01-1-Maintenance Program Overview-Best-Printed

Copyright 2009 GPAllied©
Maintenance Program
Overview

Terminology
• Asset Management
– A strategic, fully integrated, comprehensive
process and culture directed at gaining greatest
lifetime utilization and effectiveness from
production and operating equipment assets
– Two key components:
• Maintenance
• Reliability-Centered Maintenance

Terminology
• Maintenance:
– Ensuring physical assets continue to do what
their users want them to do
• Reliability
– The ability of a system or component to perform
its required functions under stated conditions for
a specified period of time
• Reliability Centered Maintenance
– Process used to determine the maintenance
requirements of any physical asset in its
operating context

Roles in Asset Management
• Reliability Engineering
– Strategic
– Select and optimize strategies to prevent failures
• Maintenance
– Tactical
– Efficiently and effectively execute strategies

How is RCM different from traditional
maintenance?
• Traditional maintenance:
– Often time-based tasks
– Periodicities questionable
– Sometimes straight out of OEM manuals
– May not take into account operating context
– May not cover all failure modes
– Sometimes too much maintenance or not enough
– Operators not involved
– Root causes not solved

Optimizing Maintenance Processes
Through RCM

Optimizing Maintenance Processes
Through RCM

Reliability as a Percentage
• Reliability is the probability (percentage) that
a component fulfills its required use for a
specified period of time and under specified
conditions
• 5 failures out of 100 attempts = 95%
reliability
• Does not take repair time into account

Probability Law
• The sum of the probability of success (R)
and the probability of failure (F) is equal to 1.
R+F=1

Example: System Reliability
• 384 Operating hours
• 25 Down time events
– Failure rate = 25/384 = .065 failures/hr
– Reliability = 1 – Failure rate
– Reliability = .935 or 94%
Failure rate + Reliability = 1

Series System Reliability
R1 = 95% R2 = 95% R3 = 93% R4 = 94%

Successful
Motor Pump Valve Cylinder
Operation?
What do
you
think?

Series System Reliability
R1 = 95% R2 = 95% R3 = 93% R4 = 94%
Successful
Motor Pump Valve Cylinder
Operation?
R1 x R2 x R3 x R4 = Series Reliability
.95 x .95 x .93 x .94 = .788 = 79%
• At 79% reliability, the system fails 21 times

every 100 operations

95% Reliability
Required to Meet
1 2 3 4 5 6 7 8 Production
Demands
For R1 x R2 x R3 x R4 x R5 x R6 x R7 = 95%
• Each element must be .9936 reliable

• Each can fail approx. 6 times per 1000
attempts in the measurement period

Parallel Systems
• Back up systems such as:
– 2 coolant pumps when 1 is needed
– 2 hydraulic pumps when 1 is needed
– Or back up generators (extra power available)
• Reliability increases with elements in parallel

Parallel System Example
• What if we have 2 coolant pumps so 1 can fail and

not stop operation?
Output
R1 with
Successful
R2 Operation
• If each pump has a reliability of 90%, what is the

total system reliability?

Parallel System Reliability Calculation
• Rsystem = 1 – (1-R1) x (1-R2) x (1-R3)
R1
R2
R3
• Rsystem = 1 – (1-.9) x (1-.9) x (1-.9) = .999

Parallel System Example
• With 2 coolant pumps (1 can fail and not stop
operation)
R1
99% Reliable
R2
• If each pump has a reliability of 90%, the total

system reliability is 99%

Parallel System Example (Continued)
• What happens when one pump is out of
service?
• The reliability of the system drops to 90%
• Increases the probability of incurring:
– Downtime
– Quality costs
• So restoring system reliability must be a high
priority

Parallel System Example (Continued)
• What would adding a third pump with 90%
reliability do for the system?
• It would only improve the Reliability by .009
• Total reliability would be .999 versus .99
• Not worth the money

What if we have a system that has 8
Elements in it?
• Any one of the eight could cause the system
to fail
• If 95% system reliability is required, how
reliable must each element be?
95% Reliability
Required to Meet
1 2 3 4 5 6 7 8 Production
Demands

Reliability Engineering - Objectives
• To apply engineering knowledge and
specialist techniques to prevent or reduce
the likelihood or frequency of failures
• To identify and correct the causes of failures
that do occur
• To apply methods for estimating the likely
reliability of new designs and analyzing
reliability data

