SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
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The role of Maintenance Planning in
business and its foundation basics
Joe and Ted will take you through the course presentation.
Hi
Hello!
This is Joe.
This is Ted.
Day 1 of the course
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Maintenance Planning and Scheduling exists because it gives value to those
businesses that use physical assets, including plant, equipment, machinery,
facilities and infrastructure, in providing their product to paying customers. The
value planning and scheduling contributes is by minimising the waste of time and
resources used in caring for an operation’s physical assets, so production can be
maximized.
In a small operation the planning and scheduling function can be part of the role and
duties of workplace supervision. It becomes part of a day’s work for the Team
Leader, or a Workshop Supervisor. Unfortunately the planning porting of planning
and scheduling is dropped when time becomes tight. Shortly after planning stops
the jobs start going wrong and consequently the amount and cost of maintenance
increases.
In larger operations planning and scheduling become the whole job of a person. In
still larger enterprises the planning and scheduling are separated and designated
persons do each job.
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
Power Point sold by BIN95.com
Hey Joe, what bull did you feed Bill about
me being a Planner?
No bull Ted, you’ll be fine.
I like what you do Joe, but I don’t
know if I’ll ever be as good as you.
You’ve got three months to learn. Spend the
first month it with me and I’ll walk you through
it all. Grab a seat and let’s start now.
What comes first?
First you need to know what maintenance
really is. I know you are a maintainer, but
there is more to ‘it’ than fixing equipment.
Ted begins to learn about Maintenance
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To be good, really good, at a job, any job, you have to know everything about it.
Things like - why it is done that way, what was its history, what works and what
causes problems, how to fix the problems if they appear. When you become expert
everything is easy. But that takes exposure to situations along with discovering the
best way to handle them. It takes learning all that you can from others, and from
what is written by others about what you want to be good at.
I remember talking with a guy that I had worked with for years and he surprised my
by saying he was a competition rifle shooter. When he talked to me his passion for
target shooting welled-up from him. He described how he measured the gunpowder
into the cartridge; just the right weight to get the right trajectory. Not enough and
the bullet went low, too much and the rifle kicked high. He told me how the bullet
tumbled its way to the target and as it rolled end over end any turbulence in the air
would cause it to stray from target. He sais how terribly important it was to adjust
the sighting for the strength of the crosswind blowing. He described how he lined-
up the target and virtually ‘coached’ the bullet to the bullseye. He knew everything
there was to know about his sport and the requirements to master it. He was an
expert marksman.
You will need the same passion and dedication to become a ‘top-gun’ Planner.
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
Power Point sold by BIN95.com
The 6 Purposes of Maintenance
The job of
maintenance
ity
is to provide
il
ab
reliable plant
Fa
e li
for least
tR
il
ur
operating
en
e
cost – we
Av
m
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don’t just fix
oid
Least Operating Costs
Eq
equipment,
nca
… we
e
improve it!
De
Maintainer
fe
Risk Reduction
ct
on
E li
ti
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im
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Maintenance has a greater purpose than simply looking after plant and machinery.
If that was all that was necessary then maintainers would only ever fix equipment
and do servicing. In today’s competitive world, maintenance has grown into the
need to manage plant and equipment over the operating life of a business’ asset. It
is seen as a subset of Asset Management, which is the management of physical
assets over the whole life cycle to optimize operating profit.
There are at least six key factors required of maintenance to achieve its purpose of
helping to get optimal operating performance. These are to reduce operating risk,
avoid plant failures, provide reliable equipment, achieve least operating costs,
eliminate defects in operating plant and maximise production.
In order to achieve these all people in engineering, operations and maintenance
need great discipline, integration and cooperation. There needs to be an active
partnership of equals between these three groups where the needs and concerns of
each is listened to and
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
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Impact of Defects and Failures
Once the equipment fails, new costs and losses start appearing.
Profits
forever lost
Added Cost Impact of a Failure
$ Incident
Increased and Wasted Variable Costs
Revenue
Total Cost
Fixed Cost
Wasted Fixed Costs
Variable Cost
t1 Stock-out t2 Output / Time
Effects on Costs and Profit of a Failure Incident
Total Costs ($) = Cost of Loss ($/Yr) =
Productive Fixed Costs ($) + Frequency of Loss Occurrence (/Yr)
Productive Variable Costs ($) + Costs of Loss ($) x Cost of Loss Occurrence ($)
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This slide shows what happens when a production failure incident impacts in the
model business.
The incident starts at time t1 and stops the operation. A number of unfortunate
things happen. Future profits are lost because no saleable product is made (though
inventory can be sold until stocked-out). All fixed costs are wasted because there is
no production. Some variable costs fall because they are not used. Others, like
maintenance and management costs, suddenly rise in response to the incident.
