LACI_ing_01 CHAPTER Worldwide Maintenance evolution_10122011_S

Enrique Dounce Villanueva.

CHAPTER 1 Maintenance overview at world level

CHAPTER 1 MAINTENANCE OVERVIEW AT WORLD LEVEL 2

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CHAPTER 1

MAINTENANCE OVERVIEW AT WORLD LEVEL

CHAPTER’S OBJECTIVES

At the end of this chapter the reader:

Will know the evolution of the main types of maintenance developed

worldwide from their beginning to the present.

Will verify that there is a misconception about industrial maintenance

interpretation

Will identify the most frequent maintenance problems in our country.

Will explain Ecologic Systems Administration

Contents.

1.1 INTRODUCTION .............................................................................................................................................3

1.2 MAINTENANCE EVOLUTION CHRONOLOGY. .............................................................................................6

1.3 INDUSTRIAL MAINTENANCE ERRONEOUS CONCEPT. .......................................................................... 13

1.3.1. Confirming the existence of an erroneous concept. .................................................................................. 13

1.3.2. Defining Industrial Conservation ............................................................................................................... 17

1.4 MAINTENANCE PROBLEMS IN OUR COUNTRY’S INDUSTRY ................................................................. 17

1.5 MESSAGE TO INDUSTRIAL ENGINEERING PROFESSIONALS ............................................................... 20


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1.1 INTRODUCTION

Industrial maintenance is, and has been, tremendously important in human life. Because of its importance, we will

see, in general terms, how since prehistoric times, men’s and industrial maintenance’s history go hand in hand. Let

us travel back for more than 120,000 years to the beginning of human thought and abilities.

From this trail, we can conclude that early human beings started forming small tribes with the goal of searching for

satisfactors to preserve their lives. That turned men into nomads obtaining their food through hunting or picking

fruit. The development of his intelligence led to the production of weapons to hunt and fish. Many tribes learned to

harvest and tame animals and became sedentary. Maintenance tasks were sporadically applied to their artifacts,

tools, hunting and war arms, that is, they unknowingly applied what we now call corrective Maintenance.

To men, the World was a very scary place. They were afraid of the dark, thunder, fire, wild animals, etc. As a

consequence, they would create gods to seek their favor and protection.

Sedentary life led to agricultural industry, using fire, livestock, and men as their energy source. Man developed the

first industries to manufacture products in the free time they could get from their agricultural endeavors. At this time,

strong fundamentalist religions were formed and as a result, agricultural laborers were obligated to submit to the

ruling classes. All these events took place during human prehistory, which is considered to have lasted until 3300

AC, when cuneiform writing was developed by Sumerians. This event initiated human history as such, and signals

the start of “Ancient History” in which many great civilizations such as Rome, Egypt, Greece, and Mesopotamia

flourished. This period lasted until the fall of the Roman Empire in 476 AC. This latter date indicates the beginning

of the “Middle Ages”

During the Middle Ages, (between the IX and XV centuries), new energy sources, such as coal, wind, and river

water were discovered. This time, also saw the birth of primitive nations, many of which were united by Christianity,

mainly in most European countries. Social interest was centered in Christian monasteries. Western Europe was

organized as a political and economic society where land owners were recognized as “lords” renting their land to

their “serfs” who in turn, paid their lords through part of their production. They were also obligated to be the lord’s

vassals and render him military service and in general attend to their lord whenever he required it.

During the 1000 years that this age lasted, there were no great advances in arts or science. At the primitive

industries, everything was done empirically, piece by piece, and personally, through peasants and artisans manual

labor. In regard to Maintenance, caring for their environment, products, and tools, it continued as in its beginning

only as corrective tasks done casually.

From 1453 onward, (Modern Age), man began to be interested in a more humanistic way of life, less centered in

religion. He developed his intelligence in all its aspects, and created a new set of values which led man to consider

himself as the center of the universe. Rational thought directed man to seek truth from all things through the


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scientific method. This situation resulted in a real renaissance for humanity. The velocity with which population was

growing required man to lean on an industrial development, more and more accelerated and efficient.

In 1776, the Scott Adam Smith laid the basis for the beginning of industrial development with two books. In his first

book “The Theory of Moral Sentiments”, he establishes that man in his temperament, has an

inborn strong tendency to be selfish and that this is for the good of society. When a person thinks

about his own profit, his work will drive him to a synergic action that can translate in the afore

mentioned benefit, depending on the moral attributes of the responsible person, even though

initially that may not have been his intention.

His second book “An Essay on the Wealth of Nations” noted that human productivity is derived from the

division of labor. He observed that when one laborer performs all the tasks to manufacture a product, his yield is

very low, but when the total work is divided in simple tasks and the necessary personnel is trained to specialize in

two or three of them, productivity increases exponentially. He proved this concept in a pin factory, where each

laborer produced less than one hundred pins daily. When work division was implemented, they reached an

average of ten thousand pins per laborer. Adam Smith’s thesis in relation to the wealth of nations was that

social welfare lies in economic growth and that the latter is invigorated by the division of labor.