Roles of Reliability Engineers
• Root Cause Failure Analysis
• Reliability-Centered Maintenance
• Maintenance Task Analysis
• Developing technically based Equipment Maintenance
Programs incorporating facility control standards driven
by product characteristics, equipment life expectations,
serviceability and cost
• Provide leadership and mentor others in deploying and
maintaining the systems and methodologies ensuring
equipment reliability
• Participate in and coordinate resolution of complex
equipment reliability technical problems involving
multiple technical inputs (internal and external)
Continued
Roles of Reliability Engineers
• Assures the application of a risk based approach to
prioritizing equipment reliability issues to ensure which
ones should be worked on first, and leads the
identification of appropriate technically based actions to
mitigate risk
• Sets asset performance standards
• Maintains a set of benchmarks of asset performance
standards
• Monitors & reports asset performance metrics against
standards (failures, downtime & maintenance cost) to
drive effectiveness.
• Monitors & reports on Equipment Reliability Process
metrics to drive efficiency
• Leads equipment performance review meetings to
assure action are identified and executed addressing
equipment performance gaps
What is a Management System?
• Integrated set of principles,

tools, standards, and
requirements for systematic
management
– Foster communication
– Align to best practices
– Basis for training and action
plans
– Set of tools
– Enables sustainable Enduring
improvements over time Lasting
– Hallmark of World Class Durable
companies worldwide Continuing

Management System Foundations
1. Plan-Do-Check-Act (PDCA)
2. Standardize-Do-Check-Act (SDCA)
• 1950s: Dr. Edward Deming introduced Shewhart’s method:
– PDCA = Plan—Do—Check—Act
– SDCA = Standardize—Do—Check—Act
– Standardization is the foundation for improvement
Act Plan Act Standardize
Check Do Check Do

PDCA
• PDCA provides a framework for the
improvement of a process or system
• It can be used to guide the entire
improvement project, or to develop specific
projects once target improvement areas have
been identified
• PDCA underlies both:
– Problem Solving
– and
– Process Improvement

PDCA
Plan 1. Determine goals and targets.
2. Determine methods of reaching goals.
Do 1. Engage in education and training.

2. Implement work as planned.
Check 1. Check the results of implementation.

2. Check the methods of implementation.
Act 1. Take appropriate action – Correct

2. Take appropriate action – Standardize
3. Take appropriate action – Improve

SDCA
• PDCA works hand in

hand with SDCA A P
• When a plan is
successfully implemented A S
and achieves expected
results, often a “standard
method or process” can
then be developed so that C D
the gains are sustained
over time
C D

PDCA and SDCA
Focused Effort
to Improve
Against Target
Better
Performance
Reduce Variability,
Maintain Gains,
Incrementally Improve Time

The Management System
Routine Improvement
Management Management
SDCA: Standardize-Do- PDCA: Plan-Do-Check-

Check-Act to assure Act to improve
consistent application performance through
waste reduction
• The maintenance and
• The deployment of strategy to
improvement of day-to-day
the operational level through
results
the Annual Action Plan
• Assures good results through
• Focuses resources to achieve
process capability
Quantum Leap improvements
• Involves all associates

What is a “Standard?”
“A work standard is a written description of how a
process or task should be done. It guides consistent
execution. At its best, it documents a current "best
practice" and ensures that it is implemented
throughout a company. At a minimum, it provides a
baseline from which a better approach can be
developed.”
Raphael Vitalo, Building a Work Process Standard

Importance of Standards
• Without standards, when personnel change
positions or new managers or employees arrive, if
there is no required “standard” method or process,
then the situation invites them to do whatever they
choose to do, right or wrong, good or bad
– The situation invites variation and error
• In a traditional organization:
– There are no clear standards
– If there are standards, they may only referenced by new
employees and are not used for continuous improvement
– Many times it is not clear who does what, or who monitors
or checks to ensure the standards are being followed

The Need for Standards
Example from Roger Slater, Integrated

Process Management

Example: Toyota Production System
Example: Toyota Production System
“Toyota’s managers recognize that the devil is in

the details; that’s why they ensure that all work is
highly specified as to content, sequence, timing,
“Where there is no and outcome. When a car’s seat is installed, for
standard, there can instance, the bolts are always tightened in the
same order, the same torque. Such exactness is
be no improvement.” applied not only to the repetitive motions of
production workers but also to the activities of all
people regardless of their functional specialty or
Taiichi Ohno hierarchical role. The requirement that every
activity be specified is the first unstated rule of
the system. “
Steven Spear and H. Kent Bowen, Decoding

the DNA of the Toyota Production System,
Harvard Business Review

Everything is a Process
• The most effective way to make
sure the ultimate customer and the
next person in the process receives
exactly what they need, when they
need it, just as promised is to make Standard Processes
sure that we have a reliable,
standard process and standard 4
methods for every important thing
we do 1 2 3 6
– This means that we must train
ourselves to think of everything as 5
a process made up of a series of
steps of activities
• For example, we can think of how Perfect 8 7
we set up a piece of equipment as a
set-up process with a certain Quality
number of steps that must be
performed in sequence
– And for each set in the set-up
process there is a standard method
for completing each step

