world class maintenance (3 days)

WORLD CLASS MAINTENANCE MANAGEMENT

WORLD CLASS MAINTENANCE WORLD CLASS MAINTENANCE MANAGEMENT STRATEGIES MANAGEMENT STRATEGIESTHE 12 DISCIPLINES2010 All Rights Reserve 2010 All Rights Reserve

Revision 4: June 25, 2010

RSA Maintenance Excellence2006

Rolly Angeles

HOUSERULES :: HOUSERULES


1. Lets be punctual so we can begin & end on time. Let us respect the time of others. 2. Refrain from going to your place of work during break to avoid being called 3. Members are requested to turn off or put on silent mode their cell phones during the training session 4. Anyone can feel free to raise questions, provide feedback, & sharing, we all learn from one another 5. Time for coffee break and lunch will be as follows :Morning Break - 9:30 to 9:45 am Lunch Break - 12:00 to 1:00 pm Afternoon Break - 3 to 3:15 pm

If you agree then,

6. Certificates will be issued only to those who will complete the duration of the seminar on World Class Maintenance Management 7. Exercises will be issue from time to time while handouts will be provided through CD Format 8. We all learn from one another, listen, participate actively, provide sharing and most of all enjoy this seminar RSA Maintenance Excellence Rolly Angeles2006


Objective Of this Course : Understand the diversity of failures and the need for an effective World Class Maintenance Management Understand when to effectively use each of the different maintenance strategies in order to fully improve equipments reliability Develop a Corporate Strategy for the maintenance function Provide a basic understanding on the 12 Disciplines of Maintenance Management Understand the real focus of a true & meaningful Maintenance Management StructureRSA Maintenance Excellence2006

Maintenance Management Maintenance ManagementRolly Angeles

World Class Maintenance Management Modules :: World Class Maintenance Management ModulesModule 1 : Understanding Equipment Failures The Truth About Machinery & Equipment The Truth About Machinery & Equipment Changing the way we think about failures Changing the way we think about failures 3 Types Of Failure Zones 3 Types Of Failure Zones Understanding the Six Failure Patterns Understanding the Six Failure Patterns

WORLD CLASS MAINTENANCE MANAGEMENT Continue Module 4 : Basic Discipline Continue Module 4 : Basic Discipline Discipline 4 : Basic Equipment Condition Discipline 5 : Preventive Maintenance Workshop on Basic Discipline

Module 2 : Changing our Maintenance Module 2 : Changing our Maintenance Culture from Reactive To Culture from Reactive To Proactive Mode Proactive Mode How To Break The Reactive Chain of Mind How To Break The Reactive Chain of Mind

Module 5 : Maintenance Management Module 5 : Maintenance Management Strategies Strategies Discipline 6 : Lubrication Management Discipline 6 : Lubrication Management Discipline 7 : Life Cycle Management Discipline 7 : Life Cycle Management Discipline 8 : Spare Parts Management Discipline 8 : Spare Parts Management

Module 3 : Understanding World Class Module 3 : Understanding World Class Maintenance Management Maintenance Management Maintenance Management Defined Maintenance Management Defined 12 Maintenance Management Discipline 12 Maintenance Management Discipline

Module 6 : Maintenance Management Module 6 : Maintenance Management Advance Discipline Advance Discipline

Module 4 : Maintenance Management Module 4 : Maintenance Management Basic Discipline Basic Discipline Discipline 1 : Training, Skills & Education Discipline 1 : Training, Skills & Education Discipline 2 : Measure Performance & KPIs Discipline 2 : Measure Performance & KPIs Discipline 3 : Autonomous Maintenance Discipline 3 : Autonomous Maintenance


Module 7 : Applying These Disciplines Module 7 : Applying These Disciplines Module 8 : Learning from these Module 8 : Learning from these Maintenance Disciplines Maintenance Disciplines Closing Remarks Closing RemarksRolly Angeles

Discipline 9 : Root Cause Failure Analysis Discipline 9 : Root Cause Failure Analysis Discipline 10 : Reliability Improvements Discipline 10 : Reliability Improvements Discipline 11 : Condition-Based Mtce Discipline 11 : Condition-Based Mtce Discipline 12 : Computerized Maintenance Discipline 12 : Computerized Maintenance Management Software Management Software


MODULE 1

UNDERSTANDING EQUIPMENT FAILURES


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The Challenges facing maintenance . . .


In a NUTSHELL, the key challenges facing modern maintenance managers are : To select the most appropriate technique and maintenance methodology system To deal with each type of failure process In order to fulfill all the expectations of the owners, users of the asset and of the society as a whole In the most cost effective and enduring fashion With the active support and cooperation of all the people involvedRSA Maintenance Excellence2006

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THE TRUTH ABOUT MACHINERY AND EQUIPMENT Every industry have one thing in common, they have assets & equipments industry have one thing in common, they have assets to maintain but the difference is how they approach maintenance and but the difference is how they approach maintenance and reliability as a focal point of strategy . . . . . reliability as a

But despite our very best efforts, equipment still fails, and plants are best efforts, equipment still fails, and plants are vulnerable to failures. Hence, before adopting any Maintenance Manageto failures. Hence, before adopting any ment strategy, we must change the way we think about failures and ment strategy, we must change the way we think about understand its diversity . . . understandRSA Maintenance Excellence2006Rolly Angeles


THE TRUTH ABOUT MACHINERY AND EQUIPMENT

Unexpected breakdowns Unexpected breakdowns and failures on our assets and failures on our assets

High cost of doing High cost of doing maintenance maintenance

Day to day pressure Day to day pressure of doing maintenance of doing maintenance

Lack of skills and Lack of skills and training. Maintenance training. Maintenance Is left with no option Is left with no option but to put-out fires but to put-out fires all the time all the time

Not to mention the Not to mention the relationship we have relationship we have on operations. Feud on operations. Feud is pretty much alive is pretty much alive RSA Maintenance Excellence2006

When production When production for the day is met for the day is met all credit goes to all credit goes to operations if not operations if not then all fingers then all fingers point to the point to the maintenance maintenanceRolly Angeles



BUT CAN WE REALLY ELIMINATE FAILURES ? An equipment will compose of the following Electronic parts Electrical parts Mechanical parts(30,000 pcs) (30,000 pcs) ( 10,000 pcs) ( 10,000 pcs) (5000 pcs) (5000 pcs)

2 important questions to raise for the maintenance will be

1) What exact part will fail ? 2) When will that part fail ?RSA Maintenance Excellence2006

These are questions that probably have no direct and easy answersRolly Angeles


THE TRUTH ABOUT MACHINERY AND EQUIPMENT Our equipment just like our car and Our like our car and is made up of numerous parts operating together as a system to deliver together as system to deliver a specific function we want function we want A car has thousand of parts in it A making up several systems, such as engine, transmission, fuel supengine, transmission, fuel supply, braking system, chassis, body, yet our primary function we want is to take us from one place to another take us from one place to another A computer is made up of thousand A computer is of parts divided into several systems such as the CPU, modem, memory storage, keyboard, mouse, CD drive monitor etc, yet we use them to type letters, read mails and reports, anaread mails and reports, analyze data and get information or sent data and get information or sent information, research etc.Rolly Angeles




We have around 100 similar machines & 10 types of equipment similar machines 10 types of Each equipment have around more than 5000 components in it equipment have around more than 5000 components in it We only have 10 maintenance craftspeople for all equipment We only have 10 How do we know which parts will fail, what machine and when ? do we know which parts will fail, what machine and when ? Can we accept the fact that failures are really meant to happen at all ? we accept the fact that failures are really meant to happen at allRSA Maintenance Excellence2006Rolly Angeles



TO ADDRESS THIS ISSUE : Some people are deployed to perform maintenance work We have some form of Preventive Maintenance that sort of schedule these equipments for some form of maintenance work There are some overhauling and replacement that are being done There are some inspections that we perform on our equipment from time to time We even deploy a group called the sustaining or other names to perform repairs and troubleshootingII guess thats guess thats the way it is the way it is boss ! boss !

Despite our very best efforts machine still fails ? RIGHT ?RSA Maintenance Excellence2006Rolly Angeles

What Maintenance Can Actually Do


Prevent the Failure Preventive Maintenance Predict the Failure Predictive Maintenance Anticipate the Failure Run to Fail Control and Prolong the Failure Redesign / Modify Performing maintenance is all about understanding that it is more important to reduce or eliminate the consequences of failure rather than eliminating the failure itself


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THE TRUTH ABOUT MACHINERY AND EQUIPMENT We use machinery and equipment use machinery and equipment to perform a particular function, if it to perform cannot provide that function we say cannot that our equipment have failed or a that our equipment have failed or a breakdown occurs breakdown

FACT 1 All equipment will eventually fail, All equipment will eventually parts do not last forever. In some forever. In some cases other parts will only last for days others even hours of use others even hours

FACT 2 Although we might be using some statistics & history records as a baseAlthough line, the fact still remains, we do not know exactly which parts are going line, the remains, we do not know exactly parts are going to fail and when it will fail precisely, but we certainly know that one day fail precisely, but we certainly our car will run dead, our computer will stop working and our equipment car dead, our computer will stop working and our equipment will stop working due to an event of a failure or breakdown failure or breakdown

The truth is all plants are vulnerable to failure . . .RSA Maintenance Excellence2006Rolly Angeles


THE TRUTH ABOUT MACHINERY AND EQUIPMENT Therefore, the aim of maintenance is to control the timing of failure so Therefore, the aim of maintenance that we can select or perform a task before failure happens perform task before failure happens The best that we can do to our equipment will be to : to our equipment will be to : 1st - Extend the length of time between failures 2nd - Prevent the failures by replacing the most worrisome component before they fail 3rd - Monitor failures by providing signs and symptoms that they are on the verge of failing, this is possible by determining the condition of the equipment


Making equipment more reliable is about extending the life & the time between failure (MTBF) as well as preventing failures by replacing of part & components. This is what maintenance is all about . . . . .Rolly Angeles


RELIABILITY DEFINED FAILURE simply means the inability simply means the inability of an equipment to perform its required equipment to perform its required function. The failure of a component is viewed as terminating its life. as terminating its RELIABILITY is the probability that no is the probability that no failure will occur throughout a prescribed throughout a prescribed operating period. operating period.

