preventive maintenance - printing.pptx

7/30/2019 Preventive Maintenance - PRINTING.pptx

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Implementing a Preventive Maintenance

Program (FOR ENGINEERS)

11-13 MAY 2013 - RADISON BLU HOTELJEDDAH, SAUDI ARABIA


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OBJECTIVES

Explain the importance of maintenance inproduction systems.

Describe the range of maintenance activities.

Discuss preventive maintenance and the key issuesassociated with it.

Discuss breakdown maintenance and the key issuesassociated with it.

State how the Pareto phenomenon pertains tomaintenance discussions.


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DEFINITION

WHAT IS MEANT BY THE TERM MAINTENANCE ?

Maintenance encompasses all those activities thatmaintain facilities & equipment in good working

order so that a system can perform as intended. Maintenance can also be termed as asset

management system which keeps them in optimumoperating condition.


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APPROACH TO MAINTENANCE.

Maint.

Planned

Unplanned

PM

BM

CM

TBM

CBM

Daily Checks

Periodic ChecksPeriodic Inspect

Periodic Service

PM: Preventive MaintenanceTBM : Time Based Maintenance

CBM : Condition Based Maint.

BM : Breakdown maintenance

CM: Corrective Maintenance

Visual

Instrument

NOTE:- Structured recording of all the activities is vital.


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GOAL OF MAINTENANCE

The goal of maintenance is to keep theproduction system in good working order atminimal cost.

Decision makers have 2 basic options withrespect to maintenance. They are: -

BREAKDOWN MAINTENANCE.

PREVENTIVE MAINTENANCE.


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TYPES OF MAINTENANCE

BREAKDOWN MAINTAINANCE:-

Real approach,

Dealing with breakdowns or problems when they occur

PREVENTIVE MAINTENANCE:- Proactive approach;

Reducing breakdowns through a program of lubrication,

adjustment, cleaning, inspection, and replacement of worn

parts.


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The best approach is toseek a balance betweenpreventive maintenanceand breakdownmaintenance. The sameconcept applies tomaintaining productionsystems.

The age and condition offacilities and equipment,the degree of technologyinvolved,

The type of productionprocess,

The decision of how muchpreventive maintenance is

desirable.


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PREVENTIVE MAINTENANCE

More and more organizations are taking a cue from

the Japanese and transferring routine maintenance

(e.g., cleaning, adjusting, inspecting) to the users of

equipment, in an effort to give them a sense ofresponsibility and awareness of the equipment they

use & cut down the abuse & misuse of the

equipment.


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Preventive maintenance extends back to the designand selection stage of equipment and facilities.

Poor design can cause equipment to wear out at anearly age or experience a much higher than expectedbreakdown rate.

Durability and ease of maintenance can have longterm implications for preventive maintenanceprograms.

Training employees in proper operating procedures

and in how to keep equipment in good operatingorder and providing the incentive to do so arealso important.


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The goal of preventive maintenance

Preventive maintenance isperiodic.

Preventive maintenance is generally scheduled using

some of the following contributions:- The result of planned inspections that reveal a need for

maintenance.

According to the calendar (passage of Time).

After a predetermined no. of operating hours.


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PREDICTIVE MAINTENANCE

PREDICTIVE MAINTENANCE

This is an attempt to determine when best to

perform preventive maintenance.

The better the predictions of failures are, the

more effective preventive maintenance will

be.


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Preventive

Maintenance


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Preventative Maintenance

What is a PreventiveMaintenance?

Preventive Maintenance isplanned maintenance that is

designed to improve

Equipment life and avoid

breakdowns on the plant.


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SAP AG 1999

Preventive Maintenance:Basics

l Basics

l Task list

l Single cycle plan

l Strategy plan

l Maintenance plan scheduling


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SAP AG 1999

Time-based Performance-based Condition-based

Preventive

maintenance

Temperature

Thickness

PressurePressure

1010

20203030 40

40 50506060

7070

8080

Pressure

2000

Types of Preventive Maintenance


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Preventive Maintenance

An Equipment can require maintenanceactivities to be performed based upon either

time or a certain condition being met.

External visual inspection

Internal visual inspection

Check gear teeth for wear


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SAP AG 2001

Preventive Maintenance: Phases and Roles

Maintenance

technician

Maintenance

orderProcess maintenance orders4

Maintenance

planner

Maintenance

planner

Maintenance

supervisor

Maintenance

plannerTask list

Maintenance

plan

Schedule

Technical

completion

Create maintenance plans

Schedule maintenance plans

Technically complete

maintenance orders5

2

3

1 Create task lists for differentobjects

Phase Contents Roles


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SAP AG 1999

Preventive Maintenance: Task List

l Basics

l Task list

l Single cycle plan

l Strategy plan



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SAP AG 1999

What?

Why?

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

Task List


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Maintenance Strategy

What is a Maintenancestrategy?

