It seems like a good idea. Collect as much data as possible during the preventive maintenance (PM) procedure. But what is actually the result? In addition to creating system clutter, it wastes time collecting data that won’t be transformed into actionable information.
An appliance plant was unable to keep up with its PM schedule, and the result was an increase in downtime. The reaction to the downtime was to collect even more data, for example by going into the diagnostics and recording the values. A vicious cycle ensued. You should reserve diagnostic data for their intended purpose.
A newly hired plant engineer trained in lean manufacturing and Six Sigma immediately spotted the problem. His solution was to identify the key performance metrics (KPM) for predicting and preventing failure. PMs were subsequently completed in less than half the previous time, allowing the entire PM schedule to be completed on schedule.
But do you need to collect every KPM during the scheduled PM? No, you can lean out the PMs and improve the value of the KPM data by continuous monitoring combined with a reporting and alarming system. Some examples:
• Power monitoring of major feeders and critical loads.
• Vibration monitoring of critical motors and mechanical systems.
• Temperature monitoring wherever practical.
