Control System Maintenance

Presented By

ENGR. DR. ANIUGO VICTOR ONYEKACHI

(R.COREN,Mnse)

MECHATRONICS ENGINEERING DEPARTMENT

FUTO, OWERRI
26TH AUGUST 2021
 What is Maintenance?
1. the work of keeping something in proper
condition; upkeep
2. Maintenance means to hold, keep, sustain or
preserve the asset to an acceptable standard.
As it is known that ….
3. all activities aimed at keeping the available
permanent means of production in a condition
or bringing them back to a condition that is
necessary for a proper fulfillment of their
function
4. Maintenance Management is an orderly and
systematic approach to planning, organizing,
monitoring and evaluating maintenance
activities and their costs.
5. Maintenance is the management, control,
execution and quality of those activities which
ensure optimum levels of availability and
overall performance of plant are achieved to
meet business objectives.
 Usage

Anticipated Life

Determinants of acceptable standards Availability of capital, material and Manpower

of Maintenance for machines

Change in Usage

Business Priority
 To eliminate avoidable breakdowns and plant
stoppages

To increase plant utilization

Objectives of Maintenance

increased availability of production systems

To keep the cost of repair due to plant A good maintenance management

deterioration at a minimum - optimized cost
increased safety
To standardize maintenance procedure
To improve the standard of maintenance and the
control of the maintenance force
system coupled with knowledgeable
and capable maintenance staff can
prevent health and safety problems
and environmental damage; yield
longer asset life with fewer
breakdowns; and result in lower
operating costs and a higher quality
of life.

To ensure that maintenance is planned to fit in

with production requirements

To keep record of plant history

To ensure that important tangible assets are

maintained in good order
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❑ Organizing is the process of arranging resources (people, materials, technology etc.) together to
achieve the organization’s strategies and goals.

❑ Maintenance organizations are concerns in achieving an optimum balance between plant availability
and maintenance resource utilization.

❑ The way in which the various parts of an organization are formally arranged is referred to as the
organization structure.

❑ The way in which the various parts of an organization are formally arranged and a system involving the
interaction of inputs and outputs.

❑ It is characterized by task assignments, workflow, reporting relationships, and communication channels

that link together the work of diverse individuals and groups.

❑ The maintenance organizing function can be viewed as one of the basic and integral part of the
maintenance management function

❑ The Maintenance Management Function consists of planning, organizing, implementing and controlling
maintenance activities
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Influencers
❑ Type of business and Business Objectives

❑ Size and structure of the organization

❑ Culture of the organization

❑ Range of responsibility assigned to maintenance

Responsibilities
❑ Keep assets and equipment in good, well configured and safe condition to perform their intended functions

❑ Perform all maintenance activities including preventive, predictive, corrective, overhauls, design modification
and emergency maintenance in an efficient and effective manner

❑ Conserve and control the use of spare parts and material

❑ Commission new plants and plant expansions

❑ Operate utilities and conserve energy.

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Establishment of Authority and Reporting : Overall administrative control usually rests with the
maintenance department, with its head reporting to top management

❑ Responsibility delegated within the maintenance establishment.

❑ Relationships/responsibility of maintenance division/section clearly specifies the reporting channels.
❑ Job title and job description prescribes qualifications and experience required with reporting channels.

Quality of Leadership and Supervision: The organization, procedures, and practices instituted to
regulate the maintenance activities and demands in an industrial undertaking are not in
themselves a guarantee of satisfactory results.

❑ Maintenance performance is proportional to the quality of its leadership and supervision

❑ Good leadership stems from teamwork which is the essence of success in any enterprise.
❑ Talent and ability must be recognized and fostered
❑ Good work must be noticed and commended while carelessness must be exposed and addressed.
❑ The senior executive and his staff must influence the whole functional activity.

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Incentives:

❑ Application of incentives are useful in repetitive work to defeat lack of interest due to monotony.
❑ Good forward planning can lead to early completion of tasks and hence incentive payment scheme based on
performance of tasks in a given period.
▪ Care must be taken to ensure that the required standards of work are not compromised.
❑ Maintenance incentives can be included in output bonus schemes, by arranging that continuity of production,
and attainment of targets, provides rewards to both production and maintenance personnel.

Education and Training: The organization must have a well defined training program for each
employee. The following provides guidelines for developing and assessing the effectiveness of the training
program
❑ Evaluate current personnel performance and assess training need analysis
❑ Design the training program and implement the program
❑ Evaluate the program effectiveness.
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Rather than designing the organization to solve a specific problem, it is more important to establish a set of
criteria to identify an effective organization. The following could be considered as the most important criteria:
❑ Roles and responsibilities are clearly defined and assigned;

❑ The organization gives adequate attention and attaches robust importance to the maintenance functio;

❑ Flow of information is both from top-down and bottom-up;

❑ Span of control is effective and supported with well-trained personnel;

❑ Maintenance work is effectively controlled;

❑ Continuous improvement is built in the structure;

❑ Maintenance costs are minimized; and

❑ Motivation and good organization culture is established.

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In determining the maintenance organization the following are key inputs;

✓ Capacity planning
✓ Centralization vs decentralization
✓ In-house vs outsourcing.

Maintenance Capacity Planning: This determines the required resources for maintenance to be able to
execute the maintenance load efficiently to meet the objectives of the maintenance department.

❑ Critical aspects of maintenance capacity are the numbers and skills of craftsmen required to execute the
maintenance load.
❑ Accurate forecasts for future maintenance work demand are essential for determining maintenance capacity

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Centralized maintenance: Crafts and related maintenance functions report to one Maintenance manager.

The strengths of this structure are;

❑ Allows economies of scale (decrease in costs due to larger deployment of resources)

❑ Enables in-depth skill development
❑ Enables departments to accomplish their functional goals (not the overall organizational goals).

This structure is best suited for small to medium sized organizations.

The weaknesses of this structure are;

❑ Slow response time to environmental changes

❑ May cause delays in decision-making
❑ Longer response time
❑ Leads to poor horizontal coordination among departments
❑ Involves a restricted view of organizational goals.
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Decentralized maintenance: Maintenance craft and support staff report to operations or area maintenance. A decentralized
structure would;
✓ Probably experience a lower utilization than centralized one
✓ Be able to respond quickly to breakdowns
✓ Achieving a higher plant availability.

Strengths of this structure are;

❑ It allows the organization to achieve adaptability within production unit

❑ It allows the organization to achieve good coordination in production units
❑ Allows for efficiency in a centralized overhaul group
❑ Facilitates effective coordination both within and between maintenance and other departments.

Weaknesses of this structure are;

❑ It has potential for excessive administrative overheads

❑ May lead to conflict between departments.
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Matrix structure: A form of a hybrid structure. Crafts are allocated in some proportion to production units
or area maintenance and to a central maintenance function that supports the whole plant or organization

Strengths of this matrix structure (having dual reporting relationships) are;

❑ Allows the organization to achieve coordination necessary to meet dual demands from the environment

❑ Allows the organization to achieve flexible sharing of human resources.

Weaknesses of this structure are;

❑ Causes maintenance employees to experience dual authority which can be frustrating and confusing
❑ It is time-consuming and requires frequent meetings and conflict resolution sessions.

To remedy the weaknesses of this structure, a management with good interpersonal skills and extensive
training is required.

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The Elements of Maintenance Organization …

❑ Resources (Man, Spares parts, Tools, Documentation, …)

❑ Administration (e.g. PE function in NB)

❑ Work Planning

❑ Control System

Some Definitions

❑ Administration: a hierarchy of authority and responsibility for deciding what, when and how work should
be done.
❑ Work Planning and Control System: a mechanism for planning and scheduling work and feeding back
information needed for correctly directing the maintenance effort towards defined objective.