These ideas prepared the environment for the birth of the first industrial revolution (1760), which started in Southern

Scotland and Northern England. These two regions shared and advanced mind and large iron and coal deposits

which facilitated the manufacture of products in demand at the time, and thus, the access to international markets.

This movement began in the textile and steel industries but rapidly expanded to countries such as the United States,

Germany, France, Belgium, and Russia. Significant results were obtained by simplifying labor methods, times, and

the start of serial production.

In regard to maintenance in industry, casual, corrective maintenance was applied since machines were not as

important as today due to the fact that to manufacture any product, it was necessary to use 90% labor, and the

rest was provided by machinery.

A true wave of technological inventions took place from 1880 to 1920, which resulted in the discovery of

alternate energy sources such as hydrocarbons and electricity. This wave was called the Second

Industrial Revolution. The revolutionary and cosmopolitan ideas of many men are present in this revolution.

Production machines were more and more complex, fast, exact, and dangerous, the same as their products.

Users, which are market generators, started to demand more safety in the products they were acquiring.

The above resulted in industry focusing in studying in depth about “Maintenance” and Reliability, combined with

statistics and mathematics in order to know the future behavior of products. The consequence of this was the

Third Industrial Revolution, which is considered the turning point between “Maintenance” (taking care of matter)

and Conservation (taking care of the matter plus the service it provides). Let us analyze Figure 1.1.


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Figure 1.1 From Maintenance to Industrial Conservation.

To have a better idea of how human effort has achieved the above, let us examine the table in topic 1.2 called

“Time Line” to see how throughout the centuries, events happened that in turn generated effects that have served

humanity as modulators of a better philosophy on this subject.

Para tener una mejor idea de cómo el esfuerzo humano logró lo anterior, analicemos la tabla mostrada en el

subtema 1.2 titulado “Cronología de la evolución del Mantenimiento”, en la que veremos como a través del los

siglos ocurrieron causas que a su vez generaron efectos que han servido a la humanidad como moduladores de

una mejor filosofía sobre esta materia.

¿¿¿ - 1914

CORRECTIVE

(CM)

1914 - 1950

PREVENTIVE

(MP)

1950 - 1970

PRODUCTIVE

(PM)

1971 - 1973

TOTAL

PRODUCTIVE

(TPM)

1973-???

INDUSTRIAL

CONSERVATION

(CI)

FOCUSED ON

PRODUCTION

FOCUSED ON

PRODUCTION

FOCUSED ON

PRODUCED

PRODUCT

FOCUSED ON

PRODUCED

PRODUCT

FOCUSED ON

INDUSTRIAL

SYSTEMS

At this time, the Quality of

the Product was not

Relevant. The Important

issue Was to keep the

Manufacturing Machine

operating Even though it

Could be Producing bad

Products.

It was assumed that if the

machine was operating

correctly, it would deliver

the appropriate products, so

some preventive

maintenance tasks were

performed in It.

It was assumed

that if the product

was working

correctly, the

manufacturing

machines were

working right.

Previous results

were improved by

attending to the

correct

functioning of the

product with all

the company’s

resources.

Now the product

is considered as

a human

satisfactor that

answers to

System’s Theory

in which matter is

preserved and

the quality of the

rvice it provides is

maintained.

1950 TURNING POINT

To insure the manufacturingMachine’s operation.

To insure the satisfaction ofof the user of our product.

GUIDED TECHNIQUES CORP.


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1.2 MAINTENANCE EVOLUTION CHRONOLOGY.

EVOLUTION OF MAINTENANCE WORLDWIDE

DATE CAUSES CHANGE

MOTIVATOR EFFECT ON MAINTENANCE

120,000

2000

B.C.

Beginning of thought and abilities in man.

His nomadic behavior allowed him to

spread out in the World to look for his

satisfactors.

Homo Sapiens

Only corrective maintenance tasks were

performed in their rudimentary tools and

implements (bone Needles, arrows,

spears, pots, etc.).

650

B.C.

300

A.C.

In Mesopotamia many nomad tribes

became sedentary, and the countryside

started to industrialize. Tools were

improved but they were not very important.

Sedentarism

The improvements were achieved

gradually (ploughs, nets, canoes, coins,

cogwheel, paper, lever, wheeled vehicles,

etc.). Only corrective maintenance was

used, or tools and implements were used

until they were destroyed.

400

1400

The transition nomad – sedentary led to

the development of a strongly

fundamentalist religion, opposed to

progress. A thousand years of

obscurantism are called Middle Ages.

Middle Ages

The more relevant advances from human

intelligence were the wind mill, the plough,

the compass, looking glasses, the

mechanical watch, spinning wheel, etc.

and the practice of corrective maintenance

continued.

1776

Adam Smith provided the basis for the

start of industrial development with his

two works: “The Theory of Moral

Sentiments” and “An Essay on the

Wealth of Nations”. The first book

analyzes how human egotism directs

man towards the common good, and the

second book leads to the fact that

productivity is achieved through labor

division.

