WORLD CLASS MAINTENANCE STRATEGIES

WORLD CLASS MAINTENANCE MANAGEMENT
WORLD CLASS MAINTENANCE

MANAGEMENT STRATEGIES
THE 12 DISCIPLINES
2010 All Rights Reserve
Revision 4: June 25, 2010
RSA Maintenance Excellence

2006
Rolly Angeles
HOUSERULES :
1. Lets be punctual so we can begin & end on time.
Let us respect the time of others.
If you agree then,
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
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
Rolly Angeles
2006
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 Structure
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Maintenance Management
Rolly Angeles
World Class Maintenance Management Modules :

Module 1 : Understanding Equipment
Failures
The Truth About Machinery & Equipment
Changing the way we think about failures
3 Types Of Failure Zones
Understanding the Six Failure Patterns
Module 2 : Changing our Maintenance

Culture from Reactive To
Proactive Mode
How To Break The Reactive Chain of Mind
Module 3 : Understanding World Class

Maintenance Management
Maintenance Management Defined
12 Maintenance Management Discipline
Module 4 : Maintenance Management

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

2006
Continue Module 4 : Basic Discipline

Discipline 4 : Basic Equipment Condition
Discipline 5 : Preventive Maintenance
Workshop on Basic Discipline

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

Advance Discipline
Discipline 9 : Root Cause Failure Analysis
Discipline 10 : Reliability Improvements
Discipline 11 : Condition-Based Mtce
Discipline 12 : Computerized Maintenance
Management Software
Module 7 : Applying These Disciplines

Module 8 : Learning from these
Maintenance Disciplines
Closing Remarks
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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 involved
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Rolly Angeles
THE TRUTH ABOUT MACHINERY AND EQUIPMENT

Every industry have one thing in common, they have assets & equipments
to maintain but the difference is how they approach maintenance and
reliability as a focal point of strategy . . . . .
But despite our very best efforts, equipment still fails, and plants are
vulnerable to failures. Hence, before adopting any Maintenance Management strategy, we must change the way we think about failures and
understand its diversity . . .
2006
Rolly Angeles
Unexpected breakdowns
and failures on our assets
High cost of doing

maintenance
Not to mention the

relationship we have
on operations. Feud
is pretty much alive

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Day to day pressure

of doing maintenance
Lack of skills and

training. Maintenance
Is left with no option
but to put-out fires
all the time
When production
for the day is met
all credit goes to
operations if not
then all fingers
point to the
maintenance
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BUT CAN WE REALLY ELIMINATE FAILURES ?

An equipment will compose of the following
Electronic parts Electrical parts Mechanical parts
(30,000 pcs)
( 10,000 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 ?
These are questions that probably have no
direct and easy answers

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Our equipment just like our car and
is made up of numerous parts operating together as a system to deliver
a specific function we want
A car has thousand of parts in it
making up several systems, such
as engine, transmission, fuel supply, braking system, chassis, body,
yet our primary function we want is
to take us from one place to another
A computer is made up of thousand
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, analyze data and get information or sent
information, research etc.
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Rolly Angeles
We have around 100 similar machines & 10 types of equipment

Each equipment have around more than 5000 components in it
We only have 10 maintenance craftspeople for all equipment
How 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 ?
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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
I guess thats
the way it is
boss !
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 troubleshooting
Despite our very best efforts machine still fails ? RIGHT

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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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Rolly Angeles

We use machinery and equipment
to perform a particular function, if it
cannot provide that function we say
that our equipment have failed or a
breakdown occurs
FACT 1
All equipment will eventually fail,
parts do not last forever. In some
cases other parts will only last for
days others even hours of use
FACT 2
Although we might be using some statistics & history records as a baseline, the fact still remains, we do not know exactly which parts are going
to fail and when it will fail precisely, but we certainly know that one day
our car will run dead, our computer will stop working and our equipment
will stop working due to an event of a failure or breakdown
The truth is all plants are vulnerable to failure . . .

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Rolly Angeles

Therefore, the aim of maintenance is to control the timing of failure so
that we can select or perform a task before failure happens
The best that we can do 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 . . . . .
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RELIABILITY DEFINED
FAILURE simply means the inability
of an equipment to perform its required
function. The failure of a component is
viewed as terminating its life.
RELIABILITY is the probability that no
failure will occur throughout a prescribed
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
HUMAN ERROR
LOOSENESS
CORROSION
DEFORMATION
LOOSE BOLTS
MISALIGNMENT
DIRT / DUST
ABRASION
LEAKAGE
CONTAMINATION
TEMPERATURE
FATIGUE
LUBRICATION
ENVIRONMENT
Failure is just the tip of the iceberg, and when our people becomes
good a fixing them, then something is definitely wrong . . . . .
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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
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Which one is correct and why?

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Understanding Equipment Failure :
We need to understand the diversity of failures ?

Patterns of Failure :
Infant Mortality Failure
Random Failures
Age-Related Failures
Classification of Failures
Hidden Failures
Evident Failures

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Types of Failures
Function Loss Failures
Function Reduction Failures
Occurrences of Failures
Sporadic Failures
Chronic Failures
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Common Belief : Does all parts will wear out ?
DETERIORATION
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
Failure Line
Accelerated
Deterioration
Point 1 Point 2
Point 3
Point 4
TIME
Time-Based
Condition-Based
Failed State / Run To Fail

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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 again
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Reference page 143 RCM by John Moubrey

Rolly 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 again
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Reference page 143 RCM by John Moubrey

Rolly Angeles
It is the belief that led to the idea that the more often
an item is overhauled, the less likely it is to fail . . .
Schedule Overhauls / Preventive
Maintenance increases Overall
failures by introducing Infant
Mortality into otherwise stable
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 nothing
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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 PROBLEM
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MACHINE 1
1 Failure / Mo
MACHINE 6
9 Failures / Mo
MACHINE 2
1 Failure / Mo
MACHINE 7
MACHINE 3
No Failures
MACHINE 8
8 Failures / Mo 1 Failure / Mo
MACHINE 4
MACHINE 5
No Failures
1 Failure / Mo
MACHINE 9
MACHINE 10
No Failures
No Failures
Will these 10 equipments have the same amount of PM required ?
Which machines will require the greater amount of maintenance ?

Should we follow the specs or we apply common sense on maintenance ?
Maintenance must have an understanding of equipments operating

context and consequences before they can define its tasks

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CONCLUSION DONE ON CIVIL AIRCRAFT

AGE 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 maintenance
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CHANGING THE WAY WE THINK ABOUT FAILURES

INFANT FAILURES IS CAUSED BY HUMAN
Poor Design
Poor Quality Manufacture
Incorrect Installation
Incorrect Commissioning
Incorrect Operation
Overhauling
Unnecessary Maintenance
Excessively Invasive
Maintenance
Bad Workmanship
INFANT MORTALITY

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Operating Age
Rolly Angeles
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 . . . . .
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PATTERNS OF FAILURE
INFANT 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

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PATTERNS OF FAILURE
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 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

catching a lighting with
a Polaroid camera,
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 point
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PATTERNS OF FAILURE
What period do we replace the bearings ?

100 failures encountered on
a ball bearing in span of 9 yrs
CASE 1 : RANDOM FAILURES

5
15
1
10
2
20
3
10
4
5
5
15
10
7
10
8
PERIOD OR LIFE
CONCLUSION : Failure distribution is not symmetrical, PM not applicable

BEST PERIOD
TO PERFORM
REPLACEMENT
CASE 2 : AGE-RELATED FAILURES

2
1
1
0
2
0
3
0
4
2
5
1
6
0
7
94
8
PERIOD OR LIFE
CONCLUSION : Failure distribution is almost age-related, for this case

the best period to perform replacement is on the 8 month
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Rolly Angeles

Ex : 100 failures
encountered on
a ball bearing
PATTERNS OF FAILURE
CASE 1 : RANDOM FAILURES
5
15
1
10
2
20
3
10
4
5
5
15
6
10
7
10
8
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 )
4,380,000 hrs
= 43,800 hrs x 1 yr / 8760 hrs

=
5 years

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Replacing the bearing on the 5th year will only result

to many bearing failures before it reach the 5th year
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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, hydraulics
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Rolly 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
Uneven thread on the left

portion of the tire

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Therefore, before reaching its desired running

hours we try to replace or rethread 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

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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 failures
RANDOM FAILURES
BATHTUB CURVE
INFANT
MORTALITY
Occurrences of random and infant

mortality failures are more frequent than
wear out failures

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WEAR OUT
FAILURES
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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 :

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Starts with high infant mortality which drops eventually to

a constant or very slowly increasing conditional probability
of failure
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6 TYPES OF FAILURE PATTERN
AGE = DETERIORATION
Then 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 = DETERIORATION
Preventive Maintenance is not a
good option, other tasks includes
Predictive Maintenance, Run to Fail,
or Proactive Maintenance or simply
redesigning the system out
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CLASSIFICATION OF FAILURES
An 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 own
Which pump if it fails on its own will
become evident to the operating crew
under normal circumstances

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CLASSIFICATION OF FAILURES
For 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 Redundancy
Over speed
Device 1
Is the failure hidden or evident ?
Over speed
Device 1
Over speed
Device 1

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Signal to main
Turbine Control
Panel
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 undetected
Rolly Angeles
EXERCISE ON HIDDEN AND EVIDENT FAILURES

Case 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
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
of steam) would be clearly be evident to the user, so that the functional failure is EVIDENT
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 working
So the switch would still shut off the power, the kettle would not boil dry and no-one would know that the plug
ejector was not functioning. So the functional failure of the ejector is HIDDEN. (The second failure which must
also occur before the failure of the plug ejector is of course the failure of the switch)

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Case 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
Will the failure of the switch B on its own become

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.
Consequently, the users would not know whether switch B was functional or not so the failure of B is HIDDEN
We will only know that switch B is failed if switch A also fails

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Case 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
emergency brake is functional or not, so the functional failure is HIDDEN. ( The second failure w/c
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
of the emergency brake would be EVIDENT.

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TYPES OF FAILURES
FUNCTION-LOSS FAILURE
Failure 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
A 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

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TYPES OF FAILURES
SECONDARY FUNCTIONS
PRIMARY FUNCTION
STILL CAPABLE OF TRAVELLING
UNABLE TO TRAVEL
Tire blew-up, flat tire
Brakes not working
Engine overheat
No oil in engine
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 equally
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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
Rolly Angeles
OCCURENCES OF FAILURES
Sporadic 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 properly
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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
will fail sooner than expected.
The questions to asks will be :
1) How much maintenance do I need
to perform on this equipment ?
2) What is the right maintenance tasks
to perform on this equipment ?
3) How frequent should the tasks be
performed on this piece of equipment
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 . . . . .
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MODULE 2
CHANGING THE MAINTENANCE

CULTURE FROM REACTIVE TO PROACTIVE

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REACTIVE MAINTENANCE
In 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 all
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SIMPLE FLOWCHART FOR REACTIVE ENVIRONMENT

NO
YES
Is It Working?
Dont Mess With It!
YES
YOU BETTER
WATCH OUT !!!
Does
Anyone Else
Knows?
YES
Will it Blow
Up In Your
Hands?
NO
NO
NO
Hide It now quick
NO
YES
YOU BETTER
NOT CRY !!!
Did You Mess

With It?
Can You Blame

Someone Else?
Look The Other Way
YES

2006
NO PROBLEM!
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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 boss
2006
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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 people who never learn . . . . .
MGA TAONG PASAWAY

They always love to do the opposite
of what we want
We should accept the fact that these
people are prone to committing more
mistakes than the right people and
much more to it, these will affect the
performance of other good people
This people are more contagious than A1H1 Virus (Influenza)
2006
Rolly Angeles
FALSE : Having more maintenance people to perform repair
and deploy to reactive work will definitely reduce failures
TRUE : Having more maintenance people learn to analyze

failures will definitely reduce failures
When maintenance become really

good at repairing & fixing failures,
then something is definitely wrong
WHAT IS WRONG ?
It only means that the same failures
keeps on occurring again & again
and no effort was done to analyze
the failure itself . . . . .
Maintenance is not about repairs but

doing things that will make sure our
assets continue to do what its doing
2006
Rolly 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 around
2006
Rolly Angeles
FALSE : What we need are people who can repair failures fast
and those who can teach others how they do things
TRUE : 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 cause
2006
Rolly Angeles
MANAGE MAINTENANCE AS A BUSINESS

Operations people always complain for a need to improved their
maintenance, while maintenance always complain about the lack
of funds, resources, access to their
equipment and an overall lack of cooperation with production.
The feud never seems to stop, when
the production is not met for the day,
their scapegoat will be maintenance,
and when maintenance retaliates, the
equipment had not been endorsed to
us for PM at all.
Its a day to day battle for pressure.
The key is to have Operations and Maintenance team up together towards
improving equipments performance. When maintenance is manage as a
business and is looked upon as profit rather than a cost center, the way of
doing things will definitely improve
2006
Rolly Angeles
HOW WORLD CLASS MAINTENANCE THINK ?

MOST INDUSTRIES
WORLD CLASS INDUSTRIES
Maintenance performs repair on

their equipment
Maintenance think of ways to anticipate

failures on their equipment
When equipment fails, maintenance

repairs it - (REACTIVE MODE)
When equipment fails, maintenance not

only perform repair but analyze the Root
Cause Of The Problem (PROACTIVE MODE)
Focus more on catastrophic or

sporadic breakdowns
Focus on both sporadic and chronic

breakdown
Equipment Maintenance is the sole

responsibility of Maintenance
Equipment Maintenance is a shared

responsibility by both Operations and
Maintenance working together as one
No time to train, just learn everything

by experience
Training plays a vital and important role

in upgrading their skills
Treats their human resources as

mechanics and repairman
Treats their human resources as a true

Maintenance Professional & Reliability
Expert

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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.
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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
The art or manner of managing to keep our physical assets in existing
state of condition
The art or science of managing maintenance resources
2006
Rolly 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 delivery
By Terry Wireman
Author of World Class Maintenance

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?
2006
Rolly Angeles
WHAT AFFECTS MAINTENANCE ?
COST
Goal is to reduce the cost of maintenance
Spare parts cost

Human Resources
Manpower Overtime
Commissioning Cost
Repair & Maintenance Cost
Investment & Modification
DOWNTIME
Goal is to reduce equipment downtime
Breakdown or Failure
Set-Up & Conversion
Minor Stoppages & Assists
Design Speed Loss
Start-Up Loss
Defects & Reworks
SKILLS
Repair Skills
Analytical Skills
Multi-skills
Technology Skills

2006
Spare Parts Management

Study of Life Cycle Cost
Modification and Redesign
Proactive Maintenance
Analysis on Top Spare Contributors
Root Cause Failure Analysis

Application of SMED Techniques
RCM / OER Application
OEE / MTBF / MTBA Application
Condition-Based Maintenance Techniques
Monitor Equipment Indices & Metrics
Improve the skills of our human resources

Conduct Training Needs Assessment
Training & Education
Coach & Educate Operators
Improve procedures and MTTR Application
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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
PREDICTIVE MAINTENANCE
TRIBOLOGY
LASER ALIGNMENT
With the advances in todays technology, this figures can

be dramatically reduce. As such maintenance is often an
organizations largest single controllable expense
2006
Rolly Angeles
12 AREAS OF MAINTENANCE MANAGEMENT DICIPLINE
MAINTENANCE
INDICES & KPIs
SPARE PARTS
MANAGEMENT
ROOT CAUSE
FAILURE
ANALYSIS
LUBRICATION
MANAGEMENT
CONDITION-BASED
MANAGEMENT
12 MAINTENANCE
MANAGEMENT
DICIPLINES
ADDRESSING
BASIC EQUIPMENT
CONDITION
LIFE CYCLE
MANAGEMENT
AUTONOMOUS
MAINTENANCE
RELIABILITY
IMPROVEMENT

2006
TRAINING/SKILLS
ASSESSMENT
CMMS &
AUTOMATION
PREVENTIVE
MAINTENANCE
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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
reliable our equipments will be
These Maintenance Management Discipline can be categorize into 3 :

BASIC
INTERMEDIATE
ADVANCE
Addressing Basic
Equipment Condition
Condition-Based
Maintenance
Autonomous
Maintenance
Lubrication Management
CMMS & Automation
Training and Skills