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 Analysis of
Reliability
MTBF

Analysis of
Availability
Assessing the Effectiveness of
the Maintenance Organization – use these KPIs
Ao Analysis of
Maintainability

MTTR

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Maintenance Strategy Defined as:

❑ A scheme for maintenance, i.e. an elaborate and systematic plan of maintenance action

❑ A long-term plan, covering all aspects of maintenance management which sets the direction for
maintenance management and contains firm action plans for achieving a desired future state for the
maintenance function.
✓ Best maintenance strategy for items of maintenance is selected by considering its maintenance
characteristics, cost and safety.
❑ Maintenance productivity aims at minimizing the maintenance cost while dealing with the measurement
of overall maintenance results/performance and maximizing the overall maintenance performance as
well as:
✓ Measures the usage of resources
✓ Dealing with both maintenance effectiveness and efficiency.
❑ Some Maintenance Performance Indicators
✓ Mean time between failures (MTBF), Failure/breakdown frequency, Mean time to repair (MTTR)
✓ Production rate index (measurement of production output as a function of machine efficiency).
✓ Maintenance Conformance to Schedule, Backlog and Pending Work and Capacity Utilization
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Some of the important measures of maintenance productivity are:

✓ Cost Ratio C = Total cost of maintenance/total production cost

✓ A (availability) = (planned time - downtime)/planned time

✓ P (production rate) = (standard time/unit)x(unit produced)/operating time

✓ O (operating time) = planned time – downtime

✓ Q (quality rate) = (total production – defective quantity/total production

✓ Mean time to repair (MTTR) = sum of total repair time/number of breakdowns

✓ Mean time between failure (MTBF) = number of operating hour/number of breakdowns

✓ Maintenance breakdown severity = cost of breakdown repair/number of breakdown

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Some of the important measures of maintenance productivity Contd:

✓ Maintenance improvement = total maint hrs on preventive maint jobs/total man-hours available
✓
✓ Maintenance cost per hour = total maintenance cost/total maintenance man hours

✓ Man power utilization = wrench time/total time

✓ Manpower efficiency = time taken/planned time

✓ Material usage/work order = total material cost/number of work order

✓ Maintenance cost index = total maintenance cost/total production cost.

✓ Conformance to Schedule

✓ Pending Work and Backlog

✓ Capacity Utilization

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Some of the important factors which need to be considered for measuring maintenance performance are:
✓ The value created by maintenance
✓ Revising allocations of resources (due to improvement or deterioration of machines)
✓ Health Safety and Environmental (HSE) Factors
✓ Knowledge Management and New trends in operation and maintenance strategy
✓ Changes in Organizational Structure

Maintenance Performance Indicator (MPI): Maintenance performance indicators (MPIs) are used for
evaluating the effectiveness of maintenance carried out in the following ways:
✓ When developing MPIs, it is important to relate them to both the process inputs and outputs
✓ MPIs can identify resource allocation and control problem areas
✓ Maintenance contribution to productivity
✓ Benchmarking
✓ Personnel performance
✓ The contribution to maintenance and overall business objectives
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Factors Affecting Maintenance Performance: Maintenance performance is measured to remain
competitive and cost effective. Structural audit is carried out and following factors are evaluated

✓ Labor productivity; Organization staffing and policy;

✓ Management, Planning and Technical training; Motivation;
✓ Management control and budget; Work order planning and scheduling;
✓ Facilities; Stores, material and tools control
✓ Preventive maintenance and equipment history;
✓ Engineering and condition monitoring;
✓ Work measurement and incentives; and
✓ Information system.

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Maintenance Process Mapping (MPM) – A series of maintenance actions or activities linked to
their executors in order to achieve the maintenance objective

❑ The Maintenance process must start with the maintenance objectives and strategy derived from:
✓ The corporate vision
✓ Goals
✓ Objectives based on the stakeholders needs and expectations.
❑ The Maintenance Programme: This is essentially developed based on:
✓ The maintenance objectives
✓ Maintenance policy
✓ Maintenance organization
✓ Resources and capabilities

It is essential to understand the maintenance process in detail before going on to study the issues involved
in MPM system for any organization, so that implementation of the MPM system is possible without
difficulty
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❑ Planned Maintenance: The maintenance organized and carried out with forethought, control and the
use of records to a predetermined plan..

❑ Unplanned Maintenance: The maintenance carried out to no predetermined plan. The equipment
under breakdown maintenance is allowed to run until it breaks down and then repairing it and putting
back to operation. This strategy is suitable for equipment that are not critical and have spare capacity
or redundancy available.

Planned
Maintenance

Unplanned Maintenance

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✓ Corrective Maintenance - Unplanned
✓ Corrective Maintenance – Planned
✓ Preventive Maintenance – Time Based
✓ Opportunity Maintenance
✓ Preventive Condition Based Maintenance
✓ Predictive Maintenance
✓ Design Out Maintenance
✓ Reliability Centered Maintenance

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❑ Corrective Maintenance: The maintenance carried out after a failure has occurred and intended to
restore an item to a state in which it can perform its required function. This can be Planned or
unplanned
❑ Opportunity Maintenance: In opportunity maintenance, timing of maintenance is determined by the
procedure adopted for some other item in the same unit or plant.

❑ Preventive Time Based Maintenance

➢ Maintenance carried at predetermined intervals or corresponding to prescribed criteria and intended to

reduce the probability of failure or the performance degradation of an item. Includes;

✓ Inspection
✓ Lubrication
✓ Cleaning
✓ Adjustment
✓ Replacement

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❑ Preventive Maintenance/ Time Based Maintenance (Contd)

➢ Actions performed on a time-based schedule that detect, preclude, or mitigate degradation of a component
with the aim of sustaining or extending its useful life by controlling degradation to an acceptable level.

➢ Periodic Inspection to detect conditions that might cause malfunctions (breakdowns, loss of function...)
combined with actions to eliminate, control or reverse such conditions in their early stages.

➢ Rapid detection and treatment of equipment abnormalities before they cause defects or losses

➢ Preventive medicine for equipment

➢ Periodic and Systematic inspections and detections

➢ Planned Restoration of detected Deterioration

✓ Basic philosophy
▪ Schedule maintenance activities at predetermined time intervals.
▪ Repair or replace damaged equipment before obvious problems occur.
▪ Standardization
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❑ Design Out Maintenance: the aim is to minimize the effect of failures or eliminates the cause of
maintenance or to improve maintenability of a machine or system.
❑ Preventive Condition-based Maintenance: The preventive maintenance initiated as a result of
knowledge of the condition of an item from routine or continuous monitoring.

✓ Condition monitoring (CM) detects and diagnoses faults

✓ Applicable to planned maintenance based on equipment condition.
✓ A number of CM techniques such as vibration, temperature, oil analysis, etc. have been developed, which guide the
users in planned maintenance.
✓ Determine the condition of in-service equipment in order to predict when maintenance should be
performed.
✓ Approach offers cost savings over routine or time-based preventive maintenance, because tasks are
performed only when warranted.
✓ Predictive maintenance differs from preventive maintenance by basing maintenance need on the actual
condition of the machine rather than on some preset schedule.

✓ Basic philosophy
▪ Schedule maintenance activities when mechanical or operational conditions warrant.
▪ Repair or replace damaged equipment before obvious problems occur.
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Preventive Maintenance – Condition Based ( Contd)

❑ Measurements that detect the onset of a degradation mechanism, thereby allowing causal stresses to be
eliminated or controlled prior to any significant deterioration in the component physical state.
✓ Results indicate current and future functional capability.

❑ Diagnostic techniques for analyzing and measuring typical chemical and physical indications of the
extent of deterioration in equipment, and comparing regularly current and "normal“ (optimal or original)
operating conditions

❑ Uses modern measurements and signal-processing techniques to accurately diagnose the condition of
equipment during operation and determine when maintenance is required.

