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