Introduction to

Maintenance Management
 What is MAINTENANCE?

A combination of any action carried out to retain an item

or restore it into an acceptable condition.

What is Maintenance Management?

 What is Maintenance Management?

Is the routine, recurring work which is required to keep a

facility in such a condition that it may be utilized at its
original or designed capacity and efficiency. It includes the
application of management methods and requires
systematic attention.
 Objectives of MAINTENANCE MANAGEMENT

1. To minimize maintenance cost, along with proper protection of capital

investment.

2. To have optimum utilization of resources and operating time.

3. To provide a means of collecting cost and other information that will be useful
in improving maintenance and other performance.

4. To establish methods of evaluating work performance and this will be useful

to management in general and to maintenance supervisors in particular.

5. To improve the skills of supervisors and subordinates through proper training.

6. To aid in establishing safe working conditions for both operating department

and maintenance personnel by establishing and keeping proper standards.
 Role of the MAINTENANCE MANAGER

➢ Select the appropriate Maintenance Strategies.

➢ Develop a suitable Maintenance Plan & Schedule to execute the

Maintenance strategies,

➢ Review and Audit the maintenance process,

➢ Reporting &

➢ Continually improving the maintenance process.

 Required to
deliver 10,000
L/min

New Asset Pump Specs:

12,000 L/min 12,000 L/min

Desired Function
10,000
L/min
Maintenance

Time
 Why do we perform maintenance?

1. To keep our assets fit for the use

2. In production and manufacturing if the equipment is

down then we get less time to produce anything
(ensure asset availability)

3. It keeps the entire production system more reliable,

productive and efficient.
 Objective of the Maintenance Management

1. To maximize the availability and reliability of all assets.

2. To extend the useful life of the assets by minimizing the

wear and tear and deterioration.

3. To Ensure operation readiness of all equipment

required for emergency use at all time.

4. To increase the equipment utilization by reducing

downtime
 What is it all ABOUT?

1- Profit
2- Save Life
3- Production Avoid Machine Failure
4- Quality
5- Machine Useful Life
6- Reliability
 What is Failure?
• Failure is inability to function in an appropriate
manner or in an acceptable quality.

• Machine failure on production floor – worn out

bearing, pump, pressure leaks, broken shaft,
overheated machine etc.

• Equipment failure in office – failure of power supply,

air-conditioned system, computer network, photocopy
machine

• Vehicle failure – brake, transmission, engine, cooling

system
 Development of Maintenance Management
Theory
1- Before 2nd WW maintenance is considered as Firefighting work

2- After 2nd WW the Preventive Maintenance concept came in 1951 then:

3- Productive maintenance 1954

4- Maintainability concept 1957 (how quickly can we restore the equipment) it

incorporates the design of the equipment.

5- In 1960 Productive Maintenance related to reliability efficiency and plant design

6- Reliability and Maintainability Engineering concept after 1960

7- Engineering Economy cater for when to replace the equipment,
what is the operating cost of the equipment so cost is taken into
account

8- 1970 System-based approval –TQM & TPM. System means considering

all the components that affect or being affected by the
maintenance. It includes:
- System Engineering
- Management of Innovation and Design
- Terotechnology
- Logistics
- Ecology and Behavioral Science
 Terotechnology

(Tero means to look after/take care of)

It is the combination of managerial, financial, engineering, and other
practices applied to physical assets for optimal life cycle (in pursuit of
economic life cycle cost).

LCC = Life cycle cost, it includes acquisition cost + operation &

supporting cost + failure cost – net salvage value

Life Cycle Profit = Revenue - LCC

Terotechnology consider the equipment from design to discard

Terotechnology
Design Audit:
Critical Scrutiny of the design by the maintenance and
design engineer to:
- Ensure reliability and maintainability of the
equipment
- Suggest any design modifications
Graph of trends in maintenance
 Why things Fail ?

1- Bad Design
2- Bad Installation
3- Bad Operation
4- Bad Maintenance
5- Deterioration
6- Degradation
7- Fatigue
 Failures Characteristics Curve
Theory of Bath-tub Curve

failure /unit time

Infant Mortality Constant Failure Rate Wear-out Zone

failure Rate

Time in Service
 Failures Characteristics Curve
Theory of Bath-tub Curve

The likely cause..

