Businesscenteredmaintenance 2

%XVLQHVV&HQWUHG
0DLQWHQDQFH
0DQDJHPHQW
$SSOLHG0HWKRGVIRU0DLQWHQDQFH
Business Centred Maintenance Management

GrowthCon International (Pty) Ltd
PO Box 65269
Erasmusrand
0017
South Africa
First published 2001
2000 GrowthCon International (Pty) Ltd
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or
transmitted in any form by any means, electronic, mechanical, photocopying, recording or
otherwise, without the prior consent of the copyright
Copyright GrowthCon International (Pty) Ltd
3UHIDFH
$ PDFKLQH LV D FRQJORPHUDWLRQ RI VLQJOH FHOO SDUWV HDFK
ZLWK LWV RZQ XQLTXH ZD\ RI IDLOLQJ DVVHPEOHG WRJHWKHU WR
SHUIRUP D VSHFLILF IXQFWLRQ 7KH UROH RI PDLQWHQDQFH LV WR
FRSH
ZLWK
WKLV
IDLOXUH
SURFHVV
DQG
SURGXFH
VXVWDLQHG
HTXLSPHQW XSWLPH DW PLQLPXP FRVW
Many articles have been written about Reliability Centred

Maintenance and the need to rigidly follow the analytical approach,
developed by Nowlan and Heap of Eastern Airlines for new commercial
aircraft, to safeguard their essential functions - until sufficient operating data
to maintain it correctly is available.
Proponents of this rigid approach, ignore the significant differences
that exist between the various industries from a design and operating
viewpoint. In many cases, if not understood, these differences doom RCM to
failure.
This manual presents a customised methodology and key learning
points that take cognisance of these differences and provides the user with a
platform for rapid implementation and sustainment that adds profit and cost
improvement within a short timeframe.
Other benefits that have accrued using this customised approach are
the emergence of a powerful continuous improvement ethic based on locally
developed root cause analysis techniques and the ability to realise a CMMS
return on investment e.g. SAP.
%LOO +XJKHV
GrowthCon International
0DLQWHQDQFH0DQDJHPHQW
&RXUVH([SHFWDWLRQV
$W WKH HQG RI WKLV FRXUVH \RX ZLOO EH DEOH WR
Understand the concepts and philosophy of Business Centred

Maintenance, including:
Equipment Related Losses
OEE Measurements
Reliability Centred Maintenance Integration
Be competent to develop, implement and sustain a reliability based

Business Centred Maintenance programme at minimum cost using shop
floor personnel.
Reduce life cycle support costs by reducing the adverse effects of poor
design on maintenance and logistics.
Understand the building blocks of a World Class Maintenance

organisation and their synergistic relationships.
Measure the effectiveness of Maintenance Management and its related

Computerised Maintenance Management System (CMMS) in your
organisation.
Understand how to realise a meaningful return on investment of your

CMMS.
&RXUVH )HDWXUHV
In addition to the generic case studies presented during the course,

exercises will be developed from the delegates own facilities, equipment,
and history. It was found that by using this method of instruction, correlation
from the theoretical to the practical can be made much quicker in any future
analysis performed by the participants.
Business Centred Maintenance Manual
iii
&RQWHQWV
Business Centred Maintenance Management
Maintenance Management Course Expectations
iii
Contents
MODULE 1 - Introduction
1.
World Class Manufacturing
2.
Business Centred Maintenance (BCM)
3.
Exercise
MODULE 2 - Business Centred Maintenance
4.
Business Centred Maintenance
5.
The History Of Maintenance

5.1.
First Generation Maintenance
5.2.
Second Generation Maintenance
5.3.
Third Generation Maintenance
7
7
7
8
6.
Age versus Reliability Patterns
7.
The Failure Process RCM Theory

Objectives of RCM
Failure Definition
Scheduled Inspections and the Failure Curve of a Simple Item
The Failure Curve of a Complex Item
Complexities of the Failure Process
7.1.
7.2.
7.3.
7.4.
7.5.
8.
12
12
13
14
15
17
Progression from Preventive Maintenance to RCM to BCM

