Maintenance-Planning-and-Scheduling.ppt

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1

Effective

Maintenance

Planning Skills



2

COURSE OBJECTIVES

• Explain the importance of maintenance inproduction systems.

• Describe the range of maintenance activities.

• Discuss preventive maintenance and the keyissues associated with it.

• Discuss breakdown maintenance and the keyissues associated with it.

• State how the Pareto phenomenon pertains tomaintenance discussions.



3

Summary

• This session covers the aspects ofMaintenance Project implementation andmanagement from activation onwards,including factors that affect MaintenanceProject implementation.

• Maintenance Project management as a

concept is considered.

• The characteristic of a good MaintenanceProject manager are discussed.



4

DEFINITION

• WHAT IS MEANT BY THE TERM“MAINTENANCE” ?

• Maintenance encompasses all those activities

that maintain facilities & equipment in goodworking order so that a system can perform asintended.

• Maintenance can also be termed as asset

management system which keeps them inoptimum operating condition.



5

GOAL OF MAINTENANCE

• The goal of maintenance is to keep theproduction system in good working orderat minimal cost.

• Decision makers have 2 basic options withrespect to maintenance. They are: - – BREAKDOWN MAINTENANCE.

– PREVENTIVE MAINTENANCE.





Introduction

Introduction to Life Cycle Cost

Objectives of Maintenance and Maintenance CostMaintenance Definition

How to get unplanned repair jobs planned

Maintenance Procedures

Failure Development

Total Productivity Maintenance

Maintenance Management Systems



Modern maintenance management is not to repairbroken equipment rapidly. Modern maintenance

management is to keep the equipment running at

high capacity and produce quality products at lowest

cost possible.



Maintenance, then and 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 to

the function of machines.

During the industrialization, production equipment has been more

developed. In connection with the high technical development the

impact of productivity and quality has moved from man to machine.

The importance of maintenance has considerably increased.



There are many reasons why maintenance is becoming more and more

important. In developing countries , where many old machines are

operating, the spare part problem are arising. Some times it is difficult to

find spare parts for equipment and if it is possible to find them, they areusually very expensive and must be paid on foreign currency.

Due to long lead times of supply of spares, it is common that the spare

part inventory is growing bigger than necessary. A very essential part in

maintenance management is developing countries to reduce the need of

spare parts, as well as to maintain the minimum level of shock to save

foreign currency, but still keeping the productivity high.







LCC – Life Cycle Cost – is commonly

understood to be the customer’s total costand other sacrifice during the actual life time

of the product. Hence LCC includes the

acquisition cost as well as all future costs foroperation and support of the product until it

is finally discard.



Comparison of alternative products.

Improvements of products.

Adaptation of the maintenance and support organization.



Objectives of Maintenance

During the years the maintenance function has not been seen as a

condition for production output. The previous approach has been that

maintenance is the necessary evil, one among the cost generators in the

organization. Very often the maintenance strategy in plants has been to

reduce the maintenance cost as much as possible without thinking of the

consequences.

Objective of the maintenance is , as priority one , to create an availability

performance which is suitable for production demands in the organization.

No mechanized/atomized company has yet succeeded to produce withstopped equipment. Production buy availability performance from

maintenance.



1.

Keep up the planned availability

performance

2.

At the lowest cost

Above all

Within the safety prescriptions



All enterprises and organizations are interested in lowering

maintenance costs. A very common delusion is that



MAINTENANCE WICH IS NOT CARRIED OUT ,WILL COST EVEN

MORE THAN MONEY !!!!!!



There are two ways of managing the maintenance costs

Cost or ResultControlled

Maintenance



The cost controlled maintenance is not considered as modern maintenance

management, The reason why maintenance has been treated as a cost controlled

activity, Is often that engineers and technical staff have had some dilemma to

measure the results of investments in maintenance in total economical terms. It is

simple to find the direct cost for maintenance but it could be difficult to see the

results. The upper priority in the objectives of maintenance is to “keep up planned

availability performance at the lowest cost possible” . This means that the long

term results are important. The maintenance cost must be put in relationship with

overall results achieved by maintenance in production facility.



PRODUCTIONLOSSES

LOSTMARKET

WORKENVIORME

NT

CAPACITYLOSSES

ENERGYLOSSES

QUALITYLOSSES

CAPITALCOSTS

INCREASED

INVESTMENT

MAINTENANCE



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

Direct maintenance costs -

Indirect maintenance costs -

The costs are directly related tothe performance of the

maintenance works

Losses due to maintenance



Direct maintenance costs

• Wages & Salaries

• Material Costs

• Administration Costs

• Costs for training• Spare parts costs

• Contracted work forces

• Modification Costs

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

to production as a result of maintenance.



Many times there are needs to measure the maintenance efficiency. However,

maintenance can not be measured by the cost it creates. There must be an connection

to the production out put some way. It is naturally impossible to determine anything

about the size of the direct costs. One method to control the direct maintenance is touse the PM-factor.”P” stands for prime product produce and “M” stands for

maintenance cost. When using the PM-factor, the result of the maintenance impact on

the production is measured. How many products are produced per a 1000 units of

“maintenance money”.

PM – Factor = X

Prime Production

Maintenance Cost

1000



AVAILABILITY PERFORMANCE

The ability of equipment to function properly,Despite occurrence of failures, disturbances and

Limitations in the maintenance resources.



Avai labi l i ty performance can be divided in to tree

parts:

Reliability Performance

Maintenance Support Performance

Maintainability Performance



The ability of an item, under statedConditions of use, to perform a requiredFunction under stated conditions for a

stated period of time.



The ability of a maintenance organization,

Under stated condition, to provide upon

Demand the resources required to

Maintain an equipment.



The ability of an equipment, under started

conditions of use, To be retained or

restored to state in which it can perform a

required function, when maintenance is

performed under stated conditions and

using stated procedure and resources.





The term maintenance consists of three main

parts

Corrective maintenance

Preventive maintenance

Improvement maintenance



CORRECTIVE MAINTENANCE (CM)

Corrective maintenance covers allMaintenance which is carried out inOrder to correct (repair) a fault in

equipment



WHAT IS FALIURE ?

Digress of demands of a certainquality



Planned & unplanned corrective maintenance

Corrective maintenance is divided in

CORRECTIVE

MAINTERANCE

UNPLANNED PLANNED

Break DownEmergency Repairs

UrgentNot possible to ControlYou are controlled by

the equipment

Planned MaintenancePrepared ProperlyPossible to ControlYou control the

Equipment



PREVENTIVE MAINTERANCE

(PM)Preventive maintenance covers all

Programmed maintenance which iscarried out in order to prevent theOccurrence of failures before they

Develop to a breakdown orInterruption in production.



Preventive Maintenance is Divided In

INDIRECT

Condition Based

Maintenance (CBM)

Detection of failures

Before break down

DIRECT

Fixed time

Maintenance(FTM)

Cleaning, Lubrication

Fixed time replacement

PREVENTIVE

MAINTENANCE



Indirect Maintenance

Subjective

Using humansenses

Look , feel , listen, smell , taste

Objective

Using off lineinstrument

Continuous, on-line monitoring

INDIRECT PM







MAINTENANCE

CORRECTIVEMAINTENANCE

UNPLANNED

-EXPENCIVE

MAINTENANCE

-LOW AVAILABILITY

PLANNED

-CONTROLLED

-REDUCED COSTFOR MAINTENANCE

-INCREASED

AVAILABILITY

PREVENTIVEMAINTENANCE

INDIRECTCONDITION

MONITORING

DIRECT

-CLEANING

-LUBRICATING

-PROGRAMMED

REPLACEMENT AND REPAIRS

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



Results in the correct maintenance work is carried out

At the right time

In the right way

By the right professional

With the right spare parts

“Real maintenance management is impossible

without condition based preventive maintenance”



When a maintenance strategy is going to be formulated,there are many maintenance procedures that could bechosen, From sophisticated procedures to low levelprocedures.

