What are the most effective ways to schedule preventive maintenance tasks?

To schedule PM tasks, there are some important points to be considered. First, maintenance activities on the same asset should be scheduled to be done synchronously in order to minimize DT, and maximize the asset’s availability. for example (pump, driver, installed instruments, lube oil pump). Second, a uniform workload balance per week is required to optimize resource utilization and make the schedule flexible enough to accommodate emergency work. (Consider the routine frequency) Also, coordination with the Operation and Production Planning Depts. is crucial in selecting the appropriate maintenance time. Moreover, consider assets that could be isolated for maintenance during normal operation and the assets that need unit shutdown.

If using a PM strategy that is frequency based, this becomes “known” work. This means it can easily be identified in a schedule and laid out so that you can align your critical corrective maintenance. This provides for better planning and scheduling and resource loading. Scheduling your preventive maintenance allows you to understand when failures may occur and ways to correct them. This guides you to a more strategic approach and possibly a prescriptive method.

Preventive Maintenance relates to simple phrase of /Stich in time saves nine/.Every machine has got a product life cycle, but too much recurrence of breakdown failures, we may have to even replace it at BER period (Beyond Economic Repair), even by giving best inputs, productivity is not coming, to avoid the sudden machine failures & cost on break down maintenance, preventive maintenance is needed. *What should we require for this? History card of the machines and break down failure data, specially repeated failure data. *When should it be conducted Rotational off for this machine in scheduled manner *Support required Best skilled Maintenance staff having full knowledge. Advance intimation to MM Dept for requisite spares &allied materials

Some of the most effective ways to schedule preventive maintenance tasks are: 1. Prioritize Assests: Prioritize equipment based on their criticality and the impact of their failure on operations e.g. Priority should be given to bottleneck equipment. 2.OEM Recommendations: Follow manufacturer guidelines for maintenance intervals and tasks. 3. Document and Track maintenance history: Keep detailed records of all maintenance activities and possibly failure rate of some critical machine parts as this will help a lot in planning maintenance dates and tasks or any issues identified. 4. Continuous Improvement: Regularly review and analyze the effectiveness of the preventive maintenance done and use (KPIs) such as Breakdown to measure effectiveness.

Optimize preventive maintenance by implementing a proactive approach: conduct regular equipment assessments, prioritize critical assets, schedule routine inspections, and leverage predictive technologies. Streamline PM process with CMMS, build effective communication, encourage employee training, and embrace data analytics to identify potential issues. Foster a culture of accountability and continuous improvement, ensuring swift response to emerging challenges.

We put together a program in 2005 for a large automotive company's facilities nation-wide. The best practice involved: facility asset census (which was needed for the CMMS anyways); developing a critical equipment list; utilize PM optimization and RCM to individualize the program to the context of the equipment; a condition assessment; feedback from RCFA; and, a maintenance effectiveness review scheduled based upon criticality. The RCM (Reliability-Centered Maintenance) process allowed us to determine best approach and schedule based upon a failure modes and effects analysis. (re: 'Physical Asset Management for the Executive: Caution, Don't Read This On An Airplane" 2008 Axiom Bronze Award Winner)

I would suggest following these key steps: Asset Inventory - Create a comprehensive list of assets and prioritize based on criticality. Maintenance Planning - Detailed plan considering manufacturer recommendations. Condition Monitoring - Use techniques like vibration analysis to assess equipment health. Resource Availability - Ensure availability of personnel, tools, and parts. Training and Documentation - Train personnel and maintain detailed documentation. Feedback and Continuous Improvement - Seek feedback for process improvement and analyze historical data. Emergency Preparedness - Have contingency plans for unexpected breakdowns and quick response. This approach aims to minimize downtime, reduce costs, and optimize asset reliability.

