MAINTENANCE

LECTURE BY MISBAH SIDDIQUI

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 OBJECTIVES
 Explain the importance of
maintenance in production systems.
 Describe the range of maintenance
activities.
 Discuss preventive maintenance and
the key issues associated with it.
 Discuss breakdown maintenance
and the key issues associated with it.
 State how the Pareto phenomenon
pertains to maintenance discussions.
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 DEFINITION
 WHAT IS MEANT BY THE TERM
“MAINTENANCE” ?
 Maintenance encompasses all those
activities that maintain facilities &
equipment in good working order so
that a system can perform as
intended.
 Maintenance can also be termed as
asset management system which
keeps them in optimum operating
condition.
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APPROACH TO MAINTENANCE.
Daily Checks
TBM Periodic Checks
Periodic Inspect
PM Periodic Service
Planned
Visual
CBM

Maint. BM
Instrument
CM

PM: Preventive Maintenance

TBM: Time Based Maintenance
CBM: Condition Based Maint.
BM: Breakdown maintenance
Unplanned CM: Corrective Maintenance

NOTE:- Structured recording of all the activities is 4

vital.
 GOAL OF MAINTENANCE
 The goal of maintenance is to
keep the production system in
good working order at minimal
cost.
 Decision makers have 2 basic
options with respect to
maintenance. They are: -
 BREAKDOWN MAINTENANCE.
 PREVENTIVE MAINTENANCE.

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 TYPES OF MAINTENANCE
 BREAKDOWN MAINTAINANCE:-
 Real approach,
 Dealing with breakdowns or problems
when they occur…
 PREVENTIVE MAINTENANCE:-
 Proactive approach;
 Reducing breakdowns through a
program of lubrication, adjustment,
cleaning, inspection, and replacement of
worn parts.

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 The best approach is to
seek a balance between
preventive maintenance
and breakdown
maintenance. The same
concept applies to
maintaining production
systems.
 The age and condition of
facilities and equipment,
the degree of technology
involved,
 The type of production
process,
 The decision of how
much preventive
maintenance is desirable.

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 PREVENTIVE
MAINTENANCE
 More and more organizations are
taking a cue from the Japanese and
transferring routine maintenance
(e.g., cleaning, adjusting, inspecting)
to the users of equipment, in an
effort to give them a sense of
responsibility and awareness of the
equipment they use & cut down the
abuse & misuse of the equipment.

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 PREVENTIVE
MAINTENANCE
 Preventive maintenance extends back to
the design and selection stage of
equipment and facilities.
 Poor design can cause equipment to wear
out at an early age or experience a much
higher than expected breakdown rate.
 Durability and ease of maintenance can
have long term implications for preventive
maintenance programs.
 Training employees in proper operating
procedures and in how to keep equipment
in good operating order – and providing the
incentive to do so – are also important.

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 PREVENTIVE
MAINTENANCE
The goal of preventive maintenance
 Preventive maintenance is periodic.
 Preventive maintenance is generally
scheduled using some of the
following contributions:-
 The result of planned inspections that
reveal a need for maintenance.
 According to the calendar (passage of
Time).
 After a predetermined no. of operating
hours.
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 PREDICTIVE
MAINTENANCE
PREDICTIVE MAINTENANCE
 This is an attempt to determine
when best to perform preventive
maintenance.
 The better the predictions of
failures are, the more effective
preventive maintenance will be.

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 Predictive Maintenance
 Predictive Maintenance is
one of the four tactical
options available to
ensure the reliability of
any asset to ensure it
fulfils its function and it
focuses primarily on
maintaining equipment
based on its known
condition. Each of these
strategies: on-failure,
fixed time, predictive and
design out, has a place in
an optimized
maintenance plan, the
distribution of the mix
being dependent on
many factors.

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 Predictive Maintenance
 Predictive maintenance is often the most attractive concept,
since action is only undertaken when knowledge of the asset
indicates that failure or underperformance is imminent, making it
a cost effective asset management option.
 Many other benefits, some intangible such as the increased
motivation of the workforce through increased competency, exist.
Others include:

 Equipment may be shut down before severe damage occurs or

can be run to failure if required.
 Production can be modified to extend the asset's life i.e. until the
next planned shutdown.