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 Preventive Maintenance
From
Establishment of periodic maintenance and overhaul intervals, based on
determination of maximum operating time from breakdown statistics
and inspection

To Predictive Maintenance

Establishment of periodic maintenance and overhaul intervals,

based on accurate, scientific understanding of machine conditions

❖ PREDICTIVE MAINTENANCE IS A TECHNOLOGY NOT ONLY FOR DETERMINING PRESENT SYMPTOMS,

BUT MAINLY FOR MONITORING CONTINUOUS CHANGE

Applicability
▪ Limited to those conditions in which changes in previously set parameters can be detected and used to
forecast breakdowns or major deterioration
▪ CBM is not suitable where there is no means of detecting malfunctions in advance
▪ CBM is also unsuitable when the costs of monitoring will be higher than the (associated) savings in repair
costs and production losses
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Predictive Maintenance

▪ The area of abnormality must be unambiguous, clearly identified, narrowed as much as possible
(as events falling in this area tend to cause problems), and the control limit must be specified
exactly, carefully (to minimize risks of breakdowns) and economically (to avoid unnecessary or
untimely replacement expenses)

▪ Deterioration is halted through corrective measures (i.e. replacement of parts) taken when current
conditions are beyond specified control limits

▪ Criteria must be established to set control limits suitably in advance of reaching abnormally
critical conditions
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Predictive Maintenance - conditions monitoring techniques

❑ Thermal Methods including Infra red Thermography

❑ Leak detection technique using ultrasounds or halogen gases

❑ Lubricant Analysis and Monitoring

❑ Crack Detection using magnetic flux, electrical resistance, eddy currents, radiation, ultrasonic..

❑ Vibration Monitoring mainly on machinery with moving or rotating parts, through shock pulse

❑ Corrosion Monitoring through acoustic emission and other methods

❑ Noise Monitoring and Acoustic emission analysis

❑ Motor current Analysis

❑ Dye Penetration and Magnetic Particle inspection

❑ Wear Debris Analysis

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❑ Reliability Centered Maintenance: defined as a process used to determine the maintenance
requirements of any physical asset in its operating context.

▪ RCM methodology deals with issues not dealt with by other maintenance programs.
▪ It recognizes that all equipment in a facility are not of equal importance to either the process or
facility safety.
▪ It recognizes that equipment design and operation differs
▪ It recognizes that different equipment will have a higher probability to undergo failures from different
degradation mechanisms than others
▪ It also approaches the structuring of a maintenance program recognizing that a facility does not
have unlimited financial and personnel resources and that the use of both need to be prioritized and
optimized.

✓ Basic Philosophy
▪ Utilizes predictive/preventive maintenance techniques with root cause failure
analysis to detect and pinpoint the precise problems, combined with advanced
installation and repair techniques, including potential equipment redesign or
modification to avoid or eliminate problems from occurring.
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❑ Corrective Unplanned Maintenance

➢ Advantages
i. Low cost (until equipment fails).
ii. Less Maintenance Manpower.

➢ Disadvantages
i. Increased and incremental cost due to unpredicted downtime of equipment
ii. Increased labour cost, especially if overtime is needed
iii. Cost (possibly very high) involved with repair or replacement of equipment
iv. Possible chain reaction: secondary equipment or process damage consequential to
equipment failure
v. Inefficient use of resources (in the long run)

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❑ Preventive Time Based

➢ Advantages
i. Cost effective in many capital-intensive processes.
ii. Flexibility allows for adjustment of maintenance periodicity
iii. Increased component life cycle
iv. Energy savings
v. Reduced equipment or process failure
i. Estimated 12% to 18% cost savings over reactive/emergency maintenance program.

➢ Disadvantages
i. Catastrophic failures still likely to occur.
ii. Labor intensive.
iii. Includes performance of unneeded maintenance.
iv. Potential for incidental damage to components in conducting unneeded maintenance.

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❑ Predictive

➢ Advantages

i. Increased component operational life/availability.

ii. Allows for preemptive corrective actions.
iii. Decrease in equipment or process downtime and decrease in costs for parts and labor.
iv. Better product quality.
v. Improved worker and environmental safety.
vi. Improved worker morale.
vii. Energy savings.
viii. Open door to minimize inventory and parts

➢ Disadvantages
i. Increased investment in diagnostic equipment.
ii. Increased investment in staff training.
iii. Savings potential not readily seen by management.
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❑ Reliability Centered Maintenance

➢ Advantages

i. Can be the most efficient maintenance program.

ii. Lower costs by eliminating unnecessary maintenance or overhauls.
iii. Minimize frequency of overhauls.
iv. Reduced probability of sudden equipment failures.
v. Able to focus maintenance activities on critical components.
vi. Increased component reliability.
vii. Incorporates root cause analysis

➢ Disadvantages

i. Can have significant startup cost, training, equipment, etc.

ii. Savings potential not readily seen by management.
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 Why standardize maintenance activities?:

➢ Various maintenance activities cannot be performed effectively if left to individuals‘ initiatives

➢ Different levels of skills in maintenance workers

➢ Maintenance work is non-repetitive, requires preparation, and is performed under difficult conditions
✓ it tends to be less efficient if not standardized

❖ need for comprehensive maintenance standards and manuals, to enable all workers (including
newcomers), perform maintenance work efficiently and effectively

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TYPES OF STANDARDS RELATED TO EQUIPMENT

❑ Equipment Design Standards

❑ Equipment Materials Procurement Standards (refer to materials’ and parts’ quality)

❑ Equipment Performance Standards (include: equipment specifications and equipment operation

Standards)

❑ Equipment Materials Inspection/Acceptance Standards

❑ Equipment Test Run and Acceptance Standards (after installation, modification, repairs...)

❑ Equipment Maintenance Standards

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Equipment maintenance standards

➢ Include MAINTENANCE STANDARDS and WORK PROCEDURES and can also be divided into:

✓ INSPECTION STANDARDS
✓ SERVICING STANDARDS
✓ REPAIR STANDARDS

INSPECTION STANDARDS: Addressed to establish the presence/extent of deterioration. Specify areas to be

inspected, inspection intervals, methods, necessary instruments, evaluation criteria i.e. sketches, photographs,...

SERVICING STANDARDS: Specify how servicing and routine maintenance will be carried out - intervals –
guidelines e.g. Lubrication Standards

REPAIR STANDARDS: Specify conditions/methods of repair work. May state available men-hours to perform
repairs.

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Equipment maintenance standards can also be classified as;

❑ Routine Inspection Standards (short interval)

❑ Periodic Inspection Standards (longer interval)

❑ Performance Inspection Standards

❑ Precision Inspection Standards

❑ Mechanical Inspection Standards

❑ Electrical Inspection Standards
❑ Piping Inspection Standards
❑ Instruments Inspection Standards

❖ ALL Standards should be periodically revised (at least once a year) as equipment is
updated, improved, etc.

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 Maintenance Process
Performance

Maintenance OUTPUT
INPUT
Process

Materials, Services and Equipment

People Performance Performance
• Installation performance management • Repairable management
• Maintenance cost management
• Outsourcing management
• Maintenance concept management
• Technical information management
• Learning of failures
• Overhaul management
• Modification management
• Lifecycle management
• Workflow management

• Spare part management • Personnel / training

Reporting Requirements
Maintenance Plan Types
❖ WEEKLY MAINTENANCE PLANS

❖ 2WEEKLY MAINTENANCE PLANS

❖ MONTHLY MAINTENANCE PLANS

❖ 3MONTHLY MAINTENANCE PLANS

❖ 6MONTHLY MAINTENANCE PLANS

❖ ANNUAL MAINTENANCE PLANS

❖ MAJOR MAINTENANCE PROJECT PLANS

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When the PM pillar route is implemented chronically step-by-step, the development of maintenance
standards will take place in the following sequence:

✓ Creation of a planned maintenance system based on supplier recommendations and execution of this maintenance
system on time and in full.
✓ Execution of improvement activities on repetitive, chronic breakdowns based on deployment of OPI; focusing on
time lost because of breakdowns resulting in updated standards.
✓ Execution of systematic analysis of all sporadic breakdowns, continuously updating the PM system based on
occurrence of breakdowns.
✓ Pro-active review of all maintenance activities integrating them in updated planned maintenance system,
improving both effectiveness and efficiency of execution.
✓ Additional monitoring tasks to increase efficiency of maintenance.
✓ Further improvement of efficiency of maintenance standards by re-evaluating the most expensive maintenance
tasks.
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MAINTENANCE MANAGEMENT AND WORK ORDER SYSTEM IN PLACE.

