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Implementing preventive maintenance is a key step towards implementing the ideal predictive maintenance program.

Preventive maintenance (sometimes referred to as preventive maintenance) is regularly performed on pieces of equipment to reduce the likelihood of equipment failure. Preventive maintenance ensures that an organization's critical business assets receive the proper maintenance to avoid unexpected failures and costly accidents.

Just like you change the oil in your car engine without waiting for it to fail, machines, equipment, buildings and other valuable assets for your organization require constant maintenance to avoid disruptions and costly accidents.

This work is called scheduled or preventive maintenance. Preventive maintenance is performed while the equipment is still operating normally to avoid the consequences of unexpected failures leading to increased costs or downtime.

Preventive maintenance is a strategy that many companies can implement to move away from reactive maintenance regimes and focus on improving the reliability of their assets. Because the best programs services combine various methods, implementing predictive maintenance is an important step towards implementing an ideal predictive maintenance strategy.

Preventive maintenance versus reactive

Although many professionals are losing confidence in the "to-failure" or reactive maintenance method, most organizations still use it. Reactive maintenance means repairing equipment only after a failure, and then returning it to normal operation.

At first glance, reactive maintenance may appear to be less expensive than other methods, but in fact, scheduled maintenance can be much less expensive. Research shows that reactive maintenance can cost five to eight times more than preventive or predictive maintenance.

There are many other costs associated with unscheduled equipment outages, such as lost product, overtime, equipment not in use, urgent transportation, and other "hidden" costs, which may include:

• security concerns
• uncontrolled and unpredictable budget spending
• reduced equipment life
• high chances for audit problems
• increased downtime for equipment and employees
• reoccurrence of problems and failures

If planned preventive maintenance these costs can be avoided. In order to optimize the maintenance process, all pieces of equipment and assets of the enterprise can be included in a single maintenance schedule.

Preventive versus predictive maintenance

While preventive maintenance is performed on schedules based on manufacturer recommendations or average life cycle asset, predictive maintenance is carried out on significantly different principles. Predictive maintenance is based on monitoring equipment parameters and planning maintenance based on these readings.

In addition, preventive maintenance is performed during scheduled shutdowns of equipment and preventive maintenance is performed during normal operation. Predictive maintenance also involves the use of various advanced technologies such as infrared thermal imaging, vibration analysis and oil analysis to predict failures.

Most Effective Programs Maintenance use reactive, preventive and predictive methods. Therefore, it is necessary to analyze the upcoming tasks to determine which method is better, focusing on downtime due to equipment failures, failure development period (P-F Interval - the interval between potential failure and functional failure), parts cost, equipment operating time and data on its previous use.

How is preventive maintenance done?

In terms of design and implementation, a preventive maintenance program is relatively simple. A maintenance schedule is created based on a calendar or time of use of the equipment, often based on the manufacturer's recommendations. AT specified dates and for a specified time, the equipment is turned off, and the maintenance specialists perform the scheduled tasks on this piece of equipment.

Preventive maintenance can also be configured with maintenance triggers, controlled by time or failure. Maintenance triggers are used to alert employees that maintenance should be performed at the operational level. Failover maintenance triggers occur when a piece of equipment fails and cannot be used until maintenance is completed. In the case of a time-based trigger, the service is started whenever the specified calendar time has elapsed.

For example, most forklift manufacturers offer preventive maintenance every 150-200 hours of operation, which can be done using timed triggers. Such maintenance extends the life of production assets, increases their productivity, improves overall utilization efficiency and reduces maintenance costs.

No preventive maintenance required additional tools other than the recommendations of the manufacturer and the team wishing to use the new maintenance procedures. In order to get the team to work enthusiastically, it is important to highlight the benefits of a preventive maintenance program and point out ways in which a preventive maintenance schedule will greatly simplify the work of technicians, mechanics, and engineers.

Using a computerized maintenance management system (CMMS), preventive maintenance was run in one of the companies for periodic inspections based on calendar dates or hours of operation (for air compressors and forklifts) or based on mileage for vehicles. This company has increased its planned maintenance percentage from 20% to 80%, and its on-time completion rate for scheduled maintenance is 85% and continues to improve.

Preventive maintenance tools

The CMMS is designed to schedule, plan, manage and track maintenance activities. CMMS features such as task creation, scheduling, validation, and data integration from tools and sensors work together to provide continuous improvement and support for the organization's preventive maintenance program.

