U4 Mantenimiento Preventivo 2017 1

Curso: Gestión de Equipo Pesado
Especialidad: Mantenimiento de Maquinaria

Pesada
6to Semestre
Profesor: Darío Frías

TECSUP 2017
Mantenimiento de Maquinaria Pesada 1

UNIDAD 4
MANTENIMIENTO BASADO EN EL USO (M. PREVENTIVO)
SESIÓNES: 5-6
CAPACIDADES
• Diseñar sistemas de gestión de la producción y
disponibilidad del Equipo Pesado; planificando,
controlando y administrando los equipos con el
objetivo de lograr su máxima productividad.
• Elaborar el planeamiento eficaz del ciclo operacional
de los equipos pesados, proyectando los costos
derivados de la operación.

LOGRO DE LA SESIÓN
• Al finalizar esta sesión estarás en capacidad de:
Analizar correctamente los diferentes aspectos a tomar
en cuenta para administrar correctamente el
mantenimiento preventivo aplicado en Equipo Pesado

CONTENIDOS DE LA SESIÓN
1. WHAT IS PREVENTIVE MAINTENANCE
2. PM PROCESS OVERVIEW
2.1. STRATEGY
2.2. PLANNING & SCHEDULING
2.3. METODOLOGIA PERT

WHAT IS PREVENTIVE MAINTENANCE
Various definitions for Preventive Maintenance :
 Basic lubrication; drop / change fluids and filters

… “get it in & get it out”.
 Any servicing or repair activity not done as a result

of a breakdown or failure.
 Essential product care and systems condition monitoring.
 Any activity that increases product performance and

decreases operating costs.
 The care and servicing by personnel for the purpose

of maintaining equipment in satisfactory
operating condition.

Continuation…..
Preventive Maintenance
“High frequency, fixed-interval,
planned activities including well-
defined service routines, proactive
defect detection and repair execution
that support the goals of equipment
reliability and availability”.

PM PROCESS OVERVIEW
The Preventive Maintenance process is most easily understood by breaking it down
into 6 distinctive stages / phases
1 STRATEGY Plan to obtain specific Outcome(s)
2 PLANNING &
SCHEDULING
Plan & Schedule the PM stop
3 RESOURCES
PREPARATION
Organization and Mobilization of Resources
4 EXECUTION Execution of the scheduled activities
5 DEMOBILIZATION Return equipment to work & demobilize
6 PROCESS
MANAGEMENT
Measure Results - Manage

STRATEGY - PM
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

Continuation…..
Traditional vs 8 Step PM strategy
Traditional PM 1,2,3 & 4 System
2,000 hrs 2,000 hrs 2,000 hrs Downtime
8 Step PM System
2,000 hrs 2,000 hrs 2,000 hrs Downtime

Continuation…..

Continuation…..

Continuation…..
• Beneficios
– Mejorar la eficiencia PM.
– Brinda la oportunidad para planificar y programar la
ejecución completa de backlogs, de manera eficiente y
eficaz en cada PM.
– Reducir el tiempo de detención de la máquina a través de
la mejora de las condiciones de la máquina y de la
confiabilidad de la flota.
– Mejora de la planificación y programación de las
actividades del MP.
– Mejora de la planificación de la producción considerando
los tiempos de detención programados para los MP.
– Número dedicado y constante de personas necesarias para
cada servicio.

PLANNING & SCHEDULING - PM
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

Continuation…..
• Descompone un proceso en una serie de
actividades parciales.
A
1 2

Continuation…..
• Prelaciones lineales:
A B
1 2 3
Actividad
Precedente

Continuation…..
• Prelaciones que originan una convergencia:
1 A
B D
2 4 5
C
3
Actividades
Precedentes

Continuation…..
• Prelaciones que originan divergencia:
3
B
A C
1 2 4
D

Continuation…..
• Prelaciones que originan una convergencia –
divergencia:
1 A 5
D
B E
2 4 6
C F
3 7

Continuation…..
• Prelaciones lineales y de convergencia o divergencia
simultáneamente:
A D
1 3 5
F1
B C
2 4 6

Continuation…..
• Prelaciones en paralelo:
3
B F1
A C E
1 2 5 6
D
F2
4

Continuation…..
• Construcción del Grafo PERT A Precede a C, D, E
B Precede a C
1. Definir las actividades y C Precede a K
prelaciones existentes entre D Precede a F, G
ellas. E Precede a J
F Precede a I
G Precede a H
H, I, J Precede a L
K Precede a M
L Precede a P
M Precede a N
N, P Precede a Q
Q Precede a R

