Maintenance Tactice & Reliability

8/10/2019 Maintenance Tactice & Reliability

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1

Shakeel Ahmad

S.E Mechanical

Maintenance Tactics & Reliability

July 2013


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Agenda

1. What is a Strategy? What is a Tactic?

2. Practical Implications of Selecting Tactics

3. Why do we care about Tactics

4. How Maintenance Tactics can be put into practice


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The Objective of Maintenance?

ReliabilityAvailabilityMaintainability?

To add value to the Organization

? ? ? ? ? ? ? ?


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Asset Managements Goal

is. to add value

Ensuring that the asset base for Plant, Fleet and Facilities

is optimized for

Availability - Maximum uptime for planned use

Reliability - Best repair / replace decisions

Maintainability - Minimise downtime from repair

Productive Value - Optimise value over asset life-cycle

Your strategy and tactics must support this


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A Maintenance Strategy

Guides us in the right overall direction

To support the organizations goals

In producing the organizations targeted

(and promised) output

Within the operating and budget constraints

of the organization.

And to help us define the right tactics


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Maintenance Tactics - What are they?

Mission

Strategy

Plan

Tactics

Activities

We are in business to

Our strategy is to introduce

modern ideas and technologies to

increase reliability

The maintenance plan consists of

a blend of the best tactics for

each equipment

We will use PM, PdM, RTF,

Corrective.

Our daily activities will be.


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How does it all relate?

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1. Maintenance Strategy Best Practices

2. Maintenance Strategy Drivers

3. Maintenance Tactics Best Practices

4. Maintenance Activities and Tasks


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Organizations Mission

Organizations Objectives

Department Objectives

Operations Objectives

Maintenance Objectives

Job PlanWork Orders

Activities, Tasks

Results

Maintenance Strategy Maintenance Policies

Maintenance TargetsMaintenance Tactics


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Strategy Management

Data Materials Tactics Measures Work

ReliabilityAutonomous

Maintenance

Leadership

Continuous

Improvement

Control

CBM

PM

Run to

Failure

PdM

Repair

The Excellence Cube


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Asset

Valuation

Accounts

Payable

HR

The Anatomy of a CMMS

Complete

Work

Work History

Asset Mgmt

Analyse

Data

Collect

Data

Schedule and

Issue WO

Check LabourAvailability

Check Materials

Availability

Equipment

Availability

Check Tools

Availability

Contractors

Availability

Maintenance

Plan

Materials

and ToolsEquipment

Costs and

Documents

Best

Practices

Labour &

Contractors

Issue Picklist,

Issue Materials

Trigger Purchase

Requisition

Trigger Purchase

Order

Materials

Receipt

Work

Order

WorkRequest

Condition

Based PM

Corrective

Time

Based PM

Inspection

Break-

down

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Execute

tacticsMeasure,

Evaluate

results

Refine,

develop new

tactics

Plan the

tactics


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Agenda






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Choose the Right Tactics

Equipment runs smoothly = fewer

breakdowns

Maintenance staff work more consistently =fewer panics

Parts are more readily available = fewer

delays, fewer waiting for parts

Operations are happier = fewer missed

output targets

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Who chooses the Tactics?

And what criteria are used

1. We always do it that way

2. Manufacturers recommendations

3. Reliability Engineer4. Select according to type and cost of failure

versus cost of prevention

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Problems caused by wrong tactics

More downtime = lost production = no shipments = no

revenue = lower profit

More breakdowns = higher repair labour costs + higher

spares consumption = lower profit

More emergencies = more overtime = higher cost = lower

profit

Less smooth equipment operation = shorter asset lifetime =

higher capital cost = lower profit

HSE impact = higher emissions and waste + higher

employee risk = lower profit

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Agenda






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Why do we care about Tactics?

Cost

Maintenance Effectiveness

Asset value

Revenue consistency

Safety Environmental Protection

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C St d


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PdM/PM10%

Corrective20%

PLANNED

30%

Corrective30%

Emergency20%

Urgent20%

Breakdown40%

UNPLANNED

70%

TOTAL Work100%

Do we need to use the Best Tactics?

