M

Maintenance and Reliability

Overview

1
M

Expectations
• Provide overview of maintenance and
reliability concepts
• Introduce maintenance and reliability
concepts that BP employees may have not
encountered
• It is impossible to cover all maintenance
and reliability concepts in this brief
discussion
2
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History of CMRP and BoK

• The Society of Maintenance and Reliability
Professionals, SMRP, developed a
certifying organization, SMRP Certifying
Organization, SMRPCO.
• SMRPCO developed the Certified
Maintenance and Reliability Professional
certification program, (CMRP)

3
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Thoughts on Certification
• No pre-qualifications required to take the
test.
• One can not easily study for the test
• The more experience one has, the better
chance one has to pass the test.
• About 64% of all people that take the
CMRP test pass.
• The test can be retaken every 6 months

4
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Book of Knowledge (BoK)

• BoK is the book that captures key maintenance
and reliability principles
• We have reviewed the BoK and have selected
key elements to discuss.
• Not all items will be discussed
Things to do –Read the book cover to cover. If
you feel that there is an area of the book you
do not understand. Contact those that can
help you understand the material.

5
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Contents of the BoK

• The BoK contains the 5 pillars of the
maintenance and reliability community
– Business and Management
– Manufacturing Process Reliability
– Equipment Reliability
– People Skills
– Work Management
• The test contains elements of each of
these pillars
6
Business Management

7
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Business Management – Creating

Direction and Plan
• Management must create a strategy and a vision
– Identify sponsor(s) for change
– Identify long-term business goals and what key results
must be achieved
– Identify today's performance and key results areas
– Vision: What would be if we were good enough to
achieve our goals?
– List and group actions to close gap of vision with
current status
– Create agreement on maintenance and reliability
improvement progression
model

8
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Business Management – Creating
Direction and Plan
• Management must create a strategy and a vision
– Create project description and prioritize
– Create resource and benefits plan and key results
areas
– Develop implementation schedule
– Achieve management review and approval
– Communicate plan to gain “buy-in”
– Revise plan on an annual basis
– Present results to leadership periodically

9
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Key Performance Indicators (KPI’s)

• There are two types of KPI’s, or “How do you
drive a car?”
– Leading indicators
• Number of PM’s planned and scheduled
• % of planned work
• Number of maintenance audits performed
– Lagging indicators
• Availability
• Run Rate
• Any maintenance performance KPI’s
– Leading indicators have the greatest potential to
improve reliability of equipment
10
M
Performance Management and KPI’s

Total Cost to Produce

Corporate
Indicators

Maintenance Cost to Produce Financial

Performance Indicators

Productivity (Wrench Time)

Efficiency and Effectiveness
Performance Indicators
Planner to
Technician Tactical
Ratio
Performance Indicators

PM
Compliance
Functional
Performance Indicators
11
Reference, Terry Wireman - “Developing the Maintenance and Reliability Business” SMRP Conference 2006
M

KPI’s the Reliability Trap

• The reliability engineer should focus on KPI’s that pertain to a
reliability engineering e.g.:
– Mean Time Between Failure
– Mean Time to Repair
– Etc
• Often the reliability engineer is asked to focus on KPI’s that are
outside of their sphere of influence e.g.:
– Turnover in the workforce
– Stock outs
– Etc.
• In many companies reliability engineers are often called upon to
work on issues that are not directly related to reliability engineering

12
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Best of the Best KPI’s

• Review Fluor’s Best of Best KPI’s

Things to do: Read Fluor’s paper titled

“Best-of-the-Best Maintenance
Benchmarks”. Identify leading and lagging
KPI’s and “memorize” KPI’s with a Star
beside them.

