GOOD

1. CECOS University Of IT and Emerging Sciences
Peshawar
Mechanical Department
TOPIC:FIVE MAINTENANCE TYPES PROCEDURE
By:kifayat ullah
Email:kifayatullah318@gmail.com

2. 1.Runto Failure Maintenance (RTF) management procedures:
Every assetshouldbe individuallyanalyzedtodetermine whatmaintenance approachsupportsthe
organization’sshortandlong-termgoalsandobjectives.Here are three stepsyoucanuse to see if run to
failure hasa place inyour assetmanagementstrategy:
Step One: Know the cost of the asset, both to purchase and to replace.
For inexpensive assetsthatare fast andeasyto replace,itmay be lessexpensivetopractice “Fail and
Replace”thanto incurlabor coststo performpreventive maintenancetasks.
Run to failure canalsomake sense if spare partsare cheapand readilyavailable inspare partsinventory,
and if laborcosts to repairor replace the assetare cheap.
Step Two: Know the labor costs associated with the life cycle of the asset under
consideration.
Maintenance laborcostsvary widelydependingonthe tasksandtype of skilledlaborrequired.Knowing
whatthose laborcosts are can helpyoumake informeddecisions.Youshouldbe able totrack and
analyze the laborcostsfor:
· Preventivemaintenance (PM) tasks
· Labor costs forthe mostcommonrepairsto the assetwhenitbreaks
· Labor costs to replace itwhenitfails
Step Three: Know the downtime and related costs associated with the asset failure.
Downtime costsinclude bothlaborcoststorestore the assetto functional statusand“secondary
damage”that may occur as a resultof the assetfailure.
Before decidingonarun to failure approach,considerpotentialsecondarydamage complications.In
manycases,the secondarydamage resultingfromthe primaryassetfailure mayfarexceedthe costand
consequencesof the originalassetbreakdown.Thiscouldbe due to:
 Increasedcostsdue to unplannedequipmentdowntime
 Increasedovertime laborcoststorepairor replace
 Additional damage/failure tootherequipment
 Safetyor securityissues
 Facilityusercomfortor satisfactionlevels.
1. Preventive Maintenance(PM) management procedures:
 The followingstepsare requiredtodevelopyourPMprocedures:
 Divide equipmentintocomponents.
 How does the componentwork?
 How doesitfail?
 What essential care doesitneed?
 Is the life of the componentpredictable orunpredictable?
 Doesit have a Failure DevelopingPeriod(FDP)?
 Selectthe mostcost effective maintenancemethod.

3.  Do maintenance onthe run (OTR) or duringshutdown(SD) of the equipment?
 Selectobjectiveorsubjective (senses) methodtocheckthe condition?
 DevelopyourPMtask.
 Selectthe frequencybasedonFDP
 Decide whoisgoingto do the task ona regularbasis.
 Transferall the PM’s into your CMMS.
2. Corrective Maintenance (CM) management procedures:
it ispossible toproperlymanage amaintenance departmentif isnotestablishedasystemable to
carry out efficientlythe needsof corrective maintenance (failuresrepair).Oureffortsare of little use
to try to preventfailuresif,whentheyhappen,we are unable toprovide anadequate response.Also,
we must rememberthatahighpercentage of man-hoursdevotedtomaintenance are usedinsolving
equipmentfailuresthathave notbeendetectedbymaintenance,buttheyhave beencommunicated
by the productionstaff.Thispercentage varieswidelyamongcompanies,fromthose where 100% is
corrective maintenance,there isnotevenalubrication;tothose veryfew,inwhichall interventions
are planned.Byestimate,we mightconsiderthat,onaverage,over70% of total time spenton
maintenance isusedforsolvingunscheduledfailures.
The time requiredforanequipmentimplementationafterafailure,isdistributedasfollows:
 Time detection: Itisthe time betweenthe originof the problemanditsdetection.There isa
relationshipbetweendetectiontime andtotal resolutiontime:the soonerthe faultisdetected,in
general,will have causedlessdamage andwill be easierandcheapertorepair.
 Communication time:itisthe time betweenproblemdetectionandthe maintenanceteam
location.
 Waiting time: It isthe time betweenthe failure communicationandthe startof the repair.It
includesthe waitingtimetohave workerscanaddressthe incidence,the paperworkneededto
intervene (equipmentstops,workorderrequest,obtainaworkpermit,equipmentisolation,etc..)
 Diagnosisof the breakdown: It istime formaintenance operatortodeterminewhatishappening
on the equipmentandhowto fix it.
 Collection of tools and technical means: Once determinedwhattodo,the personnel
responsible forthe repairmayneedsome time toputinthe interventionplace the means
needed.
 Collection of spare parts and materials: It isthe time until the deliveryof the materials
neededtoperformthe intervention.
 Breakdown service:Itis the necessarytime tofix the problememerged,sothe equipmentis
readyto produce.Thistime isseverelyaffectedbythe extentof the problem, the knowledgeand
skillsof personnel involvedintheirresolution.Tooptimizethistime,itisnecessarytohave a
preventivemaintenance systemtoavoidpowerful breakdowns,andalsohave aneffectivestaff,
motivatedandwell trained.
 Functional tests. It is the time needed to verify that the equipment has been properly
repaired. The time spent on functional testing is usually a good investment.
 Commissioning.Itisthe time betweenthe complete failuresolutionandthe equipment
commissioning.Itisaffectedbythe speedand flexibilityof communications.Tooptimizeit,asin
point2, you musthave effectivecommunicationsystemsandagile bureaucraticsystemsthatdo
not preventthe equipmentimplementation.

4.  Reports. The maintenance documentationsystemmustcollectatleastthe mostimportant
incidentsof the plant,withananalysisdetailingthe symptoms,cause,solutionandpreventive
measures.
3. Predictive Maintenance (PM) management procedures:
1.Proper organization
2. Properoperationof equipment
3. The properlubricants,inthe rightquantities,inthe rightlocation,atthe propertime
4. Predictingwearanddeteriorationbyregularlychecking,measuringandadjusting
A. Regularinspectiontoidentifysmall repairsbeforetheybecomemajorrepairs
B. Predictive techniquestoreplace componentsjustbefore theyfail a.Vibrationmonitoringand
analysisb.Infraredinspection
c. Sounddetectiond.Lubricationandoil samplinge.Etc.
5. Replacementof componentsonaregularbasisbefore theyfail
.6. Correctionof potential failureswheninspectionindicatesthe need
7. Overhaulingequipmentperiodicallytoupgrade generalequipmentcondition
8. Reliabilityengineeringtoreduce oreliminate repetitive failures
9. Reliability engineeringtominimize failuresthroughadjustmentstothe PPMprogram.
4. Improvement Maintenance (PM) management procedures:
 Eliminatingplantdowntimebalancedbythe costtoachieve it.
 Comparisonsbetweendesignandactual capacityforvariousplant and or process.
 Extendingthe equipmentlifecycle throughidentification/eliminationof failure modes.
 Developingeffective workfocusteamsbetweenmaintenance &production.
 Developingandrefiningpreventative maintenance procedures.
 Introducingthe latestorbestpractice maintenance techniques.

5. management include:
 Planning,scopingandprocurementsupport.
 Detailedschedulingandcritical pathtracking.
 RapidmobilisationusingExpatriateorNational FIFOcapability.
 Accreditedsupervisedwork crews.
 Specialisedtoolingandlogistics.
 Contractor andsuppliermanagement