*Maintenance and Asset Life Cycle for Reliability Systems DOI: http://dx.doi.org/10.5772/intechopen.85845*

*Reliability and Maintenance - An Overview of Cases*

during 2018 is shown in **Figure 4**.

mentation of the excellence model.

has its own fleet broken down as follows for each type of service. Collecting wastes from hospitals are carried out by using three vehicles equipped with containers and UV light, to ensure crew condition and reduce biological risk. The vehicle fleet has two skid-steer loaders transported by dump trucks for the collection of C&D waste. The organization operates light vehicles (NPR) for transportation of baskets in poor condition for waste disposal. Besides, the vehicle fleet has two series of equipment that allow the provision of collection services for special containers. Both use a lifting system equipped in the back part of the truck which is called lifter. One of the series of vehicles is employed for collection of big containers, whereas another series is used for the collection of buried containers. An availability indicator is generated, based on the data of the information system reports and the work orders of the equipment maintenance activities. All of this for a 30-day operation period

In **Figure 4a**, it is possible to observe the increase in availability of the fleet of light vehicles per quarters during 2018, from 78% in the first quarter to 89% in the fourth quarter showing signs of stabilization. This improvement may be attributed to the reduction of the occurrence of failures, which in turn is the result of the implementation of a preventive maintenance program, and critical maintenance tasks. These availability standards are appropriate for a program of operational excellence. During 2018 one may see that the month having the best behavior in terms of availability was November showcasing a growing trend due to the imple-

Despite the improvement in terms of availability that was evidenced in this study, it is the authors' view to analyze the specific behavior of the fleet vehicles. This is because being an average, the availability of the light vehicles could be

**20**

**Figure 4.**

*Availability indicator for light vehicles per 2018 quarters.*

affected by extreme values. **Figure 5** shows the behavior of each of the vehicles that make up the fleet. The vehicles that have worse average availability are #313 and #416. However, if the growth of the availability of these vehicles is observed, the positive impact of the implementation of the model of excellence can be verified.

To evaluate the impact of the excellence model implementation, availability indicators besides indicators like efficiency must be considered. Next, the data related to the maintenance cost is compared, through the execution of work orders. The amount of orders generated, their typology, and the effective cost paid for these works are taken into consideration.

It is pertinent to mention that each work order carried out carries with it the corresponding audit report, which gives information of the tasks executed in detail, the report of time units, and the quality of spare parts used. These data are essential for the administrative review phases, in case of any type of claim, and verify the agreement with the terms of the contract.

Additionally, the maintenance work of the first 10 months of the year 2018 is analyzed and compared with the same period for the year 2017. A reduction of 5.06% in the sum of the maintenance costs is evidenced. In addition to this, the average cost per work order generated was reduced by 12.94% thanks to the recommendations of good management practices in the processing and management of information (**Table 3**).

## **Figure 5.**

*Availability indicator for critical light vehicles.*


#### **Table 3.**

*Budget execution in maintenance cost 2017 vs. budget execution in maintenance cost 2018.*

In this analysis, an increase of 3.26% is observed. A fundamental part of this increase is due to the optimization of downtime, because with the operational excellence model, preventive critical tasks are programmed and executed in the same time periods of the corrective activities.