13
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Business Case Preparation

• A solid business case is required to get the funding,
resources and support required.
• It provides a clear purpose (a demonstrated need) and
benefits to be achieved.
• Components of a business plan include justification,
current state, future state, gaps and an action plan to
close them.
• Benefits should be tied to plant goals, measurable and
expressed in financial terms whenever possible.
• Several potential solutions with risk/benefit scenarios
and a recommended solution are desirable to provide
options for the decision-makers

14
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Business Case Preparation

• Identify business need and direction
• State the objective: what are we trying to
achieve?
– Identify current status
– Production demand vs. capacity
– Operations cost opportunity
– Degrading capability
• Identify expected/required state
– Production levels
– Costs

15
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Business Case Preparation

• Identify method to close gap
• Asset case strategy – component
replacement
• Capital strategy
• Operational procedure
• Quantify costs and benefits
• Communicate to stakeholders

16
Manufacturing Process Reliability

17
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Reliability is Built In Not Added On

• Losses of Production
– 40% are production related – equipment
pressed past its limit
– 40% are design related
– 20% are maintenance related – equipment
repaired incorrectly

70% of your maintenance costs are “set-in-

stone” during the design phase
18
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Reliability Models

Pump 1 Pump 2 Reliability .882

Reliability .98 Reliability .90

Reliability of assets in series – multiply the

reliability of each item in series to obtain an
overall reliability

In this example .98 x .90 = .882

19
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Reliability Models
Pump 1 Parallel Rule?
P(1) + P(2) – (P1 x P2) = P1P2
Reliability .90 .9 + .98 – (.9 x .98) = 1.88 - .882 = .998

Pump 2
Reliability .98

Pump 2 is a spare to Pump 1.If

Pump 1 or Pump 2 runs, sufficient
capacity will be supplied to the
process 20
C

Reliability Models
Pump 1 Parallel Rule?
P(1) + P(2) – (P1 x P2) = P1P2
Reliability .90 .9 + .98 – (.9 x .98) = 1.88 - .882 = .998

Pump 2 When P3 is added P3 = .9

P1,2 + P3 – (p1,2 x P3)
Reliability .98 .998 + .90 – (.998 x .9) = .9998

Pump 3
Reliability .90

Pump 2 and 3 are spares to Pump 1.If Pump 1,2 or 3

runs, sufficient capacity will be supplied to the
process
21
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Plant Failure Reliability Logic

COMP FAIL
Diagrams
COMP FAIL ASSET FAIL

COMP FAIL

COMP FAIL

COMP FAIL ASSET FAIL SYSTEM FAIL

COMP FAIL

COMP FAIL ... PROCESS FAIL

COMP FAIL ASSET FAIL

COMP FAIL
...

... PLANT FAIL

.
. 22
.
C

Homework
Calculate the reliability of this system and report answer tomorrow.
Pump 3 and 4 is a spare to pump 2. If pump 2,3, or 4 runs the system
capacity will be satisfied. Pump 1 must run for Pump 2 to run.

Pump 1 Pump 2
Reliability .98 Reliability .97

Pump 3 Reliability ?
Reliability .91

Pump 4
Reliability .88 23
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OEE – Overview
• Productivity, Inc. began publishing books on Total Productive
Maintenance (TPM) in 1988.
• An early discussion of OEE was included in Seiichi Nakajima’s
book Introduction to TPM.
• OEE has become a standard tool for increasing equipment
output, equipment reliability, and product quality
• OEE is intended to be a de-bottlenecking tool
• It is often misunderstood and misused
• This presentation is intended to introduce you to OEE

24
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Understanding OEE Calculation

The Six Big Losses

Loss Categories The Six Big Losses

Downtime Equipment Failures
(Lost Availability) Setup and Adjustments

25
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Understanding OEE Calculation

The Six Big Losses

Loss Categories The Six Big Losses
Downtime Equipment Failures
(Lost Availability) Setup and Adjustments

Speed Losses Idling and Minor Stoppages

(Lost Performance) Reduced Speed Operation

26
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Understanding OEE Calculation

The Six Big Losses

Loss Categories The Six Big Losses
Downtime Equipment Failures
(Lost Availability) Setup and Adjustments

Speed Losses Idling and Minor Stoppages

(Lost Performance) Reduced Speed Operation

Defect Losses Scrap and Rework

(Lost Quality) Startup Losses

27
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Availability
Definitions
Availability is the percentage of calendar time that a unit is running
(or available to run) regardless of run rate or yield
Availability is Also Know As:
– Utilization
– Uptime There are differences of
opinion
Utilization and uptime (i.e. run time as a percentage of scheduled operating
time) are sometimes substituted for availability in OEE calculations. They are
rarely equivalent!