Infant Mortality Wear-out Zone
 Occurrence of Failures
Failures tend to occur in the following stages
 Theory of Bath-tub Curve
Failure, for most parts of an operation, is a function of time. In
many cases, plotting the failure rate against a continuous time
scale, the results will constitute the so-called ‘bath-tub’ curve

Failure Rate

Time

The bathtub shape is a characteristic of the failure rate curve

of many well-designed products and components including the
human body
The Bathtub curve has 3 different periods:

1- Infant Mortality
➢ Is characterized by high failure rate and the items become less likely to fail as
their survival time increases.

➢ Highly undesirable failure rate are always caused by defects and blunders:
material defects, design blunders, errors in assembly, etc

➢ Infant mortality is a major reason determining complaints rate.

➢ This period normally ranges from a few minutes to several hundreds hours.

➢ To provide customer good product reliability, it is necessary to reduce initial

failure rate.
1- Infant Mortality

Burn-in or debugging testing

➢ Due to the high failure rate in the initial failure period, burn-in
(for electronic items) or debugging are widely accepted as an
approach to screening out failures before they leave the
factory until the product population reaches a low failure-
rate.

➢ The failed products are scrapped (if not repairable) or

minimally repaired (if repairable).

➢ The application of debug or burn-in is to keep the weak unit

failure takes place in the test period rather than in service
2- The constant failure rate period

➢ Constant failure rate period known as ‘useful life’.

➢ In this region failures occur by purely chance

➢ The failure rate follows exponential distribution

➢ Good control on operation and maintenance procedures can be applied to

eliminate the accident failures during useful life period, which are caused
by poor maintenance or usage.

➢ Maintenance management is concern about constant failure rate.

➢ All maintenance activities are concentrated on this period to extend this

middle life
3- The wear-out period

➢ Characterized by a rapid increasing failure rate with time.

➢ Failures during wear-out period are due to old age

➢ The failure density function will increase firstly, and then decrease to zero for the
obsolescence of components

➢ Useful life period can be extended by careful and regular preventive

maintenance and replacement

➢ In practice, the component may fail long before the MTBF or MTTF is reached
owing to the wear-out
 Failure characteristics curves

Wear-out Single
Region Piece

Complex
System
Constant probability of failure at all ages. (No clear wear-
out zone)

Infant
Mortality
 Failure Characteristics

Type A: Constant or gradually increasing failure

probability, followed by a pronounced wear-out region.
An age limit may be desirable. (Typical of reciprocating
engines.)

Type B: Infant mortality, followed by a constant or

slowly increasing failure probability. (Typical of electronic
equipment.)

Type C: Low failure probability when the item is new or

just overhauled, followed by a quick increase to a
relatively constant level.
 Failure Characteristics

Type D: Relatively constant probability of failure at all

ages.

Type E: Bathtub curve; i.e., infant mortality followed by

a constant or gradually increasing failure probability
and then a pronounced wear-out region. An age limit
may be desirable, provided a large number of units
survive to the age where wear-out begins.

Type F: Gradually increasing failure probability, but no

identifiable wear-out age. Age limit usually not
applicable. (Typical of turbine engines.)
 Strategic Importance of Maintenance and
Reliability

The objective of maintenance and

reliability is to maintain the capability or
functions of the system
 Strategic Importance of Maintenance and
Reliability

◆ Failure has far reaching effects on a firm’s

◆ Operation
◆ Reputation
◆ Profitability
◆ Dissatisfied customers
◆ Idle employees
◆ Profits becoming losses
◆ Reduced value of investment in plant and
equipment
 Maintenance Terminology

➢ Maintenance is all activities involved in keeping a system’s equipment in

working order

➢ Reliability is the probability that a machine will do the required function

properly for a specified time in stated condition

➢ Maintainability is the how quick and easy with which a product can be
maintained and restore to operation. Usually related to the design of the
product

➢ Availability is the ratio of (a) the total time a functional unit is capable of
being used during a given interval.

For example, a unit that is capable of being used 100 hours per week (168
hours) would have an availability of 100/168.
 Maintenance Terminology

➢ Productivity is defined as the efficient use of resources, (labor, capital,

land, materials, energy, information), in the production of various goods and
services.

