Group discussion

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Group discussion
Faculty of Electrical and Electronics Engineering
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Life Cycle Cost (LCC)
Faculty of Electrical and Electronics Engineering
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Fig. Systems maturity matrix
proactive

• TPM
• Life-cycle costing
• Maintenance optimization

Level of maintenance Management evolution

• Predictive maintenance
• Failure mode analysis

• Preventive maintenance

• Work planning
• And control

• Paper record

reactive
0
100
50
AMIS score
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LCC analysis

• Popular since 1960s in USA
• The concept taken up as an instrument to improve
  the cost effectiveness of equipment procurement
• Used in new product development studies
• Used in project evaluations
• Used in management accounting

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LCC analysis (contd)

• Calculate the COST of a SYSTEM or PRODUCT over
  its entire life span
• This also involves the process of Product Life
  Cycle Management , so that the life cycle profits
  are maximized
• The analysis of a typical system could include
  costs for planning, RD, production, operation,
  maintenance, cost of replacement , disposal or
  salvage

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LCC analysis (contd)

• This cost analysis depends on values calculated
  from other reliability analysis like
• Failure rate
• Cost of spares
• Repair times
• Component costs

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LCC analysis

• Sometimes called a cradle-to-grave analysis
• OR
• Also called as Womb-to-Tomb analysis

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Other benefits

• A life-cycle cost analysis is important for
  cost-accounting purposes
• A timetables of LCC helps show what costs need to
  allocated to a product so that an organization
  can recover its costs
• It help in deciding to produce or purchase a
  product / service !

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Other benefits (contd)

• If all costs can not be recovered it would not be
  wise to produce the product or service
• It reinforces the importance of locked-in
  costs, such as RD.

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3 important other benefits

• All costs associated with a project/product
  become visible
• -upstream, RD, downstream, customer service
• It allows an analysis of business function
  interrelationships
• Low RD cost
• - Customer service costs
• Differences in early stage expenditure are
  highlighted
• - Accurate revenue predictions

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Chapter 3.0 Maintenance steps
Faculty of Electrical and Electronics Engineering

• 3.1 Facility mapping
• 3.2 Developing equipment list
• 3.3 Establishing scheduling

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contd
Faculty of Electrical and Electronics Engineering

• 3.4 Setting un inventory and logistic
• 3.5 Maintenance planning
• 3.6 Maintenance training

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3.1 Facility MappingOrganization
customers
F I N A N C E I
H R M
Sales marketing
operations
Technical
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TCC-operations link
OPERATION
Plant 2
Plant 3
Plant 1
TECHNICAL
PW 2
PW 3
PW 1
TECHNICAL
Competence Centers (CCs)
TCC-SIEMENS WORKSHOP
Legend Plant 1 AA/AE plant PW plant
workshop Plant 2 Oxo/Syngas plant CC
Competence Plant 3 BDO plant centers
TAB/s,TAS,TAR,TAT
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Technical
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TCC organization structure
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A shared view of Maintenance Information
CEO
CFO
CIO
Planning
Production
Maintenance
PLANT 1
PLANT 2
internet
iin
File
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Maintenance Information Management (MIM)
INFORMATION
SERVICES
CUSTOMER
SOFTWARE TOOLS
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Return on Information

• Access to information improves decision making
• INFORMED decision making drives IMPROVED decision
  making
• Improved decision making improved the bottom line
• The key to proof positive Return on Investment
  (ROI) for CMMS is improved decision making
  achieved through information access

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Common Information Needs

• Facility information
• Equipment information
• Maintenance procedures
• Calendar information
• Parts information

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Designing MIM system

• Small, localized companies
• Larger,dispersed companies
• Companies with special needs
• Companies with special requirements

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Special Information Needs

• Facilities driven by availability
• Facilities encompassing environmental
  requirements
• Facilities encompassing safety requirements

