01 Maintenance System

MAINTENANCE SYSTEMS

by

H Agung Y

Dr H A Yuniarto Industrial Engineering - UGM

C E

1 Simple Cause and effect

C2

C1E

C

EC E

C5 Causal Loop

Figure 1.1 Cause and effect

E C

2 Multiple Causes

EC E CE C

C E

C

E2

E1

3 Multiple Effects

4 Causal Chain

In complex systems all of thesecan occur simultaneously, whichis why “root cause analysis” isoften difficult to do.

Also, the “root cause” often liesOutside of your system. What doyou do then?


Lost Production

Bearings not

Connectivityvia a specificcausal loop

Equipment Malfunction

No moneyavailable

No

Parallel causal loopseach connected to

all other loops

Untrained Technician

Bearings notlubricated

No“lubrication”

Training Other Training

inadequate

Technicians also not not trained in othermaintenance tasks

OtherMaintenance

not done

Figure 1.2 - Connectivity and causal loops


Level 1 – Individuals components maintain geometric shape

Level 2 – Component maintain correct relationships w ithin an item

Level 3 – Items maintain correct relationship to eac h other

Pump/ motorAssembly``

Example of knock-on effects

Transmits misalignmentor vibration

Figure 1.3 Geometric integrity

Ball bearing�Balls�Races�Gage

Pump�Bearings�Rotor�Stator

Assembly``Wear causes

misalignment or vibration

Misalignmentgenerates

Uneven load

Uneven Load causes wear

Level 1

Level 2

Level 3


TransformationProcessInputs Outputs

Standards &Specifications

Procedures &Instructions

Environment

Equipmentand services

Knowledge& skill

Figure 1.5 - The Generic Process Model (also known as the “Quality” model)


Process Output

Standards•Maintenance Objectives•Technical Specifications•Welding procedures•Safety Standards

Inputs•Financing•Information•Materials

Methods•Job Methods•Task Schedules•Safety plans•Quality Plans

Maintainingthe plant

Work completedto specification•Materials

•Energy

Hardware•Mobile Plant•Cranes & hoists•Hand tools•Electrical tools

Knowledge & skill�Management�Planning�Supervision�Craft skills

the plant

Figure 1.6 - A “Maintenance” Process Model

to specification


Perform

TaskOUTPUTS

Measure

Money

Machines

Materials

Manpower

I

N

P

U

T

S

Methods

Change input(s)

StandardsCompare

with

Accept

Reject

Release (becomes input into a

subsequent process )

Figure 1.7 - A generic process control model

Change input(s)


Acceptable weld

Radiograph

Cost of weld

TIG Weld Machine

Weld electrodes

Qualified Welder

Weld procedure

WeldButt

Change input(s)

Compare with

Accept

Reject

WeldingStandards

• Penetration• Porosity

Release for assembly (subsequent process)

Figure 2.8 A “welding” process control model

Change input(s)


Maintenance Management

Establishesand controls

Money

Manpower

Methods

Materials

Machines

INPUTS

Measureoutputs O

UTPUTS

Maintenance Function

Provides ManpowerWorkMaterials

EnvironmentalDisturbances

InfluenceDecisions

Influences System butSystem cannot control

Maintenance process

Figure 2.8 - Maintenance management control process

MachinesS

Reporting process

TransmitData

ComparisonStandardsAcceptable

Continue

Not acceptable

Change

Generates

S

RCI

Improvement

Reportsresults

Proactive Change


Money

Manpower

Methods

Machines

Structure

Characteristics influence structure & function

Cause & effect

Feedback loops Emergent Properties

Connectivity

Characteristics FunctionsManagingSpecifyingPlanning SchedulingExecutingReporting

Complexity

Figure 2.1 – System structure, function and characteristics

Materials

Machines ReportingImproving Feed-forward

Functions generate the characteristics

Structure influences the functions

Environment Influences


PlanningMaintenance Strategy

~ Workload

~ Collect

Maintenance Policy

Establishesobjectives for

INPUTS

EnvironmentalDisturbances

Forcedchange(By agreement with

other departments)