✓ To manage the execution of maintenance tasks, computerized maintenance management system (CMMS) must
be in place.
• System is used to schedule tasks, plan their execution and report results.
• All activities must be planned using a work order system to assign tasks to the executers.
✓ For more frequent tasks executed by operators, a CILT system must be in place.
SPARE PARTS MANAGEMENT

✓ Availability of spare parts required for the execution of maintenance must be guaranteed.
• For this the spare part stock must be managed in the CMMS system.
• Also the purchasing process must be effective and managed through the CMMS system.

PLANNED MAINTENANCE SYSTEM IN PLACE AND EXECUTED ON TIME.

✓ Before changing the content of the planned maintenance system to improve performance, first, execution of the
system must be checked.
▪ If execution of the system is not in place update of the content will have no effect.

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PLANNED MAINTENANCE SYSTEM IN PLACE AND EXECUTED ON TIME.

✓ Also the procedure for planning, execution and evaluation of maintenance execution must
be in place

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TIME FOR MAINTENANCE INTEGRATED IN PRODUCTION PLAN
✓ To execute planned maintenance, maintenance stops must be integrated in the production cycle.
✓ The execution of maintenance must not be something that is done as “an exception” when there is time available
that is not needed for production.
✓ The time needed for maintenance must be taken into account in the yearly capacity study, and weekly planning.
✓ There must be an agreement that ensures the line is available to execute maintenance in a routine way. Normally at
PM pillar step 3 maturity level this is a yearly shutdown of 1 of two weeks, and a weekly maintenance shift.
EQUIPMENT IS IN BASIC CONDITIONS
✓ Planned maintenance standards are only effective if the lifetime of individual components is predictable.
▪ For this the basic conditions of the equipment must be in place, meaning in a systematic way;
❖ The equipment is cleaned
❖ The equipment is inspected
❖ The equipment is lubricated
▪ This means AM step 1-3 must have been implemented
IMPROVE RELIABILITY OF EQUIPMENT
✓ The planned maintenance system must restore deteriorated components in a planned manner, before it results in
unplanned breakdown.
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INTEGRATE EXISTING MAINTENANCE ACTIVITIES: Common Situation of Non Integration that must be
corrected
✓ Periodical maintenance system in place, with inspection tasks, executed routinely in a weekly maintenance shift.
✓ Yearly overhaul, executed with, or sometimes completely by the original equipment manufacturer.
• Overhaul is managed completely separate from the PM system as a project, with a pre-overhaul inspection.
✓ Operators maintain a CILT system which contains maintenance tasks like inspection and lubrication.
✓ Implications
▪ A risk that there is an overlap or misalignment between the different maintenance systems

REDUCING INVASIVE OVERHAULS

✓ Yearly overhaul has been proven not to be the most effective and cost efficient.
✓ Performance just after the overhaul is often disappointing from running in of parts and related issues
✓ Lots of machine fine-tunings are lost because of the invasive character of the overhaul.
✓ Analysis of parts that have been replaced during the overhaul often show that the end of technical life was not
reached yet, and the part could still have been used longer.
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TRANSFER OF TASKS FROM TECHNICIANS TO OPERATORS.
✓ Maintenance execution is efficient if clearly tasks are standardized.
• Planned maintenance tasks are routine tasks that should be executed in a standard way.
• Criteria for an inspection is very clear.
o If criteria for an inspection cannot be defined, condition based maintenance is not the right strategy.
✓ If tasks have been standardized and inspection criteria is clear, the task can often be transferred to operators.
• Freeing up the technician to execute more advanced maintenance tasks
• Utilizing the time the operator has available when the equipment is stopped for maintenance.

DEFINE STANDARD FOR NEW MACHINE

✓ For new equipment, maintenance standards must be implemented.
✓ Experience has shown that implementing the “recommended spare part list” and simply execution of the
recommended inspections / replacements is often not effective, and also not cost efficient.

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REDUCE MAINTENANCE COST
✓ Re-evaluating the maintenance task for components can be done from a cost perspective.
• Purpose is to identify components that are being over-maintained
o For those components redefine the maintenance task.
o Extend the replacement interval
o Move from preventive maintenance to run to fail strategy
o Implement condition-based maintenance as all have a positive impact on the maintenance cost.

Direction For Maintenance Standard Teams

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ACTIVITY-BASED MAINTENANCE BUDGET

✓ If a clear overview is made of all maintenance tasks, this overview can also be used to estimate maintenance
expenditure.
✓ Part of the maintenance standards route is to make an estimation of planned replacement interval, and remaining
mean time between failure of every individual component.
✓ In combination with the required time for inspections/replacement/repair, a total maintenance cost for an
individual component can be calculated.
✓ The cost of the equipment can then be calculated by simply adding up the cost for all components. This way a cost
prediction of the total life time of equipment (Part of Life Cycle Costing) or of an individual year can be made.

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❑ Work planning, preparation and scheduling is integrated in the so called “ Work Handling System”

✓ Work Handling System includes

➢ Work Request/Notification, Work order and approval/release

➢ Prevention of foreseeable bottlenecks

➢ Determination of time, material, service and cost requirement

➢ Succession of Jobs

➢ Division of manpower

➢ Issue of work instructions/Method statements with timing

➢ Issue of Work Permits

➢ Execution and control of work

➢ Announcement of completion

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 The Total cycle

PREPARATION SCHEDULING EXECUTION

WHY WHEN? DOING

FOR WHOM
HOW?
PROGRESS STUDY

PLANNING WORK IS IT BEEN EXECUTED TO SCHEDULE

TO BE DONE CHECKING

WHAT
HOW MUCH

RESULTS STUDY

HAS IT BEEN DONE WELL?

CHECKING

-56-
❑ A maintenance budget is a cost projection based on the costs of labor, equipment, material
and other items (such as contracts) required to do all work identified in the Work Schedule.

✓ After the costs are calculated for one work order, the process is repeated for the
remaining work orders to get the total cost required to maintain the asset.

✓ The maintenance supervisor is responsible for monitoring the actual expenditures

against the budget for the year.

✓ Responsible for its yearly update using

✓ forecast labor rates
✓ material and service contract costs.

❖ The updated budget would be used for determining the operation and maintenance costs
of the year under review.

-57-
Work control deals with monitoring the work status and the accomplished work to investigate if
the work is done according to standards (quality and time).

✓ Control system includes standards assigned in advance of performing actual maintenance work.

❑ Report used includes

✓ Performance according to standard by the crafts utilized for the job and their productivity.
✓ Backlog and Pending Work
✓ Percentage of emergency maintenance to planned maintenance
✓ Percentage of repair jobs that originated as a result of PM inspection.

❑ It is good practice to indicate the backlog cause if it exists and have a healthy backlog.
✓ The size of a healthy backlog ranges between 2–4 weeks
✓ An excessive or too little backlog necessitates a corrective action.

-58-
❑ In Case of Reducing Backlog/Pending Work;

✓ Reduce contract maintenance;

✓ Consider transfer between departments or crafts; and
✓ Down size the maintenance force.

❑ In Case of Increasing Backlog/Pending Work;

✓ Increase contract maintenance;

✓ Consider transfer between departments or crafts; and
✓ Increase maintenance force.
✓ Schedule cost effective overtime

-59-
The maintenance cost consists of the following categories:

❑ Direct maintenance cost (costs of labor material, spares, material, and equipment)
❑ Operation shutdown cost due to failure
❑ Cost of quality due to product being out of specification, as a result of machine’s incapability
❑ Redundancy cost due to equipment backups
❑ Equipment deterioration cost due to lack of proper maintenance
❑ Cost of over maintaining.

✓ Almost all information about cost is available on the work order.

✓ Summary of maintenance costs by work category is issued monthly.
✓ Summary is utilized to control maintenance costs

-60-
How can Maintenance Costs be reduced?
✓ Consider the use of alternative spare parts and materials;

✓ Modify inspection procedures

✓ Revise maintenance policies and procedures

✓ Make adjustments in size of crew and methods.

-61-
Maintenance has a direct link to the quality of products.

❑ Well maintained equipment produces less scrap and improves process capability.

❑ A monthly report on the percentage of repeat jobs and product rejects may help identify which
machine requires an investigation to determine causes of quality problems.