18
6 Pillars of Business Centred Maintenance
19
Examples of BCM Effectiveness from Companies who are Highly
Productive
20
8.3.
Key Success Factors - The Eight Major Machine Losses
21
8.4.
What is OEE and why is it Important?
22
8.1.
8.2.
Exercise 25
MODULE 3 - Business Centred Maintenance Tasks
29
9.
30
30
30
30
31
32
32
32
34
37
38
Business Centred Maintenance Tasks

9.1.
Wheel of Tasks
9.2.
Lubrication
9.3.
Servicing and Cleaning
9.4.
Operating Crew Monitoring
9.5.
Walk About (Craftsman or Team Based)
9.6.
Operational Check (Failure Finding)
9.7.
Inspection / Functional Check
9.8.
Conditioning Monitoring
9.9.
Restoration Task (Overhaul)
9.10.
Discard Task
10.
Autonomous Maintenance
10.1.
Introduction
10.2.
Autonomous Maintenance Simplified
10.3.
Autonomous Maintenance Steps
10.4.
Check Sheet
10.5.
Tagging
10.6.
One Point Lessons
39
39
40
40
42
43
44
11.
47
Exercise
MODULE 4 - Common Preventive Maintenance Tips
51
12.
Maintaining Equipment
12.1.
Bearings
12.2.
Chain Drives
12.3.
Belt Conveyors
12.4.
Couplings
12.5.
Fans
12.6.
Gearboxes
12.7.
Lubrication and Hydraulic Systems
12.8.
Motors (AC)
12.9.
Motors (DC)
12.10. Motor Control Centres
12.11. Pipes
12.12. Pumps
12.13. Seals
12.14. Switchgear Cubicles And Control Panels
52
53
53
54
54
55
56
57
57
58
58
59
59
60
61
vi
12.15.
12.16.
12.17.
Transformers
V-Belts
Valves
61
62
63
MODULE 5 - Developing the Maintenance Programme
67
13.
Integration of Processes
68
14.
Equipment and System Modus Operandi
68
15.
Developing the Maintenance Programme
15.1.
Introduction
15.2.
Functional Block Diagrams
15.3.
Maintenance Significant Item Selection Criteria
15.4.
Failure Cause Identification
15.5.
Screening Failure Causes
15.6.
Cause / Effect Relationships
15.7.
Cause and Effect Exercise
15.8.
FMECA Decision Logic
15.9.
FMECA Logic Diagram
15.10. Programme Development and Logistic Support Requirements
69
69
70
70
70
71
72
73
75
87
89
16.
FMECA Analysis Example 1 - Motor Pump Assembly
16.1.
Analytical Logic Procedure - The Steps
16.2.
Step 1 Partitioning
16.3.
Step 2 Identification of Failure Causes
16.4.
Step 3 Screening Failure Causes - Pump
16.5.
Step 3 Screening Failure Causes - Motor
16.6.
Action Lists, Record Sheets, and Maintenance Schedules
94
94
96
97
98
99
99
17.
FMECA Analysis Example 2 - Control Valve
17.1.
Step 1 Partitioning into Functional Blocks
17.2.
Step 2 Identifying Failure Causes
17.3.
Recording the Information
105
105
105
109
18.
FMECA Analysis Sheets
18.1.
Partitioning Sheet
18.2.
Record Sheet
18.3.
Logistic Requirements Sheet
18.4.
Work Instruction Sheet
112
112
113
114
115
19.
Plant and Equipment Structures
19.1.
Purpose
117
117
vii
19.2.
19.3.
19.4.
19.5.
19.6.
20.
Analysis Method
Equipment Structures
Structural Significant Items and Other Structure
Maintenance Programmes for Structure
Deterioration Processes
Exercise
117
117
117
118
118
124
MODULE 6 - Early Equipment Management and Failure

