By implanting a computerized maintenance management system. (CMMS) which improves ..... select those which are due, hard copies of the appropriate maintenance procedures must then ...... 'equipment serial number'. A table is a collection ...
ﺑﺴﻢ ﺍﷲ ﺍﻟﺮﺣﻤﻦ ﺍﻟﺮﺣﻴﻢ
Republic of Sudan Ministry of Higher Education & Scientific Research Nile Valley University Faculty of Postgraduate Studies
Application of the Integration Maintenance System (IMS) in Berber Cement Company
A dissertation submitted as partial fulfillment of the requirements for Master Degree in Engineering Management Systems
By: Mohamed Zakreia Mohammed Abed Elrhman
Supervisor: Professor Mohamed Ibrahim Shukri
Atbara – Sudan December 2016
Acknowledgement I wish to offer my thanks to my supervisor Professor. MOHAMED IBRAHIM SHUKRI for his expert supervision and encouragement throughout the course of this study. I would like to express my deep gratitude to my family and all of my friends for their continuous encouragement. I'm also grateful to those whom have helped to produce this research in its final form.
I
Abstract This study is based on the application of a computerized maintenance management system (CMMS) .This system is applied in the industrial companies which depends on a continues production lines as in the case of Berber Cement Factory. This production has a great demand in the market of the local regional market, as it has a great importance in the local and international markets, it plays a great roll in the building construction. Therefore the aim of the study was to grantee the stability of the production line in the factory and avoiding the stopping of the production at different times thus raising the proficiency of the factory. To attain this are must lay out a programming and scheduling system to have a preventive order of the work for the factory. This can be achieved by using conventional maintenance operation system as it is in Berber Cement Factory. The initial stage of the study involved comprehensive literature reviews to gather the information of integration of the maintenance system (IMS). By implanting a computerized maintenance management system (CMMS) which improves the conventional maintenance operation system in Berber Cement Factory. This system enabled the engineers in Berber Cement Company to follow up the maintenance and minimized the malfunction and break down of the production in this way the engineers can be sure of the continuity of the operation of the work in the factory without any obstacles in the factory and operation running successfully.
II
اﻟﺨﻼﺻﺔ
ﺗﻘﻮم ھﺬه اﻟﺪراﺳﺔ ﻋﻠﻲ ﺗﻄﺒﯿﻖ ﻧﻈﺎم ﺣﺎﺳﻮﺑﻲ ﺟﺎھﺰ ﻣﻦ اﻧﻈﻤﺔ ادارة اﻟﺼﯿﺎﻧﺔ ﻓﻲ اﻟﺸﺮﻛﺎت واﻟﻤﺼﺎﻧﻊ اﻟﺘﻲ ﺗﻌﺘﻤﺪ ﻋﻠﻲ ﺧﻂ اﻻﻧﺘﺎج اﻟﻤﺘﻮاﺻﻞ ،واﻟﺘﻲ اﺧﺬﻧﺎ ﻣﺜﺎل ﻟﺘﻄﺒﯿﻖ اﻟﻨﻈﺎم ﻋﻠﯿﮫ ﻣﺼﻨﻊ او ﺷﺮﻛﺔ أﺳﻤﻨﺖ ﺑﺮﺑﺮ اﻟﺬي ﯾﻘﻮم ﻋﻠﻲ اﻧﺘﺎج اﻻﺳﻤﻨﺖ اﻟﺒﻮرﺗﻼﻧﺪي اﻟﺠﺎف ،ﻣﻤﺎ ﯾﺠﺪ ھﺬا اﻟﻤﻨﺘﺞ رواﺟﺎ ﻛﺒﯿﺮا وﻣﻨﻘﻄﻊ اﻟﻨﻈﯿﺮ ﻓﻲ اﻟﺴﻮق اﻟﻤﺤﻠﻲ واﻟﻌﺎﻟﻤﻲ ﻻھﻤﯿﺘﮫ اﻻﻗﺘﺼﺎدﯾﺔ اﻟﻜﺒﯿﺮة وﻣﺴﺎھﻤﺘﮫ ﻓﻲ ﻋﻤﻠﯿﺎت اﻟﺒﻨﺎء واﻟﺘﺸﯿﯿﺪ ، ﻟﺬﻟﻚ ﻛﺎن ھﺪف اﻟﺪراﺳﺔ ھﻮ اﻟﻌﻤﻞ ﻋﻠﻲ اﺳﺘﻘﺮار ﺧﻂ اﻻﻧﺘﺎج ﺑﺎﻟﻤﺼﻨﻊ وﺿﻤﺎن اﻻﺳﺘﻤﺮارﯾﺔ واﻟﺘﺸﻐﯿﻞ وزﯾﺎدة اﻟﻜﻔﺎءة اﻻﻧﺘﺎﺟﯿﺔ وذﻟﻚ ﺑﺘﻔﺎدي اﻻﻋﻄﺎل وﻣﺸﺎﻛﻞ اﻟﺘﺸﻐﯿﻞ اﻟﻤﺨﺘﻠﻔﺔ . ﯾﺴﺘﻮﺟﺐ ذﻟﻚ اﻟﺒﺮﻣﺠﺔ واﻟﺠﺪوﻟﺔ اﻟﺪﻗﯿﻘﺔ ﻟﻜﻞ اﻋﻤﺎل اﻟﺼﯿﺎﻧﺔ ﺑﺸﻘﯿﮭﺎ اﻟﻮﻗﺎﺋﻲ واﻻﺻﻼﺣﻲ واﻟﻤﺘﺎﺑﻌﺔ اﻟﯿﻮﻣﯿﺔ واﻟﺪورﯾﺔ ﻟﻌﻤﻠﯿﺎت اﻟﺼﯿﺎﻧﺔ اﻟﻮﻗﺎﺋﯿﺔ ﻓﻘﻤﻨﺎ ﺑﺘﻄﻮﯾﺮ وﺗﻄﺒﯿﻖ ﻧﻈﺎم ﺣﺎﺳﻮﺑﻲ ﺟﺎھﺰ ﻣﺘﺨﺼﺺ ﻓﻲ ﻣﺠﺎل ادارة وﻣﺘﺎﺑﻌﺔ اﻟﺼﯿﺎﻧﺔ ﻓﻲ اﻟﻤﺼﺎﻧﻊ واﻟﺸﺮﻛﺎت ،ﻣﻤﺎ ﻣﻌﺮوف ﻋﻦ ھﺬه اﻟﺒﺮاﻣﺞ اﻟﺤﺎﺳﻮﺑﯿﺔ ﺑﺎﻟﺪﻗﺔ اﻟﻌﺎﻟﯿﺔ واﻻﻋﺘﻤﺎدﯾﺔ ﻓﻲ ﻣﺜﻞ ھﺬه اﻟﻌﻤﻠﯿﺎت اﻟﺘﻲ ﺗﺘﻄﻠﺐ اﻟﺠﮭﺪ واﻟﺰﻣﻦ ﻓﻲ اﻟﻤﺘﺎﺑﻌﺔ واﻻدارة ﻧﺴﺒﺔ ﻟﺤﺠﻢ اﻟﻤﻌﻠﻮﻣﺎت او اﻟﺒﯿﺎﻧﺎت اﻟﻜﺒﯿﺮة اﻟﺘﻲ ﺗﺘﻌﺎﻣﻞ ﻣﻌﮭﺎ وﺗﺼﻨﯿﻔﮭﺎ وﺗﺮﺗﯿﺒﮭﺎ ﺣﺴﺐ ﻣﺘﻄﻠﺒﺎت اﻟﻨﻈﺎم اﻟﻤﺘﺒﻊ ﻣﻦ اﺟﺎراءات اﻟﺼﯿﺎﻧﺔ ﺑﻤﺨﺘﻠﻒ اﻧﻮاﻋﮭﺎ . ﺣﯿﺚ ﺗﻤﻜﻦ ﻣﺴﺘﺨﺪﻣﻲ اﻟﻨﻈﺎم ﻣﻦ ﻣﮭﻨﺪﺳﯿﻦ او ﻣﺸﺮﻓﯿﻦ ﻣﻦ ﺟﺪوﻟﺔ وﻣﺘﺎﺑﻌﺔ ﻛﻞ اﻟﻌﻤﻠﯿﺎت اﻟﺘﻲ ﺗﺨﺺ اﻟﺼﯿﺎﻧﺔ داﺧﻞ اﻟﻤﺆﺳﺴﺔ ﻓﻲ ﺷﻜﻞ اﺷﻌﺎرات وﺗﻨﺒﯿﮭﺎت ﯾﻮﻣﯿﺔ ودورﯾﺔ واﯾﻀﺎ ﺗﻜﻤﻦ ﻣﻦ اﺻﺪار اواﻣﺮ اﻟﻌﻤﻞ وﻣﺘﺎﺑﻌﺘﮭﺎ ،وﻣﺜﻞ ھﺬه اﻻﻧﻈﻤﺔ ﺗﻀﻤﻦ اﺳﺘﻘﺮار ﺧﻂ اﻻﻧﺘﺎج ﺑﺎﻟﻤﺼﺎﻧﻊ واﻟﺸﺮﻛﺎت وذﻟﻚ ﺑﺘﻘﻠﯿﻞ زﻣﻦ اﻟﺼﯿﺎﻧﺔ واﻻﻋﻄﺎل .
