00 Fundamentals Maintenance Management 2006

Training course:
Fundamentals Maintenance Management

Author:
Prof. Dr. Attia H. Gomaa
Head of Industrial Eng. Department - Fayoum University
Industrial Engineering Consultant - AUC
Maintenance Engineering Consultant - EMC
attiagomaa@yahoo.com
2006

Author:
Dr. Attia H. Gomaa
Head of Industrial Eng. Department - Fayoum University
Who Should Attend:

Managers, engineers, and other practitioners concerned
with maintenance planning and control in government,
industrial and services sectors.
Objectives:
To provide the participants with the modern concepts and
techniques in maintenance planning and control.
To train the participants on how to use and apply these
techniques in practice.
To enhance the participants experience by discussing
some maintenance management problems and how to deal
with them.
Course Outline:
Level I: Traditional Maintenance Management
1.
Maintenance Management Overview
2.
Preventive Maintenance Management
3.
Maintenance Control
4.
Computer Applications
5.
PM Case Studies
6.
Machine Failure Analysis
Level II: Advanced Maintenance Management
7.
Predictive Maintenance Management
8.
Risk Based Inspection
9.
Reliability Centered Maintenance
10. Total Productive Maintenance
11. Practical cases.
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LEVEL I
TRADITIONAL MAINTENANCE MANAGEMENT
1.Maintenance Management Overview

What is Maintenance?
BS 3811:1974
Maintenance is defined as:
The work under taken in order to keep or restore a

facility to an acceptable standard level.
Or
The combination of activities by which a facility is kept
in, or restored to, a state in which it can perform its
acceptable standard.
Maintenance Policies
To Keep
Planned Maintenance
- Time Based Maintenance
- Condition Based Maintenance
- Risk Based Maintenance

Dr. Attia H. Gomaa
To Restore
Unplanned Maintenance
- Corrective Maintenance
- Run To Failure
- Emergency Maintenance
- Break down Maintenance
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Preventive maintenance - Time-based PM
Pure time )calendar) based: Weekly, monthly, annually, etc.

Used (running) time based: 1000 km, 1000 RH, 3000 RH, etc.
Predictive (Condition-based) Maintenance

by monitoring key equipment parameters "Off-line or On-line"
Vibration analysis
Oil analysis
Wear analysis
Noise analysis
Temperature analysis
Pressure analysis
Quality analysis
Efficiency analysis, etc.
What are the main factors, which affect the

selection of Maintenance Policy?
o1
M
anufacturing maintenance recommendation
o2
System availability
o3
Safety factors
o4
Production process
o5
Operating conditions
o6
Information availability
o7
Resource availability
o8
Operating & maintenance cost
o9
Down time cost rate
o10 Failure and repair characteristics
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What is the
Maintenance?
1How to keep or
restore the facility at
acceptable standard
level in certain
operating conditions?
2How to prevent the
failures?
Example:
System/equipment description
Main parameters
Main items
Functional block diagram
Criticality
Working conditions
Main failures:
PM:
3How to discover the

hidden failures?
Main failures:
Policy:
4How to detect the

early failures?
Main failures:
Policy:
5How to minimize the

risk of failures?
Main failures:
Risk:
Policy:

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According to maintenance
information availability:
(1)
Complete
Information
(2)
Incomplete
information
Planned PM
Planned CM
70 %
20%
(3)
Without information
Unplanned CM
(or Emergency)
10%
Maintenance Works
Planned
% 70
PM
% 45
Repairs
% 25
Unplanned
% 30
Minor repairs
% 20
Repairs
% 10
Typical Work (man-hour) distribution in engineering industries

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Experience
Maintenance
Planner
Tools
Information
Experience:
Technical
Planning
Analysis
Decision making
Problem solving
Working conditions, etc.
Information:
Catalog
Forms / reports
Data collection
PM levels
Job plans for each PM level
Resources
Cost rates
CM work orders
Failure analysis, etc.
Tools:
Computer programs
International standards
Management tools, etc.

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What is the ratio between maintenance cost

& manufacturing costs?
Maintenance costs are a major part of the total operating costs of all
manufacturing or production plants.
Depending on the specific industry, maintenance costs can represent
between 15% and 40% of the costs of goods produced.
For example in food related industries, the average maintenance
cost represents about 15% of the cost of goods produced; while in
iron and steel, pulp and paper and other heavy industries
maintenance represents up to 40% of the total production costs.
US industry spends more than $200 billion dollars each year on
maintenance of plant equipment and facilities,
USA Industries in 1983/ 1984: Maintenance Cost $ 35 * 109 Per

year
Maintenance Cost: 10 25 % &

Spare parts Cost: 3 10 %
What are the main elements of Maintenance cost?
Direct cost:
Spare parts & supplies cost
Labor cost
Contract cost
Indirect cost:
Overhead cost
Down time cost
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Maintenance cost = Direct cost + Overhead cost

Maintenance Costs Elements
Cost to replace or repair

Losses of output
Delayed shipment
Scrap and rework
Cost
Total Maintenance Cost

PM Cost
Down Time Cost
CM Cost
Best level
PM level

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What is Maintenance Management (MM)?

MM is a powerful systematic methodology to maximize the
facility performance and to improve the maintenance
resource productivity, through optimizing the maintenance
policies for the critical equipment.
MM - is the application of knowledge, tools and scientific
techniques to identifying and analysis the maintenance
activities.
MM - decision-making process to select the best
maintenance policies for improving the equipment reliability
to an acceptable level.
MM is the art of matching a maintenance's goals, tasks, and
resources to accomplish a goal as needed.
MM is do the right things, with the right tools, and in the
right way".
Through:
1. Define the target and constraints,
2. Information collecting & analysis,
3. Maintenance planning,
4. Maintenance organization,
5. Motivation & direction,
6. Maintenance control,
7. Corrective actions, and
8. Learned lessons.

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Maintenance Management History

3rd generation
Higher plant
Availability &
reliability
Grater safety
2nd generation
1st generation
Fix it when it
broke
2000
1990
Higher plant availability
Better product quality
No damage to
Longer equipment life environment
Preventive maintenance Longer equipment life
1980
1970
1960
1950
How do you measure MM success?

Targets
Customer
Satisfaction
Time

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Cost & Resources
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1940
Maintenance Planning Concept:

Before you start to maintenance plan, consider...
Who is the ultimate customer?
What are the customer needs?
How long will the maintenance project last?
Where are we now?
Where should we end-up?
What are the cost constraints?
What are the technical challenges?
So, Maintenance Planning must determines what, when,
where, how, and by whom something is done.
What is to be maintained?
Why?
How?
By whom?
When?
Where?
"Description"
"Target"
"Method"
"Resources"
"Schedule"
"Location"
What are the main Types of MM Plans?

1- MM management level plans:
Master plan Top management (10 -15 activity)
Action plan Control management (50-100)
Detailed plan Operational management (> 500)
2- MM Time plans:
Long term
Medium term
2 to 10 y
6m to 1 y

Dr. Attia H. Gomaa
Risk 15 to 25%
Risk 7 to 10%
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Short term
1w to 3 m
Risk 3 to 5%
3- MM risk plans:
Target plan (normal or most likely)
Optimistic plan (best case)
Pessimistic plan (worst case)
4- MM Strategic Plans:
Strategic plan
Tactical plan
Operational plan
Urgent plan
5- MM Planning Level:
Overall plan
Partial plan
Urgent plan
Complete information
Incomplete information
Without information
What is the Maintenance System?

A system is a collection of components (or items) that work
together to achieve a certain objective.
Technical Constraints Financial constraintsTargetInformationResources-
Maintenance
processes
Facility / Plan
at acceptable
standard
Reports-
The output is equipment

that is up, reliable, and
Maintenance
well configured to
performance
achieve the planned
indicators
.operation of the plant
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Dr. Attia H. Gomaa

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Sub-system: Water Pump Unit

Control system
Fluid type: Water

El. Power: 132 kw
380 V, 3 ph
Multi-stage
centrifugal pump
Flow rate: 35 m3/hour

Head: 750 m
Pressure: 70 bar
Environment
Figure - Functional block diagram for a pump

Coupling
Motor
Pump
rev/min 1800
B1
B2
ton/hr 35
bar 60
Figure Main Components

Pump specifications:Valves specifications:
Motor specifications:
Bearing specifications:
Dr. Attia H. Gomaa
Coupling specifications:
Strainer specifications:
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Current PM Program:
Item
Job plan
Frequenc
y
(1)
Motor
(2)
Coupling
(3)
Pump
(4)
Suction
line
(5)
Discharge
line
(6)
Valves

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Root Cause Failure Analysis:

Item
Main Failures
Root Cause
(1)
Motor
(2)
Coupling
(3)
Pump
(4)
Suction
line
(5)
Discharge
line
(6)
Valves

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MTBF
1) Motor:
Failure
PM
Policy
Freq.
PrD
Policy
2) Coupling:
3) Pump:
4) Suction line:
5) Discharge line:
6) Valves:

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CM
Freq.
Developed PM Program:
Item
Job plan
(1)
Motor
(2)
Coupling
(3)
Pump
(4)
Suction
line
(5)
Discharge
line
(6)
Valves

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Frequency
Modern Maintenance Management Systems:

There are four modern approaches:
1- Optimal system maintenance (OSM),
2- Risk Based Inspection (RBI)
3- Reliability centered maintenance (RCM), and
4- Total productive maintenance (TPM).
Maintenance management methodologies
Main
objective
Approach
OSM
Improve
equipment
availability
Maintenance
information
analysis and
Using optimal
mathematical
modeling
RBI & RCM

Preserve system
function & improve
system availability
Improve the
maintenance program
TPM
Improve overall
system
productivity
System overall
analysis
System reliability
analysis
Continuous
improvement
techniques
Failure mode effect

analysis FMEA
Risk analysis

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Maintenance Policies
(5 )
( 1)
Failure-Based
Reactive (ReM):
- RTF
- CM
- BD
(2)
::
Time-Based
Preventive (PM):
- Calendar:
Weekly
Monthly
::
- Running:
1000 R.H.
1000 K.M.
::
(3)
Condition-Based
Predictive (PdM):
- Oil analysis
- Vibration analysis
- Temperature analysis
- Pressure analysis
- Wear analysis
- Efficiency analysis
::
Total-Based
Global (GM):
- OSM
- TPM
::
(4)
Risk-Based
Proactive (PaM):
- RCFA
- FMEA \ FMECA
- HAZOP
- RCM \ RCM2
- RBI ::
.Figure (1): Classification of maintenance policies

[Venkatesh 2003, Waeyenberg and Pintelon 2004, and Gomaa et al. 2005]
Policy
Approach
Goals
Reactive
Run to failure (fix-it

when broke).
Minimize maintenance
costs for non-critical
equipment.
Preventive
Use-based maintenance Minimize equipment

program.
breakdown.
Predictive
Maintenance decision
based on equipment
condition.
Proactive
Minimize the risk of

Detection of sources of
failures for critical
failures.
systems.
Global
Integrated approach.

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Discover hidden failures

and improve reliability
for critical equipment.
Maximize the system

productivity.
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Policy
Approach
Goals
RCFA
Identification of root
causes of failures.
Eliminate failures.
FMECA
Identification of
criticality of failures.
Improve equipment
availability.
HAZOP
Identification of
hazards and problems
associated with
operations.
Improve HSE effect.
RCM
Determination of best
maintenance
requirements for
critical systems.
Preserve system
function & improve
reliability.
RBI
Determination of an
optimum inspection
plan for critical
systems.
Improve system HSE

and availability.
Policy
Approach
OSM
Optimization
Maximize reliability measures
approach for the
and minimize maintenance
global maintenance
cost rates.
system.
TPM
Comprehensive
productivemaintenance
system.

Dr. Attia H. Gomaa
Goals
Maximize plant effectiveness

and resource productivity.
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Preventive Maintenance Management
Why Preventive Maintenance should be done?

To Prevent Failure
To Detect Early Failure
To Discover a Hidden Failure
Rather, it is better to consider PM only when:

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High Down time cost rate

High Safety level
Predictive M. cannot be applied
CM cannot be justified
What are the main targets of PM?
Improving equipment availability/reliability

Increasing equipment effective life time
Increasing resource utilization
Increasing productivity
Reducing operating cost
Reducing total cost rate
Increasing profitability ratio
PM = Profit

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What are the main Elements of Planned

Maintenance?
1. Inventory list
2. Layout of facilities
3. Facility register
4. Maintenance program
5. Maintenance job specification
6. Maintenance schedule
7. Job orders
8. Follow up cards
9. Performance evaluation
Note : 1 to 5 Basic data, 6 Scheduling, and 7 to 9 Follow up and

evaluation.

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Maintenance Planning Steps:

1.
System criticality analysis
2.
Equipment selection
3.
Information collection & analysis
4.
Target & constraints definitions
5.
Requirements & standard levels
6.
Main failures determination
7.
Root cause failure analysis (RCFA)
8.
Best maintenance policy
9.
Maintenance policy planning
10. Work orders

11. Measure
12. Analysis
13. Action
14. Performance evaluation & KPI
15. Improvement

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Step
1. System criticality
analysis
2. Equipment
selection
3. Information
collection &
analysis
Description
HSE - Process Down time Cost
Critical equipment
Non-critical equipment
Maintenance catalog Design
information Equipment historyWorking conditions- PMs CMs
Trouble shooting Reliability
information HSE instructions. etc.
4. Target &
Targets: Reliability, Availability,
constraints
Down time, Cost, HSE level, .. etc.
definitions
Constraints: Budget, Spare parts,
Tools, Manpower, Information,etc.
5. Requirements & Functional levels: Flow rate, Head,
standard levels
Pressure, Power, .. etc.
HSE levels
6. Main failures
Functional failures - HSE failures
determination
Mechanical failures Electrical
failures - .. etc.
7. Root Cause
Main failures, Root cause, RRC,
Failure Analysis
Mechanism, Probability, MTBF,
MTTR, Remedy.
8. Best maintenance Run To Failure (RTF)
policy
Time-based (Preventive) PM
Condition-based (Predictive) PdM
Risk-based (Proactive) PrM

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Step
9. Maintenance
policy planning
Description
Frequency- Levels- Alarm limits- ToolsJob plan- HSE plan- Spare partsDuration- Manpower- .. etc.
10. Work orders
W/O # - W/O type- Dates/time Responsibility- Level - Alarm limitsTools- Job plan- HSE plan- Spare
parts- Duration- Manpower- Failure Root cause- .. etc.
Complete Feedback.
11. Measure
Running hours- Noise- VibrationTemperature- Oil level- viscosity- Flow
rate Head Speed - .. etc.
12. Analysis
Noise analysis- Vibration analysis
Temperature analysis - Oil analysis Flow rate analysis Head analysis
Speed analysis - .. etc.
13. Action
- Good condition
- Call for service (PM)
- Call for repair (planned CM)
- Breakdown (unplanned CM)
14. Performance
CM/PM- MTBF- MTTR- MTBMevaluation & KPI MTTM- Reliability AvailabilityMaintainability- RAM- Spare parts
consumption rates- .. etc.
15. Improvement
Information Maintenance levelsTools Spare parts Manpower skills
Time HSE - .. etc.
Approach: FMEA - RCM - RBIPMIS - .. etc.
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What are the main Elements of Maintenance

Plan?
1- Equipment name & code,
2- Equipment priority,
3- Maintenance start time,
4- Maintenance down time,
5- Maintenance level and type,
6- Maintenance job description,
7- Maintenance operations time,
8- Maintenance effort (man-hour),
9- Manpower requirements planning,
10-
Spare
parts
and
supplies
planning,
11-
Tools requirements planning,
12-
Failure analysis,
13-
Maintenance cost estimation,
14-
Maintenance budget, and
15-
Safety instructions.