 Required maintenance work can be planned


All of the above lead to increased safety, plant output and
availability and lead to improvements in final product quality.

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 Predictive Maintenance
 Predictive maintenance is a process that requires
clear roles and responsibilities. As such we develop
company appropriate predictive maintenance
processes, supported by definitions of
responsibilities, and communication paths, which
integrate into the Reliability effort as a whole.
 Condition monitoring facilitates Predictive
Maintenance.
 Condition monitoring is a knowledge-based activity,
so for it to be successful and sustainable, it requires
comprehensive skills training.
Any successful predictive maintenance program,
not only has a technology element, but requires a
measurement system that continuously accounts for
the benefits.

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 Asset Performance
Troubleshooting
 Often it is a couple of poor performing assets with a
chronic repeated failure condition that absorb the
majority of the maintenance budget. Some
commentators state that approximately 80% of a
typical maintenance budget is stored away for
chronic failures, making these the most cost
depletive of all maintenance expenditures.
 The following methodologies are key in any multi-
technology condition monitoring program :

 Root Cause Failure Analysis

 Tribology And Lubrication Engineering Services
 Specialist Condition Monitoring Services

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 ROOT CAUSE FAILURE
ANALYSIS
 Root Cause Failure Analysis (RCFA) is both a
process and a set of technical skills, which in
combination find out why a particular failure or
problem exists and sets in place a set of defense
actions correcting those causes.
 Typically, when assets fail most organizations have
always found some understanding and rational
leading to an explanation as to why it broke. But
root cause failure analysis takes you beyond that to
the latent roots, which are the management system
weaknesses. Once you've found these, you have
the means to solve many other potential problems
that haven't yet occurred.

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Tribology And Lubrication

 Tribology is the study of wear

and [Link] as it is
estimated that component wear
and lubrication problems are
responsible for at least 70 % of
mechanical failures.

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Tribology And Lubrication

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 Condition Monitoring
 In industry, condition monitoring is the
measurement of parameters which may indicate a
fault condition either by an increase or decrease in
overall measured value or by some other change to
a characteristic value.
 When used as part of a pro-active maintenance
plan, the use of condition monitoring enables the
operation of a predictive maintenance policy and
provides major improvements in productivity.
 Condition monitoring depends on selecting the right
mix of parameters that match expected faults and
using the correct measurement technique, location
interval and processing, it is also important to
record enough information in order to be able to
carry out monitoring and diagnosis.

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 Condition Monitoring
 Considerations include:
• Type of measurement

• Measurement interval

• Accuracy of measurement

• Repeatability
 Condition monitoring falls into two distinct classes:
 Monitoring which can be carried out without interruption to
the operation of the machine
 Monitoring which requires the shutdown of the unit, or at
least the releases of the machine from its prime duty
 The range of methods in use is very wide, from simple
techniques such as visual surface inspections to more
complicated procedures like spectral vibration analysis.
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 PREVENTIVE
MAINTENANCE
TOTAL PREVENTIVE MAINTENANCE
 JIT approach where workers perform
preventive maintenance on the
machines they operate.
 This approach is consistent with JIT
systems and lean production, where
employees are give greater
responsibility for quality, productivity
and the general functioning of the
system.

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 The TPM Concept
 Develop a Company-wide philosophy to
maximize the effectiveness of production
systems.
 Build an organization that prevents every
type of loss
 zero accidents
 zero defects
 zero failures
 Involve all departments in TPM
implementation.
 Involve everyone from top management to
shop-floor operators
 Use small groups (teams) to make
improvements.
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 The “Total” in TPM

 Total effectiveness:
 pursuit of economic efficiency and profitability

 Total PM:
 establishing a maintenance plan for the life of
the equipment - preventative maintenance -
improved maintainability

 Total Participation:
 autonomous maintenance by operators and
team based approach to problem solving

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Before TPM Implementation

Maintenance Operations
Engineering

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 After TPM Implementation

A Team Effort Waste

Operations + Engineering + Maintenance Downtime
Defects

The Common Enemies

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 Before TPM Implementation:
Barriers

Operations Engineering

Maintenance 26
 TPM Builds Bridges

Operations
Engineering

Maintenance 27
 The TPM Prerequisite

Only by adopting a proactive approach

and putting in the time, effort, and resources
required can TPM be profitable for an
Organization

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 A Model for TPM
Development

