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Fundamentals of Preventive Maintenance - www.Home …

FundamentalsofPreventiveMaintenanceThis Page Intentionally Left BlankFundamentalsofPreventiveMaintenance JOHNM. GROSSA merican Management AssociationNew York Atlanta Brussels Buenos Aires Chicago London Mexico City San Francisco Shanghai Tokyo Toronto Washington, discounts on bulk quantities of AMACOM books areavailable to corporations, professional associations, and otherorganizations. For details, contact Special Sales Department,AMACOM, a division of American Management Association,1601 Broadway, New York, NY : 212-903-8316. Fax: site: publication is designed to provide accurate and authoritativeinformation in regard to the subject matter covered. It is sold with theunderstanding that the publisher is not engaged in rendering legal,accounting, or other professional service. If legal advice or other expertassistance is required, the services of a competent professional person shouldbe of Congress Cataloging-in-Publication DataGross, John of Preventive Maintenance / John M.

Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department,

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1 FundamentalsofPreventiveMaintenanceThis Page Intentionally Left BlankFundamentalsofPreventiveMaintenance JOHNM. GROSSA merican Management AssociationNew York Atlanta Brussels Buenos Aires Chicago London Mexico City San Francisco Shanghai Tokyo Toronto Washington, discounts on bulk quantities of AMACOM books areavailable to corporations, professional associations, and otherorganizations. For details, contact Special Sales Department,AMACOM, a division of American Management Association,1601 Broadway, New York, NY : 212-903-8316. Fax: site: publication is designed to provide accurate and authoritativeinformation in regard to the subject matter covered. It is sold with theunderstanding that the publisher is not engaged in rendering legal,accounting, or other professional service. If legal advice or other expertassistance is required, the services of a competent professional person shouldbe of Congress Cataloging-in-Publication DataGross, John of Preventive Maintenance / John M.

2 0-8144-0736-61. Plant Maintenance . I..G76 02 dc212002001080 2002 John M. rights in the United States of publication may not be reproduced,stored in a retrieval system,or transmitted in whole or in part,in any form or by any means, electronic,mechanical, photocopying, recording, or otherwise,without the prior written permission of AMACOM,a division of American Management Association,1601 Broadway, New York, NY number10987654321 CONTENTSF oreword and AcknowledgmentxiThe Best Way to Read ThisBookxiiChapter 1 Getting Started1 Taking Stock of YourSituation1Do You Need a Computer toEffectively Conduct DailyMaintenance and PMActivities?2 Changing Your Plant s Conceptof Maintenance andEmploying Total ProductiveWork5 What Are the Magic Steps toImplementing theProgram?7vviContentsPlanning for Success12 Summary14 Chapter 2 Establishing Scheduling15 Why Do I Need toSchedule?15 Establishing the Concept ofProductive Work16 How Do I Get Started?

3 16 What Do I Do withWorkorders Once They reCompleted?30Do Not Let the WorkorderScheduling System Crash andBurn31 Summary35 Note36 Chapter 3 Breaking Your Facility intoLogical Parts37 Define Logical Parts 38 How Do I Start theProcess?41 What Do I Do if I MaintainBuildings Instead ofPlants?45 Summary46 Test Time48 Chapter 4 Developing an EquipmentList51 Creating the Master EquipmentList s Structure53viiCONTENTSU sing Equipment Type56 Let s Name Everything!62 Creating the Master List63 Putting Equipment Numberson Equipment65 Summary68 Test Time69 Chapter 5 Writing PMs73 Eat the Elephant One Bite at aTime73 Elements of a PMProcedure76 Writing GoodInstructions76 Turning the Draft into FinalPM Workorders78 Scheduling PMs80 Quality Assurance of PMWrite-Ups81 Summary83 Test Time84 Chapter 6 Developing EquipmentManuals85 Why Do We NeedManuals?86 How Do We Create TheseManuals?87 Where Do We Get the Materialfor These Manuals?89viiiContentsWhat Goes in the ManualUnder the OtherSignificant Items Heading?

4 90 What Are TroubleshootingGuides?91 Reviewing, Editing, andMaintaining theManuals94 Summary95 Chapter 7 Setting Up Inventory97A Quick Review of InventoryManagement98 Inventory ManagementSteps99 How Do I Add NewParts?114 What About Items That NeverGet Used?114 How Will InventoryManagement ImproveUptime?116 Summary117 Chapter 8 Maintaining the System119 Why Does the World s GreatestMaintenance ManagementSystem Fail?120 Maintaining Your QualityLevel122 Keeping the PM WorkordersCurrent124ixCONTENTSWhat About Parts?124 Making ContinuousImprovements (or Like aShark, Move Forward orDie)125 Learning from YourFailures132 More About CMMSP rograms134 Summary135 Test Time136 Chapter 9 Planning for Success139 Who Will Build the PMs andthe Inventory?140 What About the Long-TermResources?142 How Long Will This Take? I min a Hurry!143 Summary148 Chapter 10 Conclusion151 Appendix 1 Abbreviations List153 Appendix 2 Generic Equipment List155 Appendix 3 PM Procedure Worksheet161 Appendix 4 Blank Forms171 Work Performed Without aWorkorder172xContentsWorkorder, 81/2 11 Basic173 Workorder, 81/2 11 Coordination174 Workorder, 81/2 11 Drawing175 Workorder, 4 8 Size(Short Form)176 Troubleshooting GuideForm177PM Quality AssuranceForm178 Parts Requisition Form,81/2 11 Size179 Parts Requisition Form, 4 8 Size (Short Form)180 Daily Shift Log181 Action Plan182 Appendix 5 Test Time Answers183 Appendix 6 Managing the SystemWithout a ComputerizedPM Program193 Appendix 7 Summary of Helpful Tips197 Index219 About the Author223 FOREWORD ANDACKNOWLEDGMENTI started writing this book as a form of therapy.