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requirement
MAINTENANCE WORK ORDER

Work order number
Requester Section:
Plant (or department) name / code

Equipment name / code
Equipment priority
Maintenance type & level (PM / Repair / Overhaul)
Job scope & description
Responsibility
Planning Section:
Manpower types & skills

Time estimation
Spare parts
Special tools
Expected equipment down time (from xxx to xxx)
Cost estimation
Safety instructions
Responsibility
Craft Feedback:
Job scope & description

Manpower types & skills
Time estimation
Spare parts
Special tools
Actual equipment down time (from xxx to xxx)
Actual Cost
Responsibility
Coding:
Plant (or department), Equipment
Resources (Manpower, Spare parts, Special tools)

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3- Maintenance Control
Total Control Indicators:
1- Work quantity control
Over estimation
Under estimation
2- Time control
Behind schedule (late)
Ahead schedule (early)
3- Cost control
Cost overrun
Cost under-run
4- Quality control
Acceptable level
Non-acceptable level
5- Inventory control
Over estimation
Under estimation
6- Resources control
Over estimation
Under estimation
7- Plant condition control (HSE, etc.)
Acceptable level
Non-acceptable level

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Control Steps:
1- What to control?
2- What is the standard (target) performance?
3- What is the actual performance level?
4- Comparison between the actual & target.
5- Detection of variance
6- Identification of causes of variance
7- Corrective actions
8- Learned lessons.
Total Control Levels:
1- Review and data collection.
2- Follow-up.
3- Performance evaluation.
4- Productivity analysis.
5- Corrective actions.
6- Learned lessons.
System Effectiveness
Efficiency
&Utilization
Resource productivity
Availability
Reliability
MTBF
MTBM

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Maintainability
MTTR
MTTM
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Maintenance Control Levels:

- Maintenance Follow-up
- (Actual/Plan)
- Maintenance Performance Evaluation
-0 Time Availability
-1 Reliability
-2 Mean Time Between Failures
(MTBF)
-3 Mean Time To Failures (MTTF)
-4 Mean time to repair (MTTR)
-5 Mean time between repairs (MTBR)
-6
M
ean Time Between Maintenance
(MTBM)
-7 Preventive Maintenance Rate (PM
rate)
- Resources Productivity Analysis
Productivity Dimensions
Time
Quantity
Quality
Cost
Effectiveness
Efficiency
= Actual output /
1- Technical Efficiency
Planned output
2- Operating Efficiency
3- Production Efficiency
4- Economical Efficiency

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Maintenance System Effectiveness:

It is related to performance.
It is the degree of accomplishment of objectives.
How well a set of results is accomplished?
Maintenance System Efficiency:
It is related to resource utilization.

It is the degree resources utilization.
How well the resources are utilized to achieve
the results.

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Productivity:
It is a combination of both effectiveness & efficiency.
Productivity index
= Output obtained / Input expended
= Performance achieved / Resources consumed
Total productivity = Total output / Total input
Partial productivity = Total output / One of the inputs
MEASUREMENT OF MAINTENANCE EFFECTIVENESS
Equipment Losses Categories
Category
Equipment losses
Indicator
Down-time losses Equipment failures
Equipment
(lost availability)
Set-up and adjustments
availability
Speed losses
Idling and minor
Equipment
(lost performance) stoppages
performance
Reduced speed operation efficiency
Defect losses
Scrap and rework
Equipment quality
(lost quality)
Start-up losses
Rate
Resource losses
Critical resource
Resource
consumption rates
productivity
Cost losses
All the previous losses
Repair cost
CM/PM cost ratio
Down time cost
Overall equipment effectiveness (OEE)
OEE = Equipment Availability Performance efficiency Quality rate
Total effective equipment productivity (TEEP)

TEEP =Utilization Availability Performance efficiency Quality rate

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Net equipment effectiveness (NEE)

NEE = Uptime ratio Performance efficiency Quality rate
Mean unit between assists (MUBA):

MUBA = Total number of units produced / Number of stoppages
What is the effect of Maintenance Policy on the

Equipment OEE?
Maintenance Policy
Operate to failure (RTF)
OEE
30 50 %
Good PM Program
Good bonus & incentive system
Good PM Program based on RCM
Good bonus & incentive system
60 80 %
More than 80 %
What are the main factors, which affect the Equipment

OEE?
Product quality
Production continuity & rates
Shutdown frequency
HSE factors
Equipment availability
Resource availability
Operating & maintenance cost
Down time cost rate

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Maintenance Risk levels:

Objective Risk Levels:
Risk %
0-5
5 10
Risk level
0
1
Description Minor
Low
10 - 15 15 - 25
2
3
Medium High
Acceptable Risk limits:

Long term
2 to 10 y
Medium term
6m to 1 y
Short term
1w to 3 m
Risk 15 to 25%
Risk 7 to 10%
Risk 3 to 5%
Maintenance Safety Levels:

Level
0
1
2
Severity
No
Very low
(Slight)
Low
(Not Serious)
Medium
(Serious)
High
(Very Serious)
Very High
(Catastrophic)
Safety (people)
Does not apply
Slight injury
Simple first aid
Minor injury
No lost time
No Hospitalize
First aid
Major injury
Lost time
Hospitalize
Temporary disability
Fatal injury
Hospitalize
Permanent disability
Multiple fatalities

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> 25
4
Major
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Maintenance Performance Evaluation
What are our measures?

What are the units?
What is the time frame?
What data is required?
What data is available?
Quality of data
Linking data to measures
How to measure the performance of PM program?

Four major factors that should control the extent of a PM program:
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The cost of PM program (PM & repairs costs).

Equipment reliability & utilization.
HSE (Health, Safety and Environment) level
Down time cost.
S d
x 100%
S
Percentage of downtime = Id = 100% - A
Availability = A =
Mean time between failures = MTBF =
S d
f
df
Mean time to repair MTTR = f

Where,
S = Scheduled production time
d = Downtime
f = Number of failures.
df = Downtime delays from failures.
Example:
Scheduled production time = 31 day
Downtime = 6 day
Number of failures = 3 failure/month

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31 6
A = 31 x 100% = 80.6 %
Id = 100 - 80.6 = 19.4%
31 6
MTBF =
= 8.33 days
3
6
MTTR=
= 2 days
3
Maintenance Administration Indicators (%):
1- Overtime hours per month
2- Worker activity level
3- Worker productivity
4- Worker utilization
5- Scheduled hours
6- Preventive & predictive
Maintenance Effectiveness Indicators (%):
1- Overall effectiveness
2- Gross operating hours
3- Number of failures
4- Breakdown downtime
5- Emergency man-hours
6- Predictive & preventive
Maintenance Cost Indicators (%):
1- Maintenance cost
2- Maintenance cost/unit
3- Maintenance manpower cost
4- Subcontracted cost
5- Cost of maintenance-hour
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6- Supervision cost
7- Preventive maintenance cost
8- Cost of spare parts
Main Indicators Calculations:

Overtime hours per month = % =
Total overtime hours worked
Total hours worked
x 100
Worker activity level = % =

Standard hours earned
Total clock time
x 100
Worker productivity per month = % =

Standard hours
x 100
Total hours worked
Worker utilization = % =
Hours spent on productive work
Total hours scheduled for work
x 100
Scheduled hours versus hours worked = %

Hours scheduled
= Total hours worked x 100
Preventive and predictive maintenance conducted as
scheduled = %=
Total man - hours of preventive and predictive maintenance executed
Total man - hours of preventive and predictive maintenance scheduled x 100
Predictive and preventive maintenance coverage% =
Total man - hours of predictive and preventive maintenance
x 100
Total man - hours worked
Overall equipment effectiveness (OEE) = A x S x Q
A = Availability indicator
Q = Quality indicator
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S = Speed indicator
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Availability = A =
Speed = S =
Planned production time - Unplanned downtime

Planned production time
Actual amount of production

Planned amount of production
Quality = Q =
Actual amount of production - Unaccepted amount

Actual amount
Percentage of gross operating hours % =

Number of gross operating hours
Number of gross operating hours Downtime for maintenance
x 100
Number of failures in the system (NFS) =

Number of production stops
Number of gross operating hours
Equipment downtime caused by breakdown % =

Downtime caused by breakdown
x 100
Total downtime

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Emergency man-hours % =
Man - hours spent on emergency jobs
Total direct maintenance hours worked
x 100
Emergency and all other unscheduled man-hours % =

Man - hours of emergency and unscheduledjobs
Total maintenance man - hours worked
Evaluation of predictive and preventive maintenance % =

Jobs resulting from inspections
x 100
Inspections completed
Cost of maintenance to added value of production % =
Direct cost of maintenance
Added value of production
x 100
Maintenance cost per unit of production = Cost per unit

Total maintenance cost
= Total units produced
Manpower component in the maintenance cost % =
Total maintenance manpower
x 100
Total direct maintenance cost
Cost of subcontracted maintenance =% =
Cost of subcontracting (manpower)
x 100
Direct cost of maintenance
Ratio of labor cost to material cost of maintenance =
Total maintenance labor cost
Total maintenance material cost
Cost of maintenance-hour = $ =
Total cost of maintenance
Total man - hours worked
Supervision cost as a percentage of total maintenance cost %=

Total cost of supervision
x 100
Total cost of maintenance

Dr. Attia H. Gomaa
44 / 150
Progress in cost reduction effects = Index =

maintenance man - hours spent on scheduled jobs
Maintenance cost/Unit of production
Preventive maintenance (PM) cost as related to breakdown

maintenance
Total PM cost (including production losses)
%=
x 100
Total breakdown cost
Inventory turnover rate per year =
Annual consumption cost
Rate = Average investment inventory
Cost of spare parts and material to maintenance cost
Total store issues and purchases
% = Total direct maintenance cost x 100
Ratio of stock value to production equipment value =
Average stock value
Replacement value of production equipment

Dr. Attia H. Gomaa
45 / 150
4- Computerized CMMS
More than 100 Ready-Made Packages
Most common CMMS:
EMPAC
www.plant-maintenance.com
FMMS
www.kdr.com.au
GPS5
www.gps5.com
IMAINT
www.dpsi.com
IMPACT-XP
www.impactxp.com
IMPOWER
www.impower.co.uk
MAINPAC
www.mainpac.com.au
MAINPLAN
www.mainplan.com
MAXIMO
www.maximo.com
MP2
www.datastream.net
OEE MANAGER www.zerofailures.co.uk
OEE SYSTEMS www.oeesystems.com
OEE TOOLKIT
www.oeetoolkit.com
OEE-IMPACTwww.oeeimpact.com
PEMAC
www.pemac.org
PERFORM OEE www.ssw.ie/performoee.asp
RAMS
www.reliability.com.au
RCM Turbo
www.strategic.com
REAL-TPI
www.abb.com
SAP-RLINK
www.osisoft.com
TPM Software
www.tpmsoftware.com

Dr. Attia H. Gomaa
46 / 150
CMM
S
Most MMIS systems can usually:
1.
2.
3.
4.
5.
Track components,
Provide logistic support (e.g., spares inventory),
Store maintenance history,
Alarm predetermined maintenance activities,
Produce management reports.
A small number of these systems are able to:

6. Analyse maintenance history, and
7. Determine optimal policies for components and sub-systems.
For a complex system, MMIS will also have to:

8.
9.
10.
11.
12.
13.
Incorporate expert opinion in a knowledge base,

Incorporate subjective data from experts,
Combine maintenance activities into schedules,
Update schedules with occurrence of events such as failures etc,
Plan resources, and
Measure the effectiveness of maintenance activities.
This requires a more quantitative and scientific approach

to maintenance management.

Dr. Attia H. Gomaa
47 / 150
What is the effect of the Good Computerized Maintenance

Package?
1- Increase labor utilization by 5 25 %
2- Increase equipment utilization by 5-15%
3- Decrease spare parts inventory by 10-20%
4- Decrease down time cost by 5-15%
CMMS Block diagram:

Inputs
1- Reference data
2- Equipment list
3- Equipment priority
4- PM information
5- Resource list
6- Working conditions
7- CM information
8- Cost rates
9- Other data
10-Actual performance
Tool
Outputs
1- Maintenance labor force.
Excel
2- Average system availability.

