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In the broad sense of the term, the primary purpose of industrial maintenance is to enable the maximum availability of equipment and to reduce costs and risks. Maintenance Planning Training will help to get more ideas regarding the training. However, these three types of objectives should be clearly distinguished:

• Increased production volumes: Are the facilities saturated and is the market ready to buy more volume?
• The compression of maintenance expenses: is the cost price too high? Are the facilities not saturated?
• Return on capital employed: does the company have cash flow problems? Is the return on capital employed too low?

Major processes

The first process concerns the realization of the interventions and it is possible to define the stakes in the following way:

• Control deadlines and intervention responsiveness
• Perform the corrective interventions within the time required by the production;
• respect the schedules for carrying out preventive interventions easily accessible from the Calendar tool of the Mobility Work application;
• intervene correctly the first time (technical training, quality of diagnosis, etc.)
• Control intervention costs

Intervention costs can be classified into two categories:

• Internal and external staff costs
• Plan the interventions of the day / week;
• prepare interventions (procedures, parts, tools, safety);
• control the costs and performance of subcontractors.
• Cost of industrial supplies
• Ensure good storage conditions;
• control the consumption of spare parts;
• control the unit purchase prices of supplies consumed.

The second process is reliability, and can be split as follows:

• Master the reliability of installations
• Continually identify the most penalizing equipment on reliability using the CMMS Mobility Work Analytics tool;
• analyze the penalizing equipment and change the content and frequency of preventive maintenance programs.
• Control the cost of unreliability
• To continuously identify the most expensive equipment in industrial maintenance;
• Analyze expensive equipment and change the content and frequency of preventive maintenance programs.
• Control industrial supply stocks
• Properly identify storage requirements to avoid breakage of spare parts and avoid over-storage.

The last process is about life cycle management and can be broken down as follows:

Master the beginnings of life of the installations

• Ensure the provision of maintenance teams:
• technical information;
• operating modes;
• a classification of equipment according to their criticality;
• initial preventive maintenance programs;
• an initial inventory allocation in accordance with the risks.

Master the end of life of the installations

Continually identify end-of-life equipment and track overall costs of ownership:

• production losses;
• maintenance costs;
• obsolescence;
• depreciation.

Integrate production

The production must transmit to the personnel involved in the maintenance process its manufacturing programs:

When will the facilities work?

At what time do you expect series changes?

Thus the maintenance can allow to plan and to prepare serenely its interventions. Industrial maintenance must also communicate to production the frequency of preventive interventions; on which equipment; All of this information can be managed in the next-generation Mobility Work CMMS , enabling true information transmission between production and industrial maintenance.

Control of risks and reliability: RBM / RCM

RCM: Reliability center maintenance

RCM is a maintenance approach focused on reliability. It consists in developing, in a logical and structured way, programmed maintenance programs in order to obtain very high levels of reliability.

Definition of critical equipment

Most factories that have adopted the TPM classify their equipment according to their importance relative to the maintenance standards.

For example an ABC ranking:

• very critical equipment (A);
• medium critical equipment (B);
• low critical equipment (C).

Different categories

These machines belong to one of these 3 categories:

• are likely to cause a sharp drop in production;
• are likely to cause appreciable defects in the quality of the products;
• put the operators at risk in the event of a breakdown;

could fail more than once every three months.

Definition of the expected performances of these equipments.

It is necessary to distinguish between maximum and optimal performance.

FAILURE MODE ANALYSIS (FMEA)

FMECA (Failure Modes, Effects and Criticality Analysis) can be defined as:

• definition of the possible failure modes of these equipments;
• definition of the possible effects of these failures;
• definition and quantification of the consequences of these failures;
• probability of occurrence of these failures;
• definition of prevention actions to reduce or eliminate the identified risk.

IMPLEMENTATION OF ACTIONS

The best action to put in place can be the planning (programming) of maintenance interventions and the monitoring of operations.

RBM or risk based maintenance

RBM consists of compressing industrial maintenance expenditure to the nearest threshold of the occurrence of unwanted risks. The RBM assumes a perfect mastery of the RCM.

