TRAINING CENTRE : Monday, April 18, 2011

Maintenance Management

Major Causes of 100 Large Failures

%

M ech Failure 7 10 12 26 3 4 38 O perator Error U nknow isc n/M Process U pset N atural H ezard Subotage D esign

Equipment Malfunctions
Equipment

malfunctions have a direct impact on:

Production capacity Production costs Product and service quality Employee or customer safety Customer satisfaction

The Maintenance Challenge

Maintenance Strategy Model

Asset Performance Management

Sources Of Unreliability

Performance and Practice- The Current Position

Maintenance Policies that Reduce Frequency and Severity of Malfunctions

Reduces Maintenance Policy Frequency Severity Emphasize preventive maintenance X Provide extra machines X Replace machine parts early X Involve operators in maintenance X Overdesign machines X Design machines for maintainability Enhance maint. dept.s capability X Reduces

X X X

Bathtub Curve
Failure of manufacturing defective parts, substandard parts Wear out failures of good items

et ar dr aza H

Failure of weak items

Infant mortality

Useful life Time

Wear out period

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Overall objective of Maintenance

Increased plant availability and Reduction of maintenance Cost

3 generation of maintenance

Breakdown Preventive Predictive

First Generation

BREAK DOWN MAINTENANCE

Fix It when it broke.

Maintenance means Repair.

BREAK DOWN MAINTENANCE

Second generation

PREVENTIVE MAINTENANCE

Higher Plant Availability Longer Equipment Life High Cost

Reasons for a PM Program

Reduce

the frequency and severity of interruptions due to malfunctions Extend the useful life of equipment Reduce the total cost of maintenance by substituting PM costs for repair costs Provide a safe working environment Improve product quality by keeping equipment in proper adjustment

Tradeoff Between Repairs and PM

Total Maintenance Costs Preventive Maintenance Cost Breakdown and Repair Cost Degree of Preventive Maintenance Minimum Total Maintenance Cost

Minimum Level of Preventive Maintenance

Annual Cost

Third generation

PREDICTIVE MAINTENANCE
Higher

Plant Availability & Reliability Greater Safety Better product quality Longer Equipment life Greater cost effectiveness
Maintenance

means Care

Evolution of Maintenance Strategy

BREAK DOW N P R E V E N T IV E P R E D IC T I V E R e p a ir o r b r e a k d oC anle n d a r / s c h e d u le n c o n d it io n o f m a w O N o w a r n in g P la n n e d E a r ly in d ic a t io n o f f L o s t p r o d u c t io n M in im iz e s b r e a k d oF anilu r e p r e d ic a t io n w P a r t m a y b e r e p la c e d M a c h in e d a m a g e M a x im u m p r o d u c t io u n n e c e s s a r il y R e d u c e d m a in t e n a H ig h c o s t H ig h c o s t C ost

OPPORTUNITY MAINTENANCE
In

opportunity maintenance, timing of maintenance is determined by the procedure adopted for some other item in the same unit or plant .

DESIGN-OUT MAINTENANCE
In

design out maintenance, the aim is to minimize the effect of failures and in fact eliminates the cause of maintenance. The equipment with design-out maintenance are so designed that they perform their useful economic life without any maintenance need. This is also called Run to Destruction.

SOME OTHER MAINTENANCE PHILOSOPHIES

PROACTIVE MAINTENANCE:- Identify as to What can go wrong. i.e monitor the parameters that can cause failure. RCM [Reliability Centered maintenance)- the type of maintenance is chosen with reliability of the system in consideration, i.e. system functions, failures relating to those functions and effects of the dominant functional system failures. This strategy in the beginning was applied to critical systems such as aircrafts, nuclear and space applications. At present, this is being extended to critical systems in the plant. TPM:- Total Productive Maintenance :-TPM, a Japanese concept, involves total participation of all concerned. The aim is to have overall effectiveness of the equipment with participation of all concerned using productive maintenance system.

