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In the chart below we find PM labor hours flat however emergency labor
hours rising which indicates the PM program is not effective.
Have you ever heard of “killer PMs”? These are PMs which are intrusive and
are known to quite commonly cause premature failure of an asset. One such
example might be taking a pump out of service to inspect coupling shaft
alignment. Consider carefully that this inspection could be easily performed
using infrared thermography or vibration analysis without shutting down the
pump. Have you ever seen someone lubricate an electric motor with sealed
bearings? These PMs sound unnecessary. Yet these things happen every
day.
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PMs can also absorb resources which could be used for work that would
actually improve your reliability. Remember, the challenge of reliability is
the detection of a defect early enough that a part or equipment change out
or repair can be planned and scheduled in a proactive state.
The example below displays the P-F Curve where “P” is the point at which
an abnormality begins (defect). The key is that we want to identify a defect
(potential failure) as early as possible so we have the time to plan,
schedule, replace or repair the item before it fails. Point “F” is the point of
functional failure. This is where the item can no longer deliver its intended
designed function. At this point there is typically a very small amount of
time before total failure where catastrophic damage could occur, which is
not good unless Run-To-Failure (RTF) is part of our maintenance strategy.
If RTF is your maintenance strategy for specific equipment, contact me and
let’s talk about this issue.
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Do you realize that most Preventive Maintenance programs have not been
engineered, they have just evolved? With every regulation or component
failure, both the number of PM tasks and the frequency of the tasks being
executed increases, until it consumes 30%-50% of your workforce and you
are lulled into the false sense of security that you have evolved into a Best
Practice or World Class organization.” Let’s be clear, it is impossible to
evolve into Best Practice; it must be carefully engineered.
What that means to you is that less than 10% of your PMs are truly adding
value as written. Or in other words, potentially 90% of your PM tasks should
be eliminated or changed. What’s worse, when you conduct unnecessary,
invasive maintenance, you actually introduce variability and potential
defects into your asset and process reliability? That’s right! You are actually
causing some failures and you don’t even know it!
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Achieving these results is not easy. For starters, you need to have a
common vision, a basic implementation strategy, and a clear understanding
of what’s required for success. Let’s look at the four most important steps
you can take to begin achieving your reliability goals.
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ReliabilityWeb.com: Why Your Preventive Maintenance Program Isn’t Working Page 5 of 5
Ricky Smith, CMRP, CPMM, is the Senior Technical Advisor for Allied
Reliability. Ricky has over 30 years in maintenance as a maintenance
manager, maintenance supervisor, maintenance engineer, maintenance
training specialist, maintenance consultant and is a well known published
author. www.gpallied.com
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