01 preventive maintenance

7/23/2019 01 Preventive Maintenance

http://slidepdf.com/reader/full/01-preventive-maintenance 1/43

01- Preventive

MaintenanceIntegrated Maintenance and

Control



Maintenance

All actions necessary

for retaining an itemor restoring it to a

specied condition.

2



Preventive Maintenance

•All actions intended to keep equipment in good operating

condition and to avoid failures byproviding systematic inspection,detection, and prevention of

failures.•everything is going to failsometime



Preventive Maintenance, PM

• !M can prevent those failurefrom happening at bad time, can

sense "hen a failure is about tooccur and # it before it causedamage, and can often preserve

capital investment by keepingequipment operating as "ell as itdid on the day it "as installed.

$%yahril %ayuti & '' (ovember2)'2



*

+ver )- of organiation "ith

physical assets only have arudimentary !M system or none atall , "hy /

–

0uman nature makes us very reluctant to invest time and resources insomething that 1might happen. 3he!M approach is all about "hat might

happen. – 4hat does top management "ant

from us 5the maintenance function6 /

%yahril %ayuti & '' (ovember2)'2



3he Maintenance 7epartment

Mission


8

3he mission of themaintenance department is to

provide reliable physicalassets and e#cellent supportfor its customers by reducing

and eventually eliminating theneed for maintenanceservices.



PM - Activities

• Equipment checks, partial orcomplete overhauls at speciedperiods, oil changes, lubrication and

so on.• Recorded equipment

deterioration to kno", "hen to

replace or repair "orn parts beforethey cause system failure.

• Recent technological advances in

tools for inspection and diagnosishave enabled even more accurate%yahril %ayuti & '' (ovember

2)'2



When Does PreventiveMaintenance Make ense

:

'. 3he failure rate of thecomponent increases "ith

time, thus implying "ear&out.2. 3he overall cost of the

preventive maintenance action

must be less than the overallcost of a corrective action.




;our 7imensions of !M or!dM

'.<ngineering

2.<conomic.!eople =

!sychological$.Management


>



'. <ngineering 7imensions


')

• 3he task have to be the right tasks,being done "ith the right technique at the right !requenc"#

• 3he have to detect or correctcritical "ear that is occurring.

• Anal"sis o! statistic o! !ailure,uptime, and repair is included in theengineering pillar of !M



2. <conomic 7imensions of !M or

!dM


''

3he task must be

1"orth doing. 3he!M activities must

make economicsense.



. !eople = !sychological

7imensions of !M or !dM


'2

the people doing the !M have to$e motivated to the e#tent

that they actually do thedesignated tasks properly.

4ithout motivation, !M rapidlybecomes mind numbing.



Management7imensions of !M or !dM = cont.


'

!M has to $e $uilt into thesystem and procedures

that control the businessand these systems must

be designed so that good!M result.



PM - Economic

'$

%ne &ime 'ost( 3raining and facilitation for every one to

change culture

;or system 5CMM%6 to store information

Indirect system cost 5"iring computer,supplies, e#tra computer seat licenses,

etc67ata entry labor for data collection

etc




'osts o! a PM "stem (

'*

%n going (

?abor for !M task list

!arts cost for task list

+n going training

etc




'ost o! )reakdo*n

'8

• Production 'ost (Cost of lost production

Cost of airfreight of nished goods to costumer

%poilage, contamination, or other compromiseto product

?oss of good"ill, loss of costumers or re&ratingfrom A vendor to a @ vendor

Cost of overhead associated "ith originalassignment

?oss smooth function




'ost o! )reakdo*n+continue

'

• Etra Maintenance 'ost (

<#tra cost due to core damage

<#tra damage to associated parts and labor torepair them Incoming airfreight.

<#tra cost of outside vendor part and labor

+perator 5cre"6 idle time

<#tra travel time for mechanic

<#tra repair time due to condition

'ost o! all $reakdo*ns . /0 cost o! PMs"stem




':

'ost o! all$reakdo*ns ./0

'ost o! PM

s"stem




Case study

'>

• Air compresor'. @reakdo"n does not cause safety or

environmental e#posures.

2. Compressor breaks do"n every 2 years onaverage 5or *)- probability each year6

. epair cost are B'*,))) each time

$. 7o"ntime costs are B $*,))) per incident

)reakdo*n 'ost (5B),)))6 per year ).*Dprobability of failurein ' yearE F 5B $*,)))Ddo"n time costsE GB'*,)))Drepair costs6




Compare the annual costs under thebreakdo"n plan "ith the costs of !M

2)

• !M Cost H

– !M service compressor '2 times per year at a costof B '))) per service 5part labor and do"ntime6plus biennial scheduled overhaul costing B'8,)))

– (e" probability of failure "ith !M H ' failure in 2)year ).)*.

• 2 345,000 6 55B')))D!M costE F '2Dservice per

yearE G 5.*Dfrequency of overhaulE F B'8,))) Dcostof overhaulE66 G 5).)*Dne" probability ofbreakdo"nE 5B$*,)))Ddo"ntime costsE GB'*,)))Drepair costE66




B ),))) F )- B2',)))5allo"able6

current !M cost B2,)))

2'

• 3he !M cost is greater than )- , somore analysis needed. +ne thing that"ould help is a redesign of !M systemto lo"er than B')))month service

cost. Another improvement "ould beto delay the biennial overhaul to )or 8 months if possible.




Engineering 7 Dimensiono! PM


22

<ngineering "ill deliverythe right task to the right

component, using theright tool, at the right

frequency.



%i# misconceptions about!M


2

'. !M is only a "ay of trying to determine"hen and "hat "ill break or "ear out sothat you can replace it before it does.

