OM0006-Unit-01-Introduction to Maintenance Management Unit-01-Introduction to Maintenance Management Structure: 1.1 Introduction Objectives 1.

2 History of Maintenance Definition of Maintenance Objectives and Functions of Maintenance 1.3 Functions of Maintenance Management Quality Aspects in Maintenance Maintenance Organisation Initial Level Repeatable Level Defined Level Managed Level Optimized Level 1.4 Improving Maturity in Maintenance Organizations Training Strategy Work Management Resources Management Supervisory Review Quality Assurance Subcontract Management

Commitment of the Maintenance Personnel. Verification of Implementation Metrics and Process Improvement 1.5 Dynamics of a Maintenance Organisation Maintenance Management Perspectives Types of Maintenance Preventive Maintenance Shut-down Maintenance Opportunistic Maintenance 1.6 Summary 1.7 Terminal Questions 1.8 Answers 1.1 Introduction Rising inflation and increased competition have brought with them the need for greater productivity, and recent years have seen more emphasis being placed on productivity improvement. Moreover, sophisticated equipment and capital intensive units and plants are being increasingly used to achieve the pre-set targets of higher production and productivity. Reliability and maintainability features are now being incorporated in the equipment designs. Although modern equipment has higher levels of reliability, it is not possible to keep this equipment in an operating condition at all times because failures do occur even in the most reliable equipment.1 It is also true that such sophisticated equipment, and units or plants, tend to have high probabilities of failure since in many cases they incorporate newer, and therefore not adequately proven, technologies and designs. They also consist of a large number of assemblies, sub-assemblies and components. Failure and malfunctioning of these items of equipment result in a loss of production. Loss of production is undesirable because it results in corresponding loss in revenue. Whenever an item of equipment is down and fails to perform its intended function, or performs in an undesirable fashion, it must be restored to a state where it performs satisfactorily. At the same time all necessary action must be taken to keep, or retain, such equipment in an operating condition and also to prevent failures. Resources, such as spare parts, manpower skills, tools, instruments and facilities, such as hangars in the case of

aircraft maintenance, are utilized for accomplishment of the restoration processes and preventive actions. Thus the requirement for productivity improvement has brought about the pressing need for a significant improvement in the management of maintenance of equipment, units and plants. Objectives: After studying this unit you shall be able To Define Maintenance To assess objective and functions of Maintenance To describe Quality aspect of Maintenance To assess key process of Maintenance Management 1.2 History of Maintenance Historically, maintenance activities have been regarded as a necessary evil by the various management functions in an organisation. Enormous costs of maintenance, estimated to be between 15 and 40 per cent of the production costs and the trend towards automation have, however, forced managers to pay more attention to maintenance. The evolution of maintenance can be traced from the days prior to World War II. The attitude of the managers then was to fix the equipment when it breaks. With fewer items of sophisticated equipment around, and hence, the cost of downtime not being high, prevention of equipment failures was not given much attention. Maintenance, in addition to fixing the broken equipment, involved simple activities like cleaning and lubrication. The period after World War II saw the introduction of the word terotechnology which was initially defined by the committee on terotechnology as a combination of management, financial, engineering and other practices applied to physical assets in pursuit of economic life-cycle costs. Due to rising costs and inflation, focus was on reducing downtime of equipment and hence preventive maintenance came into being as an important activity. This period also saw a number of researchers working on operations research models for preventive maintenance. Importance of planning maintenance activities also grew during this period. Overhauls of equipment were planned and scheduled. Systems for managing maintenance were also introduced. The period after 1980 has seen some of the worst accidents in industrial history. Leakage of methyl isocyanite (MIC) from a battery/cell manufacturing unit in Bhopal in India and the threat to the survival of mankind caused by the nuclear accident at Chernobyl in the erstwhile Soviet Union have only made the manufacturing industries and the like realize the importance of maintenance. The attitude of ignorance towards maintenance has increasingly been replaced by one which recognizes maintenance also as a strategic issue in the organisation. Besides high cost, the other factors which contributed to this change

include: environmental concerns, safety issues, and warranty and liability factors, regulatory matters, ageing plant and equipment, drive for cost reduction and the like. To live up to the new expectations demanded of maintenance activities, maintenance programmes have to be developed to ensure that physical assets will continue to fulfill their intended functions at a minimum expenditure of resources. Obviously, maintenance activities which do not contribute to preserving or restoring the intended functions of assets should be eliminated. The need for reliable equipment has also been realized. Techniques such as condition monitoring, neural networks and Markov chains have been used for controlling and managing maintenance activities. 1.2.1 Definition of Maintenance Maintenance is an element of a complete production system. Maintenance, in general, means preserving, or keeping, an item of equipment in a specified operating condition. In case an item of equipment fails it needs to be restored to the same specified operating condition. Maintenance can thus be defined as a set of activities, or tasks, that are related to preserving equipment in a specified operating condition, or restoring failed equipment to a normal operating condition. Performing maintenance activities requires the use of resources such as spare parts, manpower, tools and facilities. The availability and utilization of these resources are of prime importance. The set of tasks or activities that constitute maintenance ranges from simple cleaning operations and lubrication to performing condition monitoring, and planning and scheduling maintenance resources. 1.2.2 Objectives and Functions of Maintenance The objective of any business organisation is to make profits. The objective of maintenance, which is linked to the overall organizational objectives, should, therefore, be to maximize the profitability of the organisation by performing activities which retain working equipment in an acceptable condition, or return the equipment to an acceptable working condition. Performing such activities would obviously extend the useful life of the equipment. Alternatively the objective should be to minimize the costs the labour costs and the material costs as well as the loss in revenue due to loss of production. In summary, the principal objectives of maintenance would be: to control the availability of the equipment, at minimum resource cost; To extend the useful life of the equipment. Modern maintenance management can be considered to be composed of the following functions: maintenance planning; organizing maintenance resources, including staffing/recruiting;

 directing execution of maintenance plan; controlling the performance of maintenance activities; defining processes for performing maintenance; Budgeting. Maintenance planning includes formulating and identifying organisation-wide policies that would help achieve higher maintenance productivity such as: Do we repair the equipment or buy a new one? Do we perform preventive maintenance or corrective maintenance activities? Do we employ full-time repair personnel or should we subcontract work?

Self Assessment Questions 1. _____________ in addition to fixing the broken equipment, involved simple activities like cleaning and lubrication. 2. The attitude of ______________ towards maintenance has increasingly been replaced by one which recognizes maintenance. 3. Maintenance is an element of a complete ___________ system. 4. The principal objectives of maintenance would be to control the availability of the equipment, at minimum ________________. 5. Maintenance planning includes formulating and identifying ___________ policies.

1.3 Functions of Maintenance Management Responsibility for formulating the maintenance policies lies with top management. The top management is also responsible for negotiating and authorizing the service level agreement. Another important task is creation of a master maintenance schedule. This is a statement of maintenance tasks to be carried out in a specified period. Any maintenance activity requires resources. In order to carry out maintenance activities as planned, the maintenance manager needs to organize the required resources and all these resources need to be available in the right quantity and at the right time. If the required resources are not available, then the planned maintenance activity cannot be performed. This will lead to degradation of equipment performance and can also result in its failure. Once the required resources are available, the maintenance activity can be initiated. The maintenance manager should ensure that the equipment is restored to its normal working condition as quickly as possible. This way not only is the downtime cost kept to the minimum but also the resources are utilized effectively. The maintenance manager should track the work to completion. In case the task does not get completed within the estimated time then corrective action would need to be taken to ensure further loss in revenue due to loss in production is minimized. Once the activity is complete, a review by the manager or the maintenance supervisor would be essential to ensure and authorize that the maintenance work has been carried out properly. Other common tasks related to maintenance management include generating reports related to equipment, work and

costs. It also includes activities related to collection and analysis of data related to maintenance and reporting to top management. 1.3.1 Quality Aspects in Maintenance Quality is not absolute but relative. A maintenance activity can be considered to be of high quality if: it restores an item of equipment to its normal working state, without causing any damage to the equipment or to any of its parts; it is initiated on time and the equipment is returned to production at the required time; It incurs not more than the budgeted cost. The above-mentioned conditions can be satisfied only when the maintenance organisation has: skilled and committed repair men available to carry out the required maintenance activity at the required time; the required spare parts in the required quantity; the required tools, instruments and facilities for performing the activity; an appropriate on-the-job training programme for the repair men to enhance their ability to work; A repository of maintenance processes. In general, the need is for a good maintenance organisation. 1.3.2 Maintenance Organisation Maintenance organisation does not mean only the organisation of people in the maintenance department or their reporting structure. It is more to do with the maturity of the maintenance process such that high-quality maintenance activities are performed. An important step in addressing the maintenance management problems is to treat the maintenance task as a process that can be controlled, measured and improved. A process can be defined as a set of tasks that, when performed properly, produces the desired result. An effective maintenance process must consider the relationships of all the tasks, the tools and procedures used, and the skill, training and motivation of the people

involved. To improve the capabilities of the maintenance organisation the following steps8 must be performed consistently: 1. Understand the status of the current maintenance process or processes; 2. Determine if the current process is the desired process; 3. List down required process improvement actions; 4. Plan to perform the required actions; 5. Commit resources to execute the plan. The performance of these steps calls for a process-oriented organisation and such an organisation develops over a period of time as enunciated by the capability maturity model (CMM).*9 The CMM was defined by the software engineering institute (SEI) for software development organizations and it classifies software development organizations into five levels initial, repeatable, defined, managed and optimized. 1.3.3 Initial Level The organisation operates on an ad hoc basis, that is, without formalized procedures, cost estimates and plans. Tools are neither integrated with the process nor uniformly applied. In order to improve performance, organizations at this level need to institutionalize basic management processes, the most important ones being project management, quality assurance and project tracking and oversight. 1.3.4 Repeatable Level Organizations which carry out similar projects with reasonable accuracy with regard to cost and time are at this level. The strength to carry out similar activities stems from the prior experience. However, organizations at this level face risks when presented with new challenges. To reach the defined level, organizations must have dedicated personnel who take care of the development processes.

1.3.5 Defined Level The organisation has a repository or a set of defined procedures for carrying out development work. With this, the organisation achieves the foundation for continuous improvement in processes. The organisation now has capabilities to face new challenges and achieve success. To climb up the maturity level, the organisation has to implement a measurement programme to obtain process feedback. 1.3.6 Managed Level

The organisation has a way by which performance indicators are measured objectively. Targets are set for performance and a plan is made out to achieve the pre-set targets. To reach the highest level on the CMM, the organisation needs to put in place automatic data collection support tools. 1.3.7 Optimized Level The organisation has capabilities to identify the weakest links in the development processes and eliminate/improve them. Since the data collection process is full-fledged, the effectiveness of the process can also be determined. Problems are identified proactively and eliminated. Self Assessment Questions State whether following statement True or False 6. Responsibility for formulating the maintenance policies lies with shop Supervisors. 7. Any maintenance activity requires resources. 8. Quality is not absolute but relative. 9. A process can be defined as a set of tasks that, when performed properly, produces the undesired result. 10. The organisation operates on an ad hoc basis, that is, without formalized procedures, cost estimates and plans. 1.4 Improving Maturity in Maintenance Organizations The key process areas (KPAs) involved in enhancing the capability and maturity of a software organisation. The CMM can be adapted to enhance the capabilities of the maintenance organizations as well. The objective is not to classify the maintenance organizations also into one of these levels. The objective is only to identify the key process areas that would enable maintenance organizations to enhance their capabilities and maturity. A few key process areas can be readily identified in this regard. They are: training strategy; work management; resources management; supervisory review; quality assurance;

 Subcontract management. 1.4.1 Training Strategy Every maintenance organisation should have a suitable training programme for its personnel. The maintenance manager should identify the training needs of his subordinates and get them trained. Individual as well as organisation-wide training programmes should be planned, scheduled and conducted. Training, for example, can be provided on safety and productivity-related issues, usage of modern tools etc. An organisation may not always find suitable people for performing a job. In such a case it is better if some of the available personnel are re-trained on some trades other than those in which they have specialized. For example, a welder may be re-trained to perform a pipefitters job. Most maintenance activities are performed in groups. Coordination within a group is critical to completion of the maintenance task on time. It therefore becomes necessary to train all the maintenance personnel on the aspects of team work. 1.4.2 Work Management Any activity, irrespective of the time it consumes, is not managed if it is not planned and tracked. Every maintenance activity should be planned, scheduled and tracked to completion. This is the responsibility of the maintenance manager. A maintenance activity should be broken down into smaller manageable tasks. This is referred to as the work-breakdown structure. Each of the tasks in the work-breakdown structure should have appropriate resources assigned to it. Resource here means manpower, tools, facilities etc. Also the probable time to complete the tasks should be specified. It would not be appropriate to track every small activity in the work-breakdown structure to completion. The term small activity should be defined by the quality assurance personnel because it varies from one organisation to another. For example, in one organisation an activity that takes only 15 minutes for completion is considered to be small. In some others, such as an oil refinery, a small maintenance activity may take not less than 5 hours. For small activities, a bulls eye chart may be appropriate for tracking work. 1.4.3 Resources Management As mentioned earlier, maintenance activities require resources in the form of spare parts, manpower, tools, instruments and facilities. The required resources should be available at the right time and in the right quantity. Holding resources in excess of requirements is wasteful while non-availability of required resources at the required time is undesirable since this result in loss of revenue due to loss in production. Management of resources is therefore critical to managing the maintenance function. 1.4.4 Supervisory Review Every maintenance activity should be performed under the charge of a supervisor. The supervisors responsibility is to ensure that the required resources allotted for performing

the maintenance activity are available to the repair gang on time and in the required numbers. The supervisor should also guide the repair gang in performing the activity. Once the activity is complete, the supervisor should inspect the equipment in order to ensure that the equipment is performing as desired. The supervisor should also report completion of the activity to the maintenance manager so that the actual costs incurred are logged. 1.4.5 Quality Assurance The quality assurance personnel should be responsible for identifying the optimum route for performing a maintenance activity. They are responsible for collecting data while the maintenance activity is carried out, and for analyzing them in order to come up with improved routes and work processes. 1.4.6 Subcontract Management A few maintenance activities require specialists at the job. Hiring these specialists on a full-time basis, in most cases, is expensive. A better option is to subcontract the work. Like any other internal maintenance activity, subcontracted work should also be managed. The goals of the subcontract management should be to evaluate and select appropriate subcontractors for performing the maintenance activities. Yet another goal would be to verify the correctness of the work performed. The selection of the subcontractor should be planned. The subcontractor manager should select a suitable subcontractor based on a balanced assessment of the capabilities of prospective subcontractors. The assessment of the subcontractor can be done by inviting each to present their capabilities and verification of claims through independent references. The maintenance manager can also visit premises to inspect the capabilities and to get firsthand information. A few more basic areas like maintenance planning and configuration management would also need to be considered. Five important factors need to be taken care of if each of the key process areas mentioned above need to be implemented in the maintenance organisation. These factors have also been borrowed from the CMM. 1.4.7 Commitment of the Maintenance Personnel The repair men need to be committed to perform the maintenance activities. This involves establishment of policies and top management sponsorship. Increasing the ability to perform. Ability of the maintenance personnel can be enhanced by providing them with proper and relevant training, tools etc. List of activities. The repair men should be provided with a list of activities that need to be performed as a part of the maintenance. This is the work order management process. 1.4.8 Verification of Implementation

The supervisor of the repair men should verify the completion/ implementation of the maintenance activity. Feedback on the maintenance activity performed should be given to the concerned repair men. The supervisor should also make use of this opportunity to identify the strengths and weaknesses of the individual repair men and arrange suitable training for them. 1.4.9 Metrics and Process Improvement This is a continuous process. Measurement of maintenance activity can be in terms of percentage of work complete to date, estimated time to complete the work, the maintenance productivity and quality of the maintenance work. Gathering metrics on every maintenance activity helps in estimating the time requirements and also the cost. Self Assessment Questions 11. The key process areas (KPAs) involved in enhancing the capability and maturity of a ____________________. 12. Every maintenance organisation should have a suitable ___________ for its personnel. 13. Ability of the __________________ can be enhanced by providing them with proper and relevant training, tools etc. 14. The selection of the ______________should be planned. 15. Metrics and process improvement is a ___________________. 1.5 Dynamics of a Maintenance Organisation Coordination within the groups is one of the most important factors that determine the effectiveness of any maintenance organisation. Four entities are important as far as the maintenance activities are concerned. They are as follows: 1. The maintenance manager; 2. The quality assurance group; 3. The resources, including manpower, materials and tools; 4. The supervisor group. The maintenance manager is responsible for scheduling maintenance activities. An activity is scheduled (as far as possible during the production windows in the case of preventive maintenance) and initiated depending on the availability of the required

resources. The quality assurance group determines the process of performing the maintenance activity in an optimized manner. The maintenance manager tracks the activity to completion while the supervisor inspects and ensures the activity is carried out properly. As the maintenance activity is carried out, the quality assurance group collects data on the process and analyses them with a view to improving the process. 1.5.1 Maintenance Management Perspectives Kelly has described the dynamics of a production maintenance system considering a large process plant. At any time, an item of equipment or some part of it can be in one of the five following states: 1. The equipment is running and is producing the desired output. Maintenance is carried out while the equipment is running. Since the equipment is in use there is no loss in production while performing this maintenance activity. 2. The equipment is not wanted for production and is available for maintenance. This is called the production window. This maintenance activity also does not incur any loss in production. 3. The equipment is taken out of production for a scheduled maintenance activity. This activity involves simple inspection of replaceable parts. Since the equipment is being taken out of production this maintenance activity results in loss of production. 4. The equipment is in a failed condition. Maintenance is being carried out to restore the equipment to an operable condition. Relatively more time is spent on performing this type of maintenance activity. Since the equipment is not in an operating condition this maintenance activity results in considerable loss of production. 5. The equipment is in a failed condition. Due to shortage of resources the maintenance activity is pending. It can be seen from the above that there are two perspectives of maintenance management: 1. Prevent it from breaking down as in cases (1), (2) and (3); this is called preventive maintenance. 2. Fix it when it breaks as in cases (4) and (5); this is called corrective maintenance. Ettkin and Jahnig have described the work life cycle for the reactive and proactive perspectives. They have divided corrective maintenance into two perspectives reactive and reactive/proactive and have defined preventive maintenance as a proactive perspective. The key distinction among the three perspectives relates to the time interval between the recognition of the need to perform a maintenance activity and the time at which the

activity is actually performed. All the maintenance activities, regardless of the maintenance perspectives, involve the following steps: v planning the maintenance task; v scheduling the maintenance task; v performing the maintenance task; v Evaluation of the performance. The only difference is that of the time interval. In the case of the reactive perspective, the time interval between the recognition and performance is very small as compared to the proactive perspective. The following section describes the preventive, corrective and other maintenance practices followed in organizations. 1.5.2 Types of Maintenance The return of investment on an item of equipment can be maximized by maximizing its availability. Availability of an item of equipment can be defined as the ratio of uptime to the sum of uptime and downtime. When an item of equipment is down it results in loss of production which, in turn, results in loss of revenue. The cost of unavailability, which is an indirect cost, is proportional to the loss in revenue. Performing a maintenance activity requires usage of resources such as manpower, materials and tools. The cost of utilization of these resources is a direct maintenance cost. The total maintenance cost is the sum of direct maintenance costs, consisting of labour costs, material costs and direct overheads, and indirect maintenance costs, which are primarily due to loss of production. As the level of performing maintenance activity increases, the direct costs increase. Also the indirect costs resulting due to failure decrease. Just as there is a trade-off between inventory holding costs and the reordering costs, there is a trade-off between the maintenance costs and their benefits. The level of maintenance activity to be performed is obviously the one where the total cost is minimal. There is rarely any organisation where only one type of maintenance is used. Most situations warrant a considerable mixture of maintenance types. 1.5.3 Preventive Maintenance Preventive maintenance is a proactive activity. This is an approach developed to reduce the likelihood of the failure of critical equipment to the minimum possible. The intention is to detect potential failures early, make changes and prevent failures. This approach to maintenance becomes essential for any equipment where there are serious dangers to life should a failure occur, for example, in the case of nuclear submarines. If personnel who operate and maintain the nuclear power plant of the submarine make serious mistakes, the ship and its entire crew are in mortal danger. The preventive actions under such a situation would be to:

 Train all the personnel in their own jobs; Audit the personnel so that they demonstrate satisfactory performance to their job standards; Inspect each ship and each operation to ensure that every procedure and method is properly understood and executed; Report deviations to the admiral-in-charge, and the commanding officer must promptly report on the corrective actions; Analyze even the most trivial errors to determine what went wrong. These activities can prevent serious errors from occurring. This approach to maintenance is also important in highly automated plants, such as car assembly, power plants etc., where the cost due to loss in production is very high. Planned activities are carried out and the main functions are: inspection of critical parts of the equipment; servicing, which includes lubrication, adjustment and similar activities; Replacement of worn-out parts. Primary objectives of this approach to maintenance are to: Increase the life of critical equipment by preventing failures; Detect the onset of a failure. These objectives give rise to the following methods of performing preventive maintenance activities: fixed-time maintenance; Condition-based maintenance. Fixed-time maintenance is that activity which involves inspection of critical parts of the equipment after a fixed time interval, and replacement of those which are worn out. The fixed time should not be based on the calendar units but should be based on a fixed number of running units such as kilometers, hours etc. or after generation of a fixed cumulative output. For example, the level of distilled water in the battery of an automobile is checked after every 1000 kilometers and the brush ploughs of a grinding mill should be replaced after every 500 hours of running. This type of maintenance activity is applicable only for those items which exhibit a time-dependent failure

mechanism. Condition-based maintenance is also known as predictive maintenance. This approach is designed to detect the onset of a failure. It is an appropriate option for preventive maintenance when the following conditions apply: Prevention of failure is not technically feasible, or how the failure can be prevented is not yet known, which the case is when the event leading to failure occurs in a predominantly random manner. A parameter, which can be measured either visually or by other means, correlating to the onset of failure has been identified. For example, the solidification of the lubricant is an indicator of the machines wearing condition. It is possible to identify a value of that parameter when action may be taken before full failure occurs, such as the setting of warning limits for the Solidification of the lubricant. The costs involved in condition monitoring may vary widely. A simple case of condition-based maintenance is the visual examination of the brake pads of an automobile, checking for leaks in fuel-carrying pipes, cracks in the structure of a building etc. This method of condition-based maintenance is inexpensive. Along with inspection, the maintenance personnel can also collect data which can be used as inputs by other methods of condition-based maintenance procedures. Complex situations require sensors and other high-tech tools to monitor the vibrations, shock pulses etc. Techniques such as oil analysis, analysis of acoustic emissions, eddy currents, ultrasonic waves and thermographs also help monitor the condition of the equipment. Detailed analysis helps in detecting an impending failure. These methods, on the other hand, are expensive. In some situations it is possible to carry out some preventive maintenance activities while the equipment or plant is running. This type of maintenance is called running maintenance. The obvious advantage of carrying out running maintenance is that there is no loss in production. Running maintenance is normally carried out in situations where there is no threat to the life of the maintenance personnel. Corrective Maintenance Corrective maintenance, generally occurring in the form of breakdown maintenance, is a reactive activity and is performed when an item of equipment is not in an operating condition or is operating at a level below its rated capacity. Corrective maintenance activities are also performed when condition monitoring indicates onset of a failure. Since condition monitoring gives sufficient warning of an impending failure it becomes easy for the maintenance manager to plan a corrective activity at a later time. This is a proactive-reactive approach to maintenance and results in the following tasks: repair of failed parts of the equipment; replacement of failed parts with new ones, if repair is not economical. With this kind of maintenance policy, the maintenance-related costs are usually high for the following reasons: The time required is usually much higher than other maintenance types because the cause of failure has to be identified, and then the parts have to be repaired or replaced. Damage is caused to other equipment as a consequence of failure. There is a cost due to loss in production. In organizations where there are very few production windows, corrective maintenance is predominant. Although, as mentioned earlier, the time required to perform this activity is

much higher than the preventive actions require, this can be reduced considerably if the organisation has all the maintenance procedures and systems in place. Trained maintenance personnel also have a role to play in reducing the maintenance time. Once an item of equipment fails, the maintenance department personnel attempt to detect the cause of the failure. The cause is usually recorded for future analysis and corrective actions are prescribed. Depending on the availability of resources, criticality of the equipment and the priority, corrective maintenance work is scheduled and carried out. If the priority is high or alternatively if the equipment is critical, an emergency maintenance is carried out. The work is deferred to a later date if the priority is low or the equipment is not so critical. 1.5.4 Shut-down Maintenance Shut-down maintenance can either be a preventive activity or a corrective activity. Minor repairs which cannot be performed while the equipment is running, as well as major repairs and overhauls, are carried out after the equipment or plant is shut down. 1.5.5 Opportunistic Maintenance The maintenance work that is carried out is not directed at the primary cause of failure of the equipment or shut-down. When a maintenance activity is carried out on an item of equipment there exists some opportunity to inspect, repair and replace certain other parts of the equipment. This approach to maintenance is called opportunistic maintenance. The types of maintenance discussed in this section will help top management decide on questions like: should we carry out preventive actions? Or should we fix the equipment when it breaks? As mentioned earlier, most situations in organizations warrant a mixture of maintenance types. While we know that prevention is better than cure, we also realize that failures are unavoidable. Whatever be the choice of the maintenance policy, it should be closely associated or integrated with the resources management function. The next chapter describes a few resources management techniques. Self Assessment Questions State whether the following statement True or False 16. Five entities are important as far as the maintenance activities are concerned. 17. The maintenance manager is responsible for scheduling maintenance activities. 18. The cost of utilization of the resources is a indirect maintenance cost. 19. Shut-down maintenance can either be a preventive activity or a corrective activity. 20. The maintenance work that is carried out is not directed at the primary cause of failure of the equipment or shut-down.

1.6 Summary Until recently, maintenance of plant and machinery was a thankless job and the maintenance function was considered a necessary evil. From this state, it has now come to be accepted as an important function one of strategic importance particularly in the capital-intensive continuous-process industries such as power plants, nuclear power generating stations, chemical and fertilizer plants, and integrated iron and steel works. This transformation has taken place in about 40 years and has brought about automation and increasing sophistication of plant and equipment, and has been hastened by the fact that the loss of one hour of production is much more expensive today than it ever was before. Plant and equipment availability is of paramount importance and effective management of the maintenance function goes a long way in ensuring the attainment of the objective of maximization of availability 1.7 Terminal Questions 1. Write a note on History of Maintenance. 2. Explain Objectives and Functions of Maintenance. 3. What are the steps involved in Maintenance Organisation. 4. Discuss Dynamics of a Maintenance Organisation. 5. What are the features of Preventive Maintenance? 1.8 Answers Self Assessment Questions 1. Maintenance 2. Ignorance 3. Production 4. Resource Cost 5. Organisation-wide 6. False 7. True 8. True

9. False 10. True 11. Software organisation 12. Training programme 13. Maintenance Personnel 14. Subcontractor 15. Continuous Process 16. False 17. True 18. False 19. True 20. False Terminal Questions 1. Page 2 Part 1.1 2. Page 3 Part 1.1.2 3. Page 6 Part 1.2.2 4. Page 10 Part 1.4 5.Page 11 Part 1.4.3 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-02-Business Maintenance
Unit-02-Business Maintenance Structure: 2.1 Introduction Objectives 2.2 Man Power 2.3 Spare Parts Statistical Inventory Theory Models Inventory Costs How Much to Order? When to Order? Selective Inventory Control Procedures Manufacturing Resource Planning The Bill of Materials Master production Schedule Inventory Status File Requirements Pegging Rescheduling Process 2.4 Tools and Facilities 2.5 Effect of Maintenance types on Resources 2.6 Summary 2.7 Terminal Questions

2.8 Answers 2.1 Introduction For performing any maintenance activity resources are required. Important among these are maintenance materials (spare parts), manpower, tools and facilities. In this study the characteristics of the maintenance resources are discussed. Techniques used for managing the maintenance resources are also discussed. An important issue in manpower is that of determining the optimal number of skilled repair workers. Queuing models, which utilize the theory of minimizing the total cost of unavailability and labor, can be used to determine the optimal number of welders, plumbers etc. Queuing models and simulation have been used also for determining the optimal number of tools and facilities such that the maintenance costs are minimized. The procedures used are similar to those used for determining the optimal number of repair gangs required for carrying out maintenance activities. Objectives: After studying this unit you shall be able To explain the characteristics of the maintenance resources To define techniques used for managing the maintenance resources To assess comparison of the available resources management techniques 2.2 Man Power Almost all the maintenance activities require skilled personnel and most of the activities require more than one skill such as welding, fitting, rigging etc. A Maintenance job is usually performed by a repair gang or repair crew consisting of an optimal mix of skilled workers. However, not all skills are required for the same amount of time. For example, a maintenance job may require the services of a welder for just about an hour whereas the same job may require a fitter for more than four hours. The disadvantage of assigning a maintenance job to a repair gang or crew is that the manpower utilization within the gang is not effective. One solution to this problem would be to schedule individual workers rather than repair gangs. An important issue in manpower is that of determining the optimal number of skilled repair workers. Queuing models, which utilize the theory of minimizing the total cost of unavailability and labor, can be used to determine the optimal number of welders, plumbers etc. The usage of the models, however, requires some knowledge of the rate of failure (called arrival rate) and the repair distribution. Historically, simulation techniques and queuing models have been used for determining the optimal number of repair gangs required to be deployed in a system. Basker, Manan

and Husband have used the Monte Carlo simulation technique to determine the optimal number of repair workers required to perform the maintenance activities in a shop comprising a finite number of identical machines. Barnett and Blundell have used the Monte Carlo simulation technique to optimize the number of repair gangs and the size of the repair gangs given that the maintenance jobs generate demand for repair workers from three different trades mechanics, electricians and pipe-fitters. The objective is to determine the number of repair workers needed to constitute a repair gang, and the number of repair gangs required such that the total costs (sum of labor cost and downtime cost) are minimized. Newman and Brammer and Malmborg have utilized a material requirements planning/bill of materials approach to manage the manpower resources. 2.3 Spare Parts The spare parts (maintenance material) problems have been traditionally approached in three ways: 1. Using the statistical inventory theory models; 2. Using selective control procedures along with some heuristics; 3. Using the material requirements planning/manufacturing resources planning (MRP/ MRP-II) technique. 2.3.1 Statistical Inventory Theory Models 2.3.1.1 Inventory Costs Every organization keeps spare parts so that defective and worn-out parts of equipment can be replaced. By holding spare parts in the inventory the funds of the organization are tied up which could have otherwise been invested in other activities. Maintaining the spare parts in a store also incurs some cost, on the other hand, not having the required spare part results in a stock-out cost. In addition to the holding and stock-out costs, there is also a cost of ordering a re-supply of spare parts. The objective of spare parts management is therefore to minimize the total of inventory holding, stock-out and ordering costs. In general, two basic questions need to be answered: How Much to Order? When to Order?

