Development of Maintenance Management
System of CIPAN
Rute Filipa Duarte Caetano
Departamento de Engenharia Química e Biológica
Instituto Superior Técnico
Resumo
This assignment aimed the development of maintenance management system of
CIPAN. Having this subject as a goal, several tasks were taken in consideration to achieve it:
CIPAN's Engineering and Services Department procedures' acquaintance, Infor EAM
customized manual making for CIPAN, field's categorization per group, equipment's
structure scheme build, creation and updating ofthe equipment 's inventory, numeration norm
updating and Identification of CIPAN's áreas and tools, preventive maintenance
readjustments, maintenance procedures creation and updating, maintenance and
inspection's data about productive sectors "SQ" and "TNE'S", definition of criticality's
matrices, creation of operational users/training, man/time cost's outlining, material's cost
control, collaborator's data-base actualization, Dataspy configuration and report's
identification and the necessary indicators for maintenance management.
Keywords: Maintenance management, Infor EAM, Equipment, Maintenance procedures,
Criticality 's matrices and Data-base.
Introduction
Maintenance can be defined as a
combination of every technical procedure,
administrative or management procedure,
during assets' time-span, appointed to
preserve it or to adapt it to perform the
required purposes.[2]
On figure 1.1 one can find different
forms of maintenance.
1'icilclcimincil l l CoiulitionalPreventive Preventive
Maintenance l Maintennnce
Figura 1.1- The different kinds of maintenancehierarchy.[1^
Maintenance management's
purpose is to accomplish a low-cost
modus-operandi, connecting ali these
different kinds of maintenance by the right
proportions. This price is not only fulfilled
by the cost of upkeep, on an accountant
perspective. It is the cost of upkeep added
to maintenance's indirect costs and to the
benefits obtained by the improvements.[1]
Corrective Maintenance
Corrective maintenance is the type
of maintenance applied after malfunction
detection and it is appointed to restore
asset's performance for its required
purposes.[2]
On the other hand, if an early
malfunction detection would have been
preceded by a first warning that would
allow planning the repair previously to the
time of the malfunction. This task should
be designated as conditional preventive,
replacing the term corrective. ••
One can realize that the distinction
between conditional preventive tasks and
corrective tasks cannot always be a linear
job to take. Between these boundaries a
practical decision should be taken, a
reasonable pre-warning notification to
allow one to determine that a certain task is
a preventive task towards a malfunction,
and on the other hand, it is not a corrective
task for an eminent malfunction.
It is certain that any sort of a task
that requires a production-model
modifícation from a setup (in short, an
unpredicted task), should be regarded as a
corrective one. And it can only be regarded
as a conditional preventive task when its
date of accomplishment is determined, in a
way to avoid changes to that model, in a
planned scheme.[1
Corrective maintenance requires
some basic equipment to be available, as
well as workshops to be adjusted for a
rapid conclusion of the requested tasks.
As a rule, the minimum limit of a
working área isn't considered by some
small industries, and there is a propensity
to find a confusing equipment disposition,
in other situations, one can find a single
workshop for ali professionaFs group.
Consequently, these situations create long
rows, delays, and hazardous conditions,
besides corrupting the performance of the
task's quality.
In this company's particular
research (CIPAN), there are three
workshops to be noticed: workshop of
mechanics, workshop of electrics and an
instrumentation workshop, although the
working área is quite restricted.
On the figures 1.2 and 1.3 one can
observe the workshop's general chart.
Figure 1.2-Plan of the floor O of the workshops.
ssr sss-
Figure 1.3-Plan of the floor l of the workshops.
It is a benefít to find the three
workshops standing close together,
because this proximity allows speeding up
equipment's repairing (essentially the
equipment related to these three
categories). Another advantage is the use
of rolling platforms (equipment commonly
used in this company).
Preventive Maintenance
Preventive maintenance is the one
performed during pre-determined breaks,
according to prescribed criteria, its goal is
to reduce malfunction's scenarios, or
assefs deterioration. [2J
There are two types of preventiveF21maintenance:L
a) Systematic
maintenance
b) Conditional
maintenance
preventive
preventive
Both are planned activities,
however, in a management point of view,
in the systematic preventive maintenance,
the task repeats itself during pre-
established periods of time, but in the
conditional preventive maintenance actions
will only be taken when it occurs some sort
ofindicator. [
The objectives of preventive
maintenance are [lí:
+ Predict a liable period of time
where malfunctions could happen,
taking the correct measures to
prevent it;
T Reduce equipment's repairing
time;
-r Eliminate/reduce the risks of
equipment's malfunctions, in a
criticai condition or with a high
repairing cost;
-r Suppress the causes for serious
injuries, which will grant trust in
the equipment's employment.
Preventive maintenance is quite
suitable with certain equipment, but not
that usefiil with other sorts of equipment,
but it is the company's obligation to
employ preventive maintenance in the
equipment that could compromise the
personnel's safety.
