Preventive/Predictive Maintenance Systems - APPA
Preventive/Predictive Maintenance SystemsAPPA Institutefor Facilities ManagementChris SmedsTechnology OfficerU.Va. Facilities Managementsmeds@virginia.eduToday we will cover Case Study: PM CulturePhilosophy of Preventive MaintenanceCase Study: The impact of planning workat UVA.Case study: How many people does it taketo change a light bulb at UVA?BreakPreventive Maintenance Systems inFacilities Management
Course DescriptionCredit(s) earned on completionof this course will be reported toAmerican Institute of Architects(AIA) Continuing EducationSession (CES) for AIA members.Certificates of Completion forboth AIA members and non-AIAmembers are available uponrequest.This course is registered with AIACES for continuing professionaleducation. As such, it does notinclude content that may bedeemed or construed to be anapproval or endorsement by theAIA of any material ofconstruction or any method ormanner of handling, using,distributing, or dealing in anymaterial or product.Questions related to specific materials, methods, and services will beaddressed at the conclusion of this presentation.532: Preventative/Predictive MaintenanceSystemsA comprehensive maintenance program relies onan effective approach to preventive and predictivemaintenance. This session will address the keyelements in establishing a preventive maintenanceprogram and explore the challenges and benefits ofsustaining the program.Faculty Member: Chris SmedsLearning Objectives1. Learn the effectiveapproach to preventiveand predictivemaintenance3. Discuss the explore thechallenges and benefitsof sustaining theprogram2. Discuss the key elementsin establishing apreventive maintenanceprogram4. Discuss what acomprehensivemaintenance programrelies onHave a question or comment?Feel free to ask or shareduring the presentationThis is your session
We all do preventive maintenance – 1.0We all do preventive maintenance – 2.02005 Texas City refinery explosion2005 Texas City refinery explosion 15 workers killed 170 workers injured The pressure wave was so powerful it shattered windows off site up to¾ miles away An area estimated at 200,000 square feet was burned “Technical failings included a lack of preventive maintenance onsafety critical systems ”(Report by Chemical Safety and Hazard Investigation Board)
1997 University of Virginia balcony collapse1997 University of Virginia balcony collapse1997 University of Virginia balcony collapseWhat is the cost of a maintenance failure? Health & life safetyPropertyComplianceReputationLoss of use (mission) occupant (customer)impact Increased / additional cost Unplanned work / emergencies / crises
Options for a maintenance program No maintenance Reactive maintenance (RM, CM, DM) Preventive maintenance (PM) Interval; time-based Cycle time (e.g. # of revolutions; number of activations)The cost of maintenancePredictive maintenance (PdM)Conditionbased(Predictive)How do you prioritize maintenance?Time-based(Preventive)How do you prioritize maintenance?Breakdown(Reactive)
APPA’s Maintenance Levels of Service include PMLevel1DescriptionShowpiece FacilityCustomer Service &Response TimeCustomer Satisfactionvs. CorrectiveMaintenanceMaintenance Mix2ComprehensiveStewardship45Reactive ManagementCrisis Response100%75-100%50-75%25-50% 25%No PM performed due to morepressing problems. ReactiveAll recommend preventiveA well-developed PM program:Reactive maintenanceWorn-out systems require staff tomaintenance (PM) is scheduledmost required PM is done at apredominates due to systemsbe scheduled to react to systems maintenance is a necessity due toworn-out systems. Goodand performed on time.frequency slightly less than perfailing to perform, especially during that are performing poorly or not atemergency response because ofEmergencies (e.g. storms or powerdefined schedule. Occasionalharsh seasonal peaks. The highall. PM work possible consists ofskills gained in reacting to frequentoutages) are very infrequent andemergencies caused by pumpnumber of emergencies causessimple tasks and is donesystem failures.are handled efficiently.failures, cooling system failures etc. reports to upper administration.inconsistently.Like-new finishes.Clean/crisp finishes.Aesthetics, ExteriorWindows, doors, trim, exterior wallsare like new.Aesthetics, LightingBright and clean, attractive lighting. Bright and clean, attractive lighting.Service Efficiency3Managed CareResponse to most service needs,Services available only by reducing Services available only by reducingServices