2.3.1.2 How Much to Order? Several models have been developed based on the principle of minimizing the total inventory costs. These models help determine what has been traditionally known as the optimum order quantity. The following is an illustration of a basic inventory model which takes into account the holding and the ordering costs. The total inventory cost TIC = the holding cost + ordering cost. Let Q be the ordering quantity. Then the holding cost is given by where p is the unit price of the item and r is the annual stockholding rate related to the stock value. If the annual demand for an item is D, then the number of orders to be placed is given by The ordering cost is, therefore, where c is the cost per order. Thus The minimum of TIC can be obtained by differentiating the above equation with respect to Q and equating the resulting derivative to 0. Thus, we have If The annual demand D for an item is 8000 units The cost of placing an order is Rs. 100.00 The unit price of the item is Rs. 8.00 The rate of interest is 20 per cent annually Then the optimum order quantity, obtained by utilizing the above equation for Q, is 1000. 2.3.1.3 When to Order? An order placed with a vendor for re-supply of spare parts takes some time to get filled. During this period, this is referred to as the lead-time, the demand for spare parts resulting from the need to perform maintenance activities needs to be satisfied. The maintenance manager must make sufficient provisions to take care of demand during the lead-time because the cost of stock-out is undesirable in any situation. This provision normally takes the form of safety stock which is determined based on the service level. The service level is defined as the probability of not having a stock-out situation. The complexity of the problem lies in the fact that neither the demand nor the lead-time is constant. Mathematical models are however available to determine the timing of placing an order taking into consideration the characteristics of the demand during the lead-time as well as the lead-time itself.

Self Assessment Question 1) Maintenance job is usually performed by a _____________or repair crew consisting of an optimal mix. 2) Several models have been developed based on the principle of minimizing the total _____________. 3) Every organization keeps spare parts so that defective and ___________ of equipment can be replaced. 4) _______________ and queuing models have been used for determining the optimal number of repair gangs. 2.3.2 Selective Inventory Control Procedures The statistical inventory control techniques require that each item, irrespective of its criticality, be given equal importance. The re-order quantity, the safety stock and the minimum and maximum inventory levels require to be determined for each of the items in the stores. During the days when computers were not available, paying equal attention to all the inventory items was not feasible. Instead effort was concentrated on a few expensive and fast-moving items. Items were categorized into homogeneous groups based on their characteristics. This is the principle of the selective inventory control procedures. Several procedures for classifying items into homogeneous groups are available, a few of which have been listed. Technique Description ABC Pareto rule VED FSN HML SDE Table 2.1 Most applications found in the literature make use of a combination of selective inventory control procedures because classification or categorization of items based on just one criterion is inadequate for managing the maintenance materials. The following paragraphs describe some of the applications involving a combination of selective inventory control procedures. Ramani and Krishnan Kutty have utilized an ABCVED classification technique where not only the annual value of usage of the part is taken into account but also the criticality of the part is given importance. By this method the spare parts are classified into nine Basics Of Formulation Annual usage value of the parts Vital, essential and desirable Criticality of the parts Fast, slow and non-moving Usage rate of the parts High, medium, low Unit price of the parts Scarce, difficult and easy to procure Procurement lead-times

categories. For each of the nine categories, a range of service level is specified. A reorder point-order quantity technique is used in conjunction with this method for replenishment of parts. There are several ways by which the criticality of a part can be defined. A part may be classified as a critical part if the consequence of running out of stock is severe. In other words, a part may be called critical if the loss of production caused by non-availability of the part is very high. If a substitute part is readily available then the part may be less critical. Duchessi, Tayi and Levy have utilized a two-dimensional classification method. The first dimension, which makes use of the ABC classification criteria, takes into account the annual usage value Bi of the part i and is given by where Ci is the price of the part and Di is the total annual demand. The second dimension makes use of the criticality aspect of the spare part and is based on the revenue lost due to loss in production (Mi) which is given by where pi is the downtime cost per unit time per failure involving the concerned part, It is the time required to replace or repair the part, fi is the number of failures per unit time involving the part i, and Ni is the standard deviation of the downtime cost (E denotes expectation). Saha and Mohanty have developed a spare parts stocking policy with an objective of minimizing the downtime of critical equipment. A three dimensional classification technique has been used for the purpose. The first dimension utilizes a VED classification methodology, which categorizes the spare parts into groups based on their criticality. The second dimension uses an SDE classification, which is based on the procurement leadtime while the third dimension makes use of the FSN classification (usage rate). The stocking policies for each of the 27 categories are determined using heuristics. For instance, the stocking policy for a spare part in the V/S/F category is 2.6m where m is the maximum quantity of parts requested at any time. MUSIC-3D, the multi-unit spare inventory control, makes use of a combination of ABC, VED and the SDE classification procedures which results in eight categories of items as shown in table 2.2. These eight categories have been formed by taking only two categories in each of the three dimensions. For example, in the categories formed on the basis of lead-times are long lead-time and short lead-time, while the categories formed on the basis of criticality of the parts are critical and non-critical. The two categories formed on the basis of sales value are high sales value and low sales value. Although the selective control procedures make the managing of the multiple inventory items easier, it should be noted that most of the classification criteria are subjective. Moreover, statistical inventory control models or heuristics are utilized to determine the ordering parameters such as the order point and the order quantity.

Table 2.2 2.3.3 Manufacturing Resources Planning The manufacturing resources planning (MRP-II) technique has been used widely for managing production resources. MRP-II possesses two basic characteristics which go beyond the closed-loop material requirements planning (MRP). It is an operations as well as a financial system. It is also a system simulator. This section provides a brief overview of the closed-loop technique. Later in this section, some applications involving management of maintenance inventories are also discussed. As mentioned earlier in this section, any manufacturing organization would want to have the following questions answered: How much to order? When to order? Both these questions are also answered by the MRP technique. In addition to this, the application of MRP is also very simple. The central idea of MRP is to time production/acquisition of batches of parts/components so that they are available as they are required in assemblies. The technique is based on the principle of dependent demand. The demand for an inventory item is termed dependent when it is directly related to, or derived from the demand of another inventory item. Figure 2.1 shows the components of MRP. It consists of a master production schedule, a bill of materials file, an inventory status file, a logic processor and a capacity planning subsystem. The components in the diagram have been described briefly, 2.3.3.1 The Bill of Materials The bill of materials defines how one or more items are brought together to make up another item. The components can either be manufactured in the shop or can be boughtout items, in a raw, semi-finished or finished form. Figure 2.2 shows the bill of materials for a petrol engine. The bill of materials indicates that the engine consist of three subassemblies the piston assembly, the crankshaft assembly and the cylinder assembly. The piston assembly, in turn, is made up of the piston, the piston rings and the bearings. The bill of materials, in general, defines the constituents of an end-item. It can also be considered to be an assembly definition. An end-item is an item at the highest level of hierarchy in the bill of materials. As seen in the figure, the petrol engine is an end-item. All other constituents of the petrol engine are referred to as items. The immediate

predecessor of an item is called the parent item. The piston, for example, is an item whose parent is the piston assembly. In addition to defining the relationship between items, the bill of materials also indicates the quantity of an item that goes into making a parent item. As seen from Figure 2.2 two bearings (indicated in parenthesis) go into the making of a piston assembly. The bill of materials also carries with it some other information such as whether the part is bought out or is manufactured within the organization. The MRP technique uses the bill of materials for computing the requirements through a process called explosion or desegregation.

Figure 2.1

Figure 2.2 Every item in the bill of materials is given a number or code such that no two parts have the same number. This includes raw materials, semi-finished and finished parts. There may be a case where an item is used in two different end items. Also, it may so happen that the items are used at two different levels. The requirement at one level is computed first before proceeding to the next level. In order to make the computation of the requirements easy, level codes are assigned such that identical items used in different end-items are maintained at the same level. 2.3.3.2 Master production Schedule A master production schedule is a statement of production of end-items for a given planning horizon. It states what end-items need to be produced and how many needs to be produced in a month or week. The master production schedule is constrained by the production plan, which is a budget set by the management. The master production schedule indicates the quantity of items to be produced in a given period. The quantity of all the items to be produced in a given period must equal the quantity budgeted in the production plan as shown in Table 2.3. The priorities for the production of items specified in the master production schedule are set by the sales plan. As shown in Table 2.3, the top management has budgeted 6 tones of carbide tools to be produced during the year. Since the demand for carbide tools is all through the year, this can be broken down into 12 production months. This would mean that 0.5 tones of tools need to be produced every month on average. This is further broken down into a schedule for specific variants of carbide tools such as SPAN 50, TPAN 75 and CPAN 75 that need to be produced. The total weight of the variants scheduled for production during the month when totaled equals the budgeted weight as shown in Table 2.3.

Item code Jan Production Plan Carbide 0.5 Tools Master Schedule SPAN 50 0.2 TPAN 50 0.2 CPAN 50 0.1 Table 2.3

Feb Mar Apr May Jun Jul

Aug Sep Oct Nov Dec

0.5

0.5

0.5

0.5

0.5

0.5

0.5

0.5

0.5

0.5

0.5

0.3 0.1 0.1

0.2 0.1 0.2

0.3 0.1 0.1

0.4 0.0 0.1

0.2 0.1 0.2

0.3 0.1 0.1

0.3 0.1 0.1

0.3 0.1 0.1

0.3 0.1 0.1

0.3 0.1 0.1

0.3 0.1 0.1

2.3.3.3 Inventory Status File The inventory status file contains up-to-date information about all the materials stocked in the stores. The file is kept up to date by posting the transactions which take place as a result of a receipt or issue of parts into and out of the stores. In general, the inventory status file maintains the following data for every item: Quantity on-hand. Quantity on order.

In addition to the stock data, the inventory status file also contains the planning factors such as the procurement or manufacturing lead-times, the batch sizing policy, the safety stock, the scrap allowances etc. 2.3.3.4 Requirements Pegging

Explosion is a process concerned with generating gross requirements. For audit purposes, it becomes necessary to trace the demand for an item to its source and this process is referred to as pegging. 2.3.3.5 Rescheduling Process Scheduled receipts are orders which have already been released to the shop floor or to the vendors. The scheduled receipts are taken into account while computing the net requirements. In some cases, materials on order may be received earlier than the due date while in some others the scheduled receipt may not be expected to be in the stock on time. This uncertainty may result in rescheduling of the receipts. Self Assessment Questions State whether following statement True or False. 5. Scheduled receipts are orders which have already been released to the shop floor or to the vendors. 6. The inventory status file will not contain up-to-date information about all the materials stocked in the stores. 7. The statistical inventory control techniques require that each item, irrespective of its criticality, not be given equal importance. 8. A master production schedule is a statement of production of end-items for a given planning horizon. 9. The bill of materials defines how one or more items are brought together to make up another item. 2.4 Tools and Facilities Queuing models and simulation have been used also for determining the optimal number of tools and facilities such that the maintenance costs are minimized. The procedures used are similar to those used for determining the optimal number of repair gangs required for carrying out maintenance activities. 2.5 Effect of Maintenance Types on Resources As mentioned earlier, in the case of a proactive perspective the maintenance activity is planned and the timing is also determined well in advance. Activities such as fixed-time maintenance enable managers to determine the exact number of parts required. The manpower requirement is also known precisely. This is a deterministic situation.

In the case of a reactive perspective, the maintenance activity is neither planned nor scheduled in advance. Since failures occur randomly it becomes difficult to predict the resource requirements. If a failure occurs and the required resources are not available to restore the equipment to a working state the equipment is kept waiting in the repair queue. As per the definition of maintenance, this happens to be an undesirable situation and should be avoided. In order to reduce the impact of failures on the profitability of the organization the following techniques are usually adopted: Increase the number of maintenance personnel. Build-up spare part inventories and tools. Use standby equipment. In some cases cannibalization is also practiced. Consider a situation where two identical items of equipment have failed due to different failure modes. If the equipment is critical, then the immediate requirement would be to restore at least one of the items of equipment to a working state, if not both. If the required maintenance materials are not available in the stores then one option available is to replace the failed parts of one with the working parts of the other failed item of equipment. This approach to maintenance is called cannibalization. Managers in some organizations carry out cannibalization as a last resort in order to meet the production requirements. Cannibalization, however, does not reduce the number of inoperable parts, and if manpower is a constraint, cannibalization can lead to severe control problems at a later time. 2.6 Summary The problem of management of maintenance resources has been discussed. The basic purpose of this study is to provide the necessary background and present in a proper perspective the need of the development of an MRP based technique for the management of maintenance resources. The technique should be able to take into account preventive, condition-based, and corrective maintenance activities (and not just one of them). This perspective has been created by initially discussing the various types of maintenance resources and their characteristics, and the various models and techniques which are commonly used, namely, statistical inventory theory models and selective control approaches for multi-item inventories for spare parts planning and queuing theory and simulation for manpower planning. Statistical inventory theory models and techniques for selective control have been discussed in detail, explaining the commonly used methods and discussing the work done by researchers working in the area of spare parts management. Selective control procedures, such as the use of ABC and VED classifications, have been used by industries for spare parts planning. There are some

fundamental problems encountered in the use of selective control techniques for spare parts management and these are as follows: Such classification is always rather subjective and this is more so in the case of spare parts. Classifying spare parts into homogeneous groups using a classification scheme is difficult since different types of spare parts require different classification schemes. For example, ABC and FNS are more appropriate for standard spares such as pulleys, belts, chains, sprockets and bearings, whereas VED and SDE may be more appropriate for special spare parts (ones which are used on particular equipment). For spare parts, classification, or categorization, based on just one criterion is adequate. In these cases as well, statistical inventory control models, or heuristics, are utilized to determine the ordering parameters, such as the re-order point and order quantity, and these models have their own shortcomings. For the above reasons, researchers have suggested the use of multidimensional classifications, such as ABCVED, ABCFSN, VEDSDEFSN and ABC VEDSDE. Such classification schemes, in turn, give rise to a large number of classes of spares with each class having its own planning and control parameters. 2.7 Terminal Questions 1. Explain Man Power. 2. Define Statistical Inventory Theory Models. 3. Explain Master production Schedule. 4. Summarize Bill of Materials. 5. Briefly summarize effect of maintenance types on resources. 2.8 Answers Self Assessment Questions 1. Repair gang 2. Inventory costs 3. Worn-out parts 4. Simulation techniques

5. True 6. False 7. False 8. True 9. True Terminal Questions 1. Refer 2.1 2. Refer 2.2.1 3. Refer 2.2.3.2 4. Refer 2.2.3.1 5.Refer 2.4 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-03-Work Management & Identification

Unit-03-Work Management & Identification Structure: 3.1 Introduction Objectives 3.2 Functional Requirements Equipment Maintenance Function Work Order Management Function Inventory Management Function Vendor Management Function Subcontractor Management Function General Information Systems Specifications 3.3 Work Management Process 3.4 Summary 3.5 Terminal Questions 3.6 Answers 3.1 Introduction Our goal is to establish excellence in Work Management. To fully understand the breadth of Work Management it is important to understand what Work Management is. Work Management A deliberate process in which a scope of work is identified, selected, planned, scheduled, executed, closed and critiqued. Scope of work includes maintenance, production, waste management, projects, and R&D activities. The Work Management process requires the full support of the entire organization (e.g., Operations, Engineering, Planning & Scheduling, Maintenance, etc.).

Objectives: A maintenance management information system must help you to Schedule the Maintenance activities. Plan procurement of resources, hiring of subcontractors and arranging facilities. Optimally utilize maintenance resources. Report on the performance of the overall maintenance system using standard indicators. 3.2 Functional Requirements Before designing the information system, the scope of the system should be clear. The functional requirements of the information system should be gathered first. Requirements can be gathered by interviewing the prospective users or circulating questionnaires. A maintenance management information system, at the least, should have the following functions, 1. Equipment maintenance function. 2. Work order management subsystem. 3. Inventory management subsystem. 4. Vendor management subsystem. 5. Subcontractor management subsystem. 3.2.1 Equipment Maintenance Function The equipment maintenance function needs to perform the following: 1. Store maintenance data including failure and repair data. 2. Update data when a failure or preventive maintenance activity is initiated and completed. 3. Schedule preventive maintenance work. 4. Predict failures to a chosen level of confidence. 5. Plan maintenance work ensure materials, manpower and tools would be available. 6. Track overall maintenance function performance.

7. Produce reports as desired by the maintenance manager and top management. 3.2.2 Work order management subsystem The work order management function is required to perform the following: 1. Create maintenance requests. 2. Convert critical maintenance requests into work orders. 3. Generate work orders for preventive and corrective actions. 4. Schedule work visually, covering manpower, materials and tools. 5. Track maintenance costs. 6. Track status of work in progress. 7. List pending work. 8. Plan capacity. 9. Produce reports as desired by the maintenance manager and top management. 3.2.3 Inventory management function The inventory management function has to do the following: 1. Store and maintain inventory data including skills and tools. 2. Update materials inventory data as and when an issue or receipt of materials occurs. 3. Alert the maintenance manager to place orders for materials as planned and in the required quantity. 4. Track utilization of manpower, tools and facilities. 5. Track status of manpower, tools and facilities. 6. Schedule release of planned orders (materials). 7. Print reports as desired by the maintenance manager and top management. 3.2.4 Vendor management function The vendor management function needs to perform the following:

1. Maintain vendor information. 2. Devise metrics for evaluation of vendors. 3. Produce reports as desired by maintenance manager. 3.2.5 Subcontractor management function The subcontractor management function must: 1. Maintain data related to subcontracts. 2. Organize skills provided by subcontractors. 3. Track progress of subcontracted work. 4. Track quality of subcontracted work. 5. Print related reports. 6. Track cost. 3.2.6 General Information Systems Specifications The general information systems specifications need to perform the following: 1. Make on-line data entry. 2. Validate data entry. 3. Cater for three levels of users administration, top management and middle management. In order for a system to be efficient, each level of management needs to have access to the required information and should be able to extract the data which is needed. Self Assessment Questions State whether the statement is true or false. 1) The subcontractor management function must not maintain data related to subcontracts. 2) The work order management function is required to perform Plan capacity. 3) The equipment maintenance function needs Schedule preventive maintenance work.

4) General information systems specifications will not validate data entry. 5) The vendor management function needs maintain vendor information. 3.3 Work Management Process These steps to be followed in work management process are: Identify the work that needs to be performed; Select the specific work that will be planned; Plan that work; Schedule the work for performance; Execute the work; Close the work item after completion; and Critique the planning, scheduling and performance of the work that has been accomplished. Identify Work Concept This element describes the processes and tools put in place that determines the work that a contractor performs. At the top-level these processes and tools include the contract with DOE and management programs committed to by the contractor to execute the statement of work and requirements in the contract. On a day-to-day basis, they would entail routines used to monitor attributes important to mission execution, safety and protecting the environment.

Mechanics
The contract between DOE and the contractor provides the top-level mechanisms for work to be identified. The statement of work in the contract provides a description of the mission-related work that DOE expects to be performed. Each year DOE and the contractor review the contract and the progress of work as part of the annual budget process. The statement of work, requirements stated in the contract and the annual budget process form the top-level means of identifying the work that will be performed. Contractors develop management programs to execute much of the work of contracts. A number of these programs are mandatory; other programs may be developed by the contractor in furtherance of contract execution. Whether mandatory or voluntary on the

part of the contractor, these management programs provide one of the primary paths for work to be identified. Work is also identified on a daily basis. Workers are encouraged to be vigilant in monitoring facility conditions for system or equipment problems. On-going assessments or reviews may identify the need for corrective actions, changes, or improvements. The discovery of new information may result in the need for additional research and development or design changes to existing systems and equipment. The identification of work is, therefore, a continuous process.

Management
The annual budget process provides contractor and DOE management the resources to manage the work that is identified for further planning and execution. This process compares the work accomplished and that which remains to the funding that DOE believes will be available to execute work in the coming years. From this process the work to be planned and executed in a given year is identified, at a high level. Program and project plans are updated with the information developed during the annual budget process. In furtherance of management programs, contractors often put routines in place. These routines can include Technical Surveillance Requirements/ Limited Condition of Operations TSR/LCO surveillances, operator rounds, environmental monitoring, and similar repetitive procedures. Routines are executed to monitor equipment, system and environmental parameters. They provide the opportunity to proactively manage the identification of emergent work. Additional management tools that are used in the work identification process also support other elements of the work management process. These include work requests, which are initiated by personnel who identify work that needs to be performed to allow the work item to be entered into a work management system. Work management systems are put in place by contractors to collect work requests into a single place; they provide a method to track, prioritize and coordinate the management of several categories of work. The schedule is also a tool that ensures that work is properly identified. Select Work Concept Management programs identify the operational activities and routines that need to be completed to meet mission deliverables. Other types of work are converted into work requests. The Select Work element funnels the work requests through a validation or screening process to determine those work items needing to be completed. While the threshold for identifying work items needs to be sufficiently low to all capture work items, no contractor has the resources to complete every identified work request. Work requests not supporting the current mission, an identified project or specific facility need are screened out and no further resources applied to their resolution. After the work

request has been validated a formal work order is entered into the work management tools used by the contractor.

Mechanics
Work selection is a continuous process to handle the work requests identified on a daily basis. The work selection process starts with a work validation. This validation process evaluates attributes of the work items to determine if the work item should be processed through the work management system. Attributes evaluated include: Work Scope Identification: A clear scope statement is necessary to understand what work activities are necessary. Location of the work, equipment identification, problem symptoms, etc. may all provide key information needed to properly validate the work. Operational Impact: Work requests that have immediate impact on the health and safety of contractor personnel need to be processed rapidly. Work requests that have equipment impacts must be evaluated and the systems configured to protect equipment and workers, stay in compliance with the established safety basis and operating requirements for that facility or project, and interface with mission requirements. Need Date: Work requests must clearly indicate any deadline dates and the estimated time period for completing the work. Work may be tied to contract milestones, operational requirements, or management commitments. Knowledge of these drivers allows effective prioritization of work planning efforts. Work Cost: Work requests may be identified that will require funding that is beyond that available to the contractor. Work requests that are clearly not going to be accomplished due to cost impacts should be screened out at this point, or, if sufficiently important, traded off with lower priority work or put forth as a candidate for additional funding. Work Duplications: Contractors use Work Management Tools to track work orders. These tools should be reviewed to determine whether duplicate items are already entered into the system. If the work item is a duplicate it should be screened out. A strong validation process incorporates two-way communications with the work request identifiers. Effective work management processes utilize a graded approach to resolving work requests. The work may be simple enough that no initiating work documents are required (so-called tool pouch or quick fix items). Or the work request may require a documented resolution. This second type of work will normally be given a relative priority, coded with respect to like components and systems, or required plant operational modes to facilitate tracking and planning and then entered into the work management system.

Those work requests entered into the work management system result in the generation of work orders. Mature work selection processes incorporate an understanding of a graded approach to work planning.

Management
Contractors need to clearly define who has responsibility and authority to perform the validation activity for their facilities and projects. The validation authority typically resides in the Operations organization because they are responsible for mission execution and normally retain configuration control of the facility systems, structures and components. The work management process descriptions need to define the planning processes used by the contractor staff. Requirements for the type of planning required, based on potential mission impact, hazards analysis and complexity of the work activity, are critical to decision-making during work selection. Plan Work Concept This element describes the process of taking a defined scope of work that has been selected for planning and developing/packaging technical documents to safely and efficiently perform that work. This process includes identification/incorporation of applicable technical specifications and requirements into technical documents, identifying and mitigating job hazards, identifying and obtaining required permits, developing work instructions, and defining post activity acceptance. Mechanics An initial step in planning work is determining what type of work execution vehicle will be used to perform the work. As previously discussed under Work Selection, this decision has often already been made, on a preliminary basis, prior to the initiation of Work Planning; however, it is confirmed as part of this element. Is the work to be performed with a very simple work package where the worker has the knowledge to perform the work and little or no instruction is required or will the work require a work package with more detailed instructions? The following criteria might be used to determine whether work can be performed using a very simple work package: No medium or high risk activities. No activities requiring hold points. Will not alter configuration of equipment from documented design. Will not present any unusual hazards.

 No hands-on work with radioactive material except incidental or routine work activities that involve low potential of worker exposure or workplace contamination. No opening of contaminated systems, components, containers. Minimal external coordination required. Skill-of-the-Craft Work. Such tasks should be documented in a work package by the Field Work Supervisor (FWS) and released to work by operations and documented on the document releasing work.

Management
Work management systems are often put in place to collect work requests and maintain and file documents in a single place. They provide a method to track, prioritize, and coordinate the management of several categories of work. They also provide a means for the work planning organization to interface with the operations organization and ensure that work is moving through the planning pipeline in a manner that supports mission execution. Schedule Work Concept Schedules are tools used by work management organizations to communicate and coordinate work activities. This element describes the processes and tools associated with establishing schedules. Typically, work is identified from various sources (missionrelated commitments, Authorization Basis requirements, maintenance routines, etc.) and flows through a rolling work week process (described below) into an integrated schedule. The rolling work week concept is typically established based on either an 8 or 12 week duration.

Mechanics
Most sites have developed a fairly common set of schedules to implement graded approaches to conduct of operations. These commonly include a Plan of the Day (POD) along with a slightly longer view, often one week (so-called Plan of the Week, POW). Various methods exist to move information from longer-term schedules to these two short-term scheduling tools. The rolling work week concept provides an effective tool for managing the development of schedules. It involves setting a specific time frame (or window) within a longer-term schedule on which to focus increased management attention. Common time frames are eight to twelve weeks.

 For work that falls within the work window, increased emphasis is placed on planning, detailed schedule concerns and coordination of the work. This time period of increased attention allows: o Optimization of planned outage windows, scheduling all tasks that require particular facility conditions or that impact production commitments; o Development of a detailed technical sequence for complex jobs; o Addressing only items that need to be scheduled in detail, i.e., they require coordination of resources, complex work, etc; o Grouping of similar work to efficiently use resources and equipment by facility mode, available space, system/equipment; and time to verify that parts are available and staged. The work planned during the work window is Locked-In, that is, committed to by all concerned, two weeks in advance. This lock-in process adds discipline to the scheduling process and provides focus for final work preparation and coordination. After lock-in, the schedule is under a formal change control process; this encourages people to only lock in work that is truly ready to work. This level of planning and commitment permits the development of precise resource loaded schedules; it supports aligning support resources to the schedule and permits other detailed preparations such as verifying that fully-trained workers are available. This level of planning and scheduling attention also improves task readiness, it allows crews time to review work in advance of working. A formal post work week critique is held to evaluate what got done, what didnt get done and why. It should be clear from the level of effort inferred above, that the implementation of a rolling work week process requires a commitment from all organizations to make the system work. Work on the rolling work week is facilitated by the existence of schedules that integrate all important work. Management Management tools for a successful scheduling process include: Senior Management involvement (Frequent and Regular) Critical Path Meetings Accountability meeting weekly schedule commitment meeting High level schedule change control authority once work is locked in POD A daily meeting intended to review facility and schedule status

 POW A weekly meeting intended to review and status the higher level facility schedule Rolling work week process described above Outages scheduled periods where equipment systems or facilities are available to perform pre-determined work Metrics tools used to measure success of schedule performance Documentation of key scheduling assumptions essential to the development of baseline schedules Execute Work Concept This element describes the processes and tools associated with the actual performance of the work. This element is centered on the first-level supervisor (the person directly overseeing the work crew) and the crew that is engaged in the performance of the activity. The execution of work begins when the work package is released for work by Operations and runs through the completion of work in the field or facility. Mechanics For each assigned task, the first-level supervisor performs a final review of the work instruction, ensures that procedures and references are the latest revision and that all of the required permits are issued and up to date. Applicable work instruction prerequisites are completed to ensure readiness to work. This work should be completed in parallel with establishing worker protection and industrial safety requirements. Example components of work execution include the following: Preparations: Contact job support personnel as required. Build scaffolding and install lead shielding. Complete rigging preparations. Assemble tools and material at job location. Remove insulation. Assemble required test equipment.

 Provide necessary temporary air, power, and water requirements. Finish prefabrication work. Build contamination control devices (catch basins, tents, water storage/recovery systems). Set up welding equipment if required. Pre-Job Brief: Scope of the task Review of prerequisite section of the work instructions Responsibilities of all participants, including expected worker radiological recovery actions Job-specific hazards and their controls Applicable precautions and limitations Required safety equipment Discuss hold points with employee(s) responsible for the completion of the hold point and employee(s) performing work immediately before or after the hold point Industrial, environmental or radiological hazards of the task from the work document, Radiological Work Permit, job hazards analysis, field walk-downs, or facility knowledge Potential abnormal events and contingency plans After completing preparations and getting their work crew prepared to perform the job, the first-line supervisor oversees and directs the work activities in accordance with the approved work instructions. The supervisor documents relevant as-found conditions and the work performed, and identifies all discrepancies and incomplete work items. As the work completes, the first line supervisor reviews the instructions for a complete and accurate work history and performs post activity testing and any rework identified by the post activity testing. Finally, the first line supervisor completes all system/equipment checks described in the work instructions to return equipment to service. Management Management tools put in place to monitor work execution include the Plan of the Day or other work progress meeting, which monitors the day-to-day progress of work execution. Formal programs to have management observe work in the field will provide not only

status, but a more accurate feel for work difficulty and potential coordination issues. Schedule updates, based on work completed also provide feedback on work execution. Close Work Concept Work can be closed and declared complete when defined requirements in the approved work package have been met, or exceptions have been authorized by the person responsible for accepting the work, normally in the operations organization. The system/components can be returned to operations subject to any controls defined in the work instructions. Documentation associated with the work evolution can then be signed off. Mechanics The work closure process can be described as several related steps. These steps include the process of verifying that work has been completed, documenting the completion of work, returning (or turning over) equipment and systems to operations, an inventory of equipment and parts used and feedback to the work management process. Important attributes of these processes are discussed below. Verification: Verify all administrative and technical requirements, including quality, regulatory and safety basis requirements, are satisfied and test results are approved; resolve any deviations. Remove all temporary/test equipment and restore system/components to operable status. Ensure condition tags and other documents are in the completed closure package prior to returning it to the Work Management Center. . Dispose of excess materials and waste properly. Documentation: Document work completion against requirements, or authorized incomplete/open work items. Update the files for the affected system/equipment, a number of sites use standard computerized templates to capture relevant historical information, e.g., capturing repair history, calibration and preventive maintenance data into the Work Management System. Update as-built drawings, as appropriate.