• Create a preventive maintenance task. When working with a CMMS system, users can use a scheduled maintenance calendar and/or meter-based PM tasks for all assets, as well as detailed descriptions with instruction manuals and other information vital to getting the job done efficiently.
• Schedules for performing preventive maintenance tasks. Developing an effective preventive maintenance program is not just about setting preventive maintenance goals, and CMMS systems have the tools to significantly improve service. Preventive maintenance schedules allow staff to coordinate the workforce needed to complete work, as well as automatically formulate preventive maintenance tasks based on daily, weekly, or monthly scheduling, or based on running hours.
• Preventive Maintenance Inspections. A CMMS solution can also help organizations meet inspection schedules and pass compliance audits. With CMMS, users can accurately record inspections and create corrective Job Orders if equipment fails an inspection.
• Instruments and gauges. Combined with the CMMS, condition monitoring software allows maintenance managers to monitor multiple assets remotely. It also allows the equipment to generate alarms and create multiple graphs for each asset, showing changes in parameters such as current, voltage, temperature, vibration levels and power quality.
• Data integration. Data can be integrated into the CMMS to ensure seamless manufacturing processes using mobile devices. This allows technical services respond to fault notifications on the fly and then create, access or process work orders related to the notification in real time. Scheduled and unscheduled maintenance are better coordinated, unplanned downtime is reduced, and response time to problems or malfunctions is reduced.

What are the benefits of preventive maintenance?

With an effective preventive maintenance program, organizations can improve their overall business processes, including increasing productivity, reducing waste, streamlining operations, and reducing unexpected disruptions. A preventive maintenance program (supported by CMMS and other tools) can help achieve significant quantitative results, such as:

• Extending the life of production assets and increasing equipment uptime
• Reducing the amount of data entered manually
• Volume reduction paper documents thanks to the possibility of mobile service

Benefits of preventive maintenance

Unlike reactive maintenance, preventive maintenance is the simplest maintenance strategy to implement and execute, as it only requires following the manufacturer's recommendations and developing static maintenance schedules for the most critical equipment. This helps organizations avoid unplanned disruptions, production cuts, and equipment and personnel downtime. It also reduces maintenance costs.

Disadvantages of preventive maintenance

A common problem that organizations face when using preventive maintenance schedules is performing the wrong amount of asset maintenance. Since calendar-based maintenance does not take into account the health of the asset, maintenance intervals can often be either too high or too low. These problems can be prevented by optimizing and improving preventive maintenance programs.

Does preventive maintenance make sense for your business?

World-class service requires 90% service to be scheduled, with a ratio of 80% scheduled versus 20% unscheduled still being considered beneficial compared to a typical average of 55% or less. But in some cases it is more rational to use reactive service.

Both methods can be used in your maintenance plan. In some cases, it makes more sense to rely on reactive maintenance rather than following a strict preventive maintenance program. For example, replacing a light bulb is inexpensive, easy to perform, and will not disrupt business processes.

To determine which maintenance strategy to follow, consider the following questions:

• Is this asset critical to the business?
• Does it depend on the security of your product/customers/staff/etc.?
• Will there be a significant loss to the business if the asset suddenly fails?
• How costly will the asset be repaired or replaced?

If you answered yes to any of these questions, it is important to start developing a preventive maintenance schedule for that asset, as it will benefit you in the long run.

Tips for developing a preventive maintenance plan

• Create a list of equipment and identify the best candidates for preventive maintenance.

When getting started, take into account all the equipment of the entire organization and include it in the list. As you review this list, you will ask yourself the questions above to help you decide which pieces of equipment to include in your next preventive maintenance plan.

• Refer to manufacturer's recommendations.

Review the manufacturer's recommendations to develop an effective preventive maintenance schedule, determine what tasks will need to be addressed, and determine the desired frequency of maintenance. Going back to the original example, let's say it could be changing your car's oil every 10,000 miles or as recommended in your car manufacturer's manual.

• Start with "influencers".

To effectively use a preventive maintenance schedule, you should start with the most important pieces of equipment. Once you have identified these critical assets, develop long-term plans such as yearly schedules.

• Develop short term plans.

Once the long-term plans are approved, you can start creating weekly plans for the maintenance team. These tasks must be assigned and planned well in advance, taking into account all components and resources to be maintained.

When using software designed for predictive maintenance planning, such as CMMS, organizations receive the following benefits:

• Extend asset life and increase equipment uptime
• Reducing the amount of data entered manually
• Reducing the volume of paper documents through the use of mobile applications and barcoding
• Streamlining maintenance tasks and procedures
• Increase productivity and efficiency
• Improving compliance of audit data with existing documentation

Examples of using preventive maintenance

There are many applications for preventive maintenance in a wide variety of industries:

• Performing Scheduled Air Conditioner Maintenance on Campus
• Plan for ongoing maintenance of production-critical assets
• Preventive maintenance of material handling equipment, planned according to measurable indicators (meter-based PM)
• Planning preventive maintenance tasks in preparation for audits

Article taken from: https://www.accelix.com/community/preventive-maintenance/what-is-preventive-maintenance/

Pilot projects for predictive maintenance are being launched in the industrial sector of Russia. The first models are already operating at metallurgical plants and power units of generating companies; at the end of 2017, the market volume is estimated at $100 million.

Through PdM, industrialists intend to reduce equipment downtime and increase the efficiency of their facilities. Predictive technologies are one of the elements of digitalization of production. Which companies develop predictive technologies? What barriers prevent the market from developing rapidly?

