CECOS University Of IT and Emerging Sciences Peshawar

Mechanical Department

TOPIC:FIVE MAINTENANCE TYPES PROCEDURE

By:kifayat ullah

Email:kifayatullah318@gmail.com

1.Run to Failure Maintenance (RTF) management procedures:

Every asset should be individually analyzed to determine what maintenance approach supports the organization’s short and long-term goals and objectives. Here are three steps you can use to see if run to failure has a place in your asset management strategy:

Step One: Know the cost of the asset, both to purchase and to replace.

For inexpensive assets that are fast and easy to replace, it may be less expensive to practice “Fail and Replace” than to incur labor costs to perform preventive maintenance tasks.

Run to failure can also make sense if spare parts are cheap and readily available in spare parts inventory, and if labor costs to repair or replace the asset are cheap.

Step Two: Know the labor costs associated with the life cycle of the asset under consideration.

Maintenance labor costs vary widely depending on the tasks and type of skilled labor required. Knowing what those labor costs are can help you make informed decisions. You should be able to track and analyze the labor costs for:· Preventive maintenance (PM) tasks· Labor costs for the most common repairs to the asset when it breaks· Labor costs to replace it when it failsStep Three: Know the downtime and related costs associated with the asset failure.Downtime costs include both labor costs to restore the asset to functional status and “secondary damage” that may occur as a result of the asset failure.Before deciding on a run to failure approach, consider potential secondary damage complications. In many cases, the secondary damage resulting from the primary asset failure may far exceed the cost and consequences of the original asset breakdown. This could be due to:

Increased costs due to unplanned equipment downtime Increased overtime labor costs to repair or replace Additional damage/failure to other equipment Safety or security issues Facility user comfort or satisfaction levels.

1. Preventive Maintenance (PM) management procedures:

The following steps are required to develop your PM procedures: Divide equipment into components. How does the component work? How does it fail? What essential care does it need? Is the life of the component predictable or unpredictable? Does it have a Failure Developing Period (FDP)? Select the most cost effective maintenance method.

Do maintenance on the run (OTR) or during shutdown (SD) of the equipment? Select objective or subjective (senses) method to check the condition? Develop your PM task. Select the frequency based on FDP Decide who is going to do the task on a regular basis. Transfer all the PM’s into your CMMS.

2. Corrective Maintenance (CM) management procedures:

it is possible to properly manage a maintenance department if is not established a system able to carry out efficiently the needs of corrective maintenance (failures repair). Our efforts are of little use to try to prevent failures if, when they happen, we are unable to provide an adequate response. Also, we must remember that a high percentage of man-hours devoted to maintenance are used in solving equipment failures that have not been detected by maintenance, but they have been communicated by the production staff. This percentage varies widely among companies, from those where 100% is corrective maintenance, there is not even a lubrication; to those very few, in which all interventions are planned. By estimate, we might consider that, on average, over 70% of total time spent on maintenance is used for solving unscheduled failures.

The time required for an equipment implementation after a failure, is distributed as follows:

Time detection: It is the time between the origin of the problem and its detection. There is a relationship between detection time and total resolution time: the sooner the fault is detected, in general, will have caused less damage and will be easier and cheaper to repair.

Communication time:it is the time between problem detection and the maintenance team location.

Waiting time:  It is the time between the failure communication and the start of the repair. It includes the waiting time to have workers can address the incidence, the paperwork needed to intervene (equipment stops, work order request, obtain a work permit, equipment isolation, etc..)

Diagnosis of the breakdown: It is time for maintenance operator to determine what is happening on the equipment and how to fix it.

Collection of tools and technical means: Once determined what to do, the personnel responsible for the repair may need some time to put in the intervention place the means needed.

Collection of spare parts and materials:  It is the time until the delivery of the materials needed to perform the intervention.

Breakdown service: It is the necessary time to fix the problem emerged, so the equipment is ready to produce. This time is severely affected by the extent of the problem, the knowledge and skills of personnel involved in their resolution. To optimize this time, it is necessary to have a preventive maintenance system to avoid powerful breakdowns, and also have an effective staff, motivated and well trained.

Functional tests. It is the time needed to verify that the equipment has been properly repaired. The time spent on functional testing is usually a good investment.

Commissioning. It is the time between the complete failure solution and the equipment commissioning. It is affected by the speed and flexibility of communications. To optimize it, as in point 2, you must have effective communication systems and agile bureaucratic systems that do not prevent the equipment implementation.

Reports. The maintenance documentation system must collect at least the most important incidents of the plant, with an analysis detailing the symptoms, cause, solution and preventive measures.

3. Predictive Maintenance (PM) management procedures:

1.Proper organization

2. Proper operation of equipment

3. The proper lubricants, in the right quantities, in the right location, at the proper time

4. Predicting wear and deterioration by regularly checking, measuring and adjusting

A. Regular inspection to identify small repairs before they become major repairs

B. Predictive techniques to replace components just before they fail a. Vibration monitoring and analysis b. Infrared inspection

c. Sound detection d. Lubrication and oil sampling e. Etc.

5. Replacement of components on a regular basis before they fail

.6. Correction of potential failures when inspection indicates the need

7. Overhauling equipment periodically to upgrade general equipment condition

8. Reliability engineering to reduce or eliminate repetitive failures

9. Reliability engineering to minimize failures through adjustments to the PPM program.

4. Improvement Maintenance (PM) management procedures: Eliminating plant downtime balanced by the cost to achieve it.

Comparisons between design and actual capacity for various plant and or process.

Extending the equipment life cycle through identification / elimination of failure modes.

Developing effective work focus teams between maintenance & production.

Developing and refining preventative maintenance procedures.

Introducing the latest or best practice maintenance techniques.

management include:

Planning, scoping and procurement support. Detailed scheduling and critical path tracking. Rapid mobilisation using Expatriate or National FIFO capability. Accredited supervised work crews. Specialised tooling and logistics. Contractor and supplier management