III
Table of Contents
Acknowledgement Abstract Arabic Abstract Table of Contents List of Glossary Terms and Abbreviations List of Figures List of Tables 1 Chapter (1) Introduction 1.1 Introduction 1.2 Problem statement 1.3 Objectives of Study 1.4 Scope and Limitations of the study 1.5 Research Methodology 2 Chapter (2) Maintenance Management System 2.1 Maintenance 2.2 History 2.3 Definition of Maintenance Management 2.4 Objectives of Maintenance 2.5 Types of Maintenance 2.5.1 Planned Maintenance 2.5.2 Preventive Maintenance 2.5.3 Time – Based Preventive Maintenance 2.5.4 Conditioned – Based Maintenance (CBM) 2.5.5 Running Maintenance 2.5.6 Shutdown Maintenance 2.5.7 Corrective Maintenance 2.5.8 Breakdown Maintenance 2.5.9 Emergency Maintenance 2.6 Maintenance Planning and Control 2.7 Maintenance Policies 2.7.1 Fixed – time Replacement 2.7.2 Condition- Based Maintenance 2.7.3 Opportunity Maintenance 2.7.4 Operation to Failure and Corrective Maintenance
IV
I II III IV VIII IX X 1 2 3 5 6 7 8 9 9 11 11 12 13 14 14 14 15 15 15 15 15 17 19 20 21 21 21
2.7.5 2.8 2.8.1 2.8.2 2.9 2.1O 2.11 2.12 2.12.1 2.12.2 2.12.3 2.12.4 2.12.5 2.12.6 2.12.7 2.12.8 2.12.9 2.12.10 2.12.11 2.12.12 2.12.13 2.12.14 2.12.15
Design – Out Maintenance Maintenance Planning Classification and Identification of Equipment Collection of Information The Computer Maintenance Management System (CMMS) CMMS Methodology Implementing CMMS Capabilities of CMMS Operating Locations Equipment Resources Safety Plans Inventory Control Work Request Work Order Tracking Work Management Quick Reporting Preventive Maintenance Utilities Facility/Equipment History Purchasing Facilities Maintenance Contracts Key Performance Indicators/Metrics
22 22 22 23 23 25 26 27 27 27 28 29 29 30 30 30 31 31 32 33 33 33 34
3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 4
Chapter (3) The maintenance at Berber Cement Plant Introduction Current Maintenance Situation Within the Plant Maintenance Department Units Activities Documentation and Report Maintenance System Work Management in BCC Equipment Failure Management Chapter (4) Implementation of Integration Maintenance System (IMS) in Berber Cement Plant Introduction Definition of the IMS The aims of the implemented IMS
35 36 37 37 39 41 42 43 44
4.1 4.2 4.3
V
45 45 46
4.4 4.5 45.1 4.5.2 4.5.3 4.5.4 4.5.5 4.5.6 4.5.7 4.5.8 4.5.9 4.5.10 4.5.11 4.6 4.6.1 4.6.2 4.6.3 4.6.4 4.6.5 4.7 5 5.1 5.2
The Benefits of the System The IMS base on CMMS Structure Fields and tables Modules Equipment inventory module Spare parts inventory and management module Maintenance module Planned preventive maintenance Corrective maintenance Contract management module Screens and reports Follow-up and performance monitoring CMMS documentation and back up Implementing CMMS Installation Configuration and customization Data entry Training Evaluation Summary & Result Chapter (5) Conclusion and recommendation Conclusion Recommendation References Appendices Appendix (A) Berber Cement Plant Process Flow A.1 Process Flow 1 A.2 Process Flow 2 A.3 Process Flow 3 A.4 Process Flow 4 A.5 Process Flow 5 Appendix (B) Maintenance Department Sheets B.1 Sheet 1 B.2 Sheet 2 B.3 Sheet 3 B.4 Sheet 4 B.5 Sheet 5
VI
46 47 48 49 49 51 52 52 53 55 55 56 56 57 58 59 67 70 71 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88
B.6 Sheet 6 B.7 Sheet 7 Appendix (C) IMS Design Table of Modules C.1 Table 1 C.2 Table 2 C.3 Table 3 C.4 Table 4
VII
89 90 91 92 93 94 95
List of Glossary Terms and Abbreviations
I.M.S
Integration Maintenance System
B.C.C
Berber Cement Company
C.M.M.S
Computerized Maintenance Management System
P.M
Preventive Maintenance
R.C.M
Reliability Centered Maintenance.
T.P.M
Total Productive Maintenance
T.Q.M
Total Quality Management
VIII
List of Figures Page Figure 1.1
Methodology of the study
7
Figure 2.1
Types of Maintenance
12
Figure 2.2
A decision tree illustrates the relationship among various forms of maintenance
Figure 2.3
Relation between plant structure and maintenance decisionmaking
15
17
Figure 2.4
A maintenance planning approach
17
Figure 2.5
Major maintenance policies
19
Figure 2.6
Flow-chart of CMMS Functions
24
Figure 4.1
CMMS functionality flowchart
45
Figure 4.2
Table infrastructures for equipment inventory module
47
Figure 4.3
Work order management flow chart
51
Figure 4.4
CMMS implementation flow chart
54
IX
List of Tables Page Table 4.1
Commonly used tables and related fields
80
Table 4.2
Types of reports that can be generated from a CMMS program
81
X
Chapter (1) 1.0 Introduction
Chapter (1)1.0 Introduction 1.1Introduction: Since the Industrial Revolution, maintenance of engineering equipment in the field has been a challenge. Although impressive progress has been made in maintaining equipment in the field in an effective manner, maintenance of equipment is still a challenge due to factors such as size, cost, complexity, and competition. With the increasing demand on productivity, quality, and availability, machines have become more complex and capital intensive. Developing and implementing a maintenance programs is a difficult process that suffers from many problems. It often suffers from lack of a systematic and a consistent methodology. In addition, since the process of developing the programs relates to different parties with interests in maintenance, it becomes difficult to achieve all round satisfaction of these parties, and at the same time achieve the objectives of the company. Developing a maintenance program is an iterative process that involves different decision makers, who may have conflicting objectives. In deriving these objectives maintenance managers usually try to achieve multiple, and sometimes, conflicting objectives such as maximizing throughput, availability, and quality subject to constraints on production plan, available spares, manpower, and skills.[3] Because maintenance expenditures make up a percentage of production costs, attention is being turned to maintenance. Many companies have tried to use standard production methods to control maintenance. This is not successful. The maintenance can increase profits in two main ways: decreasing expenses and increasing capacity. Maintenance costs consist of two main divisions, labor and material. By achieving maximum availability (minimum downtime) and efficiency
2
from plant assets, a manager ensures that a company does not need to invest in excess assets to produce its products. Benchmarking is a continuous improvement tool; it should only be started if the company wants to make changes to maintenance improvement. [1] Application of Integration Maintenance System in Industrial Companies researched that the purpose of maintenance is not only to upkeep the plant machinery and equipments preventing from failure and breakdowns, increasing reliability, maintainability, and availability of the operating system for maximizing production, but also to improve quality and boost higher productivity through improving capacity, faster and more dependable throughput, reducing inventory, and lowering operating cost. Computerized Maintenance Management Systems (CMMS) are being used to manage and control plants and equipments maintenance in modern manufacturing and service industries. Computerized Maintenance Management Systems, also known as Enterprise Asset Management (EAM) or Computerized Maintenance Management Information System (CMMIS), are productivity enhancing software programs used by industry to better manage capital assets. [5] CMMS enable companies to track the location, use, maintenance requirements and operational costs of individual machines within their processes. It can be used also to record, manage and assign day–to-day tasks to maintenance workers and generate reports related to maintenance operations. [5] This view of new way to manage and track maintenance activities in plants, need to apply in Berber Cement Plant (BCC) to improve the productivity and increased the profitability, with focus on raising the efficiency of workers in the field of planning scheduling maintenance
3
programs and the preparation of appropriate regulation to comply with the integrated maintenance systems that are applied. 1.2 Problem Statement: In BCC, the plant and equipment maintenance record keeping and failure analysis culture is very poor. Maintenance is performed without any manual procedure on breakdown based; this decreases the economic service life of plant and equipment and lacks critical information on the plant and equipment’ status, for its replacement or disposal. BCC follows reactive and less preventive type of maintenance. This causes higher down time, less availability and high maintenance cost. Manual (paper based) maintenance systems have been around for many years. Usually these are little than a record of the planned maintenance done, with a card system being used to determine when next due is. These have had limited success because of: i. Training problems – the problems associated with training and advising people to be disciplined enough to maintenance system, i.e. to write the data into the system. ii. Ownership problems – the effort and ownership required of supervisors and managers in organizing and documenting the system. iii. Craft group problems – craft groups reluctance to become involved in paper work. iv. Report acquisition problems – the effort associated with finding meaningful data and statistic in the system In a typical manual or paper base maintenance system ,each item of equipment or asset will have a history card or file ,this file will contain the assets detailed description ,along with information on maintenance procedures to be used, periodicities ,trades required ,last maintenance
4
dates and perhaps some meaningless history information or advice about breakdown ,which occurred years ago! To determine what maintenance is due requires someone to examine every card, check last maintenance dates against the periodicities and select those which are due, hard copies of the appropriate maintenance procedures must then be located in the Maintenance file before work instruction can be raised and issued to the relevant trade persons. Upon completion of the work, the completed work instructions must be returned, the relevant assets file re-selected details updated to advise future users and the file replaced in its storage location. Whether one or several persons are involved in the completion of these tasks many man-hours are required and paper support of any reasonable sized system of this type can become a full time occupation. Nevertheless in actual working environment, it is very difficult for plant managers at BCC to monitor and control overall maintenance for BCC this is because there is no computerized maintenance management system implemented at plant to reduce the breakdown time and best maintenance practices. Concluded all maintenance work at Berber Cement Plant implemented, traced and record by manual system (paper baes) which uses notebook, job card, paper and hard file for flow up all activities in maintenance department section, so that all data of maintenance and maintenance management will not be documented as standard way then will be more difficult when sorting or refer to it in the future. Finally, the integration system applied in this study for maintenance activities at Berber Cement Plant is sessional for effectively of gathering, sorting, analyzing and acting on critical information related to equipment and facilities performance. 5
1.3 Objectives of the Study The aim of this study is to implant & develop a computerized maintenance management system (CMMS), ready package that will improve conventional maintenance operation system at Berber Cement Plant.to achieve this aim of the study, the following objectives to be determined: • Identity the current or conventional maintenance system at Berber Cement Plant. • Propose
a
computerized
maintenance
management
system
(CMMS) model at Berber Cement Plant. • Develop computerized maintenance management system ready package. •
Immplent of ready CMMS packge and develop as requierment to achive our challenge .