Error optimization

In the industry, a new digital service “predictive maintenance” (predictive maintenance, PdM) is gaining popularity. The service is being implemented to collect and analyze information about the state of equipment, to predict the timing of repairs and prevent production failures.

Unlike traditional preventive maintenance, forecasting is based on data arrays, digital models, and not thanks to averaged statistics. Among the main components of PdM are the collection and processing of current information, early detection of faults and errors, and resource optimization.

According to Markets and Markets, the global predictive maintenance market will reach $1.9 billion in 2020 (up from $582 million in 2015). The key players in the world are General Electric, Siemens, ABB, Emerson, IBM, SAS, Schneider Electric and others.

Industry Forecast

In Russia, predictive analytics is still at the starting positions: expert opinion, the market at the end of 2017 amounted to 100 million US dollars, in a year the figure may grow to 200 million. recent times the industrial sector is increasingly using PdM.

According to Konstantin Gorbach, Director of Intelligent Applications at Zyfra (part of Renova Group), predictive maintenance tasks are relevant for customers using complex and expensive equipment. These are industries where the failure of an element causes significant losses and threatens safety: fuel and energy complex, metallurgy, petrochemistry, transport. Early detection of problems helps prevent accidents and reduce costs.

« The system of remote monitoring and forecasting increases the transparency of the operation of equipment for management”, - clarified the technical director of the PRANA equipment condition forecasting system of ROTEK JSC Maxim Lipatov.

The cost of introducing PdM at enterprises is formed in different ways: the cost of pilot projects can amount to several million rubles, industrial implementation - from several hundred million.

« Over the past two years, interest in predictive analytics has grown in Russia. In our market, the main players are ROSTEK with the PRANA system, Datadvance, Сlover Group and integrator companies. In our practice, there were pilot projects for 10 million rubles, and industrial implementations for 1 million US dollars”, - said Sergey Morozov, CEO of Datadvance.

Protection for a gigawatt

In 2017, PdM joined energy companies. For example, the T Plus holding signed a contract with ROTEK for the implementation of the PRANA forecasting system at 16 power units. ROTEK connects turbines, waste heat boilers and booster compressors of the generating company to its own situational center. Due to this decision, energy management plans to reduce repair costs and downtime of equipment, to find structural defects in equipment in advance.

« Ten power plants of the company will be protected from technological risks. This is the most important step towards large-scale digitalization of the energy industry: the total capacity of the equipment connected to the PRANA system will exceed 3 GW”, - explained Mikhail Lifshits, Chairman of the Board of Directors of ROTEK.

The technology is also beginning to be used by metallurgical groups. The gold mining company Nordgold has established a repair system with the help of PdM. However, some practices require investments and expenses for their maintenance in the future, Alexander Brezhnev, manager for the organization of maintenance of mining equipment at the company, notes.

The service began to be used at the enterprise of PJSC Severstal - the Cherepovets Metallurgical Plant. PdM launched in production to reduce downtime at the 2000 hot rolling mill.

« The predictive model reveals the likelihood of overheating of the gear cage bearing - one of the most frequent and resource-intensive reasons for stopping the unit. This is the first model in the field of predictive repairs implemented at CherMK's production facilities as part of the implementation of the company's digital strategy", - the press service of Severstal notes.

The company's specialists have developed a digital model to receive data from temperature sensors and generate a forecast. If the indicators received from the mill deviate from the norm, the operator receives a corresponding notification. This prevents an unplanned shutdown of the mill.

« We expect the predictive model to reduce downtime by 80%. We plan to implement similar models for other types of failures on the mill-2000, as well as on other units.”, - Sergey Dobrodey, Repair Director of the Severstal Russian Steel Division, comments.

Economical effect

According to experts, the PdM service is now only in its infancy in the regions of the Russian Federation, customers have not yet realized the potential of the direction.

« The economic effect of the introduction of predictive maintenance can amount to hundreds of millions of rubles, if we take into account Gazprom and Russian Railways”, - calculated Alexey Shovkun, Consulting Director of Datalytica.

At the moment, the developers note, several barriers prevent the widespread dissemination of technologies. Thus, most of the equipment in production is not equipped with sensors for transmitting information; enterprises do not have systems for collecting data and online monitoring. In addition, factories often keep unreliable logs about defects and repairs. Unpreparedness of personnel for IT solutions and distrust of the new service concept hinder the introduction of PdM systems at Russian industrial enterprises.

March 2013

Bill Lydon

Maintenance strategy is becoming an increasingly important topic, due to the large number of aging automated systems management production processes(APCS) in developed countries, and a lack of qualified personnel in other parts of the world. The goal of the maintenance strategy is to achieve maximum availability of process control systems in production, without sacrificing safety and unnecessary costs. Availability in this context is defined as the state in which production system can be used and functions correctly. When availability is less than 100%, revenue is lost. What is the best way to ensure the highest availability?

