Maintenance and Reliability Best Practices

By: RAMESH GULATI

Notes Prepared by: Abdullah Riaz

baba.riaz11@gmail.com

Chapter 1: Introduction to Best Practices

● What is Best Practice? "Best practice" is an idea which asserts that there is a

technique, method, or process that is more effective at delivering the desired

outcome than any other technique, method, or process. It is the most superior

method.

● Barriers to Best practices include Knowledge about best practices, Motivation

to make changes for adoption and, knowledge and skill to apply it.

● Three factors that affect the performance of an asset:- Inherent reliability,

Operating environment, Maintenance plan

● Benchmarks:- Maintenance cost as % o RAV (Replace asset value) 3-9%,

Percentage planned work 10-40%, Production breakdown losses 5-12%, Part

stockout rate 5-10%

● Key terms:- Availability, Annual maintenance as % of RAV, MTBF and MTTR,

MRO (maintenance repair and operating material) inventory value as % of

RAV, P&S, PdM, PM

Chapter 2: Culture and Leadership

● Covers culture, leadership and roles, vision and goals, reliability culture

● M&R organization goals include reducing or eliminating failure and side by

side educating our workforce to perform work effectively.

 ● Attributes of a successful leader:- vision and mission, resource management,

empowering subordinate, alignment of individual and company goals, training

as an investment

● Change agent

● Culture refers to an organization's beliefs, behaviors, and values.

● Organizational Culture:- cause and effect of the behavior of people

● Two elements to changing culture:- influence and overcoming resistance

● Vision​:- Short and inspiring statement showing what org intends to become

and achieve in the future. It does not require any means to achieve

● Mission​:- This is a short statement that helps companies focus their strategy

by defining some boundaries to operate, set performance-related

benchmarks, set standards for individual behavior. The mission statement

should describe the overall org. purpose, set priorities,

● Corporate Strategy: ​plan based mission, a forward-looking, result-oriented

SMART rule

● Goals​: long-range aim for a specific period

● Reliability Culture: ​In a reliability culture, the prevention of failure becomes

an emphasis on everyone. Things to be assured: Availability, cheap and easy

maintainability, and P&S.

Chapter 3: Understanding Maintenance

● Why maintenance, the objective of maintenance, maintenance tasks, Quality

and benchmark
● Maintenance is concerned with keeping an asset in good working conditions

to ensure that the asset is used in dull productive capacity. Upkeep and

repairs are included.

● Asset: Physical resource including software

● Component: a subcategory of Asset, something which is defined for

maintenance and cost needs

● Key terms:​ FMEA, Maintenance backlog, CPM (capital projects

Maintenance), CBM, CM, PdM, PM, RM, OBM (Operator based

Maintenance), Run to Failure (RTF), Proactive maintenance, Reliability, RCM

● Two major categories of maintenance:

○ PM: timed based, run based, a condition-based, operator based

○ CM: routine work, major planned repairs, reactive/unplanned

● CMB: more uptime and in-service inspections, detects unsuspected failures,

cannot detect all possible failures

● 10 % rule for PM: — a time-based PM must be accomplished in 10 percent of

the time-frequency or it is out of compliance. If an asset is on a 30-day PM

schedule, it should be executed within +/-3 days of its due date; otherwise, it

is out of compliance.

● OBM: first line of defense, can help with PM by predicting failures before they

occur, can detect abnormalities. Operators should perform autonomous

maintenance tasks like inspection, perform minor maintenance

● CM: Reactive, scheduled and Projects

● Proactive Maintenance: RCA, FMEA

● Road to zero maintenance:-

○ Operator involvement
 ○ Cleaning

○ Lubricating

○ Operating procedures

○ Maintenance Procedures

○ Operating conditions

○ Workforce skill

○ Repair document

○ Designing for reliability and maintenance

● Maintenance quality and task optimization

○ Maintenance can induce failure modes, PM induced failure,

○ Mitigation tools: better tools, FMEA RCFA, QC by integrity, Publicize

uptime improvements, improve CBM

● Maintenance Performance KPIs

○ %reactive-CM, Overtime, Rework, Maintenance cost% of RAV

Chapter 4: Work Management: P&S

● Key learning: Why planning, Planning, and Scheduling process, Workflow,

Work priority, Turnaround management

● Wrench time is valuable planning of one hour saves wrench time of 3,

planning is essential for better wrench time.