Adam Smith (1723-

1790)

The total work started to be divided in

simple tasks to be performed by one man

specialized in that task of other similar

tasks. Manufacturers would place in a

production line the quantity of laborers

required to manufacture a product. The

above resulted in an increase up to 5000

times greater than the productivity

achieved by one man making the complete

product.

1780

1830

During the First Industrial Revolution,

goods were manually manufactured, which

required skilled laborers. As a result,

products were scarce, expensive and its

quality was variable Fábrica de Papel

(1780)

Production personnel, besides performing

their regular tasks, also looked after their

machines, through only Corrective

Maintenance actions, since machines were

not considered as important for performing

their work. Fábrica de papel (1780)Fábrica de papel (1780)


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DATE CAUSES CHANGE


1798

The need to improve Corrective

Maintenance was brought about because

the work required was usually very slow

and frequently needed the attention of

several specialists since the damaged

parts had to be custom made again.

Eli Whitney (1765-

1825)

In 1798, the American inventor Eli Whitney

came up with the idea of using

interchangeable parts in weapons, since

he already was doing it in his cotton mills

during the previous five years.

1879

Due to the tremendous increase in

manufacturing companies, many of them

hired personnel without technical

qualifications, fact that strongly

complicated both the training and the

management of the manufacturing

companies. These situations pressed

industrialists to seek solutions to these

problems

Frederick W.

Taylor

(1856-1915)

Taylor’s work provided a basis for the

Second Industrial Revolution through

increasing the interest for scientific thought

in labor and in Management, which

resulted in rapid increases in productivity.

These advances did not have an impact in

maintenance of machines which continued

to be corrective only.

1903

The goods and services produced

necessarily had to be of high quality, but

very expensive and therefore the

demand for them was low. Only the

wealthy could aspire to buy, for example,

an automobile. It was hard to improve on

labor division.

Henry Ford

(1879 – 1947)

Henry Ford set up the massive industrial

production of cars. His objective was to

lower the price of his product so that even

“common people” could afford to buy a car.

He achieved his goal through a new

manufacturing process with “”conveyor

belts” which was set up in 1914.

1910

The number of machines increased

considerably and as a natural

consequence, the production worker

invested increasingly more of his time

doing Corrective Maintenance tasks

Albert Ramond

and

Associates

Corrective Maintenance teams are formed

with low quality workers in order to free

production personnel from these tasks,

since production laborers were required to

have knowledge and be able to do what

the machine did.

1914

1918

War industry needed to work

continuously due to the urgent demand

for its products. However, the amount of

machines with malfunctions increased

every day.

World War I

Corrective Maintenance personnel started

having tasks regarding prevention to avoid

failures for the most important machines. In

this period, Preventive Maintenance

Departments (PM) are born.


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DATE CAUSES CHANGE


1916

There were many ways to apply Scientific

Management when Fayol developed his

General and Industrial Management

model

Present day Administrative process is

developed, containing five elements:

planning, organization, integration,

execution, and control, thus giving a

holistic concept to the departments of each

firm. This event highlighted the rivalry

between the Production and the

Maintenance personnel.

1927

1931

Due to scientific thought and the work of

Taylor in the application of time and

movement studies, the interest for using

statistics for work grew, but its application

was slow and not very reliable.

The confirmed successes through the

use of statistics in the American industry

worked towards the acceptance as a

regular tool for statistics at world level.

Walter A.

Shewhart

(1891-1967)

Shewhart develops Statistical Quality

Control (SQC) and Deming follows with his

book “The Economic Control of the Quality

of the Manufactured Product”. Deming

continued working in this field with

Shewhart.

1937

The increasing number of Jobs required

by the physical assets of a company

forced the specialists to analyze the

relative importance of the assets, and to

set priorities between jobs and assets.

Joseph Juran

1904-2008

Joseph Juran developed his 80/20 rule

which he called “Paretto Principle”, and

which enables to set priorities by

determining the influence of vital or

important items in order to attend to them

by order of importance in reference to the

product..

1939

1945

World War II forced the warring nations,

especially the United States to operate

their steel industries 24 hours a day and

to use their operators as first level

managers in order to improve

communications and decision making at

the production line.

World War II

Preventive Maintenance tasks become

systematized and the United States begins

to use Statistical Quality Control through

the involvement of specialists such as

Walter A. Shewhart and W. Edwards

Deming, before and after World War II.

1946

Preventive Maintenance continues to

provide poor results since it does not

guarantees that the machines deliver the

product with the quality and amount

desired, even if costs rise considerably.

American Society

For Quality

ASQ

The American Society for Quality Control in

which Dr. W. Edwards Deming was an

associate, was created. This society aided

in the statistical study of work and notably

increased the quality of the resulting

Henri Fayol

( 1841 – 1925 )

Henri Fayol

( 1841 – 1925 )


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DATE CAUSES CHANGE


products.