My experience says to follow OEM guidelines as is initially for Preventive Maintenance tasks and Scheduling, in the beginning of plant start-up. Keep it for a few years to have a history, before carrying out an optimization. For a reliability manufactured equipment which has been operated within design parameters by carrying out proper preventive maintenance the breakdowns could be avoided more than 90% to 95%. The margin of 10 to 5 % I give to the environmental effects and other uncertainty's.

CMMS -> PM module -> Floc structure -> Equipment Task Lists (1M, 1Q, 1Y etc) -> Assignment of TLs to Flocs -> WO generation -> PTW -> WORK -> TECO

Scheduling preventive maintenance involves these key steps: 1.Asset Inventory:Compile a comprehensive list of all assets. 2.Criticality Assessment Evaluate each asset's importance to operations. 3.Manufacturer Guidelines:Follow equipment manufacturer recommendations. 4. Historical Data Analysis: Analyze past maintenance records for insights. 5.Regulatory Compliance: Incorporate industry regulations into the schedule. 6.Condition Monitoring:implement real-time monitoring of equipment conditions. 7.Reliability-Centered Maintenance (RCM):Identify critical components and failure modes. 8. Predictive Maintenance Techniques:Use predictive analytics for forecasting. 9.Work Order System:Establish a clear system for task assignment and tracking.

I like to cluster simple inspections/tasks as much as possible. Instead of getting 15+ inspection tasks due each week, it's better to have a comprehensive checklist covering the plant or major sections of the plant done at the same interval. A good CMMS should let you tag multiple assets to a single WO. Why send a guy to verify the condensate solenoid valves are working on an air receiver and walk by 4-5 quick tasks that will be due next week? Also it's less admin to schedule / close 2-3 cluster ones a month instead of 50 individual ones. By clustering simple ones, the complex PM/PdM tasks become more prominent and get more focus. It also makes it easier to add/remove items as RCA and other feedback occurs or equipment is added/removed.

-balancing the quantity of equipment on each day and its time consume. -planner/scheduler and production should aware of the schedule of preventive maintenance of an equipment to avoid conflict on scheduled product/lot. -reviewing the past performance of the equipment if theres something to be fix or to improve.

There are several steps to improve your preventive maintenance scheduling. 1. Communicate well in advance with all stakeholders. Let them know what asset will be down, for how long, and what support you will need from their end. 2. Understand the mean time to failure (MTF). Getting the MTF correct means less unplanned downtime, and more machine uptime. This ultimately results in higher productivity, and lower maintenance expenses from a reduction in catastrophic breakdowns. 3. Know what you will need. Plan to have replacement screws, nuts, bolts, washers, flanges, and other common parts in the event that something goes wrong. If you snap a bolt, a 4-hour job could easily become a 6-hour job if you aren't prepared.

Preventive Maintenance backlogs are created due to continuous operations for production targets, non availability of spares or consumables, non availability of manpower. These are the challenges which not only effect maintenance scheduling, but also impact both reliability and cost of maintenance.

Some common challenges and pitfalls for scheduling PMs are– ? Not speaking a common language ? Not having documented processes ? Not following planning best practices creating PM job plans ? Lack of PM training – from supervisors, planners, technicians – key stakeholders in the process. ? Permissions – too many people can change PM job data in the system. ? Not performing PM optimization. ? Not managing PM work orders, completed and not completed. This also impacts the accuracy of the maintenance craft backlog. ? Not adding the required materials to the item master or stock inventory. ? Not measuring PM compliance and supporting process performance. ? Not having a feedback loop from the technician to the planner.

The key challenges when planning for preventive maintenance are: - adherence vs. plan due to busy production schedules and urgencies management - Machines data is not well maintained to understand the main issues to fix during PM - Staff incapablilty to understand and fix the issues on root cause level. - Compromising on permanent solutions due to cost, time and quality constraints

One of the major challenges faced by companies especially those having high backlog is capacity constraint. As high priority jobs cannot be dropped from the weekly schedule, there is a tendency to defer the PM jobs. As a result it is common to see even PMs on critical equipment being dropped from the schedule. Similarly cycle and meter based PMs are often missed out from the schedule if the system is not fully automated to track such PMs. Human error is common in tracking these PMs for subsequent scheduling.

