Preventive and Predictive Maintenance Final

12/12/14
Welcome to our
Preventive & Predictive Maintenance Webinar
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Vickie Parks/Panelist
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12/12/14
Moderator
Art Sneen
President and Founder
Manufacturers Alliance
Welcome to our
Preventative & Predictive Maintenance Webinar
Thank you members
Bethany Press
DDL Inc.
JEM Technical
Pneumadyne
GLS
Tennant Company
Metro Mold & Design
ATK
Lube-Tech
Interplastic Corporation
This is just a sample of members taking advantage
of complimentary Educational Webinars
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12/12/14
Online Poll
How is maintenance planned and tracked in your
company?
1.  We plan very few scheduled maintenances now
2.  Most machines have a PM schedule and downtime
for PM’s are planned and logged when complete
3.  We use predictive or preventive maintenance
technology to avoid unscheduled downtime
Eaton Corporation
Lawrence Harer
Maintenance and Tool Room Manager
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12/12/14
Preventive and Predictive Maintenance
Lawrence Harer
Maintenance / Facilities Manager
Eaton Corp
©  2013 Eaton. All Rights Reserved.
Eaton’s History
•  1911 Joseph Eaton teams up with Viggo Torbensen to found
Torbensen Gear and Axel
•  1919 Eaton cashes out and starts his own company, Eaton Axel
Company
•  1930 Eaton acquires Wilcox-Rich a maker of aircraft engine
valves
•  1946 Eaton makes acquisition in electrical industry with purchase
of Dynamatic Corp
•  1949 Joseph Eaton passes away
•  1970 Eaton acquires Char-Lynn, hydraulic motor manufacture
©  2013 Eaton. All Rights Reserved.
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Eaton’s History
•  Eaton now has 4 divisions, Hydraulics,
Aerospace, Vehicle and Electrical
•  Eaton is located in 54 countries with its
headquarters in Cleveland Ohio
•  Eaton is a $22 Billion dollar company and
employees 103,000 people
©  2013 Eaton. All Rights Reserved.
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Eden Prairie Facility
Location
Eden Prairie, MN
Products
Spool Motors & Steering
Control Units
Size/Employees
Typical
Processes
Manufacturing
Environment
233,000 sq ft
243 Employees
CNC Turning / Grinding /
Lapping; Heat Treat /
Assembly / Painting
Low Volume, High Mix
2012 Eaton Corporation. All rights reserved.
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About Myself
•  I have been in manufacturing for over 25 years
•  I started at Advantek as a machine operator
and moved up to setup tech, maintenance
tech, maintenance lead, Asst. Facilities
Manager
•  Joined Eaton in 2004 as Maintenance / Tool
Room / Facilities Manager
2012 Eaton Corporation. All rights reserved.
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Definitions
•  EAM – Enterprise Asset Management system. This is
typically a more robust software designed to manage
an entire facilities maintenance program. Geared to
multiple facilities or locations, encompasses
operations, design, maintenance and facilities
•  CMMS – Computerized Maintenance Management
System. These systems focus primarily on
maintenance activities such as work orders,
equipment history, reliability reports, store room
inventory
2012 Eaton Corporation. All rights reserved.
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Definitions
•  Breakdown / Reactive Maintenance – Waiting for
equipment to fail before repairs or service is done
•  Preventative Maintenance – (Time Based) scheduled
periodic inspections, cleaning or part replacement.
(Predictive) On line monitoring to maximize service
life.
•  TPM – Total Productive Maintenance: This is a holistic
approach to maintenance that involves operators,
maintenance and engineers
2012 Eaton Corporation. All rights reserved.
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Why Do I Need A Maintenance Software
•  You can not improve what you can not
measure
•  Make data based decisions, not emotional
decisions
•  Track repair cost, both labor and materials
•  Provide metrics to describe the health of the
equipment
2012 Eaton Corporation. All rights reserved.
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Basic Maintenance Metrics
PM vs Reactive (# of Hours) PM Completion Rate
# of Hours
1500
500
Axis Title
1000
Total H ours Reactive
Oct
Dec
July
Aug
Nov
May
Sept
June
Jan
Feb
Mar
April
13-­‐Dec
13-­‐Nov
0
Total H ours Preventative
Project Hours
100%
80%
60%
40%
20%
0%
800
600
400
PM Completion %
Project Hours
200
0
Month
Safety WO comp rate
Safety Hours to Goal
150%
200
150
100%
Safety W O c omp rate
50%
100
Safety Hours
50
0%
Feb
Mar
April
May
June
July
Aug
Sept
Oct
Nov
0
Dec
13-­‐Nov
13-­‐Dec
Jan
Top 10 Production Critical Machines -­‐ Reactive Hours
0019 Cincinnati (Steering)
2
1
0
9106 Matsuura (Steering)
20
10
0
0041 E ngis
(Steering)
0
June
July
Aug
Sept
9509 ITI (Motors)
Oct
Nov
Dec
Favorable
10
5
0
9509 ITI (Motors)
0
May
0057 Okuma(Steering)
0048 E ngis
(Motors)
50
9504 Hob (Motors)
April
0057 Okuma
(Motors)
8483 WI End Cap (Motors)
100
50
0
9800 Matsuura (Steering)
10
5
0
Jan
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
10
5
0
9504 Hob (Motors)
5
9106 Matsuura
(Steering)
Mar
0048 Engis (Motors)
Jan
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
0019 Cincinati
(Steering)
Jan
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
20
10
0
0041 Engis (Steering)
Feb
9800 Matsuura
(Steering)
8483 W I E nd Cap
(Motors)
9979 Surftran (Steering)
10
5
0
Jan
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Jan
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
13-­‐Nov 13-­‐Dec
9979 Surftran
(Steering)