Service focused on reliability

The concept of Reliability Centered Maintenance (RCM) provides some useful insights and thought provoking. UNCO involves the implementation or improvement of a maintenance program by using a systematic, structured approach based on an assessment of the consequences of failures, the functional importance of system components, and their failure/maintenance history. The concept has its roots in the early 1960s. last century, when wide-body aircraft first appeared on commercial airlines. The main concern at the time was the expectation that the scheduled preventive maintenance programs then in place would have a negative impact on economic efficiency larger and more complex aircraft. But airlines' experience with the UN has shown that maintenance costs have remained broadly constant while aircraft availability and reliability have improved. The UN is now standard practice in most of the world's airlines.

SAE Technical Standard JA1011 (www.SAE.org), Evaluation Criteria for RCM Processes, begins with the following 7 questions:

1. What is the role of this component, and according to what standards should it function?

2. What are the possible failure cases?

3. What events can lead to such a failure?

4. What do such refusals lead to?

5. How important is the failure event?

6. What systematic actions can be taken proactively to prevent or reduce the consequences of a failure to an acceptable level?

7. What if a suitable preventive action cannot be identified?

The consequences of failures are assigned criticality levels. Some features are not critical, while others must be retained at all costs. Maintenance tasks target the root causes of failures. The ONH process directly addresses failures that can be prevented by proper maintenance. Possible failures caused by unlikely events such as natural disasters, etc. usually do not receive preventive action unless the risk is too high, or at least tolerable. If the risk of failure is very high, UN practice recommends making changes that reduce the risk to a tolerable level.

The goal of a maintenance program is to focus limited economic resources on those components or systems that will cause the most severe failure. The UN places particular emphasis on the use of predictive maintenance techniques, along with traditional preventive measures.

Highly reliable devices

Mean Time Between Failures (MTBF) and Mean Time to Repair (MTTR) of devices are very important in terms of assessing their availability. Of course, not all industries can afford the cost of backing up critical systems. However, using products with higher MTBF and lower MTTR can clearly improve overall system availability. It makes sense to create a list of unreliable devices that have failed over a period of time, and this list will form the basis for the process of determining which devices need to be replaced with more reliable ones. In general, taking MTBF and MTTR into account when making purchasing decisions is much more useful than focusing only on cost. Ask such questions to manufacturers or integrators.

predictive maintenance

Predictive maintenance is based on the real state and performance of the component. Maintenance is not carried out according to a rigid schedule, but in the event of changes in the characteristics of the device. An example of a predictive approach is the use of corrosion or vibration sensors. In addition, analytical software products, which allow predicting failures based on information received from automation systems in real time.

Improvement of existing systems

It is possible to improve the reliability and maintainability of existing systems to improve availability under time and budget constraints. This usually involves the involvement of employees technical support in the processes of developing new systems or upgrading existing ones. A simple tour of production with colleagues from the maintenance department will allow you to learn more about existing or potential problems in the process control system, and therefore take the necessary actions to improve the situation.

Improving preventive maintenance

Of course, it is possible to “let the brakes go” on preventive maintenance, especially when budgets are tight, but this is unwise. Monitoring preventive maintenance costs provides valuable information for making equipment replacement decisions and can also serve well in justifying upgrade costs.

Remote consultant services

Many vendors are starting to offer remote services, where production staff can difficult situations enjoy the help of experts thanks to modern IT tools. This can be a simple web conference, organized using a tablet computer, which will allow you to discuss problems with a remote expert. Of course, your staff should have basic information on the design of automation systems, however, it is difficult to know everything, and an expert physically located on the other side of the globe can sometimes be of great help.

Outsourcing

Most vendors of industrial automation systems have started offering outsourcing services to their customers in the last two years, at least in the largest markets. This service can be another important component of the service strategy. However, you need to be aware that the customer himself is still responsible for the efficiency of production. Of course, there may be benefits to outsourcing maintenance, but these must be carefully considered. The main factor to consider is the relationship between likely downtime and cost savings from outsourcing. Production personnel will still respond faster if they have the appropriate training. Deciding which systems should be supported by local staff and which can be outsourced is important in risk analysis.

1.1. The system of maintenance and repair of enterprise equipment

Under MRO system means a set of interrelated means, documentation and performers necessary to maintain and restore the quality of products included in this system.

As goals MRO systems are defined as follows:

• maintenance of equipment in working condition during the entire period of operation;
• ensuring reliable operation of equipment;
• ensuring the productivity and quality of products;
• compliance with the requirements for labor protection and environmental protection.

The organization of the MRO system of the enterprise is carried out on the basis of the adoption (explicitly or in accordance with established practice) of decisions on the following fundamental issues ():

• choice of equipment maintenance and repair strategy;
• determination of the method of organizing repair maintenance of production;
• development of criteria for assessing the effectiveness of repair maintenance of production.

