Overview

This book refers to Discipline Number 5 based on the original book I wrote in 2009 on World Class Maintenance - The 12 Disciplines. Almost all industries have their Preventive Maintenance, but still, many problems emerged and the question is can we do something about it. Many maintenance people from industries are not satisfied with their current Preventive Maintenance even if they are complying with every single maintenance task listed. My sole intention in writing this book is to provide a guide and direction to help maintenance in industries get the results in doing the correct Preventive Maintenance on their equipment and assets. In today's digitalization era, and with all these advanced CMMS and EAM software, apps, technology, cloud, smart sensors, Industrial Internet of Things, and automation, the majority of industries are jumping on the bandwagon thinking that these technologies will optimize their asset. I have nothing against technology, but what I am stating is that everything will boil down to one thing and that is addressing the basics first. The goal and objective of having Preventive Maintenance are to prevent or anticipate a failure or breakdown from happening first. The keyword in this case is being first. This means that we need to perform an activity or task before failure happens. But the thing is we need to be precise in what failures can be addressed by PM since not all failures can be prevented in the first place. Here are some of the highlights of this book. - The Traditional Belief in Preventive Maintenance - Mistaken Belief about Preventive Maintenance - The 3 Phases of Preventive Maintenance - Why Most Planners Cannot Plan Future PM Work - Integrating Precision Maintenance on PM - PM Interval, Are We Doing PM Too Late or Too Soon? - Determining the Correct Interval for PM Overhauls and Replacement - Determining the Correct Interval for PM Human Inspection - Selecting the Maintenance Interval for Greasing Bearings - Selecting the Maintenance Interval for Changing Oil - Selecting the Maintenance Interval for Failure Finding Tasks - Selecting the Maintenance Interval for Redundant Components - Refining the PM Interval - Factors to Consider in Stocking Parts or Not In the Storeroom - MRO Decision Diagram on Whether to Stock or Not to Stock - Case Samples on How to Use the MRO Algorithm and Form - Why Operators Should be Involved in Maintenance - Tips on How to Involve your Operators in Maintenance - The Role of Predictive Maintenance on PM - The Reason RCM Was Developed by the Airline Industry - What the PM Task Should Include - Measuring PM Effectiveness and Performance - Maximizing the Use of CMMS - What CMMS Should Provide for PM - 21 FAQs on Preventive Maintenance - 17 Tips on Preventive Maintenance - Improving Routine Preventive Maintenance Inspection - Improving Major Preventive Maintenance Shutdown - Improving Scheduled Greasing Practices - Treat Maintenance Not as a Profit Center but as a Business

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Reviews

The good points about this training is as follows; enhance my knowledge and it will serve as a guiding tool to improve especially on reliability and maintenance. Sharing world-class knowledge and expertise of Sir Rolly has a great impact to easily understand the 12 disciplines. It is a serious course where we enjoyed it. We gain ideas on how to do it the effective way. From Ricky Jay Bernardez, Heavy Equipment Maintenance Manager The training has give us full understanding of our role as maintenance team. It also provide opportunities that the team to contribute further in the productivity of the company. The training also provides a roadmap heading towards having a world-class maintenance standard which is achievable by kaizen or continuous improvement culture. Individual differences can be overcome by doing what the Rolling Stones did and singing in the same language. From Peter Paul Eudrdone, Mechanical Manager Eye-opening that we should not only focus on what the manual dictates. Maintenance is such a broad topic which everyone should learn for a better working experience. All topics in the training are discussed well and understood. From Arian Jeliza Legaspi Focus only on things that maintenance must do to ensure that equipment will work on what the customers expected it to be used. Get rid of tasks that can add to the breakdown. Teaches the value of teamwork as it encourage maintenance and operators to work together for one common goal which is to have an efficient equipment. From Renati Hernandez Jr., Section Head, Allegro Microsystem We were able to know more how well should we be planning in order to come up with better and effective activities. We are now farther than what we were before. The way we think on the problems, on what best approach we could provide. We now have our standards on creating a better planning. From Ellazar Salazar, Junior Engineer, DMCI Palawan

Author Information

Rolly Angeles is a seasoned technical and international reliability and maintenance trainer and consultant. His portfolio of reliability and maintenance training includes maintenance management and reliability courses on Total Productive Maintenance (TPM), Planned Maintenance, Autonomous Maintenance, Lubrication Strategy, Tribology, Oil Contamination Control, Condition-Based, Predictive Maintenance, Reliability-Centered Maintenance (RCM), Root Cause Failure Analysis (RCFA), Planned Maintenance, World Class Maintenance Management (WCM), Proactive Maintenance, Maintenance Indices, KPI and more.Rolly is a graduate of Mechanical Engineer from Mapua Institute of Technology in the Philippines, batch 1985, and passed the Licensure Board Examination the following year in 1986. With 30 years of solid experience, he had worked in various industries from shipping, woodworking, foundry, cast-iron machining, assembly lines, semiconductor manufacturing, and the mining industry. From 1994 to 2002, Rolly worked as a TPM senior engineer at Amkor Technology Philippines, a Multi-National company engaged in the manufacture of integrated circuit products, and spearheaded Amkor's Planned Maintenance Organization, composed of maintenance managers and engineers. He was responsible for the dramatic reduction of their machine's unplanned breakdowns in their TPM journey as well as RCM implementation on their facilities and utilities Air Handling Units (AHU) and their sub-station equipment. Here is where he had gained hands-on experience and understanding of both TPM and RCM, respectively. His last corporate employment was in 2002, where he worked as a technical training specialist at Lepanto Consolidated Mining Industry. In 2005, Rolly retired early from the industry and decided to establish his own consulting business, RSA Reliability and Maintenance Consultancy Firm, where he dedicates his time and passion to work as an independent reliability and maintenance consultant and provides in-house training, consultation, and facilitation to different industries on Maintenance Best Practices. Rolly Angeles can be reached through his email at rollyangeles@rsareliability.com and at his website http: //www.rsareliability.com, where he writes his monthly reliability newsletter.

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