Continuation…..
2. Cuadro de prelaciones. Actividad Precedentes
1 A -
2 B -
3 C A,B
4 D A
5 E A
6 F D
7 G D
8 H G
9 I F
10 J E
11 K C
12 L H,I,J
13 M K
14 N M
15 P L
16 Q N,P
17 R Q

Continuation…..
3. Elaborar el Grafo PERT Actividad Precedentes
A -
B -
C A,B
D A
E A
F D
G D
H G
I F
J E
K C
L H,I,J
M K
N M
P L
Q N,P
R Q

Continuation…..
• Asignación de Tiempos con el algoritmo PERT
– PERT usa 3 estimaciones:
• Tiempo mínimo (a) = Optimista
• Estimación modal (m) = Más probable
• Tiempo máximo ( b) = Pesimista
Duración en días A B C D E F G H I J
Optimista 1 1 4 2 1 5 4 0 2 8
Más probable 2 2 7 8 2 8 7 2 2 9
Pesimista 3 9 10 14 9 17 16 4 2 16
Tiempo PERT 2 3 7 8 3 9 8 2 2 10

Continuation…..
• Ejercicio 2:
1. Cuadro de Prelaciones Actividad Precedentes
1 A -
2 B -
3 C A
4 D A
5 E B,C
6 F B,C,D
7 G F
8 H E
9 I G,J
10 J F

Continuation…..
2. Grafo PERT
Actividad Precedentes
1 A -
2 B -
3 C A
4 D A
5 E B,C
6 F B,C,D
7 G F
8 H E
9 I G,J
10 J F

Continuation…..
• Matriz de Zaderenko

Continuation…..
• Holguras y Camino Critico

Continuation…..
• Diagrama GANTT

Continuation…..
• Calendario de Ejecución

RESOURCES PREPARATION
2 PLANNING &
SCHEDULING
RESOURCES
3 PREPARATION
6 PROCESS
MANAGEMENT

Prepare Resources 3
CHECK
 Identify
Resources to be used based on
Program
 Check availability & readiness
 Correct / re-assign if necessary
 Prepare for
Shop PM: Machine Arrival
Field PM: Mobilization
 Communicate Readiness –
“Green Light” – “Ready to Go”
33 / Caterpillar Confidential: GREEN / WHEREVER THERE’S MINING

CHECK
Prepare Procedures 3
 Procedures must be readily available

 Complete Instructions
 Organized PM checklist
 Illustrations
 Parts Required by Steps
 Tooling Requirements
 Specifications
 Identification of support information
 Safety Warnings
 …
 Communications – PM Scheduling Board

 Visual display of the Plan
 Must be located at work place
 Clear identification of Goals and
Objectives to accomplish
 Support information of machine being
serviced

Prepare - Parts Logistics 3
 Parts Logistics must be prepared to

supply:
 Provide Mandatory Parts

organized as Kits
 Support Exchange Parts Kits
 PM Optional Parts
 Backlogs Parts
 PM consumables
 Parts must be delivered to the work

location
 Parts must be distribute and

organized within the work place



Prepare - Facilities 3
 Facilities for “In Shop” PM

services is a key element that
contributes to the efficiency
and quality of the services.
 Must have a dedicated PM

service bay
 Must be equipped and

organized to promote
efficiency
 Must be kept organized and

free of safety hazards



Prepare – Dedicated Tools 3

Prepare – Support Equipment 3

Prepare – Mobile Workshop 3

Prepare – Mobile Workshop 3
Source: Alura Trailers

http://www.youtube.com/watch?v=KGOUNLtOjHw

Prepare – Field Support Equipment 3

Prepare Resources 3
CHECK
 Identify
Resources to be used based on
Program
 Check availability & readiness
 Correct / re-assign if necessary
 Prepare for
Shop PM: Machine Arrival
Field PM: Mobilization
 Communicate Readiness –
“Green Light” – “Ready to Go”

