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MAINTENANCE , advanced management
- 2. Excellence in Maintenance &Reliability Management: Plant Maintenance & Troubleshooting Techniques
- 4. Maintenance Planning Many institutionsdo not have fully developed and implemented planning and scheduling programs. Work still gets done, but at what cost? Without a properly developed and defined planning and scheduling activities, maintenance inherently operates in a more reactive mode. Without proper planning and scheduling, work quality, equipment/asset and maintenance productivity will not be at their maximum levels. This is due to excessive and non-value time added during the job or between jobs. Moreover, planners are not able to effectively plan for the number of technicians needed. Overall maintenance costs also increase due to the acquisition and storage of unnecessary spare parts, and up to 10% of the energy being consumed is wasted by poorly maintained equipment.
- 13. All actions necessaryfor Increasing availability of a system or keep system or equipment in working order. the combination of all technical and administrative actions, including supervision actions, intended to retain an item in, or restore it to, a state in which it can perform a required function. retaining an object, or restoring it to a serviceable condition. This include • servicing, • repair, • modification, • overhaul, • inspection • condition verification
- 14. • Why dowe need 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 the institution?
- 15. What is Failure? Itis the inability to produce work in appropriate manner . Examples: - Failure of Equipment/machine on production due to worn out of bearing, pump, pressure leaks, broken shaft, overheated machine etc. - Equipment failure in office – failure of power supply, air- conditioned system, computer network, photocopy machine Vehicle failure – brake, transmission, engine, cooling system.. Etc
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- 20. Maintenance Activities • maintenanceis a set of organised activities that are carried out in order to keep an item in its best operational condition with minimum cost acquired. • Activities of maintenance function could be either repair or replacement activities, which are necessary for an item to reach its acceptable productivity condition and these activities, should be carried out with a minimum possible cost.
- 21. Why do weneed Maintenance ? To maximize performance of production equipment efficiently and regularly. To Prevent breakdown or failures. To minimize production loss due to failures. To increase reliability of the operating systems.
- 22. Why do weneed Maintenance (Cont.)? To achieve product quality and customer satisfaction through adjusted and serviced equipment. To maximize useful life of equipment To keep equipment safe and prevent safety hazards. To minimize frequency and severity of interruptions. To maximize production capacity – through high utilization of facility
- 23. Purpose of Maintenance Thereare at least six key factors of maintenance to achieve its purpose of helping to get optimal operating performance • Avoid failure • Minimize Operating Costs. • Eliminate Defects. • Reduce Risks. • Increase Production • Provide Reliable Equipment .
- 25. GOOD MAINTENANCE Mustbe consistent with the goals of production (cost, quality, delivery, safety) Must be comprehensive and include specific responsibilities
- 26. Purpose of Maintenance •Maintenance is to provide reliable plant for least operating cost. We don’t just fix equipment… We improve it! • In order to achieve this; all people in engineering, management, operations and maintenance need great discipline, integration and cooperation.
- 27. Maintenance and Reliability •Maintenance is all activities involved in keeping a system’s equipment in working order. • Reliability is the documented evidence that a machine/system will function properly for a specified time.
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- 30. Maintenance and Reliability •Strategic Importance of maintenance and reliability is to maintain the capability of the system. Failure has effects on the institution’s: - Operation - Reputation - Profit - Customers - Employees - Value of investment in plant and equipment
- 31. Strategic Importance of Maintenanceand Reliability The objective of maintenance and reliability is to maintain the capability of the system
- 32. Types of Maintenance MAINTENANCE UNPLANNED MAINTENANCE (REACTIVE) BREAKDOWN EMERGENCY PLANNED MAINTENANCE (PROACTIVE) CORRECTIVE MAINTENANCE REMEDIAL DEFERRED PREDECTIVE MAINTENANCE CONDITION- BASED STATISTICAL - BASED PREVENTIVE MAINTENANCE ROUTINE RUNNING DESIGN - OUT ENGINEERING SERVICES WINDOW IMPROVEMENT MAINTENANCE SHUTDOWN CORRECTIVE SHUTDOWN PREVENTIVE SHUTDOWN IMPROVEMENT Shutdown Maintenance OPPORTU- NITY
- 34. Types of Maintenance •Run to Failure Maintenance (RTF) • Preventive Maintenance (PM) • Corrective Maintenance (CM) • Improvement Maintenance (IM) • Predictive Maintenance (PDM)
- 35. Objectives When you completethis part you should be able to: 4. Distinguish between preventive and breakdown maintenance 5. Describe how to improve maintenance 6. Compare preventive and breakdown maintenance costs 7. Define autonomous maintenance
- 36. Autonomous Maintenance • Employees responsibilityfor – Monitoring; Control and Observation – Checking – Adjusting – Cleaning – Notifying • Predict failures, prevent breakdowns, prolong equipment life.