Formal TPM Announcement

TPM Awareness Education

Phase I
Form TPM Steering Group
Preparation

Establish TPM Goals

Prepare Implementation Plan

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 The TPM Development
Model Continued

Conduct Focused Improvement Activities

Establish an Autonomous Maintenance Program

Phase II
Implement a Planned Maintenance Program
Implementation
Conduct Operation and Maintenance Skill Training

Build an Effective Administrative Support System

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 Core TPM Activities
 Focused Improvement Projects
 Autonomous Maintenance
 Planned (Preventive) Maintenance
 Education and Training
 Early Management (Equipment Design and
Installation)
 Quality Maintenance
 Administrative and Support Activities
 Safety and Environmental Management
 Diagnostic and Predictive Maintenance
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 The Major Plant Losses

 Equipment Failures
 Process and Equipment Set-ups And
Adjustments
 Idling and minor stoppages
 Reduced Processing Speed
 Quality Defects
 Reduced Yield

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 Ultimate Improvement Goals
for Chronic Losses
Type of Loss Goal Explanation
1. Equipment Failures 0 Reduce to zero for all equipment

2. Setup and Adjustments minimize Continuous effort to reduce setup times

3. Idling and minor stops 0 Reduce to zero for all equipment

4. Reduced Processing 0 Bring operating speed to design speed;

Speed then improve speed beyond design level

5. Quality Defects 0 Small levels might be acceptable (6-sigma)

6. Yield Losses minimize

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 Measurement

Measurement Is Necessary for Improvement.

People Do How They Are Measured!

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 Basic TPM Outcome
Measures

Productivity Quality Costs Delivery Safety

Units per labor hour Lost time Accidents
Product Defects Labor Costs
Value added per person Warranty Costs On-time shipments Incidents
Maintenance Costs
Throughput Near Misses
Customer Satis. Index Energy Costs
Downtime Re-worked units
Number of Breakdowns Scrap/Waste

Employee Satisfaction

Number of Improvement Ideas

Number of Teams
Employee Satisfaction Index
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 Measuring Effectiveness

Overall Equipment Effectiveness --

OEE

OEE = Availability x Performance Rate x Quality Rate

OEE: A Measure of the Percentage of Time that the Equipment

is Adding Value

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 Calculating OEE
OEE = A x P x Q
where:

A (Availability) = planned time - downtime

planned time

P (Performance rate) = (standard time/unit)(units produced)

Operating time

Operating Time = (planned time - downtime)

Q (quality rate) = (total production) - (number of defectives)

total production

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 OEE Example

The Plant operates 1,440 minutes per day (3 shifts) Downtime

averages 120 minutes per day. Daily production averages 900
units with a 20 % defect rate. The standard time per unit is .8
minutes. (Assume that A, P, and Q are equally weighted.)

Compute OEE

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 Computing OEE
Weightings on A, P, and Q
In many instances Availability, Performance rate and Quality
rate are
not considered to be equal in importance. Instead they are
weighted
differently. For example:

kA = .3 kP = .2 kQ = .5

OEE = A.3 x P.2 x Q.5

Compute OEE using these weights.

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OEE Component Targets

}
 Availability (A) > .90
 Performance Rate (P) > .95 unweighted targets
 Quality Rate (Q) > .99

}
 Availability (A) > .90 kA
 Performance Rate (P) > .95 kP
weighted targets
 Quality Rate (Q) > .99 kQ

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 OEE Examples
Source: Japan Institute of Planned
Maintenance

Criteria Automated Automatic Automatic

Machinery Assemblers Packers
1. Overall Effectivess 51.3 - 78.4 38.0 - 80.7 72.0

2. Availability 95-98 95 90

3. Performance 54-80 40-85 80

4. Operating Speed Rate 90-100 100 100

5. Net Operating Rate 60-80 40-85 80

Remarks: 20-40% of losses 15-60% of 20% of losses

due to idling and losses due to due to idling and
minor stoppages idling and minor minor stoppages
stoppages

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 Overall Equipment
Effectiveness-- OEE

OEE Is OEE Is Not

• A Measure of TPM
Progress • Synonymous with TPM
• Manufacturing •To be used to compare facilities
Contribution to Quality
Improvement •The same as utilization
• A Method to Identify
Opportunities for •Easy to calculate
Improvement