Many companies (e.g. US Steel, DuPont) have their own definitions of

availability. Convert these figures to this standard definition before
benchmark comparison.
28
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Availability - Example
Availability = Run Time/Hours Per Calendar Year x 100%
A piece of equipment is operated 24 hours/day for 5 days/week. What is
the availability of this equipment?

Run Time =
24 hours/day x 5 days/ week x 52 weeks/year = 6,240 hours/year

Hours Year = 8,760 hours/year

Availability = 6,240/8,760 x 100% = 71.2%

29
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Availability
Benchmarks
• Industry and internal benchmarks help to
identify better/best practices and
configurations
• Best-of-the-Best benchmarks recognize
differences in continuous, batch, and
discrete processes and promote
discovery of best-in-class processes

30
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Availability
100
Benchmarks Example
90
80
70
60 Historical availability
50 Availability
of a power generating
40 station
30
20
10
0
Sep '01 Oct '01 Nov '01 Dec '01 Jan '02 Feb '02 Mar '02

Best-of-the-Best Benchmarks
Availability: Quartile
Bottom Third Second Top
Discrete Manufacturing <78 78-84 85-91 >91
Batch Process <72 72-80 81-90 >90
Chemical, Refining, Power <85 85-90 91-95 >95
Paper <83 83-96 87-94 >94

31
M
M
Run Rate
Definitions
• Run rate is the percentage of the standard or potential
production rate achieved during a specific period of time

• Run rate is Also Know As: - Efficiency

(check the formulas. Don’t assume.)

– Defective
units produced are not eliminated when
computing run rate but downtime is eliminated

– Securerun rate data from production planning,

production management, or operating logs

32
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Run Rate - Example

Run Rate = Total Output/Potential Output at Rated Speed x
100%
A piece of equipment can produce 10,000 widgets per year. The
equipment produced 8,945 widgets in one year. What is the
Run Rate?
Run Rate = 8,945/10,000 x 100% = 89.4%
• Note: Run Rate can be calculated using units per second,
per minute, per hour, per day, per shift, etc.

33
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Run Rate
Why Important?
• Run rate improvements increase thruput and revenue
without additional fixed costs

• Decreasing run rate variability enables reductions in raw

material, work in process, and finished goods inventories
without increasing risk of missed customer promised
dates or downtime due to inadequate feed material

34
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Yield
Definitions
• Process Industries
– Yield is the percentage of the mass or volume inputs
that a production unit produces as top quality output
meeting all specifications.
• Discrete Manufacturing
– Yield is the percentage of produced units that meet all
quality specifications.
• Metals
– Prime yield is the percentage of first quality
production compared to theoretical optimums.

35
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Yield Also Know AS

• First pass yield
• First run quality rate
• Prime yield
• Recovery
• Pass rate
Unavoidable scrap in the production process is
sometimes deducted from inputs and outputs for yield
calculations
Secure yield data from the quality control or production
control department
36
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Yield
Why is it Important?
• Eliminating yield losses produces corresponding
throughput and revenue increases at minimal cost

• Eliminating yield losses reduces scrap, waste

handling, and environmental issues

• Eliminating variability in yield reduces production

uncertainties allowing better customer delivery with
lower work in process and finished goods inventories

37
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Yield

1. Yield = Mass of materials output x 100%

Mass of materials input
2. Yield = Total widgets meeting specification x 100%
Total widgets processed by unit
3. Yield = Mass of produced material meeting specs x 100%
Mass of material produced if no rejects
4. Yield = 100 % - reject rate
Where reject rate is percentage of input materials
represented by nonconforming outputs

38
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Yield - Example
Yield = Total widgets meeting specification x 100%
Total widgets processed by unit
A piece of equipment produced 785 widgets. There
were 698 widgets produced that meet the
specifications. What is the Yield for this piece of
equipment

Yield = 698 widgets/785 widgets x 100%

Yield = 88.9%

39
M
M

OEE – Equation
OEE is defined as:
OEE = Availability x Run Rate x Yield
What is the OEE for the piece of equipment that was used
as an example in the last few slides.