Maintenance is not about eliminating failures but understanding that it is more important to preserve the functions and understand each of the consequences of failure and in order to address these failures, we must thoroughly understand its diversity . . . . .


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TYPICAL CAUSES OF FAILURES

FAILURE( TIP OF THE ICEBERG )FRACTURE VIBRATION DIRT / DUST LEAKAGE ABRASION CONTAMINATION HUMAN ERROR LOOSENESS CORROSION DEFORMATIONTEMPERATURE LUBRICATION MISALIGNMENT LOOSE BOLTSMISALIGNMENT FATIGUE BOLTS ENVIRONMENT


Failure is just the tip of the iceberg, and when our people becomes good a fixing them, then something is definitely wrong . . . . .Rolly Angeles


Can failures and breakdowns really be eliminated ?

Which of the following statements is true ?1st : We can eliminate failures by analyzing them through a thorough Root Cause Failure methodologies. 2nd :We cannot eliminate the likelihood of a failure but rather we can only prevent or predict the failure from occurring on its own. 3rd : Failures cannot be eliminated and that the best that we maintenance and reliability people can do is to reduce the frequency of failure itself. 4rth : Failures cannot be eliminated, the best that we can do is to anticipate failure or control the timing of failure Which one is correct


Which one is correct and why?Rolly Angeles

Understanding Equipment Failure :: Understanding Equipment Failure


We need to understand the diversity of failures ?Patterns of Failure : Infant Mortality Failure Random Failures Age-Related Failures

Types of Failures Function Loss Failures Function Reduction Failures

Classification of Failures Hidden Failures Evident Failures

Occurrences of Failures Sporadic Failures Chronic Failures


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Common Belief : Does all parts will wear out ?Maintenance people believe that ALL parts after consistent use will reach a point of wear and tear, hence, overhauling or replacing the part before it fails on a specific fix schedule will ensure the reliability of the equipment, therefore the concept of Preventive Maintenance will solve the problem of unexpected failures, RIGHT or WRONG ?Natural Deterioration Point that part is expected to reach failure

DETERIORATION

Failure LineAccelerated DeteriorationTime-Based Condition-Based Failed State / Run To FailPoint 1 Point 2 Point 3 Point 4

TIME


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Most Manufacturing Industries Experience . . . Sira na naman, OO , Kasi bagong PM

MAYROON BANG MABABASA DITO ?

Ginalaw pa kasi eh ! Malamang kung di ginalaw yan, maayos ang takbo nito ngayon !

It is also borne out by the machine operator who says that every time maintenance works on it over the weekend, it takes up to Wednesday to get it going againRSA Maintenance Excellence2006 Reference page 143 RCM by John MoubreyRolly Angeles


Most Manufacturing Industries Experience . . . Broken Again ? No , wonder they PM it

CAN SOME BOOKS EXPLAIN THIS ?

Maybe if the PM group did not touch this equipment, Im sure this will be running !

It is also borne out by the machine operator who says that every time maintenance works on it over the weekend, it takes up to Wednesday to get it going againRSA Maintenance Excellence2006 Reference page 143 RCM by John MoubreyRolly Angeles


It is the belief that led to the idea that the more often It is the belief that led to the idea that the more often an item is overhauled, the less likely it is to fail . . . an item overhauled,Schedule Overhauls //Preventive Schedule Overhauls Preventive Maintenance increases Overall Maintenance increases Overall failures by introducing Infant failures by introducing Infant Mortality into otherwise stable Mortality into otherwise stable system system

Resulting schedules are used for all similar assets again, without considering that different consequences apply in different operating context. This results in large number of schedules which are wasted , not because they are wrong in the technical sense, but in reality, they achieve nothingRSA Maintenance Excellence2006Rolly Angeles


What did Stanley Nowlan and the late Howard Heap Discovered What did Stanley Nowlan and the late Howard Heap Discovered 2 discoveries evolved which created a change in the evolution and thinking of the maintenance system worldwide . . . . .

First, scheduled maintenance has little or no effect on the reliability of a complex item unless the item has a dominant failure mode. Second, there are many items for which there is no effective form of scheduled maintenance.


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There is a belief that all items have a life and that installing a new part before the life is reach will automatically restore it to its original basic condition = FALSE

This will lead us to the conclusion that the truth is . . . . .

MORE PM MEANS MORE PROBLEM LESS PM MEANS LESSER PROBLEMRSA Maintenance Excellence2006Rolly Angeles


THE TRUTH ABOUT MACHINERY AND EQUIPMENTMACHINE 1 MACHINE 2 MACHINE 3 MACHINE 4 MACHINE 5

1 Failure / Mo MACHINE 6


No Failures MACHINE 8

No Failures MACHINE 9


9 Failures / Mo

8 Failures / Mo 1 Failure / Mo

No Failures

No Failures

Will these 10 equipments have the same amount of PM required ? these 10 equipments have the same amount of PM required ? Which machines will require the greater amount of maintenance ? Which require the greater amount of maintenance ? Should we follow the specs or we apply common sense on maintenance ? we follow the specs or we apply common sense on maintenance ?RSA Maintenance Excellence2006

Maintenance must have an understanding of equipments operating context and consequences before they can define its tasksRolly Angeles

WORLD CLASS MAINTENANCE MANAGEMENT CONCLUSION DONE ON CIVIL AIRCRAFTAGE RELATED for A to C RANDOM for D to F Pattern A = 2% Pattern B = 5% Pattern C = 7%

Pattern D = 14% Pattern E = 4% Pattern F = 68 %

The traditional concept that the length of time between successive overhauls of an item or spare was an important factor in controlling its failure rate is not always applicable to the real world of maintenanceRSA Maintenance Excellence2006Rolly Angeles


CHANGING THE WAY WE THINK ABOUT FAILURESINFANT FAILURES IS CAUSED BY HUMAN Poor Design Poor Quality Manufacture Incorrect Installation Incorrect CommissioningConditional Probability of Failure

Incorrect Operation Overhauling Unnecessary Maintenance Excessively Invasive Maintenance Bad WorkmanshipINFANT MORTALITY Operating AgeRolly Angeles



CHANGING THE WAY WE THINK ABOUT FAILURES

UNDERSTANDING INFANT MORTALITY FAILURES Infant Mortality Failures are failures that occur at the beginning or these are failures that occur when the equipment is new or overhauled Other terms includes start-up failure, commissioning failures, debugging. Infant Failures usually occurs after performing a major overhaul or when an equipment is totally new & have not yet proven itself. Failures are at a much higher risk of occurring at the beginning of its life rather than they have been operated for sometime

Infant Mortality are the main reason why manufacturers and vendors are forced to have a warranty period on their equipment and machinery . . . . .RSA Maintenance Excellence2006Rolly Angeles


PATTERNS OF FAILUREINFANT MORTALITY FAILURES : These are failures that occur at the beginning of its life. Others call them start-up failures, commissioning failures which are likely to occur after a major overhaul or Preventive Maintenance had been initiated The infant mortality period is a time when the failure rate is dropping, but is undesirable because a significant number of failures occur in a short time, causing early customer dissatisfaction and warranty expense. Causes : Human Error after PM & Overhauls, improper installation Strategy : Improve Maintenance Procedures. Use diagnostic instruments before overhauling or replacing them RSA Maintenance Excellence2006Rolly Angeles


PATTERNS OF FAILURERANDOM FAILURES : Description : Failures which occur at any period Causes : Dirt, materials related problem, human errors, environment, lack of lubrication, premature fatigue, short lifespan Strategy : Run to fail for failures with minimal : consequences. Predictive Maintenance can be applied for failures that provide signs and symptoms that it is in the verge of failing or nearing its rupture. Modification for failures that will have severe consequences and possibility of changing the failure characteristic to wear out mode

Random failures is like Random catching a lighting with catching a Polaroid camera, a Polaroid

Problem with Random Failure is that the same parts or components can fail at any given period for a variety of reasons, this is where PM overhauls and replacement would be at its weakest pointRSA Maintenance Excellence2006Rolly Angeles


PATTERNS OF FAILURECASE 1 : RANDOM FAILURES 51

What period do we replace the bearings ?100 failures encountered on a ball bearing in span of 9 yrs