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 Chronic and Sporadic Losses
■ Chronic Losses: Losses that occur repeatedly within some
range of distribution

■ Sporadic Losses: Sudden occurrences that go beyond the

normal range

Sporadic Loss
Defect
rate
Optimal
Condition
Chronic Loss

MB 533 Shannon/Fry October, 2000

Time 43
 Chronic and Sporadic
Losses

Sporadic Losses Chronic Losses

Latency Conspicuous Hidden

Causation Cause-and-effect Often unclear - rarely

easy to determine a single cause
Types of
Direct Fixes can May take many tries
Action be made

Can be very costly Cumulative effect can

Economic can be very costly
Impact
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 How Chronic Losses are
Reduced
 Increasing Equipment Reliability

 Restoring Equipment to its Original

Condition

 Identify and Establish Optimal

Operating Conditions

 Eliminating Small Defects that are

Often Overlooked 45
 Reliability Issues

Intrinsic Reliability Operational Reliability

Design Reliability
Operation Reliability
Manufacturing Reliability
Maintenance Reliability
Installation Reliability

Based on Equipment Design Based on Use (conditions)

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 Learning to Use Equipment Fully and Make
Basic Improvement

Techniques Restoration Design Reliability

for Making Use

Reliability
of Equipment Search for

Intrinsic
Optimal Conditions Fabrication
Reliability
Eliminate Minor
Study of Equipment Defects Installation
Equipment Reliability
Usage Physical Analysis

Operational
P-M Analysis

Reliability
Operation
Eliminate Tampering Reliability
Techniques Trial-and-Error
for Managing
Gather Operators’ Maintenance
Equipment
Experiences Reliability

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 P-M Analysis
P Phenomena- physical-problem—
M machinery-manpower-material
All pertinent factors in a chronic loss are efficiently
identified and eliminated.

Evaluate Equipment, Formulate

Clarify the Problem Materials, and Improvement
Methods Plans

Conduct a Physical
Plan the
Analysis of the
Investigation
Problem

List Every Condition

Investigate
Potentially Related
Malfunctions
to the Problem 48
 Raising Employee Skills Through TPM
A TPM Goal is to Improve Employee Skill
Levels
 Attention
 concentration, discernment

 Judgment
 logical thinking, make sound decisions

 Take Correct Action and provide Appropriate

Treatment
 Prompt action, pride of ownership

 Preventative
 understanding of equipment, measurement

 Prediction Skills
 subtle signs, knowledge of equipment

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 Focused Improvement

Focused Improvement is an active priority

of any TPM program - It begins simultaneously
with the start of TPM

“Focused Improvement includes all activities that maximize

the overall
effectiveness of equipment, processes, and plants through
uncompromising elimination of losses and improvement of
performance.”

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 Focused Improvement
A High
Priority
Doable
Select a Project
Short-term

4-7 people
Cross- Form a Project Team
functional
Empowered

Establish
Status Register the Project
Access to
Resources
Commitmen
t ongoing training and
Follow the P-M Analysis
education
Cycle Measure Progress and
results
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 Preparation by Improvement Teams
Teams should prepare in the
following ways.

• Understand the philosophy of focused improvement

• Understand the significance of losses and the rationale of
improving overall effectiveness
• Understand the production process well
• Gather data on failures, trouble, and losses and plot over
time
• Clarify the basic conditions necessary to assure proper
functioning
of equipment and define what factors contribute to its
optimal
state
• Understand the necessary techniques for analyzing and
reducing
failures and losses
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 Focused Improvement
Step-by-Step Procedure
Activity/Step Detailed Outline

Step 0: Select the Project Select and Register the Project

Form the Project Team
Plan Activities

Step 1: Understand Situation Identify bottleneck processes

Measure failures, defects, and other
losses
Use baseline to set targets

Step 2: Expose and Eliminate Carefully Expose all Abnormalities

Abnormalities Restore deterioration and correct
minor flaws
Establish basic equipment
conditions

Step 3: Analyze Causes Stratify and Analyze Causes

Apply analytical techniques (P-M
Analysis) 53

Conduct experiments
 Focused Improvement
Step-by-Step Procedure (continued)
Activity/Step Detailed Outline
Step 4: Plan Improvement Draft Improvement Proposals
Compare cost-effectiveness of
alternative proposals
List disadvantages of each alternative

