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2/9/2009

Maintenance Planning Strategies

1950 : Preventive Maintenance

Maintenance Improvement

1960 : Corrective Maintenance

Reliability Engineer
Maintenability Engineering

1970 : Total Productive Maintenance

System Engineer

Title goes here

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2/9/2009

Integrated
Planned
M aintenance
World Class
Maintenance
Failure Evaluation
Continuous Improvement
Reliability Engineering
Shop Stores
Inventory

Maintenance
Organization/
Structure
MaintenanceTM
Excellence

Personnel
Skill/Training
Work Control

Maintenance
Planning
Scheduling

Equipment
Database
CMMS
Management
Support & Measures
of Effectiveness
Maintenance
Tasks/Procedures

( Maintenance
Management
MM
( Maintenance
Management
) )
Strategy

Worldclass

Title goes here

Module 1

: Development of Maintenance

Module 2

: Maintenance Planning

Module 3

: CMMS

Module 10

: Inventory Management

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2/9/2009

FA

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2/9/2009

What is Maintenance Excellent ?

What is Maintenance Excellent ?

Maintenance Excellence is the result of
caring more than others think is wise ,
Risking more than others think is safe ,
Dreaming more than others think is
possible

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How bad is my maintenance program ?

10% - 40 %
70 %

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2/9/2009

T a rg e t

TPM

Cost

Q u a lit y
E q u ip m e n t

MMS

4 Ms

R C M/ Uptime

Teamwork

World Class Maintenance

Quantum Leaps
Process
Reengineering

RCM

Data
Measures
Management

Strategy

TPM

Tactics

Continuous
Improvement
Plan
and
Schedule

Control

Management
Leadership

Title goes here

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2/9/2009

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2/9/2009

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2/9/2009

#1

Maintenance
2

5
4
7

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Maintenance Organization

-
1

-
1

-
2

-
2

-
-

# 2

Title goes here

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2/9/2009

( Effectiveness Maintenance Organization Management )

Worldclass
Stage 5
Operational Excellence
Asset
Management
RCM

Reliability
Focus

QCC
Craft
Fixibility

5S

TQM

Title goes here

Equipment
Simplification
Standardization

Failure Mode
Analysis

PdM
CMMS Integration

Enhancement

Craft Skills

Preventive

Work Management

Maintenance

Processes

Prioritization

Engineered Reliability

Maintenance
AsExternal
Operations
TPM
Integratiom Benchmarking

Predictive
Maintenance

Work Initialion/

Stage 4

Concurrent
RAM
Engineering
Analysis
Life Cycle
Analysis

Planning
& Scheduling

Stage 3
Organizational Excellence

Proactive
Maintenance

Stage 2
Proactive Maintenance

Equipment History

Work Execution/
Review

CMMS

Materials
Management

Stage 1
Daily
Maintenance

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2/9/2009

Maintenance Excellence must have

Definition

Discipline

Uptime
Uptime

A sset
E n v iro n m e n t

B u s in e s s
S tra te g y

G lo b a l O b je c tiv e s fo r
P la n t E n g in e e rin g a n d M a in te n a n c e

C u rre n t
S ta tu s

P e rfo rm a n c e
G ap

V is io n

P e rfo rm a n c e
D riv e rs
M is s io n
M a n d a te
G u id in g
P rin c ip le s
C
Coonncceeppts
ts
O
Org
r gaanniz
izaatio
tionn
A
ra nnggeem
Arrra
m eennts
ts

Title goes here

Ta c tic s
EEdduuccaatio
tionn,,
Tr
a in
Tra
inin
ingg

M
Meeth
thooddss,,
To
Toools
ls
SSys
yste
tem
m ss,,
PPro
rocceedduure
ress

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2/9/2009

Uptime

M aintenance
P rocess
P eengineering

P rocess

S tratrgy

Leadership

P lanning and
S cheduling

M ateriais
100
M anagem ent

80

H um an R esources

60

40

20

20

40

60

100

E m ployee

M aintenance
Tactics

Inform ation
Technology

System s

80

P erform ance
M easures

R elliability
A nalysis

M ethods

Q
( Breakdown Maintenance : BM )
Q
( Preventive Maintenance : PM )
Q
( Maintenance Preventive : MP )

Title goes here

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Q
( Total Productive Maintenance : TPM )
Q
( System Maintenance : SM )

