Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
What is Maintainability ?
The U.S. Department of Defense publication, MIL-HDBK-470A, dated 4 August 1997, The ability of an item to be retained in, or restored to, a specified condition when maintenance is performed by personnel having specified skill levels, using prescribed procedures and resources, at each prescribed level of maintenance and repair Wikipedia (for telecommunications) A characteristic of design and installation, expressed as the probability that an item will be retained or restored to a specified condition within a given period of time, when maintenance is performed in accordance with prescribed procedures and resources. The ease with which maintenance of a functional unit can be performed in accordance with prescribed requirements.
2
Downtime
State
Time of Failure
Run- Preparation down and/or delay Active Maintenance time Waiting and Ramp/or delay up
Uptime
Downtime
Uptime
Time
3
Maintainability is About
Design Leadership Skill Logistic Communication Location / Space Technology Work Process Policy Work Scope
4
Maintainability Metrics
Mean Time to Repair (MTTR) The arithmetic average of the maintenance cycle times for the individual maintenance actions of a system (excludes preventive maintenance) The mean or average time that a system is not operational due to repair or preventive maintenance. This includes logistics and administrative delays.
You can hear unplanned maintenance by listening to craftspeople Whos available ? Wheres the parts? How did they do it last time ? Wheres the lock-out? How late is the order now ?
7
Reduce by 30%
Work identification
Work Planning
Source
Store
Work Assignment
Receiving Report
Feedback
Control Repairables
Work Execution
Use
Work Analysis
Analyse
Reporting
10
Feedback
Work Scheduling
Order
Planning
is the allocation of needed resources and the sequence in which they are needed, to allow an essential activity to be performed in the shortest time or at the least cost. Purpose To ensure that all the resources and information necessary to do the job are accounted for
11
Resources
Labor & Crew Size & Skill Materials , Parts & Supplies Tools Support Equipment Contracted (Outside) Services Time
12
13
Work Planning
A Process in which work is
Estimated Assigned resources Given detailed safety procedures Given work procedures Documented and interfaced with the scheduling element
14
15
17
20
Scheduling
Is the assignment of many planned jobs into a defined period of time in order to optimize the use of the resources within their constraints placing an identified need for work on a formal work list at least two days prior to the day that the work is to begin
A Backlog of work is required
23
Resource Constraints
Fixed Amount of Labor Limited or Special Skills Space Physical Properties Rules and Regulations Money
24
Scheduling
Can be based on a work order backlog of jobs that are not linked to each other but have different importance (entity criticality , WO priority and WO class) Can be based on activities or work orders from a project , turnaround or shutdown where job importance and the timing of when they are done in relation to each other is critical
25
26
Priority System
The Drawbacks of not Clearly Defining Priorities Wasted maintenance man-hours on tasks of low relative importance Critical tasks being lost in maintenance backlog Dissatisfied operations customers Lack of faith in the effectiveness of the maintenance delivery functions
27
28
29
Scheduling
A Schedule is a communication document
Operation Store Supervisor Contractors
31
To Schedule Work
Identify Preventive maintenance and corrective backlog by: Equipment Priority Due Date Determine Availability of skills and resources Look at productions equipment operating Schedules for the period and attempt to match their plan Balance the work list against the resources (both internal & external) Agree to schedule with operations , modify as required prior to issue to the work shop
32
Weekly Schedule
Developed at the weekly scheduling meeting
Input from
Maintenance first-line supervision Scheduler Planner Maintenance Manager Operations Representatives Provide maintenance supervision with work orders The work orders selected are based on cycle time and priority
33
Schedule Development
Planner/Scheduler distributes backlog
Operations reviews list picks work Maintenance reviews list picks work
Engineering provides list of work required Maintenance provides craft availability Planner triggers PMs List returned to Planner/Scheduler with selection
34
Weekly Schedules
36
Daily Schedule
Built by maintenance first-line supervisors Uses the work orders identified on the weekly schedule Includes assigned crafts personnel Urgent work orders placed on schedule for the following day
37
Fixed agenda
Safety issues Past 24 hours Next 24 hours including any urgent work added
39
Daily Schedules
40
Contractors
Contractors are generally brought in for maintenance on 3 occasions Special skills are required that are not represented in the normal maintenance work force. The maintenance backlog is excessive and critical work is not being completed on time. Contractors are used to work the backlog down A unique situation (Shutdown or turnaround) requires crewing levels far above the facility maintenance work force.
41
Best Practice
There is a well defined , comprehensive schedule of maintenance activities for all areas of the facility Compliance to Pm/PdM schedule is > 95% Overall schedule compliance is >90% A minimum of 45% of available personnel are scheduled for planned 80% of available manpower is scheduled on a weekly basis
42
Weekly meetings for creating the upcoming weeks work schedule All meetings attended by Maintenance , Operations and Engineering department representatives for the area. 100% available manpower is scheduled on a daily basis Daily schedule review meeting held to confirm upcoming days work
43
Performance Measurement
Indicator Backlog Planned & Schedule Compliance % Emergency Work Overtime Formula Backlog hours Hours in a work week x No. of Available Craftspeople Schedule hours actually worked Total Hours Scheduled Total Emergency worked (hours) Total hours worked Total overtime worked (hours) Total hours worked
44
Conclusion
Key Roles and Relationships Planner = what to do Scheduler = when to do it Supervisor = who to do it Craftsperson = How to do it
45