Step 5: Implement
Improvement Carry out improvement plan
Provide instruction related to
implemented changes

Step 6: Check Results Evaluate improvement over time and

the project proceeds
Check whether targets have been
achieved
If not, go to step 3 and continue

Step 7: Consolidate Gains Draw up control standards to sustain

results
Formulate work standards
Feed information back into the
maintenance prevention program 54
 Analytical Techniques for
Improvement
 P-M Analysis
 Ask Why 5 times
 Fault tree Analysis (FTA)
 Failure Mode and Effect Analysis
 Industrial Engineering
 Value Analysis
 Seven Basic Tools of Quality
 The “New Seven” Tools of Quality

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 Autonomous Maintenance
Maintenance Performed By the Equipment
Operators

One of the most important basic building

blocks in any TPM Program

Goals of Autonomous Maintenance:

•Prevent equipment deterioration through
correct operation and daily checks
• Bring equipment to its ideal state through
restoration and proper management
•Establish the basic conditions needed to keep
equipment well-maintained
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 Autonomous Maintenance
Step-by-Step Implementation
Activity/Step Detailed Outline
Step 1: Perform Initial Cleaning Eliminate Dust, Dirt, and Grime
Expose any irregularities
Correct minor flaws

Step 2: Eliminate Sources of Contamination Reduce housekeeping by eliminating

sources of dirt . Improve access to
difficult areas

Step 3: Establish cleaning and checking Formulate standards for cleaning,

standards lubricating, and tightening with minimal
time and effort. Improve efficiency of
checking gauges and visual display
controls

Step 4: Conduct General Equipment Provide inspection skills training

Inspections Modify equipment to facilitate inspection
Chart inspection results - quantify when
Possible.

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 Autonomous Maintenance
Step-by-Step Implementation (continued)

Activity/Step Detailed Outline

Step 5: Perform General Process Train and Educate Operators to

Inspections achieve process-competent operators
Prevent inspection duplications and
omissions by incorporating individual
equipment inspection standards into
process or area inspection plans.

Step 6: Do Systematic Autonomous Establish clear procedures for auto-

Maintenance nomous maintenance
Reduce Setup Procedures
Establish system for self-management
for spares, tools, data, etc.

Step 7: Practice Full Self-Management Keep accurate maintenance records

Perform proper data analysis
Take appropriate action

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 Necessary Accomplishments for
Process-Competent Operators
Level 1:
 Understand Process Performance and Function
 Operates Process Correctly
Level 2:
 Understands the properties of the materials handled
 Performs correct adjustment and settings
Level 3:
 Detects abnormalities promptly
 Takes emergency action against abnormalities
Level 4:
 Recognizes sign of abnormality
 Deal with abnormalities correctly
 Performs periodic overhaul checking and parts
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replacement
 Keys to Successful
Autonomous Maintenance
 Introductory Education and Training
 TPM Objectives, TPM Benefits, TPM Overview

 Cooperation Between Departments and Shifts

 Consensus agreement on how to support TPM
and AM
 Group Activities
 small groups with leadership from shop floor to
management
 AM is not voluntary
 mandatory and necessary

 management must provide leadership and

support

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 Keys to Successful AM
(continued)
 Practice
 practical application versus conceptual understanding

 Progressive Education and Training

 gradual skill development - step-by-step - as needed

 Aim for Measurable Results

 clear, appropriate measures (and goals)

 Operators Should Determine Standards to Follow

 operators set standards and criteria for maintenance
consistent with organizational objectives
 Management Should Audit the AM Progress
 provide guidance, support and critique

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 Keys to Successful AM
(continued)
 Use Model Projects
 Use as examples for the rest of the
organization
 Correct Equipment Problems Promptly
 Maintenance department must react
quickly to fix problems uncovered by AM
activities - will require commitment and
appropriate staffing
 Take Time to Perfect AM
 Don’t rush the process - make sure the
skills are there
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 Measures of Preventive
Maintenance Results
 Downtime Trend
 Operating Rate
 Failure Frequency
 Failure Severity (length of failure
downtime)
 Maintenance Time per Incident
 Quality Defect Rate
 Failure Costs
 Emergency Repair Time
 Ratio of Maintenance Cost to Unit
Production Cost
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 IMPLEMENTATION
SUMMARY OF PM
 Step 1: Evaluate Equipment and Understand
Current Conditions.
 Step 2: Restore Deterioration and Correct
Weaknesses.
 Step 3: Build an Appropriate Information
System.
 Step 4: Build a Periodic Maintenance System
 Step 5: Build a Predictive Maintenance
System.
 Step 6: Evaluate the Preventive Maintenance
System.