OEE = 71.2% (Availability) x 89.4% (Run Rate) x 88.9% (Yield)

OEE = 56.5 %
Is an OEE of 56.5% good?

40
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OEE Benchmarks

Generally Accepted Benchmarks for OEE

are:
• Continuous Process, e.g. bottling plant.
95%
• Batch Process, e.g. polymer plant.
85%

41
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OEE
Benchmarks
World Class OEE vs. Maintenance Cost

(Courtesy of Benchmarking in the Process Industries, Ahmad & Benson)

42
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OEE – General Comments

• OEE is a statement and not a judgment
– OEE is used to measure improvement
– OEE calculations that have been “modified” to produce artificially high
OEE numbers are not suggested
• Many control systems have OEE “built into” the software, or
software can be added to existing control systems to
automatically capture data and calculate OEE in real time
• OEE should not be used to compare one piece of equipment
or process to another piece of equipment or process.

43
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OEE – General Comments

• Software can be purchased that will calculate and track
OEE
• OEE can be calculated using a standard spreadsheet
such as XL
• OEE was designed to be a de-bottlenecking tool
• Develop codes to capture causes of decreased
availability, run rate or yield
– Keep the causes to a minimum
– Plot causes on Pareto charts and analyze often
– Using this data, take action to improve availability, run
rate, and yield
44
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Statistical Process Control - SPC

Statistical process control (SPC) is a method for achieving
quality control in manufacturing processes. It is a set of
methods using statistical tools such as mean, variance
and others, to detect whether the process observed is
under control.
Statistical process control was pioneered by
Walter A. Shewhart and taken up by W. Edwards Deming
with significant effect by the Americans during
World War II to improve industrial production. Deming was
also instrumental in introducing SPC methods to
Japanese industry after that war. Dr. Shewhart created
the basis for the control chart and the concept of a state of
statistical control by carefully designed experiments

45
http://en.wikipedia.org/wiki/Statistical_process_control
C

Statistical Process Control - SPC

• Classical Quality control was achieved by observing important
properties of the finished product and accept/reject the finished
product. As opposed to this technique, statistical process control
uses statistical tools to observe the performance of the production
line to predict significant deviations that may result in rejected
products.
• By using statistical tools, the operator of the production line can
discover that a significant change has been made to the production
line, by wear and tear or other means, and correct the problem - or
even stop production - before producing product outside
specifications. An example of such a statistical tool would be the
Shewhart control chart, and the operator in the aforementioned
example plotting the net weight in the Shewhart chart.

46
http://en.wikipedia.org/wiki/Statistical_process_control
Equipment Reliability

47
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Mean Time Between Failure

• Mean-time-between-failure (MTBF) is the
"average" time between failures.
• Calculations of MTBF assume that a
system is "renewed", i.e. fixed, after each
failure, and then returned to service
immediately after failure

48
 Mean Time to Repair - MTTR
• Mean Time To Repair.
– The average time it takes to repair a component
• Maintainability
– the ease with which a software system or component
can be modified to correct faults, improve
performance, or other attributes, or adapt to a
changed environment [IEEE 90].
– The majority of maintainability of equipment is fixed
during the design phase – e.g. installing a monorail
and chain fall over a pump.
– MTTR is reduced by addressing maintainability issues.

49
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Learning More about MTBF

• MTBF is a lagging indicator.
• It is useful to use to determine if the reliability of
an asset is improving.
• Like any lagging indicator, it cannot be easily
used as a tool to improve the reliability of an
asset.
Things to do: Read the handout titled “Mean Time
Between Failure: Explanation and Standards” by
Wendy Tovell and Victor Avelar

50
 Pareto Analysis
70
60
50
Defective Tons

40
30
20
10
0
Water Oxides Color Other Leaks PH Density

Rather than focusing entirely on the biggest losses, look first

at the big losses for improvement alternatives

51
C

RCM

Reliability is “the probability of the equipment

to function as intended, for the scheduled period
of time, and under specified operating
conditions.”
In Total Productive Manufacturing (TPM) terms
this means zero downtime, zero defects, and
zero late deliveries, due to equipment failures.