✓ Once the machines are investigated, a corrective course of action will be taken to remedy
problems

Plant condition control requires an effective system for recording failures and repairs for critical
and major equipment in the plant. Information is usually obtained from the work order and
equipment history file. Plant Condition is Announced via Maintenance Report

❑ The time of failure and the nature of failure

❑ The repairs undertaken and total downtime including Machines and spares used.

-62-
Monthly maintenance report should include;

❑ Measures taken on plant reliability (MTBF, OEE – overal equipment effectiveness)

❑ Downtime of critical and major equipment.

If a down trend is observed on OEE – performance X availability X quality

❑ Downtime and readiness is low

✓ Corrective action must be taken to minimize the occurrence of failure.

❖ The corrective action may require establishment of a reliability improvement program

or a planned maintenance program, or both.

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Maintenance capacity management includes Maintenance capacity planning and maintenance
capacity control

✓ Maintenance Capacity Control: Actual and planned maintenance outputs are compared, and corrective
action is taken if necessary
✓ Maintenance Capacity planning is the process of determining the capacity needed to meet changing
demands

Available and required capacities in Capacity Management are measured in terms of;

✓ Standard work hours: Required capacity for a given period

❖ is the sum of standard hours of all work orders, including setup and tooling times

-64-
Maintenance capacity planning can be described as follows:

✓ Estimate the total required maintenance capacity (maintenance workload) for each time period
✓ Determine the available maintenance capacity of each maintenance resource (e.g., employees, contract
workers, regular time, and overtime)
✓ Determine the level of each maintenance resource to assign to each period in order to satisfy the
required maintenance workload.

❑ The main problem in maintenance capacity planning is how to satisfy the required maintenance
workload in each period.
❑ Maintenance capacity planning has to answer two questions in order to satisfy the demand for
any given period

-65-
❑ How much of each type of available maintenance capacity (resource) should be used
❑ When should each type of resource be used.

Objective of maintenance capacity planning

✓ Is to minimize the total cost of labor, subcontracting, and delay (backlogging).

✓ Is to maximize profit, availability, reliability or customer service.

Capacity planning techniques are generally characterized by 12-month planning horizons, monthly
time periods, fluctuating demand, and fixed capacity.

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Four basic strategies are used to match the fixed capacity with fluctuating monthly demands:

❑ Chase strategy: performing the exact amount of maintenance workload required for each month,
without advancing or delay;
❑ Leveling strategy: the peaks of demand are distributed to periods of lower demand, aiming to have a
constant level of monthly maintenance activity;
❑ Demand management: the maintenance demand itself is leveled by distributing preventive maintenance
equally among all periods
❑ Subcontracting: regular employees perform a constant level of monthly maintenance activity, leaving
any excess workload to contractors.

-67-
Chase, Levelling and the other 2 capacity planning strategies are considered pure or extreme
strategies that usually perform poorly. The best strategy is generally a hybrid strategy of these.

Advance capacity planning techniques are generally classified into

✓ Deterministic
✓ Stochastic techniques.

Deterministic techniques assume maintenance workload and all other significant parameters are
known constants.

✓ Modified transportation table method

✓ Mathematical programming

-68-
Stochastic capacity planning techniques assume that the maintenance workload and possibly
available capacity and other relevant parameters are random variables. Statistical distribution-fitting
techniques are used to identify the probability distributions that best describe these random
variables.
✓ Queuing models
✓ Stochastic simulation

Capacity is the maximum output that can be provided in a specified time period.

❑ Capacity is not the absolute volume of work performed or units produced, but the rate of output per time unit.
❑ Maintenance capacity planning aims to find the optimum balance between two kinds of capacity
✓ Available capacity
✓ Required capacity
❑ Available capacity is mostly constant because it depends on fixed maintenance resources
❑ Required capacity (or maintenance workload) is mostly fluctuating from one period to another according to
trend or seasonal patterns.
❑ Effective maintenance capacity planning depends on the availability of the right level of maintenance resources
-69-
Resource planning is the process of determining the right level of resources over a long-term
planning horizon.

❑ Resource planning is done by summing up quarterly or annual maintenance reports and converting
them into gross measures of maintenance capacity.
❑ Resource planning is a critical strategic function, with serious consequences for errors.

✓ If the level of resources is too high, then large sums of capital will be wasted on unused resources.
✓ If the level of resources is too little, then lack of effective maintenance resources will reduce the
productivity and shorten the life of manufacturing equipment.

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The goal of every lubrication program is …

✓ Ensure that all equipment receives and maintains the proper levels of lubrication such that no equipment fails
due to inadequate or improper lubrication.
✓ To produce adequate plan that can serve the lubrication need of the plant.

The 5Rs as it concerns equipment Lubrication are;

✓ Right lubricant
✓ Right condition
✓ Right location including accessibility and visualization on Machine
✓ Right amount and tool
✓ Right frequency

-71-
The Four Phases of a Lubrication Program

✓ Lubrication Program Development

✓ Lubrication Program Implementation
✓ Lubrication Program Management
✓ Lubrication Program Improvement

Lubrication Program Development Phase

✓ Develop an Equipment List

▪ Create or obtain a current list of all equipment that requires lubrication.

• Information is from Computerized Maintenance Management System, Plant Maintenance Files,

Piping & Instrument Diagram and Physical survey of the plant.

The output from this process will be

❖ Equipment identification name and Number and Process description

-72-
Lubrication Program Development Phase

✓ Conduct Lubrication Survey Proper

▪ Lubrication survey will consist of a detailed lubrication inspection of all equipment

o Machine is studied and its related characteristics recorded

▪ Lubrication survey is the only way of obtaining an accurate picture of current lubrication practices

o Future steps to select lubricants and improve lubrication practices is based on this
o General knowledge of the design of the machine is required in deciding lubrication requirements

• References to machine drawings and OEM manuals is important

✓ Select Lubricants

▪ Come up with list from Survey Part

▪ Review the list
-73-
✓ Consolidate Lubricants (If applicable)

▪ Determine if there are any opportunities to reduce the total number of lubricants

▪ Reduce the number of Lubricants by combining properties if necessary with advantages of …

o Reducing the number of lubricants that have to be purchased

o Reducing the number of lubricants that have to be stored
o Reducing the chance for mis-application and cross contamination
o Reducing the number of lubricants that have to be documented and controlled as part of environmental
compliance

-74-
✓ Develop a Lubrication Manual

▪ Create a lubrication manual where all pertinent lubrication information gathered can reside
▪ Consolidate information into an electronic lubrication manual for ease of reference
▪ A lubrication manual should have the following
o Equipment number and Description
o Equipment Picture
o Lubricant section from the OEM manual
o Selected lubricant technical data sheet
o Selected lubricant Material Safety Data Sheet (MSDS)

-75-
✓ Purchase Necessary Lubrication Equipment

▪ We need our lubricant in the right condition from one of the 5R’s
▪ Use equipment to store and apply lubricants at set intervals and as needed
▪ Storing lubricants: ensure First In, First Out issuance … Shelf life sake
▪ Equipment covers storage and application

✓ Storage racks and Sealed plastic heavy duty oil dispensing containers
✓ Grease Guns, Bulk lubricant storage containers, Filter carts

-76-
✓ Set Lubrication Preventive Maintenance (PM) Frequency

▪ Determine the frequency at which the lubrication tasks will be repeated

o Necessary before entry into CMMS
o Frequency information plus other data collected will be inputted into the PM System of CMMS.

▪ Types of Services to perform

o Lubrication Inspection and Top-up
o Equipment visual inspection and Temperature Readings
o Oil Sampling (as required)

-77-
✓ Implementation Phase: Once all the data has been collected and gathered in the development phase;
next is
▪ Put information into the plant’s Computerized Maintenance Management System
▪ Set the Preventive Maintenance (PM) and task frequencies.
▪ Create the lube routes.
▪ Review routes for clarity and consistency
❖ if any changes need to be made ensure they are made
▪ Setting the inspection scheduler - The how?

-78-
▪ Set/Develop Safety conditions/Practices
✓ As regards Uses
✓ As regards Handling

❖ Lubricants are slippery because they are designed to minimize friction in machines. Accidental spills or leaks are
high-risk situation that must be immediately attended to prevent personal injury.

