Implementing Effective Preventive and Predictive Maintenance Programs

Implementing Effective
Preventive and Predictive Maintenance
Programs
Presented by
Hossam A. Hassanein

Contents
• Module (01) Machine Failure
• Module (02) Maintenance Hierarchy
• Module (03) Preventive Maintenance
• Module (04) Developing the Preventive Predictive Maintenance Program
• Module (05) Implementation of Preventive Maintenance Program
• Module (06) Examining Results
• Module (07) Maintenance Planning
• Module (08) Scheduling Techniques
• Module (09) Total Productive Maintenance (TPM)
• Module (10) Application Exercise

Why Machine Failure?
Failure
any loss that
interrupts the
continuity of
production
a loss of asset
availability.
unavailability of
equipment.
any secondary
defect
not meeting
target
expectations.
deviation from
the status quo.
Failure is the basis for all scientific
and engineering achievement.
Failure is necessary to establish a
base of information upon which we
can improve the process and it gives
a scientific test method for the
system.

Types of Failure Causes 1
Roots
of
Failure
Physical
HumanManagement
System

Types of Failure Causes 2
Main Types of Failure Causes
 Design Errors
 Manufacturing Errors
 Installation Errors
 Operational Errors
 Maintenance Errors
 Situation Blindness
An example for machine failure analysis.
* GNP: Gross National Product

Effect of Failure on the Plant
Failure Effect Consequence(s) a failure mode has on the operation, function, or
status of an item and on the system.
What is the pain
felt by
downstream
manufacturing or
assembly
operations?
What is the pain that
is felt by the end user?
What is the pain felt by
downstream
manufacturing or
assembly operations?

Failure Cascading
Failure cascading is a failure in a system
of interconnected parts in which the
failure of a part can trigger the failure of
successive parts.
What is the pain
felt by
downstream
manufacturing or
assembly
operations?

Failure Modes 1
Failure Mode The
way in which the
process, component,
input, product, could
fail to perform its
intended function
What is the pain
felt by
downstream
manufacturing or
assembly
operations?
FunctionalRequirements
Function not done
Function done
poorly
Good results
Omission of
an Action
Incorrect
Action
Correct Action

Failure Modes 2
What is the pain
felt by
downstream
manufacturing or
assembly
operations?
Failure Modes Examples (for a Turbo Generator)
Electrical:
 Core insulation failure
 Stator winding insulation failure
 Rotor winding insulation failure
 Brush gear failure
 Slip ring failure
 Commutator failure
 Electrical trip
Mechanical:
 Bearing failure
 Rotor mechanical integrity failure
 Stator mechanical integrity failure.

Chronic vs. Sporadic Failure1
What is the pain
felt by
downstream
manufacturing or
assembly
operations?
Aspect Sporadic Loss Chronic Loss
Causation Causes for this failure can be easily
traced. Cause-effect relationship is
simple to trace.
This loss cannot be easily identified
and solved. Even if various counter
measures are applied
Remedy Easy to establish a remedial measure This type of losses are caused
because of hidden defects in
machine, equipment and methods.
Impact / Loss A single loss can be costly A single cause is rare - a combination
of causes trends to be a rule
Frequency of occurrence The frequency of occurrence is low
and occasional.
The frequency of loss is more
Corrective action Usually the line personnel in the
production can attend to this
problem.
Specialists in process engineering,
quality assurance and maintenance
people are required

Chronic vs. Sporadic Failure 2
What is the pain
felt by
downstream
manufacturing or
assembly
operations?

Module (02) Maintenance
Hierarchy

Introduction of Maintenance
Management 1
Maintenance
management is the process
of overseeing maintenance
resources so that the
organization does not
experience downtime from
broken equipment or
waste money on inefficient
maintenance procedures.
Seven basic steps to professional maintenance
management
1. Establish scheduling.
2. Break down the facilities into logical parts.
3. Develop an equipment list and assign equipment
numbers.
4. Develop and issue preventive maintenance (PM)
instructions.
5. Locate and/or develop equipment manuals.
6. Develop a managed inventory.
7. Monitor the program’s effectiveness and make
improvements.

Introduction of Maintenance
Management 2
2 Types Of Maintenance Management
Run-to-Failure Management
(When a machine breaks, fix it.)
The Major Expenses:
(1) high spare parts inventory cost,
(2) high overtime labor costs,
(3) high machine downtime,
(4)low production availability.
The net result of this reactive type of
maintenance management is higher
maintenance
cost and lower availability of process
machinery.
Preventive Maintenance
Management
(Before machine breaks, fix it.)
The Major Expenses:
The spare part inventory of the maintenance
objects is not fully utilized by the preventive
replacement of components so that the spare
part costs tend to be higher.

Specific Maintenance Definition
We Can Redefine Maintenance
Maintenance Types
BREAKDOWN
MAINTENANCE
CORRECTIVE
MAINTENANCE
PREVENTIVE
MAINTENANCE
(MAINTENANACE IS DELIVERING THE RELIABILITY)
MAINTENACE
Improvement
(MI)
Reliability-driven
Modification
Retrofit
Redesign
Change order
Preventive
(PM)
Equipment-driven
Self-scheduled
Machine-cued
Control limits
When deficient
As required
Predictive
Statistical analysis
Trends
Vibration monitoring
Tribology
Thermography
Ultrasonic
Other NDT
Time-driven
Periodic
Fixed intervals
Hard time limits
Specific time
CORRECTIVE
(CM)
Event-driven
Breakdowns
Emergency
Remedial
Repairs
Rebuilds

Maintenance Goals
(MAINTENANACE IS DELIVERING THE RELIABILITY)
Reliability Excellence Means
Lower production unit cost
Reduced maintenance costs
Better process stability
Extended equipment life
Reduced maintenance spare parts inventory
Reduced overtime
Continuous improvement
Improved employee safety and ownership
Reduced risk of environmental issues

Reactive Maintenance
Reactive maintenance (also known as “breakdown maintenance”) focuses on
restoring equipment to its normal operating condition after it’s already broken.
 Reactive maintenance is done when
equipment needs it.
 Inspection and monitoring should
include disassembly of equipment only
when a problem is detected.
 The following are general rules for on-
condition maintenance:
 Inspect critical components.
 Regard safety as paramount.
 Repair defects.
 If it works, don’t fix it.
Reactive Maintenance Impact

Predictive Maintenance 1
Predictive maintenance is a management technique that,
simply stated, uses regular evaluation of the actual operating condition of plant
equipment, production systems, and plant management functions to optimize
total plant operation.
Predictive Maintenance can
 Minimize unscheduled breakdowns of all mechanical equipment in the plant
 Ensure that repaired equipment is in acceptable mechanical condition.
 Identify machine-train problems before they become serious.
 Provide the data needed to achieve optimum, consistent reliability, capacity, and efficiency from critical
production systems.
 Benefit production management.
 Improve the quality.

Predictive Maintenance 2
Predictive maintenance Techniques
1) Vibration monitoring
2) Thermography,
3) Tribology,
4) Process parameters,
5) Visual inspection,
6) Other nondestructive testing techniques.

Preventative Maintenance
Preventive maintenance (PM) tasks are intended to prevent unscheduled downtime
and premature equipment damage that would result in corrective or repair activities.
This maintenance management approach is predominately a time-driven schedule or
recurring tasks, such as lubrication and adjustments that are designed to maintain
acceptable levels of reliability and availability.