This is usually expressed as:

Productivity = Output/ Input
 Maintenance Management

Employee Involvement
Partnering with maintenance
personnel
Skill training Results
Reward system
Employee empowerment Reduced inventory
Improved quality
Improved capacity
Reputation for quality
Maintenance and Reliability Continuous improvement
Procedures Reduced variability
Clean and lubricate
Monitor and adjust
Make minor repair
Keep computerized records
 Reliability

What is Reliability?
The RELIABILITY of an item/system is the probability that
the item/system performs a specified function under
specified operational and environmental conditions at and
throughout a specified time.

Quantitatively, reliability is the probability of success.

Usually expressed as:

Mean Time Between Failures (MTBF)

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 Reliability

Improving individual components

Rs = R1 x R2 x R3 x … x Rn

where R1 = reliability of component 1

R2 = reliability of component 2

and so on

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Inc. publishing as Prentice
 Reliability Example

R1 R2 R3

.90 .80 .99 Rs

Reliability of the process is

Rs = R1 x R2 x R3 = .90 x .80 x .99 = .713 or 71.3%

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Inc. publishing as Prentice
 Overall System Reliability
100 –
Reliability of the system (percent)

80 –

60 –

40 –

20 –

0 |– | | | | | | | |
100 99 98 97 96
Average reliability of each component (percent)
 Product Failure Rate (FR)

Basic unit of measure for reliability

Number of failures
FR(%) = x 100%
Number of units tested

Number of failures
FR(N) =
Number of unit-hours of operating time

Mean time between failures (MTBF) predicted elapsed time

between inherent failures
1 of a system during
MTBF = operation
FR(N)
 Example

20 air conditioning units designed for use in NASA space

shuttles operated for 1,000 hours. One failed after 200
hours and one after 600 hours

20 A/C
1 A/C failed
1 A/C failed
18 A/C

200 hr 400 hr

1000 hr
 Example

20 air conditioning units designed for use in NASA space

shuttles operated for 1,000 hours. One failed after 200
hours and one after 600 hours
Number of failures
FR(N) = Number of unit-hours of operating time

FR(%) = 2 (100%) = 10%

20
2
FR(N) = = .000106 failure/unit hr
20,000 - 1,200
1
MTBF = = 9,434 hrs
.000106
Maintainability:
The ability of an item, under stated conditions of use, to be retained in, or restored
to a state in which it can perform its required function(s), when maintenance is
performed under stated conditions and using prescribed procedures and
resources.

Expressed as Mean Time To Repair (MTTR).

Availability:
Is the probability that a system is available for use at a given time- a function of
reliability and maintainability.
It is operating time divided by load time, which is the available time per day minu
the planned downtime

Failure: The termination of the ability of an item to perform its required fun
 Mean Time Between Failure (Elapse Up Time)

➢ Is a reliability term used to provide the amount of failures per million

hours for a product.

➢ This is the most common inquiry about a product’s life span, and is
important in the decision-making process of the end user.
 Mean Time Between Failure (Elapse Up Time)

➢ MTBF is more important for industries and integrators than for

consumers.

➢ Most consumers are price driven and will not take MTBF into
consideration, nor is the data often readily available.

➢ On the other hand, when equipment such as media converters or

switches must be installed into mission critical applications, MTBF
becomes very important.

➢ In addition, MTBF may be an expected line item in an RFQ (Request

For Quote).

➢ Without the proper data, a manufacturer’s piece of equipment would

be immediately disqualified
 Mean Time To Repair (MTTR)

➢ MTTR is the time needed to repair a failed hardware module.

➢ In an operational system, repair generally means replacing a failed

hardware part.

➢ Taking too long to repair a product drives up the cost of the installation in
the long run, due to down time until the new part arrives

➢ To avoid long MTTR, many companies purchase spare products so that

a replacement can be installed quickly.

➢ Generally, however, customers will inquire about the turn-around time of

repairing a product, and indirectly, that can fall into the MTTR category.
 Maintenance Planning

– Understand Failure Patterns

– Perform Maintenance Audit and Criticality
Analysis
– Selecting your Maintenance Strategy
Breakdown, Preventive, Predictive,
VDM/PDM and Reliability Centered
Maintenance,
– Economics of failure.
 Maintenance Strategies

Maintenance Strategies

Corrective/Reactive
Preventive Predictive
(Breakdown)

Calendar or hours run Maintenance

Repair on breakdown routine maintenance ‘On-condition’
schedule of machine
 Corrective Maintenance

Run To Failure/ Breakdown

Failure rate

Time

Maintenance upon
break down
 Problems With Breakdown Maintenance

◆ “Run it till it breaks”

◆ Might be ok for low criticality
equipment or redundant systems
◆ Could be disastrous for mission-
critical plant machinery or equipment
◆ Not permissible for systems that could
endanger life or equipment (like
aircraft)
 Time Based Preventive Maintenance
Failure rate

If is not broken,
don't fix it !