# 3

Title goes here

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:
M a c h in e / Q T Y
S u b m e r s ib le P u m p
C o ld w a te r P u m p
C h ille r P u m p

ww 40
29
16
11

ww 41
29
16
11

M a c h in e / D a te
S u b m e r s ib le P u m p
C o ld w a te r P u m p
C h ille r P u m p

ww 40
2 .6 6
2 .6 6
2 .6 6

M a c h in e / D o w n c o u n t
S u b m e r s ib le P u m p
C o ld w a te r P u m p
C h ille r P u m p

ww 40
1
2
3

ww 41
1
1
15

ww 42
1
1
16

M a c h in e / D o w n tim e
S u b m e r s ib le P u m p
C o ld w a te r P u m p
C h ille r P u m p

ww 40
3
8
88

ww 41
3
5
114

ww 42
4
4
119

ww 41
6 .5
6 .5
6 .5

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29
16
11
ww 42
6
6
6

MTTR =

MTBF =

Working time ( Downtime / 60 )

Machine Efficiency =

MTBF
MTBF + ( MTTR / 60 )

24

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( Overall Equipment Effectiveness )

Q

X
X
X

( Overall Equipment Effectiveness )

0EE = A x P x Q

A =
( Availability performance )
P =
( Production Speed Performance )
Q =
( Quality Performance )

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2/9/2009

: ( loading time
) 1 460
20 20
20
60 400 ( 460-60 = 400 )
2
1.25
400 8

( Loading time )

= - x 100

= x x 100

= - x 100

: = 0.5 / ; = 0.8 /

Title goes here

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: 100 HP 3 380 v. 50 Hz
50 ( 1999 )
P.M.

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2/9/2009

Circle of Improvement
W HY

RESULTS

W HAT
RCM , TPM , RCFA,
Prognosis

M aint. Costs % RAV,

PM +PdM / total,
% O vertim e, M TBF

HOW
W ork Planning/Scheduling,
Task Instructions, Tools,
Safety Precautions, Parts Requirem ents

Title goes here

W HEN
PM
Predictive /Condition
X Schedule X Vibration
X Lube O il
Failure
X Therm ography
April 1998
X Etc.

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2/9/2009

)
Q
Q
Q
Q

)
Q
Q
Q
Q
Q
Q

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2/9/2009

)
Q

( Preventive Maintenance )
Q

( Condition Based Maintenance )

Q

( Total Maintenance Management )

Q

TPM / ISO / QCC

)

Q

Zero Defect

Title goes here

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2/9/2009

10
Q
Q
Q
Q
Q

10
Q
Q
Q
Q
Q

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2/9/2009

Q
Q
Q

( 8 Modules )

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2/9/2009

( 8 Modules )
Q
Q
Q
Q

Bolt & Nut

Hydraulic
Pnuematic

Q
Q
Q
Q

Title goes here

( Normal operation )

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2/9/2009

Q
Q
- Advance PLC
- Debug ( Card repairing )
- Programmer
Q

16
( 16 )

Loss 5

( )
Operating manhours
MH

9.Management loss
10.Operating motion loss

Loading manhoure
Production
manhours
loss

11.Line Organization loss

12.Logistic loss
13.Measurement and
Adjustment loss

Startup loss
Overload loss
Temp./Heat loss

Net operation manhours

Line
organiaztion Effective manhours Net operation
time
manhours
loss
Defect in Valued Valued
manhours manhours operating
time
loss

manhours
( )

15.Energy loss

( )
Working hours(365x24)

Loading time

Down
Operation time time
loss

Effective energy

( )
( , )

16.Die, Tool&Jig loos
Die, Jig, Tool

Title goes here

8.Shutdown loss
1.Breakdown loss
2.Setup&Adjustment loss
3.Part change loss
4.Start-up loss
Down time loss
5.minor stoppage and idling
6.Speed loss
7.Defect and rework loss

Defects loss
Start-up
Cutting loss
Loss in weigh
Loss in overage
(Increased commission)

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:
1.
2.
3.
4.