 Retain the closure package in accordance with the Sites records retention requirements. Return to Operations: Review work activity and all testing for system/equipment operability. Evaluate the authorized incomplete/open work items for any operational impact concerns. Verify required procedure, drawing and training updates are completed prior to placing the component(s) in service. Accept the system/equipment for operability and return to service in a timely manner. Release all remaining clearance tags, and return the system/equipment to the required configuration to support facility operations. Inventory: Document material used. Return unused parts to the warehouse. Management The first-line supervisor is responsible to verify work completion against requirements defined in the approved work package, and ensuring completion of the work closure functions; the first line supervisor should consult with the work planner and the systems engineer as needed. If there are authorized open items, the work package should have been changed and procedures amended by the appropriate formal documentation. Critique Work Concept This element describes the processes and tools associated with performing a critical analysis of work to ensure that issues, improvements or lessons learned are identified, and incorporated into subsequent work. Work critiques take on many forms, ranging from individual job post work critiques to critiquing all of the work performed by a group or a facility within a specified time period, e.g., the previous work week (Work Week Critique) period. Mechanics The post work critique (ALARA, etc.) process takes selected jobs and critiques them to identify good practices, issues, and lessons learned. Improvement opportunities are

typically formally documented and followed to closure through a commitment tracking system. Issues should be trended to identify programmatic issues. The applicable post work critique output should be discussed in the work week critique process described below. The work week critique process is a continuous improvement process, whereby all groups involved in work execution meet to perform a critical analysis of all aspects of the week performance. Work Week Critique Meeting: A regularly scheduled meeting used to perform a thorough analysis of the work execution, typically covering the previous weeks work activities Work Week Critique Attendance: Work week critique targeted audience should typically be that of Facility Senior Management. Work Week Critique Report: A formally prepared report which comprehensively addresses the work week being analyzed, including the specifics regarding what was accomplished, what was initially intended to be accomplished, but was not & what the issues were which prevented that work from being accomplished. The report should also include: o A breakdown of the types of work scheduled & accomplished for the week, including Emergency, Emergent, etc. o Metrics which track and trend the work week elements, including: Schedule & Cost Performance Manpower Utilization Emergent Work Backlog Action Item Tracking: A formal process in which action items from the Work Critique meeting are assigned responsibility & tracked through completion.

Management
Management tools for a successful critique process include: Weekly critique meeting Regularly scheduled meeting following each work week to critically review performance of the previous work week (attended by Senior Management)

 Appropriate Metrics including tracking and trending Standard Critique reports Action Item Tracking / Accountability Worker feedback Self Assessment Questions 6) Management tools for a successful critique process include _________. 7) _________ can be closed and declared complete when defined requirements in the approved work package have been met. Execute work describes the _______ and ______ associated with the actual performance of the work. 9) Identify describes the processes and tools put in place that determines the work that a ________ performs. 10) ___________________ systems are often put in place to collect work requests. 3.4 Summary The Work Management process requires the full support of the entire organization. Identify Work describes the processes and tools put in place that determines the work that a contractor performs. Management programs identify the operational activities and routines that need to be completed to meet mission deliverables. Management programs identify the operational activities and routines that need to be completed to meet mission deliverables. Work can be closed and declared complete when defined requirements in the approved work package have been met, or exceptions have been authorized by the person responsible for accepting the work, normally in the operations organization. 3.5 Terminal Questions 1. Explain Functional Requirements in Work Management. 2. Describe Close Work in Work Management Process. 3. Explain briefly Identify Work in Work management Process. 4. Explain Schedule Work in Detail. 5. Explain components of work execution.

3.6 Answers Self Assessment Questions 1. False 2. True 3. True 4. False 5. True 6. Worker feedback 7. Close Work 8. Processes, Tools 9. Contractor 10. Work management Terminal Questions 1) Refer 3.1 2) Refer Page 10 3) Refer Page 4, 5 4) Refer Page 8 5) Refer Pages 9, 10 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-04-Emergencies or Breakdown Process Paper: ISO 90012000/Qs Elements

Unit-04-Emergencies or Breakdown Process Paper: ISO 9001-2000/Qs Elements Structure: 4.1 Introduction Objectives 4.2 The Maintenance Function 4.3 Maintenance Strategies Corrective or Breakdown Maintenance 4.4 Maintenance Economics Breakdown-time Distribution Preventive versus Breakdown Maintenance (Single Machine) 4.5 Summary 4.6 Terminal Questions 4.7 Answers 4.1 Introduction The turret lathes and gang drills were acquired second-hand, one-year back, and were immediately commissioned. In the initial stages, the machines caused a great deal of anxiety to the management by failing quite frequently and unexpectedly, especially while processing important jobs. The reasons for breakdowns were many: development of high temperature in the bearings, formation of sludges and corrosive compounds on the machine parts, breakage and slips of gear and belt drives, misalignment of shafts and pulleys, overheating of motors, failure of insulation in electrical circuits, etc. The breakdown of the machines resulted in a great loss of productive time and also led to several problems such as not being able to meet due dates, and low morale of workers.

In order to combat these problems, the proprietor of the workshop advertised for maintenance specialists for the turret lathes and gang drills. As he wanted technicians with experience on the specific machines he had, the proprietor had considerable difficulty in finding he maintenance specialists. After a long search, he selected four technicians for employment. The technicians accepted the job under the condition that if ever they are required to work in the second shift on a day, they are to be paid overtime. The four workers were divided into two crews, each crew consisting of two workers. Maintenance work on a machine requires both workers of a crew. The maintenance crews can do breakdown maintenance as well as preventive maintenance for all the four machines. The machine operators can only operate the machine when they are in working condition, and cannot attend to any repairs or maintenance. Preventive maintenance of a machine consists of dismantling the machine and checking all its important parts and making the necessary adjustments and replacements. Such maintenance is expected to reduce the frequency of machine breakdowns. Objectives After studying this unit you shall be able to Explain the functions involved in maintenance Recognize the strategies of maintenance Distinguish between preventive and breakdown maintenance Evaluate the economic aspects of maintenance 4.2 The Maintenance Function Maintenance, to most people, is any activity carried out on an asset in order to ensure that the asset continues to perform its intended functions, or to repair any equipment that has failed, or to keep the equipment running, or to restore to its favorable operating condition. It improves the systems overall reliability, availability, and consequently higher production efficiency. Machine and component failures can trigger incidents or cause costly production interruptions. Minimizing the failure count or their adverse effects leads to increased safety, reduced downtime and cost of operation. Minimizing these adverse effects is the role assigned t maintenance. Maintenance is defined as any action that restores failed units to an operational condition or retains non-failed units in an operational state or an activity carried out for any equipment or asset to ensure its reliability to perform its functions.

The objectives of maintenance are to maintain equipment and facilities in such condition that: They give trouble-free service and output at rated capacity; Safety is ensured; Down-time is minimized; and The cost of operation and maintenance is minimized. The maintenance function plays a supporting role to effective operations. It ensures that the equipment is able to maintain quality standards, as well as the quantitative and cost standard of outputs. Over the past years, the significance of maintenance and its role in plant operation has changed significantly. From a simple expectation of keeping equipment running or restoring it to the desired operating condition, management today sees a much larger role for maintenance. Maintenance efficiency is viewed as an integral part of business effectiveness. It determines the risk-safety, environmental integrity, energy efficiency, product quality and customer service profile of the organization, in addition to its traditional roles of enhancing plant availability and lowering costs. First Generation Second Generation Third Generation Fix it when broke Scheduled Overhauls Condition monitoring Systems for planning Design for reliability and and controlling work maintainability Low-tech computerization Hazard studies High-tech computers Failure modes and effects analysis Expert systems Multitasking and teamwork Table 4.1: Evolution of Maintenance Philosophy Table 4.1 shows the evolution of the maintenance philosophy. The evolution in the maintenance thought process is rooted in the changing complexity of industry itself. The evolution can be seen to cover 3 different generations of thought;

1. First Generation (1930-40) The first generation represents the earlier days of industrialization where mechanization was low. Factory equipment was basic and repair and the restoration process was simple. Downtime did not matter much and no need was felt to treat maintenance as a high priority issue. 2. Second Generation (1950-70) The second generation emerged as the result of growing complexity in equipment and plant design. With increase in mechanization, industry became increasingly dependent on these complex machines. Repairing and restoration had become more difficult and special skills and more time was needed to maintain and repair equipment. As this dependence grew, downtime became a problem and management tried to find means and ways to minimize and prevent these failures. This led to the concept of preventive maintenance. As maintenance costs started to rise sharply relative to other operating costs, there was an added interest created in the field of maintenance planning and control systems. 3. Third Generation (after the 1980s) Since the 80s, the growth of mechanization and automation has become more complex and even small breakdowns in equipment affect the operation of the whole plant. Hence, reliability and availability have become key issues. These have led to major developments in maintenance philosophy based on manufacturing reliability systems, expert systems and continuous improvement programs have developed. How Equipments Fail Maintenance is concerned with controlling the condition of equipment. Researchers into the reliability of equipment recognize that within a collection of machines, there is a definite pattern of lifespan. In practice, this pattern manifests itself when a collection of machinery is subjected to rigorous operation. Among collections of equipment, there is a rather high incidence of early failures, called infant mortalities. During the infant mortality period, the failure rate is high, primarily due to the presence of weak or substandard components or design inadequacies in not properly understanding the operating conditions. As these components drop out one by one, the failure rate keeps decreasing until a relatively low constant level is obtained. Most equipment that survives infancy will continue to perform with few failures occurring. This is the useful period of the machine. During this period, the weak components from the infant mortality period have either been repaired or replaced. The failures that do occur during the period are truly random, unpredictable and cannot be prevented by additional testing or burn-in of the components. The reason for the occurrence of these failures is not fully understood, but they are thought to be at least partially due to abrupt changes in stress distribution in the components, fatigue due to flaws in the molecular structure of the metals or plastics involved, or sheer quality deficiency in their manufacture. 4.3 Maintenance Strategies

Over the years, many new approaches have been advocated as maintenance strategies that are intended to overcome problems related to equipment breakdown. Some of the common approaches to maintenance are as follows: Breakdown maintenance Preventive maintenance Predictive maintenance Proactive maintenance Type of Maintenance Strategy Maintenance ApproachSignificance Fix-it when broke Large maintenance budget Scheduled Maintenance Periodic component replacement Condition-based Maintenance decision Monitoring based on equipment condition Detection of Sources of Monitoring and Failures correcting failing root causes Maintenance Strategy Breakdown Maintenance Preventive Maintenance Predictive Maintenance

Proactive Maintenance

Although the scope of maintenance will vary depending on the type of industry, its size, the prevalent management policies, etc., maintenance functions may be identified as primary or secondary functions. The primary functions are: a) Maintenance of existing plant, equipment, buildings and grounds; b) Generation and distribution of utilities; c) Alteration to existing equipment and buildings; d) New installations of equipment and buildings. The secondary functions are: a) Maintenance stores; b) Plant protection;

c) Waste disposal; d) Salvage. 4.3.1 Corrective or Breakdown Maintenance This is one of the earliest maintenance strategies implemented in the industry. The approach to maintenance is totally reactive; maintenance is activated on breakdown. To rectify the problem, corrective maintenance is periodically performed on the equipment. Corrective maintenance may be defined as the repairs carried out to restore equipment, which has broken down or developed a fault, so as to restore it a specified operating state. It consists of the action(s) taken to restore a failed system to operational status. The goals and objectives of corrective maintenance management are, a) To restore the faulty equipment to a healthy operating state as promptly as possible, and b) To do this in a cost effective manner. Restoring a failed system usually involves replacing or repairing the component that is responsible for the failure of the overall system. Corrective maintenance is performed at unpredictable intervals because a components failure time is not known a priori. Corrective maintenance is typically carried out in three steps: a) Diagnosis of the problem: The maintenance technician must take time to locate the failed parts or otherwise satisfactorily assess the cause of the system failure. b) Repair and/or replacement of faulty component(s): Once the cause of system failure has been determined, action must be taken to address the cause, usually by replacing or repairing the components that caused the system to fail. c) Verification of the repair action: once the components in question have been repaired or replaced, the maintenance technician must verify that the system is again successfully operating. Corrective maintenance strategy has no routine maintenance task and therefore is also described no scheduled maintenance strategy. It is also called, breakdown maintenance, and as the name suggests, the repair work is performed only after a piece of equipment has failed. However, a properly designed fault reporting system must be instituted and similarly, the rectification of the fault should be processed in the same manner as for planned maintenance work schedules.

 Corrective maintenance in a broader perspective may also include activities related to correcting potential causes for failure or malfunction that might not have been adequately considered when the equipment was designed. In such cases, proper feedback to the design department may lead to alterations in design that will reduce or eliminate failures. For example, if careful observations of repeated failures of an equipment or system suggest that the remedy lies in correcting the system, thereby eliminating or at least minimizing the failures, maintenance engineers should be allowed to consider the possibility. Where capacity and demand are close, breakdowns may affect production and thus reduce profits. In such a situation, the practice of attending to machines only after they have broken down may be uneconomical, and the adoption of other maintenance practices may reduce interruptions to production. Even where capacity is not a constraint, and where production interruptions may be negligible, the breakdown maintenance practice may be costlier than other maintenance strategies. Self Assessment Questions 1. The growth of __________ and automation has become more complex. 2. Restoring a failed system usually involves _________ or repairing the component. 3. The first generation represents the earlier days of ___________ where mechanization was low. 4. _________ Maintenance strategy has no routine maintenance task. 5. Machine and component failures can trigger _________. 4.4 Maintenance Economics Maintenance policy refers to an organizations policy in respect of the maintenance function of a set of equipments. The decision of maintenance policy is more of an economic decision rather than a technical one. As maintenance is an economic decision, what are its cost implications? 4.4.1 Breakdown-time Distribution In order to establish the cost implications, management must know how the breakdowntime is distributed. Such a distribution will show the frequency of maintenance-free running times for a given number of operating hours. A simple machine with few moving parts will probably have breakdowns after a fairly large number of maintenance-free runtime hours. But in the case of a complex machine, the failure of any one of its parts can cause a breakdown of the machine. Moreover, each part will have a different failure distribution. The breakdown time distribution of the complex machine probably will

show greater variability than the simple machine even though it may have the same average, maintenance free run-time as that of the simple machine.

T3 = Average free run time free of breakdowns Figure 4.2 Figure 4.2 represents a graphical description of the degree of variability in free-run-time. Curve a depicts the behavior of a simple machine, while curve b represents a more complex machine. The frequency distribution curve c has the same average maintenance- free run-time as the other two but the distribution has much wider variability. The variability depicted by curve c is typical of complicated equipment that needs fine, i.e., adjustments before it can give reasonable trouble-free service. It also shows that it is only after a few periods of trouble free running, that one can be sure the machine will operate reliably. Equipment can be considered as a total system with its sub-assemblies as sub-systems. If we assume that the failure of any one of the sub-systems can cause the failure of the entire system, the reliability of the total system would equal the product f reliability factors of each of the sub-systems. By reliability we mean the probability that the system will give trouble free service. For example, if the total system has four sub-systems, say A, B, C & D, and the reliability factors are A = 0.9; B = 0.8; C = 0.8 and D = 0.7. The total system reliability will be the product of the reliability of each individual system. In this case, it would amount to (0.9 0.8 0.8 0.7 = 0.40). The same data that we have used to plot figure 4.4 can be used to plot the percentage of breakdowns that exceed a given runtime as the y-axis, and the run-times free of breakdowns as the x-axis. Say to obtain the a curve in figure; subtract from 100 the figure 4.4 for the percentage of breakdowns, which exceed a given free-run-time, and plot this against the run-time. Curve a exhibits low variability from the average maintenance free breakdown-time Ta, curve b is the exponential distribution and exhibits medium variability and curve c exhibits high variability.

Figure 4.4: Breakdown-time distributions 4.4.2 Preventive versus Breakdown Maintenance (Single Machine) Consider a preventive maintenance schedule, which after a machine has been running for fixed time Tr, the machine is shutdown, inspected and parts replaced. This preventive maintenance work takes a time Tm, after which the equipment is ready to work. The total time period Ta, the average maintenance free run-time, is equivalent to Tr (maintenance free run-time) plus Tm (the time take to do the preventive maintenance). This can be considered the standard preventive maintenance cycle time. In actual practice, the situation is slightly different; over a period of time, there will be breakdowns that occur before the equipment is shutdown for preventive maintenance. In such cases, the running time between the preventive maintenance and the breakdown plus the time taken to repair the breakdown, Ts can be considered the breakdown cycle. Since preventive maintenance is meant to reduce the total plant down-time particularly unscheduled event its timing and frequency are important. Ideally, preventive maintenance should be performed just a little before normal breakdown is likely to occur. The probability of occurrence of a breakdown in the two different cycles depends on the specific breakdown-time distribution of the equipment, and the length of the standard preventive maintenance cycle. If the distribution has greater variability, more breakdowns are likely to occur during the course of the standard period. When this happens, shortening the preventive maintenance cycle can reduce the number of actual breakdowns. Figure 4.5 gives the percent of time a machine is working for the three distributions of breakdown-time shown in Figure and the ratio of the standard maintenance period to

average maintenance-free run-time, Ts. Such a relationship is shown for the three different breakdowns time distributions. The percentage of machine running time depends on the ratio of the standard maintenance period and the average run-time, Ta for a given breakdown-time distribution, it is assumed that either preventive maintenance or repair puts the equipment in line for a running time of equal length. It can be seen that for low values of the ratio of standard maintenance period to average maintenance free runtime, the machine works for a small percentage of time. This is obvious, since a low ratio would mean too many machine stoppages, and hence less availability. From figure, it can also be seen that for curves b and c an increase of the ratio results in an increase in the percentage of machine running time. In the case of curve a (for breakdown-time distribution with low variability), there is a similar increase in machine running-time, but only till a peak is reached after which lengthening standard maintenance period seems to reduce the percentage of machine running time. This suggests that for breakdown time distribution with low variability, there is an optimum value for the standard maintenance period.

Figure 4.5: Present of time when the machine is working and breakdown distribution Certain generalizations can be made from the above three graphs. First, preventive maintenance is highly benefited to machines whose breakdown time distributions have low variability, like those depicted by curve a, as there is better predictability of when breakdowns are likely to occur. In this type of situation, a standard preventive maintenance period can be set in such a way that the total downtime is reduced. Second, the relation of preventive maintenance time to repair time is important. Unless the preventive maintenance time is less than the repair time, there is little gain in

preventive maintenance. If preventive maintenance is equal to, or more than the time for repair, it is better to perform corrective or breakdown maintenance. In general, when the repair time is equal to maintenance time, the percentage of machine running time continues to increase with the increase of standard preventive maintenance period. For a given breakdown time distribution, an increase in the standard period would mean less number of preventive maintenance cycles and more repairs. We also need to take into account other effects of unscheduled downtime, such as 1. Additional stoppage time because maintenance crew cannot start repairing immediately after the breakdown has occurred; 2. Effect on production losses if plant shutdown could have been avoided, and 3. Effects of scheduling preventive maintenance for non-productive days or shifts with no loss of production. Self Assessment Questions State whether the statement is true or false. 6. Maintenance policy will not refer to any organizations policy. 7. The percentage of machine running time depends on the ratio of the standard maintenance period. 8. The probability of occurrence of a breakdown in the two different cycles depends on the specific breakdown-time distribution of the equipment. 9. Equipment cannot be considered as a total system with its sub-assemblies as subsystems. 10. The breakdown time distribution of the complex machine probably will not show greater variability than the simple machine. 4.5 Summary You need to make decisions at the beginning of each shift regarding maintenance. Since some parts are most important to machines, both in terms of contribution earned by them as well as their criticality because of their propensity to break-down, you will deal with jobs. Initially, all the machines are free and have jus had a preventive maintenance done. 4.6 Terminal Questions 1. What are the Maintenance Strategies?

2. Explain evolution of Maintenance Policy. 3. Summarize Breakdown and Corrective maintenance. 4. Explain Preventive versus Breakdown Maintenance. 5. Explain Breakdown Time distribution. 4.7 Answers Self Assessment Questions 1. Mechanization 2. Replacing 3. Industrialization 4. Corrective 5. Incidents 6. False 7. True 8. True 9. True 10. FalseTerminal Questions 1. Refer 4.2 2. Refer 4.1 3. Refer 4.2.1 4. Refer 4.3.2 5. Refer 4.3.1 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-05-Types of Maintenance Systems

Unit-05-Types of Maintenance Systems Structure: 5.1 Introduction Objectives 5.2 Functions & Feature of Maintenance Engineering 5.3 Types of Maintenance Systems Routine Maintenance Planned /Scheduled / Productive Maintenance Break down or Corrective / Remedial Maintenance Preventive Maintenance Predictive Maintenance Condition Based Maintenance 5.4 Summary 5.5 Terminal Questions 5.6 Answers 5.1 Introduction Once the machinery is purchased it must be maintained. Maintenance covers two aspects of systems operation and performance. Maintenance is carried out in anticipation of or in reaction to a failure, to ensure or restore system performance to specified levels. Maintenance is defined as the restoring of an item to its original condition or to working order, which can be achieved through repair, replacement of parts or total replacement of

the devices itself. Between these alternatives the management decides, based on the practical and economic grounds Maintenance of any kind performed on machinery or equipment is a consequence of the fact that it started deteriorating before failing. Failure to perform maintenance in time to maintain the availability of the machinery will have serious effects ranging from benign to catastrophic. Improperly performed maintenance or not carried out in time can escalate the problems because of faulty parts running. Hence a systematic and structured approach to proper & cost effective maintenance is required. Developing effective maintenance procedures to restrict such deterioration or failure is vital. Sometimes accelerated testing is used to induce failures and know the behaviour of the systems, but there is no guarantee here that the exact nature of defect surfaces. Machineries lose its efficiency after some point of time due to various factors such as wear and tear, aging, misuse etc. Through proper maintenance of these machineries, operational life can be extended, retain the productivity and maintain safe working conditions by reducing the probability of accidents. Maintenance management also aims at developing a reliable and high quality production system. It is evident that the best maintenance strategy is selected for reducing breakdowns. Types of maintenance /strategies discussed in this unit are: Routine Maintenance Planned Maintenance Break down Maintenance or Corrective Maintenance Preventive Maintenance Predictive Maintenance Condition Based Maintenance Total Productivity Maintenance The maintenance plan for a companys assets can be a combination of the above strategies and could be adopted on the same machine. Objectives: After studying this unit you shall be able

 To explain how systems work at their optimum efficiency To prepare a plan to preserve the value of the assets by different methods To calculate how to maximize production capability To prepare a plan and schedule for maintenance work and prevent failures and breakdowns To Improve quality of products and productivity To Use of maintenance staff optimally To Minimize or avoid accidents by periodical inspection and repairs. 5.2 Functions & Feature of Maintenance Engineering Maintenance Engineering is the function of the production management that is concerned with day-to-day problems of keeping the physical plant in good and acceptable operating condition. Maintenance management is entrusted with the total task of keeping the machinery, equipment and services in proper working condition that involves planning, scheduling and execution of many maintenance activities, like repair, breakdown maintenance or preventive maintenance etc. Rapid strides in the advancement of manufacturing technology and its processes with higher powers and speeds, higher feeds, rapid traverses, requirement of high accuracy, repeatability, use of complex processes, improved productivity, etc., have all warranted the use of sophisticated machineries for production. To offer these requirements, high cost CNC machines, Flexible manufacturing systems, use of robotics and other Computer Integrated systems are developed and deployed for producing high quality products. Such high cost and sophisticated state of art machineries need to operate at optimal levels of performance with high degree of reliability, high up-time and prolonged mean time between failures (MTBF). Therefore industries have entered into the era of high technology maintenance management to cater to the production requirement of minimum downtime and maximum productivity.

Malfunctioning of machineries/equipment due to failure to upkeep the operating conditions may result in serious repercussions of reduced capacity, increased production costs, production of low quality products, injury to workmen and finally frequent breakdowns etc may lead to protracted delivery of the product thus inviting customer dissatisfaction. Hence the relationship between availability, reliability and maintainability of a plant is very important for the maintenance engineers. Maintenance is the work performed on an asset such as utility, machines, and equipment by the maintenance staff to preserve such machineries in as near to its original condition as is practical and to realize its normal life expectancy. These aspects are to recognized by the maintenance department. 5.3 Types of Maintenance Systems A way of reducing the plant breakdowns is to select the best maintenance strategy. Widely adopted maintenance techniques/strategies are: Routine Maintenance Planned Maintenance Break down Maintenance or Corrective/ Remedial Maintenance Preventive Maintenance Predictive Maintenance Condition Based Maintenance Total Productivity Maintenance [Discussed in detail in Unit-10] 5.3.1 Routine Maintenance [RM] RM is a procedure followed regularly i.e. a cyclic operation recurring periodically. It includes activities like inspection, cleaning of machines, lubricating systems, small repairs, [say: check all compressors first on Mondays, lubricate two machines daily] It can be even day to day operational activities to keep the plant running (say: replacement of light bulbs, cleaning, repairing leaks) which include preventive maintenance and forms part of the annual operating budget. RM can be classified as: 1) Running maintenance 2) Shut down maintenance. 1) Running maintenance is the work carried out when the equipment or the machine is performing some operations i.e. working. These include say greasing or lubricating the bearings / systems, outer cleaning, inspection etc.

2) Shut down maintenance: certain minor maintenance activities cannot be carried out when the machine is running and hence carried out by shutting down the machine. E.g. de-scaling furnaces, boilers 5.3.1.1 Advantages a) Simple to establish & follow b) Little or no clerical work c) High degree of prevention by intercepting developing faults d) A more advanced stage calls for service instructions on a pre-printed schedule and checklists. 5.3.1.2 Disadvantages a) RM may not provide the service specified by the manufacturer b) May ignore information regarding preceding breakdowns c) Service required for a machine at different frequencies may be ignored d) Similar machines are serviced at same frequency irrespective of usage 5.3.2 Planned / Scheduled / Productive Maintenance Planned maintenance is the activities carried out according to a predetermined schedule and hence known as scheduled maintenance or productive maintenance. It involves inspection of all machineries, overhaul, lubricate, repair and carry out all requisite maintenance before actual break down happens, thus avoiding a situation of emergency maintenance. Planned maintenance reduces the machine downtime, reduces the cost of maintenance, increases productivity as compared to unplanned one and hence it is followed as per the maintenance policy of the company. In this type of service, the emphasis is on machines: a) What does the manufacturer prescribe? b) Is the unit utilised for two or three shifts per day? c) Is it working under normal load?

d) Are the conditions as good as those envisaged by the manufacturer? e) Do we allow for extra attention owing to corrosion-including conditions? 5.3.2.1 Characteristics of Planned Maintenance a) Instructions are more detailed than in routine maintenance b) Calls for differently timed service for the same unit c) Schedule is drawn with dates d) Establishes the work-load for the crew e) Entails considerable planning effort, faithful implementation and recording f) Initial list of planned maintenance will be in detail 5.3.2.2 Advantages of Planned Maintenance Considers all the changes in conditions of use & increased wear of parts a) Inspections, replacement of parts, adjustments are shown in overall plan b) Detailed instructions reduce the chance of missing any activity. Unforeseen work is reduced. c) Provides as much attention on the equipment for the best judgement of the planner [For details on the principles of planning & scheduled maintenance refer Unit 6] 5.3.3 Break Down or Corrective/ Remedial Maintenance Breakdown Maintenance is the method of operating the machines to run until they fail and then repair in order to restore them to an acceptable condition. Planned repair/rectifying the problem is carried out when it is more convenient and cost effective after its failure rather than to disrupt the production with RM. Also called as on-failure maintenance/corrective maintenance, can be defined as the maintenance which is required when an item has failed or worn out, to bring it back to working order. Corrective maintenance is carried out on all items where the consequences of failure or wearing out are not significant and the cost of corrective maintenance is not greater than preventative maintenance.

Corrective maintenance may be programmed. On-failure maintenance can be effective if applied correctly. For example: non-critical low cost equipment, or where no other strategy will work. Repair is restoring an asset by replacing a part which is broken or damaged, or reconditioning that part to its original or acceptable working condition. The need for repairs can result from normal wear, vandalism, misuse or improper maintenance. Here the machine and the work on that machine stops operating. Repairs are done after the machine fails and hence this becomes a repair work. Ex: electric motor may not start, drive shaft broken and hence the transmission fails, etc. The above type of repairing and setting the equipment to working condition can be called as corrective maintenance. Corrective maintenance activities include both emergency repairs (fire fighting) and preventive (or corrective) repairs. This system could be called as Operate to Failure (OTP) no predetermined action taken to prevent failure, i.e. taken after the failure happens. This method is expensive in terms of maintenance cost, increased downtime, lost output, involve hazards, o Upset schedule resulting in panicky, Frayed tempers put unnecessary pressures and disturb delivery commitments. 5.3.3.1 Characteristics of Break-down Maintenance System No services except occasional lubrication unless failure occurs No maintenance men on regular basis Maintenance done by sub-contractors No organised efforts to find out reasons No stock of spares No budget No records Initially it looks economical Creates internal problems namely: Who to do the repair? From where to get parts? How do we pay for them? Who will go & buy parts?