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Faculty of Electrical and Electronics Engineering
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Developing equipment list
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Faculty of Electrical and Electronics Engineering
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Faculty of Electrical and Electronics Engineering
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Faculty of Electrical and Electronics Engineering
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Faculty of Electrical and Electronics Engineering
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Exercise

• Please try to visualize any consumer electronics
  products and list its B.O.M

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Scheduling
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3.3 Establishing Scheduling(work order systems)

• Who use work orders?
• Maintenance
• Operations / Facilities
• Engineering
• Inventory / Purchasing
• Accounting
• Upper Management

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Who use work orders

• Maintenance
• What equipment needs work performed
• What resources are required
• A description of work
• Priority of work
• Date needed by

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Operations / Facilities

• What equipment needs work
• Brief description of the request
• Data needed
• Requester

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Engineering

• Mean Time Between Failure (MTBF)
• Mean Time To Repair
• Cause of Failure
• Repair type
• Corrective action taken
• Date of repair

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Inventory/Purchasing

• Part number
• Part description
• Quantity required
• Date required

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Accounting

• Cost center
• Accounting number
• Charge account
• Departmental charge number

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Upper Management

• Completed work order summary
• Work orders in progress summary
• Back log work orders summary

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Work order objectives

• A method for requesting, assigning and following
  up work
• A method of transmitting job instructions
• A method of estimating and accumulating
  maintenance cost
• A method for collecting the data necessary for
  producing management report

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Types of Work Orders

• Planned and Scheduled Work Orders
• Work orders which request is made, planner
  screens, resources planned, and work is scheduled
• Standing or Blanket Work Orders
• Repetitive small jobs where the cost of
  processing the documentation exceeds the cost of
  performing the work
• Fixed or routine assignments where it is
  unnecessary to write a work order each time it is
  performed

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Types of Work Orders

• Emergency Work Orders
• Emergency, reactive, or breakdown work orders are
  generally written after the work is
  done.Breakdowns require quick action
• Shutdown Work Orders
• Shutdown work orders are work that is going to be
  performed as a project or during a time when the
  equipment is shut down

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Work Order Systems

• Obstacles to effective Work Orders Systems
• Inadequate or ineffective preventive maintenance
• Inadequate labor controls
• Inadequate stores controls
• Poor planning and scheduling disciplines
• Lack of performance measurement
• Inadequate or inaccurate equipment history

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Planning and Scheduling

• One of the most effective ways to control costs
  and improve maintenance productivity is
• MAINTENANCE PLANNING
• AND
• SCHEDULING

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Definition

• Maintenance Planning and scheduling is
• the allocation of needed resources and materials
  in the sequence in which they are needed to allow
  an essential activity to be performed in shortest
  time at the least cost

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Typical System Work Flow Diagram
WR
Work prep. and estimation
Create work order
scheduling
Work identification
emergency
analyze
Close out
Work performance
Performance reporting
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The foundation of an Effective Maintenance process
Reliability engineering
Root Cause Analysis
Maintenance Work Types
Corrective Maintenance (CM)
Planned Maintenance (PM)
Predictive
Preventive
Pre-Planned CM
Emergency Breakdown
Condition-based
Timed-based
Run to failure
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Labor Productivity Losses

• Waiting for instructions
• Waiting for spare-parts
• Looking for Supervisors
• Checking out the work assignment
• Multiple trips between the worksite and the
  storeroom to obtain spare parts
• Not having the proper tools
• Waiting for approval to continue improperly
  scoped of work
• Excessive craft technicians to the job

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How is maintenance planning different from
scheduling

• Maintenance Planning the allocation of
  resources and materials, the WHAT and the HOW
  
• Schedulingthe assignment of many prepared
  (planned) jobs , the WHEN

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Planning and scheduling

• Provides the worker with an understanding of the
  work and enough information to go directly to the
  job site with the required materials and tools
• Perform the job with minimum delay and cost with
  maximum efficiency
• Reduces the non-productive time often associated
  with maintenance work

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Why non-productive?

• Not having the right parts
• Not having the right tools
• Not having the right skills, at the right place,
  at the right time.

