Maintenance Planing
Transcript of Maintenance Planing
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Advanced maintenance planning scheduling and work control
Dr. Abu Bakr I. Abdel Wahab
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Advanced maintenance planning, scheduling and work control
Wide spectrum in how the Function of Work Planning is performed.
Decentralized planning: By the individual craftsperson
Highly centralized planning: Using EAM or CMMS.
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CMMS is primarily a maintenance tool for producing work orders, ,
providing parts, tracking performance and storing the history .
Enterprise Asset Management, EAM is that and much more.
EAM has overall business of the organization including purchasing,
financial, human resources, payroll, production processes and
projects.
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Why planning approaches has a wide variety?
1-The degree of reactivity in the work management system,
2- Managements philosophy of the importance of planning, Culture
3- The skills of the personnel
4- Knowledge of the equipment systems.
5- Effective of information transferring between personnel.
A great source of conflict is the problem of communication between
the production and maintenance functions. How to avoid?
6- Maintenance Organizational Structure
7- Internal Administrative Structure
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A recent European survey showed there is a controversial trend
towards a greater integration of maintenance and production control.
European management favoured a move toward the following
structural changes:
Maintenance and production come under one director
Less production personnel, but more maintenance personnel that
are also responsible for (maintenance operators)
Common information access via computer
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Organ.Structure Centralized Area Hybrid
Communication Difficult Good Good
Force utilization High Low Fair
Emergency
Response
Slow Faster Faster
Reflect on
equipment
Increased equipment
downtime
Allowing more
predictive work
The best of both
organizations
Reflect on
Employees
Skills and technology
easily spread
Employees develop
equipm ownership
Similar to TPM
Management Difficult Easy Somewhat difficult
Maintenance Organizational Structure
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Centralized maintenance:
All members report to a central location for assignment
All work requests are turned into a central area for scheduling and
dispatch
Area maintenance:
Maintenance services are managed and scheduled by area
Small maintenance shops spread throughout the plant.
Certain number of employees are assigned to each areaSupervisors assigned to cover one or more areas, depending on the
number of employees
Combination organization: Hybrid
Several small groups of employees are stationed near critical
equipment, while keeping the main group in a centralized area.
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Example Hybrid Organization:
A plant is divided into four factories and 60 production cells.
Central maintenance for facility maintenance (HVAC, etc), stores
inventory warehousing, fabrication machine shops, tooling,
information database control, and specialized trades training
Focused factory maintenance for workshops, planning and
scheduling, operator training in maintenance
Cell maintenance for multi-skilled teams, urgent maintenance,
preventive maintenance, free issue parts and supplies
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Internal Administrative Structure of the Maintenance
Department is often a mixture of:
By trades ( mechanical, electrical, etc)
By types of service (inspection, repairs, lubrications, etc.)
By areas of equipment
By maintenance policy type (emergency, preventive, predictive)
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Why planning approaches has a wide variety?
1-The degree of reactivity in the work management system,
2- Managements philosophy of the importance of planning, Culture
3- The skills of the personnel
4- Knowledge of the equipment systems.
5- Effective of information transferring between personnel.
A great source of conflict is the problem of communication between
the production and maintenance functions. How to avoid?
6- Maintenance Organizational Structure
7- Internal Administrative Structure
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There is no correct organizational or Internal Administrative Structure
The manager responsible for maintenance activities should report to as
high a level of authority as is feasible to reduce the conflict between
production and maintenance.
Maintenance stores and stores control should be the direct
responsibility of the manager responsible for the maintenance activities.
Any improvement or implementation of any system or program is a
major change to the culture of the organization and with change slow
is fast.
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Increased competition and customer demand of high quality products
have forced manufacturers to adopt automation
The maintenance department is routinely asked to keep equipment
reliable, running longer, with fewer failures and at lower costs.
Companies must make productive use of all their resources - labor,
material, capital - through best maintenance practices.
