Post on 08-Apr-2018
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MAINTENANCE
PLANNING
Prof. Dr. / ATef A. Aly
SHOUBRA FACULTY OF ENG.
BANHA UNIVERSITY - EGYPT
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WHAT ?
WHAT IS MEANT BYMAINTENANCE?
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Maintenance is an element of a
complete production system.
Maintenance can be defined as a set of
activities, or tasks, that are related topreserving equipment in a specifiedoperating condition, or restoring failed
equipment to a normal operatingcondition.
SHENOY, D. and BHADURY, B. 1998
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Maintenance comprises any actions (other than servicing during operationsuch as fueling or minor adjustments)that alter a product or system in such a
way as to keep it in an operationalcondition or to return it to anoperational condition if it is in a failed
condition.
BLISCHKE, W. R., and MURTHY, D. N., 2003
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ProductionProcess
Feedback
Maintenance
Processes
OutputInput
Production
Capacity
Demand for
Maintenance
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Objectives of maintenance:
To control the availability of theequipment, at minimum resourcecost.
To extend the useful life of theequipment.
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Maintenance
Management
Maintenanceplanning
Minimize
Maintenance
cost
Organizing
Maintenance
Resources
Directing
execution ofMaintenance
plan
Initiate
corrective
actions if
schedule slips
Define
process for
performing
maintenance
tasks
FUNCTIONS OF MAINTENANCE MANAGEMENT
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Maintenance
planning
FUNCTIONS OF MAINTENANCE MANAGEMENT
Creating Maintenance Schedule.
Maintenance Policies.
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Organizing
Maintenance
Resources
FUNCTIONS OF MAINTENANCE MANAGEMENT
Resource management:Manpower.
Tools & instruments
Facilities
Spare parts
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Minimize
Maintenance
cost
FUNCTIONS OF MAINTENANCE MANAGEMENT
Budgeting
Minimize cost of holding, downtime,
ordering, etc.
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Define process
for performing
maintenance tasks
FUNCTIONS OF MAINTENANCE MANAGEMENT
Work order creation
Request conversion.
Quality assurance.
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Initiate corrective
actions if
schedule slips
FUNCTIONS OF MAINTENANCE MANAGEMENT
Tracking maintenance activity to
completion.
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Directingexecution of
Maintenance plan
FUNCTIONS OF MAINTENANCE MANAGEMENT
Effective utilization of resources.
Monitoring performance.
Supervisory review.
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BASIC TYPES OFMAINTENANCE
Preventive
Maintenance
Corrective
Maintenance
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Preventive Maintenance
These actions generally acquire shutdown
of an operational system and are intended
to increase the length of its lifetime and/or
its reliability.
Action range from relatively minor
servicing requiring a short downtime, such
as lubrication, testing, plannedreplacement of parts or components, to
minor overhauls requiring a significant
amount of downtime.
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Corrective Maintenance
Comprises actions taken to restore afailed product or system to an
operational state. The actions involve repair or
replacement of all failed parts and
components necessary for successful operation of item.
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Preventive
Maintenance
Clock-based
Maintenance
Usage-based
Maintenance
Age-basedMaintenance
Design-out
Maintenance
Opportunity-
based
Maintenance
Condition-
based
Maintenance
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Clock-basedMaintenance
PM actions which carried out at set
time, e.g. Timing Belt replacement.
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Age-based
Maintenance
PM actions That based on the age ofthe component, e.g. Age
Replacement Policy.
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Usage-based
Maintenance
PM actions That based on the usage ofthe component, e.g. tires components of
an aircraft.
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Condition-based
Maintenance
PM actions That based on the condition of
the component being maintained through
measuring certain variables such asvibration, noise, or temperature, e.g.
maintenance of bearing and similar
components.
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Opportunity-based
Maintenance
This is applicable for multipoint system,
where a maintenance action (PM or CM) for
a component provides an opportunity forcarrying out PM actions on one or none of
the remaining component of the system.