Time

Maintenance at regular intervals

 Implementing Preventive Maintenance

◆ Need to know when a system

requires service or is likely to
fail
◆ Once a product settles in, MTBF
generally, follows a normal distribution

◆ Good reporting and record keeping can aid

the decision on when preventive
maintenance should be performed
 Computerized Maintenance System

Data Files
Output Reports
Equipment file
with parts list Inventory and
purchasing reports

Maintenance Equipment
parts list
and work order
schedule

Equipment
Repair history reports
history file

Cost analysis
(Actual vs. standard)

Inventory of
spare parts
Work orders
– Preventive
maintenance
– Scheduled
Personnel data downtime
with skills, – Emergency
wages, etc. maintenance
 Problems With Preventive Maintenance

◆ “Fix it whether or not it is broken”

◆ Scheduled replacement or adjustment of
parts/equipment with a well-established
service life
◆ Typical example – plant re-lamping
◆ Sometimes misapplied
◆ Replacing old but still good bearings
 Maintenance Costs

◆ The traditional view attempted to balance

preventive and breakdown maintenance
costs
◆ Typically this approach failed to consider
the true total cost of breakdowns
◆ Inventory
◆ Employee morale
◆ Repair cost & production interuption
◆ Schedule unreliability

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 Tradeoff Between Repairs and PM

• At minimum level of PM, it is a remedial

policy
– fix machines only when they break
– the cost of breakdowns, interruptions to
production, and repairs is high
• As the PM effort is increased, breakdown and
repair cost is reduced
• At some point, the total maintenance cost
(PM, breakdown, and repair) reach a
minimum
 Tradeoff Between Repairs and PM

Annual Cost ($)

Minimum Total
Maintenance Cost
Total
Maintenance
Costs
Minimum
Level of Preventive
Preventive Maintenance
Maintenance Cost
Breakdown
and Repair
Cost
Degree of Preventive Maintenance
 Maintenance Cost Example

Should the firm contract for maintenance

on their printers?
Number of Number of Months That
Breakdowns Breakdowns Occurred
0 2
1 8
2 6
3 4
Total : 20

Average cost of breakdown = $300

 Maintenance Cost Example

1. Compute the expected number of

breakdowns
Number of Frequency Number of Frequency
Breakdowns Breakdowns
0 2/20 = .1 2 6/20 = .3
1 8/20 = .4 3 4/20 = .2

Expected number
of breakdowns = ∑ Number of
breakdowns x
Corresponding
frequency

= (0)(.1) + (1)(.4) + (2)(.3) + (3)(.2)

= 1.6 breakdowns per month

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 Maintenance Cost Example

2. Compute the expected breakdown cost per

month with no preventive maintenance

Expected Expected number Cost per

breakdown cost = of breakdowns x breakdown

= (1.6)($300)
= $480 per month

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 Maintenance Cost Example

3. Compute the cost of preventive

maintenance

Preventive = Cost of expected Cost of

breakdowns if service + service contract
maintenance cost
contract signed

= (1 breakdown/month)($300) + $150/month
= $450 per month

Hire the service firm; it is less expensive

 Condition Based Predictive Maintenance

➢ For most machines in general (and especially critical machines) it is of vital

importance to know what is going wrong and when breakdown is likely to
occur.

➢ This information can be obtained by studying vibration spectra trends and

other process condition parameters built up from regular measurements.

➢ Knowing what is going wrong will allow the plant engineer to order the
necessary spare parts ahead of expected breakdown and thereby avoid a
large standing stock of spare parts.

➢ Furthermore, maintenance personnel are better prepared and can be

expected to effect a more reliable repair in a shorter time.
 Condition Based Predictive Maintenance

➢ A reference measurement is taken when the machine is new, newly

refurbished or found working in good conditions. Vibration measurements
are taken continuously or at regular intervals, and compared against the
reference level.