Total Productive Maintenance
Total productive maintenance (TPM) is a world-class approach to equipment
management that involves everyone, working to increase equipment effectiveness.
TPM is a innovative Japanese concept. The origin of TPM can be traced back to 1951 when preventive
maintenance was introduced in Japan. However the concept of preventive maintenance was taken from
USA. Nippon Denso (of the Toyota Group) was the first company to introduce plant wide preventive
maintenance in 1960. Preventive maintenance is the concept wherein, operators produced goods using
machines and the maintenance group was dedicated with work of maintaining those machines, however
with the automation of Nippon Denso, maintenance became a problem as more maintenance personnel
were required. So the management decided that the routine maintenance of equipment would be carried
out by the operators. ( This is Autonomous maintenance, one of the features of TPM ). Maintenance
group took up only essential maintenance works.
The History

Reliability-Centered Maintenance
Reliability-centered maintenance (RCM) process systematically identifies all of
the functions and functional failures of assets. It also identifies all likely causes for
these failures.
Functions [What are the functions and associated desired standards of performance of the
asset in its present operating context?]
Functional Failures [In what ways can it fail to fulfill its functions?]
Failure Modes [What causes each functional failure?]
Failure Effects [What happens when failures occur?]
Failure Consequences [In what way does each failure matter?]
Proactive Tasks [What should be done to predict or prevent each failure?]
Default Actions [What should be done if a suitable proactive task cannot be found?]
RCA…SevenQuestions

Overall Equipment Effectiveness 1
Equipment effectiveness refers to the equipment availability or up-time, the
percentage of time it is up and operating. It depends upon the equipment
performance and its rate of quality
Overall Equipment Effectiveness (OEE) The concept of overall equipment
effectiveness (OEE) is included in nearly all TPM literature.
OEE is calculated by multiplying the equipment availability, performance
efficiency, and quality rate

Overall Equipment Effectiveness 2
OEE Calculations
OEE = A x PE x Q
Where
A= Availability of the machine= operating time / scheduled time
PE= Performance Efficiency= (Parts Produced * Ideal Cycle Time) / Operating
Q= Quality= (Units produced - defective units) / (Units produced)

Principles of Maintenance
Management
Efficient
Maintenance
MAXIMUM PRODUCTIVITY
Defined Task To
Perform For Each
Person Involved In
Maintenance
Activities
Defined Way
Defined
Time
MINIMIZE NUMBER OF
PERSONAL
Establish Exact
Number Of
Teams
SCHEDULE FOR CONTROL
Establish Period
Between Control
Establish Persons
Involved In Control
Establish
Control
Parameters
MEASURMENT
Establish
Measurement
Procedure
Find The
Normal Values
Of Parameters
JOB CONTROL
Define Each
Activity
Define Individual
Responsibility
RELATIONSHIP
Improve Relations
Between Maintenance
And Production Teams
Improve Relations
Inside The
Maintenance Team

Module (03)

Philosophy of Preventive
Maintenance
Maintenance carried out at predetermined intervals or according to prescribed
criteria, aimed at reducing the failure risk or performance degradation of the
equipment.
preventive maintenance provides a cost saving of 12% to 18% over reactive
maintenance programs.*
*According to Operations & Maintenance Best Practices: A Guide to Achieving Operational Efficiency
Time
Based
Usage
Based
Time
/Usage
Based
Dynamic
Based

Preventive Maintenance Time
Based 1
Time-based preventive maintenance (TBM), the maintenance tasks are planned
and performed depending on the time-dependent intervals determined.
In time based preventive maintenance you can guarantee:
• You can make the productive operation of assets and the recording of the actual condition
of assets as smooth as possible.
• You can automatically generate the necessary tasks at the right time and make the
necessary resources available before the service life of the asset is exhausted.
• You can increase the safety and availability of assets and reduce their operating costs.

Preventive Maintenance Time
Based 2
Pros:
 Simple and easy
to manage and
track
 Easy to predict
future
occurrences
Cons:
 Not based on
utilization of asset
 Can lead to over-
maintenance (too
much) or under-
maintenance (too
little)

Preventive Maintenance Dynamic
based 1
Dynamic maintenance planning (DMP), Enables fine-tuning of operating
parameters and adjustments of maintenance intervals for main components.
DMP consists of:
• Remote Condition
Monitoring service
• Site audits and
intermediate / opening
inspections
• Maintenance planning
service

based 2
Remote Condition
Monitoring
Operating Crew
Reporting
Site Audit and,
Inspection
Maintenance
Planning
- CBM reports
- Measurements based
on analysis update
- Work cards
- Spares scheduling
- Workforce scheduling
- Logistics and
coordination report
- Recommendations
actions needed
Online
Report
Work
Orders
+

based 3
Conventional equipment maintenance means scheduled preventive maintenance
routines strictly based on equipment running hours. So it is not always possible to
match various schedules in the best way, which in turn can affect operational
availability.
In contrast, predicting the actual condition of the equipment makes it possible to
regroup the maintenance of equipment and systems in a maintenance window so that
it also fits in with other business factors.

Feasibility Analysis 1
Estimating maintenance work is defined as the process of predicting probable costs
of any physical change in plant equipment or facilities. A physical change may be the
relocation or replacement of
machinery or the cleaning, oiling, adjusting, or repairing of machinery, and so on.

Estimating maintenance costs involves
judgment, forecasting, and predicting. Using of past and present data as the base from which to
start.
Two areas of information determine which of many techniques is appropriate to a job: (1) the
end use of the estimate and (2) the available information about the job.
In estimating labor, the first task is analysis. The estimator will make use of judgment, slotting,
PERT, or labor standards per unit.
In estimating material, the development of ratios relating material costs and labor cost can
greatly simplify the estimating process.
In estimating overhead, careful consideration must be given to: (1) the end use of the estimate,
(2) the accuracy of job information, and (3) what portion of overhead cost is truly applicable to
the job.

How the estimates will be used 1
The following list is arranged in approximate order of increasing demand for accuracy. It should
always be considered along with other criteria for selecting an estimating method.
1. Determination of the extent of approvals required (example: over or under $500?)
2. Evaluation of work-order backlog
3. Long-range forecasting
4. Evaluation of equipment-purchase recommendations
5. Evaluation of method proposals
6. Make-or-buy decisions—limited annual dollar volume
7. Critical-path scheduling
8. Monthly schedules and work-load forecasts
9. Plant wide cost-control reports of work performance
10. Weekly schedules and manpower assignments

How the estimates will be used 2
11. Departmental cost-control reports
12. Plant wide group incentive
13. Individual cost-control reports
14. Daily manpower assignments and work schedules
15. Make-or-buy decisions—high annual volume
16. Departmental group weekly incentives
17. Small-group daily incentive
18. Individual weekly incentive
19. Individual daily incentive

Estimating Techniques For Labor Cost
Judgment Slotting
Standards
per Unit
Quick read
Estimating
for Labor and
Crew
Assignments
PERT*
Statistical
Approach
Estimating
the Cost of
Deferring
Maintenance
* PERT= Project Evaluation and, Review Technique

Estimating Material is to establish ratios based on labor estimates.
Establishing the ratios requires four basic steps:
1. Accumulate actual material and labor cost data for a large number of jobs covering a variety
of work.
2. Classify the jobs using natural division which can be easily determined.
3. Calculate the average ratio of material cost to labor cost for each job classification.
4. Analyze the deviation from the average. If the deviation is excessive, the classifications can be
divided more finely.