152

103

204

105

56

157

108

109

PERIOD OR LIFE

CONCLUSION : Failure distribution is not symmetrical, PM not applicableCASE 2 : AGE-RELATED FAILURES 21

BEST PERIOD TO PERFORM REPLACEMENT

12

03

04

05

26

17

08

949

PERIOD OR LIFE

CONCLUSION : Failure distribution is almost age-related, for this case the best period to perform replacement is on the 8 monthRSA Maintenance Excellence2006Rolly Angeles

PATTERNS OF FAILURECASE 1 : RANDOM FAILURES 51

WORLD CLASS MAINTENANCE MANAGEMENT Ex : 100 failures encountered on a ball bearing 104 5

152

103

20

56

157

108

109

PERIOD OR LIFE (8760x1x5) + (8760x2x15) + (8760x3x10) + (8760x4x20) + (8760x5x10) + (8760x6x5) + (8760x7x15) + (8760x8x10) + (8760x9x10)

=

100 cases of bearing failure( 43,800 + 262,800 + 262,800 + 700,800 + 438,000 + 262,800 + 919,800 + 700,800 + 788,400 )

= = =2006

100 cases of bearing failure

4,380,000 hrs100 cases of bearing failure

= 43,800 hrs x 1 yr / 8760 hrs Replacing the bearing on the 5th year will only result to many bearing failures before it reach the 5th yearRolly Angeles

5 years

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UNDERSTANDING RANDOM FAILURES Random Failures are failures that occur on any given period It simply means that the probability that an item will fail in any one period is the same as it is in any other period. One characteristic of random failure is that a wear out age is not identifiable and that the failure can occur at any given time or period. When failures that are occurring is random in nature, this is when Preventive Maintenance is at its weakest point. In simple terms this is not a recommended option & other tasks to use will be to Run To Fail only when the consequences of failure is low, ConditionBased Maintenance or Modification Samples of random failures are electronic boards, bulbs, ball-bearings, seals, hydraulicsRSA Maintenance Excellence2006Rolly Angeles



UNDERSTANDING AGE-RELATED FAILURES Age-Related Failures simply means that the failure is directly related to age and there is a clear wear out out zone Age specified may be in the form of running hours, time, number of strokes, revolutions, number of stress applied or any other form. The best maintenance strategy to use on this type of failure will be to identify when most of the parts will fail and to apply Preventive Maintenance A tire that is not aligned and properly camber can fail randomly or prematurely but a tire which is properly align and camber will most probably wear out after running for several thousand of kilometers Therefore, before reaching its desired running hours we try to replace or rethread the tire.

Uneven thread on the left portion of the tire


Take exercise on Failure Pattern !Rolly Angeles

INFANT MORTALITY FAILURES :


Description : Failures at the beginning of life Causes : Human Error after PM & Overhauls, improper installation Strategy : Improve Maintenance Procedures

RANDOM FAILURES : Description : Failures which occur at any period Causes : Dirt, materials related problem, human errors, environment, lack of lubrication, premature fatigue, short lifespan Strategy : Run to fail for failures w/ minimal consequences Predictive Maintenance for failures that provide signs & symptoms that it is in the verge of failing or nearing its rupture Modification for failures that have severe consequences, possibility of changing the failure characteristic to a wear out mode

WEAR OUT FAILURES Description : Failures will wear due to age Causes : Part had fatigue and reached its lifespan Strategy : Preventive Maintenance will be the best option RSA Maintenance Excellence2006Rolly Angeles


PATTERNS OF FAILURE

We need to understand that failure occur in 3 patterns . . . . .1st - INFANT MORTALITY : Failure can occur at the beginning 2nd - RANDOM FAILURES : Failure can occur at any period 3rd - AGE-RELATED FAILURES : Failure will wear due to age

And most maintenance only focus on the 3rd type of failure, and neglecting to understand that infant mortality failures & random failures occur more frequently than wear out failuresRANDOM FAILURES

BATHTUB CURVEOccurrences of random and infant mortality failures are more frequent than wear out failures RSA Maintenance Excellence INFANT MORTALITY2006

WEAR OUT FAILURESRolly Angeles

6 TYPES OF FAILURE PATTERN


PATTERN A : BATHTUB CURVE It begins with a high incidence of failure ( infant mortality) followed by a constant or gradual increasing conditional probability of failure then by a wear out zone. PATTERN B : Shows constant or slowly increasing conditional probability of failure ending in a wear out zone PATTERN C : Shows slowly increasing conditional probability of failure but there is an identifiable wear out age PATTERN D : Shows low conditional probability of failure when the item is new or out of the shop, then a rapid increase to a constant level PATTERN E : Shows constant probability of failure at all ages (random failure) PATTERN F : Starts with high infant mortality which drops eventually to a constant or very slowly increasing conditional probability of failureRolly Angeles


6 TYPES OF FAILURE PATTERN


AGE = DETERIORATIONThen Preventive Maintenance is a good option example, tires, brakes, clutch, punches, liners, etc., parts will wear out in direct relation to the age and usage

AGE = DETERIORATIONPreventive Maintenance is not a good option, other tasks includes Predictive Maintenance, Run to Fail, or Proactive Maintenance or simply redesigning the system outRSA Maintenance Excellence2006

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CLASSIFICATION OF FAILURESAn evident failure is one whose failure will on its own eventually and inevitable become evident to the operating crew under normal circumstances A hidden failure is one whose failure will not become evident to the operating crew under normal circumstances if it occurs on its ownWhich pump if it fails on its own will become evident to the operating crew under normal circumstances


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CLASSIFICATION OF FAILURESFor hidden failures, its failure will only become evident if the part, component or system they are protecting had failed. This is most specially true for protective devices and redundant functions.Triple RedundancyOver speed Device 1

Is the failure hidden or evident ?Over speed Device 1

Signal to main Turbine Control Panel

Over speed Device 1

This triple redundancy has no individual means of identifying when a failure had occurred to each of the over speed device. Hence, the failure of the individual device is hidden and not evident. No one knows that device 1 had been corroded and will remain undetectedRolly Angeles



EXERCISE ON HIDDEN AND EVIDENT FAILURESCase 1 : An electric kettle contains a switch whose primary function is to switch off the power when the water in the kettle reaches boiling point (Function A). It also has a plug ejector (Function B) whose primary function is to eject the plug if the kettle boils dry Will the failure of the switch (Function A) on its own become evident to the user under normal circumstances ? Will the failure of the ejector (Function B) on its own become evident to the user under normal circumstances ?

Will the failure of the switch on its own become evident to the user under normal circumstances ? In the normal course of events, the plug ejector would be working if the switch failed. So if the switch failed and the kettle boiled dry, the plug would be ejected. The ejected plug and the dry kettle (and the kitchen full EVIDENT of steam) would be clearly be evident to the user, so that the functional failure is

Will the failure of the ejector on its own become evident to the user under normal circumstances ? On the other hand, if the plug ejector jammed, in the normal course of events the switch would still be worki So the switch would still shut off the power, the kettle would not boil dry and no-one would know that the plu HIDDEN (The second failure which must ejector was not functioning. So the functional failure of the ejector is . also occur before the failure of the plug ejector is of course the failure of the switch)


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EXERCISE ON HIDDEN AND EVIDENT FAILURESCase 2 : A water tower contains a low level float switch A which switches on the pump feeding the tower when the water level reaches it. A second switch B is located 150mm below switch A and B is design to switch on an alarm in the control room if A fails to operate. However, if both switches fail, the tank would run dry and 100 inmates from Alcatraz would be without water. Will the failure of the switch A on its own become evident to the user under normal circumstances ? Will the failure of the switch B on its own become evident to the user under normal circumstances ?

Will the failure of Switch A on its own become evident to the operator under normal circumstances ? If switch A failed, switch B would still be working in the normal course of events. As a result, the water would drop to the level of switch B which would then sound the alarm in the control room. So the failure of switch A would be EVIDENT. (This example illustrates that it is sometimes possible to have to many informations) Will the failure of Switch B on its own become evident to the operator under normal circumstances ? If switch B failed, switch A would still be working in the normal course of events. As a result, the pump would still be switched on when the water level dropped to switch A, and the level would not reach switch B. HIDDEN Consequently, the users would not know whether switch B was functional or not so the failure of B is We will only know that switch B is failed if switch A also fails


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EXERCISE ON HIDDEN AND EVIDENT FAILURESCase 3 : The hoisting mechanism of a 30 ton crane has an emergency brake to stop the hoist drum if the main brakes fail (Function A). A second function of the emergency brake is not to stop the hoist when nothing is wrong (Function B) Will the loss of Function A on its own become evident to the operator under normal circumstances ? Will the loss of Function B on its own become evident to the operator under normal circumstances ?Will the loss of Function A on its own become evident to the operator under normal circumstances ? If the emergency brake were to fail in such a way that it could not stop the hoist in the normal course of events, the main braking system would still be working. In this case, no one knows whether the HIDDEN. ( The second failure w/c emergency brake is functional or not, so the functional failure is would make this failure of the emergency brake matter would be the failure of the main brake) Will the loss of Function B on its own become evident to the operator under normal circumstances ? On the other hand, if the emergency brake fails in such a way that it stops the hoist when nothing is wrong, the operator would notices it as soon as he or she tried to use the hoist again. This means that this failure EVIDENT. of the emergency brake would be


