CHAPTER Designing a PM Program FAILURE DATA ‘Vac faire data provide the intelligence for a PM program. Alter all, the objective of PM is to prevent those failures from recurring. A failure reporting system should identify the problem, cause, and corrective action for every call. An action group, prophetically called the Failure Review and Corrective Actions (FRACAS) Task Force, can be very effec- tive for involving responsible organizations in both detailed identification of problems and causes, and assignment of both short and long-term corrective action. The following are typical factory and field problems and codes that shorten the computer data entry to four or fewer characters: NOOP Not operable OTHR Other BELR Below rate PM PM INTR Intermittent © QUAL — Quality LEAK Leak SAFE Safety MOD Modification © WEAT Weather NOIS Noise NPF No problem found ‘The following are typical cause codes: 1. Not applicable 60. Program 10. Controls 70. Materials 20. Power 71. Normal wear14 Preventive Maintenance 21. External input 72. Damaged power 80. Operator 22, Main power supply _—_-90. Environment 30. Motors 99. No cause found 40. Drives PM. Preventive maintenance The typical action codes are: AJA Adjust/align Refurbish. CAL Calibrate REB Rebuild CONS Consumable LUBE Lube DIAG Diagnose MOD Modify REMV Remove PM PM R/R_ Remove and replace RPR_ Repair R/RE Remove and reinstall TRN Train INST Install NC Not complete INSP Inspect NK Not known ‘These parameters and their codes should be established to fit the needs of the specific organization. For example, an organization with many pneumatic and optical instruments would have sticky dials and dirty optics that would not con- cern an electronically oriented organization. Note also that the code letters are the same, whenever possible, as the com- monly used word's first letters. PMs are recorded simply as PM/PM/PM. The cause codes, which may be more detailed, can use numbers and subsets of major groups, such as all power will be 20s, with external input power = 21, main power supply = 22, and so on. It is possible, or course, to write out the complete words. However, analysis—whether done by computer or manu- ally—requires standard terms. Short letter and number codes strike a balance that aics short reports and rapid data entry. Use on the equipment at every failure should also be recorded. A key to condition monitoring PM is knowing how many hours, miles, gallons, activations, or other kind of use have occurred before an item failed. This requires hour Designing a PM Program meters and similar instrumentation on major equipment. Use on related equipment may often be determine by its relation. ship to the parent. For example, it may be determined that if a specific production line is operating for seven hours, then the input feeder operates five hours (5/7), the mixer two hours (2/7), and the packaging machine four hours (4/7). It is also important to determine the valid relationship between the cause of the problems and the recording mea- surement. For example, failures of an automotive starter are directly related to the number of times the car engine Is started and only indirectly to odometer miles. If startup or a particular activity stresses the equipment differently from normal use, those special activities should be recorded. Figure 3-1 is a combination work order and completion form. This form is printed by the computer on plain paper with the details of the work order on the top, space in the center for labor and materials for work orders that take a day or less, and a completion blank at the bottom to show when the work was started, when it was completed, the problem/ cause/action codes, and meter reading. Labor on work orders that take more than one day Is added daily from time reports and accumulated against the work order. Figure 3.2 shows the computer input screen for a simple service call report form that gathers minimum information necessary for field reporting. Those forms may be used as input for a com- puter system, when a direct-entry system in not available. IMPROVING EQUIPMENT RELIABILITY Total Productive Maintenance (TPM) and similar quality programs promote a holistic approach that includes equip- ment performance as a major enhancement to productivity. To reinforce the “five-fingered approach to effective mainte- nance” outlined in chapter 1, the fundamental thumb is elimi- nation of failures. Uptime of equipment is what counts. Maintainability and maintenance are most successful if we don’t have failures to fix.Figure 3-4 ‘A combination work order and completion form. Successful maintenance organizations spend more time on identification of trends and eliminating problems than they spend fixing repetitive breakdowns. Computerized Designing a PM Program 17 wowng.neures ot tek copes Figure 3-2 ‘Simple call report. maintenance management systems provide a tool to gather data and provide analysis that can lead to improvement. IMPROVEMENT PROCESS Figure 3:3 diagrams a business improvement process. A maintenance organization should start by measuring their own performance. For example, just a breakout of a typical day in the life of a maintenance person will be revealing. Many groups are chagrined to discover that maintenance staff actually work less than 30% of the time. Benchmark comparisons with similar organizations provide a basis for analyzing performance both on metrics and processes. The third step in goal setting Is to Identify realistic ideal levels of performance. These goals should have the following charac- teristics: Written Measurable Understandable Challenging Achievable