Maintenance Planing

7/31/2019 Maintenance Planing

1/35

Advanced maintenance planning scheduling and work control

Dr. Abu Bakr I. Abdel Wahab

[email protected]


2/35

Advanced maintenance planning, scheduling and work control

Wide spectrum in how the Function of Work Planning is performed.

Decentralized planning: By the individual craftsperson

Highly centralized planning: Using EAM or CMMS.


3/35

CMMS is primarily a maintenance tool for producing work orders, ,

providing parts, tracking performance and storing the history .

Enterprise Asset Management, EAM is that and much more.

EAM has overall business of the organization including purchasing,

financial, human resources, payroll, production processes and

projects.


4/35

Why planning approaches has a wide variety?

1-The degree of reactivity in the work management system,

2- Managements philosophy of the importance of planning, Culture

3- The skills of the personnel

4- Knowledge of the equipment systems.

5- Effective of information transferring between personnel.

A great source of conflict is the problem of communication between

the production and maintenance functions. How to avoid?

6- Maintenance Organizational Structure

7- Internal Administrative Structure


5/35

A recent European survey showed there is a controversial trend

towards a greater integration of maintenance and production control.

European management favoured a move toward the following

structural changes:

Maintenance and production come under one director

Less production personnel, but more maintenance personnel that

are also responsible for (maintenance operators)

Common information access via computer


6/35

Organ.Structure Centralized Area Hybrid

Communication Difficult Good Good

Force utilization High Low Fair

Emergency

Response

Slow Faster Faster

Reflect on

equipment

Increased equipment

downtime

Allowing more

predictive work

The best of both

organizations

Reflect on

Employees

Skills and technology

easily spread

Employees develop

equipm ownership

Similar to TPM

Management Difficult Easy Somewhat difficult

Maintenance Organizational Structure


7/35

Centralized maintenance:

All members report to a central location for assignment

All work requests are turned into a central area for scheduling and

dispatch

Area maintenance:

Maintenance services are managed and scheduled by area

Small maintenance shops spread throughout the plant.

Certain number of employees are assigned to each areaSupervisors assigned to cover one or more areas, depending on the

number of employees

Combination organization: Hybrid

Several small groups of employees are stationed near critical

equipment, while keeping the main group in a centralized area.


8/35

Example Hybrid Organization:

A plant is divided into four factories and 60 production cells.

Central maintenance for facility maintenance (HVAC, etc), stores

inventory warehousing, fabrication machine shops, tooling,

information database control, and specialized trades training

Focused factory maintenance for workshops, planning and

scheduling, operator training in maintenance

Cell maintenance for multi-skilled teams, urgent maintenance,

preventive maintenance, free issue parts and supplies


9/35

Internal Administrative Structure of the Maintenance

Department is often a mixture of:

By trades ( mechanical, electrical, etc)

By types of service (inspection, repairs, lubrications, etc.)

By areas of equipment

By maintenance policy type (emergency, preventive, predictive)


10/35


11/35


12/35


13/35

Why planning approaches has a wide variety?

1-The degree of reactivity in the work management system,

2- Managements philosophy of the importance of planning, Culture

3- The skills of the personnel

4- Knowledge of the equipment systems.

5- Effective of information transferring between personnel.

A great source of conflict is the problem of communication between

the production and maintenance functions. How to avoid?

6- Maintenance Organizational Structure

7- Internal Administrative Structure


14/35

There is no correct organizational or Internal Administrative Structure

The manager responsible for maintenance activities should report to as

high a level of authority as is feasible to reduce the conflict between

production and maintenance.

Maintenance stores and stores control should be the direct

responsibility of the manager responsible for the maintenance activities.

Any improvement or implementation of any system or program is a

major change to the culture of the organization and with change slow

is fast.


15/35

Increased competition and customer demand of high quality products

have forced manufacturers to adopt automation

The maintenance department is routinely asked to keep equipment

reliable, running longer, with fewer failures and at lower costs.

Companies must make productive use of all their resources - labor,

material, capital - through best maintenance practices.

Planning, Management and Work Control has the greatest profit

potential of any maintenance function,

It is a reliable way to quickly improve maintenance performance


16/35

Maintenance

Decision

System

Decision variables

Maintenance decision

Equip. Data

Maintenance Data

Planning , schedules, execution

History record:

Analysis

Maintenance planning Scheduling and Work control

What you cant measure, you cant improve

What you measure, is usually what you get

The saying are not necessarily always true, but it is interesting


17/35

Maintenance Decision Variables

- Used maintenance approach.

- Who will conduct maintenance.

- Where to conduct maintenance

........

Equipment data:

- Operation

- Construction

-Capacity

- Failure data

- Costs

............

Maintenance

Decision

System

Decision variables

Equip. Data


18/35

Maintenance historical data:

- Inspection times

- Servicing times

- Repair times

- Replacement times

.....................

Maintenance Decision Constraints

Production plans

Available budget

Inventory status.

Maintenance Resources: Labour limitations, Maintenance tools and

equipments

Maintenance

Decision

System

Decision variables

Maintenance Decision

Equip. Data

Maintenance Data


19/35

How to make maintenance resources more productive?

Planning, Management and Work Control

Planning

Management: Organizational structures: Simple, Direct, Unique path

of instructions

Work Control : Performance, Role, Quality, Quantity,


20/35

Area needing improvement ?

General administrative practices, procedures, policies

Equipment data

Work Order Control

Preventive (and Predictive) Maintenance (PPM) practices

Materials control (parts and materials)


21/35

Published studies show that in a reactive or emergency type of

maintenance organization, craft workers usually are 25-35 percent

productive.

