Table Of ContentMaintenance
and
Reliability
Best Practices
S E
ECOND DITION
Ramesh Gulati
, CMRP, CRE, P.E.
Foreword by
Terrence O’Hanlon, CMRP
Industrial Press, Inc.
New York
A full catalog record for this book will be available from the Library of Congress
ISBN 978-0-8311-3434-1
Industrial Press, Inc.
989 Avenue of the Americas
New York, NY 10018
Sponsoring Editor: John Carleo
Interior Text and Cover Design: Janet Romano
Developmental Editor: Robert Weinstein
Copyright © 2013 by Industrial Press Inc., New York. Printed in the
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may not be reproduced, stored in a retrieval system, or transmitted
in any form without the permission of the publisher.
10 9 8 7 6 5 4 3 2 1
Preface and Acknowledgements
to the Second Edition
The first edition of this book came out about three years ago;
since then, it has gone through several printings. The book has become the
most widely read by maintenance, operations, reliability, and safety pro-
fessionals and has been used as the textbook for maintenance and reliabil-
ity curricula in many colleges and universities. In 2011, the book received
the first prize (Gold Award) in the RGVA book competition, in the main-
tenance and reliability category, at MARTS/Chicago.
I want to thank you, my readers, professional friends, and col-
leagues at AEDC and in Jacobs for the book’s success and continued sup-
port. This second edition is the result of your valuable feedback which I
have received through emails, letters, comments, and personal discussions
at many conferences and professional society meetings.
I would like to thank David Hurst, Walt Bishop, Vijay Narain,
Sheila Sullivan, Scott Bartlett, Bart Jones, Lynn Moran, and many of other
my colleagues and management at AEDC/ATA – Jacobs for their contin-
ued support (and also for reviewing the manuscript). I would be unjust if
I didn’t acknowledge and give special thanks to Christopher Mears, a very
young and energetic engineer. Christopher is now head of the continuous
improvement section at AEDC; he has transformed himself into a true
reliability and maintenance expert in just a few years. Christopher and I
spent many hours reviewing and critiquing the manuscript to improve the
quality of the final product. I’m also thankful to Terrence O’Hanlon of
Reliabilityweb for his continued support and encouragement and for writ-
ing a very special foreword for this book.
I don’t want to miss the opportunity to thank John Carleo, Janet
Romano, and Robert Weinstein of Industrial Press, my publisher, for their
editorial support and having patience with my constantly changing sched-
ule. And finally, of course, my wife, Prabha and daughter, Sona for their
continued support, without which I wouldn’t have finished this valuable
work.
Ramesh Gulati
xv
Table of Contents
Foreword to the Second Edition xiii
Preface and Acknowledgements to the Second Edition xv
Preface to the First Edition xvii
Acknowledgements to the First Edition xix
Chapter 1 Introducing Best Practices 1
1.1 Introduction: What Is a Best Practice? 2
1.2 Key Terms and Definitions 3
1.3 What Do Best Practices Have to Do with Maintenance
and Reliability? 4
1.4 Examples of Maintenance and Reliability Benchmarks 6
1.5 Basic Test on Maintenance and Reliability Knowledge 9
1.6 Summary 17
1.7 Self Assessment Questions 17
1.8 References and Suggested Reading 18
Chapter 2 Culture and Leadership 19
2.1 Introduction 20
2.2 Key Terms and Definitions 21
2.3 Leadership and Organizational Culture 22
2.4 Strategic Framework: Vision, Mission, and Goals 28
2.5 Change Management 36
2.6 Reliability Culture 38
2.7 Measures of Performance 42
2.8 Summary 45
2.9 Self Assessment Questions 46
2.10 References and Suggested Reading 47
vii
viii
Chapter 3 Understanding Maintenance 49
3.1 Introduction 50
3.2 Key Terms and Definitions 51
3.3 Maintenance Approaches 53
3.4 Other Maintenance Practices 59
3.5 Maintenance Management System: CMMS 63
3.6 Maintenance Quality 74
3.7 Maintenance Assessment and Improvement 76
3.8 Summary 78
3.9 Self Assessment Questions 79
3.10 References and Suggested Reading 80
Chapter 4 Work Management: Planning and Scheduling 81
4.1 Introduction 82
4.2 Key Terms and Definitions 85
4.3 Work Flow and Roles 87
4.4 Work Classification and Prioritization 91
4.5 Planning Process 98
4.6 Scheduling Process 105
4.7 Turnarounds and Shutdowns 108
4.8 Measures of Performance 113
4.9 Summary 114
4.10 Self Assessment Questions 114
4.11 References and Suggested Reading 115
Chapter 5 Materials, Parts, and Inventory Management 117
5.1 Introduction 118
5.2 Key Terms and Definitions 120
5.3 Types of Inventory 122
5.4 Physical Layout and Storage Equipment 128
ix
5.5 Optimizing Tools and Techniques 134
5.6 Measures of Performance 145
5.7 Summary 147
5.8 Self Assessment Questions 148
5.9 References and Suggested Reading 149
Chapter 6 Measuring and Designing for Reliability and
Maintainability 151
6.1 Introduction 152
6.2 Key Terms and Definitions 156
6.3 Defining and Measuring Reliability and Other Terms 157
6.4 Designing and Building for Maintenance and Reliability176
6.5 Summary 184
6.6 Self Assessment Questions 185
6.7 References and Suggested Reading 186
Chapter 7 Operator Driven Reliability 187
7.1 Introduction 188
7.2 Key Terms and Definitions 190
7.3 The Role of Operations 193
7.4 Total Productive Maintenance (TPM) 194
7.5 Workplace Organization: 5S 203
7.6 Overall Equipment Effectiveness (OEE) 208
7.7 Measures of Performance 213
7.8 Summary 214
7.9 Self Assessment Questions 217