Planning, Management and Work Control has the greatest profit
potential of any maintenance function,
It is a reliable way to quickly improve maintenance performance
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Maintenance
Decision
System
Decision variables
Maintenance decision
Equip. Data
Maintenance Data
Planning , schedules, execution
History record:
Analysis
Maintenance planning Scheduling and Work control
What you cant measure, you cant improve
What you measure, is usually what you get
The saying are not necessarily always true, but it is interesting
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Maintenance Decision Variables
- Used maintenance approach.
- Who will conduct maintenance.
- Where to conduct maintenance
........
Equipment data:
- Operation
- Construction
-Capacity
- Failure data
- Costs
............
Maintenance
Decision
System
Decision variables
Equip. Data
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Maintenance historical data:
- Inspection times
- Servicing times
- Repair times
- Replacement times
.....................
Maintenance Decision Constraints
Production plans
Available budget
Inventory status.
Maintenance Resources: Labour limitations, Maintenance tools and
equipments
Maintenance
Decision
System
Decision variables
Maintenance Decision
Equip. Data
Maintenance Data
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How to make maintenance resources more productive?
Planning, Management and Work Control
Planning
Management: Organizational structures: Simple, Direct, Unique path
of instructions
Work Control : Performance, Role, Quality, Quantity,
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Area needing improvement ?
General administrative practices, procedures, policies
Equipment data
Work Order Control
Preventive (and Predictive) Maintenance (PPM) practices
Materials control (parts and materials)
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Published studies show that in a reactive or emergency type of
maintenance organization, craft workers usually are 25-35 percent
productive.
In organizations where good planning and scheduling disciplines are
in use, productivity is much higher and can often can achieve levels of
60 percent or greater.
Productivity !!!!
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Wrench time does not include time spent obtaining work
assignments.
It does not include break time.
Non-wrench time tasks are often necessary to get work done, but are
not "wrench time." The craftsperson is in a delay situation.
Industry experience shows that typical workforce wrench time is
between 25 and 35 percent.
With good maintenance practices, the wrench time can beincreased from 25 percent to as much as 80 percent.
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Low wrench time could be caused by lack of :
Equipment release
Materials stock out
Labors unavailabilityNo Management support
No Procedures,
No Work Systems
No work Controls
No Work order
No Prioritization system
No communication between operations and maintenance
No defined roles and functions for maintenance parities
No efficient and optimum utilization of maintenance resources
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The following list is often cited the areas of lost maintenance time
1. Vacation, sick days, personal time, & holidays @ 208 hrs 10%
2. Training @ 21 hrs 1%3. Administrative (time cards, etc.) @ 83 hrs 4%
4. Slack and Personal time @ 504 hrs 25%
5. Drawing material for each job @ 208 hrs 10%
6. Travel to and from jobs @ 208 hrs 10%
7. Job preparation & cleanup @ 208 hrs 10%
Sub Total 624 hrs 70%
Total hours available for actual work 640 hrs 30% (Wrench time)
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Apparent problems associated with poor maintenance program
1- Low wrench
..........................What else?2- Difficult to get people to see the value in maintaining anything
Outages that dont happen will go unnoticed simply because they did
not happen
Extending the service life of equipment is a long-term change thatwill take years before it shows up or rather, does not show up in a
maintenance budget
..........................What else?
3- Lack of efficient work order, a priority system, and feedback or a
reporting system.
What else?
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..........................What else?
4- Maintenance practices are highly informal, not well-organized, and not
based on best practice approaches.
5-Good systems of work control are inadequate or not present at all
6-Breakdowns are frequent and the majority of maintenance activity is
reactive Quickfix.
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.........................What else?
7- Maintenance lacks a business culture
It is necessary for maintenance professionals to learn how to transfer
maintenance function to a core business process
How to get the attention of business leaders and decision makers to
that fact ?
Treats maintenance as a core business process. How ?