Preliminary analysis in Estimating Overhead Cost requires the answer to three questions:
1. What is the purpose of the estimate?
2. How accurate is the information about the job?
3. Is an estimate of overhead cost really necessary?
Careful consideration of overhead cost is necessary when the estimate is to be used for a
decision regarding “make or buy.”

Life-Cycle Cost (LCC) Analysis
The life-cycle cost (LCC) of a product, equipment item, or system is its total cost over the whole of
its life.
The cost of providing the asset, costs arise
during the asset life cycle when the asset is
proceeding from initial study through
construction and installation.
The costs of operation and maintenance, during
the period of use (occur
on an annual basis)
The costs, or benefits, from disposal, can be a
credit or a deficit depending on whether the
asset is resold or is just dismantled at a loss.

LCC Estimating
LCC= Capital Cost C + Lifetime Operating
Costs O + Lifetime Maintenance Costs M +
Lifetime Plant Losses L + Plant Disposal Cost D
LCC= C + ∑ On + ∑ Mn +∑ Ln + D
Where
n= number of years
On = Operator labor costs + Energy costs +
Operating services
Mn= Maintenance labor cost +
Spares/Material + Maintenance services
Ln= Plant breakdown losses + Plant
performance losses

Analysis Approach
-What is the problem?
-Define analysis goals
-Define ground rules and constrains
-Identify feasible alternatives
-Define approach to problem resolution
Cost Model Requirements
-System product definitions (baseline)
operational requirements, maintenance...etc.
-Define evaluation criteria
-Develop cost breakdown structure
-Identify cost-generating variables and, identify
cost factors
-Select evaluation techniques
-Identify data needs and, model output
requirements
Does
Model
Exist?
Data Collection
-Utilize existing data
-Acquire forecasts and data (R&D,
production, reliability,
maintainability, logistics
-Drive cost estimating relationships
-Acquire test data
Construct new
model and
validate
Evaluation Process
-Run cost model using baseline
data
-Run cost model or individual
sub-routines to solve specific
problems
Perform sensitivity analysis
Analysis Results
-Recommendations based on
life cycle cost
-confidence levels
-Breakeven or payback points
-Tradeoffs
-Sensitivities (risk and
uncertainties)
No
YesFeedback
Feedback
Requirements
Decisions
Action
LCCA Process

Procedure for LCCA
1. Establish boundary of LCCA (describe clearly the major elements in the item's life cycle)
2. Establish LCC structure and, identify probable significant cost elements
3. Determine most appropriate estimating techniques for each cost element
4. Determine most probable life of assets to be analyzed
5. Estimate costs of each element in each year at present day prices
6. Estimate inflation rates and discount rates for each year of projected life of assets
7. Determine Net Present Value (NPV) of each cost element
8. Summate NPV to produce the LCC
9. Can be followed up by applying sensitivity and risk analysis to the project.

Apprising maintenance
Performance and Effectiveness 1
Performance Measurement is the process of determining how successful organizations and
individuals are in attaining their objectives. It covers all levels, including individuals, teams,
processes, departments and the organization as a whole, with the view of continuous
improvement of performance against organizational objectives.
Why
Performance
Measurement
It identifies current performance
gaps between current and desired
performance
It provides indication of progress
towards closing the gaps.

Labor
Materials
Spares
Tools
Information
Money
External Services
Availability
Output
Maintainability
Safety
Profit
Enterprise System
Production System
Maintenance
Process
Input-Output model for an activity

Plan
Align Reliability Strategy
With Business Goals
Identify Physical Assets
Contributing To Goals
Prioritize Assets By
Consequence/Relative Risk
Establish Targeted
Performance Requirements
Improve
Assess
Continuous
Improvement
Loop
Performance Analysis
Work Identification
Control
Work
Planning
Work
Scheduling
Follow-up
Work
Execution
Sustained
Maintenance
Loop
Asset Reliability Process

Key performance indicators (KPI). The actual measures used to quantitatively
assess performance against the critical success factors. There should be at least one
KPI for each.
To have a successful KPI system you need to avoid these 5 mistakes
1. Selecting a single KPI to monitor instead of a family of interrelated KPIs that represent the
full business hierarchy
2. Not connecting KPIs to larger business goals to align maintenance and corporate objectives
(safety, financial, inventory management, personnel development, etc.)
3. Not knowing what "good" looks like - an over emphasis on metrics may cause
benchmarking to lose focus
4. Choosing KPIs that are too hard to measure; without specific parameters, subjective
judgments dilute the value
5. Not making it part of a living program; results should be subject to regular review and
analysis

Reliability of equipment
%Uptime
TMC as a % of EVR
Reliability professional per mechanics
Mean time between failure
%Emergency work
Training days/mechanic
>90%
2% - 2.5%
1:12-18
Increasing>10%/year
<10%
5-10 days/year
Quality and, speed of
execution/response
Maintenance workforce weeks backlog
% Planned work
Mechanics per planner
Schedule compliance
4 weeks
>80%
20-27 : 1
>90%
Maintenance costs Stores investment as a % of ERV
% Overtime
Maintenance labor cost as a % of TMC
Contractor maintenance labor cost as a % of TMC
<25%
10% - 12%
20% - 25%
10% - 40%
Prediction of failure % PPM work
% PPM schedule compliance
% Emergency work
>20%
>95%
<10%
TMC: Total Maintenance Cost
ERV: Estimated Replacement Value
PPM: Planned Preventative Maintenance
Examples of Site Maintenance KPIs (DuPont Co.)

Module (04)
Developing the Preventive
Predictive Maintenance Program

Assignment of organizational
responsibilities 1
Simply stated, maintenance is dependent on these other plant or corporate
functions. Conversely, these non-maintenance functions are also dependent on
effective maintenance to achieve world-class reliability performance levels.
WHO IS RESPONSIBLE FOR RELIABILITY PROBLEMS
Sales Production Maintenance Procurement Plant
Engineering
Management

responsibilities 2
80%
50%
30%
0% 50% 100%
Governing principles
Material control
Cost distribution
Reports to management
Status assessment
Goals and objectives
Organization
Training and motivation
Pride and quality assurance
Budgetary control
Scheduling and coordination
Master plan
Maintenance engineering
Preventive maintenance
Facilities and equipment
Computer support
Supervision and practices
Work order system
Planning
Work measurement
Equipment history
Essentialelementsforeffectivemaintenancemanagement
Percentage of control by
Maintenance managers
Maintenance Interdependency

responsibilities 3
It is also known as RACI
Responsibility Assignment Matrix
(RAM) describes the participation by
various roles in
completing tasks or deliverables for
a project or business process

responsibilities 4
Maintenance organizing as a function of the management process

Equipment to be included
All PM must be cost effective.
The most important principle to keep continuous management support is: “If it is
not going to save money, then don’t do it!”
the following principle or formula to be used when deciding to go ahead with a PM program:
(NB)(ACPBD)(α) > CPMS
where
CPMS = total cost of preventive maintenance system,
α = a factor whose value is proposed to be taken as 70%; more specifically,
70% of the total cost of breakdowns,
NB = number of breakdowns,
ACPBD = average cost per breakdown.

Equipment inventory sheet – examples 1
The best maintenance system only works as well as the parts inventory and supply
system that supports it. In many maintenance
organizations, materials account for one-third to one-half
of the operating budget, and more in some capital-intensive industrial sectors.
Benefits from quantity
discount
Protect against future
shortage
Satisfy expected
demand
Allow operations to
work smoothly
Hedge against price
increases and inflation
Decouple production from
distribution
Inventory
Purposes

ABCclassification approach for maintenance inventory control
• Importance of the inventory item
• The way it should be controlled
• Quantity to be ordered at one time
• Specific point in time to place an order
• A: Of the items, 20% are responsible for 80% of the dollar usage.
• B: Of the items, 30% are responsible for 15% of the dollar usage.
• C: Of the items, 50% are responsible for 5% of the dollar usage.

