Spindle Know-How


The main­ten­ancerepair and over­haul or for short MRO of tech­ni­cal systems, construc­tion elements, devices and opera­ting mate­rial is inten­ded to ensure that the func­tio­nal condi­tion is main­tai­ned or resto­red in the event of failure.

The DIN stan­dard DIN 31051 struc­tures main­ten­ance into four basic measures.

While the terms “inspec­tion” and “main­ten­ance” are summa­ri­zed under main­ten­ance, repair is divi­ded into repair and over­haul wher­eby over­haul also inclu­des improvements.

Objec­ti­ves of maintenance

Main­ten­ance of a trol­ley of a 5‑ton crane

Main­ten­ance can be perfor­med to prevent system fail­u­res. Other aims may be:

  • Incre­ase and opti­mum use of the life­time of plants and machines
  • Impro­ve­ment of opera­tio­nal safety
  • Incre­ase of plant availability
  • Opti­miz­a­tion of opera­tio­nal processes
  • Reduc­tion of disruptions
  • Predic­tive plan­ning of costs

Main­ten­ance is parti­cu­larly important where the fail­ure of tech­ni­cal systems irrever­si­bly dama­ges human life. In such cases, the moni­to­ring of main­ten­ance tasks is usually a sover­eign task the state is respon­si­ble for, e.g. in the case of occup­a­tio­nal safety. Due to the resul­ting costs, the asso­cia­ted safety regu­la­ti­ons are regar­ded as a loca­tio­nal disad­van­tage or advan­tage in global compe­ti­tion depen­ding on the inte­rests involved.

Main­ten­ance today

Machine tools and produc­tion plants have enor­mously deve­lo­ped in recent years in terms of their design and tech­no­logy. There­fore, it beco­mes incre­a­singly diffi­cult to capture the condi­tion of indi­vi­dual compon­ents or assem­blies as modern systems have consi­der­ably more weak points than it was the case with the origi­nal machi­nes. In addi­tion, desi­gners no longer tend to over­si­zing but rather deve­lop space-saving and ligh­ter systems. Howe­ver, a large number of compon­ents also react more sensi­tively to wear and tear as well as defects.

Today, main­ten­ance and repair concepts prima­rily have the purpose of achie­ving the highest possi­ble tech­ni­cal avai­la­bi­lity of the plant. More and more compa­nies aban­don the outda­ted atti­tude that main­ten­ance is only a necessary evil or only a cost driver. The constantly incre­a­sing pres­sure in the compe­ti­tion for quality and produc­ti­vity forces compa­nies to intro­duce main­ten­ance and repair systems in order to avoid unde­si­red system fail­u­res. The inter­nal know-how of the company is extre­mely important.

Know­ledge is one of the most important sources for crea­ting and main­tai­ning compe­ti­tive advan­ta­ges, espe­cially in main­ten­ance. Although the basic struc­ture of a main­ten­ance system is due to stan­dar­di­zed measu­res, a consi­derable degree of expe­ri­ence of employees or persons, who carries them out, will be essen­tial. This is the only way that the time­li­ness of the applied measu­res remains ensu­red. In prac­tice, problems often arise which have not yet been reco­gni­zed by manu­fac­tu­rers. Thus, the employee know­ledge is requi­red to solve these problems and to evaluate the current system states as only someone who is expe­ri­en­ced in using the machi­nes on a daily basis can actually evaluate them.

A company must also consi­der the advan­ta­ges or disad­van­ta­ges of inter­nal or exter­nal main­ten­ance (outsour­cing). Inter­nal main­ten­ance inevi­ta­bly offers the advan­tage that the company’s own know-how about its own machi­nes incre­a­ses over time which would no longer be the case with exter­nal main­ten­ance. When the main­ten­ance work is handed over to main­ten­ance compa­nies, a high level of expe­ri­ence of the employees in using the machine is lost.

Preven­tive maintenance

With the intro­duc­tion of a preven­tive main­ten­ance concept, the following objec­ti­ves are set with regard to plant productivity:

  • Few machine down­ti­mes within one produc­tion time
  • Short repair times of the machines
  • Low impact of machine down­ti­mes on the produc­tion flow

To achieve these goals, howe­ver, it is not enough just to define and carry out main­ten­ance tasks; a smooth spare parts supply is also extre­mely important. Howe­ver, the company should avoid high stocks of spare parts and only store those compon­ents as spare parts that are necessary to main­tain the necessary machine avai­la­bi­lity, or make agree­ments with the plant supplier on the stocking of spare parts. Expe­ri­en­ces such as the orde­ring frequency of certain parts are helpful. Also tele­ser­vice can help to mini­mize downtimes.

Source: German Wiki­pe­dia

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