Transcript MAINTENANCE - Electronic Resource Center

• Richard Smith CPE
– BS Mechanical Engineering Technology 1984
– Certified Plant Engineer 1990
– Experience
• Industrial Plants Facility Engineering - 12 years
– Machining/Assembly, Chemical, Baking
– Instructor - automotive, millwright, HVAC
• Health Care – 11Years
– Facility and Construction Management
• Education – 6 Years
– Facility and Construction Management
– Engineering Services
» Deferred Maintenance and Energy surveys
» Training – safety and maintenance
MAINTAIN
“Webster”
• KEEP IN EXISTANCE OR
CONTINUANCE, PRESERVE, RETAIN.
• TO KEEP IN DUE CONDITON,
OPERATION, OR FORCE.
MAINTENANCE
• The Act of Maintaining
• The State of Being Maintained
• The Means of Subsistence
What You Don’t See
Cost Center
or
Profit Center
The Maintenance Organization
• Goals for the Maintenance Organization
• Obstacles To Getting the Job Done
• The CMMS
• Planning
• Deferred Maintenance
• The Audit
• Q&A
Goals for a Maintenance
Organization
• Maximize the Utilization of Assets.
• Safety and Quality.
• Improve Efficiencies.
• Maintaining Good Accurate Records.
• Minimize Financial Impact.
• Be Customer Focused.
Maximize Utilization of Assets
• Maintaining assets equipment and facilities (What
we do, the so called necessary evil). Make facilities and equipment last as long as
possible; or economically feasible.
• New assets. Alteration, modification, renovation
of existing assets. (whether contracted or in-house staff needs to be
involved)
• Equipment and facilities inspections and
services (PM Preventive/Predictive. Maintenance optimizes life)
PM
Optimize Life Cycle.
• Preventive vs. Predictive Maintenance.
• An Inventory all facilities and equipment.
• Schedules/Frequency based on risk.
– real schedules
• Spare Parts.
Safety and Quality Job One
• Ensure the safety of all personnel.
– Provide safety training to personnel.
– Provide proper PPE.
– Inspect job sites for proper use of equipment
and techniques.
Improve Efficiencies
1
• Training
• A trained employee is a more productive employee, is every job OJT
• Right tool for the job
• Hammer, pliers, wrench, pry-bar, flash light, screw driver, etc.
• Work procedures.
• Policies and Procedures in writing
• Planning
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Thinking ahead
Timing (adjust schedule)
People (proper man power)
Parts available (Storeroom or PO)
Tools available.
Communication (involve affected personnel and depts.)
Improve Efficiencies
2
• Energy Conservation: Use energy efficiently by
Minimizing Energy use and Reduce Energy Costs
Energy
Maintain Good Accurate Records
(Collect and Record Historical Information)
• Hours (daily activity log)
• Labor cost (Hourly rate for techs or average + benefits (2035%))
• Material cost (misc, inventory, direct purchases)
• Tools and equipment (rent/purchase) (house tools,
personal or personal issue)
• Contractor costs (issue work orders)
• Available work time (breaks, tool breakage, smoke,
travel)*
• Down Time (asset is not available when or if needed)
• Number of calls and repeat calls
Minimize Financial Impact
By maximizing productivity of the Maintenance Organization
• Location
• Centralized
• Area
• Combination
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Space
Shops
Tools and Materials store room – cost effective,
Hording-insurance inventory – not cost effective
• Staff
• Managing and Planning
• Technical/Maintenance Multi-craft, Specialized, General
– In-house
– Contracted
– Do not blend (benefits, p & p)
• Operators (minor maintenance and lube)
Staff / Managing and Planning
• Management/Supervision
• Depends on size of organization
• Depends of number of facilities (buildings)
• Depends on staff size
• Who does work/project planning
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Dedicated Planner
Coordinator
Administrative Assistant
Technician
Supervisor
Manager
Staffing
• In-House.
• In-House + Contract
• Contract could be for specific service or full time or a combination.
• Contract/Contract Management.
• Contracted techs, supervised by in-house management.
• Contracted management, supervising in-house technicians.*
• Full Service
• Contracted management and technicians.
• Advisory Service
• Smaller organization lacking resources.
• Less expensive than architect or engineering firm.
• Provided by
– maintenance management firms.
– Individual with credentials and experience.
Maintenance Organization and
Financial Impact
• Training/Education
• Management, Technicians, Office
• Specialists (limit number)
– Approved (is there a need)
• Cross Training/Multi-craft (pay for knowledge)
• Career Ladder.