Figure 1.1 - Fundamental issues in the organization of the maintenance and repair system

1.2. Equipment Maintenance and Repair Strategies

Under maintenance strategy implies a generalizing model of actions necessary to achieve the goals by coordinating and distributing the appropriate resources of the enterprise. In essence, the maintenance and repair strategy is a set of decision-making rules that guide the repair service (RS) of the enterprise in its activities to ensure the operability of equipment.

a brief description of the main maintenance and repair strategies are given in.

Table 1.1 - Brief description of the main maintenance and repair strategies

Under reactive maintenance and repair strategies are implied, the need for repair actions in which is determined by the occurrence of some critical event within the framework of this strategy (failure, achievement of limit values regulated parameters). preventive maintenance and repair strategies are aimed at preventing the occurrence of a critical event and are characterized by the possibility of carrying out preliminary planning and preparation of maintenance and repair (ordering repair teams, logistics) as opposed to reactive strategies, when it is necessary to conduct maintenance and repair, and, accordingly, ensuring their preparation, before the onset of a critical event unpredictable.

Historically, the first (as the least demanding in terms of the level of organization and work culture) has developed operation to failure strategy, which implies the implementation of equipment maintenance and repair operations to achieve a critical state, which, as a rule, is characterized by the impossibility of performing the specified functions, that is, the loss of operability. The main advantages of this maintenance and repair strategy include the longest overhaul period corresponding to the service life of the equipment, and the minimum cost of maintaining the repair service, the dominant function of which in this case is the restoration of the equipment after its failure. On the other hand, the inability to plan resources (financial, time, work force and others) required to perform maintenance and repair, leads to a significant increase in the duration of the latter and to increased costs for the elimination of accidents, including production losses. The creation of warehouse stocks of inventory items, as a rule, is not a satisfactory solution, since it entails a decrease in the liquidity of the enterprise. The volume of such reserves in a number of cases (especially in industries where unique single equipment is used) exceeds economically justified limits. Despite these shortcomings, in the case of inexpensively reserved, and also typical equipment, the failure of which does not have a critical impact on the technological process, does not pose a danger to environment, human health and life This strategy has been successfully used to this day.

In the first half of the 20th century, with the growth of serial production and the increase in the productivity of industrial enterprises, losses due to equipment failures became critical. The strategy of operating to failure has been replaced by PPR strategy or repairs according to the regulations, implying preventive maintenance and repair based on statistical information about the service life of equipment. Reducing the number of emergency failures is one of the main advantages of this strategy, although the probability of their occurrence is not completely excluded, but is fixed within the specified limits. The PPR strategy provides best conditions for resource planning, “however, the main drawback of the PPR outweighs all its advantages, it consists in carrying out repairs of actually serviceable equipment, as well as the forced replacement of parts, regardless of their residual resource (in complex equipment the difference in the resources of individual parts can reach 500%). All this leads to an unjustified increase in operating costs. The disadvantages of the PPR also include a decrease in the residual life of the equipment and an increase in the probability of failure when commissioning after repair. This strategy provided the best integration within the planned economy and allowed to eliminate a number of shortcomings of the historically established strategy of operating to failure. A more complete use of the resource of the equipment was achieved by reducing the likelihood of damage to parts with a potentially long resource. , which could have occurred in the event of failure of the elements that determined the service life of the equipment as a whole during operation to failure. Currently, the PPR strategy continues to be used at many enterprises, primarily for critical equipment and equipment, the failure of which can pose a danger to the environment, human health and life. In other cases, the PPR strategy is often applied only declaratively, which is due to the increased requirements for the efficiency of the MRO system of an enterprise in a market economy.

On the border of the 70-80s of the XX century, mobile and portable vibration measuring equipment was used in the repair service of production, which allows vibration monitoring of equipment based on frequency analysis. At the same time, there was an accelerated development of the theory of reliability and research in the field of operational properties of equipment. All this predetermined the emergence of a new scientific and applied field of knowledge - technical diagnostics, the achievements of which were used as the basis for the implementation of the maintenance and repair strategy by TS. First of all, the maintenance and repair strategy for the TS is aimed at eliminating the shortcomings of the outage strategy that historically preceded it, namely, at reducing the number of unreasonable repair actions in order to maximize the use of the equipment resource. When applying this strategy, by monitoring the vehicle, the probability of emergency equipment failures is reduced to a possible minimum. The motto of this strategy is: “Equipment should be shut down for repairs an instant before the expected failure”. Reducing the cost of maintenance and repair of equipment, minimizing the number of unplanned failures, reducing the number of planned downtime due to installation and assembly operations are the undeniable advantages that accompany the implementation of the maintenance and repair strategy for TS. The maintenance and repair strategy for the vehicle put forward new requirements for the level of work culture. Within the framework of repair services and regulatory bodies, technical diagnostics units are singled out, the importance of personal professionalism, qualifications and experience of workers, managers and specialists is increasing. On the other hand, since the maintenance and repair regulation is determined by a stochastic factor - the actual technical equipment of the equipment - the effectiveness of long-term resource planning decreases (the approximate period for preventing failures, and hence planning for maintenance and repair, in the case of using technical diagnostic tools, mainly does not exceed two to three months).