-mostly when PM due equipment currently running critical device to be finish. -Applying waiver to machine are so hussle to complete approvers -no available spares -no awareness to planner/scheduler

To overcome the challenges and pitfalls for scheduling PM- ? Create a glossary of common terms so stakeholders can communicate clearly and effectively. ? Document, get approved, and publish PM processes making them readily available to stakeholders. ? Follow planning best practices creating PM job plans. ? Train the people involved in the PM processes. Make resources available for reference. ? Limit permissions for who can edit PM master data. ? Perform PM analysis and optimize the PM job. ? Manage the preventive maintenance work order backlog. ? Add materials and parts used on a PM job to the item master, stock if needed. ? Measure PM compliance and overdue PMs. ? Have a feedback loop allowing the maintenance crew to provide feedback

-initiate to remaind production/planner about due date of a machine/equipment ahead. -advance check machine/equipment situation to prepare a spare needed

Scheduled PMs automatically get converted to work orders based on their stored frequency variable. There is no excuse however for required parts, tools, safety items, and permitting not to be ready. Sometimes PM-WOs get postponed or cancelled due to emergent work. Maintenance staff should provide feedback at job completion if errors/omissions are found in the job steps, or needed parts were not identified/planned. The PM coordinators (or planner) (or reliability engineer) should verify this scheduled PM is the right strategy. Also, a PM Optimization review should be done annually.

Every Equipment required servicing at periodical manner based on usage The purpose mostly people think preventive maintenance for improve availability my perspective beyond availability it’s most important to produce good quality of product in Tamil proverb used to say “ Son like Mother, Saree like thread" which means product quality based on input the Machine one critical "M" to produce good quality product thats why machine maixtenance critical beyond to improve availability There are many ways and steps to avoid machine break downs 1. CLIT 2. TBM/CBM for wear parts maintenance 3. Periodical cleaning because Cleaning is Inspection to identify early indications to stop defects and down 4. Do a service with OEM check sheet & Frequency

To me preventive is an approach to proactively handle failure modes with condition/time based plans. On 10 years at a petrochemical complex, strategy focused on CBM, diagnosis and failure finding tasks, it's been reliable, cost effective and safer. Issues solved on early stages, less invasively, keeping assets' health & ability to perform as required, also with: defect elimination, planning and scheduling, turnarounds, threats analysis, projects, MRO & services, training and continuous improvement. Reliability and Maintenance is a complex set of interdependent processes. The business nature, its technology, human and regulatory requirements influence them, then assets strategy and plans must be aligned with it, to add value to business.

1) Um bom histórico de manuten??o dos equipamentos, e uma equipe capacitada e engajada para alimentá-lo 2) Mapear os modos de falhas mais recorrentes, por famílias de equipamentos 3) Aplicar a metodologia RCM - Reliability-centered Maintenance, de modo a cobrir todos os modos de falha mapeados com tarefas de manuten??o. O histórico de falhas irá colaborar na defini??o da frequência de cada tarefa.

Scheduling PM tasks is just one aspect of completing "work" in a business. ALL work that needs to be performed (PMs, corrective tasks, condition tasks, emergency work etc.), must be considered. The "work" must be PLANNED (ie. 'what' needs doing and 'how'), and then SCHEDULED (ie. 'who' will do the work and 'when'). Together this process of Planning and Scheduling can be referred to as "WORK MANAGEMENT". To be effective the activity of Work Management MUST be formally recognised and defined as a KEY BUSINESS PROCESS by the business. As such it needs a sponsor, an owner, defined roles & responsibilities, defined process steps, performance metrics and the ability to be updated periodically. Sadly most businesses really struggle with this :-(