Maintenance.Planning.&.Scheduling.10.pdf

Maintenance.Planning.&.Scheduling.

1. 1
Maintenance
Planning & Scheduling

2. 2
1.Introduction
2.Maintenance goals
3.Maintenance Management
4.Maintenance Technology
5.Total Productive Maintenance (TPM) or (TQM)
Part II
1.Managing the critical different things in maintenance activities
2.Leading Maintenance people
3.Increased Maintenance productivity through better planning & organization
4.Effective delegation and follow-up
5.Much more timely maintenance project execution
6.Improved Maintenance team communication techniques
7.Motivate Maintenance employee
8.Mastering the choice challenge
9.More daily achievement and enjoyment for the leader and team
Applications, Workshops and case studies
Maintenance Planning &
Scheduling
Contents:
Part I

3. 3
1.Introduction
2.Maintenance goals
3.Maintenance Management
4.Maintenance Technology
5.Total Productive Maintenance (TPM)
Maintenance Planning &
Scheduling
Part I :Maintenance Management

4. 4
Introduction
The role of maintenance in organization
productivity
-Minimizing Idle Time of Equipment
-Minimizing Maintenance costs
-To insure that the equipment work in
safe
and good condition

5. 5
Terms & Definition

6. 6
Terms & Definitions
To gain entry in order to contact part of a
system
The placing of a variable setting to a
condition within tolerance
The probability that a system or equipment
will, when used under specified conditions,
operates satisfactorily and effectively. Also,
the percentage of time or number of
occurrences for which a product will operate
properly when called upon.
Access
Alignment
Availability

7. 7
Terms & Definitions
To verify the accuracy of equipment and
assure performance within tolerance,
usually by comparison to a reference
standard that can be traced to a primary
standard.
Determination of the working condition
of a system
A constituent part.
Techniques used to determine when a
family of devices is beginning to incur
failures that need attention.
Calibrate
Check out
Component
Condition
Monitor

8. 8
Terms & Definitions
Materials used up during a product's
operation, as are gasoline and oil in
a car.
Unscheduled maintenance or repair
actions performed as a result of
failures or deficiencies, to restore
items to a specific condition.
Describes items especially
important to product performance
and more vital to operation than non
critical items
Consumables
Corrective
Maintenance
(CM):
Critical

9. 9
Terms & Definitions
That portion of calendar time during
which an item or equipment is not in
condition to fully perform its intended
function
A repair that will restore the product
to sound condition at a cost less
than the value of its estimated
regaining useful life
Corrective, unscheduled repairs
Downtime
Economic
Repair
Emergency
Maintenance

10. 10
Terms & Definitions
All items of a durable nature capable of
continuing or repetitive utilization by an
individual or organization.
Inability to perform the basic function, or
to perform it within specified limits;
malfunction
The logical, systematic examination of
an item or its design, to identify and
analyze the probability, causes, and
consequences of real or potential
malfunction.
Equipment
Failure
Failure
Analysis

11. 11
Terms & Definitions
The number of failures per unit measure of
life (cycle, time, miles, events, and the
like) as applicable for the item.
All items on hand by physical count,
weight, volume, monetary value, or other
measurement.
A generic term used to identify a specific
entity under consideration. Items may be
parts, components, assemblies,
subassemblies, accessories, groups,
equipment's, or attachments.
Item
Inventory
Failure
Rate

12. 12
Terms & Definitions
Work done by people (Task force
to do the work, Trades).
Expenses for labor including
wages, taxes, benefits, and
overhead
The allowance made for that
amount of time required to
accomplish a specific objective
Labor
Labor Costs
Lead Time

13. 13
Terms & Definitions
The function of keeping items or
equipment in, or restoring them to,
serviceable condition. It includes
servicing, test, inspection, adjustment /
alignment, removal, replacement,
reinstallation, calibration,
troubleshooting, condition
determination, repair, modification,
overhaul, rebuilding, and reclamation.
Maintenance includes both corrective
and preventive activities.
Maintenance

14. 14
Terms & Definitions
Statements and illustrations that define
the theoretical means of maintaining the
equipment. It relates tasks, techniques,
tools and people
Developing concepts, criteria, and
technical requirements for maintenance
during the conceptual and acquisition
phases of a project. Providing policy
guidance for maintenance activities, and
exercising technical and management
direction and review of maintenance
programs.
Maintenance
Concept
Maintenance
Engineering

15. 15
Terms & Definitions
The average time between
breakdowns
The average time between both
corrective and preventive actions
Average use of an item between
replacements due to
maintenance or any other reason
The average time it takes to fix a
failed item
Mean Time Between
Failure (MTBF):
Mean Time Between
Maintenance (MTBM)
Mean Time Between
Replacement (MTBR)
Mean Time To
Repair (MTTR):