Typical Maintenance Work Processes

Case Study

C St d


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PdM/PM45%

Corrective35%

PLANNED

80%

Corrective15%

Emergency1%

Urgent4%

Breakdown5%

UNPLANNED

20%

TOTAL100%

Benchmark Maintenance Work Processes

Case Study

30% 70%

40%

C St d


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Tactic % of Total Cost Ratio % x Cost =

Units of work

Cost $

Planned and

PMs

30% 1 30 $15,360

Unplanned

Corrective

30% 1.5 45 $23,040

Breakdowns 40% 3 120 $61,600

Total 100% 195 $100,000

Putting a value on Best Selection of

Maintenance Tactics - 1

Example:1. Assume the distribution of Maintenance is 30% Planned and

PM, 30% Unplanned Corrective and 40% Breakdown.

2. Assume that the ratio of effort and cost is 1 to 1.5 to 3

3. Then for a $100k spend, the cost distribution is:

That represents 195 units of work @ $512 per unit.

Case Study

Case St d


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Putting a value on Best Selection of

Maintenance Tactics -2By increasing the Planned/PM from 30% to 80%

Tactic % of Total Cost Ratio Activity Units Cost $

Planned and

PMs

80% 1 80 $41,000

Unplanned

Corrective

15% 1.5 22.5 $11,500

Breakdowns 5% 3 15 $ 7,680

Total 100% 117.5 $60,180

Total cost reduction = $100,000 - $60,180 = $39,820

= 40%

Case Study

40

30

30


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This understates the savings

because the really expensive worktheEmergency breakdown repairs are much

more than 3x the Planned work.

Total of Emergency should fall from 20% to1%

Cost ratio of Planned : Emergency is oftenas high as 1000:1


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WorkshopCalculate the Savings

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Units of work

Cost $

Planned and

PMs

20% 1 20 $10,000

Unplanned

Corrective

30% 3 90 $45,000

Breakdowns 50% 10 500 $250,000

Total 100% 610 $305,000


Units of work

Cost $

Planned and

PMs

70% 1 $

Unplanned

Corrective

20% 3 $

Breakdowns 10% 10 $

Total 100% $

Before

After


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WorkshopCalculate the Savings

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Units of work

Cost $

Planned and

PMs

20% 1 20 $10,000

Unplanned

Corrective

30% 3 90 $45,000

Breakdowns 50% 10 500 $250,000

Total 100% 610 $305,000


Units of work

Cost $

Planned and

PMs

70% 1 70 $35,000

Unplanned

Corrective

20% 3 60 $30,000

Breakdowns 10% 10 100 $50,000

Total 100% 230 $115,000

Before

After


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Objectives of Effective Tactics

To use the right blend of tactics to achieve the

objectives for the asset

Improve the use of knowledge by making surewe use the right tactics to do the right work

at the right time

The keystone for enhancing maintenancevalue and improving asset functionality


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Tactics and Assets - Benefits Improve life cycle value of asset

Reduce breakdowns and downtime

Synchronize with operating cycle

Improved operational capability

Reduced energy consumption

Reduced consumables

Fewer trouble calls


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Tactics and Manpower - Benefits Train to deliver the right skills for the right job

at the right time

Introduce technicians to new techniques in a

planned and measured way Fewer panics, fewer emergencies, fewer call-

ins

Fewer HSE issues Less useless work


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Tactics and Spares - Benefits

Better forecasting of spares

Fewer spares outages, less waiting for

spares

Move towards Just-in-Time purchasing

Buy the right amount at the right time = not

too much in stock, not too little

Impact on cash flow


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Tactics and Costs - Benefits

Tactics selection includes assessing cost = overall

lower cost

Reduced manpower costs by reduced emergenciesand breakdowns

Reduced materials costs by right buying

Reduced contractor costs by doing more in-house Reduced production losses by better equipment

maintenance


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Agenda



3. Why do we care about Tactics4. How Maintenance Tactics can be put into practice


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How to move to the RIGHT tactics

For each critical equipment Review the work history

For critical failures and repeat failures, analyse the Failure modes

Develop a specific PM program to prevent these failuresblendingCondition-based with Time-based, considering also Redesign and Runto Failure

Implement the PMs as Priority 1 and closely monitor their success(make sure they are actually done!)