1.4 Scope and Limitations of the study The study covers the maintenance management system of the case company, BCC. The performance measurement determine
the
missed
productivity improvement
practices in
in
cement
order
to
industry.
is
aimed
achieve
to
further
Furthermore, the
researches push the management to adopt best practices to remove the waste of the overall process. There are a number of limitations that bounded the results of this study. The primary limitation was time. Since variations in maintenance practices can take months or years to generate noticeable effects, the relatively short timeframe of this study did not allow direct comparison between different maintenance practices. Another limitation was the poor quality of existing data. 6
1.5 Research Methodology: In order to achieve the objectives of the study, the methodologies followed are:
A. Literature survey: To be familiar with the concepts of maintenance, maintenance management system and performance improvement, literature review was carried out. Articles and references are also reviewed to reinforce the current maintenance practices of the study.
B. Data collection:
review of available data in B C C such as
general operating method and maintenance method, types of maintenance
practices,
frequency
of
breakdown
and
resource consumption are collected and examined. Direct observation on maintenance process of the study, Focus on existing maintenance management system by collecting raw data from sheet, manuals and all record of equipment.
C. Existing system analysis and system design: after identifying the problems in the study, recommendations are presented which enable to improve & implement the maintenance management system.
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Chapter (2) 2.0 Maintenance Management System
Chapter (2) 2.0 Maintenance 2.1 Maintenance: Maintenance is the corporate effort directed towards upkeep and repair of equipment and facilities. It requires management as well as technical skills. It is however, a combination of actions carried out to retain an item in, or restore it to, an acceptable condition. In fact, maintenance keeps/ensures that the entire production system is kept reliable, productive and efficient. [2] Maintenance is a combination of all technical, administrative and managerial actions during the life cycle of an item intended to retain it in, or restore it to, a state in which it can perform the required function .[4] Proper maintenance and repair are very crucial for any kind of equipment which is subjected to operations. Safety assurance also is an important parameter to be taken care of when dealing with operational business entity, it is even more critical when operations are associated with cement production systems due to its environment and space limitations. To improve safety and production
capacity
in
cement
industries,
knowledge of maintenance strategies is needed, and this knowledge should have
its base in the areas of interacting factors to
maintenance. [7] Presents some of the critical interacting factors which influence a cement production system's reliability.
2.2 History: Until the 1920s, the emphasis was upon those physical assets that limit or contribute to interrupted production. The function was mainly in
9
the hands craftsmen or engineers. They sought technical solutions to the problems of more reliable power transmission, better ways to lubricate shafts and bearings, materials that would prevent sever corrosion, etc. Management of the maintenance function was haphazard and neglected. In general, maintenance ineffective and costly. [2] The first professional recognition of the maintenance function was in 1930 in Chicago when a "3–M Congress" (Management, Maintenance, and Material Handling) was held. The depression years blocked further development; however, the 1930s became notorious for 'deferred maintenance'. [3] Maintenance' found itself ' during the World War II, when the goal for industry was production at any cost. With this goal came the realization that good maintenance was the key to high production, and required the same kind of effective management as did good production. Following World War II, maintenance grew in stature and was highlighted in 1950. The function continues to grow steadily in total numbers of people employed, quality of its personnel, and identification with the profit goals of business enterprises. In influencing this development in the last four decades, five significant stages may be noted: 1- Continuing transition from slow speed to high speed production, which means more production and more wear on equipment. 2- Continuing movement from man - controlled to automatically – controlled production equipment, which requires high – grade engineering talent for maintenance. 3- Increased cost per hour of productive labor, which adds to the cost of equipment down time.
10
4- Increased cost of production equipment, which intensifies pressure for greater equipment utilization. 5- Increased ratio of maintenance employees to production employees, which means fewer men on the do side of plant operations and more men on the keep – ready side.[2] To achieve optimum cost for upkeep and repair, the maintenance function must integrate the following five major factors: [2] (a) People; (b) Policies; (c) Equipment; (d) Practice; and (e) Performance evaluation. 2.3 Definition of Maintenance Management: Maintenance management is a combination of different skills, including the technical knowledge and experience, necessary to identify maintenance needs and to specify remedies. To apply terotechnology effectively, it also calls for an understanding of the techniques of business management by which data and information may be weighed, and decision made in the light of sound economics. [2] The basic concepts of maintenance management, as for other forms of management, generally consist of (a) setting aims and objectives, (b) providing the means of attaining those aims and objectives, and (c) decision making. 2.4 Objectives of maintenance: The main objectives of maintenance management are as follows:
11
i.
To maximize the availability and reliability of all assets, especially plant, equipment and machinery, and obtain the maximum possible return on investment.
ii.
To extend the useful life of assets by minimizing wear, tear and deterioration;
iii.
To ensure operational readiness of all equipment at all times required for emergency use, such as stand by units, fire – fighting and rescue units, etc.; and
iv.
To ensure the safety of personnel using the facilities.[3] From the line manager's viewpoint, the reasons for 'improving'
maintenance methods include: 1. 2. 3. 4. 5. 6. 7.
Protecting the building and plant. Increasing utilization time and reducing down time. Economizing in maintenance department. Maximizing utilization of resources. Maintaining a safe installation. Preventing waste of tools, spares and materials. Providing cost records for future budgeting.
2.5 Types of Maintenance: According to EN 13 306 (2001) standards, maintenance practices approaches can be grouped into two major groups, namely Preventive Maintenance (PM) classify as planned maintenance
and Corrective
Maintenance (CM) classify as unplanned maintenance (Figure: 2.1). Preventive approach can further be subdivided into condition based maintenance and predetermined maintenance; this implies that PM can be time based or condition based. Corrective maintenance has been subdivided into two subgroups which are deferred and immediate; CM is an approach which is reactive in nature as compared to PM which is a
12
proactive form of maintenance. Timing plays a major role in all these approaches [5]. Various forms of maintenance and the relationships among them are shown in figure (2.1).
