Set up any preventative maintenance system takes considerable Time, Effort and Investment.

1. PT. MAINTEK TECHNICAL
SERVICES
MAINTENANCE SERVICES
 (021) 781 4915, 7883 4282
E-mail: maintek@cbn.net.id

2. Maintenance Systems
Prepared for
Maintek
Clients
June 2007

3. Maintenance Systems
To set up any preventative
maintenance system takes
considerable
Time, Effort and Investment.

4. Why Bother ?
Not all company management consider
a complete and proper maintenance is
necessary.
I mean why bother, the plant is still
running, sure there are some problems with
breakdowns, but they’re eventually fixed
anyway.

5. Well Consider This
A spread of heavy duty mining equipment
operating with proper maintenance will
after two years of operation provide
generally around 90% availability.
The same spread of equipment without a
proper maintenance system will provide
after 2 years of operation from 60% to
40% availability.

6. True Figures
These are true figures based on many
observations made over the years in
Southeast Asia.
Though the figures are for heavy duty
mobile plant a similar story would be told
for fixed production facilities although
probably a lot less dramatic.

7. Mining Company
Let us use a very simple imagined
scenario.
A mining company needs 100 trucks to
produce 10 million tons of coal for one
year.

8. $ 360,000,000 Revenue
The mining company can receive $40 per
ton of coal, which would mean that with
proper maintenance (90% Availability)
they can expect to receive (9 million x
$40)
$360 million) gross.

9. $ 160,000,000 Lost
W
ithout proper maintenance and let us say
50% availability the company can expect
to receive (5 million x $40)
$200 million gross.
Big difference, $160 million is being lost
per year because of decreased production.

10. Decision
So the company decides to have a
proper preventive maintenance system
implemented.

11. The problem is deciding which preventative
maintenance system to use as company
management are unlikely to keep investing
in different maintenance systems that return
less than required results.

12. Maintenance management personnel have
the responsibility of ensuring the
maintenance team have the tools and
equipment required to perform their duties
efficiently so the company assets can
continue production at the desired levels
plus the added responsibility of ensuring
safety and budgetary targets are met.

13. This is where conflicts can commence.
Maintenance teams need time, tools and
materials to complete their job properly but
production targets don’t allow for lengthy
downtime.
Any extended downtime equals reduced
income for the business.

14. How do the maintenance
management team balance the
conflicts of their role?

15. Internet
Firstly Maintenance
Management look for
answers from outside the
business.
In today’s modern
age of communication
the internet is normally
the first place they look.

16. The internet carries a vast amount of data
on the subject of preventative maintenance
but because of the huge volumes of
information confusion sets in.
There are literally hundreds of maintenance
systems available and thousands of
consultants telling you “Their system is
best”.

17. What is Best?
W system is best?
hat
Is it Condition Based Maintenance (CBM),
Reliability Centred Maintenance (RCM),
Risk Based Maintenance (RBM),
Planned Maintenance Optimisation (PMO)
or one of the many other maintenance
systems?

18. In reality, any step forward
towards better m
aintenance,
no m
atter how sm is a step
all,
in the right direction.

19. What Happens Next

20. At this point the Maintenance Manager is
overwhelmed from the vast amounts of
internet information.
The Maintenance Manager has two
choices……………

21. 1.
Try to keep the maintenance
division going without any
real change.
DO NOTHING

22. 2.
Contact consultants
for more
information.
ACTION

23. Consultants
All maintenance
consultants will have
specialist
maintenance
skills and provide
their skills to clients
for one reason………
To earn income.

24. M m
ost aintenance consultants
will work in one of two ways:

25. Method 1.
Do all the work
for you and tell
your
maintenance
personnel what
to do.

26. Method 2.
Provide training
classes to teach
your maintenance
personnel the
theory of their
Maintenance
system.

27. Both of these methods have
merit but both have shortcomings
and the Return On Investment
(ROI) for the client has not been
maximised.

28. How is Maintek Different?
Maintek takes a totally different approach.
Maintek does not believe the client should be
totally reliant on a consulting company for their
maintenance needs.
Maintek believes the best results are achieved
by up-skilling the client’s own personnel so they
can produce the best results independently.

29. Foundation
To Maintek it is simple, the foundation of all efficient
Maintenance Systems is a properly functioning CMMS
(Computer Maintenance Management System).
(There are simply too many maintenance tasks to be
remembered by one person or even several persons)
Maintek would join with your company’s maintenance
team and implement (Install) a CMMS Program.