Prevention
127
21.
The Adverse Effects of Poor Design on Maintenance and
Logistics
128
22.
128
Logistic Support
23.
The Design Maintenance Partnership
23.1.
Inherent Reliability
23.2.
Maintainability
23.3.
Modification
23.4.
Modifications Cost Effectiveness
130
130
131
133
134
24.
Materials Management
24.1.
Procurement
24.2.
Ways to Eliminate Waste
135
135
135
25.
140
Exercise
MODULE 7 - The Maintenance System
143
26.
The Maintenance Management System
26.1.
Introduction
26.2.
Maintenance Organisation Building Blocks
26.3.
The Maintenance System
26.4.
Uses and Abuses
26.5.
Measurements
26.6.
Performance Indicators
26.7.
Common Abuses
26.8.
Practical Hints
144
144
145
145
146
147
147
148
149
27.
Are you getting a Return on your Investment?
27.1.
CMMS implementations background
27.2.
The Why of a CMMS
27.3.
The Scoreboard
149
149
150
150
viii
27.4.
27.5.
Business Process Example

CMMS Return on Investment Steps
28.
Shutdown Planning and Control Cycle
28.1.
Planning
28.2.
Scheduling
28.3.
Controls
28.4.
Feedback
28.5.
Shutdown Continuous Improvement
MODULE 8 - Profit Improvement Programme
152
152
156
156
156
157
157
158
161
29.
Foreword
29.1.
The Price of Non-conformance
29.2.
World Class Customer Satisfaction
162
162
162
30.
Profit Improvement Project Process
30.1.
Profit Improvement Project Process Approach
30.2.
Background to the Process
30.3.
The Seven Steps of Profit Improvement
30.4.
PIP Roles and Responsibilities
30.5.
Profit Improvement Project Tools
163
163
164
165
166
168
MODULE 9 - Continuous Improvement
171
31.
Continuous Improvement
31.1.
Features of Continuous Improvement
31.2.
The laws of Problem Solving
31.3.
The Problem Solving System
31.4.
Multi-Disciplinary Team Meetings
172
172
173
174
177
MODULE 10 - Maintenance Assessments

32.
Plant Maintenance Assessment Guidelines
181
182
Glossary of Terms
191
Acknowledgements
199
Index and Referencing
201
ix
02'8/(
,QWURGXFWLRQ
After this module you will understand the

working ethos and principles of World Class
Manufacturing and Business Centred
Maintenance
Module 1: Introduction
Page 1

:RUOG&ODVV0DQXIDFWXULQJ
The Principles of World Class Manufacturing are:

Continuously making small improvements to the production process

rather than the search for a single large improvement
Continuously eliminating waste
Respecting employees for their contribution to the improvement process
Improving the production process to improve product quality and

productivity

%XVLQHVV&HQWUHG0DLQWHQDQFH%&0
BCM is an attitude, concept and process of continuous improvement in

maintenance and maintenance processes, equipment condition and
performance to improve overall equipment effectiveness, operations
efficiency, output quality and worker safety.
)HDWXUHV RI %XVLQHVV &HQWUHG 0DLQWHQDQFH

%&0 DLPV WR
Maximise equipment effectiveness (improve overall total efficiency)
By: -
Establishing a total system of productive maintenance for the life of the

equipment
Practice Early Equipment Management
Train to improve skills of all people involved
Improve Equipment Effectiveness (8 Loss Areas)
Involve Operators in Equipment Management and Daily Maintenance
Improve Maintenance Organisation Efficiency and Effectiveness
Page 2

([HUFLVH
([SODLQ WKH IROORZLQJ
What are the main features of World Class Manufacturing?
What are the differences between normal preventative maintenance and

Business Centred Maintenance?
What are the advantages to a business of practising Early Equipment

Management and Maintenance Prevention?
What are the foundation elements of BCM?
Page 3
Page 4
02'8/(
%XVLQHVV&HQWUHG
0DLQWHQDQFH
After this module you will:
Know the background of maintenance and

the failure process
Understand the main elements of Business

Centred Maintenance
Know the main losses to production
Realise that people form the backbone of an

organisation
Module 2: Business Centred Maintenance
Page 5

%XVLQHVV&HQWUHG0DLQWHQDQFH
Business Centred Maintenance targets results by using a common sense

approach which recognises that maintenance, production, and engineering
are a partnership engaged in a joint venture to produce quality products at
lowest cost.
Results are achieved through higher OEE, improved reliability, and

increased throughput. Our ability to eliminate waste, and select the correct
maintenance strategy aimed at the failure process, are the keys to lowering
costs in the manufacturing process.
When implementing BCM a profit improvement methodology which is

founded on good business principles that focuses on the bottom line
profitability of the company, should be followed at all times.
Page 6