Assessment
Life Cycle Management
Maintenance Indices
and KPIs
Root Cause Failure

Analysis
Preventive Maintenance Reliability & Continuous

Improvement
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Rolly Angeles
MAINTENANCE MANAGEMENT STRATEGY
CMMS
CONDITION-BASED
MAINTENANCE
Thermography, Oil Analysis,
Vibration Monitoring, Ultrasonic
ROOT CAUSE FAILURE ANALYSIS

FMEA, PM ANALYSIS, WHY-WHY ANALYSIS
RELIABILITY & CONTINUOUS IMPROVEMENT

RCM, OER, PM4P, PMO, TPM
SPARE PARTS
MANAGEMENT
KPI - METRICS
LIFE CYCLE
MANAGEMENT
AUTONOMOUS
MAINTENANCE
LUBRICATION
MANAGEMENT
BASIC MACHINE
CONDITION
PREVENTIVE
MAINTENANCE
TRAINING, SKILLS AND EDUCATION

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

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MODULE 4
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 purpose
2006
Rolly 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
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
Things gets complicated because they never
address the simple things, and the most
obvious reason for this is that they have
no time to perform it, but they will always
have all the time to fix the equipment even
if they always complain about the lack of
manpower resources
2006
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1st Discipline of Maintenance Management
TRAINING & SKILLS ASSESSMENT
(BACK TO BASICS)
2006
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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
knowledge & their experience correctly in
all kinds of events over an extended period
Skill is the product of personal motivation
and thorough training. The end result is
mastery. And to enable to achieve this,
companies must develop the most effective
training methods

2006
Rolly Angeles

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 time
FOUR 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

2006
Rolly Angeles
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

2006
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 training
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Listed are steps to follow to improve your current training needs
STEP 1 : Analyze your current training program and set policy, goals
and strategies to meet their needs
STEP 2 : Design a program for improving the skills of your

operator 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

2006
Rolly Angeles
STEP 1 : Assess Your Current Training Program

TRAINING ASSESSMENT
REMARKS
1) 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 ?
Where 1 being the lowest and 5 the highest

2006
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STEP 2 : Design a program for improving the skills of your people

MAINTENANCE CURRICULUM
Specialized Curriculum - 2 to 3 years

Lubrication Strategy & Tribology
Condition-Based Maintenance
Life Cycle Management
Reliability-Centred Maintenance
2 units
2 units
2 units
2 units
Intermediate Curriculum - 1 to 2 years

Maintenance Indices and KPIs
Preventive Maintenance Strategy
Predictive Maintenance Overview
1 unit
2 units
2 units
2 units
2 units
Elementary Curriculum - 6 mo to 1 year

Interpreting Mechanical Drawings
Basic Hydraulic & Pneumatics
Basic Gears, Coupling, Seals
Lubrication Basics
Failure Analysis & Bearing Failure
1 unit
2 units
2 units
2 units
2 units
Introductory Curriculum - 3 to 6 months

Basic Machine Function
Auxiliary & Ancillary Equipment
Dies, Jigs, Fixtures and Toolings

2006
3 units
2 units
2 units
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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 skills
2006
Rolly 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

2006
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Planned Maintenance Skills Evaluation
Gearing Towards A Pro-Active Maintenance System
Division : Central Equipment Engineering

Station : PLCC Department
Teamname :
Leader :
C L A SS D
The Untouchables
Sam Milby
C L A SS C
Equipment type handled : All Types
C L A SS B
C L A SS A
Legend :
Knowledge & Skill not Satisfactory
(0 points)
Knowledge Satisfactory
( 0.50 points)
Skill Satisfactory
( 0.75 points)
Training Attended
Classification
No.
Knowledge / Skill Item
Yes
No
Knowledge and Skill both Satisfactory
(1 Point)
PLANNED MAINTENANCE MEMBERS

SAM
BOB
RICO RACQUEL
CAS
SAY
UMA
NENE
FRANZIN
1 Basic Machine Function
BASIC MACHINE
FUNCTION
2 Machine Specs, Parts and Function

3 Knowledge in Actual Set-up and Conversion
4 Basic Lubrication Knowledge
5 Basic Repair and Troubleshooting
8 Failure Mode and Effect Analysis
ANALYTICAL SKILLS
ENHANCEMENT
9 Root Cause Failure Analysis

10 P-M Analysis
11 MTBA Snapshot and Analysis
12 Sequence Of Events Analysis
13 Knowledge and use on FRL's
14 Knowledge and use on Pipings and Connectors
PNEUMATICS &
HYDRAULICS
15 Knowledge and use of Cylinders

16 Knowledge and use on Filtration
17 Knowledge and use on Speed Controllers
18 Leaks and Seals
19 Bearing Failures and Causes
20 Sensors Technology
21 Motors and Pumps
OTHERS
22 Screws and Fasteners

23 Spare Parts Management
24 RCM and OER Strategy
25 Maintenance Indices and Measurements
26 Knowledge on Vibration Monitoring
PREDICTIVE
MAINTENANCE
( Specialization)
RSA
2006
S5-03
27 Principles of Heat and Thermography

28 Oil Analysis and Tribology
29 Ultrasonic Monitoring
Maintenance
Excellence
30 CMMS Structure
and System
Rolly Angeles
Total Points
JB
HOW TO MAKE TRAINING WORK :

Write a letter to students ahead of time letting them know
1. 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.
2006
Rolly Angeles
LEARNINGS FROM THE 1st DISCIPLINE . . . . .

Training is a venue 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
Technology is travelling at warp speed
yet our knowledge on how we maintain
our asset remain the same as to the day
the caveman invented fire, FIREFIGHTING
Training must not be considered as
a venue for relieving work. Training
is much much more than having a free
sandwich, donut & coffee.
And lastly, when we think that having
our people attend training is expensive,
let us look at the cost of ignorance. It is
much more expensive than the cost of
training
2006
Rolly Angeles
LEARNINGS FROM THE 1st DISCIPLINE . . . . .

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

2006
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2nd Discipline of Maintenance Management
MEASURE PERFORMANCE & KPI
(BACK TO BASICS)
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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.
2006
Rolly Angeles
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 Failure
Mean 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 . . . . .
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Rolly Angeles
MTBF
MODULE 5
MEAN
TIME
BETWEEN
FAILURE
TIME BETWEEN FAILURE
OPERATING TIME / UPTIME
FAILURE

2006
FAILURE
Rolly Angeles
MEAN TIME BETWEEN FAILURE

MTBF is an average measure of reliability
a device will run without failing. Common
units used is hours. It originated from the
US Military Standards (MIL-STD-217) and
has been widely used to other applications
in industries
MTBF also defined as the average time
between two failures and therefore is a
measure of the trouble free time.
By empirical testing or allowing
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
MTBF of a part or component
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MTBF is a reliability engineering term
that means the average amount of
operating time between the occurrence
of breakdowns that requires repair
MTBF simply means the average time

between failures. It is based on historical
data or estimated by vendors and is use
as a benchmark for reliability
MTBF =
OPERATING TIME
NUMBER OF FAILURE
WHERE : OPERATING TIME = LOADING TIME - MACHINE RELATED DOWNTIME

LOADING TIME = AVAILABLE TIME - NON-MACHINE RELATED DOWNTIME
AVAILABLE TIME = 168 hrs
NMDT
40 hrs
MDT
72 hrs (6x)

2006
OPERATING TIME
COMPUTE FOR THE MTBF IF BDO IS 6 ?

Rolly Angeles

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

2006
Rolly Angeles
TRENDING MEAN TIME BETWEEN FAILURE

160
140
134
130
120
120
96
MTBF
100
80
80
60
60
40
40
20
0
DY-01
DY-02
DY-03
DY-04
DY-05
DY-06
DY-07
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

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DEVELOPING AN MTBF IMPROVEMENT STRATEGY

AVERAGE MTBF
AVERAGE MTBF BY PERCENT
450
100
400
80
350
300
60
250
200
40
150
100
20
50
0
0
Jan-06
Feb-06
Mar-06
Apr-06
May-06
Jun-06
OVERALL TOTAL MTBF
Jan-06
Feb-06
Mar-06
Apr-06
May-06
Jun-06
Following data will represent the

Overall MTBF for all equipments
upward trend shows theres an
improvement in the reliability of
the department.
1400000
1200000
1000000
800000
600000
400000
200000
0
Jan-06
Feb-06
Mar-06

2006
Apr-06
May-06
Jun-06
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EXTRACTING JANUARY DATA FOR LEVEL 1 ANALYSIS

MTBF CATEGORY BY EQUIPMENT
600
LEGEND :
500
1.
2.
3.
4.
5.
6.
7.
400
300
200
100
Chiller
- 14
Substations
- 5
AHU
- 45
Cooling Towers - 6
Genset
-8
Compressor
- 6
Elevators
- 10
0
1
540
BREAKDOWNS ENCOUNTERED
520
1.
2.
3.
4.
500
480
460
440
420
Fuse melts due to overload

Defective / drained battery
Circuit faults and power failure
Multiple failure of protective
protected device
400
SUB-A
SUB-B
SUB-C

2006
SUB-D
SUB-E
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MTBF and MTTF Explained

If the Time To Fail for this bulb is 3 yrs
What is the MTTF or Time To Fail ?
Answer :
3 years
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
2006
Answer :
3 years
Therefore, is MTBF and MTTF the same or

different ?
Answer :
Different
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.
MTBF
A
MTTR
Point where
a new part
is installed
MTTF
Total time it
will take for
the part to fail
B
MTTR
Point where
the new part
will fail again
Time to repair
Point where the
1st failure occurs

2006
HENCE : MTBF = MTTR + MTTF
Point where the

2nd failure occurs
Rolly Angeles
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.
2006
Rolly Angeles
MOST COMMON MAINTENANCE INDICATORS

FORMULA
MEAN INDICATORS
MEAN TIME BETWEEN FAILURES
MTBF =
OPERATING TIME
BREAKDOWN OCCURENCE
HIGHER THE BETTER
MEAN TIME TO REPAIR
MTTR =
REPAIR TIME
BREAKDOWN OCCURENCE
LOWER THE BETTER
MEAN TIME TO SET-UP
MTTS =
SET-UP TIME
FREQUENCY OF SET-UP
LOWER THE BETTER
MEAN TIME BETWEEN ASSISTS
MTBA =
TOTAL SNAPSHOT TIME

FREQUENCY OF ASSISTS
HIGHER THE BETTER
MEAN TIME TO FAIL
SAME AS MTBF (NON-REPAIRABLE)
HIGHER THE BETTER
FORMULA
TREND
OTHER INDICATORS
OVERALL EQUIP. EFFECTIVENESS
FAILURE RATE

2006
TREND
OEE = UTILZATION x EFF. x YIELD
HIGHER THE BETTER
FAILURE RATE = 1 / MTBF
LOWER THE BETTER

Rolly Angeles
SET GOALS ON MEANINGFUL MEAURES

INDICATOR
GOAL WE WANT TO ACHIEVE
Reduce Breakdown
Rank A Equipment = Zero

Rank B Equipment = 100% of Rank B
Improve MTBF
Improve MTBF by 60 - 70 %
Reduce MTTR
Reduce Time To Repair to less than 0.15 hrs
Reduce Maintenance Cost
Reduce Maintenance Cost to 50 %
Increase Utilization
Increase Utilization to 98 %
Improve Set-Up Time
Set-up Time to be less than 15 minutes
Improve Maintenance Skill
48 hours of Technical Training per year

for every maintenance
Reduce Spare Parts
Reduce cost of inventory to 40 %
Measuring Maintenance activities are geared towards challenging these

goals and as these goals start to improve, skills also improve . . . .
2006
Rolly Angeles
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 . . .

2006
Rolly Angeles
LEARNINGS FROM THE 2nd DISCIPLINE . . . . .

Measuring performance should be done at the beginning of any
reliability improvement initiative. Key Performance Indicators are
necessary to track maintenance performance. Summarizing :
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

2006
Rolly Angeles
REMEMBERING ATP PLANNED MAINTENANCE 1998 - 2001

Sa 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 MACHINES

300
22 MACHINES
250
STEP 1
200
150
STEP 2-3
100
STEP 4
50
0
Sep-00
BDO
PLAN
ACTUAL
Oct-00
Nov-00
Sep-00
Oct-00
259
259
200
237
Dec-00
Jan-01
Feb-01
Mar-01
Apr-01
May-01
Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01
150
151
100
117
85
80
50
33
25
28
10
13
0
12
Jun-01
Jul-01
Aug-01
Sep-01
Jun-01
Jul-01
Aug-01
Sep-01
0
15
0
6
0
4
0
0
LEGEND : BDO - Number of Breakdown Occurrences

2006
Rolly Angeles
REMEMBERING THE ATP PLANNED MAINTENANCE 1998 - 2001

MTBF / MTTR GRAPH FOR 1st PILOT MACHINE
Sa Planned
Maintenance, Isang
Misyon,
Isang Isang
DireksyonDireksyon
pa rin . . . .pa
. rin . . . . .
Sa Planned
Maintenance,
Isang
Misyon,
3.50
4000.00
22 Machines
3500.00
MTBF
MTTR
3000.00
2.50
2500.00
2.00
2000.00
1.50
1500.00
1.00
1000.00
0.50
500.00
0.00
0.00
Sep-00
MTBF
MTTR
MTBF (MEAN TIME BETWEEN

FAILURE)
MTTR (MEAN TIME TO REPAIR)
3.00
Oct-00
Nov-00
Dec-00
Jan-01
Feb-01
Mar-01
Apr-01
Sep-00
Oct-00
Nov-00
Dec-00
Jan-01
Feb-01
Mar-01
70.25
61.35
96.88
156.46
183.39
446.23
658.41
1.10
1.03
1.03
1.49
1.42
1.77
1.59
Apr-01
May-01
May-01
Jun-01
Jul-01
Jun-01
Aug-01
Jul-01
Aug-01
TOTAL
1134.07 1230.50 1229.39 2463.03 3694.81 11424.75

3.16
1.50
2.61
0.97
1.19
18.86
As we achieve
near to ZERO
breakdown
our 22MACHINE
PM Pilot Machines, we
DOWNTIME
TREND
FOR 1ston
PILOT
also improve in our
MTBF
or Mean
to Between
Sa Planned
Maintenance,
Isang Misyon,
Isang Direksyon failures,
pa rin . . . . . hence, we have a
good trend on our MTBF Indices, (Actual data from ATP JIPM Book)
350.00

)
2006
300.00
286.05
22 Machines
Rolly Angeles
3rd Discipline of Maintenance Management
AUTONOMOUS MAINTENANCE
(BACK TO BASICS)
2006
Rolly Angeles
AUTONOMOUS MAINTENANCE BASIC CONCEPT :

Why Autonomous Maintenance is important :
1st -
It is believe that operators are the first line of defense on any

failure that occur in our equipment since they are the people
closest to the asset. They will be the once who will encounter
the failure first before the maintenance
2nd - Maintenance can only advance to

any continuous improvement effort
& advancement if operator accept
the responsibility that they should
play a major part in establishing
Basic Equipment Condition
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 . . .
2006
Rolly Angeles

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 improvements

2006
Rolly Angeles
PM GUIDANCE AND SUPPORT FOR OPERATORS

Equipments are a shared responsibility by Autonomous Maintenance
and Planned Maintenance. Planned Maintenance must teach operators
basic equipment maintenance so that they can perform specialized
maintenance and focus on addressing the Root Causes of failures.
Maintenance must teach 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

2006
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
Rolly Angeles
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.
2006
Rolly Angeles
Operators find it hard to communicate with maintenance simply because

they do not know the name of the part that fail,
2006
Rolly 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 student
2006
Rolly Angeles
Autonomous Maintenance is the activities in which each worker

performs 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 . . . .
2006
Rolly Angeles
Autonomous Maintenance is considered by many people to be the

transfer 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

2006
Rolly Angeles
PURPOSE OF AUTONOMOUS MAINTENANCE

FIRST
It brings production and maintenance to work

together to accomplish a common goal which
is to establish basic equipment condition and
to prevent accelerated deterioration
Operators learn to carry out important daily tasks
such as cleaning, proper lubrication, inspections,
and other light maintenance tasks including simple
repairs and replacements
CURRENT MINDSET
I Operate, You Fix

I Fix, You Design
I Design, You Manage
2006
CORRECT MINDSET
We are All responsible

for Our Equipment
We take good care of
Our Equipment
Rolly Angeles
PURPOSE OF AUTONOMOUS MAINTENANCE

SECOND
Autonomous Maintenance is designed

to help operators learn more about how
their equipment functions, what common
problems can occur and how to prevent
it by early detection and treatment of
abnormal conditions
THIRD
Autonomous Maintenance prepares

operators to be active partners with the
maintenance and engineering in improving the overall performance & reliability
of their equipment
Operators can prevent breakdowns and quality problems

by learning how to recognize abnormal conditions . . . . .
2006
Rolly Angeles
AUTONOMOUS MAINTENANCE SURVEY

REMARKS
1) Does maintenance teach operators about

their equipment functions & performing minor
repairs and adjustments ?
2) Is there a strategy for Autonomous Maintenance
for operators of the equipment ?
3) Does operators understand their role in
establishing basic equipment condition on
their equipments ?
4) Does your operator knows how to detect
and pinpoint abnormalities and irregularities
on your equipment ?
5) Does operators perform regular checking on
cleaning and lubrication on their equipment ?
6) Are operator familiar with the part that fails
frequently and can they communicate them
properly with the maintenance ?
7) Is their a program or training to improve the
skills of your operator ?
Where 1 being the lowest and 5 the highest

2006
Rolly Angeles
LEARNINGS FROM THE 3rd DISCIPLINE . . . . .

Our equipments are a shared
responsibility for both operators
& maintenance working together.
Start by educating operators

about their equipments.
Once operators learn & accept
their responsibility, only can
maintenance advance to any
reliability improvement efforts
and escape from a fire fighting
or reactive mode of maintenance
Remember when a failure occurs

it is the operator who encountered
them first and not the maintenance
since they are the people closest to
the asset most of the time
2006
Rolly Angeles
LEARNINGS FROM THE 3rd DISCIPLINE . . . . .