Operate to break down (unplanned correctivemaintenance), O.T.B.D

Fixed-time maintenance, F.T.M

Condition-based maintenance, C.B.MDesign out maintenance, D.O.MLife-time extension, L.T.ERedundancy, RED



INDIVIDUAL LIFE TIME

Machines, spare parts, all types of equipment, have

their own individual lifetime. The individual life time is

different from part to part and is influenced by the

quality of the product but also by other outside factors

such as environment, handling etc.

Some failures are occurring after a certain, expectedtime, and can almost be predicted. Some failures are

occurring completely unexpected.





Failure Developing time(FDT)

Some failures either they are random or regular, have longer or

shorter failure development time. The failure development time is

the deterioration time from the moment condition departs fromthe normal condition until the moment of break down occurs.

Failures with failure development time is easier to handle than the

failures without failure development time.

Shorter FDT – Continuous on line condition monitoring has to be

applied

Longer FDT –

Off-line condition monitoring has to be applied



Total Productivity Maintenance (TPM) TPM is a way of organizing maintenance to support

productivity & quality through increased equipment efficiency

and to reduce costs.

TPM concept means that all employees work in small groups

to maximize the improvement of equipment efficiency.

Operators are working independently with all maintenance

activities of their own equipment and have also the total

responsibility of operation and maintenance.



Fundamental Goals of TPM

Increased productivity and qualityZero defects

Reduced cost of maintenance and production

Increased motivation among all employees

Zero accident

Shorter lead time

Zero unplanned stops

Development of staff through trainingImprovement of work environment



Incentives for MMS or CMMS (rule of thumb)

Reduction on MDT about 20%

Increased machine life about 20 %

Saving on labour and spares 10 – 20%

Savings on maintenance budget 10 – 20%



General of maintenance 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. Toproperly control the maintenance of a facility, information is required to analyze what is

occurring.

To be able to manage the maintenance activities in the right way, a maintenance

management system is necessary. The system can be either manual or computerized.

The main purpose of a maintenance management system is in operation and worksproperly.



PLANNING

PERFORMANCE

RECORDING

ANALYSIS

Th b i f ti f i t



The basic function of a maintenance

management system can be :

1. Preventive maintenance2. Plant and unit record(Equipment)3. Inventory and spare parts control system,

Purchasing system4.Document record5.Planning system for maintenance and work order

routines

6.Technical/economic analysis of plant history,maintenance and machine availability



“Mission Statement”

The Building performance team is a highly skilled group of service

technicians working toward optimum building environmentalperformance with an emphasis on occupant comfort and energyefficiency.

The team works in co-operation with building occupants,management, engineering, and maintenance services.

Our aims are to upgrade building documentation and to survey,diagnose, and address building comfort deficiencies within thefacilities budget and existing mechanical design parameters.

Are New Buildings Problem Free?

New Project Commissioning

Pl f N P j t



Plan for New ProjectCommissioning

• Focus on design intent

• Restructure building performance team

• More co-operation, less confrontation• Build a team

• Maintenance Services/Operations

& Capital Construction partnership• Get rolling!

S f C i i i



Scope of CommissioningWhat We Wanted to Accomplish

• Equipment properly installed and operational

• Equipment must be serviceable

• Verify shop and submittal documentation

• Ensure adequate training

• Functional testing performed

• Identify deviations from documentation

• Receive warranty and as-built documents

I H C i i i



In-House CommissioningBest Practice #1

Adopt a Team Concept

Why?

• Eliminate blame game

• Draws on inherent strengths

• Too much for the Project Manager alone

In House Commissioning




System Analysis

• Not merely individualcomponent analysis





Serviceability

Vs.

Service Ability

• Serviceability =

Equipment accessibility

• Service Ability = Peopleare better trained, trades people get off to a

running start from day1.





Maintenance Services & SkilledTrades; Part of the process

• Pay’s dividends

• Early involvement in

the project

• Enhanced communication

In house Commissioning



In-house CommissioningBest Practice #5

Life Cycle Cost Reduction Focus

• Identify issues early

• Reduction in service call time based onExperience, enhanced documentawareness

• Everyone saves $





Work Order System

M i t W k O d



Maintenance Work Order

• Before computerization of a maintenanceorganization can begin, there is a need to setupa method of collecting the information.

• The basic device used to enable a maintenanceorganization to collect and organize thisinformation is the work order.

• The work request is a form that is used to initiate

a request for maintenance work.

M i t W k O d



• The work order should produce informationon the following:-

– Maintenance performance

– Maintenance cost – Equipment history.

• By careful utilization of this information, themaintenance organization should be able to

issue maintenance budget forecasts allowingthe various areas serviced to plan fornecessary maintenance expenditures.


M i t W k O d



• In addition to the preceding objectives, work order should also becapable of providing the following:-

– A method for requesting maintenance services

– A method for recording maintenance tasks and their start and completiondates.

– A method of identifying the type of work to be performed.

– A method of providing detailed instructions for each step of the job to beperformed.

– A method of authorizing work when the costs will exceed certain level.

– A method of planning & scheduling the work.

– A method of assigning the work to the craftsmen

– A method of recording the use of special tools and materials.

– A method of recording labor and materials cost.

– A method of generating reports that can be measure labor and supervisionefficiency.

– A method of generating reports that allow for cost analysis of all

maintenance tasks







• Planned work is work requested that can beplanned, scheduled , and completed without

causing delays to the operations.• Unplanned work is work request that is of short

duration and that may be performed by craftsmanwhile working on an another task in the same area.

• Emergency work requests (also called breakdownsorders) are requests for the work due to equipmentbreakdowns or pending breakdowns. There maynot be time to fill out a work order before the work

is started. However, to make the system workproperly, the work request should be filled out atthe first opportunities.

• This will still allow for all related costs to becharged to the work order number.


M i t W k O d



Work Order Forms

Once the numbering system is devised, the

work order form must be considered. Themaintenance department may choose to use

forms that are supplied by certain vendors, or

may choose to make up its own forms and

have them printed. Whichever is chosen, thefollowing are points to considered when

selecting a work order form:





Work Order Forms

Work Request Definition:

• The work order form should provide for theindividual work order number. The forms may be

preprinted with a sequential number on each form.

The form should also provide a means for entering the

equipment number (identifying where the work is being performed) for tracking the maintenance costs.

For accounting purposes, the report should provide a

space for entering an accounting or project number.





Work Order Forms

Work Request Definition:

• In further specifying the work request, the work order should include:

• priority rating

• the type of work to be performed

• a description of the work requested.

• In some installations, the priority and type of work are coded; that is, a listof the possible priorities and work types is made up and codes are

assigned. To keep the records consistent, each work request is then

assigned a priority code and a work class code, identifying the importance

of the work and the type of work to be performed.





Work Order FormsWork Order Scheduling

• To allow for proper scheduling of the work request, there should be some

place on the work order for the supervisor (or, in some installations, a

planner) to estimate the following requirements to perform the work: theman-hours, the crafts, and the materials. This will assist in proper

scheduling of the work order.

