Mark Ellis Senior Project Manager. APTA Bus and Paratransit Conference Memphis, Tennessee May 23, 2011

Transcription

1 Mark Ellis Senior Project Manager APTA Bus and Paratransit Conference Memphis, Tennessee May 23, 2011

2 Reactive Maintenance The Run it til it breaks approach Preventive Maintenance Time based schedule with activities to mitigate degradation to prevent complete failure Predictive Maintenance Analyzing and acting based on the condition of a system at typical failure points and determining the useful life Excerpt Chapter 5 - O&M Best Practices Guide, Release 3.0 August 2010 US DOE, EERE

3 Other 2% Predictive 12% Preventive 31% Reactive 55% Studies have indicated that in addition to an increase in reliability, as much as 12% to 18% can be saved in costs by using a Preventive Maintenance Program and 30% to 40% using a Predictive Maintenance Program over a solely Reactive one Chapter 5 - O&M Best Practices Guide, Release 3.0 August 2010 US DOE, EERE

4 Advantages Perceived low cost Potentially fewer staff Disadvantages Increased cost due to unplanned downtime of equipment Increased labor cost, especially if overtime is needed Cost involved with repair or replacement of equipment Possible secondary equipment or process damage from equipment failure Inefficient use of staff resources crisis based management Excerpt Chapter 5 - O&M Best Practices Guide, Release 3.0 August 2010 US DOE, EERE

5 Advantages Cost effective in many capital-intensive processes Flexibility allows for the adjustment of maintenance periodicity Increased component life cycle. Energy savings Reduced equipment or process failure Disadvantages Catastrophic failures still possible Perception of being labor intensive Can include performance of unneeded maintenance Potential for incidental damage to components in conducting maintenance Excerpt Chapter 5 - O&M Best Practices Guide, Release 3.0 August 2010 US DOE, EERE

6 Advantages Increased component operational life Decrease in equipment or process downtime Decrease in costs for parts and labor Better product quality Improved worker and environmental safety Disadvantages Increased investment in diagnostic equipment Perception of being labor intensive Increased investment in staff training Potential for incidental damage to components in conducting maintenance Excerpt Chapter 5 - O&M Best Practices Guide, Release 3.0 August 2010 US DOE, EERE

7 Hidden costs Rush upcharges (shipping, labor premiums) Loss of warranty coverage Damage to other system components Increased energy costs Reduced operating life resulting in increased capital costs Average Savings Return on investment: 8 to 10 times Reduction in maintenance costs: 25% to 30% Elimination of breakdowns: 70% to 75% Reduction in downtime: 35% to 45% Increase in production: 20% to 25% Excerpt Chapter 5 - O&M Best Practices Guide, Release 3.0 August 2010 US DOE, EERE

8 Captures Work Order data for integration into current or future facility maintenance software systems Extends the useful life of the facility, maintains energy efficiency, and reduces facility maintenance costs Creates histories for each building system to track failure trends, warranty issues, and replacement budgeting Reduces costly emergency repairs Meets FTA Triennial Review that requires recording facility maintenance activities for Federally-funded projects Provides a program to maintain buildings just like you do for vehicles Designed for a single building or multi-building complex

9 A Facility Maintenance Plan (FMP) is a comprehensive manual for maintaining all building finishes, components, systems, and equipment, including: A specific Work Order for each building component, system, and piece of equipment using information from Operations and Maintenance (O&M) manuals and industry standards A procedure for issuing Work Orders for preventive maintenance A Master Schedule for completing Work Orders over proper intervals Plans identifying each Work Order location A training program provides instruction on how to operate and update the plan Whether you contract out or have a dedicated maintenance staff, a Facility Maintenance Plan reduces operating costs

10 Gather existing O&M manuals and document current practices Develop detailed standards, policies, and procedures Create Work Orders for all systems and equipment Establish Master Schedule to balance weekly work effort Review of documents by Owner s key facility maintenance staff Revise Work Orders and Master Schedule Conduct training session for FM staff on plan use and update

11 Item Description Work Order Number Interval: Weekly, Monthly, Etc. Location Date Issued Interval Notation Maintenance Task Effort Duration Task Completion Check-Off Box Completion and Review Signature Lines Technician Field Comments or Supervisor Supplemental Comments or Directives

12 Week 1 - Work Order Checklist Weekly Monthly Quarterly Semi-Annual Annual Totals Work Orders are organized by each week (printed and distributed to contractor or staff) 5 columns one for each schedule interval Total number of Work Orders for each interval for that week Work Order numbers

13 Based on a 52-week schedule Spaces Work Order tasks at proper intervals: Weekly Monthly Quarterly Semi-Annual Annual Balances number of Work Orders over course of entire year to schedule a consistent and manageable number each week Can also balance the distribution of Work Orders based on delegation between internal and contract labor

14 Item Description Location Schedule Interval Work Order Number

15 Legend Work Order Number Description Equipment ID #

16 Facility Maintenance Information Manual: Index of systems and equipment Master Schedule Matrix Set of master Work Orders Cleanliness standards for daily maintenance items Site/Building plans with Work Order locations CD with electronic elements: MS Word files for master version of Work Orders MS Excel file for Master Schedule Matrix PDF files of Work Orders distributed into 52 weekly folders FMP User Training Manual