1950

During World War II, Japan’s industry

and agriculture was destroyed. The

Supreme Command of Allied Forces

(SCAF) under the command of General

Douglas MacArthur implemented a

development program with specialists in

the field, among which the most

important was W. Edwards Deming.

W. E. Deming

(1900-1993)

Deming’s works initiated the Third

Industrial Revolution, by establishing in

Japanese industry Statistical Quality

Control. This model applies the criteria that

the company starts with the supplier and

ends with the user, which is considered the

most important part of the company. He

applied the Shewart Cycle (PDCA) which

means plan, do, control, act

1950

Due to productivity’s strong growth,

market drive for better quality products

also increased. This date is considered

as the turning point or beginning of

human thought towards Industrial

Conservation.

Turning Point

From

Manufacturing

machine

to

Manufactured

Satisfactor

The concept of Productive Maintenance

emerged (PM). This focused maintenance

work to obtain both quantity and quality

for a product, and not only to focus on

taking care of the manufacturing machines.

Now, their product begins to be more

important than the machines producing

them.

1951

Even though statistics were being used

regularly at work, there were serious

problems due to the safety of the user

since statistical analysis required the

intervention of specialists and an

increase in product dependability

through designing tools to be able to

“predict the future”.

Wallodi Weibull

(1887-1979)

Weibull presented Weibull Distribution from

which Weibull Analysis is derived. This

technique is used to estimate a probability

and is based on measured or assumed

data. This distribution is applied to solve

reliability and conservation problems,

which have improved the safety in

dangerous products (weapons, airplanes,

etc.).

1960

Since the end of 1950 at World level, it

was proved that airplanes would suffer

over 60 catastrophic accidents per million

take offs per year. It was demonstrated

that periodic interventions and the

change of used parts for new ones,

increased costs and affected the

product’s reliability.

ATA

Air Transport

Association

Reliability Centered Maintenance (RCM)

was born. The development of

“Maintenance Steering Groups” to specify

the necessary conservation tasks to insure

the flight of an airplane also started at this

time. The application of the System

Equipment/Satisfactor which must care

for the equilibrium with reference to the

user interests was also initiated.


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DATE CAUSES CHANGE


1960

The need to improve the quality of their

product took Japanese industrialist to

visit the United States industry in the

early 1950’s. In the United States,

industry was already working with

Productive Maintenance and both

supervisors and operators were

involved in its management.

Kaoru Ishikawa

(1915-1989)

Kaoru Ishikawa is the author of the

Ishikawa Diagram. His experience studying

American PM aided in his development of

Quality Circles (QC). He prepared courses

and materials achieving great results in

quality and productivity. These circles are

still widely used at world level.

1961

Catastrophic disasters with loss of

human life were caused by a high rate of

instinctive human mistakes while

operating the machines. Usually, the

operator did not realize that the machine

presented defects which announce the

proximity of the failure.

Shigeo Shingo

1909-1990

From 1961 onward, Shingo started

developing the Poka-Yoke system which

literally means “error free”. This system is

essential when the safety of human life is

involved, that besides taking care of the

quality of the product or service supplied

by the machines. At present, this criterion

is applied from design.

1965

Decision making to solve work problems

presented a disorderly and sometimes

absurd way of thinking, which caused

serious deficiencies in the

communication between persons.

Presentation of the book “The Rational

Directive” from which the present Root-

Cause-Analysis (RCA) was derived and

which makes it easier to investigate the

causes that produce an effect to obtain a

good diagnosis.

1968

The first important advances were

achieved in the Maintenance Steering

Groups (MSG) which improves the

conservation and reliability of airplanes.

The Americans Stanley Nowlan and

Howard Heap published their book

“Reliability Centered Maintenance”.

ATA

Air Transport

Association

Their first document was named by the

ATA “Evaluation of Maintenance and

Program Development” (MSG-1 Guide). In

1970. Nowlan and Heaps introduced the

document called “Maintenance Planning

and Programs” for manufacturers (MSGII

Guide).

1970

Computers in offices and factories

became widely used, very

indiscriminately and without being

integrated to the total management of the

units in which they were used. At this

time, computers were used in the

Production and Maintenance

Departments mostly for the fixed assets

inventory rather than for its management.

Ordenadores

1970’s

The “Computerized Maintenance

Management System” software (CMMS)

was created at this time. It was focused on

solving the managerial problems in the

maintenance areas. From this software

Systems “”Enterprise Asset Management”

(EAM) and “Enterprise Resource Planning”

(ERP) have evolved.


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DATE CAUSES CHANGE


1971

There are two outlasting problems in the

internal struggle between the Production

and Maintenance Departments and the

opportunity loss by not taking advantage

of production personnel to perform self

maintenance tasks on the assets.

He created Total Productive Maintenance

based on the American Productive

Maintenance (PM) incorporating all of the

company’s personnel (including suppliers)

to perform all type of maintenance tasks. It

is supported on Quality Circles.

1978

Airplane manufacturers needed to

conquer and maintain their World

markets based on the safety and quality

they offered.

