LECTURE NOTE / INSTRUCTION NOTE

AZIANASHIMA HEEDAYU BINTI ZAINAL

Mohd Asyraf Rawi Rev#: 00 01 Apr 2010
 STRATEGIES & APPLICATION
 The strategy options available to include in a maintenance
plan for the organisation are shown in the following diagram:
 STRATEGIES & APPLICATION
 The three main strategy options and their sub-divisions are
study:

 Preventive Maintenance
Preventive Maintenance can either be of the use based or the
condition based variety. All maintenance strategies aimed at
preventing failure from occurring are of the class Preventive
Maintenance.
 Use Based Maintenance
1. The traditional way of preventing failure from occurring is by
replacing or reconditioning the item (sub-system or
component) before failure occurs.
2. The timely planned maintenance should lead to the prevention
of unnecessary production delays.
3. This technique is (wrongly) known to most people as
Preventive Maintenance (P.M.) - as we said above, it is surely
one of the class Preventive Maintenance, but not the only one.
4. However, opposing to the perspective belief, it is not
universally applicable.
5. This type of maintenance is only applicable (except in the case
of use based routine services) to those cases where the risk to
fail increases with age.
 Prime examples are high wear, high corrosion or high erosion
circumstances – in all other cases the exposure of an
increasing failure risk is dependent on detailed statistical
failure analysis.
 Use based maintenance can in its turn be subdivided into:
 • Age based maintenance - maintenance actions are
undertaken regularly based on the age of the equipment.
 Examples are scheduled maintenance work based on
machine running hours, tonnage handled, production
throughput and kilometres travelled.

• Calendar based maintenance - maintenance actions are

undertaken regularly based on expired calendar time,
irrespective of production intensity.
 Examples are annual, bi-annual shutdowns to perform
statutory work.

 Use based maintenance tasks can further be classified into one of
the following broad classes:


• Scheduled overhaul - the machine or component is completely

stripped and reconditioned to as near as possible to the as-good-
as-new condition.

• Scheduled replacement - the item (sub-assembly or component)

is discarded and replaced by a new unit.

• Routine services - the plant/machine receives a service during

which routine checks are made, oils and filters changed, greasing
done and adjustments made.
 Special categories of use based maintenance are:

• Block replacement (or group replacement) - block

replacement is based on the thought that similar
components should have similar failure frequencies.
Where the cost of lost production, plus the labour cost of
replacing a component is high in comparison to the cost
of the component, it might be worthwhile to consider
block replacement.
 There are two main classes of block replacement. In the
first, all similar components are replaced as a group
(block) if one of them fails (corrective block replacement).
 Alternatively, all similar items can be replaced in a group
(block) on a scheduled basis (preventive block
replacement).
• Opportunistic maintenance – sometimes, important
scheduled work is identified as work that will only be carried
out if the plant is down for some reason (e.g., breakdown).

 This is typical in cases where the continuous operation of

the plant is critical and/or the loss incurred during plant
downtime is severe.
 The task(s) is (are) scheduled for execution but is (are) only
carried out when the opportunity arises.
 Corrective or Breakdown maintenance implies that
repairs are made after the equipment is failed and
can not perform its normal function anymore

 Quite justified in small factories where:

 Down times are non-critical and repair costs are less than
other type of maintenance
 Financial justification for scheduling are not felt
WHY HAVE PREVENTIVE MAINTENANCE
 Equipment failure usually occurs at the worst possible
time. For example, the production department may be in
the middle of a rush order that is very critical to the
customer.
 This is the time the equipment will break down and cause
an interruption in production. Depending on the severity
of the failure, the equipment may be down from a few
hours to a few days.
 There are several methods to analyse the predictive
maintenance such as vibration analysis.
 The analysis present examples and comparisons of bearing
faults, unbalanced conditions and impact testing for natural
frequencies.
 Oil reports will also be presented to give conclusive evidence
of a dirty oil condition, with the target ISO cleanliness level
identified for reference.

 This analysis conclude as oil analysis.

 Oil cleanliness is critical in eliminating premature component

failure and extending equipment life. It enables maintenance
departments to work toward increasing uptime and machine
availability.
 Infrared thermography is represented by thermal images of
equipment components with temperature variations. Even
slight temperature variations can indicate a potential problem
in a machine component. Trained personnel capable of
interpreting thermal images are a valued commodity in the
reliability maintenance arena.
 In Motor Current Analysis, electric motors are essential to the
operations of an industrial manufacturing facility. There are
primarily two potential failure modes that affect electric
motors, bearing failure or electric winding failure.