16. 16
Terms & Definitions
Actions performed in an attempt to
keep an item in a specified
operating condition by means of
systematic inspection, detection,
and prevention of incipient failure.
(See also Scheduled Maintenance.)
The probability that an item will
perform its intended function without
failure for a specified time period
under specified conditions
Preventive
Maintenance
(PM):
Reliability
(R)

17. 17
Terms & Definitions
The restoration or replacement of
components of facilities or
equipment
Manpower, funds, materials,
equipment, tools, space, and time
available for or required to
accomplish specific objectives
Elimination of hazardous conditions
that could cause injury. Protection
against failure, breakage, and
accident
Repair
Resources
Safety

18. 18
Terms & Definitions
Re-planned actions performed to
keep an item in specified operating
condition by means of systematic
inspection, detection, and prevention
of incipient failure. Sometimes called
preventive maintenance, but actually
a subset of PM.
The period of time during which an
item can remain unused in proper
storage without significant
deterioration
Scheduled
Maintenance
(SM)
Shelf Life

19. 19
Terms & Definitions
Components, assemblies, and
equipment that are completely
interchangeable with like items and
can be used to replace items
removed during maintenance
Locating or isolating and identifying
discrepancies or malfunctions of
equipment determining the corrective
action required
Guarantee that an item will perform
as specified for at least a specified
time
Spares
Trouble-
shooting
Warranty

20. 20
Maintenance vision and mission
Maintenance vision :
Minimum cost and quality maintenance .
Maintenance mission
To improve organization productivity.

21. 21
Maintenance Objectives and goals
Maintenance Objectives:
To prevent failure of machine
Maintenance Goals:
To insure min. cost maintenance at
the required level of quality

22. 22
Maintenance Types,
Objectives & Organization

23. 23
Maintenance Types
Preventive
Maintenance
Types
PredictiveProtective Breakdown
Unplanned

24. 24
Preventive Maintenance
PreventiveMaintenance(PM)istheactiontakenunderat
thedirectionofmanagementwithoutspecificpre
knowledgeofanydefectintheequipmentbeing
maintainedtoprolonglife.Thisincludeslubrication,
runninginspectionsandminoradjustmentsunderload.It
alsoincludesprogrammedpartsreplacementorstructural
renewals,baseduponestablishedlifeexpectancies
developedfromwear,erosionorcorrosionrates.It
excludesworkperformedonlegallyrequiredshutdowns
suchasboilerinspectionorinspectionsrequiredby
federal,stateorinsurancecarriersorshort-cycle
scheduledrepairs.Italsoexcludesbreakdownrepair
whenequipmentbringsitselfdownduetoinabilityto
performitsintendedfunction.

25. 25
Preventive Maintenance
Preventive maintenance, under special
circumstances, may include scheduled shutdowns
for inspection of equipment without prior
knowledge of defects. However, such shutdowns
should be authorized only after very careful review
of justification on grounds of safety or economy.
Continual efforts should be made to lengthen the
period between such scheduled shutdowns.

26. 26
Preventive Maintenance
Running inspections made as preventive
maintenance may discover equipment defects
and, if necessary, originates work orders for
scheduled repair of equipment to correct
those defects. These orders are not normally
charged to preventive maintenance, but to
maintenance.

27. 27
Protective Maintenance
Definition
Applications

28. 28
Protective Maintenance
Definition

29. 29
Protective Maintenance
Applications

30. 30
Predictive Maintenance
Definition
Predictive maintenance (PDM) is a program
designed to predict, with some degree of
accuracy, and detect many problems before
they occur or become serious or troublesome.
By predicting the run-time of rotating
equipment, corrosion in pipes and vessels
and instruments problems, we can extend the
run-time or decrease downtime between
shutdowns or outages or turnarounds.

31. 31
Predictive Maintenance
Applications

32. 32
Corrective Maintenance
Definition and Applications
Corrective maintenance (CM) is a
program designed for unscheduled
maintenance or repair actions, performed
as a result of failures or deficiencies, to
restore items to a specific condition.

33. 33
Total Productive Maintenance
Is the integration between all kind
of maintenance together with it’s
required resources to get the
maximum benefits to the system
with minimum cost.

34. 34
Maintenance Objectives
Reducing Operating Cost.
Improve Equipment Availability.
Ensuring Staff Utilization.
Increasing Equipment Lifetime.
Ensuring Stock Availability.

35. 35
Reducing Operation Cost
Operatingcostisthesumofthree
differenttypesofcost:
PlannedMaintenance.
UnscheduledMaintenance.
Lossofrevenueduetoshutdown.
Thesethreecostscanbeplottedinonecurve.