It is crucial to evaluate, throughout
an economic study, if it is sustainable to
support the costs for equipment's
preventive maintenance. When excessively
applied, preventive maintenance turns out
to be technically prejudicial and more
expensive than corrective maintenance.
Some limits can be applied:
l- To spend only the reasonable
costs; preventive maintenance
should only take place if its
employment is less expensive
than equipment's acquisition;
2- To avoid penalties caused by
equipment's operating stops;
3- To allow the equipment of
production to have its regular
renovation, therefore having its
life span's in consideration,
replacing parts or the whole
equipment consequently.
Systematic preventive maintenance
It is the preventive maintenance
scheduled in time or ruled by the amount
of times the equipment is used, without
previous assefs condition control.[2]
The success of this task is
associated with meticulousness, predicting
a time span where the equipment functions
without trouble.[1] In doubt one tend to be
more conservative, the time between
breaks tend to be shorter than it should,
and that requires superfluous stops and
parts' replacements.
CIPAN performs a systematic
preventive maintenance on its equipment
through maintenance and inspection.
Inspection is the recognition of
problems or suspicions that could predict
future problems. It doesn't require any
kind of intervention on the equipment, and
either does it restrict its usual performance.
The purpose for maintenance's
routine is to do check-ups and/or to
substitute the equipment's stress factor.
This siruation forces to disengage the
equipment and to verify its operational
status, limiting its usual performance.
Systematic preventive
maintenance's performance when applied
in a company can be described through
these following circumstances: every
single week, at Mondays, the Infor EAM's
administrative manager creates a
preventive maintenance's agenda. Its
period of appliance will have its initiation
on the following week from Saturday to
Friday. If one of these performances is
ever scheduled on Saturdays, Sundays or
Holidays, it will be rescheduled to the
following day of the week. It is determined
a period of pause of 30 working day s after
the time indicated for each equipment in
case of maintenance / inspections, with 3
months' frequency or more, for other
situations it is l / 3 of their schedule,
adjusting its own maintenance needs to
SMDES, and production plan of the sector.
It was produced a new document
for CIPAN called "Annual Maintenance
Plan 2009". This document contains the
detailed dates of maintenance and
inspections to be applied to the equipment
in the year of 2009. CIPAN shall update it
annually.
Conditional preventive maintenance
It is preventive maintenance based
on assets' performance surveillance, and /
or on these signiflcant operation
parameters, integrating the resulting
actions. [2J No actions are necessary if it
does work fine, only when there are
evidences of malfunction or of close
failure, actions should be taken. The
success of conditional preventive
maintenance depends on the effectiveness
of resources and on the methodology for
monitoring the condition of the equipment.[i]
Conditional inspection's most
common techniques:
*- Vibration analysis;
-r- Analysis of the employed
lubricants;
-r- Thermography;
f Parameter's effíciency analysis;
T- Visual inspection;
^ Ultrasonic rating.
CIPAN uses vibration analysis as a
conditional preventive maintenance
method. The vibration analysis is done by
an externai company, SPECMAN.
Regulation ISO 10816-1 was adopted in
terms of vibration severity for the
equipment as criteria. The values are
represented in Table 1.1 and Table 1.2.
Table 1.1- Vibrations' global levei.
mm. si
RMS0,18
0,7
1,12
1,8
2,8
4,5
7,1
11,2
45
Class I
GOOD
ACCEPTABLE
SEVERE
CRITICAL
Class II
GOOD
ACCEPTABLE
SEVERE
CRITICAL
Class III
GOOD
ACCEPTABLE
SEVERE
CRITICAL
Table 1.2- Priority's criteria.
LEVEL
1
2
3
4
DESCRIPTION
Emergency Intervention
(supervise continuously)
Intervention as soon as possible
(supervise frequently)
Intervention when needed
(supervise)
No need for an intervention
Maintenance of Improvement
Maintenance of improvement
includes modifications or amendments to
improve the equipment's performance, to
set it to new operating conditions, to
rehabilitate or to improve its operational
characteristics.[1]
Equipment 's criticality
Criticalities are set in order to
determine which type of preventive
maintenance will occur on a particular
equipment. Criticality expresses how
crucial the equipment is in a production
process.
It was defined and implemented the
following method to use in criticality
matrices' defmitions:
The equipment will be classified by
leveis 1,2,3 and 4.
1 - Criticai to the quality of the
product;
2 - Criticai to the process;
3 - Criticai to the environment and
safety;
4 - Not Criticai (auxiliaries).
For each levei it will be imposed
rules, such as:
Equipment of levei l, 2 and 3 - Must have
preventive maintenance
Equipment levei 4 = it will be regularly set
in a preventive maintenance system.
Assessment shall be carried out case by
case.
Maintenance management computerized
system
The use of maintenance
management computerized system isn't
just an implement of technology, it is
essentially a management position.
Maintenance management's software is
fundamentally a tool to help the
maintenance manager to better perform.
