Preventive Maintenance Strategies
I will discuss four different types of strategies, which when integrated will produce a larger reduction in capital cost than implementing just preventive maintenance alone.
The four Preventive Maintenance strategies are:
I will review each of these and then discuss their integrations. Then I will show how each one will reduce capital costs and will leverage an increase in maintenance productivity.
Preventive Maintenance Planning
Let’s start with Preventive Maintenance, which I’m sure most of you reading this book may already be performing to some degree, which is the scheduling and performing of preventive maintenance tasks to prevent machine breakdowns. This can be done by using manual cards or spreadsheets or with computerized maintenance management software referred to as CMMS. Where I will show you the first large cost reduction is through the Reduction of Delays.
How would you like to add 17 extra maintenance people for free? Preventive Maintenance Planning achieves this effect. Productivity of 35% is typical of a traditional maintenance organization using “Wrench Time” as a measure.
On the average, a typical mechanic on a 10-hour shift is only productive for 3 ½ hours. The other 6 ½ hours are spent on non-productive activities such as necessary break time or undesirable job delays such as getting parts, instructions, or tools. Simply implementing a simple preventive maintenance planning and scheduling system should help improve productivity to about 45%. Then, as information becomes developed to allow avoiding past problems, productivity should increase to 50%.
The last improvement to over 55% is attributed to special aids, such as improved inventory or tool room organization.This last improvement is possible after the basic processes leading to the first improvements are well underway. Planning is the beginning of leveraging maintenance productivity.
Paradigm to Bust: “Our wrench time is above 80%”
I’m sure some may be thinking, “There is no way our wrench time is below 80%. In the first place we are always busy. We are working as hard as we can. Sure there are some delays, but they are unavoidable.” In studies by the Institute for Scientific Information (ISI) there is wide agreement that across most industries maintenance productivity is less than 35%. In a study by Keith Mobley in 1997 he stated, “Where there was no planning system typical maintenance technicians spend less than 25% of their time actually maintaining critical equipment. The balance of their time is spent on nonproductive tasks.” Yes one can be busy but if one is obtaining a part instead of working on the job site, one is in a delay situation. A key point has been uncovered. Where there is a great difference between reality and perception, there is great opportunity to improve productivity. Preventive Maintenance planning addresses this opportunity to reduce delays and free up personnel.
False common perception:
“But we are always busy working.”
“We are working as fast as we can.”
The industry average for “wrench time” is 25-35%.*
* Institute for Scientific Information