3- Annual downtime cost losses.
4- Annual maintenance cost.
5- Annual PM plan.
6- Maintenance resources
7- Monthly PM plans.
8- Maintenance work order
9- Other reports
10- Maintenance Control

Dr. Attia H. Gomaa
48 / 150
CMMS main Steps:

Maintenance engineering phase
Step 1: Maintenance system overview
Step 2: Maintenance system study phase
Step 3: Maintenance system conceptual design
phase
Step 4: Maintenance system detailed design phase
Step 5: Maintenance system programming and

hardware
Step 6: Maintenance system evaluation

Dr. Attia H. Gomaa
49 / 150
5- PM Case Studies
Case (1):
How to construct the coding & criticality systems:
EQUIPMENT CODING
Location
Equipment Type Equipment Tag #
1
2
3
4
7
8
Propose a coding system and priority rules for the following
equipment:
Plant
Equipment Type Number of
Location
Systems
Machines
Productive
Turning
4
Machining
systems
Milling
2
shop
Drilling
2
Grinding
2
Press
1
Induction furnaces
2
Foundry
Molding machines
5
shop
Arc Welding
1
Welding
shop
Supportive
Fork lift
4
Material
systems
handling
Compressor
2
Air room
Pump 50 HP
2
Water
Pump 100 HP
2
room
Diesel generator
2
Power
room

Dr. Attia H. Gomaa
50 / 150
Equipment Coding Structure:

Location
1
2
Location
01 Machining shop
02 Foundry shop
03 Welding shop
04 Material handling
05 Air room
06 Water room
07 Power room
01
Machining shop
06
Water room
Equipment Type Equipment Tag #

3
4
7
8
Equipment Type
01 Turning
02 Milling
03 Drilling
04 Grinding
05 Press
10 Induction furnaces
11 Molding machines
20 Arc Welding
30 Fork lift
40 Compressor
51 Pump 50 HP
52 Pump 100 HP
06 Diesel generator
02
Milling
Example: 010202
02
#2
52
Pump 100 HP
Example: 065201
01
#1

Dr. Attia H. Gomaa
51 / 150
EIGHT LEVEL DECOMPOSITION:

Level
Characterization
0
System
1
Sub-System
2
Major Assembly
3
Assembly
4
Sub-Assembly
5
Component
6
Part
7
Material
EQUIPMENT PRIORITY
Failure effect:
- Effect on HSE
- Effect on Production
- Effect on Cost
Failure Probability:
- Failure Frequency
Example:
Factors
1- Production
%
30
2- HSE
30
3- Stand by
15
4- Value

Dr. Attia H. Gomaa
Levels
V- Very Important
I- Important
N- Normal
V- Very Important
I- Important
N- Normal
WO- Without
WS- With Standby
H- High Value
M- Medium
L- Low
52 / 150
Priority
Description
Level
A
Group A: Equipment with 100% duty factor, whose
failure involves production losses and potential safety
hazards.
B
Group B: Equipment with a ratio duty factor, i.e.,
having some standby, whose failure involves
production losses and potential safety hazards.
C
Group C: Equipment with standby, whose failure
involves either production losses or potential safety
hazards.
D
Group D: Equipment with standby, whose failure
involves neither production losses nor safety hazards.
Equipment Priorities
Location
Machining shop
Foundry shop
Welding shop
Material handling
Air room
Water room
Power room
Equipment Type
Turning
Milling
Drilling
Grinding
Press
Induction furnaces
Molding machines
Arc Welding
Fork lift
Compressor
Pump 50 HP
Pump 100 HP
Diesel generator

Dr. Attia H. Gomaa
53 / 150
Priority Level
B
B
B
B
D
A
B
A
C
C
C
C
A
Case (2):
How to select the best maintenance policy?
Number of Engine 2000
Capital maintenance policy for engine is as follows:
Four Policies:
Replacement after first failure (after 36 month)
Repair (010) after first failure & Replacement after
second failure (after 30 month)
Repair (020) after second failure & Replacement after
third failure (after 24 month)
Repair (030) after third failure & Replacement after fourth
failure (after 15 month)
Cost rate:
Replacement $ 10,000&
Repair $ 3,500
Required:
Select the best maintenance policy
Estimate the annual budget for the best policy
Target maintenance plan

Dr. Attia H. Gomaa
54 / 150
Case (3):
The yearly maintenance information for ten gas
generators (GG) in a site are as follows:
1- Working conditions for each GG:
Average working hours 7000 hour/year

2- PM Levels for each GG:
Check oil level every 150 R.H. (about 2 liter)

Change oil every 750 R.H. (about 20 liter)
Change oil filter every 1500 R.H.
3- CM for each GG:
1. Average oil quantity is 100 liter/year/G.G.

4- Cost rates:
2. Oil cost 5 $/liter

3. Filter cost 50 $/unit
Required:
1. Annual materials (oil and filters) requirements
Planning.
2. Annual materials cost
3. Annual PM plans
4. Materials profile (histogram)
5. Maintenance work order for each PM level

Dr. Attia H. Gomaa
55 / 150
Case (4):
The yearly PM programs information for six similar gas
turbines in a power station are as follows:
1- PM information:
Maintenance levels per gas turbine
Spare
No. of
PM Type Frequency Duration
parts Cost
Workers
$1000
Y Level 1
Yearly
15 days
20
10
S Level 2
6 Monthly 10 days
20
8
3M Level 3 3 Monthly
5 days
15
5
M Level 4
Monthly
2 days
10
2
2- Working conditions:
Gas turbine operating conditions: 24 hour/day
Workers operating conditions: 300 day/year & 8 hour/day
3- CM information:
Average effort of CM = 380 man-day per gas turbine
Average annual spare parts CM = $ 12000 per gas turbine
Average CM downtime = 15 days/year per gas turbine
Average downtime cost rate = $ 1000 per day
4- Cost rates:
Average labor cost rate = $ 10 per man-day
Overhead cost = 25 % direct cost (spare parts & labor)

Dr. Attia H. Gomaa
56 / 150
Required:
1) The size of maintenance labor force.
2) Average system availability.
3) Annual downtime cost losses.
4) Annual maintenance cost.
5) Annual PM plan.
6) Maintenance resource profiles.
7) Monthly PM plans.
8) Maintenance work order
The size of maintenance labor force

PM
Type
Y
S
3M
M
Annual Duration No. of

Man-day
Frequency
(day)
Worker
per PM type
1
15
20
300 * 1= 300
1
10
20
200 * 1 = 200
2
5
15
75 * 2 = 150
8
2
10
20 * 8 = 160
Annual PM man-day per gas turbine

Total PM annual man-day Required
810
810 * 6 = 4860
The size of PM labor force = 4860/300 =16.2 = 17 workers

The size of CM labor force = 380 * 6 / 300 = 8 workers
Total labor force = 17 + 8 = 25 workers
Crew check is ok (25 more than 20).

Dr. Attia H. Gomaa
57 / 150
The average down time per year

PM Type
Y
S
3M
M
Annual
Frequency
1
Duration
(day)
15
PM Downtime
(day)
15 * 1= 15
1
2
8
10
5
2
10 * 1 = 10
5 * 2 = 10
2 * 8 = 16
PM downtime per gas turbine
51
Average down time = 51 + 15 = 66 day/year per gas turbine

Annual downtime cost losses = 66 * 6 * 1000 = $ 396000
Average equipment availability =
Active operating time / Total time
= (364 66) / 364 = 82 %
System Reliability:
Series or chain structure: Rs = R1 * R2 * R3 * etc.
Parallel structure: Rs = 1 (1-R1)* (1-R2)* (1-R3) * .etc.
System time availability =
Parallel structure: As = 1 (1-A1)**6
= 1 (1-0.82)**6
= 1 (0.18)**6 = 99%

Dr. Attia H. Gomaa
58 / 150
Annual maintenance cost

PM Type
Y
S
3M
M
Annual
Frequency
1
1
2
8
Cost
$1000
10
8
5
2
Spare parts PM
Cost $1000
10 * 1= 10
8*1=8
5 * 2 = 10
2 * 8 = 16
Annual spare parts PM per gas turbine =

44
Total annual spare parts PM cost =
44 * 6 = 264
The average annual spare parts CM cost =
$ 12000 * 6 = $ 72,000
Annual spare parts maintenance cost =
264000 + 72000 = $ 336,000
Annual labor cost =
25 workers * 300 day/year * $ 10 per man-day= $ 75,000
Annual direct maintenance cost = $ 336000 + $ 75000
= $ 411000
Overhead cost = 25 % direct cost
Annual maintenance cost = $ 411000 * 1.25 = $ 513750
Annual maintenance cost
= $ 513750
Annual downtime cost losses = $ 396000

Dr. Attia H. Gomaa
59 / 150
Basic Annual PM Plan

Eq.
code
Month #
6
7
10
11
12
G01
G02
3M
3M
3M
3M
G03
3M
3M
G04
3M
3M
G05
3M
3M
G06
3M
3M
Resource analysis:
Manday
Day/
month
Workers
SP cost
DT
580 230 580 230 580 230 580 230 580 230 580 230
24
24
24
24
24
24
24
24
24
24
24
24
24
26
33
10
18
18
24
26
33
10
18
18
24
26
33
10
18
18
24
26
33
10
18
18
24
26
33
10
18
18
24
26
33
10
18
18
Y= 300 S= 200
Y= 10 S= 8
Y= 15 S= 10
3M= 75
3M= 5
3M= 5

Dr. Attia H. Gomaa
M= 20
M= 2
M= 2
60 / 150
man-day
$1000
day
Target Annual PM Plan # 1

Eq.
code
Month #
10 11 12
G01
G02
3M
3M
3M
3M
G03
3M
3M
G04
3M
3M
G05
3M
3M
G06
3M
3M
Resource analysis:
Manday
Workers
SP cost
DT
455 355 455 355 455 355 355 455 355 455 355 455
19
23
28
15
21
23
19
23
28
15
21
23
Y= 300 S= 200
Y= 10 S= 8
Y= 15 S= 10
19
23
28
15
21
23
3M= 75
3M= 5
3M= 5

Dr. Attia H. Gomaa
15
21
23
19
23
28
M= 20
M= 2
M= 2
61 / 150
15
21
23
19
23
28
man-day
$1000
day
15
21
23
19
23
28
Target Annual PM Plan # 2

Eq.
code
Month #
10 11 12
G01
G02
3M
3M
3M
3M
G03
3M
3M
G04
3M
3M
G05
3M
3M
G06
3M
3M
Resource analysis:
Manday
Workers
SP cost
DT
400 410 400 410 400 410 400 410 400 410 400 410
17
20
25
17
24
26
17
20
25
17
24
26
Y= 300 S= 200
Y= 10 S= 8
Y= 15 S= 10
17
20
25
17
24
26
3M= 75
3M= 5
3M= 5

Dr. Attia H. Gomaa
17
20
25
17
24
26
M= 20
M= 2
M= 2
62 / 150
17
20
25
17
24
26
man-day
$1000
day
17
20
25
17
24
26
Monthly Maintenance Plan: Month # 1

Day
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
G01
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
SB
G02
G03
G04
G05
G06
M
M
SB
M
M
SB

Dr. Attia H. Gomaa
M
M
SB
M
M
SB
M
M
SB
63 / 150
PM worker
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
10
10
10
10
10
10
10
10
10
10
-
MAINTENANCE WORK ORDER

010120
Requester Section:
Power Station PS03 - Gas Turbine G01 - Priority: A
Maintenance type/level: Annual PM
1- Check .
2- Clean ..
3- Replace ..
4- Adjust
5- Repair ..
Eng. Attia Gomaa
Planning Section:
Labor: 4 Mech. 2 Helper
5 days
5 Elec. 4 Helper
10 days
Spare parts: 2 valve xx1, 4 air filter yy3, .. etc.
Special tools: xxx, yyyy, etc,
Expected down time (from 01/01 to 15/01/2004)
Cost estimation ($ 10,000)
Safety instructions:
- Check
Eng. Aly Ahmed
Craft Feedback:
1- Check .
2- Clean ..
3- Replace ..
4- Adjust
5- Repair ..
Labor: 3 Mech. 2 Helper
5 days
6 Elec.
3 Helper
11 days
1 Vib.
1 Helper
2 days
Spare parts: 2 valve xx1, 4 air filter yy3, .. etc.
Special tools: Vibrometer, etc,
Down time (01/01 to 17/01/2004) Actual Cost ($ 12,000)
Eng. Omer Aly
Coding:

Dr. Attia H. Gomaa
64 / 150
Case (5):
The yearly maintenance information for three generators in
a site are as follows:
1- Working conditions:
Two gas generators (GG01 and GG02), one operating
and the other standby
Diesel generator for emergency
Site operating hours 24/day * 365 day
2- PM Levels (Catalog information):
Check oil level every 150 R.H. (about 2 liter)
Change oil every 750 R.H. (about 20 liter)
Change oil filter every 1500 R.H.
Check cooling level every 150 R.H.
Clean/ drain cooling system every 1500 R.H.
Check and clean batteries every 1500 R.H.
Lubricate bearing every 750 R.H. (about 1 liter)
Change bearing every 3000 R.H.
Replace thermostat every 3000 R.H.
3- CM for each GG:
Average oil quantity is 100 liter/year/G.G.
4- Cost rates:
Oil cost 3 $/liter
Filter cost 10 $/unit
Bearing oil cost 5 $/liter
Bearing cost 30 $/each
Thermostat cost 30 $/each
Required:
1. Maintenance work order for each PM level
2. Annual materials requirements Planning & materials cost
3. Annual PM plans
Dr. Attia H. Gomaa
65 / 150
4. Cost & materials profiles (histogram)

Dr. Attia H. Gomaa
66 / 150
Case (6):
Maintenance spare parts cost ($):
Year
1999
Year
2000
Year
2001
Year
2002
Exp.
2003
1450
1300
1200
1000
3
1200
3600
4
1000
4000
X
Y
XY
1
1450
1450
2
1300
2600
n=4
Sum X = 10
Sum Y = 4950
Forecasting
limits
2003
?
5
?
Sum X2 = 30
Sum XY = 11650
Sum Y = n . a + b Sum X ,
Sum XY = a Sum X + b Sum X2
4950 = 4 a + 10 b
11650 = 10 a + 30 b
14850 = 12 a + 30 b
a = 1600
b = - 145
Y = 1600 145 X
X
A
F
(A-F)
(A-F)2
Y5 = 1600 145 (5) = 875

1
1450
1445
5
25
2
1300
1310
10
100
3
1200
1165
35
1225
MSE = 1750 / (4 -1) = 583

S = 24
Z=2
CLs = 0 Z S = 0 48

Dr. Attia H. Gomaa
67 / 150
4
1000
1020
20
400
5
875
Case (7):
Uncertain spare parts cost
Spare parts cost
$ 100,000
9
10
11
12
13
Probability
%
20
50
20
7
3
Estimate the spare parts budget based on the following:

1- Average method ($ 1,100,000)
2- Probability method ($ 1,023,000)
3- PERT method ($ 1,033,000)
Solution

Dr. Attia H. Gomaa
68 / 150
MAINTENANCE SHUTDOWN PLANNING

USING CPM
Case (8): The monthly PM programs information for a
machining shop are as follows:
Machine
Code
Machine
Description
Predecessors
Duration
(day)
Worker/day
Spare Parts
cost $ 1000
T01
D01
M01
T02
M02
Turning Drilling Milling Turning Milling

8
T01
8
M01
20
5
5
8
4
7
3
5
6
5
12
Maximum worker limit is 12 worker/day

Required:
1. Monthly maintenance plan.
2. Calculate the monthly spare parts cost.
3. Construct the monthly spare parts cost profile.

Dr. Attia H. Gomaa
69 / 150
Case (9): Monthly Maintenance Plan for Wire

Production Line
9
W01
W02
Project Name : MMPW

Planning unit : Day
W03
Project start: 1 Jan. 2004

6 DAYS /WEEK
1- Activity List
ID
Activity
1
Preparation
2
3
PRP
Mech. maintenance # 01 MM1
Elec. maintenance # 01 EM1
4
5
6
7
8
Mech. maintenance # 02
Elec. maintenance # 02
Mech. maintenance # 03
Setup
MM2
EM2
MM3
EM3
STP
Relations
Duration
Predece (SS, FS, FF,
(day)
ssors
and SF)
2
7
9
PRP
MM1
PRP
MM2
PRP
MM3
EM1
EM2
EM3
6
8
5
7
1
SS 3
SS 2
SS 2
-
2- Resource List
Resource
Code
L01
L02
SPS
Resources description
Unit
Mechanical worker
Electrical worker
Spare parts & supplies
md
md
cost

Dr. Attia H. Gomaa
Limits/day
Norm. Max.
3
6
4
8
-
70 / 150
Price
LE/unit
40
60
1000
3- Resource Allocation
ID
Activity
1
Preparation
PRP
EM1
EM2
EM3
Setup
STP
2
3
4
5
6
7
8
L01/
day
2
4
3
2
2
Resource
L02/
SPS
day
(Total)
1
1
5
4
3
2
3
4
2
3
2
3
1
4- Base Calendar (Working periods)

Saturday Sunday
Monday
Tuesday
Wednesday
Thursday
X
1/01/04
Friday
Holidays: 20 to 21 Jan. 2004
Required:
1. Draw the project network (logic diagram)?
2. Draw the corresponding Gantt chart?
3. Construct the corresponding smoothed worker loading?
4. Construct the corresponding worker leveling?
5. Construct the target action plan?.
6. Construct the cost profile & S-curve?
7. Construct the target master plan?

