Thanks To DR Attia Gomaa

Training course:
Fundamentals Maintenance Management

‫أسس إدارة الصيانة‬
Author:
Prof. Dr. Attia H. Gomaa
Head of Industrial Eng. Department - Fayoum University

Industrial Engineering Consultant - AUC
Maintenance Engineering Consultant - EMC
attiagomaa@yahoo.com
2006
Fundamentals Maintenance Management
‫أسس إدارة الصيانة‬
Author:
Dr. Attia H. Gomaa
Head of Industrial Eng. Department - Fayoum University
attiagomaa@yahoo.com
Who Should Attend:
Managers, engineers, and other practitioners concerned
with maintenance planning and control in government,
industrial and services sectors.
Objectives:
 To provide the participants with the modern concepts and
techniques in maintenance planning and control.
 To train the participants on how to use and apply these
techniques in practice.
 To enhance the participants experience by discussing
some maintenance management problems and how to deal
with them.
Course Outline:
Level I: Traditional Maintenance Management
1. Maintenance Management Overview
2. Preventive Maintenance Management
3. Maintenance Control
4. Computer Applications
5. PM Case Studies
6. Machine Failure Analysis
Level II: Advanced Maintenance Management

7. Predictive Maintenance Management
8. Risk Based Inspection
9. Reliability Centered Maintenance
10. Total Productive Maintenance
11. Practical cases.
Fundamentals Maintenance Management 2 / 150
Dr. Attia H. Gomaa
LEVEL I
TRADITIONAL MAINTENANCE MANAGEMENT
1.Maintenance Management Overview
What is Maintenance?
BS 3811:1974
Maintenance is defined as:
 The work under taken in order to keep or restore a

facility to an acceptable standard level.
Or
 The combination of activities by which a facility is kept

in, or restored to, a state in which it can perform its
acceptable standard.
Maintenance Policies
“To Keep” “To Restore”
Planned Maintenance Unplanned Maintenance
- Time Based Maintenance - Corrective Maintenance
- Condition Based Maintenance - Run To Failure
- Risk Based Maintenance - Emergency Maintenance
- Break down Maintenance

Dr. Attia H. Gomaa
Preventive maintenance - Time-based PM
 Pure time )calendar) based: Weekly, monthly, annually, etc.
 Used (running) time based: 1000 km, 1000 RH, 3000 RH, etc.
Predictive (Condition-based) Maintenance

by monitoring key equipment parameters "Off-line or On-line"
 Vibration analysis
 Oil analysis
 Wear analysis
 Noise analysis
 Temperature analysis
 Pressure analysis
 Quality analysis
 Efficiency analysis, etc.
What are the main factors, which affect the

selection of Maintenance Policy?
o1 M
anufacturing maintenance recommendation
o2 System availability
o3 Safety factors
o4 Production process
o5 Operating conditions
o6 Information availability
o7 Resource availability
o8 Operating & maintenance cost
o9 Down time cost rate
o10 Failure and repair characteristics
Dr. Attia H. Gomaa
What is the Example:
Maintenance?
1-  System/equipment description
How to keep or  Main parameters
restore the facility at  Main items
acceptable standard
 Functional block diagram
level in certain
operating conditions?  Criticality
 Working conditions
2- Main failures:
How to prevent the
failures?
PM:
3- Main failures:
How to discover the
hidden failures?
Policy:
4- Main failures:
How to detect the
early failures?
Policy:
5- Main failures:
How to minimize the
risk of failures? Risk:
Policy:

Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
According to maintenance
information availability:
(1) (2) (3)

Complete Incomplete Without information
Information information
Unplanned CM
Planned PM Planned CM (or Emergency)
10%
70 % 20%
Maintenance Works
Planned Unplanned
% 70 ≤ % 30 ≥
PM Repairs Minor repairs Repairs

% 45 ≤ % 25 ≤ % 20 ≥ % 10 ≥
Typical Work (man-hour) distribution in engineering industries

Dr. Attia H. Gomaa
Experience
Maintenance
Planner
Tools Information
Experience:
 Technical
 Planning
 Analysis
 Decision making
 Problem solving
 Working conditions, etc.
Information:
 Catalog
 Forms / reports
 Data collection
 PM levels
 Job plans for each PM level
 Resources
 Cost rates
 CM work orders
 Failure analysis, etc.
Tools:
 Computer programs
 International standards
 Management tools, etc.

Dr. Attia H. Gomaa
What is the ratio between maintenance cost
& manufacturing costs?
 Maintenance costs are a major part of the total operating costs of all
manufacturing or production plants.
 Depending on the specific industry, maintenance costs can represent

between 15% and 40% of the costs of goods produced.
 For example in food related industries, the average maintenance

cost represents about 15% of the cost of goods produced; while in
iron and steel, pulp and paper and other heavy industries
maintenance represents up to 40% of the total production costs.
 US industry spends more than $200 billion dollars each year on

maintenance of plant equipment and facilities,
 USA Industries in 1983/ 1984: Maintenance Cost  $ 35 * 109 Per

year
Maintenance Cost: 10 – 25 % &

Spare parts Cost: 3 – 10 %
What are the main elements of Maintenance cost?
Direct cost:
 Spare parts & supplies cost
 Labor cost
 Contract cost
Indirect cost:
 Overhead cost
 Down time cost

Dr. Attia H. Gomaa
Maintenance cost = Direct cost + Overhead cost
Maintenance Costs Elements
 Cost to replace or repair

 Losses of output
 Delayed shipment
 Scrap and rework
Cost
Total Maintenance Cost
PM Cost
Down Time Cost

CM Cost
Best level PM level

Dr. Attia H. Gomaa
What is Maintenance Management (MM)?
 MM is a powerful systematic methodology to maximize the

facility performance and to improve the maintenance
resource productivity, through optimizing the maintenance
policies for the critical equipment.
 MM - is the application of knowledge, tools and scientific

techniques to identifying and analysis the maintenance
activities.
 MM - decision-making process to select the best

maintenance policies for improving the equipment reliability
to an acceptable level.
 MM is the art of matching a maintenance's goals, tasks, and

resources to accomplish a goal as needed.
 MM is “do the right things, with the right tools, and in the
right way".
Through:
1. Define the target and constraints,
2. Information collecting & analysis,
3. Maintenance planning,
4. Maintenance organization,
5. Motivation & direction,
6. Maintenance control,
7. Corrective actions, and
8. Learned lessons.

Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
Maintenance Management History
3rd generation
Higher plant
Availability &
reliability
2nd generation Grater safety

Better product quality
Higher plant availability
1st generation No damage to
Longer equipment life environment
Fix it when it
broke Preventive maintenance Longer equipment life
2000 1990 1980 1970 1960 1950 1940
How do you measure MM success?

Targets
Customer
Satisfaction
Time Cost & Resources

Dr. Attia H. Gomaa
Maintenance Planning Concept:
Before you start to maintenance plan, consider...

 Who is the ultimate customer?
 What are the customer needs?
 How long will the maintenance project last?
 Where are we now?
 Where should we end-up?
 What are the cost constraints?
 What are the technical challenges?
So, Maintenance Planning must determines what, when,

where, how, and by whom something is done.
 What is to be maintained? "Description"

 Why? "Target"
 How? "Method"
 By whom? "Resources"
 When? "Schedule"
 Where? "Location"
What are the main Types of MM Plans?

1- MM management level plans:
 Master plan Top management (10 -15 activity)
 Action plan Control management (50-100)
 Detailed plan Operational management (> 500)
2- MM Time plans:
 Long term 2 to 10 y Risk 15 to 25%
 Medium term 6m to 1 y Risk 7 to 10%

Dr. Attia H. Gomaa
 Short term 1w to 3 m Risk 3 to 5%
3- MM risk plans:
 Target plan (normal or most likely)
 Optimistic plan (best case)
 Pessimistic plan (worst case)
4- MM Strategic Plans:
 Strategic plan
 Tactical plan
 Operational plan
 Urgent plan
5- MM Planning Level:
 Overall plan “Complete information”
 Partial plan “Incomplete information”
 Urgent plan “Without information”
What is the Maintenance System?

A system is a collection of components (or items) that work
together to achieve a certain objective.
Technical Constraints -
Financial constraints-
Facility / Plan
Target- Maintenance at acceptable
Information- processes standard
Resources- Reports-
The output is equipment
Maintenance that is up, reliable, and
performance well configured to
indicators achieve the planned
Fundamentals Maintenance Management .operation of the plant
15 / 150
Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
Sub-system: Water Pump Unit
Control system
Flow rate: 35 m3/hour

Head: 750 m
Fluid type: Water
Multi-stage Pressure: 70 bar
centrifugal pump
El. Power: 132 kw
380 V, 3 ph
Environment
Figure - Functional block diagram for a pump
Motor Coupling Pump

rev/min 1800 ton/hr 35
bar 60
B1 B2
Figure – Main Components

Pump specifications:Valves specifications:
- -
- -
Motor specifications: Coupling specifications:
- -
- -
Bearing specifications: Strainer specifications:
- -
- -

Dr. Attia H. Gomaa
Current PM Program:
Item Job plan Frequenc
y
(1)
Motor
(2)
Coupling
(3)
Pump
(4)
Suction
line
(5)
Discharge
line
(6)
Valves

Dr. Attia H. Gomaa
Root Cause Failure Analysis:
Item Main Failures Root Cause MTBF
(1)
Motor
(2)
Coupling
(3)
Pump
(4)
Suction
line
(5)
Discharge
line
(6)
Valves

Dr. Attia H. Gomaa
1) Motor:
Failure PM PrD CM
Policy Freq. Policy Freq.
2) Coupling:
3) Pump:
4) Suction line:
5) Discharge line:
6) Valves:

Dr. Attia H. Gomaa
Developed PM Program:
Item Job plan Frequency
(1)
Motor
(2)
Coupling
(3)
Pump
(4)
Suction
line
(5)
Discharge
line
(6)
Valves

Dr. Attia H. Gomaa
Modern Maintenance Management Systems:
There are four modern approaches:
1- Optimal system maintenance (OSM),

2- Risk Based Inspection (RBI)
3- Reliability centered maintenance (RCM), and
4- Total productive maintenance (TPM).
Maintenance management methodologies
OSM RBI & RCM TPM

Main Improve Preserve system Improve overall
objective equipment function & improve system
availability system availability productivity
Approach Maintenance Improve the System overall
information maintenance program analysis
analysis and
System reliability Continuous
Using optimal analysis improvement
mathematical techniques
modeling Failure mode effect
analysis FMEA
Risk analysis

Dr. Attia H. Gomaa
Maintenance Policies
( 1) (5 )
Failure-Based Total-Based
Reactive (ReM): Global (GM):
(3) - OSM
- RTF
Condition-Based
- CM - TPM
Predictive (PdM):
- BD ::
(2) - Oil analysis
::
Time-Based - Vibration analysis
Preventive (PM): - Temperature analysis (4)
- Calendar: - Pressure analysis Risk-Based
Weekly - Wear analysis Proactive (PaM):
Monthly - Efficiency analysis - RCFA
:: :: - FMEA \ FMECA
- Running: - HAZOP
1000 R.H. - RCM \ RCM2
1000 K.M. - RBI ::
::
.Figure (1): Classification of maintenance policies
[Venkatesh 2003, Waeyenberg and Pintelon 2004, and Gomaa et al. 2005]
Policy Approach Goals

Minimize maintenance
Run to failure (fix-it
Reactive costs for non-critical
when broke).
equipment.
Use-based maintenance Minimize equipment
Preventive
program. breakdown.
Maintenance decision Discover hidden failures
Predictive based on equipment and improve reliability
condition. for critical equipment.
Minimize the risk of
Detection of sources of
Proactive failures for critical
failures.
systems.
Maximize the system
Global Integrated approach.
productivity.

Dr. Attia H. Gomaa
Identification of root
RCFA Eliminate failures.
causes of failures.
Identification of Improve equipment
FMECA
criticality of failures. availability.
Identification of
hazards and problems
HAZOP Improve HSE effect.
associated with
operations.
Determination of best
Preserve system
maintenance
RCM function & improve
requirements for
reliability.
critical systems.
Determination of an
optimum inspection Improve system HSE
RBI
plan for critical and availability.
systems.

Optimization
Maximize reliability measures
approach for the
OSM and minimize maintenance
global maintenance
cost rates.
system.
Comprehensive
productive- Maximize plant effectiveness
TPM
maintenance and resource productivity.
system.

Dr. Attia H. Gomaa
Preventive Maintenance Management
Why Preventive Maintenance should be done?

To Prevent Failure
To Detect Early Failure
To Discover a Hidden Failure
Rather, it is better to consider PM only when:

1- High Down time cost rate
2- High Safety level
3- Predictive M. cannot be applied
4- CM cannot be justified
What are the main targets of PM?

 Improving equipment availability/reliability
 Increasing equipment effective life time
 Increasing resource utilization
 Increasing productivity
 Reducing operating cost
 Reducing total cost rate
 Increasing profitability ratio
PM = Profit

Dr. Attia H. Gomaa
What are the main Elements of Planned
Maintenance?
1. Inventory list
2. Layout of facilities
3. Facility register
4. Maintenance program
5. Maintenance job specification
6. Maintenance schedule
7. Job orders
8. Follow up cards
9. Performance evaluation
Note : 1 to 5 Basic data, 6 Scheduling, and 7 to 9 Follow up and

evaluation.

Dr. Attia H. Gomaa
Maintenance Planning Steps:
1. System criticality analysis

2. Equipment selection
3. Information collection & analysis
4. Target & constraints definitions
5. Requirements & standard levels
6. Main failures determination
7. Root cause failure analysis (RCFA)
8. Best maintenance policy
9. Maintenance policy planning
10. Work orders
11. Measure
12. Analysis
13. Action
14. Performance evaluation & KPI
15. Improvement

Dr. Attia H. Gomaa
Step Description
1. System criticality HSE - Process – Down time – Cost –
analysis
2. Equipment  Critical equipment
selection  Non-critical equipment
3. Information Maintenance catalog – Design
collection & information – Equipment history-
analysis Working conditions- PMs – CMs –
Trouble shooting – Reliability
information – HSE instructions. etc.
4. Target &  Targets: Reliability, Availability,
constraints Down time, Cost, HSE level, .. etc.
definitions  Constraints: Budget, Spare parts,
Tools, Manpower, Information,etc.
5. Requirements &  Functional levels: Flow rate, Head,
standard levels Pressure, Power, .. etc.
 HSE levels
6. Main failures Functional failures - HSE failures –
determination Mechanical failures – Electrical
failures - .. etc.
7. Root Cause Main failures, Root cause, RRC,
Failure Analysis Mechanism, Probability, MTBF,
MTTR, Remedy.
8. Best maintenance  Run To Failure (RTF)
policy  Time-based (Preventive) PM
 Condition-based (Predictive) PdM
 Risk-based (Proactive) PrM

Dr. Attia H. Gomaa
Step Description
9. Maintenance Frequency- Levels- Alarm limits- Tools-
policy planning Job plan- HSE plan- Spare parts-
Duration- Manpower- .. etc.
10. Work orders  W/O # - W/O type- Dates/time -
Responsibility- Level - Alarm limits-
Tools- Job plan- HSE plan- Spare
parts- Duration- Manpower- Failure -
Root cause- .. etc.
 Complete Feedback.
11. Measure Running hours- Noise- Vibration-
Temperature- Oil level- viscosity- Flow
rate – Head – Speed - .. etc.
12. Analysis Noise analysis- Vibration analysis –
Temperature analysis - Oil analysis -
Flow rate analysis – Head analysis –
Speed analysis - .. etc.
13. Action - Good condition
- Call for service (PM)
- Call for repair (planned CM)
- Breakdown (unplanned CM)
14. Performance CM/PM- MTBF- MTTR- MTBM-
evaluation & KPI MTTM- Reliability – Availability-
Maintainability- RAM- Spare parts
consumption rates- .. etc.
15. Improvement  Information – Maintenance levels-
Tools – Spare parts – Manpower skills
– Time – HSE - .. etc.
 Approach: FMEA - RCM - RBI-
PMIS - .. etc.

Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
What are the main Elements of Maintenance
Plan?
1- Equipment name & code,

2- Equipment priority,
3- Maintenance start time,
4- Maintenance down time,
5- Maintenance level and type,
6- Maintenance job description,
7- Maintenance operations time,
8- Maintenance effort (man-hour),
9- Manpower requirements planning,
10- Spare parts and supplies requirement
planning,
11- Tools requirements planning,
12- Failure analysis,
13- Maintenance cost estimation,
14- Maintenance budget, and
15- Safety instructions.

Dr. Attia H. Gomaa
MAINTENANCE WORK ORDER
 Work order number
Requester Section:
 Plant (or department) name / code
 Equipment name / code
 Equipment priority
 Maintenance type & level (PM / Repair / Overhaul)
 Job scope & description
 Responsibility
Planning Section:
 Manpower types & skills
 Time estimation
 Spare parts
 Special tools
 Expected equipment down time (from xxx to xxx)
 Cost estimation
 Safety instructions
 Responsibility
Craft Feedback:
 Job scope & description
 Manpower types & skills
 Time estimation
 Spare parts
 Special tools
 Actual equipment down time (from xxx to xxx)
 Actual Cost
 Responsibility
Coding:
 Plant (or department), Equipment
 Resources (Manpower, Spare parts, Special tools)

Dr. Attia H. Gomaa
3- Maintenance Control
Total Control Indicators:
1- Work quantity control

 Over estimation
 Under estimation
2- Time control
 Behind schedule (late)
 Ahead schedule (early)
3- Cost control
 Cost overrun
 Cost under-run
4- Quality control
 Acceptable level
 Non-acceptable level
5- Inventory control
 Over estimation
6- Resources control
 Over estimation
7- Plant condition control (HSE, etc.)

 Acceptable level
 Non-acceptable level

Dr. Attia H. Gomaa
Control Steps:
1- What to control?
2- What is the standard (target) performance?
3- What is the actual performance level?
4- Comparison between the actual & target.
5- Detection of variance
6- Identification of causes of variance
7- Corrective actions
8- Learned lessons.
Total Control Levels:

1- Review and data collection.
2- Follow-up.
3- Performance evaluation.
4- Productivity analysis.
5- Corrective actions.
6- Learned lessons.
System Effectiveness
Efficiency Availability
&Utilization Reliability Maintainability

Resource productivity MTBF MTTR
MTBM MTTM

Dr. Attia H. Gomaa
Maintenance Control Levels:
- Maintenance Follow-up
- (Actual/Plan)
- Maintenance Performance Evaluation

-0 Time Availability
-1 Reliability
-2 Mean Time Between Failures
(MTBF)
-3 Mean Time To Failures (MTTF)
-4 Mean time to repair (MTTR)
-5 Mean time between repairs (MTBR)
-6 M
ean Time Between Maintenance
(MTBM)
-7 Preventive Maintenance Rate (PM
rate)
- Resources Productivity Analysis

Productivity Dimensions
Time Quantity Quality Cost
Effectiveness Efficiency
= Actual output / 1- Technical Efficiency
Planned output 2- Operating Efficiency
3- Production Efficiency
4- Economical Efficiency

Dr. Attia H. Gomaa
Maintenance System Effectiveness:
 It is related to performance.
 It is the degree of accomplishment of objectives.
 How well a set of results is accomplished?
Maintenance System Efficiency:

 It is related to resource utilization.
 It is the degree resources utilization.
 How well the resources are utilized to achieve
 the results.

Dr. Attia H. Gomaa
Productivity:
 It is a combination of both effectiveness & efficiency.
Productivity index
= Output obtained / Input expended
= Performance achieved / Resources consumed
Total productivity = Total output / Total input
Partial productivity = Total output / One of the inputs
MEASUREMENT OF MAINTENANCE EFFECTIVENESS
Equipment Losses Categories

Category Equipment losses Indicator
Down-time losses Equipment failures Equipment
(lost availability) Set-up and adjustments availability
Speed losses Idling and minor Equipment
(lost performance) stoppages performance
Reduced speed operation efficiency
Defect losses Scrap and rework Equipment quality
(lost quality) Start-up losses Rate
Resource losses Critical resource Resource
consumption rates productivity
Cost losses All the previous losses Repair cost
CM/PM cost ratio
Down time cost
Overall equipment effectiveness (OEE)

OEE = Equipment Availability × Performance efficiency × Quality rate
Total effective equipment productivity (TEEP)
TEEP =Utilization × Availability × Performance efficiency × Quality rate

Dr. Attia H. Gomaa
Net equipment effectiveness (NEE)
NEE = Uptime ratio × Performance efficiency × Quality rate
Mean unit between assists (MUBA):

MUBA = Total number of units produced / Number of stoppages
What is the effect of Maintenance Policy on the

Equipment OEE?
Maintenance Policy OEE
Operate to failure (RTF) 30 – 50 %
Good PM Program 60 – 80 %
Good bonus & incentive system
Good PM Program based on RCM
Good bonus & incentive system More than 80 %
What are the main factors, which affect the Equipment

OEE?
 Product quality
 Production continuity & rates
 Shutdown frequency
 HSE factors
 Equipment availability
 Resource availability
 Operating & maintenance cost
 Down time cost rate

Dr. Attia H. Gomaa
Maintenance Risk levels:
Objective Risk Levels:

Risk % 0-5 5 – 10 10 - 15 15 - 25 > 25
Risk level 0 1 2 3 4
Description Minor Low Medium High Major
Acceptable Risk limits:

 Long term 2 to 10 y Risk 15 to 25%
 Medium term 6m to 1 y Risk 7 to 10%
 Short term 1w to 3 m Risk 3 to 5%
Maintenance Safety Levels:
Level Severity Safety (people)

0 No Does not apply
1 Very low Slight injury
(Slight) Simple first aid
2 Low Minor injury
(Not Serious) No lost time
No Hospitalize
First aid
3 Medium Major injury
(Serious) Lost time
Hospitalize
Temporary disability
4 High Fatal injury
(Very Serious) Hospitalize
Permanent disability
5 Very High Multiple fatalities
(Catastrophic)

Dr. Attia H. Gomaa
Maintenance Performance Evaluation
 What are our measures?

 What are the units?
 What is the time frame?
 What data is required?
 What data is available?
 Quality of data
 Linking data to measures
How to measure the performance of PM program?
Four major factors that should control the extent of a PM program:

1- The cost of PM program (PM & repairs costs).
2- Equipment reliability & utilization.
3- HSE (Health, Safety and Environment) level
4- Down time cost.
S d
Availability = A = x 100%
S
Percentage of downtime = Id = 100% - A
S d
Mean time between failures = MTBF = f
df
Mean time to repair MTTR = f
Where, S = Scheduled production time
d = Downtime f = Number of failures.
df = Downtime delays from failures.
Example:
Scheduled production time = 31 day
Downtime = 6 day
Number of failures = 3 failure/month

Dr. Attia H. Gomaa
31  6
A = 31 x 100% = 80.6 %
Id = 100 - 80.6 = 19.4%
31 6
MTBF = = 8.33 days
3
6
MTTR= = 2 days
3
Maintenance Administration Indicators (%):

1- Overtime hours per month
2- Worker activity level
3- Worker productivity
4- Worker utilization
5- Scheduled hours
6- Preventive & predictive
Maintenance Effectiveness Indicators (%):

1- Overall effectiveness
2- Gross operating hours
3- Number of failures
4- Breakdown downtime
5- Emergency man-hours
6- Predictive & preventive
Maintenance Cost Indicators (%):

1- Maintenance cost
2- Maintenance cost/unit
3- Maintenance manpower cost
4- Subcontracted cost
5- Cost of maintenance-hour

Dr. Attia H. Gomaa
6- Supervision cost
7- Preventive maintenance cost
8- Cost of spare parts
Main Indicators Calculations:
Overtime hours per month = % =

Total overtime hours worked
Total hours worked
x 100
Worker activity level = % =

Standard hours earned
Total clock time
x 100
Worker productivity per month = % =

Standard hours
Total hours worked
x 100
Worker utilization = % =
Hours spent on productive work
Total hours scheduled for work
x 100
Scheduled hours versus hours worked = %

Hours scheduled
= Total hours worked x 100
Preventive and predictive maintenance conducted as

scheduled = %=
Total man - hours of preventive and predictive maintenance executed
Total man - hours of preventive and predictive maintenance scheduled x 100
Predictive and preventive maintenance coverage% =

Total man - hours of predictive and preventive maintenance
Total man - hours worked
x 100
Overall equipment effectiveness (OEE) = A x S x Q
A = Availability indicator S = Speed indicator

Q = Quality indicator

Dr. Attia H. Gomaa
Planned production time - Unplanned downtime
Availability = A = Planned production time
Actual amount of production

Speed = S = Planned amount of production
Actual amount of production - Unaccepted amount

Quality = Q = Actual amount
Percentage of gross operating hours % =

Number of gross operating hours
Number of gross operating hours  Downtime for maintenance x 100
Number of failures in the system (NFS) =

Number of production stops
Number of gross operating hours
Equipment downtime caused by breakdown % =
Downtime caused by breakdown
Total downtime
x 100

Dr. Attia H. Gomaa
Emergency man-hours % =
Man - hours spent on emergency jobs
Total direct maintenance hours worked
x 100
Emergency and all other unscheduled man-hours % =

Man - hours of emergency and unscheduledjobs
Total maintenance man - hours worked
Evaluation of predictive and preventive maintenance % =

Jobs resulting from inspections
Inspections completed x 100
Cost of maintenance to added value of production % =

Direct cost of maintenance
Added value of production x 100
Maintenance cost per unit of production = Cost per unit

Total maintenance cost
= Total units produced
Manpower component in the maintenance cost % =

Total maintenance manpower
Total direct maintenance cost
x 100
Cost of subcontracted maintenance =% =

Cost of subcontracting (manpower)
Direct cost of maintenance
x 100
Ratio of labor cost to material cost of maintenance =

Total maintenance labor cost
Total maintenance material cost
Cost of maintenance-hour = $ =
Total cost of maintenance
Total man - hours worked
Supervision cost as a percentage of total maintenance cost %=

Total cost of supervision
Total cost of maintenance
x 100

Dr. Attia H. Gomaa
Progress in cost reduction effects = Index =
maintenance man - hours spent on scheduled jobs
Maintenance cost/Unit of production
Preventive maintenance (PM) cost as related to breakdown

maintenance
Total PM cost (including production losses)
%= Total breakdown cost
x 100
Inventory turnover rate per year =

Annual consumption cost
Rate = Average investment inventory
Cost of spare parts and material to maintenance cost

Total store issues and purchases
% = Total direct maintenance cost x 100
Ratio of stock value to production equipment value =

Average stock value
Replacement value of production equipment

Dr. Attia H. Gomaa
4- Computerized CMMS
“More than 100 Ready-Made Packages”
Most common CMMS:
• EMPAC www.plant-maintenance.com
• FMMS www.kdr.com.au
• GPS5 www.gps5.com
• IMAINT www.dpsi.com
• IMPACT-XP www.impactxp.com
• IMPOWER www.impower.co.uk
• MAINPAC www.mainpac.com.au
• MAINPLAN www.mainplan.com
• MAXIMO www.maximo.com
• MP2 www.datastream.net
• OEE MANAGER www.zerofailures.co.uk
• OEE SYSTEMS www.oeesystems.com
• OEE TOOLKIT www.oeetoolkit.com
• OEE-IMPACTwww.oeeimpact.com
• PEMAC www.pemac.org
• PERFORM OEE www.ssw.ie/performoee.asp
• RAMS www.reliability.com.au
• RCM Turbo www.strategic.com
• REAL-TPI www.abb.com
• SAP-RLINK www.osisoft.com
• TPM Software www.tpmsoftware.com

Dr. Attia H. Gomaa
CMM
S
Most MMIS systems can usually:
1. Track components,
2. Provide logistic support (e.g., spares inventory),
3. Store maintenance history,
4. Alarm predetermined maintenance activities,
5. Produce management reports.
A small number of these systems are able to:

6. Analyse maintenance history, and
7. Determine “optimal’ policies for components and sub-systems.
For a complex system, MMIS will also have to:

8. Incorporate expert opinion in a knowledge base,
9. Incorporate subjective data from experts,
10. Combine maintenance activities into schedules,
11. Update schedules with occurrence of events such as failures etc,
12. Plan resources, and
13. Measure the effectiveness of maintenance activities.
This requires a more quantitative and scientific approach

to maintenance management.