5 The bookrepresents the results of my journey of implementingprofessional Maintenance management. I began this jour-ney out of frustration after so many people told me toimplement a Preventive Maintenance (PM) program anda managed inventory, but no one could tell me how! Thisfrustration led me to explore the how question andbecame the basis for this that early beginning as therapy, the book hasprogressed to the point where someone judged it goodenough to publish. I wish to thank Neil Levine and hisassociates at AMACOM books for deeming it as book would never have been written without theinsight and spark from Mr. Trevor Fisk. The encourage-ment (and prodding) of my wife Karen, however, was thefinal inspiration to complete the book. Thanks a bunch!xixiiForeword and AcknowledgmentThis book also contains numerous illustrations and tipsto help clarify its points. I would like to thank the follow-ing people for their suggestions and for supplying picturesreproduced in this book: Mr.

6 Ray Harmon, Mr. GregLuther, Mr. Trevor Fisk, Mr. David Nash, and Mr. TimGaffney ( John Fabick Tractor Co.).For those facility people not directly involved in in-dustrial Maintenance , you may find the examples to bedifferent from your everyday problems. I hope that theinformation in this book proves helpful in implementingyour own professional Maintenance management the book has an industrial Maintenance slant,the necessity for workorder scheduling, a PM program,spare parts, and continuous improvement is concepts presented will work for your application aswell. They will also help you to implement successfullyyour professional Maintenance management program,which includes workorder scheduling, Preventive main-tenance, and inventory T OREADTHISBOOKTo get the most out of this book, I recommend readingit in three passes. On your first pass, flip through the en-tire book and look at all of the chapters, examining thebook s organization and the figures.

7 Get acquainted withthe style and flow. On the second pass, go through thebook chapter by chapter. At the start of each chapter,conduct another quick review of the chapter. During thisreview, flip through the chapter looking at the majorxiiiFOREWORD AND ACKNOWLEDGMENT topics and figures. Finish this review by reading the chap-ter the final pass, go back to the beginning of thechapter and read the entire chapter. During this final pass,look for the detail behind the topics in the chapter sum-mary. Also, make notes and underline important infor-mation in the this process sounds like it will take forever andslow down your reading, the opposite is true. The three-pass process not only improves comprehension, it alsospeeds up the reading let s get going!John M. Gross, , STARTED A journey of a thousand milesbegins with the first OFYOURSITUATIONDoes your equipment always breaks down? Do youdream of purchasing new equipment that won tbreak down?

8 Do you wish you had the resources to de-velop a full-scale computerized Preventive Maintenance (PM) program?Well, you re not alone! Many plant operations peoplefeel their Maintenance problems would be over if theyhad the money for new equipment or for an expensivecomputer system with support staff. Unfortunately, newequipment is not the answer. Without upfront and con-tinuous PM, new equipment also breaks down. Addi-12 Fundamentals of Preventive Maintenancetionally, without planning and preparation, the most hightech computer system will fail to generate the , the answer lies in finding an easy-to-followand economically feasible approach to PM. The follow-ing pages will serve as a roadmap for establishing an effec-tive PM program and improving daily maintenanceactivities. This approach introduces the concept of totalproductive work that will help you identify unrecog-nized available resources for developing and conductingthe program.

9 If you do not agree with this proposal, thengo out and purchase a lottery ticket to use as a you win the jackpot you can fulfill the dream ofnew equipment and an expensive computerized ACOMPUTER TOEFFECTIVELYCONDUCTDAILYMAINTENANCEANDP M ACTIVITIES?The surprising (but true) answer is: It depends! Youshould base this decision on a number of variables relatedto your operation. Do you already own (and know howto operate) a computer? Do you have the money to pur-chase a computer and the necessary Maintenance soft-ware? Is your operation large enough to warrant acomputerized system for example, do you have onemaintenance technician and ten production workers, ordo you have fifty Maintenance technicians at three differ-ent locations? Can you effectively track your inventory3 GETTING STARTED without a computerized system? Onlyyoucan answerthese you have the resources, need, and desire, then acomputerized system will greatly enhance your ability totrack scheduled PM activities, costs, workorders, break-down trends, and repair parts.

10 Additionally, with the ad-vent of low-cost computers and tailored softwareoptions, the decision to purchase a computerized systembecomes much , if you have a large multishift or multiloca-tion operation, then you definitely need a computerizedmaintenance system. Tracking PM activities, inventorycosts, and project workorders, among other things, is anecessity to survive in your world; trying to track themin a large operation without the help of a computerizedsystem would be this situation applies to you and you do not alreadyhave a computerized system, aren t looking for a system,or do not think you need a system, then you do not needto read this book. Just put it under your pillow so youcan absorb its content by osmosis. Also, be advised thatyour successor will probably install a computerized sys-tem within the first month of your you have made the decision to purchase a compu-terized PM program or computerized Maintenance man-agement system (CMMS), then you need to select aprogram that meets your needs.


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