36. 36
Operating CostC
o
s
t
Increase PM Man-Hrs
(a)
(b)
(c)
Optimum
PM

37. 37
Improve Eqpt. Availability
Reliability = (IH -BD)/IH %
Availability = (IH -BD -PM)/IH %
Utilization = (IH -BD -PM -SB)/IH %
Where
IH = Installed Hours
BD= downtime due to Corrective Maintenance.
PM= Downtime due to Preventive, Inspection &
Predictive Maintenance.
SB= Stand-by Time (If any).

38. 38
Equipment Availability0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
1st Qtr2nd Qtr3rd Qtr4th Qtr
Reliability
Availability
Utilization

39. 39
Ensure Staff Utilization
Ensuring staff utilization is to balance
workload of the maintenance staff to
avoid large/small loads. The Optimum
Scheduling for PM workload is up to
80% from the available Staff. The rest
20% is for Corrective Maintenance.

40. 40
Bad UtilizationL
o
a
d
Time
Max Available Resources

41. 41
Good UtilizationL
o
a
d
Time
Maximum available man-Hrs

42. 42
U-Curve
Life
Downtime

43. 43
Ensuring Stock Availability
It is important to check whether task
spares are available in the warehouse
or not before performing any
maintenance task on equipment. (The
Importancein integration between
Maintenance systemand Inventory
system).

44. 44
Efficient and effectiveness
of Maintenance Management
Efficient of Maintenance Management:
Applying scientific management
Efficient effectiveness of Maintenance
Management:
Improving labor performance

45. 45
·Activity time estimate
·Activity Planning
·Activity Organization
·Activities Networking (PERT and CPS)
·Critical Path
·Slack times
·Crashing
Managing the critical different
things in maintenance activities

46. 46
-Maintenance Planning Techniques:
·Strategic Planning
·Tactic Planning
Operational Planning
Increased Maintenance productivity
through better planning & organization

47. 47
Maintenance Organization
As it is explained, organization is simply a tool to
achieve certain goals or objectives. Considering
maintenance organization there are some requirements
or features that should be taken into consideration:
–Clear job description.
–Keeping vertical lines of authority as short as possible.
–Minimum optimum number of peoples reporting to one
individual.
–Fitting the organization to the skills available.
–Including specific local features of the plant:
–Operation type.
–Operation continuity.
–Geographical location.
–Plant size.
–Maintenance department Scope.

48. 48
Maintenance OrganizationMaintenance
Manager
Maintenance
Clerk
Instrument Electrical Mechanical Planning
ENG ENG ENG ENG
Instrument Electrical Mechanical
SupervisorsSupervisorsSupervisors
Planning
Sup
Material
Coordinator
Forman
Area 1
Forman Forman
Area 2 Area 3
Forman Forman Forman
Area 1 Area 2 Area 3
Forman Forman Forman
Area 1 Area 2 Area 3

49. 49
Applying New and modern
Maintenance Technology
New and modern Maintenance
Technology:
- (TQM) or (TPM)
- PM
- High work quality

50. 50
Maintenance Leadership
Part II : Maintenance Leadership
1.Managing the critical different things in maintenance
activities
2.Leading Maintenance people
3.Increased Maintenance productivity through better planning
& organization
4.Effective delegation and follow-up
5.Much more timely maintenance project execution
6.Improved Maintenance team communication techniques
7.Motivate Maintenance employee
8.Mastering the choice challenge
9.More daily achievement and enjoyment for the leader and
team
Applications, Workshops and case studies

51. 51
How to build trust
•Do what you say you are going to do
•Provide just little more than expected
•Be consistent
•Increase responsibility
•Accept honest mistakes

52. 52
Leading Maintenance people to:
1. Motivation
2. Encouragement
3. Human Touch
4. Human Factor
Leading Maintenance people

53. 53
Effective delegation and follow-up
Effective delegation
•To control work time
•To release work stresses
•To accelerate managerial works
Follow up Techniques
•Classical techniques
•Modern techniques
-Communication circuits
-Applying measures for control works
-Statistical techniques
-Bench marking

54. 54
Much more timely maintenance
Leadership execution
Time Management:
· Managers time management
· Time and motion study
· Labor training

55. 55
Leadership skills for maintenance
1. Communication Skills .
2. Team and Group Building .
3. Delegation .
4. Managing Maintenance people .
5. Decision Making .
6. Motivating people .
7. Great manager .
8. Time management .
9. Brain storming .
10. Control Quality .