The software doesn't replace the
technicians. It only helps them to avoid
some important hard time-consuming
tasks, providing them to focus on tasks
much more intelligent and productiveJ1-'
Maintenance management
computerized system will become the most
valuable source of information and the
most important tool for management and
maintenance engineering, available to
maintenance managers (if used properly,
responsibly managed and primarily used
by the sénior management). Otherwise, it
will only be another bureaucratic process
and it will consume hours of work of
administrative and technical teams,
becoming a major hindrance in the work of
day-to-day.
Giving maintenance a Start
To initiate maintenance in a company
that already hás its own structure of staff,
one hás to:[1]
a) Select a management system /
software;
Initially, one should prepare the
analysis and the diagnosis of the
company, regarding maintenance's
performance, keeping in mind the
users needs, criteria on data collection,
required reports and leveis of
performance to be supervised.
Therefore, the products specifícally
tailored to maintenance management
should be analysed.
CIPAN, producer of industrial
antibiotics, purchased Infor EAM.
There was a flaw in the
implementation of this first point, this
software was not customized in order
to fulfil the requirements of the
company, which led to the failure of
Infor EAM in terms of reports and
performance indicators, a very
important condition to achieve a fine
maintenance management.
b) Setting data for basic management;
This is a long process, also
known as the "walk in the desert"
because it is hard work and the results
are little: organization, research,
elements' registration, adjustments,
maintenance plans, but everything
remains static.[1]
c) Implement management and its
procedures.
Met these phases, the
management system will enter its
cruise phase and will be consequently
improved in any of its áreas, according
to the results and to its critic analysis.
This is a process with a
timeframe for achieving never inferior
to 6 months, requiring planning,
persistent and dedicated work,
motivation and support from top levei
management. [i]
Conclusion
The aim of this work was obtained,
ali requested items were achieved except
two: the control of material costs and the
creation of reports and indicators on Infor
EAM. The material cosfs control was not
implemented because the feedback by
Glintt, on the possibility of timing and
costs associated with such was not
received until the end of this work. The
reports and management indicators were
not created in Infor EAM because Glintt's
budget, Infor EAM's supplier, was too
high compared to what was required. In
order to circumvent the problem it was
created an auxiliary database in Microsoft
Access which provides ali the
performance indicators and reports
required.
Apart from achieving the required
items, there were still others for the
development of maintenance management
system, such as drafting a document to put
types of equipment out of service or to
remove them, setting up material and
logical meters, the creation of a document
called "Maintenance annual plan" and
digitalization of documents supported by
Infor EAM.
There still were identifíed items to
be developed in CIPAN, in order to
develop the maintenance management
system: definition of production
equipment for the installation of a timer,
list of assets, improvement of definitions
and classification about kinds of job's
instructions and motive codes, association
of preventive maintenance records with the
preventive maintenance task's instruction,
spare parts' evaluation for Chemical
Synthesis and Central Services (criticai
equipment), maintenance procedures for
purified water, central services and the
cold storage room, Infor EAM's
employment of criticism and training of
users /requesting people on EAM and on
Maintenance Management.
It was suggested to the company
that the Central Services personnel should
inseri the meters' readings into Infor EAM,
besides completing the usual sheets and
that would make the weekly readings.
Initially, someone would be responsible to
provide the proper instruction to the
personnel and to validate the readings,
included them in Infor EAM.
Consequently, one would obtain the
meters' records, and could thus create
preventive maintenance which is triggered
by its operating hours (example: every
5,000 operating hours), but not by its time
frequency (example: monthly).
Documents' digitization is
extremely important since it is through this
that we have inspection and maintenance's
records being printed together with its
respective preventive maintenance task's
instructions. Through this procedure much
time is saved. The head of the workshop by
printing the preventive maintenance task's
instructions prints, automatically, the
inspection and the maintenance's records
that the personnel have to take to the íleld.
Formerly, the head of the workshop print
the task's instructions, then he had to move
to the secretary of the department of
engineering and services to get that
records.
Maintenance purpose is not only to
maintain operational capability of
equipment. It is above ali to know how to
detect problems and to propose solutions
for the production equipment and for the
maintenance team's performance
enhancement.
Normally, due to bustle, we quit
thinking in médium / long term. But I am
sure that, if the médium / long term chronic
problems were solved, we would not be
this uptight by the short terms.
Ali the beneflts that a system brings
to maintenance are related to the
management procedures enhancement
involved in maintenance, as a result to the
cosfs reducing and to the increase of
availability of equipment and facilities.
The lack of commitment is the most
common reason, for which companies that
bought maintenance management systems,
do not reach their expectations.
Managers, before starting the selection
process of the software, should seek to
assess their needs and identify the most
important points to be required to the
companies that will offer their
management products.
Bibliography
[1]- José Paulo Saraiva Cabral,
Organização e Gestão da Manutenção,
5aEdição, LIDEL
[2]- Norma Portuguesa, Terminologia da
manutenção, CT 94 (APMI), Setembro de
2007
[3]- Relatório Ref.a R09CD0036A de 09-
02-2009, Medição e Diagnóstico de
Vibrações, SPECMAN