Training / Career Ladder
• Level 1: Entry/Apprentice (Little or no Training)
• Level 2: Generalist (2 to 5 years experience, not journeyman)
• Level 3: Journeyman 1 (ex. journeyman one trade)
• Level 4: Journeyman 2 (ex. journeyman two trades)
• Level 5: Journeyman 3 (ex. three trades, millwright, supervisory)
Note: Levels are the different pay grades.
Customer Focused
• Concern
– Be interested not interesting
• Understanding
– Take time to know the people
– Know the operation
• Communication
– Telephone
– E-mail
– Face to Face
– Never enough
Obstacles to Work Completion
• Fire Fighting (reactive no time for PM being proactive)
• < 20% Goal
• Yanking/Pulling Off (start and stop jobs)
DIN (do it now)
Obstacles to Work Completion
• Labor Control
• Insufficient Personnel (for one or all crafts)
• Insufficient supervision (can’t expect if you don’t inspect)
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Planning
Scheduling
Skills
I/O (was the request recorded correctly)
• Untrained Personnel (learned wrong, OJT, not current).
• Lack of Accountability (do over, incorrect, non-professional,
poor quality, housekeeping, reporting/DTS/DAL)
– Note:
» DTS-Daily Time Sheet
» DAL-Daily Activity Log
Obstacles to Work Completion
Continued
• Materials
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Not Available (parts obsolete)
Not Good (old/used)
Wrong Parts (ordering process)
Storeroom (non existent or not controlled)
Obstacles to Work Completion
Continued
• Tools (community (large tools), personal issue (hand))
• Not Enough (does each tech have own hand tools)
• Not Maintained (applies to personnel and community)
• Ownership (company or personal purchase accountability)
• Security (secure storage for community and personal)
CMMS
Computerized Maintenance Management System
• Maintenance Levels
• Work Orders
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PM Scheduled
Routine/Daily Service Requests
Emergency
Blanket
Planned outages
• Inventory/Materials/Storeroom
• Reporting/Managing
Maintenance Levels
• Fire Fighter (Reactive) Cost $$$$$
– Breakdown Maintenance
– Minor Lube Maintenance
• CMMS (Proactive) Saves $$$$$
– Preventive Maintenance
– Predictive Maintenance
– Condition Based Maintenance
PM Saves
$ $$ $
Money
PM Saves
• Money
– Reduces Surplus Inventories
– Utilizes Labor More Effectively
– Increases Uptime
– Reduces Energy Consumption
– Produces Higher Quality
– Improves Attitudes
Work Order Record
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Asset (identify the equipment or area)
Type (specific type of equip or area)
Account (department or account charge)
Requester (person making the request)
Request Initiation (by person, inspection, failure, etc.)
Materials (what and quantity)
Labor (who and associated hours)
Cause (routine or failure)
Down Time (not available for use when needed)
Inventory
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JIT (just in time)
Secure Area (authorized personnel only)
Attendant (dedicated or as needed, could have an other function)
Monitored (camera, swipe card, bar code)
Mill Supplies (less secure)
Critical Equipment (spare parts)
Organized
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Location
Part numbers and descriptions
Max/Min
Allocated for other work
On Hand and On Order
Value
To Manage
• Reporting
– Need Controls (to mange you need controls)
– Measurement (to have controls you need measurement)
– Information (to have measurement you need information)
– Collect Data (to get information you need to collect data)
– CMMS (collected date organized in a CMMS data base)
– Reports (with a CMMS you can retrieve your information data for
measurement analysis to develop controls for managing)
Report
Control
Measure
CMMS
Collect Data
Information
Reports
• Activity Report (daily, Information concerning completed, in progress,
parts used, problems encountered, emergency work)
• Progress Report (weekly/monthly, monitors progress against planned
Includes routine and PM)
• Work Status (weekly/monthly)
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Backlog
Overdue
Available Personnel
Down Time
• Budget Variance
A-Team
“I love it when a plan comes together”
George Peppard
.
Planning
• Saves Time (materials and personnel available when needed)
• Saves Money (purchase only materials needed, and limit labor
and OT)
• Aggravation (minimizes yanking – pulling)
• Customer Satisfaction
Deferred Maintenance
• What is it ?
– Ans. – What should be done and is not.
– Why
• Not enough time
• Not felt to be critical
• Not enough money
• Deferred Maintenance Study
– Financial Document
• Measures Facility Condition Index (FCI)
– Deferred Maintenance Cost / Current Facility Replacement
Value
• Creates projects to lower FCI
• Information provided allows informed decisions on future
investment into facility / building infrastructure
• Essential for capital planning
• Not a detailed engineering study
Deferred Maintenance
• See: A Deferred Maint. Sample.xls Slide
Maintenance
Management Audit
or
Facility Operations Audit
What You Don’t See
What You Don’t See
Cost Center
or
Profit Center*