Standard Work / Processes
• Enable consistency
• Reduce variation
• Provide basis for improvement
• Enable accountability
• Clarify procedures
• Allow ease of communication
• Set good discipline
• Develop awareness
• Provide mechanism to expose problems
• Provide basis for training and auditing

One Definition of “Standard Work”
“The definition of Standard Work is
"the most effective combination of
manpower, materials and machinery".
Standard Work is the method, and
thereby you have the four Ms of
manufacturing (manpower, material,
machinery, methods). Standard Work
is only "the most effective" until the
standard is improved.”
John Miller, Reflections on

Standard Work

Standard Work - Description
• Standard work must
meet each criteria:
Standard work is the
– Consciously developed
foundation of continuous
– Consistently followed improvement, and yet it is a
– Currently believed to be piece that many fail to
the best practice implement. As a result, gains
are lost over time.
– Consists of
documentation
– Has an owner
responsible to improve
and maintain the
standard

Fundamental Principles
• The method is used by everyone in the organization
who does the activity
• It is believed by all to be the way that best ensures
the most beneficial quality, cost, delivery, safety and
morale for that activity
• Standard methods and processes are developed and
used in every area of the organization
• Everyone understands the rationale for using
standard methods / processes
• The outcomes of each standard process are
measured using facts and data
• Everyone is expected to contribute to continuously
improving every method / process

Suzaki’s Steps to Standardizing
• Study the current operation and standardize
the work procedure
• Find any problem areas
• Solve the problems and develop improved
methods
• Implement the new methods
• If the new methods are satisfactory, develop
newe work standard, then go back to step 2
and continue the cycle
Kiyoshi Suzaki, The New Shop Floor Management

Applications of Standards in Maintenance
• Operator inspections
• Maintenance work
• Operator tasks
• Adjustments
• Product changeover
specifics
• Startup / shutdown tasks
• Planning and scheduling
• Maintenance
requirements

ROLL BALANCE PUMP QUARTERLY INSPECTION (PAGE 1 of 1)
STANDARDIZED WORK CHART This Standardized Work Has Been

Reviewed by:
Standard Title: ROLL BALANCE PUMP QUARTERLY INSPECTION Author Date: 8/14/2007
Team Leaders:
Document Type (department): Work Standard for PMID 3770022 Inspection: Quarterly, Operating Check (OPP) Original Author: Bob Carey Name Date
Document No.: Checklist HMRBPMO3 Owner/Reviewer: Don Hubert
Revision No.: 0 Approved By: Gene Hankey
Revision Date:
Inspection From: not-critical Required Qty per Shift:>> See Schedule

WORK WALK
No. MAJOR STEPS Quality:
TIME TIME Sequence To : complete all steps TAKT Time: See Takt Chart SWIP: 1 Pump
Name Date
1 CHECK MOTOR GEARBOX OIL LEVEL 1 Min.
Employees:
CHECK PUMP FOR ABNORMAL
2 1 Min. Name Date
OPERATION
3 CHECK PUMP PISTON SHAFTS 1 Min.
4 CHECK PUMP PISTON LUBRICATOR 2 Min.

2 6 6
INSPECT ASSOCIATED PIPING, FITTINGS,
5 5 Min.
VALVES, ETC.
4
GENERAL PUMP AND MOTOR
3
6 5 Min.
INSPECTION
7 BEST PRACTICES 5 Min.

5
1
REPEAT STEPS 1-6 FOR REMAINING TWO 15 Min.
8
PUMPS each
Needed Tools: Strong flashlight, pry bar, IR or contact thermometer, standard wrenches (9/16",
12 5/8", 3/4" and/or adjustable wrench)
TOTAL (three pumps) 50 Min. Copyright 2009 GPAllied©

Additional Room On Back >>
Management Principles for Standard Work
1. View every activity as a process
2. Focus first on the most important ones
3. Determine the customer requirements or results the process
should produce
4. Identify the key steps in the process
5. Identify the key variables affecting the input, the steps, and
the output
6. Determine and standardize the best methods for performing
each step or activity and controlling the process variables
7. Clarify all roles and responsibilities
8. Train everyone involved
9. Establish a method to check results
10. Provide coaching and feedback
11. Improve the process and training as required

The Standardization Loop
“The two requirements for working
Analyze and in a truly Lean enterprise are 1)
Improve follow standard work, and 2) find a
better way. There must be more to it
than that. For most of us who lack
Standard Work, there certainly is
more.
Develop and Execution
Provide Results
Document Standard
Standard
Training First we need to establish the
Processes
Processes standards. Then we need to train
people to these standards. Then we
need to audit and verify that these
standards are being followed.”
Periodic Check
(Audit) John Miller, Reflections on
Standard Work

Teaching Others to Use Standards
• Make sure that the standard is ready for roll out.
• Make sure that the supervisor (or team leader) is trained on
Prepare the Job Instruction method.
• Make sure that preparation is complete and a training plan
exists for all who might work on the process.
• Demonstrate the steps and explain the key points.