OUTPUT

Manpower

(3rd order)

Measureoutputs

Measureinputs

MoneyManpowerMethodsMaterialsMachines

Review

~Production pressure

~ KPIs~ Standards

~ Collate

~ Schedule

Work

Effectiveness

Materials

~Plant Modification~Business performance~Shortage of resources

~Utilisation~Performance

~Completion~Quality

~Stock cost~% Turnover

~ Plan

Efficiency

~ Procedures

Execution

Allocatework

Report

~ Prepare~ Perform~ Compare

InfluenceSystem butSystem cannotcontrol

Gatekeeping

~Legislation

Figure 2.3 Maintenance System process model

S

Comparison Standards(Performance Analysis)

Reports resultsGenerates

TS

Feedback results to promote future improvement

Corrective actionIf required, perform root cause investigation

ReportingSystem

Feedbackdata via

Review

Improvement

acceptable

Co

ntin

ue

Tolerate reducedPerformance (onlyas a last resort)

and

(2nd order)

(1st order)If not tostandard

Change

Recommend Change (4th order) – feed forward proposals and action plans

~ StandardsEffectiveness

~Innovation~Design out~New Techniques~New technologies

~% Turnover

Reliability Production.

unacceptable

Report

or


Control is exercised over the maintenance functionby asking the following six critical questions

�Are we carrying out the maintenance strategy?

Keep asking thequestions becausesituations change

�Is the maintenance effective? (plant output/ quality achieved? – if not ,why not?

(are we working to “the plan”?– if not ,why not?�Are we working efficiently?

(achieving the standards set ?– if not ,why not?

�Is the maintenance strategy appropriate? (does it serve current needs? – if not ,why not?

�Is the maintenance efficacious?

Measure& report

Figure 2.6 -Principle of Maintenance Control

Detect anydeviation

Take actionto correct

situations change

(work performed within budget? – if not ,why not?�What is the total cost of maintenance?

�Is the maintenance efficacious? (does it serve the wider system? – if not ,why not?


Critical Questions

� What is the capability of the maintenance organisation?

� What is the capability of the system?

� What is the relationship between system and organisation?

Organisations and systems don’t always fit together


Structure and function

Structure = “What it is” = the maintenance organisation

Function = “What it does” = the maintenance workload

Methodology= “How it does it” = the maintenance system

Organisation SystemWorkload

Workload effectiveness is influenced by organisation and system


Organisation and system aligned

Manpower Methods

�Up-to-date procedures�Competent people�Clear R & Rs�Flat structure

�Reliable processes�Integrated processes �Good communication�Simple as possible

Organisation System

The degree of misalignment will determine the amount ofdifficulty the people will have

Features Features

Organisation and system misaligned

ManpowerMethods

�Unreliable processes�Disjointed processes�Poor communication�Overcomplicated

�Out-of-date procedures�Incompetent people�Vague R & Rs �Tall structure

Figure 3.1 - Fit between system and organisation

OrganisationSystem

difficulty the people will haveOperating the system

Features

Features


00

00

Angularmisalignment

Over-machined flange (too thin)

Incorrect ordamaged gasket

Badly fittedgasket

Incorrectcold gap

Distortedflange

Figure 3.2 Standards: some common reasons for flange leaks

�Wrong studs and nuts used�Worn studs and nuts used�Studs Over-tightened�Studs Under-tightened�Wrong tightening technique�Wrong tightening sequence

Radialmisalignment

Axial misalignmentof mating flanges

Scratches onflange face

Pitting onFlange face


AptitudePhysical and/ ormental ability

Attitude-Limiting beliefs-Willingness

Human factors

Organisational factors

What the person possesses

What the system provides

Training-Relevant to the plant-Competently taught

PracticeSufficient forskill retention

SupportSystem must empower the individualand not prevent him from working

Figure 3.4 - Competence model

(Studies have indicated that many performance problems are caused by shortcomings in job structure and definition)


01 Maintenance System

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