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TYPES OF FAILURESFUNCTION-LOSS FAILURE FAILUREFailure or breakdown in which it will result to the equipment being stopped, resulting to a total loss of function for the equipment. Ex. Steering wheel of a car had locked. Also termed as Primary Failure

FUNCTION-REDUCTION FAILURES FUNCTION-REDUCTIONA specific function had failed but the equipment is still running and capable of producing output or delivering, Although in most cases this is not listed as a breakdown, RCM states that in some instances losses in secondary functions may turn out to be more dangerous than primary function ex. A car seatbelt is defective, or left brakelight of a car is not functioning, radio is not functioning. Also termed as secondary failure RSA Maintenance Excellence2006Rolly Angeles


TYPES OF FAILURESPRIMARY FUNCTIONUNABLE TO TRAVEL Tire blew-up, flat tire Brakes not working Engine overheat No oil in engine

SECONDARY FUNCTIONSSTILL CAPABLE OF TRAVELLING Busted tail light No AM-FM Radio Aircon not functioning Defective seat bealt Worn out seat cover Broken side mirror Left wiper not functioning Toyota emblem missing Busted left headlight Rear door wont close Car alarm malfunction Power window defective CD player not functioning Fuel gauge meter defective Speedometer not functioning Temperature gauge defective Fuel gauge defective RPM Gauge not functioning No spare tire Wheels not aligned

RCM states that although not all secondary functions are important, still there will be cases where 2nd Functions play an important role as the Primary Function and should be treated equallyRSA Maintenance Excellence2006

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OCCURENCES OF FAILURESSporadic Failures Indicate sudden often large deviations from the norm They result from a single cause that is relatively easy to identify Since root cause is often a single cause corrective measures are easy to formulate and easy to correct

Chronic Failures Failures that tend to recur frequently

Why does chronic losses persist ? Failure to understand the nature of chronic loss Using ineffective approaches in dealing with chronic losses Always a combination or series of causes Latent Causes are note being addressed properlyRSA Maintenance Excellence2006

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THE TRUTH ABOUT MACHINERY AND EQUIPMENT Maintenance is done to keep things working the way they were meant to Maintenance is done to keep things working the way they were meant to work. When the equipment is not maintained we can guarantee that it equipment is will fail sooner than expected. than expected. The questions to asks will be :1) How much maintenance do I need 1) How much maintenance to perform on this equipment ? equipment ? 2) What is the right maintenance tasks What is the right maintenance tasks to perform on this equipment ? 3) How frequent should the tasks be performed on this piece of equipment performed on this piece of equipment after all ? after all ?


Doing maintenance provides a means to reduce the likelihood of a failure to make the equipment reliable, but even before we can define a good maintenance manageement structure, we must change the way we think about failure itself since not all failures are created equal . . . . .Rolly Angeles


MODULE 2

CHANGING THE MAINTENANCE CULTURE FROM REACTIVE TO PROACTIVE


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REACTIVE MAINTENANCEIn most industries, maintenance and operations hold meetings everyday and discuss what had failed, sometimes what is done to stop it from happening. Being reactive simply means addressing a failure after it happens

PRO-ACTIVE MAINTENANCE- Being proactive means preventing or predicting the failure before it happens - This is done by identifying all failure modes which are likely to affect the asset and determining what happens when it occurs at allRSA Maintenance Excellence2006Rolly Angeles

SIMPLE FLOWCHART FOR REACTIVE ENVIRONMENTYES NO


Is It Working? Dont Mess With It!YES

Did You Mess With It?

YOU BETTER WATCH OUT !!! Does Anyone Else Knows?YES YES

NO

YOU BETTER NOT CRY !!!

Will it Blow Up In Your Hands?

NO

NO NO

Hide It now quick

Can You Blame Someone Else?

Look The Other Way

YES


NO PROBLEM!Rolly Angeles


WHAT TO EXPECT IN A REACTIVE MODE OF MAINTENANCE ...... WHAT TO EXPECT IN A REACTIVE MODE OF MAINTENANCE Maintenance have no time for training When maintenance go home their children and even their wife is sleeping During weekends, maintenance is not at home but working same old problems When maintenance is at home, they need to turn on their cell for late calls Their regular normal time will be from 8:00 am to 8:00 or 9:00 pm Maintenance always complain of one thing, they lack manpower resources There are instances where maintenance do not change clothes since they are in the plant for more than 24 hrs Maintenance having nightmares and dreaming of their work and bossRSA Maintenance Excellence2006Rolly Angeles


HOW TO BREAK THE REACTIVE CHAIN OF MIND ? HOW TO BREAK THE REACTIVE CHAIN OF MIND ?

CASE 1 :

POINTS TO PONDER AND THINK ABOUT . . . .

How do we get technicians, supervisors, engineers, operators and even your managers to buy-in and believe us when they have been 10 and 15 yrs experience living in the same old paradigm and have been doing these same old ways over and over again? And much more if the people youre going to convince have been with the company longer that youMost Executives & Managers in reality are not persuaded by cool technologies & the latest 3 letter buzz words such as TPM, TQM, TQC, RCM. They might find it interesting but they have other priorities, hence, most will support them but few will commit to themRolly Angeles

KEY IS TO HAVE THEM COMMITTED RSA Maintenance Excellence2006



CASE 2 :


How can we convince people mostly from operations to join us when they only know one word OUTPUT and whose frame of mind is, Im paid here not to think but to produce OUTPUT, thats all . . . . . FACT 1Even if they are allowed to join SGA (Small Group Activities) meetings, expect them to be pulled out once operations lag behind on productivity

FACT 2There will always be resistance to change specially from incumbent operators or those that have been around the plant for sometimeRolly Angeles

KEY IS TO PILOT AND START WITH THE INCUMBENT RSA Maintenance Excellence2006



CASE 3 :


How can we motivate our maintenance craftspeople to improve reliability if they make more money with their salary due to overtime and other hero stuff in the plant ? FACT 1A common paradigm exists among maintenance that improving reliability can cost our department to reduce our maintenance resources

FACT 2KEY IS TO LET THEM KNOW THAT MAKING THIS SACRIFICE WILL OPEN DOORS TO BETTER OPPORTUNITIES RSA Maintenance Excellence2006

If our equipment improves then common sense tell us that we need not be working on overtime no moreRolly Angeles


LEARNING THE CORRECT PARADIGM

FALSE :Our people are a companys biggest asset TRUE : The right people are a companys biggest asset,the wrong people are a companys liabilities Not all people are created equal, there are people who want to learn and there are to learn and there are people who never learn .. .. .. .. .. are learn

MGA TAONG PASAWAY They always love to do the opposite do the opposite of what we want We should accept the fact that these people are prone to committing more are prone to committing more mistakes than the right people and much more to it, these will affect the more to it, these will affect performance of other good people This people are more contagious than A1H1 Virus (Influenza)RSA Maintenance Excellence2006Rolly Angeles



FALSE :Having more maintenance people to perform repair TRUE :

and deploy to reactive work will definitely reduce failures Having more maintenance people learn to analyze failures will definitely reduce failures When maintenance become really When maintenance good at repairing & fixing failures, good then something is definitely wrong then something

WHAT IS WRONG ? It only means that the same failures It only means that keeps on occurring again & again keeps on occurring and no effort was done to analyze and no effort was done to analyze the failure itself .. . . . . the failure itself Maintenance is not about repairs but Maintenance is not about repairs but doing things that will make sure our doing things assets continue to do what its doing assets continue toRSA Maintenance Excellence2006Rolly Angeles



FALSE :We need to reduce our cost to improve reliability TRUE : We need to improve reliability to reduce cost Reducing cost had been a focus for most maintenance managers and that perhaps, we need to learn from the lessons of history that cost must be studied not just based from its initial cost but on the entire Life Cycle Cost of the equipment . . . . . Improve reliability & cost will go down, while improving cost is not synonymous to improving reliability & sometimes leads to its opposite


Focus must be on RELIABILITY & not cost, because if RELIABILITY starts to improve COST will definitely go down, there will be times that focusing on COST will tend to hurt RELIABILITY, it cannot be the other way aroundRolly Angeles



FALSE :What we need are people who can repair failures fast TRUE :and those who can teach others how they do things What we need are people who can analyze failures,


When our maintenance people become really good at fixing failures, it seems to say that the failure does not seem to go away, but when we expect the failure to go away then we are asking the impossible, failures can only be eliminated when we analyze its root causeRolly Angeles


MANAGE MAINTENANCE AS A BUSINESS Operations people always complain for a need to improved their Operations maintenance, while maintenance always complain about the lack maintenance, while maintenance always complain about the lack of funds, resources, access to their funds, resources, access to their equipment and an overall lack of cooequipment and an overall lack of cooperation with production. peration with production. The feud never seems to stop, when feud never seems to stop, when the production is not met for the day, the their scapegoat will be maintenance, their and when maintenance retaliates, the and equipment had not been endorsed to equipment had not been endorsed to us for PM at all. us Its a day to day battle for pressure. day to day battle for pressure. The key is to have Operations and Maintenance team up together towards The key is to have Operations and Maintenance team up together towards improving equipments performance. When maintenance is manage as a improving equipments business and is looked upon as profit rather than a cost center, the way of business and is looked upon as profit rather than a cost center, the way of doing things will definitely improve things will definitely improveRSA Maintenance Excellence2006Rolly Angeles


