained and readily available to diagnoseand correct problems with equipment.
BREAKDOWN MAINTENANCE
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BREAKDOWN MAINTENANCE
Breakdown programs are most effective whenthey 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.
Review of Equipment Maintenance
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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 providesoptimum results when a review of equipment maintenance is required to ensurethat:
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 conditionmonitoring, or to adjust changes in maintenance resources. Typically REM requiresonly 30-50% of the resource input that would be required for RCM, while
achieving similar results.
Review of Equipment
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Maintenance
REM focuses primarilyon maintenance strategyarising from businessdrivers, such as demandand operating patternsand can be considered in
two major stages: Reliability and criticality
analysis
Maintenance review
Review of Equipment Maintenance
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The output of a REM study is an optimizedmaintenance plan, where the appropriate risk based
defence of the asset is defined. This takes in toaccount the goals of the organisation, the criticality
of the asset, the resources available, and the level oftechnology employed by the organization. This is a
working document, which can be translated into thephysical reality of conducting operational
maintenance.
Review of Equipment Maintenance
PARETO DIAGRAMS
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PARETO DIAGRAMS
Pareto diagram is an important quality tool used inprioritizing & 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.
PARETO DIAGRAMS
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PARETO DIAGRAMS
Pareto principle lends support to the 80/20rule.
Pareto diagrams help quickly identify the
critical areas for managements attention.
STEPS FOR CONSTRUCTING PARETO DIAGRAMS
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STEPS FOR CONSTRUCTING PARETO DIAGRAMS
STEP 1Decide 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 bebased 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 descendingorder.
STEPS FOR CONSTRUCTING PARETO DIAGRAMS
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STEP 6
Identify the vital few that deserve immediate
attention.
STEPS FOR CONSTRUCTING PARETO DIAGRAMS
PARETO DIAGRAMS
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PARETO DIAGRAMS
PROBLEMTYPE DESCRIPTION % OFOCCURENCE ANNUALCOST (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
PARETO DIAGRAMS
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PARETO DIAGRAMS
A B C D E F GPROBLEM TYPE
%
O
F
T
O
TA
L
100
80
60
40
20
0
40.0
60.0
74.0
84.0
92.0
97.0100.0
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Introduction
Introduction to Life Cycle Cost
Objectives of Maintenance and Maintenance Cost
Maintenance DefinitionHow to get unplanned repair jobs planned
Maintenance Procedures
Failure Development
Total Productivity MaintenanceMaintenance Management Systems
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Modern maintenance management is not to repair
broken equipment rapidly. Modern maintenancemanagement is to keep the equipment running at
high capacity and produce quality products at lowest
cost possible.
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Maintenance, then and nowMany 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 tothe 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.
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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 saveforeign currency, but still keeping the productivity high.
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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 securehigh 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
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Bath Tub Curve
The bath tub curve describes the cost of equipment over its lifespan.
From commissioning to winding up.
Cost
100% Life Time
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LCC Life Cycle Cost is commonly
understood to be the customers total costand 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.
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Comparison of alternative products.
Improvements of products.
Adaptation of the maintenance and support organization.
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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 toreduce 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.
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1.
Keep up the planned availability performance
2.
At the lowest cost
Above all
Within the safety prescriptions
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All enterprises and organizations are interested in lowering
maintenance costs. A very common delusion is that
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There are two ways of managing the maintenance costs
Cost or ResultControlled
Maintenance
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The cost controlled maintenance is not considered as modern maintenancemanagement, 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 plannedavailability 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.
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PRODUCTION
LOSSES
LOSTMARKETWORK
ENVIORMENT
CAPACITY
LOSSES
ENERGY
LOSSES
QUALITYLOSSES
CAPITAL
COSTS
INCREASED
INVESTMENT
MAINTENANCE
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The maintenance cost can be split up in two different categories.
