Maintenance Tactics & Reliability
July 2013
Shakeel Ahmad
S.E Mechanical
1
Agenda
1.
2.
3.
4.
What is a Strategy? What is a Tactic?
Practical Implications of Selecting Tactics
Why do we care about Tactics
How Maintenance Tactics can be put into practice
The Objective of Maintenance?
Reliability Availability Maintainability?
To add value to the Organization
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
4
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
5
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.
6
How does it all relate?
1. Maintenance Strategy Best Practices
2. Maintenance Strategy Drivers
3. Maintenance Tactics Best Practices
4. Maintenance Activities and Tasks
7
Organizations Mission
Organizations Objectives
Department Objectives
Operations Objectives
Maintenance Objectives
Maintenance Strategy
Maintenance Policies
Maintenance Tactics
Maintenance Targets
Job Plan
Work Orders
Activities, Tasks
Results
The Excellence Cube
Continuous
Improvement
Control
Autonomous
Maintenance
Reliability
Data
Materials
Tactics Measures Work
Strategy
Management
Leadership
CBM
PdM
PM
Run to
Failure
Repair
The Anatomy of a CMMS
Inspection
Work
Request
Measure,
Evaluate
results
Plan the
tactics
Equipment
Refine,
develop new
tactics
HR
Labour & Materials
Contractors and Tools
Costs and
Documents
Execute
tactics
Best
Practices
Corrective
Condition
Based PM
Time
Based PM
Breakdown
Check Tools
Availability
Contractors
Availability
Maintenance
Plan
Analyse
Data
Work History
Asset Mgmt
Asset
Valuation
Collect
Data
Work
Order
Check Labour
Availability
Equipment
Availability
Check Materials
Availability
Schedule and
Issue WO
10
Complete
Work
Accounts
Payable
Issue Picklist,
Issue Materials
Trigger Purchase
Requisition
Materials
Receipt
Trigger Purchase
Order
Agenda
1.
2.
3.
4.
What is a Strategy? What is a Tactic?
Practical Implications of Selecting Tactics
Why do we care about Tactics
How Maintenance Tactics can be put into practice
11
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
12
Who chooses the Tactics?
And what criteria are used
1.
2.
3.
4.
We always do it that way
Manufacturers recommendations
Reliability Engineer
Select according to type and cost of failure
versus cost of prevention
13
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
14
Agenda
1.
2.
3.
4.
What is a Strategy? What is a Tactic?
Practical Implications of Selecting Tactics
Why do we care about Tactics
How Maintenance Tactics can be put into practice
15
Why do we care about Tactics?
Cost
Maintenance Effectiveness
Asset value
Revenue consistency
Safety
Environmental Protection
16
Case Study
Do we need to use the Best Tactics?
Typical Maintenance Work Processes
TOTAL Work
100%
PLANNED
30%
PdM/PM
10%
Corrective
20%
UNPLANNED
70%
Corrective
30%
Breakdown
40%
Emergency
20%
Urgent
20%
17
Case Study
Benchmark Maintenance Work Processes
TOTAL
100%
PLANNED
80%
PdM/PM
45%
Corrective
35%
30%
UNPLANNED
20%
Corrective
15%
70%
Breakdown
5%
Emergency
1%
40%
Urgent
4%
18
Case Study
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:
Tactic
% of Total
Cost Ratio
% x Cost =
Units of work
Cost $
Planned and
PMs
30%
30
$15,360
Unplanned
Corrective
30%
1.5
45
$23,040
Breakdowns
40%
120
$61,600
Total
100%
195
$100,000
That represents 195 units of work @ $512 per unit.
19
Case Study
Putting a value on Best Selection of
Maintenance Tactics -2
By increasing the Planned/PM from 30% to 80%
Tactic
% of Total
Cost Ratio
Activity Units
Cost $
80
$41,000
Planned and
PMs
80%
Unplanned
Corrective
15%
30
1.5
22.5
$11,500
Breakdowns
5%
40
15
$ 7,680
Total
100%
117.5
$60,180
30
Total cost reduction = $100,000 - $60,180 = $39,820
= 40%
20
This understates the savings
because the really expensive work the
Emergency breakdown repairs are much
more than 3x the Planned work.