HOW WORLD CLASS MAINTENANCE THINK ?MOST INDUSTRIES Maintenance performs repair on their equipment When equipment fails, maintenance repairs it - (REACTIVE MODE) Focus more on catastrophic or sporadic breakdowns Equipment Maintenance is the sole responsibility of Maintenance No time to train, just learn everything by experience Treats their human resources as mechanics and repairman RSA Maintenance Excellence2006

WORLD CLASS INDUSTRIES Maintenance think of ways to anticipate failures on their equipment When equipment fails, maintenance not only perform repair but analyze the Root Cause Of The Problem (PROACTIVE MODE) Focus on both sporadic and chronic breakdown Equipment Maintenance is a shared responsibility by both Operations and Maintenance working together as one Training plays a vital and important role in upgrading their skills Treats their human resources as a true Maintenance Professional & Reliability ExpertRolly Angeles

PRIORITYFOR INDUSTRY

WORLD CLASS MAINTENANCE MANAGEMENT MOST INDUSTRY BEYOND WORLD CLASS FOCUSED ON WORLD CLASS COMPANIES PROFIT & REVENUE CUSTOMER COMPLIANCE HAPPY CUSTOMER

OPERATIONS

OUTPUT

QUALITY

EMPOWERMENT

MAINTENANCE

REDUCE COST

RELIABILITY

CONTINUOUS IMPROVEMENT


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MODULE 3

UNDERSTANDING WORLD CLASS MAINTENANCE MANAGEMENT


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BEING WORLD CLASS

Manny Pacquiao World Class Boxer

Paeng Nepomuceno World Class Bowler

Efren Bata Reyes World Class 9 Ball Champion

World Class Manufacturers are those that demonstrate industries best practice. To achieve this companies should attempt to be the best in the field of each of these competitive priorities (quality, price, delivery, speed, reliability, flexibility and innovation). Organizations should therefore aim to maximize performance in these areas in order to maximize competitiveness. What makes these people truly World Class.RSA Maintenance Excellence2006Rolly Angeles


DEFINITION :

MAINTENANCE To keep in continuance To keep in existing state To preserve something

MANAGEMENT The act, art or manner of managing or controlling something Executive ability of controlling

MAINTENANCE MANAGEMENT The art or manner of managing to keep our physical assets in existing state of condition The art or science of managing maintenance resourcesRSA Maintenance Excellence2006Rolly Angeles


DEFINITIONS

WORLD CLASS DEFINED The ability to compete anywhere in the world, to be able to meet and beat any competitor anywhere in the world with product, price, quality and on-time deliveryBy Terry Wireman Author of World Class Maintenance

WORLD CLASS MAINTENANCE MANAGEMENT The art and science of managing maintenance resources performed by best in class industries from around the world

But the question arise, is it really possible to manage maintenance or the pressure over maintenance have been managing us for a long time?RSA Maintenance Excellence2006Rolly Angeles


WHAT AFFECTS MAINTENANCE ?

COST

Goal is to reduce the cost of maintenance Spare Parts Management Study of Life Cycle Cost Modification and Redesign Proactive Maintenance Analysis on Top Spare Contributors

Spare parts cost Human Resources Manpower Overtime Commissioning Cost Repair & Maintenance Cost Investment & Modification

DOWNTIME

Goal is to reduce equipment downtime Root Cause Failure Analysis Application of SMED Techniques RCM / OER Application OEE / MTBF / MTBA Application Condition-Based Maintenance Techniques Monitor Equipment Indices & Metrics Conduct Training Needs Assessment Training & Education Coach & Educate Operators Improve procedures and MTTR ApplicationRolly Angeles

Breakdown or Failure Set-Up & Conversion Minor Stoppages & Assists Design Speed Loss Start-Up Loss Defects & Reworks Repair Skills Analytical Skills Multi-skills Technology Skills RSA Maintenance Excellence2006

SKILLS

Improve the skills of our human resources


THE NEED FOR MAINTENANCE MANAGEMENT The Maintenance Department is one of the greatest levers of profitability that any capital intensive organization has. An average of 40 to 50% of capital intensive industries operating budget is being consumed by maintenance expenditure

With the advances in todays technology, this figures can be dramatically reduce. As such maintenance is often an organizations largest single controllable expenseRSA Maintenance Excellence2006Rolly Angeles

PREDICTIVE PREDICTIVE MAINTENANCE MAINTENANCE

TRIBOLOGY TRIBOLOGY

LASER ALIGNMENT LASER ALIGNMENT

12 AREAS OF MAINTENANCE MANAGEMENT DICIPLINEMAINTENANCE INDICES & KPIs ROOT CAUSE FAILURE ANALYSIS ADDRESSING BASIC EQUIPMENT CONDITION SPARE PARTS MANAGEMENT LUBRICATION MANAGEMENT CONDITION-BASED MANAGEMENT


12 MAINTENANCE MANAGEMENT DICIPLINES

LIFE CYCLE MANAGEMENT

AUTONOMOUS MAINTENANCE RELIABILITY IMPROVEMENT RSA Maintenance Excellence2006

TRAINING/SKILLS ASSESSMENT PREVENTIVE MAINTENANCE

CMMS & AUTOMATION

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12 AREAS OF MAINTENANCE MANAGEMENT DICIPLINE These 12 Areas for Maintenance Management Discipline will affect us how well we perform maintenance on our equipment and how us how well we perform maintenance on our equipment and how reliable our equipments will be reliable our equipments will be These Maintenance Management Discipline can be categorize into 3 : Maintenance Management Discipline can be categorize into 3 :BASIC INTERMEDIATE ADVANCE


Addressing Basic Equipment Condition Autonomous Maintenance Training and Skills Assessment Maintenance Indices and KPIs Preventive MaintenanceRSA Maintenance Excellence2006

Spare Parts Management Lubrication Management Life Cycle Management Root Cause Failure Analysis Reliability & Continuous Improvement

Condition-Based Maintenance CMMS & Automation

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MAINTENANCE MANAGEMENT STRATEGYSP E ST CIA RA LI TE ZA T GI IO ES N

CMMS

Vibration Monitoring, Ultrasonic

CONDITIONBASED Thermography, Oil Analysis, MAINTENANCE

E E NC NE NC NE VA L VA PLII AD SC P AD SCII D DIIE E AT AT DII E ED NE ME LIIN RM PL ER P TE CII NT SC IIN DIIS D

BA B A CK SI TO CS

M A ST INT RA EN TE AN GI C E ES

ROOT CAUSE FAILURE FMEA, PM ANALYSIS, WHY-WHY ANALYSIS ANALYSIS RELIABILITY & CONTINUOUS RCM, IMPROVEMENT OER, PM4P, PMO, TPM SPARE PARTS LIFE CYCLE LUBRICATION MANAGEMENT MANAGEMENT MANAGEMENT

PREVENTIVE AUTONOMOUS BASIC MACHINE KPI - METRICS MAINTENANCE CONDITION MAINTENANCE

C S C NE SII IINE BA PL BA IIPL SC SC D DII

TRAINING, SKILLS AND EDUCATION

Culture, Values, Beliefs, Policies & Goals F O U N D A T I O N RSA Maintenance Excellence2006

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MODULE 4 MODULE 4

MAINTENANCE MANAGEMENT BASIC DISCIPLINE


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MAINTENANCE MANAGEMENT BASIC DISCIPLINE Basic discipline would be the fundamental activities that should be performed on our equipment before going to any other advance or specialized disciplines It also serve as the foundation of any Maintenance Strategy. It should be a waste of money and time on advancing to any continuous improvement effort or Condition-Based Maintenance if the equipment is dirty Most plants have these forms of basic disciplines but often times they had not been used to its full potential. Our goal is to refine & enhance these activities to better fully serve its purposeRSA Maintenance Excellence2006Rolly Angeles


MAINTENANCE MANAGEMENT BASIC DISCIPLINE

So what does a maintenance manager have to do to enter the maintenance management process with many options available at hand . . . . .