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- 41. Problems With Breakdown Maintenance “Run it till it breaks” It could be fit for low criticality equipment or redundant systems Could be disastrous for critical missions or equipment (like aircraft)
- 43. Problems With Preventive Maintenance “Fix it whether or not it is broken” Scheduled replacement or adjustment of parts/equipment with a well-established service life Typical example – plant relapsing Sometimes misapplied Replacing old but still good (bearings) Over-tightening (electrical lugs in switchgear)
- 44. Maintenance Strategy Maintenance Strategy AdvantagesDisadvantages Resources/ Technology Required Application Example Breakdown No prior work required Disruption of production, injury or death May need labor/parts at odd hours Office copiers Preventive Work can be scheduled Labor cost, may replace healthy components Need to obtain labor/parts for repairs Plant relamping, Machine lubrication Predictive Impending failures can be detected & work scheduled Labor costs, costs for detection equipment and services Vibration, IR analysis equipment or purchased services Vibration and oil analysis of a large gearbox
- 45. Maintenance Strategy Predictivemaintenance – Using advanced technology to monitor equipment and predict failures Using technology to detect and predict imminent equipment failure Visual inspection and/or scheduled measurements of vibration, temperature, oil and water quality Equipment that is trending towards failure should be scheduled for repair.
- 46. Predictive Maintenance Tools Vibration analysis Infrared Thermography Oil and Water Analysis Other Tools: Ultrasonic testing Liquid Penetrant Dye testing Shock Pulse Measurement (SPM)
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- 48. Predictive Maintenance Vibration Analysis Using sensitive transducers and instruments to detect and analyze vibration Typically used on expensive, mission-critical equipment–large turbines, motors, engines or gearboxes Sophisticated frequency analysis can pinpoint the exact moving part that is worn or defective Ability of utilizing a monitoring service.
- 50. Total Productive Maintenance (TPM) Developing preventive maintenance plans that utilize the best practices of operators, maintenance technicians, and depot service. Training for autonomous maintenance so operators maintain their own machines and contribute with maintenance personnel.
- 51. Total Productive Maintenance (TPM) Designing Tools/equipment/machines that are reliable, easy to operate, easy to handle and easy to maintain. Emphasizing total cost of ownership when purchasing machines, so that service and maintenance are included in the cost
- 53. Five Japanese Words:seiri, seiton, seiso, seiketsu, and shitsuke
- 54. Sort • Remove unnecessaryitems and dispose of them properly. • Make work easier by eliminating obstacles. • Reduce chances of being disturbed with unnecessary items. • Prevent accumulation of unnecessary items. • Evaluate necessary items with regard to cost or other factors. • Remove all parts or tools that are not in use. • Segregate unwanted material from the workplace. • Need fully skilled supervisor for checking on a regular basis. • Don't put unnecessary items at the workplace & define a red-tagged area to keep those unnecessary items. • Waste removal.
- 55. Set In Order •Arrange all necessary items so that they can be easily selected for use. • Prevent loss and waste of time by arranging work station in such a way that all tooling / equipment is in close proximity. • Make it easy to find and pick up necessary items. • Ensure first-in-first-out FIFO basis. • Make workflow smooth and easy. • All of the above work should be done on a regular basis. • Maintain safety.
- 56. Shine • Clean yourworkplace completely. • Use cleaning as inspection. • Prevent machinery and equipment deterioration. • Keep workplace safe and easy to work. • Keep workplace clean and pleasing to work in. • When in place, anyone not familiar to the environment must be able to detect any problems within 50 feet in 5 secs.
- 57. Standardize • Standardize thebest practices in the work area. • Maintain high standards in workplace organization at all times. • Maintain orderliness. Maintain everything in order and according to its standard. • Everything in its right place. • Every process has a standard.
