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José Eduardo Paccola

Director of ZDP Consulting


Maintenance 5.0

Unlike fixed equipment, due to the interference of multiple operators with varying skill levels, dynamic loads due to displacements and terrain characteristics are some factors that make the operation with mobile equipment more unpredictable and aggressive when compared to fixed equipment.

Even with all the ongoing technological evolution, with autonomous units already in operation, machine elements will continue to be present for a long time to come: pins, bushings, motors, hydraulic actuators, hoses, gears, just to name a few. It means to say that, if we do not take good care of it, we will continue to observe gaps, leaks, noise, heating, cracks and contamination. In addition, recurring occurrences show us that we can improve some parts of the machines. And it has already been proven that it is cheaper to carry out a repair in a planned way than in an emergency way.

Therefore, the maintenance strategy must be designed to: a) keep assets in operation, b) improve weak parts and c) anticipate interventions, avoiding unscheduled downtime. Or even, increase reliability and improve maintainability. Breaking out of the cycle of despair (breaking fixes) and moving towards "world class".

To meet these demands, an ideal guideline is 'Maintenance 5.0'. Supported by 5 drivers, this strategy has shown consistent results and contributed to good companies achieving the operational excellence they so desperately need. The drivers are:

1. Attention to basic services (maintain)
2. The Operator as the first caregiver (maintain)
3. Continued elimination of losses and waste (improve)
4. Planned maintenance (anticipate)
5. Constant training of the team .

If you do these five activities correctly, you will get better performance from your equipment.

Basic services: Cleaning, lubrication, fixing, cracks and gaps. Four groups of services that need to be performed with accuracy and precision. If not, they generate anomalies that, if not resolved at an early stage, propagate and can cause large-scale failures. The multiplier effect is fast and destructive, generating forced failures continuously. It is easier, faster and cheaper to solve the problem when it starts than to wait for its amplified consequences.

A set of pins and bushings replaced ahead of time due to gaps generated by the sand placed together with the grease, a diesel engine that suffered overheating due to lack of additive in the coolant, cylinders and hydraulic valves that do not reach their useful life due to hydraulic oil contamination and even the loss of a machine due to fire due to leaks and excess leaves and branches, all these are just some examples of the forced failures generated by not treating basic services correctly. Operators and technicians need to be made aware of the importance of these precautions, as these basic services are not always given the necessary attention.

The operation as the first caregiver: the correct operation is the first step towards the conservation of the asset. The Operator needs to reach productivity levels by taking good care of his equipment. The maxim always applies: "Good maintenance starts with good operation".

The Operator knows his equipment well and knows when the machine is at full performance, when a loss of function begins to occur and, finally, when there is a total loss of function, that is, when the breakdown occurs . The company needs to have a structured process for listening to what the Operator has to say. And this same process needs to be agile to solve the anomalies it reports. Evolving a little further, the Operator needs to know the cause and effect relationship between the perceived inconveniences to contribute to the maintenance diagnosis.

The operational manager has to understand that, after the operator, the equipment is his main resource. Therefore, it is necessary to take good care of it. Remembering that caring is not necessarily fixing, but being ready for any anomaly that appears, forwarding it to a solution.

Continued elimination of losses and waste: all processes have losses and waste, which need to be known in detail, so that they can be eliminated or reduced. We have losses in equipment or labor or loss of material . The control system needs to be efficient to show where they occur and what the values of these losses are. Thus, indicators for measurements and goals to be achieved can be created. The search for the reduction of losses and waste that, in many situations, channels the work to the analysis of failures, is the paved path for the continuous improvement that leads to an increase in the reliability of the assets.

Planned maintenance: in order to evolve in this item, the challenge is to seek new technologies and use existing ones.

The entry of maintenance data is extensive: a) the on-board sensors that multiply every year; b) inspections carried out by mechanics; c) requests from operators; d) the useful life of the machine that refers to specific services, e ) the history of occurrences. Processing this data is not an easy task for a maintenance analyst and pure maintenance systems are not prepared to cross-reference this data.

We need to evolve towards integrated management platforms that use algorithms and other tools that can organize this huge database and quickly indicate planned tasks to anticipate occurrences. In this new scenario, preventive activities will be individualized. Each asset will have its to-do list prescribed according to what its information indicates. Remote guidance for the work of technicians in the field is already a reality in several companies and should expand in the coming years. As well as the use of devices that help with diagnosis and repairs, with videos showing exactly how to perform the service.

Constant training of the team: It is the people who do things. They invent machines, operate equipment, perform maintenance. There is no limit to training. It has been said: "if you think training is expensive, try not having it". Good training and constant training of the team should be prioritized by managers, using all known models : basic training courses, advanced programs from manufacturers and, mainly, training in the workplace. It should be remembered that the training of a professional, and this applies to all professions, it also depends on itself. Waiting for only the company to provide this training is wasting time.

The implementation of the strategy with maintenance 5.0 leads mechanized operations to excellence, with safety for professionals and competitive cost . Thus, we operate in the keep-improve-anticipate cycle, leaving the break-fix and advancing to the world-class scenario.