Oftentimes operators dont perform
inspection in their equipment. We
develop the checklist, but they dont
perform the checks. This seems to
be the main complaint of the maintenance people, operators do not
resist change, they just do not want
to be dictated by anyone.
The secret is to let the maintenance
guide them into understanding their
own equipment, once they learn, they
will take care of their own equipment.
The key is to let the maintenance understand that

operators are capable of developing their own checklist. And if operators develop their own checklist, it is
guaranteed that they will perform it themselves
2006
Rolly Angeles
4rth Discipline of Maintenance Management
ADDRESSING BASIC
EQUIPMENT CONDITION
(BACK TO BASICS)
2006
Rolly Angeles
LACK OF DISCIPLINE OFTEN LEADS TO HARD DOWN FAILURES

Simple RCFA case on the photo
caused worn out screw since
technician do not have the right
tools at hand to tighten
Set screw (M3) tip used
150 mm
Insufficient knowledge on lubrication caused a technician to

pour a gear oil into the hydraulic
system of a press
Using a coin instead of a positive

screwdriver to unlock a screw
Using a hammer to install a newly
replaced bearing on the motor
Due limited space set

screws are prone to
insufficient tightening
200 mm
So many reasons can be

Loose thread on the bolt caused by
written, yet everything boils
too much force exerted not to mention
down to one exact word
the head which is hexagonal slowly
becoming rounded
2006
DISCIPLINE
Rolly Angeles
ESTABLISHING BASIC EQUIPMENT CONDITION

Best In Class performers understand the essence of establishing
Basic Equipment Condition in their equipment, while others often
overlooked them yet almost all understand its importance
BASIC EQUIPMENT CONDITION INCLUDES
CLEANING
LUBRICATION
TIGHTENING OF BOLT
ADDRESSING LEAKS
ABILITY TO USE SENSES
TO DETECT PROBLEMS
The major difference between the best performers
& others is that the best performers implement what

others only talk about . . . . .
2006
Rolly Angeles

Establishing Basic Equipment
Condition means eliminating the
causes of accelerated deterioration or when the machine or part
does not reach its natural life
It means cleaning to remove dirt
and sources of contamination,
proper lubrication to prevent
early wear and understanding
that bolts needs to be secure
When operators helps in establishing these Basic Equipment

Condition, equipments reliability
starts to improve, maintenance can
focus more on specialized activities
and start performing improvements
in their equipments
2006
Rolly Angeles

CLEANING OF COMPONENTS
Detailed cleaning of components
and equipment is often a no mans
island because everybody agrees
that it is important but nobody wants
to do them actually
World Class Companies perform
these activities. Components and
equipment are clean in detail. Such
an organization realizes that good
inspections cannot be done without
this level of cleaning and cleaning
extends the life of components
For example, life of electric motors
varies between 5 months for a dirty
motor to 20 years for a clean motor
2006
Rolly Angeles

PROPER LUBRICATION
Good Lubrication Strategy Includes :
Improving the choice of lubricants
Addressing Oil Leaks
Proper method of lubrication
Understanding Cooling System
Proper storage and handling
Lubrication Standards & Procedures
Basic Filtration Principles
Oil Contamination Control
Understanding the relationship
between wear and contamination
Understanding the different types
of contaminants present in oil
2006
Rolly Angeles

TIGHTENING OF BOLTS
All machinery contain nuts, bolts and
screw as essential elements of their
construction. Equipment functions
properly only if fasteners are securely
tightened. It only takes one loose bolt
to start a chain reaction of wear and
vibration. As the other bolts become
loose vibration increase
All machine vibrates but excessive
vibration is destructive as this will
surely induce secondary damages
on parts and components affected
by the vibration.
Vibration should be controlled, cracks,
fractures propagate as a result of
excessive vibration
2006
Rolly Angeles

TIGHTENING OF BOLTS
Matchmarks
Matchmarks are placed on bolts and nuts so that
operator can easily detect if bolts have been loosen
due to excessive vibrations. These are being placed
on critical bolts after each bolt had received their
correct torque.
Blue line for bolts which
loosened for the 1st time
Brown line for bolts which
loosened for the 2nd time
Red line for bolts which
loosened for the 3x and more
Secure tighten loose nuts & bolts

Replace missing nuts and bolts
Replace damage or worn out nuts & bolts
Replace unsuitable wing nuts & washers
Use locking devices on critical bolts
2006
Rolly Angeles
TYPES OF CONTAMINATION
TAG LEAKS
One of the most common forms of

contamination is process leaks
The simplest method of identifying

and correcting leaks is to TAG them
Locate the leak & identify its source,
type of leak and severity of the leak
LEAK TAG
Found by :
Type of leak :
Equip. No.:
Description of leak :

2006
Date :
Priority :
Area :
Implementation of a simple, easy

to use system such as this can
save hundreds to thousands of
dollars for a plant
Rolly Angeles
LEARNINGS FROM THE 4rth DISCIPLINE

Establishing Basic Equipment Condition
is a shared responsibility by both operations
and maintenance, and should be performed
regularly on the equipment
Catastrophic breakdowns can greatly be
reduced if Basic Equipment Condition is
in place. Lacking and loose bolts often
lead to excessive vibration which produce
secondary damages on parts affected by
the vibration itself
Most maintenance find it hard to advance

to any continuous improvement, some
had advanced to Predictive Maintenance
stage yet they find it hard to control the
failures & parts lifespan had not been
reached, why ?

2006
BASIC EQUIPMENT CONDITION

HAD NOT BEEN ESTABLISHED
Rolly Angeles
LEARNINGS FROM THE 4rth DISCIPLINE

Big failures often started from very little
things that are often times neglected.
One of the major reasons why maintenance
remain reactive and oftentimes trapped
into the repair business is that basic equipment condition had not been established &
if asked why it had not been established,
they really have no time for it since maintenance is always undermanned and when we
asked why they are undermanned, operators
simply dont take part of its responsibility
Let us not estimate the capabilities of
operators which is just to operate, once
they understand and take part in the responsibility of addressing basic equipment
condition, maintenance can perform their
true job.
2006
Rolly Angeles
RSA PUBLIC SEMINAR AND WORKSHOP FOR 2009

CODE
RSA TRAINING WORKSHOP
WHEN
SPEAKER
VENUE
RCM
Jun 17, 18 & 19
Rolly Angeles
Great Eastern Hotel
TPM
Total Productive Maintenance
Jul 15, 16 & 17
Rolly Angeles
Great Eastern Hotel
WCM World Class Maintenance

Management The 12 Disciplines Sept 23, 24 & 25 Rolly Angeles
Great Eastern Hotel
LCA
Latent Cause Analysis Experience Oct 21 to 24
C. Robert Nelms
To be announce
LUB
Lubrication Strategy and Oil

Contamination Control
Rolly Angeles
To be announce
Nov 5 & 6
To reserve simply fill out the form at www.rsareliability.com/benefits.htm

To have a copy of the invitation, download it at ww.rsareliability.com/benefits.htm
RCM Invitation: http://www.rsareliability.com/RCM%20Brochure%20(3%20days).pdf

2006
Rolly Angeles
5fth Discipline of Maintenance Management
PREVENTIVE MAINTENANCE
(BACK TO BASICS)
2006
Rolly Angeles
PREVENTIVE MAINTENANCE PRINCIPLE

Stress cause an asset to deteriorate by lowering its resistance,
exposure to stress includes output, distance traveled, operating
cycles, calendar time and running time
Trademark for Patterns A, B, and C

2006
Rolly Angeles
PREVENTIVE MAINTENANCE DEFINED:

PM is a basic maintenance performed on
the equipment & facilities. The main goal
of performing task on a scheduled basis
is to extend the equipments life and to
assure its capacity in support of plants
goals and targets.
In Preventive Maintenance, the basic law
to consider is that the cost of performing
PM must always have to be lower than the
cost of not doing it which eventually will
result to a failure.
PM is also a series of tasks performed at a
defined frequency dictated by the passage
of time, the amount of machine hours, mileage that either extend the life of the asset
or detect that an asset had a critical wear
and is about to fail or break in operation.

2006
Rolly Angeles
PREVENTIVE MAINTENANCE OBJECTIVE

The most important objective of a
Preventive Maintenance program is
to reduced cost
Better conservation and increase life
expectancy of assets, thereby eliminating crisis work on machinery
To improve safety & quality condition
of assets and equipment
To reduce overtime costs & more

economical use of maintenance
workers due to working on a schedule
basis instead of a crash basis to repair
equipment failures
2006
Rolly Angeles
PREVENTIVE MAINTENANCE :
Also known as Time-Based or Calendar
Based Maintenance
Maintenance activities are performed on
a calendar or fix operating schedule in

order to extend the life of the equipment
and prevent failures
Maintenance is performed without regard
to equipment condition
Assumes that the condition of the machine
and the need for maintenance is correlated

with time which means that the item can be
expected to operate reliably for an amount
of time and is expected to wear out
A failure rate and history records are used
to established the best frequency

2006
Rolly Angeles
PREVENTIVE MAINTENANCE ACTIVIES :

Regular Checking,
and Inspecting
Scheduled Parts
Replacement and
Overhauling
Preparing
Work orders
Planning &
Scheduling

2006
Routine Cleaning
and Lubrication
PdM Maintenance
Monitoring
Managing Spares
and Inventory
CMMS and
Computerization
Rolly Angeles
LIMITATIONS OF PREVENTIVE MAINTENANCE

Can all failures be captured by Preventive Maintenance ?
ANSWER : Despite the best efforts & structure on Preventive Maintenance
Failures are still inevitable & will not be captured solely by PM. Zeroing
out all breakdowns is like catching a lighting with a Polaroid Camera . . .
Why wont PM capture all failures ?

ANSWER : Typically only around 20%
of component failures will wear out or
are directly related to the age of the
equipment, and around 80% or all
failures will fit the random and infant
mortality failures.
And when the failure is random in

nature, there is no amount of PM that
can address this issue. This is where
PM is at its weakest, hence, let us not
misuse this strategy.
2006
Rolly Angeles
LIMITATIONS OF PREVENTIVE MAINTENANCE

Preventive Maintenance include risks.
There is always an assumption that

everything will be put back in place
well together after a PM initiative.
Likewise is the possibility of Human
Errors which leaves to infant Mortality
of newly installed components which
eventually leads to additional failures
after endorsing back the equipment
to production

2006
It is important to conduct a
thorough review regarding the
activities that are being performed on the equipment during
a Preventive Maintenance shutdown & that understanding that
most failures are not related to
the operating age of equipment
Rolly Angeles
Why Most Preventive Maintenance Efforts Fail ?

Every industry have their own way of doing Preventive Maintenance, yet
most of them are not satisfied with the outcome of their PM. Here are just
some of the failures they realize in their PM program :
PM is most of the time deferred by
operations to cope up with schedule
Unplanned breakdown is high even
with PM in place and almost everyone
have their own excuses
Paperwork is incomplete or either the
information is being faked
PM is costly due to replacement of
parts which are still in good condition
The worst part on PM failure is that management might not even know the
system had failed. It is analogous to having a patient die on a hospital
and the hospital continue to send you bills for their new services:
2006
Rolly Angeles
Survey On Top Problems on PM (as of September 2010)

1) Add on PM Checklists Syndrome - where PM checklists
and activities seems to grow
76
76
2) Infant Mortality Failures - where problems arises after a

PM replacement and overhaul
94
94
3) Replacement of good parts to conform with PM specs

and procedures
56
56
4) The Case of Random Failures - where random failures

are included in the PM checklists
78
5) Ageing workforce - nearing retirement

6) Lack of training on the maintenance function
44
98
7) Still Reactive and lot of corrective maintenance even

with a sound PM Program
99
78
44
98
99
8) Frequent reorganization in the plant - where new boss

makes a new system
36
36
113
113
117
117
9) Lack or poor documentation in PM

10) PM is waived - Operations wont give equipment for
PM to cope with production

2006
Rolly Angeles
Why Most Preventive Maintenance Efforts Fail ?

The traditional approach to Preventive Maintenance is that all breakdowns
are the same and all are bad. Maintenance must realize that all failures are
not created equal. Every single failure have their own set of consequences
Maintenance must understand that their
job is not about eliminating failures but

rather it has more to do on reducing or
eliminating the consequences of failure
Money spend must be justifiable

in the light of the consequences
of failure. Failure that result in
death, accident, environmental
damage & safety are simply not
acceptable
2006
Rolly Angeles
IS PREVENTIVE MAINTENANCE FEASIBLE ?

