UD03-Administración Del Mantenimiento Preventivo - Un

COURSE: Gestión de Equipo Pesado
CAREER: Gestión y Mantenimiento de Maquinaria

Pesada
6to Semestre
PROFESSOR: Darío Frías
TECSUP - 2019
REMEMBER!!
WORL CYCLE
HAUL ROAD
DESIGN AND COST PER TON
MAINTENANCE
WHEEL TRUCK WHEEL LOADERS
OPERATION
AND PROJECT
MANAGEMENT
TRUCK TYPE HYDRAULIC
TRACTOR FRONT SHOVEL
HYDRAULIC
MOTORGRADER BACKSHOE
SHOVEL
ELECTRIC ROPE
TRUCK
SHOVEL
Mantenimiento de Maquinaria Pesada 2

UNIT THREE
MAINTENANCE PREVENTIVE MANAGEMENT
SESIÓN 04
FINAL CAPABILITY
• Diseñar sistemas de gestión de la producción y disponibilidad del
Equipo Pesado; planificando, controlando y administrando los
equipos con el objetivo de lograr su máxima productividad al
menor coste
• Elaborar el planeamiento eficaz del ciclo operacional de los
equipos pesados, proyectando los costos derivados de la
operación.
• Evaluar la factibilidad técnica y económica para la adquisición y
reemplazo del equipo pesado.

SPECIFIC COMPETENCE
Al finalizar esta sesión estarás en capacidad de describir el modelo de 6 pasos
de Caterpillar para administrar correctamente las actividades de mantenimiento
preventivo aplicado en maquinaria pesada de movimiento de tierras.

OUTLINE
• What is Preventive Maintenance
• Preventive Maintenance – Process Overview
– Strategy
– Planning & Scheduling
– Resources Preparation
– Execution
– Demobilization
– Process Management

WHAT IS PREVENTIVE MAINTENANCE
Various definitions for Preventive Maintenance :

✓ Basic lubrication; drop / change fluids and filters
… “get it in & get it out”.
✓ Any servicing or repair activity not done as a result

of a breakdown or failure.
✓ Essential product care and systems condition monitoring.
✓ Any activity that increases product performance and

decreases operating costs.
✓ The care and servicing by personnel for the purpose

of maintaining equipment in satisfactory
operating condition.
CONTINUA…..

Preventive Maintenance
“High frequency, fixed-interval,
planned activities including well-
defined service routines, proactive
defect detection and repair execution
that support the goals of equipment
reliability and availability”.
CONTINUA…..

PREVENTIVE MAINTENANCE PROCESS OVERVIEW
The Preventive Maintenance process is most easily understood by breaking it down
into 6 distinctive stages / phases
1 STRATEGY Plan to obtain specific Outcome(s)
2 PLANNING &
SCHEDULING
Plan & Schedule the PM stop
3 RESOURCES
PREPARATION
Organization and Mobilization of Resources
4 EXECUTION Execution of the scheduled activities
5 DEMOBILIZATION Return equipment to work & demobilize
6 PROCESS
MANAGEMENT
Measure Results - Manage

STRATEGY
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT
CONTINUA…..

Traditional vs 8 Step PM strategy
Traditional PM 1,2,3 & 4 System
2,000 hrs 2,000 hrs 2,000 hrs Downtime
8 Step PM System
2,000 hrs 2,000 hrs 2,000 hrs Downtime

• Beneficios
– Mejorar la eficiencia PM.
– Brinda la oportunidad para planificar y programar la ejecución completa de
backlogs, de manera eficiente y eficaz en cada PM.
– Reducir el tiempo de detención de la máquina a través de la mejora de las
condiciones de la máquina y de la confiabilidad de la flota.
– Mejora de la planificación y programación de las actividades del MP.
– Mejora de la planificación de la producción considerando los tiempos de
detención programados para los MP.
– Número dedicado y constante de personas necesarias para cada servicio.

PLANNING & SCHEDULING
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

• Descompone un proceso en una serie de actividades parciales.
A
1 2

• Prelaciones lineales:
A B
1 2 3
Actividad
Precedente

• Prelaciones que originan una convergencia:
1 A
B D
2 4 5
C
3
Actividades
Precedentes

• Prelaciones que originan divergencia:
3
B
A C
1 2 4
D

• Prelaciones que originan una convergencia – divergencia:
1 A 5
D
B E
2 4 6
C F
3 7

• Prelaciones lineales y de convergencia o divergencia simultáneamente:
A D
1 3 5
F1
B C
2 4 6