Dr. Attia H. Gomaa
71 / 150
Case (10): Annual Maintenance Plan for AUC-IT Labs.

Project Name : AMIT
Planning unit : Day
Project start: 1 Jan. 2004

6 DAYS /WEEK
1- Activity List
ID
Activity
Preparation
Server maintenance
Hardware maintenance
Lab #01
Software maintenance
Lab #01
Lab #02
Lab #02
Lab #03
Lab #03
Setup
4
5
6
7
8
9
PRP
SRM
Duration Predece Relations

(day)
ssors
1
3
PRP
SRM
HM1
SM1
HM2
SRM
SM2
HM2
SS 1
HM3
SRM
SM3
HM3
SS 1
STP
SM1
SM2
SM3
HM1
SS 2
2- Resource List
Resource
Code
L01
L02
SPS
Resources description
Unit
Hardware Engineer
Software Engineer
Spare parts & supplies
md
md
cost

Dr. Attia H. Gomaa
Limits/day
Norm. Max.
3
6
4
8
-
72 / 150
Price
LE/unit
120
100
1000
3- Resource Allocation
ID
Activity
1
Preparation
2
3
Server maintenance
Lab #01
Lab #01
Lab #02
Lab #02
Lab #03
Lab #03
Setup
4
5
6
7
8
9
PRP
SRM
HM1
L01/
day
2
Resource
L02/
SPS
day
(Total)
1
1
1
4
1
-
1
2
SM1
HM2
SM2
HM3
SM3
STP
4- Base Calendar (Working periods)

Saturday
Sunday
Monday
Tuesday
Wednesday
Thursday
X
X
X
X 1/01/04
Holidays: 20 to 21 Jan. 2004
Required:
1. Draw the project network (logic diagram)?
2. Draw the corresponding Gantt chart?
3. Construct the corresponding smoothed worker loading?
4. Construct the corresponding worker leveling?
5. Construct the target action plan?.
6. Construct the cost profile & S-curve?
7. Construct the target master plan?

Dr. Attia H. Gomaa
73 / 150
Friday
MATERIALS REQUIREMENTS PLANNING (MRP) FOR

MAINTENANCE
Case (11): A monthly maintenance plan for 50 similar
equipment to replace the gear box for these equipment. The
gear box structure is shown below.
A
B(2)
D(2)
C(2)
E(2)
E(2)
F(2)
G(1)
Component
Lead time (week)
On-Hand
A
1
10
B
2
15
D(2)
C
1
20
D
1
10
E
2
10
Required:
1. Time-phased for the gear box structure
2. Gross requirements plan for 50 gear box
3. Net material requirements plan for 50 gear box.

Dr. Attia H. Gomaa
74 / 150
F
3
5
G
2
0
Case (12): The monthly plan and the actual maintenance spare
parts in ABC Company are as follows:
Spare
part #
A11
A12
A13
A14
A15
Plan (Jan. 2001)

Planned
Standard
quantity
cost
(unit)
(L.E./unit)
40
1000
30
1200
50
900
20
850
20
950
Actual (Jan. 2001)

Actual
Actual cost
quantity
(L.E./unit)
(unit)
40
1100
20
1200
40
1000
10
800
20
900
Based on these data, determine the different performance

indicators.

Dr. Attia H. Gomaa
75 / 150
TOTAL MAINTENANCE CONTROL

Case (13):
Monthly production information on Foundry Shop FS510
was as follows:
Item
Working days
Standard production rate (ton/hr)
Average daily time (hr/day)
Average down time (hr/day)
Average standby (hr/day)
Average target quantity (ton/day)
Average actual quantity (ton/day)
Average sound quantity (ton/day)
Average defect quantity (ton/day)
Average energy consumption
(1000 kwh/day)
Material cost (1000 L.E/day)
Jan.
2004
31
8
24
6
3
120
80
70
10
49
Feb.
2004
28
8
24
4
3
136
105
98
7
67
100
130
Based on these data, determine the different PE indicators for

the productive system.

Dr. Attia H. Gomaa
76 / 150
Basic data
Item
Jan 04
Production rate (ton/hr)
8
Total time (hr/day)
24
Average down time (hr/day)
6
Average available time (hr)
18
Average standby (hr/day)
3
Average used time (hr/day)
15
Average target quantity
120
(ton/day)
Average actual quantity
80
(ton/day)
Average sound quantity
70
(ton/day)
Average defect quantity
10
(ton/day)
(14%)
Energy productivity (kwh/ton) 700
Material productivity (1000
1429
L.E/ton)

Dr. Attia H. Gomaa
Feb 04
8
24
4
20
3
17
136
Feb. / Jan.
100 %
100 %
67 %
111 %
100 %
113 %
113 %
105
125 %
98
129 %
7
(7%)
684
1326
64 %
77 / 150
98 %
92 %
Performance Evaluation
Indicator January
February
2004
2004
Availability
18/24= 75 % 20/24= 83 %
Feb. /
Jan.
111 %
Performance
efficiency
Quality rate
80/120= 67 % 105/136= 77 115 %

%
70/80= 88 % 98/105= 93 % 106 %
Utilization ratio
15/18= 83 %
17/20= 85 %
102 %
Uptime (hr/day)
70/8= 8.75
98/8= 12.25
140 %
Uptime ratio
8.75/15= 49% 12.25/17=72

%
147 %
OEE
44 %
60 %
136 %
TEEP
37 %
51 %
138 %
NEE
29 %
52 %
179 %
Energy
productivity
(kwh/ton)
Material
productivity
(1000 L.E/ton)
700
684
98 %
1429
1326
92 %

Dr. Attia H. Gomaa
78 / 150
Case (14):
The six-monthly maintenance costs ($1000) for a productive
system are as follows:
Target Costs:
Jan
Feb
Month #
Mar Apr May
100
50
100
50
100
50
100
50
100
50
100
50
100
50
200
150
300
200
150
300
200
150
300
200
150
300
200
150
300
200
150
300
200
150
300
Feb
Month #
Mar Apr May
Jun
Jly
23
32
38
65
49
96
56
94
68
94
65
90
54
72
231
503
407
213
370
397
181
293
320
185
164
290
199
201
330
196
193
320
157
142
362
Cost item
PM Cost:
Spar parts
Labor
CM Cost:
Spar parts
Labor
DT Cost
Jun
Jly
Actual Costs:
Cost item
PM Cost:
Spar parts
Labor
CM Cost:
Spar parts
Labor
DT Cost
Jan

evaluation indicators for the maintenance system.

Dr. Attia H. Gomaa
79 / 150
Target:
Cost item
PM Cost
CM Cost
TM Cost
DT Cost
TM+DT
PM/TM
CM/PM
Jan
150
350
800
300
1100
0.14
2.33
Feb
150
350
800
300
1100
0.14
2.33
Mar
150
350
800
300
1100
0.14
2.33
Month #
Apr May
150 150
350 350
800 800
300 300
1100 1100
0.14 0.14
2.33 2.33
Jun Jly Total

150 150 1050
350 350 2450
800 800 5600
300 300 2100
1100 1100 7700
0.14 0.14 0.955
2.33 2.33 16.33
Actual:
Cost item
PM Cost
CM Cost
TM Cost
DT Cost
TM+DT
PM/TM
CM/PM
Jan Feb Mar

55
103 145
734
583 474
1196 1083 939
407
397 320
1603 1480 1259
0.05 0.10 0.15
13.35 5.66 3.27
Month #
Apr May
150 162
349 400
789 892
290 330
1079 1222
0.19 0.18
2.33 2.47
Jun Jly Total

155 126
896
369 299 3208
864 787 6550
320 362 2426
1184 1149 8976
0.18 0.16 1.007
2.38 2.37 31.82
Change %:
Cost item
Jan
Month #
Feb Mar Apr May Jun
PM Cost
CM Cost
TM Cost
DT Cost
TM+DT
PM/TM
CM/PM

Dr. Attia H. Gomaa
80 / 150
Jly
Total
Case (15):
The yearly PM programs information for six similar gas
turbines in a power station are as follows:
Target work performed:

Item
Total labor force (worker)
Annual spare parts cost ($1000)
Annual labor cost ($1000)
Overhead cost ($1000)
Average down time
(day/year per gas turbine)
PM
18
264
--51
CM
7
72
--15
Total
25
336
75
514
66
Average downtime cost rate = $ 1000 per day
Actual work performed:

Item
Annual spare parts cost ($1000)
Average down time
(day/year per gas turbine)
PM
20
300
--45
CM
10
100
--5
Total
30
400
80
520
50


Dr. Attia H. Gomaa
81 / 150
Performance Evaluation Sheet:

Change
%
+ 20
+ 19
+ 6.6
+ 1.2
+ 8.1
- 24.3
- 24.3
Item
Target
Actual

Annual s. parts cost ($1000)
Total m. cost ($1000)
Average down time
Down time cost ($1000)
25
336
75
514
925
66
66
30
400
80
520
1000
50
50
991
81.9
7/18 =
38.9
72/264 =
27.3
514/411=
1.25
1050
86.3
10/20 =
50
100/300 =
33.3
520/480=
1.08
+ 6.0
+ 5.3
+ 28.5
25/6=
4.17
30/6=
5.00
- 16.6
TMC + DTC
Availability %
CM/PM % (labor force)
CM/PM % (Spare parts)
Overhead %
Labor productivity %
(worker/gas turbine)

Dr. Attia H. Gomaa
82 / 150
+ 22.0
- 13.6
Case (16):
The six-monthly maintenance costs ($1000) for a productive
system are as follows:
Target Costs:
Cost item
PM Cost:
Spar parts
Labor
CM Cost:
Spar parts
Labor
DT Cost
Jan
Feb
Month #
Mar
Apr May
Jun
Jly
100
50
100
50
100
50
100
50
100
50
100
50
100
50
200
150
300
200
150
300
200
150
300
200
150
300
200
150
300
200
150
300
200
150
300
Actual Costs:
Cost item
PM Cost:
Spar parts
Labor
CM Cost:
Spar parts
Labor
DT Cost
Jan
Feb
Month #
Mar
Apr May
Jun
Jly
23
32
38
65
49
96
56
94
68
94
65
90
54
72
231
503
407
213
370
397
181
293
320
185
164
290
199
201
330
196
193
320
157
142
362


Dr. Attia H. Gomaa
83 / 150
Target:
Cost item
Jan
PM Cost
CM Cost
DT Cost
TM Cost
150
350
300
800
Feb
150
350
300
800
Month #
Mar Apr May
150
350
300
800
150
350
300
800
150
350
300
800
Jun
Jly
150
350
300
800
150
350
300
800
Jun
Jly
155
369
320
864
126
299
362
787
Actual:
Cost item
PM Cost
CM Cost
DT Cost
TM Cost
Jan
Feb
55
734
407
1196
103
583
397
1083

Dr. Attia H. Gomaa
Month #
Mar Apr May
145
474
320
939
150
349
290
789
84 / 150
162
400
330
892
7- Machine Failure Analysis
Parameters used for detection of machine faults

Type of fault
Out of balance
Misalignment / bent shaft
Damage of rolling bearing
Damage of journal bearing
Damage of gear box
Belt problems
Motor problems
Mechanical looseness
Resonance
xxx
xx
x
-
Parameters
Vibration Temp.
xxx
xxx
x
xxx
xx
xxx
xx
xxx
x
xx
xx
x
xxx
x
xxx
-
High, easy and soft to measure.

Medium to measure.
Low to measure.
Non.

Dr. Attia H. Gomaa
85 / 150
Oil
x
x
xx
x
-
Parameters used for detection of pump faults

Parameters
Vibration Temp.
Out of balance
xxx
Misalignment / bent shaft
xxx
x
Damage of rolling bearing
xxx
xx
Damage of journal bearing xxx
xx
Damage of gear box
xxx
x
Belt problems
xx
Motor problems
xx
x
xxx
x
Resonance
xxx
Minimum flow / Cavitations xxx
xx
Type of fault
xxx
xx
x
-
High, easy and soft to measure.

Medium to measure.
Low to measure.
Non.

Dr. Attia H. Gomaa
86 / 150
Oil
x
x
xx
x
-
Bearing Failure Analysis

Dr. Attia H. Gomaa
87 / 150

Dr. Attia H. Gomaa
88 / 150

Dr. Attia H. Gomaa
89 / 150
Bearing Failure: Causes and Cures

Excessive Loads:
Excessive loads usually cause premature fatigue. Tight
fits, brinelling and improper preloading can also bring
about early fatigue failure.
The solution is to reduce the load or redesign using a
bearing with greater capacity.

Dr. Attia H. Gomaa
90 / 150
Overheating:
Symptoms are discoloration of the rings, balls, and cages
from gold to blue.
Temperature in excess of 400F can anneal the ring and
ball materials.
The resulting loss in hardness reduces the bearing capacity
causing early failure.
In extreme cases, balls and rings will deform. The
temperature rise can also degrade or destroy lubricant.

Dr. Attia H. Gomaa
91 / 150
True Brinelling:
Brinelling occurs when loads exceed the elastic limit of
the ring material.
Brinell marks show as indentations in the raceways which
increase bearing vibration (noise).
Any static overload or severe impact can cause brinelling.

Dr. Attia H. Gomaa
92 / 150
False Brinelling:
False brinelling - elliptical wear marks in an axial
direction at each ball position with a bright finish and
sharp demarcation, often surrounded by a ring of brown
debris indicates excessive external vibration.
Correct by isolating bearings from external vibration, and
using greases containing antiwear additives.

Dr. Attia H. Gomaa
93 / 150
Normal Fatigue Failure:

Fatigue failure - usually referred to as spalling - is a
fracture of the running surfaces and subsequent removal
of small discrete particles of material.
Spalling can occur on the inner ring, outer ring, or balls.
This type of failure is progressive and once initiated will
spread as a result of further operation. It will always be
accompanied by a marked increase in vibration.
The remedy is to replace the bearing or consider
redesigning to use a bearing having a greater calculated
fatigue life.

Dr. Attia H. Gomaa
94 / 150
Reverse Loading:
Angular contact bearings are designed to accept an axial
load in one direction only.
When loaded in the opposite direction, the elliptical
contact area on the outer ring is truncated by the low
shoulder on that side of the outer ring.
The result is excessive stress and an increase in
temperature, followed by increased vibration and early
failure.
Corrective action is to simply install the bearing correctly.