A Maintenance Strategy

defines the frequency and

scheduling data for Planned

Maintenance activities.


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Maintenance Strategy

4 Week12 Weeks

24 Weeks

Time

Strategy

Packagedefinition

2000

Scheduling parameters

What is a Maintenance Package?


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Maintenance Package

Package number

Description

Cycle length

Unit ofmeasurement

HierarchyOffset

Maintenance packages define the frequency at which specific operations are executed.

You can assign maintenance packages to the operations in a task list.

Maintenance packages are part of a maintenance strategy.


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Strategy

Strategy

Same hierarchy levels

Different hierarchy levels

10

10

20

10

X

Maintenance Package Hierarchy


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SAP AG 1999

l Basics

l Task list

l Single cycle plan

l Strategy plan


Preventive Maintenance: Single Cycle Plan


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Single Cycle Plan

Simple and quick way to create a preventiveor inspection plan.

Includes only one cycle or frequency.

Can be either time or performance based. All operations on the Task list will be

performed.

More than one Maintenance item can beincluded.

What is a Maintenance Item -- ?

M i t It


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

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


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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 Maintenancenotification 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 sameMaintenance strategy.


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Single Cycle Plan Steps

Three steps in creating a single cycle plan.Task List

Task List Group

PRTs

Components

Maintenance Item

Technical Object

Task List

Planning Data Maintenance Plan

Maintenance Item

Scheduling Param.Cycle (Frequency)


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SAP AG 2001

Scheduling Data and Maintenance Item

Responsibilities/

Planning data

Reference

object

Task list

(optional)

3 months

Interval (cycle)

Maintenance item

Maintenance plan

Scheduling data

Maintenance item


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Single Cycle Scheduling

Cycle Start Cycle12 Weeks

Maintenance plan

Scheduling data

Maintenance item

Planned Date

1


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SAP AG 1999

Preventive Maintenance: Strategy Plan

l Basics

l Task list

l Single cycle plan

l Strategy plan



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M i Pl S


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Maintenance Plan Steps

Task List

Task List Group

Maint. PackagesMaint. Strategy

Maintenance Item

Maint. Strategy

Technical Object

Task List

Maintenance Plan

Maint. Strategy

Maintenance ItemScheduling Param.

Strategy

Maintenance

Packages

The Task List checks

the Package to

ensure the Strategy

still exists.The Item checks the

Task List to make

ensure that the

same Strategy isused

The Plan checks the

Item to make ensure

that the same Strategy

is used


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Preventive Maintenance: Maintenance Plan Scheduling


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SAP AG 1999

Preventive Maintenance: Maintenance Plan Scheduling

l Basics

l Task list

l Single cycle plan

l Strategy plan


S h d l M i t Pl


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SAP AG 2001

ManualManualcallcall

NewNewstartstart

Start inStart in

currentcurrentcyclecycle

ScheduleSchedule

Last actual dateLast maintenance

package

Lastactualdate

Next

planned date

Next

maintenance

package

Cycle start

*

* Only for strategy plan

Schedule Maintenance Plans


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Predictive Maintenance

Predictive Maintenance isone of the four tacticaloptions available to ensurethe reliability of any assetto ensure it fulfils itsfunction and it focusesprimarily on maintaining

equipment based on itsknown condition. Each ofthese strategies: on-failure,fixed time, predictive anddesign out, has a place inan optimized maintenanceplan, the distribution of the

mix being dependent onmany factors.


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Predictive maintenance is often the most attractive concept, since action is only undertakenwhen knowledge of the asset indicates that failure or underperformance is imminent, makingit a cost effective asset management option.

Many other benefits, some intangible such as the increased motivation of the workforcethrough increased competency, exist. Others include:

Equipment may be shut down before severe damage occurs or can be run to failure if

required.

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

Required maintenance work can be planned

All of the above lead to increased safety, plant output and availability and lead to

improvements in final product quality.


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Predictive maintenance is a process that requires clear roles andresponsibilities. As such we develop company appropriate predictivemaintenance processes, supported by definitions of responsibilities, andcommunication paths, which integrate into the Reliability effort as awhole.

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 a technologyelement, but requires a measurement system that continuously accountsfor the benefits.



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Asset Performance Troubleshooting

Often it is a couple of poor performing assets with a chronic repeatedfailure condition that absorb the majority of the maintenance budget.Some commentators state that approximately 80% of a typicalmaintenance budget is stored away for chronic failures, making these themost cost depletive of all maintenance expenditures.

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
http://www.wmeng.co.uk/solutions/root-cause-failure-analysis.htmlhttp://www.wmeng.co.uk/solutions/tribology.htmlhttp://www.wmeng.co.uk/solutions/specialist-condition-monitoring-services.htmlhttp://www.wmeng.co.uk/solutions/specialist-condition-monitoring-services.htmlhttp://www.wmeng.co.uk/solutions/tribology.htmlhttp://www.wmeng.co.uk/solutions/root-cause-failure-analysis.html


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ROOT CAUSE FAILURE ANALYSIS

Root Cause Failure Analysis (RCFA) is both a process and a set of technicalskills, which in combination find out why a particular failure or problemexists and sets in place a set of defense actions correcting those causes.