7KH+LVWRU\2I0DLQWHQDQFH

)LUVW *HQHUDWLRQ 0DLQWHQDQFH
In the period up to World War II, industry was not very highly mechanised
and therefore downtime did not matter much. This meant that the prevention
of equipment failures was not a high priority in the minds of most managers.
At the same time, most equipment was simple and much of it was over
designed. This made it reliable and easy to repair. As a result, there was no
need for systematic maintenance of any sort beyond simple cleaning,
servicing and lubrication routines. The need for skills was also lower than it
is today.

6HFRQG *HQHUDWLRQ 0DLQWHQDQFH
The situation changed dramatically during World War II. Wartime pressures
increased the demand for goods of all kinds, while the supply of industrial
manpower dropped sharply. This led to increased mechanisation. By the
1950s machines of all types were more numerous and more complex.
Industry was beginning to depend on them.
As this dependence grew, reliability came into sharper focus. This led to the
idea that equipment failures could and should be prevented, which in turn
resulted in the concept of preventive maintenance. This consisted mainly
of equipment overhauls carried out at fixed intervals.
Also, the amount of capital tied up in fixed assets, together with a sharp
increase in the cost of that capital, led companies to start seeking ways in
which they could maximise the life of their assets.
Page 7

7KLUG *HQHUDWLRQ 0DLQWHQDQFH
Since the mid-seventies, the process of change in industry has gathered

even greater momentum. New expectations and research led to the
formulation of new maintenance techniques. At the same time the
dependence on physical assets was growing, so too was their cost - to
operate and to own. To secure the maximum return on the investment which
these assets represent, they had to be kept working efficiently for as long as
it was required to.
Finally, the cost of maintenance itself is still rising, in absolute terms and as
a proportion of total expenditure. In some industries it is now the second
highest or even the highest element of operating costs.
Downtime has always affected the productive capability of physical assets

by reducing output, increasing operating costs and interfering with customer
service. By the 1960s and 1970s, this was already a major concern in
mining, manufacturing and the world-wide move towards just-in-time
systems, where reduced stocks of work-in-progress meant that quite small
breakdowns were much more likely to stop an entire plant. In recent times,
the growth of mechanisation and automation has meant that reliability and
availability have now become key issues.
Increasingly, failures have serious safety or environmental consequences, at

a time when standards in these areas are rising rapidly. In some parts of the
world, the point is approaching where organisations either conform to
societys safety and environmental expectations, or they cease to operate.
Page 8
Source: Nowlan and Heap: Eastern Airlines

$JHYHUVXV5HOLDELOLW\3DWWHUQV
The following Age versus Reliability patterns were a result of studies

conducted during the mid-1960s by the United States Airlines. Although
they may not be exactly representative of the equipment in the
manufacturing and process industry, the basic findings remain the same.
Very few multi-celled items exhibit wear-out characteristics. It was found that
all components could be covered by one of six, conditional probability of
failure curves, as detailed below:
A. Bath Tub Curve
RELIABILITY

6
5
4
3
2
1
0
1
11 13 15 17 19 21 23 25
High infant mortality, followed by a

constant, or gradual increase, in
failure probability, and then by a
pronounced "wearout" region. An
age limit may be desirable,
provided a large number of units
survive to the age at which wearout
begins.
AGE
B. Constant with Increase
Constant or gradual increase in

failure probability, followed by a
pronounced wearout region. Once
again, an age limit may be
desirable (this curve is
characteristic of reciprocating
engine cylinders).
RELIABILITY

6
5
4
3
2
1
0
1
11
13
15
17
19
21
23
25
AGE
Page 9
C. Low and Constant Curve
Gradual increase in failure

probability, but with no identifiable
wearout age. It is usually not
desirable to impose an age limit in
such cases (this curve is
characteristic of turbine engines).
RELIABILITY