not available unlessincluding non-maintenanceAble to respond to virtually any type activities, is typically in a week or maintenance, with response times maintenance, with response times directed from top administration,of service, immediate response.of one month or less.of one year or less.none provided except emergenciesless.Accustomed to basic level ofProud of facilities, have a high levelSatisfied with facilities relatedGenerally critical of cost,facilities care. Generally able toof trust for the facilitiesservices, usually complimentary ofresponsiveness, and quality ofperform mission duties. Lack ofConsistent customer ridicule,organization.facilities staff.facilities services.pride in physical environment.mistrust of facilities services.Aesthetics, InteriorBuilding Systems'ReliabilityFacility MaintenanceOperating Budget as % ofCRVWhat is preventive maintenance?Watertight, good appearance ofexterior cleaners.Average finishes.Dingy finishes.Minor leaks and blemishes,average exterior appearance.Somewhat drafty and leaky, roughlooking exterior, extra paintingnecessary.Small percentage of lights out,generally well lit and clean.Numerous lights out, some missingdiffusers, secondary areas dark.Maintenance activities appear to beMaintenance activities appearsomewhat organized, but remainorganized with direction. Servicepeople-dependant. Service andand maintenance calls aremaintenance calls are variable andresponded to in a timely manner. sporadic, without apparent cause.Breakdown maintenance is limitedBreakdown maintenance is rareto system components short ofBuilding and systems componentsand limited to vandalism and abusemean time between failuresperiodically or often fail.repairs.(MTBF).Maintenance activities appearhighly organized and focused.Service and maintenance calls areresponded to immediately.Campus Average FCIMaintenance activities appearsomewhat chaotic and are peopledependant. Service andmaintenance call are typically notresponded to in a timely manner.Neglected finishes.Inoperable windows, leakywindows, unpainted, crackedpanes, significant air and waterpenetration, poor appearanceoverall.Dark, lots of shadows, bulbs anddiffusers missing, cave-like,damaged, hardware missing.Maintenance activities appearchaotic and without direction.Equipment and buildingcomponents are routinely brokenand inoperable. Service andmaintenance calls are neverresponded to in a timely manner.Many systems are unreliable.Many systems are non-functional.Constant need for repair. Backlog Repair instituted only for life safetyof repair needs exceeds resources.issues. 4.03.5-4.03.0-3.52.5-3.0 2.5 0.050.05-0.150.15-0.290.30-0.49 0.50What are the objectives of preventive maintenance?A planned and controlledprogram of continuousinspections and correctiveactions taken to ensure peakefficiency and minimizedeterioration.A procedure of inspecting,testing, and reconditioning asystem at regular intervalsaccording to specificinstructions, intended toprevent failures in service or toretard deterioration.What are typical PM activities? Reduce frequency of unscheduled breakdowns anddowntime of critical equipment and systems Inspection Extend service life of equipment Cleaning Reduce energy consumption (sustainability)y)) Improve safety Adjustment Compliance Lubrication Improve overall appearance of facilities Reduce overall maintenance costs Reduce occupant impact, improve service level Liability Improve service level Replacing parts Analysis and testing Minor repairs
Does a preventive maintenance program prevent failures?Inspections Is more maintenance better? – “70% failures are self-induced” ? Predictive technologiesIs time-based better?Is cycle frequency better?Is 0% failure ideal?Is 100% PM completion ideal?VisualNoiseThermalVibrationFluid analysisPerformance analysis (flow across a filter) Monitoring Automated BAS system monitoring– World class: 95% PM completion– Reality: 60% (20-30% properly done)!– What is your PM completion %?Data-based Real-time data from building systems Fault Detection and Diagnosis (FDD) Trending & Modeling (e.g. flow, InStep Prism)Reliability Centered Maintenance / CulturePREVENTIVEPROACTIVEPREDICTIVEDEMANDCase study:“The best service is noservice.”UVA McCormick Rd. Zone
Air filter’s impact on customer service – not just a bunch of hot air!Case study:The impact of planningwork at UVAMeet the Coordinators:Mike Jessee – North GroundsEric Luedeking – West GroundsJerry Schwartz – NewcombPaige Herndon – Fire & Life SafetyJohn Quinn – Central GroundsJason Falls - McCormickThe Maintenance Coordinator InitiativeImprove ‘wrench time’ through planning & scheduling:
PM CompletionRates- improved incoordinatormaintenance shops31%On-Time Completion:70%On-Time Completion:78%On-Time Completion:93%PM CompletionRates – all othernon-coordinatorshops combined3%Increase in # of PMphases FY16 to FY18Decrease in # ofPM phases FY16 toFY18Reactive WorkInitial ResponseTime – to reactive WOs– decreases incoordinatormaintenanceshops from FY17187%Decrease in # ofWOs20%Decrease in laborhrs charged permonthin coordinatormaintenance shopsimprove in 201841%Improvement intime taken to beginwork on a reactiveWOOn-Time Completion:71%On-Time Completion:71%On-Time Completion:71%
Reactive ProcessTime – work is beingcompleted more quicklyonce started incoordinator maintenanceshops21%Case study:How many people does ittake to change a light bulb atUVA?Improvement in timespent on reactive workCentral Grounds Zone Maintenance AnalysisLighting Frequency Analysis for Central GroundsTotal Hours Reactive Hours Percentage ReactiveBuilding2.515.63%16RANDALL HALL14.514.57%99.5GARRETT HALL250.00%4VARSITY HALL81.25%641ROBERTSON HALLOriginal Frequency New rterlySemi-WeeklyMonthly
Lighting Analysis Reactive to PMReactive to Proactive Reduced the total amount of hoursspent maintaining assets Improved customer serviceElectrical Transaction Hours FY ‘17-’186,784 hours4,991 hours35%less hours spenton electric assetsCase study take-aways:keys to a successful PMprogram:It starts with culture changeStaff your PM programUse your dataTell your storyIt pays to plan!
Preventive Maintenance Systems Various types of PM systems– People-based– Paper-based– Excel-based– CAFM/CMMS/IWMS What are you doing?– What works well? What doesn’t work so well? What do you wish it did?Preventive Maintenance Systemsin Facilities OrganizationsA Preventive Maintenance System begins with assets Accurate inventory Initial inventory––––Physical inventoryConstruction drawingsCommissioning processBIM / COBIE model Updating inventory––––How do you keep your asset inventory up-to-date?Update on PM?Update on service call?Periodic update?Asset terminology 3Com ADT Advance Technologies Aerco Amerex CorporationAmerican Standard A.O. Smith Armstrong Babcock & WilcoxAssetTerminologyBaltimoreAircoil Bell & Gossett Brands Bryan Boilers BussmanCanon Inc Carrier Caterpillar Central Sprinkler Corp Cleaver BrooksClow Canada Compaq Cook Craftsman Cutler-Hammer Data AireDayton Dell Digital Domestic Dor-O-Matic Drew Electrical ElkayEnergy Labs Engineered Air Epson Ericsson Fedders Filtrine FisherFlygt Ford Frigidaire Fulton FurnitureGE CodesGeneral Motors igeration GF Morin GreenheckHermanMiller HewlettScoreEffectCriticality CommentPackard Hobart HON HoneywellHooverHubbellNo reason toIBMexpect Ice-O-Maticfailure to have any effect on safety,1 LocalNoneNamehealth, environment,or mission.InFocus Corporation Ingersoll-Rand InternationalEnvironmentalITTMinor disruption to facility function. Repair to failure can2 KitchenaidVery LowJohnson Controls Kenmore KiddeKrups LiebertLifefitnessbe accomplishedduring troublecall.Minor Nailordisruption tofacilityNetgearfunction. Repair to failure mayMail Mars MaxRad McQuay MotorolaMyersNEC3Lowbe longer than trouble call but does not delay mission.Nortel Office Supplies Palm PanasonicPeerlessElectric PennLow to Moderate disruption to facility function. Some portion ofModerate Ramseymission may needto be reworkedor process delayed.Ventilator Polycom Port-A-Cool 4PowerexRehauRelianceModerate disruption to facility function. 100% of missionRheem Rittling Rockwell Sanyo SealySeatingUnlimitedSenTech5Moderatemay need to be reworked or process delayed.Sharp Skil Sony SteamEye SteelcaseSun MicrosystemsModerateModerate disruption toTaskmasterfacility function. Some portion of6High mission is lost. Moderate delay in restoring function.Trane Tranter Universal Boiler Worksto Inc.USElectric Motor VikingHigh disruption to facility function. Some portion of7HighWatts Western Safety WestinghouseWhirlpoolYorkdelayZenithmission is Xeroxlost. Significantin restoring function.High disruption to facility function. All of mission is lost.Unavailable Sears Grainger Kohler8Very HighSignificant delay in restoring function.Common Asset Attributes Spec ID Reference ID Serial Number Condition Criticality Brand Name Model Number9Hazard10HazardPotential safety, health, or environmental issue. Failurewill occur with warning.Potential safety, health, or environmental issue. Failurewill occur without warning.