● A proper work plan should have clearly defined work detail, prioritization of

work, work sequence, necessary tool availability, material availability,

Scheduling with operations, ensurance of closing details in SAP

● Key terms: BOM, CMMS, Planned work schedule compliance, Planner, PM

schedule compliance, TA, Work Order (WO),

● Workflow and roles: Tree types of work: PM, CM (planned), CM (reactive);

Key players: coordinator, planner, scheduler, craft supervisor, work performer

● Work type should be categorized for easy documentation and follow up

● Work scope should be understood, resource allocation should be done, with

man-hour estimation, Jobs should be broken down into smaller steps for

ease, Steps and procedures should be developed, Parts and tools should be

identified

● Symptoms of ineffective planning:-

a. Maintenance of staff waiting for parts, asset availability

b. High rework, poor work performance

c. High stockout

d. Planners expediting parts

e. The high number of visits to the storeroom

● Enhancing planning capabilities

a. Educating maintenance staff and managers on P&S

b. Assistance from senior maintenance technician for planning

c. Planners to have a library of manuals, drawings, specs,

d. Planners to not expedite parts for breakdown jobs,

e. Planners to have technical experience and expertise

● The scheduling process is joint maintenance and operations procedure,

scheduling is assigning dates and time for jobs, jobs can be reprioritized

based on new developments, Scheduling through CMMS system will

automatically generate a material list (MIR) that goes to MM depart,

Scheduling sends info to operations for Asset LOTOTOTO and isolation

 ● When the scheduled time arrives, maintenance personal will have everything

needed for the job:-

a. Work permit

b. Asset ready (Positive isolation, LOTOTOTO)

c. Materials on-site

d. Right maintenance personnel with tools and safety measures

● Job priority should be coded, Work priority = Asset criticality x Work Impact

a. Asset Criticality: 5-1;- critical to safety or production to standby

available

b. Work impact: 5-1:- Immediate threat to improvement task

● Turnaround and Shutdowns have negative financial impact inform of

downtime and maintenance cost but are done for improving asset reliability,

availability, integrity, and safety

a. Scope of TA can change as not much is yet known of the asset

internals

b. Different from Capital projects since a lot is changing

● KPIs:- %planned work, Schedule compliance, % time kits and material

delivered on time, % work coming from PM or CBM, % rework

Chapter 5: Materials, Parts, and Inventory Management

● Key learning: Maintenance store, Types of inventory, Tools, and tech for

inventory optimization, part availability, KPIs

● Readily available spares can save 20-30% of maintenance technicians time

● MRO (maintenance, repair, and Ops) Storeroom is responsible for providing

the right spare parts and delivering items to the required place

● OEM usually provides a list of recommended spares to keep in stock, other

strategy can be an FMEA, JIT Inventory (just in time), MRO, Service stock,

Stock keeping unit (SKU),

● Key terms: BOM, Commonly used parts, CMMS, Emergency spares,

Inventory turnover ratio,

● Inventory turns = Inventory Issued in an year / Average inventory (Avg.

inventory = (Beginning inventory + End inventory) / 2)

● Types of inventory = finished goods, work-in-progress, raw material, M&O

items; Inventory class = Active, Infrequently used (less than 10 times a year),

rarely used (difficult to procure, high lead time, sit on shelves)

● ABC Analysis:- another technique to stratify based on usage and cost of

spares; A = rarely used, high cost (above 500$), B = standard parts,

Infrequently used, mid-cost (100$ above), C = standard parts, regular use,

active inventory

● Physical layout and equipment storage: Two things location of store and

location of spares within, the store should be close,

● The store should be confined to stop pilferage of items, keep heavy items

down and light above, slow movers in the back, oil, and lube should be in a

fire-safe environment,

● Storage equipment either man to part (man goes to the equipment) or part to

man. Man to part types; Shelves/bins, Pallet rack, Modular drawers, Store

location should be available in CMMS system, cycle and location counts

should be mandated
 ● The shelf-life management plan, the accuracy of item remaining life and

actual physical is essential for parts,

● Storerooms are also responsible for preparing PM and repair kits in advance

(kitting), Inventory costs: carrying (holding cost), ordering, stockout cost

● Economic Order Quantity (EOQ): A technique used to optimize inventory

levels by ordering right, (EOQ) Q = SQR Root ((2DS/H))

a. Where D is demand in units per year, S is ordering cost per order, H is

inventory carrying cost per year

b. Number of orders per year = D/Q

c. Annual cost TC = QH/2 + DS/Q

● Performance measures and indicators:- % of ABC classifications, % inactive

inventory, Inventory accuracy, % stockouts year to year, Inventory turnover,

Chapter 6: Measuring and Designing for reliability and Maintainability

● Key learning: Calculate reliability, availability and maintainability, design for

reliability, O&M costs on asset’s life cycle cost

● Key terms: Availability (A), Failure Rate (FR), Mean Time Between Failure

(MTBF), Mean Time to Repair (MTTR), Maintainability (M), Reliability (R),

● Asset reliability has a cost associated so the optimum level of cost is

somewhere in between reliability and production and use costs

● Reliability is the availability of assets, at a stated condition while

Maintainability is the aspect relevant to the maintenance ability of an asset.