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Design-outMaintenance
This involves carrying out
modifications through redesigning the
component. As a result, the newcomponent has better reliability
characteristics.
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CorrectiveMaintenance
Good-as-new repair
Minimalrepair
Different
from-new
repair(I)
Different from-new
repair(II)
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Good-as-new repair
Here, the failure time distribution of the
repaired item is identical to that of anew one. In real life this type is seldom
occur.
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Minimalrepair
A failed item is returned to operation withthe same effective age as it possessed
immediately prior to failure. Failures then
occur according to a non-homogeneous
process with an intensity function having the
same form as the hazard rate of the
distribution of the time to first failure.
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Different from-new
repair(I)
Sometimes when an item fails, not only are
the failed components replaced, but also
others that have deteriorated sufficiently.
This action resulted in a change in thefailure time distribution function of all
repaired items, being different from that of
the new item.
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Different from-new repair(II)
In some instants, the failure
distribution of the repaired componentdepends upon the number of times the
item has been repaired.
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What is meant by maintainability?
It is the probability that a failedsystem can be made operable ina specified period of time.
(kapur and Lamberson, 1977)
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What is meant by maintainability?
It the ability of an item, under stated
conditions of use, to be retained in, or
restored to, a state in which it can perform
its required functions, when maintenance is
performed under stated conditions and using
prescribed procedure and resources.( According to BS 4778)
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Maintainability performance requirements
The maintainability performance to beachieved by the design of the item.
The constraints that will be placed on the use
of the item which will affect maintenance. The maintainability program requirements to
be accomplished by the supplier to ensurethat the delivered item has the required
maintainability characteristics.
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Whatis meantby Reliability?
The reliability of a product or systemconveys the concept of dependability,successful operation or performance, andthe absence of failure.
The reliability of a product or system is the
probability that the item will perform its intended
function throughout a specified time period when
operated in a normal (or stated) environment.
BLISCHKE, W. R., and MURTHY, D. N., 2003
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Quality
Quality is not absolute but relative, Amaintenance activity can be considered
to be of high quality if : It restores an item of equipment to its
working state, without causing damage tothe equipment or to any of its parts.
It is initiated on time and the equipment isreturned to production at the required time.
It incurs not more than the budgeted cost.
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Quality
Reliability and maintainability are onlytwo of the many dimensions of quality.
The other quality characteristics are:
Conformance (to standard and specs).
Performance
Features
Durability Serviceability (the probability that a
product or system is operational)
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Role and importance ofreliability,Maintenance, Maintainability, and Quality
Factors leading to failure:
Design.
Materials.
Manufacture.
Quality control. Shipping and handling.
Storage.
Use.
Environment.
Age.
The occurrence of related previous failures.
The failure of an interconnected component, part orsystem.
Quality of repair after failure.
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Role and importance ofreliability,Maintenance, Maintainability, and
Quality The role of reliability and maintenance is to
minimize both the probability of occurrencethe failure and the impact of failure when they
occur. Since failure cannot be prevented entirely, it is
important to increase both reliability andmaintenance efforts which lead to fewer
failures.
The cost is also related to R&M , warrantycosts to the manufacturer decrease as product
reliability increases.
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Maintenance
Manager
Supervisor
Group
Q. Assurance
Group
Maintenance
Resources
Maintenance
System
Schedule
Process data
Information
on production
windows
Intimation of
activitycompletion
Verification of
completed actions
Availability
Improved
process
Dynamics of a maintenance group
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Purpose of preventive maintenance
Equipment inspections to uncoverdeficiencies before failure and insufficient time, plan deliberaterepairs.
Nondestructive testing techniquesto detect equipment deteriorationand monitor equipment conditionto not abnormal operation.
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Purpose of preventive maintenance
Collectively (condition monitoring) Lubrication to reduce friction that
causes heat, wear, and misalignment.
