businesscenteredmaintenance_2

%XVLQHVV&HQWUHG0DLQWHQDQFH0DQDJHPHQW

$SSOLHG0HWKRGVIRU0DLQWHQDQFH

Business Centred Maintenance ManagementGrowthCon International (Pty) LtdPO Box 65269Erasmusrand0017South AfricaFirst published 2001 2000 GrowthCon International (Pty) LtdAll rights reserved. No part of this publication may be reproduced, stored in a retrieval system ortransmitted in any form by any means, electronic, mechanical, photocopying, recording orotherwise, without the prior consent of the copyright

Copyright GrowthCon International (Pty) Ltd

3UHIDFH$ PDFKLQH LV D FRQJORPHUDWLRQ RI VLQJOH FHOO SDUWV HDFKZLWK LWV RZQ XQLTXH ZD\ RI IDLOLQJ DVVHPEOHG WRJHWKHU WRSHUIRUP D VSHFLILF IXQFWLRQ 7KH UROH RI PDLQWHQDQFH LV WRFRSH

ZLWK

WKLV

IDLOXUH

SURFHVV

DQG

SURGXFH

VXVWDLQHG

HTXLSPHQW XSWLPH DW PLQLPXP FRVW

Many articles have been written about Reliability CentredMaintenance and the need to rigidly follow the analytical approach,developed by Nowlan and Heap of Eastern Airlines for new commercialaircraft, to safeguard their essential functions - until sufficient operating datato maintain it correctly is available.Proponents of this rigid approach, ignore the significant differencesthat exist between the various industries from a design and operatingviewpoint. In many cases, if not understood, these differences doom RCM tofailure.This manual presents a customised methodology and key learningpoints that take cognisance of these differences and provides the user with aplatform for rapid implementation and sustainment that adds profit and costimprovement within a short timeframe.Other benefits that have accrued using this customised approach arethe emergence of a powerful continuous improvement ethic based on locallydeveloped root cause analysis techniques and the ability to realise a CMMSreturn on investment e.g. SAP.

%LOO +XJKHV

GrowthCon International


0DLQWHQDQFH0DQDJHPHQW&RXUVH([SHFWDWLRQV$W WKH HQG RI WKLV FRXUVH \RX ZLOO EH DEOH WR

Understand the concepts and philosophy of Business CentredMaintenance, including:

Equipment Related Losses

OEE Measurements

Reliability Centred Maintenance Integration

Be competent to develop, implement and sustain a reliability basedBusiness Centred Maintenance programme at minimum cost using shopfloor personnel.

Reduce life cycle support costs by reducing the adverse effects of poordesign on maintenance and logistics.

Understand the building blocks of a World Class Maintenanceorganisation and their synergistic relationships.

Measure the effectiveness of Maintenance Management and its relatedComputerised Maintenance Management System (CMMS) in yourorganisation.

Understand how to realise a meaningful return on investment of yourCMMS.

&RXUVH )HDWXUHV

In addition to the generic case studies presented during the course,exercises will be developed from the delegates own facilities, equipment,and history. It was found that by using this method of instruction, correlationfrom the theoretical to the practical can be made much quicker in any futureanalysis performed by the participants.

Business Centred Maintenance Manual

iii


&RQWHQWVBusiness Centred Maintenance Management

i

Maintenance Management Course Expectations

iii

Contents

v

MODULE 1 - Introduction

1

1.

World Class Manufacturing

2

2.

Business Centred Maintenance (BCM)

2

3.

Exercise

3

MODULE 2 - Business Centred Maintenance

5

4.

Business Centred Maintenance

6

5.

The History Of Maintenance5.1.First Generation Maintenance5.2.Second Generation Maintenance5.3.Third Generation Maintenance

7778

6.

Age versus Reliability Patterns

9

7.

The Failure Process RCM TheoryObjectives of RCMFailure DefinitionScheduled Inspections and the Failure Curve of a Simple ItemThe Failure Curve of a Complex ItemComplexities of the Failure Process

7.1.7.2.7.3.7.4.7.5.8.

121213141517

Progression from Preventive Maintenance to RCM to BCM186 Pillars of Business Centred Maintenance19Examples of BCM Effectiveness from Companies who are HighlyProductive208.3.Key Success Factors - The Eight Major Machine Losses218.4.What is OEE and why is it Important?228.1.8.2.

Exercise 25


v


MODULE 3 - Business Centred Maintenance Tasks

29

9.