6
5
4
3
2
1
0
1
11
13
15
17
19
21
23
25
AGE
The above curves (11 % of failures) may benefit from a limit on

operating time.
D. Low and Constant Curve
Low Failure probability when the

item is new or just out of the shop,
followed by a quick increase to a
constant level.
RELIABILITY

6
5
4
3
2
1
0
1
11
13
15
17
19
21
23
25
AGE
E. Constant Curve
Constant probability of failure at all

ages (Exponential survival
distribution).
RELIABILITY

6
5
4
3
2
1
0
1
11
13
15
17
19
21
23
25
AGE
Page 10
F. High and Constant Curve
Infant mortality followed by a

constant or very slowly increasing
failure probability (particularly
applicable to electronic equipment).
RELIABILITY

6
5
4
3
2
1
0
1
11
13
15
17
19
21
23
25
AGE
The above three curves (89% of failures) cannot benefit from a limit on
operating age.
Page 11

7KH)DLOXUH3URFHVV5&07KHRU\
The publication of Reliability Centred Maintenance in the late 1970s was in

many respects, a milestone in the field of Maintenance Engineering. It
provided the engineer for the first time with the necessary tools to determine
WHAT should be maintained, WHY it should be maintained and HOW it
should be maintained. Conflicting opinions that may exist between
production and engineering on the value of maintenance, disappear when
the full resolving power of Analytical Decision Logic is used to solve the
problem.
RCM is defined as:

A logical discipline to realise the inherent safety and reliability levels of
complex equipment at minimum cost.
Translated, this simply means:
Common Sense Applied By Means Of A Logical Process

2EMHFWLYHV RI 5&0
Ensure realisation of the inherent safety and reliability of the equipment.
Restore safety and reliability to their inherent levels after deterioration.
Identify those systems/components whose reliability is substandard, and

improve.
Accomplish these goals at a minimum total cost, including maintenance

costs and consequential failure costs.
To understand RCM, the failure process itself and the consequences of

failure have to be examined.
Page 12
The role of scheduled maintenance is to cope with the failure process.
For years the focus has been on anticipating the age at which parts fail,
rather than on how they fail and the consequences of their failure. One
reason for this lack of attention has been the common assumption that all
equipment wears out and becomes less reliable with increasing operating
age.

)DLOXUH 'HILQLWLRQ
Failure can be defined as: An unsatisfactory condition

In other words, a failure is an identifiable deviation from the original
condition, which is unsatisfactory to a particular user. However, an unsatisfactory condition can range from the complete inability of an item to perform
its function to some physical evidence that it will soon be unable to do so.
For maintenance purposes, therefore, we must classify failures further as

either functional failures or potential failures:
A Functional Failure is the inability of an item (or the

equipment containing it) to meet a specified condition /
performance standard.
A Potential Failure is some physically identifiable

evidence, which indicates that a functional failure is
imminent.
Page 13

6FKHGXOHG ,QVSHFWLRQV DQG WKH )DLOXUH &XUYH RI D

6LPSOH ,WHP
)DLOXUH &XUYH
7
- Operator Monitoring
- Walkabout
- Inspection/ Functional
Checks
5(/,$%,/,7<
7$6.6
Warning
Period
Potential Failure Level

2
1
Functional Failure Level

0
1
10
11
12
13
6FKHGXOHG ,QVSHFWLRQ 3HULRGV
The ability to identify either a functional or potential failure depends on three

factors:
1.
Clear definitions of the functions of an item
2.
A clear definition of the conditions that make up a functional failure in

each case.
3.
A clear definition of the physical, identifiable, evidence that means this

functional failure is imminent.
Page 14

7KH )DLOXUH &XUYH RI D &RPSOH[ ,WHP
7KH )DLOXUH &XUYH RI D &RPSOH[ ,WHP

7
5(/,$%,/,7<

2
0
1
10
11
12
13
The root cause of these failures is always one of the following:
0$7(5,$/
:
:
:
:
0$&+,1(
0$1
0$&+,1(
0(7+2'
Competency (e.g. operator, lab technician, and artisan)

