MAINTENANCE
SUDHIR CHOPADE
INDEX
Definition
Evolution
of maintenance techniques
Expectations
Causes of failure
Aims and objectives of maintenance
Types of maintenance
WHAT IS MAINTENANCE?
It is the process of ensuring that physical assets
continue to do what their users want them to do.
Maintenance can be considered as a
combination of actions carried out in order to
replace repair, service (modify) the components of
an industrial plant so that it will continue to
operate to a specified availability for a specified
time
In this lecture we will discuss
What
is maintenance?
Why do we need maintenance?
What are different types of maintenance?
Advantages and disadvantages of different type of
maintenance
Changing expectations from maintenance
What are the costs of doing maintenance?
What are the costs of not doing maintenance?
What are the benefits of maintenance?
How can maintenance increase profitability of
company?
Evolution of maintenance techniques
Growing expectations of maintenance
Machine failure mechanism/bath tub curve
Causes of Infant Mortality
Maintenance Objectives
Must
be consistent with the goals of
production (cost, quality, delivery, safety)
Must
be comprehensive
specific responsibilities
and
include
Aims and objectives of maintenance of power
plant
AIMS OF MAINTENANCE :- Achieve budgeted Generation
- Achieve Targeted Profit
- Improve Plant Availability Factor
- Reduces unexpected Break down
- Enhance life cycle & efficiency thro quality
OBJECTIVE OF MAINTENANCE :- To reduce outages time
- Best use of resource
- Maintenance work Quality
- Low cost of Generation
- Improve safety
Types of Maintenance
Maintenance may be classified into following
categories:
Corrective or Breakdown maintenance
Scheduled maintenance
Preventive maintenance
Predictive (Condition-based) maintenance
Proactive maintenance
Reliability centered maintenance
Corrective or Breakdown Maintenance
Corrective
or Breakdown maintenance implies
that repairs are made after the equipment is failed
and can not perform its normal function anymore.
Quite
justified in small factories where:
Down times are non-critical and repair costs
are less than other type of maintenance cost
Financial justification for scheduling are not
felt
Corrective / Breakdown/crisis
Maintenance
Run-to-failure
maintenance is sometimes called
"crisis maintenance" for good reason.
This has been the dominant form of maintenance
for a long time, and its costs are relatively high
because of unplanned downtime, damaged
machinery, and overtime expenditure.
Disadvantages of Corrective Maintenance
Breakdown
generally occurs inappropriate times
leading to poor and hurried maintenance
Excessive delay in production & reduces output
Faster plant deterioration
Increases chances of accidents and less safety for
both workers and machines
More spoil of materials
Direct loss of profit
Preventive Maintenance (PM)
Principle
Prevention is better than cure
Procedure - Stitch-in-time
locates weak spots of machinery and equipments
provides them periodic/scheduled inspections and
minor repairs to reduce the danger of unanticipated
breakdowns
Periodic Preventive Maintenance
From run-to-failure, we progress to periodic preventive
maintenance, which is sometimes called "historical"
maintenance.
This is where the histories of each machine type are
analyzed and periodic overhauls are scheduled to occur
before the statistically expected problems occur.
It has long been known that most groups of similar
machines will exhibit failure rates that are somewhat
predictable if averaged over a long time.
This gives rise to the so-called "Bathtub Curve" which
relates failure rate to operating time, as follows:
Scheduled Maintenance
Scheduled
maintenance is
procedure and incorporates
stitch-in-time
Inspection
Lubrication
Repair and overhaul of equipments
If
neglected can result in breakdown
Generally followed for:
Overhauling of machines
Changing of heavy equipment oils
Cleaning of water and other tanks etc.
Cleaning of machinery and auxilliary
Advantages of PM
Advantages:
Reduces break down and thereby down time
Less odd-time repair and reduces over time of crews
Greater safety of workers
Lower maintenance and repair costs
Less stand-by equipments and spare parts
Better product quality and fewer reworks and scraps
Increases plant life
Increases chances to get power generation incentive
bonus
Predictive (Condition-based)
Maintenance
In
predictive maintenance, machinery conditions
are periodically monitored and this enables the
maintenance crews to take timely actions,
such
as machine adjustment, repair or overhaul
It
makes use of human sense and other sensitive
instruments, such as
Audio gauge, vibration analyzer, amplitude meter,
pressure, temperature and resistance strain gauges etc.
Predictive Maintenance (Contd.)
Unusual
sounds coming out of a rotating equipment
predicts a trouble
An excessively hot electric cable predicts a trouble
Simple hand touch can point out many unusual equipment
conditions and thus predicts a trouble
Predictive Maintenance
Predictive maintenance allows management to control the
machinery and maintenance programs and vice versa.