In organizations where good planning and scheduling disciplines are

in use, productivity is much higher and can often can achieve levels of

60 percent or greater.

Productivity !!!!


22/35

Wrench time does not include time spent obtaining work

assignments.

It does not include break time.

Non-wrench time tasks are often necessary to get work done, but are

not "wrench time." The craftsperson is in a delay situation.

Industry experience shows that typical workforce wrench time is

between 25 and 35 percent.

With good maintenance practices, the wrench time can beincreased from 25 percent to as much as 80 percent.


23/35

Low wrench time could be caused by lack of :

Equipment release

Materials stock out

Labors unavailabilityNo Management support

No Procedures,

No Work Systems

No work Controls

No Work order

No Prioritization system

No communication between operations and maintenance

No defined roles and functions for maintenance parities

No efficient and optimum utilization of maintenance resources


24/35

The following list is often cited the areas of lost maintenance time

1. Vacation, sick days, personal time, & holidays @ 208 hrs 10%

2. Training @ 21 hrs 1%3. Administrative (time cards, etc.) @ 83 hrs 4%

4. Slack and Personal time @ 504 hrs 25%

5. Drawing material for each job @ 208 hrs 10%

6. Travel to and from jobs @ 208 hrs 10%

7. Job preparation & cleanup @ 208 hrs 10%

Sub Total 624 hrs 70%

Total hours available for actual work 640 hrs 30% (Wrench time)


25/35

Apparent problems associated with poor maintenance program

1- Low wrench

..........................What else?2- Difficult to get people to see the value in maintaining anything

Outages that dont happen will go unnoticed simply because they did

not happen

Extending the service life of equipment is a long-term change thatwill take years before it shows up or rather, does not show up in a

maintenance budget

..........................What else?

3- Lack of efficient work order, a priority system, and feedback or a

reporting system.

What else?


26/35

..........................What else?

4- Maintenance practices are highly informal, not well-organized, and not

based on best practice approaches.

5-Good systems of work control are inadequate or not present at all

6-Breakdowns are frequent and the majority of maintenance activity is

reactive Quickfix.


27/35

.........................What else?

7- Maintenance lacks a business culture

It is necessary for maintenance professionals to learn how to transfer

maintenance function to a core business process

How to get the attention of business leaders and decision makers to

that fact ?

Treats maintenance as a core business process. How ?

Language barrier


28/35

Language barrier

In the majority of companies today, there is a language barrier

There are at least three different languages spoken internally

Financial: Cost per unit, return on capital, or total cost to produce

Operational: Life of assets, availability, quality, downtime

Technical (Maintenance+ Engineering) : Replacement, Scheduling,

Shutdown, ..

The different languages spoken in a company can be a barrier incommunication with others, also create barriers.


29/35

One language

Language of finance (cost per unit, return on cost of capital, or total

cost to produce).

All other departmental languages should translate their contributions

into financial terms.

Can this actually be done?

Can the maintenance and engineering functions clearly express their

impact on the financial standing of the company?


30/35

All maintenance resources are constrained to some degree.

They are not available in unlimited supply.

The following constraints are common:

1- Fixed number of labors.

2- Limited or special skills.

3- Limited Space.

4- Physical properties of equipment.

5- Rules and regulations.

6- Money

1 Fixed amount of labor


31/35

1- Fixed amount of labor

There is a limit to the labor hours available at any time.

The work force can be supported with contracted help. Has limitations

Contracted resource may not possess the skills for all work.

Available labor levels vary. Fluctuated. Why?

Because of vacations, absenteeism, training and meetings.

Proper scheduling requires an up-to-date labor calendar be developed

Available labor levels vary because of vacations, absenteeism, training


32/35

Available labor levels vary because of vacations, absenteeism, training

and meetings.

What is the maintenance labor hours available for shut down


33/35

What is the maintenance labor hours available for shut down

Maintenance Without interfering with production for each of the

following production Shift System?

1. Single Shift , 8 hrs X 5 Days



4. Double Shift, 2 X 8 hrs X 5 Days

5. Double Shift, 2 X 8 hrs X 5 Days+ 8 hrs Sat.


7. Continuous Shift work, 24 hrs X 5 Days

8. Continuous Shift work, 24 hrs X 5 1/2 Days


10.Continuous Shift work, 24 hrs X 7 Days

Labor hours availability? Shift System Employed in Industry


34/35

y y p y y





5. Double Shift, 2 X 8 hrs X 5 Days+ 8 hrs Sat.



8. Continuous Shift work, 24 hrs X 5 1/2 Days


10.Continuous Shift work, 24 hrs X 7 Days

Shift Work System Employed in Industry


35/35

System of Working

Maintenance Labor hours availability

for Shut down Maintenance Without interfering with

productionDetail of Shift

Total

Production

Hours per

Week

Single Shift (Day Work)

8 hrs X 5 Days

10 hrs X 6 Days

12 hrs X 5 Days

40

60

60

16 hrs/day + 2 days at W/E=128 hrs



Double Shift2 X 8 hrs X 5 Days

2 X 8 hrs X 5 Days+ 8 hrs

Sat.

2 X 8 hrs X 6 Days

80

88

96


8 hrs/day + 1 days +16 hrs at W/E=118 hrs


Continuous Shift work

24 hrs X 5 Days

24 hrs X 5 1/2 Days

24 hrs X 6 Days

24 hrs X 7 Days

120

132

144

168

1 days at W/E = 48 hrs

11/2 days at W/E = 36 hrs

1 days at W/E = 24 hrs

Nil: Plant is shut down only by arrangement with

production department

Documents

Maintenance Planing