Single cell parts, design, and process capability
Work instructions, procedures (all departments)
Machine parts
Additives
Utilities (Air, O2, water, etc.)
Raw Materials, Consumables (packaging materials etc.)
Inherent Machine Problems, Incorrect Design
Page 15
RELIABILITY CENT RED

MAINTENANCE
'HILQLWLRQ
$ ORJLFDO GLVFLSOLQH WR UHDOLVH
WKH LQKHUHQW VDIHW\ DQG
UHOLDELOLW\ OHYHOV RI FRPSOH[
HTXLSPHQW DW PLQLPXP FRVW
OBJECTIVES OF RCM

Realise inherent safety and

reliability
Restore after deterioration
Identify substandard
components
At minimum total cost

THE FAILURE PROCESS

)DLOXUH &XUYH
7
7$6.6
5(/,$%,/,7<
- Operator Monitoring
- Walkabout
- Inspection/ Functional
Checks
Warning
Period
5
4
3

2
1

0
1
10
11
12
13
Page 16

&RPSOH[LWLHV RI WKH )DLOXUH 3URFHVV
)DLOXUH &RQVHTXHQFHV
The consequences of failure determine the priority of the maintenance

programme or design improvement required to prevent its occurrence.
Safety consequences involve possible loss of equipment and operator

safety.
Example: Emergency stop button loses its function
Production consequences involve loss of production and the direct cost

of repair.
Example: Drive chain snapped.
(YLGHQW DQG +LGGHQ )XQFWLRQV
1.
An Evident Function is one whose failure will be evident to the process

operator during the performance of normal duties.
Example: Puncture in a tyre.
2.
A Hidden Function is one whose failure will not be evident to the

process operator during the performance of normal duties.
Example: A faulty fire extinguisher.
+LGGHQ )XQFWLRQV PD\ EH RQH RI WZR .LQGV
A function that is normally active but gives no indication to the process

operator if it ceases
Example: Pressure gauge gets stuck
A function that is normally in-active, so that the operator cannot know

whether it will be available when it is needed (usually the demand
follows some other failure)
Example: Safety valve on a boiler.
Page 17

3URJUHVVLRQ IURP 3UHYHQWLYH 0DLQWHQDQFH WR

5&0WR%&0
Business Centred Maintenance has its roots in Total Productive Maintenance, which originated in Japan.
During the 1950s, Japan imported the concept of Preventive Maintenance

(PM) from the USA and later, also developed Productive Maintenance,
which became well established during the 1960s. During this era,
Productive Maintenance in Japan consisted mainly of preventive or timebased maintenance, featuring periodic servicing and overhaul.
Total Productive Maintenance was first introduced in Japan during the

1970s. The fundamental change that the Japanese made, was involving
everyone in the organisation - from line operators to top management in
developing and sustaining the programme.
TPM had now developed into a comprehensive philosophy which included a

maintenance plan for the entire life span of the equipment, and a process of
continuous improvement involving all individuals and all departments.
A key innovation of TPM and BCM is that operators take greater

responsibility for basic maintenance on their own equipment - this is referred
to as autonomous maintenance.
The success of BCM depends on our ability to be continuously aware of the

condition of equipment in order to predict and prevent failures.
BCM takes TPM one step further and actively ensures that the goal of
focused improvement activities is to increase productivity by minimising input
and maximising output. The Profit Improvement Programme is the vehicle
used to implement elements of BCM.
Page 18

3LOODUV RI %XVLQHVV &HQWUHG 0DLQWHQDQFH
+ LJK ,PSDFW
(DUO\
,QY ROY H
(TXLSP HQW
2SHUDWRUV LQ
,PSURY H
7HDPV WR
,PSURY H
(TXLSP HQW
0 DLQWHQDQFH
,PSURY H 3URIL W
0 DQDJHPHQW
7U DLQLQJ WR
DQG
,PSURY H 6NLOOV
(TXLSP HQW
0 DQDJHPHQW
2UJDQLV DWLRQ
Z LWK & RVW
0 DLQWHQDQFH
RI $OO 3HRSOH
(IIHF WLY HQHVV
DQG ' DLO\
(IILFLHQF\ DQG
6DY LQJV
/RVV HV
0 DLQWHQDQFH
(IIHF WLY HQHVV
'HWDLOHG
3UHY HQWLRQ
,QY ROY HG
Page 19