Train • Associate demonstrates the steps and explains the key points
back to the instructor – this is key for remembering the
standard.
• Once training is delivered, a follow up provides an opportunity

Follow Up to answer questions and check understanding.
• The audit process then begins to assure process stability and
continuous improvement.

Auditing Standard Work
• Done to help avoid a failure; is the opposite
of a corrective activity
• Is important because the job performer may:
– Forget details of the tasks
– Change opinion about the importance of following
certain tasks in the standard
– Feel forced to take short cuts due to production
pressures
– Change skills, or abilities, or motivation
– Think of, and begin, following a better way

Auditing Standard Work
• Schedule time to prepare, conduct, and complete
Before • Gather information about the process — standards,
results, failure analyses, issues from previous audits
• Seek information about the past, present, and future of

performing the standard — focusing on the critical items
During • Check the standard’s correctness, and the knowledge and
motivation of the associate
• Discuss corrective actions
• Create 5W1H action plan

After • Consider appropriateness of audit frequency
• Periodically review results of multiple audits to determine
common causes and system issues

Do’s and Don’t of Standard Work
• Do:
– Keep standard work simple
– Make it accessible
– Include all information on one, easy-to-read document
– Create one standard work document for each part of the
process
– Always look for ways to improve the process
• Don’t:
– Put standard work on the shelf
– Change processes without changing standard work
– Make standard work difficult to change
– Give up on standard work – it is tough but important

Supervisor’s Roles in Standard Work
• Supervisors must ask these questions of
everyone who is responsible for performing
standard work:
– Do you know why you must follow standard
work?
– Are you willing to follow standard work?
– What are the consequences for choosing not to
follow standard work?
– What is the process for changing standard work?

Elements of a Maintenance and Reliability
System
• Safety Designed Into the System
• Proactive Inspections
• Root Cause Failure Analysis / Problem Solving
• Work Management – Maintenance Planning and
Scheduling
• Autonomous Maintenance
• Materials Management and Procurement
Strategies
• Data Management
• Technical Training
• Initial Controls During Construction and CAPEX
• Reliability Engineering – Designing the
Maintenance Strategy

Total Productive Maintenance (TPM)
• Total Productive Maintenance

• Concept originated in Japan
• Now used by hundreds and
hundreds of companies all over
the world
• Used to drive improvements in
the maintenance process and
involve all employees –
operations and maintenance.

Classic TPM Pillars
1. Autonomous
Maintenance
2. Focused Improvement
3. Education and Training
4. Planned Maintenance
5. Quality Maintenance
6. Early Management and
Initial Flow Control
7. Safety, Hygiene and
Pollution Control
8. Administrative and
Office TPM
End of Subject
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• Comments

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Failure rate + Reliability = 1

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R1 = 95% R2 = 95% R3 = 93% R4 = 94%

Copyright 2009 GPAllied©

• At 79% reliability, the system fails 21 times

Copyright 2009 GPAllied©

• Each element must be .9936 reliable

Copyright 2009 GPAllied©

• Reliability increases with elements in parallel

Copyright 2009 GPAllied©

• What if we have 2 coolant pumps so 1 can fail and

• If each pump has a reliability of 90%, what is the

Copyright 2009 GPAllied©

• Rsystem = 1 – (1-R1) x (1-R2) x (1-R3)

Copyright 2009 GPAllied©

• If each pump has a reliability of 90%, the total

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

• Integrated set of principles,

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Act Plan Act Standardize

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Copyright 2009 GPAllied©

Do 1. Engage in education and training.

Check 1. Check the results of implementation.

Act 1. Take appropriate action – Correct

Copyright 2009 GPAllied©

• PDCA works hand in

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Copyright 2009 GPAllied©

SDCA: Standardize-Do- PDCA: Plan-Do-Check-

Copyright 2009 GPAllied©

Raphael Vitalo, Building a Work Process Standard

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Example from Roger Slater, Integrated

Copyright 2009 GPAllied©

“Toyota’s managers recognize that the devil is in

Steven Spear and H. Kent Bowen, Decoding

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

John Miller, Reflections on

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

Copyright 2009 GPAllied©

STANDARDIZED WORK CHART This Standardized Work Has Been

Inspection From: not-critical Required Qty per Shift:>> See Schedule

1 CHECK MOTOR GEARBOX OIL LEVEL 1 Min.