Maintenance Planning1

8/7/2019 Maintenance Planning1

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MAINTENANCE

PLANNING

Prof. Dr. / ATef A. Aly

SHOUBRA FACULTY OF ENG.

BANHA UNIVERSITY - EGYPT


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WHAT ?

WHAT IS MEANT BYMAINTENANCE?


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Maintenance is an element of a

complete production system.

Maintenance can be defined as a set of

activities, or tasks, that are related topreserving equipment in a specifiedoperating condition, or restoring failed

equipment to a normal operatingcondition.

SHENOY, D. and BHADURY, B. 1998


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Maintenance comprises any actions (other than servicing during operationsuch as fueling or minor adjustments)that alter a product or system in such a

way as to keep it in an operationalcondition or to return it to anoperational condition if it is in a failed

condition.

BLISCHKE, W. R., and MURTHY, D. N., 2003


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ProductionProcess

Feedback

Maintenance

Processes

OutputInput

Production

Capacity

Demand for

Maintenance


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Objectives of maintenance:

To control the availability of theequipment, at minimum resourcecost.

To extend the useful life of theequipment.


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Maintenance

Management

Maintenanceplanning

Minimize

Maintenance

cost

Organizing

Maintenance

Resources

Directing

execution ofMaintenance

plan

Initiate

corrective

actions if

schedule slips

Define

process for

performing

maintenance

tasks

FUNCTIONS OF MAINTENANCE MANAGEMENT


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Maintenance

planning


Creating Maintenance Schedule.

Maintenance Policies.


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Organizing

Maintenance

Resources


Resource management:Manpower.

Tools & instruments

Facilities

Spare parts


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Minimize

Maintenance

cost


Budgeting

Minimize cost of holding, downtime,

ordering, etc.


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Define process

for performing

maintenance tasks


Work order creation

Request conversion.

Quality assurance.


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Initiate corrective

actions if

schedule slips


Tracking maintenance activity to

completion.


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Directingexecution of

Maintenance plan


Effective utilization of resources.

Monitoring performance.

Supervisory review.


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BASIC TYPES OFMAINTENANCE

Preventive

Maintenance

Corrective

Maintenance


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Preventive Maintenance

These actions generally acquire shutdown

of an operational system and are intended

to increase the length of its lifetime and/or

its reliability.

Action range from relatively minor

servicing requiring a short downtime, such

as lubrication, testing, plannedreplacement of parts or components, to

minor overhauls requiring a significant

amount of downtime.


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Corrective Maintenance

Comprises actions taken to restore afailed product or system to an

operational state. The actions involve repair or

replacement of all failed parts and

components necessary for successful operation of item.


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Preventive

Maintenance

Clock-based

Maintenance

Usage-based

Maintenance

Age-basedMaintenance

Design-out

Maintenance

Opportunity-

based

Maintenance

Condition-

based

Maintenance


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Clock-basedMaintenance

PM actions which carried out at set

time, e.g. Timing Belt replacement.


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Age-based

Maintenance

PM actions That based on the age ofthe component, e.g. Age

Replacement Policy.


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Usage-based

Maintenance

PM actions That based on the usage ofthe component, e.g. tires components of

an aircraft.


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Condition-based

Maintenance

PM actions That based on the condition of

the component being maintained through

measuring certain variables such asvibration, noise, or temperature, e.g.

maintenance of bearing and similar

components.


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Opportunity-based

Maintenance

This is applicable for multipoint system,

where a maintenance action (PM or CM) for

a component provides an opportunity forcarrying out PM actions on one or none of

the remaining component of the system.


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Design-outMaintenance

This involves carrying out

modifications through redesigning the

component. As a result, the newcomponent has better reliability

characteristics.


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CorrectiveMaintenance

Good-as-new repair

Minimalrepair

Different

from-new

repair(I)

Different from-new

repair(II)


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Good-as-new repair

Here, the failure time distribution of the

repaired item is identical to that of anew one. In real life this type is seldom

occur.


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Minimalrepair

A failed item is returned to operation withthe same effective age as it possessed

immediately prior to failure. Failures then

occur according to a non-homogeneous

process with an intensity function having the

same form as the hazard rate of the

distribution of the time to first failure.


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Different from-new

repair(I)

Sometimes when an item fails, not only are

the failed components replaced, but also

others that have deteriorated sufficiently.

This action resulted in a change in thefailure time distribution function of all

repaired items, being different from that of

the new item.


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Different from-new repair(II)

In some instants, the failure

distribution of the repaired componentdepends upon the number of times the

item has been repaired.


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What is meant by maintainability?

It is the probability that a failedsystem can be made operable ina specified period of time.

(kapur and Lamberson, 1977)


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What is meant by maintainability?

It the ability of an item, under stated

conditions of use, to be retained in, or

restored to, a state in which it can perform

its required functions, when maintenance is

performed under stated conditions and using

prescribed procedure and resources.( According to BS 4778)


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Maintainability performance requirements

The maintainability performance to beachieved by the design of the item.