In a plant using predictive maintenance, the overall
machinery condition at any time is known, and much more
accurate planning is possible.
Benefits of Predictive Maintenance
The major benefit of predictive maintenance of
mechanical equipment is increased readiness due to
greater reliability of the equipment. The trending over
time of developing faults in machines can be carefully
done so as to plan maintenance operations to coincide
with scheduled shutdowns.
Condition-Based Predictive Maintenance
Minimize corrective maintenance
Minimize costly preventative maintenance which often
replaces good equipment and is costly
Decisions based on actual condition of equipment
Need early fault detection and diagnostic capabilities to
minimize likelihood of forced outages and equipment
damage
Need highly accurate predictive capabilities based on actual
equipment condition and status of failure precursors for
reliable estimate of time to failure
Select the best time to perform maintenance
Benefits of predictive maintenance
Effective on-line early detection, diagnosis, and prognosis
would:
Provide system engineers and maintenance staff with necessary
information to make informed, cost-effective operations and maintenance
decisions based on the actual condition of the system/equipment
Provide more options to the operations staff to handle the fault and its
consequences
Allow earlier mitigation or corrective actions
Reduce the likelihood of unplanned plant trips or power reductions
Reduce challenges to safety systems
Reduce equipment damage
Reduce likelihood of repetitive failures
Support the Maintenance Rule
Facilitate the implementation of condition-based predictive maintenance
practices
On-line monitoring addresses the strategic needs for the
power industry
Need for sensors other than process measurement
Remaining life
Damage accumulation
Synergy between wireless technology and on-line
monitoring
Fleet-based diagnostics/prognostics capabilities
Still a lot to do in order to achieve the benefits possible
from equipment condition-based predictive maintenance
Requires research, development, and application
activities
Collaboration and information sharing needed
Predictive maintenance data collection
Vibration monitoring
Thermographs
Acoustic Technology-transformer partial discharge,
leak/ corona detection.
Lube oil monitoring-for wear/ oil cond.
DGA in transformer oil
Electrical Tests-Motor current/ IR value
Ultra sound- for sub surface defects
DPT(Die Penetration Test)-for surface defects
4-PRO-ACTIVE MAINTENANCE: PAM is process of learning from past
maintenance. Problems, work and identifying
activities to reduce/eliminate future maintenance
or improve reliability
PAM based on ROOT CAUSE ANALYSIS to
basic reason for corrective actions. It compliments
Predictive maintenance.
Proactive Maintenance Technologies
Dynamic
Balancing
Precision Shaft Alignment
Ultrasonic Testing / Air & Steam
Belt / Pulley Alignment
Acceptance Testing
Water / Air Flow balancing & Measuring
Metering
Pro-active Maintenance
Pro-active
maintenance, which uses a variety of
technologies to extend the operating lives of
machines and to virtually eliminate reactive
maintenance.
The
major part of a pro-active program is root cause
failure analysis, which is the determination of the
mechanisms and causes of machine faults.
The
fundamental causes of machine failures can
thus be corrected, and the failure mechanisms can
be gradually engineered out of each machinery
installation.
RELIABILITY CENTERED MAINTENANCE
It is the process which is used to determine what must be
done to ensure that any physical asset continues to do what
its users want it to do in its present operating context.
RCM is approach & not maintenance.
Activity that employs reactive, preventive, proactive
practices & strategies in integrated manner to increase
probability that m/c function in required manner over its
life with minimum maintenance at lowest cost.
7 KEY ATTRIBUTES OF RCM
1. Functions what are standards of performance.
2. Function failure- ways it can fail
3. Failure mode- causes of failures
4. Failure effects- what happens
5. Failure consequences- impact on process.
6. Proactive task- To be done
7. Default action- To be done if 6 fails.
RCM
to SRCM Simplified or stream lined RCM is to reduce cost
also known as
a. Maintenance Rationale
b. PM basis optimization
This process is used in REAP
(RISK EVALUATION & PRIORITIZATION ):-
Aims to optimize maintenance cost & risks for
given availability.
It is highly data driven. i.e What maintenance
jobs are required to be performed on priority in
the available funding so as to mitigate maximum
risk
Maintenance Requirement Analysis
The determination of maintenance requirement is a
significant component in the Logistics Support
Analysis (LSA) process
1. Failure Modes, Effects and Criticality Analysis
(FMECA)
2. Fault Tree Analysis (FTA)
3. Maintenance Cost Analysis
4. Maintainability Checks
5. Reliability Centered Maintenance (RCM)
6. Reliability and Maintainability Analysis (RMA)
7. Level of Repair Analysis (LORA)
Along
FAMIS
with many other features, it can be a
tool for equipment management and record
information source.
