Maintenance & Reliability Best Practices is written by professionals with 60 plus years of shop floor and management experience in a variety of industries. Table of Contents Maintenance and Reliability Best Practices Foreword Preface Chapter 1 - Introducing Best Practices Chapter 2 - Culture and Leadership. Improve Performanceand Reduce Costs. Maintenance and Reliability. Best Practices. Your productivity experts. In your organization, is Maintenance considered.
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This books (Maintenance and Reliability Best Practices [PDF]) Made by Ramesh D. Gulati About Books Title: Maintenance Best Practices. Editorial Reviews. About the Author. Ramesh Gulati is currently Asset Management and I realized whenever I studied Maintenance and Reliability Best Practices in preparation for the CMRP exam, that I was on the right track. Thank you for. Get this from a library! Maintenance and reliability best practices. [Ramesh Gulati; Ricky Smith].
A temporary item is part dismantled from asset to asset depending upon the requirements of operations and maintenance. Examples of components include: Failure Mode and Effects Analysis FMEA A technique to examine an asset, process, or design to determine potential ways it can fail and the potential effects; and subsequently identify appropriate mitigation tasks for highest priority risks.
Maintenance, Backlog Maintenance tasks that are essential to repair or prevent equipment failures that have not been completed yet. If these projects are essential to restoring the asset back to the designed capacity — not to add additional capabilities — they should be treated as maintenance costs.
CBM allows preventive and corrective actions to be optimized by avoiding traditional calendar or run-time directed maintenance. Maintenance, Corrective CM Repair actions initiated as a result of observed or measured conditions of an asset after or before the functional failure. Maintenance, Predictive PdM PdM is an equipment maintenance strategy based on measuring the condition of equipment in order to assess whether it will fail during some future period, and then taking appropriate action to avoid the consequences of that failure.
Maintenance, Preventive PM PM is an equipment maintenance strategy based on inspection, component replacement, and overhauling at a fixed interval, regardless of its condition at the time.
Usually scheduled inspections are performed to assess the condition of assets. Replacing service items e. PM inspection may require another work order to be written to repair other discrepancies found during the PM. Maintenance, Reactive RM Activity carried out to fix an asset in response to failure or breakdown.
When it is performed in emergency mode, it may cost 3—5 times more. Operator-based maintenance is a cost effective practice to perform minor routine, and recurring maintenance tasks by the operators to keep the asset working efficiently for its intended purpose. Maintenance, Run-to-Failure RTF A management strategy policy that permits a specific failure mode to occur without any attempts to prevent it.
A deliberate decision based on economical effectiveness. Proactive Maintenance Work This is a complete list of all maintenance tasks that are completed to avoid failures or to identify defects that could lead to imminent failures. Reliability The probability that an asset or item will perform its intended functions for a specific period of time under stated conditions. The process defines system boundaries and identifies functions, functional failures, and likely failure modes.
It develops a logical identification of the causes and effects consequences of system and functional failures to arrive at an efficient and effective asset management strategy for reducing the probability of failure. The design life of most assets requires periodic maintenance. For example, belts and chains require adjustment, alignment of shafts such as pump-motor shafts need to be properly maintained, filters need to be changed at regular intervals, proper lubrication on rotating machinery is required, and so on.
In some cases, certain components need replacement after a specified number of hours of operations, e.
Anytime we fail to perform maintenance activities, we may be shortening the operating life of the asset. Over the past 40 years, many cost-effective approaches have been developed to insure an asset reaches or exceeds its design life.
Instead of waiting for assets to fail and then fix them, maintenance actions are performed to keep assets in good working condition to provide continuous service. Two major categories of maintenance actions are: When an asset breaks down, it fails to perform its intended function and disrupts scheduled operation.
This functional loss — partial or total — may result in defective parts, speed reduction, reduced output, and unsafe conditions. For example, a wear or slight damage on a pump impeller, which reduces output, is a function reduction failure. Function-disruption or reduction failures that are not given due attention will soon develop into asset stoppage if not acted on.
Many abnormalities such as cracks, deformations, slacks, leakages, corrosions, erosions, scratches, excessive heats, noises, and vibrations are the indicators of imminent troubles.
Sometimes these abnormalities are neglected because of the insignificance or the perception that such abnormalities will not contribute to any major breakdowns.