Dr. Attia H. Gomaa
What is the effect of the Good Computerized Maintenance
Package?
1- Increase labor utilization by 5 – 25 %

2- Increase equipment utilization by 5-15%
3- Decrease spare parts inventory by 10-20%
4- Decrease down time cost by 5-15%
CMMS Block diagram:
Inputs Tool Outputs

1- Reference data 1- Maintenance labor force.
2- Equipment list Excel 2- Average system availability.
3- Equipment priority 3- Annual downtime cost losses.
4- PM information
5- Resource list 4- Annual maintenance cost.
6- Working conditions 5- Annual PM plan.
7- CM information 6- Maintenance resources
8- Cost rates 7- Monthly PM plans.
9- Other data 8- Maintenance work order
10-Actual performance 9- Other reports
10- Maintenance Control

Dr. Attia H. Gomaa
CMMS main Steps:
Maintenance engineering phase
Step 1: Maintenance system overview
Step 2: Maintenance system study phase
Step 3: Maintenance system conceptual design

phase
Step 4: Maintenance system detailed design phase
Step 5: Maintenance system programming and

hardware
Step 6: Maintenance system evaluation

Dr. Attia H. Gomaa
5- PM Case Studies
Case (1):
How to construct the coding & criticality systems:
EQUIPMENT CODING
Location Equipment Type Equipment Tag #
1 2 3 4 7 8
Propose a coding system and priority rules for the following
equipment:
Plant Equipment Type Number of
Systems Location Machines
Productive Turning 4
systems Machining Milling 2
shop Drilling 2
Grinding 2
Press 1
Induction furnaces 2
Foundry Molding machines 5
shop
Arc Welding 1
Welding
shop
Supportive Fork lift 4
systems Material
handling
Compressor 2
Air room
Pump – 50 HP 2
Water Pump – 100 HP 2
room
Diesel generator 2
Power
room

Dr. Attia H. Gomaa
Equipment Coding Structure:
Location Equipment Type Equipment Tag #

1 2 3 4 7 8
Equipment Type
Location
01 Machining shop 01 Turning
02 Milling
03 Drilling
04 Grinding
05 Press
02 Foundry shop 10 Induction furnaces
11 Molding machines
03 Welding shop 20 Arc Welding
04 Material handling 30 Fork lift
05 Air room 40 Compressor
06 Water room 51 Pump – 50 HP
52 Pump – 100 HP
07 Power room 06 Diesel generator
Example: 010202
01 02 02
Machining shop Milling #2
Example: 065201
06 52 01
Water room Pump – 100 HP #1

Dr. Attia H. Gomaa
EIGHT LEVEL DECOMPOSITION:
Level Characterization
0 System
1 Sub-System
2 Major Assembly
3 Assembly
4 Sub-Assembly
5 Component
6 Part
7 Material
EQUIPMENT PRIORITY
Failure effect:
- Effect on HSE
- Effect on Production
- Effect on Cost
Failure Probability:
- Failure Frequency
Example:
Factors % Levels
1- Production 30 V- Very Important
I- Important
N- Normal
2- HSE 30 V- Very Important
I- Important
N- Normal
3- Stand by 15 WO- Without
WS- With Standby
4- Value 5 H- High Value
M- Medium
L- Low

Dr. Attia H. Gomaa
Priority
Level Description
A Group A: Equipment with 100% duty factor, whose
failure involves production losses and potential safety
hazards.
B Group B: Equipment with a ratio duty factor, i.e.,
having some standby, whose failure involves
production losses and potential safety hazards.
C Group C: Equipment with standby, whose failure
involves either production losses or potential safety
hazards.
D Group D: Equipment with standby, whose failure
involves neither production losses nor safety hazards.
Equipment Priorities
Equipment Type Priority Level
Location
Machining shop Turning B
Milling B
Drilling B
Grinding B
Press D
Foundry shop Induction furnaces A
Molding machines B
Welding shop Arc Welding A
Material handling Fork lift C
Air room Compressor C
Water room Pump – 50 HP C
Pump – 100 HP C
Power room Diesel generator A

Dr. Attia H. Gomaa
Case (2):
How to select the best maintenance policy?
 Number of Engine 2000
 Capital maintenance policy for engine is as follows:
Four Policies:
 Replacement after first failure (after 36 month)
 Repair (010) after first failure & Replacement after

second failure (after 30 month)
 Repair (020) after second failure & Replacement after

third failure (after 24 month)
 Repair (030) after third failure & Replacement after fourth

failure (after 15 month)
Cost rate:
Replacement $ 10,000& Repair $ 3,500
Required:
 Select the best maintenance policy
 Estimate the annual budget for the best policy
 Target maintenance plan

Dr. Attia H. Gomaa
Case (3):
The yearly maintenance information for ten gas

generators (GG) in a site are as follows:
1- Working conditions for each GG:

 Average working hours 7000 hour/year
2- PM Levels for each GG:

 Check oil level every 150 R.H. (about 2 liter)
 Change oil every 750 R.H. (about 20 liter)
 Change oil filter every 1500 R.H.
3- CM for each GG:

1. Average oil quantity is 100 liter/year/G.G.
4- Cost rates:
2. Oil cost 5 $/liter
3. Filter cost 50 $/unit
Required:
1. Annual materials (oil and filters) requirements
Planning.
2. Annual materials cost
3. Annual PM plans
4. Materials profile (histogram)
5. Maintenance work order for each PM level

Dr. Attia H. Gomaa
Case (4):
The yearly PM programs information for six similar gas
turbines in a power station are as follows:
1- PM information:
Maintenance levels per gas turbine

Spare
No. of
PM Type Frequency Duration parts Cost
Workers
$1000
Y– Level 1 Yearly 15 days 20 10
S– Level 2 6 Monthly 10 days 20 8
3M– Level 3 3 Monthly 5 days 15 5
M– Level 4 Monthly 2 days 10 2
2- Working conditions:
 Gas turbine operating conditions: 24 hour/day
 Workers operating conditions: 300 day/year & 8 hour/day
3- CM information:
 Average effort of CM = 380 man-day per gas turbine
 Average annual spare parts CM = $ 12000 per gas turbine
 Average CM downtime = 15 days/year per gas turbine
 Average downtime cost rate = $ 1000 per day
4- Cost rates:
 Average labor cost rate = $ 10 per man-day
 Overhead cost = 25 % direct cost (spare parts & labor)

Dr. Attia H. Gomaa
Required:
1) The size of maintenance labor force.
2) Average system availability.
3) Annual downtime cost losses.
4) Annual maintenance cost.
5) Annual PM plan.
6) Maintenance resource profiles.
7) Monthly PM plans.
8) Maintenance work order
The size of maintenance labor force

PM Annual Duration No. of Man-day
Type Frequency (day) Worker per PM type
Y 1 15 20 300 * 1= 300
S 1 10 20 200 * 1 = 200
3M 2 5 15 75 * 2 = 150
M 8 2 10 20 * 8 = 160
Annual PM man-day per gas turbine 810
Total PM annual man-day Required 810 * 6 = 4860
The size of PM labor force = 4860/300 =16.2 = 17 workers

The size of CM labor force = 380 * 6 / 300 = 8 workers
Total labor force = 17 + 8 = 25 workers
Crew check is ok (25 more than 20).

Dr. Attia H. Gomaa
The average down time per year
PM Type Annual Duration PM Downtime

Frequency (day) (day)
1 15 15 * 1= 15
Y
S 1 10 10 * 1 = 10
3M 2 5 5 * 2 = 10
M 8 2 2 * 8 = 16
PM downtime per gas turbine 51
Average down time = 51 + 15 = 66 day/year per gas turbine
Annual downtime cost losses = 66 * 6 * 1000 = $ 396000
Average equipment availability =

Active operating time / Total time
= (364 – 66) / 364 = 82 %
System Reliability:
Series or chain structure: Rs = R1 * R2 * R3 * … etc.
Parallel structure: Rs = 1 –(1-R1)* (1-R2)* (1-R3) * .etc.
System time availability =

Parallel structure: As = 1 – (1-A1)**6
= 1 – (1-0.82)**6
= 1 – (0.18)**6 = 99%

Dr. Attia H. Gomaa
Annual maintenance cost
PM Type Annual Cost Spare parts PM
Frequency $1000 Cost $1000
Y 1 10 10 * 1= 10
S 1 8 8*1=8
3M 2 5 5 * 2 = 10
M 8 2 2 * 8 = 16
Annual spare parts PM per gas turbine = 44
Total annual spare parts PM cost = 44 * 6 = 264
The average annual spare parts CM cost =
$ 12000 * 6 = $ 72,000
Annual spare parts maintenance cost =
264000 + 72000 = $ 336,000
Annual labor cost =
25 workers * 300 day/year * $ 10 per man-day= $ 75,000
Annual direct maintenance cost = $ 336000 + $ 75000

= $ 411000
Overhead cost = 25 % direct cost
Annual maintenance cost = $ 411000 * 1.25 = $ 513750
Annual maintenance cost = $ 513750

Annual downtime cost losses = $ 396000

Dr. Attia H. Gomaa
Basic Annual PM Plan
Eq. Month #
code 1 2 3 4 5 6 7 8 9 10 11 12
G01 Y M M 3M M M S M M 3M M M
G02 M M M M 3M M M S M M 3M
Y
G03 M 3M M M M M 3M M M S M
Y
G04 S M M 3M M M M M 3M M M
Y
G05 M M S M M 3M M M M M 3M
Y
G06 M 3M M M S M M 3M M M M
Y
Resource analysis:
Man-
580 230 580 230 580 230 580 230 580 230 580 230
day
Day/
24 24 24 24 24 24 24 24 24 24 24 24
month
Workers 24 10 24 10 24 10 24 10 24 10 24 10
SP cost 26 18 26 18 26 18 26 18 26 18 26 18
DT 33 18 33 18 33 18 33 18 33 18 33 18
Y= 300 S= 200 3M= 75 M= 20 man-day

Y= 10 S= 8 3M= 5 M= 2 $1000
Y= 15 S= 10 3M= 5 M= 2 day

Dr. Attia H. Gomaa
Target Annual PM Plan # 1
Eq. Month #
code 1 2 3 4 5 6 7 8 9 10 11 12
G01 Y M M 3M M M S M M 3M M M
G02 M M M M 3M M M S M M 3M
Y
G03 M 3M M M M M 3M M M S M
Y
G04 M S M M 3M M M M M 3M M
Y
G05 3M M M S M M 3M M M M M
Y
G06 M M 3M M M S M M 3M M M Y
Resource analysis:
Man-
455 355 455 355 455 355 355 455 355 455 355 455
day
Workers 19 15 19 15 19 15 15 19 15 19 15 19
SP cost 23 21 23 21 23 21 21 23 21 23 21 23
DT 28 23 28 23 28 23 23 28 23 28 23 28
Y= 300 S= 200 3M= 75 M= 20 man-day

Y= 10 S= 8 3M= 5 M= 2 $1000
Y= 15 S= 10 3M= 5 M= 2 day

Dr. Attia H. Gomaa
Target Annual PM Plan # 2
Eq. Month #
code 1 2 3 4 5 6 7 8 9 10 11 12
G01 Y M M 3M M M M S M 3M M M
G02 M M M M 3M M M M S M 3M
Y
G03 M 3M M M M M 3M M M M S
Y
G04 M S M 3M M M M M 3M M M
Y
G05 M M M S M 3M M M M M 3M
Y
G06 M 3M M M M S M 3M M M M
Y
Resource analysis:
Man-
400 410 400 410 400 410 400 410 400 410 400 410
day
Workers 17 17 17 17 17 17 17 17 17 17 17 17
SP cost 20 24 20 24 20 24 20 24 20 24 20 24
DT 25 26 25 26 25 26 25 26 25 26 25 26
Y= 300 S= 200 3M= 75 M= 20 man-day

Y= 10 S= 8 3M= 5 M= 2 $1000
Y= 15 S= 10 3M= 5 M= 2 day

Dr. Attia H. Gomaa
Monthly Maintenance Plan: Month # 1
Day G01 G02 G03 G04 G05 G06 PM worker
1. Y 20
2. Y 20
3. Y 20
4. Y 20
5. Y 20
6. Y 20
7. Y 20
8. Y 20
9. Y 20
10. Y 20
11. Y 20
12. Y 20
13. Y 20
14. Y 20
15. Y 20
16. SB -
17. M 10
18. M 10
19. SB -
20. M 10
21. M 10
22. SB -
23. M 10
24. M 10
25. SB -
26. M 10
27. M 10
28. SB -
29. M 10
30. M 10
31. SB -

Dr. Attia H. Gomaa
MAINTENANCE WORK ORDER
010120
Requester Section:
Power Station PS03 - Gas Turbine G01 - Priority: A
Maintenance type/level: Annual PM
1- Check ….
2- Clean …..
3- Replace …..
4- Adjust ……
5- Repair …..
Eng. Attia Gomaa
Planning Section:
Labor: 4 Mech. 2 Helper 5 days
5 Elec. 4 Helper 10 days
Spare parts: 2 valve xx1, 4 air filter yy3, .. etc.
Special tools: xxx, yyyy, … etc,
Expected down time (from 01/01 to 15/01/2004)
Cost estimation ($ 10,000)
Safety instructions:
- Check … Eng. Aly Ahmed
Craft Feedback:
1- Check ….
2- Clean …..
3- Replace …..
4- Adjust ……
5- Repair …..
Labor: 3 Mech. 2 Helper 5 days
6 Elec. 3 Helper 11 days
1 Vib. 1 Helper 2 days
Spare parts: 2 valve xx1, 4 air filter yy3, .. etc.
Special tools: Vibrometer, … etc,
Down time (01/01 to 17/01/2004) Actual Cost ($ 12,000)
Eng. Omer Aly
Coding:

Dr. Attia H. Gomaa
Case (5):
The yearly maintenance information for three generators in

a site are as follows:
1- Working conditions:
 Two gas generators (GG01 and GG02), one operating
and the other standby
 Diesel generator for emergency
 Site operating hours 24/day * 365 day
2- PM Levels (Catalog information):
 Check oil level every 150 R.H. (about 2 liter)
 Change oil every 750 R.H. (about 20 liter)
 Change oil filter every 1500 R.H.
 Check cooling level every 150 R.H.
 Clean/ drain cooling system every 1500 R.H.
 Check and clean batteries every 1500 R.H.
 Lubricate bearing every 750 R.H. (about 1 liter)
 Change bearing every 3000 R.H.
 Replace thermostat every 3000 R.H.
3- CM for each GG:
 Average oil quantity is 100 liter/year/G.G.
4- Cost rates:
 Oil cost 3 $/liter
 Filter cost 10 $/unit
 Bearing oil cost 5 $/liter
 Bearing cost 30 $/each
 Thermostat cost 30 $/each
Required:
1. Maintenance work order for each PM level
2. Annual materials requirements Planning & materials cost
3. Annual PM plans

Dr. Attia H. Gomaa
4. Cost & materials profiles (histogram)

Dr. Attia H. Gomaa
Case (6):
Maintenance spare parts cost ($):
Forecasting
Year Year Year Year Exp.
limits
1999 2000 2001 2002 2003
2003
1450 1300 1200 1000 ? ?
X 1 2 3 4 5
Y 1450 1300 1200 1000 ?
XY 1450 2600 3600 4000
n=4
Sum X = 10 Sum X2 = 30
Sum Y = 4950 Sum XY = 11650
Sum Y = n . a + b Sum X , Sum XY = a Sum X + b Sum X2
4950 = 4 a + 10 b 11650 = 10 a + 30 b
14850 = 12 a + 30 b
a = 1600 b = - 145
Y = 1600 – 145 X Y5 = 1600 – 145 (5) = 875
X 1 2 3 4 5
A 1450 1300 1200 1000 -
F 1445 1310 1165 1020 875
(A-F) 5 10 35 20
(A-F)2 25 100 1225 400
MSE = 1750 / (4 -1) = 583

S = 24 Z=2
CLs = 0 ± Z S = 0 ± 48

Dr. Attia H. Gomaa
Case (7):
Uncertain spare parts cost
Spare parts cost Probability

$ 100,000 %
9 20
10 50
11 20
12 7
13 3
Estimate the spare parts budget based on the following:
1- Average method ($ 1,100,000)
2- Probability method ($ 1,023,000)
3- PERT method ($ 1,033,000)
Solution

Dr. Attia H. Gomaa
MAINTENANCE SHUTDOWN PLANNING
USING CPM
Case (8): The monthly PM programs information for a

machining shop are as follows:
Machine T01 D01 M01 T02 M02

Code
Machine Turning Drilling Milling Turning Milling
Description
Predecessors - - - T01 M01
Duration 8 5 6 8 20
(day)
Worker/day 5 8 7 5 5
Spare Parts 5 4 3 6 12
cost $ 1000
Maximum worker limit is 12 worker/day
Required:
1. Monthly maintenance plan.