Asset inventory basics – common asset attributesAsset inventory basics - Uniformat Asset ID– Smart numbers?– Sharpie? Barcode? RFID? QR Codes? Hierarchy– Uniformat– Systems Note classification doesn’t necessarily tell you which system anasset is part of Location Building, Room, Floor Geocoding Locating on floor plans, CAD drawing, GISAsset inventory basics – Common asset attributes, cont Serial Number Condition Criticality Brand Name ModelNumberCriticality CodesScoreEffect1None2Very Low3Low4Low toModerate5Moderate6Moderateto High7High8Very High9Hazard10HazardCriticality CommentNo reason to expect failure to have any effect on safety,health, environment, or mission.Minor disruption to facility function. Repair to failure canbe accomplished during trouble call.Minor disruption to facility function. Repair to failure maybe longer than trouble call but does not delay mission.Moderate disruption to facility function. Some portion ofmission may need to be reworked or process delayed.Moderate disruption to facility function. 100% of missionmay need to be reworked or process delayed.Moderate disruption to facility function. Some portion ofmission is lost. Moderate delay in restoring function.High disruption to facility function. Some portion ofmission is lost. Significant delay in restoring function.High disruption to facility function. All of mission is lost.Significant delay in restoring function.Potential safety, health, or environmental issue. Failurewill occur with warning.Potential safety, health, or environmental issue. Failurewill occur without warning.Asset inventory basics – Common asset attributes, cont Asset Specific Attributes (varies by asset type) Description Amps Voltage KVA GPM Belt Size BTUHRPMFilter SizeTonHPGalCFMMax P
Asset inventory basics – Common asset attributes, cont A Preventive Maintenance System begins with assetsAsset Specific Attributes (varies by asset type) Description Amps Voltage KVA GPM Belt Size BTUHAdditional data to consider Confined Space Lock Out-Tag Out Photo URL Service/Parts Manuals Special Maintenance Instructions Maintenance notes/log Asset Retirement Explanation Links to locations servedRPMFilter SizeTonHPGalCFMMax PWhat maintenance is required for your assets?Preventive Maintenance Job Plans Tasks Regulatory compliance requirements Risk assessment failure mode analysis OEM manualRS MeansGSA PM guidelines (available on web)Others (e.g. Whitestone, trade publications) Maintenance staff (tribal knowledge) Equipment history– Checkpoints Labor hours Materials Frequency– Weekly, monthly, quarterly, semi-annual, annual? Sequence
Sample PM tasksPM Work Order GenerationPREVENTIVE MAINTENANCE COMPONENTSLHWMQSA999999999DUPLEX AIR COMPRESSOR1.Replace compressor oil.3412.Perform operation check of compressor system and adjust as required.2213.Check motor operation for excessive vibration, noise and overheating.0424.Lubricate motor.0479995.Check operation of pressure release valve.0309996.Check tension, condition, and alignment of V-belts; adjust as needed.0309997.Drain moisture from air storage tank and check low pressure cut-in.0469998.Clean air intake filter on compressor.1779999.Clean oil and water tap.17799910.Clean exterior of compressor, motor and surrounding area.06699911.Fill out maintenance, checklist and report deficiencies.022999Total Labor-Hours / period1.191.191.19Total Labor-Hours / year2.391.191.19Total Annual Hours4.79Excerpted from R.S. Means Facility Maintenance and Repair Costs Manual.PM Work OrdesHandling PM Work Orders What is the normal work flow of PM work orders?– How are PM work orders distributed?– Planning & Scheduling? Things to consider:– How do you handle completion? (e.g. status change? Labor hours applied?)– How do you handle deficiencies found during PM?– How do you handle deferred PM?
