Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica

Estrategias de Mantenimiento

Captulo 2.

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Mantenimiento Preventivo.

Chapter 24: What is PM?

PM is a series of tasks performed at a frequency dictated by the passage of time, the
amount of production (cases of beer made), machine hours, mileage, or condition
(differential pressure across a filter) that either:
1. extend the life of an asset (example: greasing a gearbox will extend its life), or
2. detect that an asset has had critical wear and is going to fail or break down (example:
a quarterly inspection shows a small leak from a pump seal; this allows you to repair it
before a catastrophic breakdown).
Additional details about PM follow in the next several chapters.
How to install and run a PM system: If you want to set up a new plant, fleet, or building on
PM follow the ideas in this chapter. If there is some question in your mind about what is
missing from your present PM effort, check the check sheets.
PM task list development: A good task list is half the battle. Being sure that you are doing
the right tasks, at the right frequency, is essential. Also in the task list chapter is PCR
(Planned Component Replacement) also called scheduled replacement. One of the tools in
your pouch is PCR. A technique made popular by the airlines, PCR can improve reliability in
some circumstances.
TLC (tighten, lube, clean): Also in the PM task list development chapter. Start with the
basics. Caring for your equipment is the core of the PM approach. This does not require
any fancy equipment or techniques, just basic care. Much of the benefit from PM flows
from TLC.
Predictive Maintenance: This is the application of advanced technology to detect when
failures will occur. It call increase your returns and give you more time to intervene before
failure.
PM activity has been proven in study after study to lower the cost of operations and
improve reliability. In a 1985 article published by ASME called Progress and Payout of a
Machinery Surveillance and Diagnostic Program, the authors Hudachek and Dodd report
that rotating equipment maintained under a PM model costs 30% less to maintain versus a
reactive model. It further states that adding predictive technologies adds significant
.additional return on investment.
Common PM Tasks
Type of Task
Example
1 . Inspection
Look for leaks in hydraulic system
2.
Predictive Scan all electrical connections with
maintenance
infrared
3. Cleaning
Remove debris from machine
4. Tightening
Tighten anchor bolts
5. Operate
Advance heat control on injection
molding
machine
until
heater
activates
Adjust tension on drive belt
6. Adjustment
7. Take readings
Record readings of amperage
8. Lubrication
Add 2 drops of oil to stitcher
9.
Scheduled Remove and replace pump every 5
replacement
years
10. Interview operator Ask operator how machine is
operating
11. Analysis
Perform history analysis of a type of
machine
JCB/2010

Captulo 02-1/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

These tasks are assembled into lists and sorted by frequency of execution. Each task is
marked off when it is complete. There should always be room on the bottom or side of the
task list to note comments. Actionable items should be highlighted.
These tasks should be directed at how the asset will fail. The rule is: the tasks should
repair the units most dangerous, most expensive, or most likely failure modes. Caveat:
There will still be failures and breakdown even with the best PM systems. Your goal is to
reduce the breakdowns to minuscule levels and convert the breakdowns that are left into
learning experiences to improve your delivery of maintenance service.
PM systems also include the following:
1. Maintaining a record keeping system to track PM, failures, and equipment utilization.
(creating an equipment baseline for other analysis activity.
2. All types of predictive activities. These include inspection, taking measurements,
inspecting parts for quality, and analysis of the oil, temperature, and vibration.
Recording all data from predictive activity for trend analysis.
3. Short or minor repairs are completed during the PM. This is a great boost to
productivity since there is no additional travel time, set-up time, job assignment time,
waiting time, or idle time. Short repairs are pure productivity.
4. Writing up any conditions that require attention (conditions which will lead or
potentially lead to a failure). Write-ups of machine condition.
5. Scheduling and actually doing repairs written up by PM inspectors.
6. Using the frequency and severity of failures to refine PM task list.
7. Continual training and upgrading of inspector's skills, improvements to PM technology.
8. PM systems should contain ongoing analysis of their effectiveness, and the avoided cost
of the PM services versus the actual cost of the breakdown should be periodically
looked at.
9. Optionally, a PM system can be an automated tickler file for time or event-based
activity such as changing the bags in a bag house (for environmental compliance),
inspecting asbestos encapsulation, etc.
One point that is commonly missed is that PM is a way station to the ultimate goal of
maintainability improvement. PM can be an expensive option because it requires constant
inputs of labor, materials, and downtime. The ultimate goal of maintenance is high
reliability without the inputs.
Which situation below describes your organization best?
1. Your organization has a successful PM system and wants you to learn some additional
ideas to make it more efficient or more effective. In this type of organization a wellwritten report to your boss with some concrete examples from your current operation
might be all that is needed to start improvements.
2. Your organization hopes you will learn enough to put in a PM program or upgrade an
ineffective one. They say they will support you. You think you can count on them to
stay out of your way (at the very least). This type of organization will require more
work.
3. Your organization either doesn't want to change (and says so) or they say they want to
change and youre sure that they have no intention of backing you up. You might like a
PM program (or to improve the existing one) and feel like you might be trying to swim
upstream. You will have a difficult job that no one may ever thank you for completing.
You have to make a difficult choice.
4. None of the above.
Six Misconceptions About PM
Misconception 1: PM is a way of trying to determine when and what will break or wear out
so you can replace it before it does.
Reality 1: PM is much bigger than that. It is an integrated approach to budgeting, failure
analysis, eliminating excessive resource use, and permanent correction of problem areas.

JCB/2010

Captulo 02-2/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Misconception 2: PM systems are all the same. You can just copy the system from the
manual or from your old job and it will work.
Reality 2: PM systems must be designed for the actual equipment as set-up, age of the
equipment, product, type of service, hours of operation, skill of operators, and many other
factors.
Misconception 3: PM is extra work on top of existing workloads and it costs more money.
Reality 3: PM increases uptime, reduces energy usage, reduces unplanned events, reduces
air freight bills, etc. There are hundreds of ways the PM saves the organization resources.
The only time it is in addition to the existing workload is when you put it in.
Misconception 4: With good forms and descriptions, unskilled people can do PM tasks.
Reality 4: With good forms and training, unskilled people can do some of the PM tasks
successfully. For greatest return on investment, skilled people must be in the loop.
Misconception 5: PM is a series of task lists and inspection forms to be applied at specific
intervals.
Reality 5: Newer PM strategies require control of the equipment for enforced downtime
because they initiate activity on condition (initiate task list when temperature exceeds 20
above ambient).
Misconception 6: PM will eliminate breakdown.
Reality 6: In the words of a PM class, PM can't put iron into a machine. In other words,
the equipment must be able to do the job. PM cannot make a 5 hp motor do the work of a
10 hp motor.
One problem in factories, fleets, and buildings is that PM systems fail because past sins
wreak havoc on anyone trying to change from a fire fighting operation to a PM operation.
Even after running for a few months, there are still so many emergencies that it seems you
can't make headway.
You face unfunded maintenance liabilities. The only way through this jungle is to pay the
piper, modernize, and rebuild yourself out of the woods. This is where the investment must
be made. Any sale of a PM system to top management must include a non-maintenance
budget line item for past sins.
Remember: the wealth was removed from the equipment without maintenance funds being
invested to keep it in top operating condition.
Costs of a PM System
One time:
Modernization of equipment to PM standard
Pay for system to store information
Data entry labor for data collection
Labor to train inspectors
Labor to set up task lists, frequencies, standards
Purchase any predictive maintenance devices with training
Ongoing:
Labor for PM task lists, short repairs
Parts costs for task lists, PCRs
Additional investments in predictive maintenance technology
Funds to carry out write-ups (maintain the higher standard of maintenance)

JCB/2010

Captulo 02-3/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Chapter 25
How to Install and Run a PM System
There are many details that make the PM system work. In this chapter we will look at
some of the details: where to get PM task lists, how often to perform tasks, who should be
involved in the PM effort, how to get the cooperation of the users, and many other essential
details.
One of the great contradictions of maintenance (pointed out by John Moubray in a series of
articles in Maintenance Technology magazine, March-June 1996) is that the more effective
the PM effort, the fewer are the breakdowns. Fewer breakdowns means less data for indepth analysis. Statistical analysis, root failure analysis, and mechanic experience in
dealing with failure all suffer from a dearth of data. The conclusion: the more effective the
PM system is, the greater lengths we will have to go for data for analysis. Nowhere is this
more clear than in the aircraft industry where they use everything from computer models to
wind tunnels to guns that shoot chickens at the engines for failure data!
Where to Get the Original PM Task List
The task list consists of the items to be done; the inspections, the adjustments, the lube
route, and the readings and measurements. Sources of task lists are:
Manufacturers
Third-party published shop manuals
State law
Regulatory agencies, such as EPA and DOT
Equipment dealers
Your experience
Trade association recommendations
Skilled craftspeople experience
History, review of your records
Consultants
Engineering department
Laws
PM Frequency: How Often Do You Perform the PM Tasks?
The first source for inspection frequency, is the manufacturers manual. Ignoring it might
jeopardize your warranty. The manufacturer's assumptions for how the machine is being
used might be different than your usage. For example, one manual recommended a
monthly inspection for a machine. When the manufacturer was questioned, it came out
that the assumption was made of single-shift use. The factory used the machine around
the clock and was getting excessive failures even with recommended PM frequency.
Some manufacturer's maintenance manuals are concerned with protection of the
manufacturer and limiting warranty losses. Following that manufacturer's guidelines may
mean you will be overinspecting and overdoing the PM needed to preserve the equipment.
Certain inspections are driven by law (EPA, OSHA, State, DOT). You have a certain amount
of flexibility in the timing of these inspections. Consider scheduling them when a PM is also
due. While you have the unit under control, you also perform the in-depth PM and any open
corrective items to improve efficiency.
Your own history and experience are excellent guides because they include factors for the
service that your equipment sees, the experience of your operators, and the level and
quality of your maintenance effort.
For almost any measure to be effective the PM parameter (such as cycles, days, etc.) must
be driven from the unit level unique parameter table for each unit) or from the class level
(like units in like service). For example, a pick-up truck would have a very different
frequency than a dump truck even though they are both trucks.