2. Calculate the monthly spare parts cost.
3. Construct the monthly spare parts cost profile.

Dr. Attia H. Gomaa
Case (9): Monthly Maintenance Plan for Wire
Production Line
9 W01 6 W02 3 W03 2
Project Name : MMPW Project start: 1 Jan. 2004

Planning unit : Day 6 DAYS /WEEK
1- Activity List
Relations
Duration
Activity ID Predece (SS, FS, FF,
(day)
ssors and SF)
1 Preparation 2 - -
PRP
2 Mech. maintenance # 01 MM1 7 PRP -
3 Elec. maintenance # 01 EM1 9 SS 3
MM1
5 Elec. maintenance # 02 EM2 8 MM2 SS 2
7 Elec. maintenance # 03 EM3 7 MM3 SS 2
8 Setup STP 1 EM1 -
EM2
EM3
2- Resource List
Resource Resources description Unit Limits/day Price

Code Norm. Max. LE/unit
L01 Mechanical worker md 3 6 40
L02 Electrical worker md 4 8 60
SPS Spare parts & supplies cost - - 1000

Dr. Attia H. Gomaa
3- Resource Allocation
Resource
Activity ID L01/ L02/ SPS
day day (Total)
1 Preparation 2 1 1
PRP
2 Mech. maintenance # 01 MM1 4 - 3
3 Elec. maintenance # 01 EM1 - 5 4
8 Setup STP 2 2 1
4- Base Calendar (Working periods)

Saturday Sunday Monday Tuesday Wednesday Thursday Friday
X X X X X X
1/01/04
Holidays: 20 to 21 Jan. 2004
Required:
1. Draw the project network (logic diagram)?
2. Draw the corresponding Gantt chart?
3. Construct the corresponding smoothed worker loading?
4. Construct the corresponding worker leveling?
5. Construct the target action plan?.
6. Construct the cost profile & S-curve?
7. Construct the target master plan?

Dr. Attia H. Gomaa
Case (10): Annual Maintenance Plan for AUC-IT Labs.
Project Name : AMIT Project start: 1 Jan. 2004
Planning unit : Day 6 DAYS /WEEK
1- Activity List
Duration Predece Relations
Activity ID
(day) ssors
1 Preparation 1 - -
PRP
2 Server maintenance SRM 3 -
PRP
3 Hardware maintenance HM1 4 SRM -
Lab #01
4 Software maintenance SM1 5 SS 2
Lab #01 HM1
Lab #02
6 Software maintenance SM2 4 HM2 SS 1
Lab #02
Lab #03
8 Software maintenance SM3 4 HM3 SS 1
Lab #03
9 Setup STP 1 SM1 -
SM2
SM3
2- Resource List
Resource Resources description Unit Limits/day Price
Code Norm. Max. LE/unit
L01 Hardware Engineer md 3 6 120
L02 Software Engineer md 4 8 100
SPS Spare parts & supplies cost - - 1000

Dr. Attia H. Gomaa
3- Resource Allocation
Resource
Activity ID L01/ L02/ SPS
day day (Total)
1 Preparation 2 1 1
PRP
2 Server maintenance SRM 1 1 1
3 Hardware maintenance HM1 4 - 2
Lab #01
4 Software maintenance SM1 - 5 3
Lab #01
Lab #02
Lab #02
Lab #03
Lab #03
9 Setup STP 2 2 1
4- Base Calendar (Working periods)

Saturday Sunday Monday Tuesday Wednesday Thursday Friday
X X X X X X 1/01/04
Holidays: 20 to 21 Jan. 2004
Required:
1. Draw the project network (logic diagram)?
2. Draw the corresponding Gantt chart?
3. Construct the corresponding smoothed worker loading?
4. Construct the corresponding worker leveling?
5. Construct the target action plan?.
6. Construct the cost profile & S-curve?
7. Construct the target master plan?

Dr. Attia H. Gomaa
MATERIALS REQUIREMENTS PLANNING (MRP) FOR
MAINTENANCE
Case (11): A monthly maintenance plan for 50 similar

equipment to replace the gear box for these equipment. The
gear box structure is shown below.
B(2) C(2)
D(2) E(2) E(2) F(2)
G(1) D(2)
Component A B C D E F G
Lead time (week) 1 2 1 1 2 3 2
On-Hand 10 15 20 10 10 5 0
Required:
1. Time-phased for the gear box structure
2. Gross requirements plan for 50 gear box
3. Net material requirements plan for 50 gear box.

Dr. Attia H. Gomaa
Case (12): The monthly plan and the actual maintenance spare
parts in ABC Company are as follows:
Spare Plan (Jan. 2001) Actual (Jan. 2001)

part # Planned Standard Actual Actual cost
quantity cost quantity (L.E./unit)
(unit) (L.E./unit) (unit)
A11 40 1000 40 1100
A12 30 1200 20 1200
A13 50 900 40 1000
A14 20 850 10 800
A15 20 950 20 900
Based on these data, determine the different performance

indicators.

Dr. Attia H. Gomaa
TOTAL MAINTENANCE CONTROL
Case (13):
Monthly production information on Foundry Shop FS510
was as follows:
Item Jan. Feb.

2004 2004
Working days 31 28
Standard production rate (ton/hr) 8 8
Average daily time (hr/day) 24 24
Average down time (hr/day) 6 4
Average standby (hr/day) 3 3
Average target quantity (ton/day) 120 136
Average actual quantity (ton/day) 80 105
Average sound quantity (ton/day) 70 98
Average defect quantity (ton/day) 10 7
Average energy consumption 49 67
(1000 kwh/day)
Material cost (1000 L.E/day) 100 130
Based on these data, determine the different PE indicators for

the productive system.

Dr. Attia H. Gomaa
Basic data
Item Jan 04 Feb 04 Feb. / Jan.
Production rate (ton/hr) 8 8 100 %
Total time (hr/day) 24 24 100 %
Average down time (hr/day) 6 4 67 %
Average available time (hr) 18 20 111 %
Average standby (hr/day) 3 3 100 %
Average used time (hr/day) 15 17 113 %
Average target quantity 120 136 113 %
(ton/day)
Average actual quantity 80 105 125 %
(ton/day)
Average sound quantity 70 98 129 %
(ton/day)
Average defect quantity 10 7 64 %
(ton/day) (14%) (7%)
Energy productivity (kwh/ton) 700 684 98 %
Material productivity (1000 1429 1326 92 %
L.E/ton)

Dr. Attia H. Gomaa
Performance Evaluation
Indicator January February Feb. /
2004 2004 Jan.
Availability 18/24= 75 % 20/24= 83 % 111 %
Performance 80/120= 67 % 105/136= 77 115 %

efficiency %
Quality rate 70/80= 88 % 98/105= 93 % 106 %
Utilization ratio 15/18= 83 % 17/20= 85 % 102 %
Uptime (hr/day) 70/8= 8.75 98/8= 12.25 140 %
Uptime ratio 8.75/15= 49% 12.25/17=72 147 %

%
OEE 44 % 60 % 136 %
TEEP 37 % 51 % 138 %
NEE 29 % 52 % 179 %
Energy 700 684 98 %

productivity
(kwh/ton)
Material 1429 1326 92 %
productivity
(1000 L.E/ton)

Dr. Attia H. Gomaa
Case (14):
The six-monthly maintenance costs ($1000) for a productive
system are as follows:
Target Costs:
Month #
Cost item
Jan Feb Mar Apr May Jun Jly
PM Cost:
Spar parts 100 100 100 100 100 100 100
Labor 50 50 50 50 50 50 50
CM Cost:
Spar parts 200 200 200 200 200 200 200
Labor 150 150 150 150 150 150 150
DT Cost 300 300 300 300 300 300 300
Actual Costs:
Month #
Cost item
PM Cost:
Spar parts 23 38 49 56 68 65 54
Labor 32 65 96 94 94 90 72
CM Cost:
Spar parts 231 213 181 185 199 196 157
Labor 503 370 293 164 201 193 142
DT Cost 407 397 320 290 330 320 362

evaluation indicators for the maintenance system.

Dr. Attia H. Gomaa
Target:
Month #
Cost item
Jan Feb Mar Apr May Jun Jly Total
PM Cost 150 150 150 150 150 150 150 1050
CM Cost 350 350 350 350 350 350 350 2450
TM Cost 800 800 800 800 800 800 800 5600
DT Cost 300 300 300 300 300 300 300 2100
TM+DT 1100 1100 1100 1100 1100 1100 1100 7700
PM/TM 0.14 0.14 0.14 0.14 0.14 0.14 0.14 0.955
CM/PM 2.33 2.33 2.33 2.33 2.33 2.33 2.33 16.33
Actual:
Month #
Cost item
PM Cost 55 103 145 150 162 155 126 896
CM Cost 734 583 474 349 400 369 299 3208
TM Cost 1196 1083 939 789 892 864 787 6550
DT Cost 407 397 320 290 330 320 362 2426
TM+DT 1603 1480 1259 1079 1222 1184 1149 8976
PM/TM 0.05 0.10 0.15 0.19 0.18 0.18 0.16 1.007
CM/PM 13.35 5.66 3.27 2.33 2.47 2.38 2.37 31.82
Change %:
Month #
Cost item
PM Cost
CM Cost
TM Cost
DT Cost
TM+DT
PM/TM
CM/PM

Dr. Attia H. Gomaa
Case (15):
The yearly PM programs information for six similar gas

turbines in a power station are as follows:
Target work performed:

Item PM CM Total
Total labor force (worker) 18 7 25
Annual spare parts cost ($1000) 264 72 336
Annual labor cost ($1000) -- -- 75
Overhead cost ($1000) -- -- 514
Average down time 51 15 66
(day/year per gas turbine)
Average downtime cost rate = $ 1000 per day
Actual work performed:

Item PM CM Total
Total labor force (worker) 20 10 30
Annual spare parts cost ($1000) 300 100 400
Annual labor cost ($1000) -- -- 80
Overhead cost ($1000) -- -- 520
Average down time 45 5 50
(day/year per gas turbine)


Dr. Attia H. Gomaa
Performance Evaluation Sheet:
Change
Item Target Actual
%
Total labor force (worker) 25 30 + 20
Annual s. parts cost ($1000) 336 400 + 19
Annual labor cost ($1000) 75 80 + 6.6
Overhead cost ($1000) 514 520 + 1.2
Total m. cost ($1000) 925 1000 + 8.1
Average down time 66 50 - 24.3
Down time cost ($1000) 66 50 - 24.3
TMC + DTC 991 1050 + 6.0

Availability % 81.9 86.3 + 5.3
CM/PM % (labor force) 7/18 = 10/20 = + 28.5
38.9 50
CM/PM % (Spare parts) 72/264 = 100/300 = + 22.0
27.3 33.3
Overhead % 514/411= 520/480= - 13.6
1.25 1.08
Labor productivity % 25/6= 30/6= - 16.6

(worker/gas turbine) 4.17 5.00

Dr. Attia H. Gomaa
Case (16):
The six-monthly maintenance costs ($1000) for a productive
system are as follows:
Target Costs:
Month #
Cost item
PM Cost:
Spar parts 100 100 100 100 100 100 100
Labor 50 50 50 50 50 50 50
CM Cost:
Spar parts 200 200 200 200 200 200 200
Labor 150 150 150 150 150 150 150
DT Cost 300 300 300 300 300 300 300
Actual Costs:
Month #
Cost item
PM Cost:
Spar parts 23 38 49 56 68 65 54
Labor 32 65 96 94 94 90 72
CM Cost:
Spar parts 231 213 181 185 199 196 157
Labor 503 370 293 164 201 193 142
DT Cost 407 397 320 290 330 320 362


Dr. Attia H. Gomaa
Target:
Cost item Month #

PM Cost 150 150 150 150 150 150 150
CM Cost 350 350 350 350 350 350 350
DT Cost 300 300 300 300 300 300 300
TM Cost 800 800 800 800 800 800 800
Actual:
Month #
Cost item
PM Cost 55 103 145 150 162 155 126
CM Cost 734 583 474 349 400 369 299
DT Cost 407 397 320 290 330 320 362
TM Cost 1196 1083 939 789 892 864 787

Dr. Attia H. Gomaa
7- Machine Failure Analysis
Parameters used for detection of machine faults
Parameters
Type of fault
Vibration Temp. Oil
Out of balance xxx - -
Misalignment / bent shaft xxx x -
Damage of rolling bearing xxx xx x
Damage of journal bearing xxx xx x
Damage of gear box xxx x xx
Belt problems xx - -
Motor problems xx x -
Mechanical looseness xxx x x
Resonance xxx - -
xxx High, easy and soft to measure.
xx Medium to measure.
x Low to measure.
- Non.

Dr. Attia H. Gomaa
Parameters used for detection of pump faults
Parameters
Type of fault
Vibration Temp. Oil
Out of balance xxx - -
Misalignment / bent shaft xxx x -
Damage of rolling bearing xxx xx x
Damage of journal bearing xxx xx x
Damage of gear box xxx x xx
Belt problems xx - -
Motor problems xx x -
Mechanical looseness xxx x x
Resonance xxx - -
Minimum flow / Cavitations xxx xx -
xxx High, easy and soft to measure.

xx Medium to measure.
x Low to measure.
- Non.

Dr. Attia H. Gomaa
Bearing Failure Analysis

Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
Bearing Failure: Causes and Cures
Excessive Loads:
 Excessive loads usually cause premature fatigue. Tight
fits, brinelling and improper preloading can also bring
about early fatigue failure.
 The solution is to reduce the load or redesign using a

bearing with greater capacity.

Dr. Attia H. Gomaa
Overheating:
 Symptoms are discoloration of the rings, balls, and cages
from gold to blue.
 Temperature in excess of 400F can anneal the ring and
ball materials.
 The resulting loss in hardness reduces the bearing capacity
causing early failure.
 In extreme cases, balls and rings will deform. The
temperature rise can also degrade or destroy lubricant.

Dr. Attia H. Gomaa
True Brinelling:
 Brinelling occurs when loads exceed the elastic limit of
the ring material.
 Brinell marks show as indentations in the raceways which
increase bearing vibration (noise).
 Any static overload or severe impact can cause brinelling.

Dr. Attia H. Gomaa
False Brinelling:
 False brinelling - elliptical wear marks in an axial
direction at each ball position with a bright finish and
sharp demarcation, often surrounded by a ring of brown
debris – indicates excessive external vibration.
 Correct by isolating bearings from external vibration, and
using greases containing antiwear additives.

Dr. Attia H. Gomaa
Normal Fatigue Failure:
 Fatigue failure - usually referred to as spalling - is a
fracture of the running surfaces and subsequent removal
of small discrete particles of material.
 Spalling can occur on the inner ring, outer ring, or balls.
 This type of failure is progressive and once initiated will

spread as a result of further operation. It will always be
accompanied by a marked increase in vibration.
 The remedy is to replace the bearing or consider

redesigning to use a bearing having a greater calculated
fatigue life.

Dr. Attia H. Gomaa
Reverse Loading:
 Angular contact bearings are designed to accept an axial
load in one direction only.
 When loaded in the opposite direction, the elliptical

contact area on the outer ring is truncated by the low
shoulder on that side of the outer ring.
 The result is excessive stress and an increase in

temperature, followed by increased vibration and early
failure.
 Corrective action is to simply install the bearing correctly.