5.3.3.2 Objectives of BD/Corrective Maintenance 1) To put back machinery back to work and minimize production interruptions 2) To control costs of maintenance crew to the minimum 3) To control cost of the operations of repairing 4) To control costs of repair & replacement parts to minimum 5) To control investment cost on purchase of standby or back up machines 6) To carry out appropriate repair intermittently at each malfunction to improve the life of the machine.

5.3.3.3 Advantages
1) Low cost if correctly applied 2) Requires no advanced planning other than ensuring spares availability 5.3.3.4 Disadvantages 1) No warning of failure safety risk 2) Uncontrolled plant outage production losses 3) Requires large standby maintenance team 4) Secondary damage longer repair time 5) Large spares stock requirement 6) Provision of standby plant 5.3.4 Preventive Maintenance PM is a regularly scheduled maintenance activity, with an objective to anticipate problems and correct them before they occur. Preventive maintenance is carried out to prevent an item failing or wearing out by providing systematic inspection, detection and prevention of incipient failure. This is normally programmed. In line with managements policy on obtaining the best value from the maintenance funds, preventative maintenance is carried out only on those items where a failure would

result in expensive consequences, e.g., lifts, fire alarms, electricity supply, battery back up at sub-station, sub-station transformers, distribution transformers, circuit breakers, isolators, etc. Many of these items are also subject to a statutory requirement for inspection and preventive maintenance. It is much economical to carry out preventive maintenance, so that the major break downs are avoided & minimizes possibility of unanticipated production interruptions. PMs prerequisites are: a) Proper design and installation of equipment b) periodical inspection of plant and machinery to prevent breakdowns c) repetitive servicing and overhaul d) lubricate, clean and up keep To achieve prevention of break-downs planned service is carried out with the explicit additional objective of detecting wear points and ensure perfect functioning by replacing parts Here the safe overhaul interval is selected, but it is found that a greater number of machine failures are at the peak when machine gets progressively worse over a period say months/ years. Routine & planned maintenance includes Preventive maintenance actions. Preventive maintenance could be grouped as: 1) Fixed-time Maintenance (FTM) Here actions carried out at regular intervals (calendar time) e.g. item replacement, repair and major overhaul. 2) Condition-based Maintenance [explained below] 3) Opportunity Maintenance (find out the opportune moment for maintenance) The preventive maintenance is carried out at irregular intervals and this interval is determined by seeing the actual condition of the machine. -To avoid breakdown & ensure smooth production following time based activities are practiced: 1. Daily Maintenance Cleaning, checking, lubrication, etc. 2. Periodic Inspections

3. Use of recommended Grades of oils 4. Restoration to recover deterioration 5.3.4.1 Preventive Maintenance System is 1. More expensive due to more planning &replacement of parts before failing. 2. Increases reliability 3. Reduces total work-load 4. Reduces total down time 5. Reduces unplanned work 6. Reduces total maintenance cost 5.3.4.2 Features of PM 1) Proper identification of items in each machineries which warrants fixed time maintenance, daily maintenance etc and programming the activities with work content, cost estimates etc 2) Use of check lists by maintenance staff and inspectors 3) Identify and allocate well qualified crew & inspectors for making repairs 4) Use of budgeting system for major replacements/ repair 5) Proper procedures laid out for meeting the PM objectives in full 5.3.4.3 Requirements of Preventive Maintenance Program 1) Good maintenance management department with experienced personnel 2) To firm up plan of PM in consultation with shop personnel 3) A good lubricating and cleaning schedule 4) Detail procedures on maintenance work 5) Proper records maintained along with manuals, parts list etc 6) Adequate stock of spare parts

7) Properly training maintenance crew Adequate space around machinery for maintenance work 9) Previous data on failure etc of each machine/equipment 10) Systematic approach- a guide showing problems, probable causes, diagnosis system, repair procedures etc 11) Suppliers recommendations for up keep of machineries. 5.3.4.4 Steps involved in Preventive Maintenance 1. Identifying the job to be taken & appropriate case register 2. Preparation of schedule of maintenance 3. Preparation of history card of all the repair work carried on such a machine and the remarks there on 4. Preparation of job specification 5. Preparation of maintenance schedule and detail program of work with time frame for completion 6. Preparation of inspection chart 7. Preparation of maintenance report on the work done 8. Feed back on the corrective action/ repair work done and its results 5.3.4.5 Advantages of Preventive Maintenance 1. Maintenance is planned well in advance 2. Reduction in wear and tear of machines and increase in their life 3. Reduction in breakdown frequency 4. Improves productivity due to lesser breakdowns 5. Improves reliability of the machineries 6. Higher safety for workers 7. Labor used cost effectively

8. It is possible to have planned shutdowns and repair 9. Minimizes breakdowns and hence minimum inventory hold ups 10. Leaser rejection and better quality 11. Less breakdown costs. 12. Less stand by equipment requirement 13. Identification of parts and its nature and cost involved in repairs is possible 5.3.4.6 Disadvantages/limitations 1. Maintenance activity and costs increased 2. Unnecessary and invasive maintenance is carried out 3. Applicable only to age related deterioration 4. Maintenance sometimes induces failures (infant mortality) 5.3.4.7 Differences between Corrective and Preventive Maintenance 1. Preventive maintenance is designed to prevent or at least to minimize failures/breakdowns and reduce the need for corrective maintenance, whereas, corrective maintenance is carried out to repair the equipment after fault occurs/ breakdown happens. 2. Preventive maintenance program controls the repair costs as well as the overall life of the equipment where as in corrective maintenance brings back to the original life depending on the extent of damage the earier breakdown has brought into the equipment. 5.3.5 Predictive Maintenance Predictive Maintenance is one of the modern approaches to preventive maintenance where in sensitive instruments are used to predict anticipated failure of machines & equipment. Sensitive instruments like vibration analyzer, amplitude meters, audio gauges, sensors for pressure, temperatures, resistance gauges etc, are used to predict ensuing troubles/problems in machineries. Conditions of the machinery can be checked on line periodically or on continuous basis and maintenance crew can take decision & plan overhaul/repair as warranted.

Predict failures well in advance by monitoring parameters and by use of certain techniques (like vibration, temperature, misalignments, incorrect installation, rotor imbalance, pump cavitations, oil condition, analysis and tribology, wear debris analysis, etc.) Measuring of physical parameters may not be enough to detect the destructive effects on a machine or process. A major part of the predictive maintenance involves the ongoing analysis to ensure wear levels that damage the machine are within limits Good ability to predict impending failures well in time to prevent breakdowns, (which otherwise cause heavy penalty costs, health and safety hazards etc) will result in 1) Maximizes the online operations 2) Minimizes downtime 3) Increased plant and Personnel safety 4) Optimal maintenance The above is achieved by continuous plant / equipment monitoring & diagnosing the actual condition by means of online non-destructive testing methods. 1) Similar to health monitoring of senior executives to check symptoms, which are indicative of malfunctions to decide on corrective treatment. 2) If corrective treatment is not adopted at the right time, it may result in serious breakdowns. Main difficulty is in making the correct choice of preventive maintenance intervals based on OEMs recommendations and own -experiences. The intervals should be carefully selected as over maintenance or under maintenance are both detrimental and hence undesirable. Hence an optimal maintenance interval has to be arrived at. Over maintenance or too frequent maintenance increases extensive downtime resulting in added costs on men, material and time. Under maintenance or too long intervals between two successive checks may result in high incidence of failures. In a Preventive Maintenance system, maintenance is on a pre-determined cycle whereas in a Predictive Maintenance system maintenance is done only, when status or condition so demands It is beneficial to follow a system which is not calendar based but condition based, i.e. we should have a continuous knowledge of the machines based on certain critical predetermined / pre-formulated parameters

A given machine can continue to be kept in operation as long as the monitored parameters continue to remain within the laid down limits. Between the action limit and the maximum permissible time limit, there is enough time available for the maintenance crew to make adequate advance preparations, to cut downtime. When permissible limits are reached and warning signals are issued by the measuring devices, it implies that the particular part needs replacement and a special attention. A sense of confidence is created amongst production and maintenance personnel when they analyze the monitored data and predict that the machines are operated safely till they reach maximum permissible limits. Predictive Maintenance is very cost effective where cost of unplanned breakdowns is very high. Predictive Maintenance, if practiced effectively, can save around 30% of maintenance costs and with a bonus of 15% savings in energy costs. With rapid developments in machining technology through CNC controlled machines, FMS with artificial intelligent devices and computer simulations and modeling, more universal and better predictive tools and instruments are added in the system, thus making predictive maintenance more economical as compared to preventive and corrective maintenance strategies. 5.3.6 Condition Based Maintenance CBM relies on the fact that the majority of failures do not occur instantaneously but develops over a period of time. CBM involves recording some measurement that gives an indication of the condition (ex: increase in vibration levels, temperature soars, increased leakages etc) CBM is a continuous or periodic measurement and interpretation of data to indicate the condition of an item to determine the need for maintenance. Condition monitoring is merely a tool that is used by crew through touch, smell and through their experience on the existing condition of the equipment/aggregate. It is just like a hammer used to strike a wheel to listen for that distinctive sound to say whether there is crack in wheel rim or not. In the Condition based maintenance (also known as Dynamic predictive maintenance or Diagnostic maintenance) the plant is maintained just after some problems arisen, but much before the possible breakdown. The main function of condition monitoring is to provide the knowledge of a machine and its rate of change. An ability to forecast the machine behavior by Condition Monitoring is a pre-requisite for Predictive Maintenance Operators who work with equipment every day can listen to equipment and identify changes in noise levels and vibrations, etc. Temperature changes can be photographed

through IR thermograph, which gives warning that something is not right. An investigation can then be carried out to identify the exact problem. This type of maintenance check on performance is vital as the future failures in safety systems can have more catastrophic effects, if other parts of the system fail. Condition monitoring is dependent on sensors and transducers for measuring different parameters, which are to be controlled by maintenance a) Vibration Sensors to track tool wear/ breakages, gear defects, unbalance in rotors, misalignments, mechanical looseness b) Thermostats hydraulic oil temperature, overheating of motors c) Current sensors cutting load monitored by sensing spindle Condition Monitoring is achieved by the operators senses to detect abnormalities Visual Leakages, alarms, corrosion Audible Unusual noise, Chatter Smell Smoke, contaminated cutting fluid Touch Excessive bearing temperature State-of-the-art CNC systems facilitates adaptive Controls with signals from appropriate transducers. CNC systems have built in diagnostics which continuously monitor the system hardware to ensure normal functioning. Indications like over temperature, low battery voltage, etc. are displayed on the screen well in time to facilitate corrective action without disruption of production. Action limit curve shows the prescribed for monitoring parameters during normal operations. Curve when extrapolated can indicate maximum & safe permissible limits 5.3.6.1 Condition Monitoring Methods There are two methods used namely: 1. Trend Monitoring. 2. Condition Checking & Monitoring a) Trend Monitoring:

Trend monitoring is the continuous monitoring or regular measurement and interpretation of data collected during machine operation, to indicate variations in the conditions of the machine or its components. b) Condition Checking: Condition checking is where a check measurement is taken with the machine running, using some suitable indicator & is used as a measure of machine condition at that time. c) Condition Monitoring: Includes three stages: 1. Detection (when) of the developing fault at an early stage 2. Diagnosis (what) of its origin so that spare parts can be ordered 3. Prognosis (forecast) subsequent measurement which will then establish the trend and enable the repair schedule to be planned. d) Economics of Condition Monitoring: The savings, which can be made by the application of CM: Avoiding losses of output due to breakdown of machinery. Reduces the cost of maintenance Capital invested can be recovered faster. e) Selecting Methods of monitoring Five main techniques of conditioning monitoring 1) Visual monitoring: inspection & recording of surface appearance. 2) Vibration Monitoring: Involves the attachment of a transducer (velocity, accelerometer, proximity probes) to record vibration level 3) Wear Debris monitoring: This works on the principle that the working surfaces of a machine are washed by the lubricating oil and any damage is detected from particles of wear debris in the oil. 4) Performance and behavior monitoring: Involves checking the performance of a machine to see whether it is behaving correctly. 5) Corrosion monitoring: Is applied to fixed plant containing aggressive materials, to monitor the rates of internal corrosion of the wall of the plant. This may be done by

drilling a hole through the wall and drilled coupon of material is observed for corrosion. The hole is then plugged with a suitable leak proof material. 5.3.6.2 Implementation of Condition Based Maintenance: Involves: 1. Listing and numbering of machine to have identification and location details 2. Selecting critical machines for CM 3. Establishing programs and methods specifying the parts to be examined 4. Establish for each part of the machine the severity limits of the machine condition parameter (Vibration, sound, contamination etc) to be measured. 5. Select proper examining technique. 6. To arrive at best interval for examination considering the criticality of process, standby availability of machine, standardizations planned, operating conditions, failure statistics (MTBF-MTTR), Cost of examination, overall cost of failure, cost of maintenance. 7. Recording data 8. Training examiners for the above jobs. 5.3.6.3 Advantages 1. Maximises equipment availability 2. Some forms of inspection utilising human senses can be inexpensive 3. Allows shutdown before severe damage occurs 4. Production can be modified to extend unit life 5. Cause of failure can be analysed 6. Maintenance can be planned; 7. Labour can be organised 8. Spares can be assembled 5.3.6.4 Disadvantages 1) Thermograph & Oil Debris Analysis [specialised equipment and training]

2) Requires careful choice of the correct technique. 3) Time is required for trends to develop to know machine condition Self Assessment Questions 1) Which of the following is not a common cause of equipment breakdowns? a) Improper preventive maintenance b) Inadequate lubrication c) Improper setups of jigs, fixtures and tools d) All the above 2) Which of the following is not an objective of remedial maintenance? a) To put back machinery back to work and minimize production interruptions b) To control costs of maintenance crew to the minimum c) To control cost of the operations of repairing d) Replacing the faulty machine when it starts malfunctioning. e) To control costs of repair & replacement parts to minimum f) To carry out appropriate repair intermittently at each malfunction to improve the life of the machine. 3) Irregular preventive maintenance do not include a) Repairs b) Overhauls c) Reduction of noise levels and vibrations d) Clean up of leakages etc on all the machine aggregates daily 4) RM is a procedure followed regularly i.e. a _______________ recurring periodically 5) In the following list find out which one is considered as disadvantage of routine management:

1) Simple to establish & follow 2) Little or no clerical work 3) High degree of prevention by intercepting developing faults 4) RM may not provide the service specified by the manufacturer 5) A more advanced stage calls for service instructions on a pre-printed schedule and checklists. 6) Planned maintenance is the activities carried out according to a ______________ and hence known as scheduled maintenance or productive maintenance 7) Characteristics of Planned Maintenance-fill up the missing one: 1) Instructions are more detailed than in routine maintenance 2) Calls for differently timed service for the same unit 3) Schedule is drawn with dates 4) ___________________________ 5) Entails considerable planning effort, faithful implementation and recording 6) Initial list of planned maintenance will be in detail Breakdown Maintenance is the method of operating the machines to run ______________ and then repair in order to restore them to an acceptable condition. 9) Characteristics of Break-down Maintenance System-fill the missing one: 1. No services except occasional lubrication unless failure occurs 2. No maintenance men on regular basis 3. Maintenance done by sub-contractors 4. ______________________ 5. No stock of spares 6. Initially it looks economical

7. Creates internal problems namely: Who to do the repair? From where to get parts? How do we pay for them? Who will go & buy parts? 10) To avoid breakdown & ensure smooth production following time based activities are practiced- which one is not the recommended practice? 1. Daily Maintenance Cleaning, checking, lubrication, etc. 2. Periodic Inspections 3. Check all the machines at firmed up time intervals 4. Use of recommended Grades of oils 5. Restoration to recover deterioration 11) Predictive Maintenance is one of the modern approaches to preventive maintenance where in __________ are used to predict ____________ of machines & equipment. 12) CBM relies on the fact that the majority of failures do not occur instantaneously but develops over a period of time. CBM involves recording some ___________ that gives an indication of the condition. 13) There are two methods used namely-Which is the second one 1) Trend Monitoring. 2) ____________________ 5.4 Summary Poorly maintained machines/equipment has severe negative impact on the productivity and the quality of the output in a production unit. To counter this, maintenance has been given more importance in the operational plans. In the present high tech production, with JIT inventory and sophisticated processes, using high technology machines, any stoppage due to breakdown in any part of the system will affect the entire production process. Maintenance is of three main categories: breakdown, preventive, and predictive. Preventive maintenance is undertaken before need for maintenance arises and aims at minimizing the anticipated breakdowns. Predictive maintenance is a type in which the vital attributes of a system are monitored continuously and any deviations from the accepted limits are taken to rectify the problem. Breakdown or remedial maintenance is undertaken when a machine breaks down or malfunctions. In planning, maintenance managers have to decide on a proper balance between preventive, predictive and remedial maintenance.

In the Condition based maintenance (also known as Dynamic predictive maintenance or Diagnostic maintenance) the plant is maintained just after some problems arisen, but much before the possible breakdown. CBM is a continuous or periodic measurement and interpretation of data to indicate the condition of an item to determine the need for maintenance. Total productivity maintenance is practiced to improve the productivity of the equipment by minimizing the number of breakdowns and malfunctions. Organizations have realized the importance of maintenance and its planning. Which enables them to reduce breakdowns, accidents and minimizing the costs of maintenance activities? 5.5 Terminal Questions 1. State the objectives of maintenance management? 2. Outline the various types of maintenance 3. What is meant by planned/scheduled/productive maintenance and what emphasis it pays in maintaining the machine/equipment 4. What are the important functions of maintenance department 5. What are the advantages of Planned Maintenance? 6. What are the characteristics & objectives of breakdown/corrective maintenance? 7. What are the advantages & disadvantages of breakdown/corrective maintenance? 8. Define preventive maintenance and state its objectives 9. Describe the procedures of preventive maintenance program 10. Discuss the advantages and limitations of preventive maintenance 11. Distinguish between preventive and breakdown maintenance 12. What is predictive maintenance? What are its advantages over preventive maintenance? 13. What is condition based maintenance. Where this type is applicable. 14. Explain briefly the condition based monitoring methods 15. What are the advantages and disadvantages of condition based maintenance? 5.6 Answers

Self Assessment Questions 1. d) All the above 2. d) Replacing the faulty machine when it starts malfunctioning 3. c) Reduction of noise levels and vibrations 4. Cyclic operation 5. (4) RM may not provide the service specified by the manufacturer 6. Predetermined schedule 7. (4) Establishes the work-load for the crew 8. Until they fail 9. (4) No organised efforts to find out reasons 10. (3) Check all the machines at firmed up time intervals 11. Sensitive instruments, anticipated failure 12. Not occur, measurement 13. Condition Checking & Monitoring Terminal Questions 1. Refer 5.2 2. Refer 5.3 3. Refer 5.4 4. Refer 5.4.2 5. Refer 5.4.2.2 6. Refer 5.4.3.1 & 5.4.3.2 7. Refer 5.4.3.3 & 5.4.3.4 8. Refer 5.4.4

9. Refer 5.4.4.4 10. Refer 5.4.4.5 & 5.4.5.6 11. Refer 5.4.4.7 12. Refer 5.4.5 13. Refer 5.4.6 14. Refer 5.4.6.1 15.Refer 5.4.6.3 & 5.4.6.4 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-06-Maintenance Planning and Scheduling

Unit-06-Maintenance Planning and Scheduling Structure: 6.1 Introduction Objectives 6.2 Functions of Maintenance Planning 6.3 Planning Vision & Mission 6.4 Functions of Maintenance Planner 6.5 Benefit of Planning 6.6 Planning System 6.7 How much Planning will help? 6.8 Productivity, Specialization & Coordination of Planning 6.9 Maintenance Planning Principles 6.10 Planning Preventive & Predictive Maintenance, Project work 6.11 Summary of Maintenance Planning 6.12 Maintenance scheduling principles 6.13 Six Maintenance Scheduling Principles 6.14 Summary of Maintenance Scheduling 6.15 Terminal Questions 6.16 Answers 6.1 Introduction

All manufacturing units having varieties of machineries and equipments require maintenance to keep them up in good working conditions and for sustaining and achieving higher productivity. To achieve the desired maintenance efficiency, planning is very essential. Where does planning fit into? What principles make it work? How planning is required to be done? How to provide additional resources for planners and personnel for maintenance activities? Etc, are the subjects being discussion. The planning system is designed with procedures to be followed over time through a systematic job plans. By implementing fundamental planning and scheduling system, organizations could improve maintenance productivity to about 40%. The final improvement to over 50% can be achieved through special aids, control of inventories, tool room facilities, data collection and research of certain processes etc. Planning and scheduling promotes labor productivity by examining potential delays and scheduling work. The planner should also give more attention to critical equipment and safety areas. Planning concentrates on adding value, as they leverage their expertise into job plans. Here procedure already in the file or important information that persons who worked on that equipment have recorded previously, are included in the job plans. The plant has better control over work that is scheduled. If detailed procedures and checklists contribute to better reliability, performance, and safety, it is preferred for the organization to become a procedure-based one with teams of experienced technicians, planners, engineers, and other vendors to cater to the common maintenance tasks on critical equipment and safety equipment. Planning does not solve everything, but certainly brings together many aspects of maintenance. Other tools used are work order system, leadership, management, communication, teamwork; qualified personnel; shops, tool rooms, tools; storeroom support; and maintenance measurement. In addition, consideration of reliability maintenance as preventive maintenance, predictive maintenance, and project maintenance is essential. Objectives: After studying this unit you shall be able to Prepare a plan for maintenance Analyse the benefits of planning for maintenance Examine the principles of maintenance planning

 Distinguish between preventive and breakdown maintenance planning. 6.2 Functions of Maintenance Planning Maintenance management uses planning as a tool to reduce unnecessary job delays through advance preparation. To prepare a job in advance, a planner develops a work plan after receiving a work request. The work plan is nothing but the information a planner makes ready for the technician to execute the work. The work plan includes a job scope, identification of craft skill required, and labor time estimate, procedure for accomplishing task and identify any parts and special tools required. Coordinating function is the key to achieve competitive edge. For this the maintenance planning will have the following functions: Coordinating mechanism within the maintenance department. Once the work order is received, the maintenance planning initiates action. Planner does preparatory planning for the crew supervisor and craft persons who executes the work. The planner considers the proper scope of work for the job. For ex: Planner has to judge whether the defective valve should be repaired or replaced. The planner identifies appropriate materials for the specified job and checks whether they are available or be specially obtained. The planner specifies appropriate craft skills required for that particular job. Crew personnel are then assigned the job for execution and avoid problems such as delays stemming by insufficient skills/ not having required materials or tools. The time estimates made by planner gives the idea to crew personnel to judge how much work is assigned and what work is there, thus enabling a better control over their work. The planned information gives the supervisors a reference for expected work and time for completion and helps to have a control through on problems that might lessen productivity. Maintenance planning brings together or coordinates the effort of many other aspects of maintenance. 6.3 Planning Vision & Mission The mission of planning revolves around doing the right jobs that are ready to go.

The planning mission states Doing the right jobs & ready to go. Doing the right jobs involves job priorities, crew schedules, work involved, method of maintenance, release of the work orders to proceed etc. It also involves identifying the actual work scope, considering the safety aspects of the job. A planning mission statement is: To increase the Maintenance crews ability to complete the work orders quickly. Planning is Information central, and it controls and coordinates and brings resources to leverage productivity. With proper planning or preparation efforts for each job, planning sets the stage for the maintenance force to act upon quickly. Work plans avoid anticipated delays, improve on past jobs, and allow advance scheduling through which the supervisors will assign and control the proper amount of work. A work crew is ready to go immediately to scheduled work assignments as all instructions, parts, tools, clearances, arrangements are ready. The entire maintenance organization should be committed to schedule proactive works, but ready handle judiciously the reactive type of work also. 6.4 Functions of Maintenance Planner 1) Maintenance planning involves identifying parts and tools that are necessary for maintenance jobs. 2) The planner writes work instructions on how to do the job. 3) With preparatory work, crew starts their work as per job, without wasting time. 4) Planners evolve good planning methodology that increases maintenance productivity. 5) The planner writes a job plan that identifies parts needed (such as gaskets, seals, bearings etc) along with their identification numbers. 6) The planner reserves such required parts in the store to ensure their availability. 7) If parts are not in the inventory, planner initiate action to organize and get them. Arrange parts required to be placed in a convenient location nearer to the job site before the job starts, so that technicians need not wait for parts to arrive. 9) Planner provide a bill of materials or an illustrated parts diagram both to the stores person and craft men, for easy understanding and identifying the proper parts for his next work.

10) Planner is required to coordinate with vendors & ensure material supply along with the quality control on vendor supplies. 11) Planner identifies special tools needed by the craft man for maintenance activities and reserve such tooling and other accessories at the place of work. 12) Planner will arrange material handling equipments like crane, fork lifts, pallets etc for easy movement of identified parts and tools to work site in advance. 6.5 Benefit of Planning As planning consists of arranging parts and the necessary tools for maintenance work and provide necessary guidelines by use all the inputs effectively through a maintenance system, resulting benefit achieved are the improved productivity and overall effectiveness or efficiency in maintenance. Hence the purpose of planning is to focus on high productivity through an organized planning & scheduling principles. 6.6 Planning System In a proper planning system, the maintenance process has the following steps: 1) Receives request from the concerned section for the maintenance work. 2) Planner plans work order, specify job scope, craft and skill level required, time estimates, anticipated parts & tools, with identification numbers. 3) Planner evolves a system and procedure for each type of maintenance work. 4) Skill levels and time estimates on jobs and proper scheduling are included in the subject work order. 5) Creates data and information on machineries and equipment and its maintenance methodology for future reference and analysis. 6) Establishes through work order system, procedures for assigning proper amount of work to all the skilled/unskilled crews. 7) Prepares Schedules for maintenance works and follow track until complete. Institute a control system that contributes to managing productivity. 6.7 How Much Planning Will Help? a) Tangible Help:

Planning provides tangible help for organization to achieve:

-Amount of work accomplished rises. -Work force is freed up. -Extra labor power can be reallocated to added value activities.

Through proper planning, one can calculate and measure the actual amount of increased maintenance productivity. The practical result of planning-example:

In a power station, where the management created an exclusive planning group, could achieve a remarkable reliable plant capacity within a year through superior availability and a drastic improvement in work force productivity. Practically the total maintenance work was completed by 35 personnel as compared to previous years statistics of using around 45 personnel for the same output, thus using the freed 10 trained personnel for other productivity improvement activities. b) Improving the Wrench Time and Productivity Work activities are classified differently. The industrys average productive maintenance time was less than 30% (the measure of wrench time) when a typical maintenance technician has spent less than 20% on the real work and it is found that the balance time is spent on other nonproductive tasks. Improvement here was only possible with the planning in place. c) World class wrench time Statistical work sampling studies measures productive time, also known as wrench time. To determine if any of the delay time could be avoidable requires planners assistance for analyzing such nonproductive time. Analysis of the nonproductive time is one of the most valuable work-sampling, where in the planning addresses and reduces delays, thus frees technicians for more productive work. The maximum performance target for wrench time was shown at an average of around 55%. Is this wrench time a reality? Instances are there in which experienced workforce moved from average 35% wrench time to 55% with fine tuned planning. In addition, intangible benefits of planning were seen in providing a better control of maintenance work. 6.8 Productivity, Specialization & Coordination of Planning a) The specific benefit of planning in Wrench time improvements There are organizations who feel that the planning work is part and parcel of the maintenance crew. Crew will plan their work and then executes. But it proved the other way as seen from the above examples. Further if there are three crews working with

wrench time of 30%, and if one is allocated to planning job and with whose instance, the other two crew reached a wrench time of 50%, then total productivity is 100 % [2x 50% +0= 100%, as compared to 3x30=90%]. But experience has shown that a single planner can plan maintenance jobs for more than 20 persons, which spells the importance of planning jobs for maintenance. b) Specialization and Productivity: Experienced crew are specializing in a particular field and achieving the specified goals. Specialization increases productivity per person. Industry to this day continues to use specialization, for which they train and maintain separate groups of mechanics, electricians, and instrument technicians. Loading these specialists to achieve higher wrench times also requires a sound planning and proper coordination, which is essential for a competitive edge. 6.9 Maintenance Planning Principles The principles or paradigms that are evolved over the maintenance mission will profoundly affect planning. These principles must be understood by all concerned to have effective planning process. The principles of having planning as a separate department in order to focus on the future work and consequent use of planners expertise to create estimates, recognizing skill of the craftsman and measuring performance must be understood by every one concerned with production. There is a methodology of work measurement what is commonly known as wrench time and this frequently misunderstood principle and hence must be made clear to everyone concerned. Each principle identifies important crossroads. Decisions making at each crossroads on the alternative ways to conduct planning and execute is essential and ultimate success of planning depends on this situational oriented decision. Six principles greatly contribute to the overall success of planning. 1) Company organizes planners into a separate department. 2) Planners concentrate on future work. 3) Planners base their files on the component level of systems. 4) Planner expertise dictates job estimates. 5) Planners recognize the skill of the crafts.

6) Work sampling of direct work time provide measure of planning effectiveness. Principle 1: [The Company organizes planners into a separate department] The planners are organized into a separate department from craft maintenance crews to facilitate specialization in planning and focus on future work. Planners report to a different supervisor/ lead planner who will be responsible to provide direction and ensure consistency within the planning group. The planners must be engaged in preparing work that has not yet begun. The supervisor has an obligation to complete the assigned work in an expeditious manner with a minimum of interruptions The crew focuses exclusively on executing assigned work. Because planning contributes to scheduling, the lack of planning effort may decrease the number of work assignments to crew members The company organizing planners to a separate group, which helps planners to become specialized in all the tools and techniques of planning Planners need to work closely to ensure proper execution of work with consistency. Planners use personal experience and develop work plans to avoid anticipated work delays and quality or safety problems. Principle 2: [Focus on Future Work] The vision of planning is to increase labor productivity by preparing the jobs in advance. The Planning Department concentrates on future work and provide the crew to plan their work in advance and remove backlogs After job completion, feedback is given by the lead technician or supervisor to the Planning Department. The feedback consists of any problems, plan changes, or other helpful information so that future work plans and schedules might be improved. The planners ensure that the feedback information is properly filed to aid future work. Principle 3: [Component Level Files] Planning maintains a simple, secure file system based on equipment tag numbers. Matching identify tags on the machineries are also arranged. The file system enables planners to utilize equipment data and information and their experience on previous work to prepare and improve work plans, especially on repetitive maintenance tasks.

