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An introduction to the history of maintenance and repairs
Maintenance history has changed over time. In the past, people had an easier understanding of parts and equipment and could usually repair and maintain these parts themselves with enough experience and knowledge. But with the advancement of technology and the complexity of parts and equipment, the need for knowledge and expertise for maintenance and repairs has increased. Currently, many equipments are designed in such a way that only the relevant experts can fully maintain and repair them.
Today, many companies and organizations regularly hire teams of specialists to maintain and repair their equipment. These teams have the necessary knowledge and expertise to diagnose and fix the problems encountered in the equipment, and they also seek to optimize the performance of the equipment so that the company spends less money on subsequent repairs, and in this way, more production time and productivity for The company will be provided.
In the last 30 years, the dynamic world of maintenance and repairs, or NET for short, has undergone more changes than any other field, and these changes have increased the pressure to achieve a work structure with high availability and the ability to control costs. Among the factors that have played a significant role in changing the history of maintenance and repairs, the following factors can be mentioned:
A significant increase in the number and variety of physical equipment of factories, equipment and buildings
Making complex designs
Creating new methods of maintenance and repairs
Attitude towards the organization and responsibilities of maintenance and repairs
Setting new standards
Rapidly growing awareness of the extent of the damage
Increasing importance of environmental issues
Managers and engineers must fully adapt themselves to new ways of thinking and operation in the discussion of maintenance and repairs. At the same time, they must consider the limitations of maintenance and repair systems. In the face of this onslaught of change, managers everywhere are looking for new approaches to maintenance and repairs, they want to avoid the false starts and failed endings that always accompany massive (mostly financial) transformations. They are also looking for a strategic framework so that they can incorporate new developments into a common pattern, evaluate them in a tangible way, and implement those that are likely to have the most value in their companies.
These approaches lead to changes in organizational relationships, equipment and physical assets, analysis of users and equipment, and organization executive people. In addition, it makes it possible to start using new equipment with higher speed, reliability and accuracy.
In the following, the evolution of maintenance and repairs in the last 60 years, i.e. the period before World War II, has been discussed. In those days, industry was not fully mechanized, so downtime was not very important. This means that the prevention of equipment failure was not very important for most of the managers. Also, most of the equipment was simple, yet a lot of it was designed much stronger than needed.
Maintenance and repairs before the industrial revolution
In the past, maintenance was very simple and the main idea of maintenance and repairs was mostly based on the idea that when a device or engine breaks down, fix it, that is, maintenance was only reactive, and this maintenance is corrective or sometimes repair. And it is called emergency maintenance. For most of the management before the industrial revolution, this type of note was very effective and finally, if something broke, the customer had to wait longer for his product. Very few businesses had anything like this maintenance today. One of the few exceptions at the time was the Montgolfier paper and baling mill, which began regular maintenance around 1800, including periodic cleaning of tools. They used every thirty-five days of the year for maintenance.
The growth of maintenance and repairs in the industrial revolution
With the industrial revolution, the role of maintenance became more prominent. The problem was that steam engine boilers would explode, maiming or killing workers. This led to technical and maintenance checks to ensure the boilers were in safe working condition. The German TÜV company was also founded after a major boiler explosion in 1865, and its main goal was to prevent loss of life due to maintenance.
As production became more and more, supply chains became more complex and the variety of products increased. The breakdown of machines led to many problems, including high prices. The idea of repairing machines before they fail emerged and preventive maintenance (PM) (or planned maintenance) was born. Henry Ford, the founder of the Ford factory, used this idea extensively in his factories and also recommended it for his production car. For example, the 1919 Ford Model T manual recommends Nett.
Inspect the gear frequently. Make sure there is no unnecessary slack in the front or rear wheels and that all bolts and nuts are tight. Make any repairs or adjustments as soon as they are discovered, in the order of necessity. This check takes a little time, but it may prevent a possible accident on the road.
It was here that an important challenge arose that there are many failures as a result of work and it may be impossible or at least not financially feasible to prevent all failures. So it is better to avoid only the problems that are more likely to occur, but then you need to know which problems are more likely to occur. The question of what to maintain, how to maintain and inspect, how often to maintain and inspect, which spare parts to store and such things challenge the maintenance process every day.