Dr. Attia H. Gomaa
Contamination:
 Contamination is one of the leading causes of bearing
failure.
 Contamination symptoms are denting of the bearing

raceways and balls resulting in high vibration and wear.
 Clean work areas, tools, fixtures, and hands help reduce

contamination failures.
 Keep grinding operations away from bearing assembly

areas and keep bearings in their original packaging until
you are ready to install them.

Dr. Attia H. Gomaa
Lubricant Failure:
 Discolored (blue/brown) ball tracks and balls are
symptoms of lubricant failure. Excessive wear of balls,
ring, and cages will follow, resulting in overheating and
subsequent catastrophic failure.
 Ball bearings depend on the continuous presence of a very

thin -millionths of an inch - film of lubricant between
balls and races, and between the cage, bearing rings, and
balls.
 Failures are typically caused by restricted lubricant flow

or excessive temperatures that degrade the lubricant’s
properties.

Dr. Attia H. Gomaa
Corrosion:
 Red/brown areas on balls, race-way, cages, or bands of
ball bearings are symptoms of corrosion.
 This condition results from exposing bearings to corrosive

fluids or a corrosive atmosphere.
 In extreme cases, corrosion can initiate early fatigue

failures.
 Correct by diverting corrosive fluids away from bearing

areas and use integrally sealed bearings whenever
possible.

Dr. Attia H. Gomaa
Misalignment:
 Misalignment can be detected on the raceway of the
nonrotating ring by a ball wear path that is not parallel to
the raceways edges.
 If misalignment exceeds 0.001 in./in you can expect an

abnormal temperature rise in the bearing and/or housing
and heavy wear in the cage ball-pockets.
 Appropriate corrective action includes: inspecting shafts

and housings for runout of shoulders and bearing seats;
use of single point-turned or ground threads on non
hardened shafts and ground threads only on hardened
shafts; and using precision grade locknuts.

Dr. Attia H. Gomaa
Loose Fits:
 Loose fits can cause relative motion between mating parts.
If the relative motion between mating parts is slight but
continuous, fretting occurs.
 Fretting is the generation of fine metal particles which

oxidize, leaving a distinctive brown color. This material is
abrasive and will aggravate the looseness. If the looseness
is enough to allow considerable movement of the inner or
outer ring, the mounting surfaces (bore, outer diameters,
faces) will wear and heat, causing noise and runout
problems.

Dr. Attia H. Gomaa
Tight Fits:
 A heavy ball wear path in the bottom of the raceway
around the entire circumference of the inner ring and outer
ring indicates a tight fit.
 Where interference fits exceed the radial clearance at

operating temperature, the balls will become excessively
loaded. This will result in a rapid temperature rise
accompanied by high torque.
 Continued operation can lead to rapid wear and fatigue.
 Corrective action includes a decrease in total interference.

Dr. Attia H. Gomaa
Case (17): Pump Failure Analysis
Pump Station: PS01 8 Centrifugal pump

Failure Type: Bearing failure Part code: xxxxx
PM every 1600 R.H. (change oil , filter and bearing)
Bearing failures for centrifugal pumps

(Year 2004)
# of Equipment Run Repair Failure
failure code time time Mechanism
(hr) (hr)
1 1007 1250 8 Corrosion
2 1008 1450 6 Corrosion
3 1001 1000 10 Temperature
4 1004 1500 7 Corrosion
5 1006 1000 4 Oil
6 1002 1250 7 Corrosion
7 1003 700 9 Oil
10 1006 1250 9 Corrosion
11 1001 1000 10 Oil
12 1002 1450 8 Corrosion
14 1004 1250 11 Corrosion
15 1005 1000 9 Corrosion
16 1003 700 6 Oil
18 1001 1000 8 Oil
Based on these data,
 Determine the different PE indicators for this system.
 Construct how to analyze and eliminate the bearing failure.

Dr. Attia H. Gomaa
Failure Analysis:
Pump Station: 8 Centrifugat pump Code: 1000
Failure Type: Bearing failure Part code: xxxxx
(Year 2004)
# of Equipment Run Repair Failure
failure code time time Mechanism
(hr) (hr)
1 1007 1250 8 Corrosion
2 1008 1450 6 Corrosion
4 1004 1500 7 Corrosion
5 1006 1000 4 Oil
6 1002 1250 7 Corrosion
7 1003 700 9 Oil
10 1006 1250 9 Corrosion
11 1001 1000 10 Oil
12 1002 1450 8 Corrosion
14 1004 1250 11 Corrosion
15 1005 1000 9 Corrosion
16 1003 700 6 Oil
18 1001 1000 8 Oil
Total 18200 145
MTBF = 18200/18 = 1011 hr  = 0.989 * 10-5 failure/hr

MTTR =145 /18 = 8 hr A =1011/(1011+8) =99.21%

Dr. Attia H. Gomaa
MTBF at which less than 20 % of the pumps are assumed to fail
Run time Frequency Cumulative C.F.

hr Frequency %
1500 1 1 5.56
1450 2 3 16.67
1250 4 7 38.89
1000 5 12 66.67
700 3 15 83.33
600 2 17 94.44
500 1 18 100
1000 66.67
? 80.00 MTBF = 760 hr
700 83.33
Max. running time =1650 hr. Min. running time= 300 hr
Run time Frequency Mid C.F. C.F.

hr point %
1650-1400 3 1525 3 16.67
1400-1150 4 1275 7 38.89
1150-900 5 1025 12 66.67
900-650 3 775 15 83.33
650-300 3 475 18 100
Freq
6
5
4
3
2
1
300 650 900 1150 1400
650 900 1150 1400 1650
MTBF

Dr. Attia H. Gomaa
Equipment Level:
Equipment MTBF MTTR A Failure

code (hr) (hr) % Mechanism
1001 1000 10 Temperature
1000 10 Oil
1000 8 Oil
1000 9.33 99.00
1002 1250 7 Corrosion
1450 8 Corrosion
1350 7.5 99.44
1003 700 9 Oil
700 6 Oil
700 7.5 98.94
1250 11 Corrosion
1325 9 99.33
1005 700 8 Temperature
1000 9 Corrosion
850 8.5 99.01
1006 1000 4 Oil
1250 9 Corrosion
1125 6.5 99.43
600 8 Temperature
925 8 99.14
500 8 Temperature
600 9 Temperature
850 7.66 99.10
Average 1011 8 99.21 Corrosion 8
Oil 5
Temperature 5

Dr. Attia H. Gomaa
Failure Mechanism Level:
Failure MTBF MTTR Ranges Equipment code

Mechanism (hr) (hr)
Corrosion 1500 7 1004
1450 8 MTBF 1002
1450 6 1000 - 1008
1250 8 1500 1007
1250 7 1002
1250 9 MTTR 1006
1250 11 6 – 11 1004
1000 9 1005
Oil 1000 4 MTBF 1006
1000 10 700 - 1001
1000 8 1000 1001
700 9 1003
700 6 MTTR 1003
4-10
Temperature 1000 10 MTBF 1001
700 8 500 - 1005
600 8 1000 1007
600 9 1008
500 8 MTTR 1008
8-10
Corrosion 8
Average 1011 8 99.21 Oil 5
Temperature 5
Remedy:
Maintenance Policy
Condition Based Time Based
Every 300 hours (1) Change oil every 600 hour
Oil analysis (2) Change bearing & oil every
Temperature analysis 1200 hour
Vibration analysis Down time: (1) 1 hr & (2) 8 hr

Dr. Attia H. Gomaa
Cost Analysis:
Cost elements:
Spare parts cost = 1000 L.E./failure

PM impact = 2000 L.E./failure
CM impact = 4000 L.E./failure
Parameter Current Proposed

PM frequency (failure/year) - 18
CM frequency (failure/year) 18 1
Spare parts cost (1000 L.E. / year) 18 19
PM impact (1000 L.E. / year) - 36
CM impact (1000 L.E. / year) 72 4
PM & CM impact (1000 L.E. / 72 40
year)
Total cost (1000 L.E. / year) 90 59
Cost ratio % 100 65.5

Cost saving % - 34.5

Dr. Attia H. Gomaa
Maintenance Policy:
I- Vibration analysis:
1- Frequency: Every 300 Running Hours
2- Tool:
 Vibration Equipment: accelerometers, charge amplifier
and analyser.
 Computer program for trend analysis and prediction.
3- International Standard: CDA/MS/NVSH107
4- Method:
1. Record the vibration spectrum, specify the peaks
corresponds to the bearing components
2. Record each component peak and frequency.
3. By using the soft ware and the standard limits,
determine the trend of each peak.
4. Determine the bearing state(good –need service –need
change)
5- Limits: According to CDA/MS/NVSH107

1. Pre-failure: vibration level≤5.6 m/s
2. Failure: vibration level 5.6≥10 m/s
3. Near catastrophic failure: vibration level >10 m/s
6- Actions:
1. Bearing is Good
2. Call for bearing change
3. Bearing must be changed immediately

Dr. Attia H. Gomaa
II- Temperature analysis:
2- Tool:
 Temperature measuring equipments as thermocouple or
infrared camera.
3- International Standard: SKF
4- Method:
 Measure the temperature of the bearing on line and take
the average value every day.
 By using the software analyze the data, determine the
max. & average temperature values.
 According to the allowable range specified in SKF
standard, determine the bearing state.
5- Limits: According to CDA/MS/NVSH10

1. Pre-failure: ( ≤100 ◦C)
2. Faiulre: (100 ≥125 ◦C)
3. Near catastrophic failure: (>125 ◦C)
6- Actions:
1. Bearing is good
2. Call for bearing change
3. Bearing must be changed immediately

Dr. Attia H. Gomaa
III- Oil analysis:
 Viscosity change
 Acidic content
 Wear rate
2- Tool:
 Viscometer, PH meter, and particle counter

3- International Standard: ASTM-445 & 664 & 398
4- Method:
 Take a suitable oil sample volume, to be used in

analyses After each 300 hours.
 Put it in a closed container, isolated from air, heat and

contamination exposes.
 Measure the previous mentioned properties then enter

the obtained data to the software to be trended.

Dr. Attia H. Gomaa
5- Limits:
Viscosity: according to ASTMD-445:
1. Pre-failure: Viscosity change <<+40% &(-)25%

2. Faiulre: Viscosity change ≤+40% &-25%
3. Near catastrophic failure: > +40% &-25%
Acidic content: according to ASTMD-664:
1. Pre-failure: Content <<1 mg/g

2. Faiulre: Content ≤1 mg/g
3. Near catastrophic failure: Content >1 mg/g
Wear rate: according to ASTMD-398
1. Pre-failure: Wear particles <<5% of the sample weight

2. Faiulre: Wear particles ≤5%
3. Near catastrophic failure: Wear particles >5%
6- Actions:
1. Oil is Good
2. Call for oil change
3. Oil must changed immediately

Dr. Attia H. Gomaa
LEVEL II
ADVANCED MAINTENANCE MANAGEMENT
7- PREDICTIVE MAINTENANCE PLANNING
What is the Predictive Maintenance?

Predictive (Condition-based) Maintenance is a management
technique that uses regular evaluation of the actual operating condition
of equipment (or production system) to optimize total plant operation.
In reality, predictive maintenance is a condition-driven preventive
maintenance program.

 In predictive maintenance, machinery conditions are periodically
monitored and this enables the maintenance crews to take timely
actions, such as machine adjustment, repair or overhaul
 It makes use of human sense and other sensitive instruments,
such as audio gauge, vibration analyzer, amplitude meter,
pressure, temperature and resistance strain gauges etc.
 Unusual sounds coming out of a rotating equipment predicts a
trouble
 An excessively hot electric cable predicts a trouble
 Simple hand touch can point out many unusual equipment
conditions and thus predicts a trouble

by monitoring key equipment parameters "Off-line or On-line"
 Vibration analysis, Oil analysis
 Wear analysis, Noise analysis
 Temperature analysis
 Pressure analysis, Quality analysis
 Efficiency analysis
Dr. Attia H. Gomaa
Figure - Ultrasonic Detection and Analysis
The Benefits of Predictive Maintenance:
Predictive maintenance can reduce the number of unexpected failures

and provide a more reliable scheduling tool for routine preventive
maintenance tasks.
Including predictive maintenance in a total plant management program

will provide the ability to optimize the availability of process
machinery and greatly reduce the cost of maintenance.
The premise of predictive maintenance is that regular monitoring of the

actual mechanical condition of machine trains and operating efficiency
of process systems will ensure the maximum interval between repairs;
minimize the number and cost of unscheduled outages created by
machine-train failures and improve the overall availability of operating
plants.
A survey of 500 plants that have implemented predictive maintenance

methods indicates the following:
 substantial improvements in reliability, availability and operating
costs.

Dr. Attia H. Gomaa
 major improvements can be achieved in: maintenance costs,
unscheduled machine failures, repair downtime, spare parts
inventory, and both direct and in-direct overtime premiums.
 a dramatic improvement in: machine life, production, operator

safety, product quality and overall profitability.
 the actual costs normally associated with the maintenance

operation were reduced by more than 50%.
 reductions of 90% of failures can be achieved using regular

monitoring of the actual machine condition.
 The average improvement in mean-time-to-repair, MTTR, was a

reduction of 60 %.
 The ability to predict machine-train and equipment failures and

the specific failure mode provided the means to reduce spare
parts inventories by more than 30%
 Prevention of catastrophic failures and early detection of incipient

machine and systems problems increased the useful operating life
of plant machinery by an average of 30%.
 The process availability was increased by about 30%.
 One example of this type of improvement is a food

manufacturing plant that made the decision to build additional
plants to meet peak demands. An analysis of existing plants,
using predictive maintenance techniques, indicated that a 50 per
cent increase in production output could be achieved simply by
increasing the operating efficiency of the existing production
process.