 The majority of maintenance tasks are repetitive over a period of time. File cost information assists in making repair or replace decisions. Supervisors and plant engineers are trained to access these files to gather information they need with minimal planner assistance. Principle 4: [Estimates Based on Planner Expertise] Planners use personal experience and file information to develop work plans to avoid anticipated work delays after considering quality and safety problems. Plant must choose from among its best craft persons to be planners. These planners rely greatly upon their personal skill and experience in addition to existing information in the files to develop job plans. Routine maintenance offers the highest potential for planner contribution to company success because more intricate or unusual maintenance tasks receives necessary help from plant engineering department Principle 5: [Recognize the Skill of the Crafts] The Planning Department recognizes the skill of the crafts. The planners responsibility is to firm up the scope of the work request including clarification of the originators intent wherever necessary. The planner then plans the general strategy of the work (such as repair or replace) and includes procedure if it is not already there in the file. This principle dictates that planners depend on the workforce being sufficiently skilled when he is putting a minimum level of detail into the initial job plans. Craft technicians use their expertise to make the specified repair or replacement. The planner calls for a minimum craft skill on a job plan. The plan dictates the skill set necessary to accomplish the work given the state of the job plan. The planners and technicians work together over repeated jobs to develop better procedures and checklists. Supervisors must train technicians with deficient skills and give proper support and guidance Technicians must execute the job precisely as planned for three reasons. Any recommended deviations from the job plan must be approved by planning before execution. Planners give information to supervisor for scheduling control. The planners also use their own expertise to formalize best practices on individual job plans.

 Finally, the planning system counts on the skilled technicians giving feedback on job plans so that their expertise and the planners expertise both contribute to adding information to future plans. Principle 6: [Measure Performance with Work Sampling] Wrench time is the primary measure of workforce efficiency and of planning and scheduling effectiveness. Wrench time is the proportion of available time-to-work time during which the craft technicians are on productive working on a job site. Delays such as waiting for assignment, clearance, parts, tools, instructions, travel, coordination with other crafts, or equipment information are all deducted. Principle 6 dictates that measuring how much time craft technicians actually spend on their job site versus other activities performed such as obtaining parts or tools. This determines the effectiveness of the maintenance planning program. This principle holds that delays in technicians job should be avoided. Work sampling to determine wrench time gives this measure of how much planning is helping in the process. The time that employees spend at their job sites working is called direct or productive work. What is actually important is the analysis of the nonproductive time. Measuring wrench time thus gives an overall indication of how well the other principles have been implemented or accepted. Wrench time analysis is an indicator, not the control of planning or the work force. Wrench time is measured accurately with a properly structured, statistical observational techniques & study. 6.10 Planning Preventive & Predictive Maintenance, Projects The concepts and importance of preventive maintenance, predictive maintenance, and project work and their relationship to the development of the planning principles and practices are discussed here. These reduce the incidence of reactive maintenance work and to increase plant reliability. Planning can adopt preferred maintenance for higher effectiveness. a) Preventive Maintenance [PM] and Planning The planning department studies and issues PMs schedules and reviews them periodically. Starting with a basic system, planners visualize the types of work orders to be released for preventive maintenance tasks for the next week.

 A planner should plan each of the PMs with scope and craft requirements such as numbers of persons, work hours, and duration. The plan should also list anticipated parts and special tools. The scope should extend beyond simple repair and replacement of parts to improve equipment reliability as well. For this, the technician is empowered to make any minor equipment adjustments or minor repairs during execution of the PM. For ex: tightening of fasteners in the coupling if he found they are loose. This requirement of corrective maintenance is TLC i.e. Tightness, Lubrication, and Cleanliness, which are contributing to more than 50% of all breakdowns. Cleanliness helps reduce contamination sources and such clean surfaces to reveal the presence of new leaks. The dirt and grime also add undesirable insulation conditions that may affect equipment performance. PM plans should specify torque requirements or attach torque charts where appropriate and include torque wrenches as a special tool. Planning for parts encourages the replacement of fasteners based on the technicians decisions. Lubrication is important part of a PM program, as improper lubrication leads to total damage to equipment. PM plans can include rags for wiping and removing old grease when parts are dissembled. Emphasis in all PMs is to inspect the equipment for abnormal situations. Many do value assigning with experienced personnel to perform PM work orders. The planner should allow some extra time in the work order on all PM work for making unspecified excessive cleaning, small adjustments, or minor repairs. The planner must receive feedback to improve the PM work order itself, on the work done, repairs, tightening of bolts, lubrications etc. Planners should also review the histories and feedback from all work orders to determine if additional PM work orders are needed. b) Predictive Maintenance [PdM] and Planning Planning plans and schedules PdM work orders. Predictive maintenance (PdM) uses technology not available to the regular maintenance work force. PdM personnel make the call on the creation of new work orders. PdM technology greatly moves the plants reliability upward as the predictions in predictive maintenance show an important capacity for growth in accuracy.

 Planners must accept PdM work orders for jobs and translate them into the appropriate scope for the maintenance crews. Planners should facilitate PdM when work on equipment is in process, so that PdM personnel may quickly climb the learning curve. Planners should insist that PdM uses the same equipment tag numbers for ease communication problems. Planners should insist to utilize standards set by PdM for certain jobs, which involves alignment criteria, bearing clearances, or other rebuild tolerances. The PdM group can update the technology of the maintenance force, with active participation and assistance from the planning group. c) Project Work and Planning Similar to PdM, planning group plans and schedules work orders to implement projects as regular jobs, but difference is in the larger nature of projects. Plant normally has the personnel to implement such maintenance project work with the productivity prescribed in the planning and scheduling system. Plants treat projects as outages and planned as long-range scheduling. Planners should be able to estimate and commit the project schedules with plant engineering and scheduler assistance. Planners must vigorously pursue collecting documentation to establish files and also overview position regarding the project replacement or overhaul. 6.11 Summary of Maintenance Planning Effective maintenance is vital to provide reliable plant capacity. The application of maintenance planning makes possible the dramatic improvement in maintenance productivity. The planning effort has mainly focused on making individual jobs ready to go by identifying and planning around potential delays. Consideration of six basic principles greatly boosts the planning program efforts toward success. Each principle resolves a crossroads decision that affects the planning effort. At each crossroads, the company has to make a decision regarding alternate ways to conduct planning. The decision the company makes regarding each situation determines the ultimate success of planning.

The principle of having planning as a separate department, focusing on future work, having component level files, using planner expertise to create estimates, recognizing the skill of the crafts, and measuring planning performance with work sampling for technicians direct work time, are all in the total system. Planners need to avoid continually being interrupted to resolve problems for jobs already under way. Planners need to focus on future work not yet begun. Because most jobs are repetitive, file history help technicians to avoid previously faced problems. Only when planning keeps a separate file for each piece of equipment, it is practical to retrieve information when needed. Plnners must possess the experience of top level technicians in order to scope jobs, utilize files, and estimate times adequately. Wrench time will measure whether the objectives of planning are met or not in reducing job delays. The planned work packages increases the maintenance departments ability to complete work orders effectively, efficiently, and safely. The crews worked on the planned jobs and work sampling study made on it indicated a wrench time of 25% only and further plant could do better job if improved upon. They solved the problems by addressing symptomatic of tools, parts availability problems or not properly planning issues Companies placed an emphasis on planning and also they doubled the parts availability in stores to reduce ordering needs. The analysis revealed that the large delay times not only for parts, tools, instructions, or travel categories, but also exists for excessive startup, break, lunch, and shutdown Wrench time concept of measuring the work for each hour of the day, gave a clear picture of how technicians are completing their work. When work orders are received, the technicians would scope out the jobs with their social & other times. Maintenance needed certain methodology to assigning enough work through the planning process. This aligning of the work to accomplish the desired effective and efficient maintenance led to the principles of scheduling, which is discussed below. . 6.12 Maintenance Scheduling Principles Scheduling principles envisages the vision, the principles or paradigms in order to evolve effective scheduling will come through effective planning process. The principles used for planning and scheduling are for achieving the forecasted skill levels, the schedules and job priorities for every forecasted work available, allowing the crew supervisor to handle days work, and then measure schedule compliances.

Routine maintenance needs the use of principles, as they create a framework for successful scheduling of planned work. Each principle sets guidelines on how the maintenance should handle different scheduling process. 6.13 Six Maintenance Scheduling Principles Six principles that greatly contribute to the overall success of scheduling are: 1. Planners plan the jobs for lowest required skill levels. 2. The entire plant must respect the importance of schedules and job priorities. 3. Crew supervisors forecast available work hours one week ahead by the highest skills available. 4. Schedule assigns planned work for every forecasted work hour available. 5. Crew supervisor matches personnel skills and tasks 6. Schedule compliance of wrench time, provides the measure of scheduling effectiveness. Principle 1: [Planners plan the jobs for lowest required skill levels] Essential part of Principle 1 is that job plans identify the lowest skill necessary to complete the work with the contention that the supervisor will have higher skill capability also, if required while assigning individuals to execute job plan. Job plans provide information about the number of persons required, lowest required craft skill level, craft work hours per level, and job duration, Does the job require mechanics or machinists? Does the job require three helpers to assist a certified electrician? Etc that are necessary for advance scheduling. Principle 2 [Entire plant respect the importance of schedules and job priorities] Weekly and daily schedules must be adhered to by the crew as per the priorities mentioned in the work orders to prevent undue interruption in schedules. The appropriate priority for the work is based on established plant guidelines. The priority may be reviewed periodically and adjusted in coordination with crew, planners and the plant manager. Plant priority plays a larger role in creating the schedule of work and all involved should treat it as a serious matter. Advance scheduling of enough work for the entire week sets the goal for maximum utilization of the available craft hours. It also ensures that a sufficient and the right work are assigned.

 Inefficiency peeps through the interruption by low priority jobs coming in way of urgent jobs progressing. If a true emergency arises, it is better to delay identified job in full rather than completing half. Principle 3 [Develops weeks schedule for each crew & craft hours required] Develops a weeks schedule for each crew based on craft hours required, forecast of highest skill, job priorities, and information from job plans. First two principles are the prerequisites of the principle-3 scheduling Scheduler selects the weeks worth of work from the overall plant backlog. Scheduler uses a forecast of maximum capabilities of the crew for coming week. Scheduler also uses job priority and job plan information. Scheduling plan is for performing all the works available in the system. This includes proactive work. Consideration is also given to multiple jobs on the same equipment or system and of proactive versus reactive work available. Principle 4: [A weeks schedule will assign work for all the available work hour] A weeks schedule will assign work for the total work hours. It allows for emergencies/high priority/ reactive jobs by scheduling sufficient amount of work hours, after considering the tasks that are being interrupted Principle 4 brings all the three previous scheduling principles together. Scheduler assigns work plans for the crew to execute during the following week for 100% of the forecasted hours i.e. crew work load is 1000 worthy labour hours. Over assigning and under assigning work are common and acceptable in industries. As these may cause unique problems it is better to be avoided. Preference is given to completing the higher priority work by utilizing whatever skills available than working on completing the lower priority work. Principle 5: [The crew supervisor matches personnel skills and tasks] Crew supervisor develops a daily schedule one day in advance using current job progress, new high priority, and reactive jobs as a guide. Crew supervisor matches personnel skills and tasks.

 Crew supervisor handles the current days work and any other problems in emergency maintenance Although individual jobs show a wide variance between planned and actual times, it relatively balances by week end. Each day the crew supervisor assigns the next days work to each technician. He will ensure that each technician receives assignments totalling to full days work Principle 6: [Wrench time is the primary measure of workforce efficiency] Wrench time is the primary measure of workforce efficiency and of planning and scheduling effectiveness. Schedule compliance is the measure of adherence to the one week schedule and its effectiveness. Work sampling or wrench time is the best measure of scheduling performance. Maintenance dept also tracks schedule compliance. Planning individual jobs can reduce delays such as waiting to obtain certain parts, tools, or technician instructions Scheduling aims at reducing delays. Work sampling or wrench time studies quantify delays & gives measures of planning and scheduling effectiveness. 6.14 Summary of Maintenance Scheduling Maintenance management must consider main scheduling in the maintenance planning strategy to avoid problems of improved efficiency. Six basic principles form the foundation of successful scheduling and make schedules and priority systems important, scheduler to develop schedule in advance, assigns work for all available labour hours, allow crew supervisors to make daily schedules, and track schedule compliance. When setting craft and time requirements, job plans must plan for the lowest required skill level. This increases flexibility in choosing jobs. Adhering to schedules is important as interrupting jobs leads to overall inefficiency. The priority system must properly identify the right jobs to start. Knowing of the lowest skills required for jobs and the highest skills available allows developing a schedule with proper work for the week. In case of delay in actual job progress and the incidence of unexpected reactive work in place, crew supervisor is the best judge to create the daily crew work schedule.

Schedule based on the wrench time has to be practiced. The planners and crew had to deal differently with urgent reactive work by developing job plans for reactive work. Principles 1 and 2 are prerequisites for scheduling. Principles 3 through 5 establish basis of scheduling process. Principle 6 sets overall indicators for scheduling control. Hence use of planned and scheduled work packages increases the maintenance departments ability to complete work orders effectively, efficiently, and safely. Further working to the maintenance planning based on the six planning principles along with the six scheduling principles will help improve the productivity. Self Assessment Questions 1. Maintenance management uses planning as a tool to reduce . through advance preparation. To prepare a job in advance, a planner develops a after receiving a work request. 2. Out of the maintenance planning functions, which one is not relevant? Coordinating mechanism within the maintenance department. A maintenance planner does preparatory planning for the craft persons The planner identifies appropriate materials for the specified job and checks whether they are available or must be specially obtained. To arrest the leakages and keep up the lubrication system The planner specifies the appropriate craft skills required for that particular job. Crew personnel are assigned the job for execution The time estimates are made by planner Maintenance planning brings together or coordinates the effort of many other aspects of maintenance. 3. The planning mission statement could be .. . This involves job priorities, crew schedules, and works such as preventive maintenance/ breakdown work and release of the work orders to proceed. 4. A planning mission statement may be: .. 5. In the maintenance process given below which one not the step to be considered.

a) Receives request from the concerned section for the maintenance work, b) A planner plans the work order by specifying job scope, craft and skill level required, time estimates, as well as specifying anticipated parts and tools, with all their identification numbers. c) Planner evolves a system and procedure for each type of maintenance work d) Skill levels and time estimates on jobs and proper scheduling are included in the subject work order. e) Fix up the wages for each of the work based on the skill level f) Creates data and information on all machineries and equipment and its maintenance methodology for future reference and analysis. g) He establishes through work order system, procedures for assigning proper amount of work to all the skilled/unskilled crews h) Prepares Schedules for the maintenance works and follow track until complete. 6. Planning provides tangible help. Fill in (c) below: a) The amount of work accomplished rises. b) The work force is freed up. c) 7. Statistical work sampling studies measures .. , also known as wrench time. Wrench time is the primary measure Wrench time is the proportion of available time to- work time during which the craft technicians are on productive working on a job site. 8. Specialization increases . per person 9. Six principles greatly contribute to overall success of planning. Which is sixth one? a) The company organizes planners into a separate department. b) Planners concentrate on future work. c) Planners base their files on the component level of systems. d) Planner expertise dictates job estimates.

e) Planners recognize the skill of the crafts. f) .. 10. Companies strive to do more preventive maintenance, predictive maintenance, and project work to lessen the . work and to increase plant reliability. 11. This requirement of corrective maintenance is TLC i.e. , .., .. which are contributing to more than 50% of all breakdowns. 12. Cleanliness helps reduce .. and such clean surfaces to reveal the presence of new leaks. Improper lubrication leads to total . to equipment. 13. The PdM technology has the potential of greatly moving the plants . upward as the predictions involved in predictive maintenance show an important capacity for growth in accuracy. 14. The principles used for planning and scheduling are for achieving the forecasted higher skill levels, .. for every forecasted work available, allowing the crew supervisor to handle days work, and then measure schedule compliances 15. Just as in planning, six principles that greatly contribute to the overall success of scheduling are discussed below. Fill in the missing principle. a. Planners plan the jobs for lowest required skill levels. b. The entire plant must respect the importance of schedules and job priorities. c. Crew supervisors forecast available work hours one week ahead by the highest skills available. d. . e. The crew supervisor matches personnel skills and tasks] f. Schedule compliance joins wrench time to provide the measure of scheduling effectiveness. 6.15 Terminal Questions 1. Why planning process is essential for efficient maintenance management? 2. Explain briefly the functions of maintenance planning. 3. What are the benefits of maintenance planning?

4. Explain as to how the maintenance planning will help improve the effectiveness and efficiency of the organization 5. What is wrench time? How it is recognized as a maintenance work measure? 6. Explain how the specialization in areas of maintenance will help improve the productivity of the maintenance crew. 7. What are the maintenance planning principles? How they contribute to the success of planning? 8. Explain briefly the planning approaches in preventive and predictive maintenance processes. 9. Why scheduling after proper planning is essential for effective maintenance and meeting the dead line and avoid delays? 10. Explain briefly how the use of six principles will greatly contribute to the overall success of scheduling 6.16 Answers Self Assessment Questions 1. Unnecessary job, Work plan 2. (sl.no:4)To arrest the leakages and keep up the lubrication system 3. Doing right jobs which are ready to go 4. To increases the Maintenance Departments ability to complete work orders quickly. 5. (sl. no: e) Fix up the wages for each of the work based on the skill level 6. The extra labor power can be reallocated to added value activities. 7. Productive time, workforce efficiency and of planning and scheduling effectiveness. 8. Productivity 9. Work sampling for direct work time provides the primary measure of planning effectiveness 10. Incidence of reactive maintenance 11. Tightness, Lubrication, and Cleanliness

12. Contamination sources, damage 13. Reliability 14. The schedules and job priorities 15. (For d): The schedule assigns planned work for every forecasted work hour available.

Terminal Questions 1. Refer 6.1 2. Refer 6.2 3. Refer 6.5 4. Refer 6.7 5. Refer 6.7 (c) 6. Refer 6.8 (b) 7. Refer 6.9 8. Refer 6.10 a & b 9. Refer 6.12 10.Refer 6.13 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-07-Universel Maintenance Practices

Unit-07-Universel Maintenance Practices Structure: 7.1 Introduction Objectives 7.2 Planners Function in Maintenance & Benefits 7.3 Organization & Processes 7.4 Benefits of using UMS with Planners Functions 7.5 Universal Principles for higher Productive Maintenance 7.6 Work Measurement for High-Productivity Maintenance Universal Maintenance Standards [UMS] Five Levels of Data in Ums 7.7 ACE Team Benchmarking Process 7.8 Overall Craft Effectiveness & its Measurement 7.9 Summary 7.10 Terminal Questions 7.11 Answers 7.1 Introduction Automating the maintenance program is a complex task as it requires integrating of people, process and systems. Using a state-of-the-art maintenance management, organizations have tried and tested different approaches for bringing changes that can result in improvements in both the function and the cost. The new system will become a platform for continuous improvement and will generate long term benefits

The analysis and application of work measurements to ensure improved productivity and cost reduction in maintenance should be the prime consideration by the management, as the maintenance represents variable operating cost which includes physical plant value, maintenance labour, materials and overhead. Higher productivity maintenance means better customer service, higher quality, on-time delivery and ultimately, satisfied customers. How the Maintenance, Engineering or Industrial Engineering managers spearhead their achievements of dramatic productivity improvements by adopting different methods of work measurements in managing and controlling their activities. Implementing new techniques of measurement, a detail analysis and adopting certain state of art principles and improve maintenance productivity are all the focus areas for the above said disciplines. For achieving the above said prerequisites, especially when sophisticated high tech machineries and equipments are used for production, are the concepts, principles and theory of new measurement techniques, some of which are listed below: 1. Use of the state of art principles, theory, systems and techniques of Universal Maintenance Standards [UMS] 2. Benchmarking the best practices 3. Adopting ACE system for benchmarking and improvements 4. Improving the Overall craft effectiveness [OCE] for productivity, cost reduction and its measurement 5. Improving Wrench time of the Crew in Maintenance 6. Achieving excellence in Maintenance Engineering and Management Objectives: After studying this unit you shall be able to: Outline the functions to be performed by the maintenance planner. Explain the benefits of UMS Adopt the ACE system of Benchmarking 7.2 Planners Function In Maintenance & Benefits The planners role is varied in nature such as: maintain a backlog of ready-to-work jobs for each technician, close communication with supervisors, field checks jobs when

needed, plans work content, verifies priority, identifies special tools, materials, requisitions non-stock or out-of-stock items, plans safety requirements, crew size, crafts needed, and time to do the work. The planner also develops bench marks and maintains the data library. 7.3 Organization & Processes The tasks for a maintenance work measurement program fall into two categories namely 1) Organization and 2) Process a) Organization with planner in the forefront Planner maintains and allocates the work and knows all the ratios required for accomplishing the jobs and have good maintenance skills and experience and capabilities to work as the ultimate expert system. b) Processes Processes involve data development and work order planning. Planners develop all the data, are validated, do the training, and make available to the crew a set of basic processes and craft operations for the process before establishing bench marks. They can also establish a computerized maintenance management system. 7.4 Benefits of Using Ums with Planners Functions It is found that when a planners function is integrated with the UMS resultant impact is of improving the overall maintenance effectiveness. The normal ratio of planners to technicians used is 20 to 30:1. While the maintenance departments without planners can achieve around 50-60% Productivity, the same can be raised to around 80% when a planning function is integrated with UMS times to work together. In addition the resultant productivity improvement that accrues are the benefits to organization in a) cost reductions b) downtime reduction, life cycle cost reductions d) on time completion of jobs e) continuous improvements f) improved service to customers. Both the planners and the maintenance crew should examine to see how the UMS times could be applied, time reporting on the performance including delays, etc as well as the stores process to check the inventory value, cost of the items, issue of stores taking too long, or too many stock-outs, unrealized opportunity etc. Importance of work measurement and the standard for the job should be established. Hence the measurement provides information to determine the savings potential and also justify the maintenance work measurement program, based on a formal planning function and the Universal Maintenance Standards.

7.5 Universal Principles for Higher Productive Maintenance There are several principles that, if followed, lead to the lasting results, but also helps growth in value added processes. Hence the Universal Standards serve the special needs of maintenance work through the following principles: a) Scientific Principle Best productivity results when each worker has a definite job to do in a definite way within a definite time. Frederick Taylors principle applies to all work; maintenance is no exception b) Measurement Before Control The measurement of an activity is basic to its control. Lord Kelvin saw this in his scientific investigation of the laws of physics. It is universal. c) Activity Responsibility The responsibility for each activity of a work order is necessary to ensure that the work order continues to move toward resolution without delay. d) Customer/Service Relationship The customer decides what is needed from an operational viewpoint, and maintenance decides how the service should be provided. Together the customer and maintenance crew decide the priority (based on resources available) and urgency of each task compared to other existing current works. This principle is also universal. e) Crew Size The optimum crew size for a maintenance job is the smallest that can perform the work using a specific method and execute in a safe & efficient manner. The standard crew size is one and any other size is exceptions to the general rule. f) Timeliness Large maintenance jobs are divided into smaller work orders, which can be accurately planned. They highlight problems or roadblocks for completion of the project. Timely accomplishment is also universal phenomenon. 7.6 Work Measurement for High-Productivity Maintenance 7.6.1 Universal Maintenance Standards [UMS]

The principles adopted for above said requirements are based on the application of work measurement in maintenance, which in turn depends on: a) Nature of Maintenance works: In maintenance works, some unique characteristics are revealed. If it is a low volume work done by multi skilled crew, the result is that the crew does longer cycle work compared to other production workers. Hence breaking long jobs down into elements have resulted in a large number of elements. Each element requires further study followed by application of stopwatch time or a predetermined time system analysis to determine the exact time required for each through the method selected. There are at least four to five hundred different jobs, or tasks, in each of skills of fourteen types of jobs: mechanical, carpenter, paint, masonry, pipe, electrical, sheet metal, weld, labour, custodial, HVAC, automotive, instrument, machining. The combination of many elements requiring different maintenance tasks and varieties of skills warrants developing and maintain a library of enormous number of standards. Applying the specific standards to the daily maintenance workload requires answers for: which task standard is required, availability of such standards, is it realistic to measure, to what precision, to what volume of work etc, b) Evolution of Universal Maintenance Standards (UMS) In the early 1950s, engineers adopted new methods for analyzing and assigning standards to maintenance work, called Universal Maintenance Standards (UMS), as these standards offered flexibility and could be applied not just in one location, industry or service enterprise, or one country, but everywhere where maintenance work is performed manufacturing, service, government, utilities, commercial, finance, education or healthcare, IT management etc. Techniques: The UMS system is based on three important techniques: 1) Range-of-time. The range-of-time technique recognizes the variable nature of maintenance works. A simple task such as removing and replacing a part may take more or less time depending on how tight the bolts are, how much rust is present on them etc. This range of time is same in 95 % of situations and hence standard average time is applied and practiced 2) Work content comparison. Even though parts are different, the motion pattern for two tasks may be same and also time to perform the work is almost the same. For example, time taken for threading a one-inch nut on to a bolt by hand operation takes almost same time like that of screwing in a light bulb into the holder. If the time to perform similar tasks is known, then the time

that can be applied to any other similar task with + or 5%, using the work content comparison technique is possible. 3) Organizing the data UMS data is organized in a building block fashion. Five levels of data in the UMS library, namely 1) basic motions, 2) basic operations, 3) craft operations, 4) bench marks and 5) spread sheets, becomes the standardization process and hence these are universally adopted. 7.6.2 Five Levels of Data in Ums 1) Basic Motions The foundation of UMS data is the predetermined time system for basic motions. This system analyzes and classifies data into basic motions and establishes a relationship between the motions and the time required to perform them. Two widely used predetermined time systems are Methods-Time Measurement and Operation Sequence Technique, where work measures are dividing into basic motions such as reach, grasp, move, position and release. Each of these motions are recorded and these data becomes the established times for future reference and standardization. 2) Basic Operations Basic motions are grouped together to form basic operations, common to all crafts. The variables like weight of the part, distance moved, whether the how clamping of part is done etc are recorded in the table for further use as standards. 3) Craft Operations Some operation times are unique to a certain craft. For instance, welding operations are made up of manual handling, body motions, machine settings and arc striking time etc, which are pooled as weld craft operations data, Similar craft data for other skilled craft operations such as painting, carpentry, electrical, pipefitting, machining could be made available for the crew of maintenance 4) Bench Marks Using UMS, engineers can typically apply standards to all maintenance work with bench marks covering all the crafts and through the use of spread sheets they can substantially reduce the data library compared to the one with direct standard method. 5) Spread Sheets. By using spread sheets, a planner is able to establish planning times for a large number of jobs using relative sample data of the benchmark jobs and publicise the data along with the step-by-step process. Spread sheet fills the additional needs of finding quickly the

appropriate one for an application or finding the right bench mark for comparison. Ex: Benchmarking and firming up the task can be easily done in areas like lighting, bringing control systems, in motors, in generators, and in mechanical fields like Belt drives, reducers and gear boxes, material handling equipment, compressors, clutches and brakes, and lubrication and service. All work order times released for the jobs and it consists of four components: job preparation time, area travel time, job site time and allowances for personal, rest and minor unavoidable delays. The allowances applied to these set times to get a single UMS time calculation for use by the crew. 7.7 ACE Team Benchmarking Process A Consensus of Experts (ACE), a team of relatively small in number, who have performed these jobs earlier and have requisite experience to improve upon them, have developed a bench marking process for the major work areas/types of maintenance operations. These Benchmarked jobs are then arranged into different time categories on spreadsheets for various craft work areas. This new Benchmarking Tool through ACE, the technique which was formulated and developed by the The Maintenance Excellence Institute [TMEI], outlines a new and highly recommended methodology for establishing team-based maintenance performance standards, which is called as Reliable Planning-Time standards. 1) ACE System & UMS Using predetermined standard data, the standards are established, which are then imposed on the maintenance force. ACE Team Benchmarking Process parallels the UMS approach in that the range of time and the work content times for a representative number of benchmarked jobs are established. Spreadsheets are then provided for each work group having a time slots or range of times. Spreadsheets include brief descriptions of the benchmark jobs and represent pure wrench time, say within 95% confidence range. 2) Objective of ACE Team Benchmarking Process Objective is to determine the reliable planning times for a number of selected benchmark jobs and to gain a consensus on the predetermined work content time. Here the emphasis is placed on improving current repair methods, continuous improvement and the changing of times in performance and methods. The ACE System is used to develop maintenance performance standards, which are reliable and a well-accepted planning times for the entire maintenance crew. 3) ACE System: a Team-Based Approach ACE Team process is to obtain the most reliable, reasonable estimate of maintenance work content time from a group of experienced crafts people, supervisors and planners

and provides an excellent means to evaluate repair method, safety practices, risks analysis on jobs that leads to improvements. Computerized maintenance management system (CMMS) could also be practiced, 4) Recommendation of ACE System ACE Team overcomes many inherent difficulties associated with developing maintenance performance standards and hence recommended as the standard process for modern maintenance management. 5) ACE Team Benchmarking Process: ACE System is a true team-based process that utilizes skilled crafts people, technicians, supervisors, planners and other knowledgeable people to do two things; a) Improve current repair methods, safety and quality b) Establish work content time for selected benchmark jobs for planners and others to use in developing reliable planning time. 6) The ACE System Supports Reliability Improvement: ACE Team process can contribute significantly to reliability, as its application promotes a commitment to quality repair procedures. 7.8 Overall Craft Effectiveness [OCE] & Its Measurement a) Craft Performance element of Overall Craft Effectiveness Determining the required standard hours of a technician require a trail run of the task under standard operating conditions, which will provide the management with a valuable input data for backlog determination, manpower planning, scheduling, budgeting and costing. Labour standards will be the baseline for determining craft productivity and improved methods. b) Investment for Planners: The planners activity with the team approach of ACE system will establish maintenance performance standards. Other methods used include reasonable estimates, historical data, and engineered standards such as Universal standards. c) How OCE impacts the bottom line: Craft Labor Improving Overall Craft Effectiveness is getting maximum value from craft labor resources and higher craft productivity. Best practices such as effective maintenance planning/scheduling, preventive/predictive maintenance, effective storerooms and

continuous parts support will all contribute to proactive, planned maintenance and more productive wrench time. Measuring and improving overall craft effectiveness (OCE) is one of the components of continuous improvements d) Effective Craft Utilization (CU): Craft Utilization or pure wrench time relates to measuring how effective the work is planned and craft resources scheduled so that these assets are doing value-added, productive work (wrench time). Effective planning/ scheduling is the key to increase wrench time and craft utilization. e) Productive Wrench Time: Pure wrench time is just the actual output/work done and do not include the miscellaneous waste time caused due to any or many of the following: 1. 2. 3. 4. 5. 6. 7. 8. 9. Running from emergency to emergency in a reactive, fire fighting mode Waiting on parts and searching parts or part information Waiting for asset info, drawings, repair instructions, documentation etc. Waiting for the equipment to be shut down for work start Waiting for contractor support to arrive at job site Waiting on other crafts to finish their job Travelling to/from job site Make-ready, shop clean up time Lack of effective planning and scheduling