In order to ensure high performance indicators of equipment of industrial enterprises, it has recently become increasingly popular proactive strategy MRO. The analysis carried out in the work allows us to determine the proactive maintenance and repair strategy as the most effective and expedient for implementation in modern economic conditions. The proactive strategy combines the advantages of the preventive repair effects of the PPR system and the information support of the decision-making process, which is typical for maintenance and repair of equipment TS.

1.3. Proactive equipment maintenance and repair strategy

Essence The proactive equipment maintenance and repair strategy consists in performing the necessary repair actions aimed at reducing the rate of development or eliminating malfunctions that are identified based on information about the actual TS of the equipment.

Theoretical basis of the proactive equipment maintenance strategy postulate that initially all types of faults are present in embryonic or explicit form in all machines put into operation. Various factors accompanying operation (design and non-design loads, the impact of environmental factors and nearby equipment, operating conditions, maintenance and repair, and others), to one degree or another lead to the development various kinds faults. The determining effect of a combination of factors causes the accelerated development of one or more faults, which become decisive in relation to the machine's performance. By choosing repair actions in such a way as to reduce the influence of the determining factors, it is possible to reduce the rate of development of faults, maintaining the operable condition of the machine. Rational choice and quality implementation these and only these repair impacts is the task of RS.

The proactive maintenance and repair strategy () is based on evaluation of the technical equipment of the equipment which can be done in the following ways:

• monitoring of technological parameters;
• visual inspection;
• temperature control;
• acoustic and vibration diagnostics;
• examination using methods non-destructive testing(magnetic, electrical, eddy current, radio wave, thermal, optical, radiation, ultrasonic, control by penetrating substances).

Figure 1.2 - Repair maintenance of equipment as part of a proactive MRO strategy

Basis for acceptance decision on the need to carry out a repair action is a situation when the TS of one element (part, assembly, mechanism) of the equipment leads to the deterioration of the TS of adjacent (spatially and / or functionally) elements.

List of possible repair impacts:

• maintenance of equipment (cleaning, cleaning, anti-corrosion treatment);
• adjustment, adjustment, adjustment (centering, balancing);
• providing connections (restoring the integrity welds, tightening threaded connections);
• lubrication of friction surfaces;
• replacement of wearing parts;
• restoration or replacement of basic parts, including body parts.

Repair actions are carried out within the framework of the following groups of activities for maintenance and repair of equipment:

1. Preventive Maintenance- a set of measures taken periodically, which are aimed at preventing or reducing the rate of development of defects by ensuring the design conditions for the interaction of equipment components (cleaning from technological waste, wear products, corrosion, sediments, deposits, etc.; removal of dust, dirt, oil, slag, scale , spillage of raw materials, debris and others; topping up, refilling working fluids, topping up, replacing Supplies; replacement or restoration of removable equipment, etc.).
2. Corrective Maintenance- a set of measures taken as necessary, which are aimed at preventing or reducing the rate of development of defects by ensuring design conditions for the interaction of equipment units (adjustment and adjustment of equipment, including centering, balancing; restoration of connections of parts, ensuring the integrity of metal structures and pipelines; restoration of coatings, colors, etc.).
3. Predictive Maintenance- a set of measures aimed at establishing the actual TS of the equipment in order to predict its change in the course of further operation and identify the most appropriate moment of application and the required types of repair actions (measuring technical and technological parameters, sampling; control, testing, verification of equipment operation modes; control TS of equipment, including methods of technical diagnostics; flaw detection by non-destructive testing methods; technical inspection of equipment, survey, examination, revision, etc.).
4. Maintenance- a set of measures aimed at ensuring the operability of equipment by replacing or restoring its individual components that are not basic, except for replaceable equipment.
5. Overhaul- a set of measures aimed at ensuring the operability of equipment by replacing or restoring its basic components and parts.

Selecting a proactive MRO strategy makes it possible to provide:

• increasing the service life of equipment by reducing the rate of development or eliminating emerging faults at the initial stage of their occurrence;
• exclusion of secondary damage to equipment elements caused by failure of adjacent (spatially and/or functionally) elements;
• justification and implementation of only the necessary repair actions, which reduces the costs and load on the distribution system, and also reduces the likelihood of failures caused by installation errors and interference with the operation of operable equipment;
• reduction in the cost of repair maintenance of production, due to a change in the structure of maintenance and repair in favor of increasing the number of inexpensive preventive actions instead of costly repair operations (replacement, restoration);
• rational choice of time, types and volumes of maintenance and repair due to early warning of malfunctions when using methods and means of technical diagnostics and non-destructive testing;
• reduction of the probability of emergency failures due to unsatisfactory technical specifications of the equipment;
• increasing the availability of equipment, which provides an opportunity to increase production volumes and reduce the cost of production;
• the formation of consumer confidence in the manufacturer due to the timely fulfillment of contractual obligations and the improvement of product quality as a complex result of improving the work culture.