The tendency to overlook such minor abnormalities soon may grow and contribute to serious catastrophic failures. It is not uncommon to receive queries from production staff in response to a "high temperature or vibration condition" about how long we can continue running. It has been observed that a high percentage of the failures occur during startups and shutdowns. However, asset failure could also be due to poor maintenance. Causes that go unnoticed are termed as "hidden abnormalities.
These and others practices will be discussed in more details later in this and other chapters. The basic objective of PM visits is to take a look at the asset to determine if there are any telltale signs of failure or imminent failure.
Also, depending on the type of the asset, a checklist or a procedure with task details indicating what to check or what data to take may be used, e. The observers also document the abnormalities and other findings. These abnormalities need to be corrected before they turn into failures. If an asset fails, it needs to be repaired. Correcting these abnormalities is called corrective maintenance.
Maintenance Work Task Classifications: Maintenance work tasks can be classified in two major categories: It really does not matter how we classify them as long as maintenance management systems can provide us data in the format to help us to make the right decisions.
Our objective is to reduce reactive breakdowns and then adjust or increase PM and CBM work accordingly. Preventive Maintenance PM Preventive maintenance refers to a series of actions that are performed on an asset on schedule. That schedule may be either time-based or based upon machine-run time or the number of machine cycles. These actions are designed to detect, preclude, or mitigate degradation of a system and its components.
The goal of a preventive maintenance approach is to minimize system and component degradation and thus sustain or extend the useful life of the asset. Preventive maintenance is the planned maintenance of assets designed to improve asset life and avoid unscheduled maintenance activity. PM includes cleaning, adjusting, and lubricating, as well as minor component replacement, to extend the life of assets and facilities.
Its purpose is to minimize failures. Neither assets nor facilities should be allowed to go to the breaking point unless we have selected a run- to-failure strategy for that specific asset. In its simplest form, preventive maintenance can be compared to the service schedule for an automobile. The amount of preventive maintenance needed at a facility varies greatly.
It can range from walk-through inspections of assets and facilities to measuring bearing clearances, checking pump and motor alignment, taking Infrared IR pictures of electrical systems, etc. The objective of preventive maintenance can be summarized as follows: Preventive maintenance is typically performed based on the calendar time. Maintenance personnel schedule periodical visits to an asset based on fixed time intervals, for example every three or six months.
They may result in too much time being spent on an asset. Numerous visits to assets with "no data — abnormalities found" can be regarded as wasted maintenance dollars. If this happens, the PM periodicity should be reevaluated and adjusted. Typically, the next step up from time-based PMs is performing PMs based on asset cycles or run time.
Intuitively, this approach makes sense. An asset does not have to be checked repeatedly if it has not been used. Generally speaking, it is the actual operation of the asset that wears it down, so it makes sense to check the asset after it has been working for a specified amount of time to cause some wear.
It may be necessary either to adjust or replace the component. This approach is the next level up from runtime-based maintenance. The ultimate goal of CBM is to perform maintenance at a scheduled point in time when the maintenance activity is most cost effective and before the asset fails in service.
The "predictive" component stems from the goal of predicting the future trend of the asset's condition. This approach uses principles of statistical process control and trend analysis to determine at what point in the future maintenance activities will be appropriate and cost effective. CBM inspections mostly are performed while the asset is in service, thereby minimizing disruption of normal system operations. Vibration analysis is very effective on rotating assets, but can be the most expensive part of a PdM program to set up and make operational.
Oil analysis is another program that, where relevant, eventually can be more predictive than any of the other technologies. Acoustical analysis can be done at a sonic or ultrasonic level. Sonic technology is useful mostly on mechanical assets whereas ultrasonic technology can detect electrical problems and is more flexible and reliable in detecting problems.
Details of these technologies will be discussed in Chapter 8. Basically, in the CBM approach, the maintenance need is based on the actual condition of the machine rather than on some preset schedule.
For example, most of us change the oil in our cars every 3,—5, miles driven.
This is effectively basing the oil change needs on asset run time. No concern is given to the actual condition and performance capability of the oil. It is changed because it is time. This methodology would be analogous to a preventive maintenance task. On the other hand, if we ignore the vehicle run time and have the oil analyzed at some regular period to determine its actual condition and lubrication properties, then we may be able to extend the oil change until the car has been driven 10, miles, or more.