52
C

RCM is …

“A process used to determine what must be done to ensure

that any physical asset continues to fulfill its intended
functions in its present operating context (Moubray, 1991)”

*Moubray, J. Reliability-centered maintenance. Vol. II,

Butterworth-Heinemann, Oxford, 1991.

53
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RCM: The Seven Basic Questions

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

*Moubray, J. Reliability-centered maintenance. Vol. II, 54

Butterworth-Heinemann, Oxford, 1991
RCM Process
Assemble Team:
Assemble Analysis
Operations and Full RCM Analysis
Team
Maintenance

Assign Feasible Determine

Identify System Consider Full RCM
Condition-Based Equipment
Boundaries Abbreviated RCM B
Tasks Function(s)

Abbreviated RCM
Develop MEL and Update Maintenance Assign Feasible Determine Functional
MFR Recommendations
Equipment Hierarchy Strategies Time-Based Tasks Failures
Industry Practice

MFR Recommendations Assign Feasible

Assign Equipment Determine Failure
Industry Practice Failure Detection
Criticality Ranking Modes
Inspection Routes Tasks
B

Determine Feasible
Reliability Inspection Routes Determine Failure
A Corrective
Engineering Analysis Consider RTF Causes
Engineering

Determine Analysis Update Equipment Determine Failure

Run to Fail (RTF)
Methodology Maintenance Plans Frequencies/MTBFs

Determine Failure
Consequences
Adjust Inventory/ Update CMMS PM Recommendations to
Stocking Levels Module Engineering

A Root Cause Failure Analysis

A
B Equipment History
MRO Work Process Control 55
 FMEA-PMA Process
FMEA (REPEAT AS NECESSARY FOR REMAINING FUNCTIONS, FUNCTIONAL FAILURES, FAILURE MODES OR FAILURE CAUSES)

INPUT FAILURE
INPUT EQUIPMENT INPUT EQUIPMENT INPUT INPUT INPUT FAILURE
OCCURRENCE
FUNCTION FUNCTIONAL FAILURE FAILURE MODE FAILURE CAUSE EFFECT(S)
FREQUENCY

PMA
N N N DESIGN N ALL N
COND-BASED TIME-BASED FAIL-DETECT
CHANGE POTENTIAL
TASK(S) FOR TASK(S) FOR TASK(S) FOR
FEASIBLE & COST FAILURES
FAIL CAUSE FAIL CAUSE FAIL CAUSE
EFFECTIVE ANALYZED

Y Y Y Y Y

TASK(S) N TASK(S) N TASK(S) N

ADEQUATE & ADEQUATE & ADEQUATE &
COST COST COST INCORPORATE TASKS
EFFECTIVE EFFECTIVE EFFECTIVE INTO EQUIPMENT
MAINTENANCE PLAN

Y Y Y

INPUT INPUT INPUT

IMPLEMENT
CONDITION-BASED TIME-BASED FAILURE-DETECTION INTEGRATE EMP INTO CMMS
ENGINEERING DESIGN
TASK(S) ON TASK(S) ON TASK(S) ON AND WORK PROCESS
CHANGE
WORKSHEET WORKSHEET WORKSHEET

56
M

Predictive versus Preventive

Maintenance
• Presentation is designed to provide
guidelines for improving a Preventive
Maintenance (PM) and Predictive
Maintenance (PdM) program

57
M

Preventive Maintenance
• Preventive maintenance is planned maintenance
that is designed to improve the reliability of
equipment.
• Preventive maintenance activities are performed
on a specified interval e.g. based on:
– Run Time
– Time interval
– Number of Cycles etc.

58
M

Preventive Maintenance
• There are three basic “probability of failure” patterns:
Probability of Failure

Time 59
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Preventive Maintenance

Three of these are not age-related

Probability of Failure

Time 60
M

Preventive Maintenance

“…there is often little or no relationship

between how long an asset has been in
service and how likely it is to fail.”