CHECK
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

Execution 4
Field
 Mobilization of Resources Perform resources mobilization
 Check / Correct Work Place (PM Check work area
Bay)
Organize, locate support equipment following recommended
“lay out” procedures
 “Assembly Field Shop” (if the

case)
 Execute PM Tasks
 Execute Condition Monitoring

Tasks
 Execute Scheduled Work in

Parallel
 Coordinate / Execute / Supervise

third parties tasks
48 / Caterpillar Confidential: GREEN / WHEREVER THERE’S MINING Shop
Defects found during PM 4
Additional DEFECTS
Detected ??
In the event of a defect detected during
the execution of the service, we should
consider PM Leader
Repair Manager
(Operation)
 Severity of the Defect

Critical
YES Affect Critical Path
YES
?? ??
 Feasibility of executing the NO NO
repairs in parallel
Analyze with Planning
YES
Can be performed
 Postpone? – Backlog Generation in // ??
NO
 Affect critical path – duration of Generate Backlog
the stop? Executor

Condition Monitor
 Need Temporary Solution / Fix ?

Backlog Management
Perform Additional Work
The “post mortem” analysis MUST find
the cause(s) of the deviation(s) of the
Condition Monitoring and / or Planning
& Scheduling Processes
Shop Field
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

Demobilization 5
 Shop Prepare PM Bay for next service
Post PM Inspection In Shop
Re-Organize Tools & Equipment
Return Machine to Operation Return Machine to Operation
Prepare PM Bay for next Service Return unused Parts
Reorganize Tools & Support Equipment

Return not used parts to warehouse
 Field
Demobilization Field
Clean work area Final Demobilization (Field) Deliver Machine to Production END
Post PM Inspection
END
Return equipment to Operation In Shop
Reorganize Tools & Support Equipment Complete PM Service Records (Checklist, WO, Backlogs, ….)
Return not used parts to warehouse Field
 Shop & Field Information check / validation
Complete Service Information Submit to Planning & Scheduling
Deliver results & service package to

Planning
“Post Mortem” Analysis Planning & Scheduling

Taller Terreno
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

6
Managing the Process
 Define Process Outcome – Expected Define Outcome(s)

Product
 Measure & Observe Trend Measure
 Define & Apply Goals – Targets – Compare (Targets)

Benchmarks
 Analyze – Detect Deviations Analyze Deviations
 Determine Corrective Actions
Correct
 Identify Implementation Accountabilities
Implement
 Implement
 Follow Up (3W) Follow Up
 Validate Solutions

Targeted Outcome KPI’s

Service Accuracy
SA %: Statistical Calculation that indicates the Probability of

performing the PM services within the expected interval
100%
95%
Service Accuracy
90%
85%
80% Service Accuracy - Histogram

30
75%
70%
Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 20
Occ.
Service Accuracy - Stat Target

Service Accuracy *
10
0
< 450
485
550
>550
455
460
465
470
475
480
490
495
500
505
510
515
520
525
530
535
540
545
PM Below Target
PM Within Target
Indication of the discipline / capability of

the maintenance organization to perform
the PM on time
PM-Mean Time to Repair (MTTR PM)
MTTRPM : Average time dedicated to the execution of the

PM Services
35
30
25
MTTR - PM
20
15
10
0
Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14
MTTR PM Target
Indicator of the efficiency of the PM

services execution  it has a direct impact
on the unavailability due to PM
MTBS after PM
MTBSafter PM : Average hours operated after the PM service was

completed. Average hours to the first stop.
MTTR PM - MTFSAPM
150 45
140 40
35
130
30
MTFSAPM - Hours
MTTR PM - Hours
120 25
110 20
15
100
10
90 5
80 -
Nov-13
Jan-14
May-13
Jun-13
Dec-13
Feb-14
Apr-13
Aug-13
Sep-13
Mar-14
Oct-13
Jul-13
MTBS after PM Target - MTBS after PM

MTTR PM Target
Indication of the effectiveness of the PM

services … Quality of the Service

Unavailability due to PM
UnavailabilityPM : % of unavailability due to the PM services.
MTTR PM - Unavailability due to PM

6.0% 45
40
5.0%
35
Unavailability PM
MTTR PM
4.0% 30
25
3.0%
20
2.0% 15
10
1.0%
5
0.0% -
Nov-13
Jan-14
Dec-13
Aug-13
Sep-13
Feb-14
Mar-14
Oct-13
Unavailability - PM Target Unvl PM
Indicator of the impact of PM on the

unavailability  final availability of
the equipment

PM MTTR without Delays
PM MTTRwithout delays: Average time to execute the PM services without

considering the time due to delays
PM MTTR – PM MTTR without

delays
(Hours)
May-13
Nov-13
Jun-13
Dec-13
Apr-13
Aug-13
Sep-13
Jan-14
Feb-14
Mar-14
Oct-13
Jul-13
Quantify the impact of the delays in the

efficiency of the PM services

PM Maintenance Ratio
PM MR: Labor invested in PM in regards for every hours of

operation of the equipment
Quantify the effort, efficiency of the

labor force and also the serviceability of
the machine.