This is the advantage of utilizing condition based maintenance. CBM is used to define needed maintenance tasks based on quantified asset conditions or performance data. The advantages of CBM are many. A well-established CBM program will cost effectively eliminate or reduce asset failures. It will also help to schedule maintenance activities to minimize overtime cost.
In addition, we will be able to minimize inventory and order parts, as required, well ahead of time to support the downstream maintenance needs. In fact, independent surveys and technical papers presented at the International Maintenance Conferences — and author's own experience indicate the following industrial average savings resulting from a good established condition based maintenance program: In addition, training plant personnel to utilize PdM technologies effectively will require considerable funding.
Program development will require an understanding of predictive maintenance and a firm commitment to make the program work by all facility organizations and management. How the CBM team should be organized is another issue.
We have found that a centralized dedicated team is a good way to start a program. This approach helps in standardizing testing methods and practices.
The CBM approach consists of scheduling maintenance activities only when mechanical or operational conditions warrant — by periodically or continuously monitoring the machinery for excessive vibration, temperature, noise, etc.
When the condition gets to a level that has been pre-determined to be unacceptable, the asset is shut down. The asset is then repaired or has damaged components replaced in order to prevent more costly failures from occurring.
This approach works very well if personnel have adequate knowledge, skills, and time to perform the CBM work. In addition, the company must allow asset repairs to be scheduled in an orderly manner. The approach provides some lead-time to download materials for the necessary repairs, reducing the need for a high parts inventory. Because maintenance work is only performed when it is needed, there is likely to be an increase in production capacity.
It will reduce the number of preemptive corrective actions. It will decrease asset and process downtime, resulting in increased availability.
In some cases, replacement prior to end-of-life is more efficient for meeting operational requirements and optimum cost. However, CBM cannot: CBM is not a "silver bullet. In other cases, sensors may not be able to survive in the environment; measurements to assess condition may be overly difficult and may require major asset modifications. Why Have a PM Program The most important reason to have a PM program is to ensure that assets don't fail prematurely, that they keep producing or providing service as intended.
PM programs should improve production capacity and reduce overall maintenance costs by: When parts fail in service, they usually damage other parts. Priority should be given to preventive maintenance work. In addition, to making the PM program a success, create a "living PM program" consisting of the following key elements: Get the right people both in operation and maintenance involved in the review process.
Ensure operation and maintenance personnel understand the importance of PM practice and provide feedback for improving PM instructions and procedures. The best practice is to use the 10 percent rule of PM — a time-based PM must be accomplished in 10 percent of the time frequency or it is out of compliance.
Many organizations use a "PM compliance" metric as a measurement of their maintenance department's performance. This rule should apply to all PMs, but we must ensure that, at a minimum, critical assets are being maintained properly at the right time, within 10 percent of time frequency. Organizations who have implemented the 10 percent rule, have been found to have increased reliability of the assets due to consistent and disciplined approach.
If we are performing Preventive Maintenance on an asset that continues to fail, we are in reactive maintenance mode.
The PM plan should be reviewed and adjusted. Example The following example compares preventive maintenance with breakdown maintenance.
Should we accept their proposal to establish this PM program? For the sake of simplicity, ignore production losses due to failures. We can use the expected value process to evaluate the PM proposal Figure 3.
Note that this potential saving doesn't include increased production resulting from reduced equipment downtime. Well-informed, trained, and responsible operators will ensure that assets are being kept in good working order.
Operators are the first line of defense against unplanned asset downtime. OBM assumes that the operators who are in daily contact with the assets can use their knowledge and skills to predict and prevent breakdowns and other losses.
The main objective of an Operator's Maintenance program aka autonomous maintenance program is to equip operators with the following asset-related skills: Ability to detect abnormalities 2. Ability to correct minor abnormalities and restore function, if they can 3.
Ability to set optimal asset conditions 4. Ability to maintain optimal equipment conditions Autonomous maintenance is one of the basic pillars of Total Productive Maintenance TPM. TPM is a Japanese maintenance philosophy which involves operators performing some basic maintenance activities.
The operators learn the maintenance skills they need through a training program. They then perform the following tasks: The operators use the following four sensory tools to identify problem areas, then either fix them or get help to get the problems repaired before they turn into major failures. Look for any abnormalities — clean, in place, accessible 2.