• In figuring costs, there should be some method of entering planned costs

by the requester. In some cases, the work order form may need a space for

an individual to approve the work request if the total cost is to exceed some predetermined level.

• The work order form should also allow for detailed instructions concerning

the work order to be entered. This would include the job plan (the

instructions on how to carry out the work request)..





Work Order FormsReport Information:

• The work order form should also allow space for the entry of

the actual material and labor charges. This can be compared tothe estimates, after the completion of the work order, in order

to determine efficiency.

• The work order form should also allow space for the entry of

the description of the actual work performed. This, when

compared to the work planned, will help rate the efficiency ofthe planning. Also, there can be work codes specifying the

work that was performed to shorten the time required in filling

out the completed work order.





Using Work Order Forms

In practice, the following scenario is typical in processing a work order.

• Step 1: The work order is received by the maintenance department. The work order

request is entered on a work order form with a number pre assigned to it. This number

will be the key to the work order's progress through the system. Where multiple copies

of the work order are used, the number should be clearly imprinted on each copy.

• Step 2: The individual requesting the work should be identified on the work order.• Step 3: The equipment the work is being requested on, and the reason for the request,

should be entered on the work order.

• Step 4: A detailed but brief description of the work requested should be entered on the

work order. It should be noted that to save space on the form, the above information can

be coded. The following are some of the fields that can be coded:

• authorizer

• supervisor

• type of work

• status

• equipment.









Work Order FormsUsage of Completed Work Order Information

• The information on completed work orders can be used to track maintenance costs for

equipment and department expenses. The two main types of expenses that can be tracked

are labor and material charges.

• Labor charges are taken from the work order time charges as reported by the craftsmen

and supervisors. The time charges entered are recorded as expenses against the work

order. The time charges can also be used to enter the payroll information for each

employee, assuring that all time is accounted for.

• Material charges are taken from the material information entered on the work

order by the craftsmen or supervisor. The materials from the stores, includingspecific spares for the equipment, are recorded. Typical information would

include the description of the material used, the part number, and the cost

information (this may be filled in by the supervisor or planner). This will allow

for timely reordering of critical spares. Space may be allocated for recording

any special tools or equipment that the work order required.





Usage of Completed Work Order Information• How much information management is going to require will determine the size and detail of the work order form.

A successful system will allow management to obtain the information needed to analyze costs by:

• the job

• equipment

• crafts

• priorities

• departments.

• The backlog of work orders can also be used to determine staffing requirements and equipment shutdown

periods.

• It must be kept in mind that a work order system is only a good as the personnel using it. If the personnel do not

enter ac curate information or are not trained in the proper use of record keeping, the system will not function

properly or efficiently. B the use of skilled personnel, particularly in the planning an scheduling function, the

maintenance department will operate more efficiently. Proper, realistic, and intelligent planning ca result in the

maintenance workforce performing 80-90% scheduled jobs and only 10-20% emergency (breakdown) or fill-i

jobs. Proper use of the feedback information available by using work order system will help management upgrade

and strearr line the maintenance function as necessary.


Work Order Flow Diagram



Work Order Flow Diagram

Enter Work Request

Plan Work Request

Approve Work Plan Work Order on Hold

Parts – Engineering - Budget

Work Order – Ready for Scheduling

Work Order – In Process

Work Order – Completed

Work Order – Sent to History





Maintenance Planning &Scheduling

MAINTENANCE PLANNING AND



MAINTENANCE PLANNING AND

SCHEDULING

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.



APPROACH TO MAINTENANCE



82

APPROACH TO MAINTENANCE.

Maint.

Planned

Unplanned

PM

BM

CM

TBM

CBM

Daily Checks

Periodic Checks

Periodic Inspect

Periodic Service

PM: Preventi ve Maintenance

TBM : Time Based MaintenanceCBM : Condition Based Maint.

BM : Breakdown maintenance

CM: Corrective Maintenance

Visual

Instrument

NOTE:- Structu red record ing o f al l the activi t ies is vital .

Classification of Maintenance Work



Classification of Maintenance Work

According to Planning and Scheduling

Purposes • Routine maintenance: are maintenance operations

of a periodic nature. They are planned and

scheduled and in advance. They are covered by

blanket orders.

• Emergency or breakdown maintenance: interruptmaintenance schedules in order to be performed.

They are planned and scheduled as they happened.

D i difi ti l d d h d l d



• Design modifications: are planned and scheduledand they depend on eliminating the cause ofrepeated 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.



• An essential part of planning and scheduling is toforecast future work and to balance the workload

between these categories.

• The maintenance management system should aim to

have over 90% of the maintenance work planned

and scheduled.



Maintenance Types (Strategies)

• Breakdown Maintenance• Scheduled Shutdown Maintenance

• Preventive Maintenance

• Predictive Maintenance



• Breakdown Maintenance (BM) An Equipment Maintenance Strategy, where noroutine maintenance tasks are performed on the

equipment. The only maintenance performed onthe equipment is Corrective Maintenance, andthen only after the equipment has suffered afailure. Also described as a Run-to-Failure

strategy.




• Breakdown Maintenance (BM) – Is generally the economic approach for equipment

which causes no significant safety hazards or loss ofrevenue and suffers little consequential damage on

breakdown.

– Ex: small pipe work leaks and non critical mechanical,electrical and instruments faults




• Corrective Maintenance (CM)

– It is the measure of Preventive

Maintenance and Predictive Maintenancesuccess and effectiveness

– Using the established protocols, training

and planning of Preventive Maintenance inconducting corrective maintenance tasks






• Scheduled Shutdown Maintenance(SSM) – Modes:

• Separate Mode (SSM is executed every plant,separately.

• Plant Group Mode: All the complex is divided into a few

plants groups.• Whole refinery mode.






• Preventive Maintenance (PM) – Should only be applied where the probable cost of

lost revenue and/ or consequential damage resultingfrom failure scientifically exceeds the cost of such

preventive maintenance work and associated downtime.

– Suitable application for preventive maintenance ,typically would be large, high speed rotating

machinery, un spared unit charge pumps, condensersand coolers prove to salt plugging, electrical switchgear, motor and critical instrumentation.




Necessity and Benefit of Applying PM

Program• Availability of information

• Trend tracking

• Prevention of sudden failure

• Optimizing equipment performance

• Managing the manpower

• Minimizing the inventory stock




Major Steps of Setting up a PM Program

• Collecting the equipment’s to be maintained and

classifying them• Establishing common standard procedures

• Specifying the tools

• Specifying the spare parts

• Sharing departments• Manpower

• Time Scheduling and due dates resolution






• Predictive Maintenance (PDM) – Was introduced around 1970 to improve the defect

of over maintenance that preventive maintenanceinherently held.

– It is the application of measurement techniques,usually on-stream, designed to provide informationon the current condition of a piece of equipment orsystem so as to allow the timing extent ofpreventive maintenance to be decided on rationalbasis.




• Predictive Maintenance (PDM) – Includes corrosion measurement activities by

using ultrasonic test, radiograph test, CorrosoMeter, …etc, that were called “On StreamInspection” (OSI), as well as rotating machinerydiagnosis activities using vibration and noiseanalysis, etc….

– Predictive maintenance indicates generally onlythe diagnosis, and if deterioration are detected indiagnosis and consequently overhaul isrequested the execution of repair will be arrangedin schedule of Preventive Maintenance.