Typically, when assets fail most organizations have always found someunderstanding and rational leading to an explanation as to why 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 other potential problems that haven'tyet occurred.


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Tribology And Lubrication

Tribology is the study of wear and

lubrication.Tribology as it is estimated that

component wear and lubrication problems are

responsible for at least 70 % of mechanicalfailures.


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Tribology And Lubrication


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Condition Monitoring

In industry, condition monitoring is the measurement of parameters whichmay indicate a fault condition either by an increase or decrease in overallmeasured value or by some other change to a characteristic value.

When used as part of a pro-active maintenance plan, the use of conditionmonitoring enables the operation of a predictive maintenance policy andprovides major improvements in productivity.

Condition monitoring depends on selecting the right mix of parametersthat match expected faults and using the correct measurement technique,location interval and processing, it is also important to record enoughinformation in order to be able to carry out monitoring and diagnosis.


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Condition Monitoring

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.


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TOTAL PREVENTIVE MAINTENANCE

JIT approach where workers perform preventivemaintenance on the machines they operate.

This approach is consistent with JIT systems and leanproduction, where employees are give greaterresponsibility for quality, productivity and thegeneral functioning of the system.


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The TPM Concept

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

Build an organization that prevents every typeof 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


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The Total in TPM

Total effectiveness:

pursuit of economic efficiency and profitability

Total PM:

establishing a maintenance plan for the life of theequipment - preventative maintenance - improved

maintainability

Total Participation:

autonomous maintenance by operators and teambased approach to problem solving


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Before TPM Implementation

Maintenance OperationsEngineering


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After TPM Implementation

Waste

Downtime

Defects

The Common Enemies

A Team Effort

Operations + Engineering + Maintenance


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Before TPM Implementation: Barriers

Operations

Maintenance

Engineering


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TPM Builds Bridges

Operations

Maintenance

Engineering


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The TPM Prerequisite

Only by adopting a proactive approach

and putting in the time, effort, and resources

required can TPM be profitable for an

Organization


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A Model for TPM Development

Formal TPM Announcement

TPM Awareness Education

Form TPM Steering Group

Establish TPM Goals

Prepare Implementation Plan

Phase I

Preparation

The TPM Development Model


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The TPM Development Model

Continued

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


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Core TPM Activities

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


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The Major Plant Losses

Equipment Failures

Process and Equipment Set-ups And Adjustments

Idling and minor stoppages

Reduced Processing Speed

Quality Defects

Reduced Yield

Ultimate Improvement Goals for


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Ultimate Improvement Goals for

Chronic Losses

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 ProcessingSpeed

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


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Measurement

Measurement Is Necessary for Improvement.

People Do How They Are Measured!


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Basic TPM Outcome Measures

Productivity

Units per labor hour

Value added per person

ThroughputDowntime

Number of Breakdowns

Quality

Product Defects

Warranty Costs

Customer Satis. IndexRe-worked units

Scrap/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


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Measuring Effectiveness

Overall Equipment Effectiveness --

OEE

OEE = Availability x Performance Rate x Quality Rate

OEE: A Measure of the Percentage of Time that the Equipment

is Adding Value

C l l i OEE


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Calculating OEE

OEE = A x P x Q

where:

A (Availability) = planned time - downtime

planned time

P (Performance rate) = (standard time/unit)(units produced)

Operating time

Operating Time = (planned time - downtime)

Q (quality rate) = (total production) - (number of defectives)

total production


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OEE Example

The Plant operates 1,440 minutes per day (3 shifts) Downtimeaverages 120 minutes per day. Daily production averages 900

units with a 20 % defect rate. The standard time per unit is .8

minutes. (Assume that A, P, and Q are equally weighted.)

Compute OEE

Computing OEE


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Computing OEE

Weightings on A, P, and Q

In many instances Availability, Performance rate and Quality

rate are

not considered to be equal in importance. Instead they are

weighted

differently. For example:

kA = .3 kP = .2 kQ = .5

OEE = A.3 x P.2 x Q.5

Compute OEE using these weights.