1) In a study conducted 95 out of 100 impellers will
reach a life span of 3 years, maintenance decide
to replace all 100 impellers before the 3rd year.
Answer : Preventive Maintenance is Feasible

2) In mining industry hydraulic pumps wears out
prematurely due to abrasion therefore the
maintenance prepare an MTBF study and found
out that the average failure is every 3 months.
Answer : Preventive Maintenance is not Feasible

3) A ball bearing is calculated to have a life of 5 yrs
however, in our experience, similar bearings seems
to fail randomly, others even reach a life of 3 months.
Maintenance decides to replace all ball bearings every
3 years, Answer : PM is not Feasible
4) All parts wear, others gradually and others will wear
out with respect to the age of the part. If majority of
the same parts will wear at a specific age then can
Maintenance declare that Preventive Maintenance is
feasible to use ? Answer : PM is Feasible

2006
Rolly Angeles
LEARNINGS FROM THE 5fth DISCIPLINE

Preventive Maintenance activities are
most effective on Age-Related or Wear

Out Failures, however, we still need to
address the most frequent failures w/c
are random & infant mortality failures
Not all similar parts will fail on the same
period, Preventive Maintenance are well

justified when the probability of failure
of parts will survive a specific age
Maintenance must understand that Infant
Mortality failures are introduce during

overhauls when the equipment is not
properly put back together. Overhauls
and replacement should be done by
skilled craftspeople with the right tools
2006
Rolly Angeles
LEARNINGS FROM THE 5fth DISCIPLINE

Learn that the most effective way of using PM is to understand when and
when not to use it, so that you can derive the most benefit from it
That PdM is not an isolated program and must be part of the Preventive
Maintenance Strategy
The best way to perform Preventive Maintenance is to understand that
failure have 6 patterns which means that not all parts will wear with age
MTBF if not applicable in determining the frequency of replacement
for PM since MTBF is just a probability and average
Application of Preventive Maintenance tasks will only be worth doing
and feasible to parts that will have a normal wear or deterioration
Frequency of inspection will depend upon
the pattern of failure and not just assigning
a routine daily, weekly, monthly or quarterly
monitoring. Likewise, understand the importance of adopting a functionality check
and inspection for protective devices
2006
Rolly Angeles
WORKSHOP ON BASIC MAINTENANCE DISCIPLINE

On a rate of 1 to 5, where 5 is the highest
rate your area on these Basic Disciplines
Training, Skills & Education
Measuring Maintenance Indices & KPIs
Establishing Autonomous Maintenance
Addressing Basic Equipment Condition
Preventive Maintenance Structure
Choose 1 Basic Discipline that

you think your industry needs to
improve most and state at least three
important learnings from this discipline
State the problems mostly encountered on
the Basic discipline you have mentioned
What do you think should be improved from the Basic Discipline
you have mentioned in your industry ?
2006
Rolly Angeles
MODULE 5
MAINTENANCE MANAGEMENT STRATEGIES

INTERMEDIATE DISCIPLINE

2006
Rolly Angeles
MAINTENANCE MANAGEMENT INTERMEDIATE DISCIPLINE

Intermediate discipline refers to the different strategies on maintenance
that are applied to improve equipments reliability. Once the basics
have been well established, we can now develop these strategies :
LIFE CYCLE
MANAGEMENT
LUBRICATION
MANAGEMENT
SPARE PARTS
MANAGEMENT
INTERMEDIATE DISCIPLINE
(STRATEGIES)
RELIABILITY
IMPROVEMENTS
2006
ROOT CAUSE
FAILURE
ANALYSIS
Rolly Angeles
6th Discipline of Maintenance Management
LUBRICATION MANAGEMENT
(INTERMEDIATE DISCIPLINE)

2006
Rolly Angeles
A BROADER STUDY OF OIL INCLUDES :

Tribology
Contamination
Control
Environmental
Regulations
Wear, Friction and

Lubrication
Different test applied
STUDY OF OIL
Synthetics
2006
Lubrication
Management
Oil Recycling
Filtration
Oil Analysis
Electro hydraulic Control

Centrifuge
Rolly Angeles
DEFINITION OF OIL :
A slippery or viscous liquid or
liquefiable substance not miscible
with water
A greasy, unctuous liquid of
vegetable, animal, mineral or
synthetic origin. Any number
of viscous liquids with a smooth
sticky feel
Usually flammable, insoluble in
water, soluble in organic solvents,
obtained from plants and animals,
from mineral deposits, & synthetics
THE NEED FOR OIL :
Lubricants are specifically

designed to reduce friction
and wear of contacting surfaces in machine components
2006
Rolly Angeles
TRIBOLOGY: FRICTION, WEAR AND LUBRICATION :

Friction is a force that is created when
two surfaces move across each other
(W) Weight
So long as there is friction there is wear
Area of Contact is the point of wear

Wear occurs due to friction
Purpose of lubrication is to separate
these contacting surfaces and reduce
friction and wear
(fs) Static
Friction
(F) Force
BLOCK
Surface
Where : Fn = W
(FN ) Normal Force

2006
Rolly Angeles
THE NEED FOR OIL :
Lubricants are specifically designed to reduce the friction

and wear of contacting surfaces in machine components
Thats why our PM states
that oil should be changed
regularly to prolong the life
of our equipment, right ?
2006
Rolly Angeles
FUNCTION OF OIL
To lubricate all moving internal parts
to minimize friction and wear
To dissipate heat
For contamination and corrosion control
To seal the piston rings & mating surfaces
Lubricating oil is made up of basestocks and additives

Base-stocks can be made from :
Petroleum,
Synthetic
Para-Synthetic
The base oils are then treated with chemicals and additives to form
different grades of lubricating oils for a variety of applications.
2006
Rolly Angeles
BIG ISSUE ON LUBRICATION

Every single PM Checklists has a form of lubrication activity that is being
performed in a timely fashion which states something like this :
What : Apply lubrication on bearing

When : Monthly
Who : Preventive Maintenance
If this is the case with you then, this is where CHAOS & CONFUSION starts
As to what specific lubricant to be used is unknown. Grease or Oil ?
If grease, what corresponding NLGI number must be used ?
What specific brand and type of grease is to be used ?
What specific temperature of grease is required for this application ?

How many shots or pump is needed or when do I know when to stop ?
How many grams of grease is required for this application and how do
you know when to stop pumping grease ?
Most of the time we blame it on the lubricant and not on the way
we actually perform our lubrication . . . . .
2006
Rolly Angeles
WHAT CAUSED OIL BREAKDOWN ?

Increase in temperature
Heat is the no. 1 reason that destroy oil
An indicator of heat tolerance is Flash Point
Lower the Flash Point , greater chance of
vaporization loss at high temperature and
oil to burn off on hot cylinder walls & pistons
Leads to oil thickening and deposit build-up
on critical engine components
Depletion of Additives
Minimum Flash point is at 400 degree F
The lifespan and protective ability of
your oils additives package is primarily
dependent upon the amount of contamination present in your oil, NOT the
number of miles or hours the oil has
been in service
Contamination of Oil

2006
Contamination comes in the form of solid,

liquid and air which should not be present
in the oil in the first place
Rolly Angeles
UNDERSTANDING HOW CONTAMINATION OCCURS
TYPICAL OIL FILTER

(Nominal Rating)
A conventional oil filter is design
to will trap particles 30 to
40 microns in size but those
smaller will remain in the oil
and some will be abrasive
and cause parts to wear
The fine particles that cause abrasive

wear are usually not visible to the eye.
Oil containing particles of this size can
actually look clean while having enough
abrasive particles to cause pump failure.
MORE FAILURES
OCCURS
FAILURE OCCURS AS
CONTAMINATION RISE

2006
CONTAMINATION
REMAINS IN THE SYSTEM
MOISTURE IN OIL
In most cases moisture
penetrates into the filter and
goes back again into the
providing more serious damage
into the system
ABRAISIVE
PARTICLES RUB
Rolly Angeles
OIL OXIDATION CHART

Water
Hours
None
No
3500+
Iron
No
3500+
Copper
No
3000
None
Yes
3500+
Iron
Yes
400
Copper
Yes
100
Catalyst
10
12
Acid Number Change

Ref: Weinschelbaum M:, Proceedings of the National Conference Fluid Power, VXXIII:269

2006
Rolly Angeles
TYPES OF WATER IN OIL
Entrained
Free gas or water suspended
in the oil in the form of small
bubbles or droplets
Emulsified
Microscopic droplets of water
distributed in the form of an
emulsion - may separate
Dissolved
Gas / water dispersed in the oil in the form of an homogeneous
molecular solution. Gas / water cannot be removed from a
solution with a conventional filter

2006
Rolly Angeles
OUR BELIEF ON CONTAMINATION

We believe that oil should be replace regularly by changing oil
If we dont change oil more parts will fail
Oil change must be done on a time dominated frequency (running hrs)
Contamination is also the reason for oil degradation, hence, the need to change oil
on a time-dominated (running hrs) frequency is essential. More contamination
means more failures and frequent change oil, therefore it is important to analyze
oil on the amount of contaminants as well as what elements are present and not by
the frequency of changing oil itself. By knowing this information, maintenance can
strategize measures to improve fluid cleanliness and lengthen its drain interval.
If oil can be maintained clean, then there is no reason to change it

2006
Rolly Angeles
DOES OIL WEAR OUT ?

The US Air Force says :
Despite the popular notion that oil breaks down
or wears out and is unfit for further use. Its
permanent value has been known to the U.S.A.F
since World War 1
Lubrication Engineering, Vol. 17

Oil does not wear out, Standard Oil of New York, Many times the question has
been asked does lubricating oil wear out ? The question should be answer in negative
Mobile Oil Technical Bulletin # 863

Oil does not wear out, breakdown or otherwise deteriorate to such an extent that it
needs to be changed, it becomes contaminated with water, acids, carbon particles
and sludge. Average Oil Filter can remove solid particles above a certain size. It
cannot remove water, acids, carbon particles all of which pass through the oil filter
just as readily is the oil
U.S. Standard Bulletin # 86

Oil does not wear out, but only gets dirty
Theory and Practice of Lubrication for Engineers, 2nd edition P590-591

Oil like any mineral and cannot wear out. Oil become dirty and contaminated but like
copper, iron or silver, when they are reprocessed they are as good as new
Rolly Angeles
2006
CASE STUDIES ON CONTAMINATION :

Test done by GM Corporation shows that 82% of
internal wear comes from particle less than 40 microns
SKF states that improper lubrication accounted to 54%
of bearing failures
Ford states that 80% of hydraulic system failures can
be treated to particulate contamination
Cummins Technical Center indicate that wear can be
reduced by 91% using a by-pass filter in combination with a full-flow filter
SAE states that contamination in lubricant of engines, transmissions & hydraulic

systems cause 70% of equipment failures
In a study by the Canadian National Research Council, contamination was
found out to be the leading cause of wear in a variety of industries investigated.
In fact 82% of all wear was found to be particle induced
Nippon Steel reduced bearing failures by 50% through aggressive contamination
control
International Papers Pine Bluff Mill reported a 90% reduction in bearing failures
again through aggressive contamination control program
According to Caterpillar, dirt and contamination are the no. 1 cause of hydraulic
system failures. J.I. Case states that with regards to hydraulic systems it must be
kept clean
SHOW VIDEO
Rolly Angeles
2006
CONTAMINATION CONTROL AWARENESS CAMPAIGN

CORRECT PRACTICES ON OIL HANDLING
Proper oil dispensing

preventing contamination
from the surroundings
Having a lubricating room or

a refilling room. Each container
having different types of oil
Closed top labeled

containers for different
types of oils used
When transporting oil use

sealed type dispensing
BAD AND WRONG PRACTICES ON OIL HANDLING
This types of oil handling practices are very prone to contamination

2006
Rolly Angeles
WORLD CLASS LUBE ROOMS : CONTAMINATION CONTROL

2006
Rolly Angeles
MICRON UNIT OF MEASUREMENT :

A micron is also known as a
micrometer, and exhibited as
A unit of length. One Micron or 39
millionths of an inch (0.000039")
Contaminant size is usually described
in microns.
A grain of salt is about 60 microns
The eye can see particles to about
40 microns. (0.00156 inch)
Average oil filters can trapped
particles from 30 to 40 microns
Many hydraulic filters are required
to be efficient in capturing a substantial percentage of contaminant
particles as small as 5 microns.
2006
Rolly Angeles
FUNCTION OF A FILTER :
The function of a filter is to remove
contamination from a fluid (liquid or
gas) in order to achieve a required
level of fluid cleanliness.
The FUNCTION of a filter is to clean
the oil, but the PURPOSE is to reduce
operating cost by reducing abrasive
and fatigue wear on components
FILTRATION DEFINED :
The removal of contaminant

from a fluid (liquid or gas)
stream through the use of
a porous medium
2006
Rolly Angeles
ABSOLUTE AND NOMINAL RATINGS OF FILTERS :

The absolute rating of a filter refers to
smallest size particle that will be removed
during filtration while nominal ratings refer
to the average particle size that will remain
in the fluid after filtration.
A nominal five-micron filter will trap particles

around 5 microns in size. An absolute 5 mic
filter will guarantee to trap all particle 5 microns
in size & larger.
Tests have shown that particles as large as 200 microns will pass through a nominal
rating of 10 micron filter. An absolute rating gives the size of the largest particle that
will pass through the filter or screen. This is the size of the largest opening in the filter.
Therefore, when buying filters always speak of absolute and not nominal.
Rolly Angeles
2006
ABSOLUTE AND NOMINAL RATINGS OF FILTERS :

ABSOLUTE
NOMINAL
FLOW
FLOW
Tapered Pore Structure

Upstream
Downstream
Magnified 500x

2006
Uniform Pore Structure

Upstream
Downstream
Magnified 500x
Rolly Angeles
BETA RATING OF FILTERS :
100,000
B3 =
50,000
100,000
B3 =
500
= 200
Nominal or Mean Efficiency Rating :
Absolute Efficiency Rating :
(BETA) ratio = 2.0 (50% efficiency).
(BETA) ratio = 75 to 200 (98.5% efficiency)
Beta Efficiency
Beta Efficiency
= (1 - 1/2) x 100% = 50 %
= (1 - 1/200) x 100% = 99.50 %
Particle counts greater than or equal to a given size upstream are divided by the particle counts greater than or
equal to the same size downstream.
This produces a Beta ratio,
denoted by the Greek letter
Beta, . The subscript on the
letter denotes the micron size
that was tested.

2006
Rolly Angeles
WHICH OIL FILTER WILL REALLY SAVE YOU COST ?

NOMINAL RATING
BETA 10 @ 50% Efficiency
FILTER COST : 490.00 RUP
REPLACEMENT COST
LABOR COST
LUBRICANT COST
DISPOSAL COST
DOWNTIME COST
= $ 75.00
= $ 8.00
= $ 5.00
= $ 7,200.00
SPARE PARTS COST

OVERTIME COST
= $ 1,500.00
OVERALL COST
= $ 8,821.00

2006
= $ 8.00
= $ 25.00
ABSOLUTE RATING
BETA 1000 @ 99.9% Efficiency
FILTER COST : 490.00 USD
REPLACEMENT COST
LABOR COST
DISPOSAL COST
= $ 490.00
LUBRICANT COST
DOWNTIME COST
SPARE PARTS COST
OVERHEAD COST
=$
=$
=$
=$
OVERALL COST
= $ 625.00
= $ 5.00
= $ 5.00
0.00
0.00
0.00
125.00
Rolly Angeles
BREAKING THE CHAIN REACTION OF WEAR

Typical Ineffective Filter
(bx = 2)
High Performance Filter

(bx = 200)
1st Pass
Gear Pump
Solenoid Activated
Valve Spool
Bearings
2nd Pass
Gear Pump
Solenoid Activated
Valve Spool
Bearings

2006
Rolly Angeles
WHAT IS OIL ANALYSIS ?

When we are examined,
our doctor may draw a
blood sample and send
it to a laboratory. Upon
receiving the blood test
result he then renders a
medical opinion or advisory which we are free
to accept or reject
Oil inside the equipment
can dictate its condition
through an Oil Analysis
Program Like blood, oil
contains a great deal of
information about the
envelope in which it
circulates
2006
Rolly Angeles
LEVEL 1 : CHECK OILs HEALTH AND CLEANLINESS

PARTICLE COUNTER
The most recognized & widely used oil

analysis instrument
This method aims to check the cleanliness

by determining the total number of particles
in several different size ranges
Service oils used must be within the target
cleanliness level. It can measure particles
from 2 to 100 microns. An increase in the
no.of particles can indicate potential failure
82% of wear problems are directly attributed
to particle-induced failures such as abrasion,
erosion and fatigue
Particle counters also have the ability to
quantify particles in different size ranges.
This quantification is often referred to as
the particle size distribution
2006
Rolly Angeles
LEVEL 1 : CHECK OILs HEALTH AND CLEANLINESS
Particle count is the procedure

recommended by the ISO for
establishing fluid cleanliness
standards
It measures both metallic and
non metallic particles alike
Of all the contaminants particles
contamination is the most destructive to the oil & machine
The objective of having a particle
counter is to control fluid cleanliness
level and not trending dirt levels
Best use for hydraulics and filtered oils
Particle Counters Detect, Measure and Count the individual particles;
Providing data on the number and size of particles present in a given
sample. The laser beam path is blocked by the contaminant
2006
Rolly Angeles
CONTAMINATION CLASSES ACCORDING TO ISO 4406 : 99
1) Solid Contamination Code

ISO 4406 - 87 to ISO 4406 - 99
- particles > 15 mic change to 14 mic
2) Calibration of Automatic Particles

ISO 4402 to ISO 11171
3) Multi-pass Filtration Performance

ISO 4572 - ISO 16889

2006
ISO 4406
CODE
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
Number of Particles
From
To
320,000
640,000
160,000
320,000
80,000
160,000
40,000
80,000
20,000
40,000
10,000
20,000
5,000
10,000
2,500
5,000
1,300
2,500
640
1,300
320
640
160
320
80
160
40
80
20
40
10
20
5
10
2.5
5
1.3
2.5
0.6
1.3
0.3
0.6
Rolly Angeles
CONTAMINATION CLASSES ACCORDING TO ISO 4406 : 99