30. Maintek would use the existing maintenance
strategies (tasks) already being used by the
company maintenance team.
W
orking together will mean the need to have
lengthy training sessions is eliminated as
training takes place during working hours over a
period of time.

31. Usually the greatest downfall of most maintenance
programs is when Preventive Maintenance (PM) tasks
are forgotten, ignored and or are not completed fully.
This leads to a cycle:
The more PM tasks which are not completed leads to
more breakdowns.
The more breakdowns that occur leads to more PM
tasks which are not completed.
W
hy? Because the maintenance staff are too busy fixing
breakdowns.
This is known in the maintenance fraternity as the:

32. “Vicious Cycle of Reactive Maintenance”

33. Vicious Cycle
One of the most common reason as to
why the Vicious Cycle starts is because.
Management will not allow the
maintenance crew enough time or
resources to complete preventive
maintenance tasks.

34. Less Maintenance. More
Breakdowns. Less Production.
This is a common mistake made by many
managers, the thinking goes that by not
stopping the production facilities for
maintenance will allow for increased
production.
W the reverse is true, less maintenance
ell
leads to more breakdowns and less
production.

35. There is one fact which can not
be ignored.
All items of equipment which do not
receive the required preventive
maintenance will for sure breakdown, and
most likely at the most inconvenient
time.

36. Unplanned Repairs
An unplanned repair cost is many times
greater than a planned repair.
In fact Caterpillar have estimated that an
unplanned repair can be 2 thirds more
expensive to complete than a planned
repair.

37. Safety
So far we have only talked about
production.
Safety has not been mentioned.
An item of equipment that receives
regular maintenance will be less likely to
fail and cause a fire or injure the
operator.

38. Litigation
In fact in this current period of time where legal
action is far more common than it used to be.
It could be considered to be criminally negligent
in some law courts for a company to operate
facilities that are not fully protected by a
properly operating preventive maintenance
system.

39. W
ork Smarter not Harder

40. Some companies will buy a CMMS
program on a CD and give this to the
maintenance people and expect this to be
the end of their maintenance problems.
This approach will not work, in fact the
money paid for the CD will be wasted.

41. Too Many Tasks.
W because there are simply too many
HY
tasks that need to be completed before a
CMMS will become functional.
The existing maintenance people will
already have a full workload and to expect
that there will be enough time to start up
a new CMMS is unreasonable.

42. Why ?
A complete CMMS program consists of
many parts.
Asset Register (Equipment)
Preventive Maintenance (PM) Tasks.
Scheduling of PM’s
Operation of a Hardcopy W
ork-order
System.

43. Collection of the maintenance data.
(Historical)
Input of the historical data into the
CMMS.
And so on.
In fact think of the CMMS CD as only
one part of the maintenance tool kit.

44. CMMS
Computerised
Maintenance
Management
Systems.
Work Orders
Produced
Historical
Data Input
to CMMS
Maintenance
Historical
Data is
Collected
Maintenance
Supervisors
Plan Work
Spare Parts
Collected.
Maintenance
Work
Completed
Maintenance
Crews Alerted

45. Maintek unifies the maintenance personnel
into one dynamic team with one goal……….
Maintenance Excellence

46. Each maintenance task is closely examined
with the client’s maintenance team in a
workshop situation and collectively the
client’s maintenance team determine if each
task is adding to the reliability of
the asset.

47. As each task is analysed the client’s
Maintenance team are gaining practical
experience in the formal theories of
maintenance excellence and continual
improvement.
The coaching is practical experience using
The maintenance teams own data so each
member of the team retains the knowledge
transferred from Maintek.

48. All the work is performed by the client’s
maintenance team under the direction of
Maintek’s senior facilitators and reliability
engineers so the client’s maintenance team
immediately take ownership of the process
because it is their work and they have made
the decisions.
The change process is adopted smoothly as
all stakeholders know why change was
needed and the can see the benefits.

49. Maintek ensures the client’s own maintenance
personnel are proficient in their newly gained
knowledge and the system continues without
the need of additional and ongoing consulting
services thus saving the client two fold,
increased production with lower maintenance
expenditure.
Maintek is always available for ongoing
support, if required.

50. Implementation
Maintek’s method is a “Top Down – Bottom
Up” approach, meaning support is required
from top company management so the
maintenance personnel can work from the
bottom up to implement maintenance
excellence and achieve the business’s
goals.

51. “Top Down – Bottom Up”
Support from Management
RESULTS
Support from Maintenance Team