❖ Lubricants are flammable. The proper fire-hazard precautions need be taken.

❖ Lubricants can cause personnel health problems when the lubricant comes into contact with the skin.

▪ Items for consideration for your safety practices are the following but not limited to:

✓ MSDS (Material Safety Data Sheets) are available and are reviewed.
✓ Lock out procedures are followed
✓ Leaks are under control and Spill response in place
✓ Handling practices maintain a safe environment
✓ Lubrication Equipment use is understood
✓ Sampling procedures are followed
-79-
▪ Develop Training Plan

❖ Develop Skill Matrix required as per Lubrication per job area

❖ Determine Gap to fill
❖ Execute training as required.
❖ All persons performing lubrication related work must be properly trained to ensure the effectiveness and
the consistency of the program.
❖ Also, we must ensure that there is an existence of procedures for all major tasks and functions within the
lubrication program.
✓ If these documents do exist they must be reviewed and evaluated.
✓ When reviewing these documents and procedures we must ensure that they support the maintenance
strategy, address the purpose of the task and give clear guidance and direction to complete all tasks in
a safe, effective and efficient manner.

-80-
Managing Lubrication Program Phase : the third phase in this journey

✓ Large amounts of money and resources are often budgeted to develop and implement a lubrication program
and with following issues which must be avoided.

❑ No established ownership and a guiding vision, which can decay into a low value day-to-day chore.
❑ With work request and work orders at times clarity in what work needs to be performed is missing.
❑ Lack of information delivered from the floor which can lead to poor planning & scheduling efforts.
❑ Poor documentation of the work performed
❑ Work history is one of the greatest struggles faced daily in the manufacturing world.
❑ There may be multiple software’s being utilized but the problem exists when the information collected does not get
back to the main software system.

-81-
The Work Flow – Lubrication

-82-
 Improving the Lubrication Program Phase : the 4th phase in the program

✓ After your lubrication program has been developed, implemented and managed for a specific amount of time
you must review your equipment history.

To Improve;

✓ Identify from detailed equipment history, lubrication issues within your facility.
✓ When assessing your equipment history you must ask yourself if the Mean Time Between Failure (MTBF) you have is
acceptable?
✓ Check if your plant have reliability goal of what the MTBT should be?
✓ Check if the cost for maintaining your equipment is acceptable?

❖ If any of these answers are NO you must create a paretto analysis to determine your priority in what equipment needs to be
looked at through failure and or cost.

-83-
 Improving the Lubrication Program Phase : the 4th phase in the program

➢ Execute Paretto and then Analyse : Determine if current PMs are acceptable
o Use Root Cause Failure Analysis (RCFA)
o Or use Reliability Centered Maintenance (RCM) Methodologies
➢ Check if recommendations from Analysis are acceptable
➢ Adopt changes and make the corrections or additions to the current PM process.
➢ Check periodically to address other or same as they arise.
➢ Check Costs, If the costs are not acceptable you go back to the drawing and develop a strategy to implement
the change.

-84-
Improving the Lubrication Program Phase : the 4th phase in the program

-85-
Other areas – Improving Your Programme

✓ Have a Lubricant analysis program

▪ Lubricant analysis is commonly used as a diagnostic tool in most facilities.
✓ But
▪ Many oil analysis programs frequently lack the proper setup and utilization of data that is needed to
gain maximum benefit.
▪ An oil analysis result is provided to the customer in a hard-copy format with generic
recommendations and is usually filed never to be looked at until time for an audit.
▪ In these situations, oil analysis provides little or no value to the organization and to the overall
reliability posture of the facility.

✓ Established goals and metrics (standard of measurement) to track progress of the program.
▪ The establishment of goals and metrics is key to improving a lubrication program.
▪ The selection of specific program goals and the development of key performance indicators by which
to measure the progress toward these goals which are largely dependent on the maturity of the
-86-
program.
Other areas – Improving Your Programme

✓ But
▪ The development of goals and metrics continues to be an area of weakness in many lubrication
programs even as most organizations have established corporate and plant-specific goals and metrics
aimed at overall operating and maintenance improvements, few programs have established goals and
metrics at the technology level.
▪ The key program element is required to ensure lubrication program excellence. It is also important
to have a clear understanding of the current status of the program
▪ It is important to have both vision and focus on the continued improvements that can be made to the
program to realize effective and efficient fulfillment of the lubrication needs of the organization.
▪ Continuous improvement is an important element of a comprehensive lubrication program, but is
often overlooked by many

-87-
✓ Programme audit system in Place : To get better, you must understand where you are.
▪ Possible by using an appropriate audit or self-assessment process
✓ A roadmap to address and evaluate where you are presently
✓ A roadmap on where to focus.
✓ Continuous Improvement should be seen as a living program, continually changing to ensure both
equipment reliability and ultimate cost effectiveness,
▪ Increasing equipment reliability is the goal of any plant lubrication program.

❖ Remember nothing will ever be perfect but if you strive for perfection you will find excellence and
excellence in lubrication means the difference between inconsistency and reliability, poor plant availability
and optimum overall equipment effectiveness.

-88-
Source of information for the Survey:

✓ machine/equipment manual
✓ Experience
✓ Lubricant vendor representative (usually, the lubricant Engineer)

Lubricants are usually drawn from ‘lubricant assortment’ list. Where none is suitable for a
lubrication point, the vendor will have to establish its equivalent and advise accordingly.

In the case of a newly-installed plant a documentation/manual of the survey may be produced and
kept securely in the documentation room for future reference.

-89-
The Requirements
✓ The lubricant to be used at each lubrication point.

✓ The quantity of lubrication.

✓ The application method.

✓ The lubrication interval.

✓ Any special tools required.

✓ Visualization on machine

The Result

✓ Lubrication Programme in SAP or in daily Lubrication Task in AM (

TPM)
-90-
Objective: To produce adequate plan that can serve the inspection need of the plant.
❑ Involves determination of methods of inspection, frequency, accessibility to point of inspection and

tools required.

Sources of information for the survey:

✓ Machine/equipment manual
✓ Experience
✓ RCM

The result of the survey will be used to:

✓ determine the nature of inspection: time-based, condition-based, etc
✓ enrich the maintenance instructions/task list

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Typical Use:

✓ Generally performed on operating equipment

✓ Historically using basic senses
✓ High reliance on individual “Inspector”
✓ Simple checklist, easily abused

Enhanced Use:

✓ Instrumentation, gauges (align with AM)

✓ Rotating components and drive belts inspected under “freezing” using strobe light
✓ Belt Drive inspection using “sheave gauges” and “tension gauges”
✓ Basic temperature checks on bearings or compressor valves using infrared pyrometer
✓ Vibration checks using basic “pen-sized meters”

➢ Adding detail to the inspection list raises the level of interest of the Inspector and significantly
improves the quality of the inspection and information recorded.

-92-
There are essentially only four types of tasks in a scheduled maintenance program.

Technicians can be asked to:

✓ Inspect an item to detect a potential failure.

✓ Rework an item before a maximum permissible age is exceeded.
✓ Discard an item before a maximum permissible age is exceeded.
✓ Inspect an item to find failures that have already occurred but were not evident to the equipment
operating crew.

✓ Two of the four maintenance tasks above are related to the detection of a hidden failure or a potential
failure.
✓ For all four of these types, if there is a gradual loss of function, a P-F Curve will be representative of the
failure mode.
✓ One value then of the P-F Curve is to help equipment owners understand that with the right type of
inspection method, the failure mode can be detected very early.
✓ Detecting the failure mode early and then acting on that information has tremendous value to the
organization.

-93-
Some Definitions

❑ A functional failure is the inability of an item (or the equipment housing it) to meet a specified
performance standard. Another way to say it is that a functional failure also includes the inability of an
item to function at the level of performance that has been specified as satisfactory. This definition thus
implies that functional failure is an identifiable and measurable condition, a concept that changes the
way we inspect machines.
❑ A potential failure is an identifiable condition that indicates a functional failure is imminent.