 Each type of failure mode can be detected and predicted,

enabling maintenance to plan and schedule removal of the
motor to avoid unwanted downtime.
 Vibration Data (Gear Mesh)
 All gear sets create a frequency component referred to as gear mesh. The
fundamental gear-mesh frequency is equal to the number of gear teeth
times the running speed of the shaft. In addition, all gear sets create a
series of sidebands or modulations that are visible on both sides of the
primary gear-mesh frequency.
 The data shown in Figure 1 below represents a block of data collected on a
planetary gearbox in a dimensional lumber operation. The frequency of
interest is visible at 37,915.8 cycles per minute (CPM) with a harmonic of
that frequency visible again at 75,831.6 CPM.
Figure 1. Gear Mesh Data
Figure 2. Gear
 This is just one example of the benefits of predictive
maintenance technologies, in this case vibration analysis. If
this problem had not been detected by vibration analysis, it
would have continued to progress to the point of catastrophic
failure. When defects form, the gear teeth continue to grind
away the metal surface, putting metal into the gearbox and
creating a domino effect.
 Figure 2 shows the reduction of vibration after the balance job
was completed. This is just another example of how predictive
maintenance can change the condition of a machine.

 After completion of the balancing job shown in Figure 3, there

was a drastic change in amplitude. The reduction of vibration
will extend the equipment life and enable problem-free
operation.

 The technology of Vibration analysis can be a powerful

diagnostic tool to identify bearing failures, gear problems, and
imbalance and misalignment conditions.
Notice the trended data in Figure 3. After balancing the fan vibration, amplitude
dropped well below the alarm levels set for the machine.
 Infrared Thermography
Infrared thermography is a popular technology for predictive
maintenance for obvious reasons. It is easy to see where the
problem lies, and problems detected are somewhat easier to
diagnose for the technician.

It is very important to analyze thermography data by

considering ambient temperature when analyzing and trending
collected data.

 The data in Figure 6 represents a motor control starter with a

loose connection on the “B” terminal lead.
Figure 4. Infrared Data of Motor Starter, Figure 5. Image of Problem Area
 The data in Figure 4 represents a motor control starter with a
loose connection on the “B” terminal lead.

 The temperature in the rectangle on the infrared image

identifying the “B” terminal has a maximum temperature of
172.8 degrees Fahrenheit.

 When connections become loose, they generate excessive

heat. When this condition occurs, the wire will burn in two,
causing the motor that is being controlled to single-phase. This
condition will cause the electric motor to fail prematurely.
 Oil analysis is a reliable predictive maintenance tool and is
very effective in detecting contaminants in oil that are a result
of ingresses dirt or internal wear debris generated by the
effect of machine degradation and wear.

 An increase in contaminant levels accelerates the wear-out

process of all components in industrial machine applications.
 In Figure 6 below, the ISO contaminant level is 22/21/17. This
far exceeds the standard set for all operating equipment in
most industrial applications.

 For each numerical increase in ISO contaminant level, the

amount of contaminants in the oil doubles. If the standard is a
16/14/11, then the increase in contaminants in the oil for a
22/21/17 is 64 times dirtier than the standard.
Figure 6. Oil Analysis Data
 Contaminants in oils can be prevented. Good filtration on the
return side of hydraulic power units will help in taking out dirt
and other ingresses particles. Usually 3-micron filtration with a
200 beta ratio is the standard set for most machinery.
 Eliminating leaks and insuring that clean oil is used to refill any
oil that may need replacing is another best practice that can
help maintain oil cleanliness.
Items Faults
Wear Abrasion
Adhesion
Fatigue
Corrosion
Seal Wear
Contamination Dust
Water
Coolant
Soot
Fuel
Chemistry Oxidation
Depleted Base
Acidicity
Wrong Oil
 Motor Current Analysis
Motor current analysis is another preventive data
maintenance (PdM) tool that has paid big dividends to
manufacturing processes across the world. Predicting
premature insulation breakdown in the windings of electric
motors enables technicians to diagnose electrical problems
before catastrophic failure.
 If motor current analysis combine with infrared or vibration
analysis, both electrical and mechanical failures of electric
motors can be detected , drastically reducing the risk of
unscheduled downtime.

 By instituting root cause failure analysis, one can then increase

the reliability of a machine in a plant process.
 The data provided illustrates how vibration analysis can
detect gear meshing defects in power transmission units,
bearing defects in rotating equipment, imbalance
conditions in fans and the detection of natural
frequencies of structures supporting rotating equipment.

 Each problem represented and diagnosed has proved to

save thousands of dollars in repair cost and downtime.
 The data provided by thermal imaging shows how minute changes in
temperature can be detected, enabling the analyst to head off a
problem that would ensure eminent failure.

