1.
MAINTENANCE
POLYMER PROCESS MACHINERY TURNKEY SOLUTIONS
ASSET MANAGEMENT TO BOOST YOUR BOTTOM LINE
AN ASSET NOT AN EXPENSE

2.
Why Asset Management
Optimize
operations
LowerLower
operatingoperating
budgetsbudgets
Increase
Efficiency
operations
for
sustainable
success

3.
Asset Care : Long term care benefits
Breakdown affects profitability
Affects QCD
QUALITY
COST
DELIVERY
UnsatisfiedClients

4.
Maintenance is Central to Operations
• Integral part of any reliability improvement program
• Equipment maintenance is one of the largest single
controllable expenditure and part of lifecycle plan
• Critical to machine - through lifecycle and availability of
essential spare-parts stock

5.
Benefits of comprehensive asset
management
Drives
Uptime
• Reducing inventory, maintenance costs and the number of downtime events
raises productivity, while driving financial performance and predictabilityReduce
• Asset Management focuses in assuring the people, parts and processes are
optimized to improves asset performance
• Reducing inventory, maintenance costs and the number of downtime events
raises productivity, while driving financial performance and predictabilityReduce
costs
Engaged
Employee
• It helps employees who need the right tools to make good decisions about
driving plant performance

6.
Developing theAsset Management
Strategy
Evaluate
• Operation process hierarchy to determine equipment priority
and riskEvaluate
• Current maintenance situation of process validation over
uptime
Evaluate
• Organized store room and repair strategy to optimize spare-
parts inventoryEvaluate
• Equipment’s serviceable components and their lifecycle
status

7.
Developing theAsset Management
Strategy
Design
• Best practices or part repair or replacementDesign
• Re-designing of Storeroom management
Design
• Refine Inventory reduction & Preventive Maintenance programDesign
• Actionable reporting tool

8.
Developing theAsset Management
Strategy
Implement
• Design and execute the right implementation plan and assist
• Implement simple, immediate point solutions with existing
staff & processes
• Design and execute the right implementation plan and assist
organizational change-management processImplement
Implement
• Utilize right tools and processes which are setup for
continuous improvement and measure the changes

9.
Common Maintenance Strategies
Depending on the value of the asset or its criticality in the plant’s
operation
Maintenance strategies are used :
Run to Failure (Breakdown maintenance)
An acceptable strategy for equipment that is of minimal
importance to operations or has low cost. Equipment
designated as Run to Failure are fixed in the event of adesignated as Run to Failure are fixed in the event of a
breakdown(by repair, restoration or parts replacement) until it
is more feasible to simply order a replacement equipment.
Preventive (Scheduled) Maintenance
It consists of assets being taken offline, inspected at
periodic, predetermined intervals and repaired if
necessary. Easy strategy to set up and execute

10.
Common Maintenance Strategies
Predictive Maintenance (PDM)
PDM is a condition-based approach to asset management. It may also be simpler visual
inspection by operators on the quality or speed at which the equipment is performing.
The advantage of PDM is the potential for cost savings from reduced man-hours spent on
maintenance, and more insight as to the performance and potential issues arising with the
machine.
Proactive Maintenance
Emerging from the realization that equipment failure probability is not linear , RCM is an in-
depth, highly involved process that seeks to analyze all the possible failure modes for eachdepth, highly involved process that seeks to analyze all the possible failure modes for each
piece of equipment, and customize a maintenance strategy for each individual machine.

11.
Comparison Table
Strategy Summary Cost to
Implement
Pros Cons
Run to Failure Fix when it breaks Low Ideal for low priority
equipment
Can lead to runaway
repair cost
Preventive Maintenance on a
predetermined
schedule
Average Best strategy to
implement without
expertise
Inefficient schedules
compared to
Predictive &
Proactive
Predictive Condition based High Timely and informed Expensive to set up-Predictive Condition based
monitoring
triggering work
orders
High Timely and informed
monitoring. More
insight into cause of
breakdowns
Expensive to set up-
only cost effective
for critical assets
Proactive Investigation of
failure modes to
determine best
maintenance
strategy
Highest If executed properly,
provides the most
efficient
maintenance
schedule
Infeasible for most
organizations that
are not “ elite”