The constraints that will be placed on the use

of the item which will affect maintenance. The maintainability program requirements to

be accomplished by the supplier to ensurethat the delivered item has the required

maintainability characteristics.


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Whatis meantby Reliability?

The reliability of a product or systemconveys the concept of dependability,successful operation or performance, andthe absence of failure.

The reliability of a product or system is the

probability that the item will perform its intended

function throughout a specified time period when

operated in a normal (or stated) environment.

BLISCHKE, W. R., and MURTHY, D. N., 2003


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Quality

Quality is not absolute but relative, Amaintenance activity can be considered

to be of high quality if : It restores an item of equipment to its

working state, without causing damage tothe equipment or to any of its parts.

It is initiated on time and the equipment isreturned to production at the required time.

It incurs not more than the budgeted cost.


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Quality

Reliability and maintainability are onlytwo of the many dimensions of quality.

The other quality characteristics are:

Conformance (to standard and specs).

Performance

Features

Durability Serviceability (the probability that a

product or system is operational)


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Role and importance ofreliability,Maintenance, Maintainability, and Quality

Factors leading to failure:

Design.

Materials.

Manufacture.

Quality control. Shipping and handling.

Storage.

Use.

Environment.

Age.

The occurrence of related previous failures.

The failure of an interconnected component, part orsystem.

Quality of repair after failure.


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Role and importance ofreliability,Maintenance, Maintainability, and

Quality The role of reliability and maintenance is to

minimize both the probability of occurrencethe failure and the impact of failure when they

occur. Since failure cannot be prevented entirely, it is

important to increase both reliability andmaintenance efforts which lead to fewer

failures.

The cost is also related to R&M , warrantycosts to the manufacturer decrease as product

reliability increases.


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Maintenance

Manager

Supervisor

Group

Q. Assurance

Group

Maintenance

Resources

Maintenance

System

Schedule

Process data

Information

on production

windows

Intimation of

activitycompletion

Verification of

completed actions

Availability

Improved

process

Dynamics of a maintenance group


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Purpose of preventive maintenance

Equipment inspections to uncoverdeficiencies before failure and insufficient time, plan deliberaterepairs.

Nondestructive testing techniquesto detect equipment deteriorationand monitor equipment conditionto not abnormal operation.


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Purpose of preventive maintenance

Collectively (condition monitoring) Lubrication to reduce friction that

causes heat, wear, and misalignment.

Routine cleaning and adjusting donein conjunction with inspection orlubrication, or performed byoperators.

Replacement of minor components toreduce chances of more importantcomponents failing.


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Preventive MaintenanceObjectives

Reduction of emergency repairs.

Reduction of unscheduled repairs.

More planned and scheduled work. Better manpower utilization.

Reduction in repair costs

Reduced downtime cost. Preservation of assets.


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MAINTENANCE ACTIONS

Coordinating program elements:

Work order system Planning

Scheduling

Information system

Getting personnel organized.


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PM procedures

General nature of PM services.

Conduct of services.

Required services.

Service frequencies:

A services (250 hrs) routine cleaning, lubrications, andchecking of specific critical items

B services (500 hrs) repeat A services, replace selectedfilters, take oil sample for analysis, and load testhydraulic system.

C services (750 hrs) repeat A services, replace selected

drive belts. Coolants, hydraulic fluids, road test brakes,and test on hill climb.

D services (100 hrs) repeat A services, make enginecompression test, test exhaust emissions, and replaceselected seals.


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PM procedures

Service time.

Downtime.

Identification of services for fixed equipment

9069001 lubrication route 01, cost center 0

9 standing work order06 cost center

90 lubrication

01 route 01

* Identification of services for mobile equipment

5101191 A service, Haulage truck 01151 Haulage truck

011 unit 011

91 A service ( 250 hrs)


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MeasuringPM success

Reduction in emergency repairs.

Increased scheduled maintenance.

Reduction in unscheduled repairs.

Increased equipment life.

Extend time between repairs.

Long-term cost reduction.


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Lubrication

Objective.

Use of lubrication personnel.

Automatic lubrication system.

Oil sampling.


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destructivetesting-Non

Infrared inspection (thermography)

Magnetic particle testing.

Vibration analysis.

Ultrasonic testing.


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PLANNING, SCHEDULING, AND WORK EXECUTION

Planning : organizing resources inadvance of a major job, so that, uponexecution, the work may be carried outmore effectively.

Scheduling: Determining and confirmingthe best time to perform a major jobwith least interruption of operations

and effective use of maintenanceresources.

Planning Policies


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Planning Policies

Guidelines for planning policy: Developing the criteria that identifying

the type of work which will be plannedand scheduled.

A priority system will be applied.

All planned work will be jointlyscheduled with operations.

Measuring at the end of scheduledperiod.

Focusing on the scheduled work.


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Planning Criteria

The work must be planned orscheduled if:

Cost and performance must be

measured. A standard must be complied with.

Warranty work is being done.