ANSWER : GO BACK TO THE BASICS Everyone knows that big failures start from Everyone knows that big failures start from little things, yet no one takes responsibility or act on them, in reality, going back to the basics seems to be a no ones responsibility no Things gets complicated because they never Things gets complicated because they never address the simple things, and the most address things, and the most obvious reason for this is that they have obvious no time to perform it, but they will always no time to perform it, but they will always have all the time to fix the equipment even have the time to fix the equipment even if they always complain about the lack of if they always complain about the lack of manpower resources manpower resourcesRSA Maintenance Excellence2006Rolly Angeles


1st Discipline of Maintenance Management 1st Discipline Maintenance Management

TRAINING & SKILLS ASSESSMENT

(BACK TO BASICS)RSA Maintenance Excellence2006Rolly Angeles


TRAINING AND SKILLS ASSESSMENT Essential to any industry are competent people who understand their equipment intimately. Training is the backbone of any cultural change. It is mainly the missing link ingredient in any change or continuous improvement effort

SKILL DEFINED

Skill is the ability to do ones job, to apply Skill is knowledge & their experience correctly in knowledge & their experience correctly in all kinds of events over an extended period all kinds of events over an extended period Skill is the product of personal motivation Skill is the product and thorough training. The end result is and thorough training. The end result is mastery. And to enable to achieve this, mastery. And companies must develop the most effective companies must develop the most effective training methods training methods


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TRAINING AND SKILLS ASSESSMENT The first step in any training program is to identify the level of knowledge, technology, skill and competency of their people. Second is to assess their skills from time to timeFOUR LEVEL OF SKILLS

LEVEL 1 : Lacks both theoretical knowledge and practical ability LEVEL 2 : Has theoretical knowledge but not in practice LEVEL 3 : Has mastered practice but have no theory LEVEL 4 : Has mastered both theory & practice

Training should not be the focus of any cost reduction initiative and management must understand that it will play a vital role in improving the skills of their people


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HOW TO DEVELOP THE SKILLS

KNOWLEDGE-BASED Define the training curriculum to be given to the people This will be the degree of knowledge gained from classroom training

SKILL-BASED

MASTERY


This refers to the skills This is when a person is needed to perform the capable of transferring required work correctly. correctly the skills and Define the gap between knowledge to others the current and what is expected from our people This is what we want our people to achieve Provide the people w/ the tools and time to practice what they have learned from trainingRolly Angeles


TRAINING AND SKILLS ASSESSMENT Listed are steps to follow to improve your current training needs STEP 1 : Analyze your current training program and set policy, goalsand strategies to meet their needs

STEP 2 : Design a program for improving the skills of youroperator and maintenance craftspeople

STEP 3 : Implement operating and maintenance skills training.Provide both classroom and On The Job Training

STEP 4 : Design and develop a skill development system STEP 5 : Evaluate your yearly training activities & continuously improve


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STEP 1 : Assess Your Current Training ProgramTRAINING ASSESSMENT1) Are the courses offered by your training department based on the needs of your people ? 2) Does management provide expectation on training ? 3) Does the company allocate budget for their peoples training ? 4) Does training regularly update the skills & competency of their people ? 5) Are the courses offered updated regularly and have training provided new courses on their list based on their needs ? 6) For classroom training, Are the participants allowed to practice what they have learn in their place of work ? Is there a regular evaluation 7) Is there a problem on scheduling people to attend training mostly operations & mtce ? 8) Does training have a regular assessment on the needs of their people ?

1

2

3

4

5

REMARKS

Where 1 being the lowest and 5 the highest RSA Maintenance Excellence2006

Rolly Angeles


STEP 2 : Design a program for improving the skills of your peopleMAINTENANCE CURRICULUM Lubrication Strategy & Tribology Condition-Based Maintenance Life Cycle Management Reliability-Centred Maintenance

Specialized Curriculum - 2 to 3 years Specialized Curriculum - 2 to 3 years2 units 2 units 2 units 2 units 1 unit 2 units 2 units 2 units 2 units 1 unit 2 units 2 units 2 units 2 units 3 units 2 units 2 unitsRolly Angeles

Root Cause Failure Analysis Maintenance Indices and KPIs Preventive Maintenance Strategy Predictive Maintenance Overview Spare Parts Management

Intermediate Curriculum - 1 to 2 years Intermediate Curriculum - 1 to 2 years

Elementary Curriculum - 6 mo to 1 year Elementary Curriculum - 6 mo to 1 year Interpreting Mechanical Drawings Basic Hydraulic & Pneumatics Basic Gears, Coupling, Seals Lubrication Basics Failure Analysis & Bearing Failure Basic Machine Function Auxiliary & Ancillary Equipment Dies, Jigs, Fixtures and Toolings

Introductory Curriculum - 3 to 6 months Introductory Curriculum - 3 to 6 months



STEP 3 : Implement and execute the training program Tailor fit the training based on your company needs Provide training aids and materials for the participants Provide workshops where the participants can actually practice what they have learned Once the material and modules are ready, schedule the training to your target participants in advance Provide evaluation and feedback on every training to determine what points can be improve most


Training should be taken as a long term and not as a short term initiative in improving peoples skillsRolly Angeles


STEP 4 : Design and develop a Skill-Development Program Each supervisor should determine the amount and degree of training their people need A scoring will be helpful in assessing the skills of their people and can be use as one of the focal criteria in their performance appraisal At the end of the financial year, this individual training program is being evaluated & the results are used to draft next years plan


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Planned Maintenance Skills EvaluationGearing Towards A Pro-Active Maintenance SystemLeader : C L A SS C Sam Milby C L A SS B

Division : Central Equipment Engineering Station : PLCC Department C L A SS D

WORLD CLASS MAINTENANCE MANAGEMENT Teamname : The Untouchables Equipment type handled : All TypesC L A SS A

Legend :Knowledge & Skill not Satisfactory (0points ) Knowledge Satisfactory ( 000 . points) Skill Satisfactory ( 000 . points ) Knowledge and Skill both Satisfactory

(0Point) SA Y UM A NENE FRA NZIN JB

Classification

No.

Knowledge / Skill Item

Training Atended t Yes No

PLANNED MAINTENANCE MEMBERSSA M BO B RICO RA UEL CA CQ S

0 Bas ic Machine Function

BASIC M ACH E IN FUN CTION

0 Machine Specs, Parts and Function 0 Knowledge in Actual Set-up and Conversion 0 Bas ic Lubrication Knowledge 0 Bas ic Repair and Troubleshooting 0 Failure Mode and Effect Analysis

AN ALYTICAL SKILLS 0 Root Cause Failure Analysis EN AN H CEM T 0 P-M Analysis EN 00 MTBA Snapshot and Analysis 0 0 Sequence Of Events Analysis 0 0 Knowledge and use on FRL's 0 0 Knowledge and use on Pipings and Connectors 0

PN EUM ATICS & H RAULICS YD

0 Knowledge and use of Cylinders 0 0 Knowledge and use on Filtration 0 0 Knowledge and use on Speed Controllers 0 0 Leaks and Seals 0 0 Bearing Failures and Caus es 0 0 Sensors Technology 0 0 Motors and Pum ps 0

OTH ERS

0 Screws and Fasteners 0 0 Spare Parts Managem ent 0 0 RCM and OER Strategy 0 0 Maintenance Indices and Measurem ents 0 0 Knowledge on Vibration Monitoring 0

PRED ICTIV E M TEN CE AIN AN (Specializat ion)

0 Principles of Heat and Thermography 0 0 Oil Analysis and Tribology 0Rolly Angeles

0 Ultras onic Monitoring 0 RSA Maintenance Excellence 0 CMMS Structure and Sys tem 0

S000 -

2006

Total Points


HOW TO MAKE TRAINING WORK : Write a letter to students ahead of time letting them know1. The nature of the training 2. The time and location 3. Management's expectations for returns 4. The time line to realize returns Once they know what is expected of them they will know what the target looks like. They know the "rules of the game" and can now play. Expectations also provide a basis of measurement on how well will the students perform against the performance expectations outlined? When expectations are set, students tend to pay more attention in class and focus on the implementation. If we really want to grab their attention, we can tie their performance as a result of their training to an accomplishment in their performance evaluations.RSA Maintenance Excellence2006Rolly Angeles


LEARNINGS FROM THE 1st DISCIPLINE . . . . . Training is a venue for acquiring knowledge in order to perform their for acquiring knowledge in order to perform their job better. When we put these knowledge into the workplace, we then are building the skills of our people building the skills of our people Technology is travelling at warp speed Technology at warp speed yet our knowledge on how we maintain our asset remain the same as to the day asset remain the same as to the day the caveman invented fire, FIREFIGHTING caveman invented fire, FIREFIGHTING Training must not be considered as a venue for relieving work. Training a venue for relieving Training is much much more than having a free is much much more than having a free sandwich, donut & coffee. sandwich, donut And lastly, when we think that having our people attend training is expensive, our people let us look at the cost of ignorance. It is let us look at the cost much more expensive than the cost of much more expensive training trainingRSA Maintenance Excellence2006Rolly Angeles


LEARNINGS FROM THE 1st DISCIPLINE . . . . . Training & education will always be the foundation on any change or improvement initiative improvement initiative Every industry should consider Training as one of the most important industry should consider Training as one and strongest areas in any organization. It must never be the subject strongest areas in any organization. It must never be the subject of any cost reduction efforts any cost reduction efforts Training is where we acquire knowledge knowledge and these knowledge is used to allow these knowledge is used to allow us to do our job better, and when we do our jobs better we become skilled and we become skilled and this skills will be used to further improve to further improve our assets and equipments. Remember it is our people that will improve our equipments and not the other way around equipments and not the other way around


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2nd Discipline of Maintenance Management 2nd Discipline of Maintenance

MEASURE PERFORMANCE & KPI



RIGHT REASONS WHY WE NEED TO MEASURE PERFORMANCE Performance measurement is one of the methods at the heart of propelling an organization towards breakthrough performance. This generally takes the form of performance indicators, key performance indicators, & measurement programs all designed to focus the attention on various areas of performance. The old adage is if you can measure it, you can manage it. Before you think about how to measure it, first work out what it is you want to manage! What is important is to understand what is it that we want to measure so that we can determine where we are currently headed.RSA Maintenance Excellence2006