Scheduled maintenance

Scheduled maintenance refers to industrial maintenance activities carried out according to a specific program or schedule.

The system must be fast response. Two methods allow early detection of anomalies:

• periodic maintenance (regular frequency);
• the predictive maintenance (based on the analysis of conditions).

Periodic maintenance

The maintenance period is carried out at regular intervals, according to a predefined schedule and is used to conduct the following activities:

• periodic control (weekly, monthly, annual);
• the replacement of certain parts at regular intervals;
• periodic reviews;
• periodic measurements of the level of precision (static and dynamic);
• the treatment and replacement of the oil.

Forecast maintenance

The predictive maintenance is based on the analysis of the conditions of use. This maintenance method has various advantages:

• Estimate when anomalies will appear, without disassembling the machine.
• Allow to check the quality of the repairs performed on the revised machines.
• Help estimate repair intervals.
• Reduce maintenance costs by eliminating periodic revisions.

Diagnostic methods

The two diagnostic methods used are:

• simple analysis: includes measurements made with a simple vibration or overload detector to detect any anomalies;
• all simple analyzes should be organized so that operators can perform them themselves;

Precision diagnostics use tools such as highly sensitive instruments to discover vibration sources, measure and analyze their frequencies.

Distribution between preventive and curative maintenance

There are 2 major maintenance steps:

• accidental, curative maintenance;
• preventive maintenance.

Most maintenance programs are a combination of these different approaches. Troubleshooting (or accidental maintenance) has two disadvantages:

• production disruptions can be considerable;
• it may be necessary to build up large stocks of security.

On the other hand, when it is possible to predict the breakdown, one can move towards a principle of preventive intervention, so planifiable. Of course, the more preventive maintenance we do, the fewer failures. The main factors to consider are:

• the number of equipment and machines;
• the probability of failures;
• the average cost of maintaining a machine (very much depends on the procedures and the distribution of tasks);
• the quality of the staff;
• some equipment does not lend itself to preventive maintenance because of the probability distribution of failures.

RESOURCE MANAGEMENT

Human resources management

The type of maintenance chosen depends on the type of organization to set up:

• multidisciplinary teams or specialists;
• work in normal or in a team; etc.

Time management

In general, efficiency and effectiveness come from programming.

The downtime of a machine that has just failed is composed of three times:

• the waiting time of the maintenance team;
• the time of diagnosis;
• the repair time.

Reducing downtime to equal strength depends on skill. The reduction of diagnostic time can be achieved by diagnostic support systems and by accumulating experience. The waiting time depends on the size of the response team and the number of failures. There are mathematical models to determine the most optimal team. Often, the maintenance team is busy with occasional breakdowns and does not have the time to perform periodic and complete checks (overhaul), so that breakdowns happen again for lack of preventive measures.

Breakdown between manufacturing and maintenance

The maintenance department should support:

• tasks that require a particular skill;
• a general overhaul in which the deterioration is not visible to the naked eye;
• repairs on machines that are difficult to disassemble and reassemble;
• tasks that require special measures;
• tasks that pose significant security risks.
• Manufacturing / maintenance distribution is an important issue.

Auto Maintenance

Operators must develop a number of capabilities:

• Ability to detect anomalies and make improvements.
• ability to understand the functions and parts of machines and to identify the causes of anomalies;
• ability to understand quality issues and to identify the causes.

In case of failure, the production agent must be able to establish a first diagnosis and to troubleshoot in a number of cases. If the failure requires service intervention, the production agent may be required to assist the maintenance agent. The operator has a stock of color labels that he affixes to machines where he notices defects that he can not remedy. These labels will be removed by maintenance after repair.

Three of the most important 5S are:

• the cleanliness ;
• order and storage;
• inspections and controls.

The operator can perform a number of operations:

• levels (oils, etc.);
• greasing;
• cleaning of filters;
• leak detection;
• tightening the loose nuts;
• covers unscrewed or ill-fitting;
• identification of visible mechanical incidents: cracks, wear, etc. ;
• mechanical adjustments;
• voltage measurements;
• detector or microswitch settings, etc.