Listen for abnormal noises, vibrations, leaks 3. Feel for abnormal hot or cold surfaces 4. Smell abnormal burning or unusual smell The TPM maintenance approach will be discussed in more details in Chapter 7.
Corrective Maintenance CM CM, sometimes called repair, is performed to correct the deficiencies found during PM and CBM assessment; it restores the asset in good working condition after it has failed or stopped working. CM is an action initiated as a result of an asset's observed or measured condition before or after the functional failure.
The CM work can be further classified into three categories: It brings an asset to its designed capacity or to an acceptable level in a planned way.
This work should be planned and scheduled. If these projects are to bring the asset back to the designed capacity, not to add additional capabilities, they should be treated as corrective maintenance.
In that case, they should always be planned and scheduled. This work is also known as breakdown or failure repair work. Most of the time, completing this work interferes with the regular weekly schedule. Unscheduled work costs much more than planned and scheduled work.
Planning and scheduling process will be discussed in detail in Chapter 4. These studies break down the average maintenance program as follows: This data is misleading, however, and does not tell the complete story. This is probably not true because there is some corrective scheduled work too. Furthermore, this number is an average number which includes all types of organizations, including top quartile as well as bottom. Maintenance Work Type Distribution by Leaders and Lagards There is confusion when we try to mix maintenance work with how we respond to getting the work done.
In some organizations, the breakdown work is called urgent maintenance, but could be done within 48 hours. Some regular work, also sometimes called routine work, may need to be completed in 5 or 7 days. These examples are not the work type, but just how we respond to getting it done.
Sometime a decision is made to take no actions or make no efforts to maintain the asset as the original equipment manufacturer OEM originally intended.
Therefore, no PM program is established for that particular asset. This maintenance strategy, called Run-to-Failure RTF , should be applied only after a risk to the business has been analyzed and its cost effectiveness determined. In reality, this work should not be considered failure or reactive work because we made the decision in advance not to perform any PM or CBM based on economical justification.
Proactive Maintenance Proactive Maintenance is another term used often. It is an aggregate of maintenance actions taken proactively to find incipient failures and then to reduce the maintenance repair needs. In some organizations, it is calculated as a ratio of all maintenance work minus unscheduled corrective maintenance divided by all maintenance work. Proactive Maintenance is also a controversial term. To some others, anything that's on the maintenance schedule is proactive — that is, any maintenance work that has been identified in advance and is planned and scheduled.
This latter definition makes much better sense. The same is true for asset failure. Assets fail due to basically two reasons: Our negligence, ignorance, and attitude are the prime factors of human errors. Several studies have indicated that over 70 percent of failures are caused by human errors such as overloading, operational errors, ignoring failure symptoms and not repairing an asset when it needs to be taken care, and the skill level of our work force.
There is usually a human factor behind most asset failures. Because most failures are caused and do not happen on their own, they are preventable. If a survey is taken among operations and maintenance personnel as to whether there can be zero failures, the overwhelming answer will be zero failures are theoretically possible, but impossible in an actual work environment.
Yes, zero failures are difficult to achieve, but they may not be impossible. If all concerned operations and maintenance personnel set a goal of zero failures and diligently work toward that goal, it is attainable.
However, total commitment is needed from all involved, from top management to supervisors and down to the operator and maintainer level. What we need to do is implement some good and best practices, as well as strict adherence to the procedures. The following suggested measures could help in achieving that goal: Operator Involvement The operator is a key part of a good maintenance strategy.
They are close to the assets all the time. They can be the first line of defense against failures, using their natural abilities — four basic sensory tools — to detect any abnormalities: The support structures — piping, hoses, guards, etc. These should be properly fastened. Cleaning Cleaning leads to inspection and timely detection of any incipient failures like cracks and damaged belts.
Dirt and dust conceal small cracks and leaks. If an asset is clean, we could see easily if things are not working right, e. Keep assets and the surrounding area clean. A clean asset creates a good feeling and improves employee safety and morale. Lubricating Lubrication helps to slow down wear and tear.
Check if components are being lubricated properly with the correct type of lubricants and that oil is being changed at the proper frequencies. Don't over-lubricate; use the right amount. Ultrasonic guns can be used to ensure the required amount of lubricant is used. Operating Procedures All operating procedures available at the site should be current. Are these procedures easily understood? Make sure that operators and other support personnel have a good understanding of the answers to these questions.