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System of a bad planning and scheduling

• Poor job instruction resulting in delay,
  confusion and lost time
• Inadequate co-ordination of materials resulting
  in false start, delays, or makeshift repairs
• Poor co-ordination of crafts resulting in wait
  time and idle personnel
• Poor timing of equipment isolation and shutdown
  resulting in excessive downtime

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Maintenance planning consists of the following

• Identification of work to be planned (job scope)
• Determination of work complexity and composition
• Estimation of manpower requirements
• Identification of spare parts and other
  materials- B.O.M (availability)
• Identification of special tools required
• Use of standard job plan (if available)
• Completed Permit-to-Work (P.T.W)

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Maintenance Planning relies on.

• Job requests and Work Orders properly completed
• Work order history
• Planned maintenance routine-preventive
  maintenance ,- predictive maintenance
• Effective store and procurement
  process,-effective material flow

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Why is Work Preparation and Scheduling so
Important?

• Unprepared work is
• 3 to 4 times more expansive than properly
  prepared work
• Often requires more overtime
• Typically more disruptive to the production
  process

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Requirement for good scheduling.

• Accurate estimates
• Effective Work Order system including job
  instruction, crafts required, required date
• Accurate craft availability
• Preventive and Predictive work that is due
• Work Order backlog of planned and ready-to-go
  work (at least 1 week per craft)

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Building the schedule
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Building the schedule

• 1024002
• Change motor on cooling fan
• E I
• 1024011
• Reload program at raw product station
• PLC
• 1024003
• Service Building X HVAC-quarterly Preventive
  maintenance

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Building the schedule

• 1024004
• Service Building Y HVAC-quarterly Preventive
  Maintenance
• HVAC
• 1024006
• Change temperature transmitter at Boiler B301
• Instrument

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Building the schedule

• 1024007
• Boiler B301-quarterly calibration of instruments
• Instrument
• 1023999
• Replace belt on conveyer drive
• MW
• 1024008
• Install control valve at tank T!2 outlet
• MW

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Faculty of Electrical and Electronics Engineering
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Maintenance Training
Faculty of Electrical and Electronics Engineering
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Training and seminars
Faculty of Electrical and Electronics Engineering

• Classroom reliability training followed by
  practical experience could end money being wasted
  on maintenance courses and seminars that ..
• Workers quickly forget
• Very little of knowledge gained is ever used in
  the plant.
• It is common for trainees to forget some of
  lesson learnt, just weeks after the event

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Faculty of Electrical and Electronics Engineering

• One way to help resolve this phenomenon could be
  
• -To give classroom maintenance training in
  conjunction with practical experience
• To economically justify all training seminars
  that are given in a plant

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Faculty of Electrical and Electronics Engineering

• There is not much point in holding a reliability
  seminar if it isnt for economical gain
• The reliability training must have a purpose that
  should be decided before the training starts and
  should be never performed unless there is a plan
  to implement the lesson learnt

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Maintenance matters that concern the management
Faculty of Electrical and Electronics Engineering

• Results are expected from the maintenance
  training
• Support for implementation of the reliability
  course will be provided
• There will be a follow-up on the result

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Result expectation
Faculty of Electrical and Electronics Engineering

• Training in the maintenance department of a plant
  often focuses on reliability of equipment and the
  lowering of maintenance cost

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Example Alignment Training
Faculty of Electrical and Electronics Engineering

• Alignment is usually carried out by mechanics
  when installing a new pump, motor or gearbox.
• Conventional training focus on how to use a
  laser alignment tool.
• Better training approach to include an
  implementation and/or an improvement plan.

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Example Alignment Training
Faculty of Electrical and Electronics Engineering

• An alignment plant standard could be reinforced
  and few pieces of equipment could be checked in
  the plant, so that the class knows how
  well-aligned their mill equipment already is.
• Some equipment could be realigned in the mill,
  so that before and after readings can be taken

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Faculty of Electrical and Electronics Engineering