Maintenance Planning & SchedulingMaintenance Types (Strategies)



• Unit Run lengths and Shutdown

Duration: – Process unit runtime should be established, within

the constraints of safety and legal requirements onthe basis of maximizing the profitability of

operation. – It is normally necessary for planning purposes to

fix a schedule for the shutdown of process units .

– Similarly shutdown durations should be set at an

optimum which balance profit lost during downtime against the cost of additional resourcesrequired to reduce such downtime.




• Emergency Maintenance:

– All works should require a formal work order. – Emergency maintenance and critical maintenance

(work needed immediately or within 24 hours) isseldom planned.




Planning:• Management surveys show that the average

productivity of maintenance employees is

between 25 and 35%.• This means that a craftsman has less than 4

hours of productive time per 8-hour day due topoor maintenance management.

Maintenance Planning & Scheduling



The following are some of the most commonwastes of productive time:-

• Waiting for instructions

• Looking for supervisors

• Checking out the job• Multiple trips to the stores

• No special tools

• Waiting for approval

• Too many craftworkers per job

• Insufficient workers scheduled for the job.

• Incomplete planning & communications

• Waiting for equipment to be shutdown

• Waiting for drawings from engineering

Maintenance Planning & Scheduling



– On the average, 2 hours are lost every time workeris pulled off a job for any reason.

– To prevent this major loss of productivity, it isnecessary to implement some form of job planningfunction.

– The concept of job planning is to determine what isto be done and how it is to be done.

– Job planning consists of two main areas:• Craft skills

• Material required for the job. – These labor and material requirements may be

converted to dollars to give an estimate of the costof completing the work order.

Planning



– Planning can be accomplished by the supervisorif there are relatively few maintenance

personnel.

– Planning is the process by which the elementsrequired to perform a task are determined in

advance of the job start. – If there are more than 20 craftsmen, planning is

best done by separate maintenance planners,otherwise the foremen have a tendency to do

paperwork when they could more profitablyspend their time in supervising and directing thework of the craftsmen.



Type of Work to be planned: – Emergency maintenance and critical

maintenance (work needed immediatelyor within 24 hours) is seldom planned.

– These request are of short duration andare performed so quickly that there is notime to plan them.

– These types of work orders should notbe considered in planning functions

Type of Work to be planned:



Type of Work to be planned:

– Normal corrective or routine work orders

should be the primary consideration ofthe planning function.

– These work orders are received and

placed in work backlog. – As the workforce and materials become

available to carry out the work, it isscheduled.

– Included in this type of work arepreventive and predictive maintenancework orders.





How to Plan Maintenance Work : – Effective planning requires the planners

to be skilled and knowledgeable in thecraft area they are planning; therefore,supervisors or top craftsmen will makethe best planners.

– If an inexperienced individual is promoted

to planner, the results of the planningprogram will not be satisfactory. Insteadof increasing productivity, you may findproductivity decreasing.



How to Plan Maintenance Work : – The planning begins once the work order

is approved by management.

– It is then assigned to the planner, whocarefully studies the job.

– The planner must decide the following:-1. The crafts required,

2. The time required,

3. The materials required, and4. Whether outside help in the form specialists,contractors, or special rental equipment isrequired.

How to Plan Maintenance Work :




– When the planner is deciding on the

required crafts, he must also decide notonly the number of craftsmen, but alsothe skill level required.

– The time estimate for work order isimportant. If there is no time estimate,you will never know the man-hours ofwork that is in the crafts backlog. Without

this information, you can never accuratelydetermine the proper staffing levels foryour plant.





– The material required for the work order

will determine whether it can bescheduled.

– If the necessary materials are notavailable and the work order isscheduled, the craftsmen will loseproductivity looking for the spare partsand waiting for supervisor to find them

work that can be performed. – It is also necessary to plan the materials

so that an accurate estimate of the costof the work order can be obtained.




– The miscellaneous items to be planned areimportant to proper completion of the work

order. – If special skills are required from outside

source, the in-house craftsmen may not beable to complete the work order quickly or with

necessary quality. – Also, if special tools or equipment are required,

it would be pointless to schedule the workorder without them.

– Once the work order is planned andscheduled, the planner should be available incase question arise on procedure or materialsfor the work order.



Benefits of Planning Maintenance

• Long term plans insight

• Decision making support• Optimizing connectivity among operation and

maintenance departments

• Figuring out areas of cost reduction

• Training areas and needs



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 thework order.

• Good planning is a prerequisite for sound scheduling.



Planning Procedures

• Determine the job content.

• Develop work plan. This entails the sequence of the

activities in the job and establishing the best

methods and procedures to accomplish the job.

• Establish crew size for the job.

• Plan and order parts and material.

• Check if special tools and equipment are neededand obtain them.

• Assign workers with appropriate skills.



Planning Procedures

• Review safety procedures.

• Set priorities for all maintenance work.

• Assign cost accounts.

• Complete the work order.

• Review the backlog and develop plans for

controlling it.

• Predict the maintenance load using effectiveforecasting technique.







Long-Range Planning

sets plans for future activities and long-range

improvement.



Medium-Range Planning

• Specify how the maintenance workers will operate.

• Provide details of major overhauls, construction jobs, preventive maintenance plans, and plant

shutdowns.

• Balances the need for staffing over the periodcovered.

• Estimates required spare parts and materialacquisition.



Short-Range Planning

It focuses on the determination of all the elements

required to perform maintenance tasks in advance.



Scheduling

Is the process by which jobs are matched with

resources and sequenced to be executed at a certain

points in time.



Scheduling

• Scheduling deals with the specific time and phasing

of planned jobs together with the orders to perform

the work, monitoring the work, controlling it, andreporting on job progress.

• Successful planning needs a feedback fromscheduling.

Reliable Schedule Must Take Into



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

t Th L l (D d Th Ti



at Three Levels (Depend on The Time

Horizon)

1. Long-range (master) schedule

2. Weekly schedule

3. Daily schedule



Long-Range (master) Schedule

• Covering a period of 3 months to 1 year.

• Based on existing maintenance work orders

(blanket work order, backlog, PM, anticipated EM).

• Balancing long-term demand for maintenance 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

• 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.

D il S h d l



Daily Schedule

• Covering 1 day.

• Generated from weekly schedule.

• Prepared the day before.

• Interrupted to perform EM.

• Priorities are used to schedule the jobs.

El f S d S h d li



Elements of Sound Scheduling

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.



S h d li P d (St )



Scheduling Procedures (Steps)

• Sort backlog work orders by crafts.

• Arrange orders by priority.

• Compile a list of completed and carry over jobs.

• Consider job duration, location, travel distance, 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).

M i t J b P i it S t



Maintenance Job Priority System

• 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.

S h d li T h i



Scheduling Techniques

The objective of the scheduling techniques is to

construct a time chart showing:

• The start and finish for each job.

• The interdependencies among jobs.

• The critical jobs that require special attention andeffective monitoring.

S h d li T h i



Scheduling Techniques

Such techniques are:

• Modified Gantt chart

• CPM

• PERT

• Integer and stochastic programming.



Preventive

Maintenance

Preventative Maintenance



• What is a Preventive

Maintenance?

– Preventive Maintenance is

planned maintenance that isdesigned to improveEquipment life and avoidbreakdowns on the plant.