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OEE Component Targets

Availability (A) > .90

Performance Rate (P) > .95

Quality Rate (Q) > .99

Availability (A) > .90kA

Performance Rate (P) > .95 kP

Quality Rate (Q) > .99 kQ

unweighted targets

weighted targets

}

}

OEE Examples


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OEE ExamplesSource: Japan Institute of Planned Maintenance

Criteria Automated

Machinery

Automatic

Assemblers

Automatic

Packers1. Overall Effectivess

2. Availability

3. Performance

4. Operating Speed Rate

5. Net Operating Rate

51.3 - 78.4

95-98

54-80

90-100

60-80

38.0 - 80.7

95

40-85

100

40-85

72.0

90

80

100

80

Remarks: 20-40% of lossesdue to idling and

minor stoppages

15-60% of

losses due to

idling and minor

stoppages

20% of losses

due to idling and

minor stoppages


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Overall Equipment Effectiveness-- OEE

OEE Is OEE Is Not

A Measure of TPM

Progress

Manufacturing

Contribution to Quality

Improvement

A Method to Identify

Opportunities for

Improvement

Synonymous with TPM

To be used to compare facilities

The same as utilization

Easy to calculate


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Chronic and Sporadic Losses

Chronic Losses: Losses that occur

repeatedly within some range of

distribution

Sporadic Losses: Sudden occurrences that

go beyond the normal rangeSporadic Loss

Chronic Loss

Defect

rate

Time

Optimal

Condition


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Chronic and Sporadic Losses

Sporadic Losses Chronic Losses

Latency

Causation

Types of

Action

Economic

Impact

Conspicuous Hidden

Cause-and-effect Often unclear - rarely

easy to determine a single cause

Direct Fixes can May take many tries

be made

Can be very costly Cumulative effect can

can be very costly


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How Chronic Losses are Reduced

Increasing Equipment Reliability

Restoring Equipment to its Original

Condition

Identify and Establish Optimal Operating

Conditions

Eliminating Small Defects that are Often

Overlooked


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Reliability Issues

Intrinsic Reliability Operational Reliability

Design Reliability

Manufacturing Reliability

Installation Reliability

Operation Reliability

Maintenance Reliability

Based on Equipment Design Based on Use (conditions)

Learning to Use Equipment Fully and Make

Basic Improvement


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Basic Improvement

Study of

EquipmentUsage

Techniques

for Making Use

of Equipment

Techniques

for Managing

Equipment

Restoration

Search for

Optimal Conditions

Eliminate Minor

Equipment Defects

Physical Analysis

P-M Analysis

Eliminate Tampering

Trial-and-Error

Gather Operators

Experiences

Design Reliability

Fabrication

Reliability

Installation

Reliability

Operation

Reliability

Maintenance

Reliability

Intrinsic

Reliability

Operational

Reliability

P-M Analysis

P Ph h i l bl


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P Phenomena- physical-problem

M machinery-manpower-material

Al l pertinent factors in a chronic loss are eff icientlyidenti f ied and eliminated.

Clarify the Problem

Conduct a Physical

Analysis of the

Problem

List Every Condition

Potentially Related

to the Problem

Evaluate Equipment,

Materials, and

Methods

Plan the

Investigation

Investigate

Malfunctions

Formulate

Improvement

Plans


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Raising Employee Skills Through TPM

A TPM Goal is to Improve Employee Skill Levels

Attention

concentration, discernment

Judgment

logical thinking, make sound decisions

Take Correct Action and provide Appropriate Treatment Prompt action, pride of ownership

Preventative

understanding of equipment, measurement

Prediction Skills

subtle signs, knowledge of equipment


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Focused Improvement

Focused Improvement is an active priority

of any TPM program - It begins simultaneously

with the start of TPM

Focused Improvement includes all activities that maximize

the overall

effectiveness of equipment, processes, and plants through

uncompromising elimination of losses and improvement of

performance.

Focused Improvement


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Focused Improvement

Select a Project

Form a Project Team

Register the Project

Follow the P-M Analysis

Cycle

A High

Priority

DoableShort-term

4-7 people

Cross-

functional

Empowered

Establish

Status

Access to

Resources

Commitmen

t ongoing training and

education

Measure Progress and

results

Preparation by Improvement Teams


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Preparation by Improvement Teams

Teams should prepare in the following ways.

Understand the philosophy of focused improvement

Understand the significance of losses and the rationale of

improving overall effectiveness

Understand the production process well

Gather data on failures, trouble, and losses and plot overtime

Clarify the basic conditions necessary to assure proper

functioning

of equipment and define what factors contribute to its

optimal

state

Understand the necessary techniques for analyzing and

reducing

failures and losses

Focused Improvement


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Focused ImprovementStep-by-Step Procedure

Activity/Step Detailed Outline

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 flawsEstablish basic equipment

conditions

Step 3: Analyze Causes Stratify and Analyze Causes

Apply analytical techniques (P-M

Analysis)

Conduct experiments

Focused ImprovementStep-by-Step Procedure (continued)


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Step-by-Step Procedure (continued)


Step 4: Plan Improvement Draft Improvement Proposals

Compare cost-effectiveness ofalternative proposals

List 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 for


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Improvement

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



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Autonomous MaintenanceMaintenance Performed By the Equipment Operators

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



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Step-by-Step Implementation


Step 1: Perform Initial Cleaning Eliminate Dust, Dirt, and Grime

Expose 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 trainingInspections Modify equipment to facilitate inspection

Chart inspection results - quantify when

Possible.