12.
Preventative Maintenance
Maintenance that is regularly performed on a piece of
equipment to lessen the likelihood of it failing.
Performed while the equipment is still working, so that
it does not break down unexpectedly.
Planned so that any required resources are available
and scheduled based
More complex to coordinate than run-to-More complex to coordinate than run-to-
failure maintenance because the maintenance
schedule must be planned.
• Preventive maintenance is based on CLRI
C- CLEANING
L- LUBRICATION
R- RETIGHTNING
I – INSPECTION
Prevention- 80% break down
are reduced

13.
Predictive Maintenance
The aim of predictive maintenance is to predict when equipment failure might occur.
To prevent occurrence of the failure by performing any required maintenance.
The task of monitoring for future failure allows maintenance to be planned before the failure occurs.
Ideally, predictive maintenance allows the maintenance frequency to be as low as possible to
prevent unplanned reactive maintenance, without incurring costs associated with doing too much
preventative maintenance.
Predicting failure can be done with one of many techniques. The chosen technique must
be effective at predicting failure and also provide sufficient warning time for maintenance to be
planned and executed. The techniques include vibration analysis, oil analysis, thermal imaging, and
equipment observation.
planned and executed. The techniques include vibration analysis, oil analysis, thermal imaging, and
equipment observation.
Choosing the correct technique for performing condition monitoring is an important consideration that
is best done in consultation with equipment manufacturers and condition monitoring experts.
When predictive maintenance is working effectively as a maintenance strategy, maintenance is only
performed on machines when it is required. That is, just before failure is likely to occur. This brings
several cost savings
minimizing the time the equipment is being maintained
minimizing the production hours lost to maintenance, and
minimizing the cost of spare parts and supplies.

14.
Proactive Maintenance
Proactive maintenance is a corporate level maintenance strategy that is
implemented to optimize the maintenance program of a company or
facility.
The final result of a proactive program are the maintenance strategies
that should be implemented on each of the assets of the facility.
The maintenance strategies are optimized so that the functionality of
the plant is maintained using cost-effective maintenance techniques.
There are four principles that are critical for an Proactive Maintenance :
The primary objective is to preserve system function
Identify failure modes that can affect the system function
Prioritize the failure modes
Select applicable and effective tasks to control the failure modes

15.
Predictive / Condition Based Maintenance
Condition Based Maintenance (CBM) is a maintenance strategy that
uses the actual condition of the asset to decide what maintenance
needs to be done.
CBM dictates that maintenance should only be performed when certain
indicators show signs of decreasing performance or upcoming failure.
Checking a machine for these indicators may include non-invasive
measurements, visual inspection, performance data and scheduled
tests. Condition data can be gathered at certain intervals, or
continuously (as is done when a machine has internal sensors).continuously (as is done when a machine has internal sensors).
Unlike in planned scheduled maintenance (PM), where maintenance is
performed based upon predefined scheduled intervals, condition
based maintenance is performed only when it is triggered by asset
conditions.
Compared with preventative maintenance, this increases the time
between maintenance tasks, because maintenance is done on an as-
needed basis.

16.
Goal of Condition Based Maintenance
The goal of CBM is to spot upcoming equipment failure so
maintenance can be proactively scheduled when it is needed - and
not before.
Asset conditions need to trigger maintenance within a long enough
period before failure, so work can be finished before the asset fails
or performance falls below the optimal level.

17.
Advantages of Condition Based
Maintenance
CBM is performed while the asset is working, this lowers disruptions to normal
operations
Reduces the cost of asset failures
Improves equipment reliability
Minimizes unscheduled downtime due to catastrophic failure
Minimizes time spent on maintenance
Minimizes overtime costs by scheduling the activities
Minimizes requirement for emergency spare parts
Optimized maintenance intervals (more optimal than manufacturer
recommendations)
Improves worker safety
Reduces the chances of collateral damage to the system

18.
Overall Equipment Effectiveness (OEE)
Overall Equipment Effectiveness is essentially how available your equipment is, how it
performs versus its spec and what kind of quality it produces.
OEE can be used to monitor the efficiency of your manufacturing processes and to
help identify areas of improvement. In practice, OEE is calculated as the product of its
three contributing factors:
OEE = Availability x Performance x QualityOEE = Availability x Performance x Quality
Availability = The system is functioning when it is needed.
Performance = A measure of system throughput divided by its maximum throughput.
Quality = The number of good units divided by total units started.

19.
Overall Equipment Effectiveness (OEE)
OEE excludes planned shutdowns such as preventive maintenance, holiday
shutdowns and periods when there are no orders to produce. When you subtract
this planned downtime from total plant operating time, you are left with planned
production time.
OEE is calculated on planned production time. The ideal manufacturing facility, is
one that produces the best product, as quickly as possible, with no unscheduled
down time.