Preventive Maintenance: Basics



SAP AG 1999

Basics

Task list

Single cycle plan

Strategy plan

Maintenance plan scheduling

Types of Preventive Maintenance



SAP AG 1999

Time-based Performance-based Condition-based

Preventivemaintenance

Temperature

Thickness

PressurePressure

1010

20203030 4040 5050

6060

7070

8080

Pressure

2000

Preventive Maintenance



• An Equipment can require maintenance

activities to be performed based upon eithertime or a certain condition being met.

External visual inspection

Internal visual inspection

Check gear teeth for wear

Preventive Maintenance: Phases and Roles

Phase C t t R l



SAP AG 2001

Maintenance

technician

Maintenance

order Process maintenance orders4

Maintenanceplanner

Maintenance

planner

Maintenance

supervisor

Maintenance

planner Task list

Maintenance

plan

Schedule

Technical

completion

Create maintenance plans

Schedule maintenance plans

Technically complete

maintenance orders5

2

3

1Create task lists for different

objects

Phase Contents Roles

Preventive Maintenance: Task List



SAP AG 1999

Basics

Task list

Single cycle plan

Strategy plan


Task List



SAP AG 1999

W h a t ?

W h y ?

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



Maintenance Strategy



• What is a Maintenance

strategy?

– A Maintenance Strategy

defines the frequency andscheduling data for PlannedMaintenance activities.

Maintenance Strategy



4 Week 12 Weeks 24 Weeks

Time

Strategy

Package

definition

2000

Scheduling parameters

What is a Maintenance Package?



Maintenance Package Hierarchy



Strategy

Strategy

Same hierarchy levels

Different hierarchy levels

10

10

20

10

X

Preventive Maintenance: Single Cycle Plan



SAP AG 1999

Basics

Task list

Single cycle plan

Strategy plan




Single Cycle Plan



• Simple and quick way to create a preventive

or inspection plan.• Includes only one cycle or frequency.

• Can be either time or performance based.

• All operations on the Task list will beperformed.

• More than one Maintenance item can be

included.

What is a Maintenance Item -- ?

Maintenance Item• Every Maintenance plan will have at least one Maintenance item.

• A Maintenance item can only belong to one maintenance plan



• A Maintenance item can only belong to one maintenance plan.

• The Maintenance item contains the following information:

– Description (Becomes the Maintenance order description) – Technical object

– Task list

– Planning Data

• Order or notification type

• Planner group• Priority

• Main work center

• Maintenance activity type

– Object list

Maintenance Item (Cont.)



• A Maintenance item can contain more than one Technical object.

• The Technical object can be an Equipment, Functional location or Assembly.• The Maintenance item description becomes the description of the Maintenance

notification or order.

• For Maintenance items that are part of a Strategy based plan a Maintenancestrategy must be included within the item.

• The Task list for this Maintenance item will also need to be linked to the same

Maintenance strategy.

Single Cycle Plan Steps

Th t i ti i l l l



• Three steps in creating a single cycle plan.

Task List

Task List Group

PRTs

ComponentsMaintenance Item

Technical Object

Task List

Planning Data Maintenance Plan

Maintenance Item

Scheduling Param.

Cycle (Frequency)

Scheduling Data and Maintenance Item

Interval (cycle)



SAP AG 2001

Responsibilities/

Planning data

Referenceobject

Task list

(optional)

3 months

Maintenance item

Maintenance plan

Scheduling data

Maintenance item



Single Cycle Scheduling



Cycle Start Cycle12 Weeks

Maintenance plan

Scheduling data

Maintenance item

Planned Date

1

Preventive Maintenance: Strategy Plan



SAP AG 1999

Basics

Task list

Single cycle plan

Strategy plan




Maintenance Plan Steps



Task List

Task List GroupMaint. Packages

Maint. Strategy

Maintenance Item

Maint. StrategyTechnical ObjectTask List

Maintenance Plan

Maint. StrategyMaintenance Item

Scheduling Param.

Strategy

MaintenancePackages

The Task List checksthe Package toensure the Strategystill exists.

The Item checks theTask List to makeensure that thesame Strategy is

usedThe Plan checks theItem to make ensurethat the same Strategyis used





Preventive Maintenance: Maintenance Plan Scheduling



SAP AG 1999

Basics

Task list

Single cycle plan

Strategy plan


Schedule Maintenance Plans



SAP AG 2001

ManualManual

callcall

NewNewstartstart

Start inStart in

currentcurrent

cyclecycle

ScheduleSchedule

Last actual date

Last maintenancepackage

La s t a c t u a l d a t e

Next

planned date

Next

maintenance

package

Cycle start

*

* Only for strategy plan



Maintenance item report sorted by equipment (no )

Maintenance Scheduling Overview



SAP AG 1999

Maintenance item report, sorted by equipment (no.)

1998 1999

... or as a list

With display variants

With general list viewer

... as a graphic

With maintenance plan simulation

With/without details

Predictive Maintenance



166

• Predictive Maintenance

is one of the four tacticaloptions available toensure the reliability ofany asset to ensure itfulfils its function and itfocuses primarily onmaintaining equipment

based on its knowncondition. Each of thesestrategies: on-failure,fixed time, predictive anddesign out, has a place inan optimizedmaintenance plan, the

distribution of the mixbeing dependent onmany factors.




167

• Predictive maintenance is often the most attractive concept, since action is only

undertaken when knowledge of the asset indicates that failure or underperformanceis imminent, making it a cost effective asset management option.• Many other benefits, some intangible such as the increased motivation of the

workforce through increased competency, exist. Others include:

• Equipment may be shut down before severe damage occurs or can be run to failure ifrequired.

• Production can be modified to extend the asset's life i.e. until the next plannedshutdown.

• Required maintenance work can be planned•

All of the above lead to increased safety, plant output and availability and lead toimprovements in final product quality.




168

• Predictive maintenance is a process that requires clear roles andresponsibilities. As such we develop company appropriate predictivemaintenance processes, supported by definitions of responsibilities,and communication paths, which integrate into the Reliability effortas a whole.

• 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 atechnology element, but requires a measurement system thatcontinuously accounts for the benefits.

Asset PerformanceTroubleshooting



169

g• Often it is a couple of poor performing assets with a chronic

repeated failure condition that absorb the majority of themaintenance budget. Some commentators state that approximately80% of a typical maintenance budget is stored away for chronicfailures, making these the most cost depletive of all maintenanceexpenditures.

• 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

ROOT CAUSE FAILUREANALYSIS

http://www.wmeng.co.uk/solutions/root-cause-failure-analysis.html

http://www.wmeng.co.uk/solutions/tribology.html

http://www.wmeng.co.uk/solutions/specialist-condition-monitoring-services.html

http://www.wmeng.co.uk/solutions/specialist-condition-monitoring-services.html

http://www.wmeng.co.uk/solutions/tribology.html

http://www.wmeng.co.uk/solutions/root-cause-failure-analysis.html



170

• Root Cause Failure Analysis (RCFA) is both a process and a set oftechnical skills, which in combination find out why a particular failureor problem exists and sets in place a set of defense actionscorrecting those causes.

• Typically, when assets fail most organizations have always foundsome understanding and rational leading to an explanation as towhy 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 otherpotential problems that haven't yet occurred.

Tribology And

Lubrication



171

• Tribology is the study of wear andlubrication.Tribology as it is estimated thatcomponent wear and lubrication problems

are responsible for at least 70 % ofmechanical failures.

Tribology And Lubrication



172

Condition Monitoring



173

• In industry, condition monitoring is the measurement of parameters

which may indicate a fault condition either by an increase ordecrease in overall measured value or by some other change to acharacteristic value.