Dr. Attia H. Gomaa
 Data acquired as part of a predictive maintenance program can be
used to schedule and plan plant outages. Predictive data can
provide the information required to plan the specific repairs and
other activities during the outage.
 One example of this benefit is a maintenance outage scheduled

to rebuild a ball mill in an aluminum foundry. The normal outage,
before predictive maintenance techniques were implemented in
the plant, to completely rebuild the ball mill was three weeks and
the repair cost averaged $300,000. The addition of predictive
maintenance techniques as an outage-scheduling tool reduced the
outage to five days and resulted in a total savings of $200,000.
The predictive maintenance data eliminated the need for many of
the repairs that would normally have been included in the
maintenance outage. Based on the ball mill’s actual condition,
these repairs were not needed. The additional ability to schedule
the required repairs, gather required tools and plan the work
reduced the time required from three weeks to five days.
 A side benefit of predictive maintenance is the automatic ability

to monitor the mean-time-between-failures, MTBF. This data
provides the means to determine the most cost-effective time to
replace machinery rather than continue to absorb high
maintenance costs.
 Predictive maintenance will automatically display the reduction

of MTBF over the life of the machine. When the MTBF reaches
the point that continued operation and maintenance costs exceed
replacement cost, the machine should be replaced.
The long-term objectives of a predictive maintenance

program are to:
 Eliminate un-necessary maintenance
 Reduce lost production caused by failures
 Reduce repair parts inventory
 Increase process efficiency

Dr. Attia H. Gomaa
 Improve product quality
 Extend operating life of plant systems
 Increase production capacity
 Reduce overall maintenance costs
 Increase overall profits.
The Benefits of Predictive Maintenance: A-Z

Uptime, Inc composed a list of benefits of vibration analysis
in particular and predictive maintenance in general found in
trade magazine articles, ads, flyers, and brochures.
They are as follows:
A. Minimizes or eliminates costly downtime - increases profitable
uptime.
B. Minimizes or eliminates catastrophic machinery failures -
damage from catastrophic failure is usually much more
extensive than otherwise would have been.
C. Reduces maintenance costs.
D. Reduces unscheduled maintenance - repairs can be made at
times that least affect production.
E. Reduces spare parts inventories - many parts can be purchased
just in time for repairs to be made during scheduled machinery
shutdowns..
F. Optimizes machinery performance - machinery always operates
within specifications.
G. Reduces excessive electric power consumption caused by
inefficient machinery performance - saves money on energy
requirements.
H. Reduces need for standby equipment or additional floor space to
cover excessive downtime - less capital investment required
for equipment or plant.
I. Increases plant capacity.
J. Reduces depreciation of capital investment caused by poor
machinery maintenance - well maintained machinery lasts
longer and performs better.
K. Reduces unnecessary machinery repairs - machines are repaired
only when their performance is less than optimal.

Dr. Attia H. Gomaa
L. Minimizes or eliminates the possibility that machinery repairs
were the wrong repairs.
M. Reduces the number of dissatisfied customers or lost customers
due to poor quality - with less than optimal machine
performance, quality always suffers.
N. Reduces rework of goods caused by machines operating at less
than optimal condition.
O. Reduces scrap caused by poorly performing machinery.
P. Reduces overtime required to make up for lost production due to
broken down or poorly performing machinery.
Q. Reduces penalties that result from late deliveries caused be
broken down or poorly performing machinery.
R. Reduces warranty claims due to poor product quality caused by
poorly performing machinery.
S. Reduces the possibility of accepting recently purchased new or
used machinery with defects - the invoice is not paid until the
defects are corrected.
T. Increases the likelihood that newly purchased new or used
machinery meets specifications.
U. Increases machinery safety - injuries are often caused by poorly
performing machinery.
V. Reduces safety penalties levied against a company for unsafe
machinery.
W. Reduces insurance rates because well maintained machinery
increases safety.
X. Reduces the time required to make machinery repairs - advance
notice of machinery condition permits more efficient
organization of the repair process.
Y. Increases the speed that machinery can be operated, if
desirable.
Z. Increases the ease of operation of machinery.

Dr. Attia H. Gomaa
Advantages & Disadvantages Of PdM:
Advantages:
 Assures equipment reliability.
 Assures maximum machinery availability.
 Assures that assets are maintained in optimum condition at
maximum value.
 The cost of spare parts inventory can be reduced in some
cases because of the ability to forecast failures sufficiently
in advance to secure parts on an as needed basis.
 Can be used to assist in troubleshooting complex rotor
dynamics issues.
 Evaluate the quality of equipment prior to purchase.
 Assures the quality of new equipment installation.
 Assures the quality of equipment repairs.
 Evaluate the condition of used machinery prior to purchase.
 Minimizes the potential for litigation due to equipment
failure.
Disadvantages:
 The cost of supporting a PdM program is signification but
hopefully offset by the advantages.
 The quality of PdM service is not assured. Many companies
with in-house programs do not obtain the full benefit of
PdM due to inadequate funding, training, tooling, etc. PdM
contractors vary considerably in capability. Being of
technical nature, it is very easy for the inexperience to
award contracts to firms that cannot deliver quality service.
 Predictive Maintenance techniques do not always detect
imminent failures.
 Spectra Quest provides vibration related PdM consulting
services and training.
The listing of plant equipment should be ordered into the

following classes depending on their impact on

Dr. Attia H. Gomaa
production capacity or maintenance cost: essential,
critical, serious, others.
 Class I or essential machinery or equipment

must be on-line for continued plant operation. Loss
of any one of these components will result in a plant
outage and total loss of production. Plant equipment
that has excessive repair costs or repair parts lead-
time should also be included in the essential
classification.
 Class II or critical machinery would severely limit

production capacity. As a rule-of thumb, loss of
critical machinery would reduce production capacity
by 30 per cent or more. Also included in the critical
classification are machines or systems with chronic
maintenance histories or that have high repair or
replacement costs.
 Class III or serious machinery include major

plant equipment that do not have a dramatic impact
on production but that contribute to maintenance
costs. An example of the serious classification would
be a redundant system. Since the inline spare could
maintain production, loss of one component would
not affect production. However, the failure would
have a direct impact on maintenance cost.
 Class IV machinery would include other plant

equipment that has a proven history of impacting
either production or maintenance costs.
All equipment in this classification must be evaluated

to determine whether routine monitoring is cost-
effective. In some cases, replacement costs are lower
than the annual costs required to monitor machinery

Dr. Attia H. Gomaa
in this classification. The completed list should include
every machine, system or other plant equipment that
has or could have a serious impact on the availability
and process efficiency of your plant. The next step is
to determine the best method or technique for cost
effectively monitoring the operating condition of each
item on the list. To select the best methods for regular
monitoring, you should consider the dynamics of
operation and normal failure modes of each machine
or system to be included in the program. A clear
understanding of the operating characteristics and
failure modes will provide the answer to which
predictive maintenance method should be used.
Maintenance Cost per Horsepower for General Rotating

Machinery*
Predictive Maintenance Stages:

 Failure Analysis
 Maintenance Policy
 Detection
 Analysis
 Correction
Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
Inspection Policy Planning & Control:
1- Best Method (vibration analysis, .. etc.)

2- Best Frequency (inspection interval)
3- Best Locations
4- Best Tools
5- International Standard (ISO10816, .. etc.)
6- Standard Limits
7- Severity Chart
8- Trouble Shooting Chart
9- Reference Creation
10- Regular Measurements (monthly, .. etc.)
11- Analysis
12- Decision Making
13- Corrective Actions
 Good conditions,
 Routine Maintenance,
 Repair, or
 Replace.

Dr. Attia H. Gomaa
Viberation Analysis
Vibration analysis is the dominant technique used for
predictive maintenance management. Since the greatest
population of typical plant equipment is mechanical, this
technique has the widest application and benefits in a
total plant program.
This technique uses the noise or vibration created by

mechanical equipment and in some cases by plant
systems to determine their actual condition.
Using vibration analysis to detect machine problems is

not new. During the 1960s and 70s, the US Navy,
petrochemical and nuclear electric power generating
industries invested heavily in the development of
analysis techniques based on noise or vibration that
could be used to detect and identify incipient
mechanical problems in critical machinery.
By the early 1980s, the instrumentation and analytical

skills required for noise-based predictive maintenance
were fully developed.
These techniques and instrumentation had proven to be

extremely reliable and accurate in detecting abnormal
machine behavior. However, the capital cost of
instrumentation and the expertise required to acquire
and analyze noise data precluded general application of
this type of predictive maintenance. As a result, only the
most critical equipment in a few select industries could
justify the expense required to implement a noise-based
predictive maintenance program.
Monitoring the vibration from plant machinery can

provide direct correlation between the mechanical
condition and recorded vibration data of each machine

Dr. Attia H. Gomaa
in the plant. Any degradation of the mechanical
condition within plant machinery can be detected using
vibration-monitoring techniques. Used properly,
vibration analysis can identify specific degrading
machine components or the failure mode of plant
machinery before serious damage occurs.
Figure - Vibration severity
Figure - Condition monitoring options for turbo charger

Dr. Attia H. Gomaa
Dr. Attia H. Gomaa
Vibration Sources
M e c h a n ic a l
U n b a la n c e
Lo o se n e s s B e n t S h a ft B la d e P a s s /
G e a rs F lu id R e la t e d
S lo t F r e q u e n c y /
E M re la te d
A lig n m e n t
M o to r
J o u r n a l ( F lu id F ilm )
B e a rin g s
M e c h a n ic a l R o llin g E le m e n t
Resonances C o u p lin g s
B e a rin g s
S a m Sh e a rm a n
N a tio n a l In s tru m e n t s
Accelerometer Location

Dr. Attia H. Gomaa
Time Domain
Blade Pass
Motor EM
Rotation Force
Power Spectrum

Dr. Attia H. Gomaa
Vibration
Transducers
Monitoring System
Diagram
Machine
Acquisition
HW
PCI/PXI/CompactPCI PC
&Measurement
Automation SW

Dr. Attia H. Gomaa
Tool Selection:
Vibrometer Accelerometer
w/wn > 2.5 <0.33
The percentage error <= 0.5 %
w = measured frequency wn= Natural frequency
The percentage error: % e = 100 (1 – MF)
MF = (w/wn) / [ (1 – (w/wn)2)2 + (2 z w/wn)2 ]0.5

z = damping ratio
Case (20):
A vibrometer of 10 Hz natural frequency and 0.68 damping
ratio is used to measure the vibration of a machine with
frequency 15 Hz.
1- Is this a successful selection for the measuring
transducer? Why?
2- What is the percentage error in the measured vibration?
w/wn = 15 / 10 = 1.5 So, it is not a successful selection.

The percentage error: % e = 100 (1 – MF)
MF = (w/wn) / [ (1 – (w/wn)2)2 + (2 z w/wn)2 ]0.5
w/wn = 1.5
z = damping ratio = 0.68
MF = 0.94
%e = 100 (1 – 0.94) = 6 %

Dr. Attia H. Gomaa
ISO 2372-Vibration Severity Rang Limits
(Velocity)
Standard Number: BS 4675:Part 1:1976, ISO 2372-1974
Title: Mechanical vibration in rotating machinery. Basis for specifying

evaluation standards for rotating machines with operating speeds from
10 to 200 revolutions per second
Abstract: Explanatory introduction, terms and definitions, guidance on

measuring conditions, table of preferred vibration severity ranges and
examples of a recommended method of classification.
Status: Withdrawn, Superseded
Publication Date: 31 March 1976
International Relationships: ISO 2372 Identical
Amended By: AMD 4739 published 29 March 1985 Price on

application
Withdrawn On: 15 May 1996
Replaced By: BS 7854-1:1996
Descriptors: Vibration, Rotating parts, Rotating electric machines,

Electric machines, Machine tools, Vibration testing, Vibration intensity,
Testing conditions, Seatings, Grades (quality)

Dr. Attia H. Gomaa
ISO 2372-Vibration Severity Range Limits
(Velocity)
Machines Belonging to:
mm/Sec
Class I Class II Class III Class IV
(RMS)
< 20 HP 20-100 >100 HP >100 HP
0.28
A
0.45 A
A A
0.71
B (Good)
1.12
B
1.80
C B
2.80 B
4.50 C (Allowable)
7.10 C
C
11.2 (Tolerable)
18.0 D
D D
28.0 D
(Not
45.0
Permissable)
71.0
A: Good B: Allowable C: Tolerable D: Not Permissible
Suggested Classifications:
Class I: Small (up to 15kW) machines and subassemblies of larger machines.
Class II: Medium size (15kW to 75kW) machines without special

foundations, or machines up to 300kW rigidly mounted on special
foundations.
Class III: Large rotating machines rigidly mounted on foundations which

are stiff in the direction of vibration measurement.
Class IV: Large rotating machines mounted on foundations which are

flexible in the direction of vibration measurement.

Dr. Attia H. Gomaa
Re: ISO STANDARD 2372
From: Arne
Remote Name: 62.127.42.150
Comments
ISO 2372 is still valid for power below 15 kW. The "new" standard is
called ISO 10816 and has several parts. The part /1 outlines the basics
and the connection to older and newer standards. Part /3 is the essential
part for all general production machinery such as fans, pumps etc. In
general, as compared to older levels back to Rathbone or VDI 2056 /
Iso 2372, the levels are reduced from what was the red limit before
down to approx. half and the lowest levels called just "A" are a slight
bit higher but have aquired firm statements like "Delivery status",
much stronger recommendation than just an "A". Reciprocating /
piston och screw volume machines had Class 5 in ISO 2372 but these
levels are lost in 10816 with a very soft talk about asking the user to
please report back to ISO about experiences. That has cause this part to
be useless and old 2372 Class 5 for such machinery is used a lot here.
Meaning in clear text that 4.5 mm/s rms is delivery "green" level unless
technically motivated to be something else. Frequency range is now
expanded to cover those frequencies that are relevant, instead of the
10-1000 Hz that was used in 2372. Unit is still mm/s rms (rms is true
rms, not just an average using a diode and a capacitor in the
instrument). Regards Arne

Dr. Attia H. Gomaa
Canadian specification CDA/MS/NVSH107
The vibration levels (mm/s)
Machine New machine Worn machine

type Long life Short life Call for Immediate
> 1000 hr <= 1000 hr service repair
Pumps
Over 5 HP 1.4 5.6 10 18
Up to 5 HP 0.79 3.2 5.6 10
Gear boxes
Over 10,000 HP 1.0 10 18 32
10 – 10,000 0.56 5.6 18 32
up to 10 0.32 3.2 10 18
Boilers (Aux.) 1.0 3.2 5.6 10
Fans
Below 1800 rpm 1.0 3.2 5.6 10
Above 1800 rpm 0.56 3.2 5.6 10
Diesel generator 1.4 10 18 32
Centrifuges, 1.4 10 18 32
Oil separators
Compressor
Free piston 10 32 32 56
HP air 4.5 10 10 18
LP air 1.4 5.6 10 18
Refridge 0.56 5.6 10 18

Dr. Attia H. Gomaa
Canadian specification CDA/MS/NVSH107
The vibration levels (mm/s)
Machine New machine Worn machine

type Long life Short life Call for Immediate
> 1000 hr <= 1000 hr service repair
Gas turbines:
Over 20,000 HP 7.9 18 18 32
6,000 – 20,000 2.5 5.6 10 18
up to 5,000 0.79 3.2 5.6 10
Steam turbines:
Over 20,000 HP 1.8 18 18 32
6,000 – 20,000 1.0 5.6 18 32
up to 5,000 0.56 3.2 10 18
Motor generator 1.0 3.2 5.6 10
sets
Electrical
motors
(Over 5 HP or 0.25 1.8 3.2 5.6
below 1200 rpm)
(Up to 5 HP or 0.14 1.8 3.2 5.6
above 1200 rpm)
Transformers
Over 1 KVA 0.14 - 0.56 1.0
Up to 1 KVA 0.10 - 0.32 0.56

Dr. Attia H. Gomaa
Vibration Trouble Shooting Chart
Nature of fault Frequency of Dominant
Vibration (Hz=rpm/60)
Rotating members out of 1 * rpm
balance
Misalignment & (1 to 2) * rpm
Bent shaft
Impact rates for the individual
Damaged rolling bearing component. *
Elements bearing
(ball, roller, etc.) Vibration at high frequencies
(2 to 60 kHz)
Journal bearings (1/2 to 1/3) rpm
loose in housing
Oil film whirl or Slightly less than half shaft
Whip in Journal bearings speed (42 to 48%)
Mechanical looseness 2 * rpm
*Impact rates f(Hz):
n = number of balls, Bd = ball diameter mm,
Pd = Pitch circle diameter mm, β= Angle
1- The frequency of vibration due to outer race defect:

f = (n/2) (rpm/60) (1 – (Bd/Pd) cos β
2- For inner race defect

f = (n/2) (rpm/60) (1 + (Bd/Pd) cos β
3- For ball defect

f = (Bd/Pd) (rpm/60) (1 – ((Bd/Pd) cos β)2)

Dr. Attia H. Gomaa
Case (21):The vibration reading of a 2000 rev/min
fan is defined by:
hours 100 200 300 400 500 600 700 800 900
mm/s 0.58 1.08 1.58 2.08 2.58 3.08 3.58 4.08 4.58
Required:
1- Construct the vibration trend.
1- Predict the vibration level at time 110 running hours.
2- Using the Canadian specification CDA/MS/NVSH107,
predict the time to “call for service” and to “immediate repair”
starting from the last measurement (at t1)
1- The vibration trend:

V = 0.08 + 0.005 t mm/s, Where t is in hours.
1- The the vibration level at time 110 running hours

V = 0.08 + 0.005 (110) = 0.63 mm/s
2- Canadian specification CDA/MS/NVSH107:
at 2000 rpm:
 The vibration level of the time to “call for service” = 5.6
mm/s
 The vibration level of the time to “immediate repair” = 10
mm/s
Then,
The time to “call for service”:
V = 0.08 + 0.005 t = 5.6 t = 1104 hr.
The time to “immediate repair”:

V = 0.08 + 0.005 t = 10 t = 1984 hr.