- 58. Sustain • Not harmfulto anyone. • Also translates as "do without being told". • Perform regular audits. • Training and discipline. • Training is goal-oriented process. Its resulting feedback is necessary monthly. • Self discipline
- 59. Tools drawer ata 5S working place
- 60. Increasing Repair Capabilities 1.Well-trained personnel 2. Adequate resources 3. Proper application of the maintenance strategies 4. Improvement of equipment/system reliability
- 61. Techniques for Enhancing Maintenance Expert systems Computers help users identify problems and select course of action Automated sensors Warn when production machinery is about to fail or is becoming damaged The goals are to avoid failures and perform preventive maintenance before machines are damaged
- 62. Techniques for Enhancing Maintenance Simulation Computer analysis of complex situations Model maintenance programs before they are implemented Physical models can also be used
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- 64. Maintenance Management Employee Involvement -coordination with maintenance staff - Skills training - Subjected to the system of incentives Maintenance and Reliability Procedures Clean and lubricate Monitor and adjust Do minor repairs Keep computerized records Results Inventory reduced quality improved Capacity increased Reputation enhanced Production increased
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- 67. Challenges of Maintenance Lack of management attention to maintenance. (Budget, governance) Lack of accounting (analyzing and reporting costs) Difficulties in applying quantitative analysis Difficulties in obtaining time and cost estimates for maintenance works. Difficulties in measuring performance.
- 68. OPERATION & MAINTENANCEchallenges lack of attention to the important aspect of Operation & Maintenance (O&M) of water supply often leads to deterioration of the useful life of the systems Poor Operation & Maintenance have been identified as follows: 1. Lack of finance, inadequate data on O & M 2. Inappropriate system design; and inadequate workmanship 3. Multiplicity of agencies, overlapping responsibilities 4. lack of training of personnel 5. Lesser attraction of maintenance jobs in career planning 6. Lack of performance evaluation and regular monitoring 7. Inadequate emphasis on preventive maintenance 8. Lack of operation manuals 9. Lack of appreciation of the importance of facilities by the community
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- 71. Planning & Scheduling •Planning is the process by which the elements required to perform a task are determined in advance of the job start. • Scheduling is the process by which jobs are matched with resources and sequenced to be executed at a certain points in time.
- 73. MAINTENANCE PLANNING AND SCHEDULING Effectiveplanning 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 adopting the best methods and procedures and assigning the most qualified workers for the job.
- 74. Classification of MaintenanceWork According to Planning and Scheduling Purposes • Routine maintenance: maintenance operations of a periodic schedule. It is planned and scheduled in advance. They are covered by blanket orders. • Emergency or breakdown maintenance: interrupt maintenance schedules in order to be performed. They are planned and scheduled as they happened.
- 75. Maintenance Planning &Scheduling • Planning comprises all functions related to the preparation of: 1. Work order 2. Bill of material 3. Parts, materials, tools and equipment needed. 4. Necessary drawings 5. Labor needed. 6. estimated time. 7. Methods and procedures to accomplish the job. • Good planning is a prerequisite for scheduling.
- 76. Maintenance Planning &Scheduling • Consider and review safety procedures. • Set priorities of work. • Consider costs. • Consider Disruption in the work. • Review the backlog and develop plans for controlling it.
- 78. Maintenance Planning &Scheduling • Scheduling considers the specific time and phasing of planned jobs together with the orders to perform the work, monitoring the work, controlling it, and reporting on job progress. • Successful planning needs a feedback from scheduling.
- 79. Maintenance Planning &Scheduling • Minimizing the idle time of maintenance staff. • Maximizing the efficient use of work time (wrench on time), material, and equipment. • Maintaining the operating equipment at a responsive level to the need of production in terms of delivery schedule and quality.
- 80. Maintenance Planning &Scheduling Reliable schedule must take into consideration • Job priority and critical repairs needed. • Availability of materials needed for the work. • Production process schedule. • Forecasting and what is likely to happen. • Flexibility in the schedule.
- 81. Maintenance Planning &Scheduling 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 and effective monitoring.
