Effective Preventive/Predictive MaintenanceSee upcoming dates
Learn how to develop and install preventive and predictive maintenance to obtain great results. This course details the key elements of P/PdM maintenance approaches and explains how they positively impact equipment reliability, productivity, and maintenance costs.
Who Should Attend?
- Maintenance supervisors and managers
- Plant managers
- Maintenance and industrial engineers
Executing a Maintenance and Equipment Audit Before Starting Preventive/ Predictive Maintenance (P/PdM)
- Determine your current maintenance productivity
- Establish your current equipment condition and equipment performance (baseline)
- Determine the need for preventive maintenance (PM) and predictive maintenance (PdM)
- Calculate costs and benefits of P/PdM
Determining the Right PM System for Your Plant
- Different types of PM
- PM organization and staffing
- How to determine PM requirements for your equipment
- Equipment cleaning and lubrication
- Equipment inspections, adjustments, and servicing
How to Develop and Install a Good PM System
- The 10-step PM installation program
- How to keep an effective and useful equipment history
- PM work orders/PM checklists/PM reports
How to Plan and Schedule PM and Measure PM Results
- Determining PM frequencies and how to schedule PM
- Time-based or usage-based scheduling
- How to measure PM effectiveness and results
- How to measure and analyze downtime and downtime trends
Predictive Maintenance Techniques, Applications, and Instrumentation
- Elements of PdM (mechanical and electrical)
- Equipment condition monitoring
- Predicting potential equipment breakdowns or expensive repairs
Specific PdM Techniques and Applications
- Vibration analysis/monitoring
- Shock pulse method
- Spectrographic oil analysis
- Ferrographic particle analysis
- Thermography/temperature measurement
- Non-destructive testing (NDT)
- Ultrasonic testing and more
Getting Organized for PdM
- Planning for PdM; the preparatory steps
- Starting with a PdM pilot program
- Scheduling PdM
- Combining PdM with PM for greatest overall effect and least cost
- Organizational requirements
Measuring Results of PdM
- PdM database/data collection
- Costs of PdM (equipment/instruments, labor, and services)
- How to determine PdM benefits and return on investment (ROI)
- Decision factors for in-house vs. contracted PdM
Components of a Well-organized P/PdM Program
- Equipment inventory/numbering system
- Spare parts inventory/forecast
- Sequence of tasks (PM and PdM routes)
- Equipment and maintenance performance indicators and trends
Combining Planned Maintenance, PM, PdM, and TPM for Best Overall Results at the Least Costs
- Custom-making your maintenance system based on your equipment, plant location(s), and plant size
- Selling your solution to management (and getting the budget and management commitment)
- Phased installation for guaranteed results
"Excellent course, excellent instructor. This is definitely one of the best courses I have taken in several years."
—Guadalupe Guerra, Business Systems Analysis, Austin Energy
"Mr. Charles was very knowledgeable and really encouraged participation from the entire group."
—Michael Bosse, Program Manager, URS Washington Division, Caterpillar-Mossville Engine Center
"I've attended several of your courses. I just really enjoy everything about your program."
—George Gooch, Assistant Chief Engineer, University of Michigan
Jeff Oelke oversees the Maintenance and Reliability Certificate offered through the University of Wisconsin–Madison Engineering Professional Development. Mr. Oelke has over 20 years of experience working with manufacturing companies. In addition to a thorough understanding of Lean, Six Sigma, Theory of Constraints and Quick Response Manufacturing strategies, Mr. Oelke has firsthand experience with assembly, metal forming, welding, plastics, printed circuit layout and fabrication, paint and wood products manufacturing processes. Prior to joining Engineering Professional Development, Mr. Oelke was the managing member of the Continuum Management Group, LLC, Richland Center, WI, and the division manager for supplier development at Deere and Company’s Commercial and Consumer Equipment Division. Mr. Oelke possesses MS and BS degrees with concentrations in manufacturing operations and computer hardware architecture. He has been certified as a Six Sigma Black Belt by the American Society for Quality (ASQ).
John Legarski’s industrial background covers 43 years in the manufacturing and industrial engineering fields, along with engineering and operations management. He is currently a Senior Consultant with International TPM Institute and has held positions with the Coleman Company, Deere and Company, Veeder-Root Inc.(Division of Danaher Corp.), Mountain Research Inc., Creative Pultrusions Inc., General Cable Corporation, and the Kellogg Company. He has also received Six Sigma Black Belt training to compliment his manufacturing experience with root cause problem solving techniques and processes. Having been trained in TPEM by Edward Hartmann and also by Japanese Masters in the Toyota Production System, he has successfully taught and implemented TPM and LEAN concepts and techniques in manufacturing and non-manufacturing processes. Educational credentials include the Dean Institute of Technology, Pittsburgh, PA, BSMET degree from the University of Pittsburgh, Johnstown, PA campus and an MBA degree from Saint Francis University, Loretto, PA.
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