MAINTENANCE STRATEGIES for SMEs

Looking for help to bring about a change to maintenance?

Searched for ‘maintenance strategy’ and found the 4 main types people talk about?

REACTIVEPREVENTATIVE

CONDITION BASED PERFORMANCE BASED

Did you know at least the first 3 already?

Not sure how that is going to help you create change in your company?

This presentation offers some additional guidance about what a ‘business ready strategy’ could look like.

THIS PRESENTATION:

• Understanding Terms and Functions of Maintenance

• Understanding maintenance types (aka “strategies”)

• Lifecycle Cost of Equipment

• Characteristics of an SME and maintenance management

• What should a strategy look like?

• How to create a business strategy for maintenance

REACTIVEPREVENTATIVE

CONDITION BASED PERFORMANCE BASED

The 4 Common “Maintenance Strategies” (search for them on google):

We do not want call these strategies; they are tools, methodologies or tactics that can be applied to different equipment in different ways

when and where appropriate.

One company may well use all of these together - so how can it explain that maintenance has up to 4 strategies?

A strategy needs to encompass a range of real world business issues and desired outcomes.

Maintenance Defini+on:

BS 3811:1993

The combina+on of all technical and administra+ve ac+ons, including supervision ac+ons, intended to retain an item in, or restore it to, a state in which it can perform a required func+on.

Maintenance:

All the work done to keep equipment running properly.

Reliability:

The probability that the machine will run properly for a given period of +me.

ROLEOFMAINTENANCE

Maintenance is increasingly more important. It can play a large role in the boJom line of a company but also in health and safety, environmental, product quality, inspec+on and compliance.

Whether you are local, regional, mul+-na+onal or global you have compe++on and you cannot afford to let performance slip. The pressures of globalisa+on can mean you are compe+ng with the rest of the world. This can create pressure on cost, delivery +me, product quality, service and availability.

Par+cularly in manufacturing, this means maintenance is cri+cal to achieve any world class facility that can compete with the best in the market.

MAINTENACETYPES

REACTIVE / CORRECTIVE

PREVENTATIVE

CONDITION BASED MONITORING

PERFORMANCE BASED MONITORING

REACTIVE / CORRECTIVE

Wait un+l it breaks and then repair the equipment

Suitable for low value processes and/or equipment

Example:

A belt on a cooling fan drive. The belt is cheap and the +me to replace is 15 minutes, therefore the impact to produc+on and maintenance is minimal.

PREVENTATIVE MAINTENANCE

At fixed intervals, carry out tasks to maintain equipment performance. The most basic types of maintenance ideally are done by front line staff opera+ng the equipment

• Cleaning • Lubrica+on • Checking for faults, leaks and safe opera+on

Regular weekly, monthly, quarterly or annual servicing would form part of preventa+ve maintenance (PM)

CONDITION BASED MONITORING

Monitoring of a parameter of the equipment to determine when maintenance should be carried out. Parameters can include:

• Temperature

• Pressure

• Noise

• Vibra+on

• Voltage

When a parameters starts to indicate a change in opera+ng condi+ons, such a bearing running at high temperatures, this is used to trigger the maintenance task of changing the bearing. The +me interval is variable.

• Physical wear

• Current

• Run hours

• Number of cycles/opera+ons performed

PERFORMANCE BASED MONITORING

Similar to condi+on monitoring, but rather than measuring component parameters such as bearing temperature, the overall equipment performance is monitored to determine when work is required.

Generally this is more advanced and follows on from successful implementa+on of good maintenance management and is therefore moving towards advanced levels maintenance management. Most SME’s won’t use this type of maintenance.

Preventative Reactive Condition Monitoring

Performance Monitoring

Life

cycl

e C

ost

LIFE CYCLE COST OF EQUIPMENT

• Leaders have less +me to plan and consider strategy

• Resources and budgets are limited

• Business and maintenance strategies may not be aligned

• Maintenance is rela+vely unstructured

• Limited IT infrastructure and internal IT capabili+es

• No data collec+on or analysis of maintenance performance

• Small maintenance teams

CHARACTERISTICS OF AN SME

This is very generalised description and it will be different for each company, but some points may ring true and help guide you in understanding your own company and how it is works.