Jang is the agent of promotion of net activities
War is the main cause of many human inventions, the history of the slogan of maintenance and repairs is no exception to this rule. In fact, the maintenance and repair of aircraft and other equipment became more prominent during the Second World War. In the years after World War II, a set of maintenance terminology emerged. Corrective maintenance appeared in 1957.
Preventive maintenance or MP, not to be confused with preventive maintenance or PM, appeared in 1959. Production maintenance emerged in 1961, when the US airline industry also developed Reliability Centered Maintenance (RCM) type one, for which the general term preventive maintenance is sometimes used instead. There are many differences between the meanings of these terms. The idea of production maintenance came to Japan after World War II. At this time, many of the industrial ideas of the United States fell on fertile ground and improved in Japan. Productive maintenance also became Total Productive Maintenance (TPM) in 1969.
The main driver of this development was Seiichi Nakajima, who learned about production maintenance in the United States and Europe. He developed TPM together with the Japan Institute of Plant Maintenance (JIPM). The same abbreviation is sometimes written as complete preventive maintenance. At the same time, maintenance for most companies was still largely reactive and not very organized. Between 1960 and 1980 maintenance became more prominent and structured.
The war increased the demand for all kinds of goods, while the industrial labor force also fell sharply. This factor increased the mechanization of the industry. In the 1950s, the types of machines became more complex and diverse, which led to the beginning of the dependence of the industry on the machine. As this dependency grew, the focus on downtime became more and more important. This issue led to the idea that equipment failure should be prevented, which itself led to the concept of preventive maintenance and repairs.
In the 1960s, this concept mostly involved performing major repairs on equipment at fixed intervals. The gradual increase in the cost of maintenance and repairs compared to the cost of other activities also caused the growth of maintenance and repair planning and control systems. These systems have greatly helped to control maintenance and repairs. Finally, the amount of capital in fixed equipment plus the rapid growth of capital costs led to thinking about ways to increase the life of the equipment. From the mid-1970s, the process of change in the industry accelerated.
A lesson from the past to improve net
As it was said before, today one of the main challenges of maintenance and repair specialists is not only learning new methods from the history of maintenance and repairs, but also deciding on the necessity and efficiency of each of them for the organization. If a correct decision is made, it will lead to the possibility of improving the performance of the equipment and reducing maintenance costs at the same time. As much effort is made to correctly perform maintenance and repair activities, attention should also be paid to the correct selection of activities. Awareness of this led to an overarching decision-making process known within the aviation industry as MSG3 and outside of it as Reliability-Based Maintenance or RCM Type II.
Now, in almost every field of human activity, RCM is as vital to those responsible for physical assets as accounting is to those responsible for financial assets. There is no other comparable technique to identify the minimum correct and safe activities required to maintain the functionality of physical assets, especially in critical and dangerous situations. Nowadays, there is an increasing recognition in the world of the role of RCCM in formulating a physical asset management strategy and the importance of its correct implementation, which has caused the American Society of Automotive Engineers to publish the SAE Standard JA1011 as a criterion for evaluating reliability-based maintenance and repair processes. do
From an engineering perspective, the management of any physical asset has two components. First, it needs to be maintained and repaired, and it may also need corrective changes from time to time. So, maintenance means “maintaining something”, on the other hand, there is an agreement that to modify means to make a change. Fortunately, today, with native maintenance and repair software and the knowledge base of data exploration of the modern industry, what should be done in order to optimize the processes of maintaining physical assets to the state that its users want is guaranteed.
In the following, we will change the motto of maintenance and repairs and its evolution over time:
سیر تکاملی نگهداری و تعمیرات
Emergency Maintenance
در دهه 1930
Break-downMaintenance
در دهه 1940
Predetermined Maintenance
(Time Based) (Preventive Maintenance)
در دهه 1950
Total Productive
Maintenance
در دهه 1960
RCM
Predictive Maintenance
Preventive Maintenance (Condition Based )
در دهه 1970
Proactive Maintenance
در دهه 1980
RCM II
Reliability Centered Maintenance II
در دهه 1990
PMO & Business
Centered Maintenance
در دهه 2000