O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a navegar o site, você aceita o uso de cookies. Leia nosso Contrato do Usuário e nossa Política de Privacidade.
O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a utilizar o site, você aceita o uso de cookies. Leia nossa Política de Privacidade e nosso Contrato do Usuário para obter mais detalhes.
When Preventive Maintenance Doesn’t Work
Sometimes, preventive maintenance just doesn't work. That's when it becomes
time to stop the collective insanity and start learning from others.
By Contributing Editor Ricky Smith, CMRP, CRL
For many years, I’ve performed and managed preventive maintenance (PM) on
every type of equipment, never asking myself why the equipment still fails, even
after I’ve performed PM. My compliance rates were always high, but so were the
number of recurring equipment breakdowns.
Finally, I asked myself how it is possible that a maintenance professional could
perform the same PMs on equipment that continues to fail.
I know now that my PM program was flawed because it was essentially a
reactive maintenance program that relied mainly on time-based PM tasks
following manufacturers’ suggestions and stuff we learned along the way. I had
no technical justification for any task other than “we always do it this way,” or “it’s
the latest predictive technology,” so “we can’t stop doing it now or we’ll risk more
failures.” If that isn’t the definition of insanity, I don’t know what is.
The research that changed the way I think about failures and PM actually started
more than 30 years ago, yet many plants are still falling apart today. It’s time to
stop the collective insanity. If you face the same problems on a daily basis
(sometimes with little hope in sight), then read on, because I found a solution --
and you can, too.
Research on equipment failures during the past 30-plus years has proven that
more than 80% of failures aren’t related to equipment age or use. The implication
of the finding is that less than 20% of our proactive maintenance tasks should be
driven by time, equipment age or usage. The majority (more than 80%) should be
predictive and detective forms of proactive maintenance. Predictive maintenance
is the use of technology or some form of condition monitoring to predict
equipment failure. Detective maintenance refers to work that determines whether
a failure has already occurred, and applies well to hidden failures that aren’t (at
least initially) evident when they occur.
With this new understanding of failures, I migrated my department from operating
in reactive mode to operating in proactive mode. The key difference is that our
programs now focused on monitoring asset health and letting that determine the
maintenance work to be performed proactively.
The research further showed that, once we truly understand an asset’s failure
modes (or causes), our program will look more like best-in-class. Here’s an
example of a maintenance program that transformed itself from reactive, time-
based PMs to a proactive maintenance program.
Clean the pump strainer once a month.
Take oil samples from the reservoir, which tells
whether to replace or merely filter the oil.
Inspect pressure gauges to ensure the pump is
developing sufficient head.
Watch for early signs of specific failure modes
(reservoir temperature or excessive pressure
Use electronic predictive checks to watch for early
signs of specific failure modes (pressure and flow).
Use predictive technologies to catch early signs of
specific failure modes (e.g. oil sampling for a specific
There’s a significant difference between these two maintenance programs. The
new program produces far better asset reliability.
I’ve seen equipment failures reduced by 30%, 50% and more. The business
impact of a well-defined proactive maintenance program is huge. You’ll increase
equipment reliability, reduce capital replacement cost, achieve higher equipment
availability and reduce maintenance costs. The soft benefits are a motivated
workforce, a less-stressed management team, more time at home, and so on.
While the numbers will get management to support a project to prove the benefits
on just one asset, once they see the size of the opportunity and the soft benefits,
the next question will be, “What is your plan to roll this out on the rest of our
critical assets?” Allow management to work with you to develop the plan. They’ll
feel some ownership of the process.
After running a compliant PM program for years, I found I couldn’t rely on time-
based maintenance alone. Research and experience in applying that research
has proven that there’s a better way to run the business of maintenance. The
properly balanced use of predictive, detective and time-based maintenance
forms a successful proactive maintenance program.
With such a huge potential to improve business competitiveness, maintenance
managers have a great vehicle for generating interest and support among senior
management, all of whom are looking for rapid return.
Please comment on this article. I would like to hear your comments or additional
words of wisdom so we can all learn from each other.