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Autonomous MaintenanceStep-by-Step Implementation (continued)


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 recordsPerform proper data analysis

Take appropriate action

Necessary Accomplishments for


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Necessary Accomplishments for

Process-Competent Operators

Level 1: Understand Process Performance and Function

Operates Process Correctly

Level 2:

Understands the properties of the materials handled

Performs correct adjustment and settings

Level 3: Detects abnormalities promptly

Takes emergency action against abnormalities

Level 4:

Recognizes sign of abnormality

Deal with abnormalities correctly

Performs periodic overhaul checking and parts replacement

Keys to Successful Autonomous


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Maintenance

Introductory Education and Training TPM Objectives, TPM Benefits, TPM Overview

Cooperation Between Departments and Shifts

Consensus agreement on how to support TPM and

AM

Group Activities

small groups with leadership from shop floor to

management

AM is not voluntary

mandatory and necessary

management must provide leadership and support


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Keys to Successful AM (continued)

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 maintenance

consistent with organizational objectives

Management Should Audit the AM Progress

provide guidance, support and critique


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Keys to Successful AM (continued)

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 require

commitment and appropriate staffing

Take Time to Perfect AM

Dont rush the process - make sure the skills are there

Measures of Preventive Maintenance


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Results

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


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IMPLEMENTATION SUMMARY OF PM

Step 1: Evaluate Equipment and UnderstandCurrent Conditions.

Step 2: Restore Deterioration and Correct Weaknesses.

Step 3: Build an Appropriate Information System.

Step 4: Build a Periodic Maintenance System

Step 5: Build a Predictive Maintenance

System.

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


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

The major approaches used to deal with breakdowns are:-

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 to diagnoseand correct problems with equipment.



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97


Breakdown programs are most effective whenthey take into account the degree of

importance a piece of equipment has in the

production system The ability of the system to do without it for a

period of time.

Review of Equipment Maintenance


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98


The Review of Equipment Maintenance (REM) is an incremental approach,designed to deliver financially driven results at minimum cost and time. It providesoptimum results when a review of equipment maintenance is required to ensurethat:

The most effective maintenance plan is adopted

Preventive, scheduled, design put and on-failure maintenance are integrated 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 as conditionmonitoring, or to adjust changes in maintenance resources. Typically REM requiresonly 30-50% of the resource input that would be required for RCM, while

achieving similar results.

Review of Equipment


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99

Maintenance

REM focuses primarilyon maintenance strategyarising from businessdrivers, such as demandand operating patternsand can be considered in

two major stages: Reliability and criticality

analysis

Maintenance review



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100

The output of a REM study is an optimizedmaintenance plan, where the appropriate risk based

defence of the asset is defined. This takes in toaccount the goals of the organisation, the criticality

of the asset, the resources available, and the level oftechnology employed by the organization. This is a

working document, which can be translated into thephysical reality of conducting operational

maintenance.


PARETO DIAGRAMS


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101

PARETO DIAGRAMS

Pareto diagram is an important quality tool used inprioritizing & deciding the course of action in

maintenance 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


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102

PARETO DIAGRAMS

Pareto principle lends support to the 80/20rule.

Pareto diagrams help quickly identify the

critical areas for managements attention.

STEPS FOR CONSTRUCTING PARETO DIAGRAMS


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103


STEP 1Decide 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 chosen order.

STEP 5

Plot a bar graph showing the relative problem of each problem area in descendingorder.



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104

STEP 6

Identify the vital few that deserve immediate

attention.


PARETO DIAGRAMS


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105

PARETO DIAGRAMS

PROBLEMTYPE DESCRIPTION % OFOCCURENCE ANNUALCOST (IN

$1000)

CUMMALITIVE% 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 DIAGRAMS


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106

PARETO DIAGRAMS

A B C D E F GPROBLEM TYPE

%

O

F

T

O

TA

L

100

80

60

40

20

0

40.0

60.0

74.0

84.0

92.0

97.0100.0


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Introduction

Introduction to Life Cycle Cost

Objectives of Maintenance and Maintenance Cost

Maintenance DefinitionHow to get unplanned repair jobs planned

Maintenance Procedures

Failure Development

Total Productivity MaintenanceMaintenance Management Systems


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Modern maintenance management is not to repair

broken equipment rapidly. Modern maintenancemanagement is to keep the equipment running at

high capacity and produce quality products at lowest

cost possible.


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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 tothe 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.


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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 are

usually 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 saveforeign currency, but still keeping the productivity high.


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Maintenance has to be taken into consideration in very early stage of work of

procuring new equipment to ensure a good and cheap operation.

High quality equipment will give high reliability and maintainability which securehigh productivity and equipment efficiency.

