A short look at how to build a maintenance strategy for a "typical" SME and the use of Reactive, Preventative and Condition based Maintenance methods.

1. MAINTENANCE STRATEGIES
for SMEs

2. Looking for help to bring about a change to maintenance?
Searched for ‘maintenance strategy’ and found the 4 main
types people talk about?
REACTIVE
PREVENTATIVE
CONDITION BASED
PERFORMANCE BASED
Did you know at least the first 3 already?
Not sure how that is going to help you create change
in your company?
This presentation offers some additional guidance
about what a ‘business ready strategy’ could look like.

3. THIS PRESENTATION:
• Understanding Terms and Functions of Maintenance
• Understanding maintenance types (aka “strategies”)
• Lifecycle Cost of Equipment
• Characteristics of an SME and maintenance management
• What should a strategy look like?
• How to create a business strategy for maintenance

4. REACTIVE
PREVENTATIVE
CONDITION BASED
PERFORMANCE BASED
The 4 Common “Maintenance Strategies” (search for them on google):
We do not want call these strategies; they are tools, methodologies or
tactics that can be applied to different equipment in different ways
when and where appropriate.
One company may well use all of these together - so how can it
explain that maintenance has up to 4 strategies?
A strategy needs to encompass a range of real world business issues
and desired outcomes.

5. Maintenance Defini+on:
BS 3811:1993
The combina+on of all technical and administra+ve ac+ons, including
supervision ac+ons, intended to retain an item in, or restore it to, a state in
which it can perform a required func+on.
Maintenance:
All the work done to keep equipment running properly.
Reliability:
The probability that the machine will run properly for a given period of +me.

6. ROLE OF MAINTENANCE
Maintenance is increasingly more important. It can play a large role in the
boJom line of a company but also in health and safety, environmental,
product quality, inspec+on and compliance.
Whether you are local, regional, mul+-na+onal or global you have
compe++on and you cannot afford to let performance slip. The pressures of
globalisa+on can mean you are compe+ng with the rest of the world. This
can create pressure on cost, delivery +me, product quality, service and
availability.
Par+cularly in manufacturing, this means maintenance is cri+cal to achieve
any world class facility that can compete with the best in the market.

7. MAINTENACE TYPES
REACTIVE / CORRECTIVE
PREVENTATIVE
CONDITION BASED
MONITORING
PERFORMANCE BASED
MONITORING

8. REACTIVE / CORRECTIVE
Wait un+l it breaks and then repair the equipment
Suitable for low value processes and/or equipment
Example:
A belt on a cooling fan drive. The belt is cheap and the +me to replace is 15
minutes, therefore the impact to produc+on and maintenance is minimal.

9. PREVENTATIVE MAINTENANCE
At fixed intervals, carry out tasks to maintain equipment performance. The
most basic types of maintenance ideally are done by front line staff
opera+ng the equipment
• Cleaning
• Lubrica+on
• Checking for faults, leaks and safe opera+on
Regular weekly, monthly, quarterly or annual servicing would form part of
preventa+ve maintenance (PM)

10. CONDITION BASED MONITORING
Monitoring of a parameter of the equipment to determine when
maintenance should be carried out. Parameters can include:
• Temperature
• Pressure
• Noise
• Vibra+on
• Voltage
When a parameters starts to indicate a change in opera+ng condi+ons, such
a bearing running at high temperatures, this is used to trigger the
maintenance task of changing the bearing. The +me interval is variable.
• Physical wear
• Current
• Run hours
• Number of cycles/opera+ons performed

11. PERFORMANCE BASED MONITORING
Similar to condi+on monitoring, but rather than measuring component
parameters such as bearing temperature, the overall equipment
performance is monitored to determine when work is required.
Generally this is more advanced and follows on from successful
implementa+on of good maintenance management and is therefore moving
towards advanced levels maintenance management. Most SME’s won’t use
this type of maintenance.

12. PreventativeReactive
Condition
Monitoring
Performance
Monitoring
LifecycleCost
LIFE CYCLE COST OF EQUIPMENT

13. • Leaders have less +me to plan and consider strategy
• Resources and budgets are limited
• Business and maintenance strategies may not be aligned
• Maintenance is rela+vely unstructured
• Limited IT infrastructure and internal IT capabili+es
• No data collec+on or analysis of maintenance performance
• Small maintenance teams
CHARACTERISTICS OF AN SME
This is very generalised description and it will be different for each company,
but some points may ring true and help guide you in understanding your own
company and how it is works.

