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Topics
Introduction Maintenance Objectives Organization & Set-up Type of maintenance activities. Failure Statistics. Scheduling & Planning. Work Execution, control & corrections. Performance Monitoring & Audits. Enhancing maintenance effectiveness. Inventory Control.
Introduction
All industries are operating for profit. For enhancing profits, maintenance functions play a major role. The factors affecting maintenance are
Fixed cost e.g. cost of building, equipment, labour wages Variable cost e.g. cost of raw materials, fuels, Further, Profitability is influenced by many factors like: Customer demand, Product price, Equipment running cost, Equipment output, Equipment capital cost & life Labour cost etc. Equipment efficiency
Maintenance Organisation
Maintenance section is a multidisciplinary function and may be very specific to that unit. Hence we need to employ expert and suitably skilled personnel in each field, like Mech., Electrical, Inst. Civil, Computers etc in maintenance sections. The Maintenance in-charge [can be GM(Maint.), Director (Maint.) or Superintendent (Maint.) etc] will be overall responsible for all the maintenance activities and will be supported by Senior Executives (eg: SME(M), SME(C), SME(I), Manager (Mech.) etc) for concerned disciplines. These individual section heads are responsible for the smooth functioning of their section & they will execute all maintenance activities in their functional areas through engineers, supervisors, technicians, contractors etc as needed. Maintenance in-charge will be reporting to the plant manager, plant superintendent, Chief executive as the case may be.
Group head
Manager Electrical
Manager Mechanical
Section head
Manager Instrument
Line Manager-1
Line Manager-1
Line Manager-1
Line Manager-1
Line Manager-1
Line Manager-1
Supervisor
Supervisor
Supervisor-A
Supervisor-B
Supervisor-C
Supervisor-D
Supervisor-1
Supervisor-2
Technician-1
Technician-4
Technicians Technicians Group-7 Group-10 Technicians Technicians Group-8 Group-11 Technicians Technicians Group9 Group-12
Technicians
Technicians
Technician-2
Technician-5
Technician-3
Technician-6
Line of command
Plant Organisation
Plant Manager Dy. Plant Manager
Line of communications
QA Manager
Insp
Tech. Manager
Finance Manager
HR Manager
Operations Manager
Maint. Manager
Design Manager
Stores Manager
Dy. Mgr(HR)
Line Mgrs
Line Mgrs
Line Mgrs
Line Mgrs
Workforce
Staffing is a very vital issue and needs to be addressed after reviewing meticulously. Some of them are
Consider the peak time jobs Consider lean time job. Stipulations in any codes or std. Economic factors Radiological aspects. Automation of systems. Amount of responsibility sharing & type of organisation
PLANT AVAILABILITY
RELIABILITY
DOWNTIME
Design
Preventive Maintenance
Time-based Maintenance
Conditionbased maintenance
MAINTAINABILITY
-Execution of work
-Equipment history -Radiological conditions
Work control
Availability of resources
Work Scheduling
Prioritization of job needs very accurate analysis of plant requirements, inter sectional activities. Tech. spec, codes etc demands Interlocks & associations with other systems. Safety significance Availability of Standby equipments. Accessibility Period estimated for job completion. Resources required & available. External factors like tide, seasons etc. Whether replacement spares are available. Radiological conditions & dose estimates. Organisational commitments & customer demands.
FEATURES FOR TESTING For increasing the reliability of system or equipment features such as online monitoring, in situ testing, surveillance test for ensuring functional readiness all times. Use of proven technology Time tested and proven technologies are adopted in process control and protection schemes so that surprises and uncertainties are not prevailing in the system. Further failures rates are minimum.
SEISMIC QUALIFICATION
Engineers safeguard system equipments such as DGs, ECCS pumps valves etc are seismically qualified. PC and SC design are also seismically qualified.
FIRE QUALIFICATION: Engineers safeguard and other equipments such as DGs, ECCS pumps valves etc are rated for fire rating of atleast a few hours. Fire barriers, fire doors, fire dampers are provided in all vital area of the plant.
LOCA QUALIFICATION: Engineers safeguard and other equipments such as pumps, valves, cables, process equipments are LOCA qualified to cater to the worst conditions of the plant.