Air Transport

Association

ATA generated the MSG-3 Guide focused

on airplane manufacturers to develop their

maintenance programs.

1980

Interested in the RCM criteria, British

engineer John Moubray did his own

Studies and arrangements and

successfully applied these criteria to all

type of industries in South Africa and in

England. He improved RCM without

losing its Reliability vision and offering his

RCM2 version

John M. Moubray

(1949-2004)

Another of his outstanding contributions

was a revolution to the concept of

maintenance by Publishing his “Fifteen

Maintenance Maxims” which is a study

focused on analyzing the main rules which

apply to maintenance, finding that fifteen of

them were obsolete. This has provided

new foundations for Industrial

Conservation.

1995

Work places were usually dirty and

disordered, which caused high rates of

lost time due to accidents and search for

tools and parts. There was really no

conscience that this was a problem.

Hiroyuki Hirano

( 1946 - )

Hirano introduced his book “5 Pillars of the

Visual Workplace” (5S) generally known as

the “five s’s”. Applying this philosophy

notably improved the work environment,

the cleanliness of the factories, the

definition and organization of tools, and

mainly quality and productivity.

2005

The present working form used by man is

focused more on taking care of the

matter conformed by his Tools, known as

maintenance, rather than concern for his

habitat. When an industry is required to

care for its environment, incorrectly

utilizes the same “maintenance tools”

assuming that the environment is only

matter. However, it is necessary to think

about a change in philosophy with an

ecologic focus that will lead man to better

Preserving and

maintaining

Solar System.

For the last 30 years, there seems to be a

new philosophy floating around the World.

This new philosophy called Industrial

Conservation which has the

characteristics of an ecologic system

similar to the solar system that has built

a habitat that provides life and preserves

the matter and maintains the quality of the

service it provides. The above has given

space for entities and persons interested in

studying the development of Industrial

Seiichi Nakajima(1928)

Seiichi Nakajima(1928)


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DATE CAUSES CHANGE


results in the achievement of this aim. Conservation.

2009

In October 9, 2009, during the XXXVII

National Congress of Quality Control,

organized by the Mexican Institute for

Quality Control in Mexico City, it was

introduced a concept called “The

Industrial Effectiveness Principle”, which

reaches the conclusion that Industrial

Effectiveness is obtained by the

company’s products rather than by its

manufacturing machines.

The theory is based in the concept that

every product is formed by interrelated

matter that when functioning provides a

desired service called satisfactor, arriving

to the conclusion that a product, when

operating is transformed into a system and

that its effectiveness is reached when there

is “an equilibrium between the quality of

the matter that conforms the product, and

the service it provides during its useful life

cycle.”

2010??

Since the last half of the XX Century,

Conservation and Management,

especially in their upper levels have

experienced an outstanding

interdependent evolution, such that at the

end of that century, and having

maintenance as a basis, surged the

concept of “Asset Management”. Its main

objective is the optimum use of assets to

achieve a desired and sustainable result.

DEVELOPMENT

OPPORTUNITY

Asset Management has promoted the full

potential of asset management but due to

natural causes, it has also promoted the

destruction of the planet, because it is not

designed as an ecologic system. We

need to consider that humanity must take

advantage of current knowledge about

Conservation and evolve towards “the

Ecologic Management of Systems” which

accentuates as a priority the training of

world masters on the subjects required for

our education in Industrial

Conservation.

We mentioned before that throughout the centuries many events happened as causes which in turn generated

effects that will now serve us for our analysis. Let us remember the turning point in figure 1.1 which in a general

way shows that since practically the second industrial revolution and up to 1950, man started to worry about

machines and in a sequential form evolved from corrective maintenance to a productive one until a total productive

maintenance was achieved. But everything was done repairing the matter that formed the machine in order to

insure the machine’s operation because the market kept demanding the product. By the end of 1945, commercial

aviation started developing and it experienced catastrophic accidents in their devices. Users were afraid of flying in

airplanes and that fact was reflected on the market. This forced the industry to carefully study its product

(airplane) more than the manufacturing machine. It resulted in the surfacing of ideas such as Joseph Juran’s,

Edwards Deming’s, Wallody Weibul’s, Kaoru Ishikawa’s, etc., thus making feasible the raising in the quality of

products but raising at the same time the cost of maintenance. In 1960, the Air Transport Association formed the

Satisfactory

Quality of the matter Quality of the service


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Maintenance Steering Groups (MSG) and in 1980, John Moubray with the publication of his “Fifteen Maintenance

Maxims”, provided solid foundations for the development of Industrial Conservation.

1.3 INDUSTRIAL MAINTENANCE ERRONEOUS CONCEPT.

If we consider our previous analysis and the experiences of the persons that currently work on

“maintenance”, we are certain that they do not have in their minds a clear concept regarding what Industrial

Conservation is. They have an even poorer understanding about the differences in the tasks for Conservation,

Preservation and Maintenance. The above causes difficulties for its rational study, and therefore, for its

management, giving rise to situations such as the ones described below:

Worldwide loss of efforts. In symposiums, congresses, seminars, discussion tables, conferences,

courses, etc, taking place all over the World, the Concepts being discussed are not easily understood

because of the lack of a reliable philosophy about industrial Conservation that would allow to establish a

meaning that can be understood all over the world.