Routine cleaning and adjusting donein conjunction with inspection orlubrication, or performed byoperators.
Replacement of minor components toreduce chances of more importantcomponents failing.
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Preventive MaintenanceObjectives
Reduction of emergency repairs.
Reduction of unscheduled repairs.
More planned and scheduled work. Better manpower utilization.
Reduction in repair costs
Reduced downtime cost. Preservation of assets.
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MAINTENANCE ACTIONS
Coordinating program elements:
Work order system Planning
Scheduling
Information system
Getting personnel organized.
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PM procedures
General nature of PM services.
Conduct of services.
Required services.
Service frequencies:
A services (250 hrs) routine cleaning, lubrications, andchecking of specific critical items
B services (500 hrs) repeat A services, replace selectedfilters, take oil sample for analysis, and load testhydraulic system.
C services (750 hrs) repeat A services, replace selected
drive belts. Coolants, hydraulic fluids, road test brakes,and test on hill climb.
D services (100 hrs) repeat A services, make enginecompression test, test exhaust emissions, and replaceselected seals.
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PM procedures
Service time.
Downtime.
Identification of services for fixed equipment
9069001 lubrication route 01, cost center 0
9 standing work order06 cost center
90 lubrication
01 route 01
* Identification of services for mobile equipment
5101191 A service, Haulage truck 01151 Haulage truck
011 unit 011
91 A service ( 250 hrs)
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MeasuringPM success
Reduction in emergency repairs.
Increased scheduled maintenance.
Reduction in unscheduled repairs.
Increased equipment life.
Extend time between repairs.
Long-term cost reduction.
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Lubrication
Objective.
Use of lubrication personnel.
Automatic lubrication system.
Oil sampling.
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destructivetesting-Non
Infrared inspection (thermography)
Magnetic particle testing.
Vibration analysis.
Ultrasonic testing.
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PLANNING, SCHEDULING, AND WORK EXECUTION
Planning : organizing resources inadvance of a major job, so that, uponexecution, the work may be carried outmore effectively.
Scheduling: Determining and confirmingthe best time to perform a major jobwith least interruption of operations
and effective use of maintenanceresources.
Planning Policies
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Planning Policies
Guidelines for planning policy: Developing the criteria that identifying
the type of work which will be plannedand scheduled.
A priority system will be applied.
All planned work will be jointlyscheduled with operations.
Measuring at the end of scheduledperiod.
Focusing on the scheduled work.
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Planning Criteria
The work must be planned orscheduled if:
Cost and performance must be
measured. A standard must be complied with.
Warranty work is being done.
W
ork must be started and completedwithin a specific period.
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Planning Criteria
If any ten of the following 12 conditionsexist:
1. work not required for at least one week.
2. Duration exceeds one elapsed shift.
3. Requires two or more crafts.
4. Requires crafts not part of the regularcrew.
5. Requires two different material sources;stock, purchased or fabricated.
6. Require coordinated equipment shutdown.
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Planning Criteria
If any ten of the following 12 conditionsexist:
7. Requires supporting mobile equipment,special tools, and so forth.
8. Requires rigging, and transportationfacilities.
9. Job plan necessary.
10.Requires drawings, prints, or schematics.11.Requires contractor support.
12.Estimated at more than $5000.
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Whatthe planner shoulddo?
1. Prior to initiating planning:
a. Receive requests for planned work andevaluate them against prescribed
criteria.b. Monitor the long-range forecast to
identify work in the immediate futuretime frame requiring planning.
c. Confer with supervisors to determine thecondition of equipment on which work isdue.
Wh h l h ld d ?
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Whatthe planner shoulddo?