20.
Run to Fail Maintenance
The simplest intentional maintenance strategy to execute is "Run to
Failure" (also known as "Run to Fail").
In this strategy, assets are deliberately allowed to operate until they
break down, at which point reactive maintenance is performed. No
maintenance, including preventative maintenance, is performed on the
asset up until the failure event. Importantly, a plan is in place ahead
of the failure, so that the asset can be fixed without causing production
issues.issues.
Under run-to-fail, it is important to have spare parts and staff on hand
to replace the failed part and to keep availability above organizational
requirements. This strategy should not be confused with reactive
maintenance because of the active plan to allow the asset to run to
failure. This strategy is useful for assets that, on breakdown, pose no
safety risks and have minimal effect on production.

21.
Maintenance Triggers
When a maintenance trigger occurs it initiates a need for maintenance at an operational level. The
trigger is used to alert a technician, or another responsible person, that maintenance is required.
There are five main maintenance triggers: Breakdown, time-based, event-based, usage-based,
and condition-based.
Breakdown Trigger
A breakdown trigger is initiated when a piece of equipment breaks down into an unusable state. With
this trigger, maintenance is required to return the equipment to operational capability.this trigger, maintenance is required to return the equipment to operational capability.
A breakdown trigger is the only maintenance trigger that is used when a maintenance strategy has
not been designed at a tactical or strategic level.
If the maintenance plan for the equipment has been designated as a run-to-failure strategy, then a
breakdown trigger is the only trigger that is used for maintenance of that machine. In this case, the
maintenance, while unscheduled, remains planned maintenance.
When the equipment has a preventative maintenance strategy, a breakdown trigger initiates
maintenance that is both unplanned and unscheduled.

22.
Maintenance Triggers
Time Trigger
Time is used frequently as a trigger for maintenance activities. With a time trigger,
maintenance is triggered whenever the calendar rolls over to a pre-specified date.
Because the calendar is so easily predicted, time is the least complex trigger to
schedule planned maintenance.
Time can be used as a trigger in many ways. It can be used to trigger
maintenance on regular intervals, say every 6 weeks. It can be used to trigger
maintenance based on the season of the year, such as "change air conditionermaintenance based on the season of the year, such as "change air conditioner
filters before summer".
Usage Trigger
A common example of a usage trigger for maintenance is the schedule suggested
by new car manufacturers.
This type of maintenance is triggered when the meter data is recorded. Other
examples include usage based on hours of use and number of production cycles.

23.
Maintenance Triggers
Event Trigger
When maintenance needs to occur due to an external event, an event trigger may be used. For example,
in a building, a series of maintenance tasks may need to be triggered if flooding occurred in the basement.
These tasks could include electrical checks, cleaning and boiler checks.
Condition Trigger
A condition-based trigger for maintenance occurs after the condition of the equipment has been assessed
and consequently determined to be unsatisfactory for continued use without maintenance being planned.
Various techniques can be used to assess the condition of a machine, ranging from inexpensive methods
such as visual inspection through to more technically demanding techniques such as vibration monitoringsuch as visual inspection through to more technically demanding techniques such as vibration monitoring
and thermographic analysis.
Condition is the most complex trigger for maintenance. This is because data about condition must be
obtained and interpreted. Often the equipment required to perform condition monitoring requires
specialised training and experience to operate effectively. After the data is analyzed, it may indicate that
maintenance is required. If this is the case, then this is the condition trigger that is used.

24.
Risk Based Maintenance
A risk based maintenance strategy prioritizes maintenance resources toward
assets that carry the most risk if they were to fail. It is a methodology for
determining the most economical use of maintenance resources.This is done
so that the maintenance effort across a facility is optimized to minimize the
total risk of failure.
A risk based maintenance strategy is based on two main phases:
RiskAssessment
Maintenance planning based on the risk.
The maintenance frequency and type are prioritized based on the risk of
failure.Assets that have a greater risk and consequence of failure are
maintained and monitored more frequently. Assets that carry a lower risk are
subjected to less stringent maintenance program. By this process, the total
risk of failure is minimized across the facility in the most economical way.