Examples of equipment information:
Manufacturer, Model#, Serial#
Sizes, flow rates, age, gpm, cfm, psi
Electrical data: HP, Voltage, FLA
Plant Maintenance Policy
Improve
plant and equipment availability /
reliability while ensuring equipment to operate
at optimum capability and efficiency
Ensure compliance to statutory, safety and
environmental regulations / requirements.
Ensure quality of maintenance
Plant set up to be supported by maintenance
management cell, contract department,
efficiency group and costing group
Plant Maintenance Policy
Maintenance
cost control and proper budgeting
in commensurate with generation plans/actual
work plans
Effective long term and annual outage planning
and execution
Improvement of skills and knowledge of
personnel
Modernize documentation and other
maintenance functions with the use of IT
Plant Maintenance Policy
Ownership
role to be played by Operation
department with maintenance as a service
function
Setting up of good maintenance practices
Setting up of maintenance performance
indicators
Develop external support functions for
maintenance
Recognize major deficient areas for
improvements like spare management
DEFNITION OF MAINTENANCE PLANNING
Maintenance
:- Maintenance is defined as
systematic care and attention to keep
equipments/machines in good working
condition for peak production.
Planning:- A way to work effectively &
efficiently in organized way to achieve best
quality with optimum time, cost, resources.
AIMS AND OBJECTIVES OF
MAINTENANCE PLANNING DEPARTMENT
MAINTENANCE AIM:- Achieve budgeted Generation
- Achieve Targeted Profit
- Improve Plant Availability Factor
- Reduces unexpected Break down
- Enhance life cycle & efficiency tro quality
Maintenance Organizational set-up and
duties
It is recommended to form separate Maintenance
Management planning Cell at individual power stations
with following responsibilities : -
Duties of Maintenance Planning department
1.
Preparation/Planning of work scope/work contracts
and manpower Planning of Annual/Capital
overhaul based on : Performance of equipment
History of past maintenance and failures
Duties of Maintenance Planning
Department
2.
3.
4.
Necessary modification/refurbishment to
improve efficiency/heat rate
Manufacturers recommendations
Preparation of PERT / BAR chart schedules
Planning and procurement of spares required
for the listed works and follow-up with
OEMs and vendors
Planning for special tools & tackles and
external transportation
Duties of Maintenance Planning
Department
Proper mobilization of contractors including
requisite skilled manpower and tools
6. Identification and organizing of storage spaces
for spares, tools etc. for contractors.
Arrangement of accommodation, canteen etc
7. Preparation of Quality Assurance and Quality
Control protocols
5.
Duties of Maintenance Planning
Department
Coordination with external agencies and
necessary formalities. Inter-departmental
coordination and review of progress.
Compilation of overhaul report. Report shall
include:
Jobs planned and completed
Major modification / renovation carried out
Cost of overhaul with the break-up department
and system/equipment-wise
8.
Duties of Maintenance Planning
Department
Performance
before and after overhaul
Deficiencies left and corrective actions
needed for future
Broad plan of next outage along with
preparation milestones expected
Duties of Maintenance Planning
Department
Condition monitoring of critical equipment
shall be assigned to this cell
10. A Sub Cell may be formed under this
maintenance management cell to carry out
Quality Assurance or Quality Audit function
11. Equipment history record
12. Long term planning 5/7 year rolling plan
9.
Duties of Maintenance Department
1.
2.
3.
4.
5.
6.
7.
Attend daily maintenance work
Trouble-shooting
Preventive and Predictive maintenance
Management of materials and spares for
regular work
Execution and supervision of work During
overhaul of plant / equipment
Quality control of work execution
Maintenance performance indicators
Duties of Maintenance Department
Insurance
9. Special maintenance or capital budgets
8.
Cost Factors for Maintenance of
Equipment
Down
time cost
Efficiency of machine
Life of machine
Reliability and its effect on business
Work contract groups and service providers
Service providers for running plant shall be
mainly developed for labour extensive works of
one time nature and not of repetitive nature.
Registration of vendor or service provider shall
be done in a scientific manner.
Competent vendor is key to low down time and
good quality work.
Longer duration partnerships can help in vendor
development
Work contract group and service provider
These service providers shall be
developed with good quality conscious
background
2. OEMs internal resources shall be used for
machinery requiring precision
3. Work contract should be finalized at least
three months before starting the planned
jobs
1.
Work contract group and service provider
4.
5.
