Table Of ContentMaintenance
and
Reliability
Best Practices
Ramesh Gulati
, CMRP, CRE, P.E.
with contributions by
Ricky Smith
Foreword by Terrence O’Hanlon
Industrial Press, Inc.
Library of Congress Cataloging-in-Publication Data
Gulati,Ramesh.
Maintenance and reliability best practices / Ramesh Gulati,Ricky Smith.
p. cm.
ISBN 978-0-8311-3311-5 (hardcover)
1. Systems engineering--Management. 2. Reliability. I. Smith,Ricky. II.
Title.
TA168.G77 2008
620'.0046--dc22
200704590
Industrial Press, Inc.
989 Avenue of the Americas
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Developmental Editor: Robert Weinstein
Copyright © 2009 by Industrial Press Inc., New York. Printed in the
United States of America. All rights reserved. This book, or any parts thereof,
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
Purpose of the book
In today’s global economy, we are facing two major challenges:
• Competitiveness
• Lack of skilled work force
Producing quality products or providing services at competitive prices
is essential for surviving in today’s business climate. We are forced to look
for better ways of doing things on continual basis. Satisfying customers’
needs — on their schedule — requires (high) availability and reliability of
equipment and systems. We in the maintenance and reliability (M&R)
field are constantly challenged to implement the best way to ensure equip-
ment is available when we need it at a reasonable cost. We have come to
call these our “best practices.”But it is not as simple as putting something
into effect. Truly implementing a best practice requires learning, relearn-
ing, benchmarking, and realizing better ways of ensuring high reliability
and availability of equipment and systems. This book is designed to sup-
port that learning process of implementing best practices in maintenance
and reliability.
Implementing best practices for achieving the optimal reliability and
availability of equipment at the optimal cost requires a work force with a
thorough understanding and knowledge of both M&R principles and
available technologies. When we say “work force,” we mean literally
everyone. These include designers who design the equipment; operators
who operate; and maintainers who maintain; warehouse and store person-
nel who procure and supply materials; engineers who improve the relia-
bility; and human resource professionals who provide and arrange for a
work force. Achieving high reliability and availability requires teamwork.
Although there are many books available in this field, most of them
are focused on a specific practice,e.g.,Reliability-Centered Maintenance
(RCM), Total Productive Maintenance (TPM), Benchmarking, Lean
Maintenance, and Performance Measurements. This book takes a more
basic approach. It provides an overview of key best practices, how to
implement them and measure their effectiveness,and offers the best M&R
xi
practices to expand understanding of M&R to everyone currently or look-
ing to be in the work force of an organization.
Readers of the book
Maintenance (M) is concerned with maintaining assets through the use
of proactive and corrective maintenance techniques combined with how
quickly equipment can be returned to operating condition after it has
failed. Improving maintenance is a tactical task.
Reliability (R) is concerned with predicting and preventing failures to
ensure assets will perform to their required or designed functions.
Improving reliability is a strategic task.
Both tactical and strategic tasks cost money, which is usually limited
in M&R management. Therefore,understanding and implementing M&R
practices in a cost-effective way becomes essential. The key objective of
this book is to provide basic understanding of M&R “best practices,”
whether to a novice or to a seasoned professional. As the saying goes,
“Give a man a fish and feed him for a day. Teach a man to fish and feed
him for a lifetime.”This philosophy has been a guide in writing this book.
The book is written to teach M&R “best practices” in an easy-to-un-
derstand format designed to benefit the reader. It’s organized in 12 chap-
ters, each covering key areas and practices in the M&R field. Each topic
answers the what,why,or how of the principles and technique being pre-
sented. Most of the chapters are organized as:
• Chapter overview
• Key terms / definitions
• Chapter content / discussion
• Summary
• References and suggested reading
In addition, several chapters provide possible real-world scenarios to
make the ideas and application useful and easier to understand.
