maintenance cmms

PT. MAINTEK TECHNICAL PT. MAINTEK TECHNICAL SERVICESSERVICES

PT. MAINTEK TECHNICAL PT. MAINTEK TECHNICAL SERVICESSERVICES

MAINTENANCE SERVICES

(021) 781 4915, 7883 4282E-mail: maintek@cbn.net.id

Maintenance Systems

Prepared for

Maintek

ClientsJune 2007

Maintenance Systems

To set up any preventativemaintenance system takesconsiderable

Time, Effort and Investment.

Why Bother ?

Not all company management consider a complete and proper maintenance is necessary.

I mean why bother, the plant is still running, sure there are some problems with breakdowns, but they’re eventually fixed anyway.

A spread of heavy duty mining equipment operating with proper maintenance will after two years of operation provide generally around 90% availability.

The same spread of equipment without a proper maintenance system will provide after 2 years of operation from 60% to 40% availability.

Well Consider This

These are true figures based on many observations made over the years in Southeast Asia.Though the figures are for heavy duty mobile plant a similar story would be told for fixed production facilities although probably a lot less dramatic.

True Figures

Let us use a very simple imagined scenario.A mining company needs 100 trucks to produce 10 million tons of coal for one year.

Mining Company

The mining company can receive $40 per ton of coal, which would mean that with proper maintenance (90% Availability) they can expect to receive (9 million x $40) $360 million) gross.

$ 360,000,000 Revenue

Without proper maintenance and let us say 50% availability the company can expect to receive (5 million x $40)$200 million gross.Big difference, $160 million is being lost per year because of decreased production.

$ 160,000,000 Lost

So the company decides to have a proper preventive maintenance system implemented.

Decision

The problem is deciding which preventative

maintenance system to use as companymanagement are unlikely to keep

investingin different maintenance systems that

returnless than required results.

Maintenance management personnel havethe responsibility of ensuring themaintenance team have the tools andequipment required to perform their dutiesefficiently so the company assets cancontinue production at the desired levelsplus the added responsibility of ensuringsafety and budgetary targets are met.

This is where conflicts can commence.

Maintenance teams need time, tools andmaterials to complete their job properly

butproduction targets don’t allow for lengthydowntime.

Any extended downtime equals reducedincome for the business.

How do the maintenancemanagement team balance the

conflicts of their role?

InternetFirstly MaintenanceManagement look foranswers from outside the business.

In today’s modernage of communicationthe internet is normallythe first place they look.

The internet carries a vast amount of dataon the subject of preventative maintenancebut because of the huge volumes ofinformation confusion sets in.

There are literally hundreds of maintenance

systems available and thousands ofconsultants telling you “Their system isbest”.

What is Best?

What system is best?

Is it Condition Based Maintenance (CBM), Reliability Centred Maintenance (RCM), Risk Based Maintenance (RBM), Planned Maintenance Optimisation (PMO) or one of the many other maintenance systems?

In reality, any step forward towards

better maintenance, no matter how small, is a step in the right

direction.

What Happens Next

At this point the Maintenance Manager is

overwhelmed from the vast amounts of

internet information.

The Maintenance Manager has twochoices……………

1.

Try to keep the maintenance

division going without any

real change.

DO NOTHING

2.

Contact consultants

for moreinformation.

ACTION

Consultants

All maintenanceconsultants will

havespecialistmaintenanceskills and providetheir skills to

clientsfor one reason………

To earn income.

Most maintenance consultantswill work in one of two ways:

Method 1.

Do all the workfor you and tellyourmaintenancepersonnel whatto do.

Method 2.

Provide trainingclasses to teach your

maintenancepersonnel thetheory of theirMaintenancesystem.

Both of these methods have merit but both have

shortcomingsand the Return On Investment

(ROI) for the client has not been

maximised.

How is Maintek Different?Maintek takes a totally different approach.

Maintek does not believe the client should betotally reliant on a consulting company for theirmaintenance needs.

Maintek believes the best results are achievedby up-skilling the client’s own personnel so theycan produce the best results independently.

To Maintek it is simple, the foundation of all efficient Maintenance Systems is a properly functioning CMMS (Computer Maintenance Management System).

(There are simply too many maintenance tasks to be remembered by one person or even several persons)

Maintek would join with your company’s maintenance team and implement (Install) a CMMS Program.

