Page 409 - Intro Predictive Maintenance

400 An Introduction to Predictive Maintenance

• Thermographic or infrared temperature monitoring
• Nondestructive testing
• Ultrasonics

The information produced from proper utilization of these techniques reduces the
number of breakdowns to a low level, with overall availability being more than 90
percent. At this point, the “hidden” problems are discovered before they develop into
major problems; however, the quest for continuous improvement emphasizes the need
to do better. This leads to the fourth step—involvement of the operators in mainte-
nance activities.

This step does not mean that all maintenance activities are turned over to the opera-
tors. Only the basic tasks are included, such as some inspection, basic lubrication,
adjusting, and routine cleaning of equipment. The rationale for having operators
involved in these activities is that they know best when something is not right with
the equipment. In actual practice, the tasks they take over are the ones that the main-
tenance technicians have trouble finding the time to do. Freed of the burden of doing
some of the more routine tasks, the maintenance technicians can concentrate on refin-
ing the predictive monitoring and trending of the equipment. They also will have more
time to concentrate on equipment failure analysis, which will prevent future or repet-
itive problems on the equipment. This step increases not only the availability of the
equipment but also reliability over its useful life.

The last step of the evolution process is involving all employees in solving equipment
problems, thereby increasing equipment effectiveness. The most common method is
the use of cross-functional teams formed of members from various organizational dis-
ciplines to produce total solutions for these problems. Through team-building train-
ing, the team members learn the function, need, and importance of each team member,
and in a spirit of understanding and cooperation allow for production and service to
reach world-class standards.

To reach these goals, certain resources must be in place or accounted for. They can
be divided into three main categories: (1) management support and understanding, (2)
sufficient training, and (3) allowance for sufficient time for evolution. If not in place,
the lack of these resources becomes an obstacle to achieving the goals of world-class
performance.
Management support. Management must completely understand the true
goal of the program and back it. If management begins the program by empha-
sizing its desire to eliminate maintenance technicians, they have failed to
understand the program’s true purpose. The real goal is to increase overall
equipment effectiveness, not reduce the labor head-count. Without manage-
ment understanding of the true goal of asset utilization, the program is doomed
to failure.
Sufficient skills training. It must be given on at least two different levels. The
first addresses the increased skills required for the maintenance technicians.