How to Develop a Preventive Maintenance System

8/6/2019 How to Develop a Preventive Maintenance System

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How to Develop A Preventive Maintenance System

By: James W. Taylor

© James W. Taylor. 1996



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How To Develop A Preventive Maintenance System

Developing a preventive maintenance(PM) or predictive maintenance (PdM)program is not an easy or quick process.Many preventive maintenance programs failbecause they are not cost effective, not cost

justified, too complex or take too long todevelop. It is much more effective to have afew tasks that are always done than a very complex program with poor schedulecompliance.

An Effective Overall DIY Strategy

Goals

Your first step should be to put down onpaper what the goals of the program are.

These goals should be realistic, specific andmeasurable. There should be both internalgoals to measure the details and externalgoals to assess the business impact. They will be used later to measure theeffectiveness of the program.

Develop An Overall Plan Of AttackYour next step should be to develop an

overall plan of attack. You should detail theplanning steps and action steps you willtake as you develop the program. How will

you obtain approval and budget? What’s thebest way to gain buy-in from the trades andmiddle management? How will you decidewhat tasks to do to which machine? Whatkind of training and procedures areneeded? These and more should beconsidered while doing the initial planning.

Approval And Cost-Benefit Procedures

One of your jobs will be to cost justify and get approval to install the program. It’simportant to understand the outlook of theperson who will approve or disapprove yourplan and budget request. What does thatperson consider when making this kind of decision, what points should you emphasizeor de-emphasize? Are they knowledgeable

about maintenance or should you try toeducate them? Or should you leave thetechnical aspects out completely and justconcentrate on the financial aspects.

Get someone from your financial oraccounting department on your team early.

They will know how senior management isused to seeing cost justifications done andwhat payback or ROI they require. It alsoinsures that when the CEO looks at the

CFO and says, “Do you agree with thesenumbers?” the CFO says yes because hispeople helped put them together.

Select A Way To Decide What Areas AndMachines To Address First

Determine how the machines and areaswill be ranked. Make sure you getagreement with production andmanagement as to the method. If you say amachine is important and they don’t, you’vegot problems. Consider safety, impact of afailure on sales or production, cost of

failure in parts and manpower, andfrequency of failure. Remember thecumulative cost of many small failures canbe more than one or two highly politicalones.

How Will Tasking Be Developed

Where will you find out what tasks to doto each machine? How often should they bedone? The equipment manufacturers (OEM)recommendations are a good place to start.But they will probably have to be modifiedbecause your operation is different from the

average that the OEM uses. The OEMprobably bases his recommendations on an8-hour day, 5 days per week in a moderateenvironment. You may run 24 hours per or6 days per week. You may have anespecially hot or cold, humid or dry environment. You may also have corrosivechemicals or other factors to consider.




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For very critical equipment, you may want to consider using Reliability CenteredMaintenance to determine the tasks.

Though expensive and time consuming, ithas proven its effectiveness in the aviation

and nuclear industries.

Decide How The System Will Be Used

How will the workorders be generated?By who? What information should becollected on them during the work? Howdetailed should it be? Who will approveclose out of the WO? Who will do the dataentry from the WO?

Once you’ve decided the answers tothose and more, you have to decide how

you’re going to train people to use thesystem correctly and in accordance withprocedures.

Develop A Plan To Gain Support AndBuy-In

Buy-in from the work force is critical. If they don’t fully understand and supportwhat you’re trying to do, they may gothrough the motions but you won’t besuccessful.

Recruit a champion for the program. Achampion is someone in seniormanagement who can remove roadblocks

and act as an advisor in gaining acceptancefor the program. The champion should bewell respected throughout the organizationand believe in what you’re trying toaccomplish.

Select One Or Two Key Production Areas

Quick, visible pay back will buildsupport and credibility for program. Toachieve this, you should start the programwhere the payback is most dramatic andassured. Choose an area that is oftenvisible because of problems. Then enlist thekey tradesmen in those areas. Theirsupport can make or break the program.

Inventory Equipment

The first big job is to inventory theequipment. During inventory you collectsuch things as nameplate data, physicaland functional locations, asset numbers,aliases, source of power, input and output

of product, impact on production of failure,sub-components, etc.

Collect Existing History

Your next step is to collect existing

history. It may be quantitative collectedfrom a machinery history database,qualitative based on a partial review of closed job orders, or anecdotal based oninterviews with operators and maintainers.

Your tradesmen and operators are one of your best sources and should not beoverlooked. They live with the machineseveryday and know them. They probably know what needs to be done. Includingthem in the process and using theinformation they provide is also importantto gaining buy-in.

Define Requirements For The MachinesIn Those Areas

Once you’ve selected the area to startand enlisted the support of the key peoplein those areas, its time to start developingtasking for the machines in that area.

You should determine the depth of PM todo on each machine. Machines that have asafety or sales impact should receiverelatively more PM than machines thatdon’t. The least depth of PM is given to

machines that have no safety impact andtheir cost of failure is less than the cost todo preventive maintenance. Use a run tofailure philosophy on these machines.

Decide what tasks each machine shouldhave. Establish a frequency for those tasks.Frequency is often the hard part. In theabsence of numerical failure data, a survey of production and maintenance personnelmay give you enough information. Onesurvey method is to do a Risk-Priority Ranking. This survey of operations and

maintenance personnel asks them tocategorize how often each machine fails andwhat the impact of that failure is. Theproduct of the answers to each of thosequestions is the Risk-Priority Rank. Thefailure rate information is useful for settinginitial frequencies.




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Develop Annual Schedule

After you’ve developed the tasking for themachines its time to put it all together in anannual schedule. Information on work andproduction schedules, vacation periods,holidays, the first day of hunting seasonand planned outages and shutdowns isuseful when putting together the annualplan and workload. Try to match workloadto available resources. This will show youwhat the total workload is and where youmay need to take action to meet therequirements. Properly ranking of machinesand PM tasks is valuable in fine-tuningworkload.

Procedures

Just installing the system without a wellthought out set of operating proceduresdoesn’t work. You need everyone using thesystem the correct way. You probably should develop procedures for planning andscheduling, use of work-orders, history collection, system maintenance, programeffectiveness measurement and programimprovement.

Training

The best system won’t work unless theusers know how to use it. Train them. A

combination of classroom and on the job

training (OJT) is best. In the classroomteach them the basics, run them throughexamples. Use OJT to work out the bugs,correct misunderstandings and insureeveryone knows how to do it.

Field evaluation and OJT is important toinsuring that the procedures work the way they’re supposed to and that the people areusing the system correctly. It should bedone frequently at first, less frequently asthe system becomes more established. Try once a week at first tapering off to once aquarter or once every six months.

Expand To Other Plant Areas

As part of your plan of attack, plan how you are going to expand the program to therest of the plant. Once the success in onearea becomes apparent, other areas willclamor to be next. You need a plan so theexpansion is orderly and logical.

Summary

Deciding what to do to a machine andwhen is only part of the job. You need toconsider how the system will be used, whowill do what and when, how to gain supportand buy-in from the trades and middlemanagement and a myriad of other detailswhen starting a preventive maintenance

program. Careful thought, a detailedwritten plan and schedule and aggressive,achievable goals are all necessary for asuccessful program.

How to Develop a Preventive Maintenance System

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