JCB/2010

Captulo 02-4/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Failure Experience (Both Frequency and Severity)

Feeds Back into Task List
The task list should be designed to capture information about or direct the attention of the
inspector toward critical wear areas and locations. If you are inspecting an expensive
component system, many inspections might go by without any reportable changes.
Depending on the economics, you may want to continue to inspect in order to capture the
change when it happens. Always continue to inspect life safety systems.
You have to design standards to increase and decrease the number of tasks based on the
failure history. Some organizations use the standard that if they don't get a reportable item
every third PM (3:1), then they are inspecting too frequently. Don Nyman uses the
standard of 6:1 in Maintenance Management.
Task list items that are directly concerned with life safety are not included in this analysis.
An OSHA mandated inspection of an overhead crane hook might have a ratio of inspections
to observed deficiencies of 10,000:1 or greater. Do not include statute-driven inspections
either (boilers, sprinklers, etc.).
Types of PM Clocks
The PM inspection routines are designed to detect the critical wear point and push it into
the future as much as possible. Since we cannot yet see the wear directly, the goal is to
find a measure that is easy to use and is more directly proportional to wear.
Traditionally, two measures were used: utilization (cycles, tons, miles, hours), and calendar
days. Other measures mentioned below are not only possible but, in some cases, more
accurate.
Days: This is the most common method. The PM system is driven from a calendar.
(Example: every day, grease the main bearing, every 30 days replace the filter, etc.).
Advantages: Easiest to schedule, easiest to understand, best for equipment in regular use.
Disadvantages: PM might not reflect how the unit wears out, units might run different
hours and require different PM cycles (example: one compressor might run 10 hours a week
and the other might run 100 hours).
Meter Readings:
This is one of the most effective methods for equipment used
irregularly. (Example: change the belts after the compressor runs 5000 hours.).
Advantages: Relates well to wear, is usually easy to understand.
Disadvantages: Extra step of collecting readings, hard to schedule in advance unless you
can predict meter readings.
Production or Use: This is the second most common method. The PM system is initiated
from usage such as PM after every 50,000 cases of beverage, or overhaul the engine every
10,000 hours or 500,000 miles. Some theme parks even use guests through turnstile.
Advantages: Utilization numbers are commonly known (how many cases we shipped
today). The parameter will be well understood, should be very proportional to wear, not
hard to schedule after production schedule is known, harder to predict labor requirements
future month or year.
Disadvantages: Information system might not accept this type of input, extra labor to take
readings or collect data.
Energy: The PM is initiated when the machine or system consumes a predetermined
amount of electricity or fuel. The asset would have a meter or some other method of
directly reading energy usage. This is an excellent indirect measure of the wear situation
inside the device and the overall utilization of the unit. You probably are already collecting
some energy data for other reasons. Energy consumption includes the variability of rough
service, operator abuse, and component wear (increased friction). Used extensively on
boilers, construction equipment, and marine engines.
Advantages: Very accurate measure of use in some equipment, raises consciousness about
energy usage.

JCB/2010

Captulo 02-5/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Disadvantages: Need to wire watt-meters or oil meters into all equipment to be monitored,
hard to schedule ahead of time without a good history, extra labor to take readings or
collect data.
Consumables: An example would be add-oil The additions to hydraulic, lubricating, or
motor oil are tracked. When the added consumable exceeds a predetermined parameter,
then the unit is put on the inspection list. This is a direct measure of the situation inside
the engine, hydraulic system, gear train, etc. Wear and condition of seals are directly
related to lube consumption.
Advantages: Will alert you if there is a leak.
Disadvantages: Very specialized, very hard to schedule in advance, hard to collect accurate
data.
On-condition Measures (such as Quality): The PM in this case is generated from the
inability of the asset to hold a tolerance or have consistent output. It could also be
generated from an abnormal reading or measurement. For example, a low oil light on a
generator might initiate a special PM.
Advantages: Responds well to customer needs.
Disadvantages: Almost impossible to schedule, cause is frequently not in the maintenance
domain, response might be too late.
Four Types of Task Lists
Unit Based: This is the standard type of task list where you go down a list and complete it
on one asset or unit before going on to the next unit. The mechanic would also correct the
minor items with the tools and materials they carry (called short repairs). Another variation
of unit PM is Gang PM, where several people converge on the same unit at the same time.
This method is widely used in utilities, refineries, and other industries with large complex
equipment and with histories of single craft skilling. In a TPM-run factory, the operator is
responsible for the unit PM. A mechanic might be responsible for an annual, in-depth PM.
Advantages: The mechanic gets to see the big picture, parts can be put in kits and are
available from the storeroom as a unit, person learns the machine well, mechanic has
ownership, travel time advantage (only requires one trip), gets into the mindset for the
machine, easier to supervise than other methods. Mechanic can discuss the machine with
operator as an equal partner.
Disadvantages: High training requirement, higher level mechanics needed even for the
mundane part of the PM, short repairs can force you behind schedule, and if PM is not done,
no one else looks at machine.
String Based: Your list is designed to PM one or a few items on many units in a string.
Each machine is strung together like beads on a necklace. Lube routes and vibration routes
are examples of string PM. If the units are located together it might be easier to look at
one item on each unit. The inspector's efficiency would be higher since they would be
focused on one activity.
Most inspection only PM's are designed this way. Almost all predictive maintenance is
handled by various types of strings. Only a few computer systems support string PM and
allow a charge to be spread to several assets.
Advantages: Low training requirements, lower level mechanic required, job can be
engineered with specific tools and exact parts, route can be optimized, stockroom can pull
parts for entire string at once, lends itself to just-in-time delivery of parts, easier to set
time standards for a string, good training ground for new people to teach them the plant,
allows new people to get productive quickly.
Disadvantages: Some loss of productivity with extra travel time for several visits to the
same machine, don't see the big picture (the string person might ignore something wrong
outside their string), boring to do the same thing over and over, no ownership, hard to
supervise, if a mistake is made (such as wrong lube) it is spread to all assets on the route
quickly.

JCB/2010

Captulo 02-6/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Future Benefit: This type of task list takes advantage of closely coupled processes. It is
commonly considered in the chemical, petroleum, and other process oriented industries.
Since manufacturing is looking more and more like continuous processes then it will become
more popular there also. In future benefit PM, you PM the whole train of components
whenever a breakdown or changeover idles one essential unit. It is usually easier to extend
downtime for a hour than it is to get a fresh hour for PM purposes.
Advantages: Little or no additional downtime, take advantage of existing downtime to PM
for a future benefit, can become a contest against time, easier to manage, can be exciting.
Disadvantages: Might not have enough people, disruptive to other jobs interrupted when
the call came in, cannot predict when your next PM will be done so you can plan but not
schedule.
Condition-Based PM: The PM service is based on some reading, measurement going
beyond a predetermined limit. If a machine cannot hold a tolerance, a boiler pressure gets
too high or a low oil light goes on a PM routine is initiated. Used with statistical process
control to monitor and insure quality.
Advantages: High probability that some intervention is needed, involves the operator,
brings maintenance closer to production, supports quality program.
Disadvantages: Might be too late to avoid breakdown, usually high skill needed, can be
planned but cannot be scheduled, many variations are not maintenance problems.
Access to Equipment
One of the most difficult issues of maintenance is access to equipment (because the
customer wants it or needs it). Access problems fall into two categories: political and
engineering.
Political access problems are problems that stem from political reality. The equipment is
not in use 24 hours, 7 days. But it is in use whenever you want it for PM. The reason you
are not given access might be because production control has assigned no time for the PM,
the maintenance department might be distrusted by production, etc. Here are some ideas
for political access problems.
1. Go back to the planning department to discuss requirements. Do not wait until you
need the unit the next day. In some cases, the production schedule might be set
weeks ahead of time. Lay out your PM requirements for each asset for a year in
advance including the hours of downtime.
2. Circulate PM success stories from your plant or from the trade press to everyone in
production management. Keep doing it until they believe you.
3. Conduct a class in PM and breakdown with examples of broken parts and show how PM
could have avoided the problem.
4. Use production and downtime reports now in circulation and highlight downtime
incidents that could have been avoided by PM effort.
5. Most importantly, conduct yourself with integrity. When yon do get a window for PM or
corrective work, give equipment back when promised; show up when promised; if there
is a complication, communicate with everyone before, during, and after.
Engineering access problems are easy to spot. These access issues stem from equipment
that cannot be taken out of service because it is always in use. Consider transformers,
environmental exhaust fans, single compressors, etc., in this category.
A partial antidote for both access problems might be in non-interruptive maintenance.
Interruptive / Non-interruptive: This is a variation on the unit based theme for
machines that run 24 hours a day (or are running whenever you need to PM them). The
unit based list is divided into tasks that can be done safety without interrupting the
equipment (readings, vibration analysis, adding oil, etc.) and tasks that require
interruption. The tasks can be done at different times. The interruptive list may require
half as much downtime as the original task list. The next step is to reengineer the machine
so almost all of the tasks can be done safely without interruption.
Advantages: Same as above, with reduced machine downtime.