 Oil analysis data provided has shown to identify contaminants in oil

that can cause parts to wear out prematurely and reduce equipment
life. Identifying wear particles in machine oil can detect bearing
problems and gear problems that could otherwise go undetected.
 Motor current analysis provides the analyst with the ability to
diagnose insulation breakdown and predict failures that cannot be
detected with other predictive equipment.

 If a maintenance department can afford to employ two or more of

these technologies, the process reliability goes up drastically.

 Overlapping data analysis by combining these technologies will aid

in establishing an effective predictive maintenance program.
 Design-out maintenance is one type of Improvement
Maintenance (IM).

 Design-out maintenance is a set of activities

 used to eliminate the cause of maintenance,
 simplify maintenance tasks
 raise machine performance from the maintenance point of
view by redesigning those machines and facilities which are
vulnerable to frequent occurrence of failure and their long
term repair or replacement cost is very expensive.
 If the maintenance cost or downtime cost of equipment is
high, then the Design Out Maintenance strategy can often
be effective.

 This strategy differs from all the others in that it is a one-

off activity, as opposed to a repetitive activity designed to
prevent failure.
 The high maintenance costs may have been caused by a
number of factors, including:

 Poor maintenance.
 Operation of equipment outside of its original
design specification
A poor initial design.
 The Design Out Maintenance strategy can only be
implemented effectively if high maintenance cost
items can be identified and the reasons for the high
cost understood.
 It is often the best strategy to take when breakdowns
are too frequent or repair is too costly.
 Corrective maintenance

Routine maintenance
Planned Scheduled/Fixed Time
maintenance
Preventive maintenance
Condition based

Predictive maintenance Condition based

Emergency breakdown
maintenance

UnPlanned Opportunistic Maintenance

Corrective maintenance
Reasons For Equipment Failures
 The reasons for equipment failures may be summed up in the
following manner:
 1. Natural Degradation
 2. Human Factors
 3. Tolerance Stacking
 4. Variation in Operating Parameters
5. Material Incompatibility of spares.
6. Local factors
7. Root Design Imperfections like unclear parameter definition,
material incompatibility, energy transfer, design morphology,
inappropriate signals etc. This is more so, since industrial equipment
design cannot be standardized as functional requirements and local
requirement vary from case to case. Hence at times, design of an
industrial machine is a matter of trade offs, compromises and
optimization and at times invalid assumptions leading to
imperfections.
 4. Cases and Examples
 The concept of DOFR may be illustrated thru real life cases and examples.
Though there are many cases, all cannot be discussed due to space
limitations. Hence, the problems are divided into three types: simple,
intermediate difficulty, higher difficulty and two problems from each
category are selected as illustrations. Then the overall effect of DOFR in an
industry is shown and discussed.

Simple Examples:
 a) Problem: A shaft fractures within 3 to 6 months of operation from the
bearing shoulder area.
Method Actions Cost Effects
Traditional Replace shaft as it High Loss of productivity.
breaks Recurring cost
RCM Monitor the shaft Cost lower than If opportunities are not
for fractures and Traditional available then there is a loss
replace during method by not of productivity otherwise
opportunity eliminated only a cost of replacement
is incurred. Recurring Cost.
DOFR Redesign the shaft One time cost. Life enhanced to 10 years.
with shoulders < Cost equal to No loss of productivity due
5% change in original shaft to shaft breakage. No
recurring cost. Life cycle
diameter &
costs much lower, low
change material. inventory. Maintenance
free.
 LECTURE NOTE / INSTRUCTION NOTE

AZIANASHIMA HEEDAYU BINTI ZAINAL

Mohd Asyraf Rawi Rev#: 00 01 Apr 2010
4.5.1 COST OF PM VERSUS COST OF THE EQUIPMENT

• One of the most important consideration in a preventive

maintenance program is the cost of the program versus the cost
of the equipment.

• It would be a waste of time and money to spend several

hundred dollars to inspect and maintain a part that only costs
RM25 and would not interrupt production in case of failure.
• Some plants set limits on equipment inspections, holding them
to a certain cost; for example, inspect above RM100, don’t
inspect below RM100. The limit would have to be set to follow
are as follows (also see Figure 4.5).

• Inspect any item that will cause a major shutdown, lower

quality, or costly damage to related components, or produce a
safety hazard to employees.
• Plant fixtures such as lighting, flooring, or ceilings that would interfere with
producing a quality product, or would produce poor working conditions,
should be included in a preventive maintenance inspection.

Items that become questionable for inclusion in a preventive inspection

program might include the following:

 Equipment that has a backup or standby system. In case of a

breakdown, the secondary system can be operated while repairs are
made to the primary system.
 Equipment that costs no more to repair than it does to perfome
preventive maintenance. If the cost to take the equipment apart to repair
it is lower than or the same as the cost of removing a defective item
found on an inspection preventive maintenance, then it is highly
questionable to inspect it.