Dr. Attia H. Gomaa
Case (22):
During a predictive maintenance program of a 2000 RPM air blowing
unit, the following vibration levels was obtained, the stud fixed
vibrometer used has 0.7 damping ratio and 10 HZ natural frequency.
Hours 100 200 300 400 500 600 700 800 900
mm/s 058 1.08 1.58 2.08 2.58 3.08 3.58 4.08 4.58
Required:
1. Find the percentage error in the measured vibration if the high
level corresponds to 25 HZ.
2. Construct the vibration trending and predict the vibration level
after 110 hours.
3. Does the above results changed if the vibrometer fixed by a waxy
material, why?
4. Using the Canadian specification CDA/MS/NVSH107, predict
the time to “call for service” and to “immediate repair” starting
from the last measurement (at t1)
Solution:
1- percentage error in the measured vibration level
measured frequency w = 25 [Hz])
Vibrometer natural frequency wn = 10 [Hz]
Z= damping factor =0.7
w/wn= 25/10= 2.5
MF= (w/wn)^2/{[(1- (w/wn)^2)^2]+(2z w/wn)^2}0.5

MF=0.99
Percentage error (e%) =100(1-MF)=0.9%

Dr. Attia H. Gomaa
Construction of vibration trending:
By using least square method:
Time in hours =t Vibration velocity in mm/s=v
n= number of the measured data =9
a &b are constants to be evaluated
a∑ti^2+b∑ti=∑ti*v a ∑ti +bn= ∑vi

∑vi =23.22 ∑ti^2=2850000
∑ti=4500
a*2850000+b*4500=1460 a*4500+9b=23.22
a=0.005 b=0.08
v=0.08+0.005t [mm/s]
Prediction of the vibration level after 110 hours

v=.08+.005*110=0.63 mm/s
2- if the vibrometer fixed by a waxy material instead of stud

fixing:
the value of vibrometer natural frequency wn α k/m, for wax k
become smaller so the value w/wn become larger . i.e. the value w/wn
become more bigger i.e. this fixation will improve the measured
values (become more accurate) .
3- from the Canadian specification CAD/MS/NVSH107 at 2000

rpm
the permissible vibration level to call for service =5.6 [mm/s]
the permissible vibration level to call for immediate repair =10 [mm/s]
The time to call for service :

0.08+0.005t=5.6 t=1104 hours
The time to call for immediate reaper :
0.08+0.005t=10 t=1984 hours

Dr. Attia H. Gomaa
Case (23):
The following Figure shows the line diagram of a pumping
system.
Gearbox
Ratio 1:10
Coupling
Motor
rev/min 1800 Gear 1
B1 B2
Gear 2
Pump
B3 B4
Find the possible vibration frequencies for the following

machinery faults:
1- Unbalance in motor and pump.

2- Misalignment of motor and gear shafts.
3- Bearing 3 outer race if it is a ball bearing having
(number of balls 10, ball diameter 5 mm, Pitch circle
diameter 50 mm, and Angle β= 0).
4- Bearing 4 problems (journal bearing).

Dr. Attia H. Gomaa
1- Unbalance in motor and pump.
Motor 1800 rpm, Gearbox Ratio 1:10
N1 = 1800 N2=? Z1/Z2 = 10/1
Speed ratio = N1 / N2 = Z1 / Z2
1800/N2 = 10 / 1 N2= 180 rpm
From fault diagnosis table,
The frequency of vibration due to unbalance in motor

= 1 * rpm = 1800 rpm = 1800/60 = 30 Hz
The frequency of vibration due to unbalance in pump

= 1 * rpm = 180 rpm = 180/60 = 3 Hz
2- Misalignment of motor and gear shafts.

The frequency misalignment of motor:
= (1 to 2) * rpm = (1 to 2) * 1800 rpm
From (30 to 60) Hz
The frequency misalignment of gear shifts:

= (1 to 2) * rpm = (1 to 2) * 180 rpm
From (3 to 6) Hz

Dr. Attia H. Gomaa
3- Bearing 3 outer race:
if it is a ball bearing having
n = number of balls 10,
Bd = ball diameter 5 mm,
Pd = Pitch circle diameter 50 mm,
β= Angle =0.
The frequency of vibration due to outer race defect:
= (n/2) (rpm/60) (1 – (Bd/Pd) cos β

= (10/2) (180/60) (1 – (5/50) cos 0
= 5 * 3 * 0.9 = 13.5 Hz
4- Bearing 4 problems (journal bearing).
The frequency of vibration due to journal bearing loose

in housing:
= (1/2 to 1/3) rpm
rpm: rev/min of pump shaft = 180
The frequency of vibration due to journal bearing loose

in housing:
= (1/2 to 1/3) 180/60 = (1.5 to 1) Hz
Oil film whirl or whip in Journal bearings: Slightly less

than half shaft speed (42 to 48%)
(0.42 to 0.48) 180/60 = (1.26 to 1.44) Hz

Dr. Attia H. Gomaa
Lubricating oil analysis
Oil analysis has become an important aid to preventive

maintenance. Laboratories recommend that samples of
machine lubricant be taken at scheduled intervals to
determine the condition of the lubricating film that is
critical to machine-train operation. Typically eleven tests
are conducted on lube oil samples:
1- Viscosity : is one of the most important properties of

lubricating oil. The actual viscosity of oil samples is
compared to an unused sample to determine the
thinning of thickening of the sample during use.
Excessively low viscosity will reduce the oil film strength,
weakening its ability to prevent metal-tometal locations
in the bearing support structure, reducing its ability to
lubricate.
2. Contamination : of oil by water or coolant can

cause major problems in a lubricating system. Many of
the additives now used in formulating lubricants contain
the same elements that are used in coolant additives.
Therefore, the laboratory must have an accurate
analysis of new oil for comparison.
3. Fuel dilution : of oil in an engine weakens the oil

film strength, sealing ability, and detergency. Improper
operation, fuel system leaks, ignition problems,
improper timing, or other deficiencies may cause it. Fuel
dilution is considered excessive when it reaches a level
of 2.5 to 5 per cent.
4. Solids content : is a general test. All solid

materials in the oil are measured as a percentage of the
sample volume or weight. The presence of solids in a
lubricating system can significantly increase the wear on

Dr. Attia H. Gomaa
lubricated parts. Any unexpected rise in reported solids
is cause for concern.
5. Fuel soot : is an important indicator for oil used

in diesel engines and is always present to some extent.
A test to measure fuel soot in diesel engine oil is
important since it indicates the fuel burning efficiency of
the engine. Most tests for fuel soot are conducted by
infrared analysis.
6. Oxidation : of lubricating oil can result in lacquer

deposits, metal corrosion, or thickening of the oil. Most
lubricants contain oxidation inhibitors. However when
additives are used up, oxidation of the oil itself begins.
The quantity of oxidation in an oil sample is measured
by differential infrared analysis.
7. Nitration : results from fuel combustion in

engines. The products formed are highly acidic and they
may leave deposits in combustion areas. Nitration will
accelerate oil oxidation. Infrared analysis is used to
detect and measure nitration products.
8. Total acid number : (TAN) is a measure of the

amount of acid or acid-like material in the oil sample.
Because new oils contain additives that affect the TAN
number, it is important to compare used oil samples
with new, unused, oil of the same type. Regular analysis
at specific intervals is important to this evaluation.
9. Total base number : (TBN) indicates the ability

of an oil to neutralize acidity. The higher the TBN, the
greater is its ability to neutralize acidity. Typical causes
of low TBN include using the improper oil for an
application, waiting too long between oil changes,
overheating and using high sulfur fuel.

Dr. Attia H. Gomaa
10. Particle count : tests are important to anticipating
potential system or machine problems. This is especially
true in hydraulic systems. The particle count analysis
made a part of a normal lube oil analysis is quite
different from wear particle analysis. In this test, high
particle counts indicate that machinery may be wearing
abnormally or that failures may occur because of
temporarily or permanently blocked orifices. No attempt
is made to determine the wear patterns, size and other
factors that would identify the failure mode within the
machine.

Dr. Attia H. Gomaa
11. Spectrographic analysis : allows accurate, rapid
measurements of many of the elements present in
lubricating oil. These elements are generally classified
as wear metals, contaminates, or additives. Some
elements can be listed in more than one of these
classifications. Standard lubricating oil analysis does not
attempt to determine the specific failure modes of
developing machine-train problems. Therefore,
additional techniques must be used as part of a
comprehensive predictive maintenance program.
12. Wear particle analysis : is related to oil

analysis only in that the particles to be studied are
collected through drawing a sample of lubricating oil.
Where lubricating oil analysis determines the actual
condition of the oil sample, wear particle analysis
provides direct information about the wearing condition
of the machine-train. Particles in the lubricate of a
machine can provide significant information about the
condition of the machine. This information is derived
from the study of particle shape, composition, size and
quantity. Wear particle analysis is normally conducted in
two stages.
The first method used for wear particle analysis is

routine monitoring and trending of the solids content of
machine lubricant. In simple terms the quantity,
composition and size of particulate matter in the
lubricating oil is indicative of the mechanical condition of
the machine. A normal machine will contain low levels of
solids with a size less than 10 microns. As the machine’s
condition degrades, the number and size of particulate
matter will increase.
The second wear particle method involves analysis of

the particulate matter in each lubricating oil sample.

Dr. Attia H. Gomaa
Five basic types of wear can be identified according
to the classification of particles: rubbing wear, cutting
wear, rolling fatigue wear, combined rolling and sliding
wear and severe sliding wear. Only rubbing wear and
early rolling fatigue mechanisms generate particles
predominantly less than 15 microns in size.
(a) Rubbing wear is the result of normal sliding

wear in a machine. During a normal break-in of a wear
surface, a unique layer is formed at the surface. As long
as this layer is stable, the surface wears normally. If the
layer is removed faster than it is generated, the wear
rate increases and the maximum particle size increases.
Excessive quantities of contaminate in a lubrication
system can increase rubbing wear by more than an
order of magnitude without completely removing the
shear mixed layer. Although catastrophic failure is
unlikely, these machines can wear out rapidly.
Impending trouble is indicated by a dramatic increase in
wear particles.
(b) Cutting wear particles are generated

when one surface penetrates another. These particles
are produced when a misaligned or fractured hard
surface produces an edge that cuts into a softer surface,
or when abrasive contaminate become embedded in a
soft surface and cut an opposing surface. Cutting wear
particles are abnormal and are always worthy of
attention. If they are only a few micron long and a
fraction of a micron wide, the cause is probably a
contaminate. Increasing quantities of longer particles
signal a potentially imminent component failure.
(c) Rolling fatigue is associated primarily with

rolling contact bearings and may produce three distinct
particle types: fatigue spall particles, spherical particles,
and laminar particles. Fatigue spall particles are the
Dr. Attia H. Gomaa
actual material removed when a pit or spall opens up on
a bearing surface. An increase in the quantity or size of
these particles is the first indication of an abnormality.
Rolling fatigue does not always generate spherical
particles and they may be generated by other sources.
Their presence is important in that they are detectable
before any actual spalling occurs. Laminar particles are
very thin and are formed by the passage of a
wearparticle through a rolling contact. They
frequently have holes in them. Laminar particles may be
generated throughout the life of a bearing, but at the
onset of fatigue spalling the quantity increases.
(d) Combined rolling and sliding wear

results from the moving contact of surfaces in gear
systems. These larger particles result from tensile
stresses on the gear surface, causing the fatigue cracks
to spread deeper into the gear tooth before pitting. Gear
fatigue cracks do not generate spheres. Scuffing of
gears is caused by too high a load or speed. The
excessive heat generated by this condition breaks down
the lubricating film and causes adhesion of the mating
gear teeth. As the wear surfaces become rougher, the
wear rate increases. Once started, scuffing usually
affects each gear tooth.
(e) Severe sliding wear is caused by excessive

loads or heat in a gear system. Under these conditions,
large particles break away from the wear surfaces,
causing an increase in the wear rate. If the stresses
applied to the surface are increased further, a second
transition point is reached. The surface breaks down and
catastrophic wear ensures. Normal spectrographic
analysis is limited to particulate contamination with a
size of 10 microns or less. Larger contaminants are
ignored. This fact can limit the benefits that can be
derived from the technique.
Dr. Attia H. Gomaa
8- Optimal System Maintenance (OSM)
OSM approaches focus on mathematical modeling and
developing optimal policies to inspect, repair, or replace
equipment based on its specific reliability characteristics.
Generally, an OSM policy may be the one which either:

1- Minimizes system maintenance cost rate;
2- Maximizes the system reliability measures;
3- Minimizes system maintenance cost rate while the system
reliability requirements are satisfied; or
4- Maximizes the system reliability measures when the
requirements for the system maintenance cost are
satisfied.
Mathematical Programming Approaches for Maintenance

Scheduling:
 Network programming
 Linear programming
 Quadratic programming
 Nonlinear programming
 Stochastic programming
In maintenance scheduling, the objective function could be:

Minimizing maintenance cost
Minimizing workforce idle time,
Minimizing backlog, or
Maximizing resource utilization.
Some important constraints are as follows:
Worker availability / Reliability
Equipment and tools availability
Spare parts availability
Dr. Attia H. Gomaa
9- Risk Based Inspection (RBI)
"Success is foreseeing failure" - Henry Petroski
 RBI is a planning tool used to develop the optimum inspection

plans for critical equipment. Inspection is a crucial role in RBI.
Components are essentially inspected for corrosion and other
damage at planned intervals, in order to identify corrective action
before failures actually occur.
 RBI refers to the application of risk analysis principles to manage
inspection programs for plant equipment.
 RBI refers to risk mitigation through inspection programs, using
risk analysis methodologies.
 RBI is a method using risk as a basis for prioritizing and managing

the efforts of an inspection program.
 RBI is an established technology for intelligently assigning

inspection activities to equipment which represents the highest risk
to a plant owner/operator. The result is an inspection plan based on
risk which satisfies both the regulatory and business requirements of
the client.
 RBI is a systematic tool that helps users make informed business

decisions regarding inspection and maintenance spending.
 RBI focuses on providing sufficient and appropriate inspection

resources for the high risk items, rather than over-inspecting low-
risk items "at the expense" of the higher risk areas.
 RBI studies define inspection programs. Information is generated

on the types of damage that may be expected, appropriate inspection
techniques to be used, where to look for the potential damage, and
how often inspections should take place.
 RBI is regarded as a cost effective alternative to traditional

inspection.