➢ If an increase of vibration level at any frequency has exceeded a pre-

defined alert level, the machine is monitored more frequently and
maintenance is scheduled.

➢ Often a trend is calculated based on the vibration data and the

maintenance is scheduled according to the alarm level.
 Condition Based Predictive Maintenance
Failure rate

Maintenance
upon fault
detection

If is not broken,
don't fix it !
Time
Measurement

Intermittent or
value

continuous Alarm
measurements
Alert

Time
 Predictive Maintenance

Using advanced technology to monitor equipment and

predict failures
◆ Using technology to detect and predict imminent
equipment failure
◆ Visual inspection and/or scheduled
measurements of vibration, temperature, oil and
water quality
◆ Measurements are compared to a “healthy”
baseline
◆ Equipment that is trending towards failure can be
scheduled for repair
➢ Vibration
➢ Temperature
➢ Strain
➢ Etc.
 Typical CM -parameters

➢ Power consumption (example pump motor –

measure Ampere)
➢ Flow rate (example pump –measure 𝑚3pumped)
➢ System pressure
➢ Sound
➢ Etc.
Example of a CM data collection set up
 The future is here -IoT

Internet of things (IoT) is about monitoring and controlling all kinds of items:

➢ Motors
➢ Cars
➢ Factories
➢ Buildings
➢ Etc

Using software and internet

connected electronics, sensors
and actuators
 Condition Monitoring data usage

➢ CM data is fed into computers –out put is:

▪ Prognosis and suggestions on decisions (e.g. maintenance
activities)
▪ Direct Actions (e.g., autonomous cars).

➢ Does the collected CM data represent the physical actual state of an item?

➢ Can sensors be trusted at all times ?

 Sensor Malfunction

Russian plane crash (2018) a result of conflicting data due to ice on speed
sensors. 71 people killed

The Russian Interstate Aviation

Committee said a factor in the crash
“could be the wrong data about flight
speed on pilots’ indicators”.
“[This] was likely due to iced Pitot tubes
(speed probes) while their heating
systems were shut off.”
 Protection Systems

• Most critical machines in the petrochemical and utility industry have a protection
system.

• Protection system as currently installed on these machines in general do not

offer diagnostics capability upon which predictive condition based maintenance
can be planned.

• A protection system is merely a safety monitoring system for safeguarding

important machinery from catastrophic breakdowns due to sudden changes.

• A shut down relay will trip the machine as soon as the vibrations pass a preset
value.

• The data, although monitored continuously, are often based on simple parameter
measurements (such as overall vibration amplitudes, temperature, pressure,
etc).
Protection Systems

• For avoiding sudden catastrophic

breakdown
• Continuous measurements
• Simple measurements
• Relays for automatically
tripping.

Shutdown Annunciation
Relay Relay
 Type of Maintenance: Comparison

Production Production
Run to Breakdown
Maintenance Time

Production Production Time-based Preventive

Time Maintenance

Production Production Condition Based

Predictive Maintenance
Time
 Maintenance Strategy Comparison

Resources/
Maintenance Technology Application
Strategy Advantages Disadvantages Required Example
Breakdown No prior work Disruption of May need Office copier
required production, injury labor/parts at
or death odd hours

Preventive Work can be Labor cost, may Need to Plant

scheduled replace healthy obtain relamping,
components labor/parts for Machine
repairs lubrication
Predictive Impending Labor costs, Vibration, IR Vibration and
failures can costs for analysis oil analysis of
be detected detection equipment or a large
& work equipment and purchased gearbox
scheduled services services
 Integrated Maintenance Management

Financial Overall
MANAGEMENT Monitoring and Maintenance
Control
Objectives

Development of
Tactics
On-going
Implementation

Strategic Issues

Setting Financial
Objectives

ENGINEERING
Current
Situation
 Determining the Maintenance Strategy

There are some critical questions to answers…

➢ What’s an acceptable operating conditions?
➢ What’s the problem areas (problem equipment and
failures)?
➢ What’s the critical machines?
➢ What to measure?
➢ What is the game plan (financial plan)?
➢ …… So many questions and more..
 Determining Acceptable Operating Conditions
➢ The Overriding factors for determining acceptable operating conditions
will be different for different machinery applications:

Manufacturing : Product Quality

Process : Process Performance

(Quantity & Quality)

