To develop and implement a comprehensive Preventive Maintenance program to assure the avoidance of unexpected breakdowns and premature equipment failure.
Significant reduction in unscheduled machine downtime due to machine breakdowns.
Reduction of maintenance cost through the evolution of unscheduled downtime from breakdown maintenance to planned maintenance.
Maximum use of scheduled machine downtime during the P.M.
Improve operating efficiencies (Quality and Productivity) of each machine center by initially focusing on critical areas affecting these.
Improved crews/maintenance communication.
The P.M. schedule is followed faithfully. Any changes to the schedule must be approved by the production manager.
A P.M. coordinator will be assigned who is a maintenance person that will coordinate all work that is done during the P.M. period. The coordinator leads the maintenance and production crews during the P.M. and is fully responsible for the machine condition.
Pre-P.M. meetings will be held. In them, maintenance, and production crews including both supervisors will outline the work to be done during the P.M.
Post-P.M. meetings will be held with the same attendees to review the work completed and discuss the machine conditions.
Weekly clean ups are taken 2 hr. prior to the time which a P.M. on a machine begins.
The lube checklists are developed by the P.M.C. and a selected production person. They are reviewed by both maintenance and production personnel.
The P.M. checklist are developed by the P.M.C. and the maintenance supervisor. They are also reviewed by both maintenance and production personnel.
P.M. education was done in the weekly maintenance crew and problem solving meetings.
The maintenance crew developed the details of the P.M. program and are implementing the project.
Preventive Maintenance Program Outline
Components of the Preventive Maintenance of a Machine:
Minor Repairs / Adjustments
Details of Preventive Maintenance Components:
Performed by machine operator or assistant operator.
Trained and followed up by P.M. coordinator.
Educated by OEM or bearing or oil supplier.
Uses separate detailed lube checklist.
Lube cart used for all lube materials.
Performed by the P.M. coordinator
Purpose: To identify all potential breakdown problems and determine appropriate component replacement.
Uses P.M. Checklist and operator/supervisor input.
Problems written up on P.M. checklist and entered as work orders.
Planned and scheduled by maintenance supervisor and P.M.C.
Problem solve the P.M. checklist based on operating efficiencies.
Performed by maintenance or production crew as designated by the P.M.C. in pre-P.M. meeting.
Mechanics time not to exceed 30 minutes. Longer repairs are written up on inspection and scheduled.
Based operator and supervisor input.
Includes calibration and planned component replacement.
Safety work orders - Priority 1.
Regular work orders according to priority set by production and maintenance.
All materials and parts required are in house.
Scheduled in pre-P.M. meeting.
Responsibility of P.M. Coordinator.
Work order written up from inspection.
Parts researched and ordered and ordered through purchased requisitions.
Lubrication followed up.
All paperwork and sign off’s completed.
Checklist revised based on machine efficiency and downtime.
Elements of Effective Maintenance:
A pro-active approach. Correctly identifying the right thing to do
High level of preventive maintenance. This should be a minimum of 50% of all maintenance activity.
Capability to plan and schedule work. More than 80% of all maintenance work should be planned. World class is 95%.
Appropriate maintenance skills. Multi-craft mechanics should be the goal.
Effective material provisioning.
A focus on performance measurement and continuous improvement.
Maintenance is supported by computerized information management systems that are used consistently.
Production employees are given increasing responsibility for daily maintenance.
Managers view their mission as “continuing process improvement” rather than “keep it running.”
Maintenance is cross-trained with production.
A strong commitment to personnel training and development.
Belief in employee involvement and participative problem solving.
Mechanics are encouraged and allowed to use their skills and experience.