Craft Utilization (or wrench time) is measured as the ratio of: CU %=100x [Total Productive hours or wrench time]/ [Total craft hours allotted x amount paid] f) Improve Wrench Time original Significant tangible benefits can be realized by increasing the wrench time. 20 to 30 % can be expected from more effective maintenance planning & scheduling. g) Craft Performance Another key element of OCE is the craft performance i.e. how efficient the hands-on craft work is done compared to an established planned time or performance standard. Craft performance is directly related to individual craft skills and overall trades experience, the personal motivation and effort of each craftsperson. h) Craft Service Quality (CSQ) Another element affecting the overall Craft Effectiveness relates to the quality of the repair. This element includes quality of the actual work, where certain jobs possibly require a call back to the initial repair thus requiring another trip to fix it right the second

time. Craft Service Quality will suffer due to hasty repairs, patch jobs or inferior repair parts/materials. When reliable data is present for all elements, then Overall Craft Effectiveness Factor can be determined by multiplying each of these three elements: Overall Craft Utilization = [Craft utilization (%) x Craft performance (%) x Craft service quality (%)] i) Where Can We Apply OCE Gained Value Maintenance operations that continually fight fires and react to emergency repairs never have enough time to cover all the work (core requirements) that needs to be done. In relation to OEE, OCE is increased people asset availability and capacity. It is gained value that can be calculated and estimated and then measured. Organization should not indiscriminately cut craft labour resources when increase OCE is warranted. j) Think Profit-Centred Maintenance leaders and crafts people must develop the profit mindset to be competitive and stay in business. Measuring and improving Overall Craft Effectiveness and the value received from improving craft assets is an important part of total asset management. Profit-centred in-house maintenance in combination with the wise use of high quality contract maintenance services will be the key to the final evolution that occurs. Organizations should recognize maintenance as a core business requirement and should establish the necessary core competencies for survival. K) Maintenance is For ever Maintenance is a core requirement for profitable survival and total operations success. If the internal core competency for maintenance is not present it must be regained and ensure that they are profit-centred maintenance providers by understanding clearly the UMS, the overall Craft Effectiveness and provide value added maintenance services all the time with a profit oriented approach Self Assessment Questions 1. For improving maintenance productivity, implementation of certain state of art principles, new techniques of measurement, and a detail analysis of: a) Universal Maintenance Standards, b) Benchmarking the best practices, c) Adopting ACE system for benchmarking and improvements d) .

e) Improving the Wrench time of the Crew in Maintenance 2. The planners role is varied in nature such as: maintain a backlog of ready-to-work jobs for each technician, close communication with supervisors, checks jobs when needed, .., verifies priority, identifies special tools, materials, requisitions non-stock or out-of-stock items, plans crew size, .. , and time to do the work. 3. The resultant productivity improvement that accrues because of integrating planners function with UMS will substantially benefit the organization in the following areas of operations/ functions: a. Cost reduction and its total savings b. Downtime reduction and its savings c. Life cycle cost reductions d. e. Continuous improvement opportunities and gain in competitive advantage f. Improved services to customers g. Contributes in meeting other goals and objectives in the strategic plan. 4. Hence the measurement provides information to determine the savings potential and also justify the maintenance work measurement program, based on a formal planning function and the. .. 5. The Universal Standards serve the special needs of maintenance work through the following principles: a) b) Measurement before controls c) activity responsibility d) customer/service relationship e) Crew size f) Timeliness 6. The UMS system is based on three important techniques: a) Range of time b) c) organizing the data 7. Five levels of data in UMS are: a) basic motions b) Basic operations c) Craft operations d) . and e) spread sheets. 8. .. a team of relatively small number of representatives, who have performed these jobs and have the requisite experience to improve upon them, have developed a bench marking process for the major work areas/types of operation. 9. ACE Team Benchmarking Process parallels the UMS approach in that the .., when once the work content times for a representative number of benchmark jobs are established.

10. Spreadsheets are then set up with each work group having a time slots or . . Spreadsheets include brief descriptions of the benchmark jobs and represent . , within the 95% confidence range. 11. ACE Team process is to obtain the most reliable, reasonable estimate of maintenance . time from a group of experienced crafts people, supervisors and planners and provides an excellent means to evaluate repair method, safety practices, risks analysis on jobs that leads to improvements. 12. ACE System is a true team-based process that utilizes skilled crafts people, technicians, supervisors, planners and other knowledgeable people to do two things; a) .. b) Establish work content time for selected benchmark jobs 13. ACE Team process can contribute significantly to as its application promotes a commitment to quality repair procedures. 14. Improving .. is getting maximum value from craft labor resources and higher craft productivity. 15. Best practices such as effective maintenance planning/scheduling, preventive/ predictive maintenance, effective storerooms and continuous parts support will all contribute to proactive, planned maintenance and more productive .. 16. Craft Utilization or pure wrench time relates to measuring how effective we are in planning and scheduling craft resources so that these assets are doing . 17. Pure wrench time is just the .. and do not include the miscellaneous waste time caused due to any of the reasons. 18. Craft Utilization (or wrench time) is measured as the ratio of: [ ..........................................]/ [Total craft hours allotted x amount paid] 19. Overall Craft Utilization = [Craft utilization (%) x ................................ (%) x Craft service quality (%)] 7.9 Summary By using a state-of-the-art maintenance management, organizations have tried and tested different approaches for bringing changes that can result in improvements in both the function and the cost. The new system will become a platform for continuous improvement and will generate long term benefits

Higher productivity maintenance means better customer service, higher quality, on-time delivery and ultimately, satisfied customers. For achieving high productive maintenance, the concepts, principles and theory of new measurement techniques that are used are: a)Universal Maintenance Standards, b) Benchmarking the best practices c) ACE system for benchmarking and improvements d) Overall craft effectiveness for improved productivity and cost reduction and its measurement e) Improving the Wrench time of the Crew f) Achieving excellence in Maintenance Engineering and Management The resultant productivity improvement and benefits that accrues because of integrating planners function with UMS are: a) cost reductions b) downtime reduction, life cycle cost reductions d) on time completion of jobs e) continuous improvements f) improved service to customers. The Universal Standards serve the special needs of maintenance work through the following principles: a) Scientific control b) Measurement before controls c) activity responsibility d) customer/service relationship e) Crew size f) Timeliness The Universal Maintenance Standards offered flexibility and could be applied not just in one location, industry or service enterprise, or one country, but everywhere where maintenance work is performed and is based on three important techniques: a) Range of time b) work content comparison c) organizing the data A Consensus of Experts (ACE), is a team of relatively small number of representatives, who have performed these jobs earlier and have the requisite experience to improve upon them, develops a bench marking process for the major work areas / types of operation. These Benchmarked jobs are then arranged into different time categories on spreadsheets for various craft work areas. The ACE System is used to develop maintenance performance standards, which are reliable and a well-accepted planning times for the entire maintenance crew. Improving Overall Craft Effectiveness is getting maximum value from craft labor resources and higher craft productivity. Craft Utilization or pure wrench time relates to measuring how effective the craft resources so are doing value-added, productive work (wrench time). Pure wrench time is just the actual output/work done Measuring and improving Overall Craft Effectiveness and the value received from improving our craft assets an important part of total asset management. Overall Craft Utilization = [Craft utilization (%) x Craft performance (%) x Craft service quality (%)] Maintenance is a core requirement for profitable survival and total operations success. For gaining the internal core competency in maintenance, organizations should clear understand of the Overall Craft Effectiveness, measurements by using UMS and

providing value added maintenance services on a most profitable manner are essential processes. 7.10 Terminal Questions 1. Why application and analysis of work measurements are important in maintenance management? 2. Which are all the concepts, techniques and principles used in measurement of work effectiveness and efficiency in maintenance? 3. Why planners role is vital to maintenance and how it improves the effectiveness? 4. Explain briefly the categories to which the tasks of work measurements can be grouped? 5. Explain the benefits that accrue to organization by integrating planners works with UMS? 6. Universal Standards serve the special needs of maintenance work through principlesWhich are these universal principles used for higher productive maintenance? 7. What are the three important techniques on which the UMS depends? 8. Explain briefly the five levels of UMS library and how each one is very important criteria for work measurement and analysis? 9. Explain the importance of using spread sheets and bench marks in work measurement to improve maintenance effectiveness? 10. New Benchmarking Tool through ACE technique outlines a new and highly recommended methodology for establishing team-based maintenance performance standards, which is called as Reliable Planning-Time standards explain how ACE will serve the organizations needs in maintenance? 11. What is meant by Ace Benchmarking system and to what type of process it is recommended? 12. Explain overall performance effectiveness and how it helps in analyzing the performance of wrench times? 13. What is meant by effective craft utilization and productive wrench time & what are the factors constituting the craft utilization? 7.11 Answers

Self Assessment Questions 1. Improving the Overall craft effectiveness 2. Plans work content 3. On-time completion benefits 4. Universal Maintenance Standards 5. Scientific control 6. Work content comparison 7. Bench marks 8. A Consensus of Experts 9. Range of time concept 10. Range of time and pure wrench time 11. Work content 12. Improve current repair methods, Safety and quality 13. Reliability 14. Overall Craft Effectiveness 15. Wrench time 16. Value-added-productive work. (Wrench time) 17. Actual output/work 18. Total Productive hours or wrench time 19. Craft performance Terminal Questions: 1. Refer 7.1 2. Refer 7.1

3. Refer 7.2 4. Refer 7.3 5. Refer 7.4 6. Refer 7.5 7. Refer 7.6.1.(c) 8. Refer 7.6.2 9. Refer 7.6.2 10. Refer C 11. Refer 7.7.5 12. Refer 7.8 13. Refer 7.8. (d), (e), (f) Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-08-System Operations and Documentation

Unit-08-System Operations and Documentation Structure: 8.1 Introduction Objective 8.2 Documentation Strategy 8.3 Documentation Management and Control Role of the Document Controller Types of QMS Documents Document Numbering Document Versioning Document Content 8.4 QMS Documentation Process 8.5 Summary 8.6 Terminal Questions 8.7 Answers 8.1 Introduction Before an organization begins creating QMS documentation, it must plan for it. Planning for QMS documentation refers to planning for infrastructure level QMS documentation. Planning for such documentation is performed during the planning phase for a specific project. Planning for QMS documentation should address the following three elements: 1. Overall strategy for creating QMS documentation;

2. Documentation management and control mechanisms; and 3. Process for creating QMS documents. Agreeing upon such issues up front will facilitate the creation of the QMS documentation. Document creation can proceed unhindered once the necessary guidelines are in place to support the creation, review, approval, and dissemination of QMS documentation. Documentation strategy This is perhaps the most critical element of QMS documentation planning. A wellthought-out, rational approach to documenting your QMS will enable you to rapidly develop a QMS that works and has sufficient but not excessive detail, and, perhaps most importantly, will provide you with a documentation set that is usable, not one written primarily to appease external quality auditors. After all, the primary users of an organizations QMS documentation are its employees, not outside parties. Brainstorming the documentation strategy entails obtaining answers to the following questions: What approach should be adopted for documenting the QMS (top down or bottom-up)? Up to what level of detail should processes be documented (breadth and depth of documentation)? How can the QMS documentation be kept relatively stable and immune from minor changes in the organization or its processes? Documentation management and control Documentation management and control are a key element of an organizations QMS, providing mechanisms to ensure that documentation in the organization is uniquely identifiable reviewed and approved by the appropriate authority prior to release, made available to users, kept current, changed in a controlled manner, and archived when obsolete (to prevent unintentional use). This entails answering questions such as: What types of QMS documents are required? How should the QMS documents be logically structured? How should the QMS documents be uniquely identified? Who should review and approve documents? How should changes to QMS documents be identified and controlled? How should superseded (or obsolete) documents be handled?

 How should documents of external origin be controlled? Should the QMS documentation be stored in a physical (i.e., hardcopy) repository or an electronic (i.e., virtual) repository? How employees should be provided access to controlled QMS documentation; that is, how should the QMS documentation repository be published? How should the published QMS documentation be organized to maximize ease of use for employees? Documentation process The third element of QMS documentation planning entails the establishment of a process for the creation, review, rework, approval, and final release of QMS documents. Objectives: After going through this unit you will be able to: Describe what is documentation strategy Outline a documentation strategy for a unit or an enterprise Construct a process map for documentation Compose a QMS for a documentation process 8.2 Documentation Strategy The top-down approach to implementing and documenting the QMS is highly recommended (as opposed to the bottom-up approach). For example, the overall process that results in a delivered product the product development process may be documented in a product development procedure and/or in a product development process map. Within the product development process, the process that results in a formalized set of product requirements may be identified as the product requirements definition sub process that is documented in a product requirements definition procedure. Similarly, the process that results in a formal documented design for the product may be identified as the product design sub process that is documented in a product design procedure. The procedures describing the sub processes and their interaction should be supported by additional QMS documentation, as appropriate. For example, the product design sub process should be supported by QMS documentation such as a design document template, a product design guidelines document, and other needed documentation. Another important issue that needs to be addressed regards level of detail. What is the right level of detail to include in the documentation so that it enables correct and

consistent process execution, and minimizes impact (on QMS documentation) of minor changes in the business processes and organizational structure? Any breakdown or inconsistency in process execution does not necessarily result from insufficient QMS documentation, but might result from unclear or ambiguous QMS documentation, inadequate employee training, or other factors. Therefore, organizations should be careful in how they respond when process execution deviates from requirements. Creating more QMS documentation is not necessarily the right solution. Sometimes, review of existing QMS documentation to identify and correct deficiencies, or conducting employee training to emphasize key aspects of a process, is the preferred solution. Below are some guidelines to follow to ensure QMS documentation has the right amount of detail: 1. Include all information that is specifically required to be documented as per the applicable quality management system standard. 2. Include only as much information as is necessary to ensure effective planning, operation, and control of processes. Other factors that have a bearing on extent of QMS documentation include size of the organization, type of activities, complexity of the process being documented, and competency level of employees executing the processes. 3. QMS documents should be written so that they need minimum change, if any, for minor operational or organizational changes. Some useful tips to accomplish this are:

Always refer to roles (or functional areas) that are involved in the execution of a process, as opposed to referring to individuals by name. For example, instead of saying that Mark Peterson produces the product requirements document, state that the requirements document is produced by the requirements engineer. Often departments in organizations are renamed or merged into other departments. Such an organizational change can have a huge impact on the QMS documents. To minimize the impact of such reorganizations, instead of referring to departments by name, refer to them by the function performed. For example, if your organization has a product test department that is called system test department, then refer to this department as the test department. If this department subsequently is renamed the independent verification and validation department, you need not revise your QMS documents if the functional responsibilities for testing the product still reside with this group. Do not document details of an activity in more than one QMS document. If an activity is described in a procedure X, and another procedure Y needs to refer to the same activity, state in procedure Y that detailed description regarding that activity can be found in procedure X. In the event of any change in the execution in that activity, it is far more convenient to revise one QMS document than to revise multiple documents.

When referring to another departments QMS documents, refer only to its highlevel QMS documents, such as procedures. Avoid references to another departments work instructions or similar implementation-level documents. Implementation-level QMS documents typically are more prone to changes in content, title, and scope than are high-level documents. For example, department Ys procedure refers to department Xs work instructions. Certainly it is quite inconvenient for department Y to revise its procedure when department X revises its work instructions such that the reference from department Ys procedure becomes inaccurate.

Self Assessment Questions 1. Documentation __________ and control are a key element of an organizations QMS. 2. Documentation process of __________ planning entails the establishment of a process for the creation. 3. _____________ should be written so that they need minimum change. 4. The ________________ to implementing and documenting the QMS is highly recommended. 5. QMS documentation includes ______ of the organization, type of activities. 8.3 Documentation Management and Control 8.3.1 Role of the Document Controller Before discussing different elements of document management and control, it is necessary to introduce the concepts of controlled documents and document controller. A controlled document is one that is formally approved and is under formal version control. Document controllers are people who coordinate, monitor, and enforce an organizations documentation management and control function. Depending on the size of an organization and/or its number of locations, the document controller function may be centralized or distributed. Generally, it is best to control documents that affect an entire company (e.g., company quality manual and operating procedures) in a centralized location. However, in case of companies with more than one location (or very large companies in a single location), QMS documentation that pertains to a specific location (or a specific function) may be controlled locally. A document controllers responsibilities generally include, but are not limited to: 1. Verifying that documents submitted for storage and publishing are:

a. In the correct format (that is, they adhere to standardized templates when applicable) b. Duly approved c. Accompanied by review records (when required) 2. Notifying appropriate personnel, such as the document author and management personnel from the affected area, when errors or discrepancies are observed. 3. Correctly storing and publishing (or distributing) controlled documents. This includes withdrawing copies of obsolete controlled documents. 4. Verifying that the documents are correctly numbered. When document numbers are issued manually for new documents, this task generally is performed by the document controller. Alternatively, a document number may be generated automatically. 5. Verifying that the documents are correctly versioned. In case of changes to previously approved documents, the document controller should verify that the document version accurately reflects the magnitude of change in the latest version. 6. Verifying that changes made to previously approved documents were properly authorized (that is, for revised documents, an approved document change request should be available) 7. Verifying that all changes made to previously approved documents are clearly identified. This is necessary because the document author may make document changes in addition to those that were authorized. 8. Notifying affected personnel in the event of a change to a previously approved document (or release of a new document) 9. Ensuring that all controlled documents are stored in a secure location. 10. Maintaining a master list of controlled documents. 11. Controlling documents of external origin. This includes clearly identifying documents of external origin and storing them in a secure location. 12. Authorizing internal documents for external release after verifying that approvals for the release have been obtained from relevant management personnel. 8.3.2 Types of QMS Documents Quality Manual

A quality manual is the highest-level QMS document and is intended primarily to provide an overview of an organizations QMS. In case of medium and large product development companies, it is preferable to exclude details regarding the organizations processes from the quality manual. Such details should be embedded in the appropriate QMS documents, which must be referenced, as needed, from the quality manual. However, in the case of smaller companies, it may be appropriate to include the procedures in the quality manual itself. An organizations quality manual is an invaluable document for its employees, customers (and potential customers), and other parties (such as third-party auditors). It therefore should reflect the organizations commitment to quality (in other words, answer why the organization is implementing a QMS) and describe how the organization ensures quality in its daily operations. Senior management should realize that it is responsible for the manuals content. This can be demonstrated by senior management approval on the quality manual. The quality manual must reflect the QMS accurately and be kept current at all times. Typically, organizations structure their Quality Manual in one of two ways: 1) Standard-based quality manual Most organizations that are implementing a QMS in accordance with the requirements in a particular quality management system standard, such as ISO 9001:2000, prefer to structure their manual to mimic the structure of the applicable quality management system standard. Such a quality manual includes separate sections (or subsections) for each of the requirements sections (or subsections) in the quality management system standard. Each section (or subsection) in the quality manual describes how requirements in the corresponding section (or subsection) in the quality management system standard are adhered to in the organization. When appropriate, the quality manual references relevant, QMS documentation in explaining adherence to each quality management system standard requirement. 2) Process-based quality manual This structure is being used increasingly in organizations that have successfully transitioned to taking a process-oriented view of their QMS. Such quality manuals follow a top-down approach to describing the organizations QMS. The QMS is explained in the context of the organizational business processes, and not in the context of a quality management system standard. This approach entails describing the high-level product development process map of the organization, followed by separate sections briefly describing each key process in the QMS. This includes describing the purpose and scope of each process, along with a reference to related QMS documentation. A significant advantage of this structure is that it is not alien to employees; employees typically relate more closely to organizational processes than to the requirements in a quality management system standard. Therefore, employees invariably prefer such a quality manual, and consequently it gains wider acceptance for daily operations.

Procedure A procedure is a documented high-level description of a process. Procedures constitute the first level of documentation below the quality manual. They serve as critical reference documents for anyone interested in knowing what a process entails. Procedures are not intended to provide the how to implementation details regarding a process. They describe: What activities comprise a process; When each activity in a process is performed; Who performs the activities (roles and responsibilities); and Where the activities are performed; The decision to document a process in a procedure is made by the respective process owner in consultation with the quality assurance department. Procedures are usually interdepartmental, because organizational processes typically span multiple departments. Due to the interdepartmental nature of procedures, they should undergo cross-functional review by all departments involved in the process (or areas affected by the process) being documented. This helps ensure that the procedure accurately reflects the process and the interaction between various departments. As a general rule of thumb, a procedure should not be longer than three pages. If a longer procedure is needed, it is a good candidate for splitting into separate procedures. Procedures are useful for communicating process information at all levels of management between departments. They also serve as a valuable starting point for training process practitioners. Because a procedure is intended to contain relatively high-level information regarding a process, practitioners typically need additional process documents, called work instructions, to execute their tasks. Work instruction A work instruction is a documented low-level description of a process. Work instructions describe how activities in a process are executed, and they constitute the first level of documentation below procedures. They provide a step-by-step description of tasks to be executed in order to accomplish each activity in the process. Work instructions typically are intradepartmental and are intended primarily for use by process practitioners. Due to the intradepartmental nature of work instructions, they should be documented and jointly reviewed by practitioners involved in executing the tasks documented. The practitioners have firsthand experience performing the tasks and therefore typically are the most knowledgeable, competent, and experienced personnel for providing information on the execution of specific tasks. When process practitioners do not have the requisite training or are otherwise unskilled for creating effective process

documentation, this task may be performed by another appropriate person, such as the PMC representative for the department. In such a case, in order to secure buy-in of the practitioners and to ensure that the documentation accurately reflects practice, the work instructions should be documented with direct input and active involvement of the process practitioners. As a general rule of thumb, the core description of tasks in a work instruction should be limited to about four or five pages in length. Not every procedure needs to be supported by underlying work instructions. Work instructions should be created on an as-needed basis when a need exists to provide detailed step-by-step guidance for process execution, to minimize variation, and to ensure consistency in process execution. In many cases, processes that are relatively straightforward and without inherent complexity (or sophistication) can be described adequately in a well-documented procedure such that competent personnel can faithfully execute them without compromising quality of process output. The decision to create a work instruction is made by the line manager or process owner who is responsible for the tasks. The need to document a procedure or work instruction may be determined by using criteria such as: Complexity Is the process or the activities in it sufficiently complex that that it needs to be supported by a documented procedure or work instruction? Or, is there need to elaborate and provide further explanation on a process documented in a procedure by creating a work instruction (e.g., the sequence of tasks to be performed during engine assembly for a passenger vehicle)? Need for consistency Are there expectations regarding a high degree of discipline and consistency in executing a set of tasks (e.g., the sequence of inspections to be performed before final approval for release of electronic wire assemblies)? Competence of personnel Is the competency level of the personnel executing the process such that it needs to be augmented with appropriate documentation to ensure the process is correctly executed? (For example, when new personnel or personnel with varying levels of competence are executing a process, work instructions can help ensure consistency and minimize errors.) Size of organization Is the process executed by several personnel and/or in multiple locations? The greater the number of personnel involved in a process or the greater the number of locations at which a process is executed, the greater the likelihood of inconsistency in process execution.

Past problems Have there been instances in the past where inconsistencies in employees have been observed in process execution? In such cases, documenting an agreed way of executing a process can help. Templates and forms A template is a skeleton for a document intended to be populated with specific information from use. Templates serve as guides for communicating the expected structure and content of a document. They help in ensuring consistency of format and content within a particular type of document, such as procedures or work instructions. For example, for documenting procedures, it is strongly recommended that a procedure template first be established. The procedure author would start with the procedure template and populate it with information for the process being documented. A form is used to record information, directly in the fields provided. It is recommended that forms and templates have brief instructions embedded in them to guide the user regarding the expected content in each section of the document. The decision to create a template or form for use across departments should be made by the respective process owner in consultation with the quality assurance department (for reasons described earlier), while the decision to create a template or form for departmental use may be made by the respective line manager. 8.3.3 Document Numbering In order to uniquely identify and control each QMS document, a unique document number and version should be assigned to each document. The organization should devise a document numbering convention that meets its needs. The numbering convention should be published in a QMS document, and should be enforced by the personnel in charge of (or tool used for) issuing the document numbers. An example of a document numbering convention is shown in Table 1. 8.3.4 Document Versioning Documents, due to their very nature, evolve. Once released, either for review or for use (after approval), a document typically will undergo revisions until it is withdrawn from use (or considered obsolete, but retained for archival purposes). Any change or set of changes made to a document since its last release necessitates that the new revision level of the document be formally identified. This is because the information contained in the new revision of the document is to some extent different from that contained in the previous revision. Therefore, one must not only know what document to use, but also what revision level of that document to use. Table 1

Example of a Document Numbering Convention Document number format: AAA-BB-CCCC-DDDD where, AAA: Three-character identifier for department that is the document originator For example, ENG may denote engineering, MKT may denote marketing, EXT may denote the document is of external origin, and so on. BB: Two character identifier for document type. For example, PR may denote procedure, TP may denote template, CH may denote checklist, and so on. CCCC: Four-character alphanumeric identifier for project, product, or task. DDDD: Four-digit sequential number between 0001 and 9999. This sequential number uniquely identifies a specific document (irrespective of its version). 8.3.5 Document Content Following are some guidelines regarding document content (for examples, refer to sample QMS documents in the Appendices): 1. All QMS documents and records should have the same look and feel. Consistency in templates and forms can be ensured by following some general guidelines, such as:

The same header and footer on all templates and forms, with information such as:

a) Document title b) Document number c) Document version d) A statement to indicate the company proprietary nature of the document

Each QMS document, when appropriate, should use the same title page, containing the following:

Standard information, (e.g., organizations name and logo). The title page also can include a unique logo to indicate that it is a QMS document. This enables quick identification of QMS documents. Customizable information, (e.g., document title) 2. Each QMS document or record should contain content as per the guidance contained in the associated form or template. Each QMS document must identify its purpose and

scope clearly. Correctness of the document content should be reviewed and enforced during document review meetings. 3. Deletions from the template and forms should not be allowed. If a particular section is not required, it should be marked not applicable. 4. Insertion of additional sections in a document created by using a standard form or template should be allowed when necessary; however, certain rules should be established to handle addition of new sections. Self Assessment Questions State whether following statement True or False. 6. All QMS documents and records should have the same look and feel. 7. A work instruction is a non-documented low-level description of a process. 8. A procedure is a documented high-level description of a process. 9. A quality manual is the highest-level QMS document. 10. A template is not a skeleton for a document intended to be populated with specific information from use. 8.4 QMS Documentation Process Now that all the necessary elements of a documentation management system have been described, you are ready to begin creating QMS documents. What documentation process should be followed to create, review, and approve QMS documents? This section describes a high-level documentation process that ties together some of the key elements of document management and control. Step 1: Identify suitable document author The first step is to identify a document author who possesses appropriate subject matter expertise. Typically, a management person from the function tasked to create the document selects a suitable document author. Step 2: Create draft version of the document The document author creates a draft version of the document by using the applicable template (if one is available). Step 3: Review the draft document

Once a draft version of the document has been prepared, it is circulated for review to appropriate reviewers (or functions) that are considered stakeholders in a document. The review may be in the form of an informal and/or formal review. Step 4: Rework the document as per reviewer feedback After receiving the feedback from the reviewers, the author reworks the document in accordance with comments provided by the document reviewers. Step 5: Approve and publish the document Once the document rework is complete, and it has been determined that a rearview is not required, the document is circulated for approval to the identified approvers. Once all the required approvals have been obtained, the author submits the master copy of the document along with the review record to the document controller. The document controller stores the document in the controlled repository and makes copies available for use. 8.5 Summary Documentation strategy is perhaps the most critical element of QMS documentation planning. Documentation management and control are a key element of an organizations QMS, providing mechanisms to ensure that documentation in the organization is uniquely identifiable reviewed and approved by the appropriate authority prior to release. A template is a skeleton for a document intended to be populated with specific information from use. 8.6 Terminal Questions 1. Explain briefly different steps in documentation. 2. Define some guidelines in Documentation Strategy. 3. Explain types of QMS documents. 4. Summarize Document Content. 5. Explain QMS Documentation Process. 8.7 Answers Self Assessment Questions 1. Management 2. QMS documentation

3. QMS documents 4. Top-Down approach 5. Size 6. True 7. False 8. True 9. True 10. False Terminal Questions 1. Refer 8.0 2. Refer 8.1, Page 4 3. Refer 8.2.2 4. Refer Pages 9, 10 5.Refer 8.3 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-09-Machine Life and Depreciation

Unit-09-Machine Life and Depreciation Structure: 9.1 Introduction Objectives 9.2 Functional Reliability of Facilities 9.3 Weibull Distribution Curve [Failures and its Analysis] 9.4 Life of Equipment a) Bathtub Curve and MTBF b) Breakdown Time Distribution c) Reliability and Variability of the Equipments 9.5 Critical Analysis 9.6 Maintenance Performance Ratios 9.7 Maintenance Systems 9.8 Reliability and Availability Concepts 9.9 How good is Reliability Performance? a) Root Cause Failure Analysis b) Reliability Centred Maintenance c) Failure Modes Effects Analysis & Total Productivity Maintenance 9.10 Maintenance Economics 9.11 Preventive Vs Breakdown Maintenance

9.12 Measurement of Maintenance Performance 9.13 Asset Life Cycle Management 9.14 Equipment Replacement Plans 9.15 Depreciation & Capital Expenditure based on Life Cycle 9.16 Summary 9.17 Terminal Questions 9.18 Answers to SAQ & Terminal Questions 9.1 Introduction The main function of the maintenance department is to monitor and control the condition of machineries and equipments and improve their functional reliability. The reliability theories on equipment performances have shown that there is a definite pattern of performance in their lifespan. This pattern manifests itself when different machineries are subjected to rigorous operations during the life span. The typical characteristics of the lifespan show a particular behaviour pattern of a bathtub and hence it is called as bathtub curve, which is discussed later. Objectives: After going through this unit you will be able to: Describe what are failures in maintenance Analyze failures through Weibull distribution curve Discuss Reliability Performance Construct a measure for performance 9.2 Functional Reliability of Facilities One of the most important objectives of Maintenance management is to improve functional reliability of the production facilities. The functional reliability refers to the consistency of the degree of performance of the machine, equipment or service operation. When it is said that a machine is having 97% reliability means that 97% of the machine time is utilized in performing the standard production for which it is meant for, and the remaining 3% of non performing may be

due to breakdowns or sub-standard performance. Therefore it is the duty of the plant maintenance crew to strive to maintain and increase the functional reliability of the production facilities. The objective of FMEA ( ) and reliability analysis of the plant and equipment is to ensure to excellence in performance of critical assets and achieve the business goals. The application of standard procedures and structured approach to analyse and practice effective method/s required to maintain all the operating plant assets. This process enables the maintenance managers to plan, review and optimise the maintenance operations that have direct impact on plant availability, thereby improving the overall plant performance and minimizing catastrophic failures. The functional reliability of facilities to be maintained or improved upon by the maintenance management requires the use of certain concepts, reliability methodologies, analysis, tools and techniques and measures. Some of these are listed: a) Determinate the appropriate level of maintenance services required. b) Identify specific actions based on equipment failures analysis & risk assessment. c) Prevention and reduction of potential failures by properly identifying defects and implementing corrective actions prior to failure d) To deploy sufficient staff to provide adequate repair and maintenance facilities. e) To provide for the stand-by equipment for key operations and also reasonable slacks in the production system to create some parallel path in a critical situation f) To adopt preventive Maintenance system to replace critical parts, before they fail. g) Each of the above involves costs. The cost involved should be justified on the basis of cost-benefit analysis. The cost of attaining reliability must be lower than the cost advantage available out of the production stoppages, idle machine and labour time, scrap, poor quality, loss of goodwill to keep delivery promises etc. h) Maintenance extends the useful life of assets by reducing wear and tear. i) Maintenance keeps up operational readiness of equipments for emergencies. j) Maintenance contributes a great deal to safety of manpower using the facilities. k) It prevents wastage of spares, tools and materials.

l) More automation calls for sophisticated Maintenance. 9.3 Weibull Distribution Curve [Failure & Its Analysis] For better maintenance planning and control, it is important to know the nature and occurrence of failures over a period of time for the equipment in use. The graph of the failure pattern, called the Weibull distribution graph (after Weibull developed it), is shown below. It is also commonly called as Bath Tub Curve, because of its shape.