The maintenance management group
should send proposals for the work scope
to the Work Contract Cell at least six
months before starting the job (major
outage)
Contract should be mobilized at least a
week before shutdown of the
units/equipment
Work contract group and service provider
6.
Index of problems encountered after the
outage may be related to indications of
Quality of Work
Proposed norms for the registration of
Service provider
i.
ii.
iii.
iv.
v.
vi.
Reputation and qualification of staff and
adequacy
Experience on similar jobs
Response time
Tools & tackles inventory
Financial capacity
Familiarization with computerized control
and follow up systems
Proposed norms for the registration of
Service provider
vii.
Preference should be given to OEM OEM
generally has fleet of machines and is
normally in a better position to advice
corrective actions, especially in case of crisis
Spares Parts Management &
Vendor Development
Spare parts management is vital from the point of
view of Down time cost and Inventory carrying
cost. Well thought of selection of equipment helps
in reducing inventories in addition to the normal
criteria of cost, efficiency, duty, material, track
record, etc
Equipment selection shall also give
attention to:
Vendors quality
reputation
Vendors response and lead times
Vendors engineering backup
Duplication of existing equipment for other
plants and processes
Vendor location
Overhaul strategy recommended
Equipment selection shall also give
attention to:
Standardization
Readiness
to provide manufacturing drawings
and good specific manuals
Inventory shall not exceed around 2.5% of
appreciated capital cost
Spares for overhaul shall be managed by
Maintenance Management Cell, while for
normal O&M, these shall be managed by
Maintenance Department
Equipment selection shall also give
attention to:
Computerized
system is a necessity for
managing spares
Preparation of specifications is the single top
priority, which needs attention by each and
every power plant
Philosophy of buying few parts to meet
project requirements and build up inventories
that will just cover next outage needs review
Spares program shall take care of:
Design
deficiencies
Criticality and related down time
Obsolescence of equipment
Capital cost
Cost of spares
Lead time
Quality
Sufficient essential spares as part of project
Spares program shall take care of:
Development
of quality local vendors for
imported or costly spares
Metallurgical Improvements
Off shelve readily available items
Standardization of vendors and certification of
their quality from central agency like ISI mark
can be an alternative to ensure price competition
to OEM and delivery
Budget & Costing
Details of the cost and budget involved for planned maintenance are
generally not available with the power stations.
The reasons being non-existence of the Costing Cell as support cell.
It is, therefore, recommended that this Cell may be established for
all the power stations.
This Cell shall also maintain records and documents in respect of
actual expenditure made by the power plant for planned
maintenance.
The Group should adopt latest IT tools (Information Technology)
available and should have networking with the spare parts
management group and finance group for acquiring information
about the budget and costing
Functions for Budget & Costing
cell
Costing
cell shall be calculated per unit of
generation
Budget for Planned Overhaul and Regular
maintenance to be identified
Capital budget to be prepared
Work Culture Development
Technical
courses and workshops should be
provided for every maintenance personal
Manual should be provided for each
maintenance personal
Establish a core group of highly skilled staff
Install a culture that encourages, promotes
rewards for innovations
Work Culture Development
Install
culture to have operation and
maintenance staff work together
Training programs shall ensure that staff
remains qualified and competent
Documentation & Reporting
Online Computerized Data Management System
should be adopted for activities like:
a. Defect reports
b. Feedback
c. History Record
d. Spares part management
e. Performance monitoring
f. Preventive maintenance
Documentation & Reporting
Maintenance cost
h. Maintenance index
i. Maintenance back log
j. Work orders
g.
Quality Assurance
Quality management starts from design, award
of contract, manufacturing, transportation,
receipt, storage and preservation of the same.
All stations should have their own QA Group
with trained manpower and modern laboratory.
Maintenance policies for
Boiler and Turbine divisions
1.
2.
3.
4.
5.
Fixed time maintenance (individual or
group replacement)
Condition based maintenance (Continuous
or periodic)
Operate-to-Failure (Corrective
maintenance by repair to replacement
Opportunity Maintenance
Design-out Maintenance
General Recommendation
Maintenance
Management Cell should forward
indents for planned outage jobs to the Material
Management Department at least 24 months in
advance
Availability of the spares should be ensured at
site at least one month before starting the
planned jobs
Outage planning shall start 12-18 months in
advance except for spares, which have to be
taken care of 24 months in advance
General Recommendation
Pre
outage survey shall be carried out 3 months
in advance and repeated 15 days in advance
16 hrs. could be planned on critical works.