ABCclassification approach for maintenance inventory control

Economic Order Quantity Model, The economic order quantity model may be
traced back to 1915 and is one of the most widely known inventory control
methods.

Economic Order Quantity Model

Equipment numbering concepts 1
The ‘‘master’’ equipment list is used to control the flow of work orders and
establish a framework to collect equipment history, but first we need to build a
numbered equipment list.
6- or 7-digit system that identifies location
or equipment type:
XXX - XXXX
Sequential Equipment
Numbers
(0001 – 9999)
Location or Equipment
Type

Equipment numbering concepts 2
- Equipment numbers must be unique. A number used by one piece of equipment
cannot be used for any other equipment.
- Intelligent numbers aid maintenance work because they help
Identify involved equipment and facilitate

The PM work order 1
work order (W/O), is the basic document (form) for planning and control. It is
necessary to ensure that any request, failure and remedy are recorded for further
use
the work order is used for the following
1. Detailing the required resources for the job including the assignment of skilled and
competent personnel for undertaking the maintenance tasks;
2. Ensuring appropriate and the best methods and procedures utilization including safety
procedures;
3. Execution, maintaining, monitoring and controlling the maintenance activities and tasks; and
4. Providing the right data and information from the work order for analysis and continuous
improvements.

The PM work order 2
Work order Scheduling Flow
A Well-defined Work Order System should
cover all the maintenance jobs
requested and accomplished, whether
repetitive or one-time jobs. The work order
system is useful for management in
controlling costs and evaluating job
performance.
Although the type and size of the work order
can vary from one maintenance organization
to another, a work order should at least
contain information such as requested and
planned completion dates, work description
and its reasons, planned
start date, labor and material costs, item or
items to be affected, work category
(preventive maintenance, repair, installation,
etc.), and appropriate approval signatures.

W/O Sample
The PM work order 2

Developing the inspection sheet 1
Introduction to Equipment Inspection, Consider a non-self-announcing-failure equipment
inspected at instants x1, x2, x3 ...(see Figure bellow). when inspection reveals that the equipment is
in a failed state, it is immediately replaced by a new identical one (or restored to a state as good as
new). When inspection shows that it is still in a good state, no action is undertaken and the
equipment remains in service. Costs are associated with inspection, inactivity and replacement. The
objective
is to find the optimal inspection instants x (i =1,2,...) which minimize the total
average cost per time unit over a given horizon.

According to manufacturer manuals and,
equipment operating conditions, a proper
inspection sheet to be developed.
Beside mathematical model developed for
PM inspection intervals as:
xn+1= xn+ f (m)
where m takes into account many factors
which minimize total cost per unit time
Sample for a pump PM checklist

Typical mechanical routine sheet
Standard Mechanical Inspection Sheet Layout

Standard Electrical Inspection Sheet Layout
Typical electrical routine sheet

Spare parts and material needs 1
The aim of spare parts stocks
is to protect from long
maintenance downtime of
randomly failing equipment.
This technical maintenance
downtime can be severely
affected by supply lead-time
when replacement parts are
not available on-hand.
However, the spare part
inventory related costs do not
permit to keeping spare parts
for all failure prone
components.
Example -Pumps Spare Parts Management

Once you have the work order
system running, then it’s time to
work on the spare parts inventory.
Follow these five steps to establish a
managed inventory:
1. Develop in coordination with
maintenance effective stocking
polices to minimize ordering,
holding and shortages costs;
2. Coordinate effectively with
suppliers to maximize organization
benefits;
3. Keep good inward, receiving, and
safe keeping of all supplies;
4. Issue materials and supplies;
5. Maintain and update records; and
6. Keep the stores orderly and clean.
Variation of the number of spare parts according to the total number of
machines and service level

Cost Definition Cost-reduction actions
A Ordering cost: it includes all
the costs for preparing and
placing the order, follow-up,
and reception of the ordered
articles
Rationalize and join orders;
Use e-commerce tools for ordering and
monitoring orders;
Develop partnership with suppliers (Vendor managed
Inventory, production & delivery
coordination, …etc.);
Develop collaborations with other users
C Acquisition cost: cost to buy
the item (variable cost)
Regroup orders to benefit from scale savings;
Monitor and search for temporary reduction
offers (subscription to OEMs technical
newsletters);
Regularly research new suppliers in order to
extend suppliers list and lower purchase
costs;
Recourse to reconditioned spare parts
h Holding cost: variable cost
including all the expenses
incurred by the presence of an
item in stock (rent, insurances,
taxes, interests, wages, etc.,).
The holding cost of a unit over
a given horizon accounts for
20 – 60% of its acquisition cost
Reduce the quantities kept in stock through
risk-pooling techniques;
Reduce stocking period (just-in-time,
determination of the optimal ordering
instant);
Recourse to reconditioned spare parts
Cost-reduction initiatives for each cost type 1

Cost Definition Cost-reduction actions
Shortage cost: sum of all costs
incurred following a shortage.
It can be difficult to evaluate
but generally includes the cost
related to the loss of capacity,
customer compensation, lost
customers, backlogging or
emergency delivery of the
quantities in shortage
Keep an emergency supplying source (lateral
transshipment, Overnight delivery, etc.);
Reduce lead-times (online ordering, rapid
machining);
Parts interchange-ability and commonality
MC Maintenance cost: it is the sum
of the costs for all the actions
Carried out in order to maintain
or to restore the equipment in a
good operating condition
Improve employees training;
Prepare and organize maintenance actions
(computerized maintenance management
systems CMMS);
Link the CMMS system with the procurement
system;
Access to online or electronic documentation
(OEM web site, internet-based customer care
or assistance)
Cost-reduction initiatives for each cost type 2

Helpful suggested forms
Instructions:
Let's work through a practical example where
you stock 6205 bearings*:
You decide to have a minimum of 2 bearings
on hand, but no more than 4 in stock at any
time.
• You create a card that lists part name,
reorder point of 2, and reorder quantity of
2.
• Place this card between the 2nd and 3rd
bearing.
• When the 2nd bearing gets removed from
the inventory, then the technician takes
the card and turns it in to the parts buyer.
• Once the parts buyer receives the card, he
orders replacement stock.
• When the new parts are received, you put
them back on the shelf.
Front and back sides of a preprinted inventory card.
* 6205 bearings is a deep grove ball bearings, single raw (by SKF)

Helpful suggested forms
Inventory stocking form
Materials requisition form

Considering manual versus
computerization 1
Do you need a computer to effectively conduct daily maintenance and PM
activities?
The surprising (but true) answer is: It depends!
• Do you already own (and know how to operate) a computer?
• Do you have the money to purchase a computer and the necessary maintenance
software?
• Is your operation large enough to warrant a computerized system—for example,
do you have one maintenance technician and ten production workers, or do you
have fifty maintenance technicians at three different locations?
• Can you effectively track your inventory without a computerized system?

computerization 2
However, if you have a large multi shift or multi location operation, then you definitely need a
computerized maintenance management system (CMMS). There are questions to ask when
selecting a computerized PM program
- Does the program’s data-handling structure parallel how you want to organize your PM
program?
- Does the program allow you to create naming structures that have meaning to you (and your
associates)?
- Does the program generate reports in your desired format?
❑ If not, will the vendor customize the program to meet your needs at a reasonable fee?

