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Q: How can one estimate the percentage rate of capital cost for maintenance activities? That is, what percentage of new equipment cost could be realistically charged for maintenance activity?
A: Some studies estimate 2% - 5%. It can be as high as 10%. Ultimately, it depends on many factors, including:
1. Are you using foreign or domestic equipment?
Q: How important is planned maintenance is in any industrial plant? Such as in an organization in which no root-cause analysis or similar planned-maintenance system is in place.
A: Root-Cause Analysis may not be an absolute necessity as a first step but some sort of planned maintenance system is essential if you are to control your maintenance operation effectively. And simply put, you need real data before you can make effective decisions about planned maintenance so you need to start recording maintenance activity.
"Planned maintenance" is very important (if not critical) if you want:
- to control the plant and not the other way around
To be successful in maintenance (and to become world class) you need
to follow some critical elements in your maintenance process. They may
- Start small,
Your very first step is to decide WHICH plant to maintain and WHEN. Not all your plant will need maintenance and it's best to concentrate your resources on plant that will have consequences if it fails.
The WHEN to maintain is decided by several factors including:
We don't know your plant type or size but the best practice when moving from haphazard (fire-fighting) maintenance to planned maintenance is to start in one small plant area and get your systems and methods going to your satisfaction before expanding to larger areas.
If you do it right on a small scale, and can show improved plant reliability
as a result of your efforts (which must be clearly
Good maintenance management including planned maintenance is NOT a complex process, and can be applied at a very low cost.
To answer the original question...
Unplanned (breakdown) maintenance can cost between 4 and 400 times more than planned maintenance. It is the cost consequences that must be measured.
There is no standard -- an unplanned power shutdown in for example an aluminum refinery can be extremely costly when compared with a planned maintenance activity, but a rear tire failure on a small dump-truck would probably have low cost consequences when compared with changing the tire as a planned process.
Maintenance is all about risk. Converting one current maintenance-management system into a pro-active process (in a focused fashion) is generally a sound investment.
The one important aspect is that total buy-in from the whole team is required. Start by reviewing your business processes to include continuous improvement with a dedicated process to also improve and maintain the maintenance program.
Do not attempt a shotgun approach. At present, it sounds as if the following steps would be key:
- Education (from top management to the shop floor)
Maintenance Program Effectiveness = A x B x C x D
Do this calculation with your team and reflect on what you need to improve in a systematic and sustainable process.
The basic process of developing an effective maintenance program is always the same; it doesn't matter whether you're putting a satellite into orbit or want to maintain a water clarifier at a sewage-treatment plant. What's different is the level at which you are going to through specific methodologies; this depends on the specific issue(s). Standards are often more confusing than anything else, often existing only to create a sales opportunity or to protect information.
Maintenance task designs should be based on two main parameters: risk and failure. The only difference between a spacecraft-manufacturing facility and a run-of-the-mill manufacturing plant is the level of sophistication and the consequences (risk). For the application, you need to consider the risk (safety, environmental, economical etc.), and acknowledge the technical feasibility restrictions failure behavior has due to evident/hidden, age determination/random, patterns and the potential-failure interval which determines the warning time. Within this framework lies the maintenance solution.
If you want to be proactive in any manner, you should at least consider
these aspects. Anything less than that will present a less than optimal
solution, most probably creating a reactive environment. This unfortunately
The answer lies in providing an effective process to establish and then maintain the maintenance program. Although the total effort is logical and simple, it's unfortunately not easily achieved. Very few companies get it right.
Q: What are the (best) procedures for evaluating which brand of a capital purchase plant item is the "best buy" when faced with a number of similar performance brands? For example, if a new pump is required, how do you decide which one of say six brands will be purchased? What factors do you consider? How do you "weight" those factors? Do you depend on "gut feel" or on a computer program to decide? Do you look only at the up front capital cost, or at all the costs over say the 20 year life of the item? What is your practice?
A: As a general guide, here are suggestions for doing it in three parts...
Products used in "Industrial Maintenance" can include:
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Updated: Saturday, 24-Dec-2016 1:34 PST
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