It is a good practice and very desirable to have these operating instructions laminated and attached to the asset. Maintenance personnel should have the right tools available to perform maintenance correctly and effectively. Having a current procedure is an ISO principle. When an asset is ready to be repaired, all items identified in the work plan should be staged at the asset site for craft personnel to execute their work in the most effective and efficient manner. Specialized tools should be kept at or near the asset with proper markings.
It is a good practice to laminate the procedures, drawings, part list, wiring diagrams, logic diagrams, etc. Operating Conditions All assets are designed to operate under specific conditions. Check that assets are operating in the correct environment and are not being misused, i. If they are not being operated in their designed environment — e. Workforce Skills Ensure that the workforce, operators, maintainers, and support staff are all properly trained and have the right skill sets to operate and maintain the asset effectively.
Although ignorance and lack of skill, etc. It takes a lot of effort and time to create the right culture. Repair Documentation Repair documentation — what we did, with some details — is very important when performing an analysis. We often see entries such as "Pump broke — repaired" or "Mechanical seal replaced. The challenge is usually how to make data input easy for our crafts personnel.
For a good reliability analysis, we need to have quality data to understand how the asset was found before and after the failure, what actions were taken to repair, parts used, and time taken to repair, etc. Designing for Reliability and Maintenance If the asset is being modified or replaced, make sure that the operators and maintainers are involved with design reviews and are part of the improvement team. The asset should be designed with high reliability and ease of maintenance features.
This best practice will be discussed in more detail in later chapters. Here, the risk refers to the potential for inducing defects of various types while performing the maintenance tasks. In other words, human errors made during the PM, CBM and CM tasks eventually may lead to additional failures of the asset on which the maintenance was performed.
For example, a review of the data from the power plants that examined the frequency and duration of forced outages after a planned maintenance outage reinforces this risk. Most of the time these failures occur very soon after the maintenance is performed.
Typically, the following errors or damages may occur during PMs and other types of maintenance work. To create high quality and motivated personnel, the following measures are suggested: Maintenance Task Optimization Maintenance effectiveness can be improved by optimizing the maintenance work tasks content and by effective task execution through the utilization of the many tools available to us.
The maintenance tasks — e. These tools and techniques can help to optimize the content of the work tasks to be accomplished.
All of these tools and techniques will be discussed in more detail in later chapters. However, too much emphasis on performance indicators, or on wrong indicators, may not be the right approach. The selected indicators shouldn't be easy to manipulate just to "feel good. Maintenance Benchmarks Other maintenance metrics to consider, depending on the maturity of the maintenance program, include: It should approximate 90 percent or more. The rule of thumb is: However, the new paradigm for maintenance is capacity assurance, meaning that maintenance assures asset capacity as designed or to an acceptable level.
In other words, errors committed during the PM, CBM, and CM tasks eventually may lead to additional failures of the asset on which the maintenance was performed. A maintenance quality program requires trained and motivated maintenance personnel.
Maintenance cost and asset availability can be improved by optimizing the maintenance work tasks content and by effectively executing tasks through the utilization of tools available to us.
Maintenance tasks such as PM, CBM work instructions, and repair plans must cover what needs to be done. These tools and techniques help to optimize the content of the work tasks to be accomplished.
The execution of maintenance tasks can also be optimized by using other tools and techniques such as planning and scheduling. These tools and techniques can help to utilize maintenance resources effectively. Selecting the right performance indicators to measure maintenance performance is critical and important to implementing best practices.
The indicators should encourage the right behavior; they should be difficult to manipulate just to have "feel good" results. Finally, they should be easy to collect and report. Handbook of Maintenance Management. Mitchell, John. Physical Asset Management Handbook, 4th Edition. Narayan,Effective Maintenance Management. Nyman, Don. Maintenance Management training notes.
Seminars, — Work Management: Planning and Scheduling "A goal without a plan is just a wish" Antoine de Saint-Exupery Overview After reading the chapter, you will be able to understand: In the previous chapters, we discussed developing the proper maintenance tasks to keep our assets working. In order to reduce overall operations and maintenance costs, these tasks must be executed efficiently and effectively. Basically this is achieved by eliminating or minimizing avoidable delays and waiting time.