computerization 3
- Does the program have the potential to grow along with your business? (Remember, spending
a few extra bucks now can avoid a mountain of nightmares and cost later!)
For example:
❑ Can the program accommodate handheld computers or personal data assistants (PDAs)? (Do
not dismiss this requirement—handheld devices may become the biggest administrative
timesaver since the PC.)
❑ Can the program be hosted on a local area network (LAN) or a wide area network (WAN)?
❑ A ‘‘no’’ answer to either question should signal a ‘‘no’’ buying decision.
❑ If the vendor answers ‘‘yes’’ to the second question, be sure to have conversion specifications
included in the purchase order or quote.
- Does the program handle sorting, naming, and cataloging of repair parts in a way that fits
your operation and planned inventory organizational scheme?
How much data entry and upkeep will the program require?
❑ Who will keep the data in the system updated?

computerization 4
Without a CMMS, you essentially need to duplicate its functions creating PM
work orders, scheduling PM work orders, and collecting historical equipment data
manually. The process requires the following 4 steps:
1- Type up the PM work orders created by following process
(Start the process by looking at your newly developed equipment list and creating groupings
of identical equipment. Once you identify the largest groups of identical equipment, write
work orders to get PMs developed for these groups.)
In a typical factory, the first 20 work orders will cover 50% to 75% of the factory.

computerization 5
2- Set up a file system to schedule the work orders and to maintain the
equipment history.
3- Copy the appropriate number of PM work orders and place them in the
appropriate file system.
4- File the completed work orders in historical files.
Follow the four steps outlined to implement the program. Make sure to keep the PM work
orders created in step 1 (using a word processing program) as a master copy. Use this master
copy as the basis for making copies to file in the weekly files. File completed work orders in a
historical file to develop equipment history.

Module (05) Implementation of
Preventive Maintenance Program

Job Planning
Carrying out an effective maintenance operation requires Efficient Planning of
maintenance activities and resources. Since planning is performed in order to
prepare for future maintenance tasks, it must be based on good estimates of the
future maintenance workload.
Maintenance
workload
consists of
scheduled and planned preventive
maintenance, including planned
overhauls and shutdowns
emergency or breakdown failure
maintenance

Job Planning Prerequisite
1- Select the team, choose the individuals with (Equipment knowledge, Reading
and writing abilities, Team participation skills and, Organizational skills)
2-Establish scheduling.
3- Break down the facilities into logical parts.
4- Develop an equipment list and assign equipment numbers.
5- Develop and issue maintenance instructions.
6- Locate and/or develop equipment manuals.
7- Develop a managed inventory.
8- Monitor the program’s effectiveness and make improvements.

Duties and Responsibilities of Planners
• Customer liaison for nonemergency work
• Job plans and estimates
• Full day’s work each day for each man
• Work schedules by priority
• Coordinates availability of manpower, parts, materials, equipment in preparation
for work execution
• Arranges for delivery of materials to job site
• Ensures even low priority jobs are accomplished
• Maintains records, indexes, charts
• Reports on performance versus goals

Line Supervisors Qualifications
An employee is a supervisor if he has the ability to do the following actions:
1- Give instructions and/or orders to subordinates.
2- Be held responsible for the work and actions of other employees.
The above description based on Ontario Ministry of Labor

Planning Permits Us, to forecast,
communicate and measure
Job planning is an essential element of the effective maintenance management. A
number of tasks may have to be performed prior to commencement of a
maintenance job;
for example, procurement of parts, tools, and materials, coordination and delivery
of parts, tools, and materials, identification of methods and sequencing,
coordination with other departments, and securing safety permits.
Past experience indicates that on average one planner is required for
every twenty workers.

What job should be planned
formal planning should cover 100% of the maintenance workload but emergency
jobs and small, straightforward work assignments are performed in a less formal
environment. Thus, in most maintenance
organizations 80 to 85% planning coverage is attainable.

Time required to perform work…labor
content
Cycle time, is defined as the time between the
output of two successive flow units. It is always
equivalent to the time of the longest process
step.
Total labor content, is defined as the time sum
of all process steps. If, for example, a process
consists of two steps each claiming 20 seconds,
the total labor content is 40 seconds.
Idle time, is defined as cycle time minus
processing time. The idle time thus tells us for
how long a resource (e.g. a worker) is not able to
do anything, because he has to wait for another
resource.

Effectiveness of the Preventive
Maintenance Program 1
Tasks Application Criteria
Effectiveness Criteria
Safety Operational Direct Cost
Lubrication or
servicing
Replenishment of
consumables shall reduce
the rate of functional
deterioration
The task shall reduce the
risk of failure
risk of failure to an
acceptable
level
The task shall be cost-
effective
Operational,
Visual or
Automated
Check
Identification of the failure
shall be possible
of failure to assure safe
operation
N/A The task shall ensure
adequate availability of the
hidden function in order to
avoid economic effect of
multiple failures and shall
be cost-effective
Inspection,
Functional
Check or
Condition
Monitoring
Reduced resistance to failure
shall be detectable and rate
of reduction in failure
resistance shall be
predictable
risk of failure to assure
safe operation
acceptable level
effective, i.e. the cost of
the task shall be less than
the cost of the failure
prevented

Effectiveness of the Preventive
Maintenance Program 2
Tasks Application Criteria
Effectiveness Criteria
Safety Operational Direct Cost
Restoration The item shall show
functional degradation
characteristics at an
identifiable age and a large
proportion of units shall
survive to that age. It shall be
possible to restore the item to
a specific standard of failure
resistance
safe operation
acceptable level
prevented
Discard The item shall show
functional degradation
characteristics at an
identifiable age and a large
proportion of units shall
survive to that age.
safe operation
acceptable level
prevented

Refining the PM program 1
Most programs must be debugged when first implemented. Therefore,
implementing it in a trial area can provide verification of the program's
capabilities (and its problems) before it is implemented plant wide. For the trial
area, it is prudent to select a more modern portion of the plant, especially one
that has good equipment and documentation.

Refining the PM program 2
1. State the need. Describe the situation that created the need. Identify who or what is
involved, how they are involved, and to what extent.
2. Identify and review any existing procedures that relate to the situation.
3. Survey managers and supervisors who will be affected by the new
procedures. Obtain pros and cons.
4. Determine if a new procedure is actually needed or if existing procedures should be
revised to accommodate the situation.
5. Draft a preliminary procedure statement for review and comment by the departments
affected. Include purpose and scope
6. Integrate appropriate suggestions and prepare a revised statement for additional review.
Add sections on responsibilities and actions, if appropriate.
7. Check the procedure against the attributes presented in the preceding section and
prepare a final document.
8. With executive approval and sign off, release the document for distribution
General Guide for PM Program Development

Correlating Preventive Maintenance to
Breakdown Maintenance

Equipment History
Equipment records play a critical role in effectiveness and efficiency of the
maintenance organization.
equipment records are grouped under 4 classifications
Maintenance Work
Performed
Maintenance Cost Inventory Files
chronological
documentation of all
repairs and preventive
maintenance (PM)
performed during the
item’s service life to
date.
historical profiles and
accumulations
of labor and material
costs by item
information such as
property number, size
and type, procurement
cost, date
manufactured
or acquired,
manufacturer, and
location of the
equipment/item
Usually, information on
inventory is
provided by the stores
or accounting
department
operating and service
manuals, warranties,
drawings, and so on.