Like everything associated with TPM, successful

implementation of a 64

preventive maintenance system will take time and support.

 BREAKDOWN
MAINTENANCE
 The risk of a breakdown can be greatly
reduced by an effective preventive
maintenance program.
 The major approaches used to deal with
breakdowns are:-
 Standby or backup equipment can be quickly
pressed into service.
 Inventories of spare parts.
 Operators who are able to perform at least
minor repairs on their equipment.
 Repair people who are well trained and readily
available to diagnose and correct problems with
equipment.

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 BREAKDOWN
MAINTENANCE
 Breakdown programs are most
effective when they take into
account the degree of
importance a piece of
equipment has in the production
system
 The ability of the system to do
without it for a period of time.

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 Review of Equipment
Maintenance
 The Review of Equipment Maintenance (REM) is an
incremental approach, designed to deliver financially
driven results at minimum cost and time. It provides
optimum results when a review of equipment maintenance
is required to ensure that:
 The most effective maintenance plan is adopted
 Preventive, scheduled, design put and on-failure
maintenance are integrated into a cohesive strategy
 The maintenance plan needs to respond to changes in
plant operation
 The review may also be required to introduce a new
technique, such as condition monitoring, or to adjust
changes in maintenance resources. Typically REM
requires only 30-50% of the resource input that would be
required for RCM, while achieving similar results.

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 Review of Equipment
Maintenance
 REM focuses primarily
on maintenance
strategy arising from
business drivers, such
as demand and
operating patterns and
can be considered in
two major stages:
 Reliability and
criticality analysis

 Maintenance review

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 Review of Equipment
Maintenance
The output of a REM study is an
optimized maintenance plan, where
the appropriate risk based defence
of the asset is defined. This takes in
to account the goals of the
organisation, the criticality of the
asset, the resources available, and
the level of technology employed by
the organization. This is a working
document, which can be translated
into the physical reality of conducting
operational maintenance.

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 PARETO DIAGRAMS
 Pareto diagram is an important
quality tool used in prioritizing &
deciding the course of action in
maintenance management.
 Of all the problems that occur, only a
few are quite frequent/costly.
 The others seldom occur/cost less.
 The problems are grouped and
labeled as vital few and trivial many.

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 PARETO DIAGRAMS

 Pareto principle lends support to

the 80/20 rule.
 Pareto diagrams help quickly
identify the critical areas for
management’s attention.

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 STEPS FOR CONSTRUCTING
PARETO DIAGRAMS
 STEP 1
Decide on data categorization system by problem type,
type of conformity (critical, major, minor) or whatever else
seems appropriate.
 STEP 2
Determine how relative importance is to be judged i.e.,
whether it should be based on cost or frequency of
occurrence.
 STEP 3
Rank the categories from most important to least
important.
 STEP 4
Compute the cumulative frequency of the data categories
in their chosen order.
 STEP 5
Plot a bar graph showing the relative problem of each
problem area in descending order.

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 STEPS FOR CONSTRUCTING
PARETO DIAGRAMS
 STEP 6
Identify the vital few that
deserve immediate attention.

73
 PARETO DIAGRAMS
PROBLEM DESCRIPTION % OF ANNUAL CUMMALITIVE
TYPE OCCURENCE COST (IN % OF
$1000) OCCURENCE
A Substandard quality of 40 20 40
raw material
B Improper setting of 20 6 60
machine
C Inadequate operator 14 3 74
training
D Poor storage of 10 2 84
finished parts
E Drop in hydraulic 8 2 92
pressure impresses
F Cutter not sharp 5 1.5 97

G Electrical breakdowns 3 1.8 100

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 PARETO DIAGRAMS
100
100.0
97.0
92.0

84.0
80

% 74.0

O 60 60.0
F

T 40 40.0
O
T
A
L 20

75
0 A B C D E F G
PROBLEM TYPE