3


PM
operator

Title goes here

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2/9/2009

Zero
Failure
2

4 M
Man
Machine
Method
Material

Title goes here

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2/9/2009

-
-

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MTTR / MTBF

Title goes here

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Q
Q

Case study
Name

Title goes here

1 2
A A
B B
C C
D D

Machine
3 4 5
A B B
B B C
D D D
D D D

Target
100,000 baht
reduce 80,000 Baht

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2/9/2009

C M M S

Pr
od
uc
tio

Fi

ng
ni

na

an

nc

Pl

ia

ls

n
an

W ork order Equipment

Management Identification

d
C
on
t ro
l

Preventive
Maintenance

Planning and
Scheduling
Maintenance
Database

Equipment
History
D
A

um
an

Costs
and Budgets

/C

Labor
ou

in
g

es

AE

Inventory
Control

em

En

st
Sy

gi
ne

er

rc

Condition Measurements

Maintenance Management

Decision Support

Data

Information

MIMOSA
Equipment Management
Information Model

Control System - DCS

thanks to: Ken Bever, John Hawkins, Alan Johnston, Art Jones, Peter Morgan

Title goes here

November, 1997

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2/9/2009

Xfluid (lube oil) condition

Xvibration (on and off-line)

Decision Support

Xoperating measurements

(on-line and operating logs)

Xmotor characteristics
Xthermography
Xanodic/cathodic voltage
Xultrasonic (leak detection)

Data

Xcorrosion thickness

Information

MIMOSA
Equipment Management
Information Model

Control System - DCS

November, 1997

thanks to: Ken Bever, John Hawkins, Alan Johnston, Art Jones, Peter Morgan

Maintenance Management

Condition Measurements

Data

Data:
Data:
XXIDs:
IDs:Plant
Plant/ /Location
Location/ /Equipment
Equipment
XXEvents
Events
XXNumerical
Numericalvalues
values(measurements)
(measurements)
XXMeasurement
Measurementtrends
trends
XXArray
/
Image:
Array / Image:
Vectors
Vectors
Time
TimeWaveforms
Waveforms
Orbits
Orbits
Spectra
Spectra(frequency,
(frequency,order,
order,CPB)
CPB)
Lube
Lubeoiloilparticle
particle
Temperature
Temperatureimages
images

Information

MIMOSA
Equipment Management
Information Model

Control System - DCS

thanks to: Ken Bever, John Hawkins, Alan Johnston, Art Jones, Peter Morgan

Title goes here

November, 1997

Your name

2/9/2009

Maintenance Management

Condition Measurements

Xasset management (inc. spare parts)

Decision
Support
Xworkforce management
Xscheduled maintenance

(inc. PM)

Xwork management
XMRO inventory management
Xtool and rental equipment
Data

Xcost accounting

Information

MIMOSA
Equipment Management
Information Model

Control System - DCS

thanks to: Ken Bever, John Hawkins, Alan Johnston, Art Jones, Peter Morgan

November, 1997

Condition Measurements

From
Decision Support
FromMaintenance
MaintenanceManagement:
Management:
XXConditions
found
Conditions found
XXSpare
Spareparts
partsavailability
availability
XXWork
accomplished
Work accomplished----Action
Actiontaken
taken
XXMaintenance
history:
work
Maintenance history: workperformed,
performed,cost,
cost,
process
processdowntime
downtime
Data
XXNameplate
Nameplatedata
data
XXManufacturers
Manufacturersspecifications
specifications
XXWork
Workorder
orderissued:
issued:Work
Workorder
ordernumber,
number,
requirements:
parts,
resources,
requirements: parts, resources,tools,
tools,people
people
XXWork
Workschedule
schedule
Information

MIMOSA
Equipment Management
Information Model

Control System - DCS

thanks to: Ken Bever, John Hawkins, Alan Johnston, Art Jones, Peter Morgan

Title goes here

November, 1997

Your name

2/9/2009

Maintenance Management

Condition Measurements

Decision Support
Xmechanical diagnostics inc. rolling bearing
Xperformance/efficiency
Xreciprocating analysis
Xoperating deflection shape (ODS)
XrootData
cause
Xreliability centered maintenance (RCM)
Xrisk
Xprognosis

Information

MIMOSA
Equipment Management
Information Model

Control System - DCS

thanks to: Ken Bever, John Hawkins, Alan Johnston, Art Jones, Peter Morgan

November, 1997

Maintenance Management

Condition Measurements

Decision Support
Information
Information
XXStatus
Status----something
somethinghappened,
happened,event
event
XXState
Stateofofhealth
health----numerical
numericalcondition
conditionindex
index
XXRate
of
change
(health/severity)
-numerical
Rate of change (health/severity) -- numerical
Data
XXTime
Timetotoaction
action----predicted
predicteddate
dateunder
undercurrent
currentconditions
conditions
XXProblem
Problemidentification
identification----description
description
XXComponents
Componentsaffected
affected----description
description
XXRecommendations
Recommendations----operating
operatingand
andmaintenance
maintenance
XXRemarks/Comments
-explanatory
Remarks/Comments -- explanatoryinformation
information
XXWork
Workrequest
request----yes
yesorornono
XXConfidence
Confidence----numerical
numerical