3030303031323232343738

Business Centred Maintenance Tasks9.1.Wheel of Tasks9.2.Lubrication9.3.Servicing and Cleaning9.4.Operating Crew Monitoring9.5.Walk About (Craftsman or Team Based)9.6.Operational Check (Failure Finding)9.7.Inspection / Functional Check9.8.Conditioning Monitoring9.9.Restoration Task (Overhaul)9.10.Discard Task

10.Autonomous Maintenance10.1.Introduction10.2.Autonomous Maintenance Simplified10.3.Autonomous Maintenance Steps10.4.Check Sheet10.5.Tagging10.6.One Point Lessons

39394040424344

11.

47

Exercise

MODULE 4 - Common Preventive Maintenance Tips

51

12.Maintaining Equipment12.1.Bearings12.2.Chain Drives12.3.Belt Conveyors12.4.Couplings12.5.Fans12.6.Gearboxes12.7.Lubrication and Hydraulic Systems12.8.Motors (AC)12.9.Motors (DC)12.10. Motor Control Centres12.11. Pipes12.12. Pumps12.13. Seals12.14. Switchgear Cubicles And Control Panels

525353545455565757585859596061


vi


12.15.12.16.12.17.

TransformersV-BeltsValves

616263

MODULE 5 - Developing the Maintenance Programme

67

13.

Integration of Processes

68

14.

Equipment and System Modus Operandi

68

15.Developing the Maintenance Programme15.1.Introduction15.2.Functional Block Diagrams15.3.Maintenance Significant Item Selection Criteria15.4.Failure Cause Identification15.5.Screening Failure Causes15.6.Cause / Effect Relationships15.7.Cause and Effect Exercise15.8.FMECA Decision Logic15.9.FMECA Logic Diagram15.10. Programme Development and Logistic Support Requirements

6969707070717273758789

16.FMECA Analysis Example 1 - Motor Pump Assembly16.1.Analytical Logic Procedure - The Steps16.2.Step 1 Partitioning16.3.Step 2 Identification of Failure Causes16.4.Step 3 Screening Failure Causes - Pump16.5.Step 3 Screening Failure Causes - Motor16.6.Action Lists, Record Sheets, and Maintenance Schedules

94949697989999

17.FMECA Analysis Example 2 - Control Valve17.1.Step 1 Partitioning into Functional Blocks17.2.Step 2 Identifying Failure Causes17.3.Recording the Information

105105105109

18.FMECA Analysis Sheets18.1.Partitioning Sheet18.2.Record Sheet18.3.Logistic Requirements Sheet18.4.Work Instruction Sheet

112112113114115

19.Plant and Equipment Structures19.1.Purpose

117117


vii


19.2.19.3.19.4.19.5.19.6.20.

Analysis MethodEquipment StructuresStructural Significant Items and Other StructureMaintenance Programmes for StructureDeterioration Processes

Exercise

117117117118118124

MODULE 6 - Early Equipment Management and FailurePrevention12721.The Adverse Effects of Poor Design on Maintenance andLogistics

128

22.

128

Logistic Support

23.The Design Maintenance Partnership23.1.Inherent Reliability23.2.Maintainability23.3.Modification23.4.Modifications Cost Effectiveness

130130131133134

24.Materials Management24.1.Procurement24.2.Ways to Eliminate Waste

135135135

25.

140

Exercise

MODULE 7 - The Maintenance System

143

26.The Maintenance Management System26.1.Introduction26.2.Maintenance Organisation Building Blocks26.3.The Maintenance System26.4.Uses and Abuses26.5.Measurements26.6.Performance Indicators26.7.Common Abuses26.8.Practical Hints

144144145145146147147148149

27.Are you getting a Return on your Investment?27.1.CMMS implementations background27.2.The Why of a CMMS27.3.The Scoreboard

149149150150


viii


27.4.27.5.

Business Process ExampleCMMS Return on Investment Steps

28.Shutdown Planning and Control Cycle28.1.Planning28.2.Scheduling28.3.Controls28.4.Feedback28.5.Shutdown Continuous Improvement

MODULE 8 - Profit Improvement Programme

152152156156156157157158

161

29.Foreword29.1.The Price of Non-conformance29.2.World Class Customer Satisfaction

162162162

30.Profit Improvement Project Process30.1.Profit Improvement Project Process Approach30.2.Background to the Process30.3.The Seven Steps of Profit Improvement30.4.PIP Roles and Responsibilities30.5.Profit Improvement Project Tools

163163164165166168

MODULE 9 - Continuous Improvement

171

31.Continuous Improvement31.1.Features of Continuous Improvement31.2.The laws of Problem Solving31.3.The Problem Solving System31.4.Multi-Disciplinary Team Meetings

172172173174177

MODULE 10 - Maintenance Assessments32.