ISO CODE :
24 / 25 / 24
4m
6m
14m
SAMPLE 1 :
Particle counter test reveals presence

of particle contamination as follows on
a 100 ml sample what is the ISO cleanliness level of the following :
0.5 micron
2 microns
6 microns
12 microns
15 microns
18 microns
- 6, 732
- 75, 783
- 98, 435
- 145, 089
- 46, 978
- 89, 789
Particle Conaminants : ISO

4406:99
Particles > or = than 4 microns = 75,783 + 6,732 = 82,515

Particle Counter Trending
300000
250000
200000
150000
100000
50000
> 4 mic
> 6 mic
> 14 mic
SAMPLE 6 :
23 / 25 / 24

2006
0
Sample Sample Sample Sample Sample Sample
1
2
3
4
5
6
Sample 1 Sample 2 Sample 3 Sample 4 Sample 5 Sample 6

> 4 mic
> 6 mic
> 14 mic
82515
243524
136767
78416
231489
129486
68914
221496
121345
71345
208916
116894
64316
201197
112476
55817
194865
104876
Rolly Angeles
STANDARD BASE CLEANLINESS TARGETS

MACHINE / COMPONENT
Roller Bearings
Journal Bearings
Industrial Gearboxes
Mobile Gearboxes
Diesel Engines
Steam Turbine
Paper Machine
Servo-Valve
Proportional Valve
Variable Volume Pump
Fixed Piston Pump
Vane Pump
Gear Pump
Ball Bearing
Turbine
ISO RATING
- 16/14/12
- 17/15/12
- 17/15/12
- 17/16/13
- 17/16/13
- 18/15/12
- 19/16/13
- 13/12/10
- 14/13/11
- 15/14/12
- 16/15/12
- 16/15/12
- 16/15/12
- 14/13/11
- 17/15/12
Offline Filtration Equipment
CCS2 Particle Counter
Determine fluid cleanliness of oil in ISO

and NAS Standards
Best used for hydraulic oil applications
Determine particles in different size distribution
2006
Rolly Angeles
TYPICAL CLEANLINESS LEVELS

New Oil From Barrel
22/20/18
System With Typical

Hydraulic Filtration 20/18/16

2006
FILTRATION FACT
New Fluid is not
necessarily clean
fluid. Typically,
new fluid right
out of the drum
is not fit for use
in hydraulic and
engine systems
and should be
filtered out prior
to using it. Clean
and New are not
the same
New System w/ Built-in

Contaminants 23/22/20
System with b3 >200 Clearance

Protection Filtration 14/13/11
Rolly Angeles
CASE 1 : DETERMINE THE PROBLEM
Hydraulic
Motor
HYDRAULIC CYLINDER
270 ppm
Downstream 260 ppm
VALVE
BLOCK
Hydraulic
Pump
250 ppm
262 ppm
Determine what is the problem from

this system that is generating
excessive contamination and wear
Breather
10 ppm
10 ppm
Drain Plug
s
2006
30 ppm
200 ppm
Rolly Angeles
ADOPTING A LUBRICATION STRATEGY

STEP 1 : Maintenance and Operations people
must be trained on lubrication strategy
and contamination control
STEP 2 : Determine the cost of lubrication and

spare parts that fail due to lubrication
for the past 3 to 5 years and make this
as your baseline data for improvement
STEP 3 : Adopt Contamination Control Awareness

as a strategy and not as a program of the
month. Understand proper Oil Handling
procedures and Storage Handling
STEP 4 : Set up proper storage system for all your

lubrication complete with proper lighting,
ventilation and adopt color coding when
necessary if your using different types of
lubrication in your plant

2006
Rolly Angeles
ADOPTING A LUBRICATION STRATEGY

STEP 5 : Address leaks in your equipment. If leaks
persists, adopt Root Cause Failure
Analysis
STEP 6 : When Contamination Control is in place

expect some savings in your lubrication.
Adopt an Oil Analysis Laboratory and
analyze the condition of your oil to
determine the types of contamination
present in your system
STEP 7 : Understand filtration system and adopt

high-beta rating on selected applications.
Use offline-filtration system and have
them part of your regular PM schedule
STEP 8 : Monitor your lubrication and spare parts

such as bearings, hydraulic pumps, seals
and assess the effectiveness of your
strategy
STEP 9:
If goals had been achieved, aim for more. Provide simple recognition
system and celebrate the success with your people

2006
Rolly Angeles
LEARNINGs FROM THE 6th DISCIPLINE :

Oil is the lifeblood of any equipment and provide useful information
on the condition of parts inside our equipment
Oil is change not based on the kilometers or running hours that the
equipment had run but based upon the amount of contaminants
present in the oil itself
Rate of wear inside an equipment is
directly proportional to the amount
of contaminants present in the oil. If
oil can be maintained clean, then
wear of oil & parts can be controlled

2006
Rolly Angeles
LIFE CYCLE MANAGEMENT

2006
Rolly Angeles

Life Cycle Cost refers to the total cost of equipment throughout its life.
The US Management and Budget defines LCC as the sum of the direct,
indirect, recurring, non-recurring and other related cost of a large-scale
system during its period of effectiveness.
In terms of production equipment, LCC can
be describe more simply as design and fabrication cost which is the initial or acquisition
cost plus the operation and maintenance cost
which is the running costs.
The initial cost will always be easy to see, but
the running cost are not. Failure to consider
the running cost can lead to many problems.
At least 80% of an equipments LCC can be
conceptualized at the design stage. Hence,
LCC = INITIAL COST + RUNNING COST

2006
Rolly Angeles
ATP MECO CLF PLATING MACHINE

MACHINE TYPE : EDF + EPL 2400S AUTOMATIC LOAD & UNLOAD STRIP TO STRIP
DEFLASH + PLATING MACHINE WITH THE CAPABILITY TO PROCESS 2400 STRIPS / HOUR
DESIGN
Evaluation
Design Cost
Quality Test
Revisions
Labor Cost
Engineering
FABRICATION COST COMMISSIONING COST OPERATION COST DECOMMISIONING

Quality Test
Procurement Cost
Modification Cost

2006
Installation Cost
Transportation Cost
Warranty Cost
Debugging Cost
Contractors Cost
Maintenance Cost
Spare Parts Cost
Downtime Cost
Energy Cost
Facilities Cost
Modification Cost
Training Cost
Labor Cost
Disposal Cost
Transportation Cost
Labor Cost
Spare Inventory
Rolly Angeles

Sometimes a higher performance product costs less than a commoditytype product, even though the price is higher. To gage whether this will
be the case we should look at the product life cycle cost, rather than the
purchase price or initial cost of the product.
Life Cycle Costing is a way of analyzing equipment purchase choices. If the decision was based
on several factors rather than its initial costs, we
will make our selection based on the least amount
to own over its entire life. This is all about Life
Cycle Management

2006
Rolly Angeles

Equipment must not only be inexpensive in terms of its initial cost
(also termed as procurement cost, fabrication cost ) but also in terms
of its running cost. This brings us to the key concept of Life Cycle
Cost and Management. Our goal is therefore to develop and design
equipment with the lowest possible Life Cycle Costs
LCC must not only be looked upon entirely
on purchasing new equipments but rather
it should also be used in selecting the right
spare or component to use
Most equipment designers emphasize

equipments initial cost over its running
cost, but today more designers are now
thinking in terms of LCC. They have now
learned that the surest path to profitability
lies in minimizing equipments LCC
2006
Rolly Angeles
UNDERSTANDING LIFE CYCLE COST

Beneath the initial
procurement cost
lies a much more
greater cost which
is all about LCC
EQUIPMENT COST
( TIP OF THE ICEBERG )
CONSUMABLES
MAINTENANCE
ENERGY COST
OPERATING COST
LABORS COST
SPARE COST
BREAKDOWNS
CONVERSION
TRAINING COST
COMMISSIONING
REPAIR COST
MODIFICATION
LOGISTIC COST
FACILITY COST
VENDOR COST
DISPOSAL
RUNNING COST OR LIFE CYCLE COST

2006
Rolly Angeles
WHICH OIL FILTER WILL REALLY SAVE YOU COST ?

NOMINAL RATING
BETA 10 @ 50% Efficiency
FILTER COST : 490.00 PESO
REPLACEMENT COST
LABOR COST
LUBRICANT COST
DISPOSAL COST
DOWNTIME COST
= $ 75.00
= $ 8.00
= $ 5.00
= $ 7,200.00
SPARE PARTS COST

OVERTIME COST
= $ 1,500.00
OVERALL COST
= $ 8,821.00

2006
= $ 8.00
= $ 25.00
ABSOLUTE RATING
BETA 1000 @ 99.9% Efficiency
FILTER COST : 490.00 USD
REPLACEMENT COST
LABOR COST
DISPOSAL COST
= $ 490.00
LUBRICANT COST
DOWNTIME COST
SPARE PARTS COST
OVERHEAD COST
=$
=$
=$
=$
OVERALL COST
= $ 625.00
= $ 5.00
= $ 5.00
0.00
0.00
0.00
125.00
Rolly Angeles
BREAKING THE CHAIN REACTION OF WEAR

Typical Ineffective Filter
(bx = 2)
High Performance Filter

(bx = 200)
1st Pass
Gear Pump
Solenoid Activated
Valve Spool
Bearings
2nd Pass
Gear Pump
Solenoid Activated
Valve Spool
Bearings

2006
Rolly Angeles
LEARNINGS FROM THE 7th DISCIPLINE
There is a tendency to reduce

costs by replacing parts with the
lowest possible cost. Reducing
costs and improving reliability are
not the same, in fact there are
cases when reducing costs will
affect the reliability of the machine
2006
Rolly Angeles
If we want to improve on cost,

we should focus not on the Initial
cost but on the Life Cycle Cost
of the component. This is where
a true and meaningful savings
can be realize on maintenance
Every maintenance should focus on improving reliability and not
on reducing cost WHY? because if reliability starts to improve
then cost will definitely go down, it cannot be the other way
around. Remember that there will be times that focusing on
reducing cost will affect reliability, a lesson we should reflect upon.
Having a low maintenance cost is always a consequence of good
maintenance practice . . . .
2006
Rolly Angeles
SPARE PARTS MANAGEMENT

2006
Rolly Angeles

When a machine fails, it is mostly caused by a part that fails to fulfill
its function. Mechanical parts wear and needs to be replaced and what
is important is to keep the downtime to a minimum. A storeroom is a
place to store parts that we need to keep our equipments running.
But managing spare parts simply means how fast we

can response in acquiring the right part during the time
when maintenance and operations needed them most
2006
Rolly Angeles
A good Spare Parts Management system ensures the

right parts gets to the right place at the right time
PROBLEMS ON SPARE PARTS
Out of control emergency buying
Everyones access to the spare parts
room during peak hours under the
honor and honesty system
Large amount of non-moving items
Wrong parts supplied
Wrong inventory of parts at hand
Parts unavailability when needed

Disorganized storeroom & time to get parts in the storeroom eat too
much time on the maintenance
ROLE OF SPARE PARTS IS TO PROVIDE PARTS QUICKLY WHEN NEEDED
2006
Rolly Angeles

A spare parts is not just a place to stock parts. It is a place for everything
and that everything should be in place. A good spare parts management
system must include the following
Receipt of incoming spare parts
Control of issuance to users
Control of parts inventory, min-max
Control over defective parts
Control of parts under warranty

Quality Control of incoming parts
Proper storage & handling for fast
and slow moving parts
Parts storage lifespan (due dates)
Data reporting, tracking
Control of obsolete parts
2006
Rolly Angeles

Proper planning and control of spare parts inventory is a critical
component of an effective asset management program. If the right
parts are not on hand when needed for routine maintenance or
repairs, downtime is prolonged. If too many parts are on hand, the
company absorbs excessive costs and the overhead of carrying
the inventory.
Housekeeping and orderliness

in the storeroom is an important
part of Spare Parts Management
responsibility, as this is critical
to the ability to retrieve the correct item quickly to the end user

2006
Rolly Angeles
Storeroom must be organized

Parts must be free from debri & clutter
to permit personnel access to parts
Locations must be labeled to reduce time
to search parts
Stepladders, stools & carts must be parked
in an area that is out of the main flow
Area needs to be separated through walls
or cage to discourage theft and to enforce
recording of parts receipts/issues for inventory accuracy purposes.
Lighting in the area should be sufficient
Strategic location of parts such as fast
moving parts should be located for easy
access while slow moving and big items
can be located at the back side of the store
2006
Rolly Angeles
Importance of Inventory Accuracy

One of the critical success factors for
a Spare Parts Management is achieving
a high level of inventory accuracy
Accurate inventory is defined as the correct part and quantity physically in the
storeroom and in the system
Lost of confidence in the storeroom can
result in maintenance stocking parts in
their cabinets, toolbox, shelves which
often result in excessive cost of parts
If the actual inventory is lower than the
system recorded, then the risk is high
that physically an out of stock condition
occurs, while if actual inventory is higher
than the system recorded then parts are
overstock even when its not needed
2006
Rolly Angeles
Preventive Maintenance Kit Building

One of the functions of the storeroom is
to provide parts, tools and supplies for
the technicians to perform PM Tasks. It
will be a good idea for the spare parts
personnel to have access over the PM
schedule. PM kits are prepared in advance before the PM schedule starts.
This saves time in acquiring the parts
to be used for PM activities.
When a PM is scheduled for work, the technician

presents the PM work order to the storeroom.
The system will show that the inventory has already been picked and is in the kitting hold area.
The technician can take the PM kit to the job and
the entire process of retrieving all the parts needed for PM
2006
Rolly Angeles
Freeing Up Of Obsolete Parts

Oftentimes, there are many parts held in
storage that do not belong to any equipment in the facility since it had already
been decommission. Overtime, equipment in the facility may be retired and
no longer in site, yet, the parts of that
equipment are still in the storeroom.
And worst, storeroom personnel may
still be ordering the obsolete parts

2006
When an equipment is retired, the

spares associated with it must be
identified so that they can be freed
from the storeroom, this will free up
space, storing obsolete items cost
money and space in the storeroom.
A plant can terminate plans to expand their storeroom by freeing up
space consumed by obsolete parts
Rolly Angeles
ROOT CAUSE FAILURE ANALYSIS

2006
Rolly Angeles
Root Cause Analysis Defined :
Root Cause Failure Analysis is trying to UNDERSTAND

why something went wrong . . . . . BOB NELMS
identifies the basic source or
origin of the problem so that
recurrence of the problem
may be prevented
Bob Nelms at Jakarta, Indonesia

Teaching Latent Cause Analysis
RCFA provides a methodology

for investigating, categorizing
and eliminating the root cause
of incidents w/ safety, quality,
reliability & manufacturing process consequences . . .
Identifying the Root Cause Failure Analysis event allows

us to explain the WHAT, HOW and WHY of the failure
2006
Rolly Angeles
Root Cause Analysis separates

the facts from hearsay. RCFA
is not about trial and error and
seeing what works and not
While there are many techniques in
analyzing a problem which provide a
quick answer, it does not mean that the
answer is correct everytime. A true and
meaningful Root Cause Failure Analysis
takes the time to prove that what we say
is fact & supports our hypothesis with
evidence before we spend our money to
improve the design of the equipment
When the facts are backed up by evidence & science and

they are separated from the fiction we now have a better
understanding as to the real Root cause of the problem
2006
Rolly Angeles
RCFA CASE STUDY : MISSING MONEY

CAUSE STUDY :
In the problem below a car wash manufacturer sold one of his complete, turn-key
car wash systems to a client in Maryland. This includes the change machines for
the people who wish to get change to wash their cars. The new owner recognizes
that he is losing a significant amount of money from this change machine and
insinuates that the manufacturers employees have a spare key and are stealing
the money. The problem started when
the new owner complained to Bill that
he was losing significant amounts of
money from his coin machines each
week. Bill just cant believe that his
people was stealing the money since
he have known them for many years
Bill then form a RCFA to get
to the bottom of the problem
The group decided to install

a surveillance camera to know
who was stealing the money
2006
Rolly Angeles

Logic Tree Diagram
Missing Money
(Money from the Change
Machine was missing)
Money was
never there
Money was stolen

from the machine
Change Machine
Malfunction
Customers not paying
(Theres a thief)
Not working properly
Stolen by
someone
Stolen by
something
The video surveillance indicates that the customers entering the car wash hence,
their hypothesis that customers was not paying was disregarded
The owner try to simulate the Machine by placing some coins in them and the
machine was then working properly so Change Machine Malfunction was not
the problem, It is clear to them that someone is stealing the money but who . . .