2. During planning:a. Prepare preliminary work orders.b. Conduct field investigations of unique jobs.
c. Develop a job scope for unique jobs.
d. Estimate labor by craft.
e. Prepare bills of materials.f. Coordinate with shop planners if shop support is needed.
g. Assemble drawings, schematics, instructions and so.
h. Identify mobile equipment, rigging, and transportations needs.
i. Estimate total job cost.
j. Establish a target date for scheduling the job.k. Obtain job approval.
l. Determine job priority.
m. Open the work order in the information system.
n. Order material and shop work.
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Whatthe planner shoulddo?
3. Prior to Scheduling:
a. Determine the availability of materialsand the completion of shop work.
b. When all materials are available, setup a preliminary schedule withoperations.
c. Tentatively arrange mobile equipment
support, rigging, transportation, andon-site material delivery.
d. Brief supervisors on the proposed
schedule.
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Whatthe planner shoulddo?
4. Scheduling:a. Attend, the maintenance and operations
scheduling meeting to assist in presentingthe schedule.
b. After schedule approval has been obtained,distribute the approved schedule.
c. Provide maintenance supervisors with workorders, drawings and so, necessary for them
to perform the work.d. Confirm mobile equipment support, rigging
transportation, and on-site material deliverythat was previously arranged.
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Whatthe planner shoulddo?
5. During job executiona. Attend daily coordination meetings andcoordinate changes necessary due todelays or job deferral.
b. Using job information, monitor workinitiation and progress.
c. Assist the supervisor in the coordinationof rigging, transportation, use of mobileequipment, or on-site material delivery.
d. Upon job completion, discuss anyvariances with the supervisor and closethe work order.
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Whatthe planner shoulddo?
6. After job completion
a. Note job cost and performance.
b. Compare variances with standards or
cost estimates where appropriatec. Measure schedule compliance and
advise maintenance management.
d. Observe backlog changes in man-power utilization..
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Whatthe maintenancegeneralsupervisorsshoulddo?
1. Provide operational control of the planner.2. Prescribe work to be planned within the
criteria for selecting planned work.
3. Specify the time frame within which theplanned work should be targeted forscheduling.
4. Monitor the long-term forecast and guide
the planner in anticipating the planning offorecasted jobs.
5. Approve the preliminary weekly scheduleand verify its content.
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Whatthe maintenancegeneralsupervisorsshoulddo?
6. Present the weekly schedule for approval byoperations.
7. Monitor the conduct of the schedule and itscompliance.
8. Participate in daily coordination meetingsand adjust the utilization of maintenanceresources should equipment availabilitychange or work to be deferred.
9. Monitor cost and performance on major jobs,investigate, and correct significant variancesagainst estimates or standards.
10. Discuss exceptions with the planner and
recommend corrective actions.
Wh i i h ld
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What maintenance supervisor should
do?
1. Assist the planner in fieldinvestigations or the interpretationof standards.
2. Confer with the planner on task
sequences, use of labor, availabilityof materials, mobile equipmentneeds, and so forth, to ensure thatthe plan is practical
3. Execute the weekly schedulethrough crew members andcoordination with the planner.
Wh i i h ld
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4. Explain significant variances fromthe plan and recommend changesfor future repetitions of similar jobs
5. Ensure correct, accurate, timelyreporting of field data on each job..
What maintenance supervisor should
do?
Wh t ti i h ld
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What operations supervisor should
do?
1. Approve work orders based onestimated cost and timing
2. Help establish job priorities.
3. Approve the tentative weekly planpresented by maintenance
4. Participate in the weekly scheduling
meeting and approve (or modify) theschedule recommended bymaintenance
Wh t ti i h ld
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What operations supervisor should
do?
5. Make equipment available accordingto the approved schedule
6. Participate in daily coordination
meetings and, as necessary, adjustthe availability of equipment tobetter meet the schedule.
7. Observe schedule compliance aswell as job cost and performance
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Labor Control
Factors affecting labor Control:
Determine work force size andcomposition
Measure the utilization of labor
Assess overtime use.
Control absenteeism.
Improve worker productivity.