- 82. Maintenance Planning &Scheduling • Without planning and scheduling, the wrench-on time for a company is on average only 35%. That means that for every technician working an 8-hour day, only 2.8 hours of actual work on assets is done. Of the remaining 65% of the time, the breakdown is as follows:
- 83. Maintenance Planning &Scheduling . 5% goes towards receiving instructions • 12% goes towards obtaining tools and materials • 15% goes towards travel time to and from the job • 8% goes towards coordination delays • 5% goes towards idleness at the job site • 5% goes towards late starts and early quits • 10% goes towards authorized breaks • 5% goes towards excess personal time
- 84. Maintenance Planning &Scheduling • A proper maintenance planning and scheduling helps the institution to increase the wrench-on time from 35% to 65%. At this level of efficiency, a technician working 8-hour day will complete (5.2) hours of actual work. With 65% of the staff’s time being used efficiently, only 35% of their time is wasted. • Why should we invest time and effort in establishing a proper planning and scheduling function?” • because it will allow the facility to move away from a reactive state of maintenance and improve overall work force efficiency. From a financial perspective, what would it mean to your organization if you could:
- 85. Maintenance Planning &Scheduling • • Increase a technician’s wrench-on time from 2.8 hours to 5.2 hours? • • Eliminate (10%) of the spare parts associated with • maintenance? • • Reduce backlog work orders with your current staff? • • Repair an asset more efficiently, getting the plant back on line in less time? • • Have time to analyze failures and implement activities to prevent them, moving towards a reliability state of maintenance?
- 86. Maintenance Planning &Scheduling Work Planning is the process in which: • Maintenance work is documented. • Resources are assigned. • Work and safety procedures are identified. • Labor and materials are identified. • All are interfaced with the scheduling element.
- 88. Purpose of Planning •Avoid the delays during work execution is the primary goal of planning and scheduling • Advanced planning has the most profound effect on timely and effective accomplishment of maintenance work • For every hour of effective planning, the typical return is three hours in maintenance labor time saved or an equivalent savings in materials and production downtime
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- 90. Maintenance Planning &Scheduling • Work Scheduling: is the process in which all resources required for execution of work are identified with specified time frame. • Executing this component requires full • aware about equipment/asset availability as well as technicians, materials, and tool availability.
- 92. Scheduler’s Role Scheduling is“When to do the Job” The purpose of scheduling is to ensure that resources are available at a specific time when the equipment is available
- 94. Elements of Scheduling Requirementsfor 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 parts needed, and priorities). • Time. • Information about craft/staff availability for each shift. • Stocks of spare parts and information on restocking.
- 95. Elements of Scheduling •Information on the availability of special equipment and tools necessary for maintenance work. • Access to the plant production schedule and knowledge about when the facilities will be available for service without interrupting production schedule. • Well-defined priorities for maintenance work. • Information about jobs already scheduled that are behind the schedule (backlog).
- 96. Maintenance Job Priority •Priorities are established to ensure that the most critical work is scheduled first. • It is developed under coordination with operations staff. • It should be dynamic. • It must be updated periodically to reflect changes in operation and maintenance strategies. • It typically includes three to ten levels of priority.
- 97. Scheduling Techniques The objectiveof the scheduling techniques is to construct a time chart showing: • The start and finish for each job. • The interdependencies of jobs. • The critical jobs that require special attention and effective monitoring.
- 98. Maintenance Planning &Scheduling • Coordinationis the logistical efforts of assembling necessary • resources so the job is ready to be scheduled. Requires coordination of both scheduling and planning activities. • Maintenance Excellence: • Having an effective maintenance strategy that eliminates nonvalue • added activities, maximizes condition based maintenance, • and focuses resources on the most critical assets is of vital importance. • Doing the right jobs, with the right parts, at the right time • is what maintenance excellence is all about
- 99. MAINTENANCE PLANNING PRINCIPLES 1. SeparateDepartment: • Planners are organized into a separate department from the craft maintenance crews to facilitate specialization in planning and scheduling techniques as well as focusing on future work. • Planners are not members of the craft crew for which they plan. • Planners report to a different supervisor than the craft crews–a key best practices indicator. This avoids reassigning a planner to a toolbox. • Planners plan work and the crews execute the planned work.
- 100. MAINTENANCE PLANNING PRINCIPLES 2. Focuson Future Work: Feedback on jobs completed is the path to increase productivity. • After the completion of every job, feedback is given to the planner who will use it to improve future work which make job estimates and costs more accurate. • The 50% Rule–if a piece of equipment needs work, there is a 50% chance it will need the similar, if not the same, work within 1 year. • The 80% Rule–there is any 80% chance the equipment will be worked on again within a 5 year period.
- 101. MAINTENANCE PLANNING PRINCIPLES 3. documentation: •Planners maintain a simple, secure file system based on equipment/asset. • Information allows the planners to utilize equipment data and information learned on previous work to prepare and improve work plans—especially on repetitive tasks. • Historical information consists of both work order history and equipment databases. • Cost history assists in making repair or replace decisions.