Direct maintenance costs -
Indirect maintenance costs -
The costs are directly related to
the performance of the
maintenance works
Losses due to maintenance
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Direct maintenance costs
Wages & Salaries Material Costs
Administration Costs
Costs for training
Spare parts costs
Contracted work forces
Modification Costs
Indirect CostsLoss of revenue or other losses as a result of interruption toproduction as a result of maintenance.
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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 formaintenance 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.
PM Factor = XPrime Production
Maintenance Cost
1000
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AVAILABILITY PERFORMANCE
The ability of equipment to function properly,
Despite occurrence of failures, disturbances and
Limitations in the maintenance resources.
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Availability performance can be divided in to tree parts:
Reliability Performance
Maintenance Support Performance
Maintainability Performance
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The ability of an item, under stated
Conditions of use, to perform a requiredFunction under stated conditions for a
stated period of time.
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The ability of a maintenance organization,
Under stated condition, to provide upon
Demand the resources required to
Maintain an equipment.
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The ability of an equipment, under started
conditions of use, To be retained or
restored to state in which it can perform arequired function, when maintenance is
performed under stated conditions and
using stated procedure and resources.
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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 samelanguage.
MAINTENANCE
The term maintenance covers all
Activities undertaken to keep equipment in a
Particular condition or return
It to such condition
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The term maintenance consists of three main
parts
Corrective maintenance
Preventive maintenance
Improvement maintenance
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CORRECTIVE MAINTENANCE (CM)
Corrective maintenance covers all
Maintenance which is carried out in
Order to correct (repair) a fault in
equipment
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WHAT IS FALIURE ?
Digress of demands of a certain
quality
Planned & unplanned corrective maintenance
Corrective maintenance is divided in
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CORRECTIVEMAINTERANCE
UNPLANNED PLANNED
Break Down
Emergency RepairsUrgent
Not possible to Control
You are controlled by the
equipment
Planned Maintenance
Prepared ProperlyPossible to Control
You control the
Equipment
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PREVENTIVE MAINTERANCE (PM)Preventive maintenance covers all
Programmed maintenance which is
carried out in order to prevent theOccurrence of failures before they
Develop to a breakdown or
Interruption in production.
Preventive Maintenance is Divided In
PREVENTIVE
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INDIRECT
Condition Based
Maintenance (CBM)
Detection of failuresBefore break down
DIRECT
Fixed time
Maintenance(FTM)
Cleaning, LubricationFixed time replacement
PREVENTIVE
MAINTENANCE
Indirect Maintenance
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Subjective
Using human senses
Look , feel , listen ,smell , taste
Objective
Using off lineinstrument
Continuous, on-linemonitoring
INDIRECT PM
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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 ofimprovement maintenance are to
Design out the failure i.e. the failure
Will never occur again or extend the
life time of parts.
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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
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CORRECTIVE
MAINTENANCE
UNPLANNED
-EXPENCIVE
MAINTENANCE
-LOW AVAILABILITY
PLANNED
-CONTROLLED
-REDUCED COST FORMAINTENANCE
-INCREASED
AVAILABILITY
PREVENTIVE
MAINTENANCE
INDIRECT CONDITIONMONITORING
DIRECT
-CLEANING
-LUBRICATING
-PROGRAMMED
REPLACEMENT ANDREPAIRS
DECREASED
-CORRECTIVEMAINTENANCE
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
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Results in the correct maintenance work is carried out
At the right time
In the right way
By the right professionalWith the right spare parts
Real maintenance management is impossiblewithout condition based preventive maintenance
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When a maintenance strategy is going to be formulated, thereare 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.ERedundancy, RED
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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 thequality 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 areoccurring completely unexpected.
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FAILURES
Random
Failures
Regular
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
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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 FDTContinuous on line condition monitoring has to be
applied
Longer FDTOff-line condition monitoring has to be applied
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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
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Increased productivity and quality
Zero defects
Reduced cost of maintenance and production
Increased motivation among all employees
Zero accidentShorter lead time
Zero unplanned stops
Development of staff through trainingImprovement of work environment
I ti f MMS CMMS ( l f th b)
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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%
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General of maintenance systemsThe 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 isoccurring.