MIMOSA
Equipment Management
Information Model

Control System - DCS

thanks to: Ken Bever, John Hawkins, Alan Johnston, Art Jones, Peter Morgan

Title goes here

Information

November, 1997

Your name

2/9/2009

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2/9/2009

M a in te n a n c e
In s p e c tio n
P re d ic tiv e
P re v e n tiv e
CBM
C o rre c tiv e
L u b ric a tio n

M a te ria ls
E q u ip m e n t
C o n tro l
Id e n tify

E q u ip m e n t
C o n fig u ra tio n

S o u rc e
O rd e r

P la n
Net
C a p a c ity

S p e c ify

B ill o f
M a te r ia ls

S c h e d u la

S to re
C o n tro l

A s s ig n
R e p a ira b le s
E x e c u te

U se

A n a ly z e

A n a ly z e

R e p o rtin g

Historical Data

CMMS

Recommendations

Expert System

Action

New data

CBM

Vibration

Title goes here

Temperature

Oil Analysis

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2/9/2009

Category
Category

Increase
Capacity

Goal

Business Objectives

Improve Availability
Reliability, and
Maintainability

System
System Objective
Objective

Reduce failures

Analyze equipment histories

Reduce stoppages

Manage equipment data

Reduce speed

Keep skills profiles

Keep bills of materials

Reduce variance

Build PM routines

reduce work

Monitor machine variance

Perfomance monitering

Costs and perfomance

data on equipment

Reduce labor

Control jobs
Plan labor/materials
Analyze usage
Analyze investment
Schedule PM
Analyze breakdowns
Automate work oders
Automate POs
Costs by area, job, type
of expense, labor

Reduce storage inventory

Reduce
Costs

Reduce Overall
Maintenance
Costs

Reduce emergencies
Reduce paperwork
Perfomance monitering

LAN

Title goes here

LAN

LAN

Montreal

Barrie

LAN

Etobicoke

National

LAN

Vancouver

LAN

Edmonton

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2/9/2009

Demming
Q ( Plan )
Q ( Do )
Q ( Check )
Q

Title goes here

( Action )

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2/9/2009

X
X
X
X
X
X
X
X

Title goes here

X ( )
X
X
X
X
X
X

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2/9/2009

:
X : Log Out

K eys

Title goes here

:
X : Tag Out

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Circuit Breaker Lockout

Ball Valve Lockout

Gate Valve Lockout

Title goes here

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:
Q 3 Rs
X Reduce
X Reuse
X Recycle

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# 4

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:
Q

X ( )
X
X

X
X
X

:
Q

X
) Master Planning /
) 5W 2H
)
)
)
)
)

Title goes here

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2/9/2009

:
Q

X
X

Title goes here

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2/9/2009

Plant Data
?

( P.M. Instruction )
?

Title goes here

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Title goes here

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2/9/2009

Q 4
X

X

X

X

Title goes here

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Q

Q
Q

Q
Q
Q

Title goes here

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( Inventory Management )
Q 3
X ( ROP )
X MRP
X ( JIT )

Title goes here

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( Inventory Management )
Q

X

X
~15%
) STOCK
)

X
Lead time
X

( CMMS )
X Work order control system
X P.M. system
X Stock control management
X Purchasing control
X OMM ( Optimum Maintenance Mix )

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OMM(Optimum Maintenance Mix )

Q Breakdown maintenance
Q Preventive Maintenance
Q Condition Base Maintenance
Q Fix- internal Maintenance
Q Maintenance Reduction

Q QC 7 Tools
Q Why - Why Analysis
Q Failure Analysis
Q P- M Analysis
Q Kaizen

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Why - Why Analysis

Line
Equipment name

Date of occurrence

D/M/Y

Downtime
Failure
Classification
OK/NG

Phenomenon ( Schematic Diag.Investigation item

Results

Persult of causes

2. Why? ( cause of 13. Why?

( cause of 2 )

1. Why? ( cause of
investigation results

Measures

4. Why?
( cause of 3)

5. Why?
( cause of 4)

Equipment , parts
Persons

Prevention of recurrence

Comments of manager

Title goes here

Schedule ( / )
Completion ( / )

Method of detection Item

Necessary / Un contents
one point lesson
Reflection in
written standard
horizental
development of
countermeasures
Comments of asst .mgr.
Comments of the work leader

24