Dr. Attia H. Gomaa
95 / 150
Contamination:
Contamination is one of the leading causes of bearing
failure.
Contamination symptoms are denting of the bearing
raceways and balls resulting in high vibration and wear.
Clean work areas, tools, fixtures, and hands help reduce
contamination failures.
Keep grinding operations away from bearing assembly
areas and keep bearings in their original packaging until
you are ready to install them.

Dr. Attia H. Gomaa
96 / 150
Lubricant Failure:
Discolored (blue/brown) ball tracks and balls are
symptoms of lubricant failure. Excessive wear of balls,
ring, and cages will follow, resulting in overheating and
subsequent catastrophic failure.
Ball bearings depend on the continuous presence of a very
thin -millionths of an inch - film of lubricant between
balls and races, and between the cage, bearing rings, and
balls.
Failures are typically caused by restricted lubricant flow
or excessive temperatures that degrade the lubricants
properties.

Dr. Attia H. Gomaa
97 / 150
Corrosion:
Red/brown areas on balls, race-way, cages, or bands of
ball bearings are symptoms of corrosion.
This condition results from exposing bearings to corrosive
fluids or a corrosive atmosphere.
In extreme cases, corrosion can initiate early fatigue
failures.
Correct by diverting corrosive fluids away from bearing
areas and use integrally sealed bearings whenever
possible.

Dr. Attia H. Gomaa
98 / 150
Misalignment:
Misalignment can be detected on the raceway of the
nonrotating ring by a ball wear path that is not parallel to
the raceways edges.
If misalignment exceeds 0.001 in./in you can expect an
abnormal temperature rise in the bearing and/or housing
and heavy wear in the cage ball-pockets.
Appropriate corrective action includes: inspecting shafts
and housings for runout of shoulders and bearing seats;
use of single point-turned or ground threads on non
hardened shafts and ground threads only on hardened
shafts; and using precision grade locknuts.

Dr. Attia H. Gomaa
99 / 150
Loose Fits:
Loose fits can cause relative motion between mating parts.
If the relative motion between mating parts is slight but
continuous, fretting occurs.
Fretting is the generation of fine metal particles which
oxidize, leaving a distinctive brown color. This material is
abrasive and will aggravate the looseness. If the looseness
is enough to allow considerable movement of the inner or
outer ring, the mounting surfaces (bore, outer diameters,
faces) will wear and heat, causing noise and runout
problems.

Dr. Attia H. Gomaa
100 / 150
Tight Fits:
A heavy ball wear path in the bottom of the raceway
around the entire circumference of the inner ring and outer
ring indicates a tight fit.
Where interference fits exceed the radial clearance at
operating temperature, the balls will become excessively
loaded. This will result in a rapid temperature rise
accompanied by high torque.
Continued operation can lead to rapid wear and fatigue.
Corrective action includes a decrease in total interference.

Dr. Attia H. Gomaa
101 / 150
Case (17): Pump Failure Analysis

Pump Station: PS01
8 Centrifugal pump
Failure Type: Bearing failure
Part code: xxxxx
PM every 1600 R.H. (change oil , filter and bearing)
# of
failure
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Bearing failures for centrifugal pumps

(Year 2004)
Equipment
Run
Repair
Failure
code
time
time
Mechanism
(hr)
(hr)
1007
1250
8
Corrosion
1008
1450
6
Corrosion
1001
1000
10
Temperature
1004
1500
7
Corrosion
1006
1000
4
Oil
1002
1250
7
Corrosion
1003
700
9
Oil
1007
600
8
Temperature
1008
500
8
Temperature
1006
1250
9
Corrosion
1001
1000
10
Oil
1002
1450
8
Corrosion
1005
700
8
Temperature
1004
1250
11
Corrosion
1005
1000
9
Corrosion
1003
700
6
Oil
1008
600
9
Temperature
1001
1000
8
Oil
Based on these data,
Determine the different PE indicators for this system.

Construct how to analyze and eliminate the bearing failure.
Dr. Attia H. Gomaa
102 / 150
Failure Analysis:
Pump Station: 8 Centrifugat pump Code: 1000
Failure Type: Bearing failure
Part code: xxxxx
(Year 2004)
# of
Equipment
Run
Repair
Failure
failure
code
time
time
Mechanism
(hr)
(hr)
1
1007
1250
8
Corrosion
2
1008
1450
6
Corrosion
3
1001
1000
10
Temperature
4
1004
1500
7
Corrosion
5
1006
1000
4
Oil
6
1002
1250
7
Corrosion
7
1003
700
9
Oil
8
1007
600
8
Temperature
9
1008
500
8
Temperature
10
1006
1250
9
Corrosion
11
1001
1000
10
Oil
12
1002
1450
8
Corrosion
13
1005
700
8
Temperature
14
1004
1250
11
Corrosion
15
1005
1000
9
Corrosion
16
1003
700
6
Oil
17
1008
600
9
Temperature
18
1001
1000
8
Oil
Total
18200
145
MTBF = 18200/18 = 1011 hr
MTTR =145 /18 = 8 hr
= 0.989 * 10-5 failure/hr

A =1011/(1011+8) =99.21%

Dr. Attia H. Gomaa
103 / 150
MTBF at which less than 20 % of the pumps are assumed to fail

Run time
Frequency
Cumulative
C.F.
hr
Frequency
%
1500
1
1
5.56
1450
2
3
16.67
1250
4
7
38.89
1000
5
12
66.67
700
3
15
83.33
600
2
17
94.44
500
1
18
100
1000 66.67
?
80.00
MTBF = 760 hr
700
83.33
Max. running time =1650 hr. Min. running time= 300 hr
Run time
hr
1650-1400
1400-1150
1150-900
900-650
650-300
Frequency
3
4
5
3
3
Mid
point
1525
1275
1025
775
475
C.F.
3
7
12
15
18
C.F.
%
16.67
38.89
66.67
83.33
100
Freq
6
5
4
3
2
1
300
650
650
900
900
1150
MTBF

Dr. Attia H. Gomaa
1150
1400
104 / 150
1400
1650
Equipment Level:
Equipment
code
1001
1002
1003
1004
1005
1006
1007
1008
Average
MTBF
(hr)
1000
1000
1000
1000
1250
1450
1350
700
700
700
1500
1250
1325
700
1000
850
1000
1250
1125
1250
600
925
1450
500
600
850
1011
MTTR
(hr)
10
10
8
9.33
7
8
7.5
9
6
7.5
7
11
9
8
9
8.5
4
9
6.5
8
8
8
6
8
9
7.66
8

Dr. Attia H. Gomaa
A
%
Failure
Mechanism
Temperature
Oil
Oil
99.00
Corrosion
Corrosion
99.44
Oil
Oil
98.94
Corrosion
Corrosion
99.33
Temperature
Corrosion
99.01
Oil
Corrosion
99.43
Corrosion
Temperature
99.14
Corrosion
Temperature
Temperature
99.10
99.21
105 / 150
Corrosion
8
Oil
5
Temperature 5
Failure Mechanism Level:

Failure
Mechanism
Corrosion
Oil
Temperature
Average
MTBF
(hr)
1500
1450
1450
1250
1250
1250
1250
1000
1000
1000
1000
700
700
MTTR
(hr)
7
8
6
8
7
9
11
9
4
10
8
9
6
1000
700
600
600
500
10
8
8
9
8
1011
Ranges
MTBF
1000 1500
MTTR
6 11
MTBF
700 1000
MTTR
4-10
MTBF
500 1000
MTTR
8-10
99.21
Equipment code
1004
1002
1008
1007
1002
1006
1004
1005
1006
1001
1001
1003
1003
1001
1005
1007
1008
1008
Corrosion
8
Oil
5
Temperature 5
Remedy:
Maintenance Policy
Condition Based
Time Based
Every 300 hours
(1) Change oil every 600 hour
Oil analysis
(2) Change bearing & oil every
1200 hour
Vibration analysis
Down time: (1) 1 hr & (2) 8 hr
Dr. Attia H. Gomaa
106 / 150
Cost Analysis:
Cost elements:
Spare parts cost = 1000 L.E./failure
PM impact = 2000 L.E./failure
CM impact = 4000 L.E./failure
Parameter
PM frequency (failure/year)
CM frequency (failure/year)
Spare parts cost (1000 L.E. / year)
PM impact (1000 L.E. / year)
CM impact (1000 L.E. / year)
PM & CM impact (1000 L.E. /
year)
Total cost (1000 L.E. / year)
Current
18
18
72
72
Proposed
18
1
19
36
4
40
90
59
Cost ratio %
Cost saving %
100
-
65.5
34.5

Dr. Attia H. Gomaa
107 / 150
Maintenance Policy:
I- Vibration analysis:
1- Frequency: Every 300 Running Hours
2- Tool:
Vibration Equipment: accelerometers, charge amplifier
and analyser.
Computer program for trend analysis and prediction.
3- International Standard: CDA/MS/NVSH107
4- Method:
1. Record the vibration spectrum, specify the peaks
corresponds to the bearing components
2. Record each component peak and frequency.
3. By using the soft ware and the standard limits,
determine the trend of each peak.
4. Determine the bearing state(good need service need
change)
5- Limits: According to CDA/MS/NVSH107
1. Pre-failure: vibration level5.6 m/s
2. Failure: vibration level 5.610 m/s
3. Near catastrophic failure: vibration level >10 m/s
6- Actions:
1. Bearing is Good
2. Call for bearing change
3. Bearing must be changed immediately

Dr. Attia H. Gomaa
108 / 150
II- Temperature analysis:

2- Tool:
Temperature measuring equipments as thermocouple or
infrared camera.
3- International Standard: SKF
4- Method:
Measure the temperature of the bearing on line and take
the average value every day.
By using the software analyze the data, determine the
max. & average temperature values.
According to the allowable range specified in SKF
standard, determine the bearing state.
5- Limits: According to CDA/MS/NVSH10
1. Pre-failure: ( 100 C)
2. Faiulre: (100 125 C)
3. Near catastrophic failure: (>125 C)
6- Actions:
1. Bearing is good
2. Call for bearing change
3. Bearing must be changed immediately

Dr. Attia H. Gomaa
109 / 150
III- Oil analysis:

Viscosity change
Acidic content
Wear rate
2- Tool:
Viscometer, PH meter, and particle counter
3- International Standard: ASTM-445 & 664 & 398
4- Method:
Take a suitable oil sample volume, to be used in
analyses After each 300 hours.
Put it in a closed container, isolated from air, heat and
contamination exposes.
Measure the previous mentioned properties then enter
the obtained data to the software to be trended.

Dr. Attia H. Gomaa
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5- Limits:
Viscosity: according to ASTMD-445:
1.
2.
3.
Pre-failure: Viscosity change <<+40% &(-)25%

Faiulre: Viscosity change +40% &-25%
Near catastrophic failure: > +40% &-25%
Acidic content: according to ASTMD-664:

1.
2.
3.
Pre-failure: Content <<1 mg/g

Faiulre: Content 1 mg/g
Near catastrophic failure: Content >1 mg/g
Wear rate: according to ASTMD-398

1.
2.
3.
Pre-failure: Wear particles <<5% of the sample weight

Faiulre: Wear particles 5%
Near catastrophic failure: Wear particles >5%
6- Actions:
1. Oil is Good
2. Call for oil change
3. Oil must changed immediately

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LEVEL II
ADVANCED MAINTENANCE MANAGEMENT
7- PREDICTIVE MAINTENANCE PLANNING
What is the Predictive Maintenance?

Predictive (Condition-based) Maintenance is a management
technique that uses regular evaluation of the actual operating condition
of equipment (or production system) to optimize total plant operation.
In reality, predictive maintenance is a condition-driven preventive
maintenance program.
In predictive maintenance, machinery conditions are periodically
monitored and this enables the maintenance crews to take timely
actions, such as machine adjustment, repair or overhaul
It makes use of human sense and other sensitive instruments,
such as audio gauge, vibration analyzer, amplitude meter,
pressure, temperature and resistance strain gauges etc.
Unusual sounds coming out of a rotating equipment predicts a
trouble
An excessively hot electric cable predicts a trouble
Simple hand touch can point out many unusual equipment
conditions and thus predicts a trouble
by monitoring key equipment parameters "Off-line or On-line"
Vibration analysis,
Oil analysis
Wear analysis,
Noise analysis
Pressure analysis,
Quality analysis
Efficiency analysis
Dr. Attia H. Gomaa
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Figure - Ultrasonic Detection and Analysis

The Benefits of Predictive Maintenance:
Predictive maintenance can reduce the number of unexpected failures
and provide a more reliable scheduling tool for routine preventive
maintenance tasks.
Including predictive maintenance in a total plant management program
will provide the ability to optimize the availability of process
machinery and greatly reduce the cost of maintenance.
The premise of predictive maintenance is that regular monitoring of the
actual mechanical condition of machine trains and operating efficiency
of process systems will ensure the maximum interval between repairs;
minimize the number and cost of unscheduled outages created by
machine-train failures and improve the overall availability of operating
plants.
A survey of 500 plants that have implemented predictive maintenance
methods indicates the following:
substantial improvements in reliability, availability and operating
costs.

Dr. Attia H. Gomaa
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major improvements can be achieved in: maintenance costs,

unscheduled machine failures, repair downtime, spare parts
inventory, and both direct and in-direct overtime premiums.
a dramatic improvement in: machine life, production, operator
safety, product quality and overall profitability.
the actual costs normally associated with the maintenance
operation were reduced by more than 50%.
reductions of 90% of failures can be achieved using regular
monitoring of the actual machine condition.
The average improvement in mean-time-to-repair, MTTR, was a
reduction of 60 %.
The ability to predict machine-train and equipment failures and
the specific failure mode provided the means to reduce spare
parts inventories by more than 30%
Prevention of catastrophic failures and early detection of incipient
machine and systems problems increased the useful operating life
of plant machinery by an average of 30%.
The process availability was increased by about 30%.
One example of this type of improvement is a food
manufacturing plant that made the decision to build additional
plants to meet peak demands. An analysis of existing plants,
using predictive maintenance techniques, indicated that a 50 per
cent increase in production output could be achieved simply by
increasing the operating efficiency of the existing production
process.

