Goals

The goal of any Maintenance Program should be to ensure that physical assets continue to fulfil their intended function so that they achieve expectation at optimum resource costs. However this can be achieved in a number of ways either as a stand-alone maintenance system (PPM), as part of an overall program of improvement such as Asset Performance or an extension to an existing process such as RCM.

 

The 5 Step Maintenance Plan

All of the above provisionally adopt the following steps in the lead up to their implementation:

    1.Inspection  Assessment of current condition

      a.Implement rejuvenation program

      b.Lubrication Standardisation (Type & Location)

      c.Monitor

      d.Appraise

    2.Determine what activities need to be performed

    3.Establish Maintenance Method

    4.Establish who will carry out the task.

    5.Establish Maintenance Schedule

As an extension to the PPIG Line Survey a more detailed investigation of the implementation of a Maintenance Program can be carried out and depending on your Maintenance Policy, the Maintenance Strategy and approach can be established.

 

Scope

PPIG propose to establish and recommend the most appropriate Site Operating Philosophy (SOP) with regards to Maintenance.

PPIG would then propose to aid the implementation of the chosen process, with the Inspection/Assessment being carried out along with a line survey.

PPIG expertise in the field of RCM could be utilised to establish both the activities that have to be performed and determine who should execute the activity. These can be per machine or for a group of similar type i.e. Labellers.

PPIG would work closely with a group from the client to establish this method on a test line/area and train the team to carry out any further lines/areas on their own. PPIG would normally suggest a return visit to refresh in approximately 3 months.

 

A Step by Step guide to Planned Preventive Maintenance (PPM)

Preventive maintenance is the repetitive or regular work that will keep a machine or piece of equipment in running order. This is or should be the lion's share of what a maintenance department does. It is the work that allows equipment to approach design life. It is also a generally under-utilised maintenance tactic.

Production is too often limited by equipment breakdowns that should never happen.

PPIG helps your organization to get the most out of your equipment by getting the most out of your maintenance efforts.

PPIG target the work to the items most in need all the time. We do this with the following techniques:

  • Assessment
  • Autonomous Maintenance
  • Computerized Maintenance Management System. (CMMS)
  • Asset Numbering
  • Tasking And Training.
  • Feedback Loops.
  • Lubrication Program.
  • Spare Parts Availability
  • Spare Part Control

 

Assessment

Any work in the area of PPM generally should be preceded by an assessment. This gives you a good picture of your present maintenance organisation's competitive position and provides an in depth series of suggestions on how to improve.

  • What is the present craft skill level?
  • Are there union work rules that will limit opportunities?
  • What is the present planned preventive maintenance process?
  • What is the true plant capacity and how can we approach it?
  • What will be the cost benefits of the efforts PPIG suggest?

After the assessment we review it and you decide what work you want PPIG to do and what to keep in house or develop otherwise.

 

Autonomous Maintenance

Equipment operators and other production personnel are around the key process equipment all day. They see, hear, feel and sometimes even taste problems. With proper training, these people become the first line of equipment protection.

  • They perform inspection checklists.
  • Loose bolts are tightened.
  • Lubricants are checked.
  • Job changes are optimised.
  • Participate as integral members of Component Redesign Team (discussed in separate section).

This frees up the maintenance department to focus on critical work and other preventive maintenance is no longer deferred but performed and current levels of engineering overtime drops.

Each plant has its own unique opportunities to develop such a program. This requires that each training program has to be custom designed and implemented. However, there are certain constants such as the need to use your existing maintenance department as a training resource and keep them active as part of the team. Skills cannot be taught once and forgotten. They must be continually refreshed.

The training in Autonomous Maintenance also gives the operators/engineers early understanding of a key function of any TPM style initiative.

 

Computerized Maintenance Management System (CMMS)

This is critical in cementing a formal maintenance program. The system will track costs, schedule personnel, highlight high cost items, and track inventory. Without such a computerized system it is too easy to let a planned preventive maintenance program become a façade for doing things the same way they have always been done.

This usually means a significant amount of "deferred maintenance". Unfortunately this maintenance is usually deferred until a catastrophic failure shuts down production and demands maintenance time.

A common pitfall in implementing these programs is they are usually easy to install from the standpoint of sitting in front of a computer and feeding disks into it. The problem occurs in setting up the program for your plant. Some of the common issues that PPIG can manage for you are:

  • You are not sure of the results you want, so how do you start?
  • When you take manpower from regular jobs to do all the data set up, who does their regular jobs?
  • If they start going in the wrong direction how much are they going to have to redo?
  • When do the supervisors start using the program?