56. 56
Improved Maintenance team
communication
Techniques
•Better cross relations
•Quick response
•Groups and teams building and control
•Forming, storming, Norming and performing

57. 57
Maintenance team communication
Techniques
•How to make a friendly presentations and conversations
•How to write right
•Forget the past and work for the future
•Avoid ambiguity
•Opening questions
•How to maintain communications
•Matching purpose a method to a certain
•How you can deals with the various people to saluevarious problems
•How to a perform good negotiation

58. 58
Motivate Maintenance
employee
1.Focus
2.Authenticity
3.Courage
4.Empathy
5.Timing

59. 59
Mastering the choice
challenge
-To achieving goals
-To be a challenger leader
-To be a worldwide leader

60. 60
More daily achievement
and enjoyment for the
leader and Maintenance
team

61. 61
Maintenance Objectives
and goals
MaintenanceObjectives
Maintenance Goals

62. 62
The 7 Habits for Highly Effective
People
Initiative
ClearandAccurateObjectives
Setting-upPriorities
Win/WinLogic
Understanding
TeamWork
PersonalEnergyDevelopment

63. 63
Initiative

64. 64
Clear Objectives

65. 65
Setting-up Priorities

66. 66
Win/Win Logic

67. 67
Understanding

68. 68
Team Work

69. 69
Personal Energy Development

70. 70
Maintenance
Management Strategy
(1)Planning
(2)Organization
(3)Control
(4)Guidance

71. 71
Total Quality
Management, TQM

72. 72
Total Quality Management TQM

73. 73
No Quality

74. 74
Quality Measure

75. 75
TQM Principles

76. 76
Steps to Apply TQM

77. 77
Steps to Apply TQM

78. 78
How to Success

79. 79
MAINTENANCE
Cost Saving Programs
Needs Leaders

80. 80
Major Factors
Affecting Maintenance Leadership
DecidingwhethertoPMornot.
Establishingdefinitions,principlesandconcepts.
SelltheconcepttoManagement,Production,Craftsmen,
SupervisionandUnion.
OrganizingforPM.Establishaplant-wideidentification
system.
SettingequipmentinventorytowhichPMistobeapplied.
SelectingequipmenttobeincludedinthePMprogram.
Determiningwhattoinspectfor.
Preparingandcodingwrittenstandardpracticeinstructions
(checksheets)forallPMwork,suchasinspections.
Lubrication,adjustmentandpartsreplacements.

81. 81
Major Factors
Affecting Maintenance Leadership
Determiningthemanpower,timeandmaterials
required.
EstablishingthefrequencyofinspectionsandPM
work.
EstablishingtheprioritysystemforPMinrelationto
otherwork.
WritingworkordersforPMinspections.
Writingworkordersfornecessaryrepairsindicatedon
PMinspectionreports.
AnalyzingreportofcompletedPMworkordersto
determinehighcostareas.
Developingfilesofcompletedandsignedoffwork
ordersandchecklists.
Adjustinginspectionfrequenciesbasedonexperience.

82. 82
Major Factors
Affecting Maintenance Leadership
Optimizinginspectionmethodsintermsofmanpowerandcrafts.
Introducingadvancedinspectionmethods(PredictiveMaintenance
Techniques).
Establishingperformancestandardsforeachpieceofequipment.
CreatingacomputerprogramtofittheneedsofthePMsystem.
ControllingthedirectionandcostofyourPMprogram.
ConductingaperiodicreviewtotheequipmentonPMtodelete
equipmentnolongerrequiringPM.
AddingnewitemsasnecessarytoPMProgrambasedoncostof
downtimefigures.
Focusingmaintenanceengineeringtalentoncorrective
maintenancetechniques.
Communicatingproblemsandsolutionstopersonnelinvolvedwith
maintenanceandPM.

83. 83
20/80 Theory

84. 84
20/80 Theory

85. 85
20/80 Theory

86. 86
20/80 Theory

87. 87
20/80 Theory

88. 88
20/80 Theory

89. 89
Manager Keys

90. 90
Manager Keys

91. 91
Manager Keys

92. 92
Manager Keys

93. 93
Manager Keys

94. 94
1. Reward Power
2. Coercive Power
3. Legitmate Power
4. Referent Power and Charisma
5. Expert Power
Case Study ( 1 ) :
5 Basis of power

95. 95
Leader and manager
Case Study ( 2 ) :
Leader Manager / Supervisor
Builds Trust Manages things
Motivates Controls
Empowers People Maintains Power
Develops vision Assigns goals
Has Integrity Has Plans
Develops Commitment Demands Compliance
Coaches and Counsels Disciplines
Asks Tells

96. 96
Types of power
Case Study ( 3 ) :
1.Power of Position
2.Power of Competence
3.Power of Personality
4.Power of Character

97. 97
Managerial Oriented
Activities
Case Study ( 4 ) :
1.Planning
2.Budgeting
3.Organizing
4.Staffing
5.Controlling

98. 98
Case Study ( 5 ) :
Leadership Oriented
Activities
State the leadership oriented activities
you know:
•
•
•
•
•