JCB/2010

Captulo 02-7/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Disadvantages: Same as above, except slightly less productive since the machine may
require two trips.
Steps to Install a PM System
1.

2.
3.

4.

5.

6.

7.

8.
9.
10.
11.

12.
13.

14.

15.

16.

Create PM task force. This is a group that includes craftspeople (include the shop
steward in union shops), a staff representative, data processing representative, and
engineer.
Decide on the goals of the task force. Set objectives.
Pick a catchy name for the effort, like PIE (profit improvement effort), DEEP (downtime
elimination and education program, QIP (quality improvement program). Stay away
from "PM" since it has negative connotations for many people.
Get training in computers for members of task force if they are not computer literate.
Include typing training. Get them access to computers and able to use word processors,
spreadsheets, E-mail, and any relevant organizational level networks or systems.
Get generalized maintenance management training for the entire task force. This will
save time and effort by laying groundwork so that they can share a language and
create a new vision of maintenance.
Identify the maintenance stakeholders (anyone impacted by how maintenance is
conducted). Analyze the needs and concerns of the maintenance stakeholders. Look
at each group and see how they contribute to the success of the organization. Include
production, administration, accounting, office workers, tenants, housekeeping, legal,
risk management, warehousing, distribution, clients, etc. At least look at how your
proposed changes will benefit each group.
Inventory and tag all equipment to be considered for PM. Compile and review your list
of equipment. Compile a list of all of the assets (or units) that you are responsible for.
This list is a starting point for the PM program. Inquire if lists exist in plant engineering
or accounting.
Select a system to store information about equipment, select forms for PM generated
MWO and check-off sheets.
Design first drafts of the measures or benchmarks to be used to evaluate the PM
system's performance. These measures will be revised as the process goes on.
Draft SOP (standard operating procedures) for the PM system. This document will also
be revised many times over the first year.
Have task force members or shop personnel complete data entry or preparation of
equipment record cards. Rotate job so that many (everyone?) in the department has
experience with the system before you go on line.
Consider using contractors to replace the hours lost on the floor by the people doing
the data entry. It is essential to build a critical mass of expertise in the system.
Another essential is daily audits of all data typed into the system. Have someone
highly skilled review all data going into the system. The best way is to take the list and
crawl around and physically verify all of the information and name plate data.
Select people to be inspectors. Allow their input into the next steps. Consider using
inspectors to help set up system, Consider choosing them for steps 1, 2, 7, 11, 13, and
others.
Get key personnel training in RCM (reliability centered maintenance) and failure
analysis. This will help them and the program immeasurably. The training will show
them how to root out useless tasks and include important tasks on hidden functions.
Determine which units will be left under PM and which units will be left to breakdown
(BNF, or bust and fix). Remember that there is a real cost associated with including
any item in the PM program. If, for example, you spend time on PMs for inappropriate
equipment, you will not have time for the essential equipment.
Cost to include in PM Program:
Cost of Inclusion = Cost per PM x Number of PM services per Year
To decide which units to include in the PM system, apply the following rules to each
item.
A. Would failure endanger the health or safety of employees, the public or the
environment?

JCB/2010

Captulo 02-8/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

B.

17.
18.

19.

20.

21.

22.

23.

24.

25.

Is the inspection required by law, insurance companies, or your own risk

managers?
C. Is the equipment critical?
D. Would failure stop production, distribution of products, or complete use of the
facility?
E. Is it the link between two critical processes?
F. Is it a necessary sensor, measuring device, or safety protection component?
G. Is the equipment one of a kind?
H. Is the capital investment high?
I. Is there spare equipment available?
J. Can the load be easily shifted to other units, or work groups?
K. Does the normal life expectancy of the equipment without PM exceed the operating
needs? If this is true, PM may be a waste of money.
L. Is the cost of PM greater than the costs of breakdown and downtime? Is the cost
to get to (to view or to measure) the critical parts prohibitively expensive?
M. Is the equipment in such bad shape that PM wouldnt help? Would it pay to retire
or rebuild the equipment instead of PM?
Schedule modernization on units requiring it. Investigate retiring bad units if possible.
A bad unit or asset left on the system will demoralize the most dedicated inspectors.
Select which PM clocks you will use (days, utilization, energy, add-oil). A clock is
designed to reflect wear on an asset. Clocks on items in regular use or subject to
weather are usually expressed in days. An irregularly used asset might be better
tracked by usage hours or output tons of steel, cases of cola, etc. Some equipment
such as construction equipment is best tracked by gallons of diesel fuel consumed
because the hour meters are frequently broken.
Decide what Predictive Maintenance technology you will incorporate. Train inspectors
in techniques. Even better, provide the information and a budget to the task force and
let them pick the technology. Most equipment should be rented before buying.
Inexpensive training is available from most vendors and distributors.
Set up task lists for different levels of PM. Factor in your specific operating conditions,
skill levels, operators experience, etc. Consider all of the strategies including unit
based,
string,
route
maintenance,
future
benefit,
as
well
as
noninterruptive/interruptive. Publicize your successes.
Categorize the PM tasks by source (recommended by Ron Moore, of RM Group).
Categories might include regulatory, calibration, manufacturers warranty, experience,
insurance company, quality, etc. This will be a great aid when you look back to see
which ones to eliminate or change.
Provide the PM inspector with the following to perform the tasks:
A. Actual task list (usually a work order) with space for readings, reports,
observations
B. Drawings, performance specifications, pictures where appropriate
C. Access to unit history files, trouble reports
D. Equipment manual
E. Standard tools and materials for short repairs
F. Consider a cart designed for the PMs and common short repairs
G. Any specialized tools or gauges to perform inspection
H. Standardized PM parts kits
I. Forms to write up longer jobs
J. Log-type sheets to log short repairs
Assign work standards to the task lists for scheduling purposes. Observe some jobs to
get an idea of timing. Let some mechanics time themselves and challenge them to
reengineer the asset to cut PM time.
Engineer all the tasks. Challenge yourself to simplify, speed up, eliminate, combine
tasks. Improve tooling and ergonomics of each task. Always look toward enhancing
the worker's ability to do short repairs after the PM is complete.
Determine frequencies for the task lists based on clocks chosen. Select parameters for
the different task lists.

JCB/2010

Captulo 02-9/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

26. Implement system, load schedule, and balance hours. Extend schedule for 52 weeks.
Balance to actual crew availability. Schedule December and August lightly or not at all.
Allow catch-up times.
Staffing the PM Effort
A successful PM program is staffed with sufficient numbers of people whose analytical
abilities far exceed those of the typical maintenance mechanic (from August Kallmeyer,
Maintenance Management).
We want high skill and knowledge people with positive
attitudes because they will be able to detect potentially, damaging conditions before they
actually damage the unit. Your best mechanic is not necessary your best PM inspector.
Six Attributes of a Great PM Inspector
1.
2.
3.

4.

5.

6.

Can work alone without close supervision. The inspector has to be personally reliable
since it is hard to verify that work was done.
Interested in the new predictive maintenance technology; should be trained in
techniques of analysis and in the use of these modern inspection tools.
Will know how to (and want to) review the unit history and the class history to see
specific problems for that unit and class. Also, the type of person who will complete the
paperwork.
A mechanic is re-active in style; PM inspector is pro-active. In other words, the
inspector must be able to act on a prediction rather than react to a situation. He/she is
primarily a diagnostician, not necessarily a "fixer."
Because of the nature of the critical wear point, the more competent the inspector, the
earlier deficiency will be detected, allowing more time to plan, order materials, and
helping to prevent core damage.
PM inspectors should not be interrupted, and should ideally be segregated (while in the
PM role) from the rest of the maintenance crew. PM inspection hours should represent
10-20% of the whole crew.