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Data acquired as part of a predictive maintenance program can be

used to schedule and plan plant outages. Predictive data can
provide the information required to plan the specific repairs and
other activities during the outage.
One example of this benefit is a maintenance outage scheduled
to rebuild a ball mill in an aluminum foundry. The normal outage,
before predictive maintenance techniques were implemented in
the plant, to completely rebuild the ball mill was three weeks and
the repair cost averaged $300,000. The addition of predictive
maintenance techniques as an outage-scheduling tool reduced the
outage to five days and resulted in a total savings of $200,000.
The predictive maintenance data eliminated the need for many of
the repairs that would normally have been included in the
maintenance outage. Based on the ball mills actual condition,
these repairs were not needed. The additional ability to schedule
the required repairs, gather required tools and plan the work
reduced the time required from three weeks to five days.
A side benefit of predictive maintenance is the automatic ability
to monitor the mean-time-between-failures, MTBF. This data
provides the means to determine the most cost-effective time to
replace machinery rather than continue to absorb high
maintenance costs.
Predictive maintenance will automatically display the reduction
of MTBF over the life of the machine. When the MTBF reaches
the point that continued operation and maintenance costs exceed
replacement cost, the machine should be replaced.
The long-term objectives of a predictive maintenance
program are to:
Eliminate un-necessary maintenance
Reduce lost production caused by failures
Reduce repair parts inventory
Increase process efficiency
Dr. Attia H. Gomaa
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Improve product quality

Extend operating life of plant systems
Increase production capacity
Reduce overall maintenance costs
Increase overall profits.
The Benefits of Predictive Maintenance: A-Z

Uptime, Inc composed a list of benefits of vibration analysis
in particular and predictive maintenance in general found in
trade magazine articles, ads, flyers, and brochures.
They are as follows:
A. Minimizes or eliminates costly downtime - increases profitable
uptime.
B. Minimizes or eliminates catastrophic machinery failures damage from catastrophic failure is usually much more
extensive than otherwise would have been.
C. Reduces maintenance costs.
D. Reduces unscheduled maintenance - repairs can be made at
times that least affect production.
E. Reduces spare parts inventories - many parts can be purchased
just in time for repairs to be made during scheduled machinery
shutdowns..
F. Optimizes machinery performance - machinery always operates
within specifications.
G. Reduces excessive electric power consumption caused by
inefficient machinery performance - saves money on energy
requirements.
H. Reduces need for standby equipment or additional floor space to
cover excessive downtime - less capital investment required
for equipment or plant.
I. Increases plant capacity.
J. Reduces depreciation of capital investment caused by poor
machinery maintenance - well maintained machinery lasts
longer and performs better.
K. Reduces unnecessary machinery repairs - machines are repaired
only when their performance is less than optimal.
Dr. Attia H. Gomaa
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L. Minimizes or eliminates the possibility that machinery repairs

were the wrong repairs.
M. Reduces the number of dissatisfied customers or lost customers
due to poor quality - with less than optimal machine
performance, quality always suffers.
N. Reduces rework of goods caused by machines operating at less
than optimal condition.
O. Reduces scrap caused by poorly performing machinery.
P. Reduces overtime required to make up for lost production due to
broken down or poorly performing machinery.
Q. Reduces penalties that result from late deliveries caused be
broken down or poorly performing machinery.
R. Reduces warranty claims due to poor product quality caused by
poorly performing machinery.
S. Reduces the possibility of accepting recently purchased new or
used machinery with defects - the invoice is not paid until the
defects are corrected.
T. Increases the likelihood that newly purchased new or used
machinery meets specifications.
U. Increases machinery safety - injuries are often caused by poorly
performing machinery.
V. Reduces safety penalties levied against a company for unsafe
machinery.
W. Reduces insurance rates because well maintained machinery
increases safety.
X. Reduces the time required to make machinery repairs - advance
notice of machinery condition permits more efficient
organization of the repair process.
Y. Increases the speed that machinery can be operated, if
desirable.
Z. Increases the ease of operation of machinery.

Dr. Attia H. Gomaa
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Advantages & Disadvantages Of PdM:

Advantages:
Assures equipment reliability.
Assures maximum machinery availability.
Assures that assets are maintained in optimum condition at
maximum value.
The cost of spare parts inventory can be reduced in some
cases because of the ability to forecast failures sufficiently
in advance to secure parts on an as needed basis.
Can be used to assist in troubleshooting complex rotor
dynamics issues.
Evaluate the quality of equipment prior to purchase.
Assures the quality of new equipment installation.
Assures the quality of equipment repairs.
Evaluate the condition of used machinery prior to purchase.
Minimizes the potential for litigation due to equipment
failure.
Disadvantages:
The cost of supporting a PdM program is signification but
hopefully offset by the advantages.
The quality of PdM service is not assured. Many companies
with in-house programs do not obtain the full benefit of
PdM due to inadequate funding, training, tooling, etc. PdM
contractors vary considerably in capability. Being of
technical nature, it is very easy for the inexperience to
award contracts to firms that cannot deliver quality service.
Predictive Maintenance techniques do not always detect
imminent failures.
Spectra Quest provides vibration related PdM consulting

services and training.
The listing of plant equipment should be ordered into the
following classes depending on their impact on

Dr. Attia H. Gomaa
118 / 150
production capacity or maintenance cost: essential,

critical, serious, others.
Class I or essential machinery or equipment
must be on-line for continued plant operation. Loss
of any one of these components will result in a plant
outage and total loss of production. Plant equipment
that has excessive repair costs or repair parts leadtime should also be included in the essential
classification.
Class II or critical machinery would severely limit
production capacity. As a rule-of thumb, loss of
critical machinery would reduce production capacity
by 30 per cent or more. Also included in the critical
classification are machines or systems with chronic
maintenance histories or that have high repair or
replacement costs.
Class III or serious machinery include major
plant equipment that do not have a dramatic impact
on production but that contribute to maintenance
costs. An example of the serious classification would
be a redundant system. Since the inline spare could
maintain production, loss of one component would
not affect production. However, the failure would
have a direct impact on maintenance cost.
Class IV machinery would include other plant
equipment that has a proven history of impacting
either production or maintenance costs.
All equipment in this classification must be evaluated
to determine whether routine monitoring is costeffective. In some cases, replacement costs are lower
than the annual costs required to monitor machinery
Dr. Attia H. Gomaa
119 / 150
in this classification. The completed list should include

every machine, system or other plant equipment that
has or could have a serious impact on the availability
and process efficiency of your plant. The next step is
to determine the best method or technique for cost
effectively monitoring the operating condition of each
item on the list. To select the best methods for regular
monitoring, you should consider the dynamics of
operation and normal failure modes of each machine
or system to be included in the program. A clear
understanding of the operating characteristics and
failure modes will provide the answer to which
predictive maintenance method should be used.
Maintenance Cost per Horsepower for General Rotating

Machinery*
Predictive Maintenance Stages:
Failure Analysis
Maintenance Policy
Detection
Analysis
Correction
Dr. Attia H. Gomaa
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Dr. Attia H. Gomaa
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Inspection Policy Planning & Control:

12345678910111213-
Best Method (vibration analysis, .. etc.)

Best Frequency (inspection interval)
Best Locations
Best Tools
International Standard (ISO10816, .. etc.)
Standard Limits
Severity Chart
Trouble Shooting Chart
Reference Creation
Regular Measurements (monthly, .. etc.)
Analysis
Decision Making
Corrective Actions
Good conditions,
Routine Maintenance,
Repair, or
Replace.

Dr. Attia H. Gomaa
122 / 150
Viberation Analysis
Vibration analysis is the dominant technique used for
predictive maintenance management. Since the greatest
population of typical plant equipment is mechanical, this
technique has the widest application and benefits in a
total plant program.
This technique uses the noise or vibration created by
mechanical equipment and in some cases by plant
systems to determine their actual condition.
Using vibration analysis to detect machine problems is
not new. During the 1960s and 70s, the US Navy,
petrochemical and nuclear electric power generating
industries invested heavily in the development of
analysis techniques based on noise or vibration that
could be used to detect and identify incipient
mechanical problems in critical machinery.
By the early 1980s, the instrumentation and analytical
skills required for noise-based predictive maintenance
were fully developed.
These techniques and instrumentation had proven to be
extremely reliable and accurate in detecting abnormal
machine behavior. However, the capital cost of
instrumentation and the expertise required to acquire
and analyze noise data precluded general application of
this type of predictive maintenance. As a result, only the
most critical equipment in a few select industries could
justify the expense required to implement a noise-based
predictive maintenance program.
Monitoring the vibration from plant machinery can
provide direct correlation between the mechanical
condition and recorded vibration data of each machine
Dr. Attia H. Gomaa
123 / 150
in the plant. Any degradation of the mechanical

condition within plant machinery can be detected using
vibration-monitoring techniques. Used properly,
vibration analysis can identify specific degrading
machine components or the failure mode of plant
machinery before serious damage occurs.
Figure - Vibration severity
Figure - Condition monitoring options for turbo charger

Dr. Attia H. Gomaa
124 / 150

Dr. Attia H. Gomaa
125 / 150
Vibration Sources
M e c h a n ic a l
Lo o se n e s s
S lo t F r e q u e n c y /
E M re la te d
U n b a la n c e
B e n t S h a ft
G e a rs
B la d e P a s s /
F lu id R e la t e d
A lig n m e n t
M o to r
M e c h a n ic a l
Resonances
J o u r n a l ( F lu id F ilm )
B e a rin g s
C o u p lin g s
R o llin g E le m e n t
B e a rin g s
S a m Sh e a rm a n
N a tio n a l In s tru m e n t s
Accelerometer Location

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126 / 150
Time Domain
Blade Pass
Motor EM
Force
Rotation
Power Spectrum

Dr. Attia H. Gomaa
127 / 150
Vibration
Monitoring System
Diagram
Transducers
Machine
Acquisition
HW
PCI/PXI/CompactPCI PC
&Measurement
Automation SW

Dr. Attia H. Gomaa
128 / 150
Tool Selection:
Vibrometer
> 2.5
Accelerometer
w/wn
<0.33
The percentage error
<= 0.5 %
w = measured frequency
wn= Natural frequency
The percentage error: % e = 100 (1 MF)
MF = (w/wn) / [ (1 (w/wn)2)2 + (2 z w/wn)2 ]0.5
z = damping ratio
Case (20):
A vibrometer of 10 Hz natural frequency and 0.68 damping
ratio is used to measure the vibration of a machine with
frequency 15 Hz.
1- Is this a successful selection for the measuring
transducer? Why?
2- What is the percentage error in the measured vibration?
w/wn = 15 / 10 = 1.5
So, it is not a successful selection.
The percentage error: % e = 100 (1 MF)
MF = (w/wn) / [ (1 (w/wn)2)2 + (2 z w/wn)2 ]0.5
w/wn = 1.5
z = damping ratio = 0.68
MF = 0.94
%e = 100 (1 0.94) = 6 %

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ISO 2372-Vibration Severity Rang Limits

(Velocity)
Standard Number: BS 4675:Part 1:1976, ISO 2372-1974
Title: Mechanical vibration in rotating machinery. Basis for specifying
evaluation standards for rotating machines with operating speeds from
10 to 200 revolutions per second
Abstract: Explanatory introduction, terms and definitions, guidance on
measuring conditions, table of preferred vibration severity ranges and
examples of a recommended method of classification.
Status: Withdrawn, Superseded
Publication Date: 31 March 1976
International Relationships: ISO 2372 Identical
Amended By: AMD 4739 published 29 March 1985 Price on
application
Withdrawn On: 15 May 1996
Replaced By: BS 7854-1:1996
Descriptors: Vibration, Rotating parts, Rotating electric machines,
Electric machines, Machine tools, Vibration testing, Vibration intensity,
Testing conditions, Seatings, Grades (quality)

Dr. Attia H. Gomaa
130 / 150
ISO 2372-Vibration Severity Range Limits

(Velocity)
mm/Sec
(RMS)
0.28
0.45
0.71
1.12
1.80
2.80
4.50
7.10
Machines Belonging to:

Class I
< 20 HP
A
Class II
20-100
A
Class III
>100 HP
Class IV
>100 HP
A
(Good)
B
B
B
C
C
11.2
18.0
28.0
45.0
71.0
A: Good B: Allowable
C: Tolerable
B
(Allowable)
C
(Tolerable)
D
(Not
Permissable)
D: Not Permissible
Suggested Classifications:
Class I: Small (up to 15kW) machines and subassemblies of larger machines.
Class II: Medium size (15kW to 75kW) machines without special
foundations, or machines up to 300kW rigidly mounted on special
foundations.
Class III: Large rotating machines rigidly mounted on foundations which
are stiff in the direction of vibration measurement.
Class IV: Large rotating machines mounted on foundations which are
flexible in the direction of vibration measurement.

Dr. Attia H. Gomaa
131 / 150
Re: ISO STANDARD 2372

From: Arne
Remote Name: 62.127.42.150
Comments
ISO 2372 is still valid for power below 15 kW. The "new" standard is
called ISO 10816 and has several parts. The part /1 outlines the basics
and the connection to older and newer standards. Part /3 is the essential
part for all general production machinery such as fans, pumps etc. In
general, as compared to older levels back to Rathbone or VDI 2056 /
Iso 2372, the levels are reduced from what was the red limit before
down to approx. half and the lowest levels called just "A" are a slight
bit higher but have aquired firm statements like "Delivery status",
much stronger recommendation than just an "A". Reciprocating /
piston och screw volume machines had Class 5 in ISO 2372 but these
levels are lost in 10816 with a very soft talk about asking the user to
please report back to ISO about experiences. That has cause this part to
be useless and old 2372 Class 5 for such machinery is used a lot here.
Meaning in clear text that 4.5 mm/s rms is delivery "green" level unless
technically motivated to be something else. Frequency range is now
expanded to cover those frequencies that are relevant, instead of the
10-1000 Hz that was used in 2372. Unit is still mm/s rms (rms is true
rms, not just an average using a diode and a capacitor in the
instrument). Regards Arne

Dr. Attia H. Gomaa
132 / 150
Canadian specification CDA/MS/NVSH107

The vibration levels (mm/s)
Machine
type
Pumps
Over 5 HP
Up to 5 HP
Gear boxes
Over 10,000 HP
10 10,000
up to 10
Boilers (Aux.)
Fans
Below 1800 rpm
Above 1800 rpm
Diesel generator
Centrifuges,
Oil separators
Compressor
Free piston
HP air
LP air
Refridge
New machine
Worn machine
Long life Short life Call for Immediate
> 1000 hr <= 1000 hr service
repair
1.4
0.79
5.6
3.2
10
5.6
18
10
1.0
0.56
0.32
1.0
10
5.6
3.2
3.2
18
18
10
5.6
32
32
18
10
1.0
0.56
1.4
1.4
3.2
3.2
10
10
5.6
5.6
18
18
10
10
32
32
10
4.5
1.4
0.56
32
10
5.6
5.6
32
10
10
10
56
18
18
18

Dr. Attia H. Gomaa
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Canadian specification CDA/MS/NVSH107

The vibration levels (mm/s)
Machine
type
Gas turbines:
Over 20,000 HP
6,000 20,000
up to 5,000
Steam turbines:
Over 20,000 HP
6,000 20,000
up to 5,000
Motor generator
sets
Electrical
motors
(Over 5 HP or
below 1200 rpm)
(Up to 5 HP or
above 1200 rpm)
Transformers
Over 1 KVA
Up to 1 KVA
New machine
Worn machine
Long life Short life Call for Immediate
> 1000 hr <= 1000 hr service
repair
7.9
2.5
0.79
18
5.6
3.2
18
10
5.6
32
18
10
1.8
1.0
0.56
1.0
18
5.6
3.2
3.2
18
18
10
5.6
32
32
18
10
0.25
1.8
3.2
5.6
0.14
1.8
3.2
5.6
0.14
0.10
0.56
0.32
1.0
0.56

