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# Module Objectives - PowerPoint PPT Presentation

Module Objectives. Understand Key Measures For Maintenance Performance (MP) Learn how to use these MP Learn about Techniques for Continuous Improvement Understand the elements of maintenance benchmarking. Measures Of Performance. Input Measures Primarily Cost Measures Output measures

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## PowerPoint Slideshow about ' Module Objectives' - pallaton-ponce

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• Understand Key Measures For Maintenance Performance (MP)

• Learn how to use these MP

• Learn about Techniques for Continuous Improvement

• Understand the elements of maintenance benchmarking

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• Input Measures Primarily Cost Measures

• Output measures

• Within The System Measures

• Maintenance Indices

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• Input Measures are Mostly Related To Cost

• Labor : Cost of trades, semi-skilled etc

• Materials

• Contracts

• Shop Service

• Equipment Rentals

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• Availability : Measure of Uptime

• A = S-d/S * 100% , Where

• A = availability

• S = scheduled production time

• d = downtime in days

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• Reliability : Mean-time-between-failure

• MTBF = S-d/f , f is number of failures

• Mean Time To Repair: Measure of Duration of Repair

• MTTR = d/f

• Utilization = Scheduled Time/C T

• CT = Calendar Time

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• Process Rate (PR) : Measure of the Equipment Cycle Time in The Process

• PR = Ideal Cycle Time/Actual Cycle time

• Quality Rate (QR) : Measure of equipment Precision

• Total Produced - Rejected/Downgrades/ Total

• Overall equipment Effectiveness

• OEE = A* PR *QR

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• Suppose We have An Operation Scheduled To Operate For 31 Days. It has three failures. The Failures Duration Are For 2, 1 And 3 Days. Compute Availability, Percentage Down Time ( PDT) , MTBF and MTTR

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• A = (31-6)/31 * 100 = 80.6%

• PDT = 100 - 80.6 = 19.4

• MTBF = (31 - 6)/3 = 8.33

• MTTR = Down Time From Failures/Number of Failure

• = 6/3 = 2 days

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• A cement kiln has a requirement to operate 300 days per year, producing at a rate of 1200 tones per 24 hour day. Over the year its performance has been as follows.

• Scheduled operation time 300 days,

• Number of Breakdowns are 6,

• Delays for Breakdowns accounted for 180 hours

• Preventive Maintenance time is 80 hours

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• Shutdown due to lack of feed lasted for 120 hours

• Process Slowdowns is for 60 hours at 80% rate

• Wet Feed Slowdowns is 40 hours at 60% rate

• Total rejected production is 2000 tones

• Second quality production is 3000 tones at 50% value

• Compute: Utilization, Availability, Process rate, quality rate, OEE, productive capacity

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• Work Distribution : Time Spent in each work category

• Delays : Time spent waiting for instructions

• parts, travel,breaks, Start and Quits

• Compliance : Measures to Track Compliance with various plans, such as PM, Shutdown schedules etc.

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• Backlog : Amount of Work Planned but not Completed by Plant, Area, Craft, etc

• Failure Analysis: Tracks improvement analysis, such Number of New PM Routines, Number of Root Cause Analysis of Breakdowns Undertaken.

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• Subcontracted Hours Per Month Calculated as % of Total Subcontracted Hours Worked from Total Hours Worked

• Overtime Hours Per month Calculated as %from Total Hours Worked

• Work Activity Calculated by the ratio of Standard Hours Earned To Total Clock Time

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• Current Backlog Given As :

• Work Scheduled Ready To Release/One Crew week in Man-hour

• Work Productivity Per Month Calculated As: Standard Hours/ Total Hours Worked * 100

• Percentage Work Orders Planned and schedules monthly from of Total Hours Worked

• Percentage Scheduled Hours Versus Hours worked

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• Availability

• Quality

• Number of failures in The system

• Equipment Down Time

• Emergency Man-Hours As A percentage From Total Hours

• Percentage of Unscheduled Maintenance From Total

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• Evaluation of Predictive Maintenance

• Which Ones Can You adopt In SCECO.

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• Cost Per Unit: Total Maintenance cost Per Kilo-Watt Hour

• Supervision Cost As A Percentage Of Total Cost Of Maintenance

• Cost of Maintenance Hour in SR.

• Total Cost of Maintenance/Total Man-hours

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• PM Cost As A Percentage Of Breakdown Cost

• Inventory Turn rate (Rate) : Annual Consumption Cost/ Average Investment Inv

• Cost Of Spare part and material to Maintenance Cost

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• Make These Measures Part Of Monthly Report

• Examine trend

• Benchmark With Other Companies.

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• Benchmarking is A continuous Improvement Methodology. It Examines The Process and Metrics to Achieve These Metrics. It Is Defined As:

• The Search Of Industry Best Practices that Lead to Superior Performance

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• It Is Divided In Three types :

• Internal : This Deals With Comparison among Similar Operations Within Same Organization

• Competitive : Comparison with The Best Of The Direct Competitors

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• Functional : Comparisons With Similar Processes In Same Functions Outside One’s Industry

• Generic : Comparison of Work Processes To Others Who Have Innovative Exemplar Work Processes

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• Identify What To Benchmark

• Identify Whom To benchmark

• Plan And Conduct The investigation

• Determine The Current Performance Gap

• Project Future Performance Levels

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• Communicate Benchmarking Findings and Gain Acceptance

• Revise Performance Goals

• Develop Action Plans

• Implement Specific Actions And Monitor Progress

• Recalibrate The Benchmarks

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• .long range planning and improvement initiatives

• .organization and manpower planning

• .work planning, scheduling and control

• .purchasing, stores, and inventory control

• .preventive and predictive maintenance

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• .performance measures and statistics

• .information management and systems

• .reliability engineering

• .maintenance/production interface and communication

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• This Is An Approach That Is Process Based For Determining Accurate Cost For Processes. It Examines The Process By Activities Are Delivered

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• Determine the key activities.

• Determine the activity cost (labor, materials, services, overheads, etc.) and performance (cost/unit, time quality, etc.)

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• Determine the cost driver or output of the activity.

• Trace this activity cost to the cost objectives;.

• Evaluate the cost-effectiveness and efficiency by matching the activity cost to the process objectives

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