• When used as part of a pro-active maintenance plan, the use ofcondition monitoring enables the operation of a predictivemaintenance policy and provides major improvements in

productivity.• Condition monitoring depends on selecting the right mix of

parameters that match expected faults and using the correctmeasurement technique, location interval and processing, it is alsoimportant to record enough information in order to be able to carryout monitoring and diagnosis.

Condition Monitoring



174

• 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.

PREVENTIVE MAINTENANCE



175

TOTAL PREVENTIVE MAINTENANCE• JIT approach where workers perform preventive

maintenance on the machines they operate.

• This approach is consistent with JIT systems

and lean production, where employees are givegreater responsibility for quality, productivity andthe general functioning of the system.

The TPM Concept



176

• Develop a Company-wide philosophy tomaximize the effectiveness of productionsystems.

• Build an organization that prevents everytype of 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



177

• Total effectiveness:

– pursuit of economic efficiency and profitability

• Total PM:

– establishing a maintenance plan for the life of

the equipment - preventative maintenance -improved maintainability

• Total Participation:

– autonomous maintenance by operators andteam based approach to problem solving

Before TPM Implementation



178

Maintenance Operations

Engineering

After TPM Implementation



179

Waste

Downtime

Defects

The Common Enemies

A Team Effort

Operations + Engineering + Maintenance

Before TPM Implementation:Barriers



180

Operations

Maintenance

Engineering

TPM Builds Bridges



181

Operations

Maintenance

Engineering

The TPM Prerequisite



182

Only by adopting a proactive approach

and putting in the time, effort, and resourcesrequired can TPM be profitable for an

Organization

A Model for TPMDevelopment



183

Formal TPM Announcement

TPM Awareness Education

Form TPM Steering Group

Establish TPM Goals

Prepare Implementation Plan

Phase I

Preparation

The TPM Development ModelContinued



184

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

Core TPM Activities



185

• 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



186

• Equipment Failures• Process and Equipment Set-ups And

Adjustments

• Idling and minor stoppages

• Reduced Processing Speed

• Quality Defects

• Reduced Yield

Ultimate Improvement Goalsfor Chronic Losses



187

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 Processing

Speed

0 Bring operating speed to design speed;

then improve speed beyond design level

5. Quality Defects 0 Small levels might be acceptable (6-sigma)

6. Yield Losses minimize

Measurement



188

Measurement Is Necessary for Improvement.

People Do How They Are Measured!

Basic TPM OutcomeMeasures



189

Productivity

Units per labor hour

Value added per person

Throughput

DowntimeNumber of Breakdowns

Quality

Product Defects

Warranty Costs

Customer Satis. Index

Re-worked unitsScrap/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

Focused ImprovementStep-by-Step Procedure

Activity/Step Detailed Outline



190


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 flaws

Establish basic equipmentconditions

Step 3: Analyze Causes Stratify and Analyze Causes

Apply analytical techniques (P-M

Analysis)

Conduct experiments

Focused ImprovementStep-by-Step Procedure (continued)


Step 4: Plan Improvement Draft Improvement Proposals



191

p p p p

Compare cost-effectiveness of

alternative proposalsList 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 forImprovement



192

• 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 MaintenanceMaintenance Performed By the Equipment Operators



193

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 MaintenanceStep-by-Step Implementation




194

y p

Step 1: Perform Initial Cleaning Eliminate Dust, Dirt, and GrimeExpose 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 training

Inspections Modify equipment to facilitate inspectionChart inspection results - quantify when

Possible.

Autonomous MaintenanceStep-by-Step Implementation (continued)

A ti it /St D t il d O tli



195


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 records

Perform proper data analysisTake appropriate action

Necessary Accomplishments for

Process-Competent Operators

L l 1



196

Level 1:

– Understand Process Performance and Function

– Operates Process Correctly

Level 2:

– Understands the properties of the materials handled

– Performs correct adjustment and settingsLevel 3:

– Detects abnormalities promptly

– Takes emergency action against abnormalities

Level 4:

– Recognizes sign of abnormality

– Deal with abnormalities correctly

– Performs periodic overhaul checking and partsreplacement

Keys to SuccessfulAutonomous Maintenance



197

• Introductory Education and Training

– TPM Objectives, TPM Benefits, TPM Overview

• Cooperation Between Departments and Shifts

– Consensus agreement on how to support TPMand AM

• Group Activities – small groups with leadership from shop floor to

management

• AM is not voluntary

– mandatory and necessary

– management must provide leadership andsupport

Keys to Successful AM(continued)



198

• 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 maintenanceconsistent with organizational objectives

• Management Should Audit the AM Progress – provide guidance, support and critique

Keys to Successful AM(continued)



199

• 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 requirecommitment and appropriate staffing

• Take Time to Perfect AM

– Don’t rush the process - make sure the skills are there

Measures of PreventiveMaintenance Results



200

• 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

IMPLEMENTATION SUMMARYOF PM

St 1 E l t E i t d U d t d



201

• Step 1: Evaluate Equipment and UnderstandCurrent Conditions.

• Step 2: Restore Deterioration and CorrectWeaknesses.

• Step 3: Build an Appropriate InformationSystem.

• Step 4: Build a Periodic Maintenance System

• Step 5: Build a Predictive MaintenanceSystem.

• 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

Th i k f b kd b tl d d b



202

• The risk of a breakdown can be greatly reduced by aneffective preventive maintenance program.

• The major approaches used to deal with breakdownsare:- – 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 todiagnose and correct problems with equipment.

BREAKDOWN MAINTENANCE



203

• Breakdown programs are most effectivewhen they take into account the degree ofimportance a piece of equipment has inthe production system

• The ability of the system to do without it fora period of time.

Review of EquipmentMaintenance

• The Review of Equipment Maintenance (REM) is an incremental approach



204

• The Review of Equipment Maintenance (REM) is an incremental approach,

designed to deliver financially driven results at minimum cost and time. Itprovides optimum results when a review of equipment maintenance isrequired to ensure that:

• The most effective maintenance plan is adopted

• Preventive, scheduled, design put and on-failure maintenance areintegrated 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 ascondition monitoring, or to adjust changes in maintenance resources.Typically REM requires only 30-50% of the resource input that would berequired for RCM, while achieving similar results.


• REM focuses primarily



205

• REM focuses primarily

on maintenancestrategy arising frombusiness drivers, suchas demand andoperating patterns andcan be considered intwo major stages:

• Reliability andcriticality analysis

• Maintenance review

The output of a REM study is an optimized




206

The output of a REM study is an optimizedmaintenance plan, where the appropriate riskbased defence of the asset is defined. This

takes in to account the goals of the organisation,the criticality of the asset, the resources

available, and the level of technology employedby the organization. This is a working document,which can be translated into the physical reality

of conducting operational maintenance.

PARETO DIAGRAMS



207

• Pareto diagram is an important quality tool usedin prioritizing & deciding the course of action inmaintenance 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



208

• Pareto principle lends support to the 80/20rule.

• Pareto diagrams help quickly identify the

critical areas for management’s attention.

STEPS FOR CONSTRUCTING PARETO

DIAGRAMS

• STEP 1



209

STEP 1

Decide on data categorization system by problem type, type of conformity(critical, major, minor) or whatever else seems appropriate. STEP 2

Determine how relative importance is to be judged i.e., whether it should 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 chosenorder.

STEP 5Plot a bar graph showing the relative problem of each problem area indescending order.

