Other Maintenance Practices

In addition to maintenance approaches that are used to form a more structured maintenance program, maintenance practices are also used to define a company’s program. One of the key maintenance practices used

by companies to effectively execute their maintenance program is related to operator-based maintenance, including the use of operators in design-ing for maintenance and reliability.

Operator-Based Maintenance (OBM)

Unlike what is typically assumed, the operator is actually one of the most important members of the maintenance team. Well-informed, trained, and responsible operators will ensure that assets are being kept in good working order.

Operators are the first line of defense against unplanned asset down-time. OBM assumes that the operators who are in daily contact with the assets can use their knowledge and skills to predict and prevent break-downs and other losses.

The main objective of an Operator’s Maintenance program (aka autonomous maintenance program) is to equip operators with the follow-ing asset-related skills:

• Ability to detect abnormalities

• Ability to correct minor abnormalities and restore function, if they can

• Ability to set optimal asset conditions

• Ability to maintain optimal equipment conditions

Autonomous maintenance is one of the basic pillars of Total Productive Maintenance (TPM). TPM is a Japanese maintenance philoso-phy which involves operators performing some basic maintenance activi-ties. The operators learn the maintenance skills they need through a train-ing program. They then perform the followtrain-ing tasks:

• Conduct general inspection.

• Keep assets clean and all areas accessible.

• Identify and eliminate problem sources.

• Support and create cleaning and lubricating standards and proce-dures.

• Standardize through visual workplace management.

• Implement autonomous asset management.

• Perform minor maintenance and service items, e.g., replacing filters, lubricating, and changing oil.

• Work with the maintenance team to repair what they are unable to perform.

The operators use the following four sensory tools to identify prob-lem areas, then either fix them or get help to get the probprob-lems repaired before they turn into major failures.

a. Look for any abnormalities — clean, in place, accessible.

b. Listen for abnormal noises, vibrations, leaks.

c. Feel for abnormal hot or cold surfaces.

d. Smell abnormal burning or unusual odors.

The following suggested measures could help in achieving that goal:

a) Operator Involvement

Operators can detect any abnormalities and symptoms at an early stage and get them corrected before they turn into major failures. O&M personnel can ensure that all the assets are properly secured and bolted.

The support structures — piping, hoses, guards, etc. — are not loose and vibrating. These should be properly fastened.

b) Cleaning

Cleaning leads to inspection and timely detection of any incipient fail-ures like cracks and damaged belts. Dirt and dust conceal small cracks and leaks. If an asset is clean, we could assess if things are not working right, e.g., leaking, rubbing, and bolt loosening, which may be an indication of an incipient failure.

Keep assets and the surrounding area clean. A clean asset creates a good feeling and improves employee safety and morale.

c) Lubricating

Lubrication helps to slow down wear and tear. Check if components are being lubricated properly with the correct type of lubricants and that oil is being changed at the proper frequencies. Don’t over-lubricate; use the right amount. Ultrasonic guns can be used to ensure the required amount of lubricant is used. Apply 5S plus or 6S practices to have a cation plan, with pictures identifying all lube points and the type of lubri-cant to be used.

d) Operating Procedures

All operating procedures available at the site should be current. Are these procedures easily understood? Do operators know how to shut down or provide lockout / tag out for the asset safely in case of an emergency?

Do they know what operating parameters — pressures, temperature,

trip/alarm settings, etc., — to watch? Make sure that operators and other support personnel have a good understanding of the answers to these questions. It is a good practice and very desirable to have these operating instructions laminated and attached to the asset.

e) Maintenance Procedures

Be sure that maintenance / repair procedures are current when used.

Maintenance personnel should have the right tools available to perform maintenance correctly and effectively. Having a current procedure is an ISO principle.

When an asset is ready to be repaired, all items identified in the work plan should be staged at the asset site for craft personnel to execute their work in the most effective and efficient manner. Specialized tools should be kept at or near the asset with proper markings.

It is a good practice to laminate the procedures, drawings, part list, wiring diagrams, logic diagrams, etc., and make them available at or near each asset location.

f) Operating Conditions

All assets are designed to operate under specific conditions. Check that assets are operating in the correct environment and are not being mis-used, i.e., overloaded or unsafely used. If they are not being operated in their designed environment, (e.g., they are being used at much higher level of speed than normal use), take steps to see that appropriate safety precautions are being taken and all concerned personnel are aware of the risks involved.

g) Workforce Skills

Ensure that the workforce, operators, maintainers, and support staff are all properly trained and have the right skill sets to operate and main-tain the asset effectively. Although ignorance and lack of skill, etc., can be overcome easily by proper training, the human attitude and mindset towards asset failure is somewhat difficult to handle. It takes a lot of effort and time to create the right culture.

h) Repair Documentation

Repair documentation — what we did, with some details — is very important when performing an analysis. We often see entries such as

“Pump broke – repaired” or “Mechanical seal replaced.” Such entries merely help in maintaining failure statistics, but not in failure analysis.

The challenge is usually how to make data input easy for our crafts personnel. For a good reliability analysis, we need to have quality data to understand how the asset was found before and after the failure, what actions were taken to repair, parts used, time taken to repair, etc.

i) Designing for Reliability and Maintenance

If the asset is being modified or replaced, make sure that the operators and maintainers are involved with design reviews and are part of the improvement team. The asset should be designed with high reliability and ease of maintenance features. This best practice will be discussed in more detail in later Chapter 6.

TPM maintenance practice will be discussed in more detail in Chapter 7.