How to Ensure the PM's are Done as Designed

One of the toughest problems to solve is how to ensure that the inspector is actually doing
the inspection on the task list. Horror stories about maintenance catastrophes frequently
feature task lists that were signed as completed but obviously not performed. For most
people, PM tasks are boring and mind numbing. The challenge of leadership is to inspire
the people in PM roles to want to do the tasks well. The inspector mentioned below (or for
that matter mentioned anywhere in this section) can be a regular mechanic, operator, or
helper (if appropriate) on a part-time basis, or a full-time PM technician.
1. Does the inspector know that PM impacts reliability, safety, costs, and output?
Inspectors in nuclear plants or in airlines know full well the impact of missing a PM (and
even then it happens).
2. Have your top management address maintenance crews about the criticality of PM.
You might have to write the speech. People attend to what they think management
thinks is important. Let them hear it from the boss's mouth.
3. Present the job as important. If people feel that PM is stupid, boring, and low-priority
fill-in work, they are less likely to put themselves out.
4. Let your PM mechanics design the system and tasks themselves. Have them trained in
reliability, TPM, and general maintenance management, and then let go of the reins.
5. One problem is lack of specific skills. An individual might be lacking a specific item of
skill or knowledge to effectively perform the task. Be explicitly sure the PM people are
fully trained. A test for PM certification might be appropriate.
6. Improve the relationship between the mechanic and the maintenance user. Where
there is an operator such as a driver, machine operator, or a building contact person,
instruct the mechanic to make personal contact. Some PM task lists include a task
talk to operator and determine if equipment, building, truck, etc., has operated
normally since the last visit.

JCB/2010

Captulo 02-10/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Make it easy to do tasks. Reengineer equipment to simplify the tasks and route the
people to minimize travel.
8. Simplify paperwork.
9. Improve accountability by mounting a sign-in sheet inside the door to the equipment.
Be sure the people who do the tasks sign a form and are included in discussions about
the equipment. When people know they might be quizzed about an asset, they are
more likely to complete their PM tasks. When people know that after a breakdown an
inquiry is conducted and the PM sheets are reviewed, it motivates them to complete
their tasks.
10. Make PM a game. One supervisor got a small amount of money and went to the local
fast food restaurant and bought 50 gift certificates. Each week he hid eight 3x5 cards
(that said "see me") inside equipment on the PM list. He traded the cards for the
certificates. He knew when a card wasn't found (PM wasn't done). His comment was
What people would do for 50 they wouldn't do for $17.50 per hour!
11. PM professionals like new, better toys (sorry-better tools, not toys). Technology has
opened up the field for sophisticated, relatively low-cost PM tools. They might include
$700 for a pensized vibration monitor, $500 for a cigarette pack-sized infrared scanner,
or $1,500 for an ultrasonic detection headset and transducer. If appropriate to the size
and type of equipment, these tools will motivate the troops and increase the probability
that they will detect deterioration before failure.
12. In any repetitive job, boredom sets in. Consider job rotation, reassignment, project
work, and office work (like planning, design, analysis) to improve morale.
7.

Implicit versus Explicit tasks

Task lists designed for use by long term and fully trained maintenance professionals can be
skeletal, without filling in every detail. An HVAC mechanic could reasonably expect to
understand a task like fire unit and check for proper controls operation. These tasks are
implicit. They depend on, perhaps, years of experience and relevant training.
Explicit tasks are completely spelled out. They are designed for less skilled maintenance
workers or non-maintenance workers doing maintenance work. Explicit tasks should
include pictures, descriptions, where to look for advice, whom to call, when to bring in
maintenance, etc. As you can imagine, explicit task lists are much more expensive to
develop. An explicit list given to a skilled maintenance professional might cause some
resentment, while an implicit list given to a novice will be ineffective for the overall PM
effort.
It is important that your task design account for who will do the tasks and whether you
have control of testing and training the inspectors.

JCB/2010

Captulo 02-11/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Chapter 26
PM Task List Development
The task list is the heart of the PM system. It reminds the inspector what to do, what to
use, what to look for, how to do it, and when to do it. In its highest form it represents the
accumulated knowledge of the manufacturer, skilled mechanics, and engineers - for the
avoidance of failure. Task lists are designed by manufacturers, skilled mechanics,
engineers, contractors, insurance companies, governmental agencies, trade associations,
equipment distributors, consultants, and sometimes by large customers.
All task list items are designed to perform, one of two functions. The two functions are the
core of all PM thought, and they are: either extend the life of an asset or detect when the
asset has begun its descent into breakdown (before it actually, breaks). It is also the
assumption of the design of PM tasks that when a problem is detected during inspect, scan,
take readings, etc., the maintenance system will respond with a corrective action.
Activities you might find on a task list include the following.
Life Extension

Clean
Empty
Tighten
Secure
Component replacement
Lubricate
Refill
Top-off
Perform short repair

Detection

Inspect
Scan
Smell for.
Take readings
Measure
Take sample for analysis
Look at parts
Operate
Jog
Review history
Write-up deficiency
Interview operator

Tasks are designed to prevent three types of failures: dangerous failures injurious to the
public, employees, or to the environment; expensive failures, including downtime and large
breakdowns; and frequent failures that happen continually and are disruptive to the work
environment.
In RCM (Reliability Centered Maintenance) breakdowns are divided into three levels or
grades by the consequence of the breakdown. In fact, to paraphrase John Moubray in his
RCM II book, the problem is not failure at all, it is the consequence of failure.
1. Breakdowns where the consequences are loss of life or environmental contamination,
Such as a boiler safety valve or the rupture of a tank of volatile chemicals.
2. Failures where the consequences are operational downtime, such as loss of cooling water
to a data center or the breakage of the chain in an auto assembly line.
3. Failures where the consequences are repair costs, such as the breakdown of one of
several milling machines in a machine shop.
Each task (line item) should be considered carefully before inclusion creates a cost for the
long term. The quick way to evaluate task economics is to relate the task cost per year to
the avoided cost of the breakdown. In category 2 or 3, economic analysis is the way to
determine if a task should be included. In category 1, the task must be included or the
asset reengineered to remove the threat of failure.
For categories 2 and 3:
Breakdown costs:
(probability of failure in 1 year) x (cost of downtime + cost of repair) < PM Costs:
(cost per task x # services per year) + (new probability of failure in 1 year x (cost of
downtime + cost of repair))
Example:
Breakdown Costs: Compressor breaks down once every 2 years (50% probability each
year) under the existing bust'n'fix plan. It costs $15,000 each time to repair and causes
$60,000 of downtime.
0.5 x ($60,000 + $15,000) = $37,500 per year

JCB/2010

Captulo 02-12/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

PM Costs: Service compressor 12 time per year at a cost of $1.000 per service (parts,
labor, downtime) Plus a bi-annual scheduled overhaul costing $16,000. New probability of
failure with PM: 1 failure in 20 years = .05
(($1000 x 12) + (1/2 x $16,000)) + (.05($60,000 + $15,000)) = $23,750 which is clearly
less than the cost of the breakdown mode.
Developing Task Lists
Most people in maintenance enjoy imagining what tasks would be appropriate for an asset.
They enjoy using their experience and knowledge for this kind of problem. They might or
might not use the manufacturer's manual. The problem is that there is no linkage between
individual tasks and the failure modes that they are to address.
Other people take the manufacturer's task list as an absolute given (which it is while you
are under their warranty). There are several observations about manufacturers' task lists.
1. Some manufacturers have tremendous knowledge about the failure modes of their
equipment based on deep analysis of thousands of units under all types of conditions.
You can certainly start with these lists since they have significant brainpower invested.
Certainly the lists from the large automotive or HVAC companies would fall into this
category. Even these lists can be fine tuned.
2. Profit drives the task lists of some manufacturers. They want you to over-PM their
asset so that they avoid warranty claims. These are the same manufacturers whose
recommended spare parts list includes parts you are likely never to use.
3. In most cases ignorance is the biggest issue. Many small machine manufacturers and
some large ones do not use their own equipment. Their engineers might know about
the design issues of a pump but they never fixed them or worked with them in service.
Actually, a big user of the equipment gets to know far more about the equipment than
does the manufacturer. Since you see the equipment every day, you get to fix it, you
get to be stuck with the results of your actions, you learn what it takes to keep the
equipment running. In this case, your knowledge is far more valid.
4. The last issue is that you might use equipment in an unusual service.
The
manufacturer might be very conscientious, like members of group 1 above. You are
using their equipment outside the envelope. You might be using it more hours per
day, higher capacities, for different materials, connected to another asset, or under
unique controls. I'm reminded of a pick-up truck being used to run a sawmill. It was
chopped up and welded into the machine. The truck maker could not predict this type
of service, and consequently you could not rely on their list.
Some issues to consider in picking tasks and assembling task lists:
1. Complete description of task.
2. Drawings to show how task is done.
3. Are there lock out tag out or confined space entry or possible spillage or release of
gases?
4. Specifications and recommendations about task.
5. Type of task list (unit, string, future, etc.).
6. Skill level required.
7. Is a special license needed?
8. Is there a legal liability issue?
9. Can this task be done by the operator or can the task be in-sourced elsewhere?
10. Is a contractor a better choice for this task?
11. What component is being worked on.
12. Will doing this task impact any other task (such as changing oil impacts topping off)?
13. What failure mode is being addressed and how?
14. What is the value of the failure?
15. Idea of the time between detection and failure if this is an inspection.
16. Number of components that this task is addressed to.
17. Planned frequency.
18. Why this frequency?
JCB/2010

Captulo 02-13/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

19.
20.
21.
22.
23.
24.
25.
26.
27.
28.

