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Preventive Maintenance

  • A Cost Effective Preventive Maintenance Program - Part 1

    by Christer Idhammar

    Most Preventive Maintenance (PM) programs were set up many years ago. Each department in a plant set up their own program in isolation from each other. As an example, a plant set up a PM program covering mechanical equipment, then another program was set up for electrical equipment and another to cover automation and control system. A lubricant vendor then added lubrication routes and on top of this other PM activities such as Vibration Analysis and Operator Inspections was added in addition to all other PM tasks.

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  • At Fletcher Challenge Canada's Crofton, B.C., Pulp Mill, A Preventive Maintenance Program Stressing Teamwork Helps Avoid Breakdowns

    by Don Armstrong and Howard Turner

    The pulp and paper industry in Western Canada is in a period of unprecedented change. Against a background of poor markets, rising costs, aging plants, a shrinking fiber supply, and unceasing pressure from owners to improve returns, managers are being forced to take actions that could not have been contemplated as little as a decade ago.

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  • Carbon Brushes for DC Motors and Generators

    by Terry Taylor, Senior Consultant, IDCON INC

    Brush grades are usually classified according to the manufacturing processes and the types of carbons, graphites and other ingredients used. The 4 main brush grade families are –

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  • Checking Best Practices for Preventive Maintenance

    by Torbjörn Idhammar

    Example best practices and the questions you need to ask to determine if your plant is using them.

    Visiting plants in different corners of the world, we often are asked: “What are the current best practices for preventive maintenance (PM)?” We usually answer that we define preventive maintenance using 95 key elements. We also point out, to some people’s dismay, that there is no single silver bullet for improving PM, but rather many combined efforts will be required to eventually yield results.

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  • Choosing the Most Cost Effective Maintenance Procedure — Part 2

    by Christer Idhammar

    Summary from part I: The company has decided to replace the bearings once a year during the annual shut down. They had always done that but had still had three break downs of the bearings during the last ten years.

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  • CMMS and Preventive Maintenance (part 1)

    by Christer Idhammar

    A very important part of a cost-effective preventive maintenance program is what I call the route-based activity. These are activities that are easiest to do, and to administer, if they are presented in a list. This list can be presented in electronic format or in a paper format and includes such activities as lubrication and inspections by maintenance craftspeople and equipment operators.

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  • CMMS and Preventive Maintenance (part 2)

    by Christer Idhammar

    In the first part of this series of columns on Preventive Maintenance (PM) I talked about the necessity of having a good route based function in your Computerized Maintenance Management System (CMMS) to support easy administration of route based Preventive Maintenance activities.

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  • CMMS and Preventive Maintenance (part 3)

    by Christer Idhammar

    In the previous two articles, I discussed methods for developing a good preventive maintenance (PM) and condition monitoring program. In this column, I further comment on reasons why your PM program might not always work as well as you would like it to work. 

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  • Contamination and Dirt Cause Equipment Failures

    by Greg Gustafson

    When conducting Root Cause Problem Elimination reviews at plants, IDCON has found that one of the most frequent causes of unplanned downtime is the contamination of fluid systems.

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  • Developing Your Preventive Maintenance Program

    by Owe Forsberg

    You are the new Reliability Engineer in a plant that currently lacks documented procedures to maintain the plant. You have been asked to develop preventive maintenance procedures (PM’s) for the plant and a target of 6 months to complete the project.

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  • How to decide frequencies of Preventive Maintenance (PM) Inspections

    by Torbjörn Idhammar

    This is a question I often get so I like to offer some guidelines from the real world. The short answer to this question is that you have to use your experience and common sense supported by a logic decision structure.

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  • Integrating a Smart RCM Approach in Developing/Optimizing your PM Program

    by Owe Forsberg

     Every plant or facility desires to have a documented PM program in place- one that is followed with discipline. Doing so provides the lowest overall maintenance and operating cost over time. Immediate benefits are:

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  • Maintaining a Strong Performance in the Mill

    by Torbjörn Idhammar

    High investment costs mean that it is the interests of paper makers to look after their equipment. After all, prevention is better than cure.

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  • Maintenance - To Maintain, Keep, Preserve, Protect

    by Terry Taylor

    Recently, I saw a sign in a plant that read – “MAINTENANCE – TO MAINTAIN, KEEP, PRESERVE, PROTECT”

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  • Maintenance Training and Maintenance Seminars

    by Torbjörn Idhammar

    Classroom reliability training followed by practical experience could end money being wasted on maintenance courses and seminars that workers quickly forget.

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  • Optimize your Preventive Maintenance

    by Christer Idhammar

    Preventive maintenance (PM) is often set up in a very inefficient way in many mills. It is typical to see that the PM program is work order driven instead of route driven. Many PM tasks are still done while equipment is down because this was how it was set up, and no one has ever questioned whether this is still needed, or guard design prohibits on-the-run inspections, etc.

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  • Practical Condition Monitoring

    by Torbjörn Idhammar

    This article series explores sample business processes that need to be implemented in order to improve overall plant reliability. In parts one and two, equipment life-extending activities were detailed. This article will touch on elements of condition monitoring.

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  • Preventing Failures and Extending life – part 2

    by Torbjörn Idhammar

    This article series discusses sample business processes that must be implemented in order to improve overall plant reliability. This article and the previous one focus on preventing failures and extending equipment life. The series will continue in upcoming issues with topics such as spare parts management, condition monitoring, planning and scheduling, and root cause problem elimination.

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  • Preventing Failures and Extending life — Part 1

    by Torbjörn Idhammar

    In the previous three issues of Reliable Plant, my columns touched upon defining best practices in order for leadership to clearly communicate the plant’s direction for reliability improvements. In the next few issues, I’ll pick a few of our best practices and ask you to check your own plant in order to rate the performance.

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  • Preventive Maintenance Optimization

    by Christer Idhammar

    For decades, many “experts” have used the graph in Figure 1 to discuss the optimum level of maintenance. This Figure is based on an old-fashioned, yet widespread approach that bases preventive maintenance on Fixed Time Maintenance (FTM) replacements and overhauls of components. This approach is seldom justifiable because only 15% to 20% of all components fail after a predictable time.

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  • Revitalizing a Preventive Maintenance Program

    by Clayton Smith and George Munn

    The Smurfit-Stone paperboard mill at Fernandina Beach, Florida, finds opportunities to increase mill productivity and reduce costs by improving their preventive maintenance program.

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  • See you in September

    by Owe Forsberg, Senior Consultant, IDCON INC

    Is your Preventive Maintenance Program on a summer break or does your team perform the critical essential care tasks year-round?  An effective Preventive Maintenance program must be executed consistently regardless of the season!

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  • Smurfit-Stone Pursues Profitable Path with Fernandina Maintenance Program

    by Clayton Smith and George Munn

    Making money, not tons, has become the mantra of the pulp and paper industry in recent years. Consolidation moves in the sector have resulted in more effective management of inventories and supply, but the cyclical tendencies of the business remain. On top of that, the market is now a global one rather than being split up into regions. Managers today have to live up to the challenge of reducing costs to remain competitive in this global market. Mills face the real possibility of closure if manufacturing costs are no longer competitive in the global market economy. Future success will be achieved only by driving down costs and improving operating efficiencies. 

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  • TPM / Preventive Maintenance at Swedish Steel, the First Three Years

    by

    The TPM project in the rolling and coating units at SSAB Tunnplåt in Borlänge is unique in Swedish heavy industry — both as regards the amount of resources and how the project has been implemented. At its peak, 29 people were working full time on the project.

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