Backlogs Generated in PM
Backlogs Gen. PM: Quantity of Backlogs Generated during all

PM services in the period
4
3
Quantity backlog
0
Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14
Backlogs Gen. during PM Target
Indication of the use of the PM window

of opportunity to execute the CM
routines (inspections +)

Backlogs Executed during PM’s
Backlogs Exec. PM: Quantity of Backlogs executed during PM services
Backlog Executed during PM - MTFSAPM

400 130
350 120
Quantity backlog
MTFSAPM - Hours
300 110
250 100
200 90
150 80
100 70
Nov-13
Dec-13
Jun-13
May-13
Aug-13
Sep-13
Jan-14
Mar-14
Apr-13
Feb-14
Jul-13
Oct-13
Backlogs exec during PM MTBS after PM
Indication of the use of the PM window

to execute Backlogs. Using the
opportunity to eliminate potential cause
of failures  improve reliability of
equipment
EVALUACIÓN DE LA SESIÓN
• Resuelva el cuestionario de la unidad 4 accediendo
a través del link en el Classroom del Curso de
Gestión de Equipo Pesado

RESUMEN DE LA SESIÓN
WHAT IS
PREVENTIVE CUADRO DE
MAINTENANCE PRELACIONES
CALENDARIO
DE GRAFICO PERT
EJECUCIÓN
PREVENTIVE
MAINTENANCE
PERT
DIAGRAMA TIEMPOS PERT
DE GANTT
PM PROCESS
OVERVIEW
• 2.1. STRATEGY
• 2.2. PLANNING & HOLGURAS Y MATRIZ DE
SCHEDULING CAMINO
• 2.3. ZADERENKO
METODOLOGIA CRITICO
PERT

SIGUIENTE SESIÓN
• Responsable: PROFESOR DEL CURSO
• Tema: UNIDAD 4, ADMINISTRACIÓN DEL
MATENIMIENTO PREVENTIVO (2da PARTE)
• Información Previa Recomendada:
– Información de la unidad 4 del classroom del
curso
– http://www.livingreliability.com/hv/
– http://www.renovetec.com/

Curso: Gestión de Equipo Pesado
Especialidad: Mantenimiento de Maquinaria
Pesada
6to Semestre
Profesor: Darío Frías

TECSUP 2017

U4 Mantenimiento Preventivo 2017 1

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Curso: Gestión de Equipo Pesado

Especialidad: Mantenimiento de Maquinaria

Profesor: Darío Frías

Mantenimiento de Maquinaria Pesada 1

Mantenimiento de Maquinaria Pesada 3

Mantenimiento de Maquinaria Pesada 4

Mantenimiento de Maquinaria Pesada 5

Various definitions for Preventive Maintenance :

 Basic lubrication; drop / change fluids and filters

 Any servicing or repair activity not done as a result

 Essential product care and systems condition monitoring.

 Any activity that increases product performance and

 The care and servicing by personnel for the purpose

Mantenimiento de Maquinaria Pesada 6

Mantenimiento de Maquinaria Pesada 7

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 8

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 9

2,000 hrs 2,000 hrs 2,000 hrs Downtime

2,000 hrs 2,000 hrs 2,000 hrs Downtime

Mantenimiento de Maquinaria Pesada 10

Mantenimiento de Maquinaria Pesada 11

Mantenimiento de Maquinaria Pesada 12

Mantenimiento de Maquinaria Pesada 13

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 14

Mantenimiento de Maquinaria Pesada 15

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Mantenimiento de Maquinaria Pesada 17

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Mantenimiento de Maquinaria Pesada 30

Mantenimiento de Maquinaria Pesada 31

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 32

 Check availability & readiness

 Correct / re-assign if necessary

33 / Caterpillar Confidential: GREEN / WHEREVER THERE’S MINING

 Procedures must be readily available

 Communications – PM Scheduling Board

34 / Caterpillar Confidential: GREEN / WHEREVER THERE’S MINING

 Parts Logistics must be prepared to

 Provide Mandatory Parts

 Parts must be delivered to the work