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

What clock is best for this type of task (days, utilization, energy, condition, other)?
How long will the task take if you are already at the unit with the tools on a cart?
Special tools required.
Is this task seasonal?
Parts needed.
Value of parts needed.
Is this an interruptive or non-interruptive task?
Will others outside of maintenance have to be notified?
What is the total cost of this task, what is the yearly cost?
How does the yearly cost of the task compare to the cost of the failure mode avoided?

TLC (Tighten, Lubricate, Clean)

TLC -tender loving care- means tighten, lubricate, clean. Keeping equipment trim and clean
will extend the life and reduce the level of unscheduled interruptions. This approach or
strategy is appropriate for all maintenance departments, even those with no support from
top management or maintenance customers. TLC is the simplest way to reduce
breakdowns.
The climate seems to be against TLC. As firms experience downsizing and destaffing, one
of the first services to go is TLC. When we read the latest trade journals and listen to the
latest papers at conferences, we hear and read that time-based (or interval-based) PM is
obsolete. At a recent American Institute of Plant Engineers annual meeting, there were 35
papers or sessions presented, and none of them spoke about improved TLC. Yet studies
find again and again that dirt, looseness, and lack of proper lubrication cause the bulk of
the equipment failures. TLC is the core of TPM's increased reliability. The following are
examples from TPM Development Program, by Nakajima.

One company found that 60% of its breakdowns were traceable back to faulty bolting
(missing fasteners, loose, or misapplied bolts).

Another examined all of its bolts and nuts and found 1091 out of 2273 were loose,
missing, or otherwise defective.

The JIPE (Japanese Institute of Plant Engineering) commissioned a study that showed
53% of failures in equipment could be traced back to dirt, contamination, or bolting
problems.

Other costs can be impacted by effective TLC. One firm reduced electric usage by 5%
through effective lubrication control.
Cleaning
Dirty equipment creates a negative attitude that adversely impacts overall care. Inspectors
cannot see problems developing, and mechanics don't want to work with the equipment.
Dirt can increase friction and heat, contaminate product, cause looseness front excessive
wear, degrade the physical environment, cause potentially lethal electrical faults,
contaminate whole processes (as in clean rooms), and demoralize the operator.
Cleaning is a hands-on activity. Someone who cleans a machine with their eyes open will
see all sorts of minor problems and ask themselves questions about how the equipment
works and why it is designed the way it is. They will also increase their respect for the
machine. This process of cleaning, seeing, touching, and respecting the machine is
essential to increase reliability,. As a result of the questions and observations made by
people cleaning, the operation and maintenance of the machine can be improved.
Part of the cleaning process is looking for ways to make cleaning easier, or for maintenance
avoidance. Perhaps the source of dirt should be isolated to reduce the need for cleaning.
In other cases, the machine should be moved or rotated to facilitate access. The book TPM
Development lists seven steps to a cleaning program:
1. cleaning main body of machine, checking and tightening bolts
2. cleaning ancillary equipment, checking, and tightening bolts
3. cleaning lubrication areas before performing lubrication
4. cleaning around equipment
5. treating the causes of dirt, dust, leaks, contamination
JCB/2010

Captulo 02-14/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

6.
7.

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

improving assess to hard-to-reach areas

developing cleaning standards.

Keep Area Clean

Keeping it clean is not only a PM issue. Cleanliness is important in rebuilds, major repairs,
and even small repairs. Any, mechanic in the business for a length of time can remember a
perfect repair gone bad because of dirt.
With all of the attention being paid to dirt and cleaning, one would imagine organizations
would take extra steps to exclude dirt when they do major repairs. How many professional
maintenance organizations take control of the physical environment with work tents, plastic
drapes, or other measures to exclude dirt and contamination.
Even keeping the maintenance shop clean should be a goal of the maintenance program.
Issue a periodic work order to clean up the shop. Also look at eliminating the sources of
dirt and clutter such as misplaced trash containers, lack of proper storage, broken tools,
bad ventilation, inadequate hitting, too small benches.
Bolting
Loose or missing bolts are a major source of breakdown. Even a single missing or loose
bolt might cause a failure. In most cases, the looseness contributes to vibration which
increases looseness. In electrical joints connected by the pressure of a bolt, looseness is
usually the result of thermal expansion and contraction. The space that looseness creates
promotes oxidation which increases resistance which expands and contracts the joint which
causes more looseness. In other words, loose bolts beget loose bolts.
The misapplication of one nut cost an air charter company $9,600,000. In 1990 there was
a plane crash in the Grand Canyon. The nut holding the propeller on a small tour plane
came loose causing, the propeller to fly off. The jury awarded $9,600,000 for negligence in
maintenance practices. The tour operator had a $10,000,000 deductible insurance policy.
If a main nut holding a propeller can be missed, what is the chance that you have nuts
working their way loose right now as you read this section!
The people cleaning the machines have the best chance of detecting this failure. As they
touch and look at the machine, loose bolts should shout to them. The easiest technique is
to scribe a line on the nut and the machine frame when the nut is tightened correctly. This
scribed line will stay intact (a single line) as long as the nut doesn't move.
When equipment is engineered, the rules of good bolting should have been followed. Much
of the process of maintenance is correcting mistakes or deviations front good engineering
practices. Many rules concern the size, pattern, torque, and type of fastener. Other rules
include head location (nut is accessible), use of lock washers, use of flat washers, and bolt
length. In most facilities there are no well-known standards for tightness for task lists, with
tasks like check base bolts and tighten if loose.
Bringing equipment to specification is sometimes a lengthy job. In a fleet, vehicles are
brought in after 1000 miles to tighten everything up. This short run-in period gives the
bolts a chance to seat. This same strategy is not well followed after factory rebuilds or
when doing work in buildings.
Good bolting practice takes a while to teach and is not necessarily intuitive.
Lubrication
Lubrication is the Rodney Dangerfield" of the maintenance field -it gets no respect. It is
assumed by people peripherally associated with maintenance that anyone who can find a
zerk fitting and squeeze a handle can be a lubricator. Maintenance experts know that
tribology is a field that you can get a Ph.D. in. They also know that a good person in the
lubricator's role can save a plant, building, or fleet thousands of dollars in breakdowns and
potentially millions in downtime and accident prevention.
Failure to lubricate results front several, factors. A leading factor is poorly designed or
installed equipment where the points are too hard to get to, or there are just too many
points. Other factors include too many different lubricants used, not enough time allowed,
lack of standards, and a lack of motivation of the worker. The lack of motivation can
JCB/2010

Captulo 02-15/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

usually be traced back to a lack of knowledge to know how important lubrication is to

reliability, poor self-esteem resulting from the job being a bottom-of-the-barrel type job,
and a lack of training and feedback of how the job was done.
Entry level operators take weeks to learn basic lubrication. We assume that journeymen
mechanics are experts in lubrication. Frequently they know only what theyve seen and
tried. This might be only a small subset of the possibilities, and might also be wrong.
A very expensive lubrication mistake almost caused millions of dollars worth of damage on
the drawbridges that cross the St. Lawrence Seaway. These drawbridges were activated by
two cables which rode on 35 diameter pulleys. These pulleys were mounted on steel
shafts. Partial cracks were found in the shafts. The engineers determined that the cracks
were caused by corrosion. A review of the PM work orders for the last 20 years showed
that the lubrication was being done at the specified frequency with the correct lubricant.
A tribologist was brought in to review the whole application. He found that the original
drawings and specifications called for a lubricant that was inappropriate for a marine
environment. The problem took 35 years to manifest itself. Ask yourself this: if an
engineer and the people who checked the drawings made a mistake about the functional
qualities of a lubricant, what is the probability that the lubricants youve been using are still
the best ones today?
One issue is that many plants use too many different lubricants. In some cases you can
standardize on the "better" product and save money through larger buys. The cost of the
lubricant itself is usually the smallest element of the whole picture. If changes are made,
document them and their reasons. In most facilities the lubricants were chosen a long time
ago, and the reasoning is lost in time.
For lubrication to be successful, the people involved need to understand why they are doing
the lubrication, how to do it, where to do it, and with what. Drawings, charts, diagrams,
and annotated photographs are useful in the process. The lubricator must also understand
the implications of overlubrication.
One of the biggest areas where cleaning and lubrication overlap is in the cleaning and
examination of the lubrication points.
Clogged, dirty, or broken lubrication fittings
compromise the whole effort. Initial cleaning should highlight these issues and correct
them.
Questions (partially adapted from TPM Development Program):
1. Are lubricant containers always capped?
2. Are the same containers used for the same lubricants every time; are they property
labeled?
3. Is the lubrication storage area clean?
4. Are adequate stocks maintained?
5. Is the stock area adequate in size, lighting, handling equipment for the amount stored?
6. Is there an excellent long-term relationship with the lubricant vendor?
7. Does the vendor's salesforce know enough about tribology to solve problems, and do
they periodically tour the facility and make suggestions?
8. Is there an adequate specification for frequency and amount of
lubricant?
9. Are there pictures on all equipment to show how, with what, and where to lubricate and
clean?
10. Are all zerk fittings, cups, and reservoirs filled, clean, and in good working order?
11. Are all automated lubrication systems in good working order right now?
12. Are all automated lubrication systems on PM task lists for cleaning, refilling, inspection?
13. Do you have evidence that the lubrication frequency and quantity is correct as specified
(oil film on moving parts, freedom from excess lubricant)?
14. Is oil analysis used where appropriate?
Automated Lubrication Equipment
One way to improve the lubrication program is de judicious use of automation. There has
been significant improvement in the reliability of auto lube systems. These systems can
now inexpensively be retrofitted to existing equipment on a one- or multiple-point basis.
They provide a level of repeatability and reliability unmatched by most manual systems.