John Moubray, Reliability Centered Maintenance II

61
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Preventive Maintenance
Follow up studies in 1973 and 1982 produced
similar findings to an original United Airlines
study about age related equipment failures:

• 4 – 20% components showed age related

failure characteristics

• 77- 92% component failures are random

Bromberg, 1973 & U. S. Navy, 1982 62

M

Preventive Maintenance
• Preventive maintenance tasks are often
performed before the asset has operated
for its entire life expectancy or too late –
asset has failed
• PM – “It’s not broken, let’s fix it”
• Wherever cost effective, Predictive
Maintenance tasks should replace PM
tasks.

63
M

Predictive Maintenance
“…there is often little or no relationship between
how long an asset has been in service and how
likely it is to fail. However, although many failure
modes are not age-related, most of them give
some warning that they (failures) are in the
process of occurring or are about to occur.”

John Moubray, Reliability Centered Maintenance II

64
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Predictive Maintenance
• Predictive Maintenance - Process of
monitoring the condition of an asset and
taken an action to avoid the consequences
of a failure

65
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Predictive Maintenance
• Inspection and testing activities to detect component
defects before functional failure.
• Measures or inspects for physical parameters against
known standards to detect and analyze problems before
functional failure
• Corrective maintenance actions are taken when the
equipment conditions require them (i.e. condition based).
• Predictive maintenance techniques are not normally
effective for random failures but can be used effectively
for post maintenance tests to detect probable infant
mortality

Copyright © 2005 Fluor Corporation.

All rights reserved. 66
M

Predictive Maintenance
Potential Failure P-F Curve

Point where
failure can first
P be detected

Point where
failure starts Point of failure
Condition

Time
John Moubray, Reliability Centered
Maintenance II 67
M

Predictive Maintenance
Potential Failure P-F Curve

P – F Interval
P
Point where
failure starts
Condition

Time
John Moubray, Reliability Centered
Maintenance II 68
M

Predictive Maintenance
• For a predictive maintenance task to be
effective
– Failures must be detected in the P-F interval
and an action taken to prevent the failure.
– The predictive maintenance activity must be
cost effective

69
M

Total Cost Concept – Optimizing

PM/PdM Frequency
To Lowest
tal Total Cost
C os
t
OE
ive
Total Cost

EL t
o ss dic
es re t
/P o s
PM C
Rep
air C
o sts

Copyright © 2005 Fluor Corporation.

70
All rights reserved.
Predictive/Preventive Maintenance
Things to do:
Read Appendix “4” of Moubray’s book titled
“Condition Monitoring Techniques”
Focus on some of the more widely used
condition monitoring techniques e.g.
vibration monitoring, lubrication testing,
motor testing etc.

71
People Skills

72
M

Teams
• Teams are an effective way to effect a
change.
• A team of key stack holders should be
used as change agents
• Directives are ineffective
• Change must be managed
• Change is not easy

73
M

Change
It's a common misconception that if you order people to change, they
will. It's not enough to drive change...
People have to want it, as well. To sustain that want, they must
understand it, believe in it, and eventually own it.

For step change, you must facilitate the transition to ownership

through the natural process above. Like skipping a teambuilding step
(forming, storming, norming, performing),
bypassing a phase invariably stalls the change process later requiring
remedies.
Analyze

Finalize, Conceptualize,
Standardize, Measure Personalize,
Optimize Prioritize

Customize,
Operationalize
74
M

Maintenance Organizations
What is Typical – Production Centered
Plant Manager

Production Engineering
Manager Manager

Production
Maintenance Manager
Supervisors

Maintenance Super

Planners/Schedulers
75
Reference, Terry Wireman - “Developing the Maintenance and Reliability Business” SMRP Conference 2006
M

Engineer Centered Organization

Plant Manager

Engineering Manager Production Manager

Maintenance Production
Manager Supervisors

Maintenance
Supervisor

Planners/Schedulers
76
Reference, Terry Wireman - “Developing the Maintenance and Reliability Business” SMRP Conference 2006
M

Reactive Organization

Plant Manager

Production Engineering Maintenance

Manager Manager Manager

Maintenance Maintenance Maintenance

Technicians Technicians Technicians

77
Reference, Terry Wireman - “Developing the Maintenance and Reliability Business” SMRP Conference 2006
M

Typical Maintenance Centric –

World Class Organization
Plant Manager

Production Engineering Maintenance

Manager Manager Manager

Maintenance Planners
Supervisors Schedulers

78
Reference, Terry Wireman - “Developing the Maintenance and Reliability Business” SMRP Conference 2006
M

Direct Utilization
Aka “Tool Time or Wrench Time”

Which of the following are examples of direct utilization ?