The losses and wastes grow. Some stop when the plant is back in operation at time
t2. Others continue for months. The costs can be many times the profit that would
have been made in the same time period. If a failure happens in a business that
prevents production, the costs escalate and profits stop. Fixed costs are wasted
and variable costs rise as rectification is undertaken. To these costs are added all
the other costs that are spent or accrue due to the incident.
Production need to recognise that the cost of failure is a separate waste that needs
to be controlled and reduced. A more accurate cost equation is shown in Equation
3.
Total Costs ($) = Productive Fixed Costs ($) + Productive Variable Costs ($) +
Costs of Loss ($) Eq.3
Equation 3 is powerful because it recognises the presence of losses and waste in a
business. From this equation is derived another that explains how businesses can
lose a great deal of money.
Cost of Loss ($/Yr) = Frequency of Loss Occurrence (/Yr) x Cost of Loss
Occurrence ($) Eq. 4
Equation 4 tells us that money is lost every time there is a failure. The equation is a
power law, which means failure costs are not linear and while one incident may lose
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
Power Point sold by BIN95.com
What Risk Means
I used to wonder why we
were so lucky that more
Log Frequency No/yr
things didn’t go wrong!
k
is
R
gn
Log-log plot
si
In reality, extreme risk
a
re
c
doesn't arise often.
In
All What is What is
threat the the
barriers likely chance
in place cause of the
can the ‘holes’
have ‘holes’ in line-up at
‘holes’ in the the same
them. barriers? time?
Log Consequence $
Consequences
Hazard
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The slide shows a typical risk matrix used in industry today. Notice how the high risk portion, which
was a small part in the log-log plot, has become a large part of the risk matrix. This is the effect of
converting risk, which is power law, back into a linear scale. We must be very careful when using the
standard risk matrix that we do not make everything into a high risk just because it occupies a large
part of the matrix. We must realise that it is unrealistic that all risky situations have a high risk. In
reality high risk is the exception, rather than the rule.
•Each threat or escalation barrier can be represented as a piece of Swiss cheese
•The holes represent weaknesses in the processes that form part of the barrier. The weakness can
relate to the design of the process or its implementation.
•If the holes in the threat barriers line up this forms the chain of events that lead from a hazard to an
event.
•If the holes in the escalation barriers line up this forms the chain of events that leads from an event
into a consequence.
This explains why often bad things happen but they do not automatically end in catastrophe. It takes
a number of things to go wrong (i.e. the holes in the Swiss cheese line-up) at the same time before a
disaster happens. But when it does, then the consequences can be life-ending.
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
Power Point sold by BIN95.com
Equipment Criticality Matches Business
Resources to Business Risk
What comes first?
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The concept of Equipment Criticality is used to determine the importance of plant
and equipment to the success of an operation. It provides a way to prioritize
equipment so that efforts are directed towards the plant and equipment that delivers
the most important outcomes for the business. Typically the Equipment Criticality is
arrived at by Operations and Maintenance personnel sitting down and working
thorough every item of equipment and applying the risk matrix to determine the risk
to the enterprise should the equipment fail. The risk rating becomes the ‘Equipment
Criticality’.
A more rigorous method, and one based on financial justification, is to use the
‘Optimised Operating Profit Method’. By applying DAFT Costs when calculating the
risk from equipment failure to the enterprise, it permits each item of plant to be
graded in order of true financial impact on the operation should it fail. The
‘Equipment Criticality’ then reflects the financial risk grading.
It is important that every item of plant and equipment be categorised, including
every sub-system in each equipment assembly. We need to know how critical is
the smallest item so we understand what is important to continued operation. There
have been many situations where smaller items of equipment, such as an oil
circulating pump or a process sensor, were not identified for criticality and were not
maintained. Eventually they failed and the operation was brought down for days
while parts were rushed to do a repair. Be sure that you know how important every
item of equipment is to your business.
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
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What is the Reliability of These Parts
and Systems?
Estimated Life
Probable Life Uncertainty Wear-
Wear-out
Zone
Chance that part may fail
Time
The activity is to draw the likely reliability curve for each of these items and
‘systems’? The reliability curve for a part is like the curve on the bottom of the slide
– it is called a ‘hazard curve’ for an individual part (There is a different curve for an
assembly of parts). If we can estimate the dates between which it will fail we can
change the part with a new one beforehand.
For the parts in the slide we do not have any real data, but using our experiences
we can visualise the shape of the probability of failure curve for the items shown.