As per the graph, there are three phases in the equipment performance namely a) Infant mortality phase b) Useful performance phase c) Ageing phase. a) Infant Mortality phase: Newly installed equipment shows high rate incidence of early failures during initial phase of its life, which is called the infant mortality. The high rate of failure at infant mortality stage is primarily due to the presence of weak or substandard components or design inadequacies, poor installation, and or not adjusted the operating conditions adequately. Once this phase is over, the failure rate dips as the components adjust to the system until it reaches a relatively low constant level. This behaviour pattern reflects hyper-exponential distribution. b) Useful Performance phase: Next phase is the useful period of performance with a better reliability. Most equipment that survives infancy stage will continue to perform better with very few failures. This is the useful period of the machine. During this period, the weak components from the infant mortality period have either been repaired or replaced. The failure is random and unpredictable, is primarily due to abrupt changes in stress distribution in the components, fatigue due to flaws in the molecular structure of the metals, or sheer quality deficiency in their manufacture. c) Ageing Phase: Here the rate of failure increases until the equipment succumbs and is characterized by the rapid wear and tear of more and more components until major breakdown happens. This type of breakdowns may be due physical characteristics of the

materials used, or how the machine is used. Depending upon the complexity of the machine and severe aging processes because of extreme wear and tear results in an ultimate failure. This ultimate may occur at mean or average time, and may be earlier or later. This ageing failure graph shows a bell-shaped normal distribution pattern. These causes being external to the equipment and the probability of failing is relatively constant, the failure fall into a negative exponential distribution. 9.4 Life of Equipment a) Bathtub Curve and MTBF Weibull distribution or Bath Tub Curve, shown above, is a combination of three distributions: Hyper exponential, Negative exponential and Normal exponential. From these, Mean Time between Failure (MTBF) can be computed, by which the system reliability, availability, anticipated life etc, can be assessed. When the failures are recurrent, its statistics will help as a diagnostic tool in identifying the exponential nature of the availability and the reliability of equipment. The availability (A) = [Cumulative time of operation in the normal working condition(Tn)] / the cumulative down time (Td)] i.e. A= [Tn] / [Tn+Td] b) Breakdown time distribution: It is essential to know how the breakdown time is distributed in order to establish the cost implications in maintenance. Distribution shows the frequency of maintenance free running time with respect to total operating hours. A simple machine having few moving parts may have breakdowns happenings after a large number of maintenance free run time hours, but in a complex machine, the failure of any one part may result in the complete machine breakdown. This means that each part in a particular machine will have different failure distribution. In other words, the breakdown time distribution of a complex machine will reflect a greater variability than that of a simple machine even if they have the same average maintenance free run time. Figure below represents the degree of variability in free run time.

While curve A depicts the behaviour of a simple machine, Curve B of the complex machine, the frequency distribution. Curve C has the same average maintenance free runtime as the other two, but the distribution shows wider variability. The variability by Curve C is typical of complicated equipment that needs fine adjustments before it starts giving trouble free service, before establishing reliability. c) Reliability and Variability of the Equipments Equipment can be considered as a total system and the failure of any one of the sub system can cause failure of the entire system. Hence the reliability of the total system depends on the product reliability factors of each of the sub systems. By reliability, we mean the probability that any system gives a trouble free service. For example: if the total system has four sub systems having the reliability factors of 0.9, 0.8, 0.7,and 0.6, then the total product reliability is multiple of all these systems i.e. 0.4. When the above reliability factors are plotted in a diagram showing the percentage of breakdowns that exceed a given runtime on the y axis, and runtimes free of breakdowns on the x axis, the resultant graph is shown below. Here the data can be recast in the diagram, converting the information into the breakdown time distributions versus the percentage of breakdowns that exceeds a given run time. It can be observed that the Curve A shows lower degree of variability, curve B exhibits moderate variability while Curve C indicates greater degree of variability from average breakdown time Ta.

9.5 Critical Analysis Critical analysis of maintenance problems is essential to know as to how serious is the problem for taking quick actions. As in other types of probabilities, here too is that the small percentage of around 15-20% defects in equipment, may contribute to 80 to 85% of the total breakdown time. It is the job of the maintenance crew to identify and quickly eliminate or simplify or improve upon these defects. 9.6 Maintenance Performance Ratios Some of the ratios used in measuring the effectiveness of Maintenance functions are: a) Waste Index = [Waste Quantity] / [Output Quantity] b) Productivity of Maintenance = [Product output] / [Maintenance Cost] c) Maintenance Cost index = 100 x [Maintenance cost] / [Capital Cost] d) Breakdown maintenance index = [Break down hours] / [Man hours available] e) Downtime index = 100 x [Downtime hours] / [Production hours] 9.7 Maintenance Systems The ad hoc unplanned emergency maintenance is not recommended, but the two types of planned maintenance could be carried out, namely: 1. Repair Maintenance 2. Preventive Maintenance When a sudden breakdown occurs in a machine, the repair maintenance crew endeavours to locate mechanical, electrical or other fault quickly and to correct them. In this type of repair maintenance, the function presupposes the previous breakdowns and actions of disassembling the equipment, to locate the faulty/broken part, to replace it, to reassemble the equipment and then check and restore to its functional capacity. This activity may take a few minutes, or even a few days as the work involved depends on the size and complexity of the equipment, the nature of the fault and availability of repair staff etc. In other words, it is a corrective maintenance to restore the machine/parts to acceptable condition again. Fundamental differences between the strategies discussed earlier and the proactive maintenance discussed now are: 1. Focus is not only concentrated on availability but also the reliability

2. There is a push towards zero downtime or zero in-service breakdowns, 3. Use of improved maintenance tools such as Reliability Centred Maintenance (RCM), Root Cause Failure Analysis (RCFA), and others. 9.8 Reliability and Availability Concepts Reliability and availability have become key issues. Manufacturing reliability can be defined as a manufacturing systems capability to operate to its expected operations, and manufacture the quality product at the speed required. Using the above definition, the formula used to measure manufacturing reliability (MR) is: MR = [% T] x [% Q] x [% S] [Where; T = Time performance. Q = Quality performance, S = Speed performance] Manufacturing reliability model consists of a) process reliability b) equipment reliability and c) reliability maintainability. There are many ways to measure reliability. Mean Time between Failure (MTBF) Measure of mean time between production Loss (MTBPL) (Production losses include loss due to time, quality and speed) Mean production loss (MPL) Thus the reliability index is expressed in terms of the running continuously without production losses, but when failures occur, fix the problem as fast as possible. This index is the volume of quality products you measure in the production line divided by the theoretical volume of quality product you could achieve from the same line. 9.9 How Good Is Reliability Performance? In industrial processes, more complex the equipment/ the raw material/ high tech processing, then lower is the reliability. For example, a CNC machine can be very good at 90%, where as a less complex automatic lathe may be rated best at + 98%. Say in a paper processing, a tissue processing machine may give a good reliability of +98%, but the liquid packaging machine may be best at +75% reliability, the overall reliability performance of the total process is less and is dictated by the complex machine with lesser reliability.

a) Root cause failure analysis: The root cause failure analysis (RCFA) method brings a knowledgeable team together to investigate certain failures using evidence left behind from the fault. Through brainstorming sessions, the team finds as many causes for the fault as possible and classify them into non contributing and contributing. Non contributing causes are removed from the list and contributing factors are taken for analysis. Through a fault tree analysis, the team checks for the logical flows and determine what changes are to be made to prevent causes from reoccurring. b) Reliability centred Maintenance The purpose of reliability centred maintenance (RCM) is to determine the maintenance requirements of any physical assets in its operating contexts. RCM provides a flow diagram that tells what type of maintenance to be used. Answering to seven questions on all the potential modes of failure will uncover the predictive maintenance strategy requires to mitigate the consequences of the failure. While RCM is driven by preventive maintenance strategies, RCFA is driven by maintenance prevention strategies. When implemented together they complement each other and provide the greatest overall benefit to the facility. c) Failure Modes Effects Analysis & Total Productivity Maintenance Total productive maintenance (TPM) and failure modes and effects analysis (FMEA) are other maintenance tools used for improving the reliability through proactive maintenance. This practice has impact on many aspects of business, production, quality, hygiene, engineering, customer service, planning and organisational leadership. It has relevance to high volume production and can improve a companys maintenance system and help improve the overall productivity of the processes. 9.10 Maintenance Economics Maintenance refers to an organisations policy in respect of the maintenance function of a set of equipments. The decision of maintenance policy is more of an economic decision rather than a technical one. As maintenance is an economic decision, what are its cost implications? 9.11 Preventive Vs Breakdown Maintenance Certain generalizations on type of maintenance can be made to improve the reliability: a) First, preventive maintenance is highly beneficial to machines whose breakdown time distributions are having low variability. In this situation, a standard preventive maintenance period can be set in such a way that the total downtime is reduced.

b) Second, the relation of preventive maintenance time to repair time is important. There is little gain in the preventive maintenance, if the maintenance time is less than the repair time and If the preventive maintenance is equal to, or more than the time for repair, it is better to perform corrective or breakdown maintenance. c) In general, when the repair time is equal to maintenance time, the percentage of machine running time continues to increase with the increase of standard preventive maintenance period. d) We need to take into account other effects of unscheduled down-time, such as 1. Additional stoppage time because the maintenance crew cannot start repairing immediately after the breakdown has occurred; 2. Effect on production losses if plant shutdown can be avoided 3. Effects of scheduling preventive maintenance for non-productive days with no loss of production. 9.12 Measurement of Maintenance Performance Organizations seeking excellence in their maintenance practices should constantly endeavour to measure and improve upon the performance criterias of maintenance. Hence maintenance and management of assets is the core to any business. Companies should recognize this fact that maintenance of its assets is to be encouraged as the process will provide advantages in enhancing quality initiative, increases capacity, reduces costs and eliminate waste. Analysis of data of the existing conditions with respect to down time production loss, nature of repair breakdowns, existing maintenance facilities, maintenance cost breakdown, etc are required to be done and evaluated. Some metrics that may help in evaluation are: a) Maintenance man hours as percentage of total man hours b) Shutdown, overhauls and renovations c) Production asset and loss d) Continuous reliability improvements e) Maintenance cost as a ratio of percentage of 1) gross asset value 2) sales value, 3) direct labour value

f) Safety and regulatory compliance 9.13 Asset Life Cycle Management In high tech production, companies are required to produce more products of higher quality from fewer resources and hence maintaining higher reliability of assets has been a challenging task for the management. Asset life cycle management system, as evolved by some companies for better results consists of three phases: a) Asset Acquisition Phase: here asset may be new or replaced or change of major components changed before operating activities in this asset is firmed up. b) Maintenance phase: operating environment for each asset is defined and performance goals at the lowest cost are firmed up. Asset dependability and its reliability are to be established. c) Disposal Phase: when the asset is no longer capable of delivering the required operational performance or cannot be maintained cost effectively to achieve the required level of dependability, then the asset is disposed off as it has reached the end of its lifecycle. 9.14 Equipment Replacement Plans The systematic equipment development program includes: 1) emergence of equipment replacement 2) classification of equipment replacement 3) assignment of responsibility for equipment replacement 4) selection of the equipment 5) follow up. Factors that are considered while taking decision to replace machine and equipment can be classified as a) Technical factors b) Cost factors. a) Technical factors that dictates replacement 1) Wear and tear of equipment 2) Obsolescence caused by new invention

3) Unsuitability of equipment due to size of the work, speed of operations, accuracy, rate of output, consumes high power etc 4) Automation requirement for processes 5) To eliminate slack time through line balancing 6) Reduced safety 7) Reliability of performance b) Cost Factors: 1) High repair cost 2) Lesser place requirement 3) Probable economic life of the new machine 4) Consumption of less power 5) Reduction in labour cost because high productive machines purchased 6) Flexibility requirement not in the existing equipment Methods used for replacement after analysis: The replacement analysis becomes more complex due to many technical factors and qualitative considerations. Some important methods or replacement of old and unused machineries are 1) minimum annual cost method 2) by using Barnes formula 3) MAPI (Machinery and allied institute) method. 1) Minimum annual cost method: here the decision to replace the machine (unwanted or life is completed) is based on the operating and capital costs. The main ingredients of the annual cost are depreciation and interest charges. While the annual operating costs include wages to operator, power consumption, repair and maintenance costs, material losses etc. 2) By Using Barnes Formula: this formula is used for equipment, old or new, having a short life. Here the replacement is not advocated unless savings due to the use of new equipment, will pay not only for equipment but also for any unamortized value for next few years. Hence the time for replacement depends on the condition and characteristics of the equipment. X = (No. of years the equipment will pay for itself) = [A+B] / [(E-F) DG + H C]

[where A = cost of new equipment, B = depreciated value of the old equipment, C = interest charge of new equipment, D = number of units product per day by new equipment, E = labour cost per unit in old equipment, F = estimated labour cost per unit with new equipment, G = estimated working days per year for new equipment and H = savings or losses per year in fixed charges other than interest] 3) MAPI method: here the analysis is divided into 35 heads & three main groups. MAPI method concentrates on the comparison of the rate of return of the proposed new project and similar returns when the proposed project is not implemented within next year. It emphasizes on immediate return. 9.15 Depreciation & Capital Expenditure based on Life Cycle This requirement falls into the following groups: a) Calculation of depreciation b) Calculation of profit/loss on disposal c) Accounting for depreciation and disposals Calculation of Depreciation Capital expenditure is that spent on purchase or improves on fixed assets, whilst revenue expenditure is that spent on day to day business expenses. Capital expenditure is not recorded in the Profit and Loss account, but shown in the Balance Sheet Depreciation is an attempt to spread the cost of an asset over its useful economic life. For example, if an asset is purchased for Rs.10000, kept in use for 8 years, and then sold for Rs.1000, it has the business cost of Rs.9000. Depreciation tries to apply the accruals by matching that Rs.9000 with the income that asset has generated. An annual depreciation charge is shown as an expense in the Profit and Loss account. Additionally, the value of the asset in the balance sheet should be reduced by each years charge. Depreciation should be calculated in a way which most closely reflecting the manner in which the asset is being used up. The two most commonly used methods are straight line method and reducing balance method. Straight Line method 1) A fixed percentage on cost each year. 2) The same monetary amount each year

Reducing Balance method 1) A fixed percentage on net book value each year 2) A reducing monetary amount each year Example: 1 a) Straight line method A machine is purchased for Rs.30000. It is expected that this machine will be used for 10 years, at the end of which it will be sold for Rs.1500. Calculate the depreciation to be charged for each of the first 3 years of the machines life, using: (i) The straight line method (ii) The reducing balance method at 20% pa Solution Under the straight line method, the net cost is simply divided by the expected life. i.e. (Rs.30000 Rs.1500) / 10 = Rs. 2850) So, the annual charge for every year of the machines life is Rs.2850. [Note that the policy could have been expressed as straight line at % or Depreciation at % pa on cost here the percentage is calculated as = Rs.2850 / Rs.30000 x 100, i.e. ] Reducing balance method (the charge for depreciation reduces each year) a) Year 1 Rs.30000 x 20%= Rs. 6000 b) Year 2 (Rs.30000 Rs.6000) x 20% =Rs.4800 c) Year 3 (Rs.30000 Rs.6000 Rs.4800) x 20% =Rs.3840 and so on. [Note that the expected residual value is ignored & it will have been incorporated into the choice of 20% as an appropriate rate] b) Calculation of Profit/Loss The depreciation charged each year is based on estimates of useful life and residual value. On disposal, the actual disposal proceeds will show the true net cost of the asset. This may reveal that two much or too little depreciation has been provided over the assets life. This over or under provision of depreciation is shown in the Profit and Loss a/c as a profit or loss on the disposal of fixed assets.

Example: 2 An asset is purchased on 1 January 2006 for Rs.40000, and is depreciated using the reducing balance method at 20% pa. The asset is sold on 1 January 2009 for Rs.23000. Calculate the profit or loss arising on this disposal. Solution Sales proceeds must be compared to the net book value on the date of disposal. Original cost 40000 Depreciation y/e 31.03.2007 (20%) =8000 Net book value at 31.03.2007 =32000 Depreciation y/e 31.03-2008 (20%)= 6400 Net book value at 31.03-2008 =25600 Depreciation y/e 31.03-2009 (20%) =5120 Net book value at 31.03-2009 =20480 Thus, there is a profit on disposal of price of Rs.2520 [sale price of Rs. 23000 20480 (book value) = Rs. 2520] c) Accounting for depreciation and disposals In the above example, the disposal occurred exactly 3 years after the acquisition. In practice, acquisition or disposal may occur part way through the accounting year, which necessitates decision regarding depreciation (may be proportionate) A popular depreciation policy would be: A full years charge in the year of acquisition but none in the year of disposal Self Assessment Questions Fill up the blanks with appropriate words: 1. The main function of the maintenance department is to monitor and control the condition of machineries and equipments and improve their ____________________. 2. The functional reliability refers to the ____________________ of the machine, equipment or service operation.

3. The objective of FMEA ( ) and reliability analysis of the plant and equipment is to ensure to ____________________ of critical assets and achieve the business goals. 4. For better maintenance planning and control, it is important to know the nature and occurrence of failures over a period of time for the equipment in use. The graph of the failure pattern, called the Weibull distribution graph (after Weibull developed it), is shown below. It is also commonly called as ____________________, because of its shape. 5. As per the graph, there are three phases in the equipment performance namely a) Infant mortality phase b) Useful performance phase c) _____________________ 6. Newly installed equipment shows high rate incidence of early failures during initial phase of its life, which is called the______________. In the performance phase is the ______________ period of performance with a better reliability. Most equipment that survives infancy stage will continue to perform better with very few failures. This is the useful period of the machine. In the ____________ , the rate of failure increases until the equipment succumbs and is characterized by the rapid wear and tear of more and more components until major breakdown happens. 7. A simple machine having few moving parts may have breakdowns happenings after a large number of maintenance free run time hours, but in a complex machine, the failure of any one part may result in the ____________________ . 8. The failure of any one of the sub system can cause failure of the __________________. Hence the reliability of the total system depends on the _________________ of each of the sub systems. 9. _________________ of maintenance problems is essential to know as to how serious is the problem for taking quick actions. As in other types of probabilities, here too is that the small percentage of around 15-20% defects in equipment, may contribute to of the ____________ total breakdown time 10. Reliability and availability have become key issues. Manufacturing reliability can be defined as a manufacturing systems ____________, and manufacture the quality product at the speed required. 11. The formula used to measure manufacturing reliability (MR) is: MR = ..

[Where; T = Time performance. Q = Quality performance, S = Speed performance ] 12. The purpose of reliability centred maintenance (RCM) is to determine the __________________ in its operating contexts. RCM provides a flow diagram that tells what type of maintenance to be used. 13. Asset life cycle management system, as evolved by some companies for better results consists of three phases: a) Asset Acquisition Phase: b) Maintenance phase: c) ____________________ 14. The replacement analysis becomes more complex due to many technical factors and the qualitative consideration. Some important methods or replacement of old and unused machineries are 1) minimum annual cost method 2) by using ____________________ 3) ____________________ method. 9.16 Summary The main function of the maintenance department is to monitor and control the condition of machineries and improve their functional reliability. The reliability theories on equipment have shown that there is a definite performance pattern their lifespan. This pattern manifests itself due to rigorous operations during the life span. Reliability and availability have become key issues. Manufacturing reliability can be defined as a manufacturing systems capability to operate to its expected operations, and manufacture the quality product at the speed required. The functional reliability refers to the consistency of the degree of performance of the machine, equipment or service operation. Therefore it is the duty of the plant maintenance crew to strive to maintain and increase the functional reliability of the production facilities. The functional reliability of facilities to be maintained or improved upon by the maintenance management requires the use of certain concepts, reliability methodologies, analysis, tools and techniques and measures. The objective of FMEA ( ) and reliability analysis of the plant and equipment is to ensure to excellence in performance of critical assets and achieve the business goals. Mean Time between Failure (MTBF) can be computed, by which the system reliability, availability, anticipated life etc, can be assessed.

For better maintenance planning and control, it is important to know the nature and occurrence of failures over a period of time for the equipment in use. The graph of the failure pattern, called the Weibull distribution graph and known as Bath Tub Curve, because of its shape, shows three phases in the equipment performance namely Infant mortality phase Useful performance phase Ageing phase. Equipment can be considered as a total system and the failure of any one of the sub system can cause failure of the entire system. Hence the reliability of the total system depends on the product reliability factors of each of the sub systems. The purpose of reliability centred maintenance (RCM) is to determine the maintenance requirements of any physical assets in its operating contexts. Total productive maintenance (TPM) and failure modes and effects analysis (FMEA) are other maintenance tools used for improving the reliability through proactive maintenance. There are many ways to measure reliability. Mean Time between Failure (MTBF) Mean time between production Loss (MTBPL) Mean production loss (MPL) Companies should recognize this fact that maintenance of its assets is to be encouraged as the process will provide advantages in enhancing quality initiative, increases capacity, reduces costs and eliminate waste. Asset life cycle management system, as evolved by some companies for better results consists of three phases: a) Asset Acquisition Phase b) Maintenance phase c) Disposal Phase Based on the life cycle analysis, there must be equipment replacement plan after considering the cost impact and other technical factors. However the methodology to be used depends on the best alternative within the organizations objectives.

Capital expenditure based on the life cycle and the depreciation either by straight line or reducing method is used for a comprehensive decision by the management. 9.17 Terminal Questions 1) Define functional reliability? 2) What are the maintenance management concepts, methodology used for maintaining the functional reliability? 3) Explain briefly the Weibull distribution curve. Why it also called as bathtub curve? What are the three phases in the life span of equipment? 4) Explain briefly how the life of the equipment is depicted by the variability and availability factors in a) Bathtub Curve and MTBF, b) Breakdown time distribution: and c) Reliability and Variability of the Equipments 5) What are maintenance performance index? How they help in measuring maintenance efforts? 6) There are many ways of measuring reliability and availability. Explain few of them? 7) What are the factors considered in measurement of maintenance measurements? How they are evaluated? Briefly explain the three phases of asset life cycle management. 9) What are the technical and cost factors to be considered while planning replacement of old machineries? 10) Explain briefly the depreciation methods used in capital expenditure on plant and machineries. How this helps in replacement plans? 9.18 Answers Self Assessment Questions 1. Functional reliability 2. Consistency of the degree of performance 3. Excellence in performance 4. Bath Tub Curve 5. Ageing phase

6. Infant mortality, Useful, Ageing phase 7. Complete machine breakdown. 8. Entire system, Product reliability factors 9. Critical analysis, 80 to 85% 10. Capability to operate to its expected operations 11. = [% T] x [%Q] x [%S] 12. Maintenance requirements of any physical assets 13. Disposal Phase: 14. Barnes formula, MAPI Terminal Questions 1. Refer 9.2 2. Refer 9.2 3. Refer 9.3 4. Refer 9.4 5. Refer 9.6 6. Refer 9.8 7. Refer 9.12 8. Refer 9.13 9. Refer 9.14 10. Refer 9.15 Copyright 2011 SMU Powered by Sikkim Manipal University .

OM0006-Unit-10-Total Productivity Maintenance

Unit-10-Total Productivity Maintenance Structure: 10.1 Introduction Objectives 10.2 Total Productivity Maintenance 10.3 Goals 10.4 Objectives of TPM 10.5 TPM and its Features 10.6 Evolution of Maintenance Methods 10.7 Other Related issues with TPM 10.8 Overall Effectiveness of Equipment [basis of TPM] 10.9 Types of Losses. 10.10 Zero Loss Concepts 10.11 Implementation of TPM & Steps in TPM program Steps in TPM program 10.12 Eight pillars of TPM Autonomous maintenance Kobetsu Kaizen Planned Maintenance Quality Maintenance

Development Management Education & Training Safety, Health, Environment TPM in offices 10.13 Relevance of TPM to TQM framework 10.14 Benefits of TPM 10.15 Role of TPM in WC-production 10.16 Summary 10.17 Terminal Questions 10.18 Answers 10.1 Introduction Manufacturers invest huge capital on productive machines and equipments for production of the desired products, but they often neglect the very important function of complete maintenance, thus leading to breakdowns and production losses. Because JIT [Just-inTime] production lines operate very close to capacity in every process, machine failures cannot be tolerated. Equipment maintenance is basic to competitive manufacturing. Maintenance covers all those functions such as monitoring, inspecting, adjusting, repairing, cleaning, etc, to keep a machine, a facility, material handling equipment and other transport vehicles in proper working conditions. Earlier the maintenance management was viewed as a function with a lesser status compared to manufacturing and its role was restricted to one of carrying out breakdown repair when a machine breaks down. High tech preventive maintenance routines are performed by experts at frequent intervals and machines are continually upgraded and modified for closer tolerances, faster set ups and fewer adjustments. This will increase the life of the machines and they perform better during their entire life span. But with the enlarged scope of maintenance functions when very high cost state of art machineries and equipments are used for higher productivity, a more sophisticated well managed preventive maintenance type programs such as TPM or Reliability centred maintenance (RCM) has warranted. The Japanese have virtually eliminated machine breakdowns by applying Total Productive Maintenance (TPM) techniques to their

machines. Machines are cleaned and lubricated frequently by the operators who run those machines. Objectives: After studying this unit you will be able to: Outline the features of TPM Explain the types of losses related to maintenance List and explain the steps involved in TPM Comment on the methods of TPM propounded by experts on Quality. 10.2 Total Productive Maintenance [TPM] TPM had its genesis in the Japanese car industry in 1970s. It first evolved in Nippon Denso a major supplier of the Toyota car company. Here the new quality approach of prevention at source was translated to the maintenance environment through the concept of TPM. TPM is defined as the means to achieve high level of productivity, efficiency and effectiveness with zero loss concepts through total participation of all employees with self managing abilities in practices, to achieve total customer satisfaction. TPM is a well defined and organised maintenance program which places a high value on team work, consensus building and continuous improvement. Reliability and TPM principles call for avoiding crisis, relying on team work, maximising capacity, minimising costs and continuously improving processes for manufacturing. 10.3 Goals Prevention of equipment deterioration Maintain the equipment in optimal condition Establishing basic equipment conditions Operator is competent to operate machine/ equipment Elimination of quality defects Elimination of equipment failure Elimination of cost losses

10.4 Objectives of TPM The principle objectives of TPM are: Eliminate all breakdowns of machines and equipment to ensure trouble free continuous production. Achieve manufacturing excellence, means elimination of micro operational issues Achieve zero loss Concept [zero breakdown, defect, losses, waste and accident-free operations] in all the resources over the entire life cycle of a production system through team work and by overlapping small group activities. Increase plant efficiency, Reduction in manufacturing costs, reduction in equipment life cycle cost, Boosting morale of employees, Producing products for customer satisfaction in quality, cost, delivery and services. Maximise asset and equipment effectiveness through OEE [overall equipment effectiveness] and OPE. To achieve higher reliability/flexibility of equipment and reduce cost through eliminating wastages. Restoring equipment to a like-new condition Improve maintenance efficiency and effectiveness On job training of the labour to improve their job skills To have a sound equipment maintenance management Effective use of preventive and predictive maintenance technology Achieve TPM with active participation & involvement in all levels Value Added activity that the equipment is contributing to your products. 10.5 TPM-Its Features TPM no longer confines to the maintenance department, but spreads across as a company-wide culture, ensuring total effectiveness of the plant for higher quality and lesser downtime.

