09-Oct-14

MAINTENANCE SYSTEMS

by

H Agung Y

Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Figure 1.1 Cause and effect

C

EC
C

1 Simple Cause and effect

C
E

C1
E

5 Causal Loop

E
C

C2
2 Multiple Causes

C E
E1

In complex systems all of these

can occur simultaneously, which
is why root cause analysis is
often difficult to do.

C
E2
3 Multiple Effects

E C

E C

Also, the root cause often lies

Outside of your system. What do
you do then?

4 Causal Chain
Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Lost
Production

No money
available

Equipment
Malfunction
Connectivity
via a specific
causal loop

No
lubrication
Other
Training

Bearings not
lubricated
Other
Maintenance
not done

Parallel causal loops

each connected to
all other loops

Untrained
Technician

Training
inadequate

Technicians also not

not trained in other
maintenance tasks

Figure 1.2 - Connectivity and causal loops

Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Level 1 Individuals components maintain geometric shape

Level 2 Component maintain correct relationships within an item
Level 3 Items maintain correct relationship to each other
Example of knock-on effects
Transmits
misalignment
or vibration

Level 3

Wear causes
misalignment
or vibration

Pump
Level 2

Bearings
Rotor
Stator

Ball bearing
Level 1

Pump/ motor
Assembly``

Balls
Races
Gage

Misalignment
generates
Uneven load

Uneven Load
causes wear

Figure 1.3 Geometric integrity

Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Environment
Standards &
Specifications

Inputs

Procedures &
Instructions

Transformation
Process
Equipment
and services

Outputs

Knowledge
& skill

Figure 1.5 - The Generic Process Model (also known as the

Quality model)
Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Standards
Maintenance Objectives
Technical Specifications
Welding procedures
Safety Standards
Inputs
Financing
Information
Materials
Energy

Methods
Job Methods
Task Schedules
Safety plans
Quality Plans

Process
Maintaining
the plant
Hardware
Mobile Plant
Cranes & hoists
Hand tools
Electrical tools

Output
Work completed
to specification
Knowledge & skill
Management
Planning
Supervision
Craft skills

Figure 1.6 - A Maintenance Process Model

Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Measure
I
N
P
U
T
S

Money
Methods
Manpower
Materials
Machines

Perform
Task

OUTPUTS

Change input(s)

Reject
Standards
Accept

Compare
with
Release (becomes input into a
subsequent process )

Figure 1.7 - A generic process control model

Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Radiograph
Cost of weld
Weld procedure
Qualified Welder
Weld electrodes
TIG Weld Machine

Acceptable weld
Weld
Butt

Change input(s)
Reject
Penetration
Porosity

Welding
Standards
Accept

Compare with
Release for assembly (subsequent process)

Figure 2.8 A welding process control model

Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Maintenance
Management

Influence
Decisions

Environmental
Disturbances
Influences System but
System cannot control

Establishes
and controls

Machines

Measure
outputs O
U
T
P
U
T
S

Change

Transmit
Data

Money
I
N
Maintenance Provides P
Function
U
T
S

Continue

Manpower
Methods

Maintenance
process

Materials

Manpower
Work
Materials

RCI
Not acceptable
Improvement

Generates
Acceptable

Comparison
Standards

Reports
results

Reporting
process

Proactive Change

Figure 2.8 - Maintenance management control process

Dr H A Yuniarto

Industrial Engineering - UGM

09-Oct-14

Characteristics influence
structure & function

Functions
Managing
Specifying
Planning
Scheduling
Executing
Reporting
Improving

Structure
Money
Manpower
Methods
Machines
Materials
Structure influences
the functions

Characteristics
Complexity
Connectivity
Cause & effect
Emergent Properties
Feedback loops
Feed-forward

Functions generate
the characteristics

Environment Influences

Figure 2.1 System structure, function and characteristics

Dr H A Yuniarto

Industrial Engineering - UGM

10

09-Oct-14

Maintenance
Policy

Forced
change
(3rd order)