JCB/2010

Captulo 02-16/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

The biggest mistake in the use of automated equipment is that organizations forget to add
the automated lubrication equipment to the PM task list. These systems have to filled,
inspected, repaired, and cared for.
In most major industrial centers, service companies have been established to do your
inspections for a fee. These firms use the latest technology and have highly skilled
inspectors. Some of these firms also sell hardware with training. One good method is to
try some service companies and settle on one to do inspections, help you choose
equipment, and do training.
In Maintenance Management, by Jay Butler, the advantages of automated lubrication are
listed and include reduction in the number of people needed to perform the lubrication,
improvement in the amount of lubrication dispensed, reduction in the amount of
contamination, insurance against missed cycles due to sickness or reassignment, reduction
in the number of interruptions to the equipment. The end result is lower downtime, reduced
breakdowns, and reduced cost of operation.
In the transportation field, lubrication is critical. A seized s cam or slack adjuster in a
trailer axle can fail either actuated or unactuated. When it hangs in the actuated position,
the driver can lose control of the rig causing jack knifing and a potential accident. Since the
early 1980's, Lubriquip has been providing single-point (semi-automatic) systems. They
pipe every lube point to a central location. The mechanic uses the grease gun at the
central point. This semi-automated mode saves 25 minutes per trailer per month. Other
sayings include reduced contamination, reduced missed points, and savings in lubricant.
The system costs about $250 per trailer. The system will report if a point is clogged and
will count the number of lubrication cycles.
To properly incorporate automated systems, several issues have to be faced. The first is
that the automated equipment will create the need for maintenance effort for checking,
filling, and repair. Other procedures, worked out over years, will also have to be radically
changed to take advantage of the new equipment. Since we will not be in certain areas as
often, we will have to enlist other groups such as operators, housekeepers, and security to
keep their eyes and ears open.
Planned Component Replacement
PCR is an option on the PM task list. The novelty of this option is the elimination of failure
because components are removed and replaced after so many hours or cycles but before
failure. Depending on the sub strategy, some of the components are then returned for
inspection, rebuilding, remanufacturing, and others are discarded. The result of this
strategy is controlled maintenance costs and low downtime. The strategy does not work
when the new component experiences high initial burn in type failures.
For example, fleets with time-sensitive loads realized that breakdown costs with downtime
are sufficiently high to justify PCR. It is standard procedure in some fleets to replace hoses,
tires, belts, filters, and some hard components well before failure on a scheduled basis.
PCR is an expensive option. Even in the aircraft industry, significant effort has gone into
improving reliability, so that fewer components would be in the periodic rebuild program.
According to John Moubray in RCM II, after an extensive RCM analysis the number of
overhaul items (planned rebuild items) went from 339 on the Douglas DC 8 to just 7 items
on the larger and more complex DC 10. While the number has dropped dramatically, PCR
is still an important tool to the maintenance professional. PCR is divided into two sub
strategies called planned discard (where you discard the component like belts) and planned
rebuild (for rebuildable components like truck engines).
Planned discard is where a component is removed before failure and discarded. Common
examples would include belts, filters, small bearings, inexpensive wear parts, etc. One fleet
replaces hoses every two years during its major rebuild cycle to reduce the number of
unscheduled hose failures.
Planned rebuild is for major components that are rebuildable such as engines,
transmissions, gear boxes, pumps, compressors, etc. Components on aircraft are the best
examples of this strategy. The items are removed after a fixed number of operating hours
or take-off/landing cycles. They are sent to a certified rebuilder and brought back to
specification and returned to the stock to be put on another aircraft.
JCB/2010

Captulo 02-17/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Joel Levitt

Planning, Scheduling and Coordination
Industrial Press, Inc.

Since the component is replaced before failure on a scheduled basis, PCR offers the
following advantages (partially adapted from Butler's Maintenance Management text).
1. The component doesn't fail. Some of the possibility of core damage is eliminated on
planned rebuild parts. The value of the core is preserved. The core is the rebuildable
item such as the alternator, pump, etc.
2. Replacement is scheduled so that you can avoid downtime and replace the component
when the unit is not needed and reduce overtime (from emergency repairs of
breakdowns).
3. Tools can be made available on a scheduled basis to reduce conflicts and reduce costs.
4. Manufacturer's revisions, enhancements, and improvements can be incorporated more
easily.
5. Rebuilds in controlled environments by specialists are always better than the same
rebuilds on the floor by general mechanics.
6. Since it is scheduled, the rebuild can be used for training of newer technicians.
7. The PCR activity is great training for newer or second tier mechanics. Since all work is
done on operating equipment, the mechanic gets to see how the equipment should
look.
8. Spare components can be made available on a scheduled basis which can minimize
inventory (rather than waiting for breakdowns which are known to clump together).
9. Since the component is replaced, breakdowns become infrequent, availability goes up,
and the atmosphere becomes more regular.
10. In a successful PCR plan and to maximize the return from the investments, one
assumption is that management will take the time to look at any failures that do occur
and seek ways to avoid failures of this type in the future. Some options that can be
looked into are better quality lubricants, better skill in repairs, design review, OEM
specification changes.
How this can be applied: By combining the techniques of failure analysis with the concept of
PCR, the manager can choose the most economical situation.

JCB/2010

Captulo 02-18/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

EST USTED HACIENDO

DEMASIADO MANTENIMIENTO
PREVENTIVO?

16 Maneras de Ahorrar Tiempo y Dinero en el

Mantenimiento Preventivo

Una Gua de Lectura Obligada para los Lderes de

Mantenimiento y Confiabilidad

JCB/2010

Captulo 02-19/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

Contenido
Est Usted Haciendo demasiado Mantenimieto Preventivo?
1.

La Ley No. 1 que Usted debe Saber

2.

La Verdad Real Sobre MP

3.

Si no est roto, no Lo arregle

4.

Tenga cuidado con el "MP Creep"

5.

La Primera Pregunta para hacerse sobre MP

6.

Considere primero PdM

7.

Consiga Datos que Usted pueda rastrear

8.

Verifique la Historia

9.

Acrquese a las Recomendaciones del Vendedor con Cautela

10.

Averige los Motivos

11.

Haga la Matemtica

12.

El Problema con "Lpiz-fustigar"

13.

Aplique la Regla 6:1

14.

Considere el Factor Tiempo

15.

Por qu a las Personas de Mantenimiento no les Gusta MP

16.

Consiga una Evaluacin Profesional, Independiente de Su Programa de MP.

JCB/2010

Captulo 02-20/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Est
Usted
haciendo
Preventivo - MP?

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

demasiado

Mantenimiento

16 maneras de Ahorrar Tiempo y Dinero en el Mantenimiento

Preventivo
A menos que usted haya estado viviendo en otro planeta durante los ltimos cincuenta
aos, usted ya sabe que el motivo para hacer el mantenimiento preventivo es hermtico.
Bien hecho, el mantenimiento preventivo conservar, proteger y extender la vida de su
equipo - y fomentar el retorno global en los recursos.
As que aqu est la pregunta: Por qu la mayora de los profesionales de mantenimiento y
confiabilidad son tan infelices con sus programas de MP?
Sorprendentemente, segn los consultores de Life Cycle Engineering, slo 22% de los
gerentes de mantenimiento estn satisfechos con sus programas actuales. Aqu estn las
dos quejas ms grandes:
MP Consume Demasiados Recursos
Muchos gerentes de mantenimiento creen que su programa de MP es simplemente ms
grande de lo que debera ser. Ellos sienten que no tienen suficiente mano de obra para
manejar todo su MP junto con otros trabajos de mantenimiento tambin importantes.
Falta de Resultados
A pesar de todo el tiempo y dinero gastado en el mantenimiento preventivo, hay todava
demasiadas fallas inesperadas de equipo.
Un ejemplo: En una visita a una planta qumica, un frustrado gerente de mantenimiento
dijo, "Nosotros slo hicimos MP a esa mquina, y sin embargo fall luego de un tiempo
corto. As que por qu nosotros no descubrimos el problema con el MP? "
Porque de hecho. El problema con el mantenimiento preventivo es que toma demasiado
tiempo y produce muy pocos resultados. Por eso este informe especial trata de expliacrlo de
alguna manera.

1.

La Ley No. 1 que Usted debe Saber

La primera ley de economa que usted necesita saber est basada en un principio
descubierto hace ms de 200 aos. Usted probablemente ha odo hablar de ella - se llama
la Ley de Rendimientos decrecientes.
Como cualquier buen estudiante de MBA puede decirle, esta ley declara que cuando un
factor de produccin aumenta mientras que los otros permanecen constantes, la produccin
global disminuye despus de un cierto punto.