Frequent frictions within the companies between the production and “maintenance” personnel.

While the production personnel works towards achieving productivity, the maintenance personnel works to

achieve the “good functioning and welfare” of the manufacturing machine. That is, while the former think

about the quantity of the product they are manufacturing, the latter think about the company’s machines

preservation. However, it may be that maybe neither of them is taking into account that the true mission

for both of them is to provide satisfaction to the user of the product they are manufacturing.

Difficulty to develop a conservation system that involves preservation and maintenance tasks as

well connected subsystems and within an appropriate economic framework.

Current situation requires that we improve our way of thinking in order to establish a valid theory about what

industrial Conservation truly is so that we can determine its taxonomy to avoid future confusions.

1.3.1. Confirming the existence of an erroneous concept.

To confirm that there is a great amount of confusion between said concepts, we suggest you do the

following exercise:

Copy the list of ten points shown below and have at hand enough copies to give to a group of

colleagues, to whom you will ask to answer individually, based on their personal criteria; you

answer the list at the same time in a period of 25 to 30 minutes, without discussing it among

yourselves.


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Babel Tower Exercise

From the following situations, determine which tasks you think are for preventive maintenance (PM) and which are

corrective maintenance (CM). Explain your answer

1. When you were leaving your house to go to work, when you get to your car you see that you have a flat tire, and

you are forced to change it, so that, ( against your wishes) you are late to work. In this case, you performed a task

of _________________________ Why? _________________________________________________

2. Let us assume that you have bought a new car, the most expensive in the market. Thinking that, seeing you drive

this car, your friends will be pleased realizing your progress. When you are about to enter your car, you notice that it

is stained with mud splatters and does not look good. So, before you go to meet your friends, you wash and groom

your car. This work should be considered as _______________ Why?________________

3. You have two electric shavers, an old one, which has always worked well, and a new one you got as a present,

and which you use to shave yourself since you got it. Let us assume that this morning you accidentally dropped the

new shaver, which was broken so that you could not use it and had to use the old shaver. The repair work that the

person in charge of the shop will do to the broken electric shaver is classified as _________________________

Why?__________________________________________________

4. Let us suppose that today is a weekend day, and you are resting at home. When you step into your garage, you

see that your car has a flat tire. Even though you will not need your car today, you worry about needing it to go to

work tomorrow. So you decide to change your tire, and when done, you go back to enjoy your rest. In this case, you

did a task of_____________ Why?_________________

5. Suppose that you work for a television company and during your turn, there is a short circuit in the power

transmitter. Automatically, the substitute transmitter starts up so that the public does not even notice the failure.

Due to your position at the company, you immediately start working to correct the damage. How do you classify this

task?_______________________________________ Why? ______________________________________

6. The operator of a spinning machine, when closing the protection lid of the machine, at the end of the last shift,

breaks two mechanical fingers of said machine. It becomes necessary that a technician of the same department

works the whole night to repair the damage, so that at the beginning of next day’s shift, the machine would operate

normally. This work should be classified as a task of_________ Why?_____________________

7. The main furnace of an important company decreased its temperature from 120ºC to 110ºC. The Production

Head requested that the furnace be repaired to solve this contingency. However, you verified that the 10ºC

decrease in temperature does not affect the manufacture of the product that is being made, so you decided to wait

until the end of the shift to change the electronic thermostat (that is, during the night). Next morning, when the

production employees arrive, the furnace temperature recovered its normal level. This work is considered as

_____________________ Why? ___________________


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8. Suppose that your car is badly tuned and you are on the road. You are upset because, against your wishes, you

need to drive at 80 km/hr, and because you always drive at 100 km. /hr. at least, so you immediately take your car

to the first shop you find to have it tuned up. This would be a work of________________________

Why?___________________________________________________

9. Imagine that the situation from example no. 8 also happens to your uncle. But he did not mind his car problems

since he only drives at 70 km. /hr. When he arrived to the city, he asked you, in a very good mood, to take his car to

the shop so that would get a work of _____________Why? ________________

10. Imagine that this morning your alarm clock failed, but since you are always prepared for contingencies, you

programmed your watch’s alarm to ring two minutes alter your alarm clock, so you arrived to work on time. You

took your broken alarm clock to the repair shop to have a work of_______________ Why? ____________

After individually answering this exercise, you and your colleagues that also solved the exercise, should

have a study meeting to discuss and analyze each of the answers to arrive at valid conclusions for everybody.

To finalize the exercise, make a format similar to figure 1.3, where each participant will write a definitive

answer for each of the ten questions. The coordinator will write the letter “C” for each corrective maintenance

answer, and a letter “P” for each preventive maintenance answer in the corresponding space.