Dr. Attia H. Gomaa
 RBI is used for planning and implementation of inspection and
maintenance programs.

Dr. Attia H. Gomaa
 RBI studies define inspection programs. Information is generated
on the types of damage that may be expected, appropriate inspection
techniques to be used, where to look for the potential damage, and
how often inspections should take place.
 The highest risk is mostly associated with a small percentage of

plant items. History tells us that 80% of the risk in industrial plants
in general is related to 20% of the pressure equipment. To be more
efficient with inspections and maintenance, it is useful to identify
this 20% higher risk assets.
 RBI has been used in the nuclear power generation industry for
some time and is also employed in refineries and petrochemical
plant.
 RBI has been applied in industries such as power generation,

refineries, petrochemical plants and pipelines.
RBI Targets
The ultimate goals of RBI are:
 To develop a cost-effective inspection and maintenance program

that provides assurance of acceptable mechanical integrity and
reliability.
 To improve plant HSE (Health, Safety and Environment)
 To improve plant reliability, availability and maintainability (RAM)
 To reduce maintenance down time cost

Dr. Attia H. Gomaa
10- Reliability Centered Maintenance
(RCM)
RCM is a systematic approach to establish a good maintenance

program for critical equipment to improve the system availability and
reduce the maintenance cost, by focusing on the most important
functions of the system, and avoiding or removing maintenance actions
that are not strictly necessary.
RCM involves the establishment or improvement of a maintenance

program in the most cost-effective and technically feasible manner. It
utilizes a systematic, structured approach that is based on the
consequences of failure. As such it represents a shift away from time-
based maintenance tasks and emphasizes the functional importance of
system components and their failure/maintenance history.
The concept of RCM finds its roots in the early 1960's, with RCM
strategies for commercial aircraft developed in the late 1960s, when
wide-body jets were introduced to commercial airline service. A major
concern of airlines was that existing time-based preventive maintenance
programs would threaten the economic viability of larger, more
complex aircraft. The experience of airlines with the RCM approach
was that maintenance costs remained roughly constant but that the
availability and reliability of their planes improved. RCM is now
standard practice for most of the world's airlines.
There are four features that define & characterize RCM, which are as
follows:
 Preserve function, by addressing system function, inputs &
outputs.
 Identify failure modes that can defeat the function.
 Prioritize function need (via the function mode).
 Select only applicable & effective PM tasks
RCM concept was developed in the early 1970s by the Commercial

Dr. Attia H. Gomaa
Airline Industry Maintenance Steering Group.
RCM is a process used to determine the maintenance requirements

of any physical asset in its operating context.
In many RCM applications the plant already has effective

maintenance programs.
The RCM projects therefore be an upgrade projects, identify and

select the most effective PM tasks, to recommend new tasks or
revisions , and to eliminate ineffective tasks then apply this changes
within the existing programs in a way that will allow the most
efficient allocation of resources.
Benefits of R.C.M
• Improve operating performance.
• Improve quality
• Greater maintenance cost effectiveness
• Increase equipment life
• Better teamwork
• Increase moral
RCM is based upon two criteria:

1- Non-safety-critical components:
Scheduled Maintenance (SM) tasks should be carried out
only when performance of the scheduled task will reduce the
life-cycle cost of ownership.
2- Safety-critical components:
SM tasks must be performed only when such tasks will
prevent a decrease in reliability and/or deterioration of
safety to unacceptable levels or when the tasks will reduce
the life-cycle cost of ownership.

Dr. Attia H. Gomaa
RCM Steps:
1. System selection and information analysis.
2. System boundary definition.
3. System description and functional block diagram.
4. System function and functional failures.
5. Failure mode and effects analysis.
6. Logic (decision) tree analysis.
7. Task selection.
RCM Implementation Steps
1. RCM Feasibility Study

2. RCM Team Building & Training
3. RCM Master Plan (1-3 years)
4. Design of Maintenance Performance Evaluation System
5. Design of Maintenance Criticality System
6. System Selection & Information Analysis
7. System Description & Process Analysis
8. Equipment Classification (critical & non-critical)
9. Maintenance Information Analysis
10. Failure Mode & Effect Analysis (FMEA)
11. Risk Analysis
12. Logic (Decision) Tree Analysis
13. Task Selection and Job Plan
14. Maintenance Program & Planning
15. Implementation
16. RCM Performance Evaluation
17. Corrective Actions

Dr. Attia H. Gomaa
Failure Modes and Effects Analysis (FMEA)
 A “Hazard Identification” method
 Involves breaking a system down into sub-systems and
component parts
The systematic discipline involves scrutinizing each component

– How might a component fail (failure modes)?
– What are the consequences of each failure mode and
combinations of failure modes?
– What environmental factors affect failure modes?
Interventions are developed to improve total system reliability
Equipment Failure Failure Failure Effects

ID # Description mode Cause Local System Unit
Failure Modes: the manner in which a fault occur, the way in which
the element fail.
Failure Effects: what would happen if the failure mode occurs

(efficiency, cost and time).

Dr. Attia H. Gomaa
TOTAL PRODUCTIVE MAINTENANCE (TPM)
TPM is an integrated approach for maintenance management to

maximize equipment effectiveness by establishing a comprehensive
productive-maintenance system.
TPM was defined by Japanese Institute of Plant Engineers (JIPE) in

1971.
TPM has a positive and significant relationship with lower costs,

higher levels of quality, and stronger delivery performance. Hence,
TPM has a strong positive impact on improving productivity.
TPM is an integrated approach for maintenance management to

maximize equipment effectiveness by establishing a comprehensive
productive-maintenance system.
TPM involves operational and maintenance staff working together as a

team to reduce wastage, minimize downtime and improve end-product
quality [Tsang, 2000 and Eti et al., 2004].
McKone and Weiss (1998) identify significant gaps between industry

practice and academic research and emphasized the need to bridge
these gaps by providing guidelines for implementing TPM activities.
TPM is an approach to continuously improve the performance of

certain industrial activities, and in the first place of maintenance. To
achieve an overall workshop improvement, TPM strives for the
development of optimal human–machine conditions [Waeyenbergh and
Pintelon, 2002].
TPM is a proven and successful procedure for introducing maintenance

considerations into organizational activities. It involves operational and
maintenance staff working together as a team to reduce wastage,
minimize downtime and improve end-product quality.
TPM builds on the concepts of JIT, TQM and design to achieve
minimum life-cycle cost (LCC) [Eti et al., 2004]. TPM aims to obtain
the maximum production output with the best levels of product quality,

Dr. Attia H. Gomaa
and doing this at minimum cost to the facility providing the least risk
of breakdown [O’Donoghue and Prendergast, 2004].
TPM provides a comprehensive company-wide approach to

maintenance management, which can be divided into long-term and
short-term activities. In the long-term, efforts focus on new equipment
design and elimination of sources of lost equipment time and typically
require the involvement of many areas of the organization. In the short-
term, attention is focused on an autonomous maintenance program for
the production department, a planned maintenance program for the
maintenance department, and skill development for operations and
maintenance personnel. Most of the previous studies focused on the
short-term maintenance efforts [McKone et al., 1999 and 2001].
The TPM bundle includes practices primarily designed to maximize

equipment effectiveness through planned preventive-predictive
maintenance of the equipment and using maintenance optimization
techniques. More generally, emphasis on maintenance may also be
reflected by the emphasis given to new process equipment or
technology acquisition [Cua et al., 2001].
The impact of TPM on improving productivity has been stated in many

studies, and there is a lot of excellent case studies, for example; a semi-
automated assembly cell [Chand and Shirvani, 2000]; large Global
companies [Ireland and Dale, 2001]; pulp and paper [Van-der-Wal and
Lynn, 2002]; Ceramics [Ferrari et al., 2002]; and electronics [Chan et
al., 2003].
Refer to Gomaa, 2005, TPM benefits may be concluded as follows: (1)
Improvement in OEE (25 to 50%); (2) Improvement in labor
productivity (30 to 40%); (3) Reduction in product defects (25 to
30%); (4) Reduction in maintenance cost (10 to 30%); (5) Reduction in
unplanned maintenance (20 to 50%); (6) Reduction in manufacturing
cost (5 to 15%); and hence; (7) Improvement in total system
productivity (20 to 30%); (8) Promotion of team approach; (9) Improve
operator satisfaction; (10) Empowerment of manpower; and hence (11)
Reduce the communication problem.

Dr. Attia H. Gomaa
TPM model is based on five pillars: (1) Individual equipment
improvements to eliminate the equipment losses; (2) Autonomous
maintenance; (3) Planned PM; (4) Maintenance/operations skills
training; and (5) Maintenance plan design and early equipment
management [Waeyenbergh and Pintelon, 2002].
TPM main objectives are to achieve zero breakdowns and zero defects
through: (1) increasing operator involvement and ownership of the
process; (2) improving problem-solving by the team; (3) refining
preventive and predictive maintenance activities; (4) focusing on
reliability and maintainability engineering; and (5) upgrading each
operator's skills [Eti et al., 2004].
Refer to Gomaa, 2005, TPM implementation activities may be

concluded as follows:
1. System selection and information analysis;
2. Master plan for production and maintenance management;
3. Autonomous maintenance programs for the production
department;
4. Planned maintenance programs for the maintenance department;
5. Equipment design modifications for maintenance department or
suppliers;
6. Manpower education and training;
7. Manpower motivation and direction; and
8. Performance evaluation and continuous improvement.
Chan et al. (2003) developed a TPM program in four phases, which are
as follows: introduction-preparatory stage, introduction stage of TPM
implementation, introduction-execution stage of TPM implementation,
and finally, establishment stage.
Reviewing the literature, TPM procedures may be concluded in five

phases; the following are the major activities in each phase, [Gomaa
2005]:
1. Phase 1. TPM feasibility study: This phase focuses on the cost
benefits analysis and decision making processes;

Dr. Attia H. Gomaa
2. Phase 2. Problem identification and developing equipment
awareness: It includes study the organization, analyze the existing
maintenance problems, analyze the working conditions, start the
equipment awareness program, and identify the critical machine
and components.
3. Phase 3. TPM procedure development: This phase deals with

collect all information on machines, development standard
servicing procedures, development proper operator
communication channels, development continuous feedback for
operator response, development quality consciousness among
operators, develop self-maintenance procedures, develop data
collection procedures, develop training materials, and develop
quality feedback system.
4. Phase 4. Initial implementation program: It focuses on customize

the servicing procedure for the specific machine, conduct
training, implement procedures and policies, problem solving
through problem solving techniques, and feedback from operators
and audits.
5. Phase 5. TPM Program Maintenance and stabilization: This phase

deals with develop the structure and policies for the TPM steering
committee, develop information flow, develop guidelines for
maintenance scheduling, conduct advanced training, develop
guidelines for machine trend reports and improvements, develop
procedures for document control, feedback and improvement,
and company-wide TPM implementation program.

Dr. Attia H. Gomaa
System Maintenance Production
configuration planning & planning &
control control
Total Productive Maintenance
Manpower Product/service Spare parts

training & quality control planning &
motivation control
. Max
OEE
TPM Master
plan
Top & control Operational management

management )departments & workshops(
Figure - Proposed TPMIS Outline.

Dr. Attia H. Gomaa
Main References:
1. Jones, R.B. “ Risk-Based Management ”, Gulf Publishing
Company, Houston, 1995.
2. Moubray, Jhon. “ Reliability Centered Maintenance II ”,

Industrial Press Inc. New York, 1991.
3. Parra, Carlos, “Course of Reliability- Centered

Maintenance”, Universidad de los Andes, Mérida -
Venezuela, 1998.
4. Smith, Anthony. “ Reliability Centered Maintenance ”,

McGraw Hill Inc., New York, 1992.
For more information:

Dr. Attia H. Gomaa
attiagomaa@yahoo.com Mobile: 0122738497

Dr. Attia H. Gomaa

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Training course:

Fundamentals Maintenance Management

Head of Industrial Eng. Department - Fayoum University

Level II: Advanced Maintenance Management

1.Maintenance Management Overview

Maintenance is defined as:

 The work under taken in order to keep or restore a

 The combination of activities by which a facility is kept

Fundamentals Maintenance Management 3 / 150

Predictive (Condition-based) Maintenance

What are the main factors, which affect the

Fundamentals Maintenance Management 5 / 150

(1) (2) (3)

PM Repairs Minor repairs Repairs

Fundamentals Maintenance Management 7 / 150

Fundamentals Maintenance Management 8 / 150

 Depending on the specific industry, maintenance costs can represent

 For example in food related industries, the average maintenance

 US industry spends more than $200 billion dollars each year on

 USA Industries in 1983/ 1984: Maintenance Cost  $ 35 * 109 Per

Maintenance Cost: 10 – 25 % &

What are the main elements of Maintenance cost?

Fundamentals Maintenance Management 9 / 150

Maintenance Costs Elements

 Cost to replace or repair

Total Maintenance Cost

Down Time Cost

Fundamentals Maintenance Management 10 / 150

 MM is a powerful systematic methodology to maximize the

 MM - is the application of knowledge, tools and scientific

 MM - decision-making process to select the best

 MM is the art of matching a maintenance's goals, tasks, and

Fundamentals Maintenance Management 11 / 150

2nd generation Grater safety

2000 1990 1980 1970 1960 1950 1940

How do you measure MM success?

Fundamentals Maintenance Management 13 / 150

Before you start to maintenance plan, consider...

So, Maintenance Planning must determines what, when,

 What is to be maintained? "Description"

What are the main Types of MM Plans?

Fundamentals Maintenance Management 14 / 150

What is the Maintenance System?

Flow rate: 35 m3/hour

Figure - Functional block diagram for a pump

Motor Coupling Pump

Figure – Main Components

Fundamentals Maintenance Management 17 / 150

Fundamentals Maintenance Management 18 / 150

Fundamentals Maintenance Management 19 / 150

Fundamentals Maintenance Management 20 / 150

Fundamentals Maintenance Management 21 / 150

1- Optimal system maintenance (OSM),

Maintenance management methodologies

OSM RBI & RCM TPM

Fundamentals Maintenance Management 22 / 150

Policy Approach Goals

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Policy Approach Goals

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Why Preventive Maintenance should be done?

Rather, it is better to consider PM only when:

What are the main targets of PM?