!M is much bigger than that. It is anintegrated approach to budgeting andfailure analysis, and permanentcorrection of problem areas. It alsoeliminates e#cessive of resources, andcan actually be seen as a "ay of life J





2$

2. !M system are all the same. Kou can Lust copy the system from themanual or from your Lob and "ill

"ork.

!M system must be designed for thespecic equipment as set&up, age of

the equipment, product, type ofservice, hours of operation, skills ofoperators and many factor.





2*

. !M is e#tra "ork on top of e#isting"orkloads and it cost more money.

!M increase uptime, reduces energyusage, reduce unplanned events,reduces airfreight bills, etc. 3hereare hundreds of "ays !M saves the

organiation resourses.





28

$. 4ith the good forms and descriptionsunskilled people can do !M task.

nskilled 5 in manufacturing6 people can

do some of the !M task successfully "ithgood training and clear form.

3?C activities 5such as lubrication,cleaning, or tightening bolts6 can certainly

be done by trained but not maintenanceemployees. Nenerally, inspection benetsgreatly from e#perienced eyes and hands.





2

*. !M is a series of task list andinspection forms to be applied atspecic intervals 5and obsolete6

All proactive maintenance activity ispart of !M. 3hat includes the mostmodern approaches such as

vibration routes, infrared surveys, orcondition based maintenancechecks.





2:

8. !M eliminate breakdo"n

in the "ords of !M class 1!M canOt put ironinto machine. in other "ords the

equipment must be able to do the Lob. !Mcannot make a * =hp motor do the "ork of a')&hp motor. <ven "ith the most advance!M there "ill still be breakdo"n from abuse,

misapplication, or accident. %ome failuremodes 5such as electronics failures6 do notcurrently lend themselves to !M.



3ask ?ist


2>

• Is the heart of the !Msystem, it remind the !M

inspector "hat to do, "hatto use, "hat to look for,

ho" to do it, and "hen todo it.



3ask ?ist =Cont '


)

In its highest form, thetask list represents the

accumulated kno"ledge ofthe manufacturer, skilled

mechanics, and engineers,in the avoidance of failure.



3ask ?ist =Cont 2


'

3he best task list could be design bya variety of stakeholders including+<Ms5original equipment

manufacturers6, skilled mechanics,engineers, contractors, insurancecompanies, governmental agencies,

trade associations, equipmentdistributors, consultants, andsometimes by large costumers.



3ask list&cont&


2

All the task list item aredesigned to perform one of

t"o functions. 3he t"ofunction are e#tending thelife or detecting "hen theasset has begun its descentinto breakdo"n.



?ife e#tension H


• Clean

– empty

• 3ighten

– secure

• Component replacement

• ?ubricate

– ell – top&of

– !erform short repair



7etection


$

• Inspect

• %can ?ook at part

• %mell for Pog

• 3ake readings evie" 0istory• Measure +perate

• 3ake sample for analysis 4rite&up

deciency• Intervie" operator



'ommon methods o!determining *hat PM policies

*

• +riginal <quipment Manufacturer5+<M6 recommendations,

•

equirements of codes andlegislation "ith in a Lurisdiction,

• "hat an Qe#pertQ thinks ought to

be done,• the maintenance thatRs already

done to similar equipment.





8

•Planned

Preventative

Maintenance -PPM



Planned PreventativeMaintenance - PPM

• is a branch of ;acilities Management andcan relate to any variety of scheduledmaintenance to an obLect or item of

equipment.• %pecically, !lanned !reventative

Maintenance is a scheduled service visitcarried out by a competent and suitable

agent, to ensure that an item of equipmentis operating correctly and to therefore avoidany unscheduled breakdo"n and do"ntime.




etting up a planned preventivemaintenance s"stem

:

• Equipment inventor"

All equipment in the shop should be recorded

• Maintenance task - de8nition 3he "ork that must be done to maintain eachitem of equipment in safe and reliableoperating condition must $e de8ned.

3hese tasks can be established by consultingthe manufacturerRs literature and productinformation.




etting up a planned preventivemaintenance s"stem +'ontinue

>

• Esta$lishing intervals o!maintenancethe frequency of the task must be

decided.A heavily used item must be cleaned

and checked more frequently than one

"hich is used less oftenS ho"ever,minimum standards must be set.

3he frequency suggested in themanufacturerRs manual can be used as a

guide, but the actual usage should%yahril %ayuti & '' (ovember2)'2




$)

• PersonnelIndividuals "ho are qualied and available to do

preventive maintenance must be identied.

A list should be dra"n up of personnel "ho are readily

available.+nce the personnel have been listed, specic

responsibilities should be assigned, perhaps in the formof a "ork order, giving clear instructions for the task.

<ach person should have a clear kno"ledge of his or her

responsibilities. Pob assignments must correspond to the training,

e#perience and aptitude of the individual.





$'

• Reminder s"stemIt may be necessary to develop a reminder

system, so that appropriate personnel arenotied "hen certain tasks are to beperformed.

3he date that each item of equipment isscheduled for its ne#t preventivemaintenance should be recorded.

3he administrator should look up in advancethe Lobs that need to be done and dra" up amonthly or "eekly schedule





$2

• pecial test equipment

!eople responsible for equipment

management and maintenance should have

at their disposal a range of test equipmentto check the correct functioning ofequipment

• urveillance

After the program has been set up, periodicsurveillance must be carried out to ensure

that the program "ell managed





• &echnical li$rar"A full technical library should be

available.

Installation and recommended spareparts manuals, annotated "ith thenumber of the correspondingequipment, should be kept together "ithelectronic and component data booksand appropriate technical books.

01 preventive maintenance

Documents