Welding a bead Yes
Bolting / unbolting pump from foundation Yes
Waiting for electrician to disconnect power No
Pulling the air filter out of a roof-top HVAC unit Yes
Installing florescent bulbs Yes
Walking to crib to get spare parts No
Loosening lugs on a motor starter Yes
Lifting a boiler feed pump Yes
Retrieving tools from shop No

79
M

Craft Productivity
Or OEE for Craftsmen – (Michael’s Term)

Three main elements that are used in measuring craft

productivity

A = Direct Utilization = % time craft are performing direct work

B = Direct Productivity = actual units of work completed per

hour as a percentage of a standard

C = Rework = % of work performed with errors

80
M

TPM
• Main manufacturing approach incorporate
by companies like Toyota in the 1970’s
and Alcoa in the 1980’s
• TPM is the foundation of other initiatives
such as JIT, FA, Poka Yoke, Lean
Manufacturing, Zero Defects, 6σ, etc
• TPM developed by JIPM (Japan Institute
of Plant Maintenance after WWII)
81
M

Pillars of TPM
1. Autonomous Maintenance
2. Equipment Improvement
3. Planned Maintenance
4. Quality Maintenance
5. Office TPM

82
M

Office TPM
• Uses structured 5s program
• Improves support functions such as ware-
house, storage, work-flow studies
• Areas contributing to OEE losses are
identified and tracked
• Areas are selected for Kai’zen activities

83
M

TPM, Operator Performed Maintenance

Total Productive Maintenance (TPM) involves the following
• Maintenance Prevention in the design and selection of new
equipment.
• Predictive maintenance to determine the life expectancy of
components
• Corrective maintenance to improve equipment performance
• Preventive maintenance on a scheduled basis to ensure the
continuous smooth operation of equipment
• Autonomous maintenance to involve production employees in
the total machine maintenance process. Autonomous
maintenance is operator performed maintenance.

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TPM, Operator Performed Maintenance

and OEE
• The OEE of equipment is calculated on a regular basis and
benchmarked with the OEE of other companies.
• Data that impacts OEE is captured and analyzed to determine
the reasons for production losses and to reduce failures that
impact OEE
• OEE measurements are first applied to equipment that
bottlenecks the process
• OEE is measured in real time. Impact to OEE is corrected as
soon as the impact is observed.
• OEE is understood by management, operation, and
maintenance employees.

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TPM, Operator Performed Maintenance

• Operators perform maintenance to the extent
appropriate.
• Area operators participate in the shutdown and start-
up of the equipment and assist with repairs whenever
possible.
• Production employees are trained to perform
equipment inspections, lubrication, and minor
mechanical repairs.
• As appropriate and during equipment or plant
downtime, operators assist maintenance with repairs.
• A formalized TPM program is in place
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5S’s Defined
Sort (Seiri)
–Clearly distinguish the items needed in a work area from those no
longer needed. Red tagging is the activity that eliminates these un-
needed items.
Set in order (Seiton)
–Keeping the needed items in the correct place to allow for easy and
immediate retrieval.
Shine (Seiso)
–Keeping work areas, all work surfaces and equipment clean and free
from dirt, debris, oil, etc.
Standardize (Seiketsu)
–Standardize activities, procedures, schedules and the persons
responsible for helping keep the workplace clean and organized.
Sustain (Shitsuke)
–Drive the organization to be disciplined in maintaining these new
standards and procedures and in continuously improving the state of
the workplace.

