Page 428 - Improving Machinery Reliability

392 Improving Machinery Reliability

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implement the PM Programs

Implementing the PM programs means turning the task-specific information and
work process documentation into action. Success here is a function of the degree to
which you communicate and how others understand the desired goals and their indi-
vidual roles in the process. The implementation process is an ongoing process, because
PM programs are constantly evolving. Evolution is the result of measuring and
improving the tasks that are done and the processes by which they are accomplished.

Measure and Improve. Measure and improve should be considered another ele-
ment of effective PM. It is not a specific technology, but it is just as important as any
other element in ensuring production capability. Implementing a PM program is not
the final step in the PM process. As soon as a program is developed, it must become
the starting point for regular improvements. An effective PM program continues to
evolve both from a technology standpoint, with better tools becoming available, and
from the standpoint of the data that is collected to evaluate program effectiveness.
The opportunity here is that measurement is not necessarily a difficult task. The most
important issue is to develop a plan to collect data and to continue to improve the
data-collection process. Measuring the effectiveness of PM through collection and
analysis of data is typically overlooked or ignored. It is another aspect of managing
the program.
Those most closely involved with PM know to what degree the work is per-
formed, but its effectiveness or the need of performing a particular PM task often go
unmeasured. Many times it’s difficult to measure the improvements because they
have not been defined within the proper context. It is important to know the signifi-
cance of a particular PM program. It answers the question: Why do we even do
this-why is it important? The purpose of a production facility is production-safe
and environmentally sound. Each PM task should contribute to the production capa-
bility of a plant. It should add value to the raw material passing through the process
by ensuring that a particular component remains functional. This in turn keeps the
system functional, which keeps the plant producing. Another aspect of measurement
is the cost of PM in dollars. This can be weighed directly with the risk, the probabili-
ty and consequences of failure, associated with a particular system or component.
The maintenance spending of an organization can be improved by separating it
into at least two specific areas and carefully measuring each: proactive and reactive
(breakdown). The spending for each area should be trended. The cost of PM, which
most likely will grow as a result of this detailed operating discipline, should be com-
pared to the reactive cost which should diminish. The effectiveness of an organiza-
tion’s implementation and management of the work process can be determined by
measuring the reduction in reactive spending.
All failure modes causing reactive maintenance should be investigated to deter-
mine if they were economically preventable. Failure analysis is a powerful tool in a
plant’s efforts to improve its maintenance effectiveness. The results of failure analy-