For each successive new failure, adjust the PMs

Do the same for expensive non-critical equipment and

expensive repairs on non-critical equipment


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Converting Strategy into Tactics

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To change tactics, we have to be successful at

two levels

1. The Manager must be convinced to initiate

and support the change

2. The User must be convinced to accept andmake the change happen


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For the Manager/Supervisor.

Summarize what benefit the change will

bring for the company and for him

Provide data of the impact (history +forecasts, financial KPIs)

Prepare detailed implementation plan (who,

how, what and when) Identify the risks and how they will be

counteracted

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For the Technician

Explain and show whats going to happen and why

Explain whats in it for them

Get them involved in the planning process

Make sure you have a solid training plan

Make sure they understand what happens if theydont get it first time

Regular re-inforcement, re-visiting and rewards Re-train and re-train

Above all, communicate and reward success


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For Operations

Explain and show whats going to happen and why Impact on run time

Impact on maintenance and operations schedule

Impact on how the equipment will operate differently Impact on output

Explain the impact on the operators work

Make sure you have a solid training plan

Above all, communicate


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Our Strategy is to emphasize PMs ---

What if it doesnt work?

only 90% are issued

54% are signed off as complete

27% are

actually done

Fact: of every 100

PMWOs,


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AgendaSession 1

1. Introduction to Reliability

2. History and Role of RCM3. Critical Equipment

4. Equipment Functions

5. Functional Failures and Potential Failures


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Lets start off by defining Reliability

Write down what Reliability means in your

business?

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Lets start off by defining

ReliabilityWhat does Reliability mean in your business?

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An equipment is reliable if it.1. Starts when we want it to

2. Runs the way we want it to

3. Stops when we want it to

Underlying implications of cost, durability

and effectiveness

Lack of Failure

Wh d R li bilit tt


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Why does Reliability matter

Lack of Reliability

Higher cost per unit output

Lower Return on Investment

Drop in Production, or no Production

Inconsistent deliveries

Unhappy Customers

Lower revenues

Th All t f t R li bilit P


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The All-too-frequent Reliability Process

Work Request

Dispatch Tech,

Complete Job

Breakdown

PM Work

Order

Corrective

or Repair

Work Order


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Improved Maintenance Performance,

Improved Operating Performance

Improved

Reliability

Reliability Centred Knowledge Solution

Data:

Content,Quality and

Collection

The Right

Information

To do theRight Job

At the

Right Time

CMMSMaintenance

Plan

Work

Execution

DCS,

Equipment

And Parts

Selectionand Design

Data Feedback and update

Performance Management System

Current status

(CM)

Predictive

(Exakt, SPAR)

Analysis,

Diagnosis

(SpotLight)

Expectations

(RCM)

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Zero SmallWork arounds for poor Reliability


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Dealing with Unreliability?Item Cando?

Impact on Business Impact Size0-S-M-L-VL

1 Increase Inventory

2 Add additional

equipment

3 Insist on greater lead

time from user4 Increase staffing level

or contractor on call

5 Expedite work to catch

up

6 Dont deliver quality

7 User unhappy, does not

pay bills

8 Offer price discount

9 Pay penalty costs to

User

Zero, Small,

Medium etcWork-arounds for poor Reliability


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Reliability Characteristics1. Define what the equipment is initially capable of

2. Understand the failure behaviour3. Design in features that allow:

1. - easy identification of potential failures

2. - easy access when inspection is necessary

3. - easy removal and replacement of vulnerable items

4. - easy monitoring by easily available tools

4. Ensure protection of essential functions by redundancy or backup

5. Reliability is limited by:

1. - the design of the item

2. - the manufacturing processes3. - and the way it is installed, operated and maintained.