7.10 References and Suggested Reading 217
Chapter 8 Maintenance Optimization 219
8.1 Introduction 220
8.2 Key Terms and Definitions 221
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8.3 Understanding Failures and Maintenance Strategies 224
8.4 Maintenance Strategy — RCM 225
8.5 Maintenance Strategy — CBM 245
8.6 Other Maintenance Strategies 274
8.7 Summary 280
8.8 Self Assessment Questions 281
8.9 References and Suggested Reading 282
Chapter 9 Managing Performance 283
9.1 Introduction 284
9.2 Key Terms and Definitions 286
9.3 Identifying Performance Measures 288
9.4 Data Collection and Data Quality 297
9.5 Benchmarking and Benchmarks 298
9.6 Summary 305
9.7 Self Assessment Questions 306
9.8 References and Suggested Reading 307
Chapter 10 Workforce Management 309
10.1 Introduction 310
10.2 Key Terms and Definitions 313
10.3 Employee Life Cycle 314
10.4 Understanding the Generation Gap 317
10.5 Communication Skills 323
10.6 People Development 329
10.7 Resource Management and Organization Structure 338
10.8 Measures of Performance 348
10.9 Summary 348
10.10 Self Assessment Questions 349
10.11 References and Suggested Reading 349
xi
Chapter 11 Maintenance Analysis and Improvement Tools 351
11.1 Introduction 352
11.2 Key Terms and Definitions 353
11.3 Maintenance Root Cause Analysis Tools 357
11.4 Six Sigma and Quality Maintenance Tools 381
11.5 Lean Maintenance Tools 387
11.6 Other Analysis and Improvement Tools 394
11.7 Summary 398
11.8 Self Assessment Questions 399
11.9 References and Suggested Reading 399
Chapter 12 Current Trends and Practices 401
12.1 Introduction 402
12.2 Key Terms and Definitions 402
12.3 Sustainability, Energy Management, and the
Green Initiative 405
12.4 Personnel, Facility, and Arc Flash Safety 417
12.5 Risk Management 427
12.6 Corrosion Control 434
12.7 Systems Engineering and Configuration
Management 437
12.8 Standards and Standardization 441
12.9 Summary 447
12.10 Self Assessment Questions 449
12.11 References and Suggested Reading 450
Appendix for Chapter 1 451
Best Practices Q–A: Answer Key and Explanation 451
Index 467
1
Chapter
Introducing Best Practices
I have not failed. I have found 10,000 ways that won’t work.
— Thomas Edison
1.1 Introduction: What Is a Best Practice?
1.2 Key Terms and Definitions
1.3 What Do Best Practices Have to Do with Maintenance and
Reliability?
1.4 Examples of Maintenance and Reliability Benchmarks
1.5 Basic Test on Maintenance and Reliability Knowledge
1.6 Summary
1.7 Self Assessment Questions
1.8 References and Suggested Reading
After reading this chapter, you will be able to understand:
• What are best practices and why do we care?
• What do best practices have to do with maintenance and
reliability?
• Key Maintenance and Reliability (M&R) terms and bench
mark examples
In addition, you will also be able to assess your knowledge about the
basics of Maintenance and Reliability by taking a short test.
1
2 Chapter1
1.1 Introduction: What Is a Best Practice?
The notion of a best practice is not new. Frederick Taylor, the father
of modern management, said nearly 100 years ago, “Among the various
methods and implements used in each element of each trade, there is
always one method and one implement which is quicker and better than
any of the rest.” In recent times, this viewpoint has come to be known as
the “one best way” or “best practice.”
“Best practice” is an idea which asserts that there is a technique,
method, or process that is more effective at delivering a desired outcome
than any other technique, method, or process. The idea is that with this
technique, a project or an activity such as maintenance can be completed
with fewer problems and unforeseen complications. Simply, we can say
that a technique, method, or process may be deemed a “best practice”
when it produces superior results. A best practice is typically a document-
ed practice used by the most respected, competitive, and profitable organ-
izations. When implemented appropriately, it should improve perform-
ance and efficiency in a specific area. We also need to understand that
“best practice” is a relative term. To some it may be a routine or a stan-
dard practice; but to others, it may be a best practice because a current
practice or method is not effective in producing the desired results.
History is filled with examples of people who were unwilling to
accept or adopt the industry standard as the best way to do anything. The
enormous technological changes since the Industrial Revolution bear wit-
ness to this fact. For example, at one time horses were considered the best
form of transportation, even after “horseless carriages” were invented.
Today, most people drive a gasoline or diesel vehicle — all improvements
on the original horseless carriage. Yet concerns over oil costs, supplies,
and global warming are driving the next group of transportation improve-
ments.
In the 1968 Summer Olympics, a young athlete named Dick Fosbury
revolutionized the high-jumping technique. Using an approach that
became known as the Fosbury Flop, he won the gold medal by going over
the bar back-first instead of head-first. Had he relied on “standard prac-
tice,” as did all of his fellow competitors, he probably would not have won
the event. Instead, by ignoring standard practice, he raised the perform-
ance bar — literally — for everyone. The purpose of any standard is to
provide a kind of reference. Therefore, that standard must be, “what is
possible?” and not, “what is somebody else doing?”