The lifetime of the equipment can be spilt up in six phases

1. Idea

2. Specification

3. Design

4. Procurement(Manufacturing)5. Operation

6. Windup


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Bath Tub Curve

The bath tub curve describes the cost of equipment over its lifespan.

From commissioning to winding up.

Cost

100% Life Time


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LCC Life Cycle Cost is commonly

understood to be the customers total costand other sacrifice during the actual life time

of the product. Hence LCC includes the

acquisition cost as well as all future costs for

operation and support of the product until it

is finally discard.


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Comparison of alternative products.

Improvements of products.

Adaptation of the maintenance and support organization.


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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 toreduce 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 with

stopped equipment. Production buy availability performance from

maintenance.


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1.

Keep up the planned availability performance

2.

At the lowest cost

Above all

Within the safety prescriptions


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All enterprises and organizations are interested in lowering

maintenance costs. A very common delusion is that


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There are two ways of managing the maintenance costs

Cost or ResultControlled

Maintenance


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The cost controlled maintenance is not considered as modern maintenancemanagement, 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 plannedavailability 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.


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PRODUCTION

LOSSES

LOSTMARKETWORK

ENVIORMENT

CAPACITY

LOSSES

ENERGY

LOSSES

QUALITYLOSSES

CAPITAL

COSTS

INCREASED

INVESTMENT

MAINTENANCE


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

Direct maintenance costs -

Indirect maintenance costs -

The costs are directly related to

the performance of the

maintenance works

Losses due to maintenance


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Direct maintenance costs

Wages & Salaries Material Costs

Administration Costs

Costs for training

Spare parts costs

Contracted work forces

Modification Costs

Indirect CostsLoss of revenue or other losses as a result of interruption toproduction as a result of maintenance.


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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 to

use the PM-factor.P stands for prime product produce and M stands formaintenance 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 = XPrime Production

Maintenance Cost

1000


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AVAILABILITY PERFORMANCE

The ability of equipment to function properly,

Despite occurrence of failures, disturbances and

Limitations in the maintenance resources.


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Availability performance can be divided in to tree parts:

Reliability Performance

Maintenance Support Performance

Maintainability Performance


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The ability of an item, under stated

Conditions of use, to perform a requiredFunction under stated conditions for a

stated period of time.


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The ability of a maintenance organization,

Under stated condition, to provide upon

Demand the resources required to

Maintain an equipment.


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The ability of an equipment, under started

conditions of use, To be retained or

restored to state in which it can perform arequired function, when maintenance is

performed under stated conditions and

using stated procedure and resources.


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In order to set up maintenance strategy for an enterprise, it is necessary for every

body in a company to understand the maintenance concept and speak the samelanguage.

MAINTENANCE

The term maintenance covers all

Activities undertaken to keep equipment in a

Particular condition or return

It to such condition


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The term maintenance consists of three main

parts

Corrective maintenance

Preventive maintenance

Improvement maintenance


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CORRECTIVE MAINTENANCE (CM)

Corrective maintenance covers all

Maintenance which is carried out in

Order to correct (repair) a fault in

equipment


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WHAT IS FALIURE ?

Digress of demands of a certain

quality

Planned & unplanned corrective maintenance

Corrective maintenance is divided in


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CORRECTIVEMAINTERANCE

UNPLANNED PLANNED

Break Down

Emergency RepairsUrgent

Not possible to Control

You are controlled by the

equipment

Planned Maintenance

Prepared ProperlyPossible to Control

You control the

Equipment


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PREVENTIVE MAINTERANCE (PM)Preventive maintenance covers all

Programmed maintenance which is

carried out in order to prevent theOccurrence of failures before they

Develop to a breakdown or

Interruption in production.

Preventive Maintenance is Divided In

PREVENTIVE


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INDIRECT

Condition Based

Maintenance (CBM)

Detection of failuresBefore break down

DIRECT

Fixed time

Maintenance(FTM)

Cleaning, LubricationFixed time replacement

PREVENTIVE

MAINTENANCE

Indirect Maintenance


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Subjective

Using human senses

Look , feel , listen ,smell , taste

Objective

Using off lineinstrument

Continuous, on-linemonitoring

INDIRECT PM


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IMPROVEMENT MAINTENANCE (IM)

Improvement maintenance is used

When to modify the equipment so the

Condition improves. Improvement

Maintenance includes activities which

are carried out once. The objectives ofimprovement maintenance are to

Design out the failure i.e. the failure

Will never occur again or extend the

life time of parts.


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One of the objectives of the maintenance job is to get them planned

This gives increased availability performance and lower direct maintenance

costs and a lot of other advantages. The load on the maintenance

department will for instance be lower and the quality of the jobs higher.Use of condition monitoring

Through condition monitoring the failure development and it is therefore

possible to plane the forthcoming jobs before a break down occurs. By

condition monitoring the unplanned jobs are transferred to planned job.

Planned maintenance resulting in lower costs for maintenance and lesser

down time.