25.
Risk Based Maintenance

26.
Total Productive Maintenance
Total Productive Maintenance (TPM) is a maintenance philosophy
that requires the total participation of the work force. It was first
developed and implemented in Japan. TPM incorporates the skills
and availability of all employees to focus on improving the overall
effectiveness of a facility. Effectiveness is improved by eliminating the
wastage of time and resources. Typically, TPM is a concept that is
most easily applied to a manufacturing facility.
TPM emphasizes all aspects of production. As such it seeks to
incorporate maintenance into the everyday performance of a facility.
To do this the maintenance performance is one factor that is
incorporate maintenance into the everyday performance of a facility.
To do this the maintenance performance is one factor that is
considered when evaluating the performance of the facility. One of the
most important measurements of TPM is Overall Equipment
Effectiveness (OEE). It is a measure of availability, performance
efficiency and quality rate. As such, equipment stopping, equipment
working at less than peak capacity, and equipment producing poor
quality products are all penalized when the OEE is determined.
OEE = availability * performance efficiency * quality rate

27.
Total Productive Maintenance
Total workforce participation
To improve the OEE, total workforce participation is expected for a proper
implementation of TPM. This includes everyone from top level
management through to the equipment operators.
Top level management is expected to be involved by promoting TPM as a
corporate policy and to make decisions based on OEE. To do this, they
need to develop relevant metrics of TPM, such as OEE.
Operators are expected take responsibility for the day-to-day
maintenance of their machines. This includes the cleaning and regularmaintenance of their machines. This includes the cleaning and regular
lubrication necessary for equipment health. Operators are also expected to
find early signs of equipment deterioration and report them appropriately.
They should also determine ways to improve equipment operation.
Maintenance staff are expected to train and support operators to meet
their goals and perform the more advanced preventative maintenance
activities. They are also expected to take responsibility for improvement
activities that will increase the OEE of the facility.
The three levels are expected to work together towards TPM. Without
cooperation it is likely that an implementation of TPM will fail.

28.
Value Driven Maintenance -
Background
Maintenance is important in any organization. Without proper
maintenance, assets deteriorate over time causing a knock on
effect on the quality of the output produced. It can also impact the
safety of the asset or the people that operate it.
Traditionally, maintenance has been viewed as a cost center in an
organization; it costs money to hire maintenance technicians and
purchase the spare parts to keep systems running smoothly. Too
often, senior executives ignore the added value maintenance canoften, senior executives ignore the added value maintenance can
bring to an organization such as:
A reduction in reactive maintenance costs
Reducing costs to restart production after a breakdown
Limiting production scrap
Costs of downtime such as missed orders and lost revenue
Customer perception/satisfaction
Improved quality of products
Reduced environmental impact

29.
Evidence Based Asset Management
(EBAM)
EBAM is the science of making the right decisions and optimizing asset
management processes with the best available data and with decision
criteria clearly defined.
Data-driven decisions provide the most advantageous methodology for
minimizing costs and maximizing the return on investment from physical
assets.assets.
Making EBAM data driven decisions requires access to maintenance and
financial data; therefore, accurately logging maintenance activities in a
CMMS is critical.

30.
Evidence Based Asset Management
(EBAM)
The four key asset management decision areas are outlined below:
1. Component replacement
The first area includes the determination of the optimal replacement time
for spare parts.The decision is replace components proactively, and when,
or simply run them fail. Replacing before failure ensures the repairs can be
planned in advance but if the cost of reactive maintenance is less and there
is no risk of collateral damage, then run to fail is the logical choice. Coupled
with this decision is the determination of inventory levels for stock towith this decision is the determination of inventory levels for stock to
complete repairs.The levels of stock on hand should ensure availability and
cost criteria are met.
2. Inspection decisions
Optimizing the time interval between maintenance inspections can
minimize the cost of preventive inspections and breakdown maintenance.
Inspections should be performed where the total cost of maintenance is
minimized.

31.
Evidence Based Asset Management
(EBAM)
3. Capital equipment replacement decisions
The economic life, also called service life or useful life, is the expected
period over which an asset is fit for purpose. The physical life of an
asset could be considerably longer than the economic life. Without
careful analysis, it is possible to confuse the two. Economic life of the
asset occurs when the total cost of ownership is at a minimum.
According to EBAM rule, at this point, the asset should be replaced.
Organizations must ensure they have sufficient funds to purchaseOrganizations must ensure they have sufficient funds to purchase
replacements at this point to reap potential savings. Other
considerations such as technical improvement on newer models must
also be factored into this decision area.
4. Resource requirements.
The final area involves right sizing maintenance crews, machine
shops, tooling and contractor labour to achieve productivity, system
availability and costs targets.

32.
Evidence Based Asset
Management (EBAM)

33.
Evidence Based Asset
Management (EBAM)

34.
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