• Prelaciones en paralelo:
3
B F1
A C E
1 2 5 6
D
F2
4

• Construcción del Grafo PERT A Precede a C, D, E
B Precede a C
1. Definir las actividades y C Precede a K
prelaciones existentes entre D Precede a F, G
ellas. E Precede a J
F Precede a I
G Precede a H
H, I, J Precede a L
K Precede a M
L Precede a P
M Precede a N
N, P Precede a Q
Q Precede a R

2. Cuadro de prelaciones. Actividad Precedentes
1 A -
2 B -
3 C A,B
4 D A
5 E A
6 F D
7 G D
8 H G
9 I F
10 J E
11 K C
12 L H,I,J
13 M K
14 N M
15 P L
16 Q N,P
17 R Q

3. Elaborar el Grafo PERT Actividad Precedentes
A -
B -
C A,B
D A
E A
F D
G D
H G
I F
J E
K C
L H,I,J
M K
N M
P L
Q N,P
R Q

• Asignación de Tiempos con el algoritmo PERT
– PERT usa 3 estimaciones:
• Tiempo mínimo (a) = Optimista
• Estimación modal (m) = Más probable
• Tiempo máximo ( b) = Pesimista
Duración en días A B C D E F G H I J
Optimista 1 1 4 2 1 5 4 0 2 8
Más probable 2 2 7 8 2 8 7 2 2 9
Pesimista 3 9 10 14 9 17 16 4 2 16
Tiempo PERT 2 3 7 8 3 9 8 2 2 10

• Ejercicio 2:
1. Cuadro de Prelaciones
Actividad Precedentes
1 A -
2 B -
3 C A
4 D A
5 E B,C
6 F B,C,D
7 G F
8 H E
9 I G,J
10 J F

2. Grafo PERT
Actividad Precedentes
1 A -
2 B -
3 C A
4 D A
5 E B,C
6 F B,C,D
7 G F
8 H E
9 I G,J
10 J F

• Matriz de Zaderenko

• Holguras y Camino Critico

• Diagrama GANTT

• Calendario de Ejecución

RESOURCES PREPARATION
2 PLANNING &
SCHEDULING
RESOURCES
3 PREPARATION
6 PROCESS
MANAGEMENT

Prepare Resources CHECK
✓ Identify
Resources to be used based on
Program
✓ Check availability & readiness
✓ Correct / re-assign if necessary
✓ Prepare for
Shop PM: Machine Arrival
Field PM: Mobilization
✓ Communicate Readiness –
“Green Light” – “Ready to Go”
CHECK

Prepare Procedures
✓ Procedures must be readily available
✓ Complete Instructions
✓ Organized PM checklist
✓ Illustrations
✓ Parts Required by Steps
✓ Tooling Requirements
✓ Specifications
✓ Identification of support information
✓ Safety Warnings
✓ …
✓ Communications – PM Scheduling Board

✓ Visual display of the Plan
✓ Must be located at work place
✓ Clear identification of Goals and
Objectives to accomplish
✓ Support information of machine being
serviced

Prepare - Parts Logistics
✓ Parts Logistics must be prepared to
supply:
✓ Provide Mandatory Parts

organized as Kits
✓ Support Exchange Parts Kits
✓ PM Optional Parts
✓ Backlogs Parts
✓ PM consumables
✓ Parts must be delivered to the work

location
✓ Parts must be distribute and

organized within the work place

Prepare - Facilities
✓ Facilities for “In Shop” PM
services is a key element that
contributes to the efficiency
and quality of the services.
✓ Must have a dedicated PM

service bay
✓ Must be equipped and

organized to promote
efficiency
✓ Must be kept organized and

free of safety hazards

Prepare – Dedicated Tools
✓ The high frequency of the PM services
and usage of specific tools makes
necessary to dedicate tools to the PM
services. Tools that will be exclusively
to use by the PM service crew.

Prepare – Support Equipment
✓ This is a simple example of an equipment dedicated to
make the oil evacuation more efficient and free of
spillages.

Prepare – Mobile Workshop
✓ When it comes to execute the PM services in the Field,
that is the case of ERS type of equipment, the PM
facilities has to be designed to enable an efficient
mobilization of the needed resources to the place
where the PM service will be executed.
https://youtu.be/NxnpD16U2bI
Gestión y Mantenimiento de Maquinaria Pesada 39

Prepare – Field Support Equipment
✓ Example of a well implemented Mobile lubrication
equipment.

✓ Identify CHECK
Resources to be used based on
Program
✓ Check availability & readiness
✓ Correct / re-assign if necessary
✓ Prepare for
Shop PM: Machine Arrival
After all resources
Field PM: Mobilization
are ready and
organized the PM ✓ Communicate Readiness –
crew communicate “Green Light” – “Ready to Go”
the readiness to the
Organization – “We
CHECK
are Ready to Go”.