1.4. Ways to organize repair maintenance of production

Organization method repair maintenance of production determines the structure of the RS of the enterprise, which has a direct impact on the efficiency of the MRO system as a whole.

Classic ways RS organizations are characterized by a range of forms from decentralized to centralized, which differ in the degree of concentration of management of forces and means within a single specialized structure at the enterprise ().

Figure 1.3 - Classical methods of organizing repair maintenance of production

A method of organizing repair maintenance, characterized by the distribution of forces and means of the RS between production departments enterprises, called decentralized.

Centralized organization of the RS implies the presence of a specialized structure within the enterprise, which is entrusted with the entire scope of functions for the maintenance and repair of equipment of production and auxiliary divisions, as well as bearing full responsibility for ensuring the operability of the equipment.

The method of constructing a DC based on a wide range of intermediate forms that differ in varying degrees of centralization is called mixed.

The most common at domestic enterprises are mixed forms of RS organization, while foreign practice indicates the high efficiency of centralized forms of MRO of equipment, including the construction of a MRO system based on alternative ways RS organizations.

Alternative ways organization of repair maintenance of production () implies the involvement of external resources (forces and means) to ensure and carry out maintenance and repair of enterprise equipment. Depending on the degree of use of the resources of external enterprises and the transfer of appropriate responsibility for ensuring the operability of the equipment, there are contracting and service ways to perform maintenance work.

Figure 1.4 - Alternative ways to organize repair maintenance of production

To ensure the required level of effectiveness of the equipment maintenance and repair system, it is common to sharing classical and alternative ways of organizing repair maintenance of production at the enterprise.

1.5. Criteria for assessing the effectiveness of repair maintenance of production

Efficiency mark repair maintenance of production is carried out on the basis of criteria adopted by the enterprise. An effective system of criteria makes it possible to analyze not only the actual effectiveness of the existing maintenance and repair system, but also quickly identify its shortcomings, determine ways for further improvement and development.

There are technical and economic approaches to assessing the effectiveness of the enterprise's RS. Technical approaches are characterized by a predominant focus on evaluating the criteria that characterize the operability of the equipment, the possibility of using it to implement the specified technological process. Economic approaches make it possible to evaluate the effectiveness of the RS by comparing the costs of maintenance and repair and production losses caused by the technical equipment.

At present, the question is generalized technical and economic assessment of the effectiveness of repair maintenance of production, which would allow to carry out complex analysis the effectiveness of the equipment maintenance and repair system should be classified as insufficiently developed, which leaves room for enterprises to develop their own approaches to its solution. The indicated, for example, was undertaken in [ , ].

It is necessary to pay special attention to a common mistake. To assess the effectiveness of the maintenance and repair system, it is unacceptable to use criteria characterizing the activities carried out by RS (volumes of work performed: in quantitative, temporary, natural, cost and other similar indicators). The intensity of repair work often does not indicate the achievement of the main goal of repair maintenance of production - ensuring the operability of equipment. Evaluation of the effectiveness of the system should be carried out on the basis of external, and not internal indicators of its work.

Only an effective method for evaluating the efficiency of production repair maintenance makes it possible to perform a qualitative analysis of the maintenance and repair system, the effectiveness of the RS activities, and provide information support for the decision-making process.

1.6. accident rate

accidents industrial equipment lead to interruption of the technological process, which is accompanied by inevitable material losses, and can also be the cause man-made disasters and death of people. Ensuring the operability of equipment with the transition from eliminating the consequences of accidents to preventing their causes is the main task of the RS of the enterprise.

To assess the accident rate of equipment, operational (total downtime) or economic (loss of production, cost of eliminating accidents) indicators can be selected. In this case, in the general case, it is advisable for an enterprise to evaluate not absolute values, but rather the dynamics of changes in the selected parameters over time.

On the other hand, a comparative analysis of weighted accident rates (suppose the sum of production losses and the cost of eliminating accidents for a certain reference period, related to the sum of equipment maintenance and repair costs) of industry enterprises may be of interest in order to identify the most effective forms of organization and methods for improving RS.

The assessment of accident rate indicators can be successfully used as an indicator of the effectiveness of measures to reform the RS, to assess the implemented technical and organizational solutions. Based on a comparison of economic losses from accidents and funds allocated for financing the RS, their optimal volumes can be established. The same is true for estimating the number of maintenance personnel.

Regulations and systems governing the investigation of accidents at industrial enterprises, as a rule, are developed on the basis of the “Procedure for Investigation and Recording of Accidents, Occupational Diseases and Accidents at Work”, approved by the Resolution of the Cabinet of Ministers of Ukraine No. 1112 of 25.08. However, it often remains unresolved the main task. We are talking about the full and effective use of the information obtained during the investigation, and not so much to eliminate, but to prevent subsequent accidents on the same or the same type of equipment.