Foundation

Maintek would use the existing maintenance strategies (tasks) already being used by the company maintenance team.

Working together will mean the need to have lengthy training sessions is eliminated as training takes place during working hours over a period of time.

Usually the greatest downfall of most maintenance programs is when Preventive Maintenance (PM) tasks are forgotten, ignored and or are not completed fully.

This leads to a cycle:The more PM tasks which are not completed leads to more breakdowns.

The more breakdowns that occur leads to more PM tasks which are not completed.

Why? Because the maintenance staff are too busy fixing breakdowns.

This is known in the maintenance fraternity as the:

“Vicious Cycle of Reactive Maintenance”

One of the most common reason as to why the Vicious Cycle starts is because.Management will not allow the maintenance crew enough time or resources to complete preventive maintenance tasks.

Vicious Cycle

This is a common mistake made by many managers, the thinking goes that by not stopping the production facilities for maintenance will allow for increased production.Well the reverse is true, less maintenance leads to more breakdowns and less production.

Less Maintenance. More Breakdowns. Less Production.

All items of equipment which do not receive the required preventive maintenance will for sure breakdown, and most likely at the most inconvenient time.

There is one fact which can not be ignored.

An unplanned repair cost is many times greater than a planned repair.

In fact Caterpillar have estimated that an unplanned repair can be 2 thirds more expensive to complete than a planned repair.

Unplanned Repairs

Safety

So far we have only talked about production.Safety has not been mentioned.An item of equipment that receives regular maintenance will be less likely to fail and cause a fire or injure the operator.

In fact in this current period of time where legal action is far more common than it used to be. It could be considered to be criminally negligent in some law courts for a company to operate facilities that are not fully protected by a properly operating preventive maintenance system.

Litigation

Work Smarter not Harder

Some companies will buy a CMMS program on a CD and give this to the maintenance people and expect this to be the end of their maintenance problems.This approach will not work, in fact the money paid for the CD will be wasted.

WHY because there are simply too many tasks that need to be completed before a CMMS will become functional.

The existing maintenance people will already have a full workload and to expect that there will be enough time to start up a new CMMS is unreasonable.

Too Many Tasks.

A complete CMMS program consists of many parts.Asset Register (Equipment)Preventive Maintenance (PM) Tasks.Scheduling of PM’sOperation of a Hardcopy Work-order System.

Why ?

Collection of the maintenance data. (Historical)Input of the historical data into the CMMS.And so on.In fact think of the CMMS CD as only one part of the maintenance tool kit.

Work Orders Produced

Maintenance Supervisors Plan Work

Historical Data Input to CMMS

Maintenance Crews Alerted

Maintenance Historical

Data is Collected

Maintenance Work

Completed

Spare Parts

Collected.

Computerised

Maintenance

Management

Systems.

CMMS

Maintek unifies the maintenance personnel

into one dynamic team with one goal……….

Maintenance Excellence

Each maintenance task is closely examined

with the client’s maintenance team in aworkshop situation and collectively theclient’s maintenance team determine if

eachtask is adding to the reliability ofthe asset.

As each task is analysed the client’sMaintenance team are gaining practicalexperience in the formal theories ofmaintenance excellence and continualimprovement.

The coaching is practical experience using

The maintenance teams own data so eachmember of the team retains the

knowledgetransferred from Maintek.

All the work is performed by the client’smaintenance team under the direction ofMaintek’s senior facilitators and reliabilityengineers so the client’s maintenance teamimmediately take ownership of the processbecause it is their work and they have madethe decisions.

The change process is adopted smoothly asall stakeholders know why change wasneeded and the can see the benefits.

Maintek ensures the client’s own maintenancepersonnel are proficient in their newly gainedknowledge and the system continues withoutthe need of additional and ongoing consultingservices thus saving the client two fold,increased production with lower maintenanceexpenditure.

Maintek is always available for ongoingsupport, if required.

Implementation

Maintek’s method is a “Top Down – BottomUp” approach, meaning support is

requiredfrom top company management so themaintenance personnel can work from thebottom up to implement maintenanceexcellence and achieve the business’sgoals.

“Top Down – Bottom Up”

Support from Management

Support from Maintenance Team

RESULTS