Performance Accomplishments and Opportunities for Improvement
2012 Eaton Corporation. All rights reserved.
15
Benefits Of A PM Program
•  Extend the life of equipment
•  Find the small problems before they become larger
issues
•  Minimize down time
•  Minimize scrap
•  Keeps equipment in safe working condition
•  Justification for TPM activities
•  Justification for capital improvements
•  Justification for overtime / new hires for maintenance
2012 Eaton Corporation. All rights reserved.
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How To Start
•  GET BUY IN!!
•  Insure you are staffed for success.
•  Dedicate a person to champion this program.
•  Decide on the type of system you want,
EAM or CMMS.
•  Look for an expandable system to grow with you.
•  Understand that this will be a multi year journey.
•  Keep it simple!!!
2012 Eaton Corporation. All rights reserved.
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Building A System
•  Install ALL your assets in the system. This will
allow you to gather data on your equipment
•  Build your Preventative Maintenance system
slowly. Start with just your top 10 critical
machines
•  Base PM’s on manufacture recommendations
and then modify
•  Use your maintenance techs as a resource
2012 Eaton Corporation. All rights reserved.
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12/12/14
My Lessons Learned
Who will have access and what security level
should they have?
•  Operators should not have access
•  MFG Leads / MFG Techs should be able to put in work
requests and view work orders
•  Maintenance / Supervisors / Managers should have
leads access plus see equipment files
•  Upper management should not have access, as you
should be providing them with your monthly metrics.
•  Have 2 people designated as administrators
2012 Eaton Corporation. All rights reserved.
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My Lessons Learned
•  What are your critical assets?
•  Is that based on data or emotion
Scoring
9301 >
5151 > 300
Asset #
Asset Name
Department
10 > 150
Reactive Hours
TPM Critical
Capacity
Down Time
3 shifts
significant
2 shifts (or
partial 3)
some
1 shift (or
partially 2)
infrequent
33%
30%
Capacity
Down Time
Unique to facilty
no alternatives
setup with difficulty
multiple internal m/c
15%
Unique to facilty
Source opt
no alternatives
CTQ
CpK <1.0
setup with difficulty CpK 1.0-2.0
Cpk>2+ or
na=0
sourcing options
15%
7%
Source opt
CTQ
100%
Total
0
0
0
0
0
0
0
0
0
0
2012 Eaton Corporation. All rights reserved.
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12/12/14
My Lessons Learned
•  Keep your “Key Fields” simple, don’t outsmart
yourself
•  Enter and track all your assets for reactive
maintenance to build a history
•  Don’t try to PM 100% of your equipment right
away. You will bury yourself in repairs.
2012 Eaton Corporation. All rights reserved.
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Medivators
Paul Carlson
Facility Manager
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12/12/14
Preventative Maintenance
Presentation for Manufacturers
Alliance
Presented by: Paul Carlson
December 12, 2014
I have worked for these Companies
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12/12/14
Preventative Maintenance
What is it?
• It is the proper care for your assets.
• Some would say it is a necessary
evil!
• Some would say it is not needed
and you are better off running to
failure.
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Preventative Maintenance
Why do we it?
• Extends the useful life of your
assets.
• Maintains the performance or
output quality of the assets.
• Improves asset reliability and
reduces asset down time.
• Contributes to your revenue stream.
Preventative Maintenance
Do you need a fancy system?
• This depends on your business.
• This depends volume of assets you
have to maintain and the complexity
of the equipment.
• This depends on the expectations
of a companies’ senior leadership
and what information can be gained
by having such a tool
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Preventative Maintenance
Over my career I have seen an
evolution in the preventative
maintenance system!
Preventative Maintenance
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Preventative Maintenance
Preventative Maintenance
How do you decide what assets will
have PM’s?
First- we know that if a machine is
made by man and it has moving
parts, it will break!
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Preventative Maintenance
Key indicators that I use:
•  Manufacturers recommendations
•  Speed of the equipment. The
faster it moves or spins, the more
important PM’s become.
•  Knowledge and experience of
staff.
•  Critical nature of the equipment
and impact to our core business.
Preventative Maintenance
How to determine the PM
technology:
•  Manufacturers recommendations
•  Standard Time/Calendar based
intervals.
•  Route based intervals, may have a
oiling or greasing route.
•  Vibration analysis.
•  Thermal imaging/analysis.
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Preventative Maintenance
Vibration Analysis
Preventative Maintenance
Thermal Imaging/Analysis
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Preventative Maintenance
Thermal Imaging/Analysis
Preventative Maintenance
Thermal Imaging/Analysis
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Q&A Prep
To post questions for our speakers please use
the Q&A button near the top of your screen.
Then address your question to All Panelists
Q&A
Lawrence Harer
Eaton Corporation
Paul Carlson
Medivators
Art Sneen
Manufacturers Alliance
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12/12/14
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