STEPS FOR CONSTRUCTING PARETO

DIAGRAMS



210

• STEP 6Identify the vital few that deserveimmediate attention.

PARETO DIAGRAMS

PROBLEM DESCRIPTION % OF ANNUAL

CUMMALITIVE



211

TYPE OCCURENCE COST (IN

$1000)

% 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 DIAGRAMS100

92 0

97.0100.0



212A B C D E F G

PROBLEM TYPE

%

O F

T

O

T

A

L

80

60

40

20

0

40.0

60.0

74.0

84.0

92.0



Computerized MaintenanceManagement Systems

“CMMS”

What is Computerized MaintenanceManagement System “CMMS”?



ComputerizedMaintenance

Management System

CMMS is a

computerized system to

assist with the effective

and efficient

management of

maintenance activities

through the applicationof computer technology.

The Maintenance Process




Equipment

(Assets)Work Orders

Inventory/

Labour

Schedule and Execute

History

Asset WR WO

ApproveCharge

Allocation




TheMaintenance

Process

Receive Inspect

SIRW/house

Ticket

SI

Verify

Navigator

Parts

Labour

Stock

Direct PA

SuggestReorder

BWB

RFQPO

Requisition

PO

Approve

Approve

PWB

ScheduleWO

Complete

Time

Report

History

Invoice

Match

Allocation

Stock Requisition

Maintenance Planning and Stock Control Integration



Invoice

Matching

ProcurementStores

Maintenance Vendor

Receiving

PO/Inquiry

Validation

Cost Adjustments

Stocked Materials

Direct Materials

Inquiry/

Request

Materials

Invoice

Rebuild/Fab

Stock IssueReturn to Stock

Direct/Service ReqPO/Req Inquiry

Receiving

Notice

Inquiry/Validation

Purchase

Order

W o rk R eq u e st s

M a in t . R e q u ir e m e n t s

C ap ac i ty /E ve n t T r a c k i n g

Par ent Asset

A sset

P r o d u c t i on E v e n t sY /N

C l ose W O

• Hist ory

• RC M Data• Switch/Install Components

• D owntime

• M t /I ti R di



Stores

C re a t e

W or k O rd e r

- i.e., Failure

• U n p l a n n e d / E m e r g e n cy

• S t a n d a rd /R o u t in e

• P M /P d M

•Inspection

•Lube

•Repetitive

Copy From :

•W orkload

•Preplan

•Job File•BO M

1 Job File

•Labor

•Mat’l

2 Schedule

•Frequency

•Runt ime Int erval•List Dates

- Shutdowns/P roj ects

3 A uto Created & S cheduled

S c h e d u le W O

• Crafts

• Crews

• Employee s

ResourceAvailability

View

E x p o r t To :

•M S P r o je c t

•P r i m a v e r a

P l a n n i n g W o r k b e n c h

– Filter & Sort

– Ba tch: Sc hedul eClose

Print

O r d e r M a t e ri al s

• Stock R equests

• Non-Stock Requisitions

App rovals $ H ierar chy

Product CatalogBOM Copy

W or k

P e r f o r m ed

• P ost La bor ($)

• Record RCM Data

- Failure &

- Fix Info

• Me ter/Inspection Re adings

• $$$

Stores

Stores Module



Direct

Stock

Static Data

Reqs

Service

Inventory

Mgmt

Approvals

Stock

•Reorder mgmt

•Physical inventory

•Receive, transfer, bin, issue, returns

•MRO supplies

•Rebuilds•Capital spares

Single Site

Multiple Sites

Inventory

Acct.

•ABC, XYZ

•Surplus/obsolete

•Accruals, cost

acct.

WO

BOM

Stores

Reporting



Reporting



Open Application Interface

• Open API B D



Open APIenables 3rdparty or customapplicationintegration

Presentation

usiness

Logic

ClientLayer

CMM

S

API

Busines

s Logic

D

ata

Repository

ServerLayer

Customer Migration



ENTERPRISE

Information Link

Existing System • Data Transition Software

• Migration Support Services

Introduction To CMMS

• Computerized Maintenance Management



p gSystem or CMMS has been developed toorganize, expatiate and monitor all maintenanceactivities.

• CMMS are usually fragmented into inventory,

preventive maintenance and work ordertracking.• As CMMS program have to be integrated,

allowing control of all the major areas ofmaintenance in one system.

• The system vary in size allowing organizationwith 5 to 5000 craft workers to be cost effectivein using them.




• The need for and use of a CMMS is notspecific to any one industry or type ofapplication.

• CMMS are being used by federal, state,

municipal organizations, all types and sizes ofmanufacturing and process plants, hotels,colleges and universities and so on.

• Any facility or corporation that has amaintenance workforce is a potential user of aCMM system.

• However, each organization will have somedifferences in their requirements to be costeffective in using them.


Potential Savings



• The potential costs of doing nothing are high. Industrystatistics show that billions of dollars are spentannually to maintain physical plants, commercialbuildings, educational and healthcare facilities andequipment. Over one-third of all the dollars spent on

maintenance are wasted due to poor or inadequatemaintenance management.• When scheduled maintenance is not followed,

premature breakdown is a certain outcome. Theassociated costs of breakdown do not stop with

equipment repair and replacement - there are also therealities of unproductive downtime, lost business,displacement of building occupants, unevenworkloads, overtime, and emergency inventorypurchasing.


Old Methods Provide Limited Benefits



• Historically, most systems for managingmaintenance activities have been manual.

• Everything from index cards, to memo files, to

wall-mounted log charts. These outdatedmethods were cumbersome, incomplete, andinefficient, and were generally usedinconsistently.

• Computer-aided maintenance management isa much more reliable and better overallmaintenance tracking system.


The Need Of a CMMS Today



1) The Safety Factor - FoeFires in the airport have been attributed tobad maintenance. Many facilities have to review their maintenancesystem if there are to bring creditability to their maintenancedepartments.

2) The ISO Factor - Many manufacturing companies are

implementing ISO. A maintenance system is now a requirement underISO 9002.

3) The Productivity Factor - In an effort to have an edge overtheir competitors, many companies are turning toward TQM (TotalQuality Management) of which TPM (Total Productive Maintenance) is a

major program. One of the key element in TPM is a maintenancesystem.

4) The Cost Factor -An effective maintenance management programresults in savings in maintenance time and costs, improves productivity




Maintenance Efficiency

Equipment UptimeEquipment Efficiency

Areas of Savings




Waste in Maintenance??

Labor Productivity Stores - Materials

Safety & Environment




What Removes Waste?? Preventive Maintenance

Controlled Stores

Planning

Scheduling

Backlog Control

What is Computerized Maintenance

Management System “CMMS”?



Typical Materials Savings

Industry Week (Magazine):

– 17.8% Reduction in Total Inventory Levels

– 19.4% Lower Material Cost

For a Company with $10M annual inventorycosts, the savings could approach $2M.





In addition to these Savings Energy Cost Savings

– Mechanical

–

Electrical – Steam

– Fluid Power

Capital Equipment Savings

Warranty Savings

Quality Savings





• Reduce equipment downtime through the benefits of regularscheduled preventive maintenance

• Increased equipment life

• Increased craft productivity

• Reduction in stores inventory

• Reduction in emergency and critical maintenance.