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 5S’s Defined
Things to do:
Skim through 5s for Operators, 5 Pillars of
The Visual Workplace – Productivity Press

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Work Management

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Work Initiation and Prioritization
Characteristics of a Good Program

• Non-emergency work is initiated by a work request, aka work

notification in SAP.
• All work requests, notifications, are entered directly into the
CMMS.
• Work requests, notifications, are turned into work orders by
the planner/scheduler.
• Emergency work is performed without a work request or
work order. A work order is generated (often after the fact) to
capture all costs associated with emergency work and
history. All emergency work is charged to a work order.
• All non-emergency work is prioritized by the maintenance
planner and scheduler and a production representative a
minimum of one week prior to the execution of the work.

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Planning and Scheduling Program

Characteristics of a Good Program
• Job plans or work packages are developed for the
majority of maintenance work.
• Job plans include, location of parts, what needs to be
done, lock-out-tag out requirements, confined space entry
requirements, list of consumables, list of parts required,
special instructions, special tools, etc.
• Job plans include skill requirement's to successfully
complete the task(s), special tools needed to complete
the tasks and special equipment that may be required.
• Scheduling includes monitoring the maintenance backlog.
• Scheduling includes coordinating downtime with
production to minimize downtime of critical equipment.

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Planning and Scheduling

Characteristics of a Good Program

• Job plans or work packages include safety precautions,

information regarding permits, and incorporate safe work
practices in the work description.
• The need for planning maintenance work is recognized and
the activities are formally assigned within the maintenance
organization.
• Maintenance backlogs are reviewed at least monthly to purge
work orders that may no longer be required.
• Daily schedules of maintenance work are developed for each
shop or work group.
• Scheduling includes plans to have production shut the
equipment down and have it ready to be repaired.
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Planners and Schedulers

• Best Planners/Schedulers are technicians that are familiar with the
equipment, steps needed to repair equipment, safety procedures
required to repair equipment, time required to repair equipment etc.
• Planners/Schedulers must think sequentially. Not everyone can easily
think sequentially, or be trained to think sequentially. When selecting a
Planner/Scheduler thought should be given to test their ability to think
sequentially.
• It is difficult, but not impossible, to train employees that do not have a
maintenance technician background to be a planner/scheduler.
• Planning and Scheduling should be a dedicated function reporting
directly to the Maintenance Manager, not the Maintenance Supervisors
• A common mistake that is made is requiring the planner/scheduler to
expedite parts
• Planners an Schedulers should only work on jobs that are being
planned at least 10 business days in advance.
• The Maintenance Supervisor is responsible for any reactive
maintenance task e.g. expediting parts

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Project Management - PERT

• Program Evaluation and Review Technique – PERT
– Developed in late 1950’s by US Navy to manage the Polaris
Submarine Program
– Utilizes Critical Path Method
– Uses a network diagram with lines and nodules or modes

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From NetMBA.com
 Project Management – Gantt
• A Gantt chart is a graphical representation of the duration of tasks against
the progression of time.   A Gantt chart is a useful tool for planning and
scheduling projects.    A Gantt chart is helpful when monitoring a project's
progress.
• Henry Laurence Gantt developed Gantt charts in the second decade of the
20th century. Gantt charts were used as a visual tool to show scheduled
and actual progress of projects. Accepted as a commonplace project
management tool today, it was an innovation of world-wide importance in
the 1920s.  Gantt charts were used on large construction projects like the
Hoover Dam started in 1931 and the interstate highway network started in
1956.

http://www.ganttchart.com/
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Project Management – Gantt

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http://www.ganttchart.com/
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Project Management – Gantt

• A Gantt chart allows you to assess how long a
project should take.   
• A Gantt chart lays out the order in which tasks
need to be carried out.   
• A Gantt chart helps manage the dependencies
between tasks.
• A Gantt chart allows you to see immediately
what should have been achieved at a point in
time.   
• A Gantt chart allows you to see how remedial
action may bring the project back on course.

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http://www.ganttchart.com/
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Gantt versus PERT

• There are pro’s and con’s to each project
control method
• PERT was developed as an improvement
to the older Gantt style charts
• Many feel that it is easier to manage a
project using the PERT system
• Software e.g. Microsoft Project can easily
produce a PERT chart from a Gantt chart
or a Gantt chart from a PERT chart
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