Figura # 01: Ley de rendimientos decrecientes

JCB/2010

Captulo 02-21/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

En espaol simple, significa que cuando Usted aumente el mantenimiento preventivo, el

rendimiento de la produccin eventualmente decrecer. Vea la figura #01.
Usted ve, hay una fina lnea entre hacer demasiado, muy poco y simplemente la cantidad
correcta de mantenimiento preventivo. Claramente, hay un punto en el que el MP creciente
daa la lnea base.
La razn? Simple. La mayora de los procedimientos de MP requiere que el equipo est
apagado. Eso significa que el tiempo de servicio baja, as que el rendimiento de la
produccin baja tambin en el futuro. Entretanto, los costos de mantenimiento suben.
As que cunto mantenimiento preventivo es demasiado?
Segn un estudio privado, los programas de buenas prcticas generan 15% de su trabajo
de mantenimiento planeado de las inspecciones de MP. Otro 15% es trabajo correctivo
identificado por esas inspecciones.
As que el mantenimiento preventivo debe responder por aproximadamente 30% de su flujo
total de trabajo de mantenimiento.

2.

La Verdad Real Sobre MP

Por definicin, todo el MP est basado en el tiempo. Eso significa que un calendario de
tiempo o el tiempo de operacin dicta cundo un recurso debe inspeccionarse, limpiarse,
ajustarse, reemplazarse o reacondicionarse.
Pero, hay realmente una relacin directa entre el tiempo que el equipo gasta en servicios y
la probabilidad que falle?
Para abreviar, la respuesta es NO.
La verdad es que la mayora de las fallas de equipo no estn relacionadas con la edad. De
hecho, para sistemas complejos, la mayora de las fallas ocurren al azar.
Considere los hechos. Los siguientes grficos demuestran las probabilidades de falla en
relacin a la edad del propio equipo:

Figura # 02: Modelos de falla

Primero, es importante entender que estos datos vienen de la industria area, dnde las
normas del mantenimiento y de operaciones son excepcionalmente altas. Eso nos da un
verdadero cuadro de cmo el equipo falla cuando se mantiene y se opera correctamente.

JCB/2010

Captulo 02-22/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

La realidad es, 89% de las fallas de equipo no estn relacionadas con la edad. Por
consiguiente, no hay ninguna cantidad de mantenimiento preventivo basado en el tiempo
que pueda manejar estas fallas eficazmente.
Es por eso que usar el tiempo como base primaria para su estrategia de mantenimiento es
un defecto inherente. Tendr un impacto muy pequeo en la confiabilidad global.
De un punto de vista de riesgo, es ms seguro asumir que las fallas de equipo pueden
ocurrir en cualquier momento.

3.

Si no est roto, no lo arregle

Muchos MPs son procedimientos muy invasivos que pueden trastornar y perturbar los
sistemas estables.
Por ejemplo, tome una bomba. Aqu estn los cinco mayores errores comunes que pueden
pasar cuando desmonte y luego vuelva a montar una bomba para el mantenimiento
preventivo:

Se daan los rodamientos

El rbol no se alinea apropiadamente

La bomba no se fija apropiamente

Los sellos no se instalan ni se ajustan apropiadamente

Los lubricantes se contaminan

Como resultado, cuando la bomba se enciende nuevamente, pueden pasar cosas malas.
El pequeo secreto sucio en el mantenimiento es que un nmero significativo de problemas
de equipo es causado por el propio mantenimiento.
Dicho de una manera un poco diferente, el mantenimiento preventivo puede activar las
mismas fallas que se pensaba prevenir.
Por eso es importante evitar el ocuparse excesivamente en vano.

4.

Tenga cuidado con el "Arratre del MP"

La inmensa mayora de programas de mantenimiento preventivo no fue planeada o

diseada apropiadamente desde el principio. Simplemente, han evolucionado con el tiempo.
Considere lo que pasa cuando una parte crtica de equipo falla. Frecuentemente, el jefe
dice: "Asegrese que esto no pase nunca de nuevo!" Para lograrlo, mantenimiento agrega
ms MP: ms limpieza, ms lubricacin, ms inspecciones
Otra falla? Otro MP. Pronto, el programa de MP es ms grande de lo que necesita ser.
El MP arrastrado sin revisar, es una fuente mayor de prdidas y costos en exceso.
La solucin? Tenga un equipo que regularmente revise y quite MP innecesario del sistema.

5.

La Primera Pregunta para hacerse sobre MP

Todo el MP no se crea igual. De hecho, usted podra sorprenderse de aprender cunto

mantenimiento preventivo se hace todos los das que no agrega valor real. Segn la revista
Forbes:
Uno de cada tres dlares gastados en mantenimiento preventivo es un
desperdicio.
Puede ver, Usted puede volverse muy bueno en hacer MP que no agregue valor. As que
aqu est la pregunta que debe hacerse:
Nos ayuda este MP a conservar, proteger o aumentar nuestro rendimiento industrial? "
Si la respuesta es no, y no se requiere para la seguridad o propsitos administrativos, deje
de hacerlo.
JCB/2010

Captulo 02-23/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

Simplemente reconociendo y eliminando las prdidas, Usted puede liberar al tiempo y

dinero que usted necesita para las actividades de mantenimiento que realmente agregan
valor.

6.

Considere primero Mantenimiento Predictivo - MPd

No importa en qu tipo de industria est usted, el mantenimiento predictivo (MPd) es casi

siempre ms rentable como su primera lnea de defensa contra las fallas de equipo.
Basado en estudios hechos en las grandes industrias incluyendo qumicos, papel, metales,
automotor y generacin de poder, algo interesante pasa cuando ms equipos se agregan al
programa de PdM:
Los costos de mantenimiento globales bajan. Esto es lo que muestran los datos:

Figura # 03: Costos de mantenimieno vs MPd

Como usted puede ver, hay una correlacin directa entre los altos niveles de MPd y los
bajos costos globales de mantenimiento medido como un porcentaje del valor de
reemplazo de los activos (RAV).
Por otro lado, los datos tambin muestran que aumentando el tamao de un programa de
MP directamente resulta en costos superiores de mantenimiento. Vea el siguiente grfico:

Figura # 04: Costos de Mantenimiento vs. MP

Por qu es este el caso? Considere los hechos:

Las inspecciones de mantenimiento predictivo pueden identificar los problemas mucho ms
temprano en la curva de falla que el mantenimiento preventivo (vea la siguiente figura #
03). As que PdM le da ms tiempo para planear, programar y hacer las reparaciones - y
evitar el tiempo fuera de servicio no programado.

JCB/2010

Captulo 02-24/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

Figura # 05: Curva P-F

Y, ste es realmente el secreto - el mantenimiento predictivo maneja ms trabajo planeado,

lo que significa:

Los trabajos se hacen ms rpida y seguramente, y a un costo ms bajo.

Los estudios muestran que un trabajo bien planeado toma slo la mitad del tiempo
de ejecucin que un trabajo no planeado.

Cada dlar invertido en planear ahorra tres a cinco dlares durante la ejecucin.

Y no se olvide, la mayora de las inspecciones de mantenimiento predictivo exige al equipo

estar en marcha. Eso significa que se minimiza el tiempo fuera de servicio para el
mantenimiento - un asunto clave en plantas dnde el valor de tiempo fuera de servicio es
de $5,000, $10,000, $20,000 por hora o ms.
Por todas estas razones y ms, asegrese que Usted considera las tecnologas de MPd
primero antes de agregar ms MP.

7.

Consiga Datos que Usted pueda Rastrear

En el pasado, el mantenimiento se vio simplemente como una funcin de reparacin. No

ms.
Hoy, el mantenimiento es un proceso muy sofisticado manejado por un factor importante:
La informacin.
Una de las metas primarias de mantenimiento moderno es reunir y analizar la informacin
de equipo y entonces decidir cundo intervenir.
Por eso el mantenimiento preventivo debe proporcionarle datos reales que usted pueda
rastrear y analizar con el tiempo. Usted quiere un MP que le de medidas cuantitativas con
las cuales Usted pueda hacer algo no slo que sea la opinin de alguien.
As que empiece con el equipo mismo y pregntese: "OK, esto puede fallar. Puedo yo
medirlo?"
En ese caso, hgalo. Escrbalo en el MP. Quiz usted necesite apenas registrar el voltaje o
la presin. O quiz usted quiere medidas fsicas para que pueda ver cmo el equipo se usa
con el tiempo.
JCB/2010

Captulo 02-25/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

Lo que Usted no quiere es que gente del MP digan: "Ve a inspeccionar la bomba." Ah es
cundo alguien sale de la planta, mira el equipo y no le dice a Usted nada.
Lbrese de aquellos y haga que se conviertan en MPs lean, significativos y que agreguen
valor.

8.

