Presentation maintenence management
- 1. TRENDS IN MAINTAINANCE MANAGEMENT VAISAKH S BABU SHERRY THOMAS SREELEKSHMI T SOUMYA S L SUJITH V S SHENCY
- 2. Prevention is better than cure “Technology will not be effective without proper management” • Major role in Competitiveness • Reliability and availability are the crucial factors • Life cycle profit(LCP) is gaining popularity –based on reliability • Higher reliability-fewer risks,better control,---energy conservation and lower expenses
- 4. Techniques in Maintenance Management Reliability Centered Maintenance (RCM) • Highly structured method • Mainly by airline industries and military branches • Partitions a machines in a systematic way to analyze its construction by using Failure Mode effect analysis(FMEA)-Identify significant components and failure modes • Select appropriate maintenance action for each parts using a structured criteria-reducing or eliminating failure • A bank of failure data is needed • Advantages:Good audit tailing and consistent decision making • Drawback:Failure data is not easy to obtain Reliability is not main focus instead availability is
- 5. TOTAL PRODUCTIVE MAINTAINANCE (TPM) • Aims at maximizing equipment effectiveness • Improving Quality ,Reliability and production • Improvement through-personal,plant,culture • Important aspect –deming’s cycle-plan-do-check-act • Operators needs to take up some maintenance tasks- cleaning,lubrication,tightening adjustment and reporting observations
- 6. Total quality management (TQM) • Deming’s cycle • Monitoring and controlling deviations in a process, working conditions, product quality and production cost. • Detecting damage causes, their developing mechanisms and potential failures in order to interfere (when possible) to stop or reduce the machine deterioration rate before the production process and product characteristics are intolerably affected. • Performing the required action to restore the machine/process or a particular part of it to as good as new. • All these should be performed at a continuously reducing cost per unit of good quality product. Here, failure is defined as a termination of a component’s ability, to perform its required function, which can be defined on basis of the machine function, capability, production rate, production cost, product quality or personnel/machine safety
- 7. Basic concepts 1. Committed and involved management 2. Unwavering focus on customer 3. Effective involvement utilization of workforce 4. Continuous improvement of business and pdn process 5. Treating suppliers as partners 6. Establish performance measures for processes
- 8. Design Out “Design out” as a maintenance strategy means that a failure is addressed by a new or updated design process, with the intention of reducing or preventing future failures. A machine or process may be working beyond its original design specification in speed or capacity. • Legacy equipment may lack sufficient information to make informed judgement about capacity. • Despite best efforts in previous design, the specified properties of a component or system may not match its actual behaviour
- 9. Condition-based Maintenance(CBM) Advanced maintenance plans avoid failure by detecting early deterioration, spotting hidden or potential failures. It initiates maintenance when deterioration in machine condition occurs. The component or equipment is usually replaced or repaired as soon as the monitoring level value exceeds the normal
- 10. CBM advantages • Better planning of repairs is possible, i.e., out of production time. • Inconvenient breakdowns and expensive consequential damage are avoided. • The failure rate is reduced, thus improving plant availability and reliability. • A reduced spares inventory is required. • Unnecessary work is avoided, keeping the repair team small but highly skilled
- 11. Maintenance is a key part of any business activity Principal objective is to preserve the availability of the assets that are used for the business Aim is to minimize the combined cost of operating the business and maintaining the plant STRATEGIES
- 12. Planning and administration is required to match the resources (men, spares and equipment) to the expected maintenance workload Range of strategies are available State-of-the-art policy uses a combination of run-to-failure, time-based maintenance, design out, condition based maintenance and opportunity maintenance.
- 13. Planned preventive maintenance Maintenance is scheduled in advance to prevent failure Preventing failures through replacing components at particular times Assumed that the machine/component life is predictable, and maintenance is based on hours run or calendar time elapsed. TIME-BASED MAINTENANCE
- 14. Suitable for repeatable degradation modes e.g. wear processes or constant rate corrosion. Advantages: A more effective use of time. Spares are only ordered as required. Disadvantages The plant may not fail according to a fixed time period
- 15. Failures may still occur. The method depends on statistical analysis; in many cases suitable and correct failure data are not present. The plant may not need maintaining – spares and labour are used unnecessarily, and the plant is unavailable during maintenance.
- 16. Visual and aural inspection for leaks, noise, looseness and cleanliness Lubrication of bearings and slides Adjustment of belts and couplings Checking electrical connections Checking performance Cleaning filters and strainers Replacing parts at intervals: belts, seals, bearings, etc. Typical PPM activities
- 17. 1. Technology Adoption: Computers, networks, and mobile devices are now in the hands of almost every employee—including the maintenance team. 2. Enter the "Digital Native": Older workers are retiring, and the younger “digital natives” coming onboard have a deeper understanding of technology and its capabilities. 3. Data-Driven Management: Managers want the ability to back up decisions with hard data—requiring better tracking and reporting systems. 4. Mobile Technology: Mobile technology is expanding rapidly, and the ability to connect from the field is a natural fit for maintenance operations. New concepts
- 18. 5. Software Cost & Implementation Time: CMMS software is now more affordable and easier to implement than ever, putting it within virtually every organization’s reach. 6. Cloud Computing: Increasing bandwidth and more affordable hosting options mean you don't need expensive hardware or a highly skilled internal IT team to access great software. 7. Systems Integration: CMMS data now links easily with other systems, such as ERP and accounting software, predictive maintenance monitors, building automation systems, and more. 8. Insourcing vs. Outsourcing Analysis: Increasingly, companies are saving money by focusing on their core competencies and leaving specialized tasks to outside vendors. CMMS tools can help you analyze which tasks, processes, or functions you should keep in-house and which you should consider outsourcing.
- 19. 9. Environmental Impact: More organizations are seeking LEED and other “green” certifications. They need reliable maintenance and facility data to achieve and maintain them. 10. Regulatory Compliance: Regulatory bodies are requiring increasingly complex recordkeeping. Organizations that meet this challenge are saving millions in fines and liability lawsuits. 11. The Internet of Things: The IoT is a natural fit with the way maintenance teams operate—collecting data faster and easier than ever before. Best of all, maintenance teams can use that information to proactively perform maintenance and even predict asset failures
- 20. CONCLUSION Every region in the world is experiencing change and improving in its own way. Maintenance societies are also changing and playing bigger roles as educators and certification providers. However, in order to keep up with the transforming global market, societies will need to pull their resources together and develop a single certification program that will be accepted worldwide. Industry professionals can focus on these 10 improvement and change tips to help lead their organizations on the road to a successful asset management implementation. 1. An organization must make a multiple-year commitment to improve and make it a priority. 2. There must be continuous monitoring and the results evaluation. 3. Senior leadership must support the initiative. 4. All operators and crafts people must feel ownership of the initiative and understand the reason for it. 5. The business case must challenge the company. It should be “overwhelming”. 6. All functions cooperating fully in the initiative. 7. There must be accountability for meeting monthly goals. 8. Behaviors, attitudes and KPIs must be evaluated regularly. 9. It must be one of the top three initiatives year after year. 10. There can only be a single road map to success.