Scheduled maintenance can help to ensure that the inherentreliability characteristics are achieved. BUT NO MORE -.


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What is failure?

Write down what your organization means

by equipment failure

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D f F il 1


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Performance

Degrees of Failure - 1

Time

Normal Operation

Incipient Failure

Incipient Damage

Distress

Deterioration

Damage

Serious Damage

Total failure

D f F il 2


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Time

Degrees of Failure2

Performance

Normal Operation

Total failure


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What is downtime?

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First sign of performance degradation

Maintenance arrives

Equipment available

Call to Maintenance

Diagnose

Get parts,start repair

Complete repair, start test

Complete test,handover to production

Full production rate

Production

rate

T1 T2 T3 T4 T5 T6 T7 T8 T9


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What is downtime? Whos asking???

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Maintenance arrives

Equipment available

Call to Maintenance

Diagnose





Production

rate

T1 T2 T3 T4 T5 T6 T7 T8 T9

Maintenance

Production

Executive


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What is downtime?

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Call to Maintenance

Maintenance arrives

Equipment available

Diagnose





Productionrate

T1 T2 T3 T4 T5 T6 T7 T8 T9

Demand 1Demand 2


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Calculating Slowdown Time

Slowdowns reduce production revenue Any reduction in revenue = breakdown

Slowdownis expressed in terms of Equivalent Downtime:

Design rate = 1000 per day, Actual = 750 with no actual

shutdown

Equivalent Downtime = (1000-750)/1000*24 = 6 hours

Butis a half-speed unit actually producing at 50%?adjust

for quality


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WORKSHOP

An operations capacity output is 20 units per hour. In a 24 hour period, its production was as follows:

10 hours at capacity

1 hour slowdown5 were produced

3 hours of repair timenone were produced 3 hours of test time10 were produced but 5 were scrapped

1 hour of adjustmentsnone were produced

1 hour of run-up time10 were produced

5 hours at capacity

Calculate the Equivalent Downtime hours.

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WORKSHOP

An operations capacity output is 20 units per hour. In a 24 hour period, its production was as follows:

A. 10 hours at capacity 200 produced = 0 losses

B. 1 hour slowdown5 were produced = 15 losses

C. 3 hours of repair timenone were produced = 60 lossesD. 3 hours of test time10 produced , 5 scrapped = 55 losses

E. 1 hour of adjustmentsnone were produced = 20 losses

F. 1 hour of run-up time10 were produced = 10 losses

G. 5 hours at capacity100 produced = 0 losses

Equivalent Downtime hours = Lost production

Max production x 24

(15 + 60 + 55 + 20 +10) = 160/480 x 24 = 8 hours

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Vi f f il


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1150

Litres per

Minute

Potential

failure

Total failure

TimePF Interval

Detectable

deterioration

Functional

failure1000

1100

View of failure.Performance

F il C f El i d El i l E i


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Potential = Functional = Total

Failure Failure Failure

Time

No PF Interval

No DetectableDeterioration,

Little Knowledge of

Root causes

Failure Curve for Electronic and Electrical Equipment

Performance


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Scheduled vs Unscheduled

Why?

Unscheduled takes 3 to 10 times the time

and cost Unscheduled work interrupts production

which interrupts revenue which reduces

profit which reduces ROI which upsetssenior management.

Criticality assessment 3 Cost of Failure


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Criticality assessment3 - Cost of Failure

0

10

20

30

40

50

60

1 2 3 4 5 6 7 8 9 10 11 12

Series1

Number of

break-

downs 3

Feed Gas

Comp.

Raw water

pump

0

20,000

40,000

60,000

80,000

100,000

120,000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Series1

Cost of

Breakdowns

Feed gas

Comp.

Raw Water

Pump


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High

Cost of

failure

High Frequencyof failure

P322

Equipment

F728

S120

F726

Select Equipment


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THANKS