MAINTENANCE


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CORRECTIVE

MAINTENANCE

UNPLANNED

-EXPENCIVE

MAINTENANCE

-LOW AVAILABILITY

PLANNED

-CONTROLLED

-REDUCED COST FORMAINTENANCE

-INCREASED

AVAILABILITY

PREVENTIVE

MAINTENANCE

INDIRECT CONDITIONMONITORING

DIRECT

-CLEANING

-LUBRICATING

-PROGRAMMED

REPLACEMENT ANDREPAIRS

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


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Results in the correct maintenance work is carried out

At the right time

In the right way

By the right professionalWith the right spare parts

Real maintenance management is impossiblewithout condition based preventive maintenance


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When a maintenance strategy is going to be formulated, thereare many maintenance procedures that could be chosen, From

sophisticated procedures to low level procedures.

Operate to break down (unplanned corrective maintenance),

O.T.B.D

Fixed-time maintenance, F.T.M

Condition-based maintenance, C.B.M

Design out maintenance, D.O.M

Life-time extension, L.T.ERedundancy, RED


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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 thequality of the product but also by other outside factors

such as environment, handling etc.

Some failures are occurring after a certain, expected

time, and can almost be predicted. Some failures areoccurring completely unexpected.


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FAILURES

Random

Failures

Regular

Failures

Non-Predictable Predictable

Failure Developing time(FDT)

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

shorter failure development time The failure development time is


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shorter failure development time. The failure development time is

the deterioration time from the moment condition departs from

the 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 FDTContinuous on line condition monitoring has to be

applied

Longer FDTOff-line condition monitoring has to be applied


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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


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Increased productivity and quality

Zero defects

Reduced cost of maintenance and production

Increased motivation among all employees

Zero accidentShorter lead time

Zero unplanned stops

Development of staff through trainingImprovement of work environment

I ti f MMS CMMS ( l f th b)


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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%


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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. To

properly control the maintenance of a facility, information is required to analyze what isoccurring.

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 works

properly.


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PLANNING

PERFORMANCE

RECORDING

ANALYSIS

The basic function of a maintenance management

system can be :


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1. Preventive maintenance2. Plant and unit record(Equipment)

3. Inventory and spare parts control system, Purchasing

system

4. Document record5. Planning system for maintenance and work order

routines

6. Technical/economic analysis of plant history,

maintenance and machine availability

MAINTENANCE PLANNING AND

SCHEDULING


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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.

Planning and Scheduling Objectives


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Minimizing the idle time of maintenance workers.

Maximizing the efficient use of work time, material,

and equipment.

Maintaining the operating equipment at a responsive

level to the need of production in terms of deliveryschedule and quality.

Classification of Maintenance Work

According to Planning and Scheduling


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g g g

Purposes

Routine maintenance: are maintenance operations

of a periodic nature. They are planned and

scheduled and in advance. They are covered byblanket orders.

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

They are planned and scheduled as they happened.

Design modifications: are planned and scheduledand they depend on eliminating the cause of


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y p grepeated 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.


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An essential part of planning and scheduling is to

forecast future work and to balance the workload

between these categories.

The maintenance management system should aim tohave over 90% of the maintenance work planned

and scheduled.

Planning


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Planning

Planning is the process by which the elements

required to perform a task are determined inadvance of the job start.

Planning


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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 the

work order.

Good planning is a prerequisite for sound scheduling.

Planning Procedures


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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


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g ocedu es

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.

Basic Levels of Planning Process (Depend on

Th Pl i H i )


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The Planning Horizon)

1. Long-rang planning: it covers a period of 3 to 5years and sets plans for future activities and long-

range improvement.2. Medium-range planning: it covers a period of 1

month to 1 year.

3. Short-rang planning: it covers a period of 1 day to 1

week. It focuses on the determination of all theelements required to perform maintenance tasks inadvance.

Long and Medium-Range Planning


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g g g

Needs to utilize the following:

1. Sound forecasting techniques to estimate the

maintenance load.2. Reliable job standards times to estimate staffing

requirements.

3. Aggregate planning tools such as linear

programming to determine resource requirements.

Long-Range Planning


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g g g

sets plans for future activities and long-range

improvement.

Medium-Range Planning


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g g

Specify how the maintenance workers will operate.

Provide details of major overhauls, constructionjobs, preventive maintenance plans, and plant

shutdowns. Balances the need for staffing over the period

covered.

Estimates required spare parts and material

acquisition.

Short-Range Planning


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g g

It focuses on the determination of all the elements

required to perform maintenance tasks in advance.


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Scheduling


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g

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 from

scheduling.

Reliable Schedule Must Take Into

Consideration


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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 at

Three Levels (Depend on The Time Horizon)


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Three Levels (Depend on The Time Horizon)

1. Long-range (master) schedule

2. Weekly schedule

3. Daily schedule

Long-Range (master) Schedule


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g g ( )

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


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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.