2006
Rolly Angeles

But the RCFA group had not given up and monitor the surveillance camera
and found out . . .
Thats a bird sitting on the change slot

of the machine and it had to go down
into the machine but why ?
Thats 3 quarters he has in his beak,

another amazing thing is that it was
not just one bird but several of them
There goes another bird this time

taking only 1 quarter
Once they identify the thieves, they found over $ 4,000.00 in the roof
of the car wash and more under a nearby tree, therefore, the case
of the stolen money was solved thanks to Root Cause Analysis . . .
2006
Rolly Angeles
EXERCISES : TEST YOUR ANALYTICAL SKILLS - 1

Detective Varnike was playing golf in the hotel garden, when a shot was suddenly heard in one
of the rooms. The detective appeared on the 1st floor and pushed slightly and opened the door
into a room. Help, someone wanted to kill me! cried addressing to Varnike a well-known
movie star stopped in the hotel's room. Just there was a man in a mask here. I was assailed by
him. I protected myself as I could, then he shot. Probably, during struggle I had snatched a pistol
out from him hands. After that he rushed to a door and disappeared in a corridor. Please, call police
Why did detective Varnike refuse to pursue the criminal?

2006
Rolly Angeles
Proper Root Cause Analysis

identifies the basic source or
the origin of the problem . . . .
Every system, spares or components
failure happens for a reason. There
are specific succession of events
that lead to a failure. RCFA follows
the cause and effect path from the
final failure back to its origin
The root cause analysis methodology
provides specific & solid foundation
for preventing the recurrence of the
problem or failure
Root cause analysis is a tool to better explain what

happened, to determine how it happened and to better
understand why it happen . . . . .

2006
Rolly Angeles

Failures have a pattern, we must realize that failure is actually
being looked back in reverse. The root causes are actually the
point at which failure began and the event is merely the result of
the root cause or how the failure manifest itself. And there is a
cause and effect relationship associated with the pattern of failure
Example
Does misalignment cause high vibration ?

CAUSE
OR
EFFECT
Does high vibration cause misalignment ?

Is it possible both ways that the equipment was misalign which
cause the high vibration to occur or due to high vibration it then
cause the equipment to be misalign
2006
Rolly Angeles
ROOTCAUSE IS LIKE A ROADMAP

PROBLEM
Root Cause
In performing Root Cause Failure Analysis, we are interested

to know the real cause of a particular failure by verifying each
hypothesis until we reach the final cause of the failure . . . . .
2006
Rolly Angeles
Understanding Why-Why Analysis :

Level 1
Kingdom
is Lost
Level 2
King is
Killed
Why is the king killed ?
King fell of
the horse
Why did the king fell of

the horse ?
Level 4
Horseshoe
comes off
Why did the horseshoe

come off ?
Level 5
1 nail short
on shoe
Why is it that one nail is

short on the horseshoe ?
Shortage
of nails
Why is there shortage of

nails ?
Prepare horses
for battle
Why prepare horses for

battle ?
Level 3
Level 6
Level 7

2006
Why is the kingdom lost ?
If the king is not killed then

the kingdom had not been
captured ?
If the horseshoe did not
come off the king might
not fell on the ground and
might not have been killed
The groomsman might
have prevented the king
from riding the horse due
to a missing nail and its
implications
If the kings horse shoe nail
was complete then it might
not have come of at all
If the city have been defended even if the king was

dead then it might not have
been captured ?
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Understanding Why-Why Analysis :

The story is told that before an important battle
a king sent his horse with a groomsman to the
blacksmith for shoeing. But the blacksmith had
used all the nails shoeing the knight's horses for
battle and was one short. The groomsman tells
the blacksmith to do as good a job as he can.
But the blacksmith warns him that the missing
nail may allow the shoe to come off. The king rides
into battle not knowing of the missing horseshoe
nail. In the midst of the battle he rides toward the
enemy. As he approaches them the horseshoe
comes off the horse's hoof causing it to stumble
and the king falls to the ground. The enemy is
quickly onto him and kills him. The king's troops
see the death, give up the fight and retreat. The
enemy surges onto the city and captures the
kingdom. The kingdom is lost because of a missing
horseshoe nail.
(1)
(2)

2006
(3)
(4)
(5)
(6)
(7)
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EXERCISES : Lets Determine The Sequence Of Events

Excessive Moisture
Bearing Failure
Lack Lubricant
Lack Lubricant
Bearing Failure
Corrosion Present
Leak in the seal
Excessive Moisture
High Acidity Level
Leak in the seal
Corrosion Present
Seal was damage
Seal was damage
High Acidity Level
Determine the problem and ask why to determine the

sequence of events in these sample
2006
Rolly Angeles
Physical, Human and Latent Causes :

Physical Cause, this is the physical
reason why the parts failed. This is the
technical explanation on why things
broke or failed
Human Cause, the human errors of

omission or commission that resulted
in the physical roots. Someone did
something wrong or did the wrong
thing
Latent Cause, the deficiencies in the

management systems or the management approaches that allows the
human errors to continue unchecked.
Flaws in the systems & procedures
All physical failures are triggered by humans. But humans

are negatively influenced by latent forces. The goal is to
identify and improve these latent forces
2006
Rolly Angeles
RCFA LOGIC TREE DIAGRAM
DESCRIBE THE FAILURE EVENT
In RCFA Analysis a Logic Tree is

used to work through a failure
The failure event is placed on top
followed by all failure modes or
possible causes of breakdowns
DESCRIBE THE FAILURE MODE
Each of the causes are hypothesis

that needs to be verified so that
HYPOTHESIS VERIFY HYPOTHESIS we have an understanding on w/c
of the causes actually led to the
DETERMINE PHYSICAL ROOTS & VERIFY problem
DETERMINE HUMAN ROOTS & VERIFY

DETERMINE LATENT ROOTS & VERIFY

2006
The next step consists of determining and verifying the physical

roots, human roots and latent
roots behind the failure. The final
cause will always have to do with
the latent cause of failures
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Physical, Human and Latent Cause :

Problem : Cylinder does not operate smoothly
WHY 1 : Why is it that the cylinder
dont not operate smoothly ?
Strainer was clogged
WHY 2 : Why is the strainer clogged ?
Oil was dirty
WHY 3 : Why is the oil dirty ?
Dirt enter the tank
WHY 4 : Why did the dirt enter the tank ?
Upper plate in the tank had a
hole and gap - Physical Cause
WHY 5 : Why was there hole and gap in
Evidence of dirt from Oil Analysis
the tank ?
Repair error during maintenance
work - Human Cause
WHY 6: Why was there repair error ?
No procedure to follow - Latent Cause
2006
Rolly Angeles
WHEN DO WE USE ROOT CAUSE FAILURE ANALYSIS ?

1) On recurring or failures that frequently fails
When the part or component frequently fails.
Or parts we replace frequently in our PM
2) When failures have environmental or nonconformance to regulatory provisions
3) When the cost of failure is high, such as
complete shutdown of operations
4) To improve design flaws and weaknesses
in our equipment in order to further lengthen
the life of the component or spare parts
5) When the impact of the failure is definitely
not acceptable to the user and might cause
harm and death
6) When the problem definitely cannot seem
to go away and Reactive, Preventive and
Predictive Maintenance is ineffective
2006
Rolly Angeles
RCFA WORKSHOP 1 :
CAUSE STUDY :
A pump was declared failed since it was not discharging fluid at all. The pump
failed due to a failure of the bearing. The maintenance decided to perform a
Root Cause Analysis on the failed bearing to determine the real cause of the
problem and have the failed bearing
analyzed on a metallurgical laboratory.
Arrange the causes in sequence to
determine the real root cause of the
problem
INSTRUCTION :
Brainstorm and analyze the case study
and rearrange the set of cards and prepare
a RCFA Logic Tree Diagram
Clues :
There are 6 or 7 levels in the logic tree
Metallurgical lab report indicates
that the bearing failed due to fatigue w/c is a a type of wear
The last level (Bottom part) will be the real root cause of the problem
2006
Rolly Angeles
CASE STUDY : BEARING FAILURE

REARRANGE THE CARDS TO FIND OUT THE ROOT CAUSE
OF THE PROBLEM
Pump Failure
(No discharge at all)
Overloading
Functional Failure
Dirt / Debris
Lack of Lubrication
No Training
Motor Burned Out
No Alignment Tools
Imbalance
Misalignment
Erosive
Abrasive
Valve Is Shut
Wear
Bearing Failure
High Vibration
Resonance
Fatigue
Corrosive
No Procedure
Adhesive
Clues :
a) Ask the team how can a bearing failed ?
b) These typical RCFA logic tree have 3 roots, the physical, human & latent roots
c) In this logic tree excessive or high vibration can be is caused by 3 things
d) Also determine what will be the ultimate solution to this problem

2006
Rolly Angeles
ANALYZING THE BEARING FAILURE LOGIC TREE

LEVEL 1
The pump may fail for a variety of reasons, in this case it is evident to the mtce
that the cause of the pump to fulfill its function of discharge fluid is bearing failure.
What the maintenance will do ?

A typical job of the maintenance is to replace the bearing with a new one
since the part had evidently failed and production is up and running again
but the question is asked, Did the problem go away ? No, it will recur again
on a given time
What the engineers will do ?

When we have our engineers take a look
at the failed bearing, he then takes a look

on failure history and data of the pump,
and conclude that a different type of bearing more heavy duty be installed. We
would then get a heavy duty bearing and
install it with the new design and again
the question is asked, Did the problem go away ?
2006
Rolly Angeles

Logic Tree Diagram
Pump Failure
Functional Failure
LEVEL 1
Motor Burned Out
Bearing Failure
Valve Is Shut
Failure Mode
Failure Mode
Failure Mode
Lets analyzed the failure of a pump

The pump failed since it is not discharging fluid at all
All causes are hypothesis and must be proven if they exists
The motor was checked and it was working, therefore, motor burned
out had been disregarded
The valve was open therefore, valve shut had been disregarded
The bearing had been analyzed and it was evident that there was
bearing failure, we now asked why the bearing had failed
2006
Rolly Angeles

LEVEL 2 : DIRT/DEBRIS and WEAR
The bearing may fail on a variety of reasons, such as dirt entry or ingression which
may have caused the accelerated wear of the bearing. All are probable causes and
are still considered as hypothesis. Hence, to distinguished the facts from hearsay
the bearing was sent to a metallurgical lab for further analysis to determine how did
the bearing failed to fulfill its function.
LEVEL 3 : WEAR DUE TO FATIGUE
The bearing had been analyzed and reviewed

by metallurgist and the report concluded that
there is strong evidence of FATIGUE, now
the other probable causes had been therefore eliminated we ask ourselves how can
fatigue occur on the bearing ?

2006
Rolly Angeles

Pump Failure
Logic Tree Diagram
Functional Failure
LEVEL 1
Motor Burned Out
Bearing Failure
Valve Is Shut
Failure Mode
Failure Mode
Failure Mode
LEVEL 2
Dirt / Debris
LEVEL 3
Lack of Lubrication
Overloading
Wear
Have the bearing analyze for its metallurgical lab on why it failed
Adhesive
Abrasive
Erosive
Fatigue
Corrosive
How
Lubrication in the bearing was checked and found out it is sufficient

Vibration monitoring shows there is no indication of overloading
The only possibility left was Dirt/Debris and Wear and so the team
decided to have the bearing test on a metallurgical laboratory
2006
Rolly Angeles

LEVEL 4 : HIGH VIBRATION
In Level 4 of our analysis we ask ourselves How can Fatigue occur on the bearing ?
We hypothesize that it can come from high vibration. We check our vibration
monitoring records and we are certain that there is evidence of excessive vibration.
Excessive amplitude from our vibration data supports our hypothesis that fatigue
occur on the bearing due to high or excessive vibration
LEVEL 5 : MISALIGNMENT
As we dig deeper into the root cause, again

we hypothesize, How can we have excessive
vibration? Possibilities is that it can come
from imbalance, resonance and misalignment
Again the vibration analyst verifies his vibration records and find out the resonance and
imbalance is not a major cause for the excessive vibration. We called the maintenance
who aligned the pump to align it again and
we observe his practices. From our observation we are certain that he does not know
how to align the pump properly
2006
Rolly Angeles

LEVEL 6 : NO PROCEDURE / NO TRAINING / IMPROPER TOOLS
We asked the mechanic if he had been trained in the proper alignment and he
said that he was never trained in how to align, there was no procedure for the
alignment and how frequent it should be performed
People often misalign because they were
never trained in proper alignment practices,
no procedure exists outlining alignment as
a required practice with specification or the
current alignment equipment we are using
is worn our or inadequate for the application
THIS IS THE LATENT CAUSE

2006
Rolly Angeles

Pump Failure
Logic Tree Diagram
Functional Failure
LEVEL 1
Motor Burned Out
Bearing Failure
Valve Is Shut
Failure Mode
Failure Mode
Failure Mode
LEVEL 2
Dirt / Debris
LEVEL 3
Lack of Lubrication
Overloading
Wear
Have the bearing analyze for its metallurgical lab on why it failed
Physical Cause
Adhesive
Abrasive
Erosive
LEVEL 4
Fatigue
Corrosive
High Vibration
How
How
Human Cause
LEVEL 5
LEVEL 6
Imbalance
Misalignment
2006
How
Real Root Cause of the Problem

Latent Cause
No Procedure
Resonance
No Training
No Alignment Tools
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WITHOUT RCFA WHAT DO THEY DO TO SOLVE THE PROBLEM

FROM A PREVENTIVE MAINTENANCE VIEWPOINT
The maintenance will merely change or replace the bearing. When BOSS says Make
sure that this does not happen again, maintenance add it up on the PM replacement
FROM A PREDICTIVE MAINTENANCE VIEWPOINT
Our CBM group can warn the operation of an impending failure to occur bought about
by excessive vibration in the pump. Although the failure is predicted, the life of the
bearing had not been reached
FROM AN ENGINEERING VIEWPOINT
Modify or change the bearing with a more heavy duty and put it in service. In short
we conclude at once to change out the bearings with a New Design
FROM A CONTINUOUS IMPROVEMENT VIEWPOINT
Brainstorming teams gather together with past history and data performance of the
pump and sees a variety of causes, however they are not certain which is the real
cause so they all agreed that it was due to the change in the lubricant
FROM AN OPERATIONS VIEWPOINT
Hold countless hours of meeting blaming the maintenance for not doing their job
FROM TOP MANAGEMENT VIEWPOINT
We penalize the culprits and even threathen to cut off their bonus pay if the same
problem arises in the future, or tell them Ill get another guy that can do the job better.
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2006
LESSONS FROM THE 9th DISCIPLINE
Never ever accept failures in your plant. Trouble shooting

is no longer an effective strategy. In todays competitive
world, the analysts finds real solutions to the problems
Failures have a lesson to teach us and
unless we learn from the failure and apply
the lesson then only can we realize that
failure wont repeat itself again
The new paradigm is that FAILURES MUST
NOT BE ACCEPTED it can be eliminated if
we know the right tools to address them.
The true job of maintenance is to eliminate
failures & not fixing them all the time . . . . .
When we get really good at fixing failures
it seems that the problem keeps on reapiting itself
2006
Rolly Angeles
RELIABILITY IMPROVEMENT
(RCM, PM4P, OER)

2006
Rolly Angeles
WORLD CLASS MAINTENANCE EXCELLENCE :

10 - 20 %
40 - 50 %
20 - 30 %
10 - 15 %
Preventive
Maintenance
Reactive
Maintenance
Level 2
Predictive
Maintenance
Proactive
Maintenance
Level 4
5 % and more
Maintenance
Prevention
Level 5
Maintenance Free
Plug and Play
Longer Lifespan
P-M Analysis
Failure Mode & Effect Analysis
Level 3
Failure Analysis
Condition-Based Maintenance
Use of Diagnostic Tools
Specialized Equipment
Predict Eminent Failure
Early Alert / Detection
Scheduled Overhauls
Schedule Discards
Outage Schedules
Level 1
Time-Based Maintenance
Band-Aid Maintenance
Stroke-Based/Running Hrs
Breakdown Maintenance Scheduled and Fix Intervals
Run to Fail / Destruction
The best maintenance structure a plant
No Scheduled Maintenance
can have is knowing when to use these strategies ?

