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Introduction 1

CHAPTER 1

INTRODUCTION

n the early stages of industrial development, main-tenance practices were simple, primarily of thehousekeeping and breakdown types. However, asthe complexity of facilities, equipment and systems

increased, so did the problems and expenses involved inmaintenance operations. It became increasingly apparent

that improvement of maintenance management practicesand procedures was essential to achieve efficiency and ef-fectiveness of the maintenance operations.

Just keeping a plant and its equipment sanitary, pre-sentable and operating properly today is a carefully sched-uled and well-managed operation that is supported by thefinest equipment and products. Millions of dollars are

spent annually in developing and improving maintenancetools and materials; this, in turn, saves many more mil-lions of dollars in plant investment.

Breakdown maintenance is the term that most nearlydescribes the absence of planned and scheduled inspec-tions and preventive maintenance. It needs little in theway of organization, but considerable in the variety of

skills necessary for the repairman. For such work, no spe-cial supervisory planning is needed for repairing inopera-

I

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tive machinery and deteriorated structures. The mainte-nance personnel must, however, work hard just copingwith emergencies and breakdowns.

A good maintenance management system does nothave to be complicated. In fact, the best and most success-ful system is one that is simple, workable and gives thedesired results. The more complex a maintenance manage-ment system is, the more chance there is that it will fail ornot achieve the desired results and potential cost savings.

The system described in this book is simple but com-

prehensive and flexible. It is adaptable to any type of plantor facility in any location. It is also adaptable to any sizeof maintenance department from the smallest to the larg-est.

This book will show you how to develop, implementand manage your own controlled maintenance manage-ment system. It will also teach you how to improve your

companys profits. You may ask how maintenance, a ser-vice function supporting production, can improve thecompanys profits because the profits come from the saleof the produced product. Lets take an example. Say thatyour maintenance is costing $20,000,000 per year for laborand materials. If you can reduce those costs by 10%through good maintenance management practices, you

have saved $2,000,000 which is an added profit for yourcompany and you, therefore, are managing maintenancefor profit.

The first step in developing and implementing a con-trolled maintenance management system is to obtain theconcurrence of your top management.

The second step is to inform the maintenance person-

nel. They will be doing the actual work so you must havetheir cooperation. You should explain the system to them,

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how it will function, how they will benefit by the workbeing planned, the reduced breakdowns and reducedemergencies. You may encounter resistance to change by

some of the people. This is not unusual. Some people feelcomfortable with the way they have been doing theirwork for many years and are afraid of change. One way towin them over to the change is to compare the driving andriding comfort of the 1920s automobiles and the presentday automobiles. They may be comfortable with the

breakdown maintenance method of the 1920s but the

modern method is much more comfortable and easier.The third step is to decide where you will start.

Should you start with one area, one group of machines orthe whole plant? This can be determined by the size of op-eration that you have. If you have a large plant, it is ofteneasier, and sometimes advisable, to start with one area. Bystarting with one area, you can start the system on a rela-

tively small scale, make any needed changes and thenprogress through the plant.

The fourth step is to make an inventory of the equip-ment, systems and facilities. The equipment inventoryshould list the type of equipment (pump, punch press,etc.), manufacturer, model and serial number, utility re-quirements (air, water, voltage), location (Building 23,

southeast corner) and, if possible, the purchase date, costand depreciation rate. It may seem strange to have thepurchase date, cost and depreciation rate information in amaintenance record but it is important. Your analysis ofthe items history file will assist you in determining whenan equipment item is reaching the end of its economic life.This becomes your supporting data for your request for a

replacement.It is suggested that you start the system with a

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manual record system. This will allow you to easily makechanges as you progress.

You will then have a system that is customized to

your facility, equipment and needs. After the manual sys-tem is working satisfactorily, you may want to computer-ize it. The computer will make it easier to enter and re-trieve information. Do not design the computerized sys-tem as a rigid system, it must remain flexible for futurechanges.

DEFINITIONS

Facility

A separate building, structure or real property im-provement that is built, installed or established to serve aparticular purpose.

Equipment

The machinery or capital assets, other than buildingsor structures, designed, manufactured, installed or estab-lished for specific use in the operation of an activity, facil-ity, system or utility.

System

A combination of buildings, structures and/or equip-ment built or installed for the provision, generation and/or distribution of essential services, for example, water,compressed air, electrical, sewage, etc.

Utility

See System above.

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Maintenance

The recurring day-to-day, periodic or scheduled workrequired to preserve or restore facilities, systems and

equipment to continually meet or perform according totheir designed functions.

Backlog

The accumulation of a reserve of planned and esti-mated maintenance work for future accomplishment toensure a continuous workload for the maintenance work

force.

DEVELOPMENTAND IMPLEMENTATIONOFA CONTROLLED MAINTENANCEMANAGEMENT (CMM) SYSTEM

The successful development and implementation ofthe CMM system consists of five phases:

PHASE I

1. Inventory of facilities, systems and equipment. Theinventory will include:

Facilitytype and year of construction, size, identifi-cation.

Equipmenttype (pump, punch press, etc.), manu-

facturer, model, serial number, utility requirements(air, volts, water), identification number, location.

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2. Analyze current maintenance management methodsand philosophy.

3. Analyze current maintenance recording and trackingprocedures.

4. Procure manual system to record maintenance per-formed.

PHASE II

I. Design work request and work order forms.

2. Establish work request and work order procedureflow.

3. Establish work order priority codes.

4. Establish requisition and purchase order flow.

PHASE III

1. Train personnel on historical record keeping.

2. Train personnel on work request and work order pro-cedures.

3. Develop preventive maintenance inspection (PMI)points and schedules.

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PHASE IV

1. Determine starting point of PMIs (area, type of equip-

ment, group of like machines, etc.) and implementPMIs.

PHASE V

1. Issue work orders based on problems found during

PMIs.

2. Evaluate PMI schedules and make adjustments (de-crease/increase) as indicated by problems found.

PHASE VI

1. Computerize the system when the manual system isoperating satisfactorily.

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