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COMMON MEAN TIME INDICATORS

MTBF - Mean Time Between Failure MTBA - Mean Time Between Assists MTTR - Mean Time To Repair, Recover or Restore MTBI - Mean Time Between Interrupt MTTC - Mean Time To Correct MTTS - Mean Time To Set-Up MTTF - Mean Time To FailureMean Time Between Failure (MTBF) and Mean Time Between Assists (MTBA) are crucial in an industry that typically produces in excess of one million parts a month such as Semiconductor Industries . . . . .Rolly Angeles



MTBF

MODULE 5

MEAN TIME BETWEEN FAILURETIME BETWEEN FAILUREOPERATING TIME / UPTIME FAILURE FAILURERolly Angeles


MEAN TIME BETWEEN FAILURE


MTBF is an average measure of reliability is an average measure of reliability a device will run without failing. Common a device will run without failing. Common units used is hours. It originated from the units used is hours. It originated from the US Military Standards (MIL-STD-217) and US Military Standards (MIL-STD-217) and has been widely used to other applications has been widely used in industries in industries MTBF also defined as the average time also defined as the average time between two failures and therefore is a between two failures and therefore is a measure of the trouble free time. measure By empirical testing or allowing By a part to fail (Destructive Testing) the length of performance or the functional life of a population of items can be divided by the total number of failures to achieve the failures to achieve the MTBF of a part or componentRSA Maintenance Excellence2006Rolly Angeles

MEAN TIME BETWEEN FAILURE MTBF is a reliability engineering term MTBF is a reliability engineering term that means the average amount of that means the average amount of operating time between the occurrence operating of breakdowns that requires repair of breakdowns that requires repair MTBF simply means the average time simply means the average time between failures. It is based on historical between failures. is based on historical data or estimated by vendors and is use data or estimated by vendors as a benchmark for reliability as


MTBF =

OPERATING TIME NUMBER OF FAILURE

WHERE : OPERATING TIME = LOADING TIME - MACHINE RELATED DOWNTIME LOADING TIME = AVAILABLE TIME - NON-MACHINE RELATED DOWNTIMEAVAILABLE TIME = 168 hrs

NMDT40 hrs 2006

MDT72 hrs (6x)

OPERATING TIME

RSA Maintenance Excellence

COMPUTE FOR THE MTBF IF BDO IS 6 ?Rolly Angeles

MEAN TIME BETWEEN FAILURE MTBF trend will be the higher the value MTBF trend will be the higher the value the more reliable the machine or part the more reliable the machine In case where there is no breakdown In case or failure, an MTBF of infinity will be an infinity will be obtained. This simply indicates that obtained. This simply there is nothing wrong w/ the equation nothing either prolong the duration of MTBF or MTBF or when there is no failure, assume a failure, assume a denominator of 1 to obtain a value denominator of 1 to obtain If we buy a component with 30,000 MTBF, buy a component with 30,000 MTBF, it means that on an average the part it means that on an average will run for 3.42 years without failure will for



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TRENDING MEAN TIME BETWEEN FAILURE00 0 00 0 00 0 00 0 MTBF 0 0 0 0 0 0 0 0 0DY-00 DY-00 DY-00 DY-00 DY-00 DY-00 DY-00 00 0 00 0 00 0 0 0 0 0 0 0 0 0

TOTAL MTBF FOR THE 7 DONGYANG MACHINES

Graph indicates that the Total MTBF is 660 hours or on average MTBF is at 94.28 hrs. Which means that on the average the 7 DY machines is running at 94.28 hours a week without failure

MTBF (TOTAL) = 134 + 130 + 120 + 96 + 80 + 60 + 40 = 660 hrs MTBF (PERCENT) = 134 + 130 + 120 + 96 + 80 + 60 + 40 = 56.12% 7 x 168 MTBF (AVERAGE) = 134 + 130 + 120 + 96 + 80 + 60 + 40 = 94.28 hrs 7 RSA Maintenance Excellence2006Rolly Angeles

DEVELOPING AN MTBF IMPROVEMENT STRATEGYAVERAGE MTBF00 0 00 0 00 0 00 0 00 0 00 0 00 0 00 0 0 0 0 Jan-00 Feb-00 Mar-00 Apr-00 May-00 Jun-00 0 Jan-00 Feb-00 Mar-00 Apr-00 May-00 Jun-00 0 0 0 0 0 0 0 0 00 0


AVERAGE MTBF BY PERCENT

OVERALL TOTAL MTBF0000 000 0000 000 0000 000 000 000 000 000 000 000 000 000 0 Jan-00 Feb-00 Mar-00 Apr-00 May-00 Jun-00

Following data will represent the Overall MTBF for all equipments upward trend shows theres an improvement in the reliability of the department.


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EXTRACTING JANUARY DATA FOR LEVEL 1 ANALYSISMTBF CATEGORY BY EQUIPMENT00 0 00 0 00 0 00 0 00 0 00 0 000 0 00 0 00 0 00 0 00 0 00 0 00 0 00 0


LEGEND :1. 2. 3. 4. 5. 6. 7.0 0 0 0 0 0 0 0 0

Chiller - 14 Substations - 5 AHU - 45 Cooling Towers - 6 Genset -8 Compressor - 6 Elevators - 10

BREAKDOWNS ENCOUNTERED1. 2. 3. 4. Fuse melts due to overload Defective / drained battery Circuit faults and power failure Multiple failure of protective protected device


SUB-A

SUB-B

SUB-C

SUB-D

SUB-ERolly Angeles

MTBF and MTTF Explained


If the Time To Fail for this bulb is 3 yrsWhat is the MTTF or Time To Fail ? Answer :

3 years 3 years Different

What is the MTBF of this bulb ?INCANDESCENT BULB Case Study : The life of this bulb reached a lifespan of 3 years. Hence, this bulb was used for 3 years before it was declared fail and incapable of providing illumination RSA Maintenance Excellence2006

Answer :

Therefore, is MTBF and MTTF the same or different ? Answer :

Then what is the difference between the two ?

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MTBF and MTTF Explained


MTBF is a key reliability metric for systems that can be repaired or that can be restored. MTTF is the expected time to failure of a system. Nonrepairable systems can fail only once, hence for non-repairable items, MTTF is equivalent to its mean of its failure time distribution. Repairable system can fail several times, while non-repairable can fail only once.

x

MTBF MTTF

A MTTR

x

B MTTR

Point where a new part is installed Time to repair Point where the 1st failure occurs

Total time it will take for the part to fail

Point where the new part will fail again Point where the 2nd failure occurs

HENCE : MTBF = MTTR + MTTF


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MEAN TIME TO FAILURE


MTTF is a basic measure of reliability for non-repairable systems. It is the mean time expected until the first failure of a piece of equipment. MTTF is a statistical value and is meant to be the mean over a long period of time and large number of units. For constant failure rate systems, like MTBF, MTTF is also the inverse of failure rate. If failure rate is in failures/million hours, MTTF = 1,000,000 / Failure Rate for components with exponential distributions.

Technically MTBF should be used only in reference to repairable items, while MTTF should be used for non-repairable items. However, the MTBF is commonly used for both repairable and non-repairable items.RSA Maintenance Excellence2006Rolly Angeles


MOST COMMON MAINTENANCE INDICATORSMEAN INDICATORSMTBF MEAN TIME BETWEEN FAILURES =

FORMULA

TREND

OPERATING TIME HIGHER THE BETTER BREAKDOWN OCCURENCE

MEAN TIME TO REPAIR MEAN TIME TO SET-UP

REPAIR TIME MTTR = LOWER THE BETTER BREAKDOWN OCCURENCE SET-UP TIME MTTS = LOWER THE BETTER FREQUENCY OF SET-UP FREQUENCY OF ASSISTS

TOTAL SNAPSHOT TIME MEAN TIME BETWEEN ASSISTS HIGHER THE BETTER MTBA =

MEAN TIME TO FAIL OTHER INDICATORS

SAME AS MTBF (NON-REPAIRABLE) HIGHER THE BETTER

FORMULA

TREND

OEE = OVERALL EQUIP. EFFECTIVENESSUTILZATION x EFF. x YIELD HIGHER THE BETTER

FAILURE RATE RSA Maintenance Excellence2006

FAILURE RATE = 1 / MTBF

LOWER THE BETTERRolly Angeles

SET GOALS ON MEANINGFUL MEAURESINDICATOR Reduce Breakdown Improve MTBF Reduce MTTR Reduce Maintenance Cost Increase Utilization Improve Set-Up Time Improve Maintenance Skill Reduce Spare Parts

WORLD CLASS MAINTENANCE MANAGEMENT GOAL WE WANT TO ACHIEVE

Rank A Equipment = Zero Rank B Equipment = 100% of Rank B Improve MTBF by 60 - 70 % Reduce Time To Repair to less than 0.15 hrs Reduce Maintenance Cost to 50 % Increase Utilization to 98 % Set-up Time to be less than 15 minutes 48 hours of Technical Training per year for every maintenance Reduce cost of inventory to 40 %