✓ The ability to identify either a functional or a potential failure depends on three factors

▪ Clear definitions of the functions of an item and how they relate to the equipment or operating
context in which the item is to be used
▪ A clear definition of the conditions that constitute a functional failure in each case; and
▪ A clear definition of the conditions that indicate that a failure is about to occur.
✓ 89% of failures are random in nature. This means they can occur anytime, it does not mean that they
occur without assignable cause.

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➢ The P-F interval governs the time available to detect and restore the failure.

-95-
➢ The Nett P-F interval governs the time available to restore the failure.

-96-
The intent of the P-F Curve is to illustrate how equipment fails and how early detection of a failure provides time
to plan and schedule the replacement or restoration of a failing part without interruption to production. Another
way to say this is that the P-F Curve represents the gradual loss of function.

Point where
failure begins Early
Signal 1 Early
to occur
Signal 2 Early
Signal 3
Audible
Noise

Hot to
touch

Broken Equipment fails here

-97-
-98-
-99-
Replacement:
What is involved?
✓ Replace After Standard Time
✓ Replace independent of State
✓ Replace dependent of State
What is replaced?
✓ Consumables
✓Wear Parts
✓Predictable Wear Parts
Examples of what is replaced
✓ Oil seals, O rings, glands etc
✓Bearings, Bushings, Proximity switches etc
✓Wear strips, Cogwheels, Chains etc
✓ Replacements should be economically justified over more frequent inspections.

-100-
Functional Test :
✓ Verify that equipment is operating according to specifications, often associated with safety, the
environment and legal requirements.
✓ The documentation used to record these tests must include date and results, remedial action
required and signature of “Tester”
✓Maintenance tasks may require special or legal qualifications.

Examples:

✓ Safety Guarding of a High Speed Robot.

✓ Chain Drives on Lifting Equipment

✓ Portable Appliance Testing (PAT)

✓ Crown cork Shute

✓ Emission testing car

-101-
Settings & Adjustments :
➢ Optimization of Production Equipment (Settings Study)

➢A record of settings and adjustments can become the basis for setting standards and
optimizing the maintenance frequency.

➢Fine-tuning and adjustments

✓ Cam on a Limit Switch

✓ Boiler Combustion Control System to maximize fuel efficiency

➢Indicates the need for component or part replacement if too frequent adjustments are being
made.

Settings can be made to a point –and is therefore “right first time”

Adjustments can vary over a range –and therefore can be incorrect

-102-
Cleaning :
➢ Difficult to access area’s that are not part of CILT / SOP

➢Parts with link to performance i.e. Filters

➢Cleaning with low frequency (yearly)

➢Cleaning that must be done by specialists

-103-
Calibration
➢ Calibration procedures check the accuracy of critical indictors, control instrumentation or
any parameter that affects the specification of the product.

▪ Positioning encoders
▪ Critical flow meters
▪ Weigh stations
▪ Mass meter
▪ Temperature and humidity sensors

➢ The documentation used to record these tests must include date and results, remedial
action required and signature of “Tester”

➢ These tasks may also require the use of 3rd party services

At the moment calibration is done using Beamex – not in SAP

-104-
Overhaul
➢ Performed on line level:

▪ Inspection by specialist, often original equipment manufacturer.

▪ Preparation of intervention on selected components.
▪ Execution during shutdown often by OEM or service company

➢The documentation used to record these tests must include date and results, remedial action
required and signature of “Tester”

➢These tasks may also require the use of 3rd party services

Advantages: Disadvantages:

• Often seen as SAFE option. • High cost, due to disassemble and replacement of
• Shutdown can be planned in low season parts
• Limited knowledge required • Very invasive –ramp up after overhaul
• Limited learning and ownership

-105-
Overhaul: Disassemble inspect & repair
➢ Performed on (sub)assembly level:

•Time based replacement of wear parts and consumables on a critical (sub) assembly.

•Execution during maintenance stop.

•Execution by maintenance staff.

Examples:

• Filling valve assembly.

• Glue pump.

-106-
-107-
-108-
To maximise the Return on Investment of our physical
assets by :
❑ Engagement and retention of skilled workforce with a feeling of care for the
assets they work with;

❑ Changing the focus from maintenance cost only to installation performance

first;
❑ Establishment of a continuous improvement culture;
❑ Paying special attention in the selection of assets such that they are
maintenance and operation friendly (maintainability);
❑ Establishing management commitment to support maintenance.
Our Vision
“TO SUSTAIN OUR COST LEADERSHIP ASPIRATION AND DELIVER SUPERIOR
CUSTOMER SATISFACTION THROUGH CONTINOUS IMPROVEMENT AND
EFFECTIVE MAINTENANCE OF OUR ASSETS”

Our Mission

“PROACTIVELY CARRYOUT PLANNED MAINTENANCE IN A STRUCTURED AND

STANDARDIZED WAY, TO INCREASE EQUIPMENT AVAILABILITY AND ACHIEVE
OPTIMUM EQUIPMENT OUTPUT AT THE MOST EFFICIENT COST WITH WELL
MOTIVATED EMPLOYEES”
Guiding Principles ……
❑ Transmitting to the organisation a feeling of good care for the plant & equipment.

❑ Teamwork in all areas, such as in maintenance and production.

❑ Continuous improvement, looking for methodical ways to solve technical problems.

❑ Focusing maintenance on objectives regarding the yield, reliability, availability and maintainability of
installations instead of focusing mainly on production and costs.

❑ Defining appropriate performance indicators for the overall effectiveness and quality of the maintenance
process.

❑ Gearing budgets to these objectives and performing a methodical cost analysis.

❑ Further applying SAP-PM HeiCORE as a corporate tool in aid for high performance Planned
Maintenance, methodical analysis and of obtaining the maintenance performance indicators that have
been defined.

❑ Sharing experiences and best practises with the different Heineken breweries.

……..Aligns with working in TPM environment

 Care of Assets

Involvement of Production

Learning from Failures

Continuous Improvement (teams)

Performance
Installation
Technical and Team Training
Performance and Costs Indicators

Managing Maintenance Plans

Performance

Modification Management
Overall

Work Management
Costs
Maintenance

Spare Parts Management

Outsourcing Policy and

Process

Technical Purchasing

Management of Technical
Documentation and
Information

Early Equipment Management

 Machine Method

Manpower

Measurement Material
 Reliability (MTBF, R%) Costs ($/hl, $/$assets)
Availability (OPI, Ao) Workload (Backlog, # orders)
Maintainability (MTTR, MDT) Process (Maintenance Type Ratio)
Machine Energy (kWh, MJ, m3 / hl) Quality (# RCFA, # Repetitive Failures) Method

Headcount (#man/hl, #man/#equipment)

Manpower Motivation (# OPL / teams / suggestions)

Measurement Material
Report Structure Stocks ($, # Items, $/$ )
assets
Visual Management
Services ($services, hservices/hinternal)
Frequent System Analysis
 • Brewing • Packaging
➢ Scope is limited to
• Production non Beer • Utilities

✓ All personnel expenses reported under maintenance are used

115
 Maintenance Total Expenses / hl

Expenses
Brewing Maintenance Expenses / hl - per line type
Packaging Maintenance Expenses / 1000 units - per line type

Input
Packaging Maintenance Expenses / hl
Utilities Maintenance Expenses / hl
Spare Parts Ratio (%) - relative to asset value
SPM

Spare Parts Turnover Ratio (%) - relative to stock value

MAINTENANCE
Stock out New !

PROCESS
Planned Maintenance Ratio (hours / asset based)
TPM Work Orders

Planned Maintenance Ratio (Expenses / work based)

Maintenance Conformance to schedule New !
Pending work (including backlog) New !
Resource Utilization New !
Group Pillar score PM
Breakdown Analysis / breakdowns New !