EXECUTION
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

Field
Execution
Perform resources mobilization
Check work area
✓ Mobilization of Resources
Organize, locate support equipment following recommended
“lay out” procedures
✓ Check / Correct Work Place (PM Bay)
✓ “Assembly Field Shop” (if the case)
✓ Execute PM Tasks
✓ Execute Condition Monitoring Tasks
✓ Execute Scheduled Work in Parallel
✓ Coordinate / Execute / Supervise third

parties tasks
Shop
Additional DEFECTS
Defects found during PM Detected ??
In the event of a defect detected during the execution PM Leader

Repair Manager
(Operation)
of the service, we should consider
✓ Severity of the Defect Critical

??
YES Affect Critical Path
??
YES
NO NO
✓ Feasibility of executing the repairs in parallel

Analyze with Planning
YES
✓ Postpone? – Backlog Generation

Can be performed
in // ??
NO
✓ Affect critical path – duration of the stop? Generate Backlog
Condition Monitor
Executor
✓ Need Temporary Solution / Fix ?

The “post mortem” analysis MUST find the cause(s) of
the deviation(s) of the Condition Monitoring and / or Backlog Management
Perform Additional Work
Planning & Scheduling Processes
Shop Field

DEMOBILIZATION
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

Demobilization Prepare PM Bay for next service
✓ Shop In Shop
Re-Organize Tools & Equipment

Return Machine to Operation
Post PM Inspection
Return unused Parts
Return Machine to Operation

Prepare PM Bay for next Service
Reorganize Tools & Support Equipment
Return not used parts to warehouse
✓ Field Field
Demobilization Final Demobilization (Field) Deliver Machine to Production END
Clean work area END

In Shop
Post PM Inspection
Complete PM Service Records (Checklist, WO, Backlogs, ….)
Return equipment to Operation
Field
Reorganize Tools & Support Equipment
Return not used parts to warehouse Information check / validation
✓ Shop & Field Submit to Planning & Scheduling
Complete Service Information

Deliver results & service package to
Planning Planning & Scheduling
“Post Mortem” Analysis

Taller Terreno

PROCESS MANAGEMENT
2 PLANNING &
SCHEDULING
3 RESOURCES
PREPARATION
6 PROCESS
MANAGEMENT

PROCESS MANAGEMENT
Managing the Process
✓ Define Process Outcome – Expected Define Outcome(s)
Product
Measure
✓ Measure & Observe Trend
Compare (Targets)
✓ Define & Apply Goals – Targets –
Benchmarks
Analyze Deviations
✓ Analyze – Detect Deviations
✓ Determine Corrective Actions Correct
✓ Identify Implementation Accountabilities Implement

✓ Implement
Follow Up
✓ Follow Up (3W)
✓ Validate Solutions

Targeted Outcome KPI’s

Service Accuracy
SA %: Statistical Calculation that indicates the Probability of
performing the PM services within the expected interval
Service Accuracy - Histogram

100%
30
95% 25
Service Accuracy
90% 20
Occ.
85% 15
10
80%
5
75%
0
< 450
455
460
465
470
475
480
485
490
495
500
505
510
515
520
525
530
535
540
545
550
>550
70%
Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14
PM Below Target PM Within Target

Service Accuracy - Stat Target Service Accuracy *
PM Over Target PM Distribution Target
Indication of the discipline / capability of the maintenance

organization to perform the PM on time

PM-Mean Time to Repair (MTTR PM)
MTTRPM : Average time dedicated to the execution of the PM Services
35
30
MTTR - PM
25
20
15
10
0
MTTR PM Target
Indicator of the efficiency of the PM services execution → it has a direct impact on the
unavailability due to PM

MTBS after PM
MTBSafter PM : Average hours operated after the PM service was completed. Average hours to the
first stop.
MTTR PM - MTFSAPM
150 45
40
140
35
130
MTFSAPM - Hours
30
MTTR PM - Hours
120 25
110 20
15
100
10
90
5
80 -
Nov-13
May-13
Jun-13
Dec-13
Jan-14
Apr-13
Aug-13
Sep-13
Feb-14
Mar-14
Oct-13
Jul-13
MTBS after PM Target - MTBS after PM MTTR PM Target
Indication of the effectiveness of the PM services … Quality of the Service