Imagine yourself repairing a leaky faucet or dishwasher at home. Your spouse has asked you repeatedly to fix it. Finally you find the time to take on this assignment. Can you recall the number of times you went back and forth to the garage, to the tool box, or to the hardware store to acquire the correct-sized tool, washer, or seal? It probably took about four or ore hours to finish this task. Imagine again, a couple of months later, a similar kind of problem occurred.
This time you are not available and your spouse calls a plumber. The plumber comes in and assesses the problem, goes back to the truck, gets the right tools and parts, corrects the problem, and leaves in 40—45 minutes.
Does this sound familiar? Maybe if you had the right tools and right parts, and better instructions, your task would have taken you under 2 hours instead of 4 hours? The point here is, proper work planning with the right tools, parts, and instructions can save time and avoid wasteful activities.
Figure 4. This example shows evidence of inadequate planning. The frequent work interruptions encountered could be due to lack of availability of right parts, tools, or proper work instructions. A well-planned job with upfront planning and no interruptions is shown in Figure 4. Planned and scheduled jobs take much less time than unplanned jobs.
Impact of Planning For many years, industry experts have pointed to the low productivity levels in maintenance departments of many companies around the world. Some call this productive time "wrench time," during which maintenance craft personnel actually spend their efforts repairing the assets, as opposed to walking to the store to get the right tools, receiving unclear instructions, waiting for other craft to arrive or release of the asset from operations, and other wasteful activities.
In general, every hour invested in planning saves 1—3 hours in work execution. Abraham Lincoln once said "If I had eight hours to cut a tree, I'd spend six hours in sharpening the axe. The "Maytag repairman" image of a maintenance department should not be compared to a fire department, where fewer fires to battle are better. A maintenance department can be far more productive in so many ways, becoming proactive instead of responding to emergencies like fire departments. Maintenance departments should be performing preventive and condition-based maintenance tasks, participating in process improvement projects, and working on capital improvement initiatives.
Maintenance workers can upgrade their skills, train others, educate operators to run the assets properly to minimize errors. In essence, good planning and scheduling avoids delays and minimizes waiting time, other wasteful activities, and non-productive work.
This is accomplished through: This area is where the most gains in productivity can be made. In some organizations, a single person provides both planning and scheduling functions. In larger organizations, these functions are often split, allowing additional resources for each role.
Some of the key terms we will be using follow. The BOM can also be a listing of items necessary to support the operations and maintenance of an asset or component. It contains primarily consumable items and replacement components that may be inventoried as a spare.
Oil filters, drive belts, and ball bearings are examples. Coordinator Oversees the execution of daily operations, including maintenance. They are accountable to the asset or process owner for insuring that the asset or process is available to perform in a safe and efficient manner. Coordinators also help prioritize the work according to the operation needs. Planning The process of determining the resources and method needed to perform maintenance work efficiently and effectively.
Planning is different from scheduling. In short, planning defines what and how whereas scheduling defines who and when. Schedule Compliance The number of scheduled jobs actually accomplished during the period covered by an approved schedule; also, the number of scheduled labor hours, expressed as a percentage.
Schedulers Establish daily, weekly, monthly, and rolling yearly maintenance work schedule of executable work in their area. The schedule includes who will perform and when the work will be performed. The schedule is developed in concert with the maintenance craft supervisor and operations. Scheduling The process of determining which jobs get worked on, when and by whom, based on the priority, the resources, and asset availability.
The scheduling process should take place before the job is executed. In short, scheduling defines when and who execute the work tasks. Turnaround A planned shutdown of an asset, process, or total plant to identify and repair major potential problems in a timely manner to improve plant safety and efficiency. Work Order WO Paper or electronic document specifying the work needed on an asset.
A unique control document that comprehensively describes the job to be done, it may include a formal requisition for maintenance, authorization, and charge codes, as well as what actually is to be done.
Work Order Parts Kitting The collection and staging of parts required for each individual work order. This step usually is accomplished in a plant's storeroom within the maintenance shop. Each kit is identified by a number or label so that it can be staged or delivered to the right maintenance crew. Work Plan Sometime called job package. The work plan is prepared by the Planner and includes identification of work to be accomplished, the sequence of work, skills required, special tools, parts needed, and special work instructions needed.