Following are the major functions of a maintenance department

Maintenance of installed equipment and facilities Installations of new equipment and facilities PM tasks Inspection and lubrication of existing equipment CM tasks monitoring of faults and failures using appropriate techniques Modifications of already installed equipment and facilities Management of inventory Supervision of manpower Keeping records

An effective maintenance system includes the following elements

Maintenance Policy Control of materials Preventive Maintenance Condition Monitoring Work Order Job planning Priority and backlog control Data recording system Performance measurement measures or indices

Core Philosophy

Measurable Targets:-What gets measured get done Focus on vital few :- Follow 80:20 rule Precision Maintenance Continual Improvement :- Small but sustainable improvement Documentation :- Do what you write and write what you do

How to approach
Empower

people through maximizing usage of

system Revisit processes in line with latest technology development Extensive use of statistical tools Maximize use of machine language

ERP System
Define

days Develop equipment tree & develop standard code for spares Implement fault code & follow discipline at all level Perform RCA & monitor effectiveness Measure crew efficiency

& Monitor PM back-log i.e. No of man

Material (Spares)
Monitor

inventory / turn over ratio against bench mark figures Develop extensive storage and handling system Check for non moving / obsolescence Monitor availability Extra care for Insurance spares e.g. Periodic checking ensure smooth movement of moving part

Documentation
Follow

standard document format Document shall be specific & clear to third party Use more pictures for illustration SOP & SMP shall be treated as living document and shall be reviewed periodically (once a year) Implement document control system

PM Database Requirements

Detailed records, or an ongoing history, must be maintained on each machine

Dates and frequency of breakdowns Descriptions of malfunctions Costs of repairs

Machine specifications/checklists for PM inspection Computers generally used to maintain a database Also, data can be kept in plastic pocket on a machine

Modern Approaches to PM
PM

at the source - workers have the fundamental responsibility for preventing machine breakdowns by conducting PM on their own machines Workers listen for indications of potential equipment malfunction Maintenance-related records maintained by workers Use of quality circles

Precision Maintenance
Contamination Alignment Lubrication

Control

Control Vibration Analysis Workmanship & skill development (Introduce Certification System)

Reliability Maintenance
Monitor

OEE Monitor MTBF Measure MTTR Focus on RCA & its effectiveness

OEE Monitoring

Examining The Losses- OEE

Energy Efficiency

Large conveyor belt offers a good opportunity

Set current limit for each motor for corrective action

Check possibility of introducing VFD in large fan where flow is controlled using damper VFD for large pump Maximum demand control (observed PLF < 0.7) Plan production to take advantage of day & night tariff

Maintenance Excellence Model

Maintenance KPIs

TRAINING

Knowledge

Skill Gap Analysis Developing Training Modules Competency Test.

Repair Programs
Objectives

Get equipment back into operation as quickly as possible. Control cost of repairs crews. Control cost of the operation of repair shops. Control the investment in replacement spare parts. Control the investment in standby or backup machines. Perform the appropriate amount of repairs at each malfunction.

Cost

How Speedy Should Repairs Be?

Cost of repair as a function of MTTR

Minimum Total Cost of Repairs

Total Costs of Repairs Cost of Repair Crews & Shops, Spare Parts, and Standby Machines Cost of Interruptions to Production Fast

Slow

Speed of Making Repairs

Breakdowns Trigger Repairs and Corrective Actions

An equipment breakdown should trigger two actions: Fast repair of the malfunction equipment Development of a program to eliminate cause of the malfunction and need for such repairs in the future

Modification/redesign of malfunctioning machine Modification/redesign of part or product being processed Training of operators to improve machine care More frequent preventive maintenance/inspection

Advantages of Letting Workers Repair Their Own Machines

Greater

variety may make job more satisfying May be more sensitive to potential malfunctions Increase flexibility Can make minor repairs faster Can avoid minor repairs by cleaning, lubricating, adjusting and servicing machines Operate machines more carefully

RELIABILITY CENTERED MAINTENANCE

Evolution of Asset Mangement Strategy

Reliability Centered Maintenance (RCM)

Total Productive Maintenance (TPM)

Reliability Availability MTBF Production Safety

Predictive Maintenance

Preventive Maintenance

Break-down Maintenance

Maintenance Cost downtime No. of failures MTTR

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Introduction to Reliability
Definition:
The probability that an item will perform a required function without failure under stated conditions for a stated period of time.

