trends in maintenance management

1. TRENDS IN MAINTAINANCE MANAGEMENT
VAISAKH S BABU
SHERRY THOMAS
SREELEKSHMI T
SOUMYA S L
SUJITH V S
SHENCY

2. Prevention is better than cure
“Technology will not be effective without proper management”
• Major role in Competitiveness
• Reliability and availability are the crucial factors
• Life cycle profit(LCP) is gaining popularity –based on reliability
• Higher reliability-fewer risks,better control,---energy conservation and lower expenses

4. Techniques in Maintenance Management
Reliability Centered Maintenance (RCM)
• Highly structured method
• Mainly by airline industries and military branches
• Partitions a machines in a systematic way to analyze its construction by using Failure Mode
effect analysis(FMEA)-Identify significant components and failure modes
• Select appropriate maintenance action for each parts using a structured criteria-reducing or
eliminating failure
• A bank of failure data is needed
• Advantages:Good audit tailing and consistent decision making
• Drawback:Failure data is not easy to obtain
Reliability is not main focus instead availability is

5. TOTAL PRODUCTIVE MAINTAINANCE (TPM)
• Aims at maximizing equipment effectiveness
• Improving Quality ,Reliability and production
• Improvement through-personal,plant,culture
• Important aspect –deming’s cycle-plan-do-check-act
• Operators needs to take up some maintenance tasks-
cleaning,lubrication,tightening adjustment and reporting observations

6. Total quality management (TQM)
• Deming’s cycle
• Monitoring and controlling deviations in a process, working conditions, product quality and
production cost.
• Detecting damage causes, their developing mechanisms and potential failures in order to interfere
(when possible) to stop or reduce the machine deterioration rate before the production process and
product characteristics are intolerably affected.
• Performing the required action to restore the machine/process or a particular part of it to as good as
new.
• All these should be performed at a continuously reducing cost per unit of good quality product.
Here, failure is defined as a termination of a component’s ability, to perform its required
function, which can be defined on basis of the machine function, capability, production rate,
production cost, product quality or personnel/machine safety

7. Basic concepts
1. Committed and involved management
2. Unwavering focus on customer
3. Effective involvement utilization of workforce
4. Continuous improvement of business and pdn process
5. Treating suppliers as partners
6. Establish performance measures for processes

8. Design Out
“Design out” as a maintenance strategy means that a failure is addressed by a new or updated
design process, with the intention of reducing or preventing future failures.
A machine or process may be working beyond its original design specification
in speed or capacity.
• Legacy equipment may lack sufficient information to make informed judgement
about capacity.
• Despite best efforts in previous design, the specified properties of a component
or system may not match its actual behaviour

9. Condition-based Maintenance(CBM)
Advanced maintenance plans avoid failure by detecting early deterioration, spotting hidden or
potential failures.
It initiates maintenance when deterioration in machine condition occurs. The component or
equipment is usually replaced or repaired as soon as the monitoring level value exceeds the
normal

10. CBM advantages
• Better planning of repairs is possible, i.e., out of production time.
• Inconvenient breakdowns and expensive consequential damage are avoided.
• The failure rate is reduced, thus improving plant availability and reliability.
• A reduced spares inventory is required.
• Unnecessary work is avoided, keeping the repair team small but highly skilled

11. Maintenance is a key part of any business activity
Principal objective is to preserve the availability of the assets that are used for the business
Aim is to minimize the combined cost of operating the business and maintaining the plant
STRATEGIES

12. Planning and administration is required to match the resources (men, spares
and equipment) to the expected maintenance workload
Range of strategies are available
State-of-the-art policy uses a combination of run-to-failure, time-based
maintenance, design out, condition based maintenance and opportunity
maintenance.

13. Planned preventive maintenance
Maintenance is scheduled in advance to prevent failure
Preventing failures through replacing components at particular times
Assumed that the machine/component life is predictable, and maintenance is based on hours run
or calendar time elapsed.
TIME-BASED MAINTENANCE

14. Suitable for repeatable degradation modes
e.g. wear processes or constant rate corrosion.
Advantages:
A more effective use of time.
Spares are only ordered as required.
Disadvantages
The plant may not fail according to a fixed time period

15. Failures may still occur.
The method depends on statistical analysis; in many cases suitable and
correct failure data are not present.
The plant may not need maintaining – spares and labour are used unnecessarily,
and the plant is unavailable during maintenance.

16. Visual and aural inspection for leaks, noise, looseness and cleanliness
Lubrication of bearings and slides
Adjustment of belts and couplings
Checking electrical connections
Checking performance
Cleaning filters and strainers
Replacing parts at intervals: belts, seals, bearings, etc.
Typical PPM activities

17. 1. Technology Adoption: Computers, networks, and mobile devices are
now in the hands of almost every employee—including the maintenance
team.
2. Enter the "Digital Native": Older workers are retiring, and the
younger “digital natives” coming onboard have a deeper understanding of
technology and its capabilities.
3. Data-Driven Management: Managers want the ability to back up
decisions with hard data—requiring better tracking and reporting systems.
4. Mobile Technology: Mobile technology is expanding rapidly, and the
ability to connect from the field is a natural fit for maintenance operations.
New concepts

18. 5. Software Cost & Implementation Time: CMMS software is now more
affordable and easier to implement than ever, putting it within virtually
every organization’s reach.
6. Cloud Computing: Increasing bandwidth and more affordable hosting
options mean you don't need expensive hardware or a highly skilled internal
IT team to access great software.
7. Systems Integration: CMMS data now links easily with other
systems, such as ERP and accounting software, predictive maintenance
monitors, building automation systems, and more.
8. Insourcing vs. Outsourcing Analysis: Increasingly, companies are
saving money by focusing on their core competencies and leaving
specialized tasks to outside vendors. CMMS tools can help you analyze
which tasks, processes, or functions you should keep in-house and which
you should consider outsourcing.

19. 9. Environmental Impact: More organizations are seeking LEED and other
“green” certifications. They need reliable maintenance and facility data to achieve and
maintain them.
10. Regulatory Compliance: Regulatory bodies are requiring increasingly complex
recordkeeping. Organizations that meet this challenge are saving millions in fines and
liability lawsuits.
11. The Internet of Things: The IoT is a natural fit with the way maintenance teams
operate—collecting data faster and easier than ever before. Best of all, maintenance
teams can use that information to proactively perform maintenance and even predict
asset failures

20. CONCLUSION
Every region in the world is experiencing change and improving in its own way. Maintenance societies
are also changing and playing bigger roles as educators and certification providers. However, in order
to keep up with the transforming global market, societies will need to pull their resources together
and develop a single certification program that will be accepted worldwide. Industry professionals
can focus on these 10 improvement and change tips to help lead their organizations on the road to a
successful asset management implementation.
1. An organization must make a multiple-year commitment to improve and make it a priority.
2. There must be continuous monitoring and the results evaluation.
3. Senior leadership must support the initiative.
4. All operators and crafts people must feel ownership of the initiative and understand the reason
for it.
5. The business case must challenge the company. It should be “overwhelming”.
6. All functions cooperating fully in the initiative.
7. There must be accountability for meeting monthly goals.
8. Behaviors, attitudes and KPIs must be evaluated regularly.
9. It must be one of the top three initiatives year after year.
10. There can only be a single road map to success.