Analyzing Equipment Failures 1
An analysis of potential failures helps designers focus on and understand the
impact of potential process or product risks and failures.
Why perform
failure analysis?
Product Development
Process Development
Common Failure
Analysis
Techniques
• Cause-Consequence Analysis
• Checklist
• Event Tree Analysis
• Failure Modes & Effects Analysis (FMEA)
• Failure Modes, Effects and Criticality Analysis (FMECA)
• Fault Tree Analysis (FTA) • Hazard
& Operability Analysis (HAZOP)
• Human Reliability
• Preliminary Hazard Analysis (PHA)
• Relative Ranking • Safety Review
• What-If / Checklist Analysis • What-If Analysis

Failure mode and effect analysis (FMEA), is an engineering technique used to
define, identify, and eliminate known and/or potential problems, errors, and so
on from the system, design, process, and/or service before they reach the
customer
Failure mode
Effect
Severity (S)
Causes
Occurrence (O)
Controls
Detection (D)

FMEA worksheet example

Some Relevant Maintenance Control
Indices1
• 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;
where; operating time = planned time – downtime;
• Q (quality rate) = (total production – defective quantity or number)/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;
Some of the important measures of maintenance productivity

Some Relevant Maintenance Control
Indices 2
• Maintenance breakdown severity = cost of breakdown repair/number of
breakdown;
• Maintenance improvement = total maintenance manhours on preventive
maintenance jobs /total manhours available;
• Maintenance cost per hour = total maintenance cost/total maintenance
manhours;
• 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.

Module (07)
Maintenance Planning

Why we have a Maintenance Plan? 1
Introduction
Consider three persons working without the benefit of planning, but
placing them at the highest productivity common in such organizations
(35%). Their combined productivity (105%) can be thought of as one
person always working productively who never has a delay and even
gives the company some extra time at the end of the day.
Without Planner:
3 persons at 35% each = 3 × 35% = 105% total productivity
Now, take one of those persons away from the work force and make
that person into a planner. The planner helps boost the productivity of
the remaining two persons up to 55% each. The planner’s productivity
is considered to be 0% because productive time is defined as time physically working a job. Envision
turning a wrench. The planner no longer turns a wrench. The combined productivity of all three
persons is now 110%, a little better than all of them working without planning. With Planner:
2 persons at 55% and 1 planner at 0% = (2 × 55%) + (1 × 0%) = 110% total productivity

Introduction
Furthermore, experience has shown that a single planner can plan for 20 to 30 persons.
Ratio planner to technicians
1:20-30

Carrying out an effective maintenance operation requires efficient planning of
maintenance activities and resources. Since planning is performed in order to
prepare for future maintenance tasks, it must be based on good estimates of the
future maintenance workload. The maintenance workload consists of two major
components:
(1) scheduled and planned preventive maintenance, including planned overhauls
and shutdowns, and
(2) emergency or breakdown failure maintenance.

Maintenance Process
The processes generally included in a maintenance job are the following:
 Work request
 Prioritization
 Back log management
 Planning
 Scheduling
 Execution
 Recording

Maintenance Process
Maintenance Process Flow Chart
Asset Maintenance
Strategy
Maintenance
Work
Identification
Reliability &
Failure
Analysis
Work
Planning
Work
Scheduling
Materials
Management
Work
Execution
History
Recording
Asset Maintenance
Work
Maintenance Support

Expected Outcomes
Maintenance
Objective
Maintenance
Plan
Improvement
Actions
Data
Collection
Data
Analysis
Work Control
Material Control
Cost Control
Quality Control
Execution
Availability
Cost
Quality
Safety
Environment
Maintenance Control

Maintenance Budget 1
Amaintenance budget serves as an important tool to control financial resources
necessary for running the maintenance department. Budget administration uses various
types of accounting procedures and computer-based systems to manage, control, and
measure departmental effectiveness.

Maintenance Budget Preparation Steps
• Collect information on trends over the past few years.
• Seek input from the accounting department concerning cost trends and improvements.
• Seek input from the operations group concerning its plans for the coming year.
• Obtain information on sales by product and department.
• Determine maintenance labor-hours by skill and department, particularly for equipment with high
repair costs.
• Estimate the amount of material required by department, in particular high-cost and high-volume
items.
• Estimate overhead expenses.
• Distribute expenses or costs by weeks and total them for each month.
• Establish separate cumulative cost charts for every important variable,
e.g., material, labor, and overhead.
• Update individual and total costs periodically and plot them on appropriate charts.

Maintenance Labor Cost Estimation
The cost of labor is an important component of the maintenance cost. Labor costs are made up of
payroll information that is usually obtained from labor distribution reports prepared by the
accounting department. The information is required for four key areas:
1. Total number of hours worked annually on a per-employee basis
2. Hourly cost of employee benefits on a per-employee basis
3. Ratio of cost of annual benefits to yearly wages
4. Base pay rates per hour by labor grade

The cost per employee is expressed by
Cem= LR(1+ BR)TAH
where
Cem= cost per employee,
LR = hourly labor rate,
BR = benefit ratio,
TAH = total number of annual hours.
The total labor cost is given by
TLC = CemN
where
TLC = total labor cost,
N = number of employees.

Maintenance Material Cost Estimation
The cost of maintenance materials is an important component of the total maintenance cost. In
U.S. industry, maintenance materials typically account for 40 to 50% of the total maintenance cost.
During the costing of store items used in maintenance work, factors such as those
listed below should be considered.
• Cost associated with inventorying the material
• Latest procurement or manufacturing cost
• Cost associated with the invested capital
• Reduction in stock item value due to decay or spoilage
• Increase in stock item value due to inflation

Maintenance Material Cost Estimation

Maintenance Cost Estimation Models

Production Facility Downtime Cost Estimation Model
A production facility downtime cost (PFDC) is expressed by
PFDC = Si + Cr + RCr + RL + Cc + Cp
where
Si= salary of idle operator,
Cr = rental cost of replacement unit (if any),
RCr = cost for replacement of ruined product,
RL = revenue loss, less recoverable costs like materials,
Cc = tangible and intangible costs associated with customer dissatisfaction, loss of goodwill, hidden costs, etc.,
Cp = costs associated with late penalties, etc.

MAINTENANCE COST-RELATED INDICES

Levels of Planning 1
Planning is the process of determining future decisions and actions necessary to
accomplish intended goals, and targets. Planning for future actions helps in achieving
goals in the most efficient and effective manner. It minimizes costs and reduces risks and
missing opportunities. It can also increase the competitive edge of the organization. The
planning process can be divided into three basic levels depending on the planning
horizon:
1. Long range planning (covers a period of several years);
2. Medium range planning (one month to one year plans); and
3. Short range planning (daily and weekly plans).

