Page 433 - Intro Predictive Maintenance

424 An Introduction to Predictive Maintenance

Combine this with corporate policies and procedures that do not provide clear, uni-
versal direction for the day-to-day operation of the plant, and the potential for success
is nil.

18.11 STANDARD PROCEDURES
First, we should define the term standard procedure. The concept of using standards
is predicated on the assumption that there is only one method for performing a spe-
cific task or work function that will yield the best results. It also assumes that a valid
procedure will permit anyone with the necessary skills to correctly perform the duty
or task covered by the procedure.

In the case of operations or production, there is only one correct way to operate a
machine or production system. This standard operating method will yield the
maximum, first-time-through prime capacity at the lowest costs. It will also ensure
optimum life-cycle costs for the production system. In maintenance, there is only one
correct way to lubricate, inspect, or repair a particular machine. Standard maintenance
procedures are designed to provide step-by-step instructions that will ensure proper
performance of the task as well as maximum reliability and life-cycle cost from the
machine or system that is being repaired.

This same logic holds true for every task or duty that must be performed as part of
the normal activities that constitute a business. Whether the task is to develop a busi-
ness plan; hire new employees; purchase Maintenance, Repair, and Operations (MRO)
spares; or any of the myriad of other tasks that make up a typical day in the life of a
plant, standard procedures ensure the effectiveness of these duties.

18.11.1 Reasons for Not Using Standard Procedures
There are many reasons that standard procedures are not universally followed. Based
on our experience, the predominant reason is that few plants have valid procedures.
This is a two-part failure. In some plants, procedures simply do not exist. For what-
ever the reason, the plant has never developed procedures that are designed to govern
the performance of duties by any of the functional groups within the plant. Each group
or individual is free to use the methods that he or she feels most comfortable with. As
a result, everyone chooses a different method for executing assigned tasks.

The second factor that contributes to this problem is the failure to update procedures
to reflect changes in the operation of the business. For example, production proce-
dures must be updated to correct for changes in products, production rates, and a multi-
tude of other factors that directly affect the mode of operation. The same is true in
maintenance. Procedures must be upgraded to correct for machine or system modifi-
cations, new operating methods, and other factors that directly affect maintenance
requirements and methods.