Total of Emergency should fall from 20% to
1%
Cost ratio of Planned : Emergency is often
as high as 1000:1
21
Workshop Calculate the Savings
Tactic
Before
% of Total
Cost Ratio
% x Cost =
Units of work
Cost $
Planned and
PMs
20%
20
$10,000
Unplanned
Corrective
30%
90
$45,000
Breakdowns
50%
10
500
$250,000
Total
100%
610
$305,000
% x Cost =
Units of work
Cost $
Tactic
After
% of Total
Cost Ratio
Planned and
PMs
70%
Unplanned
Corrective
20%
Breakdowns
10%
10
Total
100%
22
Workshop Calculate the Savings
Tactic
Before
% of Total
Cost Ratio
% x Cost =
Units of work
Cost $
Planned and
PMs
20%
20
$10,000
Unplanned
Corrective
30%
90
$45,000
Breakdowns
50%
10
500
$250,000
Total
100%
610
$305,000
Cost $
Tactic
After
% of Total
Cost Ratio
% x Cost =
Units of work
Planned and
PMs
70%
70
$35,000
Unplanned
Corrective
20%
60
$30,000
Breakdowns
10%
10
100
$50,000
Total
100%
230
$115,000
23
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 sure
we use the right tactics to do the right work
at the right time
The keystone for enhancing maintenance
value and improving asset functionality
24
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
25
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 callins
Fewer HSE issues
Less useless work
26
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
27
Tactics and Costs - Benefits
Tactics selection includes assessing cost = overall
lower cost
Reduced manpower costs by reduced emergencies
and breakdowns
Reduced materials costs by right buying
Reduced contractor costs by doing more in-house
Reduced production losses by better equipment
maintenance
28
Agenda
1.
2.
3.
4.
What is a Strategy? What is a Tactic?
Practical Implications of Selecting Tactics
Why do we care about Tactics
How Maintenance Tactics can be put into practice
29
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 failures blending
Condition-based with Time-based, considering also Redesign and Run
to 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
30
Converting Strategy into Tactics
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 and
make the change happen
31
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
32
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 they
dont get it first time
Regular re-inforcement, re-visiting and rewards
Re-train and re-train
Above all, communicate and reward success
33
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
34
Our Strategy is to emphasize PMs --What if it doesnt work?
Fact: of every 100
PMWOs,
only 90% are issued
54% are signed off as complete
27% are
actually done
35
Agenda Session 1
1.
2.
3.
4.
5.
Introduction to Reliability
History and Role of RCM
Critical Equipment
Equipment Functions
Functional Failures and Potential Failures
36
Lets start off by defining Reliability
Write down what Reliability means in your
business?
37
Lets start off by defining
Reliability
What does Reliability mean in your business?
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
38
Why does Reliability matter
Lack of Reliability
Inconsistent deliveries
Drop in Production, or no Production
Unhappy Customers
Lower revenues
Higher cost per unit output
Lower Return on Investment
39
The All-too-frequent Reliability Process
Work Request
Corrective
or Repair
Work Order
PM Work
Order
Breakdown
Dispatch Tech,
Complete Job
40
Current status
(CM)
Data:
Content,
Quality and
Collection
DCS,
Equipment
And Parts
Selection
and Design
Expectations
(RCM)
Predictive
(Exakt, SPAR)
Analysis,
Diagnosis
(SpotLight)
The Right
Information
To do the
Right Job
At the
Right Time
Data Feedback and update
CMMS
Maintenance
Plan
Work
Execution
Performance Management System
Improved Maintenance Performance,
Improved Operating Performance
Improved
Reliability
Reliability Centred Knowledge Solution
41
Work-arounds for poor Reliability
Item
Zero, Small,
Medium etc
Impact
on Business
Dealing Can
with
Unreliability?
do?
Increase Inventory
Add additional
equipment
Insist on greater lead
time from user
Increase staffing level
or contractor on call
Expedite work to catch
up
Dont deliver quality
User unhappy, does not
pay bills
Offer price discount
Pay penalty costs to
User
Impact Size
0-S-M-L-VL
42
Reliability Characteristics
1.