Figure (2.1): Types of Maintenance
2.5.1 Planned Maintenance: The work is organized and carried out with forethought, control and the use of records to pre – determined plan. This definition is not very explicit and perhaps the following will be more acceptable: ' planned maintenance is the studied evaluation of all plant and buildings with intention of carrying out any maintenance before it is actually needed through breakdown or obvious deterioration in performance, with the aim
13
of reducing emergency maintenance and the associated costs in machine stoppages.' This can be classified into two main activities - preventive and corrective. [2] 2.5.2 Preventive Maintenance (PM): This type of maintenance is carried out at pre – determined intervals, or to other prescribed criteria, and intended to reduce the likelihood of an item not meeting an acceptable condition. ‘A stitch in time saves nine' is the basic philosophy of preventive maintenance. It can be carried out on machines either when running or during shutdown. The preventive maintenance can be time – based or condition – based. [3] 2.5.3 Time – based preventive maintenance: This maintenance is effective when the failure of any item of equipment is time – dependent and the item is expected to wear out within the life of the equipment. In addition to this, the total cost of replacement of the item should be substantially less than that of failure replacement/repair. [2] 2.5.4 Condition – Based Maintenance (CBM): It is a corrective maintenance resulting from condition monitoring, where continuous checks are made to determine the ' health' of an item and to expose incipient faults. Here, one can also make use of predictive maintenance by using a technique called 'Signature Analysis', which is intended to continually monitor the health of the equipment by recording systematically signals or information derived from the form mechanical vibrations, noise signals, acoustic and thermal emission; smell, pressure, change in chemical compositions, etc. Although this technique is very sophisticated and useful, it is not always used because it involves high man power and monitoring costs and also it is difficult to monitor some
14
parameters. [2]
2.5.5 Running Maintenance: Maintenance which can be carried out whilst the plant or unit is in use. This also called on – line maintenance. [2]
2.5.6 Shutdown Maintenance: Maintenance which can only be carried out when the plant or unit is not in use. This is also called off – line maintenance. [2] 2.5.7 Corrective Maintenance: Maintenance intended to restore an item to the acceptable standard. It involves minor repairs that may crop up between inspections. [2] 2.5.8 Breakdown maintenance: Maintenance work implemented after failure, but based on advance planning. [2] 2.5.9 Emergency maintenance: An unplanned maintenance where maintenance work is caused by any unforeseen breakdown or damage. This type of maintenance should be in exceptional cases rather than the rule. To ensure this possibility, a planned maintenance system should be followed as shown in figure (2.2) maintenance work can involve servicing, repair or overhaul. [3]
15
Figure (2.2): A decision tree illustrates the relationship among various forms of maintenance [3]
16
2.6 Maintenance Planning and Control Total maintenance planning embraces all activities necessary to plan, control and record all work done in connection with keeping an installation to the acceptable standard, by using the appropriate maintenance system. In a fully controlled situation, only the time spent on emergency work is 'unplanned' and this could also be altered by changing from emergency maintenance methods to a policy of planned maintenance.[10] A complex plant can be divided, according to function and replace ability, into two distinct levels - higher management responsibility for replacement/repair and maintenance management responsibility for replacement/ repair figure(2.3). generally, the delegation of responsibility for the replacement and repair decisions of a given level differs among plants but usually higher management has responsibility for replacement of units because replacement strategy for units is influenced by external factors (long term) such as obsolescence, sales, or cost of capital, as well as internal factors (short term) such as maintenance cost and operating cost. There for, the replacement of units can be considered as a part of the corporate strategy. However, for (short term) maintenance plans, there is a need to adopt appropriate maintenance polices (repair, replacement, modification, etc.) for constituent items and components. Strategy and plan are interrelated because maintenance cost influences unit replacement which in turn affects the maintenance plan. A procedure for the formulation of the maintenance plan is shown in figure. (2.4)[10]
17
Figure (2.3): Relation between plant structure and maintenance decisionmaking [3]
Figure (2.4): A maintenance planning approach [3]
18
2.7 Maintenance Policies: Each company/organization should have a firm and clearly established maintenance policy, and where this is so, the maintenance manager's policies will be in context. The quality of maintenance is greatly depending upon the suitability of its organization to the technical problems arising in the plant. At the very outset, for instance, management must choose between centralized and decentralized (or area) maintenance. The former offers greater control, while the latter has the advantage of specialization and speed. [3] Other policy decisions involve the reporting level of the maintenance department – whether to the production manager, to a more general ' plant engineering ' department, or directly to the manager of operations. Practices vary, being about half and half between keeping maintenance separate from plant engineering and having it unified with that function. Another problem is the question of whether to subcontract various maintenance services (such as electrical or construction) or to perform these services by the plant's own permanent workforce. Also, the maintenance manager must be able to convince top management that maintenance policies and overall management strategy are inter – dependent, and that his proposals will produce economic benefits. He will need to keep in mind the interaction of the functions covering: • Organization • Coordination • Control • Retrieval of information • Monitoring of performance
19
And provide a structure which will combine them in a comprehensive system of management. Figure (2.5) shows a number of maintenance policies that can be specified, individually or in combination, for each unit of plant. The rationalized sum of such specified policies for the whole manufacturing plant constitutes the maintenance plan. The action carried out before the failure of equipment / plant can be regarded as preventive and those carried out after the failure as corrective. Preventive maintenance actions are deterministic and carried out separately according to a preventive maintenance program. Because of the probabilistic nature of failure, and the uncertainty surrounding corrective maintenance decision – making, corrective maintenance cannot be programmed. However, it is essential to formulate corrective maintenance guidelines for critical units of plant for effective decision – making after failure.[3]. In what follows, major maintenance policies are explained in some detail. 2.7.1 Fixed – time Replacement (Repair Prior to Failure): This maintenance policy is effective where the failure mechanism of the item is time – dependent, the item being expected to wear out within the life of the unit, where the total costs (direct and indirect) of such replacement are substantially less than those of failure replacement / repair. In other words, the item is classified as simple – replaceable. Fixed – time replacement policy is inappropriate for complex – replaceable items because of two main reasons. First, the more complex the item the item the less likely it is to exhibit a failure pattern, which is timed – dependent. Second, complex items are expensive to replace or repair and subsequently exhibit 'finger maintenance' problems. One of the
20
alternative policies for such items could be 'conditioned – based maintenance. [3] 2.7.2 Condition – Based Maintenance: In this case, the proper time for performing corrective maintenance is determinable by monitoring condition and / or performance, provided a readily monitorable parameter of deterioration can be found. The probabilistic is there for reduced, the item life maximized and the effect of failure minimized. Condition – based maintenance can however be costly in time and instrumentation. The desirability of this policy, monitoring technique used and its periodicity will depend on the deterioration characteristics of the equipment studied and the cost involved. There are two major reasons for not applying CBM in certain circumstances. First, is not possible to detect all causes of plant failure in advance. Second, it involves high man power and monitoring cost, and furthermore it is difficult to monitor some parameters. [5] 2.7.3 Opportunity Maintenance: Opportunity maintenance is used for actions taken after failure or during fixed – time or condition – based repair, but directed at items other than those responsible for primary cause of the repair. The policy is suitable for complex replaceable or continuously operating items of high shutdown or unavailability costs and might take the form of operation to failure and specification of critical items to be dealt with at that time.[3] 2.7.4 Operation to failure and corrective maintenance: No predetermined action is taken to prevent failure. The emphasis might well be on efficient corrective
maintenance. Corrective
maintenance arises not only when an item fails but also when indicated
21
by condition – based criteria. The primary aim is to restore the unit to an acceptable condition economically. [3]. 2.7.5 Design – out Maintenance: Design – out maintenance is yet another policy which is practiced frequently in developed countries. The policy here aims at minimizing the effect of failure and eliminating the cause of maintenance. In essence, an attempt is made to pinpoint the defects in the design of the equipment. Poor design of many equipment leads to frequent breakdowns. Also, an appropriate choice of tribological materials might eliminate the need for subsequent lubrication frequencies. [2]. 2.8 Maintenance Planning: The maintenance plan for a plant should be built up by selecting for each unit, the best combination of policies outlined in fig. 2.5 and then coordinating these policies in order to make optimum use of resources and time. [10] Preventive and corrective actions for each unit of plant should be specified in detail by the manufacturers. Usually this is the case for simple replacement items where maintenance is inexpensive and deterministic but it is extremely difficult for complex replaceable items where maintenance is costly and probabilistic. Non – replaceable items need no predetermined maintenance action since their expected life should exceed that of the plant. However, some critical items may benefit from periodic condition – based maintenance. [10] There is a need for systematic procedure for determining the best maintenance program, which involves many factors for the selection of appropriate policy for each item.