The way to ensure the success of a program is to make it easy to use. PPIG make your program a more efficient way for your maintenance department to do business than what they presently do and will install the chosen planned preventive maintenance system to do just that.

PPIG normally start generating work orders in the first day or two of program installation. We are experienced at setting these programs up and making them work quickly but our main goal is to make them run and succeed for the "long haul". This must become an intrinsic part of your maintenance department by becoming the main planning and logistical tool. If this happens and you use our expertise all your personnel have less distractions and focus more on keeping production up. The other sections in this step-by-step guide describe the other items that must be integrated into a CMMS to make it work as a constant benefit not a drag on your present system.

 

Asset Numbering

This is one of those annoying little hurdles that need to be addressed before a CMMS can become fully functional. It should be easy to interpret and modify as new equipment is installed in the plant. PPIG will develop logical systems that will be easy for your personnel to use and live with for years to come.

We can also perform any labelling or just set up the system, do the documentation and then start the labelling process.

PPIG offer this service at differing levels:

Level 1: Here only the main machines in a process are asset numbered, in terms of detail all major components are identified (motors, pumps, gearboxes etc.)

Level 2: As per Level 1, plus connecting conveyor motors and drives.

Level 3: As per Level 2, plus a comprehensive catch all system.

 

Tasking And Training

PPIG see lots of planned preventive maintenance programs with phrases such as "check pump". Now you are at the mercy of an individual with no feedback or responsibility.

PPIG will create your system to match your equipment so the "check pump" phrase may be replaced by: 

  • Is the packing rubbing against the shaft?
  • Does the coupling need to be greased?
  • Is the motor covered in cardboard dust/debris?

Any of the above items and more can make the pump fail tomorrow. But today a craftsman with a limited amount of time and too many PM cards is going to look at the pump, check a couple of base bolts and sign off the pump. No quality control or opportunity for the technician to use the skill base she or he has.

PPIG have an extensive array of common tasks and together with your maintenance technicians will create targeted ones for your key equipment. PPIG apply these to your plant making the work orders the CMMS prints out specific.

PPIG then train your personnel in how to use the program and offer a periodic review process to allow for short-training opportunities when your personnel can make specific suggestions that PPIG will incorporate into the program.

 

Feedback Loops

During a normal inspection craftsmen or production workers will encounter information that can prevent future failures. Often these cannot be addressed at that time and must be documented. The planning department, or a designated person, reviews the PPM card that has this information on it and remedial work is planned and performed.

Follow up inspections and predictive maintenance testing validates the repair. Therefore production is not interrupted and this systematic approach is part of your planned preventive maintenance program.

PPIG will program your PPM system to generate a PM task card to validate the unplanned task that was performed.

 

Lubrication Program

How systematic is your approach to proper lubrication? Is all your equipment getting the proper amount of the best lubricant at the optimum time? Is your program documented? We can incorporate a world-class lubrication management program into your preventive maintenance system and can either carry out a standalone lubrication survey or incorporate the finding from either a recent internal study or an external one.

 

Spare Parts Availability

Most plants have a good availability of the components they use the most. They even have an extensive collection of components they don't need anymore.

What about that one thing with the six-week delivery time that no one has ever bothered to put in stores. We usually find a couple of these items when we are surveying the equipment. We review the system numerous times during the start-up and operation of a preventive maintenance program and usually find a number of potential trouble spots.

If any potential trouble spots are identified, PPIG will develop a testing program to minimize the risk using good predictive maintenance techniques.

 

Spare Parts Control

This is usually perceived as a necessary evil. Hundreds of thousands of pounds of equipment are often sitting on your shelves. You are paying for it in overheads and taxes.

Eliminate this by having vendors maintain these spares on consignment agreements. You buy what you need only when you take it out of the stock. Each item costs a little more but you only pay for what you use. Walk through your storeroom, how much dust is on the big bearings in the back or on the lower shelves. That dust is costing you money. Can you find anybody to tell you what the bearings are for?

PPIG can audit your current inventory, highlight items needed but not present and equipment that is no longer needed. We also find the reasons for cubby holing and try to eliminate this expensive practice by reducing the incentives.

We can also then help you set up consignment with vendors.

The same critical parts are stored on your shelves but you do not pay for them until you use them.

You pay more per item but less overall. Preventive Maintenance is designed to extend equipment life on a continuous basis.

This further reduces the need for you to pay for a bearing to sit on a shelf. Let the company that wants to sell you that bearing pay for that shelf item.