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.
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PLANNING
PERFORMANCE
RECORDING
ANALYSIS
The basic function of a maintenance management
system can be :
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1. Preventive maintenance2. Plant and unit record(Equipment)
3. Inventory and spare parts control system, Purchasing
system
4. Document record5. Planning system for maintenance and work order
routines
6. Technical/economic analysis of plant history,
maintenance and machine availability
MAINTENANCE PLANNING AND
SCHEDULING
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Effective planning and scheduling contribute
significantly to the following:
Reduced maintenance cost.
Improved utilization of the maintenance workforce by
reducing delays and interruptions.
Improved quality of maintenance work by adoptingthe best methods and procedures and assigning the
most qualified workers for the job.
Planning and Scheduling Objectives
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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 deliveryschedule and quality.
Classification of Maintenance Work
According to Planning and Scheduling
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g g g
Purposes
Routine maintenance: are maintenance operations
of a periodic nature. They are planned and
scheduled and in advance. They are covered byblanket orders.
Emergency or breakdown maintenance: interruptmaintenance schedules in order to be performed.
They are planned and scheduled as they happened.
Design modifications: are planned and scheduledand they depend on eliminating the cause of
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y p grepeated breakdowns.
Scheduled overhaul and shutdowns of the plant:planned and scheduled in advanced.
Overhaul, general repairs, and replacement: plannedand scheduled in advanced.
Preventive maintenance: planned and scheduled inadvanced.
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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 tohave over 90% of the maintenance work planned
and scheduled.
Planning
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Planning
Planning is the process by which the elements
required to perform a task are determined inadvance of the job start.
Planning
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Planning
It comprises all the functions related to the preparation of:
1. The work order
2. Bill of material
3. Purchase requisition
4. Necessary drawings
5. Labor planning sheet including standard times
6. All data needed prior to scheduling and releasing the
work order.
Good planning is a prerequisite for sound scheduling.
Planning Procedures
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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 neededand obtain them.
Assign workers with appropriate skills.
Planning Procedures
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g ocedu es
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 effectiveforecasting technique.
Basic Levels of Planning Process (Depend on
Th Pl i H i )
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The Planning Horizon)
1. Long-rang planning: it covers a period of 3 to 5years and sets plans for future activities and long-
range 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 theelements required to perform maintenance tasks inadvance.
Long and Medium-Range Planning
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g g g
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
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g g g
sets plans for future activities and long-range
improvement.
Medium-Range Planning
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g g
Specify how the maintenance workers will operate.
Provide details of major overhauls, constructionjobs, 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
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g g
It focuses on the determination of all the elements
required to perform maintenance tasks in advance.
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Scheduling
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g
Scheduling deals with the specific time and phasing
of planned jobs together with the orders to perform
the work, monitoring the work, controlling it, andreporting on job progress.
Successful planning needs a feedback from
scheduling.
Reliable Schedule Must Take Into
Consideration
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Consideration
A job priority ranking reflecting the criticality ofthe job.
The availability of all materials needed for the workorder 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)
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Three Levels (Depend on The Time Horizon)
1. Long-range (master) schedule
2. Weekly schedule
3. Daily schedule
Long-Range (master) Schedule
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g g ( )
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 workwith 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
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Covering 1 week.
Generated from the master schedule.
Takes into account current operations schedules andeconomic considerations.
Allow 10% to 15% of the workforce to be available foremergency work.
The schedule prepared for the current week and thefollowing 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
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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
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Requirements for effective scheduling:
Written work orders that are derived from a well-
conceived planning process. (Work to be done,
methods to be followed, crafts needed, spare partsneeded, and priority).
Time standards.
Information about craft availability for each shift. Stocks of spare parts and information on restocking.
Elements of Sound Scheduling
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Requirements for effective scheduling:
Information on the availability of special equipmentand tools necessary for maintenance work.
Access to the plant production schedule andknowledge about when the facilities will beavailable 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)
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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, andthe possibility of combining jobs in the same area.