Why Reliability:
When you can measure what you are speaking about and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it with numbers, your knowledge is of a meager and unsatisfactory kind. -- Lord Kelvin, 1883, May 3 A study, in the 80s, showed that when a customer is satisfied with a product he might tell 8 other people, whereas, a dissatisfied customer will tell 22 people.

Various Terms Used in Reliability

MTTR (Mean Time To Repair) MTBF (Mean Time Between Failure) Availability Hazard Rate =

MTTR =

R1 + R2 2

MTBF Availabili ty = = MTBF + MTTR + 1 = [No of Failures per Unit time] MTBF
=
1 MTTR
[ No of repairs per unit time ]

T1 + T2 + T3 MTBF = 3

Repair Rate =

T1

R1

T2

R2

T3

Understanding Few Related Key Concepts

Capability: Items ability to satisfy functional needs. Efficiency: Items ability to effectively utilized the energy supplied Quality: Items Fitness to a particular purpose Reliability: The items ability to start or continue to operate. Maintainability: The items ability to quickly start following its failure.
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System Reliability The main objective of system reliability is the construction of a model (life distribution) that represents the times-to-failure of the entire system based on the life distributions of the components R
R1 R2 R1 R2

R = R1 R2

R = R1 + R2 R1 R2

Series System
System failure = Failure of any component

Parallel System- Standby

At least one of the units must succeed for the system to succeed

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REPAIR OR REPLACE ?

REPAIR OR REPLACE
The

question as How long to Repair an equipment and When to REPLACE it has quizzed the maintenance personnel since ever. Given below are a few guidelines .

REPAIR OR REPLACE
In

modern day business environment where the impetus is placed on reduction of manufacturing cost and improving overall plant efficiency and reliability , thus directly affecting the profitability and customers satisfaction.

REPAIR OR REPLACE
To

know when an equipment is reaching its useful life cycle, the key is not its age but its condition. Plant equipments may be old but most of equipments are continually upgraded and maintained in order to keep up with evolving manufacturing and production requirements. However a few considerations applicable are as follows.

SAFETY
If

the equipment presents an un-acceptable safety risk to Plant , Plant Personnel, and Environment Replace it. In worst case scenario there could be loss of life or an environmental accident , causing huge financial loss , loss of Customer and public Confidence. However before replacing , give consideration of possibility of Upgrading the equipment to achieve acceptable safety standard.

EXTERNALLY IMPOSED FORCES

GOVERNMENT LEGISLATIONS:- Externally imposed changes such as those required by Govt. Legislations (Stack Emission, Noise Pollution , Waste Disposal etc) are sometimes the major reason for replacement of equipments /processes. Example :- Open Hearth Furnaces for Steel Making. MARKET FORCES:- If the present equipment is not able to produce to the quality standards required by the market , there is no point in producing the goods which cant be marketed. In such condition replacement of equipment becomes imperative to meet the market demand. *******************************************

MAINTENANCE COST
Maintenance

cost associated with maintaining the equipment to acceptable reliability level may be far too expensive. Availability of spare parts could become unacceptable from business stand-point.

TECHNOLOGICAL OBSCELENCE
As

each organisation looks for ways and means to reduce cost ,and if the present equipment can not meet production requirement in Quantity and Quality , then it needs to be replaced. However before new equipment is bought , detailed study of lifecycle cost and reliability to be done and strategy developed.