Verifique la Historia

Muchos trabajos de MP se realizan en un horario rgido, sin tener en cuenta la condicin del
activo.
Un caso: Un gerente de mantenimiento recientemente admiti que su gente se haba
pasado un da completo simplemente reemplazando partes en una mquina segn lo
programado - a pesar del hecho que se haba restaurado solo dos semanas antes.

9.

Acrquese a las Recomendaciones del Proveedor con

Cautela

Hay razones suficientes para ser escpticos sobre las recomendaciones de mantenimiento
de los fabricantes de equipo originales. Por ejemplo:

Los vendedores normalmente no son los expertos sobre su planta y los procesos de
produccin.

Los vendedores no conocen todo los detalles de las condiciones de operacin de su

planta.

Los vendedores no siempre consideran las habilidades de su mano de obra.

As que qu conocen los vendedores? Su equipo! Como resultado, ellos tienden a

sobredimensionar el mantenimiento para asegurarse que su equipo supere el perodo de
garanta.
Despus de todo, ellos no son los que pagan por su labor. As que es fcil de gastar el
tiempo y dinero ajeno en exceso de MP.
Y no se olvide que la venta de partes de repuesto es casi siempre ms rentable que vender
el equipo original. As que hay una motivacin incorporada para los vendedores para guiarlo
a Usted a comprar repuestos excesivos.

10. Averige los Motivos

Cuando MP identifique los problemas del equipo, en lugar de preguntar "Cun rpido
podemos nosotros arreglar esto?" la pregunta debe ser "Por qu se rompi esto?"
Descubra la causa raz, no slo los sntomas.

11. Haga la Matemtica

Si los costos anuales de una actividad de MP incluyendo el valor total de Mano de obra,
materiales y tiempo fuera de servicio - excede al costo de una falla potencial, es una
actividad errada de MP.
Recuerde que el valor de tiempo fuera de servicio puede ser enorme.

12. El Problema con "Pencil-whipping"

La prctica de usar alegremente el lpiz, o firmar el trabajo que no se ha hecho, es
comn en algunas plantas. Sin embargo, ste es un asunto serio: Falsificar registros y
hacer declaraciones falsas es ilegal.
Y no es slo la persona que hace el ingreso falso la que puede ser sostenida responsable puede castigarse a gerentes, supervisores, colaboradores, y a la propia compaa tambin.
Asegrese que todos entiendan claramente los requisitos legales para completar los
registros de mantenimiento. Ponga una poltica disciplinaria clara para los violadores, e
investigue cualquier incidente sospechoso.
JCB/2010

Captulo 02-26/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

13. Aplique la Regla 6:1

Si sus inspecciones de MP no estn generando mucho trabajo correctivo planeado, esa es
una seal de advertencia. Usted ve que el trabajo correctivo es su retorno de la inversin
en el mantenimiento preventivo ah es donde usted logra su dinero de regreso.
As los trabajos correctivo bajos significan bajo retorno de la inversin.
Recuerde, la meta principal del mantenimiento preventivo no es prevenir las fallas de
equipos. Es prevenir las consecuencias de las fallas.
Cmo? Descubriendo los problemas mientras ellos todava sean pequeos y fciles de
arreglar. Eso le permite tiempo para planear y programar el trabajo de reparacin y evita
los tiempos fuera de servicio extendidos.
Por eso una buena medida para rastrear es el tiempo de inspeccin vs. el tiempo de
correccin de MP que usa la regla 6:1. Eso significa que Usted debe encontrar algo mal
una de cada seis veces que Usted aplica MP a una mquina.
Por ejemplo, si cuatro horas de mantenimiento preventivo generan una hora de trabajo
correctivo, esto es correcto. Pero si toma siete u ocho horas de MP el generar una hora de
trabajo correctivo - esto no es correcto.
Por ejemplo, un gerente de mantenimiento en una compaa farmacutica descubri
recientemente que su proporcin de tiempo de inspeccin al tiempo de correccin era sobre
6:1. As que el decidi reducir las frecuencias de algunas de las inspecciones de MP.
El resultado? Una buena cantidad deS/. ahorrados en los costos de mantenimiento en los
primeros meses . sin cambiar la confiabilidad de equipo.

14. Considere el Factor Tiempo

Se esfuerza Usted en encontrar el tiempo para realizar MP? Hay un nmero significativo
de MP que no est completndose a tiempo? Hay trabajos de MP frecuentemente
diferidos?
En ese caso, sa es otra bandera roja.
Mire, todo el MP est basado en el tiempo, as que es importante hacer los trabajos "a
tiempo." Lo que significa que un MP debe hacerse dentro de un marco de tiempo de ms
10% o menos 10% de su fecha de vencimiento.
Por ejemplo, si se programa un MP cada treinta das, ste debe completarse dentro de una
ventana de tres das de la fecha de vencimiento. Vea la siguiente figura:

Figura # 06: La ventana del MP

JCB/2010

Captulo 02-27/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

Francamente, uno de los problemas ocultos de mantenimiento preventivo es que no hay

ninguna consecuencia inmediata que se vea por no hacerlo.
Por ejemplo, si usted no cambia el aceite en su auto a las 3,000 millas, probablemente no
va a estropearse al da siguiente.
Sin embargo, usted no puede diferir el mantenimiento preventivo si es que quiere tener un
programa de confiabilidad eficaz. MP puede no ser el trabajo ms urgente o excitante que
usted hace, pero est definitivamente entre los ms importantes.

15. Por qu a las Personas de Mantenimiento no les Gusta

MP
Cul es la primera cosa que su personal de mantenimiento piensa cundo oyen el trmino
"MP?"
Dira Usted: "Aburrido?"
Echemos una mirada a los tres tipos principales de trabajo de mantenimiento:

El mantenimiento "rutinario" - incluyendo las inspecciones, lubricaciones, etc., de

MP y de PdM.

El alivio del trabajo pendiente - tratando con ispecciones, reparaciones y

actividades de restauracin.

La respuesta a las emergencias - accin inmediata para manejar las averas.

Aqu hay una sugerencia: Ponga a sus mejores localizadores y solucionadores de fallas y
"hroes" de mantenimiento en la respuesta a las emergencias. Ponga a los obreros
metdicos, disciplinados en el mantenimiento preventivo. Ponga al personal nuevo en el
trabajo pendiente.
Esto enva un mensaje claro a toda su organizacin sobre la importancia del mantenimiento
preventivo.
Como el padre de la gestin moderna, Peter Drucker, dijo una vez:
"La productividad del trabajo no es responsabilidad del obrero, sino del gerente."

16. Consiga una Evaluacin Profesional, Independiente de

Su Programa de MP
Muchas compaas saben que ellos necesitan downsize (reduccin de personal) o right
size (ajustar a la cantidad adecuada) sus programas de MP. Pero el problema es que ellos
no tienen el tiempo, herramientas o procesos que necesitan para hacerlo.
Es por eso que existen consultoras que ofrecen evaluaciones formales profundas de MP.
Para esto primero, sus datos importantes de MP podran cargarse en un software
personalizado. Entonces el MP se ordena, se repasa y se evala segn su volumen.
Algunos resultados pueden ser como este ejemplo que involucra 20,000 MP en una
fundicin de acero:
EVALUACION DE MP
Recomendacin de
Accin de Tareas de MP

# de
MPs

% de Tareas
de MP

Horas-Hombre
Representadas

No-Valor Agregado o
Reasignado

5,876

29.4%

23,867

$716,010

Reemplazo con MPd

6,437

32.2%

28,222

$846,660

Re-Ingeniera

5,200

26.0%

26,221

$786,630

Modificaciones no necesarias

2,487

10.4%

8,987

$269,610

20,000

100%

87,297

Totales

JCB/2010

Costo a $30
por hora

$2,618,910

Captulo 02-28/29

Universidad de Piura - UDEP

Maestra Ingeniera Mecnica Elctrica
Estrategias de Mantenimiento

Tomado de Are you doing too much MP?

de The Reliability Professionals at Allied Reliability, Inc.
Traducido por Jame Collantes Bohrquez

Ahora usted puede ver las oportunidades de ahorrar tiempo y dinero - en dlares reales:

Ahorro de $716,010 eliminando el no-valor agregado a MP o reasignndoles a las

operaciones.

Reemplazo de $846,660 de valor de MP con un PdM ms rentable.

Re-ingeniera de $786,630 de valor de MP para que ellos realmente agreguen el

valor.

En suma, ms de la mitad de todo el trabajo del mantenimiento preventivo en esta planta

podra detenerse - o reemplazarse con MPd - sin consecuencias.
Y esa es simplemente la punta del iceberg. Por eso una evaluacin independiente de su
programa de MP es la manera ms rpida, fcil y segura de lograr que sus costos estn
bajo control.

Resumen
Todo se reduce a esto: El mantenimiento preventivo es un negocio, as que debe correr
como un negocio.
Simplemente cada orden de trabajo de MP es una autorizacin para gastar dinero. Por eso
es importante hacer la menor cantidad de trabajo, al menor costo que todava encontrar
sus expectativas de confiabilidad.
As que all lo tiene. Ahora usted conoce 16 Maneras de Ahorrar Tiempo y Dinero en el
Mantenimiento Preventivo.

JCB/2010

Captulo 02-29/29