Language barrier
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Language barrier
In the majority of companies today, there is a language barrier
There are at least three different languages spoken internally
Financial: Cost per unit, return on capital, or total cost to produce
Operational: Life of assets, availability, quality, downtime
Technical (Maintenance+ Engineering) : Replacement, Scheduling,
Shutdown, ..
The different languages spoken in a company can be a barrier incommunication with others, also create barriers.
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One language
Language of finance (cost per unit, return on cost of capital, or total
cost to produce).
All other departmental languages should translate their contributions
into financial terms.
Can this actually be done?
Can the maintenance and engineering functions clearly express their
impact on the financial standing of the company?
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All maintenance resources are constrained to some degree.
They are not available in unlimited supply.
The following constraints are common:
1- Fixed number of labors.
2- Limited or special skills.
3- Limited Space.
4- Physical properties of equipment.
5- Rules and regulations.
6- Money
1 Fixed amount of labor
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1- Fixed amount of labor
There is a limit to the labor hours available at any time.
The work force can be supported with contracted help. Has limitations
Contracted resource may not possess the skills for all work.
Available labor levels vary. Fluctuated. Why?
Because of vacations, absenteeism, training and meetings.
Proper scheduling requires an up-to-date labor calendar be developed
Available labor levels vary because of vacations, absenteeism, training
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Available labor levels vary because of vacations, absenteeism, training
and meetings.
What is the maintenance labor hours available for shut down
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What is the maintenance labor hours available for shut down
Maintenance Without interfering with production for each of the
following production Shift System?
1. Single Shift , 8 hrs X 5 Days
2. Single Shift , 10 hrs X 6 Days
3. Single Shift , 12 hrs X 5 Days
4. Double Shift, 2 X 8 hrs X 5 Days
5. Double Shift, 2 X 8 hrs X 5 Days+ 8 hrs Sat.
6. Double Shift, 2 X 8 hrs X 6 Days
7. Continuous Shift work, 24 hrs X 5 Days
8. Continuous Shift work, 24 hrs X 5 1/2 Days
9. Continuous Shift work, 24 hrs X 6 Days
10.Continuous Shift work, 24 hrs X 7 Days
Labor hours availability? Shift System Employed in Industry
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y y p y y
1. Single Shift , 8 hrs X 5 Days
2. Single Shift , 10 hrs X 6 Days
3. Single Shift , 12 hrs X 5 Days
4. Double Shift, 2 X 8 hrs X 5 Days
5. Double Shift, 2 X 8 hrs X 5 Days+ 8 hrs Sat.
6. Double Shift, 2 X 8 hrs X 6 Days
7. Continuous Shift work, 24 hrs X 5 Days
8. Continuous Shift work, 24 hrs X 5 1/2 Days
9. Continuous Shift work, 24 hrs X 6 Days
10.Continuous Shift work, 24 hrs X 7 Days
Shift Work System Employed in Industry
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System of Working
Maintenance Labor hours availability
for Shut down Maintenance Without interfering with
productionDetail of Shift
Total
Production
Hours per
Week
Single Shift (Day Work)
8 hrs X 5 Days
10 hrs X 6 Days
12 hrs X 5 Days
40
60
60
16 hrs/day + 2 days at W/E=128 hrs
14 hrs/day + 2 days at W/E=118 hrs
12 hrs/day + 2 days at W/E=108 hrs
Double Shift2 X 8 hrs X 5 Days
2 X 8 hrs X 5 Days+ 8 hrs
Sat.
2 X 8 hrs X 6 Days
80
88
96
8 hrs/day + 2 days at W/E=88 hrs
8 hrs/day + 1 days +16 hrs at W/E=118 hrs
8 hrs/day + 1 days at W/E=72 hrs
Continuous Shift work
24 hrs X 5 Days
24 hrs X 5 1/2 Days
24 hrs X 6 Days
24 hrs X 7 Days
120
132
144
168
1 days at W/E = 48 hrs
11/2 days at W/E = 36 hrs
1 days at W/E = 24 hrs
Nil: Plant is shut down only by arrangement with
production department