TPM is a method designed to eliminate the losses caused by break-down of machines and equipments by identifying and attacking all causes of its breakdowns and system down time due to such breakdowns. TPM is a means to achieve high level of productivity, efficiency, effectiveness with zero loss concept, through total participation of all employees with self-managing abilities in practice, to achieve total customer satisfaction There are six types of losses found in a manufacturing firm: Downtime due to equipment failure. Downtime for setups and adjustments. Speed losses due to idling and minor stoppages caused by abnormal operations of censors, blockages etc. Speed losses due to discrepancies between designed and actual speeds Defect losses due to process defects that cause scrap & quality problems. Defect losses due to reduced yields in processing TPM includes three main elements: Regular preventive maintenance, including housekeeping. Periodic pre-failure replacement or overhauls and Intolerance for breakdowns or unsafe conditions. TPM paves way for an excellent planning, organizing, monitoring and controlling practices through a unique 8-Pillars Method. TPM is one of the most valuable strategies for those who want to be competitive & meet the World Class Competition 10.6 Evolution of Maintenance Methods What are the other maintenance methods that are universally practiced by industries, leading to another innovative & modern practice under company-wide maintenance practice of TPM? How this evolution has happened and other related issues are briefly given below a) Breakdown Maintenance / Emergency / Corrective Maintenance: Break down maintenance or emergency maintenance is a remedial or corrective maintenance practice that is undertaken when equipment fails and require repair on an

emergency or priority basis to set it right. Obviously this is not an ideal way of keeping quiet until that breakdown happens, that results in loss of production due to idling of machinery and labour and reduces system capacity. This idling will increase the production cost, maintenance costs and resultant delay in supply of products to customers as promised. b) Preventive maintenance Preventive maintenance is the activity that is planned and programmed on a regular basis to inspect the system, to uncover potential problems and to make repairs, servicing and replace parts to ensure that the system does not fail during normal operation. This reduces the frequency of machinery break downs and consequent loss of production Break down of a machine in production line can be costly if it means shutting down the entire plant, especially when mass production or continuous production is planned. There exists a relationship between the maintenance costs and the cost of failures with which the level of maintenance Vis-a-Vis frequency of maintenance could be firmed up. Failure of equipment or machineries may occur at different phases. A high failure rate known as the infant mortality exists during the initial working of the machine and then settles in. A study is made on each machine on the MTBF (mean time between failures) distribution. When the distributions curve exhibits a narrow standard deviation, the preventive maintenance will be more expensive and incidental if it is other way. Preventive maintenance policies and techniques must emphasize on all employees to accept the responsibility for the maintenance and perform all the activities to their capability. This promotes employee empowerment and system performance c) Productive maintenance or Predictive maintenance This is an extended preventive maintenance method that tries to reduce the chances of breakdowns by using modern monitoring and analysis techniques such as computer aided monitoring and forecasting and diagnose the condition of the equipment during operation. Here, the productive maintenance tries to identify signs of equipment deterioration or imminent failure and to take corrective action before it fails. 10.7 Other Related Issues a) Improve Repair Capabilities: For reliability and a sound preventive maintenance practices, firms should build up a level of repair capability in order to get the system back in operation much faster. A good maintenance facility should have the following features: 1. Well trained maintenance crew.

2. Adequate resources. 3. Ability to establish a repair plan and priorities. 4. Ability and authority to do material planning. 5. Ability to identify the cause of break downs 6. Ability to design ways to extend MTBF b) Maintenance responsibilities a) Traditional: Maintenance is a functional support activity & employees rely on specialists for custodial services, preventive and repair maintenance. b) Employee ownership TPM: Front-line associates have first responsibility for maintenance in their work places. Specialists work with cross-functional teams & backup responsibility to handle difficult or unusual problems. c) Reliability and Maintainability an overview: Quality is multi dimensional but reliability is a key component of quality. Japanese automobile manufacturers have been highly successful in the US market and could gain a high market share, because of perceive product quality and the exceptional reliability. Reliability considers the performance of a product over time. Reliability is a time based concept of quality. It is the probability that a product will operate adequately for a given period in its intended application. Since the reliability is concerned with the elapsed time between failures of a product, issues are closely related with maintenance and maintainability. The ability of the equipment for operation is determined by mean time between failure (MTBF) and mean time to repair (MTTR) that is: Availability = MTBF / [MTBF + MTTR] d) Equipment problems and competitiveness: Equipment problems and break downs have a direct affect on production costs, product quality and production schedules. Malfunctioning of machines cause deterioration and results in inefficiency. This will ultimately shorten the life of machines and cause high repair costs. Further these machines may have possible immediate effects such as variability of output, safety hazard, accidents to operators, idling of both machines and the workers using those machines for their work. Hence by reducing equipment mal functions and break downs, firms can reduce inventories, schedule disruptions etc. At the same time, they can improve operator safety and reduce injuries from equipment mal functions. e) Role of operators in TPM

1. Perform basic equipment maintenance by cleaning of machines, replacement of filters lubrication of aggregates, checking functions of the basic machine AND safety devices. 2. Diagnose and perform repairs for the problems identified. In case the problem is an unknown entity, obtain information before such problems are attacked. 3. Basic skill levels required by operators include: A) Monitoring and maintaining critical process parameters. B) Perform change over and setup the complete machine. C) Reduction of minor stoppages and adjustments on aggregates as well as the complete machine. D) Collect data to track equipment performance and document all the data recorded along with production control chart and work order systems. Data collected must be complete for proper implementation. f) Role of maintenance department in TPM process: 1. Restores deteriorated equipment through improvements / related maintenance 2. To identify design weaknesses and improve equipment for error free operations 3. Improve technical maintenance skills of all maintenance personnel through systematic training and work assessments 4. Thorough data analysis, periodic diagnostic tests apart from performing appropriate maintenance system to avoid predicted equipment failure 5. Maintain work order system to provide data for calculation of MTBF (mean time before failure) and MTTR (mean time to repair) 6. Ensure maintenance is treating the root cause of the problem and not symptoms 7. Implement periodical maintenance system that is planned on the data collected from the machine, manufacturer and also the operators 8. Understand the manufacturing process to successfully achieve the above, thus developing the capability to operate similar equipment / machines 10.8 Overall Equipment Effectiveness [OEE]-Key Indicator of TPM OEE is a way of measuring how the six major losses shown below are affecting the equipment or in other words a way of measuring the amount of Value added activity that the equipment is contributing to the product. 10.8.1 Objectives of OEE: a) It helps see a problem so that it can be fixed.

b) It helps visualize Six big losses with their targets for meeting OEE. 1) Planned and unplanned downtimes. [Target=minimize] 2) Set up down time[Target=zero] 3) Reduced speed of the machines [Target=minimize] 4) Minor unrecognized stoppages [Target=zero] 5) Reject and rework [target=zero] 6) Start up down time and yield from the system [Target= minimize] Availability [(Time available for production Downtime)] / [Time available for production] Performance Efficiency = [Actual Production or Capacity)] / [Ideal Production or Capacity] Quality Yield [Total Parts Produced-Quantity out of specifications] / Total Quantity produced. Overall Equipment Efficiency [OEE] = [Availability x Performance Efficiency x Quality yield] 10.8.2 OEE example: A manufacturer working for 8 hours shift with the production data and scheduled breaks is as follows: Shift length = 8 hours, Short breaks 2 short breaks of 15 min each, Lunch break one lunch break of 30 min, Downtime of machines 47 min, Ideal rate of production 60 parts per min, Number of parts produced 19271, out of which 423 numbers were rejected. Planned production time 480 15 -15-30 = 420 min Operating time = planned production time downtime = 420 -47 = 373 min Good quality parts produced = total produced rejection = 19271 423 = 18848 Availability = A = operating time / planned production time = 373 / 420 = 0.88

 Performance = P = parts produced / (ideal production * operating time) = 19271 / (60 * 373 )= 0.861 Quality= (total parts produced rejection) / total parts produced) = 18848 / 19271 = 0.978 OEE Composite = Availability * performance * quality = 0.888 * 0.861 * 0.978 = 0.748 i.e. 74.8 % 10.9 Types of Losses (16) There are 16 types of losses that can be categorized into three namely: Category 1: a) Equipment losses: includes down time losses due to 1) machine failure/breakdown, 2) set up/adjustment time, 3) planned shutdown downtime] b) Performance losses: 4) start up losses, 5) minor stopping /idling, 6) reducing the capacity, c) Quality loss: 7) process errors 8 rework/scrap Category 2: Manpower losses: 9) cleaning and checking, 10) waiting for materials, 11) waiting for instructions, 12) waiting for quality confirmation, 13) any management losses. Category 3: Material losses: 14) material yield 15) energy losses 16) consumable material losses 10.10 Zero-Loss Concept: TPM is based on the elimination of the above said 16 losses along with other five zero loss concepts depicted below:

10.11 Implementation of TPM Implementing TPM company- wide is a major project that requires support from top management. Implementation in each of the identified areas is managed directly by a target area committee with assistance from a TPM program team. The TPM program team oversees initial planning and coordination of all TPM efforts though ultimately this responsibility is transferred to the maintenance department. The main focus on equipment maintenance is for improvement of the overall production system. This stresses the need to shift focus from equipment to the processes within which it is used. 10.11.1 Steps in TPM program 1. Plant audit and initial assessment 2. Company commitment 3. Formation of committees and sub committees for a) promotion and steering of TPM, b) Jishu Hozen, c) Kaizen, d) Planned maintenance, e) Quality maintenance, f) Office TPM, g) Education and training, h) Safety and environment committee 4. Selection of pilot lines 5. Focus on 8 pillars, even for new areas of operations. 6. Reaching Excellence in TPM program by Promotion, monitoring and reviewing TPM results and raising levels and revising standards 10.12 Eight Pillars of TPM

In the above house, 8 Pillars supports a strong structure of TPM for achieving higher productivity is depicted in the following picture. 10.12.1 Pillar-1: Autonomous Maintenance: (Jishu Hozen) Autonomous maintenance is a phrase coined by the Japanese institute of plant maintenance (JIPM) to describe the shift towards the machine operators maintaining their own machine / equipment JH Policy: 1. Uninterrupted operation of equipment 2. Flexibility with operators to operate and maintain other equipments 3. Eliminate the defect at source through active employee participation 4. Step wise implementation of JH activities JH Targets: 1. Reduce oil consumption 2. Reduce process time 3. Increase the use of JH Objectives of JH:

1. Stabilise, control or prevent deterioration of production equipment 2. Prevent degradation related failures 3. Increase access and ease of inspection and maintenance 4. Improve skill levels and personal growth throughout the company 5. Improve predictability through data analysis and communication Steps to Implement JH: 1. Initial cleanup It must be closely aligned with 7S of the company and there must be commitment of both the staff and the management for the house keeping. Cleaning of all the surroundings and using Japanese 5S principles for orderly keeping the parts etc. Operators should identify and tag the sources of defects / waste that arisen out of the machine operations. Examples of such defects are: Crack in the housing leakages, broken / worn out belt, switch not operating properly etc. 2. Repair sources of defect (outside of machines). Here operator has to apply and ask for 5 whys, replace cracked parts or worn out seals etc and repair and setup the machine. In case modification is required for easy inspection / elimination of debris / contamination etc a new aggregate covers may be created 3. Develop standards and data collection: Create standards for clean up and checking of machines, establish standards for data collection based on the production control chart and develop standards for easy reference. 4. Standards for monitoring key process parameters: To develop methods and standards for routine verification of key process parameters / standards operating conditions. Here the operator executes routine verification and adjustments 5. Train operators on function and troubleshooting: Operators, team leaders, first line supervisor should be trained to understand the basic of the equipment and the functions and the systems working in the machines namely Hydraulic, pneumatic, electrical, electronic, lubrication and mechanical should be clearly understood by all in the production line for quick redressing. 6. Provide spare parts and tools: Here all the spare parts should be leveraged at the point of use after considering the inventory levels. Similarly the orderliness of tool availability and display of visual boards can be maintained. 7. Other steps considering the aspects like a) Cooperation from all production related department, set rules to be followed, JH audit, quick response, should be followed to achieve effective results

8. All out JH: Repeat the cycle 1 6 above of the process of managing and monitoring the TPM. Verify the progress made in TPM efforts in planned versus emergency work, MTBF, MTTR, Quick change time reduction, Zero accidents and Zero defects. 10.12.2 Pillar-2.Kobetsu Kaizen (Focussed Improvements) 1) PDCA Cycle: Kaizen: here maintenance team should 1) Plan each step, 2) Do the necessary change, 3) Check whether successful or not, 4) Act as required to proceed further to improve upon the system/process. 2) Increase in productivity by improving Overall Equipment efficiency (OEE), Overall Online efficiency (OOE) and Overall Plant efficiency (OPE) 3) Decrease Costs: through controls in inventory and WIP 4) Reduction in customer complaints: reduce total downtime and ensure quick deliver to customers 5) Zero accidents: total safety and all actions to save money. There are three steps that aim at quick but short term process improvements supported by long term organizational change. These steps are: Step 1: Quick Win Shop floor projects: this is a team based approach targeting specific problem areas and realizing immediate benefits Step 2: Critical analysis: analyze what else needs to be changed to make it fixed and create action plans. Here an emphasis is on transferring knowledge and creating self sufficient team for results. Step 3: Implementation action plan to sustain and develop further possible improvements. Here it is aimed at eliminating all 16 losses in the workplace. 10.12.3 Pillar: 3: Planned Maintenance [Pm] For Zero Loss Planned maintenance is a systematic management by maintenance department, which uses maintenance work cycle activities of preventive/predictive/corrective or breakdown maintenance techniques. It is aimed at having trouble free machines and equipment producing defect free products for total customer satisfaction. Planned maintenance policy includes a) achieve and sustain availability of machines, 2) optimise maintenance costs, 3) reduce spare parts inventory, 4) improve reliability and maintainability of machines. optimize machine set ups, optimize spare parts location etc. Six steps followed by planned maintenance are:

1) Equipment evaluation and recording of present status 2) Restore deterioration and improve on weak links 3) Builds information management systems 4) Prepare time based information and parts and map out a plan 5) Prepare predictive system plan by introducing diagnostic techniques 6) Evaluation of planned maintenance. Benefits from Planned Maintenance 1) Reduction in downtime due to breakdowns. 2) Improvement in MTBF and MTTR. 3) Reduction in spare parts consumption 4) Reduction in oil and power consumption 5) Reduction in repair cost 6) Reduction in number of inspection points etc 10.12.4 Pillar-4-Quality Maintenance for Zero Defects This is a process for controlling the condition of equipment and its components that affect variability in product quality. Here also aim is at defect free product to satisfy the customer. Focus is on eliminating non-conformances in a systematic manner. Here the customer end defects are known through customer complaints and in-house defects known through the quality control personnel, are analysed, root cause is found and improvement action on the process/design are ensured. Results achieved through this pillar are: 1) Improved customer satisfaction and reduction in future complaints 2) Reduction in defects and improved quality 3) Reduction in inspection time 10.12.5 Pillar-5-Development Management This refers to the learning process that happens in TPM implementation and during different types of maintenance practices, when a) ease of manufacture, b) policy of

development of new technologies, c) determination of detailed specifications etc are answered. Development of management involves four phases, a) planning b) implementation, c) design, d) manufacturing, e) initial phase production. The methodology adopted is for understanding of the present machine structure, incorporate planned maintenance sheets to eliminate defects, and design validation 10.12.6 Pillar-6-Trining & Education [Flow Of Controls] Through training and education provides the skill and knowledge apart from the experience that enables operators, skilled workers, engineers and managers are in a position to fulfil the expanded role to be played in successful implementation of TPM. It is aimed to have multi skilled & revitalized employees, whose morale is high and who are eager to work and perform the required functions effectively and independently. Here the focus is on improvement of the knowledge, skills and techniques through a training environment. This systematic education and training will result in: 1) Reduction in downtime, breakdowns attributed to lack of knowledge and skills 2) Reduction in further downtime after gaining the knowledge and skills 3) Reductions achieved after training on the number of defects, reworks etc. 10.12.7 Pillar-7: Safety, Health & Environment [Zero Accidents] Here the focus is to create a safe work place and a surrounding areas that is not detrimental to process or procedures. The continuous training is on safe working, health and hazards, providing safe environment place a vital role. Unsafe conditions like electrical points, safety guards, too hot areas, noise generations and any such unsafe potential areas must be identified and action taken to make them safe. Some examples of unsafe acts by employees are 1) use of worn out tools, unsafe storage/stacking, unsafe working without wearing gloves, goggles etc, operating machines without proper training etc. Point by point safety audit, safety training and monitoring the improvements through Kaizen, Poka-Yoke etc will all result in getting the following benefits: 1) Reduction in accident 2) Reduction in noise 3) Create excellent house-keeping & a good looking workshop through 5S action 4) Reduction in downtime because of breakdowns etc 5) Saving in energy consumption 6) Reduction in industrial waste

10.12.8 Pilar-8-Office Tpm [Raise Levels & Select Other Areas] Office TPM includes analysing processes and procedures towards increased office automation. It is followed to improve productivity and efficiency in the office administration. It identifies and eliminates losses. Benefits accrued because of office TPM are 1) Better utilization of work areas, 2) reduction in repetitive works, 3) reduction in administration costs, 4) reduction in inventory carrying costs, 5) reduction in n umber of files, 6) reduction in customer complaints, 7) reduced man power 8 clean and pleasant work environment and 10) reduction in equipment due to emergency despatches/purchases. Therefore the Office TPM addresses the seven major losses namely: 1) processing loss 2) communication loss 3) idle loss 4) set up loss 5) accuracy loss 6) non-value added loss 7) cost loss including areas as procurement, accounting, marketing and sales outlets with high inventories. PQCDS&M principles in Office TPM: a) P: production output loss due to want of materials, manpower etc b) Q: mistakes in cheques, bills, invoices, payroll, customer returns etc c) C: buying cost, cost of logistics, cost of inventory carrying, etc d) D logistic losses due to delay in support function, payment to suppliers, in information etc e) S: safety in material handling, stores, other safety practices f) M: number of kaizen activities in office areas with improvements not visible TPM is a long range living program. Here the whole organization should focus, as a strategy, to follow all the principles and procedures laid out in Seven Pillars of TPM and achieve the desired overall improvements for the benefit of the organization. 10.13 Relevance of TPM to TQM Framework Good maintenance is fundamental to a productive manufacturing system. TPM aims at keeping the current plant and equipment at its highest productive level through cooperation of all. In TPM the barrier between maintenance & production personnel is removed. Since achieving total productivity is one of the major objectives of TQM, we can infer that total productive maintenance is an extension of TQM philosophy to the maintenance function. Further, the following strengthen the view that TPM is relevant to TQM:

 TQM is aimed at satisfying customer requirements. TPM is a value adding activity, since it aims at cost reduction and quality improvements for internal requirements and for customer satisfaction. TPM is continuous improvement activity. A comprehensive TPM program aspires to implement process capability and its maintenance. TPM aims at the introduction of new and creative ideas which will optimise quality standards and reduce waste and costs to the organisation concerned. TPM can have a great impact on the operations decision making process. The planning, scheduling and control of operations depend to a large extent on process capacity and process capability. Process capacity cannot be made available at the cost of quality. In view of the above, there is a direct link between TPM and TQM and also the relevance of a comprehensive maintenance policy is proved for successful TQM implementation. 10.14 Benefits of TPM An added benefit is that with the added responsibility of all maintenance activities, operators develop a sense of ownership for the machines and give special attention to upkeep the machines for sound, vibration, smell etc spot problems before they develop. Housekeeping is another area in JIT production system. Here too the operators take the responsibility of cleaning their machines and work areas, by using the principles of 5S. Clean, tidy and well organised work area will result in better performance Maintenance is the key to achieve zero loss, zero breakdowns, zero accidents and zero defects, in other words working with a zero sum philosophy. This developed by JIPM (Japanese Institution of Plant Maintenance) during late 1960s combines the American practice of PM with Japanese concept of Total Quality Control [TQC] and Total employee involvement [TEI] 1) TPM aims for greater manufacturing competitiveness through improved effectiveness of machines and equipments. 2) TPM increases production capacity, process reliability and reduces the cost of lost production time, defects, repairs, shortened equipment life and inventory. 3) TPM also contributes to improvements in safety, morale and pollution control by involving everyone in the process. 4) Benefits can be categorized into two types namely: 1) Direct and 2) Indirect a. Direct benefits:

a) Increase in productivity and overall plant efficiency b) Elimination of customers complaints c) Elimination of accidents d) Achieve goals by working as a team b. Indirect benefits: a) Higher confidence level among the employees b) Favourable change in the attitude of the operators c) Horizontal deployment of a new concepts in all areas d) The workers get a feeling of owning the machine. The following results were reported from a typical firm after implementing TPM. 1) Productivity: Breakdowns reduced by 85% 2) Quality: Defect rate reduced by 50% 3) Cost: Labour cost reduced by 25%, maintenance cost reduced by 15 -30%, energy reduced consumption reduced by 20%. 4) Delivery: Inventory turnover increased by 150% 5) Morale: Improvement suggestions increased by 105% 6) Safety: Accidents reduced to nil 7) Environment: No pollution created 10.15 Role Of TPM In World Class Manufacturing Most of the world class manufacturing firms have implemented JIT systems and TQM philosophy to achieve excellence in manufacturing and to have ability to compete globally. . Preventive maintenance requires understanding and maintaining all the physical elements of manufacturing machine components, equipment and systems so that they consistently perform at the levels required of them. Reliable, well functioning machines and equipments are a pre requisite for JIT and TQM to be successfully implemented in any manufacturing firm. Therefore if any equipment breaks down, the entire process or

production line comes to a halt. TQM requires quality at the source which implies that machines must be reliable and well functioning. Improved equipment functioning has a positive impact on product quality. Preventive maintenance practices reduce the breakdown of machines and will keep them in good working condition. Preventive maintenance is a stepping stone to a higher level of maintenance referred to as total productive maintenance (TPM). In world class companies the responsibility for repairs and preventive maintenance is assigned to workers. In TPM operators / workers perform basic equipment repairs and preventive maintenance, while teams of maintenance staff, engineers, machinists and operators redesign and reconfigure equipment to make it more reliable, easier to maintain and perform better. In world class companies quality circles form an important component of TQM. The involvement of workers in quality circles provides the opportunity for them (members of quality circles) to study maintenance problems. This will facilitate implementation of an effective preventive maintenance program which is essential for a JIT system Self Assessment Questions Fill up the blanks with appropriate words in the following statements: 1) Equipment maintenance is basic to competitive manufacturing. Maintenance covers all those functions such as etc, to keep a machine, a facility, material handling equipment and other transport vehicles in proper working conditions. 2) TPM had its genesis in the Japanese car industry in 1970s. It first evolved in Nippon Denso a major supplier of the Toyota car company. Here the new quality approach of was translated to the maintenance environment through the concept of TPM. 3) TPM is defined as the means to achieve high level of productivity, efficiency and effectiveness with zero loss concepts through total participation of all employees with self managing abilities in practices, to achieve .. 4) GOALS: one among following is not an applicable goal. Identify. Prevention of equipment deterioration Maintain the equipment in optimal condition Establishing basic equipment conditions Operators incompetency

 Elimination of quality defects Elimination of equipment failure Elimination of cost losses 5) There are six types of losses found in a manufacturing firm. One among the following is not the type of loss considered in maintenance. Identify a) Downtime due to equipment failure. b) Downtime for setups and adjustments. c) Speed losses due to idling and minor stoppages caused by abnormal operations of censors, blockages etc. d) Habitual absenteism by employees e) Speed losses due to discrepancies between designed and actual speeds f) Defect losses due to process defects that cause scrap & quality problems. g) Defect losses due to reduced yields in processing 6) OEE is a way of measuring how the six major losses shown below are affecting the equipment or in other words a way of measuring the amount of . that the equipment is contributing to the product. 7) Overall Equipment Efficiency-Fill in the other two factors: [OEE] = [Availability x ( ..) X ()] 8 Out of Eight pillars of TPM, two are missing in the following list. Identify them Autonomous Maintenance, Kobetsu-Kaizen, , .., Development Management, Education & Training, Safety, Health & Environment, TPM in Offices. 9) Autonomous maintenance is a phrase coined by the Japanese institute of plant maintenance (JIPM) to describe the shift towards the machine operators 10) PQCDS&M principles in Office TPM: In the list below principle D is missing. What is that? P: production output loss due to want of materials, manpower etc

 Q: mistakes in cheques, bills, invoices, payroll, customer returns etc C: buying cost, cost of logistics, cost of inventory carrying, etc ? S: safety in material handling, stores, other safety practices M: number of kaizen activities in office areas with improvements not visible 11) Results achieved through pillar number Four are: 1) Improved customer satisfaction and reduction in future complaints 2) Reduction in .. and .. 3) Reduction in inspection time 12) For the above type of TPM, organization should have the following six features. Only five are listed. Which is the sixth one? 1) Well trained maintenance crew.2) Adequate resources. 3) Ability to establish a repair plan and priorities. 4) Ability and authority to do material planning. 5) .. 6) Ability to design ways to extend MTBF. 10.16 Summary Japanese firms which implemented JIT production and TQM concepts cannot witness any machine failures that affect quality and delayed production schedules. They applied TPM techniques to visually eliminate machine breakdowns. In the TPM approach to maintenance management, machines are cleaned and lubricated frequently by the operators themselves who run the machines. A comprehensive maintenance program consists of breakdown maintenance, preventive maintenance, and total productive maintenance or reliability centred maintenance. While breakdown maintenance is remedial or corrective maintenance or equipment repair when breakdown occurs, Preventive maintenance is a well planned program which involves inspection to uncover potential problem and make the necessary repairs before any breakdown occurs. The frequency of preventive maintenance must be balanced with the cost of equipment failure and keep the total costs of preventive and breakdown maintenance put together at the lowest level possible. For the above type of TPM, organization should have the features of 1) Well trained maintenance crew. 2) Adequate resources. 3) Ability to establish a repair plan and priorities. 4) Ability and authority to do material planning.

5) Ability to identify the cause of break downs 6) Ability to design ways to extend MTBF. Equipment problems have a direct impact on production costs, product quality and production schedules, which may result in inefficiency of machines, high repair costs, safety hazards, decrease in productivity, poor quality of outputs, accidents to workers, stoppage of production, high WIP inventories and so on. TPM identifies and attacks all causes of malfunctions and eliminates all consequent losses due to breakdowns, by adopting any of the maintenance systems discussed above, especially with the latest TPM as a final and long range solution. TPM has great relevance to TQM in improvement of productivity and quality. TPM helps to maintain process capability, high standards of quality and reliability, continuous improvement and has a strong strategic relevance like TQM. Quality circles, an important component of TQM provides the opportunity for workers to study maintenance problems and suggest effective maintenance activities which are essential for JIT systems. Benefits of TPM includes increase in production capacity and process reliability, Reduction in costs of lost production, idle time, repairs, defects, shortened equipment life and inventory. TPM contributes to improved safety, employee morale and pollution control. All these help to improve manufacturing competitiveness of world class companies. Implementing TPM company-wide is major project requiring top management support, formation of a target committee and program team to oversee initial planning and coordination of all TPM efforts and then transfer the responsibility to the maintenance department. 10.17 Terminal Questions 1. What are the objectives of TPM? 2. Discuss on the guiding features of TPM? 3. Explain briefly the evolution of maintenance practices leading to TPM. 4. Distinguish between breakdown maintenance and preventive maintenance. 5. What is total productive maintenance? Is it different from total preventive maintenance?

6. What are the relative issues that are recognized by maintenance department before attempting introduction of TPM in the plant? 7. What is meant by Overall Equipment Effectiveness? What are its constituents? How the six losses are addressed through OEE? 8. Explain briefly the sixteen types of losses that are to be considered for elimination by the maintenance department while planning TPM activities. 9. What are the six zero concept that are to be considered while approaching elimination of 16 Losses? 10. Which are the eight pillars that support TPM in an organization? 11. What is Autonomous Maintenance? What are its objectives and steps involved in implementing? 12. What are the constituents of Kobetsu Kaizen i.e. Focussed Improvements and what steps are used to achieve improvement? 13. Explain briefly as to how planned maintenance under Eight pillars of TPM help achieve zero loss? 14. What are the unsafe practices and how these are controlled by practicing good and healthy, safe environment under TPM? 15. Discuss the relevance of total productive maintenance to TQM framework. 16. What are the benefits accrued to a firm by practicing TPM? 17. Describe the role of total productive maintenance in world class manufacturing. 10.18 Answers Self Assessment Questions 1. Monitoring, inspecting, adjusting, repairing, cleaning, etc 2. Prevention at source 3. Total customer satisfaction. 4. Operators incompetency-[Sl. no-(d)] 5. Habitual Absenteeism by employees [Sl. no (d)]

6. Value added activity 7. Performance Efficiency & Quality yield 8. Planned Maintenance & Quality Maintenance 9. Maintaining their own machine / equipment 10. D- logistic losses due to delay in support function, payment to suppliers, in information etc 11. Defects and improved quality 12. Ability to identify the cause of break downs Terminal Questions: 1. Ref. 10.4 2. Ref. 10.5 3. Ref. 10.6 4. Ref. 10.6 5. Ref. 10.6 6. Ref. 10.7 7. Ref. 10.8 8. Ref. 10.9 9. Ref. 10.10 10. Ref. 10.12 11. Ref. 10.12.1 12. Ref. 10.12.2 13. Ref. 10.12.3 14. Ref. 10.12.7 15. Ref. 10.13

16. Ref. 10.14 17. Ref. 10.15 Copyright 2011 SMU Powered by Sikkim Manipal University .