Engineering & Mining Journal

More - What's Maintenance and What's Not!

By: PAUL D TOMLINGSON Views: 25Downloads: 0
Author: Paul D. TomlingsonWhitepaper/Case Study

If its equipment and you do something to keep it running, make it run or make it run better then it’s maintenance. If its equipment and you modify it or move it, that’s not maintenance. If you build, construct or install something, you can’t maintain it until it exists. Wait, there’s more . . .   All equipment is in a constant state of deterioration. That’s why PM is ‘detection oriented.’ The idea is to find the problem and fix it before it blows up!   An overhaul can’t be PM as some think. When an overhaul is required there is so much wrong with the equipment that it must be removed from service. There is nothing left to prevent.   Overhauls and rebuilds are not the same thing. You rebuild the truck engine. And you overhaul the truck.   If your objective is to avoid premature equipment failure and extend equipment life, it’s PM.   If the idea is to use continuous monitoring to asses equipment performance to extend equipment life and avoid the consequences of failure its Reliability Centered Maintenance (RCM). And if you are trying to identify the causes of failure and reduce or eliminate them, you must be able to define reliability. Try this:    Reliability – A measure of the capability of a unit of production equipment, process or circuit to operate at designed capacity within its specified operating envelope while adhering to prescribed maintenance requirements within a designated time period and meet established levels of product output or service duration.     Other stuff  - -     When maintenance has not determined which work requires planning, bad stuff happens. First, planners are overcome with processing work orders for jobs that don’t need planning. Then, by the time the maintenance supervisors are alerted, these small jobs have become emergency repairs. And, when the planner realizes he has been conned into ‘the work order administrator’ he has no time left to plan anything.   The term ‘CMMS’ doesn’t really exist. Few maintenance organizations have a dedicated information system. Most use a work order system which is part of a fully-integrated system also used for inventory control, payroll or purchase order tracking all tied to an accounting. It’s a mystery why other departments think the work order system is the exclusive means of maintenance work control. If you do work - - of any kind - - like road grading in the pit - - use the work order system.      The most successful maintenance managers are those who have figured out that they need help from other departments and have managed to tell them how!   The best mine or plant managers are those who recognize that maintenance needs help from other departments and verifies that they get it.   Operations supervisors are really diplomats. They must ensure that operators don’t bust the equipment while trying to find out what maintenance really does and how to get it.   Maintenance craftsmen are actually ‘frustrated art appreciators’. They know that well-planned work make their jobs easier and allows them to perform higher quality work.   Maintenance foremen have the most difficult jobs in industry. No matter who busted the equipment or who is responsible for the ‘no show’ preceding the sudden failure, it’s their fault!   In the view of most operations folks, ‘downtime’ is only a maintenance term.                   


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