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Maintenance and Asset Management

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Maintenance is important in any organization. Without proper maintenance, assets deteriorate over time reducing the quality of your output produced. It can also impact the safety of your asset or your people who operate it. Asset management focuses on assuring your people that parts and processes are optimized to improve asset performance. Reducing inventory, maintenance costs and the number of downtime events raises your productivity, while simultaneously driving financial performance and predictability. It also helps your employees with the right tools to make good decisions about driving your plant performance.

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Maintenance and Asset Management

  1. 1. MAINTENANCE POLYMER PROCESS MACHINERY TURNKEY SOLUTIONS ASSET MANAGEMENT TO BOOST YOUR BOTTOM LINE AN ASSET NOT AN EXPENSE
  2. 2. Why Asset Management Optimize operations LowerLower operatingoperating budgetsbudgets Increase Efficiency operations for sustainable success
  3. 3. Asset Care : Long term care benefits Breakdown affects profitability Affects QCD QUALITY COST DELIVERY UnsatisfiedClients
  4. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 25. Risk Based Maintenance
  26. 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. 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. 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. 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. 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. 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. 32. Evidence Based Asset Management (EBAM)
  33. 33. Evidence Based Asset Management (EBAM)
  34. 34. THANK YOU !

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