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    Facility Maintenance Series: Types of Maintenance Programs
    Facility Maintenance Series: Types of Maintenance Programs
    Facility Maintenance Series: Types of Maintenance Programs
    Ebook206 pages2 hours

    Facility Maintenance Series: Types of Maintenance Programs

    By Monte R. Anderson

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    About this ebook

    Types of Maintenance Strategies is the first e-book in the Facility Maintenance Series of e-books. This e-book provides an overview of current popular maintenance programs which includes Reactive Maintenance, Corrective Maintenance, Preventive Maintenance, Predictive Maintenance, Condition Based Maintenance, Reliability Centered Maintenance, and Total Productive Maintenance. Each chapter discusses one of these programs along with the background and history. Each chapter also includes how to start the program at a facility. It even includes recommendations on how to keep the costs of a new program to a minimum. The advantages and disadvantages are clearly indicated as well as the costs, payback, and return on investment. Each chapter includes a list of key performance indicators to be used for that program.
    The author has consolidated his thorough research on each program in a concise format for quick reading and understanding. Throughout the e-book there are numerous hyperlinks to the glossary for those terms that the reader does not understand. The author also has included an appendix of useful organizations and websites.

    LanguageEnglish
    PublisherMonte R. Anderson
    Release dateJul 23, 2012
    ISBN9781476365527
    Facility Maintenance Series: Types of Maintenance Programs
    Author

    Monte R. Anderson

    Monte R. Anderson is the published author of several e-books and one novel published on demand. He is a Vietnam veteran and retired career Army officer. After working for several years as a facility manager in the healthcare industry, he retired in 2011. He has a BS from the Military Academy at West Point and a MS from Indiana University at Bloomington. Monte resides in Elmira, New York with his wife, Kathryn and their two rescued greyhounds. Between Monte and Kathryn, they have six children and seven grandchildren. Monte is the author of 8 e-books & a novel POD. Monte is a Vietnam vet & retired Army officer. He has a BS from West Point & a MS from Indiana U. He resides in Elmira, NY w/ his wife, Kathryn.

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      Book preview

      Facility Maintenance Series - Monte R. Anderson

      FACILITY MAINTENANCE SERIES:

      Types of Maintenance Programs

      by

      Monte R. Anderson

      Published by Monte R. Anderson at Smashwords.

      Copyright 2012 Monte R. Anderson

      Discover other works by Monte R. Anderson at Smashwords.com.

      Leadership for New Managers, http://smashwords.com/b/155031.

      Angels and Gargoyles, http://smashwords.com/b/149430.

      Archimedes of Syracuse: http://smashwords.com/b/159447

      The Clone Murders, http://smashwords.com/b/160136.

      Smashwords Edition, License Notes

      This eBook is licensed for your personal enjoyment only. This eBook may not be re-sold or given away to other people. If you would like to share this eBook with another person, please purchase an additional copy for each recipient. If you are reading this eBook and did not purchase it, or it was not purchased for your use only, then please return to Smashwords.com and purchase your own copy. Thank you for respecting the hard work of this author.

      Table of Contents

      Foreword

      Chapter 1 Introduction

      Chapter 2 Background and History

      Chapter 3 Reactive Maintenance

      Chapter 4 Corrective Maintenance

      Chapter 5 Preventive Maintenance

      Chapter 6 Predictive Maintenance

      Chapter 7 Reliability Centered Maintenance

      Chapter 8 Total Productive Maintenance

      Chapter 9 Conclusions

      Appendix A Resources

      Appendix B Glossary

      Foreword

      This e-book will provide an overview of current popular maintenance programs. Since I cannot be responsible for the implementation of any program or concepts discussed, there is no guarantee as to the success of any program. I can only tell the reader what studies have shown. Prior to starting any new maintenance initiative, additional research and study will be required.

      Everything in this e-book can be found on the internet. Why, then, should you purchase this e-book? First of all, if you have the time, by all means, do your own research. If you don’t have a lot of time due to the demands of your work, then you should purchase and read this e-book. I have done all the research for you. Second, the cost is minimal compared to many of the hard cover books on the market. You can afford to purchase a copy (please do not reproduce this book.) of this e-book for each employee on your staff and use it like a text book for what it costs to buy pizza for them. (NOTE: You still must buy the pizza.) Third, I have several years of experience in maintenance and facility management and I share that with you from an operator/manager/user point of view.

      When I first started as a facility manager for a nursing home, I knew very little about maintenance after a 22 year career in the military. I knew a little about preventive maintenance from my exposure to mechanized vehicles in the infantry. The Army does a pretty good job on preventive maintenance. Those first few years as a facility manager taught me a great deal about preventive maintenance and maintaining a facility but little about more advanced maintenance programs. It wasn’t until I was promoted to corporate and became responsible for updating all the standing operating procedures (SOPs) that I began to research and learn a great deal about the various maintenance programs. I wish I had an e-book like this one at the start of my career. It would have made me a better facility manager.

      Chapter 1-Introduction

      1. Definitions

      Maintenance--Maintenance is used to maximize production and minimize loss and waste. In other words, maximize profit and reduce costs. Selecting a successful maintenance program requires a good knowledge of why equipment failures and the various maintenance management practices.