Daily Schedule


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Covering 1 day.

Generated from weekly schedule.

Prepared the day before.

Interrupted to perform EM.

Priorities are used to schedule the jobs.

Elements of Sound Scheduling


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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.

Elements of Sound Scheduling


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Requirements for effective scheduling:

Information on the availability of special equipmentand tools necessary for maintenance work.

Access to the plant production schedule andknowledge about when the facilities will beavailable for service without interrupting

production schedule.

Well-define priorities for maintenance work. Information about jobs already scheduled that are

behind the schedule (backlog).

Scheduling Procedures (Steps)


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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).

Maintenance Job Priority System


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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.

Scheduling Techniques


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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.

Scheduling Techniques


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Such techniques are:

Modified Gantt chart

CPM

PERT

Integer and stochastic programming.

Maintenance Management System


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*Planning Maintenance Activities

*Organizing Maintenance Activities*Controlling Maintenance Activities

180

1.Planning Maintenance Activities


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* Maintenance Philosophy* Maintenance Load Forecasting

* Maintenance Capacity* Maintenance Organization

* Maintenance Scheduling

181

1.1 Maintenance Philosophy


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To Maintain a minimum level ofresources in order to optimize the

production and plant availability without

compromising safety of all concern.

182



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Strategies* Breakdown / Corrective

* Preventive Maintenance

Time/Used BasedConditioned Based

* Opportunity Maintenance

183



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Based on Maintenance Philosophy,* Maintenance Activities Planning

* Maintenance Activities Organizing&

* Maintenance Activities Controlling

Should carried out.

184

1.2Maintenance Load Forecasting


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Factors to be considered* Age of the equipment

* Usage rate* Quality of maintenance

(Depend on inputs )

* Climatic factors

185

1.3Maintenance Capacity Planning


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MCP answers following* Required labour Qty & Qlty

* Required materialsSpares parts

Equipment

Tools

186

1.4 Maintenance Organization


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Depending on the maintenance load,size of the plant, trade skills, etc. It canbe

* Decentralized

* Area

* Centralized

187

1.4 Maintenance Organization


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* DecentralizedQuicker response time,

Specialized workershencelabour utilization low

* Centralized

Multi skilled flexible workforce

188

2.Organizing Maintenance Activities


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2.1 Job Design2.2 Time Standards

2.3 Project Management

189

2.1 Job Design


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2.1.1 Work content of each job2.1.2 Method to be used

2.1.3 Special tools needed2.1.4 Required resources

2.1.5 Required man power

in quantity and quality

190


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2.2 Time Standards


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Basic Steps in Time Study Process* Select the job

* Break the job in to elements

* Observe the jobs* Compute the basic time

* Determine the allowances

* Establish job standards

192


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3.Controlling Maintenance Activities


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3.1 Work Control3.1.1 Work performed

- Quality and time taken

3.2.2 Standards3.2.3 Backlog (Increasing/Decreasing)

- Contract maintenance

- Workforce adjustment- Overtime

194


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3.Controlling Maintenance Activities


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3.4 Quality Control* Repeat jobs

* Quality materials* Worker skills

* Proper processes

* Proper tools/equipment

197

Maintenance Training


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Performances depend on

Knowledge

Skills Ability to perform

Attitudes

198



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Steps in designing a training program* Preparation of a training policy

* Assessing the currant situation

* Analyzing the training needs* Designing training program

* Implement training program* Evaluating the programs

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Training need analysis*Identify desired performances

*Identify difference between expected /

actual performances*Identify root causes

*Identify appropriate solutions

*Selecting/implementing appropriatesolutions.

200


R t


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Root causes

*Knowledge and skill factor

Workers do not possess necessary knowledge andskills to perform the job

*Organizational factorsWorkers possess knowledge and skills but lack oftools, equipment, etc.

*Motivational factors

Workers posses knowledge, skills and all resourcesbut lack the motivation to perform the job

leads to performances deficiencies

201

Maintenance Improvement


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Factors influencing maintenance systems*Organization staffing and policy* Training

* Motivation

* Management control* Facilities

* Stores and materials

* Preventive maintenance andequipment history

* Information system

202

Maintenance Concepts

Maintainability


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Maintainability

*Probability of maintaining an equipment in a specified timeduration.

*It is known as Mean Time To Repair (MTTR)

*Ratio between total down time and number of repairs

*Component of down time- Failure identification

- Inform to maintenance

- Failure detection

- Resource arrange- Attending to failure

- Test and release

203



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Designing for Maintainability targets*Frequency of required repairs

*The duration of repair time

*The total maintenance interventiontime such as Preventive maintenance

*Assessability

*Compatibility

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Maintenance Prevention Designs*Built in diagnostics process

*Ease in disassembly and reassembly

*The total maintenance interventiontime such as Preventive maintenance

*Assessability

preventive maintenance - printing.pptx

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