Levels of Planning
Strategic Tactical
(Business)
Operational
Level Business wide Business unit Functional area
Focus Direction and,
strategy for whole
business
Direction and,
strategy for the
business unit
Resources and action
for functional area
Nature Board and general More detailed on
goals and tasks
Specific to the function
Time Horizon Long term 3+ years 1-2 years Up to 1 year

Levels of Planning

Effective Planned Maintenance 1
Introduction
In the 12 months resulting in 93% availability, a power station spent over $9 million in
maintenance. This amount included more than $5 million in wages and benefits for the
mechanical, electrical, and instrument and control (I&C) crafts. A study revealed that
productivity of maintenance personnel was about 35%. That is, on the average, a typical
maintenance person on a 10-hour shift was making productive job progress for only 31⁄2
hours. The other 61⁄2 hours were spent on “nonproductive” activities such as necessary
break time or undesirable job delays to get parts, instructions, or tools. The study only
included persons who were available for the entire shift so training time and vacation time
were not even included.
Implementing proper planning and scheduling can improve productive
maintenance time from the 25 to 35% of a typical organization

Maintenance Planning Principles
The 6 Maintenance Planning Principles include:
1. Having a separate department for planners,
2. Focusing on future work,
3. Maintaining component level files,
4. Estimating based on planners expertise and historical data,
5. Recognizing the skill of the crafts, and
6. Measuring performance with work samplings.
When all six of these principles are used and combined correctly, maintenance planning
can reach new levels.

Maintenance Planning Principles
♦ 95% Availability
♦ >50% Wrench time
♦ >80% Planned coverage
♦ >3 Week backlog and equipment NOT breaking
Reactive work <20% and Outage < 3%
♦ Contractor work only on specialty items

How to implement a good Maintenance
Plan (Manpower, Spare Parts, Tools)

How to implement a good Maintenance
Plan (Manpower, Spare Parts, Tools)
An example of a maintenance planning sheet

Module (08)
Scheduling Techniques

Scheduling 1
Maintenance scheduling is the process by which jobs are matched with resources
(crafts) and sequenced to be executed at certain points in time.
Definition

Scheduling 2
The maintenance schedule can be prepared in three levels depending on the horizon
of the schedule. The levels are:
(1) medium range or master schedule to cover a period of 3 months
to 1 year;
(2) weekly schedule, it is the maintenance work that covers a week; and
(3) the daily schedule covering the work to be completed each day.
Levels of Maintenance Scheduling

Scheduling 3
Medium Range Or Master Schedule
The medium range schedule is based on existing maintenance work orders including
blanket work orders, backlog, preventive maintenance, and anticipated emergency
maintenance. It should balance long term demand for maintenance work with available
manpower. Based on the long-term schedule, requirements for spare parts and
material could be identified and ordered in advance. The long range schedule is usually
subjected to revisions and updating to reflect changes in plans and realized
maintenance work.

Scheduling 4
Weekly Schedule
The weekly maintenance schedule is generated from the medium range
schedule and takes account of current operations schedules and economic
consideration. The weekly schedule should allow for about 10–15% of the workforce to
be available for emergency work. The planner should provide the schedule for the
current week and the following one, taking into consideration the available backlog.
The work orders that are scheduled for the current week are sequenced based on
priority. Critical path analysis and integer programming are techniques that can be used
to generate a schedule. In most small and medium sized companies, scheduling is
performed based on heuristic rules and experience.

Scheduling 5
Daily Schedule
The daily schedule is generated from the weekly schedule and is usually
prepared the day before. This schedule is frequently interrupted to perform emergency
maintenance. The established priorities are used to schedule the jobs. In some
organizations the schedule is handed to the area foreman and he is given the freedom
to assign the work to his crafts with the condition that he has to accomplish jobs
according to the established priority.

Scheduling Techniques 1
Introduction
Techniques are developed to develop optimum or near optimal schedules with respect
to different possible performance measures.
Scheduling Techniques
Gantt Chart
Program Evaluation
Review Techniques
(PERT)
Critical Path
Method
(CPM)

Gantt Chart
One of the oldest techniques available for sequencing and scheduling operations is the
Gantt chart developed by Henry L. Gantt during World War II. The Gantt chart is a bar
chart that specifies the start and finish time for each activity on a horizontal time scale.
It is very useful for showing:
- planned work activities vs. accomplishments on the same time scale.
- used to show the interdependencies among jobs, and
- the critical jobs that need special attention and effective monitoring.

Gantt Chart
A Gantt chart representing a schedule of seven activities A Gantt chart with milestones
Gantt chart with progression

Critical Path Method (CPM)
Critical path method (CPM) is an algorithm for scheduling a set of project activities.
The essential technique for using CPM is to construct a model of the project that includes the
following:
- A list of all activities required to complete the project (typically categorized within a work
breakdown structure),
- Perform the CPM calculation to identify the critical jobs (there are jobs on
the critical paths and non-critical jobs (which are jobs with float);
- Perform project crashing to (determine minimum times for each job) reduce project duration and
investigate the cost tradeoffs; and
- Level the resources in order to have uniform manpower requirements to minimize hiring, firing,
or overtime requirements.

Critical Path Method (CPM)
Bearing Overhaul Data

Program Evaluation Review Techniques (PERT)
Program evaluation review techniques (PERT), incorporates the uncertainty by three
time estimates of the same activity to form a probabilistic description of their time
requirement. Even though the three time estimates are judgmental they provide more
information about the activity that can be used for probabilistic modeling

Program Evaluation Review Techniques (PERT)
optimistic time: the minimum possible time required to accomplish an activity (o)
pessimistic time: the maximum possible time required to accomplish an activity (p)
most likely time: the best estimate of the time required to accomplish an activity (m)
expected time: the best estimate of the time required to accomplish an activity (te)
standard deviation of time : the variability of the time for accomplishing an activity (σte)
te = (o + 4m + p)/6
te = (p – o)/6

Scheduling Procedures
Planning maintenance work is a prerequisite for sound scheduling. In all types of
maintenance work the following are necessary requirements for effective scheduling:
1. Written work orders that are derived from a well conceived planning
process. The work orders should explain precisely the work to be done,
the methods to be followed, the crafts needed, spare parts needed and
priority.
2. Time standards that are based on work measurement techniques;
3. Information about craft availability for each shift.
4. Stocks of spare parts and information on restocking.
5. Information on the availability of special equipment and tools necessary for
maintenance work.
6. Access to the plant production schedule and knowledge about when the facilities
may be available for service without interrupting the production schedule.
7. Well-defined priorities for the maintenance work. These priorities must be developed
through close coordination between maintenance and
production.
8. Information about jobs already scheduled that are behind schedule
(backlogs).

Scheduling Procedures
The scheduling procedure should include the following steps :
1. Sort backlog work orders by crafts;
2. Arrange orders by priority;
3. Compile a list of completed and carry-over jobs;
4. Consider job duration, location, travel distance, and possibility of
combining jobs in the same area;
5. Schedule multi-craft jobs to start at the beginning of every shift;
6. Issue a daily schedule (except for project and construction work); and
7. Have a supervisor make work assignments (perform dispatching).

Establishing Priority 1
The maintenance job priority system, has a tremendous impact on maintenance
scheduling. Priorities are established to ensure that the most critical and needed work is
scheduled first.
The determination of job priority in a maintenance organization is necessary since it is
not possible to start every job the day it is requested. In assigning job priorities, it is
important to consider factors such as importance of the item or system,
the type of maintenance, required due dates, and
the length of time the job awaiting scheduling will take.