 Equipment that lasts long enough to meet minimum life requirements

preventive maintenance inspection program.
 Inspect

Is an inspection
required for Yes
insurance or Safety

No Inspect

Will breakdown
cause major Yes
damage?

No

Repair when
broken down Yes
Is the system
backed-up?
Figure 4.5: Deciding on what to inspect

No

No
Will the breakdown
disrupt production?

Yes Inspect

Determine
Preventive
Maintenance (PM)
Under PM Over set
factor
standard PM standard
4.5.2 DECISION FOR EQUIPMENT SHOULD RECEIVE PM

• When deciding which equipment to receive PM, it should

commence with those items that having the highest PM factor
and work toward the lowest.

• The process should be carried out untill the cost of the

program is equal to the amount budgeted.

• The next consideration should be given to the time allotted to

the performing of the preventive maintenance inspections and
repair jobs. Again, it’s necessary to keep accurate records.
• The time allotted to each job and the actual time it look to perform the work
should be recorded. After the information has been gathered over a time
period, a check should be made.

• The suggested way is to compile the average of the figures of the estimated
times. This should not be done until the job has been assigned numerous time
and a good cross section of times is available.

• It may be as high as 100 times, and should not be less than 50 times for an
accurate analysis.
• Then the average should be taken of the actual time it took to perform the
work.

• If the difference is within a range of 20%, the estimated time is accurate

enough for most applications.

• If it’s outside this range, then some adjustments need to be made in the
estimated time to correct for the difference.

• This method will allow for the most optimum utilisation of all personnel
involved.
 LECTURE NOTE / INSTRUCTION NOTE
4.6 TECHNICALLY FEASIBLE AND
WORTH DOING

AZIANASHIMA HEEDAYU BINTI ZAINAL

Mohd Asyraf Rawi Rev#: 00 01 Apr 2010
4.6.1 INSPECTION INTERVALS
• After the decisions is made as to which equipment will receive the
preventive maintenance inspections and be included in the program, the
decision must be made on how the inspection intervals should be spaced.

• This time interval will also vary with the age of the equipment. The typical
“bath tub” curve (Figure 4.6) has an application in figureing the service versus
the age of equipment.

• As the equipment is started up, it has a break-in period when the failure rate
is high. As the equipment gets a little older and the bugs are ironed out, the
failure rate becomes fairly consistent.
As the equipment ages, the individual components begin to wear out and the
failure rate begins to go up again. It will become important to adjust the
preventive maintenance times according to this curve.

Usually as the equipment enters the last part of the curve, an overhaul or
renovative maintenance is perfomed, resetting the equipment to an earlier part
of the curve. Preventive maintenance timing falls into three classes (Figure 4.7):

 too little
 just right (which is rare)
 too much
 Start-up period Normal operating period Wear-out period

Rate of failure

Age of equipment

Figure 4.6: Rate of Failure versus Age of Equipment

 Costs affected by
maintenance

Production costs
due to delays

Preventive
maintenance
costs
#3
#2
#1

% Maintenance Delays

Figure 4.7: preventive maintenance timing: #1 shows too little maintenance, #2

shows too frequent maintenance, and #3 shows the correct amount of maintenance
• The too-little or not-frequent-enough service (#1 in the figure)
will be evident by the excessive number of breakdown that occur.
The equipment fails before it receive the proper service.

• The other extreme is too much or too-frequent service (#2 in the

figure). This is a waste of manpower and a waste of components,
which are changed before they wear out.

• This adds unnecessary expense to the preventive maintenance

program. The question is how to determine if there is too much
preventive maintenance.
• The program should be evaluated to see when the failures are
occuring. If there are no failures, chances are high of performing
excessively of preventive maintenance.

• It might reduce expenses to lengthen the service times. About 20% of

the equipment should fail before service if the preventive maintenance
times are set correctly (#3 in the figure).

• If the failure rate is less, try lengthening the times to reduce costs. If
the failure rate is higher, try reducing the time between services to
prevent the breakdowns.

• Accurate records are necessary to properly set the time schedule for
preventive maintenance.
• While this method is to be applied as a rule of thumb, there are many more
complicated methods available to maintenance engineers using statistical
analysis and probability models that can give a more exact time frame, should
this be necessary.

• One thing to keep in mind is that either extreme will be costly.

• Whatever action is necessary to achieve the lowest cost program with
the proper schedule of PM activities must be taken.

• If the simplified method will serve the purpose, then use it. If not, it
may require to consult an engineering organisation dealing with
maintenance in order to establish the correct frequency.

• Whichever method use it should give the necessary results; lower cost
maintenance, which is the bottom line.