Utility : Availability

➢ In high value and critical industry (oil and gas, petrochemical and
process power generation and water treatment plant for example) the
availability of machine for uninterrupted throughout is critical.
 Maintenance Audit
The primary objectives of Maintenance Audit is
To determine whether the resources spent on
repairs and maintenance performed by outside
contractors/vendors and internal operations were:

➢ Adequately controlled and managed and

➢ In compliance with applicable policies and procedures,

laws, rules and regulations.
 Maintenance Audit

Audit to determine:
➢Problematic equipment
➢Most common parts changed
➢Most frequent failures and failure modes

➢ Requires maintenance histories and querying of

database or records.
➢ Most practically done with CMMS.
 Steps in the Maintenance Management Audit

The first step in the maintenance management audit :

➢ Is a systematic review and evaluation of existing procedures,
practices, and supporting documentation through the
Preliminary Program Review.

➢ This process familiarizes the person or persons conducting

the audit and review with the maintenance management
organization and operation in preparation for compiling the
Effectiveness Rating.
 Step in the Maintenance Management Audit

The second step in the Audit is:

➢ The Effectiveness Rating, provides a measure for comparing
the organization’s objectives with the actual maintenance
works

➢ With this stage completed, recommendations for a formal

improvement Action Plan can be developed, including
specific actions, goals, and timetables.
 Maintenance Audit

Financial Maintenance
Objectives Audit

Machine Criticality
Strategy
Assessment

Machine Audit
Tactics Defect Matrices

Predictive
Maintenance
 Four General Steps

1- Fault detection

2- Fault Isolation

3- Fault Elimination

4- Verification that the fault has been removed

 Design Out Maintenance

Redesign the equipment if necessary due to DESIGN DEFECT:

➢ Equipment fails repeatedly and maintenance cost
increases.

➢ Aim to eliminate the cause of maintenance for cost

minimization.
 Steps in Design out Maintenance
➢ Identify the defects causing HIGH maintenance cost

➢ Look into the possible causes of the defects

➢ Identify the possible solution to eliminate the cause

➢ Suggest the necessary modification eliminating or reducing the

effect of the defect.

➢ Compare financial against investment required

➢ Assess the degree of risk with the new modification

 Maintenance Planning and Control

What maintenance plan and what controlling

mechanism you want to implement in the organization
to generate and maintain reliable, timely and
appropriate information for decision making in
maintenance:
A- Routine analysis:
- Labor Cost Ex. Weekly Analysis

B- Work Measurement, work loading and manpower planning

C- Critical Breakdown Analysis

- Pareto Analysis
80% of the breakdowns are contributed by 20% of the
effects or equipment.
- That frequently occur will be taken care of first
 The Defect Matrix

➢ The defect matrix is a representation of machine components, and the

degree of visibility of defects to the components, within monitored
variables.

➢ This representation enables specific defect parameters to be defined

and for condition monitoring to be focused on the detection of particular
defects.

➢ The fundamental matrix for a machine lists the machine components

(such as bearings, blades, seals, etc) along the horizontal axis, against
the various parameters which can be monitored on the machine. These
form the vertical axis of the matrix.
 The Defect Matrix

➢ In the basic matrix all measurable parameters are included – initially the
practicability of acquiring the data is not considered; that comes later.

➢ A scoring system in the range 0 to 2 is applied to each space in the

matrix; this represents the visibility of component defects within each
monitored parameter:
0 – No visibility
1 - Some visibility
2 – High Visibility
 Machine Criticality Assessment

Evaluate each machine with grading system under the following

headings:
1.Process Critically
2. Capital Cost
3. Operating Point
4. Safety
5. Operational Reliability

Provides a relative indication of the machine’s important to the plant,

and to the safety of the plant.

Provide Condition Monitoring Viability Assessment

 Criticality Assessment - Assigning Points

1. Process criticality
- Effect on process if unit lost (1- 5)

- If unspared (not causing damage) and low capital cost, assumed

to be of low process criticality then value < 2

- If standby spared is available (delay in availability) then value > 3

- If high capital cost makes sparing uneconomical, then value > 4.

2. Capital cost
Indicator of overhaul cost between operating point and designed
maximum (1 – 5):

1 = low
5 = high.
 … Assigning Points

3. Operating Point
Relationship between operating point and designed maximum (1 – 5)

1 = operation at ~ 50% max. design rate

2 = operation at ~ 70% max. design rate
5 = operation around maximum design rate.