22
2.8.1 Classification and Identification of Equipment: This is important but usually difficult because of complexity and size. The classification into units and items should be based on replaceability and function Fig (2.4) [2]. 2.8.2 Collection of Information: For every unit of the plant, acquisition of all information which might be relevant to maintenance planning is essential. Since maintenance is inseparable from production, it is but inevitable that the information of much relevance is production pattern (continuous, fluctuating or intermittent?) and the nature of the process (e.g., how much plant is redundant? [2] With such information, it is possible to construct a schedule, for each unit and each decision period, of the expected time available for maintenance that will not involve production loss. 2.9 The Computer Maintenance Management System (CMMS): A computer maintenance management system (CMMS) is an integrated set of computer programs and data files designed to provide its User with a cost-effective means to manage the massive amounts of data That are generated by maintenance and inventory control organizations. In addition, these systems can provide the means to effectively manage both the human and capital resources in a plant. It is imperative to understand that the CMMS is a tool used to assist in improving maintenance and related activities. [8] Computerized Maintenance Management Systems, also known as Enterprise Asset Management (EAM) or Computerized Maintenance
23
Management Information system (CMMS), are productivity enhancing software programs used by industry to better manage capital assets. [8] CMMS enable companies to track the location, use, maintenance requirements and operational costs of individual machines within their processes. It can also be used to record, manage and assign day-to-day tasks to maintenance workers and generate reports related to maintenance operations. [8] Therefore, many companies relegate maintenance to a lower priority compared to operations and sales. But when they ignore the care of the equipment which makes their products, they may be setting themselves up for failure. With proper maintenance management, a company can prevent problems before they start, reduce unexpected cost of repairs thus improving the profitability.[8] There are four primary functions of a Computerized Maintenance Management System shown in figure (2.6)[8]. 1. Asset Management 2. Work Order Management 3. Preventive Maintenance Planning 4. Inventory Management
24
Figure (2.5) :Flow-chart of CMMS functions.[13]
2.10 CMMS Methodology: The Computerized Maintenance Management Systems (CMMS) methodology enables the facility manager, subordinates and customers to track the status of maintenance work on their assets and the associated costs of that work. CMMS are utilized by facilities maintenance organizations to record, manage and communicate their day-to-day operations. The system can provide reports to use in managing the organization's resources, preparing facilities key performance indicators (KPIs)/metrics to use in evaluating the effectiveness of the current operations and for making organizational and personnel decisions. In today's maintenance world the CMMS is an essential tool for the modern facilities maintenance organization.[13]
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2.11 Implementing CMMS: The goal of a maintenance manager is to employ a management system that optimizes the use of scarce resources (manpower, equipment, material, and funds) to maintain the facilities and equipment that are the responsibility of the maintenance organization. The system should provide for integrated processes giving the manager control over the maintenance of all facilities and maintainable equipment from acquisition to disposal. The following lists what the system should do: •
Address all resources involved
•
Maintain maintenance inventory
•
Record and maintain work history
•
Include work tasks and frequencies
•
Accommodate all methods of work accomplishment
•
Effectively interface and communicate with related and supporting systems ranging from work generation through work performance and evaluation
•
Support each customer's mission
•
Ensure communication with each customer
•
Provide feedback information for analysis, and
•
Reduce costs through effective maintenance planning. A modern CMMS meets these requirements and assists the
facilities maintenance manager with work reception, planning, control, performance, evaluation, and reporting. Such a system will also maintain historical information for management use. The manager should evaluate management data requirements and establish electronic data needs prior to acquiring a CMMS or additions to, or replacement of, an existing system. The evaluation should include a return on investment (ROI)
26
analysis before investing in additional or new CMMS capabilities. The manager should only acquire what is necessary to accomplish the maintenance organization's goals. [8] 2.12 Capabilities of CMMS: The following paragraphs include details of capabilities that may be included in a modern CMMS: 2.12.1 Operating Locations The CMMS may include an application that allows an operator to enter and track locations of equipment (locations in which equipment operates) and organize these locations into logical hierarchies or network systems. Work orders can then be written either against the location itself or against the equipment in the operating location. Using operating locations allows for the tracking of the equipment's lifecycles (history) and provides the capability to track equipment’s' performance at specific sites [8/12]. 2.12.2 Equipment The CMMS may include a module that allows an operator to keep accurate and detailed records of each piece of equipment. This module would include equipment related data, such as bill of material, Preventive Maintenance (PM) schedule, service contracts, safety procedures, and measurement points, multiple meters, inspection routes, specification data (name plate), equipment downtime, and related documentation. This equipment data is used for managing day-to-day operations and historical data that can be used to help make cost effective replace or repair decisions. The data can also be used to develop additional management
27
information, such as building equipment downtime failure code hierarchies for use in maintenance management metrics. [8/12] 2.12.3 Resources The CMMS may include a separate module to track labor resources. This module typically includes records for all maintenance personnel, including their craft or trade categories, such as mechanic, electrician, or plumber. Additionally, this module may include labor rates in order to capture and track true labor costs against any asset or piece of equipment. Some CMMS will allow maintenance managers to also track skill levels and qualifications for each resource to help in planning and scheduling work. Grouping labor categories into common associations can help a manager assign work to particular shop rather than an individual. [8/12] 2.12.4 Safety Plans With the emphasis placed on safety throughout Government and industry a capability for safety plans/planning may be included in a CMMS. The following capabilities should be available: [12] • Manual or automatic safety plan numbering. • Building safety plans for special work. • Track hazards for multiple equipment and locations. • Associating multiple precautions to a hazard. • Track hazardous materials for multiple equipment and locations. • Once hazards and precautions are entered they should be available for reference and data entry. • Track ratings for health, flammability, reactively, contact, and Material Safety Data Sheets for hazardous materials.
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• Define lock-out/tag-out procedures. • Define tag identifications for specific equipment and locations. • Define safety plans for multiple equipment or locations. • View and linking documents. Associate safety plans to job plans, to preventative maintenance masters and to work orders. Print safety plans automatically on work orders. Allow tag-out procedures to be associated to hazards or directly to locations, equipment, and safety plans or work orders. 2.12.5 Inventory Control An inventory control module may be included to allow an operator to track inventory movement such as items being moved in or out of inventory, or from one location to another. Stocked, non-stocked, and special order items could be tracked. The module should also have the capability for tracking of item vendors, location of items, item cost information, and the substitute or alternate items that can be used if necessary. Some CMMS recommend and provide the ability to track tools and provide basic tool-room management features as part of the inventory module. This feature will allow work planners the ability to see what tools are in stock and assign tools to various work categories to reduce research effort on the part of mechanics and technicians working in the field. [8]
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2.12.6 Work Request A work request module should be an integral part of a CMMS. The module can provide the capability for a request or to input a request, such as a trouble call, or it can be entered by the maintenance organization's work control. The data entry screen should be designed for minimal data entry. The work order number can be assigned manually or automatically. A requester can enter minimal data and work control can enter additional information as required. Data should be entered once, and pop-up tables in the system should eliminate the need to memorize codes. [8/13] 2.12.7 Work Order Tracking A CMMS must include work order tracking because it is the heart of a work order system. The data should require entry only once, and pop-up tables should eliminate the need to memorize codes. The tracking system should provide instant access to all of the information needed for detailed planning and scheduling, including work plan operations, labor, materials, tools, costs, equipment, blueprints, related documents, and failure analysis. Of course, this is dependent on how many modules are installed and how much information has been entered in the system. The manager must evaluate data requirements and the practicality of adding modules. [8/13] 2.12.8 Work Management A work management module may be a part of the CMMS. The module could provide the capability that would let a planner specify which labor to apply to specific work orders and when. The module permits planning and dispatching.
30
Planning—in planning, labor assignments would be planned for future shifts. Each person's calendar availability would be considered when the assignments are made. The assignments would be created sequentially over the shift, filling each person's daily schedule with priority work for the craft. It could even split larger jobs over multiple shifts—automatically. Dispatching—In dispatching, labor assignments would be carried out as soon as possible. This system could begin tracking labor time from the instant the assignment is made. The system operator could interrupt work already in progress in order to reassign labor resources to more crucial work.[8/13] 2.12.9 Quick Reporting The CMMS could provide a rapid and easy means for opening, reporting on, and closing work orders, and reporting work on small jobs after-the-fact. Labor, materials, failure codes, completion date, and downtime could all be reported.[8] 2.12.10 Preventive Maintenance The following capabilities may be provided in a CMMS to manage a Preventive Maintenance (PM) program: • Support multiple criteria for generating PM work orders. If a PM Master
has
both
time-based
and
meter-based
frequency
information, the program should use whichever becomes due first, and then update the other.
31
• Generate time-based PM work orders based upon last generation or last completion date. Next due date and job plans should be displayed. • Permit and track PM extensions with adjustments to next due date. • Trigger meter-based PM by two separate meters. • Print sequence job plans when wanted. • Create a PM against an item so new parts have PM automatically generated on purchase. • Specify the number of days ahead to generate work orders from PM Masters that may not yet have met their frequency criteria. • Consolidate weekly, monthly, and quarterly job plans on a single master. • Assign sequence numbers to job plans to tell the system which job plan to use when a PM work order is generated from a PM Master. • Permit overriding frequency criteria in order to generate PM work orders whenever plant conditions require. • Route PM with multiple equipment or locations. • Generate work orders in batch or individually for only the equipment wanted. Should have the capability to be used with the system scheduler to forecast resources and budgets.[7/8/12] 2.12.11 Utilities A utilities module may be included that contains detailed information on utilities consumption, distribution, use, metering, allocation to users, and cost. It could include modeling capability and linkage to utility control systems.[8]
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2.12.12 Facility/Equipment History A history module may be included that would contain the maintenance histories of the facilities and equipment. It would contain summaries of PM, repairs, rehabilitation, modifications, additions, construction, and other work affecting the configuration or condition of the items. It would include completed and canceled work orders. The maintenance history records can be used to support proactive maintenance techniques such as root-cause failure analysis and reliability engineering.[8] 2.12.13 Purchasing A mature CMMS may also include a Purchasing module to initiate the requisition of material against a work order and track the delivery and cost data of the item when the material arrives. This capability will allow the maintenance manager improved visibility of matters that can impact work planning and efficiency. Procuring required material outside the CMMS can often leave information gaps that can inhibit the effectiveness of work execution and result in redundant parts orderings and nonstandard procurement practices. The purchasing module may include many functions such as a vendor master catalog, invoicing, purchase orders, receiving, and even request for quotations.[8] 2.12.14 Facilities Maintenance Contracts A CMMS may contain a contracts module that includes information on maintenance contracts. With other database files, it
33
provides a picture of each contractor's past performance, current loading, and planned work. It could include information on specifications, Government furnished property, quality assurance, payment processing, delivery orders issued, schedules, and related matters. It could cover both contracts for facilities maintenance and support services.[8] 2.12.15 Key Performance Indicators/Metrics The CMMS can be utilized to accumulate the data for KPIs for use in evaluating the organization's maintenance program. The maintenance management organization must select the metrics to utilize in establishing their goals and to measure progress in meeting those goals. The importance of selecting the Right Key Performance Indicators cannot be overstated. The KPIs must be based on data that can be obtained and provide meaningful information that will be utilized in managing the organization.[8]
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Chapter (3) 3.0 The maintenance in Berber Cement Plant
Chapter three (3) 3.0 The maintenance at Berber Cement Plant 3.1 Introduction: Berber Cement plant is located in the River Nile State, about 8 kilometers south-east of Berbers, a city 350 km from Khartoum in the north. It was selected as the plant site 7 kilometers from the east bank of the Nile and 6 kilometers from nearly a railway line and National Road the road linking the city of Atbara and Berber. The quarries are located the along the factory floor in the direction of the east, while marble quarries located about 15 km west of the Nile and the Crusher is located on the west of the Nile directly, the plant established in 2005 the main activity of this plant is to produce Cement from Limestone, with capacity production rate about 4500 tons/24hrs.See appendixes (A). The ability to be competitive will be achieved through the high quality in products and also with a constant production rate, based on the designed capacity rate, by keeping the plant operating smoothly and continuously; this achieved through optimum co- ordination between production and maintenance departments. The procedure of the maintenance in the company depends of two common types of maintenance system: Repairs and periodical maintenance that are carried out periodically according to the recommendation of the makers, such as daily, weekly and monthly.