There are three types of work: Work Flow Preventive Maintenance PM work should have already been planned and could go directly to scheduling. There may not be enough time to plan this type of work. The following are the key players in this process: Work Flow and Roles. This person represents the asset owner and may work for maintenance or operations.
The coordinator forwards the work task to a planner, scheduler, or directly to the craft supervisor or maintenance crew, depending on the task's priority and planning status. For example, PM- type work, which should already be planned, could go directly to the maintenance scheduler. The coordinator may also work with the maintenance engineer or a configuration person for any technical help or if a configuration change request is needed.
As the work order WO gets routed from one stage to another, a WO status is assigned based on what's being done to that WO. In addition, work type, as suggested in Figure 4. It is a good practice to code the work orders to help analyze the data for improvements later on. Work Order Status Codes. PM inspections of assets to find problems. CM-Scheduled Corrective Repairs: Excerpt Ultrasonic inspection and monitoring of bearings is a reliable method for detecting incipient bearing failure.
The ultrasonic warning appears prior to a rise in temperature or an increase in driving torque. Ultrasonic inspection of bearings is useful in recognizing the beginning of fatigue failure, brinnelling of bearing surfaces, flooding of or lack of lubricant.
In ball bearings, as the metal in the raceway, roller, or bearing balls begins to fatigue, a subtle deformation begins to occur. This deforming of the metal will produce an increase in the emission of ultrasonic waves.
Metrics Summary References and Suggested Reading. Maintenace and Reliability Best Practices 1. Hak Cipta: Tandai sebagai konten tidak pantas. Judul terkait. Lompat ke Halaman. Cari di dalam dokumen. Maintenance and Reliability Best Practices By: Includes a list of questions and answers in most chapters which provide possible real-world scenarios.
Provides a list of key terms and reference material within each chapter to enhance further knowledge. Mark Smith. Kamran Ahsan. Ursula Johnson. Ali Hassan. Paul Merchant. Maintenance plan — how it will be maintained? Product details File Size: Industrial Press, Inc. August 17, Sold by: English ASIN: Enabled X-Ray: Not Enabled. Share your thoughts with other customers. Write a customer review. Read reviews that mention best practices maintenance and reliability easy to understand maintenance management great book engineering areas helpful approach chapter covers field format knowledge testing.
Top Reviews Most recent Top Reviews. There was a problem filtering reviews right now. Please try again later. Hardcover Verified download. The book is well written but lacks detail in some areas. Introduces concepts but doesn't give enough details about them, you have to go online or research elsewhere. Also has an example test in the first chapter but the answer to some of the questions are no where to be found in the book, you have to search elsewhere again.
I didn't find much use in the accompanying workbook they also offer for this book; it just re-writes paragraphs already in the book and has a space to the right of each where you could write notes, I don't see the need for it. Just get a notebook and write the page number then write notes in the notebook for each topic. I've often thought about writing a maintenance primer to help with my implementations that isn't as engineer oriented as the RCM books. But upon reading Mr.
Gulati's book I don't need to anymore. It's a perfect guide for setting up a maintenance program and I have and will continue to recommend it to my customers and colleagues.
One person found this helpful. Kindle Edition Verified download. Recommended as a great basis for reliability engineering and I agree that it is. Covers a wide range of topics from measurement and analysis techniques, to management strategies. Great read and reference. As a practitioner and consultant in all the areas covered by this book, I am always interested in reviewing and using good references.
This book covers all the important areas of the field without resorting to opinion rather than information. This is a good addition to any EAM professionals library.
I have been in the business for over 40 years and still picked up a lot of great information from this book. Wish I would have been able to get it years ago. Easy to read. Great value, good product and prompt service! I would recommend you to anyone. I've read a number of books on Maintenance Management and all have their strengths and weaknesses.
This book is by far the best on the topic. The authors did a good job of making the subject matter light and interesting. The content is delivered in an easily understandable manner, but still very practical. Many books fall into the too-managerial trap and start just number-crunching. This book is useful for all who are wanting a broad knowledge of the topic.
If your looking for a book that covers the wide perspective on Maintenance Management, in just the right depth without too many sluggish graphs and numbers you've found it. Very easy to read for almost anyone, and this book is a great read for those in or going into this field.
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