● Reliability is important due to: customer satisfaction, O&M cost, Repeat

business, competitive advantage

 ● Repairable assets (MTBF), non repairable asset (MTTF), maintainability

(MTTR), Availability (A) = Uptime/ Total time,

● Bathtub curve

● R(t) = e ^ (-λt), where λ is failure rate 1/MTBF, t is mission cycle, e is natural

log and R is reliability

● Reliability Block Diagram (RBD): A diagram to illustrate the failure logic of an

asset, R(series) = R1 x R2 … etc R(parallel) =1 - (1- R1)(1 - R2) or R1 + R2 -

(R1xR2)

● Asset life cycle cost (LCC): all costs expected during the lifecycle of an asset.

This includes:-

a. Acquisition cost: design and develop, demo and validation, build and

install

b. O&M

c. Disposal

Chapter 7: The role of Operations

● Key learning: Operators role, TPM, OEE, 5S

● Key terms: OEE, 5S (sort, set in order), ODR operator driven reliability, TEEP

(total effective equipment Performance),

● TEEP(%) = Utilization (% time scheduled / total) x Availability x Performance x

Quality
● ODR: Operators are the people who live with the machine, they know it best,

they can sense abnormality

● Two reasons for current culture in operations:- division of operations and

maintenance(maintenance is “fix-it guys”, historical reward system

● TPM: improve equipment effectiveness, autonomous maintenance (by Ops),

PM, training, TPM aims to achieve zero defects, Benefits of TPM:-

a. Increased productivity

b. Reduced manufacturing cost

c. Reduced complaints

d. Satisfied customers

e. Improved safety

● TPM pillars (8 quantity):-

a. Autonomous maintenance

b. Focused improvements (kaizen: zero loss)

i. Breakdown loss, setup loss, stoppage loss, speed loss, quality

loss, equipment design loss

c. Planned maintenance

d. Quality maintenance

e. Training and development

f. Design and Early equipment management

g. Office improvement

h. SHE

● TPM implementation

i. Announcement

ii. Launch of the educational program

 iii. Creation of organizational support structure

iv. Establish TPM policies and Quantifiable goals

v. Outline a detailed deployment plan

vi. TPM kickoff

vii. Improve effectiveness in each equipment

viii. Conduct training to improve O&M

ix. Develop early equipment management program

x. Continuous improvement

● 5S: A technique to reduce waste and optimize productivity by maintaining a

workplace. Five S include- Sort (tidy up), set in order (organize), Shine

(housekeeping), Standardize, Sustain (continued improvement)

● OEE = A x P x Q

● TEEP = Utilization x A x P x Q

Chapter 8: PM Optimization

● Key learning: failure, CBM/ PdM, RCM

● RCM initiated an aviation industry to find the best compromise among risk,

cost, and operations.

● Key terms: CBM: Condition-based maintenance is maintenance based on the

actual condition of the asset, CD task (condition-Directed), Corona (partial

discharge) a CBM technique that detects localized discharge, Emissivity, FF

task (failure finding), FMEA, Ferrography (to detect ferrous content in fluid),

functional and hidden failure, operating context, Potential failure, RTF (run to

failure), TD task (time directed),

●

● I is the point where failure initiates, P is where it can be detected, F is where

functional failure occurs. The PM tasks should be between PF interval so that

a failure can be determined

● PM Optimization tools: OEM recommendations are not suited to all

environments, the experience is not an absolute measure of rightness, Brute

force or over maintaining is not the best approach,

● RCM history: Boeing 747 in the 1960s, PM became too costly,

● RCM principles (4): Primary objective is to preserve system function, Identify

failure modes, prioritize modes (functions), select the applicable task

● 7 Qs of RCM as per SAE JA1011:- functions? functional failures? modes?

failure effects, failure consequence, proactive task and intervals, default

actions

● Logical tree analysis (LTA):- A three answer logic tree that will set priority for

failure modes from A to D

 a. Under operation did the operator find something that has occurred?

N=D

b. Does failure mode cause safety issues?’ Y=A

c. Does failure mode result in a partial or full outage? Y=B N=C

● RCM benefits:- Reliability, Cost, Documentation, Spares, efficiency

● Project lifecycle:- Planning, design, build, operate, maintain, dispose

● CBM/ PdM Technologies:- three phases:- surveillance, diagnosis, remedy

● Data collection is used in one of the following ways:- trends, pattern

recognition, correlation analysis, test against limits and ranges, statistical

analysis

● VA;- acceleration for f above 1000hz. Machinery problems identified:-

unbalance, misalignment, bent shafts, worn parts, damaged bearings,

looseness; Two types of techniques broadband, signature and narrowband;