Measuring Maintenance activities are geared towards challenging these Maintenance activities are geared towards challenging these goals and as these goals start to improve, skills also improve .. .. .. .. and as these goals start to improve, skills also improveRSA Maintenance Excellence2006Rolly Angeles


Case STUDY : Applying PM PHASE 2(LENGTHENING EQUIPMENT LIFETIME)Hermetics Analog Equipment KNS1474 - Wirebond

THE PM TEAM : YEAR 2000

ARNEL SOLO

JOEL TUMALA

JOEL ALCANTARA

ALLAN NEOMES

LEANDRO ENANO

ERIK ENDAYA

Before doing Planned Maintenance on their Wirebond machine KNS 1474, the team encounter many breakdowns on each sub-assembly and as the team perform Phase 1 Breakdown occurrences were reduced, the group decided to pursue Phase 2 of Planned Maintenance by identifying parts with inherent design weaknesses and challenge to improve the lifespan of spare parts with recurring BreakdownsBREAKDOWN OCCURENCE

BONDHEAD = 23x X-Y TABLE = 15x WORKHOLDER = 52x ELEVATOR = 22x RSA Maintenance Excellence2006Rolly Angeles

WORLD CLASS MAINTENANCE MANAGEMENT IDENTIFICATION OF PARTS WITH DESIGN WEAKNESSES BEFORE AFTER

PROBLEM : Corroded wire path contact pin sensor which tend to cut wire, Short lifespan of pin sensor encountered and easy for dust to accumulate

MODIFICATION : Provide continuous path for sensor by replacing with stainless contact pin sensor

IMPACT OF IMPROVEMENT : Eliminate non-stop feed motor Cut wire good sensing activity to wirepath Improve yield and lessen cut wire defect and damages


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WORLD CLASS MAINTENANCE MANAGEMENT IDENTIFICATION OF PARTS WITH DESIGN WEAKNESSES BEFORE AFTER

STAINLESS LEADSCREW & NUT SUPPORT

ELEVATOR ASSEMBLYPROBLEM : Broken lead screw nut Frequent worn out of lead screw & nut Frequent elevator jamming Worn out lead screw inner thread IMPACT OF IMPROVEMENT : Improve lifespan of elevator lead screw and nut Eliminate elevator frequent jamming

MODIFICATION : Provide aluminum spacer support on top to support and withstand heavy weight compartmentalized magazine


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REDUCTION IN BREAKDOWN OCCURENCES


The PM group realized a dramatic reduction of their breakdown occurrences after modification of design weakness in their pilot equipment. The group Passed Phase 2 Certification


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LEARNINGS FROM THE 2nd DISCIPLINE . . . . . Measuring Meaningful Measures of Performance is important for any organization as downtime translates to loss productivity, loss revenue and loss of customers confidence. Downtime in one business segment can easily have a direct impact on our customers business These meaningful measures helps us improve the way we do things around from the traditional way of doing things by applying a fix and never get to the root cause of the problem, which is the essence of a reactive environment. A simple message will be when a failure occurs dont just fix it, analyze it . . .


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LEARNINGS FROM THE 2nd DISCIPLINE . . . . . Measuring performance should be done at the beginning of any performance should be done at the beginning of any reliability improvement initiative. Key Performance Indicators are reliability improvement initiative. Key Performance necessary to track maintenance performance. Summarizing : necessary 1) Have the right reasons to measure equipment performance 2) Identify the losses your equipment is suffering and determine the correct Meaningful Measurements. Know what maintenance indices do we want to measure 3) Set goals on what we want to achieve on these indices & challenge it 4) Determine what strategies should be implemented and executed them to ensure that the goal is achieved 5) Consistently review the goals and continuously improve


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REMEMBERING ATP PLANNED MAINTENANCE 1998 - 2001Sa Planned Maintenance, Isang Misyon, Isang Direksyon pa rin . . . . . Graph below shows actual results on the number of breakdowns after thorough implementation of Planned Maintenance 4 Phases To Zero Breakdown


1st PILOT BDO TRENDING FOR PM PILOT MACHINES300 250

22 MACHINESSTEP 1

200 150 100 50 0 Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01

STEP 2-3 STEP 4

Sep-00

Oct-00

Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01

Jun-01

Jul-01

Aug-01

Sep-01

BDO

PLAN

ACTUAL

259 259

200 237

150 151

100 117

85 80

50 33

25 28

10 13

0 12

0 15

0 6

0 4

0 0

LEGEND : BDO - Number of Breakdown Occurrences RSA Maintenance Excellence2006Rolly Angeles

REMEMBERING THE ATP PLANNED MAINTENANCE 1998 - 2001Sa Planned Maintenance, Isang Misyon, Isang Direksyon pa rin . . . . .


As we achieve near to ZERO breakdown on our 22 PM Pilot Machines, we also improve in our MTBF or Mean to Between failures, hence, we have a good trend on our MTBF Indices, (Actual data from ATP JIPM Book)RSA Maintenance Excellence2006Rolly Angeles


3rd Discipline of Maintenance Management 3rd Discipline Maintenance Management

AUTONOMOUS MAINTENANCE



AUTONOMOUS MAINTENANCE BASIC CONCEPT : Why Autonomous Maintenance is important :1st It is believe that operators are the first line of defense on any It is believe that operators are the first line of defense on failure that occur in our equipment since they are the people failure that occur in our equipment since they are the people closest to the asset. They will be the once who will encounter closest to the asset. They the failure first before the maintenance the failure first before

2nd - Maintenance can only advance to Maintenance advance any continuous improvement effort any continuous improvement effort & advancement if operator accept & accept the responsibility that they should the responsibility that they should play a major part in establishing play a major part in Basic Equipment Condition Basic Equipment


It will be a very hard tasks for the maintenance to overcome the vicious cycle of reactive maintenance if the operators wont be involved with it . . .Rolly Angeles


AUTONOMOUS MAINTENANCE BASIC CONCEPT : Maintenance people train and educate operators to perform basic repairs and maintenance, they also perform specialized skills on inspection, disassembly and MP design improvement

By teaching operators about their equipments and the need to perform basic equipment condition, Maintenance people can focus on higher

forms of maintenance and equipment improvementsRSA Maintenance Excellence2006Rolly Angeles


PM GUIDANCE AND SUPPORT FOR OPERATORS Equipments are a shared responsibility by Autonomous Maintenance Equipments are a shared responsibility by Autonomous Maintenance and Planned Maintenance. Planned Maintenance must teach operators and Planned Maintenance. Planned Maintenance must teach operators basic equipment maintenance so that they can perform specialized basic equipment maintenance so that they can perform specialized maintenance and focus on addressing the Root Causes of failures. maintenance and focus Maintenance must teach Autonomous Maintenance regarding Maintenance must Autonomous Maintenance regarding Basic Machine Function & Operation Importance of Cleaning Basic Inspection Standards Lubricating Standards & Techniques How to perform minor repairs How to perform minor set-up & adjustment on the machine How to inspect using their senses How to pinpoint abnormalities Proper use of gauges Importance of addressing sources of contamination Machine Safety Procedures How to generate One Point Lesson Importance of performing Basic Equipment Condition on their Machine


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PM GUIDANCE AND SUPPORT FOR OPERATORS

Worn out critical spare parts are not thrown away, instead they are being mounted on this whiteboard which are later used by the maintenance people as a teaching aid to their partners which are the operators, a brief description of why the part had worn out and its criticality to the equipment, & possible signs of potential failure to detect that it is already wearing out.RSA Maintenance Excellence2006Rolly Angeles


PM GUIDANCE AND SUPPORT FOR OPERATORS

Operators find it hard to communicate with maintenance simply because they do not know the name of the part that fail,RSA Maintenance Excellence2006Rolly Angeles


PM GUIDANCE AND SUPPORT FOR JISHU-HOZEN

We generate this Good to Find form in order to provide useful information and teach our operators the importance of locating fuguia, because if the fuguia were not found, these will be the effect of such a problem on our equipment. The operators acknowledge these learning's by signing on the GTF form portion below - as studentRSA Maintenance Excellence2006

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AUTONOMOUS MAINTENANCE BASIC CONCEPT :

Autonomous Maintenance is the activities in which each workerperforms daily inspection, lubrication and parts replacement, minor repair and troubleshooting, accuracy checks and so forth on one owns equipment w/c aims to keeping ones own equipment in good condition

I OPERATE (Operator)

YOU FIX (Maintenance)

If the operators change, the equipment will improve, if the equipments improve, the productions capability can will be improve . . . .RSA Maintenance Excellence2006Rolly Angeles


AUTONOMOUS MAINTENANCE BASIC CONCEPT :

Autonomous Maintenance is considered by many people to be thetransfer of maintenance tasks to operators. But in reality this means more than a simple transfer of responsibilities

Key elements are on the following

Improving equipment cleanliness Developing cleaning & lubricating standards Developing inspection procedures Organizing work areas Continuously improving the workplace Developing skilled operators


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ACTIVITIES

world class maintenance (3 days)

Documents

maintenance module

maintenance culture

maintenance function

basic discipline module

maintenance methodology

modern maintenance managers

world class module

spare parts management