2.
3.
4.
5.
Define what the equipment is initially capable of
Understand the failure behaviour
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
Ensure protection of essential functions by redundancy or backup
Reliability is limited by:
1.
- the design of the item
2.
- the manufacturing processes
3.
- and the way it is installed, operated and maintained.
Scheduled maintenance can help to ensure that the inherent
reliability characteristics are achieved. BUT NO MORE -.
43
What is failure?
Write down what your organization means
by equipment failure
44
Degrees of Failure - 1
Normal Operation
Incipient Failure
Incipient Damage
Distress
Performance
Deterioration
Damage
Serious Damage
Total failure
45
Time
Degrees of Failure 2
Normal Operation
Performance
Total failure
Time
46
What is downtime?
T1 T2 T3 T4 T5 T6
T7
T8
T9
Production
12
rate
10
8
6
4
2
47
96
91
86
81
76
71
66
61
56
51
46
41
36
31
26
21
16
11
Get parts,
start repair
Full production rate
Diagnose
Complete test,
Equipment available
handover to production
Maintenance arrives
Complete repair, start test
Call to Maintenance
First sign of performance degradation
What is downtime? Whos asking???
T1 T2 T3 T4 T5 T6
T7
T8
T9
Production
12
rate
Executive
10
8
6
Production
4
2
Maintenance
48
96
91
86
81
76
71
66
61
56
51
46
41
36
31
26
21
16
11
Get parts,
start repair
Full production rate
Diagnose
Complete test,
Equipment available
handover to production
Maintenance arrives
Complete repair, start test
Call to Maintenance
First sign of performance degradation
What is downtime?
Demand 2
T1 T2 T3 T4 T5 T6
T7
Demand 1
T8
T9
12
10
8
6
Production
4
rate
2
49
96
91
86
81
76
71
66
61
56
51
46
41
36
31
26
21
16
11
Get parts,
start repair
Full production rate
Diagnose
Complete test,
Equipment available
handover to production
Maintenance arrives
Complete repair, start test
Call to Maintenance
First sign of performance degradation
Calculating Slowdown Time
Slowdowns reduce production revenue
Any reduction in revenue = breakdown
Slowdown is 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
But is a half-speed unit actually producing at 50%? adjust
for quality
50
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 slowdown 5 were produced
3 hours of repair time none were produced
3 hours of test time 10 were produced but 5 were scrapped
1 hour of adjustments none were produced
1 hour of run-up time 10 were produced
5 hours at capacity
Calculate the Equivalent Downtime hours.
51
WORKSHOP
An operations capacity output is 20 units per hour.
In a 24 hour period, its production was as follows:
A.
B.
C.
D.
E.
F.
G.
10 hours at capacity 200 produced = 0 losses
1 hour slowdown 5 were produced = 15 losses
3 hours of repair time none were produced = 60 losses
3 hours of test time 10 produced , 5 scrapped = 55 losses
1 hour of adjustments none were produced = 20 losses
1 hour of run-up time 10 were produced = 10 losses
5 hours at capacity 100 produced = 0 losses
Equivalent Downtime hours = Lost production
Max production x 24
(15 + 60 + 55 + 20 +10) =
160/480 x 24 = 8 hours
52
View of failure.
Performance
Detectable
deterioration
1150
Potential
failure
1100
Litres per
Minute
Functional
failure
1000
Total failure
PF Interval
Time
53
Failure Curve for Electronic and Electrical Equipment
Performance
No Detectable
Deterioration,
Little Knowledge of
Root causes
Potential = Functional = Total
Failure
Failure
Failure
Time
No PF Interval
54
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 upsets
senior management.
55
Criticality assessment 3 - Cost of Failure
60
120,000
Number of
breakdowns 3
50
Cost of
Breakdowns
100,000
40
80,000
30
Series1
60,000
20
40,000
10
20,000
0
1 2 3 4 5 6 7 8 9 10 11 12
Raw water
pump
Feed Gas
Comp.
Series1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Feed gas
Comp.
Raw Water
Pump
56
High
Cost of
failure
Equipment
P322
F728
S120
F726
High Frequency
of failure
Select Equipment
57
THANKS
58