2006
Rolly Angeles
RELIABILITY-CENTRED MAINTENANCE DEFINED

Reliability -Centred Maintenance : is a process used
to determine the maintenance requirements of any
physical asset in its operating context.
LIGHTER DEFENITION :
Reliability -Centred Maintenance : is a process used
to determine what must be done to ensure that any
physical asset continues to do whatever its users
want it to do in its present operating context.
7 BASIC RCM QUESTIONS :

1. What are the functions associated performance
standards of the asset in its present operating context ?
2. In what ways does it fail to fulfil its functions ?
3. What causes each functional failures ?
4. What happens when each functional failure occurs ?
5. In what ways does each failure matter ?
6. What can be done to predict or prevent each failure ?
7. What should be done if a suitable proactive task cannot be found ?
2006
Rolly Angeles
HOW IS RCM IMPLEMENTED ?

PHASE 3 : RCM INFORMATION WORKSHEET
Equipment No.
Determine the Assets

Operating Context
Sa Planned Maintenance
Isang Misyon, Isang Direksyon
FUNCTION
Equipment Type :
Component / Sub Assembly :
FUNCTIONAL FAILURE
Date Start :
Teamname :
Reviewed by : PM Committee
Rev. No.
Sheet
Date Complete
Leader :
Approved by :
Date
of
FAILURE MODE (Cause of Failure)
FAILURE EFFECT (What happens when it fails)
Determine the RCM

Information Worksheet
- Functions
- Functional Failure
- Failure Modes
- Failure Effect
PHASE 3 : RCM DECISION WORKSHEET

Equipment Type :
Equipment No. :
Isang Misyon,
Isang Direksyon pa rin . . .
Information
Reference
FF FM
Consequence
Evaluation
Date Started :
Date End :
Teamname :
Reviewed by :
Rev. No.
Leader :
Approved by :
Date :
Team Objective :
H1
S1
O1
H2
S2
O2
H3
S3
O3
Default Tasks
Proposed Tasks
Maintenance
Classification
(Check Classification)
PM
N1 N2 N3 H4 H5 S4
PdM NSM
FFT
Sheet
of
Initial
Interval
QUALITY
Can be done by
RED
Use the RCM Decision

Diagram to determine
the required Maintenance
tasks and include on the
RCM Decision Worksheet
2006
Ph3-9
LEGEND :
PM - Preventive Maintenance
PdM - On-Condition Tasks
NSM - No Scheduled Maintenance
FFT - Failure Finding Tasks
RED - Redesign
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RCM FMEA INFORMATION WORKSHEET

Equipment No.
Gearing Towards A
Pro-Active Mtce System
FUNCTION
1 To supply benzene to the
Equipment Type :
Component / Sub Assembly :
Teamname
:
ReviewedMANAGEMENT
by : PM Committee
WORLD CLASS
MAINTENANCE
Date Start :
Date Complete
Leader :
Approved by :
Rev. No. Sheet

Date
of
Benzene Storage System
FUNCTIONAL FAILURE
A Fails to supply benzene at all
FAILURE MODE (Rootcause)

1 Impeller jammed by foreign object
FAILURE EFFECT (What happens when it fails)

- The pump motor trips on overload and the motor overload
process at a minimum rate of
indicator lights up in the control room. The presence of
300 ltrs per minute
upstream filter means that this failure mode is only likely

occur if something is left in the system after maintenance
of if the filter element is holed or missing. It takes 4 hrs
to replace the impeller cartridge.
2 Line shaft bearing seizes due to
normal wear and tear
- The pump motor trips on overload and the motor overload

indicator lights up in the control room. The supply of
benzene to the process stops, which sounds additional
alarms. It takes 5 hrs to replace the pump
3 Pump shuts down due to spurious

signal from trip mechanism
- The mechanisms which could shut off the pump in this

way are the motor overload circuit breaker, the dry-run
mechanism and the high temperature switch. Although
these failures are rare, they each take about 3 hrs to
diagnose and rectify
4 Large particles in benzene cause

impeller bearings to sieze
5 Pump impeller wears out
- This failure is considered to be extremetly unlikely if the

filter in the supply line is adequately maintained
- These bearings are made from silicon carbide, so they
are likely to wear very slowly indeed if the benzene is
kept reasonably clean. Severe wear would allow the
inner magnets to touch the can, possibly damaging it,
and the pump trips out on overload. The motor overload
indicator lights up in the control room and supply of
benzene to the process stops. 15 min to diagnose the
problems and open the valve
6 Impeller bearing seizes due to lack

2006
of lubricant (lubricated by benzene)
- If these bearing seizes, magnetic drag causes motor

overload system to shut down the motor. However, if the
supply of benzene stops the dryrun unit should
trip the
Rolly Angeles
motor before the bearings are damage
HIDDEN FAILURE
CONSEQUENCES
SAFETY & ENVIRONMENTAL

CONSEQUENCES
WORLD
Will the loss of

function caused by this
failure mode on its own
become evident to the
operating crew under
normal circumstances ?
Does this failure

mode cause a loss
of function or other
damage which could
injure or kill someone?
S1
Is an on-condition tasks
technically feasible and worth doing?
Is there a clear potential failure

Does this task reduce the risks of
condition? What is it? What is the P- failure to a tolerable level?
F interval? Is the P-F interval long
enough to be of any use? Is it
consistent? Can the task be done at
intervals less than the P-F interval?

Does this task secure the availability
condition? What is it? What is the
needed to reduce the probability of a
P-F interval? Is the P-F interval long multiple failure to a tolerable level?
Yes
Yes
No
S2
Is an scheduled restoration tasks

technically feasible and worth doing ?
Is there an age at which there is a

rapid increase in the conditional
probability of failure? What is it? Do
most failures occur after this age?
Will the restoration task restore the
original resistance to failure?
Yes


multiple failure to a tolerable level?
Yes
No
S3
Is a scheduled discard tasks


Yes
Does this task reduce the risks of

failure to a tolerable level?



Yes
No
Does this task reduce the risks of failure

to a tolerable level ?
No
Do the scheduled discard tasks
H4 Is a scheduled failure-finding tasks
S4 Is a combination of the above tasks


Is it possible to check if the item has
fail? Is it practical to do the task at
the required interval?
Yes
Yes

2006
or the
environment
Yes
N2
Over a period of time, will the tasks

cost less than the costs of operational
consequences plus the repair of the
failure which it is meant to prevent?


Yes
No

No
Do the scheduled restoration tasks
N3
Yes
No
Do the on-condition tasks


Yes



condition? What is it? What is the PF interval? Is the P-F interval long
No


Yes
No

No
No scheduled maintenance
No
Combination of tasks
Yes
No H5
Could the
Yes

Yes
O3
N1

condition? What is it? What is the PF interval? Is the P-F interval long
O2
No
No scheduled maintenance
Redesign may be desirable

Do the scheduled
multiple failure
RSA
failure-findingMaintenance
tasks
affect safety
Excellence
Redesign is compulsory
O1
No
H3
No
Does this failure

have a direct adverse effect on
operational capability (output,
product quality, customer service
or operating cost in addition to
the direct cost of repair?

NON-OPERATIONAL
CONSEQUENCES
MANAGEMENT
No
H2
Does this failure

mode cause a loss of
No function or other damage
which could breach any
known environmental
standard or regulation?
Yes
No
H1
S
Yes
OPERATIONAL
CONSEQUENCES
CLASS
MAINTENANCE
No
No scheduled Maintenance
Redesign is Compulsory
RCM2 DECISION DIAGRAM

(ORIGINAL RCM2 DIAGRAM FROM JOHN MOUBRAY)
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RCM TASKS DECISION WORKSHEET

Equipment No. :
Equipment Type :
Team Objective :
Gearing Towards A ProActive Maintenance System
Information
Failure
H1 H2 H3
Reference
Consequence
S1 S2 S3
O1 O2 O3
FF FM
Leader :
H4
S4
O4
Dafault
Tasks
Initial
Interval
Responsible
- Redunduncy or Standy unit
CBM RTF RED MOD
- Check line shaft bearings for audible noise and vibration
- Monitor supply of lubricant to impeller bearings
n.a.
Maintenance
3 mo
Maintenance
n.a.
Maintenance
n.a.
Maintenance
4 mo
Maintenance
4 mo
Maintenance
- Use vibration analysis to monitor condition of impeller bearings
of
(Check Classification)
Date :
Maintenance
Classification
PM
N1 N2 N3 N4 H4 H5 S4
N
Approved by :
Proposed Tasks
2006
Reviewed by :
End :
Teamname :
Rev. No. Sheet
WORLDDate
CLASS
MAINTENANCE
MANAGEMENT
Date Started :
X
X
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TPM and RCM2 Strengths :

Point of Comparison
RCM2
1. Origin
Japan
United Kingdom
2. Founder
Seiichi Nakajima
John Moubray
3. Consultant Firm
JIPM
Aladon
4. Measure of Performance
OEE
MTBF by Component
5. Maintenance Goal
Zero BDO
Zero Failures
Reduce Consequence of
failure thats acceptable
6. Approach
Top-Down Approach
Down-Up Approach
7. Initial Approach
Establish BEC
Determine all FM
8. Concept
Continuous
Improvement
Maintenance
educate operators
Maintenance first
before redesign
Operators educate
Maintenance
11. Can It be combined
3 months/Step
per machine
YES
3 months/case/
machine or sub-assy
YES
12. Maintenance Focus
Address 6 Big Losses
Address Primary &

Secondary Functions
13. Aim on Maintenance
Maintenance Prevention
Pro-Active Maintenance
9. What it believes
10. Implementation time

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TPM
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What TPM and RCM believes

TPM believes that in order to advance
to any other improvement program,
Basic Equipment Condition must be
carried out first . . . . .
While RCM believes that the first step
is to change the way people think and
then apply this change thought to their
asset . . . . .

2006
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Every failure has a specific set of consequences associated with it, and
if it is very serious, efforts should be done to prevent or reduce
consequences of the failure itself
RCM, TPM and OER believes that
all failures behave according to the
6 failure patterns, and the best way
to address this will be to utilized all
the maintenance tasks simultaneously
with the aid of the decision diagram &
the key in determining the most appropriate maintenance tasks will depend
upon the consequences of failure

2006
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MODULE 6
SPECIALIZED DISCIPLINE
(ADVANCE DISCIPLINE)
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ADVANCE & SPECIALIZED DISCIPLINE

One of the requirements in pursuing this discipline will be
investment and training. It is very difficult to advance to these
discipline if the equipments basic had not been established
Savings generated through the
application of Basic & Intermediate
Discipline can be well spent on the
acquisition of these technologies
Most industries try to resort to these
strategies only to be abandoned in
a couple of years. Do not be misled
by vendors that promises a silver
bullet solution to maintenance
There is no single SILVER BULLET solution to

every maintenance challenges. Knowledge of what
maintenance management strategy to use and when
to use them will be the key to improve reliability

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CONDITION-BASED MAINTENANCE
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PREDICTIVE MAINTENANCE DEFINED
A person is gifted with 5

senses which are sense of
smell, touch, taste, hear,
sight. He can use these
senses to detect problems
on the equipment.
Condition-Based Monitoring
checks the condition of an
equipment through the use
of sophisticated measuring
instruments with precision
accuracy. Predictive Maintenance instruments are a higher
form of the human senses
2006
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These instruments allow us to see what we cannot see. It

allows us to hear what we cannot hear. Simply stated it
allows us to communicate better with our equipment's
A visible light picture (left) and an infrared picture (right) of two cups. One cup contains cold water, while
the other contains hot water. In the visible light picture we cannot tell, just by looking, which cup is holding
cold water and which is holding hot water. In the infrared image, we can clearly "see" the glow from the hot
water in the cup to the left and the dark, colder water in the cup to the right. If we had infrared eyes, we
could tell if an object was hot or cold without having to touch it.

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These instruments simply allow us to determine the problem
much more than our senses can either hear or see them. It
allows us to make decisions once a potential failure is visible
While INFRARED THERMOGRAPHY allows us to see the problem,

ULTRASONICS allows us to hear the problem with our senses
INFRASONICS
2006
SONICS
ULTRASONICS
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WHY USE PREDICTIVE MAINTENANCE ?

Some failure fail randomly and provides
symptoms that they are on the verge of
failing. These failures can be captured
through the use of Non-destructive
instruments call Predictive Maintenance
PdM allows maintenance to make

decision by being able to peer inside
your components and replace them
just before they fail. We are not basing
our maintenance decision on the schedule time interval but rather on the
actual condition of our components.
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PREDICTIVE MAINTENANCE :
Predictive Maintenance aids in detective potential failures in equipment
with the aid of specialized instruments. Maintenance is based on the
condition of the equipment which differentiate it from Preventive Mtce
Condition-Based
Maintenance
Equipment Diagnostic Equipment Monitoring

Technique
Technique
Just In Time Maintenance

2006
On-Line Monitoring
Equipment
On-Condition
Tasks
Reliability-Based
Maintenance
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CONDITION-BASED AND PREDICTIVE MAINTENANCE

Predictive Maintenance is a maintenance activity geared to
indicating where a piece of equipment is on the critical wear
curve and predicting its useful life or is in the verge of failing.
This is done with the aid of specialized diagnostic instruments
Predictive maintenance tends to be equipment oriented while CBM
is systems oriented CBM deals with the entire system as an entity

2006
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CONDITION-BASED MAINTENANCE DEFINED
CBM tasks entails checking for potential failures, so that

action can be taken to prevent the functional failure or to
avoid the consequences of a functional failure

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P-F INTERVAL
When to used CBM technique ?
P-F INTERVAL :
Is the interval between the

emergence of the Potential
Failure and its decay into a
Functional Failure
POTENTIAL FAILURE :
Is defined as an identifiable physical condition which indicates that
a functional failure is either about to occur or is in the process of
occurring
FUNCTIONAL FAILURE :
Is defined as the inability of an item to meet a specific performance
standard

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DETERMINING POTENTIAL FAILURES

Predictive Maintenance aids us in determining the potential failure or
symptoms that an equipment is in the process of failing. Changes or
increase in the following can denote a potential failure. Specialized
diagnostic instruments can aid in detecting the following :
Heat or temperature
Vibration
For Electrical we have
changes in resistance
changes in conductivity
changes in dielectric strength
Increase in Noise
Pressure change
Flow rate change
Lubricant contamination
Wall thickness decrement
Rate of corrosion
Leak detection
Crack detection
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PREDICTIVE TASKS :
On Condition tasks must be carried
out at intervals less than the P-F
interval
Longer than the P-F Curve

- Failure is Missed
Shorter than the P-F Curve
- Waste of Time
P-F INTERVAL
- Warning Period or Lead time to Failure
- Failure Development Period
- Measured in any units
- Running time, units of output, cycles etc
- Most commonly measured in elapsed time

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PREDICTIVE TASKS :
Point where failure starts to occur
(Not necessarily related to age)
Point where we can find

out that it is failing
(Potential Failure)
PRO-ACTIVE Tasks using

CBM or Predictive Mtce
Technology to predict Failures
Point where it has failed
(Functional Failure)
Potential Failures is an
identifiable condition which
indicates that a functional
failure is about to occur or
in the process of occurring
Many failure modes give some sort of warning that they are to occur. The P-F
curve shows how a failure starts, deteriorates to a point where it can be detected
(Point P), and if it is not detected deteriorates at an accelerating rate.
The P-F Interval is the interval between the occurrence of a potential failure and
its decay into a functional failure.