Works like scaffolding, condenser, etc. could be
planned round the clock
Mobilization by contractors shall be carried out
at least one week in advance
Final report with recommendations for next
outage must be prepared with in two months of
completion of outage
General Recommendation
Work
contract should be finalized at least three months
before starting the planned jobs
The Planning Group should send proposals to the
Work Contract Cell at least 6 months before starting
the job.Changeover to Availability Based Monitoring
The duration of planned outages as recommended
above are from the time unit is taken out of the grid to
the time the unit is synchronised back to the grid. As
such the time period to be tied up with the service
providers/contract services for Capital Maintenance,
Boiler Overhaul will be correspondingly less (from
barring gear to barring Gear).
Problems in Maintenance
Lack
of management attention to maintenance
Little participation by accounting in analyzing
and reporting costs
Difficulties in applying quantitative analysis
Difficulties in obtaining time and cost
estimates for maintenance works
Difficulties in measuring performance
Problems Exist Due To:
Failure
to develop written objectives and
policy
Inadequate budgetary control
Inadequate control procedures for work
order, service requests etc.
Infrequent use of standards
To control maintenance work
Absence of cost reports to aid maintenance
planning and control system
For any type of maintenance/ overhaul,
following major points should be consider:
NDT test with trained manpower
Boiler tube thickness (QA Personnel should be
involved for cross check)
Quality man should witness all critical checks
(turbine/boiler/rotary tests) and check sheet
should be filled and protocol should be signed
For any type of maintenance/ overhaul,
following major points should be consider:
Station QA Group should be equipped with
trained manpower and well-equipped
laboratory. Training should be given regularly
to keep them update
Station has to be vigilant regarding modern
technique development for fault detection
Engineering declaration before unit goes out of
bar for maintenance/ overhaul
For any type of maintenance/ overhaul,
following major points should be consider:
Special tools/ tackles list
Availability of spares before overhaul
Mobilization of Contract before overhaul
Availability of lifting tools, welding points and
lifts, testing should be done prior to overhaul
Pre-outage survey of the unit
Scope of work of each section
boiler/turbine/Elect. /C&I/off site
For any type of maintenance/ overhaul,
following major points should be consider:
Formation of outage committee before
overhaul
Budget plan with five year rolling plan
Carrying out of efficiency test of Boiler and
Turbine before and after overhaul Planned
outage period should not increase the
scheduled period.
Early and meticulous planning
For any type of maintenance/ overhaul,
following major points should be consider:
Frequent review of resources and contracts for
overhaul
Re-commissioning of overhauls with approved
checklist.
Meticulous monitoring of critical activities
Maintenance performance
indicator
Forced
down time as a percentage of Planned
down time
Recurrent jobs to percentage of total jobs
Maintenance index; mean time for attending to
a defect
Maintenance cost Expenditure per kW hr
Productivity Man days /man hours per
kWh
Maintenance performance
indicator
Technical
Index number of unsolved
problems to number of solved problems
Cost of outage
Cost of spares consumed and inventory level
Maintenance backlog ratio of jobs attended
every week to jobs unattended
Availability as a percentage critical
equipment and plant
Maintenance performance
indicator
Innovation
index money saved on account of
innovations/modification/import substitution
to money spent
Safety man-days lost on account of accidents
Average time of capital overhaul over three
outages
Savings due to restoration/improvement in
efficiency- absolute and compared to previous
year
Maintenance performance
indicator
Heat
rate, Aux. Consumption and DM water
consumption
Safety
Every power utility shall have safety
manual of its own. Personnel shall be tested
for its knowledge at the time of joining the
organization
b. Noise pollution from the machinery shall be
surveyed and appropriate precautions like
use of earplugs in those areas shall be
enforced. Noise can be also reduced through
isolation of area
a.
Safety
Use of personal safety appliances like
helmets, grinding goggles, safety shoes,
breathing filters, and gloves shall be
enforced
d. Use of electrical tools shall be as per safety
procedures. Safety tools shall be yearly
checked also
e. Defective tools shall either be repaired or
replaced
c.
Safety
All exposed rotating components of
machinery shall be isolated through proper
guards
g. Proper O&M procedures also help in safety
h. Lifting tackles, pressure vessels shall be
tested as per statutory requirement
i. First Aid training shall be given to all
employees
f.
Safety
Hazardous areas shall have protection
implements periodically checked for proper
functioning
k. Safety culture shall be developed through
putting posters at prominent and relevant
locations, conducting safety completions,
facilitating safety committees
l. Any accident shall be thoroughly
investigated and corrective actions taken
j.
Safety
Maintaining cleanliness of plant. All
working groups be it maintenance, be it
lubrication group, be it operation group, etc.
should clean the area of debris generated
by the group
n. Operation group shall own the responsibility
for keeping the area and machinery clean
m.