Figure 1.2 Analysis Meeting Results

N

e

w

P

h

i

l

o

s

o

p

h

y

1. Flat tire MC

2. Dirty car MP

3. Broken electric shaver MP

4. Flat tire MP

5. T.V. Transmitter MP

6. Spinning machine MP

7. Furnace decrease in temperature MP

8. Car at 100 km. /hr. MC

9. Car at 70 km./hr. MP

10. Broken alarm clock MP

EXERCISE RESULTS

PARTICIPANTS

QUESTIONS

Participants answers


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If you analyze the results table for the exercise, and if you pay attention to the diversity of opinions of all the

participants, convinced that all of them are right, we will arrive to the conclusion that we must take the opportunity to

improve our current knowledge about maintenance. It is not acceptable to have so many different answers to each

question, and even less after two analysis opportunities. The results of our exercise are a small sample of the

existence of this problem Worldwide

After we finish this exercise, the participants have to realize that “we are not speaking the same

language” and that it is urgent and essential to establish new foundations to support the new truth of what

industrial maintenance really is.

If this happened analyzing what we know about corrective maintenance and preventive maintenance,

what can we expect when we talk about predictive, progressive, analytical, or routine maintenance or about

preservation and conservation?

The following analysis helps us to clarify why we consider necessary to develop a new way of thinking to

understand what industrial maintenance really is.

We know that science is the exact and reasoned knowledge about things, and that a scientist seeks to

discover events happening in his field of study through observation, reasoning, and experience. Alternatively,

philosophy is the rational study of human thought, from the point of view of knowledge and action. That is, in

philosophy, the scientist wants to obtain wisdom, in other words, the truth of the things he analyses to relate it to his

processes and attain gathering both facts and values. Moreover, technology is the Collection of procedures of an

art or science; so the technician seeks to obtain the knowledge and the abilities required to use efficiently the

scientific procedures in his area of work.

It is indisputable that if the 10 questions that comprise our exercise had been answered with certainty

and without any differences, said answers would the product of scientific thought. Since there are

discrepancies, we are verifying that there is no scientific knowledge regarding this topic. Therefore, current

philosophy relative to “maintenance”, since it is founded on erroneous basis, gives us a technique, that

although useful, needs to be improved. Thus, if the reader stops to observe, reason, and experiment about what

we have proponed here; he will be convinced that the basis we are putting forward will solve many of the problems

that those of us dedicated to industrial “maintenance” face. That is, we have a great opportunity to improve our

function both in theory as well as in practice. We only require behaving as true scientists, willing to undergo a

rational change of thought and to create a new philosophy with true scientific basis. .

This sequence of events has caused the existence of an erroneous concept of industrial maintenance since we use

the same perception to “maintain” our habitat in a fit state and we need to be aware that our habitat is not

comprised of matter only. We will later analyze how our solar system works as a cyclic system integrated by two

basic parts which are Matter and Service.


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1.3.2. Defining Industrial Conservation

We define Industrial Conservation as the human action in a system which, through the application

of scientific and technical knowledge, contributes to the optimum use of existing resources in the

human habitat, thus favoring the integral development of man and his ecosystem. Industrial

Conservation is divided in two large branches, one being Preservation which refers to the material aspect

of the system (quality of matter), and the other is Maintenance which is related to the service provided by

the matter (quality of service matter provides) and it is precisely this point (approach to Systems) where the

considerations included in figure 1.1 lead us. We perceive that our present and our future demands from

us new scientific and technical knowledge, both profound and pragmatic, about the ecologic functioning of

cyclical systems

With a human desire for self improvement and continuous betterment, our labor in life will become more

interesting if we study and fill our new tool box with the technical-practical knowledge about these topics,

and as time goes by, we will study in depth the basic and other related aspects. We will also see in our new

tool box, less wrenches, screw drivers, drills, and pliers, and more mathematics, statistics, and graphs, but

most of all, a profound knowledge about the ecologic care for cyclic systems.

1.4 MAINTENANCE PROBLEMS IN OUR COUNTRY’S INDUSTRY

I started working as an instructor and consultant in the maintenance area in 1980. Years later I worked in education,

teaching courses requested by various technical schools and universities. This experience showed me a great

opportunity to improve industry in our country if we solve the problems we are facing at present

The higher levels in the middle and small size industries in our country consider that their “maintenance”

problems are solved by only using artisans.

The existence of the system Equipment/Satisfactor is ignored, and therefore only machine repairs are

attended to, and adequate quality of the product as a system is neglected, even though that it is the

reason for market demand.

There is neither strategic planning nor programming for Preservation and Maintenance of the physical

resources of the company. In general, work orders are made by the production personnel and this is

mistakenly called the maintenance program.

An always latent conflict between the Production and the Maintenance Departments destroys our industry

and without meaning to, it is fueled by the industrial and educational fields due to lack of scientific

notions about Industrial Conservation.

The teaching staff in charge of teaching maintenance in technical schools and universities, does not take

into account that since 1950 (Third Industrial Revolution) there was a change in the philosophy of

maintenance which allowed to achieve high productivity and quality in modern industry (See Figure 1.1).