Establishing Priority 2
Code Name Time frame work
should start
Type of work
1 Emergency Work should start
immediately
Work that has an immediate
effect on safety, environment,
quality, or will shut down the
operation
2 Urgent Work should start within
24 h
Work that is likely to have an
impact on safety, environment,
quality, or shut down the
operation
3 Normal Work should start within
48 h
Work that is likely to impact the
production within a week.
4 Scheduled As scheduled Preventive maintenance and
routine. All programmed work
5 Postponed Work should start when
resources are available or at
shutdown period
Work that does not have an
immediate impact on safety,
health, environment, or the
production operations

“Look—Ahead” Scheduling
The purpose of the two week look-ahead schedule is to plan labor activities and
goals for the next two weeks. The focus is on the overall project schedule provided by
the general contractor and the job site schedule you received from your project
manager. This is what our managers, superintendents and foremen must do to ensure
that projects are meeting or beating the estimated hours, controlling overall costs and
maintaining the production schedule

Module (09)
Total Productive Maintenance
(TPM)

Overview of Total Productive
Maintenance (TPM) 1
Total Productive Maintenance (TPM) as the name suggests consists of three words:
Total: signifies to consider every aspect and involving everybody from top to bottom;
Productive: emphasis on trying to do it while production goes on and minimize troubles for
production; and
Maintenance: means equipment upkeep autonomously by production operators in good condition –
repair, clean, grease, and accept to spend necessary time on it.
TPM is a combination of American preventive maintenance and Japanese concepts of total quality
management and total employee involvement.

Maintenance (TPM) 2
Major Components of TPM
Education and,
Training Autonomous
maintenance
Preventive
maintenance
Planning and
scheduling
Reliability
engineering and
predictive
maintenance
Equipment Design
and Start-Up
Management
Master Plan
Autonomous maintenance
Planned maintenance
Maintenance reduction
Hold the gains
TPM implementation activities.

Maintenance (TPM) 3
TPM Office
TPM
Responsible
(Plant Manager)
Quality
Maintenance
Early Equipment
Management Safety
Training People
Development
5`S Autonomous
Maintenance
Planned
Maintenance
Individual
Improvement

Similarities and Differences between
TQM & TPM
Category TQM TPM
Object Quality ( Output and effects
)
Equipment ( Input and
cause
Mains of attaining goal Systematize the
management. It is software
oriented
Employees participation
and it is hardware oriented
Target Quality for PPM Elimination of losses and
wastes

TPM Targets
 Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization.
 Involve people in all levels of organization.
 Form different teams to reduce defects and Self Maintenance.
TPM Benefits
Direct benefits
1. Increase productivity and OPE ( Overall Plant
Efficiency ) by 1.5 or 2 times.
2. Rectify customer complaints.
3. Reduce the manufacturing cost by 30%.
4. Satisfy the customers needs by 100 %
5. Reduce accidents.
6. Follow pollution control measures.
Indirect benefits
1. Higher confidence level among the employees.
2. Keep the work place clean, neat and attractive.
3. Favorable change in the attitude of the operators.
4. Achieve goals by working as team.
5. Horizontal deployment of a new concept in all areas of the
organization.
6. Share knowledge and experience.
7. The workers get a feeling of owning the machine.
TPM Target

• Since, 2004, European Federation of National Maintenance Societies (EFNMS) has
conducted a number of workshops by forming a working group from amongst the member
National Maintenance Societies of Europe resulting in identifying maintenance indicators
for different industries
The MPIs (Maintenance Performance Indicators)for the utility industry will vary with that of
other industries. The MPIs as identified for an utility sector organization of Europe are:
1. Customer satisfaction related: customer satisfaction is one of the main
stakeholder group’s requirements for the organization. Since, its customer is
related to energy supply, duration and interruptions, and the contract, the customer
satisfaction related MPIs are taken from the IEEE (1366-2003) and they are as under:
• SAIDI (system average interruption duration index), summation of
customer interruption duration to total number of customer served;
• CAIDI (customer average interruption duration index, summation of
customer interruption duration to total number of customer interrupted;
and
• CSI (customer satisfaction index), obtained through customer survey.

The MPIs for the utility industry will vary with that of other industries. The MPIs as identified
for an utility sector organization of Europe are:
2. Cost related: financial or cost is another main stakeholder group’s requirements for any
organization. Since, the total maintenance cost has to be controlled and the profit margin has
to follow the Government’s directive, these two MPIs are suggested to be included in the list
of MPI:
• Total maintenance cost; and
• Profit margin.
3. Plant/Process related: the plant or process related MPIs also form important
MPIs from internal stakeholder groups. Downtime of power generation and
distribution, as well as the overall equipment effectiveness (OEE) rating of
generation are the suggested MPIs from this group:
• Down time; and
• OEE rating
4. Maintenance task related: the MPIs related to maintenance tasks are suggested
as under:
• Number of unplanned stops (number and time);
• Number of emergency work; and
• Inventory cost.

The MPIs for the utility industry will vary with that of other industries. The MPIs as identified
for an utility sector organization of Europe are:
5. Learning and growth/innovation related: the MPIs related to learning and
growths, which are important for knowledge based organization, are:
• Number of new ideas generated; and
• Skill and improvement training.
6. Health, safety and environment (HSE) related: these are society related MPIs
and very relevant to any organization today and they are:
• Number of accidents; and
• Number of HSE complaints.
7. Employee satisfaction related: employees are the most important internal
stakeholders of the organization and their motivation, empowerment and
accountability will be a supportive factor to achieve the organizational goal:
• Employee satisfaction level.

G E N E R I C E Q U I P M E N T L I S T
Use the following generic equipment list as the starting
point for your plant’s equipment list. This list uses
six to seven digits to specify equipment.
The first three digits (XXX-XXXX) represent common equipment types, such as
boilers or curing ovens or air-handling units.
The last three or four digits (XXX-XXXX) represent sequentially
numbered pieces of equipment.
Helpful Tip 1. Don’t fall into the trap of thinking that every process line needs its
own three- or four-digit number for each piece of equipment. Develop the
numbers based on the equipment’s function rather than make or model.
Helpful Tip 2. If you have more than six process areas,
then add a digit to the type category. Under these conditions,
the equipment number changes from XXX-XXXX to XXXX-XXXX. However, before
taking this step, analyze whether you truly have too many process areas or have
failed to categorize equipment types properly

G E N E R I C E Q U I P M E N T L I S T

ƒ1. Is this a duplicated work order, or will it affect any other work orders?
ƒ2. Is the equipment number correct?
ƒ3. Is the work location clearly identified?
ƒ4. Is the description accurate and professional?
ƒ5. Is the work order coding correct?
ƒ6. Is there a standard work order for this job?
ƒ7. Are all materials required for the work included in the work order?
ƒ8. Is the location of each item of material clearly identified?
ƒ9. Is there a work kit, and does the work order show this?
ƒ10. Are all safety issues adequately covered?
Maintenance Planner’s Checklist Check list for all work orders 1

ƒ11. Are all safety materials included in the materials list?
ƒ12. Are any safety permits required?
ƒ13. Are there any code or regulatory permits or documentation required for the work?
ƒ14. Are all environmental issues adequately covered?
ƒ15. Is Engineering assistance required?
ƒ16. Are all trades or skills required to complete the work included on the work order, and have
other planners been copied as necessary?
ƒ17. Is there any other work which may conflict with this job?
ƒ18. Are there other work orders in the backlog which should be done
in conjunction with this work order?
Maintenance Planner’s Checklist Check list for all work orders 2

Short Steps To Establish a Scheduling
• 1. Set up shift files.
• 2. Calculate available scheduling hours.
• 3. Sort the workorders by priority.
• 4. Develop a schedule by day and by shift.
• 5. Keep scheduling.

Calculating total time available.
Total available work hours = (Number of
technicians * Number of hours/shift)
-Time for breaks and lunches
Total available time for scheduling=
Total available work hours - Time for
trouble calls

Implementing Effective Preventive and Predictive Maintenance Programs

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