36
3.2 Current Maintenance Situation within the plant: In Berber Cement Plant the maintenance activities are performed in two ways; when machine is breakdown that is corrective maintenance and when the work is generates from the maintenance plan. When breakdown occurs the production department informs the maintenance department by requisition paper. After receiving the request, the maintenance manager passes the work to the concerned division regarded to the compliant, if necessary technicians are assigned to justify the problem. Finally, it reaches to the technicians through supervisor. The accomplished work is approved by supervisors and then reported to managers. There are also maintenance works scheduled as planned maintenance to replace parts and overhaul of equipment’s. 3.3 Maintenance Department Units & Activities: In BCC, the Maintenance department which has the following units: Ø Workshop Ø Mechanical Maintenance Ø Electrical Maintenance Ø Instrumentation Maintenance Ø Automotive Maintenance Ø Civil Works The responsibilities of these units are in general a. To carry out preventive maintenance and emergency repair of all equipment’s in the plant including vehicles. b. To prepare schedules and assign manpower and request delivery of supplies for preventive maintenance programs
37
c. To present proposals on the revision of PM program and instruction of the plant. d. Carry-out reconditioning of components and produce parts in workshop e. To plan and control maintenance Ø Workshop The duties of the workshop are: a. To produce spare parts and other items necessary for the plant. b. To recondition and repair machine components. c. To prepare order of materials necessary for parts fabrication. d. To maintain workshop machinery. e. To rewind electrical machines (electrical). Ø Mechanical Maintenance :
a. Conduct, lubrication, inspection, repair and overhaul of mechanical parts of machinery of PM and sudden breakdowns. b. Assist installation of machinery in case of replacement. Ø Electrical Maintenance :
a. Conduct inspection, repair and overhaul of electrical machines, and electrical wiring and apparatus of machinery in case of PM and sudden breakdowns. b. Installation and maintenance of power supply unit and line.
38
Ø Instrumentation Maintenance :
a. Maintenance of all instruments and control system. b. Programing & Upgrade all software in plant.
Ø Automotive Workshop :
a. Conduct PM and corrective maintenance of all vehicles & Truck. b. Overhaul and service all engine in the plant. Ø Civil Works
a. Management of construction and maintenance of buildings and other civil works. b. Maintenance of rotary kiln bricks.
3.4 Documentation and Reports: Documents play an explicit role in any case study. When using documents in research, it is of importance to verify that the documents used are relevant to aspects of revisions، dates, and the like, and that they describe the reality of the intended phenomena. In the research performed, different documents
such as
maintenance
strategies,
maintenance
organization charts، and others have been studied. Relevant documents provide reliable data on the formal structures and real outcomes of the system Based on the maintenance activities like equipment historical and 39
recording system.
And then further analysis of maintenance activities
including maintenance and equipment unavailability records are made based on the existing maintenance systems of the company. After analyzing this incorporated records of maintenance department, the best methods or approach of maintenance will be selected based on background written in literature survey section of the study. Since the establishment of the plant in 2009 they don’t have periodical maintenance records according to the recommendation of the maintenance and they don’t record any failures they have repairs and they don’t have carry out on the equipment. They don’t have record to the maintenance they did and their not any registration for what they have done. Therefore its necessary to solve these
problems
by
carrying
out
maintenance
according
to
the
recommendation of the manufacturers according to the running has of the equipment and these maintenance must be carried out according to the running hour’s recommendation by the manufactures. Attached to this research copies of old documents that were used at the plant, especially the maintenance department starting daily attendance of employees the department and the distribution of shifts within the department reports during the day and a copy of daily report work and note book of shifts write down all the work and the faults that have occurred during the specified time period until the follow-up and supervision to complete the work on these shifts. Of course, all this information was recorded handwritten and signatures accompanied by engineer and shift supervisor, but there was a fundamental problem when you return to the data in the future.
40
According to the internal documents and reports there were no clear reports or documentation regarding the equipment’s, some accumulated work to be done in maintenance area, and some other
problems as well.
The asset were reasonably maintained by criteria of continue production, but still there was scope to get better in cost reduction and improvement. See appendix (B). 3.5 Maintenance system: The maintenance technique in the plant represents a mixture of breakdown services, planned preventive maintenance and condition monitoring practice in somewhat fragment manner. Historically, the maintenance system has been predominantly preventive maintenance plus a large quantity of breakdown services due to continuous production and the ageing profile of the equipment. The reason for this may be shortage of qualified staff and the perceived lower cost of breakdown maintenance compared with preventive maintenance, most of the interviewers indicated that the maintenance techniques used at work were mostly, or often breakdown
maintenance,
while
some
others
felt that preventive
maintenance was carried out. According to the maintenance engineer more than 70% of the maintenance staff's time was spent on breakdowns. Condition –monitoring techniques are used on the critical equipment for which there is no stand by system and which they cannot afford to lose. A manual system is used to record, daily all maintenance activities by the supervisors. Although most of the maintenance staff interviewed considered that the maintenance function was managed as effectively as it could be only a 41
small minority of maintenance surveyors throughout the maintenance techniques currently used by the organization were appropriate. The reason is mainly the lack of designed (planned) time for maintenance activities, as the result a most of the time being used is for production work. As a result maintenance work has to be carried out in between gaps of production activities, quite often one hour here and one hour there. As a result of this mode of operation, the maintenance shall tend to work in chance style to tackle breakdowns, and they are experienced in doing so. What is lacking in maintenance system is to develop a far more rigorous maintenance strategy to look into improving the long term reliability of equipment’s by reducing the level of breakdowns in the first place. The evidence (internal documents and archives) show that the plant has not adopted the third generation of maintenance philosophy ( philosophy based on reliability and availability issues such as TQM, TPM, CBM, and RCM in its true sense yet, preventive maintenance (PM) appear to be the major technique used, although a large proportion of the maintenance activities are breakdowns. 3.6 Work Management in BCC The work done in maintenance department of cement industry should be well managed to be productive. In BCC the resources are limited and so they should be assigned in a systematic way to do all the maintenance works in the given period of time. It is a practice of the BCC to pass the preventive maintenance if the workers are occupied by corrective maintenance activity. But it is known that the preventive maintenance is very essential and should be performed according to the planned time to avoid or minimize the corrective maintenance. Therefore, since the works are generated from two sources, from the planed and from the breakdown, 42
they should be managed based on the resources available. To perform these two maintenance activities, the production and maintenance managers should have a common understanding concerning these activities. In BCC production department is don’t allow any interruption during the production time to achieve planned production. So maintenance craftsman cannot get time for preventive maintenance during the production time. Thus, the production managers should be cooperative and should understand the prevention activity to manage the planned work easily. The maintenance program should also consider the production plan during the plan. 3.7 Equipment Failure Management Whenever equipment breakdown occur in BCC, the time required for repairing it is too long. That affects productivity, because, unless the machines are repaired, no product is produced. Thus the main activity of failure management is to shorten the repair time. In BCC, usually, much of the time between the occurrence of the breakdown and completion of the repair is spent by diagnosing the causes of failure or by looking for the broken part or parts. Thus maintenance people should be trained on how they diagnose and understand the work. Having the diagnostic device may be expensive for maintenance department, but the maintenance staff should work on inventing themselves to suit their particular situation. On the other hand spare part management is also one factor to shorten the repair time and it is discussed above. Therefore, these four managerial functions are basic to develop a successful maintenance workflow. The procedures in which all maintenance activities should be clearly identified and known by all concerned bodies of the plant staff. Thus the duty and responsibility of production and maintenance managers, 43
supervisors, planner, operators, and the craftsman should be clearly identified and known by the company’s concerned department. The work is not planned to consider the corrective action. And also the spare parts are not ordered at the work planning stage, thus the downtime of the machine increases by waiting the spare part. Therefore, the workflow should be modified to alleviate the above stated problems. Thus، the modified workflow, which considers the above problem.
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Chapter (4) 4.0 Implementation of Integration Maintenance System (IMS) in Berber Cement Plant
4.0 Design the Application of Integration Maintenance System (IMS) for Berber Cement Plant
4.1 Introduction:
In the chapter three, the amount of loss due to unavailability of machines, for the case of BCC, is seen. All of those machines become unavailable due to breakdown, which can be eliminated or minimized through good maintenance system as it is recommended in this chapter. Thus, the main intention of this chapter is to introduce a general maintenance model for improvement of maintenance management. 4.2 Definition of the IMS: IMS is known as Computerized Maintenance Management System (CMMS). A CMMS software package maintains a computer database of information about an organization’s maintenance operations. The software has evolved from relatively simple mainframe planning of maintenance activity to window based, multi-user systems that cover a multitude of maintenance functions. The capacity of CMMS to handle vast quantities of data purposefully has rapidly opened new opportunities for maintenance, facilitating a more deliberate and considered approach to managing assets. Among others, the greatest benefit of the IMS is the elimination of paperwork and manual tracking of activities, thus enabling the staff to become more productive. It should be noted that the functionality of an IMS lies in its ability to collect and store information in an easily retrievable format. The IMS can only manages data that has been input to it or that it has created it as a result of data input.