Unavailability due to PM
UnavailabilityPM : % of unavailability due to the PM services.
MTTR PM - Unavailability due to PM
6.0% 45
40
5.0%
Unavailability PM
35
MTTR PM
4.0% 30
25
3.0%
20
2.0% 15
10
1.0%
5
0.0% -
Nov-13
Dec-13
Jan-14
Aug-13
Sep-13
Feb-14
Mar-14
Oct-13
Unavailability - PM Target Unvl PM MTTR PM Target
Indicator of the impact of PM on the unavailability → final availability of the equipment

PM MTTR without Delays
PM MTTRwithout delays: Average time to execute the PM services without considering the time due to delays
PM MTTR – PM MTTR without delays

(Hours)
Nov-13
Dec-13
May-13
Jun-13
Aug-13
Sep-13
Jan-14
Apr-13
Feb-14
Mar-14
Jul-13
Oct-13
Quantify the impact of the delays in the efficiency of the PM services

PM Maintenance Ratio
PM MR: Labor invested in PM in regards for every hours of operation of the equipment
Quantify the effort, efficiency of the labor force and also the serviceability of the machine.

Backlogs Generated in PM
Backlogs Gen. PM: Quantity of Backlogs Generated during all PM services in the period
3
Quantity backlog
0
Backlogs Gen. during PM Target
Indication of the use of the PM window of opportunity to execute the CM routines (inspections +)

Backlogs Executed during PM’s
Backlogs Exec. PM: Quantity of Backlogs executed during PM services
Backlog Executed during PM - MTFSAPM

400 130
350 120
Backlogs
Executed during
Quantity backlog
MTFSAPM - Hours
300 110
250 100
PM’s: Quantity
200 90
of Backlogs
executed during
150 80
PM services
100 70
Nov-13
Jun-13
Dec-13
May-13
Aug-13
Sep-13
Jan-14
Mar-14
Apr-13
Feb-14
Jul-13
Oct-13
Backlogs exec during PM MTBS after PM Target - MTBS after PM
Indication of the use of the PM window to execute Backlogs. Using the opportunity to eliminate potential
cause of failures → improve reliability of equipment

TEST ONLINE
Responda a las preguntas planteadas para esta unidad.

SUMMARY
PREVENTIVE MAINTENANCE
What is
Preventive Preventive Maintenance – Process Overview
Maintenance
Planning & Resources Process

Strategy Execution Demobilization
Scheduling Preparation Management

NEXT SESSION
• Tema: UNIDAD 04, ADMINISTRACIÓN DEL MATENIMIENTO PREDICTIVO
• Información Previa Recomendada:
– Información de la unidad 4 disponible en la plataforma CANVAS
– http://www.livingreliability.com/hv/
– http://www.renovetec.com/

COURSE: Gestión de Equipo Pesado
CAREER: Gestión y Mantenimiento de Maquinaria
Pesada
6to Semestre
PROFESSOR: Darío Frías
TECSUP - 2019

UD03-Administración Del Mantenimiento Preventivo - Un

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COURSE: Gestión de Equipo Pesado

CAREER: Gestión y Mantenimiento de Maquinaria

WHEEL TRUCK WHEEL LOADERS

Mantenimiento de Maquinaria Pesada 2

Mantenimiento de Maquinaria Pesada 4

Mantenimiento de Maquinaria Pesada 5

Mantenimiento de Maquinaria Pesada 6

Various definitions for Preventive Maintenance :

✓ Any servicing or repair activity not done as a result

✓ Essential product care and systems condition monitoring.

✓ Any activity that increases product performance and

✓ The care and servicing by personnel for the purpose

Mantenimiento de Maquinaria Pesada 7

Mantenimiento de Maquinaria Pesada 8

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 9

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 10

2,000 hrs 2,000 hrs 2,000 hrs Downtime

2,000 hrs 2,000 hrs 2,000 hrs Downtime

Mantenimiento de Maquinaria Pesada 11

Mantenimiento de Maquinaria Pesada 13

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 14

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Mantenimiento de Maquinaria Pesada 31

1 STRATEGY Plan to obtain specific Outcome(s)

4 EXECUTION Execution of the scheduled activities

5 DEMOBILIZATION Return equipment to work & demobilize

Mantenimiento de Maquinaria Pesada 32

✓ Check availability & readiness

✓ Correct / re-assign if necessary

Mantenimiento de Maquinaria Pesada 33

✓ Communications – PM Scheduling Board

Mantenimiento de Maquinaria Pesada 34

✓ Provide Mandatory Parts

✓ Parts must be delivered to the work

✓ Parts must be distribute and

Mantenimiento de Maquinaria Pesada 35

✓ Must have a dedicated PM

✓ Must be equipped and

✓ Must be kept organized and