Spectrum and waveform

 ●

● Infrared thermography: measures heat signatures, short wave instruments,

High sensitivity up to 0.2-degree cent, current issues in motors, heat loss in

insulation, refractory health, the thermal efficiency of HX,

● Ultrasonic Testing:- ultrasonics in the audible range. Used to detect leaks,

bearing, steam trap, pump cavitation, valve analysis, seal integrity

● Lubricant and wear analysis: Viscosity, moisture, wear particle count, TAN,

TBN, IR spectroscopy, Ferrography, RBOT (rotating bomb oxidation test),

● Oil contamination plan: establish target fluid cleanliness, select and install

filtration equipment, monitor fluid cleanliness at regular intervals

● Technological limitations: energized or de-energized

● Other techs: Radiography, UT imaging, MPT, Hydro test, eddy current,

Chapter 9: Managing Performance

● Key learning: KPIs, Lagging and leading, Benchmarks

● Benefits of performance measures:- accountability, budget justification,

ownership, and teamwork, communication

● Key terms: Benchmark, Best-in-class, best practices, Metric, World-class,

KPIs
● KPIs should:- encourage the right behavior, difficult to manipulate, should not

require a lot of effort, Metrics should be SMART

● Leading and lagging indicators:- leading look at the process while lagging at

results.

● Leading examples:- %planned work, %schedulred compliance, %PM

compliance, Work order cycle time,

● Lagging examples: Maintenance cost %RAV, MTBF, OEE, Maintenance

training man hrs,

● The balanced scorecard (4 perspectives):- Financial (M cost %RAV, Inventory

turns), Customer (% availability, downtime), Learning and growth (hours of

training per person, dollars spent on training, %FMEA), Internal business

processes (% rework, Scheduling compliance, MTBF)

● Benchmarking: Marking yourself against the best practices out there, types:

internal (within org), external (similar industry, best practices),

● Benchmarking method:- a standard process, deep understanding of the

process required, tailored for your org, Steps:-

a. Conduct internal analysis

b. Compare data with available benchmarks

c. Identify gaps

d. Set obj and set the scope

e. Identify benchmarking partners

f. Gather info: research and develop QnA, Plan benchmark visits

g. Distill the learning (compile)

h. Select practices to implement

i. Develop a plan and implement improv

 j. Review progress and make changes

● Benchmarking challenges:- Legal, be open, confidentiality, use of info, the

golden rule of benchmarking, lack of standardized definitions (benchmarks

available in Gulati)

● Benchmarking SMRP Best practice metrics SOP from Gulati (Appendix 9A)

Chapter 10: Workforce Management

● Key learning: Deming's view, Employee life cycle, training, and benchmarks

● Demings 14 nuggets of wisdom:-

a. Constant purpose.

b. Adopt a new philosophy

c. Cease dependence on inspection

d. End awarding based on cost

e. Improve constantly
 f. And more

● Employee lifecycle:- hire, inspire, admire, retire

● Generational gap, Silent, boomer, Genx, GenY

● People development: Job task analysis, Job analysis: Duties, environment,

tools, relationship, requirements, skills development

● Workforce management: aligning to business strat, retaining talent, diversity,

succession planning

i.

Chapter 11: M&R Analysis Tools

● Key learning: Analysis tools, 5 Whys, cause and effect, checklists, FMEA,

RCA, Pareto analysis,

● Cause and Effect (fishbone)

a. 5 steps: define prob, brainstorm, identify causes, select root cause,

develop a corrective action plan

b. Make a fish and related bones

 ●

● FMEA​: 7 qs, RPN, Severity x prob x detection,

● Pareto 80/20

● RCA: Recommended template for final RCA report:

a. Undesirable Event and Undesirable Event Summary

b. Data Summary from FMEA / Pareto Analysis

c. Identified Root Causes o Physical o Human o Organization / Process

and Procedures

d. Recommended Corrective Action

e. Implementation Plan o Metrics to measure the effectiveness

f. Team Members

g. Special / Additional comments

● Six sigma: 3.4 defects per million, DMAIC

Chapter 12: Current Trends and Practices

● Arc Flash is a strong current that is a radiation burst, happens when an

exposed source gets a conductor; caused by wrong judgment, improper tools,

insulation breakdown, loose connection

● Communication and Problem-Solving Skills: Stages: sender, encode, channel,

decode, receiver, feedback; Listening is important: competitive listening,

passive or attentive listening, Active listening ( show we listen, pay attention,

 provide feedback, defer judgement, avoid negative mannerism); Managing

meetings,

● Energy conservation and green energy: TPM,

● Lean Management and Maintenance (Muri: overburdeness, Mura: uneveness,

Muda: waste), 7 wastes: transport, inventory, motion, waiting, overprod,

inappropriate process, defects),