(By agreement with

other departments)
Establishes
objectives for

Continue

Gatekeeping
Influence System but
System cannot control

Measure
inputs

Maintenance
Strategy
~ Procedures
~ Workload
~ KPIs
~ Standards

I
N
P
U
T
S

Money
Manpower
Methods
Materials
Machines

If not to
standard

(1st

(2nd order)

~Legislation
~Production pressure
~Plant Modification
~Business performance
~Shortage of resources

Environmental
Disturbances

Measure
outputs

Planning
~ Collect
~ Collate
~ Plan
~ Schedule
Review

Execution
~
Prepare
Allocate
~
Perform
work
~ Compare
Report

order)
Feedback
data via

Change

Tolerate reduced
or
and If required, perform root cause investigation
Performance (only
as a last resort)
unacceptable
acceptable

Generates

O
U
T
P
U
T
S

Comparison Standards
(Performance Analysis)

Reports results

Reporting
System

Efficiency
Manpower
~Utilisation
~Performance
Work
~Completion
~Quality
Materials
~Stock cost
~% Turnover
Effectiveness
Reliability
Production.

Improvement
Corrective action
~Innovation
~Design out
~New Techniques
~New technologies

Feedback results to promote future improvement

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

Figure 2.3 Maintenance System process model

Dr H A Yuniarto

Industrial Engineering - UGM

11

09-Oct-14

Control is exercised over the maintenance function

by asking the following six critical questions
Is the maintenance strategy appropriate?
(does it serve current needs? if not ,why not?
Are we carrying out the maintenance strategy?
(are we working to the plan? if not ,why not?
Are we working efficiently?
(achieving the standards set ? if not ,why not?
Is the maintenance effective?
(plant output/ quality achieved? if not ,why not?
Is the maintenance efficacious?
(does it serve the wider system? if not ,why not?

Keep asking the

questions because
situations change

What is the total cost of maintenance?

(work performed within budget? if not ,why not?

Measure
& report

Detect any
deviation

Take action
to correct

Figure 2.6 -Principle of Maintenance Control

Dr H A Yuniarto

Industrial Engineering - UGM

12

09-Oct-14

Critical Questions
What is the capability of the maintenance organisation?
What is the capability of the system?
What is the relationship between system and organisation?

Organisations and systems dont always fit together

Dr H A Yuniarto

Industrial Engineering - UGM

13

09-Oct-14

Structure and function

Structure

= What it is

= the maintenance organisation

Function

= What it does = the maintenance workload

Methodology = How it does it = the maintenance system

Organisation

Workload

System

Workload effectiveness is influenced by organisation and system

Dr H A Yuniarto

Industrial Engineering - UGM

14

09-Oct-14

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

Organisation
Manpower

Features

System

Reliable processes
Integrated processes
Good communication
Simple as possible

Methods

Organisation and system aligned

The degree of misalignment
will determine the amount of
difficulty the people will have
Operating the system

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

Organisation
Manpower

System
Methods

Features
Unreliable processes
Disjointed processes
Poor communication
Overcomplicated

Organisation and system misaligned

Figure 3.1 - Fit between system and organisation
Dr H A Yuniarto

Industrial Engineering - UGM

15

09-Oct-14

Angular
misalignment

Over-machined
flange (too thin)

Distorted
flange

Badly fitted
gasket

00

00

Incorrect or
damaged gasket

Incorrect
cold gap

Wrong studs and nuts used

Worn studs and nuts used
Studs Over-tightened
Studs Under-tightened
Wrong tightening technique
Wrong tightening sequence
Axial misalignment
of mating flanges

Scratches on
flange face
Radial
misalignment

Pitting on
Flange face

Figure 3.2 Standards: some common reasons for flange leaks

Dr H A Yuniarto

Industrial Engineering - UGM

16

09-Oct-14

Attitude

Aptitude

-Limiting beliefs
-Willingness

Physical and/ or
mental ability

Human factors

What the person possesses

Organisational factors

What the system provides

Training

Practice

-Relevant to the plant

-Competently taught

Sufficient for
skill retention

Support
System must empower the individual
and not prevent him from working
(Studies have indicated that many performance problems
are caused by shortcomings in job structure and definition)
Figure 3.4 - Competence model
Dr H A Yuniarto

Industrial Engineering - UGM

17