Table of Contents
Foreword by Terrence O’Hanlon ix
Preface xi
Acknowledgements xiii
Chapter 1 Introducing Best Practices 1
1.1 What Is a Best Practice? 2
1.2 Understanding Maintenance and Reliability 3
1.3 Examples of Maintenance and Reliability Benchmarks 6
1.4 Basic Test on Maintenance and Reliability Knowledge 9
1.5 Key Terms and Definitions 18
1.6 Summary 21
1.7 References and Suggested Reading 22
Chapter 2 Culture and Leadership 23
2.1 Introduction 24
2.2 Leadership and Organizational Culture 28
2.3 Strategic Framework: Vision, Mission, and Goals 30
2.4 Reliability Culture 38
2.5 Summary 42
2.6 References and Suggested Reading 43
Chapter 3 Understanding Maintenance 45
3.1 Introduction 46
3.2 Maintenance Work Tasks 49
3.3 Other Maintenance Practices 62
3.4 Maintenance Quality and Tasks Optimization 65
3.5 Measuring Maintenance Performance 67
3.6 Summary 68
3.7 References and Suggested Reading 69
Chapter 4 Work Management: Planning and Scheduling 71
4.1 Introduction 72
4.2 Work Flow and Roles 76
v
4.3 Planning Process 80
4.4 Scheduling Process 86
4.5 Turnaround and Shutdowns 91
4.6 Measures of Performance 96
4.7 Summary 97
4.8 References and Suggested Reading 97
Chapter 5 Materials, Parts, and Inventory Management 99
5.1 Introduction 100
5.2 Types of Inventory 103
5.3 Physical Layout and Storage Equipment 109
5.4 Optimizing Tools and Techniques 114
5.5 Performance Measures and Indicators 125
5.6 Summary 125
5.7 References and Suggested Reading 126
Chapter 6 Measuring and Designing for Reliability and
Maintainability 127
6.1 Introduction 128
6.2 Defining and Measuring Reliability and Other Terms 133
6.3 Designing and Building for Maintenance and Reliability 150
6.4 Summary 158
6.5 References and Suggested Reading 159
Chapter 7 The Role of Operations 161
7.1 Introduction 162
7.2 The Role of Operations 163
7.3 Total Productive Maintenance (TPM) 167
7.4 Workplace Organization: 5 S 176
7.5 Performance Measures: Metrics 181
7.7 Summary 186
7.7 References and Suggested Reading 188
Chapter 8 PM Optimization 189
8.1 Introduction 190
8.2 Understanding Failure 193
8.3 PM Optimizing Tools 194
8.4 Summary 243
8.5 References and Suggested Reading 244
vii
Chapter 9 Managing Performance 245
9.1 Introduction 246
9.2 Identifying Performance Measures 250
9.3 Benchmarking and Benchmarks 259
9.4 Data Collection and Data Quality 264
9.5 Summary 267
9.6 References and Suggested Reading 268
Chapter 10 Workforce Management 273
10.1 Introduction 274
10.2 Employee Life Cycle 276
10.3 Understanding the Generation Gap 278
10.4 People Development 284
10.5 Workforce Management 292
10.6 Summary 300
10.7 References and Suggested Reading 302
Chapter 11 M & R Analysis Tools 303
11.1 Introduction 304
11.2 Analysis Tools 308
11.3 Computerized Maintenance Management System 344
11.4 Summary 355
11.5 References and Suggested Reading 355
Chapter 12 Current Trends and Practices 357
12.1 Arc Flash Hazards and Prevention 358
12.2 Communication and Problem Solving Skills 365
12.3 Energy Conservation and Green Initiative 372
12.4 Lean Management and Maintenance 382
12.5 Safety and Reliability 387
12.6 Systems Engineering and Configuration Management 394
12.7 References and Suggested Reading 400
Answer Key and Explanations 401
Supplemental Glossary 411
Index 412
1
Chapter
Introducing Best Practices
I have not failed. I have found 10,000 ways that won’t work.
— Thomas Edison
1.1 What Is a Best Practice?
1.2 Understanding Maintenance and Reliability
1.3 Examples of Maintenance and Reliability Benchmarks
1.4 Basic Test on Maintenance and Reliability Knowledge
1.5 Key Terms and Definitions
1.6 Summary
1.7 References and Suggested Reading
After reading this chapter you will be able to understand
• What are best practices and why are they best practices?
• The objective of maintenance and reliability
• Why we need to focus on reliability
• Key Maintenance and Reliability (M&R) terms and benchmark
examples
In addition, you also able to test your knowledge in basics of
Maintenance and Reliability by taking a short test.
1
2 Chapter11
1.1 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,practice,method,or process may be deemed a “best prac-
tice” when it produces superior results. Usually it is a documented prac-
tice used by the most respected,competitive,and profitable organizations.
A best practice, when implemented appropriately, should improve per-
formance 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 set 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?”
Introducing Best Practices 3
In real-world applications, best practice is a very useful concept.
Despite the need to improve on processes as times change and things
evolve, best practice is considered by some as a business buzzword used
to describe the process of developing and following a standard way of
doing activities that any organization can use or implement to get better
results. Implementing best practice in the area of maintenance and relia-
bility can help an organization to:
• Increase output with the same assets
• Reduce the need for capital replacement
• Reduce maintenance cost per unit
• Reduce total cost per unit
• Improve performance — cost, productivity, and safety
• Increase competitiveness
• Increase market share
A best practice tends to spread throughout an industry after a success
has been demonstrated. However,demonstrated best practices can be slow
to implement, even within an organization. According to the American
Productivity and Quality Center, the three main barriers to adoption of a
best practice are a lack of:
1. Knowledge about current best practices,
2. Motivation to make changes for their adoption
3. Knowledge and skills required to do so.
The objective of this book is to provide knowledge of best practices
in the areas of maintenance and reliability,and to implement best practices
effectively. In later chapters, we will be discussing what we can do to
eliminate these barriers to create a sustainable reliability culture in an
organization.
1.2 Understanding Maintenance and Reliability
In any organization,assets are needed to make products or to provide
services. The objective of maintenance and reliability in an organization
is to ensure that the assets are available, when needed, in a cost effective
manner. The performance of an asset is based on three factors (see Figure
1.1):
• Inherent reliability — how it was designed
• Operating environment — how it will be operated
• Maintenance plan — how it will be maintained