Plant Maintenance Assessment Guidelines

181182

Glossary of Terms

191

Acknowledgements

199

Index and Referencing

201


ix


02'8/( ,QWURGXFWLRQ

After this module you will understand theworking ethos and principles of World ClassManufacturing and Business CentredMaintenance

Module 1: Introduction

Page 1


:RUOG&ODVV0DQXIDFWXULQJ

The Principles of World Class Manufacturing are:

Continuously making small improvements to the production processrather than the search for a single large improvement

Continuously eliminating waste

Respecting employees for their contribution to the improvement process

Improving the production process to improve product quality andproductivity

%XVLQHVV&HQWUHG0DLQWHQDQFH%&0

BCM is an attitude, concept and process of continuous improvement inmaintenance and maintenance processes, equipment condition andperformance to improve overall equipment effectiveness, operationsefficiency, output quality and worker safety.

)HDWXUHV RI %XVLQHVV &HQWUHG 0DLQWHQDQFH%&0 DLPV WR

Maximise equipment effectiveness (improve overall total efficiency)

By: -

Establishing a total system of productive maintenance for the life of theequipment

Practice Early Equipment Management

Train to improve skills of all people involved

Improve Equipment Effectiveness (8 Loss Areas)

Involve Operators in Equipment Management and Daily Maintenance

Improve Maintenance Organisation Efficiency and Effectiveness


Page 2


([HUFLVH

([SODLQ WKH IROORZLQJ

What are the main features of World Class Manufacturing?

What are the differences between normal preventative maintenance andBusiness Centred Maintenance?

What are the advantages to a business of practising Early EquipmentManagement and Maintenance Prevention?

What are the foundation elements of BCM?


Page 3



Page 4


02'8/( %XVLQHVV&HQWUHG0DLQWHQDQFH

After this module you will:

Know the background of maintenance andthe failure process

Understand the main elements of BusinessCentred Maintenance

Know the main losses to production

Realise that people form the backbone of anorganisation

Module 2: Business Centred Maintenance

Page 5


%XVLQHVV&HQWUHG0DLQWHQDQFH

Business Centred Maintenance targets results by using a common senseapproach which recognises that maintenance, production, and engineeringare a partnership engaged in a joint venture to produce quality products atlowest cost.

Results are achieved through higher OEE, improved reliability, andincreased throughput. Our ability to eliminate waste, and select the correctmaintenance strategy aimed at the failure process, are the keys to loweringcosts in the manufacturing process.

When implementing BCM a profit improvement methodology which isfounded on good business principles that focuses on the bottom lineprofitability of the company, should be followed at all times.


Page 6


7KH+LVWRU\2I0DLQWHQDQFH

)LUVW *HQHUDWLRQ 0DLQWHQDQFH

In the period up to World War II, industry was not very highly mechanisedand therefore downtime did not matter much. This meant that the preventionof equipment failures was not a high priority in the minds of most managers.At the same time, most equipment was simple and much of it was overdesigned. This made it reliable and easy to repair. As a result, there was noneed for systematic maintenance of any sort beyond simple cleaning,servicing and lubrication routines. The need for skills was also lower than itis today.

6HFRQG *HQHUDWLRQ 0DLQWHQDQFH

The situation changed dramatically during World War II. Wartime pressuresincreased the demand for goods of all kinds, while the supply of industrialmanpower dropped sharply. This led to increased mechanisation. By the1950s machines of all types were more numerous and more complex.Industry was beginning to depend on them.

As this dependence grew, reliability came into sharper focus. This led to theidea that equipment failures could and should be prevented, which in turnresulted in the concept of preventive maintenance. This consisted mainlyof equipment overhauls carried out at fixed intervals.

Also, the amount of capital tied up in fixed assets, together with a sharpincrease in the cost of that capital, led companies to start seeking ways inwhich they could maximise the life of their assets.


Page 7


7KLUG *HQHUDWLRQ 0DLQWHQDQFH

Since the mid-seventies, the process of change in industry has gatheredeven greater momentum. New expectations and research led to theformulation of new maintenance techniques. At the same time thedependence on physical assets was growing, so too was their cost - tooperate and to own. To secure the maximum return on the investment whichthese assets represent, they had to be kept working efficiently for as long asit was required to.

Finally, the cost of maintenance itself is still rising, in absolute terms and asa proportion of total expenditure. In some industries it is now the secondhighest or even the highest element of operating costs.

Downtime has always affected the productive capability of physical assetsby reducing output, increasing operating costs and interfering with customerservice. By the 1960s and 1970s, this was already a major concern inmining, manufacturing and the world-wide move towards just-in-timesystems, where reduced stocks of work-in-progress meant that quite smallbreakdowns were much more likely to stop an entire plant. In recent times,the growth of mechanisation and automation has meant that reliability andavailability have now become key issues.

Increasingly, failures have serious safety or environmental consequences, ata time when standards in these areas are rising rapidly. In some parts of theworld, the point is approaching where organisations either conform tosocietys safety and environmental expectations, or they cease to operate.