• Provide historical records to assist in maintenance planning

and budgeting• Provide maintenance reports in a format that is required by

the user

The Impact of CMMS





Top Ten Benefits Average

Improvement

Increased Maintenance Productivity 29%Improved Equipment availability/reduced downtime 17%Reduced excess inventory 21%Less stock shortages 29%Increased Planned Maintenance 78%Reduced Emergency Work 31%Less Overtime 22%

Less Waiting Time 29%Reduced Emergency Purchasing 29%Better Pricing from vendors 18%

The Impact of CMMS

The Asset



Optimization Pyramid

Preventive Maintenance Maintenance Inventory &

PurchasingMaintenance Work Flow CMMS Usage

Operator

Involvement

Predictive

Maintenance

Reliability

Engineering

Total Productive

Maintenance

Financial

Optimization

Asset Care Continuous

Improvement

Project implementation planincludes:



237

• The following methods may be used toanswer the above questions:

Gantt chart

Critical Path Method (CPM) or Net workanalysis

Project Evaluation and Review Techniques

(PERT)Simple formats

What is a GANTT Chart?



238

• The Gantt chart is also referred to as theprogress chart.

• It is a chart showing the timing of projectactivities using horizontal bars.

• It is one of the techniques of projectscheduling, which depicts the frequency ofactivities and determines the period oftime for implementation.

How to determine a GANTT chart

• Determine the parts or implementation



239

p pphases of the project and the sequence inwhich the associated activities shall becarried out

• Then estimate the amount of time requiredfor each activity

• List the activities that can be carried out at

the same time and identify those to becarried out sequentially

How to construct a GANTT chart



240

• Time represented on the horizontal axis,and activities on the vertical axis.

• Bars are entered to indicate the timeperiod allocated for each activity and thestate of progress at any particular point intime.

Graph or bar chart with a bar for each project activity that shows passage of time

Provides visual display of project schedule

Gantt Chart



darla/smbs/vit 241

Example: Maize farming project

Activity



242

• Marketing

• Threshing

• Harvesting

• Weeding

• Planting

• Preparing seedbed

J F M A M J J A S O N DTime period/ months

The Simple Format



243

ACTIVITY STARTING

DATE

ENDING

DATE

COST RESPONSIBLE

PERSON

REMARKS

- Preparing seed bed

- Planning

- Weeding

- Harvesting

- Storage

- Threshing

- Marketing

History of CPM/PERT

• Critical Path Method (CPM)

– E I Du Pont de Nemours & Co. (1957) for construction of



darla/smbs/vit 244

new chemical plant and maintenance shut-down – Deterministic task times

– Activity-on-node network construction

– Repetitive nature of jobs

• Project Evaluation and Review Technique (PERT)

– U S Navy (1958) for the POLARIS missile program

– Multiple task time estimates (probabilistic nature)

– Activity-on-arrow network construction – Non-repetitive jobs (R & D work)

Project Network• Network analysis is the general name given to certain specific techniques whichcan be used for the planning, management and control of projects



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• Use of nodes and arrows Arrows An arrow leads from tail to head directionally

– Indicate ACTIVITY, a time consuming effort that is required toperform a part of the work.

Nodes A node is represented by a circle

- Indicate EVENT, a point in time where one or more activities startand/or finish.

• Activity

– A task or a certain amount of work required in the project

– Requires time to complete

– Represented by an arrow

• Dummy Activity

– Indicates only precedence relationships

– Does not require any time of effort

• Event

– Signals the beginning or ending of an activity

– Designates a point in time

Project Network



darla/smbs/vit 246

– Represented by a circle (node)• Network

– Shows the sequential relationships among activities usingnodes and arrows

Activity-on-node (AON)

nodes represent activities, and arrows show precedence relationships

Activity-on-arrow (AOA)

arrows represent activities and nodes are events for points in time

AOA Project Network for House

3

2 0

1

3 1

1 2 4 6 7

3Lay

foundation

D i h O d d

Dummy

Finish

work

Build

house



darla/smbs/vit 247

31 1

1

5

Design houseand obtain

financing

Order andreceive

materialsSelect

carpet

Select

paint

AON Project Network for House

13

22

43

31 5

1

61

7

1StartDesign house

and obtain

financingOrder and receive

materialsSelect paint

Select carpet

Lay foundations Build house

Finish work

Situations in network diagram

AB

C

A must finish before either B or C can start

A



darla/smbs/vit 248

A

B

C both A and B must finish before C can start

D

C

B

A

both A and C must finish before either of B or D canstart

A

C

B

D

Dummy A must finish before B can startboth A and C must finish before D can start

Concurrent Activities

L f d ti

3L



darla/smbs/vit 249

2 3

Lay foundation

Order material

(a) Incorrect precedence

relationship

(b) Correct precedence

relationship

42

DummyLayfoundation

Order material

1

2 0

Questions to prepare activity network• Is this a Start Activity?

• Is this a Finish Activity?

• What Activity Precedes this?

Wh t A ti it F ll thi ?



darla/smbs/vit 250

• What Activity Follows this?• What Activity is Concurrent with this?

PERT ExampleImmed. Optimistic Most Likely Pessimistic

Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.)

A 4 6 8



darla/smbs/vit 251

A -- 4 6 8B -- 1 4.5 5C A 3 3 3D A 4 5 6

E A 0.5 1 1.5F B,C 3 4 5G B,C 1 1.5 5H E,F 5 6 7I E,F 2 5 8J D,H 2.5 2.75 4.5K G,I 3 5 7

PERT Example

D

PERT Network



darla/smbs/vit 252

A

D

C

B

F

E

G

I

H

K

J

Benefits of CPM/PERT• Useful at many stages of project management

• Mathematically simple

• Give critical path and slack time

P id j t d t ti



darla/smbs/vit 253

• Provide project documentation• Useful in monitoring costs

•How long will the entire project take to be completed? What are the risks involved?•Which are the critical activities or tasks in the project which could delay the entireproject if they were not completed on time?•Is the project on schedule, behind schedule or ahead of schedule?•If the project has to be finished earlier than planned, what is the best way to do thisat the least cost?

CPM/PERT can answer the following

important questions:

Limitations to CPM/PERT• Clearly defined, independent and stable activities

• Specified precedence relationships

• Over emphasis on critical paths

D t i i ti CPM d l



darla/smbs/vit 254

• Deterministic CPM model• Activity time estimates are subjective and depend on

judgment

• PERT assumes a beta distribution for these time

estimates, but the actual distribution may be different• PERT consistently underestimates the expected project

completion time due to alternate paths becoming critical

To overcome the limitation, Monte Carlo simulations can be performed on thenetwork to eliminate the optimistic bias

Computer Softwarefor Project Management

Microsoft Project (Mi ft C )



darla/smbs/vit 255

• Microsoft Project (Microsoft Corp.)

• MacProject (Claris Corp.)

• PowerProject (ASTA Development Inc.)

• Primavera Project Planner (Primavera)• Project Scheduler (Scitor Corp.)

• Project Workbench (ABT Corp.)

Practice Example A social project manager is faced with a project with the following activities:

Activity Description Duration

Social work team to live in village 5w



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Social work team to live in village 5w

Social research team to do survey 12w

Analyse results of survey 5w

Establish mother & child health program 14w

Establish rural credit programme 15w

Carry out immunization of under fives 4w

Draw network diagram and show the critical path. Calculate projectduration.

Practice problemActivity Description Duration

1-2 Social work team to live in village 5w

1-3 Social research team to do survey 12w

3 4 Analyse results of survey 5w



3-4 Analyse results of survey 5w

2-4 Establish mother & child health program 14w

3-5 Establish rural credit programme 15w

4-5 Carry out immunization of under fives 4w

4

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