PROPER TRAINING AND QUALIFICATION The best human resource is employed in nuclear power plants and state of art training and qualification mythologies such as sat base checklist, simulator training, human error reduction checklist etc are widely adopted in the curriculum .
Proper maintenance plans & Strategies: All plant equipments such as pumps, valves, cables, process equipments are being classified as safety related, critical, non critical equipments and based on that appropriate maintenance schemes are devised and followed. Depending on the OEM recommendations, OE, codes & stds, etc one should work out appropriate maintenance strategies, plans and schedules for increasing reliability.
DR cum WP system
There are 11 different steps in DR cum WP system. All these stages are very important for achieving the inherent safety of work permit system. Step I Initiation (D.R. Stage) Step II Work planning by Maint. Engineer (Covers work request) Step III Requisition for another maintenance unit help. Step IV Permit Approval by SCE. Step V Compliance of assistance by other maint. unit (referred at step III) Step VI Work execution by Main Maint. Unit and return of permit. Step VII Acknowledgement of work permit and red tag stubs by C.R. from Maintenance. Step VIII Follow up tests done by C.R. (work and test permit) Step - IX Reverting to normal status of equipment by other maint. unit. Step X Clearance of the permit by C.R. Step XI Review by OS and TSS.
DR is initiated and sent to the concerned maintenance section for necessary repairs.
The DR is reviewed by ME and plans for performing, he applies to the CR for issue/release of the equipment for maintenance.
Control room does the isolations, jumper etc and prepares for job.
SCE decides whether test to done prior to taking its back into service and carries out test.
Test is completed and equipment is ok, taken into back into system
Significance of MPI
The effort all persons has be see that the section is function optimally. No. of PM jobs should be high No backlog of PM Corrective maintenances should be Nil Repetition of job should be Nil No. of shutdowns due equipment failure should be Nil MTTR should be as low as possible MTBF should be as high as possible Equipment Availability factor should be 100% Manrem consumption should be as low as possible Time spent on Trg should be generally 10-15%. No. of PM planned vs completed should be zero No of DRs received/No of DRs attended should be 1.
MPI cont
Total Manhours spent on Services including ECN, FCN & Miscellaneous & its %. Total Manhour spent on Training. & its % Number of repetitive jobs
Maintenance Leaders
Set and inform clear measurable goals, targets for the section. Project expectations & assign responsibilities. Ensure proper Work monitoring & control system always in place. Ensure availability of resources Instill & Encourage team spirit, team work and open communication. They should be self motivated and role model for others. Nurture a good safety culture & other human performance enhancement tools.
THE GOAL
A good team leader strived for achieving Excellence In:Human Performance Team work
Increased Safety & ownership feelings Procedural adherence, use of checklist FME practices MPIs Appropriate training of all his personnel Recognize the good deeds & ideas of all
Behavior
(desired @ jobsite)
Results
(value added to plant)
R+
Organization
(processes & values)
Feedback
Source: WANO
ALIGNMENT
Management Front-line Worker
Mission Goals
Vision Values
Objectives Processes
Leaders
Attitudes Beliefs
Behavior
(Production)
Behavior
Results
(Protection)
Source: Tosti, Donald. Changing Organizational Culture (course), Vanguard Consulting, Inc.
CHALLENGE TO COMMUNICATE
MANAGERS:
ASK FOR WHAT YOU NEED TO HEAR, NOT FOR WHAT YOU WANT TO HEAR. SUBORDINATES: TELL WHAT THEY NEED TO HEAR, NOT WHAT YOU WANT TO TELL THEM.Source WANO
REINFORCEMENT
Consequences that Increase Behavior
BEHAVIOR INCREASES
Behavior
1. GET SOMETHING YOU DONT WANT
2 . DONT GET SOMETHING YOU WANT BEHAVIOR DECREASES
MEASURE, OR CONTROL
REACTIONS TO CRITICAL INCIDENTS OR
CRISIS
DELIBERATE ATTEMPTS AT ROLE
DISCIPLINE
MACHINES ARE FAST, ACCURATE,AND DUMB. HUMANS ARE SLOW, INCONSTITENT, AND BRILLIANT.
LEADERSHIP
Events
ENABLERS
1. Facilitate open communication
2. Promote teamwork
3. Reinforce desired behaviors & safety culture. 4. Eliminate latent organizational weaknesses, programmatic deficiencies. 5. Value prevention of errors