14. STRATEGY OBJECTIVES
Each business will have it’s own characteristics and requirements. Essentially
maintenance strategies should be quite similar in their objectives:
• Ensure the health and safety of all site personnel that may be effected by
maintenance work
• Ensure compliance requirements are met and records maintained
• Maximise equipment reliability/availability and report on performance
• Manage the maintenance department within budget
• Ensure continuation of experience and knowledge
• Ensure 3rd parties have appropriate insurance and work permits
• Minimise Inventory
• Monitor costs per equipment (life cycle evaluation of assets)

15. HOW TO CREATE A REAL WORLD STRATEGY
Typical views of maintenance strategy only deal with the methods or “types” of
strategy. Since all businesses and equipment are different, requirements are
going to be a mixture of all types (strategies).
A complete strategy needs to also consider all of the risks and constraints. It’s
not a perfect world! Some factors that could be considered are;
• Enterprise Risk Management Assessment
• Costs
• Reliability
• Key Performance Indicators (KPI)
• Labour / Resources
• Skills
• General Management
• Subcontracting / Specialist Requirements
• Compliance
• Spares Availability and Inventory
• Data and Record Keeping
• Analysis and Reviews

16. Enterprise Risk Assessment
Does all equipment have a risk assessment for breakdowns?
Costs
Parts, subcontractors, labour, production value, materials
Reliability
Measured for all critical equipment? Regular reviews of plant performance.
Key Performance Indicators (KPI)
What will be measured to track performance?
Labour / Resources
Are there enough resources of the right type available? Is there budget pressure to
reduce or the possibility to expand maintenance? What if experienced staff leave?
Skills
What training and development would benefit the company?
STRATEGY CONSIDERATIONS

17. General Management
What management control and supervision system is there? (verbal, t-cards,
whiteboards, excel, CMMS?)
Subcontracting / Specialist Requirements
Annual review of pricing and contracts? Could anything be brought in house with
training?
Compliance
Is there a prioritisation on compliance requirements? Is there a complete list of
requirements? Annual reviews of new legislation.
Spares and Inventory
What are the value of spares, are the right critical spares available in stores or at
suppliers? Reviewing prices and alternative brands?
Data and Record Keeping
Is data being stored, logged and recorded?
Analysis and Reviews
Understanding demands on maintenance, reviewing KPI’s and strategy.
STRATEGY CONSIDERATIONS

18. ENTERPRISE RISK ASSESSMENT
Equipment
Likelihood of
Breakdown
Impact of
Breakdown
Risk Score
Control Measure /
Actions Requires
Score 1 - 5 Score 1 - 5
Likelihood *
Impact
CNC Machine 4 5 20
Operator
Maintenance,
PM Schedule,
Critical Spares.
Compressor 2 5 10
Regular PM,
Monitor
Temperatures.
Overhead Crane 1 1 2
Second Crane
available in event of
breakdown.
Example of a risk assessment matrix to determine which plant puts the business most
at risk. Annual Reviews should see the likelihood of breakdown reduce as
maintenance improves - measured through reliability KPI

19. RELIABILITY AND AVAILABILITY
Reliability and availability are not the same measure. An available machine
may not be reliable, but a reliable machine is likely to be available. For
example;
A machine is down 6 minutes every hour.
This translates into an availability of 90% but a reliability of less than 1 hour.
90% availability sounds like a good result, but in reality the interrup+ons to
produc+on during every hour of work would have major impact on the
business.

20. RELIABILITY
Usually is measured as mean time between failures (MTBF) or failure rate.
This might be a monthly, quarterly or annual measurement to evaluate the
effectiveness of maintenance. The example for 6 failures per year is below.
Number of Failures
Time in Service
MTBF =
Number of Failures
Time in Service
FAILURE RATE =
365
6
= 60.8 days between failures
365
6
= 0.016 failures per day

21. MAINTENANCE MANAGEMENT
Several areas of this presenta+on touched on the maintenance management
and having records and data available for monitoring and evalua+on of the
following:
• Equipment Performance
• Costs
• Spares
• Subcontractors
• Compliance and Audit Trails
Various management tools (t-cards, excel, hard copy reports) can be used,
but a CMMS (Computerised Maintenance Management System) brings
benefits that just can’t be matched in any other way.

22. BENEFITS OF SMARTSPANNER CMMS
• Assign and track all maintenance work
• Automa+c alerts and reminders
• Report on equipment performance
• Monitor all costs (labour, spares, subcontractors, asset)
• Maintain asset history records
• Mangage spares inventory
• Manage subcontractors
• Document repository for assets, tasks and subcontractors
• Mul+-site deployment
• Instant deployment with no internal IT requirements (except a browser!)
• Deploy on desktops, tablets and smartphones
• Affordable for an SME

23. www.smartspanner.com
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