Over 90 % of the universities, technological institutes, and technical schools in our country classify

Maintenance as an optional course, thus most of their graduates do not think this subject is

important.


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Many professors do not want to teach the Maintenance class because they deem it as a trivial subject

that would reflect badly on their status.

The problems caused by the rivalry between production vs. maintenance teams grow

Production costs increase.

Clients get low quality products and services.

Companies suffer a continuous market loss


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Technological Education Plans

Figure 1.3 Technological realities in our country’s industry

The above can be substantiated any time you have the opportunity to visit a company, university, technological

institute, or technical school. This will also be useful because you can corroborate that the studies you have

currently undertaken are very important to understand the industry in our country, since you will find you are one of

the few persons that have Basic scientific Studies about the problems presented in topics such as preservation

and maintenance.

As a necessary exercise for your personal development, do some research in any factory about what they

experience in relation to the three points mentioned below, take notes on those strategies that you can apply to

each case you find.

1. Human relations among the Production and Maintenance Departments personnel.

You will find that both departments are true enemies that start intensive fights that destroy their work

sources. Also, in the best scenario, they tolerate each other, but very rarely do they cooperate with

each other.

2. Maintenance Planning.

You will find, if there are plans at all, that these plans are performed under a tactical focus; that is,

work petitions, mistakenly called work orders, are requested by the production team. Usually, there is

no strategic plan that unites these orders in a coherent, long term plan, nor is the resource’s useful life

time taken into account, (See subtopic 3.3.2) thus deriving from it, previous analysis, the corresponding

annual Program


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3. . Maintenance culture.

You will find that each person has his/her own point of view regarding “maintenance”. If you ask different

persons, at various levels, that have some degree of experience in “maintenance”, for a definition of, for

example, Total Productive Maintenance, or Corrective Maintenance, or about the difference between

this last concept and Preventive Maintenance, etc., and you will find a veritable Babel tower. Each

person will give you “his/her definition”, which rarely will coincide with any of the other definitions you are

getting. This shows a definite lack of knowledge about the topic in question.

1.5 MESSAGE TO INDUSTRIAL ENGINEERING PROFESSIONALS

All of us that set our heart on a particular activity think that it is the most important. Actually all activities are

important. However, the simple fact that we like a subject and that we can also use it as a work tool, requires that

we fight for it, to the best of our effort. Our interest in something is originated after we have knowledge about

it, and it grows as we come to be nearer to this subject. The above is due to the fact that in our country today

maintenance is viewed as a lesser subject since the study programs in technical schools and universities demean

its importance. If you are already an Industrial Engineer, Upper Technician, or Industrial Technician and have not

been interested in this subject, this book will stress that it is really important to study it in depth because Industrial

Conservation will provide a future full of personal satisfactions, and increasingly well paid jobs.

From our point of view, every person that works in a company should know Industrial Conservation philosophy, in

depth. This comes to mind because there are technical institutions and universities that divide this specialty; one

specializes in production processes, and the other in industrial maintenance, fact that increases the rift between

both branches. Fortunately, some universities have already included courses for in depth maintenance to both

specialties. The differences in the specialties are found in other type of complementary subjects

During our work at the company, the friendly talks between production and conservation co-workers should be

about work topics they have in common. Some of the important questions to study and solve are:

What is the philosophy of the company’s personnel about taking care of its resources?

Which is the vital, important, and trivial equipment?

What type and quality of conservation work must the personnel perform?

¿ Which are the characteristics that the conservation and production personnel should have?

Do the personnel have a scientific language and is it understood by everybody?

Are there good relations between the conservation and the production personnel?

We will be aided by the following orientation points:

Knowledge of Industrial Conservation and its taxonomy.

Consider the company as an Equipment/Satisfactor system.

Rank the importance of physical assets with respect to their impact to products.

Give priority to the attention of user complaints against a failure.


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Visualize conservation as a Business cell, benefits source or as a department that provides excellent

profits.

Generate the Conservation of physical resources Strategic Plan and derive the annual programming

from it

Create contingency plans for vital systems.

Determine which resources must be attended to through Preventive, Predictive, Corrective, and

Detection Maintenance.

Establish the conservation works that need to be performed in a machine by the operator, the

technician, the company’s specialist, third party specialist, and specify which type of work should

be done outside of the company.

Optimize reliability for vital processes.

Raise the items’ global efficiency.

Define Training Plans for operators.

Define Development Plan for the conservation and production personnel.

Train personnel capable for diagnosis and for handling Root Cause Analysis.

So professional Industrial Preservation and Maintenance professionals, as we have already mentioned, the

questions above are the most important questions that need to be posed. However, when you analyze your own

environment, you will have questions regarding your own problems. We believe that this reasoning provides the

assurance that we have a very important niche that will require our intense concentration. We can only work

towards reaching the highest point of our aspirations. In the road, our efforts will find the satisfactors we need.

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