2006
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APPLICATIONS OF CONDITION-BASED MAINTENANCE
Infrared
Thermography
Oil Analysis
Noise
Monitoring
Vibration
Analysis
Corrosion
Monitoring
Wall Thickness
Decrement
Crack
Leak
Detection
Detection

2006
Ultrasonic
Monitoring
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Predictive Maintenance is never a
replacement for Preventive Mtce.
PM will always have its place in
the overall improvement strategy
of Maintenance Management
There are instances that checking
the condition of the equipment
is a much better strategy than
overhauling the equipment itself.
And there will be times that overhauling the equipment will induce
infant mortality or start-up failures
A good CBM strategy is not about monitoring
failures through the use of PdM instruments
but rather information from Predictive Mtce can
aid in determining the real cause of the problem
2006
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ADOPTING A CMMS
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PURPOSE OF CMMS
A Computerized Maintenance Management Software(CMMS) is an essential
operational and management tool for managing asset preservation, ensuring that production systems operate as required, & minimizing downtime.
An effective CMMS should be able to
support these functions by automating
administrative tasks, as well as gathering
relevant information in order to perform
this processes. CMMS also needs to be
able to develop and manage a strategic
plan for proper maintenance, replacement and upgrade of major assets.
The primary purpose of a CMMS is to manage, capture & track inspection,
maintenance and repair activities of an organization. Most CMMS perform
the basic function of providing work orders for repairs of equipment.
They provide a scheduling facility for maintenance for planned preventive
work on maintainable assets. And also collect costing details for labor and
materials related to the work performed.
2006
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PURPOSE OF CMMS
Advanced CMMS solutions can also improve many aspects of your mtce
daily activities, as well as provide you with the tools to understand and
analyze your maintenance and repair processes and trends. They can
eliminate your manual data entry, incorporate alerts, triggers, and escalation procedures, and shift your focus from unnecessary administrative
tasks to performing maintenance activities.
They can also assist you in planning and predicting future needs, prolonging the life expectancy of your assets, and managing your processes.
2006
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APPLICATION OF CMMS
Reliability
Reports
Predictive
Maintenance
Spareparts
Calibration
Schedules
Training & Skills
PM Schedule
CMMS
Purchase
Requisition
Maintenance
Indices / KPI
2006
Equipment
201 History
Expert & Repair
Procedures
Parts Lifespan
Monitoring
Repair & Mtce

Cost (RNM)
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ROLE OF CMMS IN MAINTENANCE MANAGEMENT
Condition-Based
Maintenance
Instrumentation
& Calibration
Precision of Gauges
Maintenance
Skills Enhancement
Specialization Training
Multi-skills programs
Guidance to Jishu-Hozen
Expert System
Oil Analysis Program

Infra-Red Thermography
Vibration Analysis
Leak Detection
Spare Parts
Management
Just In Time (JIT)
Inventory Control
CMMS
Computerized Maintenance
Management Software
Reliability & Continuous

Improvement Activities
Addressing Design Weaknesses
Root Cause and Failure Analysis

2006
RNM Cost Reduction

Spare Parts Reduction
Zero Breakdown
Strategies
Lubrication
Management
Contamination Control
Oil Recycling and Filtration
Wear Debris Analysis
Maintenance
Cost Control
4 Phases of Planned Maintenance

Address Basic Equipment Condition
Restoration Activities
Activities to reduce MTBF
Activities to improve MTTR
Preventive and Periodic Maintenance
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CONSIDERATIONS IN SELECTING THE RIGHT CMMS
STABILITY OF THE VENDOR : It is vital to ask the vendor how long he

had been in business. Choose a vendor that had been in business for a
number of years.
COMPONENT FEATURES : Before purchasing a CMMS, it is important
for the organization to determine what are your maintenance requirements and how will the CMMS serve your function. Each company have
a unique set of requirements and that the vendor should be the one to
adjust to your requirements and not you adjusting to the CMMS
2006
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CONSIDERATIONS IN SELECTING THE RIGHT CMMS

USER FRIENDLY: CMMS software
must be easy to use & learn. Once
the CMMS is installed, implementation must be quick & efficient
TECHNICAL SUPPORT: This must
be available specially for periodic
updates to keep technology current
in this fast paced digital age. Determine the support is available and if
it satisfy your requirements
COST OF CMMS : Cost will be one of the most important consideration
in the hunt for CMMS software. Even if all the features of a CMMS is
available at hand if the companys budget is way below the cost then
it will be useless. Compare at least 3 vendors and evaluate which of
them best fits your requirements in terms of cost, service, features
2006
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Savings generated from establishing the
Basics and from these reliability strategies
being initiated can be used as an investment
in acquiring Predictive and CMMS software
What is important before acquiring these
instruments and software is to define the
requirements needed so that maintenance
can generate the greatest benefit from it
These disciplines will require the heaviest investment of all & acquiring
these specialized disciplines requires investment not only in instruments
but in training and education. These disciplines require changes in the
maintenance organization and Maintenance Managers must be committed
to these changes. Once these factors are considered then only can we
derive the most benefit from its implementation
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MODULE 7
APPLYING THE 12 DISCIPLINES

2006
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From the book of Stephen Covey, Principle Centered Leadership,
a 4 Step approach can be applied for these disciplines
1) Where we are ?
2) Where do we want to go ?
3) How will we get there ?
4) How will we know we have arrived ?
1st : Determine where we are ?

Defines our current situation and
baseline on where the organization
maintenance structure currently is.
Make a selection of people and start
with a survey or you can select a
cross selection of members & have
them conduct an internal audit based
on these disciplines discussed
2006
Stephen Covey is perhaps best known as the author

of The 7 Habits of Highly Effective People, which is
ranked as a No. 1 bestseller by the New York Times,
having sold more than 13 million copies in 36 languages
throughout the world.
Rolly Angeles

1st : Determine where we are ?
Knowing where we are is the starting
point on any continuous improvement
initiative and effort
Start with the basic discipline first
and make an assessment on how
are we doing based on the learnings
provided. What is important is for us
to know where we are right now and
where do we plan to go.
Being World Class is not about benchmarking other industries but having
a thorough understanding about our
own failures and how we were able to
learn from it. Remember, failure are
good if we can learn from it.
2006
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HOW DO YOU RATE THESE DISCIPLINES IN YOUR INDUSTRY

THE 12 DISCIPLINES
10
1. Training & Skills

2. Measure Performance
3. Autonomous Maintenance
4. Basic Equipment Condition
5. Preventive Maintenance
6. Lubrication Management
7. Life Cycle Management
8. Spare Parts Management
9. Root Cause Failure Anal.

10. Reliability Improvements
11. Condition-Based Mtce
12. CMMS
Rate your current industry with 1 being the lowest and 10 the highest

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REMARKS
1) Is there a program for Autonomous Maintenance

in your industry ?
NO ACTIVITY
2) Does maintenance teach operators about

their equipment functions & can your operators
perform minor repairs and adjustments ?
NO ACTIVITY
3) Can operators communicate effectively with the

maintenance regarding what parts failed ?
NO ACTIVITY
4) Does operators understand their role in

establishing basic equipment condition on
their equipments ?
NO ACTIVITY
5) Does your operator knows how to detect

and pinpoint abnormalities and irregularities
on your equipment ?
NO ACTIVITY
6) Does operators perform regular checking on

cleaning and lubrication on their equipment ?
NO ACTIVITY
7) Does operators perform visual control on their

equipment to detect problems easily ?
NO ACTIVITY
8) Is their a program or training to improve the

skills of your operator ?
NO ACTIVITY
9) Can operators perform basic lubrication on

their equipment ?
NO ACTIVITY

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2nd : Where do we want to go ?
This will be the direction on which we
are going. Its important to know our
destination and letting our people know
that this is where our maintenance is
headed forth in the near future.
Its important to know our destination
and letting our people know that this
is where our maintenance is headed
forth. (Similar to Vision)
Aim for a high or ideal vision so that
people will continuously improve and
set a timeframe for achieving it.
It is rewarding to see what can truly happen
when the talents of the entire organization
are tapped in the breakthrough strategy
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3rd : How are we going to get there ?
This will be the path or map and the
things to be done in order to implement
the disciplines. These are the activities
and steps to be done in order to implement each of the 12 Disciplines
Maintenance must understand that these
Disciplines are long term and not short
term initiatives. Generate a Master Plan
for each of these Disciplines and have
them review regularly
This step determines how to bridge the

gap between the current status and
what we want to achieve on each of the
12 Disciplines
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GENERATE A MASTER PLAN OF COMPLETION

THE 12 DISCIPLINES
PREPARATORY
2008
2009
IMPLEMENTATION
2010
2011
STABILIZATION
2012
2013

3. Autonomous Mtce
4. Basic Equipment Cond

12. CMMS
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4th : How will we know we have arrived ?
The first & last Step is to define & measure
metrics & indices that not only tell us that
we have arrived but whether or not we are
headed in the right direction
It is important to measure our performance
on these disciplines in order to determine
if we have realized our goals
Measurements should be define

at the beginning of implementation and must be reviewed regularly. Success or failure of
all our efforts depend entirely
on these measurements
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RECOMMENDED MEASUREMENT FOR THESE DISCIPLINES

THE 12 DISCIPLINES
MTTR, NUMBER OF LEVEL 4 MAINTENANCE
OEE, MTBF, MTTR, BDO, MTBA, ETC.,
3. Autonomous Maintenance
NUMBER OF CERTIFIED OPERATORS PER STEP
4. Basic Equipment Condition
ABNORMALITIES CORRECTED
REDUCTION IN BREAKDOWN
REDUCTION IN LUBRICATION COST & FAILURES
SAVINGS GENERATED
REDUCTION IN SPARE PART COST & MTTR
INCREASE IN MTBF, ELIMINATION OF RECURRENCE
REDUCTION IN UNPLANNED BREAKDOWN & COST
REDUCTION IN UNPLANNED BREAKDOWN & COST
12. CMMS
ROI & SAVINGS GENERATED

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RECOMMENDED MEASUREMENTS
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WORKSHOP :
List down at least 5 most important learnings
from this seminar that you find very relevant to
your work
Which of the 12 Management Disciplines will
you prioritize and state the reasons why.
State your plans on how to execute the disciplines
you prioritize.

2006
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COMING SOON !
World Class Maintenance Management
The 12 Disciplines, Author: Rolly Angeles
Book Specs:
Total Pages: 314
Total Chapters: 15
Cover: Glossy Hardbound
Book Size: 8 x 11.5 inches
Total Figures: 133
Foreword Messages by C.Robert Nelms
and Vee Narayan
Availability: Mid August 2009

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COMING SOON !
Chapter 1: Introduction to WCM

Chapter 2: Discipline 1: Training and
Education
Chapter 3: Discipline 2: Setting-up
Maintenance Indices and KPIs
Chapter 4: Discipline 3: The Need for
Autonomous Maintenance
Chapter 5: Discipline 4: Addressing Basic
Equipment Condition
Chapter 6: Discipline 5: Understanding
Preventive Maintenance
Chapter 7: Discipline 6: Spare Parts
Management
Chapter 8: Discipline 7: Life Cycle
Management
Chapter 9: Discipline 8: Lubrication
Strategy
Chapter 10: Discipline 9: Reliability and
Improvement Strategies
Chapter 11: Discipline 10: Root Cause
Failure Analysis

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COMING SOON !
Chapter 12: Discipline 11: Predictive
Maintenance
Chapter 13: Discipline 12: CMMS
Chapter 14: Implementing the Twelve
Disciplines
Chapter 15: The Conclusion
To all maintenance and reliability people,

this is not only a technical book about
reliability and maintenance, it is a book
that makes every single maintenance
proud that they belong to the maintenance
function, Author, Rolly Angeles

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MODULE 8
LEARNINGS FROM THESE 12 DISCIPLINES

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1) Every maintenance must understand that
focus must be on Reliability and not Cost,
because if Reliability starts to improve the
Cost will definitely go down & it cannot be
the other way around. There will be times
that focusing on Cost will hurt reliability, a
lesson we all should reflect upon
2) Never accept failures in your plant. Troubleshooting & repair is no longer an effective
strategy, In today's competitive world of
manufacturing, the analyst find real solutions to our equipment problems. Always
remember that when our people become
really good at repairing failures then something is wrong, since we are doing it much
too often, but when we expect a different result from the same things
that we are doing, it just ain't possible, the Chinese called this insanity.
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3) The best time to address a problem is when it is small, it is very hard to
advance to any specialized maintenance activities & improvement efforts
if equipment's Basic Condition had not been established, we should
always remember our equipment is a shared responsibility for both
operators and maintenance people a lesson we must all learn from the
Japanese, this is the main essence of TPM . . . . .
4) A question on why industry remain
reactive may lead to a thousand
reasons or more & those who fear
that improving reliability may lead
to elimination of jobs are right only
to the point where they resist change.
Increasing reliability is not achieved
by cutting manpower nor are they
contrasting goals. Increasing reliability
means slowly getting out of the repair
business and opens new doors to the maintenance function
2006
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5) The real mission of the maintenance
department is to provide reliable physical assets & excellent support for its
customers by reducing unecessary
and intrusive maintenance. Do not confuse maintenance as synonymous to
repair, these 2 are entirely different.
6) There is no silver bullet program or

strategy that can transform a plants
reliability overnight all will start with
its basic foundation and that is by
EDUCATION and this is the most
most powerful weapon to change
the mindset of our people
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7) Applicability of Preventive Maintenance is limited only to failures
that will wear out and the maintenance function must accept that
infant mortality & random failures
exists and that the degree of maintenance requirements should always
be based upon the consequences
of failure itself

2006
8) The distinction between a true blooded

maintenance and a mechanic is a maintenance uses more of his brain than his hand
while a mechanic uses his hand much of the
time. Let us treat our people as maintenance
and not as mere mechanics. Give them the
respect and dignity they deserve . . .
Rolly Angeles
CLOSING :
A son asked his father, 'Dad, will you
take part in a marathon with me?
The father who, despite having a heart
condition, says 'Yes'.
They went on to complete the marathon
together. Father and son went on to join
other marathons, the father always saying
'Yes' to his son's request of going through
the race together.
One day, the son asked his father, 'Dad,

let's join the Ironman together.' To which,
his father said 'Yes' too.
Achieving WCM is like running

the IRONMAN race. Many will
start but only the thorough-bred
will finish . . . . .
For those who don't know, Ironman is the

toughest triathlon ever. The race encompasses three endurance events of a 2.4 mile
(3.86 kilometer) ocean swim, followed by a 112 mile (180.2 kilometer) bike ride, and
ending with a 26.2 mile (42.195 kilometer) marathon along the coast of the Big Island.
Father and son went on to complete the race together
WATCH THE VIDEO : TEAM HOYT

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CLOSING :
Team Hoyt Truly World Class People

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Change Must Always Come from Within . . . . .

Many people wants to change
something but nobody wants
to change themselves, Leo Tolstoy
Nobody says it better than the
late King of Pop - I'm starting
with the man in the mirror, I'm
asking him to change his ways.
And no message could have been
any clearer, if you want to make
the world a better place, take a
look at yourself and then make
that change, Michael Jackson
Because Change must always start
from within. To achieve World Class
Maintenance is to have a plan, a
team and a big heart.
(Michael Joseph Jackson 1958 2009)

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CLOSING :
Many say that People are our greatest
assets, I would like to state this differently
that the right people are our greatest
asset in any industry and we can only
have the right people if they are equipped
with the right knowledge to perform their
jobs better.
Maintenance is not about eliminating
failures. It has more to do about understanding the consequences of failures,
and that for every consequences there
is a feasible tasks at hand to manage,
control, and anticipate it so we can
derive the most benefit from it.
It is my hope that this 3 days training provide us some thoughts on

the best way to maintain our equipments and that whatever we do
with our lives, let us always remember that the learning just never
stops . . . MARAMING SALAMAT PO (THANK YOU) !
2006
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ACKNOWLEDGMENT
This is to thank the following people that have continuously provided me

knowledge and inspiration in driving my passion on reliability & maintenance . . .
RCFA Consultants and Rooticians

Bob Nelms of Failsafe Network, Vee Narayan author of Risk Analysis, Dr.
William Corcoran Saving Lives, Robert Latino of Reliability Center Inc.,
Terry Herrmann, Michael Mulligan, Bill Salot
My Friends from Reliability

Terrence O Hanlon, Steve Turner of PM Optimization, Daryl Mather, author of
Maintenance Scorecards, Sam Pickens, Bryan Weir CMMS Consultant , Joe
Peterson Maintenance Editor, Rui Assis Weibull Specialist, Dave Thompson,
Neil Bloom (RCM Author), Harald van der Avoird (TPM Consultant)
And most of all to our dear God Almighty for providing

me this opportunity to share this brief presentation . . .
And May God Bless Us All
Maraming Salamat Po !
2006
Thank you !
Rolly Angeles

WORLD CLASS MAINTENANCE STRATEGIES

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