STRATEGY OBJECTIVES

Each business will have it’s own characteristics and requirements. Essentially maintenance strategies should be quite similar in their objectives:

• Ensure the health and safety of all site personnel that may be effected by maintenance work

• Ensure compliance requirements are met and records maintained

• Maximise equipment reliability/availability and report on performance

• Manage the maintenance department within budget

• Ensure continuation of experience and knowledge

• Ensure 3rd parties have appropriate insurance and work permits

• Minimise Inventory

• Monitor costs per equipment (life cycle evaluation of assets)

HOW TO CREATE A REAL WORLD STRATEGY

Typical views of maintenance strategy only deal with the methods or “types” of strategy. Since all businesses and equipment are different, requirements are going to be a mixture of all types (strategies).

A complete strategy needs to also consider all of the risks and constraints. It’s not a perfect world! Some factors that could be considered are;

• Enterprise Risk Management Assessment • Costs • Reliability • Key Performance Indicators (KPI) • Labour / Resources • Skills • General Management • Subcontracting / Specialist Requirements • Compliance • Spares Availability and Inventory • Data and Record Keeping • Analysis and Reviews

Enterprise Risk Assessment Does all equipment have a risk assessment for breakdowns?

Costs Parts, subcontractors, labour, production value, materials

Reliability Measured for all critical equipment? Regular reviews of plant performance.

Key Performance Indicators (KPI) What will be measured to track performance?

Labour / Resources Are there enough resources of the right type available? Is there budget pressure to reduce or the possibility to expand maintenance? What if experienced staff leave?

Skills What training and development would benefit the company?

STRATEGY CONSIDERATIONS

General Management What management control and supervision system is there? (verbal, t-cards, whiteboards, excel, CMMS?)

Subcontracting / Specialist Requirements Annual review of pricing and contracts? Could anything be brought in house with training?

Compliance Is there a prioritisation on compliance requirements? Is there a complete list of requirements? Annual reviews of new legislation.

Spares and Inventory What are the value of spares, are the right critical spares available in stores or at suppliers? Reviewing prices and alternative brands?

Data and Record Keeping Is data being stored, logged and recorded?

Analysis and Reviews Understanding demands on maintenance, reviewing KPI’s and strategy.

STRATEGY CONSIDERATIONS

ENTERPRISE RISK ASSESSMENT

Equipment Likelihood of Breakdown

Impact of Breakdown Risk Score Control Measure /

Actions Requires

Score 1 - 5 Score 1 - 5 Likelihood * Impact

CNC Machine 4 5 20Operator

Maintenance, PM Schedule,

Critical Spares.

Compressor 2 5 10Regular PM,

Monitor Temperatures.

Overhead Crane 1 1 2Second Crane

available in event of breakdown.

Example of a risk assessment matrix to determine which plant puts the business most at risk. Annual Reviews should see the likelihood of breakdown reduce as maintenance improves - measured through reliability KPI

RELIABILITY AND AVAILABILITY

Reliability and availability are not the same measure. An available machine may not be reliable, but a reliable machine is likely to be available. For example;

A machine is down 6 minutes every hour.

This translates into an availability of 90% but a reliability of less than 1 hour.

90% availability sounds like a good result, but in reality the interrup+ons to produc+on during every hour of work would have major impact on the business.

RELIABILITY

Usually is measured as mean time between failures (MTBF) or failure rate. This might be a monthly, quarterly or annual measurement to evaluate the effectiveness of maintenance. The example for 6 failures per year is below.

Number of FailuresTime in Service

MTBF =

Number of FailuresTime in Service

FAILURE RATE =

365 6

= 60.8 days between failures

365

6= 0.016 failures per day

MAINTENANCE MANAGEMENT

Several areas of this presenta+on touched on the maintenance management and having records and data available for monitoring and evalua+on of the following:

• Equipment Performance • Costs • Spares • Subcontractors • Compliance and Audit Trails

Various management tools (t-cards, excel, hard copy reports) can be used, but a CMMS (Computerised Maintenance Management System) brings benefits that just can’t be matched in any other way.

BENEFITS OF SMARTSPANNER CMMS

• Assign and track all maintenance work

• Automa+c alerts and reminders

• Report on equipment performance

• Monitor all costs (labour, spares, subcontractors, asset)

• Maintain asset history records

• Mangage spares inventory

• Manage subcontractors

• Document repository for assets, tasks and subcontractors

• Mul+-site deployment

• Instant deployment with no internal IT requirements (except a browser!)

• Deploy on desktops, tablets and smartphones

• Affordable for an SME

www.smartspanner.com

30 Day Free Trial

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