45
4.3 The aims of the implemented IMS:
1- IMS are aimed to maximizing equipment effectiveness through optimization of plant equipment availability, performances, efficiency and product quality. 2- IMS establish a maintenance strategy preventive maintenance for the life of plant equipment. 3- IMS cover all plant area from crusher to packing plant. 4- IMS cover all staff members of the maintenance department from top management to shop floor workers. 5- Improve maintenance through computerized all activities in the plant. 4.4The Benefits of the System: CMMS system brings the maintenance of equipment into the operations of a company. Companies that use CMMS programs can see a range of benefits. CMMS use: 1. Lowers overhead - Reduces indirect costs or fixed expenses of operating a business. 2. Reduces asset repair cost. 3. Helps
eliminating
inventory
shortages
-
Inventory
management ensures the availability of required inventories almost all time by automatic reorder functionality. 4. Reduces machines down-time which increases productivity and profitability. 5. Improves control and accountability; leading to better quality of work.
46
6. Incorporates various mechanisms to ensure efficient task execution including automatic listing of activities, reminders, alerts, escalation procedures, and easy access to information 7. Lets staffs spend more time performing service activities, and less time on paperwork and data entry. 8. Identifies trends and highlights potential problem areas. 4.5 The IMS base on CMMS Structure: CMMS package integrates all plant equipment services equipment services into a database made up of fields, tables,
modules and
screens. The following section gives a brief introduction to this basic structure, which can be used by manager, engineers and users to help choose or develop a system that is suitable for their needs.
47
Figure 4.1 CMMS functionality flowchart [9]
4.5.1 Fields and tables: A field is a single piece of information, for example an ‘equipment serial number’. A table is a collection of related fields, for example an equipment location table might be made up of the fields
48
‘building’, ‘department and ‘section’ where a piece of equipment is stored.[9] To avoid long descriptive text, it is useful to develop a comprehensive, consistent and simple coding system for the various activities of the database. A single code is a field, and a collection of fields can be organized into tables. Coding of tables can be developed for equipment inventory, personnel, maintenance procedures and equipment locations. Commercial CMMS packages normally have a set of generic codes that can be adapted or customized according to the needs of the industry facility. [6/8] Appendix (C) provides a list of fields that are commonly included in a CMMS inventory, personnel, maintenance procedures and equipment locations for plant. 4.5.2 Modules: A module is a collection of tables and data screens. The inventory module, for example, is made up of the ‘equipment type’ table, the ‘manufacturer information’ table and the ‘equipment location’ table. The following sections describe the basic modules of a CMMS package.[8/9] 4.5.3 Equipment inventory module: The inventory module is the core of any CMMS and the first to be constructed. It is therefore very important to include all fields necessary for effective CMMS. When new equipment is added to the inventory,
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The equipment is registered within the CMMS database through a data entry screen.
Figure 4.2 Table infrastructures for equipment inventory module [9] Figure 4.2 presents a basic table infrastructure for an equipment inventory module. In this figure there are three tables that contribute information to the final inventory list. It is common practice to use stored default values to build inventory records for new equipment, as it reduces entry time and avoids human error. For example, the table holding information about equipment type includes pre-stored values 50
such as the relevant inspection and preventive maintenance (IPM) procedures, risk level and responsible staff for every type of plant equipment. It is therefore only necessary to enter the equipment code of a new part of equipment into the equipment table and all pre-stored values associated with this code will be added to the inventory. Similarly, the other areas illustrate default values associated with the equipment model, location of plant equipment and inventory number, respectively. This allows modules to be built with maximum efficiency and maintains data integrity. Although an initial time investment is required to construct coding tables before the inventory data can be added, the long-term time and error savings are significant.[9] 4. 5.4 Spare parts inventory and management module: The spare parts management module is an extension of the inventory module that tracks the spare parts related to equipment and helps to maintain stock levels. [8/9] Stocked parts include those that are common to a number of different parts of equipment such as fan, conveyers, mill and crushers, and those parts that are more specific to a particular model such as bolts, belts nuts, seal and rollers. Fields in the spare parts inventory might include: • part description (name) • stock (inventory) number • manufacturer’s name, serial and part number • link to equipment model • minimum stock level • current stock level • part storage location 51
• price and date purchased Depending on the maturity of the system, these data can be entered manually, which populates the appropriate fields within the database. The data can be used to generate screens that: • Alert the user to minimum stock levels for particular parts • Create reports regarding the frequency of part replacement, which can help with predicting maintenance schedules and future stock levels • List all the parts required for certain part of equipment • Report on the consumption of reused parts. Some CMMS packages provide a fully automated operation that includes all phases of spare parts management from procurement to delivery, acceptance testing and use. [8] 4. 5.5 Maintenance module: The maintenance module assists the user of the CMMS program to effectively manage their maintenance schedule. Figure 4.3 provides an overview of how the CMMS integrates with a standard maintenance system in a plant. As demonstrated in this figure, the CMMS can be used for both planned preventive maintenance and corrective Maintenance. [9] 4. 5.6 Planned preventive maintenance: With the appropriate inputs, the computerized system can calculate when a piece of equipment will require maintenance and advise which parts might need to be ordered and when. The package can
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also monitor the maintenance process and log when it has been completed.[9] Fields required for this module may include: • Equipment-specific inspection and preventive maintenance procedures •
Equipment-specific inspection and preventive maintenance schedule
•
Frequency of equipment fault
•
Estimated equipment running hours.
4. 5.7 Corrective maintenance: When an equipment user reports a problem with a part of equipment, the maintenance engineering department can log the fault in the CMMS system. The program will automatically generate a work order and allow the manager of the system to assign an engineer to the job. [8] The CMMS program can provide information regarding workload, training and expertise of individual engineers to assist with this decision. If an initial evaluation of the fault identifies that a specific part is required to complete the job, the computerized system can record this and provide the appropriate ordering information about the part.
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Figure 4.3 Work order management flow chart [9]
When the job is complete the status of the equipment can be logged in the system. Whether preventive or corrective, priority levels for the maintenance to be done can be assigned with reference to the equipment risk, the strategic value to the plant facility, and the availability of back-up equipment. In addition, maintenance work order forms can be generated in electronic or paper format to include the relevant maintenance procedures required to complete the work order [9].
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4.5.8 Contract management module: The contract management module is used to track all externally provided maintenance services. The main factors to monitor are cost and performance of both vendor and equipment. If the plant equipment is under contract, either through warranty, comprehensive service contracts or partial support service contracts, the vendor is required to provide technical support to the equipment over an agreed period.[8] The CMMS program can automatically generate alerts addressed to vendors when a part of equipment is logged as faulty or is scheduled for inspection and preventive maintenance. The terms and related costs of any contract should be stored in the system for reference. If possible, interfacing the CMMS program with the accounts department’s IT system is useful. All payments to external vendors can then be approved electronically through the main financial IT system of the plant institution. If this is not possible, approval forms for communicating with the accounts department could be printed from the CMMS. [6/8] 4.5.9 Screens and reports: A screen allows the user to add, collect and analyze data from a selection of fields, tables and modules through a user interface. For example, the ‘equipment history’ screen is a collection of data from various modules summarizing the CMMS activity related to a certain part of equipment. It is the main feature of a CMMS and includes information such as the inventory details, service activities, work order details; spare parts used and associated costs, and recall information. Screens can be used to generate reports that will assist in monitoring the activities related to the management of plant equipment. This helps managers to evaluate the overall performance of their CMMS system. 55
Appendix D presents screenshots from typical CMMS software, including an equipment history screen. [9] As with other CMMS functions, the reports generated can either be predefined standards or be customized for a particular application or use. An easy-to-use interface allows the user to select the information they would like to extract and analyze from the database. The data generated can be exported into other programs for further evaluation or presentation, such as Excel, Access and Fox Pro. [8/9] Examples of the types of reports that can be generated by CMMS are outlined in Table 2. 4.5.10 Follow-up and performance monitoring: Continuous monitoring of the system is conducted to ensure that it is directly contributing to the improvement and effective running of the CMMS program. Elements to be monitored include: [9] • The system’s ability to effectively produce all needed performance indicators for the CMMS program, such as down time and inspection and preventive maintenance compliance. • Evaluation of the speed of activities such as generation of reports and inputting of data. • Usability and user satisfaction (collected using a questionnaire). 4.5.11 CMMS documentation and back up: Clear, accurate and comprehensive documentation for all components of the system, including full details of hardware, software, operating procedures, upgrades and backup policies, should be kept by the maintenance department.
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For customized packages the
source code should be
documented and updated with every upgrade to the system. Several CMMS program use open source systems or are delivered with the source code in order to avoid problems of ownership and code Complications [5, 6]. It is advisable to establish a periodic backup policy to protect data in the event of an emergency or system crash.
Automatic back up to more than one storage media can be used, if this is not possible, a daily manual back up is sufficient. In addition to all backup and recovery policies, it is advisable to use mirror-image servers to enhance data security, if and when available.
4.6 Implementing the system: Plant engineer’s staff must be included in the entire CMMS planning and implementation process. Figure 4.4 summarizes a basic seven-step process for implementing a CMMS.This analysis can be used to develop a clear technical specification for the CMMS that includes all mandatory and optional features. Other factors to consider at this stage might include the current IT infrastructure, the structure of the existing CMMS system, the staff skill level, the number of industry facilities that will use the system, and the level of staff buy-in [5]. It is also useful to identify any obstacles to implementing the system that might be encountered.