Dr. Attia H. Gomaa
134 / 150
Vibration Trouble Shooting Chart

Nature of fault
Rotating members out of
balance
Misalignment &
Bent shaft
Damaged rolling
Elements bearing
(ball, roller, etc.)
Frequency of Dominant
Vibration (Hz=rpm/60)
1 * rpm
(1 to 2) * rpm
Impact rates for the individual
bearing component. *
Vibration at high frequencies
(2 to 60 kHz)
(1/2 to 1/3) rpm
Journal bearings
loose in housing
Oil film whirl or
Slightly less than half shaft
Whip in Journal bearings speed (42 to 48%)
2 * rpm
*Impact rates f(Hz):
n = number of balls,
Bd = ball diameter mm,
Pd = Pitch circle diameter mm, = Angle
1- The frequency of vibration due to outer race defect:
f = (n/2) (rpm/60) (1 (Bd/Pd) cos
2- For inner race defect
f = (n/2) (rpm/60) (1 + (Bd/Pd) cos
3- For ball defect
f = (Bd/Pd) (rpm/60) (1 ((Bd/Pd) cos )2)

Dr. Attia H. Gomaa
135 / 150
Case (21):The vibration reading of a 2000 rev/min

fan is defined by:
hours 100 200 300 400 500 600 700 800 900
mm/s 0.58 1.08 1.58 2.08 2.58 3.08 3.58 4.08 4.58
Required:
1- Construct the vibration trend.
1- Predict the vibration level at time 110 running hours.
2- Using the Canadian specification CDA/MS/NVSH107,
predict the time to call for service and to immediate repair
starting from the last measurement (at t1)
1- The vibration trend:
V = 0.08 + 0.005 t
mm/s, Where t is in hours.
1- The the vibration level at time 110 running hours

V = 0.08 + 0.005 (110) = 0.63 mm/s
2- Canadian specification CDA/MS/NVSH107:
at 2000 rpm:
The vibration level of the time to call for service = 5.6
mm/s
The vibration level of the time to immediate repair = 10
mm/s
Then,
The time to call for service:
V = 0.08 + 0.005 t = 5.6
t = 1104 hr.
The time to immediate repair:
V = 0.08 + 0.005 t = 10

Dr. Attia H. Gomaa
t = 1984 hr.
136 / 150
Case (22):
During a predictive maintenance program of a 2000 RPM air blowing
unit, the following vibration levels was obtained, the stud fixed
vibrometer used has 0.7 damping ratio and 10 HZ natural frequency.
Hours 100
mm/s 058
200
1.08
300
1.58
400
2.08
500
2.58
600
3.08
700
3.58
800
4.08
900
4.58
Required:
1. Find the percentage error in the measured vibration if the high
level corresponds to 25 HZ.
2. Construct the vibration trending and predict the vibration level
after 110 hours.
3. Does the above results changed if the vibrometer fixed by a waxy
material, why?
4. Using the Canadian specification CDA/MS/NVSH107, predict
the time to call for service and to immediate repair starting
from the last measurement (at t1)
Solution:
1- percentage error in the measured vibration level
measured frequency w = 25 [Hz])
Vibrometer natural frequency wn = 10 [Hz]
Z= damping factor =0.7
w/wn= 25/10= 2.5
MF= (w/wn)^2/{[(1- (w/wn)^2)^2]+(2z w/wn)^2}0.5
MF=0.99
Percentage error (e%) =100(1-MF)=0.9%

Dr. Attia H. Gomaa
137 / 150
Construction of vibration trending:

By using least square method:
Time in hours =t
Vibration velocity in mm/s=v
n= number of the measured data =9
a &b are constants to be evaluated
ati^2+bti=ti*v
vi =23.22
ti=4500
a*2850000+b*4500=1460
a=0.005
a ti +bn= vi
ti^2=2850000
a*4500+9b=23.22
b=0.08
v=0.08+0.005t [mm/s]
Prediction of the vibration level after 110 hours
v=.08+.005*110=0.63 mm/s
2- if the vibrometer fixed by a waxy material instead of stud
fixing:
the value of vibrometer natural frequency wn k/m, for wax k
become smaller so the value w/wn become larger . i.e. the value w/wn
become more bigger i.e. this fixation will improve the measured
values (become more accurate) .
3- from the Canadian specification CAD/MS/NVSH107 at 2000
rpm
the permissible vibration level to call for service =5.6 [mm/s]
the permissible vibration level to call for immediate repair =10 [mm/s]
The time to call for service :
0.08+0.005t=5.6 t=1104 hours
The time to call for immediate reaper :
0.08+0.005t=10 t=1984 hours

Dr. Attia H. Gomaa
138 / 150
Case (23):
The following Figure shows the line diagram of a pumping
system.
Motor
rev/min 1800
Coupling
Gearbox
Ratio 1:10
Gear 1
B1
B2
Gear 2
Pump
B3
B4
Find the possible vibration frequencies for the following

machinery faults:
1- Unbalance in motor and pump.
2- Misalignment of motor and gear shafts.
3- Bearing 3 outer race if it is a ball bearing having
(number of balls 10, ball diameter 5 mm, Pitch circle
diameter 50 mm, and Angle = 0).
4- Bearing 4 problems (journal bearing).

Dr. Attia H. Gomaa
139 / 150
1- Unbalance in motor and pump.

Motor 1800 rpm, Gearbox Ratio 1:10
N1 = 1800
N2=?
Z1/Z2 = 10/1
Speed ratio = N1 / N2 = Z1 / Z2
1800/N2 = 10 / 1
N2= 180 rpm
From fault diagnosis table,

The frequency of vibration due to unbalance in motor
= 1 * rpm = 1800 rpm = 1800/60 = 30 Hz
The frequency of vibration due to unbalance in pump
= 1 * rpm = 180 rpm = 180/60 = 3 Hz
2- Misalignment of motor and gear shafts.
The frequency misalignment of motor:
= (1 to 2) * rpm = (1 to 2) * 1800 rpm
From (30 to 60) Hz
The frequency misalignment of gear shifts:
= (1 to 2) * rpm = (1 to 2) * 180 rpm
From (3 to 6) Hz

Dr. Attia H. Gomaa
140 / 150
3- Bearing 3 outer race:

if it is a ball bearing having
n = number of balls 10,
Bd = ball diameter 5 mm,
Pd = Pitch circle diameter 50 mm,
= Angle =0.
The frequency of vibration due to outer race defect:
= (n/2) (rpm/60) (1 (Bd/Pd) cos
= (10/2) (180/60) (1 (5/50) cos 0
= 5 * 3 * 0.9 = 13.5 Hz
4- Bearing 4 problems (journal bearing).
The frequency of vibration due to journal bearing loose
in housing:
= (1/2 to 1/3) rpm
rpm: rev/min of pump shaft = 180
The frequency of vibration due to journal bearing loose
in housing:
= (1/2 to 1/3) 180/60 = (1.5 to 1) Hz
Oil film whirl or whip in Journal bearings: Slightly less
than half shaft speed (42 to 48%)
(0.42 to 0.48) 180/60 = (1.26 to 1.44) Hz

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Lubricating oil analysis

Oil analysis has become an important aid to preventive
maintenance. Laboratories recommend that samples of
machine lubricant be taken at scheduled intervals to
determine the condition of the lubricating film that is
critical to machine-train operation. Typically eleven tests
are conducted on lube oil samples:
1- Viscosity : is one of the most important properties of
lubricating oil. The actual viscosity of oil samples is
compared to an unused sample to determine the
thinning of thickening of the sample during use.
Excessively low viscosity will reduce the oil film strength,
weakening its ability to prevent metal-tometal locations
in the bearing support structure, reducing its ability to
lubricate.
2. Contamination : of oil by water or coolant can
cause major problems in a lubricating system. Many of
the additives now used in formulating lubricants contain
the same elements that are used in coolant additives.
Therefore, the laboratory must have an accurate
analysis of new oil for comparison.
3. Fuel dilution : of oil in an engine weakens the oil
film strength, sealing ability, and detergency. Improper
operation, fuel system leaks, ignition problems,
improper timing, or other deficiencies may cause it. Fuel
dilution is considered excessive when it reaches a level
of 2.5 to 5 per cent.
4. Solids content : is a general test. All solid
materials in the oil are measured as a percentage of the
sample volume or weight. The presence of solids in a
lubricating system can significantly increase the wear on
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lubricated parts. Any unexpected rise in reported solids

is cause for concern.
5. Fuel soot : is an important indicator for oil used
in diesel engines and is always present to some extent.
A test to measure fuel soot in diesel engine oil is
important since it indicates the fuel burning efficiency of
the engine. Most tests for fuel soot are conducted by
infrared analysis.
6. Oxidation : of lubricating oil can result in lacquer
deposits, metal corrosion, or thickening of the oil. Most
lubricants contain oxidation inhibitors. However when
additives are used up, oxidation of the oil itself begins.
The quantity of oxidation in an oil sample is measured
by differential infrared analysis.
7. Nitration : results from fuel combustion in
engines. The products formed are highly acidic and they
may leave deposits in combustion areas. Nitration will
accelerate oil oxidation. Infrared analysis is used to
detect and measure nitration products.
8. Total acid number : (TAN) is a measure of the
amount of acid or acid-like material in the oil sample.
Because new oils contain additives that affect the TAN
number, it is important to compare used oil samples
with new, unused, oil of the same type. Regular analysis
at specific intervals is important to this evaluation.
9. Total base number : (TBN) indicates the ability
of an oil to neutralize acidity. The higher the TBN, the
greater is its ability to neutralize acidity. Typical causes
of low TBN include using the improper oil for an
application, waiting too long between oil changes,
overheating and using high sulfur fuel.
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10. Particle count : tests are important to anticipating

potential system or machine problems. This is especially
true in hydraulic systems. The particle count analysis
made a part of a normal lube oil analysis is quite
different from wear particle analysis. In this test, high
particle counts indicate that machinery may be wearing
abnormally or that failures may occur because of
temporarily or permanently blocked orifices. No attempt
is made to determine the wear patterns, size and other
factors that would identify the failure mode within the
machine.

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11. Spectrographic analysis : allows accurate, rapid

measurements of many of the elements present in
lubricating oil. These elements are generally classified
as wear metals, contaminates, or additives. Some
elements can be listed in more than one of these
classifications. Standard lubricating oil analysis does not
attempt to determine the specific failure modes of
developing machine-train problems. Therefore,
additional techniques must be used as part of a
comprehensive predictive maintenance program.
12. Wear particle analysis : is related to oil
analysis only in that the particles to be studied are
collected through drawing a sample of lubricating oil.
Where lubricating oil analysis determines the actual
condition of the oil sample, wear particle analysis
provides direct information about the wearing condition
of the machine-train. Particles in the lubricate of a
machine can provide significant information about the
condition of the machine. This information is derived
from the study of particle shape, composition, size and
quantity. Wear particle analysis is normally conducted in
two stages.
The first method used for wear particle analysis is
routine monitoring and trending of the solids content of
machine lubricant. In simple terms the quantity,
composition and size of particulate matter in the
lubricating oil is indicative of the mechanical condition of
the machine. A normal machine will contain low levels of
solids with a size less than 10 microns. As the machines
condition degrades, the number and size of particulate
matter will increase.
The second wear particle method involves analysis of
the particulate matter in each lubricating oil sample.
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Five basic types of wear can be identified according

to the classification of particles: rubbing wear, cutting
wear, rolling fatigue wear, combined rolling and sliding
wear and severe sliding wear. Only rubbing wear and
early rolling fatigue mechanisms generate particles
predominantly less than 15 microns in size.
(a) Rubbing wear is the result of normal sliding
wear in a machine. During a normal break-in of a wear
surface, a unique layer is formed at the surface. As long
as this layer is stable, the surface wears normally. If the
layer is removed faster than it is generated, the wear
rate increases and the maximum particle size increases.
Excessive quantities of contaminate in a lubrication
system can increase rubbing wear by more than an
order of magnitude without completely removing the
shear mixed layer. Although catastrophic failure is
unlikely, these machines can wear out rapidly.
Impending trouble is indicated by a dramatic increase in
wear particles.
(b) Cutting wear particles are generated
when one surface penetrates another. These particles
are produced when a misaligned or fractured hard
surface produces an edge that cuts into a softer surface,
or when abrasive contaminate become embedded in a
soft surface and cut an opposing surface. Cutting wear
particles are abnormal and are always worthy of
attention. If they are only a few micron long and a
fraction of a micron wide, the cause is probably a
contaminate. Increasing quantities of longer particles
signal a potentially imminent component failure.
(c) Rolling fatigue is associated primarily with
rolling contact bearings and may produce three distinct
particle types: fatigue spall particles, spherical particles,
and laminar particles. Fatigue spall particles are the
Dr. Attia H. Gomaa
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actual material removed when a pit or spall opens up on

a bearing surface. An increase in the quantity or size of
these particles is the first indication of an abnormality.
Rolling fatigue does not always generate spherical
particles and they may be generated by other sources.
Their presence is important in that they are detectable
before any actual spalling occurs. Laminar particles are
very thin and are formed by the passage of a
wearparticle through a rolling contact. They
frequently have holes in them. Laminar particles may be
generated throughout the life of a bearing, but at the
onset of fatigue spalling the quantity increases.
(d) Combined rolling and sliding wear
results from the moving contact of surfaces in gear
systems. These larger particles result from tensile
stresses on the gear surface, causing the fatigue cracks
to spread deeper into the gear tooth before pitting. Gear
fatigue cracks do not generate spheres. Scuffing of
gears is caused by too high a load or speed. The
excessive heat generated by this condition breaks down
the lubricating film and causes adhesion of the mating
gear teeth. As the wear surfaces become rougher, the
wear rate increases. Once started, scuffing usually
affects each gear tooth.
(e) Severe sliding wear is caused by excessive
loads or heat in a gear system. Under these conditions,
large particles break away from the wear surfaces,
causing an increase in the wear rate. If the stresses
applied to the surface are increased further, a second
transition point is reached. The surface breaks down and
catastrophic wear ensures. Normal spectrographic
analysis is limited to particulate contamination with a
size of 10 microns or less. Larger contaminants are
ignored. This fact can limit the benefits that can be
derived from the technique.
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8- Optimal System Maintenance (OSM)

OSM approaches focus on mathematical modeling and
developing optimal policies to inspect, repair, or replace
equipment based on its specific reliability characteristics.
Generally, an OSM policy may be the one which either:
1- Minimizes system maintenance cost rate;
2- Maximizes the system reliability measures;
3- Minimizes system maintenance cost rate while the system
reliability requirements are satisfied; or
4- Maximizes the system reliability measures when the
requirements for the system maintenance cost are
satisfied.
Mathematical Programming Approaches for Maintenance
Scheduling:
Network programming
Linear programming
Quadratic programming
Nonlinear programming
Stochastic programming
In maintenance scheduling, the objective function could be:
Minimizing maintenance cost
Minimizing workforce idle time,
Minimizing backlog, or
Maximizing resource utilization.
Some important constraints are as follows:
Worker availability / Reliability
Equipment and tools availability
Spare parts availability
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9- Risk Based Inspection (RBI)

"Success is foreseeing failure" - Henry Petroski
RBI is a planning tool used to develop the optimum inspection
plans for critical equipment. Inspection is a crucial role in RBI.
Components are essentially inspected for corrosion and other
damage at planned intervals, in order to identify corrective action
before failures actually occur.
RBI refers to the application of risk analysis principles to manage
inspection programs for plant equipment.
RBI refers to risk mitigation through inspection programs, using
risk analysis methodologies.
RBI is a method using risk as a basis for prioritizing and managing
the efforts of an inspection program.
RBI is an established technology for intelligently assigning
inspection activities to equipment which represents the highest risk
to a plant owner/operator. The result is an inspection plan based on
risk which satisfies both the regulatory and business requirements of
the client.
RBI is a systematic tool that helps users make informed business
decisions regarding inspection and maintenance spending.
RBI focuses on providing sufficient and appropriate inspection
resources for the high risk items, rather than over-inspecting lowrisk items "at the expense" of the higher risk areas.
RBI studies define inspection programs. Information is generated

on the types of damage that may be expected, appropriate inspection
techniques to be used, where to look for the potential damage, and
how often inspections should take place.
RBI is regarded as a cost effective alternative to traditional

inspection.
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RBI is used for planning and implementation of inspection and

maintenance programs.