PM – Reactive Maintenance LinkUsing the data from your PM program – what do you measure? Reporting / KPIs / dashboards Service calls (reactive work) vs. PM work orders Asset ID on service calls– We want to answer the question: Is preventive maintenanceimpacting service calls? Failure codes / types––––––––Percentage of PM work orders completedEstimated vs. actual hoursOverdue PMDeferred PMBuilding system reliabilityPM vs. corrective workPM vs. major maintenance and repairCost reportsPM to DM RatioFrom 12/01/2009 to 12/31/2009Unintentionally incentivizing the wrong behaviors Recommended operational metricsResponse time to service calls: Institutions track this metric to help improvecustomer service. However, publicly posting this metric sends the signal to staffthat responding to service calls is more critical than scheduled work. As a result,staff prioritize service calls over preventive maintenance tasks.Preventive maintenance completion rates: This metric is intended to encouragestaff to complete all of their assigned preventive work orders. However, askingstaff to focus on this metric can lead to artificially high completion rates. Someinstitutions report staff close out tasks that are not fully resolved.Time to close work orders: This metric aims to minimize the number of open workorders and maximize the volume of work completed across all staff. However, staffoften close work orders before they are finished and open new ones, duplicatingthe work to reduce their time to close.Cost per work order: The purpose of tracking cost per work order is to minimizecosts. But asking staff to manage this metric often leads to staff completing onlythe cheapest fixes and re-logging more expensive work for later.Source: Educational Advisor Board (EAB), Facility Forum
Recommended strategic metricsSample PM completion reportSource: Educational Advisor Board (EAB), Facility ForumSample PM projectionUsing the data in your PM program Planning & scheduling work–––––Scheduling downtimes – reducing customer impact!!Scheduling laborForecasting labor costs and resources requiredForecasting material costs and resources requiredProgram cost forecasting
Using the data in your PM program (more advanced)Using the data in your PM program (advanced) Kitting– Link to inventory– Link to purchasing & JIT delivery Routing Data analysis– Relationship of service calls to PM– Recurring failures on assets– Ad-hoc data reporting (e.g. budget adjustments)– Others?Prerequisites for a successful PM program Strong management supportAcceptance from the front lineInclude continuous trainingImplement in phasesOnce implemented, do not neglectEstablish ownership: either front line or Programmanager– Real time monitoring– Predictive modeling & trend analysis– Real time modeling & predictive fault detectionAdditional best practices Begin with an understanding of your risk and service level goalsStart with critical/code compliant assets and assets with high failurerates/maintenance costsBe proactive and look for ways to utilize predictive technologiesAutomate whenever possibleEngage front-line staffUse your data!
Questions and/orcomments?Thank youChris SmedsTechnology OfficerU.Va. Facilities Managementsmeds@virginia.edu(434) 982-4796 officehttp://www.fm.virginia.edu/This concludes The AmericanInstitute of Architects ContinuingEducation Systems Course
We all do preventive maintenance -1.0 We all do preventive maintenance -2.0 2005 Texas City refinery explosion 15 workers killed 170 workers injured The pressure wave was so powerful it shattered windows off site up to ¾ miles away An area estimated at 200,000 square feet was burned "Technical failings included a lack of preventive maintenance on
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BOMA International is proud to present the Third Edition Preventive Maintenance: Best Practices to Maintain Efficient and Sustainable Buildings, a revision of the 2003 version, Preventive Maintenance and Building Operation Efficiency. The publication was first issued in 1996 under the title, How to Design and Manage Your Preventive Maintenance Prog.
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Accounting involves recording business transactions and, this in turn, leads to the generation of financial information which can be used as the basis of good financial control and planning. Inadequate record keeping and a lack of effective planning ultimately lead to poor financial results. It is vital that owners and managers of businesses recognise the indications of potential difficulties .