4. Safety
Evaluation of safety related to process upset resulting from gradual or
sudden deterioration in condition (1-5)
1 = minimal consequences;

5 = potentially dangerous consequences.

 …. Assigning Points

5. Operational reliability
(historic/generic)
Indicator of long-term reliability of unit type in service

1 = very reliable
5 = potentially unreliable.

Then add up all the points….

Assessment
 Criticality Assessment Interpretation

The interpretation of the generated assessment value is based primarily

on financial consideration, which can be summarized as follows:

➢ Financial return potential resulting from a reduction in maintenance costs,

increased plant availability and maintaining minimum required performance
levels.

➢ The level and complexity of suitable condition monitoring techniques necessary

to detect service faults and condition deterioration.

➢ The practicality of monitoring or measuring the required condition parameter.

➢ Consideration of the machine assessment values, both in financial and practical

monitoring terms, yields the following interpretations.
 Criticality Assessment Interpretation

Machine Critical Assessment Interpretation:

- Not Viable
- Marginal
- Viable
- Highest Return
 Example
Machine Critically Assessment
Machine Description Assessment Value
A B C D E
Carbon Water Pump
11 kW 2930 rpm 1 2 3 1 1 8
15 m3/hr

Mixed Hydrogen
Recip. Compressor 5 5 5 5 4 24
950 kW 421 rpm
2487 m3/hr 20 bar

Criticality Assessment
A. Process critically
B. Capital cost
C. Operating point
D. Safety
E. Operational reliability
 Why Use Predictive Maintenance?
Initial investigations, selection
of monitoring points,
establishment of limits
Selection and purchase of
instrumentation
Training
Longer time between overhauls
No Yes
Reduced repair duration
Condition
Monitoring Reduction of spare-part stock
Less unexpected breakdowns
Elimination of secondary damage
Reduction in business interruption
and damage insurance premiums
 Potential Savings

Condition Based Maintenance

Increased Machine Availability

Savings
- Reduced maintenance expenditure
- Increased production uptime
- Increased product quality
- Increased operator safety
- Decreased spare parts inventory
Maintenance: Indirect Costs
Indirect Cost
 Economic Loss

Power Generation Example

Gas Turbine Generator 100 MW

Base Load Plant 12 hours Daily Operation

Revenue Loss for 1 week = RM 2 M

Revenue Loss for 12 weeks = RM 24 M
 Some sums…..

Consider a real-life example from the Power Generation industry. Full load rating
of the Gas Turbine (GT) is 100 MW, and the GT operates daily 12 hours average
(base load plant).

Electricity Tariff = 24 sen/kWh

Generation (fuel only) costs = 7 sen/kWh (say)
100 MW = 100 x 103 kW
GT Revenue Loss = (100 x 103) x 24 sen
= RM 24,000 per hour
= RM 288,000 per day
GT Actual Loss = Revenue Loss Less Fuel Cost (since fuel is not consumed)
Other fixed costs are still incurred (salaries, etc) even though the unit is not running.
GT Actual Loss = 24 – 7 = 17 sen/kWh
= (100 x 103) x 17 sen
= RM 17,000 per hour
= RM 240, 000 per day
For a 1 week outage
Revenue Loss = RM 2.016 million
Actual Loss = RM 1.428 million

For a 12 weeks outage

Revenue Loss = RM 24.192 million
Actual Loss = RM 17.136 million
 Economic Loss

Engineering Industry

Annual Throughput = RM 500 M per year

4 Process Lines

Loss 10 days unscheduled downtime

For 1 Process Line
Revenue Loss = RM 3.4 M
Actual Loss = RM 2.6 M
 Sums…

Consider another more generic example, (simple calculation) Plant Annual

Throughput
Per Process Line = RM 125 M
Process Line Value Per Day= RM 342,500
For One Line,
Revenue Loss per day = RM 342,500
Actual Loss per day = RM 256,850
(assuming fuel costs at 25% of revenue; other fixed costs are still
incurred even at downtime).
For an unscheduled downtime of 5 days
Revenue Loss = RM 1,712,500
Actual Loss = RM 1,284,250
For an unscheduled downtime of 10 days
Revenue Loss = RM 3,425,000
Actual Loss = RM 2,568,000
Profits Loss Due to Poor Maintenance

Unscheduled Downtime
eats into Profits