Output
Efficiency Brewhouse (%)
Line
Perf

Line performance Packaging per line type (%)

MTBF MTTR

Mean time to repair (hr) Brewing

Mean time to repair (hr) Packaging per line type
Mean time between failure (hr) Brewing
Mean time between failure (hr) Packaging per line type

116
 ➢ KPIs combined gives an insight to out total Asset management cost efficiencies
▪ Achieved by Sweating Assets i.e. low value per hl produced
▪ Achieved by efficient Maintenance i.e. low expenses per hl
▪ Low value assets
▪ Combination of above
117
-118-
 The reorder point
is chosen in such a way
that sufficient stock is
available during the
lead time.

based on the principle that at a certain stock level (the

➢ MRP … Material Requirement Planning reorder point) spare parts are ordered with an order
quantity in order to avoid stock out
➢ MRP Type V1, VB, PD and ND in use in OpCo

• How does it work ??.. Some Examples

-119-
❑ Why measure against asset value?
▪ For Benchmarking purpose
• Building is not inclusive in Calc

❑ Why Stock ratio Spare parts?

▪ Spare part stock ratio gives an
indication how high your expenses are
due to warehousing.
• All parts registered in the CMMS
is included excluding VMI items
❑ Why Spare Parts Turnover Ratio
▪ Turnover gives an indication of the
spare part stock use.
• Too low could indicate you have
unneeded items on stock.
• Too high could indicate you risk
stock out.
❑ Spare Parts Stock Out (do we
have what we want?)
-120-
 Name
Expenses booked on all work
1
orders
Expenses booked on planned
2
maintenance work orders
Planned Maintenance Ratio
3 %
(expenses / CMSS based)
Unit Definition
BCS input / calculation
Sum of expenses (invoice + material) on work orders of which the
Loc. technical closure date was within the month.
Curr. Manual Input/ Automatic Upload
Sum of expenses (invoice + material) on planned work orders of
Loc. which the technical closure date was within the month
Curr. Manual Input/ Automatic Upload
The % of costs on work orders that are planned maintenance.
BCS calculated: Expenses booked on planned maintenance work
orders / Expenses booked on all work orders x 100%

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What is the definition of 'planned'? : Planned maintenance are the work orders that should be planned
upfront
➢ Work identified by a tag but need no immediate repair
➢ Preventive work
➢ Predictive work
➢ Inspections
➢ Work identified during an inspection
➢ In Short; PM1,……PM8, CM2 and CM3
➢ Materials must always be booked on work orders
➢ All Materials must be received through our store ( by Policy)

➢ Is a planned work order the same as a preventive work order?

▪ No, not the same. Preventive orders are also planned, but planned work orders are not
exclusively preventive. Planned work orders can also be planned repairs and thus
corrective (e.g. CM2/3).

➢ All work must be covered by a work order, containing hours, spent and materials used
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 ➢ What do we mean by Conformance to schedule?
✓ An indication of on time and in full execution of work
✓ Information used in calculating is from the CMMS
Flow of work order ….. Do you recognize this?

➢ What do we need to know Conformance to schedule?

✓ To assess the planning and scheduling process to enable improvements
✓ To check the correct use of the planning system.
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 Name Unit
Total number of work
1 Number
orders
Number of planned
2 Number
work orders
Number of planned
3 work orders executed Number
on time
Maintenance
4 conformance to % BCS calculated: Number of planned work orders executed on time /
Schedule
Number of planned
5 work orders, created Number
before execution date
Definition
BCS input / calculation
All work orders of which the technical closure date was within the
month
Manual Input/ Automatic Upload
Subset of “Total number of work orders”. All planned work orders of
which the technical closure date was within the month
Manual Input/ Automatic Upload
Subset of ”Number of planned work orders”: All planned work orders
of which the technical closure date was within the month and the
technical closure date was at the most 1 day later than the planned finish
date
Manual Input/ Automatic Upload
The percentage of work orders that where finished on time.
Number of planned work orders x 100%
Subset of ”Number of planned work orders”: All planned work orders
of which planned start date was at least one day later than the creation
date
Manual Input/ Automatic Upload

124
 ➢ Pending Work including Backlog, What is this?
✓ Used to measure/assess the correlation between total workload and capacity
✓ Workload is the allotted man hour in open work order at end of the month inclusive of work
with planned finished date at end of coming month
✓ Work capacity is the total available man hours for the concerned Cost Center as reported
▪ Operators are not inclusive

➢ Pending Work refers to Work to be Finished in Coming Month ( not yet due at the time of
assessing while backlog are work that are already due for execution …. Carryovers

➢ It is the responsibility of the Planner to ensure right balance at all time

✓ Balance can be achieved by temporary outsourcing
✓ Recruitment
✓ Downsizing
✓ Permanent outsourcing
✓ Relocation of manpower, temporary or permanent
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 Name Unit
Planned hours on open work
1 orders to be finished in Hours
coming month
2 Maintenance Backlog Hours
Total Available Maintenance
3 Hours
Man hours
Pending work (including
4 weeks
backlog) in weeks
Pending work (including
5 %
backlog) in %
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Definition
BCS input / calculation
Planned hours on work orders with a planned finish date in the
coming month.
Manual Input/ Automatic Upload
Planned hours on all open work orders with a planned finish date
prior to the month’s end.
Manual Input/ Automatic Upload
Total available man-hours for cost centre 5150 as reported in the
month BCS calculates on the basis of the reported total FTE in
CCC 5150, multiplied by the BCS workweek *52/12.
Manual Input/ Automatic Upload
(Planned hours on work orders to be finished in coming month /
total available maintenance man hours) x number of weeks in the
month. The basis of calculation = 52/12 weeks per month.
BCS calculated: automatic
(Planned hours on work orders to be finished in the month / total
available maintenance man hours) x 100%
BCS calculated: automatic
 ➢ Resource utilization is used to measure the relation between available man-hour capacity and
the actual hour booked on workorders booked in the month
➢ To measure conversion maintenance resource capacity into maintenance work

Name Unit Definition

BCS input / calculation
Actual hours written on work orders with a technical closure date in
Total hours booked on
1 Hours the month.
work orders
Manual Input / Automatic Upload
Total Available
2 Maintenance Man Hours BCS calculated: automatic copy
hours
(Total hours booked on work orders / Total Available Maintenance
Man hours) x 100%
3 Resource Utilization %
BCS calculated: automatic

127
 Name Unit Definition
BCS input / calculation
The actual and most recent audit scores for the PM pillar as shown in the
Group Pillar score most recent Production unit Audit Report. (KPI sheet)
1 Value
PM
BCS calculated: automatic copy
A successful Route Cause Failure Analysis (RCFA) is a non-reoccurrence
Number of RCFA's of the same failure mode in the period of reference. RCFA to be taken
2 executed by PM Number into account are only those applied to defects and executed by the PM
pillar on breakdowns pillar.
BCS calculated: automatic copy
The sum of all breakdowns that have occurred in all departments.
3 Breakdowns Number
BCS calculated: automatic copy
(Number of RCFA’s executed by PM pillar on breakdowns / Breakdowns)
Breakdown Analysis
4 % x 100%
/ breakdowns
BCS calculated: automatic

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129
 for
breakdowns :
Operati Operati Operati Operatin
ng ng ng g
Worki Time Time Time Tim e
ng . ..
..
Failur Failur Failur
e# e# e#
1 2 3

Stopp
ed Breakdo Breakdo Breakdo
wn wn wn Tim
Time Time Time e
 What question is
being answered by
Reliability : knowing the MTBF?

MTBF (Mean Time Between Failures)

Operating Time
MTBF = from
# of Failures OPI
 What question is
being answered by
knowing the
MTTR?
Maintainability :

MTTR (Mean Time To Repair)

Breakdown Time
MTTR = from
# of Failures OPI
Availability:

Ao (Operational Availability)
Actual operating time

MTBF
Ao = x 100
MTBF + MTTR

Total time available

 Total Time

Unused
Manned Time Time

Changeover Planned
Available Production Time Time Downtime

Breakdown
Operating Time Time
• Shift system
• Nights unmanned
• weekends unmanned
Speed Losses • LTR (ATV)
Production Time Minor Stops • Holidays

Theoretical • Cleaning
Rejects
• Planned maintenance
Production Time Reworks • Meetings
• Start-up
• Meals
• Overhaul

• All quality defects including • Operational speed lower than the • Breakdowns (> 5 minutes) • Set-up and equipment
products on hold nominal • Overrun on planned downtime adjustments
• Minor stoppages (< 5 min) • External causes