Schedule multi-craft jobs to start at the beginning ofevery shift.
Issue a daily schedule (not for shutdownmaintenance).
Authorize a supervisor to make work assignments(dispatching).
Maintenance Job Priority System
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Priorities are established to ensure that the most
critical work is scheduled first.
It is developed under coordination with operationsstaff.
It should be dynamic.
It must be updated periodically to reflect changes inoperation and maintenance strategies.
It typically includes three to ten levels of priority.
Scheduling Techniques
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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 andeffective monitoring.
Scheduling Techniques
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Such techniques are:
Modified Gantt chart
CPM
PERT
Integer and stochastic programming.
Maintenance Management System
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*Planning Maintenance Activities
*Organizing Maintenance Activities*Controlling Maintenance Activities
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1.Planning Maintenance Activities
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* Maintenance Philosophy* Maintenance Load Forecasting
* Maintenance Capacity* Maintenance Organization
* Maintenance Scheduling
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1.1 Maintenance Philosophy
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To Maintain a minimum level ofresources in order to optimize the
production and plant availability without
compromising safety of all concern.
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1.1 Maintenance Philosophy
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Strategies* Breakdown / Corrective
* Preventive Maintenance
Time/Used BasedConditioned Based
* Opportunity Maintenance
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1.1 Maintenance Philosophy
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Based on Maintenance Philosophy,* Maintenance Activities Planning
* Maintenance Activities Organizing&
* Maintenance Activities Controlling
Should carried out.
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1.2Maintenance Load Forecasting
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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
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MCP answers following* Required labour Qty & Qlty
* Required materialsSpares parts
Equipment
Tools
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1.4 Maintenance Organization
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Depending on the maintenance load,size of the plant, trade skills, etc. It canbe
* Decentralized
* Area
* Centralized
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1.4 Maintenance Organization
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* DecentralizedQuicker response time,
Specialized workershencelabour utilization low
* Centralized
Multi skilled flexible workforce
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2.Organizing Maintenance Activities
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2.1 Job Design2.2 Time Standards
2.3 Project Management
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2.1 Job Design
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2.1.1 Work content of each job2.1.2 Method to be used
2.1.3 Special tools needed2.1.4 Required resources
2.1.5 Required man power
in quantity and quality
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2.2 Time Standards
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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
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3.1 Work Control3.1.1 Work performed
- Quality and time taken
3.2.2 Standards3.2.3 Backlog (Increasing/Decreasing)
- Contract maintenance
- Workforce adjustment- Overtime
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3.Controlling Maintenance Activities
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3.4 Quality Control* Repeat jobs
* Quality materials* Worker skills
* Proper processes
* Proper tools/equipment
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Maintenance Training
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Performances depend on
Knowledge
Skills Ability to perform
Attitudes
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Maintenance Training
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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
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Training need analysis*Identify desired performances
*Identify difference between expected /
actual performances*Identify root causes
*Identify appropriate solutions
*Selecting/implementing appropriatesolutions.
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Maintenance Training
R t
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Root causes
*Knowledge and skill factor
Workers do not possess necessary knowledge andskills to perform the job
*Organizational factorsWorkers possess knowledge and skills but lack oftools, equipment, etc.
*Motivational factors
Workers posses knowledge, skills and all resourcesbut lack the motivation to perform the job
leads to performances deficiencies
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Maintenance Improvement
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Factors influencing maintenance systems*Organization staffing and policy* Training
* Motivation
* Management control* Facilities
* Stores and materials
* Preventive maintenance andequipment history
* Information system
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Maintenance Concepts
Maintainability
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Maintainability
*Probability of maintaining an equipment in a specified timeduration.
*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
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Designing for Maintainability targets*Frequency of required repairs
*The duration of repair time
*The total maintenance interventiontime such as Preventive maintenance
*Assessability
*Compatibility
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Maintenance Concepts
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Maintenance Prevention Designs*Built in diagnostics process
*Ease in disassembly and reassembly
*The total maintenance interventiontime such as Preventive maintenance
*Assessability