Page 392 - Intro Predictive Maintenance

A Total-Plant Predictive Maintenance Program 383

Cost Accounts Not Included in Maintenance and Repair. Some maintenance-related
cost classifications may be omitted from the key performance indicators (KPIs) used
to measure maintenance effectiveness. These omissions include the following:

• Production support. All activities required to support operations. These
tasks and activities include connections, recommendations, retrofits, and
cleaning work necessitated by operations, as well as opening and closing of
equipment for filling, emptying, cleaning, and filter changes required for
production.
• New investment. All activities required by in-house personnel to support
capital equipment projects. These costs should be allocated to the appro-
priate project cost center.
• Improve existing assets. All activities required by in-house personnel to
support expense projects. As in the case of capital projects, these costs
should be allocated to the appropriate project cost center.
• Demonstrations. Follow the Corporate Capitalization Policy.

16.2.5 Special Concerns
Several factors can limit the effectiveness of maintenance. The primary factors that
must be considered include (1) parts availability, (2) repairable parts, (3) detailed
procedures, (4) quality assurance, (5) avoiding callbacks, (6) repairs at preventive
maintenance, and (7) data gathering.

Parts Availability
Parts to be used for preventive maintenance can generally be identified and procured
in advance. This ability to plan for investment of dollars for parts can save on inven-
tory costs because it is not necessary to have parts continually sitting on the shelf
waiting for a failure. Instead, they can be obtained just-in-time to do the job.

The procedures should list the parts and consumable materials required. The sched-
uler should ensure availability of those materials before the job is scheduled. Manu-
ally checking inventory when the preventive maintenance work order is created
achieves this goal. The order should be held in a “waiting for resources” status until
the parts, tools, procedures, and personnel are available. Parts will usually be the
missing link in those logistics requirements. The parts required should be written on
a pick list or a copy of the work order given to the stock keeper. He or she should
pull those parts and consolidate them into a specified pickup area. It is helpful if the
stock keeper writes that bin number on the work order copy or pick list and returns it
to the scheduler so that the scheduler knows a person can be assigned to the job and
production can be contacted to make the equipment available, knowing that all other
resources are ready. It may help to send two copies of the work order or pick list to
the stock keeper so that one of them can be returned with the part confirmation and
location. Then, when the craftsperson is given the work order assignment, he or she
sees on the work order exactly where to go to find the parts ready for immediate use.