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Figure 4.4 CMMS implementation flow chart [8]
4.6.1 Installation: Before installing the system, a system administrator is assigned who is responsible for the technical maintenance of the system and for managing data security. The CMMS can be implemented as a complete system, by individual modules, by equipment type or by location. This is the decision of the maintenance engineering department and will depend on the resources available. [8/12]
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The software is installed on the plant facility server or on the individual user’s personal computer. All other hardware devices such as line printers and scanners must also be installed and configured. With program should install some additional program to running software and configure it together for full utilization like SQL EXPR., SQL Server and My SQL as shown down:
4.6.2 Configuration and customization Configuration and customization with existing mechanisms and procedures are performed before data entry. Configuration of the system could cover areas such as simple workflow, access and security, and user preferences. Customization refers to the technical functional 59
requirements of the system including custom screens and tables, facility-specific workflow and additional data fields as shown below:
Ø Main screen window: security Access password
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Ø Identify division of maintenance as shown above four division (Production, Mechanical, Electrical and Admin)
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Ø Identify site of maintenance as shown above
Ø Identify work center from limestone crusher to packing plant
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Ø Identify in each work center their machine as shown above
63
Ø Identify Machine type as four main parts of machine
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Ø Identify Machine category
65
Ø Identify Maintenance type as five main type of maintenance
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Ø Identify failure type Maintenance 4.6.3 Data entry: This phase consists of initial data entry of common fields such as equipment model number, inventory code, human resources, equipment locations, manufacturer information and nomenclature classifications. User security levels and associated passwords, access levels and access types are also set at this stage [5, 6]. It is beneficial for maintenance engineer’s staff to be assigned to populate the database, as they are familiar with the terms being used. In order to activity the best result of operation of the plant it is necessary to insert all the data that concerning manufacturing , spare parts and work power and the availability means of carrying the work in CMMS.
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Ø Issue Maintenance Request form
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Ø Generate Work order for Maintenance Request form
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Ø Maintenance Request Report 4.6.4 Training: It is important that each staff member of the maintenance department is fully confident and familiar with all functions of the CMMS. It is useful to begin staff training in the early stages of implementation to increase staff buy-in and improve confidence. In order to manage expectations, it is also important that basic generic database training is provided for key senior maintenance engineer staff. Specific user training follows system installation and testing. If other personnel such as engineers and Forman are expected to use the system, additional training should be provided for them. [8/9] A periodic review to assess and evaluate training needs is highly recommended, as there is often a steep learning curve when
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using such systems. Most vendors provide comprehensive manuals for their CMMS and a help menu to enhance usability. Online help is also available for some systems. It is worth noting that the implementation of CMMS is more effective if support is provided in the local language; most commercial CMMS packages are available with support in a range of different languages. [12]
4.6.5 Evaluation:
It is important to conduct a feasibility study to evaluate and assess the need for a CMMS. During this phase, a complete analysis is conducted and the scope of the system is defined. Decisions are made regarding the function of the system, and the data required to meet this function are identified. [8]
4.7 Summary & Result:
The researcher has worked in BCC for Five years in Maintenance department as Mechanical Engineer. This enables him to understand the nature, characteristics and problems in maintenance department. Observations were conducted as a way to establish how the maintenance work was conducted at BCC. The observations were used to get an understanding how maintenance were performed at the company and the behavior of the people involved. According to the literature, observations can be a very time consuming, but can also give more objective data. When conducting an observation, what is observed is what actually is done and not what is said to be done, although time is usually a concern. Through planning 71
the observations became time efficient enough to be considered and observations were therefore used in the study. An academic literature review regarding maintenance was conducted and worked as a basis for the thesis. The literature was used to find a model for implementing the maintenance management. The literature study was mainly performed in the beginning of the study work but was followed up and expanded throughout the process. The literature used was in form of academic articles, handbooks and books. To find the appropriate literature multiple search engines was used such as library, Google scholars. The searches were based on the following key
words:
Maintenance,
CMMS,
Planning,
and
Preventive,
Maintenance management, framework and different combinations of these. Best maintenance practices are defined in two categories: standards and methods. Standards are the measurable performance levels of maintenance execution; methods and strategies must be practiced in order to meet the standards[5].The combination of standards with methods and strategies provides the elements of an integrated maintenance system. Achievement of the best maintenance practice standards (maintenance excellence) is accomplished through an interactive and integrated series of links with an array of methods and strategies [5]. According to Wireman, (2003) [5], best practices in maintenance are “the maintenance practices that enable a company to achieve a competitive advantage over its competitors in the maintenance process. To above mentioned the researcher suggested to implementing integrated maintenance system in industrial cement plant to achieve a requirement from maintenance operation.
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Chapter (5) 5.0 Conclusion and Recommendation
0 Con 5.1 Conclusion:
Based on the findings in the previous sections, equipment maintenance system of most cement industries in Sudan needs much improvement. Maintenance department of these industries should be well equipped with resources to assure the cost effective availability of machines to increase productivity. As it is seen in chapter 2, maintenance has a great impact on the productivity improvement; but it has received little notice in most of cement industries in Sudan. In this study IMS is taken as source and reference for the case study. It is seen that most of the work order, in this company, is generated from breakdown of machines. This shows most of the maintenance activities are corrective action rather than preventive. In effect, the downtime of the machines rises. This downtime of the machines costs the company and effective in production, thus decrease of profit gained in the year. So, this study finds out the causes of breakdown and ways to minimize them in order to increase the machines availability. As it is the main objective, this study proposed a model for the
computerize
system
of maintenance management system,
considering the existing problem. The model simplifies the whole process and makes the activities to be efficient. So the productivity will be improved. It is developed by coordinating the four major duties of maintenance; inspection management, failure management, work management, and spare part management. Maintenance planning section
has
a
great
role
in
the
model
developed.
It is the
responsibility of this section to coordinate the corrective and preventive maintenance with the limited resources, and set the maintenance
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program considering the factors and the feedback of maintenance report.
5.2 Recommendation: The following recommendations are proposed for BCC and other cement industries in Sudan based on the outcome of the study.
1. Maintenance should be an organizational policy as one of the strategy in being productive and competitive. And the department should be given emphasis, as it is one of the main areas for productivity improvement. The developed maintenance workflow system in this study is recommended for them to be effective.
2. Maintenance awareness and commitment should be created in the companies starting from the top management in the organizations up to the lower level through training.
3. Daily, weekly, and monthly checklist should be available for every machine to be inspected by operators, mechanics and electricians. The frequency of inspection should consider the equipment history as well as factors like status of the equipment.
4. Spare parts should be managed well by classifying them as consumable, standard, and special spare part for every equipment to facilitate the ordering process.
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5. Any preventive maintenance activities should be given emphasis, as it is the only solution to increase the availability of equipment. Thus maintenance and production has to be integrated with a common goal of the company to alleviate the conflict created between them. Here, the maintenance plan should consider the production plan whenever planned. The production department staffs also should understand preventive maintenance activities and should provide the equipment whenever needed.
6. The work order system should be available for all activities done in the maintenance department to measure or control the activities.
7. Since the very nature of production in cement is continuous, that is the kiln system continually operated, the situation calls for condition based maintenance system to be efficient and effective. And also condition monitoring instruments and tools, which makes the time taken for failure analysis and repairs short, should be available.
8. Finally, all cement industries should work together to support each other concerning the maintenance activities. For example, the maintenance department of BCC should be well equipped and staffed to support other medium and small cement industries in training and consultancy for taking this as one of income generation.
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References [1] H. Shafeek “Maintenance Practices in Cement Industry, Asian Transactions on Engineering (ATE ISSN: 2221-4267) Volume 01 Issue 06”, Jan 2012 [2] J. Walder, “Integrated lean thinking & Ergonomics”, Industrial Engineering South Dakota School of Mines, November 2007, [3] R. Keith Mobley, Lindley R. Higgins, Darrin J. Wikoff, “Maintenance Engineering Handbook”, Seventh Edition2008, McGraw-Hill [4] CEN European Standard EN 13 306: 2001, Maintenance Terminology
[5] Smith, R., (2002). Best Maintenance Practices, Life Cycle Engineering. Available online at: http://www.mtonline.com/component/content/article/128 november2002/743- best-maintenance-practices.html. [6] A. K. Gupta, “Reliability, maintenance and safety engineering”; first edition: 2009 [7] Watson, C., (1968). “Is Preventive Maintenance Worthwhile?” Symposium on Operational Research in Maintenance, University of Strathclyde, UK. [8] T. Wireman, “Computerized Maintenance Management Systems”, Industrial Press, Library of Congress, New York, 1994 [9] WHO Medical device technical series, “Computerized maintenance Management system”, Villars-Yens, Switzerland, June 2011 75
[10] R. D. Palmer, “Maintenance Planning and Scheduling Handbook”, 2th Edition2006, McGraw-Hill [11] H. Shafeek “Maintenance Practices in Cement Industry, Asian Transactions on Engineering (ATE ISSN: 2221-4267) Volume 01 Issue 06”, Jan 2012
[12] http://en.wikipedia.org/wiki/Computerized_maintenance_management_ System, https://en.wikipedia.org , Aug 2016 [13] www.wbdg.org , Aug 2016
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