Page 8

Source: Nowlan and Heap: Eastern Airlines

$JHYHUVXV5HOLDELOLW\3DWWHUQV

The following Age versus Reliability patterns were a result of studiesconducted during the mid-1960s by the United States Airlines. Althoughthey may not be exactly representative of the equipment in themanufacturing and process industry, the basic findings remain the same.

Very few multi-celled items exhibit wear-out characteristics. It was found thatall components could be covered by one of six, conditional probability offailure curves, as detailed below:

9

A. Bath Tub Curve

8

RELIABILITY

7

65432101

3

5

7

9

11 13 15 17 19 21 23 25

High infant mortality, followed by aconstant, or gradual increase, infailure probability, and then by apronounced "wearout" region. Anage limit may be desirable,provided a large number of unitssurvive to the age at which wearoutbegins.

AGE

B. Constant with Increase

9

Constant or gradual increase infailure probability, followed by apronounced wearout region. Onceagain, an age limit may bedesirable (this curve ischaracteristic of reciprocatingengine cylinders).

8

RELIABILITY

7

65432101

3

5

7

9

11

13

15

17

19

21

23

25

AGE


Page 9


9

C. Low and Constant Curve

Gradual increase in failureprobability, but with no identifiablewearout age. It is usually notdesirable to impose an age limit insuch cases (this curve ischaracteristic of turbine engines).

8

RELIABILITY

7

65432101

3

5

7

9

11

13

15

17

19

21

23

25

AGE

The above curves (11 % of failures) may benefit from a limit onoperating time.

9

D. Low and Constant Curve

Low Failure probability when theitem is new or just out of the shop,followed by a quick increase to aconstant level.

8

RELIABILITY

7

65432101

3

5

7

9

11

13

15

17

19

21

23

25

AGE

9

E. Constant Curve

Constant probability of failure at allages (Exponential survivaldistribution).

8

RELIABILITY

7

65432101

3

5

7

9

11

13

15

17

19

21

23

25

AGE


Page 10


9

F. High and Constant Curve

Infant mortality followed by aconstant or very slowly increasingfailure probability (particularlyapplicable to electronic equipment).

8

RELIABILITY

7

65432101

3

5

7

9

11

13

15

17

19

21

23

25

AGE

The above three curves (89% of failures) cannot benefit from a limit onoperating age.


Page 11


7KH)DLOXUH3URFHVV5&07KHRU\

The publication of Reliability Centred Maintenance in the late 1970s was inmany respects, a milestone in the field of Maintenance Engineering. Itprovided the engineer for the first time with the necessary tools to determineWHAT should be maintained, WHY it should be maintained and HOW itshould be maintained. Conflicting opinions that may exist betweenproduction and engineering on the value of maintenance, disappear whenthe full resolving power of Analytical Decision Logic is used to solve theproblem.

RCM is defined as:A logical discipline to realise the inherent safety and reliability levels ofcomplex equipment at minimum cost.

Translated, this simply means:

Common Sense Applied By Means Of A Logical Process

2EMHFWLYHV RI 5&0

Ensure realisation of the inherent safety and reliability of the equipment.

Restore safety and reliability to their inherent levels after deterioration.

Identify those systems/components whose reliability is substandard, andimprove.

Accomplish these goals at a minimum total cost, including maintenancecosts and consequential failure costs.

To understand RCM, the failure process itself and the consequences offailure have to be examined.


Page 12


The role of scheduled maintenance is to cope with the failure process.

For years the focus has been on anticipating the age at which parts fail,rather than on how they fail and the consequences of their failure. Onereason for this lack of attention has been the common assumption that allequipment wears out and becomes less reliable with increasing operatingage.

)DLOXUH 'HILQLWLRQ

Failure can be defined as: An unsatisfactory conditionIn other words, a failure is an identifiable deviation from the originalcondition, which is unsatisfactory to a particular user. However, an unsatisfactory condition can range from the complete inability of an item to performits function to some physical evidence that it will soon be unable to do so.

For maintenance purposes, therefore, we must classify failures further aseither functional failures or potential failures:

A Functional Failure is the inability of an item (or theequipment containing it) to meet a specified condition /performance standard.

A Potential Failure is some physically identifiableevidence, which indicates that a functional failure isimminent.


Page 13


6FKHGXOHG ,QVSHFWLRQV DQG WKH )DLOXUH &XUYH RI D6LPSOH ,WHP

)DLOXUH &XUYH7

6

- Operator Monitoring- Walkabout- Inspection/ FunctionalChecks

5(/,$%,/,7

businesscenteredmaintenance_2

Documents

Transcript of businesscenteredmaintenance_2