Dr. Attia H. Gomaa
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RBI studies define inspection programs. Information is generated

on the types of damage that may be expected, appropriate inspection
techniques to be used, where to look for the potential damage, and
how often inspections should take place.
The highest risk is mostly associated with a small percentage of

plant items. History tells us that 80% of the risk in industrial plants
in general is related to 20% of the pressure equipment. To be more
efficient with inspections and maintenance, it is useful to identify
this 20% higher risk assets.
RBI has been used in the nuclear power generation industry for
some time and is also employed in refineries and petrochemical
plant.
RBI has been applied in industries such as power generation,
refineries, petrochemical plants and pipelines.
RBI Targets
The ultimate goals of RBI are:
To develop a cost-effective inspection and maintenance program
that provides assurance of acceptable mechanical integrity and
reliability.
To improve plant HSE (Health, Safety and Environment)
To improve plant reliability, availability and maintainability (RAM)
To reduce maintenance down time cost

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10Reliability
(RCM)
Centered
Maintenance
RCM is a systematic approach to establish a good maintenance

program for critical equipment to improve the system availability and
reduce the maintenance cost, by focusing on the most important
functions of the system, and avoiding or removing maintenance actions
that are not strictly necessary.
RCM involves the establishment or improvement of a maintenance
program in the most cost-effective and technically feasible manner. It
utilizes a systematic, structured approach that is based on the
consequences of failure. As such it represents a shift away from timebased maintenance tasks and emphasizes the functional importance of
system components and their failure/maintenance history.
The concept of RCM finds its roots in the early 1960's, with RCM
strategies for commercial aircraft developed in the late 1960s, when
wide-body jets were introduced to commercial airline service. A major
concern of airlines was that existing time-based preventive maintenance
programs would threaten the economic viability of larger, more
complex aircraft. The experience of airlines with the RCM approach
was that maintenance costs remained roughly constant but that the
availability and reliability of their planes improved. RCM is now
standard practice for most of the world's airlines.
There are four features that define & characterize RCM, which are as
follows:
Preserve function, by addressing system function, inputs &
outputs.
Identify failure modes that can defeat the function.
Prioritize function need (via the function mode).
Select only applicable & effective PM tasks
RCM concept was developed in the early 1970s by the Commercial
Dr. Attia H. Gomaa
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Airline Industry Maintenance Steering Group.

RCM is a process used to determine the maintenance requirements
of any physical asset in its operating context.
In many RCM applications the plant already has effective
maintenance programs.
The RCM projects therefore be an upgrade projects, identify and
select the most effective PM tasks, to recommend new tasks or
revisions , and to eliminate ineffective tasks then apply this changes
within the existing programs in a way that will allow the most
efficient allocation of resources.
Benefits of R.C.M
Improve operating performance.
Improve quality
Greater maintenance cost effectiveness
Increase equipment life
Better teamwork
Increase moral
RCM is based upon two criteria:

1- Non-safety-critical components:
Scheduled Maintenance (SM) tasks should be carried out
only when performance of the scheduled task will reduce the
life-cycle cost of ownership.
2- Safety-critical components:
SM tasks must be performed only when such tasks will
prevent a decrease in reliability and/or deterioration of
safety to unacceptable levels or when the tasks will reduce
the life-cycle cost of ownership.

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RCM Steps:
1. System selection and information analysis.
2. System boundary definition.
3. System description and functional block diagram.
4. System function and functional failures.
5. Failure mode and effects analysis.
6. Logic (decision) tree analysis.
7. Task selection.
RCM Implementation Steps
1. RCM Feasibility Study
2. RCM Team Building & Training
3. RCM Master Plan (1-3 years)
4. Design of Maintenance Performance Evaluation System
5. Design of Maintenance Criticality System
6. System Selection & Information Analysis
7. System Description & Process Analysis
8. Equipment Classification (critical & non-critical)
9. Maintenance Information Analysis
10. Failure Mode & Effect Analysis (FMEA)
11. Risk Analysis
12. Logic (Decision) Tree Analysis
13. Task Selection and Job Plan
14. Maintenance Program & Planning
15. Implementation
16. RCM Performance Evaluation
17. Corrective Actions

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Failure Modes and Effects Analysis (FMEA)

A Hazard Identification method
Involves breaking a system down into sub-systems and
component parts
The systematic discipline involves scrutinizing each component
How might a component fail (failure modes)?
What are the consequences of each failure mode and
combinations of failure modes?
What environmental factors affect failure modes?
Interventions are developed to improve total system reliability
Equipment
ID # Description
Failure Failure
mode Cause
Failure Effects
Local
System
Unit
Failure Modes: the manner in which a fault occur, the way in which
the element fail.
Failure Effects: what would happen if the failure mode occurs
(efficiency, cost and time).

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TOTAL PRODUCTIVE MAINTENANCE (TPM)

TPM is an integrated approach for maintenance management to
maximize equipment effectiveness by establishing a comprehensive
productive-maintenance system.
TPM was defined by Japanese Institute of Plant Engineers (JIPE) in
1971.
TPM has a positive and significant relationship with lower costs,
higher levels of quality, and stronger delivery performance. Hence,
TPM has a strong positive impact on improving productivity.
TPM is an integrated approach for maintenance management to
maximize equipment effectiveness by establishing a comprehensive
productive-maintenance system.
TPM involves operational and maintenance staff working together as a
team to reduce wastage, minimize downtime and improve end-product
quality [Tsang, 2000 and Eti et al., 2004].
McKone and Weiss (1998) identify significant gaps between industry
practice and academic research and emphasized the need to bridge
these gaps by providing guidelines for implementing TPM activities.
TPM is an approach to continuously improve the performance of
certain industrial activities, and in the first place of maintenance. To
achieve an overall workshop improvement, TPM strives for the
development of optimal humanmachine conditions [Waeyenbergh and
Pintelon, 2002].
TPM is a proven and successful procedure for introducing maintenance
considerations into organizational activities. It involves operational and
maintenance staff working together as a team to reduce wastage,
minimize downtime and improve end-product quality.
TPM builds on the concepts of JIT, TQM and design to achieve
minimum life-cycle cost (LCC) [Eti et al., 2004]. TPM aims to obtain
the maximum production output with the best levels of product quality,
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and doing this at minimum cost to the facility providing the least risk
of breakdown [ODonoghue and Prendergast, 2004].
TPM provides a comprehensive company-wide approach to
maintenance management, which can be divided into long-term and
short-term activities. In the long-term, efforts focus on new equipment
design and elimination of sources of lost equipment time and typically
require the involvement of many areas of the organization. In the shortterm, attention is focused on an autonomous maintenance program for
the production department, a planned maintenance program for the
maintenance department, and skill development for operations and
maintenance personnel. Most of the previous studies focused on the
short-term maintenance efforts [McKone et al., 1999 and 2001].
The TPM bundle includes practices primarily designed to maximize
equipment effectiveness through planned preventive-predictive
maintenance of the equipment and using maintenance optimization
techniques. More generally, emphasis on maintenance may also be
reflected by the emphasis given to new process equipment or
technology acquisition [Cua et al., 2001].
The impact of TPM on improving productivity has been stated in many
studies, and there is a lot of excellent case studies, for example; a semiautomated assembly cell [Chand and Shirvani, 2000]; large Global
companies [Ireland and Dale, 2001]; pulp and paper [Van-der-Wal and
Lynn, 2002]; Ceramics [Ferrari et al., 2002]; and electronics [Chan et
al., 2003].
Refer to Gomaa, 2005, TPM benefits may be concluded as follows: (1)
Improvement in OEE (25 to 50%); (2) Improvement in labor
productivity (30 to 40%); (3) Reduction in product defects (25 to
30%); (4) Reduction in maintenance cost (10 to 30%); (5) Reduction in
unplanned maintenance (20 to 50%); (6) Reduction in manufacturing
cost (5 to 15%); and hence; (7) Improvement in total system
productivity (20 to 30%); (8) Promotion of team approach; (9) Improve
operator satisfaction; (10) Empowerment of manpower; and hence (11)
Reduce the communication problem.

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TPM model is based on five pillars: (1) Individual equipment

improvements to eliminate the equipment losses; (2) Autonomous
maintenance; (3) Planned PM; (4) Maintenance/operations skills
training; and (5) Maintenance plan design and early equipment
management [Waeyenbergh and Pintelon, 2002].
TPM main objectives are to achieve zero breakdowns and zero defects
through: (1) increasing operator involvement and ownership of the
process; (2) improving problem-solving by the team; (3) refining
preventive and predictive maintenance activities; (4) focusing on
reliability and maintainability engineering; and (5) upgrading each
operator's skills [Eti et al., 2004].
Refer to Gomaa, 2005, TPM implementation activities may be
concluded as follows:
1. System selection and information analysis;
2. Master plan for production and maintenance management;
3. Autonomous maintenance programs for the production
department;
4. Planned maintenance programs for the maintenance department;
5. Equipment design modifications for maintenance department or
suppliers;
6. Manpower education and training;
7. Manpower motivation and direction; and
8. Performance evaluation and continuous improvement.
Chan et al. (2003) developed a TPM program in four phases, which are
as follows: introduction-preparatory stage, introduction stage of TPM
implementation, introduction-execution stage of TPM implementation,
and finally, establishment stage.
Reviewing the literature, TPM procedures may be concluded in five
phases; the following are the major activities in each phase, [Gomaa
2005]:
1. Phase 1. TPM feasibility study: This phase focuses on the cost
benefits analysis and decision making processes;
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2. Phase 2. Problem identification and developing equipment

awareness: It includes study the organization, analyze the existing
maintenance problems, analyze the working conditions, start the
equipment awareness program, and identify the critical machine
and components.
3. Phase 3. TPM procedure development: This phase deals with
collect all information on machines, development standard
servicing procedures, development proper operator
communication channels, development continuous feedback for
operator response, development quality consciousness among
operators, develop self-maintenance procedures, develop data
collection procedures, develop training materials, and develop
quality feedback system.
4. Phase 4. Initial implementation program: It focuses on customize
the servicing procedure for the specific machine, conduct
training, implement procedures and policies, problem solving
through problem solving techniques, and feedback from operators
and audits.
5. Phase 5. TPM Program Maintenance and stabilization: This phase
deals with develop the structure and policies for the TPM steering
committee, develop information flow, develop guidelines for
maintenance scheduling, conduct advanced training, develop
guidelines for machine trend reports and improvements, develop
procedures for document control, feedback and improvement,
and company-wide TPM implementation program.

Dr. Attia H. Gomaa
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System
configuration
Maintenance
planning &
control
Production
planning &
control
Total Productive Maintenance

Manpower
training &
motivation
Product/service
quality control
Spare parts
planning &
control
. Max
OEE
TPM Master
plan
Top & control

management
Operational management
)departments & workshops(
Figure - Proposed TPMIS Outline.

Dr. Attia H. Gomaa
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Main References:
1. Jones, R.B. Risk-Based Management , Gulf Publishing
Company, Houston, 1995.
2. Moubray, Jhon. Reliability Centered Maintenance II ,
Industrial Press Inc. New York, 1991.
3. Parra, Carlos, Course of Reliability- Centered
Maintenance, Universidad de los Andes, Mrida Venezuela, 1998.
4. Smith, Anthony. Reliability Centered Maintenance ,
McGraw Hill Inc., New York, 1992.
For more information:

Dr. Attia H. Gomaa
Mobile: 0122738497

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Training course:

Fundamentals Maintenance Management

Fundamentals Maintenance Management

Who Should Attend:

1.Maintenance Management Overview

The work under taken in order to keep or restore a

Fundamentals Maintenance Management

Preventive maintenance - Time-based PM

Pure time )calendar) based: Weekly, monthly, annually, etc.

Predictive (Condition-based) Maintenance

What are the main factors, which affect the

3How to discover the

4How to detect the

5How to minimize the

Fundamentals Maintenance Management

Fundamentals Maintenance Management

Typical Work (man-hour) distribution in engineering industries

Fundamentals Maintenance Management

Fundamentals Maintenance Management

What is the ratio between maintenance cost

USA Industries in 1983/ 1984: Maintenance Cost $ 35 * 109 Per

Maintenance Cost: 10 25 % &

Maintenance cost = Direct cost + Overhead cost

Cost to replace or repair

Total Maintenance Cost

Fundamentals Maintenance Management

What is Maintenance Management (MM)?

Fundamentals Maintenance Management

Fundamentals Maintenance Management

Maintenance Management History

Higher plant availability

Better product quality

Preventive maintenance Longer equipment life

How do you measure MM success?

Fundamentals Maintenance Management

Cost & Resources

Maintenance Planning Concept:

What are the main Types of MM Plans?

Fundamentals Maintenance Management

What is the Maintenance System?

Technical Constraints Financial constraintsTargetInformationResources-

The output is equipment

Fundamentals Maintenance Management

Sub-system: Water Pump Unit

Fluid type: Water

Flow rate: 35 m3/hour

Figure - Functional block diagram for a pump

Figure Main Components

Fundamentals Maintenance Management

Root Cause Failure Analysis:

Fundamentals Maintenance Management

Fundamentals Maintenance Management

Fundamentals Maintenance Management

Modern Maintenance Management Systems:

RBI & RCM

Failure mode effect

Fundamentals Maintenance Management

.Figure (1): Classification of maintenance policies

Run to failure (fix-it

Use-based maintenance Minimize equipment

Minimize the risk of

Fundamentals Maintenance Management

Discover hidden failures

Maximize the system