([DPSOHV RI %&0 (IIHFWLYHQHVV IURP &RPSDQLHV

ZKR DUH +LJKO\ 3URGXFWLYH
&DWHJRU\
([DPSOHV RI %&0 (IIHFWLYHQHVV
Labour productivity increased
Value added per person increased
(Productivity)
Rate of operation increased
Breakdowns reduced
Defects in process reduced
Defects reduced
Claims/complaints from clients reduced
Reduction in Manpower
Reduction in maintenance costs
Energy conserved
Stock reduced (by days)
(Delivery)
Inventory turnover increased
Zero accidents
(Safety/
Environment)
Zero pollution
Increase in improvement ideas submitted
(Morale)
Small group meetings increased
Q
(Quality)
C
(Cost)
Page 20

Businesscenteredmaintenance 2

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Businesscenteredmaintenance 2

Caricato da

Copyright:

Formati disponibili

%XVLQHVV&HQWUHG

Business Centred Maintenance Management

Copyright GrowthCon International (Pty) Ltd

HTXLSPHQW XSWLPH DW PLQLPXP FRVW

Many articles have been written about Reliability Centred

Copyright GrowthCon International (Pty) Ltd

Understand the concepts and philosophy of Business Centred

Equipment Related Losses

Reliability Centred Maintenance Integration

Be competent to develop, implement and sustain a reliability based

Understand the building blocks of a World Class Maintenance

Measure the effectiveness of Maintenance Management and its related

Understand how to realise a meaningful return on investment of your

In addition to the generic case studies presented during the course,

Business Centred Maintenance Manual

Copyright GrowthCon International (Pty) Ltd

Maintenance Management Course Expectations

World Class Manufacturing

Business Centred Maintenance (BCM)

MODULE 2 - Business Centred Maintenance

Business Centred Maintenance

The History Of Maintenance

Age versus Reliability Patterns

The Failure Process RCM Theory

Progression from Preventive Maintenance to RCM to BCM

Business Centred Maintenance Manual

Copyright GrowthCon International (Pty) Ltd

MODULE 3 - Business Centred Maintenance Tasks

Business Centred Maintenance Tasks

MODULE 4 - Common Preventive Maintenance Tips

Business Centred Maintenance Manual

Copyright GrowthCon International (Pty) Ltd

MODULE 5 - Developing the Maintenance Programme

Equipment and System Modus Operandi

Business Centred Maintenance Manual

Copyright GrowthCon International (Pty) Ltd

MODULE 6 - Early Equipment Management and Failure

MODULE 7 - The Maintenance System

Business Centred Maintenance Manual

Copyright GrowthCon International (Pty) Ltd

Business Process Example

MODULE 8 - Profit Improvement Programme

MODULE 9 - Continuous Improvement

MODULE 10 - Maintenance Assessments

Plant Maintenance Assessment Guidelines

Index and Referencing

Business Centred Maintenance Manual

Copyright GrowthCon International (Pty) Ltd

After this module you will understand the

Copyright GrowthCon International (Pty) Ltd

The Principles of World Class Manufacturing are:

Continuously making small improvements to the production process

Continuously eliminating waste

Respecting employees for their contribution to the improvement process

Improving the production process to improve product quality and

BCM is an attitude, concept and process of continuous improvement in

)HDWXUHV RI %XVLQHVV &HQWUHG 0DLQWHQDQFH

Maximise equipment effectiveness (improve overall total efficiency)

Establishing a total system of productive maintenance for the life of the

Practice Early Equipment Management

Train to improve skills of all people involved

Improve Equipment Effectiveness (8 Loss Areas)

Involve Operators in Equipment Management and Daily Maintenance

([SODLQ WKH IROORZLQJ