For example the likelihood of the glasses failing due to internal faults is zero. But
the likelihood of them failing due to mishandling is real, and people experience it
when they break a glass. It is reasonable to expect breakages will begin on the day
of purchase and continuing for as long as the glasses are used. Hence we can
draw the intrinsic probability of failure for a million identical glasses, or the hazard
curve for a glass, as a straight line starting from the day the glass is purchased.
The number failing each day is unknown, but our life experience suggests that one
glass broken every year in a household is a reasonable likelihood. Hence if
1,000,000 glasses were sold in packs of 12, something like 83,300 households
would have the glasses. The hazard curve for the glasses would be a straight line
at 0.083 probability per year.
The same analogy can be applied to all the items shown in the slide to show that
probability of failure curves can be drawn to reflect the chance of real-world failure.
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
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Failure Prediction Mathematics – Weibull
Reliability of Parts and Components
A decreasing failure rate A constant failure rate ~ An increasing failure
< 1 would suggest ‘infant 1 suggests that items rate >1 suggests
mortality’. That is, defective are failing from random "wear out" - parts are
items fail early and the events. more likely to fail as
failure rate decreases over Hence cannot predict time goes on.
time as they fall out of the when a particular part Hence change parts as
population. will fail so use condition part of a PM on a time
Hence need high quality monitoring to check for basis.
control and accuracy in failure mechanism.
manufacture and assembly
or ‘burn-in’ on purpose. The Maintenance Zones of Component Life
Infant End of
Chance Mortality Life
of Constant Likelihood of Failure
Failing
Time – Age of Part
Mr Weibull (say Vaybull) discovered the mathematics to model the lifewww.lifetime-
of parts. It uses
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historic failure data from your CMMS to estimate what life a part has in your operation.
In 1939 Waloddi Weibull developed a distribution curve that has come to be used
for modelling the reliability (i.e. failure rate) of parts and components. The Weibull
distribution uses a part’s failure history to identify its aging parameters. One of
these is the beta parameter, which depending on its value indicates infant mortality
(<1), random failure (~1) or wear-out (>1 to 4).
Once the primary mechanism of failure is known appropriate practices can be put
into place to remove or control the risk of failure. Infant mortality can be reduced by
better quality control, or it can be accepted as uncontrollable and all parts
overstressed intentionally to make the weak ones fail. The resulting parts will then
fail randomly. In the case of random failure there is no certain age at which a part
will fail and all that can be done is observe it for the onset of failure and replace it
prior to complete collapse. When a part has a recognisable wear-out it is replaced
prior to increased rate of failure.
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
Power Point sold by BIN95.com
Match Maintenance Strategies to Risk
One way to Precision Maintenance
chose the Corrective Reliability Centred Maintenance
maintenance Maintenance Predictive Maintenance h
ig
.. H
Frequency
type is to
match against …
.…
the risk matrix. …
…
The high risks Preventive i sk
must be Maintenance
…
R Corrective
Maintenance
prevented by .
using the right Breakdown ..…
…
maintenance Maintenance …
…
type for the w
Lo
situation.
Consequence
Move from Reactive to Proactive to Risk Reduction.
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The maintenance strategies can be matched to operating risk. Where risk is high,
proactive strategies reduce the chance of failure and so lower the maintenance
costs. Where risk is low, consequence reduction strategies can be applied because
cost of failure is low. Chance reduction strategies are viable in all situations, but
consequence reduction strategies must be carefully chosen because they do not
prevent failure, rather they only minimize the extent of the losses. Hence using
condition monitoring in high risk conditions must be accompanied with rapid
response capability to address the failure before it goes to
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
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Precision Maintenance Delivers Big Savings
Precision Maintenance
requires precision
craftsmanship in every
50
interaction with our
machinery. The best
40 way is to train your
crew to be highly skilled
30 and versatile people
who do absolutely top
20
quality work in all that
they do. The payoff for
10
the organisation is
0 magnificent.
Breakdown Preventive Condition Precision
Maintenance Maintenance Based Maintenance
Maintenance
Typical Maintenance Cost $/kW/Year
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SAMPLE of Day 1 Maintenance
Planning and Scheduling Training
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Ted, it’s now time to move into the actual day to day work of the
Maintenance Planner. These past few days were meant to give
you a good understanding of why we have maintenance and the
role it plays in ensuring maximum production for the least cost.
Next time we meet we’ll start you learning the Maintenance
Planning process.
What process? Isn’t it just scoping
out the work and ordering parts?
Ahh … you young guys think you know it all! No,
what you say is the smallest part of the job. The big
part is making sure things go right the first time! And
for that you need a process, a system!
The sessions on Maintenance and Reliability end …
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