An accident investigation involves a phased solution of the following sequence of tasks:

1. Collection of factual information about the incident and operational actions of the personnel, visual inspection of the place and object of the accident.
2. The study technological and technical characteristics of the object of the accident.
3. History analysis facility (similar accidents, maintenance and repair work).
4. Formation of a working hypothesis conducting additional research if necessary (if additional research refutes the hypothesis, a new one is put forward, the reliability of which is being verified).
5. Determination of causes accident, accompanying technical factors, perpetrators (development of a confirmed working hypothesis).
6. Development emergency events.
7. Monitoring implementation of emergency events.

The information obtained can be used in solving a number of technical and technological issues, issues of material supply, personnel management, development of the RS.

It seems appropriate to perform the following types of analysis:

• causal, which consists in identifying the characteristic problems of the enterprise (for example, insufficient qualifications operating personnel, the lack of stable and timely logistics, the discrepancy between the volume and frequency of equipment repairs, the intensity of its operation, and others);
• spatial, the purpose of which is to determine the "vulnerabilities" of both individual machines and units, the complex of equipment of the enterprise as a whole;
• temporal, which is aimed at identifying seasonal patterns, cyclical nature of emergencies, trends and forecasts of their occurrence.

The results of the analysis are the basis for the development of measures aimed not only and not so much at combating the consequences of accidents, but to a greater extent at eliminating their causes and preventing the possibility of recurrence in the future. [

Try to imagine that you are standing in a career. It is far from civilization. Its dimensions are two miles long and one mile deep. At the same time, 45 giant autonomous mining dump trucks are located everywhere at a short distance from each other, exporting iron ore.

Each wheel on these machines is taller than a human being, and each pair of tires costs $100,000. These vehicles operate under extreme loads and in extreme conditions. It is imperative that they work productively every day.

You need to anticipate problems in order to prevent breakdowns. Rio Tinto is a global mining company headquartered in London with major developments in Australia and elsewhere, with the largest fleet of giant autonomous haul trucks in the world. Its employees face this scenario every day.

During its operation, the company's vehicles have transported more than 200 million tons of materials for about 3.9 million kilometers. This is equivalent to transporting approximately 5,500 Sydney Harbor Bridges or 540 Empire State Buildings to the moon and back five times.

So what happens when one of these cars breaks down in the middle of a quarry?

According to estimates, the company lost $2 million per day on average for every car that was idle. It often cost the same amount to tow a broken dump truck from a quarry - use a comparable work vehicle. Thus, Rio Tinto's losses increased from $2 million to $4 million per day, not counting the repair of damaged equipment.

Keeping equipment running and reducing maintenance costs is a constant challenge for any open pit mining company. The same applies to any other industrial facility that requires continuous operation.

Answer: IoT-based preventive maintenance

Preventive maintenance based on predictive analytics allows enterprises to quickly fix future breakdowns by stopping the operation of mechanisms, ensuring safety. This allows you to take control and take the car out of the pit using the remaining power.

Rio Tinto's implementation of preventive maintenance has resulted in a huge payback. Just like any company whose business and critical systems face extreme conditions, businesses can benefit similarly. Rio Tinto's goal was to increase efficiency, maximize safety, reduce staff and optimize production by networking processes and equipment.

A key part of the project was to automate a fleet of 900 giant dump trucks. To do this, it was necessary to install 92 sensors on engines, transmissions and wheels on each car.

Sensors track condition, speed, location and other parameters. This effectively allows dump trucks that only travel on private property to operate without drivers and even optimize routes to minimize fuel consumption.

Collectively, the Rio Tinto fleet generates about 4.9 terabytes of data per day. This information is used not only to manage the work vehicle and improve the efficiency of its use.

Preventive maintenance helps a company get the most out of every piece of equipment over its lifetime. But even this small profit is added to other big advantages. Most of the technology needed to achieve something like this already exists in the form of smart sensors, smart components, connectivity protocols, and software forensics.

IoT-enabled predictive maintenance to collect and communicate hardware information depends on these resources. It is possible that the temperature sensor will detect a slight overheating of the motor. The vibration sensor can detect vibrations beyond acceptable limits, indicating a potential wheel failure.

The system then analyzes this information in near real time (NRT). For analysis, algorithms and deep learning capabilities are used to determine that a particular part of the mechanism is worn out and, for example, has a 60% chance of failure within the next three weeks.

The responsible employee is alerted to quickly order parts and schedule vehicle maintenance. With preventive maintenance, you fix a problem before it happens, not after it wreaks havoc on your production schedule.

What could be your fast track to IoT value?

Connected and remote operations, predictive analytics and predictive maintenance: these are four proven paths to IoT payback. Your competitors and partners are implementing IoT solutions in many industries - from agriculture to healthcare, sports and entertainment.

Maciej Kranz, Vice President of Cisco's Strategic Innovation Group, works with startups and clients.

Original article: iot-for-all.com