W

ork must be started and completedwithin a specific period.


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Planning Criteria

If any ten of the following 12 conditionsexist:

1. work not required for at least one week.

2. Duration exceeds one elapsed shift.

3. Requires two or more crafts.

4. Requires crafts not part of the regularcrew.

5. Requires two different material sources;stock, purchased or fabricated.

6. Require coordinated equipment shutdown.


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Planning Criteria

If any ten of the following 12 conditionsexist:

7. Requires supporting mobile equipment,special tools, and so forth.

8. Requires rigging, and transportationfacilities.

9. Job plan necessary.

10.Requires drawings, prints, or schematics.11.Requires contractor support.

12.Estimated at more than $5000.


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Whatthe planner shoulddo?

1. Prior to initiating planning:

a. Receive requests for planned work andevaluate them against prescribed

criteria.b. Monitor the long-range forecast to

identify work in the immediate futuretime frame requiring planning.

c. Confer with supervisors to determine thecondition of equipment on which work isdue.

Wh h l h ld d ?


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2. During planning:a. Prepare preliminary work orders.b. Conduct field investigations of unique jobs.

c. Develop a job scope for unique jobs.

d. Estimate labor by craft.

e. Prepare bills of materials.f. Coordinate with shop planners if shop support is needed.

g. Assemble drawings, schematics, instructions and so.

h. Identify mobile equipment, rigging, and transportations needs.

i. Estimate total job cost.

j. Establish a target date for scheduling the job.k. Obtain job approval.

l. Determine job priority.

m. Open the work order in the information system.

n. Order material and shop work.


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3. Prior to Scheduling:

a. Determine the availability of materialsand the completion of shop work.

b. When all materials are available, setup a preliminary schedule withoperations.

c. Tentatively arrange mobile equipment

support, rigging, transportation, andon-site material delivery.

d. Brief supervisors on the proposed

schedule.


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4. Scheduling:a. Attend, the maintenance and operations

scheduling meeting to assist in presentingthe schedule.

b. After schedule approval has been obtained,distribute the approved schedule.

c. Provide maintenance supervisors with workorders, drawings and so, necessary for them

to perform the work.d. Confirm mobile equipment support, rigging

transportation, and on-site material deliverythat was previously arranged.


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5. During job executiona. Attend daily coordination meetings andcoordinate changes necessary due todelays or job deferral.

b. Using job information, monitor workinitiation and progress.

c. Assist the supervisor in the coordinationof rigging, transportation, use of mobileequipment, or on-site material delivery.

d. Upon job completion, discuss anyvariances with the supervisor and closethe work order.


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6. After job completion

a. Note job cost and performance.

b. Compare variances with standards or

cost estimates where appropriatec. Measure schedule compliance and

advise maintenance management.

d. Observe backlog changes in man-power utilization..


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Whatthe maintenancegeneralsupervisorsshoulddo?

1. Provide operational control of the planner.2. Prescribe work to be planned within the

criteria for selecting planned work.

3. Specify the time frame within which theplanned work should be targeted forscheduling.

4. Monitor the long-term forecast and guide

the planner in anticipating the planning offorecasted jobs.

5. Approve the preliminary weekly scheduleand verify its content.


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Whatthe maintenancegeneralsupervisorsshoulddo?

6. Present the weekly schedule for approval byoperations.

7. Monitor the conduct of the schedule and itscompliance.

8. Participate in daily coordination meetingsand adjust the utilization of maintenanceresources should equipment availabilitychange or work to be deferred.

9. Monitor cost and performance on major jobs,investigate, and correct significant variancesagainst estimates or standards.

10. Discuss exceptions with the planner and

recommend corrective actions.

Wh i i h ld


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What maintenance supervisor should

do?

1. Assist the planner in fieldinvestigations or the interpretationof standards.

2. Confer with the planner on task

sequences, use of labor, availabilityof materials, mobile equipmentneeds, and so forth, to ensure thatthe plan is practical

3. Execute the weekly schedulethrough crew members andcoordination with the planner.

Wh i i h ld


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4. Explain significant variances fromthe plan and recommend changesfor future repetitions of similar jobs

5. Ensure correct, accurate, timelyreporting of field data on each job..

What maintenance supervisor should

do?

Wh t ti i h ld


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What operations supervisor should

do?

1. Approve work orders based onestimated cost and timing

2. Help establish job priorities.

3. Approve the tentative weekly planpresented by maintenance

4. Participate in the weekly scheduling

meeting and approve (or modify) theschedule recommended bymaintenance

Wh t ti i h ld


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What operations supervisor should

do?

5. Make equipment available accordingto the approved schedule

6. Participate in daily coordination

meetings and, as necessary, adjustthe availability of equipment tobetter meet the schedule.

7. Observe schedule compliance aswell as job cost and performance


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Labor Control

Factors affecting labor Control:

Determine work force size andcomposition

Measure the utilization of labor

Assess overtime use.

Control absenteeism.

Improve worker productivity.

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