      Most equipment has a set life expectancy or useful life. Maintenance is usually required to keep equipment and systems running efficiently for the useful life of the system. Belts need adjustment, alignment needs to be maintained, proper lubrication on bearings and shafts is required, etc. In some cases, certain components need replacement to ensure the equipment will last for its useful life. Failure to perform the maintenance procedures intended by the manufacturer, shortens the useful life of the equipment. Over the last 50 to 60 years, different maintenance programs to ensure equipment reaches or exceeds its useful life have been developed: Reactive Maintenance, Corrective Maintenance, Preventive Maintenance, Predictive Maintenance, Condition Based Maintenance, Reliability Centered Maintenance, and Total Productive Maintenance, to name a few. The programs are not mutually exclusive; all or some of each program can be used at the same time.

      Failure--Failure occurs when an item of equipment is no longer capable of fulfilling one or more of its intended functions. Anytime a system is shut down in order to repair it, it would be considered a failure. Repairs made during normal seasonal shut downs are not considered failures. Minor adjustments made without stopping the normal function and within normal operating parameters are not considered failures.

      a. Bath Tub Curve: Traditionally, when graphing the probability of failure versus time, the graph would take the bathtub shape shown below where the Y axis represents the failure rate over time on the X axis. For a long time most maintenance engineers believed this represented most equipment. The curve can be divided into three distinct regions: infant mortality, useful life, and wear-out periods

      The Probability of Failure Over Time for Equipment

      The infant mortality period is characterized by high probability of failure followed by a period of a decreasing probability of failure. Many of the these early failures can be linked to poor design, poor installation, or misapplication. This period is followed by a nearly constant probability of failure rate period known as the useful life. Good maintenance practices can extend the useful life of the equipment and delay the cost of replacement. The wear-out period is characterized by a rapid increasing probability of failure.

      b. Categories of Failure.

      Hidden. A hidden failure is a failure can be observed only by testing or when the system fails to respond when needed. This includes systems like fire alarms and smoke detectors.

      Safety. Safety failures are failures that could result in injury or death or impact on health.

      Environmental. Environmental failures, such as oil spills, harm the environment.

      Operational. Operational failures impact production or the delivery of services.

      Non-Operational. Non-operational failures are failures that do not fall into one of the categories above.

      c. Failure Modes. A failure mode is how or why a system or a piece of equipment can fail to perform its intended function or provide the anticipated results.

      Stress. Equipment can only survive within a limited range of imposed stresses and environments. Once it is stressed beyond its capability it will fail. Some common examples are overloading, becoming too hot, and placing an item under fluctuating forces.

      Environment. The environment around the equipment can damage the equipment. When the environmental gets too severe the equipment is compromised and fails. Common examples are rusting, chemical corrosion, wear, erosion, and cavitation.

      Operator Error. Equipment can fail due to the wrong thing being done to it, or a wrong choice being made in ignorance.

      Poor Design. A poorly designed piece of equipment or a wrongly specified components can cause failure.

      Lack of Maintenance. When maintenance is not performed for an extended period of time, accumulated problems develop which eventually cause failure.

      Force Majeure. Occasionally an unexpected, disastrous, natural event occurs that destroys or damages the equipment. These Acts of God include such things like lightning, floods, or earthquakes.

      Human Error (other than the operator). Every time maintenance is performed, there is a possibility of human error such as using the wrong oil or filter, or skipping steps.

      Management Error. Failure can be induced by mismanagement such as selecting undersized equipment, wrong equipment, or incorrect components.

      Manufacturer Error. A manufacturer may induce failure (other than poor design above) by failing to prescribe proper maintenance procedures, wrong lubricants, or incorrect components. Manufacturing errors also include poor welding, poor casting, incorrectly positioned holes and out of tolerance machining. Similarly, assembly errors, such as under-torque on bolts, poorly fitted electrical connections, and short-cut assembly quality practices could eventually lead to equipment failure.

      Misuse or Abuse. These failures are intentional human factors (other than human errors which are unintentional) and include sabotage or terrorism.

      3. Key Performance Indicators (KPIs)

      Maintenance KPIs are measurements used to determine how well a maintenance program is performing. Management will always want some means to evaluate the program. Selecting the wrong KPIs can be misleading and/or frustrating.

      Case in point: For a few years I worked at corporate headquarters for a large service company with hundreds of maintenance contracts in the healthcare and education markets. I was tasked to identify the top ten performers; not a difficult task based on recommendations from District Managers. I was then asked for various KPIs. One KPI was the number of square feet per maintenance worker, the higher the number the better. One hospital had a huge number of square feet per worker. I called the director and asked how he was able to do it. He said it was easy; The hospital CEO directed him to cut ten full time equivalents (FTEs) from his staff.

      Later I worked for another company and was looking at utility costs. One facility was consistently low in electrical consumption verses production. They were praised and held up as an example on energy conservation. We discovered later that due to a malfunction in their electric meter, they were being undercharged by 66.67% and had been for two years. When the electric company discovered this, they demanded back payment immediately.

      It seems apparent in most companies that the higher up in the corporation, the less interest there is in the equipment status and more focus on the budget. Therefore, the budget, or bottom line, must always be one of a manager’s KPIs. It doesn’t matter how great you are if you are over budget. Conversely, if you are under budget, senior management will forgive a multitude of sins

      Typical KPIs:

      Costs--Some costs that should be included in determining maintenance costs:

      Cost of maintenance and repair against depreciated capital cost/machine.

      Cost of maintenance on an item compared to the Estimated Replacement Value (ERV). At some point the cost to replace a piece (ERV) of equipment will exceed the value gained by repairing it, refurbishing it, or overhauling it. That point triggers the replacement, refurbishment, or overhaul. That point could be pre-determined as a percentage of the ERV, i.e. 30%.

      Cost of

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