- 102. MAINTENANCE PLANNING PRINCIPLES 4. EstimateJob Based on Planner Expertise • Planners use personal experience and documents to develop work plans which avoid anticipated work delays; quality or safety problems. • Planners are senior level technicians who are trained in planning disciplines and techniques of industrial engineering, statistical analysis, etc.
- 104. MAINTENANCE PLANNING PRINCIPLES 5. Recognizethe Skills of the Craft • The planner controls the workforce or empower skilled, knowledgeable people. • The planner determines the scope of the work request which include the technical specifications and engineering requirements • The planner determines the strategy of the work (repair • or replace) • Planners should attach helpful procedures from their experience, such as files or reference documents, instructions for the technician’s use. • Craft technicians can use their expertise to determine how to make a specific repair or replacement.
- 105. MAINTENANCE PLANNING PRINCIPLES 6. EvaluatePerformance with Work Sampling: • Measuring how much time technicians actually spend on the • job versus other activities such as obtaining parts, waiting • for instructions, etc. • • Wrench time—the proportion of hands-on time a technician • spends working per hour–Best Practice: 60%. • • Gives everyone a measure of how much planning helps “put • everyone on their tools in front of a job” instead of doing • something else. • • Work that is planned before assignment reduces unnecessary • delays during jobs and work that is scheduled reduces • delays between jobs. • • Management question: Is time spent obtaining parts or tools • part of the job or is it a delay to be avoided?
- 106. MAINTENANCE SCHEDULING PRINCIPLES 1. Planfor the Lowest Required Skill Level: 2. Schedule for the Job Priorities: 3. Schedule from Forecast of Highest Skills Available: 4. Schedule for Every Work Hour Available: 5. The Crew Leader should handle current day’s work 6. Measure Performance with schedule compliance
- 108. Planner Attributes The plannershould be:- • Experienced tradesperson. • Self motivated, a visionary type person • Communicates well at all levels of the organization • Good administrative and computer skills • A leader
- 112. Lines of Responsibilities Maintenance Manager Maintenance ControlMgr. Maintenance Superintendent P/S Area A P/S Area B P/S Area C P/S Central Shops Clerical Support Maintenance Organization Clerical Support
- 113. Distribution of aPlanner’s Day Monitoring & Control 5% Analysis 10% Research 5% Detailed plans 20% Package preparation 5% Procurement 20% Scheduling 15% Adjustment of schedules 5% Close out 5% Personel 10%
- 115. Records of Maintenance •The maintenance plan program contains what should be done, when, life time of pieces/equipment and when it was installed, etc. Budgets for operation and maintenance can be prepared on the basis of records of previous maintenance. The managers shall realize that most of the maintenance can be carried out without extra staff. Costs have to be provided in the budgets for spares, tools and plants, training of O & M staff and any specialized services for important equipment.
- 116. Records of Maintenance •The record system includes the following information: 1. Name of equipment and location of equipment 2. Number available or installed 3. Serial number 4. Type and class 5. Date of procurement/installation 6. Cost of procurement and installation 7. Name of manufacturer with address and telephone No. 8. Name of distributor/dealer if purchased through them with address and telephone number. 9. Name of servicing firm with address and telephone number. 10. Service manuals 11. Descriptive technical pamphlets 12. Major overhauls: date, nature, cost 13. Due for next overhaul. 14. Date, type and cost of repairs and replacement 15. Cost of spares and cost of labor.
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- 119. Evaluation of PlannedMaintenance. Syst.
- 122. Maintenance Costs •Cost toreplacement or repair •Losses of output •Delayed shipment •Scrap and rework
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- 127. Maintenance Costs Maintenance Commitment Cost PM Cost BreakdownCost Total Maintenance Cost
- 128. Maintenance Costs Maintenance Commitment Cost PM Cost TotalMaintenance Cost Breakdown Cost Optimal
- 130. Computerized Maintenance System Output Reports Inventoryand purchasing reports Equipment parts list Equipment history reports Cost analysis (Actual vs. standard) Work orders – Preventive maintenance – Scheduled downtime – Emergency maintenance Data entry – Work requests – Purchase requests – Time reporting – Contract work Data Files Personnel data with skills, wages, etc. Equipment file with parts list Maintenance and work order schedule Inventory of spare parts Repair history file
- 133. Elements of Machinesاالالت أجزاء
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